CDMA center of gravity Migration China high-pass offering secret device cutting chip cost

Qualcomm's chairman and Chief Executive Officer Paul Yas Wangxiaoxing in the Smartphone chip field, Qualcomm is undoubtedly a well-deserved "giant." Qualcomm was the world's largest wireless semiconductor supplier for the first quarter of 2007, according to ISUPPLI statistics, and continues to maintain that leadership since then.　　Third-party data show that Qualcomm's market share in smartphone chips reached 41% per cent last year and was close to 61% in the Android Smartphone application processor market.　　It can be said that Qualcomm's chairman and Chief Executive Officer Paul Yas to take over 6 years after Qualcomm, the company has occupied the world's mobile phone chip market.　　At the same time as an excellent executive leading Qualcomm, he is also a pioneer of "Cross-border ambition". Qualcomm, a smartphone chip representative, is not just "cross-border" to the tablet world, but Paul Yas has more to do with the Intel Dragon Tiger, and he believes that wireless technology will be integrated into everything around it, such as lights, heating, microphones,　　The screen can be manipulated and interacted by a mobile phone in a wireless connection.　　China into the CDM a industry center of gravity Southern Metropolis newspaper (hereinafter referred to as "South Capital"): This telecommunications "2011 Days Wing 3G internet mobile Phone Fair", what is your biggest feeling?　　Paul Yas: The clearest impression is that global CDM A's industry focus has moved to China, the exhibition, the size and number of participants are more than in previous years, the entire industrial scale development is very large. China Telecom made it clear last year that 2011 was the year of smartphones, and we saw this coming true this year.　　The C-M industry has been hugely successful, and the industry's confidence has increased further than last year.　　South: Next Qualcomm and China Telecom have how to further cooperative measures, how will the design of the network evolution direction?　　Paul Yas: We continue to invest in new technology, constantly to upgrade and enhance the network, whether it is network voice capacity or data capacity. We and China Telecom continue to deploy advanced technology to the network, thus bringing to China Telecom customers a different experience.　　Qualcomm and China Telecom are pushing forward the popularity of smartphones by driving down the cost and price of smartphones.　　From Qualcomm's point of view, we will further improve the integration of chips to reduce costs, mobile phone system design also need to further optimize the cost.　　Cost reduction Technology double acceleration South: In terms of cost reduction, how Qualcomm is doing? Paul Yas: In this respect we have been doing is constantly let the previous high-end mobile phone chips including features, gradually in the low-end mobile phone.　　For example, Snapdragon was originally a very high-end positioning, but now this product line also has a very competitive price. In addition, we are also constantly introducing new types of chips, including new multi-core chips, and continue to push their cost down. We makeWith cost-effective chips to reduce costs, in this way we can further promote the popularity of smartphones. South: What does Qualcomm think is the advantage of the chip?　　There is a saying that Qualcomm has only years advantage in chip integration, do you agree with this view?　　Paul Yas: The chip integration aspect, Qualcomm is very leading, but it is hard to say how many years ahead. We have a strong engineering background that drives us to pursue the best in every way, for example, the best in wireless technology, and our Snapdragon is very powerful in microprocessors.　　We've been using the best way to get our chips into our partner's phones and onto the market. South: In the 3G era, Qualcomm has the core of patents, all manufacturers are inseparable from Qualcomm's authorization.　　So where is Qualcomm's competitiveness in the LTE era? Paul Yas: Even in the Lt e field, Qualcomm still holds the core patents.　　There are both Qualcomm's own intellectual property rights, but also the acquisition of the O FD M a technology. For Qualcomm, each new wireless communication technology means that we have the opportunity to take the lead in integrating wireless technology into the chip. For example, we and partner H TC pioneered the world's first multimode lte/3g mobile phone Thunderbolt.　　We now have a new chipset coming out of the demo, the new Multimode chip has both TD-SCD M A and ltetd D, which can integrate all the wireless communications technology.　　Reform and homogenization of the South: What kind of reform did you make to Qualcomm after you took over Qualcomm in 2005?　　Paul Yas: I took over Qualcomm obtained the W CD M a market share, we also in the mobile Internet, smart phones in the direction of microprocessors, graphics capabilities, sensors, W IFI, Bluetooth has made great progress. From a software perspective, Qualcomm is a company that proactively drives change, we have brew that serves feature handsets, and we are starting to support a wide range of high-end operating systems, and we work with Google, Microsoft, and Apple.　　One of my favorite maxims is that the best way to predict the future is to create this future. Nan du: There is a saying that Qualcomm will and Google's a ndroid into the so-called "Q uadroid" Alliance, like the PC field of the W Intel Alliance, What do you think of it?　　Based on a ndroid platform mobile phone's homogeneity problem, Qualcomm's view is what? Paul Yas: In the smartphone world, Qualcomm's collaboration with Google does not form the same pattern as the PC sector.　　Because our software belongs to open source software, the operating system is also highly diversified. On the problem of homogeneity of mobile phones, if the parties are only competing on one platform, there will be a risk of homogenization. But for mobile phones, software, microprocessors, graphics capabilities, sensors, videoThe head, the display these all may carry on the competition, therefore the handset homogeneity the danger has not existed for a long time.　　All-round development of mobile strategy South: Qualcomm will not cloud computing, mobile, these aspects of integration to do mobile strategy?　　Paul Yas: Over the past 15 years, we have focused on the idea of integrating as many capabilities and abilities as possible into the phone, making the handset the most personalized terminal with the ability to compute, communicate, produce, live, and entertain.　　For example, in the monitoring and management of chronic diseases, we can see the new sensor technology, such as can be worn on the patient or in the cell phone, the condition has changed, then the sensor can be remote with the phone and doctor wireless interaction.　　South: Telemedicine applications, Qualcomm specific how to achieve it?　　Paul Yas: For example, our project in rural Hebei province, village doctors with a mobile phone, built-in a special application, can be real-time check the patient's medical records or establish a medical record, can also communicate with the doctor in the big hospital for remote consultation. Mobile communication technology will fundamentally change our education and health care. The University of Southern California has done a study of 100,000 heart patients who have pacemakers installed, 50% of whom have wireless communications, can interact remotely through wireless networks, and allow doctors to monitor the situation remotely.　　For those 50%, the death rate was significantly lower.　　Link Paul Yas All the secrets Qualcomm WINS password Qualcomm success is because when most companies are moving in the direction of industry unification, we will think about whether the underlying assumptions of these directions are wrong or whether they can be done better. In addition, Qualcomm will not develop a specific strategic plan, we will be to the entire company to identify what our vision is. Just like using a map and using a compass, if you use a map, you will only go the way that everyone else is walking, say there is a bridge in front of it, and the bridge doesn't know how to go.　　But we use the compass, we know the general direction, we can bypass the broken bridge, so that we have a lot of flexibility, so we are using the vision to guide the whole company, rather than the specific strategy. C11-13 Edition Special Report: South du reporter Wangxiaoxing Fangnan intern Showe Mary Poetry