Essay About Soc Business Percentage        4Figure And Asia        4Figure

Strategic Management
[pic 1] Strategic ManagementZHANG JIANWord Count: 1727Table of ContentsIntroduction: The SOC Business Unit of Advantest        3Customer Needs and Value Profile        4Current and Desired Positioning        5Operation Model and Audit        7Internal Linkages        14Ecosystem Linkages        15References:        17Table of FiguresFigure 1: Advantest Sales Revenue and SOC Business percentage        4Figure 2: SOC ATE market share in Asia        4Figure 3: Customer Value Profile Advantest VS Teradyne        5Figure 4: Spider Map comparing Advantest with Teradyne        6Figure 5: Value Map: Current Position and Desired Position        6Figure 6: Advantest SOC BU Business System with Costs and Resources        8Figure 7: Resources Comparison between Advantest and Teradyne SOC        9Figure 8: Capability Comparison between Advantest and Teradyne SOC        9Figure 10: Management Agenda for next 30 months and beyond        13Figure 12: Internal Linkages        14Figure 13: Ecosystem Linkages        16Strategic Analysis for Advantest SOC Business in AsiaIntroduction: The SOC Business Unit of AdvantestAdvantest is a well-known semiconductor equipment manufacturer with its main business of automated testing equipment (ATE). Out of several Business Units the System-On-Chip (SOC) ATE business which targets SOC chip makers is the largest and accounts for almost 50% of company revenue. The SOC business of Advantest is number 2 by market share, losing to its longtime rival Teradyne.  The customers are mainly chip makers like AMD, Intel and their outsourced manufacturing subcontractors and majority of which are located in Asia includes China, Taiwan, Korea and small portion in South East Asia. Asia market accounts for more than 60% of revenue and Advantest continues to lose to Teradyne in Asia market, which is the growing engine and driver for SOC market in the future (International Trade Administration, 2016).