TASK 1

AbaKus
Technology Interest Group at IIMK

INTRODUTION

Founded on July 18, 1968 by Robert Noyce and Gordon Moore, Intel manufactures the Intel computer processors, Intel Overdrive CPU upgrades, networking devices, and is considered by most to be 'the' company that has influenced the hardware market.

The Company offers platforms that incorporate various components and technologies, including a microprocessor and chipset, a stand-alone system-on-chip (SoC) or a multichip package. The Company offers microprocessors with one or multiple processor cores. In addition, its Intel Core processor families integrate graphics functionality onto the processor die. The Company offers and develops SoC products that integrate the Company’s central processing units (CPU) with other system components, such as graphics, audio, imaging, communication and connectivity, and video, onto a single chip. The Company offers a multichip package that integrates the chipset on one die with the CPU and graphics on another die, connected through an on-package interface. The Company also offers fifth generation Intel Core processor, code-named Broadwell.
The Company offers manufacturing technologies and design services for its customers. Its foundry offerings include full custom silicon, packaging, and manufacturing test services. It also provides semi-custom services to tailor Intel architecture-based solutions with customers' intellectual property blocks. The Company also offers design kits, intellectual property blocks and design services.

PC Client Group
The Company’s PC Client Group operating segment offers products that are incorporated in notebook (including Ultrabook devices), 2 in 1 systems, and desktop computers for consumers and businesses. The Company’s fifth generation Intel Core processor family is used in 2 in 1 systems. These processors use 14-nanometer (nm) transistors and its Tri-Gate transistor technology. The Company’s Tri-Gate transistor technology extends Moore’s Law. The Company is engaged in developing personal computing devices, which include Ultrabook devices and 2 in 1 systems. These computers combine notebooks and tablets with graphics and user interfaces, such as touch and voice in a thin, light form factor and that can connect to the Internet. The Company’s Intel Core M processor is a commercially available 14nm processor designed for new tablet-thin and fanless devices.

Data Center Group
The Company’s Data Center Group operating segment includes server, network and storage platforms designed for the enterprise, cloud, communications infrastructure and technical computing segments. The Company’s next-generation Intel Xeon processor E5 family platform is used for its 22nm process technology. The 22nm Intel Xeon processors provide performance and power consumption across server, network and storage platforms. The Company also launched its next-generation Intel Xeon processor E7 family. These products are targeted at platforms requiring four or more CPUs. DCG is engaged to ramp the Intel Xeon Phi coprocessor with 60 or more Intel processor cores.

Internet of Things Group
The Company’s Internet of Things Group operating segment offers platforms for customers to design products for the retail, transportation, industrial, and buildings and home market segments. In addition, the Internet of Things Group (IOTG) focuses on establishing an end-to-end architecture that captures actionable information for consumers. The Company’s Intel Edison development platform is designed to empower the generation of wearables, robotics, and other small devices connecting, creating and consuming data.

Mobile and Communications Group
The Company’s Mobile and Communications Group operating segment offers products that incorporate hardware, software and connectivity for tablets, smartphones and other mobile devices. In addition, its Mobile and Communications Group (MCG) focuses on a range of wireless connectivity options by combining Intel WiFi technology with the Company’s second generation (2G) and third generation (3G) technologies, and creating a path to adopt fourth generation (4G) long term evolution (LTE). The Company sells its second-generation LTE solution, featuring CAT6 and carrier aggregation. In addition, MCG offers the Intel Atom SoC application processor integrated with 3G modem, code-named SoFIA. SoFIA is designed for the entry and value mobile devices market segment.

Software and Services
The Company’s Software and Services operating segment offers software products for endpoint security, network and content security, risk and compliance, and consumer and mobile security from the Company’s McAfee business, and software products and services. The Company enables platforms that can be used across multiple operating systems, applications and services across Intel products. It optimizes features by enabling the software ecosystem to take advantage of new platform features and capabilities. The Company also enables secure online experience by using software, services, and hardware to deliver solutions, such as the Company’s McAfee LiveSafe service, which provides a security suite that offers consumer protection across a range of devices, such as PCs, tablets and smartphones.

All Other
The Company’s all other segment includes results of operations from the Company’s Non-Volatile Memory Solutions Group, Netbook Group and New Devices Group. It also includes the results of operations of start-up businesses that support the Company’s initiatives, including its foundry business.

Intel by the Numbers We’re #12 #40
HISTORY
In 1968, Robert Noyce and Gordon Moore were two unhappy engineers working for the Fairchild Semiconductor Company who decided to quit and create their own company at a time when many Fairchild employees were leaving to create start-ups. People like Noyce and Moore were nicknamed the "Fairchildren".
Robert Noyce typed himself a one page idea of what he wanted to do with his new company, and that was enough to convince San Francisco venture capitalist Art Rock to back Noyce's and Moore's new venture.
Rock raised $2.5 million dollars in less than 2 days by selling convertible debentures. Art Rock became the first chairmen of Intel. Immediately after founding Intel, Noyce and Moore recruited other Fairchild employees, including Hungarian-born American businessman Andrew Grove. Noyce, Moore, and Grove served as chairman and chief executive officer (CEO) in succession during the first three decades of the company’s history.

Intel Trademark and LOGO
The name "Moore Noyce" was already trademarked by a hotel chain, so the two founders decided upon the name "Intel" for their new company, a shortened version of "Integrated Electronics". However, the rights to the name had to bought from a company called Intelco first.

KEY PERSONNEL

ROBERT NOYCE

Intel's co-founder and the co-inventor of the integrated circuit

Optimism is an essential ingredient of innovation. How else can the individual welcome change over security, adventure over staying in safe places? -Robert Noyce

Technologist, entrepreneur, and industry leader
As a technologist, Bob Noyce was the co-inventor of the integrated circuit and held numerous patents. As an entrepreneur, he was a co-founder of both Fairchild Semiconductor and Intel Corporation. Dozens of technology companies stemmed from Shockley Semiconductor, Fairchild Semiconductor, and Intel Corporation, companies where Noyce left his unique and indelible mark.
As an industry statesman, he helped found the Semiconductor Industry Association, was a Regent of the University of California, served on the President's Commission on Industrial Competitiveness, and was the first Chief Executive Officer of SEMATECH.

Man of many interests
Those who knew Bob knew another side—a man who found fulfillment beyond his public stature and acclaim. He flew planes, sang madrigals, and skied treacherous slopes. He was a tinkerer, an athlete, a husband and father, and a true visionary. To honor this unique legacy, his family created the Robert Noyce Foundation.

GORDON MOORE * Raising the bar for silicon technology and innovation
Moore's Law and Intel Innovation

"The number of transistors incorporated in a chip will approximately double every 24 months."
--Gordon Moore, Intel co-founder

Under Gordon Moore, Intel introduced the world's first single chip microprocessor, the Intel 4004 invented by Intel engineers.
Moore's Law:
Gordon Moore is widely known for "Moore's Law," in which he predicted that the number of transistors the industry would be able to place on a computer microchip would double every year. In 1995, he updated his prediction to once every two years. While originally intended as a rule of thumb in 1965, it has become the guiding principle for the industry to deliver ever-more-powerful semiconductor chips at proportionate
He is a director of Gilead Sciences Inc., a member of the National Academy of Engineering, and a Fellow of the Royal Society of Engineers. Moore also serves on the board of trustees of the California Institute of Technology. He received the National Medal of Technology in 1990 and the Medal of Freedom, the nation's highest civilian honor, from George W. Bush in 2002.

ANDREW S. GROVE

For 30 years, American businessman Andrew S. Grove (born 1936) has served in a variety of high-level posts at Intel Corp., considered one of the most powerful microprocessor manufacturers in the world.
From humble beginnings in Hungary, Grove went on to become chief executive officer (CEO) and chairperson of one the most powerful microprocessor manufacturing companies in the world, Intel Corp. He is highly regarded both as a physicist in the field of semiconductors as well as an expert in management. With Intel, he has helped to usher in an information revolution unmatched by anything since the invention of the printing press. As noted by Walter Isaacson in Time: "Time chooses as its 1997 Man of the Year Andrew Steven Grove, chairman and CEO of Intel, the person most responsible for the amazing growth in the power and innovative potential of microchip

INTEL AND ITS MAIN PRODUTS
Intel’s initial products were memory chips, including the world’s first metal oxide semiconductor, the 1101, which did not sell well. However, its sibling, the 1103, a one-kilobit dynamic random-access memory (DRAM) chip, was successful and the first chip to store a significant amount of information. It was purchased first by the American technology company Honeywell Incorporated in 1970 to replace the core memory technology in its computers. Because DRAMs were cheaper and used less power than core memory, they quickly became the standard memory devices in computers worldwide.
Following its DRAM success, Intel became a public company in 1971. That same year Intel introduced the erasable programmable read-only memory (EPROM) chip, which was the company’s most successful product line until 1985. Also in 1971 Intel engineers Ted Hoff, Federico Faggin, and Stan Mazor invented a general-purpose four-bit microprocessor and the first single-chip microprocessor, the 4004, under contract to the Japanese calculator manufacturer Nippon Calculating Machine Corporation, which let Intel retain all rights to the technology.
Not all of Intel’s early endeavours were successful. In 1972 management decided to enter the growing digital watch market by purchasing Microma. But Intel had no real understanding of consumers and sold the watchmaking company in 1978 at a loss of $15 million. In 1974 Intel controlled 82.9 percent of the DRAM chip market, but, with the rise of foreign semiconductor companies, the company’s market share dipped to 1.3 percent by 1984. By that time, however, Intel had shifted from memory chips and become focused on its microprocessor business: in 1972 it produced the 8008, an eight-bit central processing unit (CPU); the 8080, which was 10 times faster than the 8008, came two years later; and in 1978 the company built its first 16-bit microprocessor, the 8086.
In 1981 the American computer manufacturer International Business Machines (IBM) chose Intel’s 16-bit 8088 to be the CPU in its first mass-produced personal computer (PC). Intel also provided its microprocessors to other manufacturers that made PC “clones” that were compatible with IBM’s product. The IBM PC and its clones ignited the demand for desktop and portable computers. IBM had contracted with a small firm in Redmond, Wash., Microsoft Corporation, to provide the disk operating system (DOS) for its PC. Eventually Microsoft supplied its Windows operating system to IBM PCs, which, with a combination of Windows software and Intel chips, were dubbed “Wintel” machines and have dominated the market since their inception.
Of the many microprocessors Intel has produced, perhaps the most important was the 80386, a 32-bit chip released in 1985 that started the company’s commitment to make all future microprocessors backward-compatible with previous CPUs. Application developers and PC owners could then be assured that software that worked on older Intel machines would run on the newest models.
With the introduction of the Pentium microprocessor in 1993, Intel left behind its number-oriented product naming conventions for trademarked names for its microprocessors. The Pentium was the first Intel chip for PCs to use parallel, or superscalar, processing, which significantly increased its speed. It had 3.1 million transistors, compared with the 1.2 million transistors of its predecessor, the 80486. Combined with Microsoft’s Windows 3.x operating system, the much faster Pentium chip helped spur significant expansion of the PC market. Although businesses still bought most PCs, the higher-performance Pentium machines made it possible for consumers to use PCs for multimedia, graphical applications such as games like Doom and Wing Commander that required more processing power.
Intel’s business strategy relied on making newer microprocessors dramatically faster than previous ones to entice buyers to upgrade their PCs. One way to accomplish this was to manufacture chips with vastly more transistors in each device. For example, the 8088 found in the first IBM PC had 29,000 transistors, while the 80386 unveiled four years later included 275,000, and the Core 2 Quad introduced in 2008 had more than 800,000,000 transistors. The Itanium 9500, which was released in 2012, had 3,100,000,000 transistors. This growth in transistor count became known as Moore’s law, named after company cofounder Gordon Moore, who observed in 1965 that the transistor count on a silicon chip would double approximately annually; he revised it in 1975 to a doubling every two years.
In order to increase consumer brand awareness, in 1991 Intel began subsidizing computer advertisements on the condition that the ads included the company’s “Intel inside” label. Under the cooperative program, Intel set aside a portion of the money that each computer manufacturer spent annually on Intel chips, from which Intel contributed half the cost of that company’s print and television ads during the year. Although the program directly cost Intel hundreds of millions of dollars each year, it had the desired effect of establishing Intel as a conspicuous brand name.
Intel’s famed technical prowess was not without mishaps. Its greatest mistake was the so-called “Pentium flaw,” in which an obscure segment among the Pentium CPU’s 3.1 million transistors performed division incorrectly. Company engineers discovered the problem after the product’s release in 1993 but decided to keep quiet and fix the problem in updates to the chip. However, mathematician Thomas Nicely of Lynchburg College in West Virginia also discovered the flaw. At first Grove (then CEO) resisted requests to recall the product. But when IBM announced it would not ship computers with the CPU, it forced a recall that cost Intel $475 million.
Although bruised by the Pentium fiasco, the combination of Intel technology with Microsoft software continued to crush the competition. Rival products from the semiconductor company Advanced Micro Devices (AMD), the wireless communications company Motorola, the computer workstation manufacturer Sun Microsystems, and others rarely threatened Intel’s market share. As a result, the Wintel duo consistently faced accusations of being monopolies. In 1999 Microsoft was found guilty in a U.S. district court of being a monopolist after being sued by the Department of Justice, while in 2009 the European Union fined Intel $1.45 billion for alleged monopolistic actions. In 2009, Intel also paid AMD $1.25 billion to settle a decades-long legal dispute in which AMD accused Intel of pressuring PC makers not to use the former’s chips.
By the mid-1990s Intel had expanded beyond the chip business. Large PC makers, such as IBM and Hewlett-Packard, were able to design and manufacture Intel-based computers for their markets. However, Intel wanted other, smaller PC makers to get their products and, therefore, Intel’s chips to market faster, so it began to design and build “motherboards” that contained all the essential parts of the computer, including graphics and networking chips. By 1995 the company was selling more than 10 million motherboards to PC makers, about 40 percent of the overall PC market. In the early 21st century the Taiwan-based manufacturer ASUSTeK had surpassed Intel as the leading maker of PC motherboards.
By the end of the century, Intel and compatible chips from companies like AMD were found in every PC except Apple Inc.’s Macintosh, which had used CPUs from Motorola since 1984. Craig Barrett, who succeeded Grove as Intel CEO in 1998, was able to close that gap. In 2005 Apple CEO Steven Jobs shocked the industry when he announced future Apple PCs would use Intel CPUs. Therefore, with the exception of some high-performance computers, called servers, and mainframes, Intel and Intel-compatible microprocessors can be found in virtually every PC.
Paul Otellini succeeded Barrett as Intel’s CEO in 2005. Jane Shaw replaced Barrett as chairman in 2009, when the company was ranked 61st on the Fortune 500 list of the largest American companies.
Intel® 4004 processor
1969: The assignment
In 1969, Nippon Calculating Machine Corporation approached Intel to design 12 custom chips for its new Busicom 141-PF* printing calculator. Intel engineers suggested a family of just four chips, including one that could be programmed for use in a variety of products, setting in motion an engineering feat that dramatically altered the course of electronics.
The Intel solution
Intel designed a set of four chips known as the MCS-4. It included a central processing unit (CPU) chip—the 4004—as well as a supporting read-only memory (ROM) chip for the custom applications programs, a random-access memory (RAM) chip for processing data, and a shift-register chip for the input/output (I/O) port.
1971: Era of integrated electronics
Intel purchased the rights from Nippon Calculating Machine Corporation and launched the Intel® 4004 processor and its chipset with an advertisement in the November 15, 1971, issue of Electronic News: ”Announcing A New Era In Integrated Electronics.”

That’s when the Intel® 4004 became the first general-purpose programmable processor on the market—a "building block" that engineers could purchase and then customize with software to perform different functions in a wide variety of electronic devices.

HEADQUATERS

Situated in the heart of Silicon Valley, the Intel Santa Clara campus is home to Intel's worldwide corporate headquarters.
Founded in 1968, Intel Santa Clara has a very cool atmosphere and features the state-of-the-art Executive Briefing Centre, which has hosted dignitaries and celebrities from around the world.
The Santa Clara site is involved in engineering, design, research and development, and software engineering, and is home to several corporate organizations, including sales and marketing, legal, supply network and human resources.
Intel Santa Clara is home to the flagship Intel® Museum, which includes a collection of more than 60,000 historic artefacts. Each year, over 100,000 people from around the world visit the museum to learn about Intel's history and the evolution of computing and computer technology.

With employees located in 46 countries, Intel lets you play a role in developing and supporting industry-leading innovations while working with diverse people around the world. From manufacturing sites in Israel to sales and marketing offices in Ukraine, Intel employees are making a positive impact worldwide.

| | | MAJOR COMPETITORSADVANCED MICRO DEVICES, INC. Company ProfileAdvanced Micro Devices (AMD) makes well-regarded processors for customers such as Hewlett-Packard, Sony, and Dell, but it remains a distant #2 in PC and server microprocessors behind Intel. AMD, in the past, has at times eroded Intel's market share, thanks to the popularity of its PC-powering Athlon and Opteron processor families, as well as its newer A-series of processors that combine computing and graphics on a chip. In addition to its computing solutions, the company generates more than 40% of sales from embedded processors and other chips for enterprise, and semi-customized design. Most of AMD's sales are from international customers with China as its single biggest market.TEXAS INSTRUMENTS INCORPORATED Company ProfileOne of the world's oldest and largest semiconductor makers, Texas Instruments (TI) offers more than 100,000 products. Its largest segment is analog semiconductors, which change real-world signals (such as sound and images) into the digital data streams. Analog product are used to manage power in all electronic devices; TI sells these products to customers in the consumer electronics and industrial markets, among others. The company also makes embedded processors, which can process data from analog chips and handle specific tasks in electronic devices. TI's other products include digital light processing (DLP) chips used in high-definition projectors, custom semiconductors, and calculators. It generates most of its sales from the Asia/Pacific region.Samsung Electronics Co., Ltd. Company ProfileSamsung Electronics is an electronics Samson. One of the world's largest semiconductor manufacturers, Samsung Electronics is also South Korea's top electronics company. It makes many kinds of consumer devices, including DVD players, digital TVs, and digital still cameras; computers, color monitors, LCD panels, and printers; semiconductors such as DRAMs, static RAMs, flash memory, and display drivers; and communications devices ranging from wireless handsets and smartphones to networking gear. The company, which is the flagship member of Samsung Group, also makes microwave ovens, refrigerators, air conditioners, and washing machines. Nearly half of sales come from the Asia/Pacific region. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

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KEY FINANCIALS

Intel designs as well as manufactures advanced integrated digital technology platforms. A platform is comprised of a microprocessor and chipset that can be enhanced by additional hardware, software, and services. Intel sells these platforms primarily to OEMs, or original equipment manufacturers, ODMs, or original design manufacturers, and industrial and communications equipment manufacturers in the computing and communications industries.
Intel manufactures CPUs, or central processing units for the PC and server markets, and sells chipset and motherboard products for computers and communication products. Intel also sells flash memory through its IMFT, or IM flash technologies (or IMFT) NAND flash joint venture with Micron.
Intel leads the semiconductor market
According to information technology research company Gartner, Intel dominates the semiconductor industry. It’s followed by Samsung Electronics Ltd (SSNLF). As the chart above shows, Qualcomm, Inc. (QCOM), SK Hynix Semiconductor (HXCSF), and Micron Technology, Inc. (MU) round out the top five players in the semiconductor market.
Intel caters to diverse computing applications
Intel’s platforms cater to a wide range of computing applications. They can be found in the notebook device Ultrabook™ and in two-in-one systems, desktops, servers, tablets, smartphones, automobile infotainment systems, automated factory systems, and medical devices.

Annual Income Statement Period Ending: | Trend | 12/27/2014 | 12/28/2013 | 12/29/2012 | 12/31/2011 | Total Revenue | | | | | | | | | | | | | | | | | | | | | | | | | | $55,870,000 | $52,708,000 | $53,341,000 | $53,999,000 | Cost of Revenue | | | | | | | | | | | | | | | | | | | | | | | | | | $20,261,000 | $21,187,000 | $20,190,000 | $20,242,000 | Gross Profit | | | | | | | | | | | | | | | | | | | | | | | | | | $35,609,000 | $31,521,000 | $33,151,000 | $33,757,000 | Operating Expenses | Research and Development | | | | | | | | | | | | | | | | | | | | | | | | | | $11,537,000 | $10,611,000 | $10,148,000 | $8,350,000 | Sales, General and Admin. | | | | | | | | | | | | | | | | | | | | | | $8,136,000 | $8,088,000 | $8,057,000 | $7,670,000 | Non-Recurring Items | | | | | | | | | | | | | | | | | | | | | | | $295,000 | $240,000 | $0 | $0 | Other Operating Items | | | | | | | | | | | | | | | | | | | | | | | | | | $294,000 | $291,000 | $308,000 | $260,000 | Operating Income | | | | | | | | | | | | | | | | | | | | | | | | | | $15,347,000 | $12,291,000 | $14,638,000 | $17,477,000 | Add'l income/expense items | | | | | | | | | | | | | | | | | | | | | | | $0 | $0 | $0 | $0 | Earnings Before Interest and Tax | | | | | | | | | | | | | | | | | | | | | | | | | | $15,801,000 | $12,611,000 | $14,873,000 | $17,781,000 | Interest Expense | | | | | | | | | | | | | | | | | | | | | | | $0 | $0 | $0 | $0 | Earnings Before Tax | | | | | | | | | | | | | | | | | | | | | | | | | | $15,801,000 | $12,611,000 | $14,873,000 | $17,781,000 | Income Tax | | | | | | | | | | | | | | | | | | | | | | | | | | $4,097,000 | $2,991,000 | $3,868,000 | $4,839,000 | Minority Interest | | | | | | | | | | | | | | | | | | | | | | | $0 | $0 | $0 | $0 | Equity Earnings/Loss Unconsolidated Subsidiary | | | | | | | | | | | | | | | | | | | | | | | | | | $411,000 | $471,000 | $141,000 | $112,000 | Net Income-Cont. Operations | | | | | | | | | | | | | | | | | | | | | | | | | | $12,115,000 | $10,091,000 | $11,146,000 | $13,054,000 | Net Income | | | | | | | | | | | | | | | | | | | | | | | | | | $11,704,000 | $9,620,000 | $11,005,000 | $12,942,000 | Net Income Applicable to Common Shareholders | | | | | | | | | | | | | | | | | | | | | | | | | | $11,704,000 | $9,620,000 | $11,005,000 | $12,942,000 |

Read more: http://www.nasdaq.com/symbol/intc/financials?query=income-statement#ixzz3ge1dSByo

MARKETING CAMPAIGNS
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, and Intel's product names - the 286, 386 and 486 could not be protected. Intel had to find a way to become distinctive in what seemed to consumers to be a confusing, commodity marketplace.
When Intel lost its battle for the "386" trade mark, they began the transition from a microprocessor producer to a branded products company. In 1991, the "Intel Inside" brand ingredient programme was launched with almost 200 OEM (Other Equipment Manufacturers) partners with the objective of creating a consumer brand to make sense of the rapidly changing product cycles.
Intel already had an established reputation as a quality producer of microprocessors amongst the OEMs. However, Intel needed to differentiate itself from its competitors and build a consumer brand. Intel believed it could position its chips as a premium product, which it could in turn sell at a premium price to computer manufacturers. To give computer manufacturers and their retail customers more reason to identify Intel in their marketing, Intel chose to market its product as a branded component.
Intel convinced manufacturers that their computers would have higher perceived value if they featured Intel in their own marketing. That meant creating brand awareness for Intel chips in PCs amongst the manufacturers' direct customer (the dealer) and the end-user (consumers and business purchasers). The first step was to commit Intel to a fully integrated brand strategy. They chose to invest in "ingredient" branding - the creation of equity as an input brand.
The most visible example of such branding at the time was NutraSweet, Monsanto's brand, an artificial sweetener used in 3,000 food and beverage brands. After only six years after its introduction consumer preference for NutraSweet had produced annual revenues of nearly US$850 million and net income of over US$180 million

Defined by a logo
In 1991, Intel launched the successful co-op program in which they convinced manufacturers to place the "Intel inside" logo unit in their advertising and other marketing material.
The name "Intel Inside" became the first trademark in the electrical component industry. This campaign focused the entire organization around the brand and created a highly effective advertising campaign. The Intel Inside campaign aimed to "educate both the retail sales associates and the consumers about the value of Intel microprocessors, and to explain to them the differences between the microprocessors" - without the technical jargon.
Many consumers were uncertain about the quality and reliability of microprocessors, and Intel found a way of taking away the mystery of the product, gaining the confidence of the end consumer that "Intel Inside" represented quality and reliability. At first this met with skepticism, outside the company and within it. But that didn't deter Intel. As well as advertising for itself, it had the bright idea of contributing directly to PC makers' campaigns-as long as they promoted Intel at the same time.
The advertising results were stunning. For example, late in 1991, Intel research indicated that only 24 percent of European PC buyers were familiar with the Intel Inside® logos. One year later that figure had grown to nearly 80 percent, and by 1995 it had soared to 94 percent and continues at these high levels today.
Ten years into the campaign, products that don't boast the presence of Intel inside are bound to arouse suspicion among consumers. "People will wonder, "Why don't they use Intel chips? Are they using something cheaper, or not as good?"

If "Intel Inside" created the perception of a factory stamping out mini bits of silicon, then what's inside Intel? For starters, the company's inventors, who hold scores of patents for things such as universal serial buses (those connecting ports known as USBs), the DVD and airbag-safety

technology and are working on futuristic projects including wireless power, neural sensors and personal robotics.
Intel also cleverly used its CEO keynote and marketing around the show, including signage, publications, and live events, to ensure that every CES visitor knew about "Intel Inside." Soon, consumers looked for that label before buying a computer, much in the same way that they look for the American Dental Association Seal of Acceptance when shopping for a toothpaste. By marketing itself in that way, Intel transformed into a brand known to millions of otherwise technology-illiterate consumers. Those consumers might not have known a motherboard from a mainframe, but they had "Intel Inside."
So the tech titan turned to a new marketing strategy this spring, called "Sponsors of Tomorrow," to change those perceptions, and now a second iteration, which launched Sunday night on the Emmy Awards, is beginning.

Ads star brainiac engineers
The campaign highlights those brainiac engineers in TV spots such as "Rock Star," where the inventor of the USB (played by an actor) strolls through a lab to cheers, cameras flashing and autograph hounds under the tagli ne "Our rock stars aren't like your rock stars."
Sponsors of Tomorrow' was a multi-million dollar campaign that sought to promote the 'Intel' brand as opposed to its microprocessor chipsets. The campaign comprised TV commercials that included teaser promos featuring actors who played Intel's engineers. It was backed by print, online, and outdoor elements.
"'Sponsors of Tomorrow' is more than a tagline; it is clearly the DNA of Intel," said Johan Jervoe, who joined Intel in June as VP-director of creative services and digital marketing from McDonald's, where he was corporate VP-global marketing. Mr. Jervoe says the spots highlight Intel's "amazing" talent and their '"future-looking" abilities, while showing consumers what Intel can do for them.
The 'Sponsors of Tomorrow' campaign received mixed reactions from experts. Some experts opined that for years, Intel had been focusing on its successful products; however, with this new campaign it had established an emotional connection with the customers. It also credited the engineers behind Intel's technology. Moreover, they felt that the ad voiced optimism about the future in the backdrop of the global economic slowdown. On the other hand, some critics felt that the campaign would not strike a chord with the audience and would not help Intel's bottom line. They also added that the campaign had been launched to offset the € 1.06 billion fine imposed by the European Union for its alleged anti-trust business practices in the European microprocessors market.
INTEL LOOK INSIDE CAMPAIGN

Intel's new brand platform, "Look Inside," hopes to, through a series of short films, encourage people to look within themselves to find what makes them special. The first film for the campaign, created via Venables Bell & Partners, tells the story of 16-year-old whiz kid Jack Andraka, who was the recipient of the 2012 Gordon E. Moore Award, the grand prize at the Intel International Science and Engineering Fair. He won the award for his role in developing a new method to detect pancreatic, ovarian or lung cancer.

At its core, Intel's "Look Inside" campaign illustrates the power of technology to improve lives. This is especially true of the third ad in the series, which follows Mick Ebeling, the CEO of Intel-backed Not Impossible Labs, to South Sudan, where he creates the world's first 3-D prosthetic printing and training facility to help those who have lost limbs to warfare.

TOP INTEL CUSTOMERS

Apple Inc. | 2005: Apple goes Intel | | Samsung | Samsung has chosen Intel's Clover Trail+ mobile chip for at least one version of its Galaxy Tab 3 | | Dell | Posted by Todd Christ in The Data Stack on May 16, 2012 9:05:36 AM The Xeon E5 Family launch | | Microsemi | Microsemi Selects Intel Corporation Foundry Services for the ... | | Octasic | Featured Company Featured Company Octasic Selects Intel(R) Atom(TM) Processors for Small Cell | | DreamWorks | Tuesday, July 08, 2008 DreamWorks Chooses Intel Chips Over AMD DreamWorks Animation SKG has chosen | | Sony | Sony Adopts Intel's Light Peak Technology in New Laptop | | Nissan | Intel selected for NISSAN's In-Vehicle Infotainment Systems | | Acer Inc. | ACERTEAMSTORY CUP POWERED BY INTEL FINALE Die Saison neigt sich dem Ende und wir prsentieren euch | | Sun Microsystems | (1:25pm EST Tue Aug 13 2002) Sun Microsystems Inc. (SUNW), taking another step away from its | | Haswell | While Intel is providing OEM partners with Haswell Core-series processors, sales wont begin before | | Iomega | The new experience requires advanced processing performance, as well as outstanding audio/visual | | National Instruments | National Instruments Relies on Intel Processors | | MSI | The MSI 925XE Neo Platinum motherboard has adopted Intel 952XE and ICH6R chipset, which supports | | BMW | While most of the technology part of the deal involves Intel developing IT systems for BMW's | | Fujitsu | Fujitsu Adopts Intels Optical Tunable Laser Intel Tunable Laser Can Help Reduce Telco Costs | |

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