政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/143819

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/143819

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题名:	行動通訊產業IC設計廠的動態競爭─以高通及聯發科為例 The analysis of competitive dynamics in IC design house of mobile communication industry: Case studies of Qualcomm and MediaTek
作者:	江秉修 Chiang, Ping-Hsiu
贡献者:	吳豐祥 Wu, Feng-Shang 江秉修 Chiang, Ping-Hsiu
关键词:	行動通訊 IC設計動態競爭 AMC分析外部環境分析高通聯發科技術研發創新產品專利分析市場分析 Mobile communication IC design Competitive dynamics AMC model General environment analysis Qualcomm MediaTek Research and development Innovative products Patent analysis Market analysis
日期:	2022
上传时间:	2023-03-09 18:33:45 (UTC+8)
摘要:	行動通訊技術，約莫十年為一個技術更迭的週期，而隨著2019年韓國電信業者率先啟動5G服務，也意味著全球正式進入了第五代行動通訊技術的時代。而在這個行動通訊技術自4G轉換至5G的分水嶺，IC設計廠間的競爭也隨之越趨激烈。其中，在智慧型手機處理器晶片市場中穩居龍頭十餘年的高通，在2020年第三季市占表現卻被市場中長期居於劣勢的聯發科反超並一路延續至今，截至2021年第四季，聯發科已連續六季居於全球手機晶片的市占龍頭寶座。因此本研究欲探究，究竟是哪些影響因素導致在行動通訊業IC設計領域中長期宰制的領導者失了江山，同時領導者與挑戰者在各階段的策略布局又有怎麼樣的不同，而領導者跟挑戰者又該如何奪回失去的龍頭寶座或者維持自己目前的市場地位。本研究採取個案分析法，利用次級資料分析法進行研究所需資料之蒐集，採用具公信力之次級資料作為研究資料來源，以動態競爭理論為基礎，基於原始AMC分析模型進行修改加入外部環境分析以得出本研究之研究架構，並依循此研究架構進行研究分析以探究雙方各階段所擁有的市場共同性及資源相似程度，了解雙方各階段所採取的競爭行為與回應，同時探究外部環境如何影響行動通訊產業IC設計廠之決策以及是否採取競爭行動或回應。本研究最後得出之研究結論如下：結論一：具有市場優勢的行動通訊產業IC設計領導廠商，相較於挑戰者而言，其產品布局上通常會比較完整，且在技術布局上也會做比較長期性的策略考量。而就市場中相對弱勢的挑戰者而言，其在資源及能力落後的情況下，通常會傾向於將有限的資源挹注於門檻較低之單一產品線或技術上結論二：行動通訊產業IC設計廠商中的挑戰者，在面臨到技術轉換的轉捩點或者外部環境的大幅度變動時，通常會視此一時機點為逆轉市場態勢的大好機會，並把握此一產業動態的轉變來扭轉情勢，而由於行動通訊技術大約十年會面臨此一技術轉換之情形，挑戰者可提前布局以逆轉態勢。同時挑戰者也會透過借鏡產業標竿企業之策略作為來提升與維持其所建立之競爭優勢結論三：行動通訊產業IC設計廠商中失去市場地位之領導者，通常會繼續執行其原先所規劃之策略布局，並等待產業波動期的過去，以奪回相對穩定市場狀態下的龍頭寶座，而不必然會受短期之市場失利而大動作回應逆轉態勢之挑戰者本論文最後並提出本研究的理論貢獻、實務建議與後續研究建議。 Mobile networks undergo technology transformation about every decade, and with the telecommunication companies of Korea taking the lead in launching 5G services in 2019. It also means that the world has officially entered the 5G era. In this watershed moment from 4G to 5G, the competition among IC design houses has become more and more intense. Among them, Qualcomm, which has been the leader in the smartphone processor chip market for decades, was overtaken by MediaTek in the third quarter of 2020, and this situation has continued to this day. By the fourth quarter of 2021, MediaTek has been the market leader in smartphone processor chip market for six consecutive quarters. Therefore, this study aims to explore what are the influencing factors that lead to the loss of leaders who have dominated the IC design field in the mobile communication industry for a long time, and what are the differences between them in the strategic arrangement they formulate and challengers they encounter at various stages? How do leaders and challengers regain lost leadership positions or maintain their current market positions? This research adopts a Case Analysis Method, by collecting the secondary data for analysis. The study modifies the original AMC model based on the Competitive Dynamics Theory by adding General Environmental Analysis to it to obtain the conceptual framework for this research. With this framework as basis, we then analyze the Market Commonality and Resource Similarity of the two companies i.e., Qualcomm and MediaTek, and explore the competitive actions and responses adopted by them at each stage. At the same time, we explore how the General Environment affects the decision-making of IC design houses, and check whether they take a competitive action or response. The final conclusions of this study are as follows: 1. Compared with challengers, leaders with market advantages tend to have a more complete product arrangement and make long-term strategic considerations in terms of technology arrangement. As for challengers, they tend to invest limited resources in a single product line or technology with a lower threshold when their resources and capabilities are weak. 2. When challengers face a watershed moment in technological transformation or a substantial change in the environment, they tend to regard this as a great opportunity to reverse the market situation, and to seize this transformation to reverse the situation. Since the mobile networks undergo technology transformation about every ten years, the challengers can make arrangements in advance to reverse the situation. At the same time, they will enhance and maintain their established competitive advantages by borrowing the strategies of industry benchmarking companies. 3. Leaders who have lost their market advantages will continue to implement their original strategic arrangement and wait for the period of industry volatility to pass, and then regain the leading position in a relatively stable market state, and will not necessarily actively respond to challengers due to short-term market losses. At the end of this thesis, the theoretical contributions, practical suggestions and follow-up research suggestions of this research are put forward.
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