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英特爾和ARM:換個(gè)CEO,接著開打

英特爾和ARM:換個(gè)CEO,接著開打

Michal Lev-Ram 2013-05-21
英特爾新CEO上周上任。老對(duì)頭ARM的新CEO也將于今年晚些時(shí)候就職。但換將不換陣,它們之間的爭(zhēng)斗還將繼續(xù)。

????芯片業(yè)的冤家對(duì)手——ARM和英特爾(Intel)的CEO更迭計(jì)劃日前大局已定。但彼此間的戰(zhàn)役不會(huì)有任何改變。兩家公司都選定了長期效力公司的內(nèi)部人士來執(zhí)掌大權(quán)——英特爾原首席運(yùn)營官布萊恩?克蘭尼克于上周接任CEO,ARM現(xiàn)任總裁西蒙?希加斯也將于7月接班。因此,很難想象兩個(gè)陣營哪個(gè)會(huì)做出全方位的改變。而且,向高通(Qualcomm)、英偉達(dá)(Nvidia)等提供芯片架構(gòu)授權(quán)的ARM是否需要大規(guī)模轉(zhuǎn)變也不清楚。英國芯片設(shè)計(jì)公司ARM的規(guī)模雖然遠(yuǎn)小于英特爾,但它并不依賴于死氣沉沉的PC市場(chǎng)。ARM架構(gòu)芯片在移動(dòng)手機(jī)市場(chǎng)的份額高達(dá)95%,并正在嘗試開拓低功耗服務(wù)器等新市場(chǎng)。日前,《財(cái)富》雜志(Fortune)專訪了ARM即將上任的 CEO希加斯,探討了他對(duì)公司的長遠(yuǎn)規(guī)劃、與英特爾的競(jìng)爭(zhēng)以及摩爾定律的現(xiàn)狀。

????《財(cái)富》雜志:人們經(jīng)常將你們與英特爾作為競(jìng)爭(zhēng)對(duì)手相提并論,但你們的模式完全不同。經(jīng)常這樣對(duì)比,公平嗎?

????希格斯:英特爾是一家半導(dǎo)體公司;我們不是。高通、三星(Samsung)、英偉達(dá)、Marvell等都是半導(dǎo)體公司。移動(dòng)設(shè)備領(lǐng)域的競(jìng)爭(zhēng)是在英特爾和其他這些半導(dǎo)體公司之間進(jìn)行的。其他這些半導(dǎo)體公司都使用ARM架構(gòu)。但從業(yè)務(wù)層面來看,是英特爾與ARM的客戶在競(jìng)爭(zhēng)。我們很重視這一點(diǎn)。這是插槽爭(zhēng)奪戰(zhàn),是英特爾與我們的授權(quán)產(chǎn)品競(jìng)爭(zhēng),我們不能坐視一旁,告訴客戶說,“很遺憾你失去了那個(gè)插槽位置?!比绻チ诉@些插槽位置,我們的銷量和特許授權(quán)費(fèi)都會(huì)受到影響。因此,我們需要不斷地開發(fā)一流的微處理技術(shù),幫助我們的客戶創(chuàng)造出提供最佳用戶體驗(yàn)的產(chǎn)品。

????英特爾最出色的資產(chǎn)是其芯片制造廠和制造能力。你們呢?

????我認(rèn)為是合作企業(yè)。你可以有很棒的技術(shù),但最出色的技術(shù)不一定能勝出。對(duì)于我們而言,這就是將優(yōu)秀的技術(shù)融入商業(yè)模式,讓ARM獲得成功,幫助人們以更低的成本打造創(chuàng)新設(shè)備。我認(rèn)為,這樣做的好處在于可以讓半導(dǎo)體產(chǎn)品更加多元化,進(jìn)而推動(dòng)終端產(chǎn)品的多樣化。這關(guān)乎更多的選擇:作為消費(fèi)者,你可以走進(jìn)商店買到自己想要的東西,“我要那個(gè)”。你會(huì)有非常多的選擇,因?yàn)樵诠?yīng)鏈的不同環(huán)節(jié)都會(huì)有資金用于創(chuàng)新,不像PC行業(yè)由兩家分掌,制造PC者的利潤率只有2%,除了改改塑料顏色,再也無力承擔(dān)更多創(chuàng)新。

????Much has been made of the upcoming leadership transitions at chip rivals ARM (ARMH) and Intel (INTC). But it's unlikely that the battle plan will change for either side. Both companies chose long-time insiders to take the helm—Intel COO Brian Krzanich will become CEO later this week, and ARM's Simon Segars, currently the company's president, takes over in July. So it's hard to imagine sweeping changes in either camp. Besides, it's not clear that ARM, which licenses its chip architecture to the likes of Qualcomm (QCOM) and Nvidia (NVDA), is in need of massive transformation. Though much smaller than Intel, the British chip designer isn't dependent on the lackluster PC market. ARM-based chips power 95% of mobile phones, and the company is now trying to venture into new markets like lower-power servers. Fortune recently caught up with Segars, ARM's incoming CEO, to find out about his plans for the company, the rivalry with Intel and the state of Moore's Law.

????FORTUNE: You're often viewed as head-to-head competitors with Intel, yet you have such a different model. Is it fair to constantly compare you to them?

????Segars: Intel is a semiconductor company; we are not. Qualcomm, Samsung, Nvidia, Marvell, etc. are semiconductor companies. In the mobile device, the competition is between Intel and all those other guys. All those other guys use the ARM architecture and are dependent on us to keep that relevant. But at the business level it's Intel competing against ARM's customers. For our part we take that very seriously. It's a competition for sockets among Intel and our licensees, and we can't just sait there and say, "Sorry you lost that one." Because if those sockets are lost, then it impacts our volumes and our royalties. So we need to be sure that we keep developing great microprocessor technology to help support our customers in creating products which deliver the best user experience.

????Intel's greatest asset is its fabs and manufacturing power. What's yours?

????I think it's the partnership base. You can have great technology, but the best technology doesn't always win out. For us it's been the combination of great technology deployed through the business model that has made ARM successful, and it's helped people build innovative devices at lower cost. I think the benefit of that has been greater diversity in the silicon that's enabled greater diversity in the end product. It's about enabling choice so that as a consumer you can go into a store and go, "I'll have that one." You've got a lot of choice there because there is money available through the supply chain for innovation to happen at different points, unlike PCs where two people have controlled it and the person that makes PCs runs on 2% profit margin and can't afford to innovate in anything other than which shade of grey the plastic is.

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