A Case Study of the Transformation Strategy for Small and Medium Scale IC Design Houses

• Main Authors: Cheng-Hsien Tsai, 蔡政賢
• Other Authors: 孫雅麗
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/66855596920865553028

碩士 === 國立臺灣大學 === 資訊管理學研究所 === 95 === IC design houses are different from each other in many aspects such as the scale, financial strength, technologies and market share. For the small and medium-scale IC design houses, they have been facing more fierce challenges than the large and super large-scale companies in terms of market competition and rapid technological advances. Hence, it is important that these organizations conduct strategic planning and management to identify and describe the strategies that managers can pursue to achieve superior performance and competitive advantages for their organizations. In this thesis, we adopt three analytical models : Michael Porter Five Forces Model, Andrew Grove Six Forces Model and Allan Afuah Determinants of Profitability, to analyze the current IC design industry and its competitive environment to identify opportunities and threats. Furthermore, a Taiwan medium scale IC design house is used as an example to provide in-depth examination of the challenges and difficulties it faces, including external competitive environment, internal operating environment, organization''s positioning in the industry and market segment. Finally, based on our analysis, a set of strategies are proposed for struggling small and medium-scale IC design houses to attain competitive advantages and achieve organization''s goals such as strategic shift and organizational transformation.