| Summary: | 碩士 === 淡江大學 === 會計學系 === 90 === How to manage revenue has become an important issue during recent years. Product price and sale volume are always connected with the market demands, however market is dynamic and complex. How to measure and predict revenue has been a managerial focus. The cost management tool could not answer its problems. Solving these problems, Corporate Strategy fitting environment changes must be considered. This thesis studies a “volume-strategy-profit” model to analyze strategic performance for those companies being faced with cost convergence and revenue volatility. We focus on Integrated circuit industry and use system dynamics to build a generic model. The parameters was derived and simulated from the history data of UMC, a representative company in this industry. Our purpose is to extract the key factors of its profit changes from 1987 to 2001, as well as the major strategies affecting its past performance. And use the statistical analysis to understand the associations of market demand, revenue, cost, and certain nonfinancial variables, the models were established and compared. We include variables of processing technology, capital, human resources, customer, capacity, as well as IC market demand in the dynamic model. We found out that the case company complemented the strategies of technical orientation, capacity investment, and human resources accumulation.
The findings of this thesis as follows:
1.The change of global market demand is an important external factor for the profit of the UMC Company.
2.From 1987 to 1999, the key factors affecting UMC’s profit are factors of revenue, while from 2000 to 2001, are factors of both cost and revenue.
3.The “volume-strategy-profit” model has its validity; it can be a useful device for the strategy-performance analysis of UMC.
4.The effects of UMC’s specific events on its profit can be observed by the model.
5.Factors, as global market demand change, technology improvement, capital investment, human resources accumulation, and capacity equipment augmentation are indeed key elements affecting UMC’s past profit performance.
6.The major strategies affecting UMC’s past profit performance are strategies of technology improvement, capacity equipment augmentation, and human resources accumulation.
7.UMC had a strong strategic focus on capital input and its ultimate purpose is to achieve a higher level of the sales volume and profit.
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