Core Insights - The EDA industry has historically been undervalued, with its revenue only recently increasing from 2% to 3% of the semiconductor industry's total revenue over the past 25 years [3][4][5] - There is a significant disparity in compensation between EDA professionals and those in other tech sectors, such as software engineering at Netflix [3] - EDA practitioners are primarily focused on value creation rather than value capture, leading to a misalignment in pricing strategies [8][19] Group 1: Industry Perception and Value - EDA professionals believe their technology is undervalued and should command higher prices, with some suggesting a target of 10% of semiconductor revenue [5][6] - Smaller EDA companies blame larger firms for price suppression, indicating a lack of competitive pricing power in the industry [6][10] - The perception of EDA as a critical technology is not reflected in its market valuation, leading to potential investment opportunities [3][17] Group 2: Negotiation Dynamics - Buyers typically employ professional negotiation teams, while sellers do not, creating an imbalance in negotiation power [10][25] - Long contract durations limit suppliers' ability to switch clients, giving buyers leverage during contract renewals [10][24] - Sales pressure can lead to significant discounts, impacting overall profitability for EDA suppliers [10][21] Group 3: Market Structure and Business Model - The EDA market is highly concentrated, with three major companies holding 90% of the market share, yet a few large clients contribute to the majority of revenue [29][30] - The current business model does not allow EDA firms to capture a fair share of the value they create for clients [29][30] - Bundling practices in EDA can dilute the perceived value of individual products, further complicating pricing strategies [26][27] Group 4: Recommendations for Improvement - Implementing better incentive mechanisms for sales teams could align their goals with long-term value capture [32] - Breaking down large contracts into smaller ones could enhance negotiation power and reduce dependency on a few major clients [34] - Focusing on distinct areas of innovation and leveraging unique strengths can help EDA firms navigate competitive pressures [36]