手機晶片產業廠商之經營與發展策略分析：以聯發科公司為例

Analysis of Management and Growth Strategy in the mobile chipset industry：the case of MediaTek

羅啟業(Chi-Yeh Lo)

指導教授 ： 陳忠仁

國立臺灣大學/進修推廣學院/事業經營碩士在職學位學程/碩士(2019年)

https://doi.org/10.6342/NTU201900778

摘要

聯發科過去在光碟機晶片、功能型手機晶片、智慧型手機晶片，主要營收業務不斷地轉換成功，不過在2016 年開始，智慧型手機晶片先是在中國市場未掌握運營商重要規格遭遇挫敗，再來又遭遇高通持續針對性的高規低賣，導致整間公司營收跟著遭遇挑戰，聯發科也不得不思考轉型，除了調整智慧型手機策略，不再強攻高階轉而穩固中階市場，也試著利用核心能力進行相關多角化，如物聯網等，試著再一次轉移主要營收業務到下個快速成長的事業上。
本研究透過相關文獻的蒐集和歸納整理，針對聯發科的三大主要產品線，行動運算平台、成長型、成熟型，挑出各自最大營收或具代表性的業務，分別是智慧型手機晶片、物聯網應用之智慧音箱晶片、電視晶片，首先利用Michael E. Porter (1979) 的五力模型來分析外部環境及產業關鍵因素，再來利用Bruce Henderson (1970) 為Boston Consulting Group (BCG) 設計的BCG 矩陣來分析各自業務所處的相對狀態，最後利用Hamel and Prahalad (1990) 在《哈佛商業評論》發表的《企業核心能力》來分析內部公司資源及能力是否符合產業關鍵因素，試著探討後續策略之制定。

關鍵字

智慧型手機 ； 物聯網 ； 智慧音箱 ； 電視 ； 成長經營策略

並列摘要

In the past, MediaTek's main revenue business has been successfully converted from CD-ROM chips, feature phone chips, and then to smart phone chips. However, in 2016, smart phone chips were first suffered in the Chinese market without the operator's important specifications. In addition, Qualcomm continued their “high spec with low price” strategy. It caused MediaTek’s revenue and subsequent challenges. MediaTek also had to think about transformation and adjusting the smart phone strategy. To give up the high-end market temporarily and back to stabilize the middle-end market. Besides, MediaTek also need to try to use its core capabilities for related diversification, such as the Internet of Things business. Mediatek should transfer the main revenue business to the next fast-growing business.
Through the collection and summarization of related literatures, this research selects the three largest product lines, mobile computing platforms, growth and mature types of MediaTek, and selects the largest revenue or representative business, which are smart phone chips, smart speaker chips for IoT applications, and TV chips. This research first uses Michael E. Porter's (1979) five-force model to analyze external environmental and industry key factors, and then use Bruce Henderson’s (1970) BCG matrices which are used for Boston Consulting Group (BCG) to analyze the relative status of their respective businesses, and finally use Hamel and Prahalad’s (1990) Core Competence of Enterprises analysis method which is published in the Harvard Business Review to analyze whether the internal company resources and capabilities meet the key factors of the industry. This research tries to explore the strategy development.

並列關鍵字

Smart Phone ； IoT ； Smart Speaker ； TV ； Growth Management Strategy

參考文獻

英文文獻

1. Porter, M. E. “The Competitive Strategy” Techniques for Analyzing Industries and Competitors, 1979.

2. Clayton M. Christensen, Scott D. Anthony, Erik A. Roth (2004) Seeing What’s Next: Using the Theories of Innovation to Predict Industry Change.

3. Abell, D. F., AND HAMMOND, J. S. Strategic Market Planning： Problems and Analytical Approaches. Englewood Cliffs, N.J.： Prentice-Hall, 1979.

4. D’Cruz, J. “Quasi-Integration in Raw Material Markets.” DBA Dissertation, Harvard Graduate School of Business Administration, 1979.