...Intel Case Study After reading the first part of the case study, Chipping Away at Intel an assessment can be made to answer the case study questions that include the changes at Intel in the first three years of the new CEO Craig R. Barrett tenure, the environmental pressures for change, and internal organizational pressures associated. Furthermore after reading the second part of the case study an examination of new pressures faced by Barrett, how he responded and what changes the new CEO might make and why. First off the case study reflects several changes at Intel over the first three years of Barrett’s tenure which included investing and then withdrawing from new markets, closing down iCat, an e-commerce service and job cuts. Barrett also engaged in several reorganizations. “At the same time, Barrett wanted to change the culture of Intel, drawing on outside consultants to assist him in the process.” He wanted to move towards better customer relations. Environmental pressures for change can be seen in some of the decisions made by Barrett. “A declining market experiences dropping values as part of the normal progression of life stages for financial markets or in reaction to specific financial events”(What Is a Declining Market?). Also Geopolitical pressures were faced. In the first three years Intel was affected by September 11, 2001, the sluggish economy and the potential of war. Corporate reputation is another factor that seemed to have...
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...Shelly Jimenez Summary: Intel Case Study January 30, 2011 This case chronicles the rise of Intel Corporation from a small entrepreneurship to a multibillion dollar enterprise that has been a household name in the technology industry. The company started, and was very successful, at creating memory for technology but then in 1984 was forced to change it strategy to microprocessors due to a shift in market share. This, as it turns out, was one of the best decisions made by the leaders of the Intel Corporation and made the company what it is today. In the early years, Intel was able to grab a large market share in the manufacture of memory chip because they were able to stay ahead of the market in providing quality memory chips to their customers well before their competitors. That was before the era of DRAM. DRAM provided a number of obstacles that held Intel back and allowed other U.S. companies to at least try to compete and Japan forged well ahead of Intel. The Japanese had better access to capital via bank loans and a number of strategic business relationships that kept them well ahead of Intel with the DRAM technology. At this point Intel realized that they had to put less focus onto trying to surpass the Japanese and more focus into providing their investors with profits they had seen in earlier years. Although Intel had microprocessor technology in the seventy’s it was not until the early eighty’s that they realized how useful this technology would be In the...
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...the majority of its fabrication plants in the United States near to its research and development experts, Intel gain competitive advantage. Since plants are sophisticated, a highly talented and skilled workforce is needed. This will create more jobs in the US and will improve the quality of education in the region since a big number of engineers will be demanded and more orientations toward this field will be asked for in universities. In addition to that a diverse talented workers will be exported from outside to the US which will improve the quality of the US workforce and make the US more attractive and developed work environment. In other word by going through this decision Intel is being socially responsible toward its stakeholders in its home country and that would help sustain its competitive advantage over the long-run keeping most of its core competencies at home. HR managers should focus on trainings and education continuously to maintain its talents and manage them efficiently and effectively. 2. Locating marketing and research employees around the world will help Intel achieve more powerful and diverse workforce. Creating a strong performance culture will support this strategic decision. This can reduce costs since large supply of skilled workers are available at a cheaper cost outside the US and create new competencies dedicated toward more innovation. Intel can then adapt faster to the changes in the global environment by hiring the most talented employees around...
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...ESPEL Pierre MATHIEU Jean-Charles PIQUEMAL Brice Investment analysis & Financing Decisions Intel Corporation, 1992 A. Guembel What factors in general do you think should determine a firm’s payout policy? Explain briefly for each factor how and why you think it should affect payout policy? - Payout Policy Net income has only two possible assignments: either reinvestment in the company in the form of cash flow or distribution to shareholders in the form of dividends or share repurchases. What are the factors that determine the dividend policy of a company? - Basic principle : self-financing. It is a financial principle that a company must ensure its development through self-financing , ie financing its projects by past performance in reserve . This position is in the interest of managers, creditors and indirectly to the shareholders. The self-financing must be translated for shareholders by increasing the value of their shares, and therefore by capital gains. However, capital gains are taxed less heavily than dividends in many tax systems, we will define the preferences of investors through the clientele effect. The danger of an excessive self-financing is to cut the relation with financial markets , thus reducing the mobility of capital and investment opportunities. The company creates an internal capital market so the rate of return may be lower and misallocated resources. - Modigliani-Miller’s theorem: Unlike the theory of " Bird in the hand...
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...cheaper. Problems that Intel had (because of the September 11): - product delays - shortages (escassez) - recalls (devoluções) - overpricing (preços excessivos) - bugs in the systems (erros no Sistema) - advanced Micro Devices (competitor) had produced its Athlon processor chip (faster than Intel’s Pentium III chip) With these problems, analysts predict that Intel’s share of market would be 9% worse than 3 years later. Causes of BARRETT’S WITHDRAWALS: - The downturn (crise) in economic conditions; - Weak demand (fraca procura) and over-capacity (supercapacidade) – Fall in global sales of chips. BARRETT’S OBJECTIVES: - Reorganize Intel to make it more nimble (ágil), to avoid duplication, to create better coordination and to enable (possibilitar) decentralization and delegation of decision making. Another problem: (intern) The network operations group and the communications unit sometimes were in competition with each other, selling similar products to the same customers. BARRET’S REORGANIZATIONS DURING THE FIRST 3 YEARS: 1) He created a new wireless unit (1999); 2) He created the Architecture Group (2000); 3) He reorganized the Architecture Group and created a new unit consisting of a merger of communications and network operations (2001). Reorganization consequences: - “shuffling execs like cards in a deck”; - people moved around a lot without really knowing where they were going ( and costumers realize that); - Intel was “dabbling in everything...
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...Intel Corporation is an American multinational corporation headquartered in Santa Clara, California. Intel is one of the world's largest and highest valued semiconductor chip makers, based on revenue.[4] It is the inventor of the x86 series of microprocessors, the processors found in most personal computers. Intel Corporation, founded on July 18, 1968, is a portmanteau of Integrated Electronics (the fact that "intel" is the term for intelligence information also made the name appropriate). Intel also makes motherboardchipsets, network interface controllers and integrated circuits, flash memory, graphic chips, embedded processors and other devices related to communications and computing. Founded by semiconductor pioneersRobert Noyce and Gordon Moore and widely associated with the executive leadership and vision of Andrew Grove, Intel combines advanced chip design capability with a leading-edge manufacturing capability. Though Intel was originally known primarily to engineers and technologists, its "Intel Inside" advertising campaign of the 1990s made it a household name, along with its Pentium processors. Intel was an early developer of SRAM and DRAM memory chips, and this represented the majority of its business until 1981. Although Intel created the world's first commercial microprocessor chip in 1971, it was not until the success of the personal computer (PC) that this became its primary business. During the 1990s, Intel invested heavily in new microprocessor designs fostering...
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...Chipping Away at Intel Case Study In today’s economy, corporations are consistently experiencing pressures to change. With pressures both internally and externally, leaders must constantly reassess who, what, when, where, why and how they do business. In light of these obstacles, they strive for the highest possibility of success by taking risks and pushing limits that others may question as extreme. We are going to review the “Chipping Away at Intel Case Study” to examine the different changes CEO, Craig R. Barret implemented, which pressures Intel experienced and how he responded to these pressures. Initial Changes In Barret’s first three years as CEO of Intel, there were multiple changes he decided to execute regardless of the fact that Intel was a leading global technology company. He had pushed the company into new markets and went from making microchips to creating information and communication appliances and internet services. Intel’s extensions into so many markets caused them to withdraw from a number of them. Mahajan, Sharma and Buzzell (1993) stated that it is important for the individuals creating the competitive strategy to assess the competitive entry into the market. Barret’s changes did not stop here. During his first three years as CEO, Barret also reorganized many different units within Intel. He noticed products from different units within the organization were competing with one another. This led him to organize these units into working together and also...
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...VIEWPOINT Ingredient branding case study: Intel Introduction 1. Introduction to ingredient branding 2. The need for an ingredient brand 3. Developing the ingredient brand strategy 4. Intel co-operative marketing strategy 5. Creating a quality standard 6. Intel campaign investment 7. Ingredient branding results 8. Ingredient branding success factors 1. Introduction to ingredient branding Every month more than 4 million billion (4 x 1015) transistors are produced; more than half a million for every human on the planet. Most computer chips each comprise more than 7 million transistors. Twelve years ago computer chips, in the eyes of consumers, were a generally unknown component of PCs - a commodity product. From a competitive standpoint, a computer chip is a typical commodity. Take one out, put another in, no performance difference. Chips are something most customers don't see, many don't understand, and large numbers don't care about. But Intel has built a brand around a commodity. The company was founded in 1968 and went public in 1971. By 1997, it controlled 90% of the world's market for personal PC microprocessors. Although the market is more competitive today, Intel is still the largest chip manufacturer in the world. 2. The need for an ingredient brand Intel developed the chips which set the standard for personal computing during the 1980s, beginning with the 8086 chip and then developing a series of product improvements. Competitors rapidly adopted the same naming convention...
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...cisco Question no 1: How is building a brand in a business to business context is different from doing so in the consumer market? Answer Building a brand in ‘Business-to Business’ context: Business-to-business (B2B) describes commerce transactions between businesses, such as between a manufacturer and a wholesaler, or between a wholesaler and a retailer. Contrasting terms are business-to-consumer (B2C) and business-to-government (B2G). B2B (Business to Business) Branding is a term used in marketing. Building a strong brand that is able to set a company apart from other business is always an important job. However depending on who the intended client is determines how the company will build their brand. A brand is defined as a name, term, sign, symbol, or design, or any combination to identify goods and services of a seller or group of sellers. (Burgess, C) While many things in branding are the same, building a brand that supports brand to brand, B2B, or brand to customer, B2C, sales has slight differences. In B2B branding, a focus will be made on making a strong connection with the client business in order to make their brand seen as the top choice and safe to do business with. In order to do this, the brand will be built around making strong and personal relationships with the customer to become the go-to source. Instead of mass marketing and small ads, B2B branding requires that the business be willing to accept the time to completely educate the professional buyers...
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...The key marketing challenge Intel is facing today is generating awareness about the mosaic of technological possibilities using the microcontroller based computers. To tackle this issue without having to enter unexplored markets and face the risk of diluting the brand is another major challenge. Intel, with a share of nearly 80% of the Microprocessor market, could be termed the “ingredient” monopoly of the PC market but with products like Cell phones and PDAs on the rise and with market share as low as 1% in cell phone chipset, trying to come up with an effective distribution and advertising strategy to help maintain their market position is the need of the hour The first solution to overcome this challenge is to integrate the microprocessors with a variety of technologies using the impeccable R&D facilities available to ensure a larger pool of customers is catered to. Apart from allocation of significant amount of revenue towards R&D to come up with innovative products for customers, Intel needs to focus on building relations with pioneers in the fields of consumer electronics, telecommunication, space science and industrial engineering. By working with them Intel could gain a wider market presence and a diverse portfolio. Also, an effective advertising strategy which focuses on educating the customers about the power of technology through videos, blogs and interactive websites needs to be implemented. This would help highlight the emphasis laid on technology and also...
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...CASE STUDY: Chipping Away at Intel General Environment 1. Social Important as a semiconductor business, provided as the biggest chip maker in the industry. Intel’s mindset is toward better customer relations and away from perspective of being the only real competition in the marketplace. 2. Technological Concerned with chip making for PCs but then went beyond it into the production of information and communication appliances as well as providing services related to the Internet. Barrett created a new wireless unit that combined new acquisitions such as DSP Communications Inc. ( a chipset supplier for digital communications) with Intel’s memory operations. 3. Economic Affected by Septemeber 11, 2001 and needed to withdraw investments in new markets (production of network servers and routers and e-commerce service for small businesses) due to direct result of the downturn in economic condition. Intel’s shares also suffered. At $26, were down to 60 pecent compared to their highest over the previous years and get worse after the downturn and fell further to $20 by October. 4. Ecological Not being mentioned in the case. 5. Political Operates on a global basis and so be attuned to different governmental and country requirements in its distribution and sales. The manufacturing plant in Hamburg, Germany suggests an important political dependency that must be monitored. Task Environment...
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...|MKTG 3596 - Integrated Marketing Communications |Instructor: Charles F. Byers | |Lec. #94665 |Office: Lucas Hall 216W | |Santa Clara University |Phone: 408-310-9244 | |MBA Winter 2014 |E-mail: cbyers@scu.edu & byers.charles@ yahoo.com | |Meeting Times: Sat. – 8:30 – 11:15 p.m. |Office Hours: Sat. 11:15 a.m. – 12:15 p.m. or by appointment | |Meeting Place: Lucas Hall 307 | | Integrated Marketing Communications Textbooks & Materials Byers & Barr, “Integrated Marketing Communications Custom Edition for Santa Clara University 3E”: Pearson Learning Solutions, 2014. CoursePack Reader – “Marketing 596 – Winter 2014” Course Description This course is designed as an introduction to the concept and practice of integrated marketing communications (IMC). It takes the participant through communication, marketing, branding, and integrated marketing theory, planning and IMC program coordination. The course also addresses the marketing communications tactics of advertising, public relations, direct...
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...[pic] Course Syllabus Managing International Business Graduate Program in General Management Class of Executive July 2008 Course Leader: Handry Satriago Oct 2009 – Feb 2010 IPMI Business School Graduate Program The Indonesian Institute for Management Development Jakarta, Indonesia Course Name : Managing International Business (MIB) Class : Executive Program, July 2008 Facilitators : Handry Satriago (Course Leader) Guest Speakers : Subject to confirmation from the guest speakers - Riri Riza/Mira Lesmana, MILES Film (Session 5) Topic: Indonesia Movie Industry - Richard Matalon, President Director L’Oreal Indonesia (Session 12) Topic: L’Oreal strategy entering Indonesia - Vikram Reddy, GM Four Seasons Hotel Jakarta (Session 16) Topic: Four Seasons Global Strategy Background Companies today confront an increasing array of choices of markets, of locations for value adding activities, and of modes of crossing borders. This course focuses on the international dimensions of strategy and organization, and provides a framework for formulating strategies in an increasingly complex world economy, and for making those strategies work effectively. Operation in an international environment gives the manager access to new markets, additional natural resources, and low-cost-factor...
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...Title: The Fall of IBM Date: September 20, 2013 I. Executive Summary The purpose of this case study analysis is to analyze the situation of IBM in the 1990s, to come up with possible mutually exclusive alternatives for IBM’s management and ultimately, to recommend a possible strategy to regain back IBM’s throne in the industry. The problem of the case study is all about the survival of IBM in a much more competitive market ever encountered by the company. And also, overcoming new challenges brought about IBM’s new management and the dynamic technological environment. The methods of analysis used for this case study are the Porter’s Five Forces Model and the ANSOFF matrix analysis. Brief explanations were provided in each of the methods used for analysis. After analyzing the case study, the following three mutually exclusive alternative course of action were developed: 1. Decentralize Management; 2. Invest heavily on research and development and; 3. Partner with suppliers From the alternatives, I recommend that IBM should partner with its suppliers. Collaboration with suppliers will increase business flexibility and executive level business decision support. This will surely bring the most benefit for the company among the other alternatives course of action. The suppliers play a great role in the industry and having strong connections with them can help the company survive and even excel in the industry. Outline and Implementation: ...
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...Case Study: Conflict Management with Sales Partners at HP Case Study: Conflict Management with Sales Partners at HP Adrià Rodríguez Porras Student ID: 1300014 Course: Management Science (Marketing) Summer Semester 2014 Adrià Rodríguez Porras Student ID: 1300014 Course: Management Science (Marketing) Summer Semester 2014 Hewlett-Packard Company (or HP) is an American multinational information technology corporation specialized in providing hardware, software and services to consumers, small- and medium-sized businesses (SMBs) and large enterprises. In 2012 it was the world's largest PC vendor by unit sales. [1] The purpose of this illustrative case study is to describe the company’s adopted strategy used to reach this privileged position. By means of analysing HP’s sales system, sales channels and the recent conflicts with some partners, we will try to find out not only what has sparked these problems but also help prove a solution for this undesirable situation. Hewlett Packard’s sales system Reaching those levels of worldwide excellency requires a very well-defined marketing strategy, since they not only market their products directly but also via partnerships. That is why they invest time and energy in attracting, training and keeping valid partners. A good example of that is the PartnerOne program.[2] When designing the sales system, HP pondered who was going to undertake the selling activities (selection of sales entities) and how was meant to combine...
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