半導體量測設備商之商業成長模式與個案研究

在進入先進半導體奈米製程時，需要大量使用半導體特殊製程設備及奈米量測檢測設備來提供穩定的製程及較佳的製程良率。另外半導體設備擁過高的利潤，高產值且產業進入門檻高，因此許多半導體設備商，為了本身長期的營運及維持或增加市場佔有率，皆會有計畫性的開發新的半導體量測技術或直接做策略性的併購。許多國家還是持續投資建構半導體晶圓廠，進而使的其它產業的業者，也想跨入半導體設備產量。本研究論文將探討在非半導體本業的個案B 公司是如何有計畫性的跨足半導體量測設備業，他的背後原因及策略為何，其併購時的動機為何。另外利用商業模式，杜邦分析法及SWOT 來分析其個案的優劣勢，並探討個案併購策略及其綜效分析，最後分析與討論個案在半導體事業部的策略應該走向與其它部門整合或尋求將此半體導部門求售，只專於於個案B 公司的本業。

關鍵字

半導體設備；併購；量測檢測；商業模式；個案

並列摘要

It is necessary to use a large number of semiconductor unique process equipments and state-of-art measurement and inspection equipments to provide a stable semiconductor process with better process yield when industry launch an advanced nanotechnology semiconductor process. In general, semiconductor equipment has excessive profits, high marketing value due to the high barriers to entry. Therefore, many semiconductor equipment manufacturers either to develop own new semiconductor measurement technologies for their long-term operation to increase market share, or execute strategic mergers and acquisitions directly in the semiconductor field. Many countries continue to invest new semiconductor wafer fabs, which in turn leads other industry players intend to step into the supply chain of semiconductor equipment field This thesis first explores how company B in the non-semiconductor industry has planned to step into the semiconductor measurement equipment industry, motivations and strategies behind this company, and what national for its mergers and acquisitions are future examined. The business model, DuPont analysis method, and the SWOT framework are used to analyze the advantages and disadvantages of their cases. In addition to the discussion of the case merger strategy and its comprehensive effect analysis. Finally, the future strategic options of the company B in the semiconductor business iii division may either integrated with other related divisions or seek to sell their semi business, then focus majority business of Bruker.