Intel 's Background On Computer Technology Industry 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

From pioneering in memory DRAM semicon to exiting the low-margin DRAM market – Intel was primarily a Memory semicon manufacturer before it entered microprocessors in 1980s. Its added value in the memory industry in 1970s was very high because of its advances in MOS process to produce DRAM. However, with increase in competition and the advancement of Japanese conglomerates in the memory industry Intel was forced to play a chasing game to improve performance and reduce costs. In the mid-1980s, Intel’s market share in the core memory business was <1%, however it was continuing to invest in this domain. They finally exited the DRAM market, which was more of a cash burner with low-margins.

By the early 1980, Intel’s total share in DRAM was barely 1% and manufacturing was restricted to one fab out of Intel’s eight fab, where the Japanese semiconductor companies had captured nearly half of the world memory market. There are several factors that forced Intel to exit the DRAM market, those are the same lessons learned.

This is especially important for an IT company such as Intel as it can be the key for the companies to survive or the reason which made the failure of some IT companies. There are more and more consumers in the wireless industry, nobody can argue that the PDA and cell phones have become so popular; they are the new digital trends of this era. Intel cannot ignore this profitable industry. So it has researched and announced the new chip “Atom” for mobile devices which is believed to “unleash new innovation across the industry." said Intel executive VP and chief sales and marketing officer Sean Maloney (Geoff, 2008).

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.

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.

Known as Intel Corporation (Intel) is an American multinational technology company headquartered in Santa Clara, California. Intel's revenue base is one of the world's largest and most valuable semiconductor chip makers. Intel chipsets also the motherboard, network interface controllers and integrated circuits, flash memory, graphic chips, embedded processors and other devices related to communications and computing it. Semiconductor pioneers Robert Noyce and Gordon Moore established it on July 18, 1968, and widely associated with the executive leadership and vision of Andrew Grove, Intel's advanced chip design capability with a leading-edge manufacturing combines capacity.

Not long after that did he was introduced to his future partner in business Steve Wozniak through a friend.

Intel is in the process of expanding its business and is ready to start up an assembly and test factory in Costa Rica. Similar factories have been built in Malaysia and the Philippines and have proven to be very successful. The employees and management are excited to start

On the 1st of June, 2015, Intel announced that they acquired Altera, another chip maker in the high technology industry who is particularly professional in producing programmable chips, by $16.7 billion as well as about $54 per share for Altera shareholders, which was the largest acquisition that Intel ever made (Nusca, 2015). The price is quite close to which was proposed by Intel, but in fact, just two months before Intel approved the acquisition, Altera rejected the price that Intel proposed. In the last few years, Intel suffered from the declining sales of personal computers, of which has been the main profitability source, and has been dominated by Intel for a long time, as consumers switch their preference from laptops and personal computers to tablets and other mobile devices (Huddleston, 2015). As a result, away from PCs, Intel has to work harder to get

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.

Dalian in China is the most attractive site for Intel to locate Assembly and Test plant in terms of its low-costed workforce and high labor productivity with skilled workers, reliable and qualified power infrastructure, as well as a relatively open environment and the increasingly mature law and regulation.

The team shall lead a class discussion for Intel Corporation 2010, with an analysis of Intel’s profitability. In addition to the presentation, a written report will be submitted onto Blackboard by May 2, 2011. The report shall contain the answers to the questions in the project handout.

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).

Discuss how Intel changed ingredient –marketing history. What did it do so well in those initial marketing campaigns?