1.4 Cost, Price and their Trends 15
of periods when there is a shortage–price and cost of DRAM track closely. In
fact, there are some periods (for example early 2001) in which it appears that
price is less than cost; of course, the manufacturers hope that such periods are
both infrequent and short. Figure 1.5 plots the price of a new DRAM chip over its
lifetime. Between the start of a project and the shipping of a product, say two
years, the cost of a new DRAM drops by a factor of between five and ten in con-
stant dollars. Since not all component costs change at the same rate, designs
based on projected costs result in different cost/performance trade-offs than those
using current costs. The caption of Figure 1.5 discusses some of the long-term
trends in DRAM price. .
Microprocessor prices also drop over time, but because they are less standard-
ized than DRAMs, the relationship between price and cost is more complex. In a
period of significant competition, price tends to track cost closely, although mi-
croprocessor vendors probably rarely sell at a loss. Figure 1.6 shows processor
price trends for the Pentium III.
Volume is a second key factor in determining cost. Increasing volumes affect
cost in several ways. First, they decrease the time needed to get down the learning
curve, which is partly proportional to the number of systems (or chips) manufac-
tured. Second, volume decreases cost, since it increases purchasing and manufac-
turing efficiency. As a rule of thumb, some designers have estimated that cost
decreases about 10% for each doubling of volume. Also, volume decreases the
amount of development cost that must be amortized by each machine, thus
allowing cost and selling price to be closer. We will return to the other factors in-
fluencing selling price shortly.
Commodities
are products that are sold by multiple vendors in large volumes
and are essentially identical. Virtually all the products sold on the shelves of gro-
cery stores are commodities, as are standard DRAMs, disks, monitors, and key-
boards. In the past 10 years, much of the low end of the computer business has
become a commodity business focused on building IBM-compatible PCs. There
are a variety of vendors that ship virtually identical products and are highly com-
petitive. Of course, this competition decreases the gap between cost and selling
price, but it also decreases cost. Reductions occur because a commodity market
has both volume and a clear product definition, which allows multiple suppliers
to compete in building components for the commodity product. As a result, the
overall product cost is lower because of the competition among the suppliers of
the components and the volume efficiencies the suppliers can achieve. This has
led to the low-end of the computer business being able to achieve better price-
performance than other sectors, and yielded greater growth at the low-end, albeit
with very limited profits (as is typical in any commodity business).
Cost of an Integrated Circuit
Why would a computer architecture book have a section on integrated circuit
costs? In an increasingly competitive computer marketplace where standard