Intel Price Quotes

The exponential growth of this industry was correlated with the phenomenon famously discovered by Moore, who in 1965 drew a graph of the speed of integrated circuits, based on the number of transistors that could be placed on a chip, and showed that it doubled about every two years, a trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed a “microprocessor.” Moore’s Law has held generally true to this day, and its reliable projection of performance to price allowed two generations of young entrepreneurs, including Steve Jobs and Bill Gates, to create cost projections for their forward-leaning products.

When it came time to renegotiate the price, Hoff made a critical recommendation to Noyce, one that helped create a huge market for general-purpose chips and assured that Intel would remain a driver of the digital age. It was a deal point that Bill Gates and Microsoft would emulate with IBM a decade later. In return for giving Busicom a good price, Noyce insisted that Intel retain the rights to the new chip and be allowed to license it to other companies for purposes other than making a calculator.

The exponential growth of this industry was correlated with the phenomenon famously discovered by Moore, who in 1965 drew a graph of the speed of integrated circuits, based on the number of transistors that could be placed on a chip, and showed that it doubled about every two years, a trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed a “microprocessor.”Moore’s Law has held generally true to this day, and its reliable projection of performance to price allowed two generations of young entrepreneurs, including Steve Jobs and Bill Gates, to create cost projections for their forward- leaning products.

The exponential growth of this industry was correlated with the phenomenon famously discovered by Moore, who in 1965 drew a graph of the speed of integrated circuits, based on the number of transistors that could be placed on a chip, and showed that it doubled about every two years, a trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed a “microprocessor.” Moore’s Law has held generally true to this day, and its reliable projection of performance to price allowed two generations of young entrepreneurs, including Steve Jobs and Bill Gates, to create cost projections for their forward-leaning products. The

fight in America would cost him an average of one million dollars a day, at least, plus significant operating expenses from al-Matari’s cell, but if the end result meant America came to Iraq with boots on the ground, pushed back the Iranian hordes encroaching toward the south, ended pro-Iranian Alawite rule in Syria, and brought the price of oil back up to a level that would protect Saudi Arabian leadership’s domestic security . . . well, then, Sami bin Rashid would have done his job, and the King would reward him for life. A moment later INFORMER confirmed he received the money, and he told his customer to watch his mailbox in the dark web portal on his computer, and to wait for the files to come through. True to his word, INFORMER’s files began popping up, one by one. While bin Rashid clicked on the attachments, a smile grew inside his trim gray beard. First, the name, the address, and a photograph of a woman. A map of the area around where the woman lived. A CV of her work with the Defense Intelligence Agency, including foreign and domestic postings that would have her involved in the American campaign in the Middle East. Real-time intel about her daily commute, including the house where she would be watering the plants and checking the mail all week for a friend. Incredible, bin Rashid thought to himself. Where the hell is this coming from? The next file was all necessary targeting info on a recently retired senior CIA operations officer, who continued to work on a contract basis in the intelligence field. He spoke Arabic, trained others in tradecraft, counterintelligence,

Noyce recalled that the group had some slight qualms about running their own business, but these doubts were easily overcome by “the realization, for the first time, that you had a chance at making more money than you ever dreamed of.” The dream, as it happened, came true. Even by high-tech standards, that $500 turned out to be a spectacular investment. In 1968 the founders sold their share of Fairchild Semiconductor back to the parent company; Noyce’s proceeds—the return on his initial $500 investment—came to $250,000. Noyce and his friend Gordon Moore had by then found another financial backer and started a new firm, Intel Corporation (the name is a play on both Intelligence and Integrated Electronics). Intel started out making chips for computer memories, a business that took off like a rocket. Intel’s shares were traded publicly for the first time in 1971—on the same day, coincidentally, that Playboy Enterprises went public. On that first day, stock in the two firms was about equally priced; a year later, Intel’s shares were worth more than twice as much as Playboy’s. “Wall Street has spoken,” an investment analyst observed. “It’s memories over mammaries.” Today, Intel is a multibillion-dollar company, and anybody who held on to the founding group’s stake in the company is a billionaire several times over.

The prospects of large, well-established firms have less uncertainty, so their stocks prices are generally more reflective of actual prospects than of optimistic prospects. For example, the business potential of General Electric, Procter & Gamble, and Intel are well known and leave little room for a high degree of optimism and pessimism. For firms with a high degree of uncertainty, optimists tend to set the stock price until that uncertainty is resolved. This resolution usually includes a downward revision of optimism and a decline in the stock price.

Exponential Growth in Computation How about computation? In 1971, Intel put out its first computer chip, the Intel 4004. It had 2,300 transistors on it, at $1 each. Intel no longer actually tells you how many transistors are on their chips, but the recent Core i9 had 7 billion transistors at less than a millionth of a penny each. This represents a 27-billion-fold increase in price performance in forty-five years.

Mosaic also marked a new stage in the evolution of the power law. Venture-capital returns are dominated by grand slams partly because of the dynamics of startups: most young businesses fail, but the ones that gain traction can grow exponentially. This is true of fashion brands or hotel chains as well as technology companies. But tech-focused venture portfolios are dominated by the power law for an additional reason: tech startups are founded upon technologies that may themselves progress exponentially. Because of his experience and temperament, Doerr was especially attuned to this phenomenon. As a young engineer at Intel, he had seen how Moore’s law transformed the value of companies that used semiconductors: the power of chips was doubling every two years, so startups that put them to good use could make better, cheaper products. For any given modem, digital watch, or personal computer, the cost of the semiconductors inside the engine would fall by 50 percent in two years, 75 percent in four years, and 87.5 percent in eight. With that sort of wind at a tech startup’s back, no wonder profits could grow exponentially. Mosaic, and the internet more generally, turbocharged this phenomenon. Again, Doerr grasped this better than most others. As well as working at Intel, he had known Bob Metcalfe, so he understood that Metcalfe’s law was even more explosive than Moore’s law. Rather than merely doubling in power every two years, as semiconductors did, the value of a network would rise as the square of the number of users.[70] Progress would thus be quadratic rather than merely exponential; something that keeps on squaring will soon grow a lot faster than something that keeps on doubling. Moreover, progress would not be tethered to the passage of time; it would be a function of the number of users. At the moment when Doerr met Clark, the number of internet users was about to triple over the next two years, meaning that the value of the network would jump ninefold, an effect massively more powerful than the mere doubling in the power of semiconductors over that same period. What’s more, Metcalfe’s law was not supplanting Moore’s law, which would have been dramatic enough. Rather, it was compounding it. The explosion of internet traffic would be fueled both by its rapid growth in usefulness (Metcalfe’s law) and by the falling cost of modems and computers (Moore’s law).[71] After listening to Clark’s pitch, Doerr was determined to invest. A magical browser that attracted millions to the internet had almost limitless potential. The price Doerr had to pay was secondary.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

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In 1965, Gordon Moore, the founder of Intel, noticed the number of integrated circuits on a transistor had been doubling every twelve to twenty-four months. The trend had been going on for about a decade and, Moore predicted, would probably last for another.9 About this last part, he was off by a bit. All told, Moore’s law has held steady for nearly sixty years. This relentless progress in price and performance is the reason the smartphone in your pocket is a thousand times faster and million times cheaper than a supercomputer from the 1970s. It is exponential growth in action.

By 2008, storm clouds were gathering over Microsoft. PC shipments, the financial lifeblood of Microsoft, had leveled off. Meanwhile sales of Apple and Google smartphones and tablets were on the rise, producing growing revenues from search and online advertising that Microsoft hadn’t matched. Meanwhile, Amazon had quietly launched Amazon Web Services (AWS), establishing itself for years to come as a leader in the lucrative, rapidly growing cloud services business. The logic behind the advent of the cloud was simple and compelling. The PC Revolution of the 1980s, led by Microsoft, Intel, Apple, and others, had made computing accessible to homes and offices around the world. The 1990s had ushered in the client/server era to meet the needs of millions of users who wanted to share data over networks rather than on floppy disks. But the cost of maintaining servers in an ever-growing sea of data—and the advent of businesses like Amazon, Office 365, Google, and Facebook—simply outpaced the ability for servers to keep up. The emergence of cloud services fundamentally shifted the economics of computing. It standardized and pooled computing resources and automated maintenance tasks once done manually. It allowed for elastic scaling up or down on a self-service, pay-as-you-go basis. Cloud providers invested in enormous data ​centers around the world and then rented them out at a lower cost per user. This was the Cloud Revolution. Amazon was one of the first to cash in with AWS. They figured out early on that the same cloud infrastructure they used to sell books, movies, and other retail items could be rented, like a time-share, to other businesses and startups at a much lower price than it would take for each company to build its own cloud. By June 2008, Amazon already had 180,000 developers building applications and services for their cloud platform. Microsoft did not yet have a commercially viable cloud platform. All of this spelled trouble for Microsoft. Even before the Great Recession of 2008, our stock had begun a downward slide. In a long-planned move, Bill Gates left the company that year to focus on the Bill & Melinda Gates Foundation. But others were leaving, too. Among them, Kevin Johnson, president of the Windows and online services business, announced he would leave to become CEO of Juniper Networks. In their letter to shareholders that year, Bill and Steve Ballmer noted that Ray Ozzie, creator of Lotus Notes, had been named the company’s new Chief Software Architect (Bill’s old title), reflecting the fact that a new generation of leaders was stepping up in areas like online advertising and search. There was no mention of the cloud in that year’s shareholder letter, but, to his credit, Steve had a game plan and a wider view of the playing field.

Now, as traditional computing programs are displaced by the operation of AI algorithms, requirements are once again shifting. Machine learning demands the rapid-fire execution of complex mathematical formulas, something for which neither Intel’s nor Qualcomm’s chips are built. Into the void stepped Nvidia, a chipmaker that had previously excelled at graphics processing for video games. The math behind graphics processing aligned well with the requirements for AI, and Nvidia became the go-to player in the chip market. Between 2016 and early 2018, the company’s stock price multiplied by a factor of ten.

TSMC’s approach borrowed some elements from the Fairchild model. While TSMC didn’t design chips, it did recognize that making chip design easier would be a competitive advantage, so TSMC worked closely with chip designers to ensure there was plenty of demand for its foundries. The company also strove to commoditize the design business—if there were more companies inventing new chips and fewer companies manufacturing them, they reasoned, the manufacturers would be able to set their own price. TSMC’s strategy effectively redefined the market, creating a separation between the capital-intensive business of fabricating chips and the more asset-light business of designing them, a model that was ultimately embraced even by Intel. Today, the industry comprises a complex supply chain, in which multiple companies at multiple steps operate at the frontier of what’s physically possible.

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