創新在積體電路企業永續經營的策略重要性—以台積電&聯發科創造藍海市場個案為例

The strategic importance of innovative services in the sustainable operation of integrated circuit companies—Take the case of TSMC & MTK creating a blue ocean market as an example

吳承勖(Cheng-Hsu Wu)

指導教授 ： 余士迪 ； 李建興

國立清華大學/科技管理學院/高階主管經營管理碩士在職專班/碩士(2021年)

摘要

現今工業標準化大量製造下發展已反映出市場由「供不應求」進入「供過於求」生產過剩狀態的成本競爭紅海市場。可是綜觀全球仍有數十億人口，由於經濟水平卻未感受到科技創新改變了生活型態的便利性。暗示科技產品在科技應用與新領域開發的產業生態，加入創新策略來佈局將會創造差異化新藍海市場。
企業經營行銷管理與市場接觸的媒介是公司的產品和服務，由個案的例子可看出企業不再只是企業本體和而是擴及整體生態平台下的產品服務，利於將創新科技帶到全世界每個角落，來滿足及提升人們在工作、生活、娛樂等各方面的市場需求。因此企業的創新要想獲得市場上需求的持續認可，就必須針對市場的客戶需求趨勢化指導逐步遵循PDCA(Plan,Do,Check,Action)循環管理技巧來不斷提高產品的性能和服務策略催化。此處的基本性能主要是指獲得現有競爭市場上普遍認可的性能，而差異化性能則是指那些並非所有企業都夠提供的產品特色，這些差異化性能若可以更好地滿足消費者需求，那就具有市場的壟斷性。
本研究以台積電與聯發科為例，依摩爾經濟學來探討半導體公司在元件尺度微縮化 競賽中創新策略的手法與通則性，再依公司創新個案探討與發展現況來作本質差異性的探討，藉由產品差異化進化到策略的差異化來優化技術創新、產能創新，成本競爭與商業模式創新的手法導引到新藍海市場的策略做歸納分析，研究發現個案中其永續經營手法中聚焦在產品的研發與創新價值來創造多重產品生命曲線疊加，得以再創公司生命曲線成長達到永續經營的目的。

關鍵字

創新 ； 摩爾經濟學 ； 差異化藍海策略 ； 生命曲線 ； 策略

並列摘要

The development under the current industrial standardization of mass manufacturing has reflected the market’s transition from "supply in short supply" to "oversupply" and overproduction in the Red Sea market of cost competition. However, there are still billions of people in the world. Due to the economic level, they have not felt the convenience of technological innovation that has changed the way of life. It is implied that the industrial ecology of technological products in the application of science and technology and the development of new fields, adding innovative strategies to the layout will create a new blue ocean market of differentiation.
The medium of business marketing management and market contact is the company’s products and services. From the case examples, it can be seen that the company is no longer just the corporate body and the product services under the overall ecological platform, which is conducive to bringing innovative technology to the world. Every corner, to meet and improve people's market needs in work, life, entertainment and other aspects. Therefore, if the innovation of an enterprise wants to obtain continuous recognition of market demand, it must gradually follow the PDCA (Plan, Do, Check, Action) cycle management techniques to continuously improve product performance and service strategy catalysis according to the trending guidance of market customer demand. The basic performance here mainly refers to the performance generally recognized in the existing competitive market, while the differentiated performance refers to the product features that not all companies can provide. If these differentiated performance can better meet the needs of consumers, That has the monopoly of the market.
Taking TSMC and MediaTek as examples, this research discusses the methods and general principles of semiconductor companies’ innovation strategies in the component-scale miniaturization competition based on Moore’s economics. From product differentiation to strategy differentiation to optimize technological innovation, capacity innovation, cost competition and business model innovation, the strategy leading to the new blue ocean market is summarized and analyzed. The study found that the sustainable management practices in the case are focused on Product R&D and innovation value create multiple product life-curve superpositions, which can recreate the company’s life-curve growth and achieve the goal of sustainable operation

並列關鍵字

Innovation ； Moore's law economics ； life curve ； differentiated blue ocean strategy ； strategy

參考文獻

1. Ifanr〈2021/01〉，手機廠商把高通逼急，推Snapdragon 870填補中高階落差！如何迎戰聯發科？，數位時代.

2. KENNY KUAN〈2021/02〉，新款 M80 5G MODEM 晶片讓聯發科 5G 產品線更完整，xfastest，取自: https://news.xfastest.com/interview　/91001/新款 M80 5G MODEM 晶片讓聯發科 5G 產品線更完整.

3. liu milo〈2015/09/13〉，聯發科半年一舉發動四併購！從重要併購史看蔡明介打什麼算盤，科技新報，取自: https://technews.tw/2015/09/13/　mtk-strategy/.

4. Vince Liu〈2021/6〉，從半導體製造的學習曲線看台積電的策略，Redefine Innovation，取自: https://www.redef.tech/觀點/台積電的策略?

5. 王宏仁〈2021/01/27〉，台積電30年IT和AI發展史，iThome.