積體電路製造之服務發展策略探討--借鏡投資銀行

An Analysis of Service Strategy for the IC Manufacturing Service Industry--Lessons Learned from Investment Bank

王仲志

指導教授 ： 史欽泰 ； 金聯舫

國立清華大學/科技管理學院/高階主管經營管理碩士在職專班/碩士(2010年)

摘要

摘 要
積體電路製造服務業為台灣極具代表性之產業，就產業而言因全球激烈競爭而面臨二項挑戰，一, 如何繼續成長；二, 是如何保持獲利；就台灣之企業而言，如何能再次升級以保持領先地位，是目前主要課題；本研究以台灣積體製造股份有限公司為個案研究對象，並以跨產業之方式選擇金融服務業中極具代表性及成功之高盛投資銀行作為借鏡之對象，台積電董事長張忠謀先生曾說過高盛投資銀行是他最想學習之產業，因為其十分重視客戶夥伴關係此與台積電之經營理念十分符合。故希望能借鏡其成功案列進而作為服務策略規劃方向。
本文主要以服務特性、服務品質、關係行銷、服務價值鏈等四方面做為分析面向。且分別針對高盛銀行及台積公司之產業面、企業文化面、員工特性等層次作比較，進而探討其相同點及差異點。再由其中整理規納出台積公司可參考之發展方向及策略。分析結論可歸納為：
1. 高盛銀行之關鍵成功模式為，將高盛以其最重要的三項資產員工、資產、聲譽為其客戶創造最大利益，並成為完全信任之顧問夥伴關係。
2. 有形產品是積體電路服務製造業無法改變之特性，但為避免商品化所帶來之價格競爭，應朝與客戶達成結構化結合之目標努力。
3. 台積公司員工有根深蒂固之產品成本、產品技術商業機密考量、並且專注於本業之製程專業技術開發研究，故導致員工在服務品質、客戶專業領域之價值創造會有所限制。

關鍵字

製造服務業 ； 服務品質 ； 關係行銷 ； 服務價值鏈 ； 策略規劃

並列摘要

Abstract
In Taiwan’s economic structure today, integrated circuit (IC) manufacturing service is a crucial part of the overall semiconductor value chain. The business, like any other hi-tech businesses in the world, is extremely competitive, and hence facing the following major challenges:
1. How to sustain growth
2. How to maintain profitability.

Unlike the glorious 1990’s, the IC industry must now find a way to stay one step ahead of the competitors.
This research studies a specific case: TSMC and how it may capitalize on the successful business model from the benchmark investment banker Goldman Sachs. The correlation of these two companies does not just happen randomly because Morris Chang, TSMC’s Chairman, had once said that Goldman Sachs’ client-partner idea is a good role model for TSMC’s managements and that TSMC may benefit from Goldman Sachs’ success story.
This thesis lists the similarities as well as the differences of these two companies: the types of business, their unique corporate cultures and the characteristics of their employees. The analysis is focused on four areas: service characteristics, service quality, relationship marketing, and service value chain. The conclusion is listed below.
1. Goldman Sachs’ success is largely due to three factors: quality of its employees, corporate assets, and corporate reputation (by being one of the most trustworthy banks in the world). These are most intangible assets and these are the reasons why Goldman Sachs must win the total trust of their customers.
2. Unlike Goldman Sachs, TSMC’s products are mostly tangible ones (except, of course, brand name recognition), and inevitably the company will encounter severe pricing pressure as the product reaches commercial scale. Hence TSMC can only sustain its profitability by building a “structural relationship” with their clients.
3. By being an engineering company in nature, TSMC employees are long entrenched in the mindset of placing priorities on cost of production, technology development, service confidentiality, process flow and R&D activities. This type of corporate mindset, if not cultivated, may limit TSMC’s ambition of growth with improved customer relations and better services values.

並列關鍵字

Manufacturing services ； Service Quality ； Relationship Marketing ； Service Value Chain ； Strategic Planning

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