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Intel Corporation

In: Business and Management

Submitted By maartenve
Words 801
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1. What was Intel´s strategy in DRAMs? Why did Intel decline in the DRAM market?

De strategie van Intel in de DRAM markt was gericht op productleiderschap. Door voortdurend sneller dan de concurrentie grotere geheugencapaciteit (meer innovatie) op de markt te kunnen introduceren behaalde men, in eerste instantie, een competitief voordeel.
Er waren meerdere redenen dat Intel dit competitieve voordeel niet kon vasthouden en haar marktaandeel zag dalen: * Toenemende concurrentie uit Japan. Verscheidene grote Japanse bedrijven waren technologisch verder in de productie van DRAMs, waardoor het uitvalpercentage (‘production yield’) significant lager was en dus in staat waren efficiënter te produceren. Daarnaast was kapitaal voor deze bedrijven gemakkelijk beschikbaar en relatief goedkoop. Tot slotte hadden de Japanse bedrijven zeer sterke relaties met hun leveranciers. Laatstgenoemde zaken waren afwezig bij Intel. * Intel kon haar voorsprong gedurende de ‘4K generatie’ niet vasthouden en begon als gevolg hiervan één generatie achter te lopen t.o.v. de concurrentie en was ook niet in staat dit in te halen. * Patenten waren zeer belangrijk/nodig bij de productie van DRAMs. De markt werd echter gekenmerkt door ‘cross-license’ tussen fabrikanten. Hierdoor kon men gebruik maken van elkaars kennis/licenties, wat ervoor zorgde dat men elkaar o.b.v. prijs/kwaliteit verhouding ging beconcurreren i.p.v. van productleiderschap.

2. Hoe were they able to create and sustain a competitive advantage in microprocessors? What are the main threats to sustainability?

De volgende factoren speelden een rol bij het creëren en behouden van het competitieve voordeel bij microprocessors: * Intense marketing en verkoopcampagne (“Project Crush”, “Checkmate” en “Red X”) wat er o.a. toe leidde dat de microprocessor van Intel in IBM’s eerste PC voor de consument zat. * De creatie van een zeer sterke merknaam door de “Intel Inside” campagne. * Vergaande samenwerkingsverbanden met bijvoorbeeld IBM, Microsoft en later Apple. Door het winnen van het contract met IBM werd het ontwerp van Intel de standaard voor de eerste PC’s. Dergelijke samenwerkingsverbanden ‘beschermen’ als het ware het marktaandeel. * Stimuleren van schrijvers van software zodat de ontwikkeling op dat gebied bijblijft bij de ontwikkelingen op het gebied van de processors. Bij achterblijvende software is de betekenis van de technologische vooruitstrevendheid van de processor beperkt. * Juridische bescherming van technologische voorsprong (intellectueel eigendom) door patenten, copyrights e.d.. Hierdoor was de concurrentie niet gemakkelijk in staat om de technologie te kopiëren, waardoor Intel een toetredingsbarrière voor de markt van microprocessors kon opwerpen. * Haar koopkracht bij leveranciers gebruiken waardoor zij als eerste nieuwe producten van hen kon afnemen. * Creëren van een dermate hoge productiecapaciteit dat er geen noodzaak is om dat een andere fabrikant onder licentie van Intel produceert.

De belangrijkste bedreigingen zijn: * Concurrentie die met een technologische meer vooruitstrevende microprocessor op de markt komt. * Een alternatieve architectuur (zoals RISC) die de standaard wordt. * Mogelijke ‘bugs’ in de processor. Met de hedendaagse social media zou een bug, zoals in 1994 eerder het geval was, anno heden weleens grotere (financiële) gevolgen kunnen hebben dan destijds het geval was. * Achterblijvende ontwikkeling van software. De ontwikkeling in de hardware biedt enkel toegevoegde waarde als de software ook gebruikt maakt van deze technologie. * Afname van de PC-markt en daarmee de vraag naar microprocessors. * Overtredingen van antitrust bepalingen.

3. Why did Intel chose to enter new business such as networks, wireless Communications and online services under Craig Barrett? Do these choices make sense?

Intel besloot om nieuwe markten te betreden vanwege de voorspelling van een afnemende PC-markt (vanwege mogelijkheden tot substitutie van de PC) en de groeiende neerwaartse druk op prijzen van componenten. De gekozen nieuwe markten hadden als gezamenlijk punt dat zij allen samenhingen met het nieuwe ‘internet tijdperk’.

Of deze keuzes logisch zien is moeilijk te beantwoorden. Intel was tot dan toe een bedrijf dat graag een stap verder was dan de concurrentie. Met de (voorspelde) afnemende vraag naar PC’s en daarmee microprocessors is het goed voor te stellen dat Intel graag als eerste in iets nieuws als het internet wilde stappen om zo de concurrentie een stap voor te kunnen blijven.
Daarnaast was er wereldwijd het geloof (eind) jaren ’90 dat het internet op dat moment de toekomst was met een ongekend groeipotentieel, de bekende internetbubble, waar iedereen een graantje van mee wilde pikken.

Echter, deze nieuwe diversificatiestrategie was een belangrijke wijziging t.o.v. het verleden. Het is dan ook de vraag of Intel klaar was voor een dergelijke grote wijziging. Aanvullend hierop kan worden afgevraagd of het betreden van ‘al’ deze nieuwe markten niet te veel van het goede was gezien de technische complexiteit en vereiste investeringen voor elk van de markten. Wat Intel mogelijk ook heeft onderschat is dat er meer concurrentie op deze gebieden was/is, dan dat zij gewend was op de markt voor PC’s/processors.
Achteraf gezien kunnen vraagtekens worden gezet of het ‘slim’ was om deze nieuwe markten te betreden.

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