The Chip Hatchery
The Chip HatcheryTM blog covers trends and musings about semiconductor
marketing, business issues, startups and investing. The expert contributors to this blog
will come from the ranks of senior semiconductor industry thought leaders with
deep experience (at least 20+ years in the chip industry). One thing is
certain in the chip industry: executives often have to make decisions quickly
without having all the information available. One's batting average
improves with industry experience, i.e., the ability to make sound judgment
decisions. Call it informed intuition -- in the chip industry,
experience counts heavily as a determinant for success. The Chip HatcheryTM
Contributors:
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Since InsideChips is based
in the Pacific Northwest, we though it would apropos to name the blog, The Chip HatcheryTM,
a take-off on fish hatchery. Both commercial fishing and starting chip companies
demand deep experience to avoid "sinking the ship," dealing with risks and uncertainties,
flexibility to change plans at the last minute, courage and daring, being able
to forecast periods of "bad weather," having a passionate zeal to succeed, hard
work with long hours, and some luck. If you would like to comment to any
post, please submit using our
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| Saturday, Jun 06, 2009 |
| The Economy: A View from InsideChips' Founder |
| Posted By Steve Szirom |
I don't know how to get around this big obstacle: the horizon shows nothing but deficits as far as the eye can see. The present rise in long-term rates, i.e., drop in 30-year Treasury bonds, is partially a repudiation of the Fed's ability to control the long end of the curve in treasuries and mortgage rates. The Fed with all its muscle is not strong enough to do this, so once the emotional shock of their buying program dissipated, the curve steepened, pushed by hedging in the residential mortgage market, once the move became great enough. 
| | The chart in Figure 1 shows the trouble brewing in the bond market. Note that the 50-day moving average of the 30-Year US Treasury Bond Price Index sank below the 200-day average. The 30-year T-Bond sank dropped like a rock to a new low today. This is bad news for housing mortgage rates. The Fed has been trying, not very successfully, to drive long bond rates down to alleviate the pain in the housing market. Treasury bond investors are looking at massive auctions of Treasuries in the months directly ahead to finance the out-of-control deficit, and they are wondering who's going to buy all these bonds? So, in my view, in the next quarters ahead look for increasing mortgage rates as a second wave of loan resets come into play along with a highly-stressed commercial real-estate market. 
| | In Figure 2, we see a three year chart of the same index. In Q4, 2008, the index spiked up, driving rates down as investors were fleeing to a safe haven as the USA financial system came close to meltdown. In came the Fed, Treasury Secretary Paulson, and lame-duck Bush administration with a plan to try to halt asset deflation and to "save" the financial system by not letting the biggest financial institutions fail and underwriting various efforts to lubricate the frozen credit markets. The rush to save them was made without regard to how they mishandled their own dealings. Then came the new Obama administration in Q1 2009 with its plans to socialize banks and even major car markers. The new presidential team are going to add trillions of dollars to the USA public debt, which is going to go from 40 to 80% of the GDP. The new administration's spending plan is simply spectacular and mind-numbing -- $13 trillion has been pledged. This amount is equivalent to a full year's annual output of the United States of America. The government's response is 3 times more (adjusted to today's dollars) than the U.S. spent to fight WWII. It is 12 times more (relative to GDP) than the total committed to bring us out of Great Depression. The Fed and Ben Bernanke is staking his reputation that on the theory that these trillions of dollars in new money -- created out of thin air -- can turn around asset deflation. There are only a few ways in which you can finance that extra public debt. If you rule out default and a capital levy on wealth, you either have the "inflation tax" or you have to painfully cut spending or raise taxes, and either one is not going to be politically popular. Figure 2 shows what happened to the long term bonds in Q1 2009 as a result of historically massive spending commitments. Perhaps that is why Fed Chairman Bernanke said "Either cuts in spending or increases in taxes will be necessary to stabilize the fiscal situation…The Federal Reserve will not monetize the debt." Bernanke's recent comments indicated that the central bank sees risks of a relapse into financial turmoil even as credit markets show signs of stability. He said the Fed won't finance government spending over the long term, while warning that the financial industry remains under stress and the credit crunch continues to limit consumer spending. China's reaction to all this is that they don't like it. On his recent China trip, Treasury Secretary Geithner has been getting a tongue lashing from Chinese officials regarding their worries about the dollar and their treasury investments. For the near future, China has limited options. If they stop accumulating dollars and reserves, their currency would appreciate sharply while their exports are plunging. So in the short run, they are going to keep buying US T-bonds. However, the Chinese launched a number of new initiatives in the last month that suggest they are pushing for the Yuan to become an international currency and a reserve currency. They are doing bilateral deals with countries like Argentina and half a dozen others in Yuan, not in dollars. The wild card in the dollar's future is the possible loss of its reserve status. From a Chinese viewpoint, the challenge is how to get rid of dollars without collapsing the dollar. China's long-range plan may be to make the Yuan the world's leading (reserve) currency without directly confronting the U.S., i.e., to become the world's leader via economics and without a war. Their possible plan may be make the Yuan convertible and the world's international trading currency; back the Yuan with a percentage of gold, and make it convertible with gold as the U.S. was before 1933. China held about $768 billion of Treasuries as of March, according to U.S. government data. China is the largest foreign holder of U.S. government debt, which so far this year has handed investors the worst loss since at least 1977 on forecasts for ballooning federal budget deficits. The US will be auctioning trillions of dollars of Treasury bonds in the coming months, and we depend on China to buy a goodly portion of those bonds. The U.S. Dollar Index chart shown in Figure 3, shows the value of the U.S. currency dropping precipitously in the last three months. The US Dollar Index is a measure of the value of the United States dollar relative to a basket of foreign currencies (Euro, Yen, Pound Sterling, Canadian Dollar, Swedish Krona and Swiss Franc). If the index drops below 80 in a meaningful way, it could spell serious trouble, in our view. We're in uncharted waters, so in whatever role you play in investing, be careful, stay flexible, be diversified. Unusual situations beget more unusual situations and we are entering into the land of unintended consequences. Personally, here is how my current strategy plan lines up in these uncertain times (2-3 years out): - Prepare portfolio for inflation down the road as the massive deficit spending and loose money sloshes through the system.
- Reduce and eliminate debt as much as possible.
- Hold off on real estate investments as future mortgage rate increases will stall housing recovery.
- Take a position in "real" technology investments as they are productivity enhancing; technology will help to counter the effects of the recession.
- Take a position in alternative energy investments with assumption that administration will be funding this area in a big way; it will the help the U.S.A. become less dependent of foreign energy sources.
- Stay away from long-term bonds and similar instruments as massive deficit funding requirements will drive up long-term rates.
- Become more self-sufficient in all areas of life, reduce unnecessary expenses
- Allocate time for learning new skills, gain more knowledge; the more informed, the better.
- Communicate with your elected representatives to simplify the tax code, halt bailouts, reduce spending, reduce taxes.
- Fine tune lifestyle for healthier living to minimize health care expenses; become more active and knowledgeable in health care decisions, question costs even if insurance pays.
Steve Szirom
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Saturday, Jun 06, 2009 09:11 |
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| Monday, Apr 13, 2009 |
| Embedded Systems Conference (ESC) 2009, Attendance Down, but Discussions Spirited |
| Posted By Steve Szirom |
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 ESC2009 | | The Embedded Systems Conference (ESC) 2009 in San Jose, Calif. is one of the bellwether conferences in Silicon Valley where one can pick up telltale signs of the business pulse in the high-tech industry. The first notable impression was the lack of a big banner that usually trumpets the ESC show at the entrance to the convention site. This year (March 30-April 2, 2009), the McEnery Convention Center was devoid of any sign that a major conference was underway. There were about 220 exhibitors compared to 250 last year and attendance dropped below 10,000, perhaps in the 8,000 to 9,000 visitor range. Attendance in recent past years was in the 10,000 to 12,000 range. Prominent exhibitors of the past such as Intel and Wind River Systems were absent, although WindRiver was on the speaker roster and booked a hotel suite for meetings.  ESC2007 | |  ESC2008 | | The CMP-backed ESC event was very well organized and widely promoted. The event drew a relatively enthusiastic crowd considering the economic storm facing the industry. From spot discussions by InsideChips with show exhibitors, the response was mixed -- some were disappointed with the lower attendee flow and others noted satisfactory numbers with better quality prospects this year. CMP, which runs smaller ESC conferences in Boston, England, India, and France, looks at the ESC show and conference as one of its flagship events and has done a creditable job in keeping the event innovative and well-designed. From the public relations, website design and promotion viewpoints, CMP organizers get high marks.  Source: InsideChips | | As the world turns in the embedded world, the embedded design-in action is happening more and more in Asia, not in Silicon Valley, and Japan is a gateway to this growing market. As noted from the chart below, the world's most embedded-centric electronics event takes place in Yokohama, Japan at the upscale Pacifico Exhibition and Conference Center every year in November. The event draws not only from Japan, but also the rest of Asia including Taiwan, China, Indonesia, Singapore, and India. Embedded Technology 2009 (ET2009) is sponsored by JASA (Japan Embedded Systems Technology Association) and managed by ICS Convention Design, a division of Japan's largest travel agency, Japan Travel Bureau (JTB). The chart below shows the attendee growth at the Embedded Technology event.  Source: JASA/Embedded Technology | | For additional on ET2009 held in Yokohama (Nov. 18-20, 2009), visit www.EmbeddedTech.net
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Monday, Apr 13, 2009 02:06 |
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| Saturday, Feb 07, 2009 |
| Hiring the Start-Up Team in Asia |
| Posted By Glen Balzer |
Hiring sales managers is a tedious, but very important task. Hiring the first manager in an Asian sales office is incredibly important. Only a skilled and successful manager will be able to recruit quality subordinates in the future. American executives charged with the hiring of the first Asian manager are always under pressure to get the job done quickly. One of the most frequent mistakes in hiring the first manager in Asia is placing too much emphasis on the selected candidate's ability to speak English. Although headquarters might be able to communicate well with a mediocre manager possessing great speaking ability in English, results are usually disappointing. The best advice from seasoned executives with experience in Asia is twofold: First, try to ignore the English capability of the candidates. Second, take as much time as required before extending the first offer. Investment of appropriate time and attention here pays big dividends later. The time spent replacing an incompetent manager always exceeds the extra time required to select a high quality manager in the first place. Seasoned "Asian hands" recommend interviewing more candidates for the first Asian manager position than would be done for a similar position in America. The extended process provides a number of lessons for the novice American executive while simultaneously increasing the chances of hiring a well-qualified candidate. By interviewing several candidates, the executive is able to develop an understanding of the range of executive talent found within other companies. Assigning the interviewing process to two or more American executives further enhances the possibility of success with hiring the first Asian manager. Where possible, one interviewer should be of the opposite sex of the candidates you are interviewing. This technique often brings out information about candidates that otherwise would not be discovered until the manager is already on the payroll. American companies too often find themselves needing to replace their first Asian sales manager. The process is costly and unnecessarily slows down the company's ability to generate new sales and profits. The most predominant reason for replacing a company's first Asian sales manager is lack of adequate due diligence during the interviewing process. In addition to speaking with the candidates and studying their résumés, be sure to interview the candidates' customers, distributors, manufacturers' representatives, and former employees. Interviewing a broader array of people prior to making a hiring decision may prove to be more challenging than usual, but the results generally are well worth the time invested. If the sales manager in Asia proves disappointing, the company must move swiftly to replace him. Customers and competitors determine whether an Asian sales manager is competent long before that manager's company reaches the same conclusion. Once the company decides that its manager in Asia is not adequate, it must proceed to replace the manager quickly. The marketplace admires and respects speedy and professional handling of a problem. Although a company can move at its own pace when selecting its first Asian sales manager, it must move fast when making a replacement. This underscores the need to perform adequate due diligence when hiring the first manager. Hiring an exceptional candidate as the first sales manager in Asia promotes rapid sales growth in the territory and enables the company to attract better talent there in the future. Don't let routine pressure force you to take short cuts during the interviewing and hiring process. Be sure to perform adequate due diligence before extending that first offer.
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Saturday, Feb 07, 2009 02:16 |
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| Monday, Nov 10, 2008 |
| Project Management Suite Raises Bar By Managing Uncertainty |
| Posted By Steve Szirom |
The semiconductor product development cycle is rife with uncertainty and managing development schedules, often on a worldwide basis at U.S. and off- shore design centers, can be a daunting task. Managing projects and tasks effectively when dealing with $10+ million dollar development budgets is one of the keys to success for semiconductor startups. A new Software as a Service (SaaS) web application, LiquidPlanner(TM), has been released commercially several months ago at the www.e2conf.com%2F">Enterprise 2.0 Conference that addresses issues unique to many industries, such as the semiconductor industry, which have needs related to probability of completing critical tasks in a given timeframe. One of LiquidPlanner's key differentiators is a patent-pending, built-in scheduling engine that provides project teams a way to manage uncertainty with probabilistic scheduling. LiquidPlanner is the only collaboration tool suite on the market today which helps to highlight problems which can affect the completion of a key deliverable date. The suite's scheduling engine automatically adjusts project tasks - a feature which helps keep the entire project moving forward smoothly. Unlike other PM tools, LiquidPlanner doesn't take a larger project and give each task a specific deadline. Instead, project members enter a range of likely completion dates. LiquidPlanner uses statistical analysis to ascertain when the total project will probably be completed, and adjusts that estimate as necessary. So if your team leader thinks it will take four to six days to finish a task, but you realize it will take closer to three weeks, you can change the range of completion dates, and LiquidPlanner will adjust the estimates for related tasks accordingly. The product's feature set has all the tools one would expect from a project management suite such Gantt Charts, project scheduling, email integration, dashboards/reports, import/export into MS Project, ease-of-use enhancements and a healthy dose of social networking capabilities. The Bellevue, Washington software startup, which sits in Microsoft's shadow, received its early financing from its founders and angel investors. The firm was founded in March 2006 by Charles Seybold and Jason Carlson, who were senior managers at Expedia.com. Seybold honed his project management experience while working at Microsoft on its MS Office Project software in the 1990s. LiquidPlanner made its Beta release to the public in January 2008. The LiquidPlanner on-line project management service is free for up to three users, as well as for nonprofits; it costs $35 per month for each user after more than three seats. |
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Monday, Nov 10, 2008 02:34 |
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| Monday, Oct 27, 2008 |
| Japan Matters for USA Chip Industry |
| Posted By Steve Szirom |
Semiconductor executives are pondering what the future holds for Japan's electronics export industry as the country's stock markets implode and the Yen's strong gains may slow down exports -- adding another roadblock to the already slowing consumer electronics spending in the U.S.A.  Japan's Nikkei 225 index has plummeted to 7162 from its recent peak of 18,300 just 16 months ago. The current lows take the index back to the 1982-83 period -- 26-yuear lows. The bottom after the dotcom bust was 7700 in April 2003. Japan's great bull market which peaked in 1990 has completely retraced itself. The chart below shows the historical trend of the Nikkei average since 1970. It looks like Sony's twice-reduced forecasts and its latest gloomy earnings report, forced the Nikkei to committing seppuku. The fact that rumors swirled that Mitsubishi UFJ might be seeking $10 billion in capital infusion did not help either. Given MUFJ's recent investments involving Morgan Stanley (MS) and UnionBanCal (UB), this may be forgivable, but dilution is not looked upon kindly by shareholders. Sony (SNE) is a bellwether Japanese company for exports and consumer electronics spending. For the second quarter in a row, Sony decreased its profit forecasts and its stock is at a 13-year low. Japan's trade surplus fell 94% in September. The situation has become so bad that non-financial Japanese people are talking about the stock market. In normal times, usually a much smaller percentage of Japanese follow the stock market than Americans. Most Japanese have their assets tied up in their house, car, and keep their savings in cash (almost zero interest rates). With regard to the Japanese Yen, we are witnessing the unraveling of one of the world's biggest easy-money schemes -- the so called Yen 'carry-trade.' The players borrow the Japanese Yen, which costs little to borrow because the currency's interest rate is extremely low. Then they sell the Yen, take the money and buy a higher-yielding item like a U.S. Treasury bond or a higher-yielding currency like the Australian dollar. If the Yen heads higher, the players are in big trouble. Last week, the Yen surged 10% against the dollar. And suddenly, all those who are playing the carry trade are squeezed and forced to cover their bets by buying back Yen -- driving the Japaenese currency even higher. How this ends is not clear. With the increasing strength of the Yen and the resultant pain for exporters, Japan's economy is getting hooked into the world financial crisis in a way that has unintended consequences. If the Japanese stock market continues to fall and the Yen continues to rise, it will further shake confidence in the world financial markets and will further dampen consumer electronics spending. As shown in the chart below, the Nikkei stands 55% lower than year ago, compared to the Dow Jones Industrials 34% decline in the same time period.  |
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Monday, Oct 27, 2008 02:27 |
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