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THE VALUE PROPOSITION AND CORPORATE STRATEGY

18. September 2012 · Write a comment · Categories: Electronics · Tags: , ,

Once a company has devised a reasonable value proposition and it has been communicated to the “>companys intrinsic value. It is entirely possible that heading off in a certain direction will be viewed poorly by investors, who will sell their shares in droves. If the management team were to instead incorporate the views of the market into any necessary change in direction, and then explain its new value proposition thoroughly, the result may be accepted with much less fuss.

The level of self-examination that goes into creating a value proposition may result in an actual change in strategic direction. A company may find that it does not, in fact, exactly fit the operational profile that its preferred value proposition implies. If so, it may make considerable sense to shed some operations and invest in other areas in order to arrive at a repositioned business that does fit the value proposition.

A special situation arises when management has a vision for the direction of the company, but the business is not currently positioned properly to communicate a matching value proposition. In this case, it may not be useful from a competitive standpoint to divulge the companys long-term plans. Instead, consider a gradual, long-term series of incremental changes to the stated value proposition, until the company actually reaches the point where it can justify the value proposition that it has been striving for all along. If investors see that the company efficiently meets the expectations set by each incremental change in value proposition, they will be more likely to accept subsequent changes in the proposition.

In short, the value proposition should be maintained over a long period of time, whenever the financial results of doing so are sustainable. This requires consistent support from the CEO, as well as a well-founded system of accountability for implementing plans. When a value proposition does not prove to be financially sustainable, obtain the input of the investment community before heading off in a new direction. The worst possible situation is for a company to continually swap out its value proposition, to the point where investors and analysts dismiss them as being the flavor of the week, and derive their own valuations of the business, irrespective of what the company says about itself. More »

Semiconductors and Micron Technology – Issues

13. April 2012 · Write a comment · Categories: Electronics, Technology, The Industry

Here is a little something I thought was interesting. Micron Technology Inc, choosing a tougher trade weapon than the rest of the US semiconductor industry has used so far, filed an antidumping petition against seven Japanese producers of a widely used variety of computer chips.

The petition seeks duties on Japanese-supplied 64K Dram chips – dynamic random access memory chips capable of storing 64,000 bits of information – equivalent to 94 per cent of their current US prices. Such a severe penalty would wipe out much of Japan’s recent gains in the US market and give distressed US suppliers a lift.

By striking directly at imported Japanese chips, Micron Technology of Boise, Idaho, broke from the ranks of other US chip makers, which so far are backing an earlier Semiconductor Industry Association petition to improve member access to the Japanese market. ‘We also support the SIA petition, but different companies have different philosophies and this is the way we’ve chosen,’ said Larry Grant, Micron’s legal counsel.

The association chose a market opening rather than an attack on curbing imports because some of its members, such as Motorola and Texas Instruments, produce semiconductors in Japan, some of which could be shipped back for use in the US. Micron Technology is not an association member and has more flexibility in fighting Japanese competition.

In dumping cases, the Commerce Department must rule whether sales are being made at less then fair value, and the US International Trade Commission must rule whether the domestic company is being injured. Both findings must be affirmative for penalty duties to be assessed.

If Micron is successful, other US manufacturers may take anti-dumping actions.

In California’s Silicon Valley, speculation is running high that one or several companies will soon file additional anti-dumping complaints against the Japanese makers of Eproms, an acronym for erasable, programmable read-only memory chips. Two major Eprom makers, Intel and Advanced Micro Devices, were named recently in a well-publicized Hitachi memo to its distributors to undercut Intel and Advanced Micro prices.

In Toyko last week, US trade negotiators informed Japan’s Ministry of International Trade and Industry of the US Semiconductor Industry Association’s charges. The association alleged that supply arrangements among leading Japanese electronics companies which both produce and use semiconductors keep US products out of Japan.

Akio Morita, the chairman of Sony, speaking of the Electronic Industries Association of Japan, called the US group’s charges ‘unjustified,’ and Japanese diplomats claimed that the San Jose, California-based trade body misrepresented the US share of the Japanese market. ‘Counting the production of Japan-based US companies, the US share is closer to 19 per cent than the 11 per cent the SIA claims,’ said a Japanese embassy spokesman in Washington.

While the association’s petitin does not promise any certain results, Micron’s anti-dumping action triggers an investigatory process with a set timetable for the Commerce Department and the International Trade Commission to act. The Japanese companies cited are Fujitsu, Hitachi, Masushita Electric, Mitsubishi, NEC, OKI and Toshiba.