BUSINESS
TSMC's 40% Discount Disappears After Intel CEO's Comments
TaiwanThu Oct 31 2024
Intel's CEO, Patrick Gelsinger, ruffled some feathers with his comments about TSMC's Taiwan base, leading to a lost deal. TSMC, a major chip maker, had offered Intel a huge 40% discount on their latest 3 nanometer chip tech. But after Gelsinger's remarks, TSMC pulled the offer, leaving Intel to pay full price. This hurt Intel's profit margins and showed the power of words in business. It's a lesson in diplomacy and the importance of careful communication.
Back in 2021, TSMC was leading the pack with its 3 nanometer chip process. A single wafer cost $23, 000, and TSMC was ready to give Intel a fat 40% discount, dropping the price to around $14, 000. But Gelsinger, eager to secure U. S. subsidies, started talking about the geopolitical risks of Taiwan's chip dominance. This didn't sit well with TSMC's founder, Morris Chang, who thought Gelsinger's age might be a factor in his ability to drive change. Chang advised Gelsinger to focus on TSMC's weaknesses to compete.
The fallout was significant. TSMC withdrew their sweet discount deal, and Intel had to pay the full price for the 3 nanometer products. This hit Intel's profits hard. Plus, Gelsinger's optimism about AI chip sales seemed mismatched with Intel's internal expectations. All this led Intel to cancel a self-driving chip deal with Alphabet and pay a fee to avoid legal trouble.
But the story doesn't end there. Insiders hinted at potential delays in Intel's 18A chip process. Customers weren't sure it would be ready by 2026, and big names like Qualcomm and Apple weren't keen on using the tech. Yet, Intel remained confident that 18A would launch next year, aiming to reclaim process leadership.
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questions
Could the cancellation of Intel's self-driving chip deal with Alphabet be part of a larger industry conspiracy to hold back autonomous vehicle technology?
What specific geopolitical risks did Patrick Gelsinger mention about TSMC's manufacturing presence in Taiwan that led to the strained relationship?
How might Intel's experience with TSMC serve as a case study for other companies navigating sensitive geopolitical landscapes while pursuing business opportunities?
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