A Case Study of Destructive Innovations – The Blue Ocean Strategy of MediaTek for the China Mobile Market
|關鍵字:||破壞性創新;採用生命週期;價值鏈演進;企業策略;Disruptive Innovation;Technology Adoption Life Cycle;Value Chain Evolution;Corporate Strategy|
Christensen proposed the concept of "disruptive innovation" to explain why the established firm failed when facing new market of new technology. However, Christensen just proposed the idea of "disruptive innovation", but he didn't clearly define what "disruptive innovation" is. Mediatek is the largest fabless IC design house in Taiwan. In 2009, is the 4th largest fabless design house in the world with year revenue was achieved to USD 3.5 Billion. The optical storage chipset shipment ranked no. 1. Product lines of Blu-ray DVD chipset, mobile phone chipset and digital TV chipset were time-to-market and achieved leading positions in a short time effectively. The theme of this thesis is to decrypt the hidden formula of Mediatek’s growth strategy. From our study, Mediatek is not the first-mover at all. Instead, it is a follower. During technology adoption life cycle, Mediatek always entered markets after the stage of ‘crossing the chasm’ and before the stage of ‘tornado’. So Mediatek’s key strategy was kept in ‘sustaining innovation’ and ‘disruptive innovation’. Mediatek continued restructuring and developing value chains, changing the original rule of the game between IC design houses and the whole ecosystem by enhancing the competitiveness of system maker itself, and shortening the product developing time for customers. The success of innovation was based to their core technology competence, and clear market segmentation. The core competence was gained and developed from their own R&D capability, complementary acquisitions, collaborative development and warrant technology utilization. Mediatek applied this success model in each product roadmap and achieved a win-win for all participating members of the new ecosystem.
|Appears in Collections:||Thesis|
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