The following is excerpted from the question-and-answer section of the transcript.
(Questions from industry analysts are provided in full, but answers are omitted - download the transcript to see the full question-and-answer session)
Question: Samik Chatterjee - JPMorgan Chase & Co, Research Division - Analyst
: Maybe if I can just ask you to clarify something first, and I'm sure you went through this and I didn't understand this completely as -- does Cloud
Light do the full transceiver module or the transmitter IC, which you're sort of highlighting as 10% to 20% of the revenue opportunity, given
transceiver? And the reason I ask is I believe you were in the transceiver module business and decided to pay back that business over time. And so
how is this sort of opportunity different from the datacom module business that you were in earlier? And I have a quick follow-up.
Question: Samik Chatterjee - JPMorgan Chase & Co, Research Division - Analyst
: Okay. And -- sorry, for my follow-up, if I can just ask when I think about the competition for this, are the typical competitors, the ones we think of
like the Innolights and Coherents of the world? And if that's the case, how you're thinking about sort of differentiation in that market as the lowest
cost producer? Is that the differentiation and to enable that is it really more automation and capital investments? Or is it more going down the
path of contract manufacturing? What's the sort of way you sustain that differentiation?
Question: David Vogt - UBS Investment Bank, Research Division - Analyst
: Great. I just want to follow up on the comment that Alan and Chris made regarding your datacom and laser business, your chip business. So post
transaction, are we to assume that there's no change in your relationship with, say, like and unlike, going forward? And that you have enough
capacity to meet the demands of obviously, your internal growth projections, as well as your customers?
And then I'll just give you a follow-up while I have you. You mentioned, obviously, you're excited about having manufacturing capacity in Thailand
and other parts of Southeast Asia. Is there an opportunity to rationalize the footprint to maybe extract more profitability and/or synergies out of
the disparate footprints that you currently have from the manufacturing capacity?
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