The competitive analysis of foundry business between Taiwan and South Korea: cases study

• Main Authors: Ting, Yu-Chen, 丁友貞
• Other Authors: Chung, Huimin
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/3dk9s3

碩士 === 國立交通大學 === 管理學院高階主管管理碩士學程 === 101 === South Korea is always treated as the strong competitor by Taiwan electronic industries, especially for Samsung Group, till today, Samsung electronics has gotten the international leading position in different products, including smart phones, TV, memory and panel etc., no one in the world would disregard his any movement. Samsung’s great competitive ability mainly is from the vertical and integrated business model, plus overall perspectives strategy from end products to components. To have highly sense of crisis is Samsung’s traditional culture, he is always seeking new business for next wave development opportunities, in Y2010, he announced to start the foundry business which has high profit margin and high growth rate in the future. From the experience to work for Apple mobile processors, his foundry business revenue is growing fast, now is the worldwide no.3 company, and has a very little gap to Global Foundries, who is the no.2 foundry company. Of course, as the Samsung’s expectation, to be the no.1 is his target, that is, the major competitor he focused is TSMC who is the foundry leader with near 50% market share and gross margin. TSMC is always the leading company among Taiwan enterprises. To face more and more domestic industries to lose business due to the competition with Samsung, all Taiwanese start to expect TSMC is able to win the battle. However, faced with the new competition is quite different from the pure foundry industry, TSMC will come up with what the coping strategies? Samsung have any new strategy? This study attempts to analyze the two companies their past and current strategies, finally make recommendation to future actions for industry reference. The study found that TSMC is still a competitive advantage because of economies of scale in the foundry industry and strong customer trust, advanced technology process, however, has always been the major TSMC profitable niche source, to the continuation of Moore's Law, it is necessary to have higher capital assets investments, although TSMC's financial position seems sound, but for long-term consideration, to prepare more resources and have much stronger financial plan maybe is the most important strategy for TSMC to go next phase. The other hand, to Samsung, his own product may cover the capacity shortage issue when Apple leaves in the short term, however, he must need other customers for his foundry business in the long-term development. How to build up the “trust” with customers who maybe are his competitors at the same time is the big challenge to Samsung. TSMC chairman Morris Chang estimated that in 2013 the foundry will have a growth rate of more than 10%. Due to the hot selling of different mobile device products, PC market is shrinking and makes Intel also announced its entry into foundry services, soon snatched TSMC customer Altera, with more and more IDM companies began to join in the competition, and plus the tightly catch up by second-line foundries, ex. Global foundries and UMC, TSMC will face more and more pressure than before, however, just same as Morris said, now tsmc can do is to hold the determination to win, then step by step to face new challenges, who knows it may be another new wonderful milestone.