Texas Instruments: Wireless Woes

By Vijay Nagarajan, Guest Author In the last two parts of this series, I looked at TI’s position in the analog and DSP markets. We also concluded that the OMAP was central to TI’s wireless strategy. I am afraid that TI has put all its eggs in this one basket, and has perhaps miscalculated the

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Texas Instruments: DSP Market and OMAP

By Vijay Nagarajan, Guest Author In the prequel, we discussed TI’s growing analog semiconductor business. Digital Signal Processors (DSPs) is an equally big business for the company contributing 40% of its semiconductor revenues. TI dominates the DSP market with 65% share and its products are preferred in a variety of applications ranging from communication infrastructure,

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Texas Instruments: Analog Market

By Vijay Nagarajan, Guest Author In the last part of this series, I presented a brief analysis of TI’s 2007 Financials. As I mentioned before, the company’s semiconductor business has two pillars – namely DSP and analog. While DSP has been TI’s traditional strength, analog, which is one of the largest semiconductor markets, is fast

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Texas Instruments: 2007 Financials

By Vijay Nagarajan, Guest Author In the prequel, I pointed out that TI supplied semiconductor solutions to many markets making it one of the largest semiconductor companies in the world. Before I move on to dissect its businesses in detail, I wish to review the company’s 2007 financial results to put the rest of the

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Texas Instruments: Semiconductor Leadership

By Vijay Nagarajan, Guest Author Last fall, I presented a deep-dive analysis of the world’s leading mobile semiconductor company, Qualcomm (QCOM). More recently, I looked at the fortunes of Broadcom (BRCM), the company involved in several legal battles with the San-Diego based Qualcomm. Over the next few weeks, I will look at Texas Instruments (TXN)

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Lars Dalgaard and his Success Factors (Part 11)

SM: You don’t face as much competition in small business either. LD: No, you don’t. There is no competition. That was Eric Dunn’s decision point on the Board. “That alone,” he said, “is an argument for me. We struggled so much in Intuit when we went up market to make the product scale.”

Lars Dalgaard and his Success Factors (Part 10)

SM: How did you go from 2001 with $1M in financing to the scale you are today? Didn’t you have to finance the company further? LD: I basically did not have a life for six years. SM: Didn’t you need more financial resources? LD: When you are cash flow positive, you don’t need any more

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Lars Dalgaard and his Success Factors (Part 9)

SM: How do you view your competitive landscape right now? The HR, human capital landscape is moving online and becoming very big as we are penetrating more of the mid-market and small businesses. How do you view the rest of the players in your ecosystem and how do you position? LD: Let’s just look at

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