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Silicon Laboratories (SLAB)
Citi Technology Conference
September 06, 2012 11:00 am ET
Tyson Tuttle - President and Chief Executive Officer
Paul Walsh - Senior Vice President and Chief Financial Officer
Terrence Whalen - Citigroup
Previous Statements by SLAB
» Silicon Laboratories Management Discusses Q2 2012 Results - Earnings Call Transcript
» Silicon Laboratories' CEO Discusses Q1 2012 Results - Earnings Call Transcript
» Silicon Laboratories' CEO Discusses Q4 2011 Results - Earnings Call Transcript
I think that format this morning will be that Tyson will start with a brief 10 or 15-minute presentation. I have got a couple of questions as well, and then we'll make sure that we have adequate time for audience questions as well, so Tyson, welcome.
All right. Thank you very much. Thank you, everybody, for attending. Get right into it here. Silicon Labs is a highly diversified company for its size. We've got about $500 million revenue last year. We're about a $600 million year run rate now. We had a record quarter in Q2 and guided up to recorded quarter in Q3, so we're growth company. We target about 15% CAGAR, 62% gross margin, 25% operating income, so we're highly profitable, a lot of discipline around cost and around margins within the company and where really the growth is propelled by product cycle, so we have a lot of growth in the portfolio, we've been investing a lot in that and have got 80% of our product portfolio today is in growth mode, and the diversification is really centered around a lot of different types of products. We'll get into more of that in a little bit spread across communications industrial and consumer applications, so going after lots of different markets and we'll get into that.
The heart of our success is really in our engineering and in our approach to developing products. We develop mixed-signal ICs, so these are devices that interface between the analog world that we live in and the digital world of computing, and we have been replacing more analog discrete applications and solutions with standard CMOS solutions, so this is standard digital CMOS process technology and applying that in unique ways where we can combine the analog and the digital together into a single chip layer on software and systems expertise into that and then target that at a wide variety of different applications, so we've had a track record of success across a lot of different product areas that have driven the growth of the company. Today, you'll see of those across the bottom of the slide from our Access business and our RF timing related devices into our Microcontrollers and our Broadcast business, so these have been products that have come out of this, and these are hard to duplicate products. These are usually the first to market with this type of an integration with this level of performance and hard to duplicate, lot of IP, over 1,200 patents within the company.
Our strategy of growth is really four-fold. First we are targeting some very large markets with our solutions, and these markets give us a lot of room to growth, and also because they are large, we're minimizing market risk and we are focused on gaining market share within those. Then as we come into a market, we are coming in with a disruptive type of a product, so these are very differentiated products where we can come in with a unique solution that can gain share quickly and get into a product cycle where again that's going to help gain market share and drive growth.
Another key aspect of growth is to be able to efficiently use every dollar of R&D, and so as we've gotten into more of the broad range of applications and leveraging a common technology platform, every dollar of R&D we have been able to drive into a wider variety of products, so using a common technology base and being able to leverage that into a variety of application, so lot of times using software programmable devices, which we are able to target multiple market segments and multiple products out of a single CMOS solution. Then as we go from one product to the next leveraging as much of the IP from one area to another, so that's an important part to be able to drive product momentum and to drive expansion of the portfolio efficiently from our R&D expense.
Then if you look at the markets that we are going after, we are really targeting broad-based markets that are stable, that we think that we have got a competitive advantage long-term that we've got the ability to do integration, the ability to sustain that over a long period of time and a lot of o the markets that we are going after have longer product life cycles and we will have products that have 5 to 10-year life and that enables us to drive our R&D and the new product introductions into growth as opposed to replacing the existing business that we have. If you look at the portfolio of our products now and where we are investing, the sustainability of that helps us drive growth and also drives a higher level of stability of the business.
We drill in a little bit further into our product lines; we really break this into three categories. We've got our Access business, which is our more of a legacy business and voice-over-IP, fax, point-of-sale and that's essentially a stable business going forward. It's about 20% of revenue in Q2, and on a $1 basis you can model that as being fairly stable over time. We've seen some decline on the modems and set-top box applications and that's largely behind us, so the voice-over-IP and the remaining modem business is stable.