AMD Customer Concentric Approach Explanations

3457 Words Nov 20th, 2011 14 Pages
Amd Customer Concentric Approach Explanations

FLORIAN VIDALINC

ISM/ ISEG SUP5 2F

MBA Program

PROFESSIONAL MANAGEMENT SKILLS ASSESSMENT

Due to the 4 November, 2010.

CONTENTS LIST

Executive Summary 3

Introduction 4

1. What would it take amd to see a significant increase in its market share processors used in corporate desktops and notebooks? how can the success of opteron in the server segment be leveraged to other segments? 5

2.What do you make of amd’s “power campaign”? Is the value proposition it highlights compelling to end users? 6

3. How concerned should amd be about intel’s imminent new product plan? will they hamper amd’s growth plans? 7

4. WILL AMD’S CUSTOMER CENTRIC APPROACH BE A SOURCE OF
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So we are wondering how the move of AMD can be effective, yield commercially viable and by what means?

1. What would it take for AMD to see a significant increase in its market share in processors used in corporate desktops and notebooks? How can the success of Opteron in the server segment be leveraged to other segments?

Before coming back on the success of “Opteron”, AMD’s product range in the server segment, we have to explain the history of the company and what leads AMD to launch this new innovative and disruptive product line in 2003.

For years, AMD held the place of a distant follower of the large microprocessor market leader, Intel. Up to there, the competitor Intel led the market (with a “push” strategy) by creating consumer needs thanks to technological innovations. Those were linked with strong marketing campaign in order to facilitate a quicker adoption process of their new product line. However, in 2003, AMD change its traditional strategy to use a widely different one by switching into a blue ocean strategy. Indeed, AMD has changed course to become a “starter” firm. AMD has decided to launch at first its own brand server microprocessor range, called “Opteron” before one of Intel. At this moment, the firm made the decision to initiate the moves of server segment and therefore take heavier risks in term of investments, sales, pushing partners
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