Skip to main content

Software Is The New Hardware

Today Intel announced that it is buying McAfee for $7.7 billion. This acquisition made people scratch their heads. Why McAfee?

The obvious arguments are that Intel has hit the growth wall and organic growth is not good enough to satisfy the shareholders. But this argument quickly falls apart from margin perspective. Why dilute their current nice gross margin even if McAfee has steady revenue stream? [Read my update at the end of the post]

I believe there are two reasons. The first is that the companies need a balanced product and revenue mix regardless of different margins. Oracle bought Sun and HP bought EDS. Big companies do this all the time. The second, not so obvious, reason is a recognition that software is new hardware. The processors are processors – they are a commodity any which way you look at them. It is not news to anyone that the computing has become commodity which is the basis of utility style cloud computing. Software, embedded or otherwise, has significant potential to sell value-added computing. The security solutions could fit in nicely on a piece of chip. When you drive a few miles from Intel’s headquarters to meet folks at nVidia you will be amazed to see what kind of value a software tool kit can derive from the processors.

I don’t know how Intel will execute the merger considering the fact that this is their largest acquisition ever. But, I am even more convinced that software is the new hardware. Cloud computing, data center automation, virtualization, network security, and a range of other technologies can leverage software in a chip that is optimized for a set of specialized tasks. Time to move from commodity to specialized computing until specialized computing becomes commodity. Interesting times!

Update: Romit sent me a message commenting that how McAfee will dilute Intel’s margin since McAfee’s gross margin is more than Intel. I should clarify. The assumption on the street is that the cost of capital for this purchase is about 4% and Intel expects 8% return on the investment even after paying 60% premium for the purchase. The tricky part is that how long Intel can maintain the close to 75% software margin of a software company operating inside a hardware company. When I say diluting the margin I mean diluting the overall combined margin post-purchase. The analysts are skeptical about the success of the merger and so am I. Intel has no track record of integrating large software companies such as McAfee especially after paying significantly higher than average premium. Hypothetically if Intel were to buy a company with more synergies that can leverage existing channels and can fit into their culture they could have increased the gross margin and hence the return to their shareholders.

Comments

Popular posts from this blog

Emergent Cloud Computing Business Models

The last year I wrote quite a few posts on the business models around SaaS and cloud computing including SaaS 2.0 , disruptive early stage cloud computing start-ups , and branding on the cloud . This year people have started asking me – well, we have seen PaaS, IaaS, and SaaS but what do you think are some of the emergent cloud computing business models that are likely to go mainstream in coming years. I spent some time thinking about it and here they are: Computing arbitrage: I have seen quite a few impressive business models around broadband bandwidth arbitrage where companies such as broadband.com buys bandwidth at Costco-style wholesale rate and resells it to the companies to meet their specific needs. PeekFon solved the problem of expensive roaming for the consumers in Eurpoe by buying data bandwidth in bulk and slice-it-and-dice-it to sell it to the customers. They could negotiate with the operators to buy data bandwidth in bulk because they made a conscious decision not to st...

Focus On Your Customers And Not Competitors

A lorry is a symbol of Indian logistics and the person who is posing against it is about to rethink infrastructure and logistics in India. Jeff Bezos is enjoying his trip to India charting Amazon’s growth plan where competitors like Flipkart have been aggressively growing and have satisfied customer base. This is not the first time Bezos has been to India and he seems to understand Indian market far better than many CEOs of American companies. His interview with a leading Indian publication didn’t get much attention in the US where he discusses Amazon’s growth strategy in India. When asked whether he is in panic mode: For 19 years we have succeeded by staying heads down, focused on our customers. For better or for worse, we spend very little time looking at our competitors. It is better to stay focused on customers as they are the ones paying for your services. Competitors are never going to give you any money. I always believe in focusing on customers, especially on their latent unme...

Purple Squirrels

It is fashionable to talk about talent shortage in the silicon valley. People whine about how hard it is to find and hire the "right" candidates. What no one wants to talk about is how the hiring process is completely broken. I need to fill headcount: This is a line that you hear a lot at large companies. Managers want to hire just because they are entitled to hire with a "hire or lose headcount" clause. Managers spend more time worrying about losing headcount and less time finding the right people the right way. Chasing a mythical candidate: Managers like to chase purple squirrels . They have outrageous expectations and are far removed from reality of talent market. Managers are also unclear on exactly what kind of people they are looking to hire. Bizarre interview practices: "How many golf balls can fit in a school bus?" or "can you write code with right hand while drawing a tree with left hand?" We all have our favorite bizarre interview st...