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DYNAMIC SYNERGY”G As a result of the aforementioned innovations in organizational structure, the General Manager and two senior vice presidents are able to even more actively communicate with each other and work towards the integration of Macronix's considerable resources. From the standpoint of its internal integration, Macronix's two business groups can engage in dynamic partnerships in cross-group technology and manufacturing capabilities. Under the guidance of the Technology/Manufacturing roadmap, the two business groups can work synergistically to respond swiftly to market needs and increase the overall scope of sales. Enhanced Integration Through Winning Partnerships Aside from steady, ongoing cooperative relationships with its Key Accounts, Macronix continues to actively court new clients to increase the breadth of its sales sources. This has been a healthy development. From 2002 to 2003, growth in new clients meant that revenue dependence on existing key clients was reduced from 53.73% to 47.53%. Macronix's attentive cultivation of its already excellent relationships with its key clients, as well as the development of new clients, has meant a steady growth in sales activity and revenue. Advanced Technology to Realize Market Potential Macronix has experienced great success in its process technology transition. Starting from the fourth quarter of 2003, Macronix began the shift from 0.25µm and 0.18µm towards 0.15µm processes. In that quarter, mass production of 0.15µm commenced, and a wafer test yield of 72% was achieved. Advanced capacity utilization of 0.18µm and 0.15µm reached full capacity in the fourth quarter, and Macronix estimates that 2004 will see a full conversion to 0.15µm technology. |