...Intel Inside: Part 2 A paper submitted to Webber International University in partial fulfillment of the requirements for the Bachelor of Science degree in Sports Business Management By: Hugo Cedeno Date: November 13, 2013 Course: Management Semester: Fall, 2013 Instructor: Dr. Fred Fening Introduction Intel is an American multinational semiconductor chip maker corporation founded in 1968 by Robert Noyce and Gordon Moore. Intel has also invented many others technological products such as motherboard chipsets, network interface controllers and integrated circuits, flash memories, graphic chips, embedded processors and other devices related to communications and computing. Intel also started the beginning of a new era with the came out of the highly successful Centrino chips for laptops. Directly, Intel set out to become the leading chip supplier. Many types of challenges have Intel’s managers faced in connecting their geographically dispersed teams. These teams that we are mentioning are Cyber teams that refers to a group of people that manage a big part of their work using social media communication more than a face-to-face communication...
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...MGT3300 PRINCIPLES OF MANAGEMENTS Intel Inside and Far Away Case Application # 3 Shakine Charles DISCUSSION QUESTIONS 10-64 What challenges have Intel’s managers faced in connecting their geographically dispersed teams? The challenges that Intel’s managers have faced in the connecting their geographically dispersed teams is dealing with different team member living in different countries, time zone, language barriers, and diverse cultures. 10-65 How have they dealt with these challenges? Intel’s managers have dealt with these challenges by using the virtual retrospective methods. “A formal method used for evaluating project performance, extracting lessons learned, and making recommendations for the future”. Communications and collaboration are all geographically dispersed team priorities in order to be successful. 10-66 Would a “confrontational” atmosphere be appropriate in all team situations? Explain. A confrontational atmosphere can be both bad and good to improve team effectiveness. Good because disagreements about task content can be beneficial because it stimulate discussion, promote critical assessments of the problem and options, and can lead to better a team decision. It brings to the team of employees their beliefs, goals, values and variety to the organization in making all decisions. 10-67 Discuss how roles, norms, status, group size, and cohesiveness might affect these geographically dispersed teams? Roles might affect Intel and its global teams due to the...
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...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 majority of servers—Hewlett-Packard (HP), Sun Microsystems (Sun), IBM, and Dell—now offered at least one Opteron-based server. Furthermore, AMD’s presence in the lucrative corporate segment was growing: 90% of the top 100 Forbes Global 2000 were using AMD64 technology by the end of 2005.2 And, AMD reported higher margins than Intel in the first quarter of 2006. AMD also felt...
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...9-797-137 REV. MAY 22, 2008 DAVID COLLIS GARY PISANO Intel Corporation: 1968-1997 By January 1997, Intel, a Silicon Valley start-up, had attained a stock market valuation of $113 billion that ranked it among the top five American companies. Much of Intel’s success had been due to microprocessors, a product it invented in 1971 and in which it continued to set the pace. Despite the company’s illustrious history and enviable success, its Chairman and CEO, Andy Grove, worried about the challenges ahead: Business success contains the seeds of its own destruction. The more successful you are, the more people want a chunk of your business and then another chunk and then another until there is nothing left. I believe that the prime responsibility of a manager is to guard constantly against other people’s attacks.1 This case begins by describing Intel’s origins as a semiconductor company before turning to its evolution into the leading manufacturer of microprocessors. Intel: The Early Years Intel was founded in 1968 by Robert Noyce (one of the co-inventors of the integrated circuit) and Gordon Moore, both of whom had been senior executives at Fairchild Semiconductors. They, in turn, recruited Andy Grove, who was then Assistant Director of Research at Fairchild. From the beginning, this trio was the driving force behind Intel. The company’s initial strategy was to develop semiconductor memory chips for mainframe computers and minicomputers. Andy Grove recalled that after receiving...
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...Case Analysis: The Intel Pentium Chip Controversy (A) Immediate Issue: As Andrew Grove, during my meeting of December 17,1994 with my internal team, Should I approve replacing the defective Intel chips of all concerned users with no-question asked? Also, should we also pay for the labor and other incidental costs? How should we integrate our decision into our financial books? Basic Issues: • Negative Publicity: Since Oct 30th, we have encountered a self-propelled negative publicity campaign against Pentium brand and it doesn’t seem to fade away if we don’t do anything. • Business Ethics: We knew this problem since October, but tried to hide it with the hope that it will fade away. We will be scrutinized from an ethical perspective. • Cost of my decision: How much would it cost to replace the defective chips (fully or partially)? How much would it cost if I do nothing? • Risks and Liabilities: Some of our chips are being used by large engineering firms, financial industry, research firms and educational institutes. Is there a chance that we may be sued for damage to our users? What if our chips are used in a space program? • Role of the Internet: The pace at which it went from a simple technical report by Dr. Nicely to a full fledge all media campaign against Pentium within a short period of time emphasizes to me that I can’t underestimate the power of internet. • Major players in the market: Nothing hurt us more than IBM announcement to drop Pentium...
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...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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...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 and compatibility in this complex environment, Intel invests over $300 million annually...
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...Lecture 1 Introduction to Semiconductor Devices Reading: Notes and Anderson2 Chapters 1.1-1.3, 1.7-1.9 Georgia Tech ECE 3080 - Dr. Alan Doolittle Atoms to Operational Amplifiers •The goal of this course is to teach the fundamentals of non-linear circuit elements including diodes, LEDs, LASER diodes, transistors (BJT and FET) , and advanced device concepts such as microwave compound semiconductors and state of the art devices. •Due to the diverse coverage from various professors for ECE3040, you will repeat (for some) some of the material from 3040. Specifically, you will learn about the fundamentals of electron movement in semiconductor materials and develop this basic knowledge of how we can construct devices from these materials that can control the flow of electrons and light in useful ways. Georgia Tech ECE 3080 - Dr. Alan Doolittle Market Study Silicon is and will for a very long time be the dominant material used for electronics. However, MANY up and coming materials are slowly eating into silicon’s dominance. Compound semiconductors Compound semiconductors Organic and compound semiconductors Georgia Tech ECE 3080 - Dr. Alan Doolittle Devices we will study Bold indicates devices covered in depth in ECE 3040 P-N diode, heterojunction diodes, ballistic diodes, Schottky barrier diodes, Metal-Semiconductor Contacts, LEDs, Lasers, Solar Cells, Photodetectors, BJT, HBT, MOSFET, MESFET, JFET, Polarization Based Devices (III-Nitrides HEMTs...
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...Ingredient Branding Philip Kotler· Waldemar Pfoertsch Ingredient Branding Making the Invisible Visible Professor Philip Kotler Kellogg Graduate School of Management Northwestern University Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Professor Waldemar Pfoertsch China Europe International Business School 699 Hongfeng Rd. Shanghai 201206, China wap@ceibs.edu e-ISBN 978-3-642-04214-0 ISBN 978-3-642-04213-3 DOI 10.1007/978-3-642-04214-0 Springer Heidelberg Dordrecht London New York Library of Congress Control Number: 2010926489 © Springer-Verlag Berlin Heidelberg 2010 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer. Violations are liable to prosecution under the German Copyright Law. The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. Cover design: WMXDesign GmbH, Germany Printed...
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...x86 journey, Intel has led the innovation curve in microprocessors. this has, among other things, forced Intel to kill its own profitable products, to protect its territory. The 486 was introduced in 1992. Now in 1996, we are on 3 generations of chips ahead and Intel has stopped making 486 chips, an era ago. This gives very little time to Intel to recover the product development costs before it has to commit infanticide on its successful products. There are 3 things that Intel has done worldwide to solve this problem. The first, is the Intel Inside campaign - which must rank as one of the greatest advertising innovations - which has drawn attention to the Intel brand name. The second, is to ensure rapid global rollouts of all its products. The third, is to build a brand stronger than the "X86" nomenclature - by opting for the name Pentium instead of the dry 586 - the natural successor. Pentium was launched with fanfare, and a hiccup not withstanding, succeeded as expected. The added bonus was the brand name which brought the product out of numerical nomenclature and made it a high-recall brand. It was, however, the success of Pentium that put Intel in a quandary. When the 5th generation processors time came to yield place to the new, 6th generation chip, Intel was loathe to see all the money poured into Pentium become history with the brand. It was this thinking that led to the 6th generation chip being named P6 instead of 686 or whatever it may have been. Intel, opted for a...
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...A ∑ E= This eBook is provided by www.PlentyofeBooks.net mc 2 Plenty of eBooks is a blog with an aim of helping people, especially students, who cannot afford to buy some costly books from the market. For more Free eBooks and educational material visit www.PlentyofeBooks.net Uploaded By Bhavesh Pamecha (samsexy98) 1 By Matt Smith http://smidgenpc.com/ Edited by Justin Pot This manual is the intellectual property of MakeUseOf. It must only be published in its original form. Using parts or republishing altered parts of this guide is prohibited without permission from MakeUseOf.com Think you’ve got what it takes to write a manual for MakeUseOf.com? We’re always willing to hear a pitch! Send your ideas to justinpot@makeuseof.com; you might earn up to $400. BUYING LAPTOP COMPUTERS 2012 Table of Contents 1. Introduction 1.1: The Current Laptop Market 1.2: Ultrabooks Hit The Spotlight 1.3: Buy The Whole Laptop 2. Discovering What You Need From A Laptop 2.1: Performance: What Do You Really Need? 2.2: Portability And Battery Life: Still Exaggerated, Still Good Chapter 2.3: Screen Size Showdown Chapter 2.4: Thick or Thin? Think About It 3. Hardware Explained 3.1. Central Processing Unit (CPU) Basic – Will get the job done. Slowly. Entry – Quick enough for most tasks Performance – Can quickly handle almost any task 3.2: Graphics Processing Unit (GPU) 3.3: Random Access Memory (RAM) 3.4: Hard Drives Chapter 3.5: The Display Chapter 3.6: Connectivity 4. Brand Reliability And Customer...
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...you pay a lot extra. | Cost | Very, very expensive, only affordable by large companies. | Getting cheaper by the day. | A PC only requires an inexpensive card to be added to it to connect it to a network. | Components need to be much more compact, so there is a price overhead when compared to a PCof equivalent power. | In relative terms expensive when compares to a PC. | Typical Users | Only used by large companies including banks, building societies etc. | Home users, large and small offer users. | Due to ease of networking a PC these days just about anyone can network PCs together. | Business users, people on the move, educational users. | Mostly business users. | TWELVE CPU SPECIFICATIONS 1. Brand You have two choice here: Intel or AMD. Both companies offer great products that will satisfy your needs. Simply make sure to research the pros and cons of each company’s products before stopping your choice on one. Note that this choice will affect which motherboards are compatible with your cpu. 2. Processor type:...
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...9-708-480 REV: SEPTEMBER 8, 2008 DAVID B. YOFFIE MICHAEL SLIND Apple Inc., 2008 In January 2007, three decades after its incorporation, Apple Computer shed the second word in its name and became Apple Inc.1 With that move, the company signaled a fundamental shift away from its historic status as a vendor of the Macintosh personal computer (PC) line. Mac sales remained vital to Apple’s future, but they now accounted for less than half of its total revenue. A year and a half later, in June 2008, the company posted results that ratified the success of its leap beyond the PC business: In its third quarter, Apple earned a net profit of $1.07 billion on $7.46 billion in revenue, for a 38% increase on year-ago quarterly sales. Annual results were also impressive. Sales in the 2007 fiscal year topped $24 billion, up 24% from the previous year. (See Exhibit 1a—Apple Inc.: Selected Financial Information, plus Exhibit 1b and Exhibit 1c.) Investors, meanwhile, sent Apple’s stock to new heights: Despite a sharp drop in early 2008, its share price had risen more than 15-fold since 2003 and now hovered near its all-time high. (See Exhibit 2—Apple Inc.: Daily Closing Share Price.) Non-PC product lines drove much of Apple’s financial performance. The company’s iPod line of portable music players, together with its iTunes Store, had upended the music business. With the iPhone, a multifunction handheld device released in June 2007, Apple aimed to do the same for the mobile phone market....
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...The two sets of business practices could not have seemed more incompatible. Into an organization focused on continuous process improvement, Samsung introduced a focus on innovation. Into a homogeneous workforce, Samsung introduced outsiders who could not speak the language and were unfamiliar with the company’s culture. Into a Confucian tradition of reverence for elders, Samsung introduced merit pay and promotion, putting some young people in positions of authority over their elders. It has been a path marked by both disorienting disequilibrium and intense exhilaration. Like Samsung, today’s emerging giants—Haier in China, Infosys in India, and Koç in Turkey, for instance—face a paradox: Their continued success requires turning away from what made them successful. The tightly integrated business systems...
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...9-710-467 REV: SEPTEMBER 1, 2010 DAVID B. YOFFIE RENEE KIM Apple Inc. in 2010 On April 4, 2010, Apple Inc. launched its eagerly anticipated iPad amid great hype. The multimedia computer tablet was the third major innovation that Apple had released over the last decade. CEO Steve Jobs had argued that the iPad was another revolutionary product that could emulate the smashing success of the iPod and the iPhone. Expectations ran high. Even The Economist displayed the release of the iPad on its magazine cover with Jobs illustrated as a biblical figure, noting that, “The enthusiasm of the Apple faithful may be overdone, but Mr. Jobs’s record suggests that when he blesses a market, it takes off.”1 The company started off as “Apple Computer,” best known for its Macintosh personal computers (PCs) in the 1980’s and 1990’s. Despite a strong brand, rapid growth, and high profits in the late 1980s, Apple almost went bankrupt in 1996. Then Jobs went to work, transforming “Apple Computer” into “Apple Inc.” with innovative non-PC products starting in the early 2000’s. In fact, by 2010, the company viewed itself as a “mobile device company.”2 In the 2009 fiscal year, sales related to the iPhone and the iPod represented nearly 60% of Apple’s total sales of $43 billion.3 Even in the midst of a severe economic recession, revenues and net income both soared (see Exhibits 1a through 1c). Meanwhile, Apple’s stock was making history of its own. The share price had risen more than 15fold since...
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