從資源流程價值理論與價值鏈演化觀點探討競爭策略的轉變--以德州儀器為例

Abstract

全球半導體市場掀起整併風潮，科技的持續演進以及應用的創新開啟新的競爭，也對既有市場的經營產生挑戰，企業必須加速回應市場機會的移轉。半導體廠商除了一方面在終端應用上追求創新，同時，也積極整頓內部資源和經營策略，其最終目的是為了積極回應終端客戶對產品與服務需求的改變。 當代最具影響力的創新大師Clayton M. Christensen在1997年出版的《創新者的兩難》《The Innovator’s Dilemma》一書中曾提到，破壞性創新最初會以相對簡易的應用出現在低階市場上，吸引非主流或性能要求相對較少的客戶族群購買其產品或服務。然後再以持續不間斷地創新擴大客戶市場，並透過應用價值的提升逐步從初階市場升級到高階市場。當進階至高階市場後，仍透過持續性的創新滿足客戶對產品和服務升級的需求。發展網路電話技術的Skype、Amazon的Kindle 電子閱讀器、華碩電腦首創的小筆電Eee PC和印度Tata 汽車都是透過破壞式創新的概念改變競爭模式的例子。 然而，經過若干年的市場成熟和技術商品化後，成長動能也漸趨緩慢，消費者願意多花錢消費以獲得附加產品功能或服務的意願漸趨下降。這些過去曾經非常成功的企業如何透過其資源，流程和價值的重新定錨以延續性和破壞式創新維持成長動能呢? 本研究運用Clayton M. Christensen的資源-流程-價值理論架構檢視個案半導體設計製造廠商用以因應市場移轉的資源、流程與價值為何，並透過價值鏈演化理論了解到個案公司透過整合價值鏈中的代理商資源來擴大市場滲透率並回應終端客戶的需求。個案廠商在覺察市場改變的訊號與衡量自身資源後，將經營策略改為聚焦在工業用與車用市場的類比以及嵌入式晶片的解決方案，並因此進行了多方面的流程改造。其中包含加速整合通路代理商資源來回應市場中客戶對於取得商品便利性、速度與加值服務的需求；下一代創新技術的育成；事業體的裁撤與創立(資源的重新配置)；生產資源的整併升級以及執行力的持續優化以確保經營策略的改變獲得企業內部資源、價值與流程的支持。

Christensen's innovation theories predict change in personal computer market in semiconductor industry. Semiconductor powers the personal computer market and The Moore’s law boosts innovation speed in microprocessors. Incumbents in the personal computer value chain used to enjoy decent market growth when consumers are demanding higher performance and more functionality. However, after years of technology evolution, firms overshot customers for performance and created room for new entrants to enter the market with disruptive innovation target at lower-tier market or non-consumer market. The overshooting signs include customers pay less premium for next generation computers; pure player gain traction in the industry as well as customers can’t use all the functionalities. What factors decide if incumbents would fight or fly when facing industry wide changes?

This research applied the resources, processes and values theory and share empirical study about case company’s capability building blocks that enable them to make analog and embedded processing their technology domains and grow adjacent markets when personal electronics market shows signals of overshooting customer for performance.

Another innovation theory applied is value chain evolution theory. It suggests that firms should integrate resources to improve what’s not good enough. It requires certain part of value chain to be optimized and interdependent. Modular and configurable pieces have to surround the interdependent and optimized pieces.

In TI’s case, we are seeing value chain evolution applied not only in product manufacturing but also in product distribution stage to address market penetration in highly fragmented markets.