Samsung’s brand is everywhere. From Galaxy phones and smart TVs to washing machines and refrigerators, the company says its products can be found in nearly three-quarters of U.S. households.
But Samsung is much more than gadgets and appliances, and there’s another reason why it’s one of the world’s most valuable companies. It’s the second-biggest maker of chips that are powering so many popular devices.
For more than three decades, Samsung has been a leader in memory chips, which are used for digital data storage. But that’s been a market in turmoil. Over the last year, prices for memory chips have taken a dive, and they’re expected to fall up to 23% more in the current quarter. In April, Samsung reported dismal earnings for the first quarter, with profit plunging to its lowest level since 2009.
Samsung responded by cutting production of memory chips. Elsewhere in the industry, smaller rival Micron said recently that it expects to slash 15% of its workforce.
Amid the wreckage, the giant company has found growth in another corner of the semiconductor market, doubling down on its foundry business, the side that makes custom chips for massive customers like Qualcomm, Tesla, Intel and Sony, as well as thousands of smaller players.
Samsung is building a $17 billion chip fabrication plant, or fab, in Taylor, Texas, where it’s promised to start the first U.S. production of advanced chips next year. In February, applications opened for companies like Samsung to get their cut of the $52.7 billion CHIPS and Science Act, passed by lawmakers last year with the aim of bringing chip manufacturing to the U.S. after 30 years of market share losses to Asia.
“They’re spending and spending and spending,” said Dylan Patel of research and consulting firm SemiAnalysis. “And why is that? So they can catch up on technology, so they can continue to maintain their leadership position.”
Samsung’s $17 billion new chip fab is under construction in Taylor, Texas, on April 19, 2023.
Now Samsung is setting its sights on catching TSMC.
“We do not settle to be No. 2,” said Jon Taylor, Samsung’s corporate vice president of fab engineering, in an interview. “Samsung is never satisfied with No. 2 as a business, as a company. We’re very aggressive.”
“If Samsung hits their targets, they’ll leapfrog ahead of TSMC, but that’s a big if,” Patel said. “TSMC is the only one that the industry trusts to hit their road map.”
CNBC recently went inside Samsung’s Austin chip fab, for the first in-depth tour given on camera to a U.S. journalist. While there, we got a rare interview with the head of Samsung’s U.S. chip business, Jinman Han.
A 34-year veteran of the company, Han’s U.S. oversight includes the foundry operations and the memory chips business.
“We really want to be a bedrock for U.S. industry,” Han told CNBC.
Samsung got its start in 1938 as the Samsung Sanghoe Trading Company, founded by Lee Byung-chull in Korea.
Samsung
Samsung got its start 85 years ago, when founder Lee Byung-chull created it as a trading company for exporting fruit, vegetables and fish in Korea.
“His vision was for our company to be eternal, strong and powerful,” Han said. “So, he chose the name Samsung, which literally means three stars.”
To survive two major wars, the company diversified into industries like textiles and retail. Samsung Electronicswas established in 1969, the first Samsung TV came out in 1972, and two years after that Samsung bought Hankook Semiconductor in a bold effort to establish the vertically integrated consumer electronics giant the company is today.
Samsung opened its first U.S. offices in New Jersey in 1978. By 1983, it was making 64KB dynamic random-access memory (DRAM) chips, which were commonly used in computers, and the company had a new U.S. office in Silicon Valley.
Lee Kun-hee took over after his father’s death in 1987, and Samsung’s first mobile phone came a year later. And now Samsung is the world’s biggest smartphone provider, going head-to-head with Apple.
Just a decade after making its first memory chip, Samsung was coming to market with a version that had 1,000 times the capacity. It gained international acclaim in 1992 with the world’s first 64MB DRAM chip, placing the company squarely in first place in memory, where it remains today.
“Its presence is so ubiquitous in South Korea that they call their country the Republic of Samsung,” said Geoffrey Cain, author of the book “Samsung Rising,” published in 2020.
Samsung started making chips in the U.S. with its fab in Austin, Texas, which broke ground in 1996. It opened a second fab in the Texas capital city in 2007. Today, Samsung’s Austin operation is entirely devoted to foundry.
Samsung workers in the cleanroom of the company’s Austin chip fab on April 19, 2023.
Samsung
Samsung’s expansion has brought with it some legal conflict.
In 2018, the company finally ended a seven-year legal battle with Apple over whether Samsung copied the iPhone. Terms weren’t disclosed.
“Apple got a payment from Samsung, so Apple technically won,” Cain said. “But when you add up all the legal costs, all the fighting, all those years, it was just a neutral zero on zero for both sides.”
Challenges haven’t been limited to the courtroom.
In South Korea, protests have erupted around Jay Y. Lee, the third generation of Samsung’s founding family to take the helm. He served time in prison for bribery before being pardoned in August and becoming executive chairman in October.
And during the pandemic, Samsung was hurt by the global chip shortage as demand peaked and the supply chain was disrupted.
“It was really painful,” Han said. “When you look at your customers asking for more chips, but there’s no way you can provide that, it was so painful.”
That dynamic is changing. As consumers rein in their spending in the face of rising inflation, demand for memory chips has weakened sharply. Han said Samsung’s internal data analysis shows “the market will rebound possibly by end of this year.”
Geopolitical tug of war
Investors have already been coming back. The stock dropped almost 30% last year, alongside a broader decline in the global tech industry. The shares are up 28% this year and hit a 52-week high on June 5, on the Korea Stock Exchange. Morgan Stanley recently named it a top pick.
Part of the rally may reflect the latest chapter in the geopolitical chip war between China and the U.S.
In May, China banned products from U.S. memory maker Micron, which led to a stock pop for Samsung. The U.S. also granted Samsung a one-year waiver to operate its two chip fabs in China, despite new rules in October that stop many chip companies from exporting their most advanced technology to the world’s second-biggest economy.
Samsung says it’s adding capacity in Taylor, Texas, which is northeast of Austin, because of U.S. demand. More than 90% of advanced chips are currently made in Taiwan.
“Bringing Taylor on board is just going to increase their ability to source their chips domestically and not have to go into areas of the world where they may have some discomfort,” said Samsung’s Jon Taylor.
Over the last three decades, the U.S. share of global chip production has plummeted from 37% to just 12%. That’s largely because estimates show it costs at least 20% more to build and operate a new fab in the U.S. than in Asia, where labor is cheaper, the supply chain is more accessible and government incentives are far greater.
South Korean President Yoon Suk-yeol looks on as U.S. President Joe Biden delivers remarks during a visit to a semiconductor factory at the Samsung Electronics Pyeongtaek Campus in Pyeongtaek, South Korea, May 20, 2022.
Jonathan Ernst | Reuters
Power and water
For Samsung’s Texas expansion, environmental concerns are big and growing.
The highest-price pieces of equipment Samsung will bring into Taylor are probably the $200 million EUV lithography machines made by ASML. They are the only devices in the world that can etch with enough precision for the most advanced chips.
Each EUV machine is rated to consume about 1 megawatt of electricity, which is 10% more than the previous generation. One study found Samsung used more than 20% of South Korea’s entire solar and wind power capacity in 2020.
“Electricity is the lifeblood of a semiconductor fab in a sense,” said Patel of SemiAnalysis. “There have been multiple instances where electricity has gone out and companies have had to scrap months of production.”
“I already signed 12 laws to make the power grid more reliable, more resilient and more secure,” Texas Republican Gov. Greg Abbott told CNBC in April. “And so we can definitely assure any business moving here they will have access to the power they need, but also at a low cost.”
“We have the Texas Water Board that’s working on that and legislation that we’re working on this session to make sure that with a growing population in Texas, we will be able to provide for the water needs, not just of businesses, but also for our growing population,” Abbott said.
Samsung told CNBC its goal in Austin is to reuse more than 1 billion gallons of water in 2023. At the new Taylor fab, it aims to reclaim more than 75% of the water used.
Of late, all the hype in technology has been around artificial intelligence models to power services like OpenAI’s ChatGPT. Those applications require even more powerful processors, made primarily as of now by Nvidia.
“There are more and more people around the world who can make memory chips,” Cain said. “To stay ahead of the game, you’ve got to get into the newer logic technologies.”
Cain said he sees Samsung “diving deeper into the logic chip segment. So, [that’s] the AI chips, the future applications for semiconductor technology.”
When asked about what’s next, Samsung’s Taylor said the company eventually plans to add more chip manufacturing capacity at its 1,200-acre site in Texas.
“We currently just have one fab announced there,” he said. “But plenty of room for more.”
Watch the video to go behind the scenes at Samsung’s Austin chip fab and the building project in Taylor, Texas.
Docusign rose more than 14% after reporting stronger-than-expected earnings after the bell Thursday.
“We’ve really stabilized and I think started to turn the corner on the core business,” CEO Allan Thygesen said Friday on CNBC’s “Squawk Box.” “We’ve become much more efficient.”
Here’s how the company performed in the fourth quarter FY2025 compared to LSEG estimates:
Earnings per share: 86 cents vs. 85 cents expected
Revenue: $776 million vs. $761 million
The earnings beat was boosted in part by the electronic signature service’s new artificial intelligence-enabled content called Docusign IAM, a platform for optimizing processes involving agreements.
“It’s tremendously valuable,” Thygesen said. “It’s opening a treasure trove of data. … We’re seeing excellent pickup.”
Looking to fiscal year 2026, Thygesen said Docusign expects IAM to account for low double digits of the total growth of the business by Q4.
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Thygesen said the company is also partnering with Microsoft and Google, which the company does not view as competitors because they’re “not looking to become agreement management specialists.”
Despite consumer sentiment and demand dipping across the board due to tariff uncertainty, Thygesen said the company has not seen anything yet in its transactional activity to indicate a slowdown in demand or growth.
“More and more people are going to want to sign things electronically,” Thygesen said.
The company reported subscription revenue at $757 million, marking a 9% year-over-year increase. Docusign said it expects first-quarter revenue between $745 million and $749 million and projects full-year revenue between $3.129 billion and $3.141 billion.
Docusign reported net income of $83.50 million, or 39 cents per share, compared to net income of $27.24 million, or 13 cents per share, a year ago. Fourth-quarter revenue of $776 million was up 9% from the year-ago quarter.
DocuSign went public in 2018 at a $6 billion valuation. The company’s share price soared during the pandemic as demand for remote services boomed during lockdowns and social restrictions, hitting record highs in 2021 before plummeting. Thygesen, who previously worked at Google, joined the company in September 2022 after DocuSign’s massive slide.
Less than two months ago, the tech industry’s top leaders flocked to Washington, D.C., for the presidential inauguration, part of an effort to strike a friendly tone with President Donald Trump after a contentious first go-round in the White House.
Thus far, they’ve avoided any nasty social media posts from the president. But their treatment by investors has been anything but warm.
Over the last three weeks, since the Nasdaq touched its high for the year, the seven most valuable U.S. tech companies — often called “the Magnificent Seven” — have lost a combined $2.7 trillion in market value. The sell-off has pushed the Nasdaq to its lowest level since September.
As of Thursday, the tech-heavy index was down 4.9% for the week, heading for its worst weekly performance in six months. If it ends up down more than 5.8%, it would be the steepest weekly drop since January 2022.
Sparking the downdraft was President Trump’s promise to slap high tariffs on top trading partners, including China, Mexico and Canada, along with mass firings of government workers. The combination of a potential trade war and rising unemployment is particularly troubling news for consumer and business spending and has raised fears of a recession.
Additionally, many technology companies import key parts from abroad, and rely on trade partners for manufacturing.
This isn’t what Wall Street was expecting.
Following Trump’s election victory in November, the market jumped on prospects of diminished regulation and favorable tax policies. The Nasdaq climbed to a record close on Dec. 16, capping a more than 9% rally over about six weeks after the election.
Since then, electric car maker Tesla has lost close to half its value, despite — or perhaps because of — the central role that CEO Elon Musk is playing in the Trump administration.
The Nasdaq’s high point for the year came on Feb. 19, about a month into Trump’s second term. But it finished that week lower and has continued its precipitous decline.
Here’s how the seven megacaps have fared over that stretch:
Apple, the world’s most valuable company and the only remaining member of the $3 trillion club, has lost $529 billion in market cap since the close on Feb. 19. The iPhone maker is down 17%.
Microsoft, which was previously worth over $3 trillion, has fallen by $267 billion in the past three weeks, a drop of close to 9% for the software giant.
Nvidia, the chipmaker that’s been the biggest beneficiary of the artificial intelligence boom, also slid below $3 trillion over the course of losing $577 billion in value, the biggest dollar decline in the group. Like Apple, the stock is down 17% since the Nasdaq peaked.
Amazon is down by $347 billion, falling by 14%, while Alphabet is off by $275 billion after a 12% decline. Meta has shed $286 billion in market cap, a 16% drop.
Tesla has seen by far the biggest percentage decline at 33%, equaling $386 billion in value.
Goldman Sachs on Wednesday referred to the group as the “Maleficent 7.” Chief U.S. equity strategist David Kostin noted that the basket now trades at its lowest valuation premium relative to the S&P 500 since 2017. Goldman cut its price target on the benchmark index to 6,200 from 6,500. The S&P 500 closed on Thursday at 5,521.52.
“We believe investors will require either a catalyst that improves the economic growth outlook or clear asymmetry to the upside before they try to ‘catch the falling knife’ and reverse the recent market momentum,” Kostin wrote.
The Deutsche Telekom pavilion at Mobile World Congress in Barcelona, Spain.
Angel Garcia | Bloomberg | Getty Images
BARCELONA — Europe’s telecommunication firms are ramping up calls for more industry consolidation to help the region compete more effectively with superpowers like the U.S. and China on key technologies like 5G and artificial intelligence.
Last week at the Mobile World Congress (MWC) trade show in Barcelona, CEOs of several telecoms firms called on regulators to make it easier for them to combine their operations with other businesses and reduce the overall number of carriers operating across the continent.
Currently, there are numerous telco players operating in multiple EU countries and non-EU members such as the U.K. However, telco chiefs told CNBC this situation is untenable, as they’re unable to compete effectively when it comes to price and network quality.
“If we’re going to invest in technology, in deep know-how, and bring drastic change, positive drastic change in Europe — like other large technological companies have done in the U.S. or we’re seeing today in China — we need scale,” Marc Murtra, CEO of Spanish telecoms giant Telefonica, told CNBC’s Karen Tso in an interview.
“To be able to get scale, we need to consolidate a fragmented market like the telecoms market in Europe,” Murtra added. “And for that, we need a regulation that allows us to consolidate. So what we do ask is: please unleash us. Let us gain scale. Let us invest in technology and bring upon productive change.”
Christel Heydemann, CEO of French carrier Orange, said that while some mega-deal activity is starting to gather pace in Europe, more needs to be done to guarantee the continent’s competitiveness on the world stage.
Last year, Orange closed a deal to merge its Spanish operations with local mobile network provider Masmovil. Meanwhile, more recently, the U.K.’s Competition and Markets Authority approved a £15 billion ($19 billion) merger between telecoms firms Vodafone and Three in the U.K., subject to certain conditions.
“We’ve been actively driving consolidation in Europe,” Orange’s Heydemann told CNBC. “We see things changing now. There’s still a lot of hope.”
However, she added: “I think there’s a lot of pressure in Europe from the business environment on our political leaders to get things to change. But really, things have not yet changed.”
During a fiery keynote address on Monday, the CEO of German telco Deutsche Telekom, Tim Höttges, said that other telco markets such as the U.S. and India have condensed in size to only a handful of players.
The American telco industry is dominated by its three largest mobile network operators, Verizon, AT&T and T-Mobile. T-Mobile is majority-owned by Deutsche Telekom.
Stock Chart IconStock chart icon
A chart comparing the share price performance of T-Mobile, America’s largest telco by market cap, with that of Germany’s Deutsche Telekom and France’s Orange.
“We need a reform of the of the competition policy,” Höttges said onstage at MWC. “We have to be allowed to consolidate our activities.”
“There is no reason that every market has to operate with three or four operators,” he added. “We should build a European single market … because, if we cannot increase our consumer prices, if we cannot charge the over-the-top players, we have to get efficiencies out of the scale which we created.”
“Over-the-top” refers to media platforms such as Netflix that deliver content over the internet, bypassing traditional cable networks.
Europe’s competitiveness in focus
From AI to advances to next-generation 5G networks, Europe’s telecoms firms have been investing heavily into new technologies in a bid to move beyond the legacy model of laying down cables that enable internet connectivity — a business model that’s earned them the pejorative term “dumb pipes.”
However, this costly endeavor of modernization has happened in tandem with sluggish revenue growth and an inability for the sector to effectively monetize its networks to the same degree that technology giants have done with the emergence of mobile applications and, more recently, generative AI tools.
At MWC, many mobile network operators talked up their usage of AI to improve network quality, better serve their customers and gain market share from competitors.
Still, Europe’s telco bosses say they could be accelerating their digital transformation journeys if they were allowed to combine with other large multinational players.
“There’s this real focus now around European competitiveness,” Luke Kehoe, industry analyst for Europe at network intelligence firm Ookla, told CNBC on the sidelines of MWC last week. “There’s a goal to mobilize policy to improve telecoms networks.”
In January, the European Commission, the executive body of the European Union, issued its so-called “Competitiveness Compass” to EU lawmakers.
The document calls for, among other things, “revised guidelines for assessing mergers so that innovation, resilience and the investment intensity of competition in certain strategic sectors are given adequate weight in light of the European economy’s acute needs.”
It also calls for a new Digital Networks Act that would look to improve incentives for telcos to build next-generation mobile networks, reduce compliance costs, improve connectivity for end-users, and harmonize EU policy across the network spectrum, or the range of radio frequencies used for wireless communication.
“The common theme and the mood music is certainly reducing ex-ante regulation and to foster what they would call a more competitive environment which is an environment more conducive of consolidation,” Ookla’s Kehoe told CNBC. “Moving forward, I think that there will be more consolidation.”
However, the telco industry has some way to go toward seeing transformational cross-border mergers and acquisitions, Kehoe added.
For many telco industry analysts, the demands for increased consolidation is nothing new.
“European telco CEOs have never been shy about calling for consolidation and growth-friendly regulation,” Nik Willetts, CEO of the telco industry association TM Forum, told CNBC. “But regulation is only one piece of the puzzle.”
“In the last 12 months we’ve seen a new energy from our members in Europe to get on with the huge task to transform themselves: simplifying, modernizing and automating their operations and legacy tech.”
“This will make it possible to rapidly adapt to new customer needs and market realities, whether building new partnerships, undergoing M&A or delayering integrated businesses – all trends we expect to reach new heights over the next 24 months,” he added.