RussianSensation
Elite Member
"Nvidia continues to face challenges in the graphics market from players like Intel and AMD, which are increasingly providing integrated graphics chips to PC makers that reduce the need for separate (discrete) graphics cards." https://www.trefis.com/company?from=widget:forecast&ovd_urlid=132075#/NVDA
Question (I asked myself): What is the bread and butter of NV business model?
- The most honest response that came to my mind was: Discrete and integrated graphics of course....and I was wrong.
Analyzing the factors that investors looked at in determining the stock price related to NV forecast (i.e., future) revenue streams (taking into consideration the resultant profits) and cash position reveals the following:
1. Professional Graphics - 31.5%
2. Discrete Graphics - 18.7%
3. Mobile and Game Console Computing Chips - 10.8%
4. Integrated Graphics - 9.8%
5. DRAM Graphics memory - 3.0%
6. Net cash - 26.3%
https://www.trefis.com/company?article=22029#
Takeway #1: Therefore, for NV as a firm, professional graphics with its superior profit margins is just as important as discrete + integrated graphics markets combined.
Another question: Ok, so now that I know that professional graphics is crucial for NV, how does this relate to my graphics card?
- Actually it does, because NV's focus can't just be on gaming graphics. "There is a risk, however, that Nvidia’s leading [discrete graphics] share will be eroded as integrated graphics cards become more powerful and if spend on high end graphics cards, like those made by Nvidia, is curtailed due to broader economic concerns."
- Thus, not only does NV have to create a graphics card that's competitive in gaming, but to preserve 31% of stock value, it has to be good in professional graphics. Wait, not just good, it has to be better than good.
- The average of forecasts for Nvidia Pro Graphics Cards Market Share created by Trefis members in the last week indicated a projected decrease from 85.6% in 2010 to 81.5%.
Takeaway #2: Therefore, for NV to be successful as a business, it has to maintain its professional graphics market share in order to sustain the superior margins and yet deliver performance to clients that are willing to pay for that performance. Failing to deliver on this front is a direct negative impact on NV profit margins, revenue and bottom line.
One more question: So how is NV able to maintain its lead in professional graphics?
- Simple, NV designed Fermi architecture for the workstation space.
- Its Quadro 5000 is one of the first models to use the company's GF100 graphics processor. Basically, Quadro 5000 is more a less a twin of the GTX465 352 SP core with added ram and slower clock speeds. On the other hand, its primary competition is ATI's flagship FirePro V8800. Nothing less than 1600 SPs Cypress chip.
Takeaway #3: In summary, it’s clear which card comes out on top: Nvidia’s Quadro 5000 is superior to AMD’s FirePro V8800 in almost every benchmark, usually by a clear margin.
http://www.tomshardware.com/reviews/quadro-5000-firepro-v8800-workstation-graphics,2701-8.html
"Nvidia certainly appears to be the premium choice, both where performance and cost are concerned. Its faster card is naturally more expensive." As a result, NV is able to sell GTX465 core chips that can outperform a 5870 chip and sell them for more $$$ in the professional market - this is the bread and butter of NV business model.
Conclusion: This is why Fermi was truly designed with professional graphics in mind since it's the only space where NV dominates, achieves greatest profit margins and has little competition.
This also explains why Fermi and probably every future NV card to follow will be a compromise between gaming performance and the desire to exceed customer expectations for professional graphics demands. This creates additional pressure on making a card that performs well in more than 1 environment.
My own takeway is that it probably would be better for NV to design 2 separate chips - 1 for professional graphics and 1 for games. However, due to R&D costs and manufacturing constraints, this is probably not possible given the size of the company. By designing Fermi as an "all-purpose" GPU, NV is thus able to amortize/share its R&D costs across at least 3 product lines including Consumer Graphics, Tesla and Quadro lines. In addition, this business strategy minimizes risks. If one of these product lines suffers a decline in revenue as a result of market forces, chances are that the other 2 product lines will remain healthy until a recovery can occur. By NV not putting all of its eggs in one basket (i.e., consumer products only), it is able to withstand changing market conditions to a greater degree.
============================================================================================
Update (September 8, 2010):
Nvidia continues to solidify positions in the professional graphics segment.
This segment also continues to grow. According to estimates of Jon Peddie Research, AMD and Nvidia shipped around 1.3 million of professional graphics accelerators in the second quarter of 2010. The technology and market research firm reports that the industry shipped 795 thousand of workstations worldwide in Q2, resulting in sequential growth of 9.6% and a year-over-year increase of 32%.
Question (I asked myself): What is the bread and butter of NV business model?
- The most honest response that came to my mind was: Discrete and integrated graphics of course....and I was wrong.
Analyzing the factors that investors looked at in determining the stock price related to NV forecast (i.e., future) revenue streams (taking into consideration the resultant profits) and cash position reveals the following:
1. Professional Graphics - 31.5%
2. Discrete Graphics - 18.7%
3. Mobile and Game Console Computing Chips - 10.8%
4. Integrated Graphics - 9.8%
5. DRAM Graphics memory - 3.0%
6. Net cash - 26.3%
https://www.trefis.com/company?article=22029#
Takeway #1: Therefore, for NV as a firm, professional graphics with its superior profit margins is just as important as discrete + integrated graphics markets combined.
Another question: Ok, so now that I know that professional graphics is crucial for NV, how does this relate to my graphics card?
- Actually it does, because NV's focus can't just be on gaming graphics. "There is a risk, however, that Nvidia’s leading [discrete graphics] share will be eroded as integrated graphics cards become more powerful and if spend on high end graphics cards, like those made by Nvidia, is curtailed due to broader economic concerns."
- Thus, not only does NV have to create a graphics card that's competitive in gaming, but to preserve 31% of stock value, it has to be good in professional graphics. Wait, not just good, it has to be better than good.
- The average of forecasts for Nvidia Pro Graphics Cards Market Share created by Trefis members in the last week indicated a projected decrease from 85.6% in 2010 to 81.5%.
Takeaway #2: Therefore, for NV to be successful as a business, it has to maintain its professional graphics market share in order to sustain the superior margins and yet deliver performance to clients that are willing to pay for that performance. Failing to deliver on this front is a direct negative impact on NV profit margins, revenue and bottom line.
One more question: So how is NV able to maintain its lead in professional graphics?
- Simple, NV designed Fermi architecture for the workstation space.
- Its Quadro 5000 is one of the first models to use the company's GF100 graphics processor. Basically, Quadro 5000 is more a less a twin of the GTX465 352 SP core with added ram and slower clock speeds. On the other hand, its primary competition is ATI's flagship FirePro V8800. Nothing less than 1600 SPs Cypress chip.
Takeaway #3: In summary, it’s clear which card comes out on top: Nvidia’s Quadro 5000 is superior to AMD’s FirePro V8800 in almost every benchmark, usually by a clear margin.
http://www.tomshardware.com/reviews/quadro-5000-firepro-v8800-workstation-graphics,2701-8.html
"Nvidia certainly appears to be the premium choice, both where performance and cost are concerned. Its faster card is naturally more expensive." As a result, NV is able to sell GTX465 core chips that can outperform a 5870 chip and sell them for more $$$ in the professional market - this is the bread and butter of NV business model.
Conclusion: This is why Fermi was truly designed with professional graphics in mind since it's the only space where NV dominates, achieves greatest profit margins and has little competition.
This also explains why Fermi and probably every future NV card to follow will be a compromise between gaming performance and the desire to exceed customer expectations for professional graphics demands. This creates additional pressure on making a card that performs well in more than 1 environment.
My own takeway is that it probably would be better for NV to design 2 separate chips - 1 for professional graphics and 1 for games. However, due to R&D costs and manufacturing constraints, this is probably not possible given the size of the company. By designing Fermi as an "all-purpose" GPU, NV is thus able to amortize/share its R&D costs across at least 3 product lines including Consumer Graphics, Tesla and Quadro lines. In addition, this business strategy minimizes risks. If one of these product lines suffers a decline in revenue as a result of market forces, chances are that the other 2 product lines will remain healthy until a recovery can occur. By NV not putting all of its eggs in one basket (i.e., consumer products only), it is able to withstand changing market conditions to a greater degree.
============================================================================================
Update (September 8, 2010):
Nvidia continues to solidify positions in the professional graphics segment.
This segment also continues to grow. According to estimates of Jon Peddie Research, AMD and Nvidia shipped around 1.3 million of professional graphics accelerators in the second quarter of 2010. The technology and market research firm reports that the industry shipped 795 thousand of workstations worldwide in Q2, resulting in sequential growth of 9.6% and a year-over-year increase of 32%.
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