Evolution of Internet of Things go-to-market strategies for semiconductor companies

Abstract

Internet of Things (IoT) is being touted as the next wave of big opportunity. However, the picture does not seem to be very rosy for semiconductor vendors and chip suppliers who might find it difficult to make high revenues or gain a position of power to drive this market. There are several reasons for this: i. The IoT devices are made up of relatively less complex, low cost and low profit-margin chip components such as sensors, RF and microcontrollers ii. The IoT is not a single market, but an umbrella of fragmented markets with many different niche segments and lack of common standards, making it difficult for companies to decide what they are going to do and which segments and opportunities they want to focus iii. High value and importance is given to software and services in the IoT ecosystem iv. The steadily shifting of power from companies in the supply chain to service providers v. The continuing rising cost of semiconductor manufacturing vi. Increasing SoC design landscape, rather than discreet components Most of the semiconductor companies are not realizing this and, thus, they don't have a go-to-market strategy for IoT in place, even after making a decision to enter the market. The thesis aims at identifying the major IoT trends that will determine the prospects for semiconductor companies. In addition, it tries to answer the questions regarding how and where they can add value to this market and, in return, create a sustainable competitive advantage, or maximum ROI, for themselves. In more details, the thesis will address some of the secondary questions as follows: i. Why having a IoT strategy is so important for semiconductor companies? ii. Who are the different players in the IoT ecosystem? iii. How is evolution of hardware capabilities, as well as other technologies including software and firmware, happened and happening in the IoT space? iv. In the tough economic situations, how can semiconductor manufacturing companies capture more value?