A Study on the Industry Structure and Competitive Dynamic of Semiconductor Distribution Industry
Date Issued
2006
Date
2006
Author(s)
Lu, Chien-Hsun
DOI
zh-TW
Abstract
During the past 30 years, Taiwan has been growing successfully in IT production and becomes the world’s largest electronic production power house. Parallelly developing with the electronics manufacturing, semiconductor distributors undoubtedly played a foremost role to support the industry growth. Despite its importance, this industry sector has received little research attention in the previous literature. To bridge the knowledge gap, the present research attempts to provide systematic analyses on the industry structure and competitive dynamics of semiconductor distribution industry. To implement our research attempt, we will employe various analytical tools, such as five-force analysis, strategic group analysis, and value net analysis. By so doing, we hope that this research could furnish useful insights for industry players in their future pursuit.
After setting up the boundary of analysis, we employed the five-force model to develop the structural characteristics of the semiconductor distribution industry. In examining the relationship between semiconductor supplier and electronics manufacture, we focused on the scale of industry, market growth, industrial concentration, and relative bargaining power. In order to conduct a systematic analysis of the semiconductor distribution industry, we further took into account the characteristics of the industry, the decision making process of the channel market, the competition from the supplier’s VMI direct sale, and the threat of regional traders to complete the analysis. Based on strategic group analysis, we further classified the whole industry into top, middle, and bottom strategic groups and explored their key successful factors. We further investigated three major istructural issues: (1) Higher concentration amongst top and bottom layers of the market with dispersal across the middle layer: (2) Crisis triggered by supplier’s VMI direct sale: (3) Set full competition within the channel industry and the pressure from global.
Next, we focused on business strategy undertaken by major players. Upon completing examination of the profit-sharing structure, we realized that the primary suppliers have yielded the most benefit. Basded on the fact, we generated some appropriate criteria for selecting a strategic partner. Then, we applied value net analytical framework to suggest ways that would yield the best total value.Finally, we proposed two different value-creation strategies, the economic scope distributor strategy and niche market distributor strategy, for the semiconductor distribution industry. Implications and suggestions to practioners are also discussed.
Subjects
半導體通路商
產業結構分析
策略群
價值網
Semiconductor Distribution Industry
Industry Structure
Strategic Group
Value Net
Type
thesis
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