手機晶片產業之成長經營策略探討:以聯發科公司為例

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

曹凱閔(Kai-Min Tsao)

指導教授 ： 郭瑞祥 ； 陳忠仁

國立臺灣大學/管理學院/商學研究所/碩士(2014年)

https://doi.org/10.6342/NTU.2014.02887

摘要

過去，在山寨市場取得巨大成功的聯發科，因為未能掌握智慧型手機的3G手機晶片的趨勢，加上晨星、展訊等競爭，使得聯發科在2010、2011年受到不小的挫敗。但是近年來，聯發科藉由3G手機晶片站穩中國智慧型手機市場，不僅如此，聯發科跳脫過去低階晶片的定位，推出八核心晶片，打開中高階市場；更有甚者，聯發科準備在4G時代的來臨，打開全球市場，挑戰龍頭高通。

本研究透過相關文獻的蒐集和歸納整理，首先針對聯發科在功能型手機、3G智慧型手機、4G智慧型手機，先依時間順序劃分為：山寨傳奇(2003~2009)、失落兩年(2010~2011)、重返榮耀(2012~2013)、邁向主流(2013~2014)、翻轉定位(2014~)等五大時期，運用Porter(1980)的五力分析模型進行產業分析，探討每個時期的產業變化。再者，利用Teece(1997)的動態能力理論針對聯發科在管理程序、資源定位與發展路徑的演進進行整理，探討聯發科在組織變革、價值觀與經營理念、專利技術、產品定位、目標市場等的變化。最後，結合外部環境與內部組織，利用Christensen(1997)的破壞式創新策略，探討聯發科以身為後進者的姿態，而後成為領導者的關鍵因素，以及聯發科如何因應其他廠商的破壞式創新，和後續策略轉變的作為。

關鍵字

智慧型手機 ； 產業分析 ； 動態能力 ； 破壞式創新 ； 成長經營策略

並列摘要

In the past, MediaTek achieved great success in the ShanZhai market. However, because MediaTek failed to grasp the trend of 3G smartphone chipset, and the competition from Mstar and Spreadtrum, MediaTek’s revenue shrank 30% in 2010 and 2011. But in recent year, MediaTek return to glory due to Chinese smartphone market. Moreover, MediaTek turn to high-end market from low-end market by launching octa-core mobile chipset, in 4G era, MediaTek will challenge the global, high-end market and the largest competitor, Qualcomm.

This research firstly focuses on analysis of the featured phone industry, 3G smart phone industry and 4G smart phone industry and chronologically divided to: ShanZai Legend(2003~2009), Loss Years(2010~2011), Return to Glory(2012~2013), Toward Mainstream (2013~2014) and Flip Market(2014~) by Porter(1980) Five Forces Theory. Secondly, the research introduced evolution of the organization change, values and philosophy, patent and technology, product positioning and target market by Teece(1997) Dynamic Capabilities Theory. Finally, the research analyzed the factors of how MediaTek become a leader from a follower, how to respond to other competitor and how to shift the strategy by Christensen(1997) Disruptive Innovation Theory.

並列關鍵字

Smartphone ； Industry Analysis ； Dynamic Capabilities ； Disruptive Innovation ； Growth Management Strategy

參考文獻

1.Clayton M. Christensen (1997) The Innovator’s Dilemma. When New Technologies Cause Great Firms to Fail.

2.Clayton M. Christensen, Michael E. Raynor (2003) The Innovator’s Solution: creating and sustaining successful growth.

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

5.Eisenhardt, K. and J. Martin (2000). Dymanic Capabilities: What Are They? Strategic Management Journal, 21: 1105-1121.

8.Michael E. Porter (1980) Competitive Strategy Techniques for Analyzing Industries and Competitors. New York: Free Press