全球手機電源管理晶片產業競爭動態與策略之個案研究

Abstract

智慧型手機提供各種方便的應用程式，改變了人類對電子產品的使用習慣，並且已成為人們生活必備品。在智慧型手機尺寸變大、功能變強，趨使應用程式所需的運算量能力與手機的續航力的需求增加，手機的電源管理晶片要求規格與需求數量也跟著提高，這對晶片供應廠商帶來市場機會與挑戰。 本論文係以五力分析與價值網理論為基礎，探討手機的電源管理晶片的產業結構與競爭態勢，以及廠商的成功關鍵因素，並且以動態競爭的思維透過價值網分析建構應對策略，尋求適當的合作夥伴以利鏈結，突顯其附加價值。本文以蘋果公司iPhone的電源管理晶片獨家供應商D公司為個案進行研究， 透過個案公司的歷史背景、發展現況、過去成功的商業模式與內部核心競爭力，給予策略方向建議，進而探討企業內部組織佈局與相對應的價值活動。 本研究期望能以手機電源管理晶片產業以及個案探討與分析，理解個案公司如何應對近乎獨佔的蘋果公司，積極走向自行開發電源管理晶片策略所造成的衝擊，同時，也藉由個案公司的應對策略，提供台灣手機零件供應廠商相關策略因應的參考。

Smart phone provides a variety of convenient applications, it changes on how human use the electronics and has become a necessity of people's lives. As the demand of smart phone become larger and more powerful, it prompts the requirement of the applications and the standby time increased; the specifications and the amount of the Power Management Integrated Circuit (PMIC) used for a mobile phone enhanced, which brings the opportunities and challenges to key component suppliers. Based on the framework of Five-Force analysis and Value Net, this thesis discusses the industrial structure and competitive dynamics of the PMIC of mobile phone, and the key success factors of the manufacturers. With the dynamic competitive mindset, we conduct value network analysis and strategic analysis and propose suggestions of strengthening strategic partnership and highlighting value added activities. This paper is a case-base study on D Company, an exclusive supplier of power management chip for Apple Inc’s iPhone for a long time. By investigating the case company's historical background, current status of business development, successful business model and internal core competencies, we are able to postulate possible strategic directions, and explore the organizational structure and corresponding activities within the enterprise. Overall, this research clearly articulates the structure of the mobile phone’s power management chip industry and how a key player respond to its sole buyer’s vertical integration decision of developing its own power management chip. We hope our suggestions to coping with this kind of challenge provide useful lessons to key component supplier of electronic industry in general. Implications for future research are also discussed.