Studying semiconductor businesses before putting a value on them.
Industry structure, competitive positioning, and staged DCF valuation across NVIDIA, Intel, and AMD.
01 / Context
The problem
around the work.
The project examined how semiconductor industry dynamics and supply chains shape the competitive position of NVIDIA, Intel, and AMD, then connected that analysis to valuation.
What made it interesting
The work needed to connect industry-level forces with company-specific competitive positioning and financial value. It combined strategic frameworks with valuation models rather than treating the companies as interchangeable sector exposures.
02 / Decisions & approach
How the work
took shape.
Begin with industry structure
Analysed industry dynamics and supply chains using strategic frameworks including Porter’s Five Forces, the BCG matrix, and SPACE analysis.
Compare the businesses
Benchmarked NVIDIA, Intel, and AMD for their competitive positioning and market leadership. Built a semiconductor industry index to add a sector-level frame.
Translate research into valuation
Applied multi-stage discounted cash-flow models to form investment views on relative valuation. The project’s historical conclusions are not presented here as current recommendations.
03 / Outcome & evidence
What came
out of it.
Produced industry analysis, an index, company benchmarking, and staged DCF valuations for three semiconductor businesses.
My project summary documents the companies, analytical frameworks, industry index, and valuation method. This is an overview of that work; the underlying workbook and report are not included here.
04 / Reflection
What stays
with me.
The focus of this work is the connection between a business’s competitive position and its financial valuation—following the analysis from industry structure through to company-specific assumptions.
About the source material
Product and Finance résumés. Research overview only; the diagram describes the documented approach and contains no reconstructed financial results.