Core Viewpoint - The domestic RF chip industry is facing severe internal competition and lacks profitability, while foreign RF chip companies dominate the market with over 80% global market share, leaving domestic companies with less than 3% [1][2]. Group 1: Market Dynamics - The proliferation of similar RF chip manufacturers in China has led to excessive competition and price wars, particularly in the mobile, router, and base station markets [2]. - The domestic market size is often overestimated, with claims of market potential being inflated by 2 to 10 times, leading to misconceptions about the actual demand and competitive landscape [3]. - In 2024, the sales scale of domestic RF front-end chips is projected to be around 20 to 22 billion RMB, while the global RF front-end chip market is expected to reach approximately 210 billion USD (about 1430 billion RMB) [4]. Group 2: Talent and Vision - The domestic RF market suffers from a lack of international perspective and forward-looking talent, which limits innovation and market exploration [6][7]. - Domestic chip talent often lacks the necessary global vision, resulting in a narrow focus on local markets and technologies [7]. Group 3: Capital and Investment - The absence of patient capital is a critical issue for the domestic RF industry, as the complexity of RF design requires time and experience, which is often at odds with the short-term expectations of investors [8][10]. - The reliance on trial-and-error experimentation in RF technology makes it a "slow technology," where success is built on accumulated experience and meticulous detail [9]. Group 4: Patent Barriers - Patent barriers significantly hinder domestic RF front-end companies from entering high-end markets, as international giants hold thousands of core patents that create substantial technological obstacles [11][12]. - The slow pace of technological iteration in the RF field allows established companies to lock in high-end product designs and processes through patent walls, exacerbating the challenges faced by domestic firms [12]. Group 5: Competitive Dynamics - The "crab effect" illustrates the detrimental cycle of mutual restraint among domestic RF companies, where competition leads to collective stagnation rather than progress [13][14]. - This phenomenon results in companies focusing on cost optimization rather than innovation, ultimately leading to a decline in market competitiveness and product quality [14].