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 ADVANTAGE OVER INTEL? 8
5. WILL IT YIELD COMMERCIALLY VIABLE INNOVATIONS THAT ARE DRAMATICALLY DIFFERENT THAN THOSE INTEL WILL DEVELOP? 10

Conclusion 11
LIST OF REFERENCES AND BIBLIOGRAPHY 12

EXECUTIVE SUMMARY For years, AMD held the place of a distant follower of the large microprocessor market leader, Intel. Up to there, the competitor Intel hold 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 to adopt their new technology, reliability of their new products and also regarding their credibility of the market.
Corporate desktop segment is for mass market,