Most of the issues with NV ATM have nothing too with the hardware, but NV themselves that is the focus as NV's practices keeps bring bad attention to themselves as opposed to good attention.
nVidia's approach is as if they were the monolithic organisation with a dominating product. News is that they're not hence people have the choice of not working with them.
However, it is the only way that nVidia can stay in the position that are in. Unfortunately the lower ranks have not delivered the supporting structure of sales and profitability.
I see nVidia attempting to copy Apple. The CEO is attempting to emulate Jobs - however I see a couple of flaws:
a) the nVidia CEO doesn't have the attention to detail within his product set that Steve Jobs is renowned for.
b) the nVidia CEO cannot harness the bigger picture (pixar and now disney in the case of Jobs) to utilise and drive his technology to a new mass market.
c) there's no iPod-iTune content delivery product space available to nVidia, that's the games consoles. They don't own any market segment that they can sell access to make money for anyone.
d) nVidia doesn't radiate (through PR or other) the "can do no wrong" aura.
e) they have three products: (a) a graphics chip/architecture, (b) a chipset architecture, (c) a non-existant CPU chip compared to Apple. This increases the risk.
Those points above mean that businesses will not bend over backwards to work with them. This is the wrong model for them.
They are innovative hardware vendor. They have good IPR and as such should look to organise their product set to licence their design IPR to allow licensees to attack additional market segments. Partner suck in knowledge to access new product areas. This allows you concentrate on building your own experience in the new market area you want to deliver to.
Intel are already attacking the mobile segment through their increased stake in Imagination Technologies PowerVR (the same chip in the iPhone for graphics). This low power knowledge will be used for intel's new mobile laptop chipsets.
AMD has many partners they can openly work with todo the same to achieve the same technology capture.
They need two strings - one to focus on getting the money from anywhere in the market they can, and the other to drive the company into the area they want.
In short nVidia hadn't woken up to the change in business strategies going on. They're sticking with the same model as 4-5 years ago. A bit like gollem in lord of the rings - nVidia now have the ring of performance leadership, what they've not seen is that they've just run off the cliff and there's a pit of lava below.
The reason for all the negativity is simple - other companies face similar issues, however the risk of failure is increased with nVidia due to the personality of leadership and the lack of product market spread to reduce the financial impact of competitors stealing revenue generating market share.