Intel Case Analysis

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

This case traces the strategic decisions of Intel Corporation which defined its evolution from being a start-up developer of semiconductor memory chips in 1968 to being the industry leader of microprocessors in 1997 when it ranked amongst the top five American companies and had stock market valuation of USD 113 billion.

According to Holt (2004), a brand can be defined as a term, name or a design that distinguishes product or service of one manufacturer from others. Brands are normally utilized in advertising, business and marketing. In accounting terms, brand is an intangible asset which is present within every organization. It is most valuable asset that is outlined in the balance sheet of a company. Brands owners need to effectively manage their brands in order to enhance shareholder value. Brand valuation is an important technique that associates money with a brand. Effective branding often results into high sales volumes of a particular product. A customer who prefers a brand is more likely to choose other products which are offered by the same brand. Brand can be stated as a personality that facilitates identification of a company, product or service. It even encompasses relation with other constituents like customers, partners, investors, staff, etc. Individuals distinguish psychological aspect of a brand from experimental

One thing that can make or break a company is its brand equity. Brand equity is the value that comes with the familiarity with a company’s branding and the feelings consumers have towards that brand (Brand Equity, n.d.). A company with strong brand equity usually gives consumers a sense of reliability and value; causing a higher inclination to purchase its products. It usually takes

Since an increasing number of people focus on brand names instead of product, brands become important elements for customers to choose products (Carroll, 2008). When customers trust the brand, the benefits for the manufactures are generated. In the first place, brands can be used by products as the tool to identify and differentiate themselves from various products. Secondly, brands are helpful for companies to build a competitive advantage (Bick, 2009). Therefore, organisations take more attention to branding.

Dell used the customer to create products based on the user need. Each approached their core values of business and what works for them to create value and sustainability. Dell had the market share by using the internet to generate sales through machine to machine based sales and conserved his manpower to keep the cost of his product low. Intel spent many hours of research and product development to create new and innovative ground breaking products that led the industry standards.

Corporate marketing objectives are to build a strong Intel corporate brand that connects with consumers, and have a limited set of product brands for advanced microprocessors and related technologies. Intel promote brand awareness and generate demand

IBM was already a big name in the market of mini, middle range and mainframe computers. The perspective and promising small computer market, greatly gaining ground due to Apple II and other few, was still a difficult task despite their multi-millionaire efforts.

The revenue in (Advanced Micro Devices, Inc.) AMD has significantly decreased in recent quarters and after researching two competitors in the market (Intel and NVIDA Corporation), it is clear we need to change our core competition strategy. After researching Intel and NVIDA's core competition strategies, it is clear that we should use a brand loyalty concept as leverage. " Brand marketing is the art/science of making the right impression on prospects. It's the active process of discovering, developing and bringing the right image or identity of your company to the marketplace. Too often, clients are focused on the later stages of the brand identity development process, such as the presentation on a Web site or advertisement in a magazine" (Brand Marketing, 2012). From there, this is how companies gain trust with its customers by being in tuned with what they want and need for their cloud computing needs, which continues the concept customer intimacy. In all reality, that is what all customers want from all companies they deal with because they feel like they understand them as people. In other words, this kind of marketing strategy can put the company revenue back up to a favorable amount.

Intel excels at top-down innovation, where highly differentiated components and electronics command a high gross margin relative to competitors, enabling faster design wins with Original Equipment Manufacturers (OEMs) and development partners. This top-down innovation flow within Intel is so dominant, that the product design teams are significantly more productive than even the most advanced business process management teams (Segerstrom, 2007). Microprocessors and the follow-on Internet, networking, security and integrated motherboard products are all predicated on this top-down innovation cycle that leads to product line proliferation in Intel (Zimmerman, 2010). DRAMS were undifferentiated in structure, lacked industry standards that could create differentiated performance or compatibility based on adherence or alignment to standards or customer requirements (Nicholson, 1997). Intel chose to compete on the only other area of their core strength as a company, which is quality management and yield levels (Clark, Walz, Turner, Miszuk, 1993). Getting the yields for DRAMS to 60%, which for a brief period of time lead the global industry, only served to accelerate a very high level of commoditization in the industry (Voss, 1998).

In the 1990s, one of the largest and most successful companies in the world was Intel. For PC business, Intel was a significant and beneficial hardware provider.

In the case study of Intel, as noted by Palmer, Dunford, & Akin, C. R. Barrett, Chief Executive Officer (CEO) of Intel was half-way through a six-year tenure. As CEO, Barrett implemented a number of changes to the organization and experienced many unforeseen environmental pressures. Barrett wanted to make a lasting impact upon the organization, as his/her processors had done, and worked hard to keep the company competitive and profitable during a time when technology companies were significantly struggling or outright failing. According to Dedrick, Gurbaxani, & Kraemer, in the mid-2000, IT investment decreased due to sluggish financial growth, and the collapse of many Internet-related companies (2003). Barrett managed to

Initially, Intel did not have any logo on OEM’s product. This in turn did not attract more consumers, as they were not aware of its presence.

Today, company’s real value lies outside the business itself, in the minds of potential buyers (Kapferer, 1992, p. 9). This is reflected in the value of brands, which are the anchors of company’s value. Products are introduced, they live and disappear but brands endure (Kapferer, 1992, p. 17). The term ``brand’’ holds multiple meanings. According to John Murphy, founder of Inter brand (Ingham, 2003), a brand is not only an actual product, but also the unique property of a specific owner. Brands are increasingly considered to be the primary capital in many businesses (Ourusoff, 1993, p. 81). The phenomenon of brand and brand reputation became the centre of interest of both academic and business experts. The

“A company’s brand is the primary source of its competitive advantage and is a very valuable strategic