本研究旨在探討半導體設備代理商這個商業模式在過去十年的科技浪潮下的影響與轉變，半導體設備代理商在整個台灣半導體製造業的發展與演進中所扮演的角色與重要性，為何在短短十年左右演變到一個幾乎消失的商業模式？商業模式由何而來，自古以來，貿易交易是從最原始的以物易物開始的，因為人們的往來越來越頻繁，貿易的活動就越活絡，所以產生了產業結構，中上下游。半導體設備代理商在產業地圖裡鮮為人知，但對於整個產業發展卻是非常的重要。以台灣為例，漢民科技是近年大家相對熟悉的公司專注在於半導體設備代理業務的企業，過去三十年間仍有大大小小為數近百家的廠商是在從事相類似的設備代理科技服務的事業。近年來台灣的半導體製造業越來越受到重視，2020年的疫情爆發更是讓『護國神山』變成家喻戶曉的名詞。然而企業社會責任，永續經營乃是企業存在的根本。
本研究利用「SWOT分析」與「創新六策」來探索半導體設備代理商該如何面對困境突破重圍，再創新猷。藉由研究者任職多年的事業單位來進行個案研究，期待能找出未來可能的變革方向與方法。

In past few decades, the trading is coming from the demand of business in between distances and times differences. It has been changed tremendously with the technology wave during past 10 years. This research is aims to study the transition of a business model called “the Semiconductor Equipment Agents”. Why this business model could be almost dismissed during past 10 years? Trading business is come from people’s demands, changes with things, it is a typical traditional business model since old ancient. The industry structure is formed after these trading activities. Semiconductor Equipment Agent is not a well-known business model in Semiconductor Industry but it play a key role during the whole industry developing period in the past 2 to 3 decades. Hermes_Epitek is a well know company in Taiwan focused on Semiconductor Equipment Agent during past years. There were more than hundreds SMEs are focusing on Semiconductors Equipment Agents during the past. In recent years, Semiconductor Industry become more important and well-known Industry in Taiwan. Such as TSMC become a well-know “Taiwan Shield Mountain”. Then, CSR and Sustainable business is still the corporate’s golden rule.
This research will use SWOT and Innovation Strategy to discover what is the new era or blue ocean for Semiconductor Equipment Agents? By using the researcher’s years experienced job career as case study, trying to find suitable innovation strategy and method for next stage.

第一章 緒論 1
第二章 文獻回顧 3
2.1 何謂產業結構 3
2.2 何謂產業發展週期 3
2.3 何謂企業轉型 5
2.4 企業成功轉型八步驟 6
2.5 企業轉型面臨的挑戰與風險 7
2.6 檢視商業模式（Business Model Canvas） 9
2.7 企業成長策略：階層、市場、網路 10
2.8 量化與質性的比較 16
第三章 研究方法 25
3.1 產業結構研究分析 25
3.2 研究策略選擇 25
第四章 個案分析-豪勉科技 28
4.1 半導體產業結構 28
4.2 臺灣半導體產業地圖 28
4.3 半導體產業主要設備供應商 29
4.4 半導體設備代理商 30
4.5 豪勉科技 31
4.6 SWOT分析 39
4.7 近年面臨的轉型的障礙 39
4.8 轉型的關鍵 40
第五章 討論與建議 42
5.1 結論：設備代理的困境 42
5.2 建議：轉型可能的方向 44
參考文獻 45
中文部份 45
英文部份 45

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