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Main
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Corporate
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What Design Industry?
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You want a System-on-Chip?
A Practice of
active cooperation with all innovative actors
A Strategy of
Value Enhancing Differentiators
Growth through innovation in Value Proposition
About service,
comparison is no reason
Growth from
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Growth through innovation in Value Proposition
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Even though deverticalization of the semiconductor industry
at the fabrication level and the Economic Order Quantities with
advanced technological processes are the catalyser for emergence
of new business models, their need is accentuated by the growing
gap between the design capability and the fabrication capacity.
But there is a hint which also serves as a clue to the DOLPHIN
strategy: the challenge for this industry, our own true challenge,
is to help reducing (TTM) Time-To-Market, while increasing Reliability
and Yield. Reliability of the design process, and Yield of the
fabrication process!
Both the ISO-9001 rev. 2000 and the ViCToRY™ Sharing Program
address this challenge.
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In short, this enterprise is not for gambling on some technological
fad, but for growing from the effectiveness of Design for Reuse
with automated fab-process migration on the ever-growing SoC
market.
It is focused as "the SoC Enabling Enterprise", thereby
committing to being creative in the design process aiming at
a moving target with three unavoidable capabilities in three
key phrases: "Mixed Signal", "Design for Generation", "fab-process
retargetable".
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It entails digging innovatively into a not-so-new high-tech market,
in the midst of the paradigm change of Deverticalization:
Virtual Components are our BRICKS and EDA Solutions the TOOLS, while
Design Services provide our MORTAR!
They are respectively the charters of DOLPHIN Integration and DOLPHIN
Delegation.
The major competitor against the emergence of the ViC model still is
the traditional custom design house, also part of the SIP service industry.
This SIP story is akin to the emergence of the car industry where every
car was initially designed-to-order.
The other extreme with respect to productization was reached by Ford,
with his model T, whose color was left to the choice of the customer
as long as it was black.
In-between, Robotization is now enabling a volume industry for cars,
thriving on customization-per-order with learning curve pricing.
The 2001 crisis is bearing the seeds of its own recovery through flexible
productization. Much as solid growth was initiated by TI, with learning
curve pricing for the semiconductor industry in the 70's, DOLPHIN has
launched "Elasticity pricing" in the midst of the crisis.
Elasticity Pricing* means the end of Malthusianism in SIP:
*also called "Target Rate of Return Pricing"
- Marketing forecasts are crucial for proper volume assessment: instead
of focusing on either end of the market (volatile low-end or pricey high-end)
- Marketing Savvy for multiplying identical sales is vital, with splashy
new product launches
- Future Value defines price, when low-paid design houses define a ceiling,
but the provider's investment corresponds to a postponement of
sales turnover
- Cost is fixed for successive buyers, and quality must be a total certainty
- Generator compiling enables Robotization with low-cost customization-per-order.
This is the new DOLPHIN paradigm for SIP to contribute to its industrial
customers' productivity!
Next paragraph:
About service,
comparison is no reason
