本人於管理職務已有8年，面對台灣市場新機台市場萎縮，利潤縮減，身為代理商的Ｈ公司，必須有創新改革，面對未來的劇烈變化。半導體產業變化快速，代理商持續縮減卻也是事實，然而Ｈ公司一家半導體代理商，如何做到維持40年的代理權?如果經營原廠與客戶?然而面對代理權隨時可能被收回，Ｈ公司又是如何面對與因應呢?
主要想透過創新六策、五力分析以及BCG分析，來了解H公司的代理經營與面對危機的策略。也期待透過本研究的分析結果，能夠帶給Ｈ公司，對於未來經營上的參考。
本研究使用個案研究方法，並透過內部資料收集第一手資料，以及彙集客戶與原廠的回應，做研究主要的基礎資料。研究結果發現H公司最大的資源以及最核心的技術是擁有附有專業技術以及經驗的客戶服務工程師、管理師，以及富有彈性的作業流程。 將此研究結果將提供給Ｈ公司業務部門，協助原廠擴充市場的同時，應同步將過去服務內容以及關鍵成功因素，系統化紀錄，並且將其知識轉化成服務流程，再加上資訊系統協助，可成立專業的代理客服中心。

Having observed the industry for 8 years from a management position, it is evident to me that new semiconductor manufacturing industry in Taiwan is shrinking and faces many challenges in the future. As an overseas agent, H Company must revolutionize and make necessary changes to face those challenges.
It is a fact that semiconductor industry changes fast, meanwhile, the numbers of agents are decreasing. However, H Company, a semiconductor agent, has been granted its authorization for 40 years. How does this company keep this great record for so long? What is the possible result and what kind of relation with its clients if H Company runs his business on the base of being an Original Design Manufacturer instead? How would H Company deal with the situation if the authorization got revoked?
The discussion is to take H Company as a study case through Innovation Strategies, Porter Five Force Analysis, and BCG Analysis, to learn more of the management and authorization of H Company and its strategies to deal with the possible crisis in the future. I also expect that the result of this study could provide the references of management strategies for H Company.
After having gathered information first hand within the company and also having obtaining feedback from clients and input from the original manufacturing point, I used case study methods as the basis for this analysis. The studies have found that the strengths of H company lie in its strong service engineers who are very experienced and technically capable, backed up by a solid management staff and dynamic operational capabilities. This paper presents the results of the studies to the sales department in H company in order to assist them in expanding their market share and also to help them reflect back on their success and record lessons learned from previous customer service interactions. The data from the inputs listed above have been systematically documented. This repository of knowledge may now be used to create a customer service protocol with additional technical support in order to establish a customer service centre for the company.

Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review.
Porter, M. E. (1999). 競爭優勢(上) (李明軒 & 邱如美, Trans.). 台灣: 天下遠見出版股份有限公司.
Porter, M. E. (2010). Competitive Advantage—Creating and Sustaining Superior Performance (李明軒 & 邱如美, Trans.). 台灣: 天下文化.
SEMI. (2018). 全球晶圓設備支出再創連四年大幅成長紀錄 [Press release].
王京剛. (2016). 圖解大師：麥可波特競爭策略. 台灣: 達觀.
台灣積體電路製造股份有限公司. (2017). 台灣積體電路製造股份有限公司民國一百零年度年報(一). Retrieved from 新竹:
吳凱琳. (2013). 半導體業洗牌！美商應材與日企合併 [Press release].
洪世章. (2016). 創新六策：寫給創新者的關鍵思維: 聯經出版公司.
莊紅韜. (2013). 東電電子會長東哲郎：與應用材料強強合併“沒有退路” [Press release].
陳正男. (2008). 服務品質、顧客關係管理、與品牌形象對顧客滿意度影響之研究-以半導體設備代理商H公司為例. (碩士), 國立成功大學, 台南.
陳長榮. (2017). 4Q17設備產業展望. Retrieved from 台北:
陳家蕙. (2017). 半導體產值連7升，2018破2兆6千億，成國寶級產業 [Press release].
鄭君仲, & 齊立文. (2018). BCG矩陣. 經理人.
蘇孟宗、楊玟萍、彭茂榮、劉美君、黃孟嬌. (2014). IEKView：台灣電子產業回顧與展望. Retrieved from 新竹: