The semiconductor industry in Israel has been a bedrock of innovation, growth and investments for decades, building up a strong ecosystem of companies within the country. Proof of this came earlier this year when US chip giant Intel<\/a> announced plans to buy Israeli chipmaker Tower Semiconductor<\/a> for $5.4 billion. 援引以色列作为一个国家的一个例子,没有当地市场,但仍成功地产生了许多专业公司,Ganapathy安,伙伴,钢片琴资本,指出没有要求先进的半导体产品的最终客户也必须出现在产品的地方。 以色列的半导体产业一直是创新的基石,几十年来经济增长和投资,建立一个强大的生态系统在国内的公司。证明这是今年早些时候美国芯片巨头英特尔以色列宣布计划购买芯片制造商塔半导体为54亿美元。
Citing Israel as an example of a country that doesn’t have a local market but has still successfully produced many fabless companies, Ganapathy Subramaniam, Partner, Celesta Capital, points out that there is no requirement that the end customer for advanced semiconductor products must also be present in the place the products are being made. He made this comment in the context of India’s plan to become a semiconductor-making hub. “There is something more that exists in creating fabless production. China did it one way. It created local companies with the local market and then went abroad. We don’t have that luxury in India today as electronics companies are not consuming the chips done by us. But, at the same time, there is the Israeli model which has successfully created fabless companies while the local market is almost non-existent,” he said, while speaking at the recently held Semicon India 2022.
Affirming what Subramaniam said, Pradeep Vajram, Executive Chairman at AlphaICs Corporation, a fabless semiconductor company, said a local market might not necessarily help. Speaking more on the challenges for the industry, he said investment was a critical component for the semiconductor space. “It's a long-drawn process and very patient capital is required. In spite of that, I would say there are a handful of VCs who have been helping deep technology companies. We definitely need more of those to be successful. And the only way we can do that is by having a success story. Once the success story is there, I am sure many of the VCs would change how they invest in semiconductor companies,” he says.
According to a Deloitte<\/a> report, the global semiconductor chip industry<\/a> is expected to reach approximately $600 billion in 2022. Industry body Indian Electronic and Semiconductors<\/a> Association (IESA<\/a>) pegged the Indian semiconductor market at $27 billion in 2021 and projected it to reach $64 billion in 2026.
Speaking more on why it has been an uphill task for the industry to scale up in India, Parag Naik, CEO of Saankhya Labs, a wireless communications software company, said evaluating technology as a business model was not simple. “If you are a deep tech player, you know the technologies. VCs in India may not have the operational experience. Another set of people are those who only invest in you when they have blind trust. But somebody has to take that initial risk and that is where the government must step in and create a fund. That will help to have a few success stories and then one will probably get a bigger ecosystem,” he said.
Delving more on the approach that semiconductor companies in India should take to make the journey easier, Subramaniam said talent in business development should be sourced early on. “For a fabless company, we need to start thinking of including someone from business development way ahead in the cycle. And I see that in China. And we have invested in companies in China where one founding member would have been from Korea, one from Taiwan and together they give the right business inputs to the team. So just like the fabless companies in the US have large operations in India, the Indian team should also not hesitate to go and hire business resources whether it is from China, Korea, Taiwan or US.” Such a strategy, he added, would only prove crucial in addressing a global market and articulating business aspects clearly. This, in turn, would be beneficial for VCs.
The IESA said India would account for $85 billion-$100 billion of the global $600-billion market by 2030. The time has come for the country to take huge strides in the fabless design space. The pandemic has shown more reasons why India needs to be atmanirbhar on this front.
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半导体:印度如何从以色列芯片构建一个充满活力的生态系统
援引以色列作为一个国家的一个例子,没有当地市场,但仍成功地产生了许多专业公司,Ganapathy安,伙伴,钢片琴资本,指出没有要求先进的半导体产品的最终客户也必须出现在产品的地方。他做了这样的评论在印度的背景下成为semiconductor-making中心的计划。“有更多的东西存在于创造无生产线生产。中国的一种方法。它创建本地企业与当地的市场,然后出国。今天我们在印度没有豪华电子公司不消耗芯片由我们完成。但是,与此同时,以色列模型已成功创建了专业公司在当地市场几乎不存在,”他说,而在最近2022年半导体印度举行。
根据一项德勤报告,全球半导体芯片行业在2022年预计将达到约6000亿美元。印度电子和行业机构半导体协会(方面,)挂钩印度半导体市场在270亿年达到2021美元,预计2026年将达到640亿美元。
说更多关于为什么这是一个艰巨的任务的行业扩大在印度,帕奈克,首席执行官Saankhya实验室、无线通讯软件公司表示,评估技术作为商业模式并不简单。“如果你是一个深技术球员,你知道的技术。风险投资在印度可能没有操作经验。另一组的人只投资于你的人当他们盲目的信任。但总得有人去承担最初的风险,这就是政府必须介入并创建一个基金。这将有助于有一些成功的故事,然后可能会得到一个更大的生态系统,”他说。
深入的方法,半导体公司在印度应该使旅行更方便,苏说,人才在企业发展应该在早期采购。制”,我们需要开始考虑包括有人从业务开发方法在循环。我看到在中国。我们投资的公司在中国,一个创始成员是来自韩国,一个来自台湾和他们一起给正确的业务团队的输入。就像生产线”公司在美国拥有庞大的业务在印度,印度团队也应该毫不犹豫地去招聘业务资源是否来自中国、韩国、台湾或美国。”他补充说,这种策略只会起到至关重要的解决全球市场和清楚地阐明业务方面。反过来,这将有利于风险投资。
方面说,印度将占全球的850亿- 1000亿美元到2030年6000亿美元的市场。时间已经到来,中国巨大的进步在专业设计空间。印度的流行表明更多的原因需要atmanirbhar在这方面。
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The semiconductor industry in Israel has been a bedrock of innovation, growth and investments for decades, building up a strong ecosystem of companies within the country. Proof of this came earlier this year when US chip giant Intel<\/a> announced plans to buy Israeli chipmaker Tower Semiconductor<\/a> for $5.4 billion.
Citing Israel as an example of a country that doesn’t have a local market but has still successfully produced many fabless companies, Ganapathy Subramaniam, Partner, Celesta Capital, points out that there is no requirement that the end customer for advanced semiconductor products must also be present in the place the products are being made. He made this comment in the context of India’s plan to become a semiconductor-making hub. “There is something more that exists in creating fabless production. China did it one way. It created local companies with the local market and then went abroad. We don’t have that luxury in India today as electronics companies are not consuming the chips done by us. But, at the same time, there is the Israeli model which has successfully created fabless companies while the local market is almost non-existent,” he said, while speaking at the recently held Semicon India 2022.
Affirming what Subramaniam said, Pradeep Vajram, Executive Chairman at AlphaICs Corporation, a fabless semiconductor company, said a local market might not necessarily help. Speaking more on the challenges for the industry, he said investment was a critical component for the semiconductor space. “It's a long-drawn process and very patient capital is required. In spite of that, I would say there are a handful of VCs who have been helping deep technology companies. We definitely need more of those to be successful. And the only way we can do that is by having a success story. Once the success story is there, I am sure many of the VCs would change how they invest in semiconductor companies,” he says.
According to a Deloitte<\/a> report, the global semiconductor chip industry<\/a> is expected to reach approximately $600 billion in 2022. Industry body Indian Electronic and Semiconductors<\/a> Association (IESA<\/a>) pegged the Indian semiconductor market at $27 billion in 2021 and projected it to reach $64 billion in 2026.
Speaking more on why it has been an uphill task for the industry to scale up in India, Parag Naik, CEO of Saankhya Labs, a wireless communications software company, said evaluating technology as a business model was not simple. “If you are a deep tech player, you know the technologies. VCs in India may not have the operational experience. Another set of people are those who only invest in you when they have blind trust. But somebody has to take that initial risk and that is where the government must step in and create a fund. That will help to have a few success stories and then one will probably get a bigger ecosystem,” he said.
Delving more on the approach that semiconductor companies in India should take to make the journey easier, Subramaniam said talent in business development should be sourced early on. “For a fabless company, we need to start thinking of including someone from business development way ahead in the cycle. And I see that in China. And we have invested in companies in China where one founding member would have been from Korea, one from Taiwan and together they give the right business inputs to the team. So just like the fabless companies in the US have large operations in India, the Indian team should also not hesitate to go and hire business resources whether it is from China, Korea, Taiwan or US.” Such a strategy, he added, would only prove crucial in addressing a global market and articulating business aspects clearly. This, in turn, would be beneficial for VCs.
The IESA said India would account for $85 billion-$100 billion of the global $600-billion market by 2030. The time has come for the country to take huge strides in the fabless design space. The pandemic has shown more reasons why India needs to be atmanirbhar on this front.
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