A new dynamic is occurring within the global E-tablet market, one that is being orchestrated by some key suppliers. This dynamic provides a reminder to the crucial importance of supplier intelligence strategies.
The Wall Street Journal recently observed that global microprocessor chip maker Intel, in response to being shut out as a key supplier for the Apple iPad and iPhone as well as Samsung models, is wooing smaller electronic tablet providers within China. The strategic objective is sub $250 tablet markets that are attractive to consumers within emerging market economies.
Intel has been calling on the likes of Shenzhen Hampoo Science & Technology Co., Shenzhen Ramos Digital Technology and select other China based mid-sized consumer electronics providers. These companies were previously learning towards existing ARM-based chip producers as well as Google’s Android operating system. According to the WSJ: “Among other tactics, Intel has taken a cue from Chinese chip makers and last year began offering “reference designs”- essentially ready-made tablet designs that allow manufacturers to create a product in as little as one month.” Intel has further sped-up its chip product development cycles in China.
This week provides another related development. Microsoft announced that it would expand its subsidies to vendors for Windows-based tablets and sub 9 inch models priced below $250, in essence receiving free Windows licenses. Microsoft is betting that tablets featuring full Windows functionality, in combination with lower-cost processors, have a good chance of capturing added market-share from Android devices. A posting by Digitimes reports that with this new strategy, China white-box, private brand manufacturers have quickly raised their proportion of Windows based tablets.
Two major, influential suppliers are thus in the process of altering existing market dynamics and the stakes are high. The sub-$250 electronic tablet market could lead to larger production volumes and subsequently, leverage existing electronic content distribution strategies.
As Supply Chain Matters has noted in previous commentaries, within today’s highly dynamic high tech and consumer electronics supply chains, key component suppliers can serve as either a strategic partner or a potential market disruptor by shifting product and market development strategies. The takeaway is that supply chain and procurement sourcing leaders need to fully understand the markets they serve and the key strategic suppliers within that market. Supplier intelligence has never been as crucial as it is today. A key sourcing decision made for certain business outcome purposes can have ramifications when deep pocket suppliers elect to counter that strategy.