台積電經營學
台積電商業模式是以「客戶是誰」為定，不是「產品是什麼」為定，台積電的商業模式是半導體製造服務，客戶是「別的半導體公司」
[周刊王CTWANT] 半導體教父、台積電創辦人張忠謀26日在演講中，大談自己的「經營人的學習與成長」，演講簡報中秀出他於1998年為台積電唯一手寫的發展策略，評估方法數十條，「30多年了，現在可以講了」，並強調，在數十條經營策略中唯一「不做」的是”低價”策略。
台灣玉山科技協會20週年慶祝大會晚宴26日舉行，張忠謀與夫人張淑芬一起出席。演講從他念MIT大學時講起，拿到父親贈與的人生第一份股票，是50股的IBM股票，自此引起他對企業股價、PE RATIO的研究。90年代張忠謀離開德州儀器公司，從美國返台加入工研院、爾後在工研院長期間創辦台積電。
他在演講中說，台積電的商業模式很多人不知道，商業模式是以「客戶是誰」為定，不是「產品是什麼」為定，台積電的商業模式是半導體製造服務，客戶是「別的半導體公司」，這些都是在歐美市場，客戶要的是真正的技術支援和進步，做生意沒有在談關係、面子，因此他最常做的事情是到歐美各地拜訪客戶，唯有接近市場、保持和客戶互動，才能做好生意。
張忠謀也強調，他從美國來台灣時，並沒有帶班底，德州儀器的老同事認為這樣很難做事，但實際上他不需要班底，台灣在製造生產方面的良率優勢，讓他能向國際客戶交代，台積電因技術導向的客製化產品很有競爭力，因此能成為全球供應鏈不可或缺的一環。
由於台積電正在美國設廠，也有日本和德國的新計畫，參與晚宴的科技業者向張忠謀提問，台、美半導體的競爭力後續發展。他表示，過去在他的年代，美國人能來台灣創業、台灣人要跨國管理是不可能的，而如今的局面是，英特爾經理人管理亞利桑那州廠，台灣經理人無法赴美做到那個境界，歐美會是台灣半導體的市場，製造生產上，台灣經理人在台灣營運會較有競爭力。
張忠謀指出，自己的33～52歲的黃金時代都給了德儀，學到了很重要的事：企業執行長CEO最好還是技術出身好，是技術出身的經營者要常常去看客戶，知道市場的變化，更要會懂得訂價。英特爾最近也發現了，現在的CEO 是技術人員，就敢出來向美國政府遊說爭取20億美元的經費，在美國境內設半導體廠，想要爭取世界地位。
張忠謀認為，經營人要學習與應用的基本要件，包括：技術，商品與客製品，行銷，市場及市場學，會計，訂價，有說服力的簡報，聆聽，包容，領導，策略，策略雖然是最後一項，但他用紅字作為強調，突顯企業經營者要對策略特別重視。
在〈忍了30年，張忠謀終於公開台積電經營學〉中有 15 則留言
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