A Study on Merger Strategy and Synergy Analysis in Taiwan’s Server Industry –A case example of Ａ and Ｂ Company

• Main Authors: Li-Wei Huang, 黃麗惠
• Other Authors: Ruey-Shan Guo, Ph.D.
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/05611045611367070398

碩士 === 國立臺灣大學 === 財務金融學研究所 === 101 === "Cloud Computing" has been a red-hot topic in IT industry. It is being promoted as an important government policy, especially in Taiwan. There are three types of Cloud Computing services: SaaS, PaaS and IaaS, which IaaS had a significant impact on the development of the server industry in Taiwan. Since 2010, all major brand name vendors have been merging related software and hardware companies. How should the server industries in Taiwan react? What are the key elements for a successful merger in the server industry? This study used Michael Porter''s Five Forces Model to analyze the structure of the server industry, causes and synergy for merging, and after merger management in theory. Additionally, case presentation for companies with core competitive ability and enriched merging experience in the field. The study also attempted to analyze and confer the merging case of Mitac International Corp. and TYAN computer Corp. for three reasons below: 1.Understanding the competitive environment of the server industry, and systematically induce the key elements to success in competition. 2.Discussing whether the merger of Mitac and Tyan had a strategically merging advantage, and if this merger had produced its synergy. 3.Finding out the key element to a successful merger; if the merger between Mitac and Tyan was against all successful causes, hence the synergy had not appeared. The results of the study indicated that there are three successful elements in the server industry. 1.A stable system and low carrying cost 2.The keys to success are quality and technique in the server industry 3.In order to cope in the era of cloud computing, the combination of software and hardware is the way to strengthen the leading edge. Additionally, there are many variables to a successful merger. Besides the matching of objectives, the managers must attach importance to post - M＆A integration, then can achieves synergy. The management normally considers a merger as an independent case. For them, as long as the deal is complete, the case is done. But according this study, a merger is not done until the new combined company has their own goal and language and the staff in the new company can work together to achieve their goal to have the maximum synergy.