手機晶片的破壞式創新與競合策略——以聯發科為例

5G技術將掀起一場科技革命，改變人們的生活方式，在各國的政治角力下，也影響到商業界的策略布局，半導體業的發展成為國際間的重點研議方向，更是貢獻臺灣經濟基礎的關鍵之一。在IC設計方面，產業多半為歐美大廠所把持，但自2020年第三季起聯發科手機晶片的出貨量竟超越產業龍頭高通、躍居第一，成為5G技術領先群。回顧聯發科的發展歷史，從一間二十人的小公司到營收突破百億美元天險的規模，從做中低階晶片進入手機市場到5G SoC被一線品牌採用於旗艦機種上，在國際上扮演舉足輕重的角色，此成就並非一蹴可幾。故本研究想進一步了解聯發科在智慧型手機晶片各階段所創造的顧客價值，如何以競合之槓桿化產業結構為對自己有利的創新賽局，鑽研其從技術落後逐漸轉為市場領先的策略方法。本研究以個案研究之方式，藉由初級和次級資料收集，以破壞式創新和商業模式架構分析聯發科3G、4G、5G智慧型手機晶片的發展策略，並結合外部環境變因歸納出聯發科在三個階段所建立的核心能耐與所遭遇的現實挑戰，再透過競合理論之PARTS模式整理手機上下游龐雜的供應鏈關係，探討怎麼透過與其他參賽者的互動突破往高階市場移動之瓶頸。本研究認為聯發科一以貫之的經營理念為「與客戶共同創造價值」，讓客戶運用聯發科的晶片平台結合自身資源開發出好手機：在3G手機晶片聯發科先是憑藉混合型破壞式創新，掌握住新市場與低階市場尚未被滿足的需求，提供整體解決方案協助技術能力不足的廠商開發出特色平價手機，以後進者之姿成功切入廣大的低端市場；經歷4G晶片的洗禮，聯發科在5G晶片重新制定營運方針，以開放式架構的模式（天璣開放架構）從SoC底層就與手機廠商深入合作，讓一線品牌可以仔細調教使用上的體驗並結合自家研發的技術，創造出差異化價值，再加上台積電先進製程產能的支持，爭取高階市場的認可。前段時間的市場機遇為聯發科手機晶片帶來更好的發展空間，得以提高單價改善獲利狀況，然隨著景氣疲軟低迷、手機庫存水位升高，聯發科面臨新一波挑戰。故本研究建議聯發科可強化與合作夥伴之連結，例如IC生態系統的建立來鞏固市場地位，並時時保有危機意識與敏銳度，關注庫存與成本控管以穩定價格，做足因應情勢變遷的準備與彈性。

關鍵字

聯發科；手機晶片； IC設計； 5G ；破壞式創新；商業模式；競合策略

並列摘要

5G technology will set off a technological revolution and change people's way of life. The development of the semiconductor industry has become a key direction internationally, and it has greatly contributed to Taiwan's economic. The IC design industry is mostly dominated by European and American manufacturers, however, since the third quarter of 2020, MediaTek's mobile phone chip shipments have surpassed the industry leader Qualcomm and jumped to the first place, becoming the technology leader. Looking back on the development history of MediaTek, from a small company with nearly 20 employees to a scale of over 10 billion US dollars in revenue, entering the market as a mid-to-low-end chip, to 5G SoC being adopted by first-tier brands in flagship smartphones, playing a pivotal role in the world , this achievement is not easy. Therefore, the purpose of this study was to identify the customer value created by MediaTek at various stages of smartphone chips, how to use the lever of co-opetition changed industrial structure as an innovation game that is beneficial to itself, and discover its strategy and methods to gradually transform from technological backwardness to market leadership. The study used case studies to collect primary and secondary data to analyze MediaTek's 3G, 4G, and 5G smartphone chip development strategies through the architectures of disruptive innovation and business model; and combined with the external environmental factors, summarize the core capabilities established by MediaTek and the practical challenges encountered in the three stages; then through the PARTS mode of the co-opetition theory to organize the complex supply chain relationship between the upstream and downstream of mobile phones, and discuss how to break through the bottleneck of moving to the high-end market through interaction with other participants. The results indicated that MediaTek's consistent business philosophy was "co-creating value with customers", assisting customers to use MediaTek's chip platform to combine its own resources to develop good mobile phones: With 3G mobile phone chips, MediaTek first relied on hybrid disruptive innovation to satisfy the unmet needs of the new markets and the low-end market, provided overall solutions to help manufacturers with insufficient technical capabilities to develop characteristic and affordable mobile phones, and successfully enter the vast low-end market as a latecomer. After learning the lessons of 4G chips, MediaTek has re-established its operating policy in 5G chips, deeply cooperated with mobile phone manufacturers from the bottom of the SoC with an open architecture model （Dimensity Open Resource）, so that first-tier brands could carefully adjust the user experience and combine their own technology to create differentiated value; Further more with the support of TSMC's advanced process capacity, MediaTek strived for recognition in the high-end market. The market opportunities in the past period have brought better development space for MediaTek's mobile phone chips, which could increase the unit price and improve its profitability. However, with the weak economy and the rising mobile phone inventory level, MediaTek is facing a new wave of challenges. Therefore, the study findings may serve as a guide that MediaTek can strengthen the connection with partners, such as the establishment of IC ecosystem to consolidate market position, maintain crisis awareness and agility at all times, pay attention to inventory and cost control to stabilize prices, and be fully prepared and flexible in response to changes in the situation.