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EDA GRAFFITI, WITH EDA VETERAN PAUL MCLELLAN, DIGS INTO THE WORLD OF DESIGN TO FIND OUT HOW WE GOT HERE, WHERE WE ARE GOING, AND WHY EDA IS DIFFERENT.



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Thursday, September 24, 2009

Barriers to entry

Sep 24 2009 12:00AM | Permalink |Comments (7) |


When I looked around at DAC last month (well, the month before last, what happened to August?) one thing that is in some ways surprising is that, given the poor growth prospects of the EDA industry, there are so many small EDA companies.

If you are a technologist of some sort then it seems like the challenge of getting an EDA company going is insurmountable. After all, there are probably only a couple of dozen people in the world who have deep enough knowledge of the esoteric area of design or semiconductor to be able to create an effective product. That seems like it should count as a high barrier.

But, in fact, technology is the lowest of barriers if you are in a market where technology counts for something. Designing and building chips is something that races along at such a breakneck pace that the whole design ecosystem is disrupted every few years and new technology is required. It has to come from somewhere. As a result, brand-name counts for very little and small companies with differentiated important technology can be successful very quickly.

Other industries are not like that nowhere else does technology move so fast. What was the last big innovation in automotive? Probably hybrid powertrains. Most cars still don’t have them and it is now ten year old technology.

Let’s think of an industry with just about the least amount of technology, so pretty much at the other end of the scale from EDA and semiconductor: bottled water. Do you think that your bottled water startup is going to do well because you have better water technology? Do you think that the customer who chose Perrier rather than Calistoga could actually taste the difference anyway? Bottled water is selling some sort of emotional aspirational dream.

You’ve obviously noticed that if you go to bar and get upscale water then you typically end up with something from Europe (San Pellegrino, Perrier, Evian) and not something from California (Crystal Geyser, Calistoga). It has to be bottled in Europe and shipped here. Why don’t they ship it in bulk and bottle it here? For the same reason as wine is bottled before it is shipped: nobody would trust what was in the bottle. One thing that surprised me when I was in Japan a couple of years ago is that the Crystal Geyser water we turn down as being insufficiently upscale is what they drink over there. It comes from California, the other side of the Pacific, how exotic is that? I don’t know if the third leg of the stool exists, people in Europe drinking water from Asia: bottled from a spring on Mount Fuji, how zen is that?.

In between are lots of companies and industries where there is obviously a technical component, and an emotional component. BMW may be the ultimate driving machine, but most people who buy one couldn’t tell you what a brake-horsepower is, even if they know how many their car has. And almost nobody actually uses all that horsepower, running their car at the redline on the tacho all the time. Yes, there’s technology but mostly it’s an emotional sell.

In the commercial world, think of Oracle. Do you think you are going to displace Oracle because you’re little startup has some superior relational database technology? No, there’s a whole ecosystem around Oracle, they largely sell to people who don’t understand technology (CFOs) and so brand-name counts for something. They are partially making an emotional decision and buying peace of mind.

Brand name still counts for a lot in the consumer market space, even if less than it used to. This is measured by the increase in price for the brand name that consumers will pay compared to the no-name. Many of the top brand names in the world (Coca-Cola, Kellogs, Colgate) are very old going back a century or so but the premium, especially in the current downturn, that people will pay to get a Sony rather than Best Buy own-brand is shrinking.

So brand name or ecosystem are really high barriers to entry. Technology not much. A few smart guys and a two or three years of writing code is a lot easier than recreating the ecosystem around ARM, never mind making your cola as well known as Coke.


Reader Comments



at 9/24/2009 11:22:19 AM, True in the past, but what about now? said:
There may be many startups with pretensions, but there were virtually no successful startups at DAC this year. Most were on the ropes and fighting for their lives with very little chance of meaningful success.

The whole thrust of "flows" and all you can eat licensing deals from the big vendors has put in place a very high barrier to entry and this barrier is made even higher by the absurdly long evaluation cycles for EDA tools and the typical big vendor high discounting for tools under threat.

And to top it all are the almost worthless standards we as an industry pretend to support. Note to all: a syntactical standard is worthless without an accompanying semantic standard, and yet very few EDA standards contain that last portion.

So sure, as a startup you can create interesting new technology, but the path to success is not there anymore. Look at the exits in the past few years: the bulk of them have been technology asset buys.



at 9/24/2009 1:59:46 PM, Not true said:
So the reason most EDA companies fail is because they are started and run by engineers, or started and ran by CEOs who ran other failure companies. Neither have any clue on how to make a profitable business. I just love seeing a company brag about the "pedigree" of their execs and all the companies they were at... and how none of those companies exist today.

Its just like opening a restaurant. Most fail because the owner sell what they enjoy making (and might be good at making) but never things beforehand, "Hey, how am I going to make money at this". The reality is, the most successful restaurants sell cheap hamburgers.

Go look at the EDA companies out there who are struggling. Even if their tool worked (which it often doesn't) could they be profitable?

What sells? I'm an implementation guy... we use PNR tools, synthesis tools, extractors, LVS/DRC, STA, SI, IR, etc. Who is out there?

PNR -> Sierra got acquired by mentor (successful), Atoptech is out there doing well from what I've heard. Cooley might mock them for "just selling hamburgers" but if their hamburger is better than the others, it will sell.

Synthesis -> Get2Chip and Ambit got acquired. Oasys is out there right now, probably too young to say.

Extraction -> Not much I'm aware of recently. STAR-RCXT owns this.

LVS/DRC -> Look at the premium Mojave got from Magma

STA -> Extreme and Incentia appear to be doing fairly well, not sure on CLK-DA

IR -> Apache pretty much dominates this field


So who else is out there...

You got a class of tools which solely exist due to bugs in other guys' tools... people like Prolific ProPower (because some PNR tools can't do leakage opt propertly), Azuro doing CTS (again because some tools CTS sucks). Has anyone successfully made a long term company out of a point tool...? Look at Sapphire, who did timing opt when others timing opt tools sucked... once the other guys got their technology work, they died off.

You had all the DFM guys out there... guys who were trying to sell a problem AND a solution. I've been told we need DFM at 130, 90, no wait 65, no maybe 40... these guys all failed because they had a market which didn't exist.

Then you have guys like GoldenGate, who just never get a product out there.

What's scary is VC's fund these guys. What are they thinking? Even a successful company, its difficult to make money on your investment due to the depressed valuations a profit margins. I could go through the DAC floor and probably with 95% accuracy tell you who will be there and who wont within the next 5 years. Shame on the VCs who fund the obvious failures. Even if the engineer/exec can't see the lack of an obvious business model, the VCs should.



at 9/24/2009 2:11:10 PM, SteveM said:
Hi Paul: In EDA customers are really too smart and technically capable to allow the EDA industry players to build barriers to entry. Any time there is some unique technology position and an EDA company tries to get a premium, then the customers invite in competition, sponsor startups, champion EDA standards all in order to create an efficient economy. The only time I have seen technology create any barrier is in user interface paradigms such as Novus Verdi / Debussy. Your example of Oracle (or SAP) is a good one where the customers have not managed to drive standards of interoperability, and thus the overall efficiency of that market is low. Also these systems are so highly integrated it is a major risk to conduct a transition. Where-as the design flow is highly segmented and it is low risk to swap in a separate tool and in many cases shops run two tools in parallel and choose the best result. Your other example of ARM is interesting and we'll see how they fight it out with Intel/Wind River/Atom.



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at 11/4/2009 9:58:32 AM, KC12 said:
How does the barriers to entry affect the graphic arts industry in terms of studio art? That information would be useful...

www.kittychan12.deviantart.com



at 11/4/2009 9:58:38 AM, KC12 said:
How does the barriers to entry affect the graphic arts industry in terms of studio art? That information would be useful...

www.kittychan12.deviantart.com



at 11/18/2009 10:11:47 PM, forex robot said:
Keep posting stuff like this i really like it.

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