近年來，大型半導體業者合併案愈來愈多，伴隨著5G時代的來臨，與無人駕駛汽車的發展趨勢，物聯網IoT的需求帶動了全球的產業脈動，好的使用者經驗，需要用於連接/無線的類比技術，嵌入式視覺、電源管理、感測器/MEMS、安全元件、甚至是微控制器（MCU）等，類比ＩＣ則在此扮演了相當重要的角色，然而類比技術進入的門檻比數位高，需要長時間的經驗累積，所以併購也就成為公司可以取得快速關鍵技術的方法，也因併購而發展出大者恆大的趨勢。在公司必須控制產品成本的巨大壓力下，增加研發投資是更加冒險的主張，從一般行政支出的觀點來看，存在著巨大的交易合併綜效，可以用於研發費用。

分析的結果發現，該個案公司整體上的確發揮了併購上1+1>2的整合綜效，值得其他公司參考，然而亦有改善與進步的空間。特別是在人力資源與文化的融合在綜效面上的問題。

In recent years, there have been more and more cases of mergers among large-scale semiconductor companies. Along with the advent of the 5G era and the development trend of driverless cars, the demand for Internet of Things (IoT) has driven the global industry pulse, good user experience, and the need for connection. Analog/wireless analog technologies, embedded vision, power management, sensors/MEMS, security components, and even microcontrollers (MCUs), analog ICs play a very important role here, but the threshold of analog technology entry more than a few digits, it takes a long period of experience to accumulate, so mergers and acquisitions have become a way for companies to acquire rapid key technologies, and they have also developed the trend of being bigger and larger. Under the enormous pressure that companies must control product costs, increasing investment in R&D is a risky proposition. From the point of view of general administrative expenditures, there is a huge combination of transaction consolidation that can be used for R&D expenses.
The analysis found that the case company as a whole did indeed use the 1+1>2 integration effect of mergers and acquisitions, which is worth referring to other companies. However, there is room for improvement and progress. Especially in the synergy of human resources and culture combined together as one company.

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