DRAM產業變革與競爭策略：Ｍ公司個案研究

本論文主要是探討DRAM產業如何從早期全球超過30家供應商的完全競爭市場，在經過20多年的激烈變革逐步成為三大供應商掌控的寡佔市場，並以三大供應商之一的Ｍ公司為案例，分析其獨特的以收購競爭對手產能的成長策略。此外，Ｍ公司市場部門多次的組織變革以市場區隔來制定產品策略，使其在車用與高速繪圖應用等市場取得最大市佔率，以及服務客戶的團隊歷經多次組織改造，進而更貼近客戶，也率先針對主要客戶提供差別服務等。Ｍ公司成為市場領先者的過程呼應Michael Treacy/Fred Wiersema (1995) 提出的『市場領先者的修鍊』(The Discipline of Market Leader) 一書的主要論點。在DRAM產業與Ｍ公司的案例分析下，本研究產生研究命題如下：命題一：DRAM為各國政府積極扶植策略產業，從90年代的百花齊放，高度競爭，逐漸因為技術與資本密集特性，產業結構趨於寡佔，爰企業行為出現顯著改變。命題二：在中國政府大力扶持之下的新進半導體廠，狹中國龐大內需，將來勢必在市場上有一席之地。雖然西方社會將持續圍堵中國的半導體產業發展，對於DRAM 產業界而言，維持開放競爭將是最好的策略。命題三：針對不同的區隔市場，建立不同的銷售策略，可為公司帶來帶更高品質的營收。命題四：DRAM 產業目前已經演變成為寡佔市場，對於客戶關係的維持則需更緊密。如何快速的導入先進製程產品或是用最短的時間解決技術問題，建立區域或是客戶聯合實驗室將可以有效縮減所花費的時間，維持甚至擴大在該客戶的佔有率。

關鍵字

DRAM產業；寡佔市場；併購；客戶關係

並列摘要

This study is to explore how the DRAM industry has become an oligopolistic market controlled by the three major suppliers after more than 20 years of drastic changes in the fully competitive market model of more than 30 suppliers in the early stages of the world. This study uses M Company, one of the three major suppliers, as a case study, and analyzes how to use the unique method of acquiring competitor's production capacity as its growth strategy. In addition, the marketing department of M company has carried out organizational changes more times, and formulated product production strategies in a market segmentation manner, so that it has obtained the largest market share in the automotive and high-speed graphics applications market. The customer's team has gone through many organizational transformation processes, and then developed a way closer to the customer. At the same time, it is also the first to provide differentiated service treatment for major customers. The process by which M Company can become a market leader echoes the main thesis in the book "The Discipline of Market Leader" (The Discipline of Market Leader) proposed by Michael Treacy / Fred Wiersema (1995). Therefore, analyzing the case of DRAM industry and M company, the research propositions of this study are as follows: Proposition 1: The DRAM industry is a strategic industry actively supported by governments of various countries. From the numerous productions and high competition in the 1990s, gradually due to the characteristics of technology and capital concentration, the industrial structure tends to be oligopolistic, and corporate behavior in DRAM-related industries has significant changes and appeared. Proposition 2: Many newly established semiconductor factories, under the strong support of the Chinese government in recent years, rely on China's huge domestic demand, and will surely have an important position in this market in the future. Although Western society continues to contain China's semiconductor industry, maintaining open competition is the best strategy for the DRAM industry. Proposition 3: For different market segments, different sales strategies must be established to bring higher-quality revenue to the company. Proposition 4: The DRAM industry has evolved into an oligopolistic industry. Therefore, the maintenance of customer relationships needs to be closer. How to quickly import advanced process products or use the shortest time to solve technical problems, establish regional or joint laboratories with customers, will effectively reduce the time spent, maintain and expand on the customer occupancy rate.