...Intel Corporation Strategic Analysis Group-11 Maithilee Deshmukh-123 Siddhesh Hegde-51 Swapnil Wagh-53 Swati Agrawal-54 (PGDM-B) Group-11 CONTENTS 1. History & Introduction 2. Industry Analysis 2.1 Porter’s Five Forces Framework 2.2 Complementors & Strategic Groups 2.3 Life Cycle Analysis 2.4 SWOT Analysis 2.5 PESTEL Analysis 3. Internal Analysis 3.1 Resource Based View Analysis 3.2 VRIO Framework 4. Business Strategy 5. Tetra-Threat Framework 6. Conclusion Porter’s Five Forces Analysis Threat of New Entrants (Low) 1) High Industry Profitability (+) 2) Large fixed costs (-) 3) Economies of scale in research, chip fabrication, consumer marketing etc. (-) The microprocessor market is characterized by short product life cycles, rapid advances in product design, competitive pricing and process technology. This means if firms want to be competitive in the industry they have to invest large amounts of fixed cost to create specialized facilities for production as well as continuously devote large amounts of funds to research and development in order to keep producing top-of-the-line products. Supply side economies of scale give large microprocessor firms advantages in R&D. Since the cost of creating one extra microprocessor is relatively insignificant the larger production size allows R&D costs to be distributed over a larger number of chips. 4) Learning economies & requirement...
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...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...
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...BENCHMARKING Benchmarking is a valuable method by which an organization can use to measure their performance and internal processes. By comparing themselves with organizations that in excel in best business practices, top management can use benchmarking as a tool for driving continuous improvement throughout the organization and to gain advantage over competitors such as reducing costs, increasing productivity and better aligning product (Fleisher amd Bensoussan, 2007). Benchmarking began in the late 1950s as a natural development of early Japanese practices focusing on a clear desire to improve. Then, Xeros Corportation in America adopted a similar vigorous approach in 1979 which start the term “Benchmarking” by investigating the practices of Fuji Xerox in Japan. The improvement opportunities that were identified and put into place resulted in Xerox’s benefits and let to Best Practice Benchmarking (Bendell et al., 1993). Table: Advantages and disadvantages of benchmarking ADVANTAGES | DISADVANTAGES | Powerful Competitive Analysis Tool | Copycat syndrome | Objective stretch goal setting & performance measurement | High rate of failure | Flexibility | What works well in one organization might not work in another | Removal of blind spots | Benchmarking is resource intensive | Improves cost efficiencies & quality | No firm does everything the best | Not reinventing the wheel but redesigning it | Low-performing firms have a disadvantage | Media recognition...
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...with 81% of the market (Buckman and Williams 2001, 1). However, in 2000 AMD’s sales jumped 63% to $4.6 billion, producing $983 million in net income and its first profitable year since 1995 (Streetwalker 2001, 1). AMD owns engineering, manufacturing, warehousing and administrative facilities where it produces not only PC chips but also microprocessors, memory circuits, logic circuits, flash memory devices, telecommunication products and embedded processors (Moody’s 2000, 2520). The company’s headquarters and research and development site are located in Sunnyvale, CA, while the wafer manufacturing plants are located in Austin, TX and Dresden, Germany. The test and assembly facilities are located in Bangkok, Thailand and Penang, Malaysia. The company has also established production at the Singapore’s test and assembly facility as well as an analysis and design plant in Suzhou, China. In addition, a new plant in Japan, a joint venture of AMD and Fujitsu, called AMD Fujitsu Semiconductor Ltd. or FASB, will begin operations in the first half of 2001 (Dum 2000, 2). AMD, like many technological multinational enterprises (MNE), prefers to locate its factories and assembly plants in technology clusters in stable and democratic countries. However, AMD knows that East Asia is one of the best places for setting up factories because of cheap wages, stable countries, proximity to suppliers and potentially large markets. In fact, six out of AMD’s nine facilities are located...
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...Contents INRODUCTIONS AND HISTORY: 2 Product and market history: 3 The Intel’s market, suppliers and competitors: 4 The Current and Future Challenges to Intel: 6 Analysis of Intel Corporation: 7 Corporate strategies: 8 Conclusion and Recommendations: 8 INRODUCTIONS AND HISTORY: Intel is one of the world’s largest and very best introducers of semi conductor chip Makers Company. It’s an American based multinational chip makers corporation which is located Santa Clara, California and founded on founded mountain view on July 18, 1968 by Gordon E. Moore , Robert Noyce, Arthur Rock and Max Palevsky. Rock was the Chairman of the Board. After Rock Andry Grove ran the company till 1980 till 1990. The word Intel is basically used in terms of intelligent. Intel manufactured many products as motherboards ,chipsets, network interface controllers and integrated circuits, flash memory ,graphics chips ,embedded processors and other devices which are used in communications and computing systems on large scale. In ages of 1990 Intel was only be known primarily to engineers and technologists i.e. Intel inside which made it a household name, along with its Pentium processor. The main ability of Intel is to combine advance chip design capability with as leading-edge manufacturing capability. As compared to other companies like Google in today’s world Intel is not using common system. As Google is transferring data from long distance by using fiber optics but when machines...
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...wide variety of Intel’s products, but the Intel’s numerous other customers are primarily OEM manufacturers who utilize Intel’s components, end-user consumers (which includes individuals, large and small businesses, and service providers), and “other manufacturers, including makers of a wide range of industrial and communications equipment.” Intel has capitalized on its ability to lead the semiconductor industry by continuous innovation. Gordon Moore, one of Intel’s founders, introduced a principle that continues to guide Intel which states that “the number of transistors on a chip roughly doubles every two years.” In keeping with Moore’s Law, Intel’s key to success in the semiconductor industry has been constant innovation. Such a strategy has allowed Intel to remain a leader among competitors such as Texas Instruments, Advanced Micro Devices, International Business Machines, and Freescale Semiconductor, among others. The semiconductor industry is extremely competitive, but Intel seems to have the most sure-footing of all the major competitors. By offering a diverse product lineup that calls upon nearly fifty years of expertise and continuous innovation, Intel has become and will continue to be a leader in its field. No competitor has come close to replicating the competitive advantages possessed by Intel Corporation. Analyze the Company Mission According...
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...Hector Ruiz, CEO of Advanced Micro Devices (AMD), slowly hung up the phone as he reached for a piece of paper in his top-desk drawer. Quietly studying the handwritten word “MAID” on it, Ruiz scratched out the letter “D” for Dell. It was mid 2006, and Ruiz had just talked with Michael Dell, the founder and chairman of Dell Inc (Dell). He had called Ruiz with the news that Dell would purchase Opteron, AMD’s server microprocessor, for its highest-end server line. Dell had long been an Intel-only shop. Landing Dell as a customer was the culmination of a four-year effort that AMD had codenamed Project MAID. Sunnyvale, California-based AMD designed and manufactured microprocessors for the computing, communications, and consumer electronics markets. With roughly 10,000 employees, the semiconductor company had 2005 revenues of $5.8 billion, a 17% increase over 2004. The 2003 launch of Opteron and the company’s AMD64 technology ushered in a new chapter in AMD’s history. Traditionally, AMD had been a distant follower to Intel, which had a dominant position in microprocessors for the server and personal computer (PC) markets. However, Intel’s dominance was eroding as Opteron gained acceptance and AMD focused on “customer-centric innovation” under Ruiz, who was appointed CEO in 2002. Driven by Opteron’s success, AMD’s unit share in servers for the second quarter of 2006 rose to 26%, up from 11% in Q2 of 2005.1 The top four computer-makers that sold the vast...
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...Course Title- Principles of Management Course No-MGT201 SEC-1 | Contents | Page number | 1. | Executive summary | i | 2. | Introduction | ii | 3. | Planning process | 1 | 4. | Review of plans | 2 | 5. | Organizing | 3 | 6. | Departmentalization | 3 | 7. | Work specialization | 3 | 8. | Chain of command | 3 | 9. | Span of control | 5 | 10. | Centralization | 5 | 11. | Formalization | 6 | 12. | Communication | 6 | 13. | Appendix | iii | i Executive summary Prime Bank was created in 1995 and since then it has provided different customer friendly deposit and loan products to fulfill the banking needs of the individual customers. The purpose of the report is to know about the planning and organizing of Gulshan branch. Information was collected through interviews, where we questioned senior employees of the branch. Here we faced various limitations, for instance we had limited time and because the employees busy schedule, detailed information couldn’t be collected. Prime bank’s specific goal is to increase its profitability and so the target amount (profit) is set by the top managers and final approval is made by the board of directors. This profit is broken...
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...grown, its strategic importance has diminished. The way you approach IT investment and management will need to change dramatically” (Carr, 2003) IT Doesn’t Matter! • Information Technology: – Proprietary Technology vs. Infrastructural Technology • The Commoditization of IT – Transport mechanism – more valuable shared rather than isolated – Interconnectivity and interoperability – Standardisation of technology and homogenisation of its functionality – Highly replicable – Rapid price deflation http://www.youtube.com/watch?v=PO2dCaaSDk8 IT Doesn’t Matter! • From Offence to Defence – Spend less – Follow, don’t lead – Focus on vulnerabilities, not opportunities Does IT matter? • Inherently strategic because of indirect effects • Creates possibilities and options that did not exist before • May become ubiquitous! The insight to harness the potential is not distributed evenly. Does IT matter? Three broad lessons • Extracting value from IT requires innovations in business practices. • IT’s economic impacts comes from incremental innovations rather than “big bang” initiatives. • The strategic impact of IT investments comes from the cumulative effect of sustained initiatives to innovate business practices in the near term. http://www.youtube.com/watch?v=SUe-tSabKag The changing scope of IS: from 1950s to present day Beyond the Enterprise: Institutional Supply Chain Core: Data collection Decision...
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...Marketing Mix: 7Ps Analysis of ASUS U32U Notebook I Executive Summary The marketing mix concept is one of the core concepts of marketing theory. Traditionally, the marketing mix was known as the 4Ps – Product, Price, Place and Promotion. As marketing became a more sophisticated discipline, a fifth ‘P’ was added – People, and recently, two further ‘P’s were added, mainly for service industries – Physical evidence and Process. Thus, the marketing mix is now known as the 7Ps. The current report seeks to identify how the product ASUS U32U– DS31 13.3" Notebook delivers value and satisfaction to the customers through the marketing mix perspective. As a qualitative research, a brief describe the product characteristics will be first highlighted. Consequently, the paper will concentrate on the central point – analysis of the marketing mix 7Ps based on how the product delivers value and satisfaction to customer. To sum up the report, summary findings will be presented in the conclusion part, as well as the recommendation and further improvements. II Table of Contents Executive summary Table of contents II III 1. Introduction 2. The product and the company 3. Product 4. Price 5. Place 6. Promotion 7. Physical evidence 8. Processes 9. People 10. Conclusion & Recommendations 1 2 2 3 4 5 7 8 8 9 References 10 III 1. Introduction ASUS U32U – DS31 13.3" Notebook was launched in April, 2012. It is perfect for those who are looking for a notebook with a long...
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...breaking the barriers between people and technology. Focusing on marketing its brand-name IT products around the globe, Acer ranks as the world's No. 3 vendor for total PCs and No. 2 for notebooks, with the fastest growth among the top-five players. A profitable and sustainable Channel Business Model is instrumental and fundamental for Acer's continued growth, while the successful mergers of Gateway and Packard Bell complete the company's global footprint by strengthening its presence in the U.S. and emerging markets Acer philosophy is to deliver better performances at lower price than the competition, there are able to manage it thanks to their size (e.g. large buying power, strategic partnerships with key partners like Intel, Microsoft or Amd) and their willingness to compromise on certain aspects of their products, this to meet the customer demands for cost-effective performance. Acer Channel Excellence (ACE) Program, is a new channel partner initiative that was born with the aim to deliver enhanced tools and offers for best-in-class value-added resellers (VARs). The next phase in Acer’s continued commitment to its channel partners, the ACE Program ensures successful sales and support of Acer products for qualified authorized resellers with annual Acer revenue of $100,000 or more. The ACE Program is designed to provide comprehensive pre- and post- sales support to drive revenues for hardware and system integrator VARs. Rewards of the ACE Program includes a range of support...
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... Understanding the Supply Chain Logistics * Logistics is the management of the flow of goods, information, and other resources between the point of origin and the point of consumption in order to meet the requirements of customers. * Logistics involves the integration of information, transportation, inventory, warehousing, material handling, and packaging. * Logistics is a channel of the supply chain which adds the value of time and place utility. * Today the complexity of production logistics can be modeled, analyzed, visualized and optimized by plant simulation software. Traditional View: Logistics in the US Economy (2006, 2007) * Freight Transportation $809, $856 Billion * Inventory Expense $446, $487 Billion * Administrative Expense $50, $54 Billion * Total Logistics Costs $1.31, $1.4 Trillion * Logistics Related Activity 10%, 10.1% of GNP Source: 18th and 19th Annual State of Logistics Report – Logistics Magazine Traditional View: Logistics in the Manufacturing Firm * Profit 4% * Logistics Cost 21% * Marketing Cost 27% * Manufacturing Cost 48% Profit * Logistics * Cost * Marketing * Cost * Manufacturing * Cost Supply Chain Management: The Magnitude in the Traditional View * Estimated that the grocery industry could save $30 billion (10% of operating cost) by using effective logistics and supply chain strategies * A typical box of cereal spends 104 days from factory...
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...Gateway Inc. Theory in Practice Eduardo Ordóñez Professor Meilich BUS 444 May 7, 2004 Ticker: GTW Stock Exchange: NYSE Website: www.gateway.com Company Description Gateway Inc. was first incorporated in Iowa in 1986, with the name of Gateway 2000, Inc. It was then reincorporated in South Dakota in December of 1989 and later in Delaware in January of 1991. In 1993, the company went public, trading on the NASDAQ before transferring its stock to the New York Stock Exchange in 1997. Today, the company’s corporate headquarters are located in California in the city of Poway. As a major supplier of personal computers and related products and services, Gateway Inc. is a firm currently competing in the computer manufacturing industry along with Dell, Hewlett-Packard, IBM, Toshiba, Apple, and others. It does not only manufacture PCs and laptops, the company also offers servers, workstations, an assortment of computer accessories (monitors, printers, software, memory, etc.), and a line of digital electronics. Gateway Inc. has a broad target market. It consists of small to large business, government and educational institutions, and home and home office. It sells its products nationally through a number distribution channels, including its Website, telephone call centers, and retail stores. The company’s mission is “to be the leading integrator of personalized technology solutions,” by “improving the quality of life through technology,” via “leadership...
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...Dell Computer Corporation’s Rise to Success Theory in Practice by AJ van de Ven Strategic Management in Global Environments Dr. Ofer Meilich 7 May 2004 Table of Contents Dell at a Glance 2 Chapter 1 2 Company Profile 2 Dell’s Mission 3 Chapter 2 3 External Analysis 3 Player Identification 3 Five Forces Analysis 4 Chapter 3 6 Internal Analysis 6 Distinctive Competencies 6 Competitive Advantages 6 Chapter 5 7 Business Level Strategies 7 Generic Level Strategy 7 Competitive Positioning 8 Chapter 6 9 Industry Environment 9 Strategies to Manage Rivalry 9 Chapter 7 10 Technical Standards 10 Dominant Design 10 Standards 11 Paradigm Shifts 11 Chapter 8 12 Global Strategies 12 Global Expansion 12 Chapter 9 13 Integration Strategies 13 Vertical Integration 13 Strategic Outsourcing 14 Chapter 10 14 New Ventures 14 Expanding Beyond a Single Industry 14 Diversification 15 Chapter 12 16 Organizational Structure 16 Output Control 16 Organizational Culture 16 Functional Structure 17 “It Reminds Me of…” 17 Findings 18 References 19 Dell at a Glance Headquartered in Round Rock, Texas, Dell Computer Corporation is a premier provider of products and services required for customers worldwide to build their information-technology and Internet infrastructures. Dell's climb to market leadership is the...
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...[pic] AMERICAN INTERNATIONAL UNIVERSITY BANGLADESH – AIUB ‘ Business to Business marketing’ Report on: Intel Submitted to: Khan tahsina nimmi Lecturer Department of Marketing School of Business Submitted By: |Rased Abdur |09-14501-2 | |Anoy Md Shakib Ahamed |09-14497-2 | | | | | | | | | | | | | Executive Summary The internal complexity of the personal computer has grown to a staggering level. Today’s most advanced processors and chipsets incorporate millions of transistors, and must be compatible with dozens of operating systems, hundreds of platform components and thousands of hardware devices and software applications. To ensure leading performance, reliability...
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