Final Case 2 Intel Memo Essay

Intel operates in an industry, which is comprised of products involving high research and development costs, continuous product improvement and new innovations. The companies in the industry are having high economies of scale and are knowledge based. It helps both the service and manufacturing sectors in the growth process. Intel is positioned as a leading company with its ability to adapt to technological changes and its strong relations with other businesses who are major buyers of integrated circuits. The industry in which it operates is very competitive and comes with high risks as

Intel TMT had an emotional connect with the DRAMs business. Successful development of 1M DRAM was traded off for microprocessor development more on the behest of the middle line managers who developed the microprocessor technology over time with resources allocated for DRAM research. This was in line with Intel’s entrepreneurial culture which encouraged strategic planning through all functions. By 1986, Intel’s TMT officially approved middle managers’ pursuit to exit from the DRAM business and focus on the microprocessor.

Intel Corporation has been great in the past when it had seen success. But of the last couple decade its success has not been top shape. But to achieve this success they are reaching for they will need an effective deployment strategy within their market, Intel Corporation needs to implement a technology strategy that will showcase its encompasses ability to involve business groups throughout the planning process, while maintaining integration of the processes from within things like their corporate planning schedule, Intel’s plans should rapidly change within the market, and staying abreast of the technology curve while simultaneously achieving the largest returns conceivable on every initiative and areas of

This report discusses the case study ‘Intel Research: Exploring the Future [1], published in 2005 by the Harvard Business School. The discussion is divided into three different sections: overview, analysis and conclusion.

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

Securities and Exchange Commission antitrust allegations to in the past. This article explains somewhat how Intel was buying out there competitors like a monopoly. If there is only 1 company called Intel that sells these advanced microchips then they could set their price at what they wanted. This is bad for customers at that time because there was less market of options to choose from and as the price of AMD’s went up the other industries were sinking and could not compete with lower prices that Intel offered. Consumers could have benefited through Intel’s monopoly at that time by enjoying the latest and fastest technology even though pricing was

Intel’s founders believed that innovation without discipline leads to disaster. This means having the patience to cultivate, check and double check an idea to make certain it can be executed and delivered. With this patience one must take it upon themselves to figure out what will and will not work. There is no way to predict the future,

1. Discuss whether the analysts following Intel appear to have been influenced by any biases, both generally and in their reaction to Intel’s announcement in September 2000 (3 marks).

In  the  next  section  we  will  analyze  the  level  of  competition  within  memory  industry  based  on  Porter’s   model, Samsung's competitive advantage and its sustainability considering the current market situation.  3. Analysis:  Considering  Porter’s  model  as  a  framework  to  analyze  the  level  of  competition  within  DRAM  memory  business,  the  threat  of   new   entrant  is  high  compared  to  the  threat  of  substitutes  and  established  rivals in horizontal competition.  If  we  look  at  rivalry within  the DRAM industry between established  players,  Samsung  has  a clear  advantage  over  its  competitors.  Samsung  is  the   market  leader  in  DRAM  memory  business. It  has  a wide  range of products and its products has a higher brand value.  Threat  of  new  entrants  is  high  as  Chinese  competitors  have  easier  access  to  large  pool  of  local  engineering talent and have a growing market  for these DRAM chips. The  government is also  providing all  sorts  of  assistance, like subsidized  land, for  the initial setup. Samsung has several options to  deter  the entry  of  new  Chinese  competitors.  One  option  Samsung  have  is  to  continue  to  explore  and  increase  market  shares  of  flash  memory  markets  which  is  a  new  and  growing  market.  Samsung  can  also  take  advantage  by  lowering  the  price  of  DRAM  chips.   This  would  force   a  price  war  and  drive new

• Competition : Apple with propriety architecture had 20% market share, Compac enters in ’82, Dell in ’84,

In your judgment is Intel a “monopoly”? Did Intel use monopoly-like power, in other words, did Intel achieve its objectives by relying on power that it had due to its control of a large portion of the market? Explain your answers.

Q1. How has 3M’s innovation process evolved since the company was founded? Why, if at all, does 3M, known as the “hothouse” of innovation, need to regain historic closeness to the customer?

What are the key challenges DELL should be concerned with as it enters the large-scale server market? (3 Points)

The business level strategy of Samsung’s memory chip business unit is an integrated strategy. Remarkably, they have both a cost advantage and a value advantage over their competitors. In this section we will describe how Samsung “widens the wedge” through cost and value drivers. The data presented in Appendix 1 shows that Samsung’s cost advantage accounts for majority of their competitive advantage.

Intel, also known as Integrated Electronics, is a company that manufactures and sells various types of electronic equipment and hardware. It was founded by Gordon Moore and Robert Noyce in 1968 and has since grown to be a commonly used consumer brand. Intel must ensure that its products are consistently well-made, especially when its products affect the consumer’s experience with the technology he or she is using. Because Intel must implement quality in a wide variety of products, the best practice for the company is to have a physical separation between its departments and to focus on the quality of each individual aspect of its product creation; this will allow each department to specialize in their work functions and allow the company to separate each task effectively.