Marketing : The Key Marketing Issue

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.

One week I created graphical paintings on the computer, the next week I would take it apart and see what could make it faster. However, in recent years, the public doesn't have the same enthusiasm that I had as a child when looking at innovation. The public already has products that do everything that they need them to do, the problem is that companies continue to charge the same amount of money for the same product year after year. Intel, a huge processor manufacturer for computers, currently holds 82% of the world’s market share for consumer processors while their competitor, AMD, holds the remaining 18%. Since 2006, Intel won most of the market share due to their advantage in computing performance, but the innovation by Intel has plateaued in 2011 as AMD has done nothing to strike back. Since Intel’s sales have been higher than ever and consumers are hard pressed to find a better solution, why change? It was important that I saw this within my high school days, as I sought to create the innovation. My high school introduced the Project Lead the Way program, which was to teach high schoolers engineering through the use of computing. Thanks to miniature-itx motherboards, I have been able to pack huge amounts of computing power into a tiny case. Not only that, but I have also been able to create a prototype case that extends the case for more powerful

Once the company had its EPOC headset and game ready to launch, it should begin to distribute these items to various influential opinion leaders. Distribution to employees at tech magazines and tech television stations would be ideal. Favorable reviews by sources such as PC Magazine as well as G4 TV and Tech TV would quickly spread word about EPOC. Advertising could also be done

Promotional materials should include a description of the event and a statement concerning the possibility of

+ Possibilities of selling product at desired selling price if the customers have the opportunity to experience the product.

The first source of information used was Intel’s own website which is secondary information. This source was beneficial because it came from the company’s website and so therefore the information was up-to-date and should be accurate about the statistics of the company. The website also shows the latest products that Intel is producing as well as the many research products that they fund to advance computer technology. The downside however of this source of information is that the information on the website could be biased because they will want to project their organisation in the best light possible so are therefore unlikely to post anything negative about the company. The Intel website did however show the different

Intel the Microprocessor giant was started in the year 1968, their initial venture was to make a semiconductor computer memory by integrating large number of transistors into silicon chips. They created a revolution in the PC industry, by creating a bench mark and reengineered their processes to shift their focus from the saturated PC dominated industry to the Internet Communications World. From time to time many marketing tactics and strategies were implemented in order to create brand equity and to carve a niche image in the consumer’s mind. These campaigns were carried out successfully and the intended output was gained most of the time.

In the early 1980’s, IBM chose to purchase Intel’s x86 chip architecture and the DOS software operating system designed by Microsoft (Singer, 2005). IBM insisted that Intel provide a second source of chips as to avoid over dependence on one supplier. To accommodate IBM’s request Intel and AMD signed a technology exchange agreement to make AMD that second supplier (“Company History”). This agreement limited AMD’s access to only the second generation or 286 chip technology. In the 1980’s Intel attempted to eliminate AMD from the process with the 386 family of chips (Singer, 2005). AMD filed for legal action claiming that this was an attempt to create a monopoly and settled in 1987, but this would not be the last time that AMD would seek legal action to prevent Intel from creating a monopoly.

IBM insisted that Intel provide a second source of chips as to avoid overdependence on one supplier. In 1982 Intel and AMD signed a technology exchange agreement to make AMD that second supplier. This agreement only gave AMD access to the second generation or 286 chip technology. In 1984 Intel attempted to cut AMD out of the process with the 386 family of chips. AMD filed for legal action claiming that this was an attempt to create a monopoly and settled in 1987. This would not be the last time that AMD would seek legal action to prevent Intel from creating a monopoly.

With all potential tragedy comes that defining moment of greatness, in their second year of operations the company launched their Intel 486 motherboard. Only slightly beating the American powerhouse IBM to market, this startup could not even afford the processors needed to make their product functional. This story of dedication and ingenuity caught the eye of the Intel Corporation, which was fronting for an outside supplier for motherboards to their growing line of merchandise. These organizations continued to foster a symbiotic relationship, which grew into early access to enhanced processors that would be unavailable to the marketplaces’ other competitors. As time progressed and the firm’s reputation grew, they were able to forge similar relationships with

Intel states that they have made significant capital and R&D investments in their manufacturing network. This enables Intel to have more direct control over their design, development, and overall manufacturing process. In conclusion, this networking connection allows Intel to have complete control over their entire company process compared to their competitors who use third-party manufacturing, and assembly plants at a higher cost. Lastly is that Intel 's products are optimized to operate on multiple operating systems. Intel has great key relationships and business partners which allows them to have a full range to be compatible with third party outlets and major companies like Mac OS and Windows.

Generally, events-and-experience-based marketing would incorporate marketing events such as incentive or reward program (such as through product launches and exclusive open days); conferences providing product sampling in conjunction with publicity and branding messages; created events (such as road shows and press conferences); contests and competitions (including exhibition presentations and corporate entertainment vehicles); and trade show or charitable activities, such as fundraisers. Typically, benchmarking provides an empirical objective method of tracking the effectiveness of marketing efforts. Kudler will primarily employ the mechanism of

Moreover, Intel also designed other four businesses which used microprocessor such as servers, workstations, desktops, and mobile. However, these four businesses were not primary opportunity. Until the processor production reached the limitation of hardware as power-hungry, increasing of competitors and shifting of consumers occurred. The barrier of entry is low. Advanced Micro Device (AMD) is the main competitor of Intel because this company created the first 1GHz processor called Athlon chip before Intel in 2000. Intel’s next step was reducing a price which impacted on the profitability. Because of the decreasing of revenue in 2001, the CEO, Craig Barrett, conducted two ways which were looking for new ways and finding a reason with solutions of the problem. Both ways took long time to find the solutions. At this period of time, Intel faced inflection point.

It is one of, if not the most, effective method to impress upon the customers the debut of the new products

This report mainly focuses on the marketing activities used when launching a new product. This report will compare and contrast digital and traditional communication tools used when launching a new product/service and how the