...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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...Future Statement For this report I am to write of a technology that I could see evolving in the near future and so the technology I could possibly see becoming widespread is micro chip implantation , able to store, transmit, and capture data in real time with other chips or servers like using your identification or even a debit card to even a hand held gps unit and compacting it all into a chip the size of a eraser and implanting it into a humans limb now this by its self is amazing but then the limitations grow exponentially. The first impact this could have would be with Society. Now Society as a whole might clash with this concept at first due to some fundamental human traits such as invasion of privacy, This chip if left unchecked could function the same as a gps unit and give someone the ability to track individuals making such things as missing person’s would be much easier to find. The second impact would be Economy. This could change everything we know about current banking practices by allowing your banking information to implanted on this micro chip and injected in to yourself so that instead of swiping a card your data is automatically registered and updated with your actual bank to route funds and make payments and deposits. The third and final impact I could foresee is Politics. Now imagine a world where your personal and life data is stored on your body and can be accessed there would surely be very little information that could not be accessed either by...
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...inconsistencies in his mathematics calculations. Found after he added a Pentium System to his computer group. Upon Further inspections and calculations, he contacted Intel with his results. Intel denied that there was a problem with their chips. When it became clear that their chips were flawed, and the accusations were true. Intel changed its policy, admitting that their chips were indeed defective. Intel agreed to replace the defective chips for free, but only if the uses could demonstrate that they needed and unflawed chip. In the fall of 1994, IBM decided to halt all shipments on their Pentium based computers. After they discovered the Flaw during their testing. Intel finally agreed to replace the flawed microprocessors for anyone who asked for a replacement. Because Intel new about the Flawed chips before it surface in the press. They had already corrected the problem on another version. Intel continued to sell the Flawed chips, and had planned to continue its bad practices until the bad chips were exhausted. In doing this Intel had to write off 475 million dollars to solve the problem, when they could have corrected it from the beginning. Intel has learned from their mistake and now feel that flawed chips should be replaced before and upon request, no matter how insignificant the problem seems to be. If the same flaw was to happen in a new CPU today, I think especially if the company decided to cover it up like Intel did. It would cost the...
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...after the fact was a huge let down for customers. Customers expect that if a company finds a problem with their products that they inform them about it and provide a fix to the problem. Intel finally announces in December of 1994, that there would be a total recall, replacement, and destruction of all of the flawed processors. Something that should have happened months before. Finally, they have done right. Intel commits to purchase of all chips produced through the end of the year in January 1995. Intel sets aside 420 million dollars to cover costs of replacing all flawed processors upon request in mid-December 1994. If a flaw of this nature happened again today, with the economy as it is and they acted as they did back in 1994. Intel would more than likely be looking for a way to run. Today, Intel has competition that could very well take Intel customers. The only thing Intel may have to hold them up is a government bail. The only reason that would happen is because Intel produces a major amount of government computers have a chip made by...
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...Unit 5 Analysis 1: Pentium Flaw In the summer of 1994, Intel discovered the Pentium Flaw. Once discovered they decided that their chips did not need to be recalled because the chance of the average user finding out about the error was 1 in 9 billion. Thomas Nicely, a professor at Lynchburg College in Virginia, made the error public. He had sent an e-mail to several colleagues. Nicely was using a few computers to compute mathematical problems. He wanted to prove they had enough power to do so. I feel Intel did not handle the problem professionally at all. While Intel knew that there was a flaw in the chip, they continued to send out a defective product. Regardless of who might discover the error, they should have recalled the chip to have them replaced. By deciding to send out the flawed processor, this probably helped the company as well. Before this mistake, not many people were aware of Intel. After months of research, Intel finally decided to recall the chip. Thomas Nicely had then run over a quadrillion calculations on a revised chip and was unsuccessful of reproducing the error. I am unsure of the outcome if a similar flaw like this were to happen today. With the help of social media and the internet, word of any flaw or error today would spread like wildfire. The old rule of thumb is 1 tells 10, well now it's more akin to 1 tells 10,000. I believe that if a homogeneous situation were to occur it would be handled expeditiously and promptly. I’m sure Intel has new policies...
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...people to see if they were also having the same problem. After a couple days Thomas wasn’t the only person who realized there was a problem. People around the world who had access to the Internet found this out. The diversion result from Pentium was off by sixty-one parts per million. Intel then was forced to tell people about this hiccup but said that it was of little importance and that it wouldn’t affect most people in a big way. Even though this was most likely true it made everyone feel like they messed up and nobody wants something that doesn’t work how it’s supposed to even if it’s off a little. Intel then felt the need to tell customers that if their Pentium chip was flawed in any way they would replace it with Pentium chips that were flawless. Not a lot of people even bothered to replace their chips at all. In, 1995 Intel had to pay $475 million because of the flawed processors. My opinion on the “Pentium Flaw” is that it is a complete outrage. Everyone always wants the best of the best and if it has a flaw people tend to keep away from it. If the new IPhone came out the same day as the new Galaxy S3 and there were rumors of the IPhone having some type of bug in it, people might lean more towards the Galaxy S3. The problem is they had somebody who knew about the problem and then proceeded to still sell the product. That is simply unfair and completely unprofessional for a huge company like Intel. If there was another incident like the Pentium flaw that happened...
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...front office manager of hotel Empire. He is facing a situation that a family is looking for two rooms for just one night. They are 4 persons. Parents are regular business traveller but now them with their two kids. They are not as business traveller that night. They are paying for one room $160 but hotels rack rate is $220. We advise Larry to reject the family booking to considering following points, Market Positioning: - Hotel Empire is a very famous hotel in that market. Hotels market position is very high. As they are mention the picked up six walk-in guests and three of them are walked from the Hotel The Astor. This hotel is competitor of Hotel Empire. Maintain loyalty of clients for future is very important for market positioning. Hotel is really having very much goodwill. As case stated the downtown hotels are evidently filling up tonight that means the market demand is there. To maintain Market positioning we must follows the target market and pricing principle. So Larry Tan must be reject this booking if they are not ready to convinced to maintain the market positioning. Target Market: - As mention in case Hotel Empire is nearby to full occupancy. Only two rooms are remained. Hotel has chances to be perfect fill but hotel have most clients...
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...operational effectiveness. But in this way, they move further away from viable competitive positions which can only be achieved by an appropriate strategy. Positioning which was once the way to go about beating competition is now rejected, since its too static. Rivals can easily copy the market position and competitive advantage. However, that is not entirely true as hypercompetition is a self-inflicted wound. It is important to watch out for what your competitors are doing, but improving operational effectiveness alone is not enough, and that cannot be your only strategy. Operational effectiveness and strategy are both important for superior performance which is what a firm aims for. A company can beat rivals if it can stand out, establish a difference it can preserve. Basically a company can either provide greater value to customers or comparable value at low prices, or both. Delivering greater value means higher unit prices, greater efficiency means lower unit costs. Cost arises from performing activities and cost advantage comes from performing activities more efficiently than your competitors. This can be in the choice of the activity or how the activity is performed. So activities are what creates competitive advantage. Operational effectiveness means performing similar activities better than rivals. Strategic positioning means performing different activities or similar activities in a different way. Productivity frontier is the sum of all existing best practices at...
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...UNIT-IV Product positioning concept Although there are different definitions of Brand Positioning, probably the most common is: identifying a market niche for a brand, product or service utilizing traditional marketing placement strategies (i.e. price, promotion, distribution, packaging,and competition). Also positioning is defined as the way by which the marketers creates impression in the customers mind. Positioning concepts More generally, there are three types of positioning concepts: 1. Functional positions o Solve problems o Provide benefits to customers o Get favorable perception by investors (stock profile) and lenders 2. Symbolic positions o Self-image enhancement o Ego identification o Belongingness and social meaningfulness o Affective fulfillment 3. Experiential positions o Provide sensory stimulation o Provide cognitive stimulation Perceptual mapping Perceptual mapping provides answers to these vital questions: • What is your market position relative to your competitors? • What are your strengths and weaknesses? • Where are there gaps in the market? • How do you measure up to the “ideal?” • What strategies will improve your competitive position so that you are both relevant to the market and differentiated from competitors? The process includes developing the attributes—either functional, emotional, or both. Survey respondents rate the client brand and competitive brands on each of the attributes, and attribute importance and ideal...
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...Assignment #1 1. What symptoms exist to suggest that something has gone wrong? There are a few key observerable symptoms that things had gone wrong when Syd Gilman (Vice President of Marketing) was speaking with Rochelle Beauport. The “red flags” that I found in this case are: * Syd failed to recognize Rochelle’s reaction to the news as he was too focused on the belief/expectation that Rochelle would perceive the marketing research coordinator position as a career advancement; * As a result of Syd’s expectation of how Rochelle would respond to the new position, he misinterpreted her negative reaction as a positive “surprised” reaction; * Rochelle viewed the new position offered as a “backroom” job and believed it was due to her visible minority and her gender; * She believed that she was getting sidelined and removed from the company’s bottom-line activities; * She believed that the position of marketing research was not the route to top management; * Syd assumed that Rochelle’s surprised reaction was because of the great career opportunity he was presenting to her when in reality Rochelle perceived this offer in the completely opposite way; * Exit – Rochelle felt dissatisfaction with her previous employer that ultimately lead her to leaving the company, and is now starting to feel the same dissatisfaction and is considering leaving Hy Dairies Ltd.; * Voice - after some reflection she is now contemplating whether or not to talk to Syd...
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...Positioning Strategy: By creating product, service, channel, people and image differentiation Nestle reach the consumer touch point more effectively & efficiently in comparing with their competitors in the highly competitive food processing sector. Product Differentiation: Nestle brings a lot of product for target customers. They provide 25 types of minerals in Nido for children. It also provides Cerelac and Lactogen1 &3 for newly born baby exclusively. Now the doctors prescribe these products for babies to their parents for high nutrition Nescafe is a product which contains 4 types of categories. They offer Nescafe ice for hot weather, classic for all 3 in 1 for those who are busy. They provide Maggi including Maggi instant; Maggi 2 minutes which contain various minerals, vitamins and nutritions.Maggi also provide magi healthy soup and Maggi corn soup but charge the same price. Channel Differentiation: Nestle reach their products to the customers through their expert market salesman and transportation. So that their products are much available to their respective customers. Image differentiation: Nestlé’s logo is totally different from its competitors that are greatly accepted by its customers. For that reason customer easily identify them in the market which is another effective advantage for Nestle. People differentiation: Nestle has a large number of employees that are highly educated and trained. In Bangladesh, 400 employees are working in market Company chairman;...
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...also respond to the questions listed below. • Strategy, mode of entry • Organizational structure • Marketing, sourcing strategies(650s), logistics • International and local staffing policy. ??? DRS defines strategy as “Management’s idea on how to best attract customers, operate efficiently, compete effectively, and create value. Guides building and sustaining the company’s competitive position within its industry” (DRS, p. 809). What factors led to the disappointing performance of Hong Kong Disneyland? Factors leading to Hong Kong Disneyland’s poor performance include: high prices for tickets and food; small park size; inconvenient location too far from primary business and residential areas, product offering, product positioning, cultural gaps, staff issues, bad press, and overcrowding led to the disappointing performance of Hong Kong Disneyland. The case study also adds “lack of unique features, insufficient appeal to adults and missing Chinese elements (Farhoomand, p. 1) as possible reasons for the park’s lackluster performance. Marketing mix = product, price, promotion, brand, and distribution. DRS p. 623 Why did the management team repeatedly offend local people despite its awareness of the importance of observing local culture and customs? Why have the remedial actions taken by management been unsuccessful in revising the Park? What more do you think the Park can do to achieve a successful turnaround? What are some possible arguments for...
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...successfully launching a national brand of fresh Italian sausage could provide the needed profit to meet company objectives. Market Research: Target Market: Themes (emerged from focus groups): 1. Family connection 2. Clever cooking 3. Confidence 4. Appreciation 5. Quick & easy 6. Tradition Concepts (developed based on themes and consumer values) * “Family Connection” * “Clever Cooking” * “Balancing Act” * “Labor of Love” Italian Sausage “Brand Ladder”: Takeaways: Market research tells us who to target for market positioning, but it does not tell us any quantitative numbers to determine any sort of profitability numbers, such as costs and Saxonville/competitor average pricing. 2) Key Issue in the Case: Need successful launch of Italian sausage brand to achieve target profits for following fiscal year, but they need to determine a brand positioning, strategy, and name for launching their Italian sausage segment in the national retail sausage market. 3) Alternatives: a) Launch Vivio brand name nationally with Family Connection...
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...1. What is a brand? Why does Unilever what fewer of them? 2. What was Dove’s market position in the 1950’s? What is it positioning in 2007? 3. How did Unilever organize to do product category management and brand management in Unilever before 2000? What was the corresponding structure after 2000? How was brand meaning controlled before 2000 and how is it controlled at the time of the case? 4. Spend a little time searching blogs, to get a sense of what people are saying about Dove today. What does this discussion contribute to the meaning of the brand? 5. Footnote 1 of the case leads you to a blogger who asks, with reference to the age of YouTube advertising, “Is marketing now cheap, fast and out of control?” Footnote 2 refers to Dove as having started a conversation “that they don’t have control of.” In “When Tush comes to Dove,” Seth Stevenson writes about the “risky bet that Dove is making.” Do you see risks for the Dove brand today? By using YouTube for distributing advertisements, Dove found a cheap way to advertise. Moreover, for people it is a very easy way to watch the advertisements so Dove its way of reaching people is good chosen. On the advertisements there can be placed a reaction directly and some of the results are mentioned below. Some people trust the brand more after the campaign, some people distrust. The distrust comes forth out of the idea that maybe Photoshop and a lot of make-up is used to make the women appear better in front...
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...In marketing, positioning has come to mean the process by which marketers try to create an image or identity in the minds of their target market for its product, brand, or organization. Brand positioning process Effective Brand Positioning is contingent upon identifying and communicating a brand's uniqueness, differentiation and verifiable value. It is important to note that "me too" brand positioning contradicts the notion of differentiation and should be avoided at all costs. This type of copycat brand positioning only works if the business offers its solutions at a significant discount over the other competitor(s). Generally, the brand positioning process involves: Identifying the business's direct competition (could include tertiary players that offer your product/service amongst a larger portfolio of solutions) Understanding how each competitor is positioning their business today (e.g. claiming to be the fastest, cheapest, largest, the #1 provider, etc.) Documenting the provider's own positioning as it exists today (may not exist if startup business) Comparing the company's positioning to its competitors' to identify viable areas for differentiation Developing a distinctive, differentiating and value-based brand positioning statement, key messages and customer value propositions. Product positioning process Generally, the product positioning process involves: Defining the market in which the product or brand will compete (who...
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