The Competitive Analysis of Turbo Molecular Pump Repair Business of Semicon High vacuum Equipment

• Main Authors: Li, Chao-Huan, 黎兆桓
• Other Authors: Jen, William
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/hn8zj8

碩士 === 國立交通大學 === 管理學院高階主管管理碩士學程 === 102 === Taiwan Semiconductor high vacuum equipment maintenance repair in turbo molecular pump business has long been part of the closure of the industry. Each brand subsidiary or agents only do each manufactured turbo-molecular pump repair business , no direct competition and enjoy higher profits for the maintenance , because there is no competition. Only when customers need to buy new turbo molecular pumps and will competing. But in recent years, some of leaving the original repair or service personnel and someone transfer the repair skill from foreign company and the local secondary repair company to develop repair skill, those difference competitors into this marketing to cause OEM Repair Company loses this unique marketing. The secondary service provider companies in order to enhance the competitive advantage, given the spread in price between the original price , to seize the market , carve maintenance market , but because of the turbo molecular pump repair parts also belong to a closed market , must be through relationships or special channel to have a chance to obtain the necessary repair parts. And the most direct way is to get in the secondary market to buy the used parts. But the quantity is still limited. But some of parts OEM will phase out and discontinued products then will more difficult to obtain sufficient parts to service customers. Therefore, there must be other ways to obtain a steady flow of spare parts in order to survive in the market. Therefore the development of this, it becomes one of the essential parts of living conditions, because when the parts cannot be found on the market or second-hand goods, you cannot provide customer service, it was forced to withdraw from the marketing, especially in the Taiwan market. We must prepare good spare to swap on the client machine. If there is no way to prepare for a spare, will very difficult to get business and has limited. So, if you want to improve service quality and risk diversification of operations, so to be able to develop their own components and spare parts to provide a steady stream is an important key effect. In addition, by the foreign partner or agent, get the chance to send the product to Taiwan maintenance, also a good way to increase revenue and risk diversification. As most foreign customers have spare pumps to swap then sent abnormal pump for maintenance. Which will not only enhance the company turnover, also because the company’s visibility in the country to enter the country and then repair market , A company that is this way gradually into Chinese , Korean market, and now will enter the Japanese and Southeast Asian markets towards the goal , to provide more efficient and close to the customer's mode of operation . Therefore, this study will examine the secondary service providers in the industry’s competitiveness, through five forces analysis and SWOT analysis to identify the company's survival. The A’s current strategy is to enhance the positive development capabilities, especially for OEM stop provide services pumps. It’s an important goal to be able to continue for customer to use currently device. In addition to reduced customer spending, the more you can rely on this so that more customers. Also achieve win-win. But the repair quality and developed schedule is the A company need to solve the problem. It’s also the paper to research key point.