IC Design House Strategy Analysis

台灣的半導體業因為台積電的創新晶圓代工營運模式而蓬勃發展， 助長了積體電路設計公司的興起，但市場常見到所謂的〝一代拳 王〞，亦即這家公司曇花一現，無法在下一個世代延續其市場領導地 位。 本研究針對積體電路設計公司的策略作分析，以台灣的聯發科、 威盛及美國的博通為研究主體，從這三家研發與市場策略著手，並進 一步了解他們在人才培養、文化建立以及策略的執行，並嚐試從這三 家的策略中推演出積體電路設計公司針對市場定位的一般性策略。 本研究的結論是在於成本導向及技術/市場導向上作策略的抉擇， 專注於成本導向策略的廠商必須建立策略性的供應商關係與在地的人 才/研發管理以獲致成本及速度優勢來發展技術擴散的產品線策略以達到最終的高市場佔有率策略目標。另一個策略選擇是技術/市場導向，廠商得發展與策略性客戶的合作夥伴關係，精於併購及國際人才/研發管理以取得技術突破，建立產業標準，來發展以市場擴散的產品線以獲取高毛利的策略目標。Taiwan Semiconductors industry prospers since some ten years ago. Thanks to TSMC foundry business model innovation, it fuels the growth of Semiconductors design houses businesses. Though, there are many design houses appear to be meteoric, which cannot sustain their market leadership position in very next generation. This study is to analyze Integrated Circuitry design houses strategies by focusing on three design houses: Mediatek and Via in Taiwan, and Broadcom in America. The study examines the research & development and marketing strategies of those companies, as well as their people management, culture build-up, and strategy execution. Derived from there, the empirical results show the generic strategy to position Integrated Circuitry design houses. The conclusion of this study is that IC design houses have to choose between cost oriented and technology/market oriented strategies. For design houses focusing on cost oriented strategy need to build strategic relationship with suppliers, and local R&D development to ensure their advantages on cost and speed to expand their product lines, so that they can reach the strategic goal of gaining high market share. The other strategic choice is to focus on technology and market. They have to build strategic relationship with key customers, excellent in merge and acquisition, and international R&D management to acquire technology breakthrough, setting industry standards, so to achieve high gross margin strategic goal.摘要..............................................4 Abstract..........................................5 表 次............................................7 圖 次............................................8 第一章 緒論......................................10 1.1. 研究背景與動機..............................10 1.2. 研究對象及目的..............................10 1.3. 研究架構...................................11 第二章 文獻探討...................................13 2.1. 麥可波特的五力分析...........................13 2.2. 產業結構...................................16 2.3. 賽局分析...................................17 2.4. 阻絕進入策略................................17 第三章 積體電路產業鏈介紹及分析......................19 3.1. 電子業產業鏈分析............................19 3.2. 積體電路市場產業鏈分析.......................25 3.3. 積體電路設計公司市場分析......................28 第四章 聯發科發展演進與策略分析......................31 4.1. 聯發科簡介.................................31 4.2. 聯發科的經營理念............................36 4.3. 聯發科的研發策略............................37 4.4. 聯發科的市場策略............................39 4.5. 小結......................................43 第五章 威盛、博通的策略分析.........................46 5.1. 威盛的策略及挑戰............................46 5.1.1. 威盛的研發策略..........................48 5.1.2. 威盛的市場策略..........................48 5.1.3. 威盛面臨的挑戰..........................51 5.2. 博通的策略及挑戰............................53 5.2.1. 博通的研發策略..........................53 5.2.2. 博通的市場策略..........................54 5.2.3. 博通面臨的挑戰..........................55 第六章 聯發科、威盛和博通的策略分析..................57 6.1. 三者的比較.................................57 6.2. 三者的競合關係..............................59 第七章 結論與未來研究的挑戰.........................62 7.1. 結論......................................62 7.2. 本研究限制及未來研究的挑戰....................63 名詞對照..........................................64 參考文獻..........................................65 附錄.............................................6