Harvard Case - Qualcomm Incorporated 2009
"Qualcomm Incorporated 2009" Harvard business case study is written by David B. Yoffie, Andrei Hagiu, Liz Kind. It deals with the challenges in the field of Strategy. The case study is 26 page(s) long and it was first published on : Oct 30, 2009
At Fern Fort University, we recommend that Qualcomm Incorporated focus on a multifaceted strategy to navigate the evolving mobile landscape. This strategy should leverage Qualcomm's core competencies in chip design and wireless technology while expanding into new markets and business models.
2. Background
Qualcomm Incorporated, a leading innovator in wireless technology, faced a critical juncture in 2009. The company's dominance in the CDMA market was challenged by the rise of GSM, and the global economic downturn threatened market demand. The case study focuses on the company's CEO, Paul Jacobs, who grappled with strategic decisions to ensure Qualcomm's continued success.
The main protagonists are Paul Jacobs, the CEO, and the company's leadership team, who need to decide on the best course of action in a rapidly changing market.
3. Analysis of the Case Study
Industry Analysis:
- Porter's Five Forces: The mobile phone industry in 2009 was characterized by high competition (rivalry among existing firms), strong bargaining power of buyers (carriers and consumers), and moderate threat of new entrants. The bargaining power of suppliers (component manufacturers) was moderate, and the threat of substitutes (fixed-line telephony) was limited.
- Industry Lifecycle: The mobile phone industry was in a mature stage, with increasing competition and declining growth rates. This demanded innovative strategies to maintain market share and profitability.
- Strategic Groups: Qualcomm competed in the high-end segment of the market, focusing on premium chipsets for smartphones and other devices. This positioning offered higher margins but also exposed the company to greater competition from rivals like Texas Instruments and Broadcom.
SWOT Analysis:
- Strengths: Strong brand reputation, leading technology, deep expertise in wireless communications, strong intellectual property portfolio, and a well-established global presence.
- Weaknesses: Dependence on a single market (CDMA), limited product diversification, and potential for intellectual property disputes.
- Opportunities: Growing demand for mobile internet access, expansion into new markets like emerging economies, and development of next-generation technologies like 4G LTE.
- Threats: Increasing competition from rivals, potential for technological disruption, and regulatory challenges in different markets.
Value Chain Analysis:
Qualcomm's value chain was centered around its core competency in chip design and development. The company's value creation process involved research and development, manufacturing, marketing, and sales. The key value drivers were innovation, product quality, and strong customer relationships.
Business Model Innovation:
Qualcomm's traditional business model relied on selling chipsets to mobile phone manufacturers. To diversify its revenue streams and mitigate risks, the company explored new business models, including:
- Licensing its technology to other companies: This allowed Qualcomm to generate revenue from its intellectual property without directly competing with licensees.
- Developing its own consumer products: Qualcomm entered the mobile phone market with its own branded devices, leveraging its technological expertise.
- Expanding into new markets: The company explored opportunities in emerging markets, where demand for mobile technology was rapidly growing.
Strategic Considerations:
- Competitive Advantage: Qualcomm's competitive advantage stemmed from its technological leadership, strong intellectual property, and deep expertise in wireless communications.
- Core Competencies: The company's core competencies included chip design, wireless technology, and software development.
- Globalization Strategies: Qualcomm needed to adapt its strategy to different market conditions and regulatory environments.
- Digital Transformation: The company recognized the importance of digital technologies and explored ways to leverage them for growth.
4. Recommendations
Qualcomm should pursue a multi-pronged strategy to address the challenges and opportunities it faced in 2009:
1. Expand into New Markets:
- Emerging Markets: Qualcomm should aggressively target emerging markets like India, China, and Brazil. These markets offer significant growth potential for mobile technology.
- New Market Segments: The company should explore new market segments, such as automotive, healthcare, and industrial applications, where its wireless technology can be leveraged.
2. Diversify Product Portfolio:
- Broader Chipset Portfolio: Qualcomm should develop a wider range of chipsets to address different market segments and price points.
- Software and Services: The company should expand into software and services, such as mobile operating systems, application platforms, and cloud services.
3. Embrace Business Model Innovation:
- Licensing and Partnerships: Qualcomm should aggressively license its technology to other companies, creating a network of partners and expanding its reach.
- Strategic Alliances: The company should form strategic alliances with other technology companies to develop innovative products and services.
4. Enhance Technology Leadership:
- R&D Investment: Qualcomm should continue to invest heavily in research and development to maintain its technological leadership.
- Next-Generation Technologies: The company should focus on developing next-generation technologies like 5G, artificial intelligence, and the Internet of Things.
5. Strengthen Brand and Marketing:
- Brand Building: Qualcomm should invest in brand building activities to raise awareness and enhance its image.
- Marketing Strategies: The company should develop targeted marketing strategies to reach different customer segments.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of Qualcomm's strengths, weaknesses, opportunities, and threats. They are consistent with the company's mission to connect people and things and to create a world where everyone can access information and services.
Key Considerations:
- Core Competencies: The recommendations leverage Qualcomm's core competencies in chip design, wireless technology, and software development.
- External Customers: The recommendations focus on meeting the needs of external customers, including mobile phone manufacturers, carriers, and consumers.
- Competitors: The recommendations address the competitive landscape and aim to maintain Qualcomm's competitive advantage.
- Attractiveness: The recommendations are expected to generate significant returns on investment and enhance Qualcomm's long-term profitability.
6. Conclusion
Qualcomm Incorporated faced significant challenges in 2009, but the company had the potential to overcome them by embracing innovation and expanding its reach. By focusing on new markets, diversifying its product portfolio, and leveraging business model innovation, Qualcomm could secure its position as a leading player in the global mobile industry.
7. Discussion
Alternative Options:
- Focus on Cost Leadership: Qualcomm could have pursued a cost leadership strategy, focusing on reducing production costs and offering competitive pricing. However, this approach may have eroded the company's technological edge and brand image.
- Mergers and Acquisitions: Qualcomm could have pursued mergers and acquisitions to gain access to new technologies, markets, or customer bases. However, this approach carries significant risks and may not be a sustainable long-term strategy.
Risks and Key Assumptions:
- Technological Disruption: The emergence of new technologies could disrupt Qualcomm's business model.
- Regulatory Challenges: Regulatory changes in different markets could impact Qualcomm's operations.
- Competition: Intense competition from rivals could erode Qualcomm's market share and profitability.
8. Next Steps
Qualcomm should implement its strategy in a phased approach, focusing on key milestones:
- Year 1: Expand into emerging markets, develop new chipsets, and explore strategic alliances.
- Year 2: Launch new consumer products, invest in R&D for next-generation technologies, and strengthen brand marketing.
- Year 3: Consolidate market position, further diversify product portfolio, and explore new business models.
By taking these steps, Qualcomm can navigate the evolving mobile landscape and secure its position as a global leader in wireless technology.
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Case Description
Paul Jacobs, chairman and CEO of Qualcomm Incorporated, smiled as he reflected on the success of Qualcomm's code division multiple access (CDMA) technology. By the summer of 2009, CDMA was the basis for all third generation technologies available for cellular transmissions. However, while Qualcomm seemed poised for growth, Jacobs wondered how successful the company's contributions to new generation technologies would be and if they should aggressively develop their new service offerings into profitable business units.
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