Analysis of Management and Growth Strategy in the mobile chipset industry:the case of MediaTek
碩士 === 國立臺灣大學 === 事業經營碩士在職學位學程 === 107 === In the past, MediaTek''s main revenue business has been successfully converted from CD-ROM chips, feature phone chips, and then to smart phone chips. However, in 2016, smart phone chips were first suffered in the Chinese market without the...
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ndltd-TW-107NTU053310192019-11-21T05:34:27Z http://ndltd.ncl.edu.tw/handle/qss8v9 Analysis of Management and Growth Strategy in the mobile chipset industry:the case of MediaTek 手機晶片產業廠商之經營與發展策略分析:以聯發科公司為例 Chi-Yeh Lo 羅啟業 碩士 國立臺灣大學 事業經營碩士在職學位學程 107 In the past, MediaTek''s main revenue business has been successfully converted from CD-ROM chips, feature phone chips, and then to smart phone chips. However, in 2016, smart phone chips were first suffered in the Chinese market without the operator''s important specifications. In addition, Qualcomm continued their “high spec with low price” strategy. It caused MediaTek’s revenue and subsequent challenges. MediaTek also had to think about transformation and adjusting the smart phone strategy. To give up the high-end market temporarily and back to stabilize the middle-end market. Besides, MediaTek also need to try to use its core capabilities for related diversification, such as the Internet of Things business. Mediatek should transfer the main revenue business to the next fast-growing business. Through the collection and summarization of related literatures, this research selects the three largest product lines, mobile computing platforms, growth and mature types of MediaTek, and selects the largest revenue or representative business, which are smart phone chips, smart speaker chips for IoT applications, and TV chips. This research first uses Michael E. Porter''s (1979) five-force model to analyze external environmental and industry key factors, and then use Bruce Henderson’s (1970) BCG matrices which are used for Boston Consulting Group (BCG) to analyze the relative status of their respective businesses, and finally use Hamel and Prahalad’s (1990) Core Competence of Enterprises analysis method which is published in the Harvard Business Review to analyze whether the internal company resources and capabilities meet the key factors of the industry. This research tries to explore the strategy development. Chung-Jen Chen 陳忠仁 2019 學位論文 ; thesis 80 zh-TW |
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碩士 === 國立臺灣大學 === 事業經營碩士在職學位學程 === 107 === In the past, MediaTek''s main revenue business has been successfully converted from CD-ROM chips, feature phone chips, and then to smart phone chips. However, in 2016, smart phone chips were first suffered in the Chinese market without the operator''s important specifications. In addition, Qualcomm continued their “high spec with low price” strategy. It caused MediaTek’s revenue and subsequent challenges. MediaTek also had to think about transformation and adjusting the smart phone strategy. To give up the high-end market temporarily and back to stabilize the middle-end market. Besides, MediaTek also need to try to use its core capabilities for related diversification, such as the Internet of Things business. Mediatek should transfer the main revenue business to the next fast-growing business.
Through the collection and summarization of related literatures, this research selects the three largest product lines, mobile computing platforms, growth and mature types of MediaTek, and selects the largest revenue or representative business, which are smart phone chips, smart speaker chips for IoT applications, and TV chips. This research first uses Michael E. Porter''s (1979) five-force model to analyze external environmental and industry key factors, and then use Bruce Henderson’s (1970) BCG matrices which are used for Boston Consulting Group (BCG) to analyze the relative status of their respective businesses, and finally use Hamel and Prahalad’s (1990) Core Competence of Enterprises analysis method which is published in the Harvard Business Review to analyze whether the internal company resources and capabilities meet the key factors of the industry. This research tries to explore the strategy development.
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Chung-Jen Chen |
author_facet |
Chung-Jen Chen Chi-Yeh Lo 羅啟業 |
author |
Chi-Yeh Lo 羅啟業 |
spellingShingle |
Chi-Yeh Lo 羅啟業 Analysis of Management and Growth Strategy in the mobile chipset industry:the case of MediaTek |
author_sort |
Chi-Yeh Lo |
title |
Analysis of Management and Growth Strategy in the mobile chipset industry:the case of MediaTek |
title_short |
Analysis of Management and Growth Strategy in the mobile chipset industry:the case of MediaTek |
title_full |
Analysis of Management and Growth Strategy in the mobile chipset industry:the case of MediaTek |
title_fullStr |
Analysis of Management and Growth Strategy in the mobile chipset industry:the case of MediaTek |
title_full_unstemmed |
Analysis of Management and Growth Strategy in the mobile chipset industry:the case of MediaTek |
title_sort |
analysis of management and growth strategy in the mobile chipset industry:the case of mediatek |
publishDate |
2019 |
url |
http://ndltd.ncl.edu.tw/handle/qss8v9 |
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