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:

Executive Summary
The internal complexity of the personal computer has grown to a staggering level. Todays 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 in component and platform validation. Intels validation process begins during the first stages of component design and continues throughout pre-silicon and post-silicon development. All core platform components are exhaustively tested, both independently, and with an enormous variety of third-party hardware and software components. Operating conditions and performance demands are pushed to extreme limits. Issues are unearthed and resolved, and the findings are used to drive constant improvement in Intels design and manufacturing processes. Intels design and validation engineers also work closely with leading hardware and software vendors throughout the industry to coordinate development and testing efforts. This helps to ensure that new technologies are integrated quickly and reliably into next-generation products, so users can rely on the highest level of platform functionality. The results of this unprecedented commitment to quality are better products and faster time to market, important advantages for the many businesses and users who depend on the performance, reliability and compatibility of Intel platforms and components. This paper provides an overview of Intels validation program. It describes some of the key tools and processes that are essential in ensuring that validation testing provides deep and comprehensive coverage, and that Intel platforms and components continue to offer leading reliability and performance in the widest possible range of operating environments.

Industry
We are the worlds largest semiconductor chip maker, based on revenue. We develop advanced integrated digital technology platforms and components, primarily integrated circuits, for the computing and communications industries. Integrated circuits are semiconductor chips etched with interconnected electronic switches. Our goal is to be the preeminent provider of semiconductor chips and platform solutions to the worldwide digital economy. We offer products at various levels of integration, allowing our customers flexibility to create advanced computing and communications systems and products. We believe that end users, original equipment manufacturers, third-party vendors, and service providers of computing and communications systems and devices want platform products. We define a platform as a collection of technologies that are designed to work together to provide a better end-user solution than if the ingredients were used separately. Our platforms consist of various products based on: standards and initiatives; hardware and software that may include technologies such as Hyper-Threading Technology (HT Technology), Intel Virtualization Technology (Intel VT), and Intel Active Management Technology (Intel AMT); and services. In developing our platforms, we may include ingredients sold by other companies. Intels products include chips, boards, and other semiconductor products that are the building blocks integral to computers, servers, handheld devices, and networking and communications products. Our component-level products consist of integrated circuits used to process information, including microprocessors, chipsets, and flash memory. We also believe that users of computing and communications systems and devices want improved overall performance and/or improved energy-efficient performance. Improved overall performance can include faster processing performance and other improved capabilities such as multithreading and multitasking. Performance can also be improved through enhanced connectivity, security, manageability, utilization, reliability, ease of use, and interoperability among devices. Improved energy-efficient performance involves balancing the addition of these types of improved performance factors with the power consumption of the platform. Lower power consumption may reduce system heat output, thereby providing power savings, and reducing the total cost of ownership for the end user.

Our customers include:

 Original equipment manufacturers (OEMs) and original design manufacturers (ODMs) who make computer systems, handheld devices, and telecommunications and networking communications equipment; PC and network communications products users (including individuals, large and small businesses, and service providers) who buy PC components and board-level products, as well as our networking, communications, and storage products, through distributor, reseller, retail, and OEM channels throughout the world; and Other manufacturers, including makers of a wide range of industrial and communications equipment. We were incorporated in California in 1968 and reincorporated in Delaware in 1989. Our Internet address is www.intel.com. On this Website, we publish voluntary reports, which are updated annually, outlining our performance with respect to corporate responsibility, including environmental, health, and safety compliance (these voluntary reports are not incorporated by reference into this Form 10-K). On our Investor Relations Web site, located at www.intc.com, we post the following filings as soon as reasonably practicable after they are electronically filed with or furnished to the U.S. Securities and Exchange Commission (SEC): our annual report on Form 10-K, our quarterly reports on Form 10-Q, our current reports on Form 8-K, our proxy statement related to our annual stockholders meeting, and any amendments to those reports or statements. All such filings are available on our Investor Relations Web site free of charge. The content on any Web site referred to in this Form 10-K is not incorporated by reference into this Form 10-K unless expressly noted.

Our mission:
This decade, we will create and extend computing technology to connect and enrich the lives of every person on earth.

Vision
Intel devotes considerable resources toward understanding and addressing next-generation platform requirements. Research and development teams are always planning 3-5 years ahead, with a close eye on usage trends and industry developments. As a result, Intel platforms and components are typically among the first to incorporate important new technologies1. This can be

an important advantage, especially for businesses that deploy thousands of PCs. It helps them to support a wider range of new applications and technologies on their existing client base. As a result, they can deploy new applications and processes more quickly, with less need for expensive PC upgrades and replacements. Quick facts

Global headquarters: Santa Clara, California 82,500 employees worldwide (2010 data) 55 percent of employees reside in the U.S. NASDAQ ticker symbol: INTC Paul Otellini, President and Chief Executive Officer 2011 net revenue: $54 billion 2011 earnings per share: $2.39

The History of Intel

Intel began in 1968. It was founded by Gordon E. Moore who is also a physicist and chemist. He was accompanied by Robert Noyce, also a fellow physicist and co-creator of integrated circuitry, after they both had left Fairchild Semiconductor. During the 1980s Intel was run by a chemical engineer by the name of Andy Grove, who was the third member of the original Intel family. Many other Fairchild employees participated in other Silicon Valley companies. Andy Grove today is considered to be one of the companys essential business and strategic leaders. As the 1990s concluded, Intel had become one of the largest and by far the most successful businesses in the entire world. Intel has gone through many faces and phases. In the beginning Intel was set apart by its ability primarily to create memory chips or SRAM. When the firm was founded, Gordon Moore and Robert Noyce had the idea to name their company Moore Noyce. However when the name is spoken it is heard as More Noise This idea was quickly abandoned and the pursuit of a more suitable name one which was not associated with a bad interface. The name NM Electronics was shortly thereafter chosen and used for nearly a year, when the company experienced a name change to Integrated Electronics, or INTEL for short. The

rights to the name however had to be purchased as it was already in use by a fairly well known hotel chain. Though Intel had mastered the first microprocessor called the Intel 4004 in 1971 and also one of the worlds very first microcomputers in 1972, in the early 80s the focus was primarily on Random Access Memory chips. A new client in the early 70s from Japan wanted to enlist the services of Intel to design twelve chips for their calculators. Knowing that they did not have the manpower or the resources to complete this job effectively, Ted Hoff agreed to the job just the same. His idea was: What if we can design one computer chip which could function the same as twelve microchips?. Hoofs idea was completely embraced by Moore and Noyce. If this project were successful the chip would have the ability to receive command functions. This is where the 4004 model came from. After a painstaking 9 months. It measured 1/8th inch by 1/6th inch long and contained 2,300 transistors. History was made and changed that day. The Pentium Pro processor had 5.5 million transistors, making the chip so affordable that it could be imbedded in common household appliances. After this success Intel decided to completely embrace this and to pursue its production. Some notable dates in the history of Intel are: 1968 Robert Noyce and Gordon Moore incorporate NM Electronics 1970 The development of DRAM and dynamic RAM 1971 The worlds first microcomputer is introduced 1974 The first general purpose microprocessor is introduced to the world 1980 The Intel microprocessor is chosen by IBM for the first ever personal computer. 1992 Intels net income tops the one billion dollar point 1993 The Pentium is introduced, a fifth generation chip 1996 Intels revenue exceeds twenty billion dollars and the net income surpasses five billion dollars

1997, The Pentium 11 microprocessor is introduced to the world 1999 Intel is added to Dow Jones Averages. 2000 The worlds very first Intel 1 gigahertz processor hits the shelves. To this day Intel continues to make strides in the computing and micro computing world.

Intel products:
Intel a multi billion dollar company offer wide range of products worldwide .some are discuss below Processors: 2nd Gen Intel Core i7 Extreme Edition 3rd Gen Intel Core i7 3rd Gen Intel Core i5 3rd Gen Intel Core i3 3rd Gen Intel Core vPro Intel Xeon E7 Family Intel Xeon E5 Family Intel Xeon E3 Family Itanium Intel Atom Embedded

Motherboards:

Intel Desktop Extreme Series Intel Desktop Media Series Intel Desktop Executive Series Intel Desktop Classic Series Intel Desktop Innovation Series Intel Desktop Essential Series Intel Desktop Mature Series Server and Workstation Boards

Chipsets:

Performance Mainstream Value Server and Workstation Chipsets

Internet Devices Embedded Consumer Electronics

Ethernet Products:

Ethernet Controllers Ethernet Gigabit Server Adapters Ethernet 10-Gigabit Server Adapters Ethernet Switch Silicon

More Products :This products may come very soon in global market with more better quality and performance Cable Modems Cloud Identity and API Security Software Demodulators and Tuners Expansion Modules Microcontrollers Mobile Communications RAID Server Chassis Software and Management Server Services Server Systems Solid State Drives Software Products Intel TrueScale InfiniBand Wireless Products

Segmentation, Targeting & Positioning (STP) Intel segments its market in six levels
Intel has decided to shuffle its market segments and to add some more names and market segments to its already complicated portfolio. Up till recently Intel had value, essential, mainstream, performance and the extreme market. In the past the value market included Atom, Celeron and Pentium products and as of last updates Pentium moved to the legacy market segment. Core i3 before was aligned as essential and as of recent update it is a transactional part of the segment. Core i5 got an upgrade from a mainstream to mainstream performance market of the market while Core i5 and i7 are now part of Premium Performance market, up from previous performance market segment. Core i7 Extreme was part of the extreme segment on the market alignment roadmap and in the new roadmap it remained on the same market segment.

So now instead of value, essential, mainstream, performance and extreme market Intel has value, legacy, transactional, mainstream performance, premium performance and extreme market segment. This market segmentation is likely to stick for a while, as the Sandy Bridge generation scheduled for early 2011 will simply update the current Core i3, i5 and i7 segmentation and it doesnt look like Pentium and Celeron brands will be gone anytime soon.

Segmentation
Divide virtual space of the process into segments. Similar to paging except we can have segments match with needed sizes. See Fig 4-35, 4-37.

virtual addresses comprised of segment number and segment offset high n bits of virtual address give segment number remaining lower bits give the segment offset number of bits in segment number limit number of possible segments virtual addresses bound to physical addresses at access time (later binding)

Address translation makes use of segment tables. A segment table contains an entry for each segment for a process. Entries contain:

pointer to start of segment in physical memory (base) size of segment (bounds) indication of whether or not segment is currently in memory protection information (does process have permission to read, write, or execute the segment?)

Hardware Translation The hardware performs the following address translation for every memory reference:

extract segment number from virtual address if segment number is greater than max number of segments, trap with ``illegal segment''. consult segment table entry: o if segment not present in memory, trap ``missing segment'' o if segment offset is greater than segment size, trap ``offset out of range'' o if process does not have access permissions, trap ``protection violation'' (finally), return physical address (segment base offset)

Sharing with Segmentation Segmentation allows greater information sharing:

segments can be shared by different processes (shared libraries) different processes can reference a shared segment with different segment numbers

multiple processes can have differing access rights to a segment

Process A: Process B: Segment number 0 1 2 real base 200 400 600 150 120 80 Length

Segment real length number 0 1 2 base 350 44 0 150

400 120

status:

free

A&B

free

address: 0-149 150-199 200-349 350-399 400-519 520-599 600-679 Physical memory layout: Sample translations: process virtual address physical address B A 123 123

223

Note: Although Process A & B share the same segment, they are referenced through different virtual addresses! A shared-segment table manages all shared segments. The table is only needed to (rapidly) determine which processes are sharing a segment.

Intel Target Market

Intel's New Product Definition Approach and Target Customer Engagement Plan. Step 1: Hire a highly knowledgeable, highly credible person from the target industry. This is usually a first or second level manager with extensive technical and business background, from a premier company. Hire a leading system oriented engineer from the target industry. Add these people to a team consisting of a Market Manager, a leading Intel IC design/applications engineer, and a Market Planner/Market Researcher. A Manager may be added to this group, or the Market Manager may lead. (These teams have top level sponsorship; they arise from Intel's strategic business planning system.) Step 2: Perform a detailed technical and business analysis of the products produced by the industry and of the structure of the industry, its customers and suppliers. Identify the major technical trends, the growth pattern in the industry etc. This phase involves purchasing information from a wide range of sources, involving University expertise etc. Step 3: The critical phase: Outline potential Intel products to serve the target industry; analyze the market size and competitive impact, project profits and product life, development path etc. Obtain an approval for the investment needed by demonstrating that the Product Plan meets Intel's new product hurdles and that it fits Intel's strategic plan. Intel contains solid market and technical information that stands up to scrutiny; and it draws on Intel product development information that is becoming significantly advanced Intel is based on a careful appraisal of the likelihood that the target company will become a significant Intel customer Intel contains an important new element - a partnership plan whereby Intel offers to exchange its detailed product plans with the customer in exchange for detailed information of the customers technical and market plans. Intel offers detailed product availability schedules and may offer specific customizations to suit the customer. Intel is very intensive; senior Intel people reach all levels and areas of the target customers with romantic information and an apparent treatment of the customer as being an equal of Intel's. Fresh confidentiality agreements covering more detailed information are signed as the engagement proceeds. Intel has the specific intent of derailing any plans the customer may have had for his own strategic components in the targeted technical area, plus that of forcing customers to start designing Intel in.

(V) Intel then starts the end-play aimed at signing up customers it wants to work with. This is the reason for understanding the customers marketing plans; Intel judges who is going to be successful - often from the position of having seen the competing alternatives - and it backs those it thinks are going to win.At this point more normal sales territory is entered, because the customer is on the hook; Intel has all the details it needs to finish product design - and it can estimate its market share and hence customer control. Plus it has neutralized internal competitive customer activity. So Intel enters final price negotiations, reveals the real delivery schedules and problems with initial product, and starts the design of the second generation of components to draw the on-hook customers firmly and finally into the Intel camp.Or - perhaps - Intel decides to withdraw because it has not obtained sufficient market share or because the knowledge it has obtained scares it away. General Observations: (1) Much of the success of Intel's business is based on its arrogance. Sometimes this arrogance is so strong that potential customers shy away in favour of competitors! (2) Large customers are sometimes not fooled by Intel's strategy. But - some certainly are! (3) Intel often reduces a companies ability to compete by supplying the same technology to many market participants. This forces companies to compete in different technical areas, reducing their investment in the technical areas that Intel targets, thereby guaranteeing Intel's market position. (4) The engagement approach used by Intel forces them to provide very complete application information for their components, to the extent that Intel engineers essentially design some parts of their customers products. This gives Intel a marked advantage over their competitors, some of whom historically earned industry notoriety for poor new product support. (5) This approach also enables Intel to fully measure the opportunity in the new business area, which enables it to use suitable levels of investment. (6) The approach gives Intel the opportunity to manage the introduction of its new products to a schedule that suits it. (7) The approach can hide information from competitors if customers observe the confidentiality agreements. (8) In some markets the approach has been so successful that Intel has essentially set market standards. (9) The approach can also be used with minor variations for potential competitors (partnerships to co-exploit the competitors knowledge - the effect can be to stop the competitor thinking). It is also can be used to influence companies that can be impacted by Intel products (i.e. software companies). Intel has long insisted on making its own microprocessors, but is increasingly bringing in partners to help it tackle new markets and boost its product range. There was market speculation Intel would outsource the production of chips to trim costs as demand dries up.The world's top chip
maker said on Monday it plans to put its Atom -- the brains of ultra-small laptops -- on single chips that behave like an entire computer, a computer on a chip.

But Intel stressed it will not transfer its highly prized manufacturing process technology to TSMC.Some analysts said Intel might be trying out TSMC before embarking on more full-fledged outsourcing. Neither company provided targets, specific products, or timeframes for their tie-up. "For them to come to the decision to outsource manufacturing of any product that they design is a monumental change in their mindset," said Patrick Wang, a Wedbush analyst. "Intel could be testing the waters with TSMC." Intel has been keen to expand beyond personal computers into the rapidly shifting world of gadgets but it "has in the past been frustrated in its efforts," PiperJaffray analysts wrote in a note issued on Monday. Roping in TSMC could open new markets for Intel much more quickly than the chip giant could do on its own. And the agreement validated TSMC's leading portfolio of intellectual property and manufacturing capability, analysts said. Intel will port its Atom processor cores to TMSC's technology platform.There have literally been thousands of books written on how to create a company's marketing strategy. It can be as complicated or as straightforward as you like. To hit the ground running in getting your company's brand out into the public, these are the bare bone minimum things that must be immediately established for any company's marketing strategy: 1. Understand the market climateMarkets change all the time. Keep an eye on what's happening. If it's a down market, for example, you need to be sensitive to the fact that people won't have a lot of extra money. Your customers will be looking specifically for value and durability. In short, they want their money's worth. Companies like Dell understand this with their Grow IT Faster, Run IT Better, Grow IT Smarter campaign. They show you the value of their services right up front.If the economy is up, or if your company is in a new and hot field, then go for it. Emphasize what it is about your product that will be of value to your customer. People tend to be more playful and take chances when the money is less tight. Of all the companies out there, Apple understands and embraces that people are willing to pay for something that is new and considered hip.Understanding the market climate shouldnt stop you from being creative with your approach. It simply means that you need to be sensitive to what is out there and how the overall climate can be affecting your customers.To help in your market research, Intel Software Partner Program members (Premier Partners and Premier Elite Partners) can access market research reports from Forrester Research* and Gartner, Inc*. 2. Define your target audienceIf you're selling to the wrong audience, you're not going to make any sales no matter how good your product is.Do some old-fashioned investigative work. Look carefully at your websites analytical report. Who are the people who are clicking on your site, the ones reading your blog, and requesting additional information? Who is linking to your posts? Also be aware of who is reposting your Tweets and commenting on your Facebook page. Once you've figured out the demographics of who you are reaching and who you'd like to reach, you can then target your efforts to that group. Stop wasting time on those who will never purchase from you.Remember that a target never defined will never be hit.

3. Know what the value of your product is to your audience and be able to verbalize it You most probably have competitors to your product. Figure out what it is about your product or service that makes it stand out. Is it price? Value? Do you offer incredible customer service or a 100% no questions asked return policy? Think of this as your product's 15-second elevator speech. What do people need to know up front about what you offer? Find out what you do differently that makes your product the better choice and then use the wording of that advantage in many of your communications going forward. 4. Decide how you are going to position your product. How are you going to stand out? When people think of your product, what words or images do you want to come to their minds? Value? Ease of use? A sense of community and support?Try defining your product in the way you want it seen. Some larger businesses have done a great job. Salesforce, for example, is the manage sales the easy way company. While Verizon is the can you hear me now? we care about you, company.Once you've identified your position, be consistent about using it. You can't brand yourself as being an solutions-solving company and then fill up your social media streams complaining about things. It's not a true message. All you'll end up doing will be confusing your potential customer. 5. Decide on the marketing methods. What avenues will you use to get the word out on your product or services? All of the steps in a marketing strategy go hand in hand. When you've identified your target audience, have defined your product value, and decided how you are going to position your product or service, now is the time to go out and conquer your potential customers.Depending on your audience, you'll have different approaches. Older audiences may not be as web savvy as a younger audience. If your target audience is older, make things as easy as possible for them to get access to your company and your products. Point out the value of your product up front.If you have a young, hip audience (again, think Apple), then your approach is going to be more Internet-based. They will be on the move, heavy use of Twitter and Facebook, along with a rock-solid blog is going to make an audience like that happy.Once you've figured out what your company message is and who it is you should be marketing to, then use the resources you have at hand to squarely hit that potential target. You'll use fewer marketing dollars and get a greater return on your marketing investment when you refine the overall message and then appropriately deliver it. Positioning Intel is a model of good technology branding and positioning, and had it not already had a strong position crisis management may not have been enough to save the day. The company really survived and prospered because of this, and has shown how a power positioning approach can solve the problems of consumer technophobia, with its now famous Intel Inside campaign. As a component that is not visible to consumers who buy personal computers, and OEM producers offering price advantages to manufacturers, this was no easy task. The Intel position has always been based on authenticity, quality and performance, supported strongly by consistent global

campaigns. The Intel Inside logo is placed on all print advertising, print and point-of-sale merchandising, shipping cartons, packaging, and is used by world brand and OEM computer manufacturers. Supported by explanatory communication material, it has to a large extent succeeded in calming the fears of consumers who are doubtful of the performance of critical and complicated product elements they do not understand. The introduction of the Intel 'Bunny people' in astronaut-type attire in an attempt to humanise and add personality to product has not been so successful, being perceived by many as cold and impersonal. Interestingly, Intel has now developed individual product brands, as is the case with the Pentium and Pentium II range. The rationale for this is that a name like Pentium ( derived from the Greek word pent meaning five and alluding to the fifth generation of X86 computer chips ) provides a kind of shorthand which is more meaningful to the consumer, summarising the benefits more easily. Pentium II is positioned as a high performance product aimed at business and consumer users. More recently the Intel equivalent of a 'no frills' product range called Celeron has been introduced, still endorsed by the parental name, but meant for a different target audience. This is positioned around value, compatibility and quality, but the Celeron initial offering has not had a brilliant start.

Competitor Analysis
A few standout tech names have the requisite catalysts to head higher before 2012 is finished. Intel, Google, Baidu, AMD and Arm Holdings are set to redraw the architecture of the tablet and Smartphone market, with potentially substantial margin expansion likely to follow suit.Window's 8 tablets sporting Intel (INTC)'s technology should hit the market before the year is out. Or so the rumors say. However, it seems to me that Windows will struggle to meet its target and successfully create a new OS that needs to run four to five architectures within the set time frame. It just simply does not seem possible. Manufacturers will be releasing a variety of form factors for Windows 8 devices. About half of the new tablets will combine aspects of a traditional physical keyboardbased laptop and tablet, so this really is a new path for the company to pursue. This may make things substantially easier for those who struggle with new technology. In my mind, this will ease the transition for computer users from a keyboard based system to a touch screen. It can go without saying that the new tablets will be serious competition for similar products already on the market.All of the devices will contain Clover Trail, which is Intel's first dual-core Atom design based on its 32-nanometer process technology. We can also expect Intel's higher-performance Ivy Bridge processor to be incorporated into new tablet designs down the line. Innovation does not stop there. "Bay Trail" will be the company's future 22-nanometer follow-up to Clover Trail in the near future. It will be similar to Clover Trail in terms of battery life but will also incorporate a lot of security features and Infineon (3G/4G) silicon inside. However at this point, it is unclear when

the chip will arrive. In addition, the company plans to release a low-power Atom chip code-named Merrifield for high-performance smart phones next year. Intel recently announced its future plans for chips that will be used in smart phones. Essentially, it will harness the new 22nm processors for a two-year plan targeting super phones as well as low end models, and then move on to 14nm. Presumably Intel has realized, like many of its competitors, that the biggest Smartphone market of buyers cannot afford the most expensive phones. Consequently, it has begun channeling some of its efforts into creating affordable and low-end smart phones for the general populace. The company has pledged to "harness its latest manufacturing processes for the low power requirements of mobile devices". A number of mobile phone companies have begun using Intel chips, but the company needs to go a lot further in boosting the performance/power efficiency ratio to eat into the 95% share of ARM-based processors in the mobile world. One of the aims of this new focus on Smartphone chips is to entice Apple (AAPL) to let it get in on the iPhone sales action. This may be quite an optimistic move for the chip company which only made an appearance in the Smartphone market about a month ago. It will be interesting to see whether or not Apple takes to the idea and what the future will hold for the chip company if it does. I think that Apple may just go for the deal, as Intel's chips do bring longer battery life and improve performance on Smartphones. The technology is so advanced that Apple simply cannot afford to ignore Intel as an option when making big decisions about what chips to use. Essentially this will allow Intel to get ahead of its main competitor ARM Holdings (ARMH), the current favorite in terms of chips for a number of Apple products. Intel has finally made it clear that it is serious about the mobile phone market. Some think that it has taken its time reaching this point and may be too little too late. Although it may, admittedly, have had rather a late start in the smart phone game it seems to me that should Intel's success in making the best chips for Smartphone make it a serious force to reckon with going into 2013. In other chip news, Intel competitor Advanced Micro Devices (AMD) looks to ride its new 'Trinity' chip to new heights. This is the most important product that AMD has ever released and it will soon be launched, hopefully without any trouble. AMD hopes to achieve "smoothness and predictability about its new products so its customers are smiling at the chipmaker and not

scowling". Although Intel has always been the stronger force the company feels upbeat about this new product which may give it the edge it needs against its main rival. Google (GOOG) and Apple, two companies that have long since collaborated with one another, seem to have reached the end of their relationship. This comes with the recent news that Apple plans to oust Google Maps form the new generation of iPhones in order to accommodate new technology from C3 Technologies that will be even better. This means that Google's ex-partner may turn out to be its new rival in yet another area, especially as the new technology introduced by Apple will be a lot more impressive and advanced in a number of different ways. The news is not for Google, though the world waits to see if it can counter Apple's move with a set of more advanced maps again. Chinese company Baidu (BIDU) plans to very soon enter the Smartphone arena just like Intel. Its last phone, Baidu Yi, was simply not a success, mainly because it was too expensive. The company hopes that the new phone, which will run off a new operating system known as Baidu Cloud, will make its presence felt in the smart phone market once and for all. The phone will be the cheapest Smartphone to date, and, if it is successful in generating the interest that the company hopes it will generate, then Baidu may take the lead in the industry.Baidu may not be a big worry for a while. Its sales figures in China will determine whether it even makes a play at the large, international stage. Intel hopes that it can find its way into that limelight, banking on the technological innovation of its chips, a strategy that has served the company well for years before. Watch to see if its chips can boost Windows tablet sales, and if it can secure some large projects. If it does, buy quickly. If not, Intel may still be a good stock to back, if only because it continues to be the leader it was before.AMD intends to release a Ultrabook competitor in June 2012. AMD will offer a platform Trinity, which has the code name of Ultrathin, as the basis of the new design notebook.Digitimes reports that AMD intends to release a competitor Ultra book in June 2012. AMD will offer a platform Trinity, which has the code name of Ultra thin, as the basis of the new design notebook.

Then, what is the difference Ultra book Intel with AMD Ultra thin ? The most striking difference appears there in a matter of cost. AMD is more focused to produce a notebook with a thin and lightweight design with a price range up to 20% lower than Ultra book Intel-based notebooks. AMD also hopes that the companys PC makers like HP, Acer and Asus will join and sell Ultra thin notebook design from AMD. According some predictions, about 75 kinds of Ultra book will come to the market in 2012 compared to AMD who only had 20 notebooks only. And of course the popularity of Intels difficult to beat

Marketing strategy:
In the early year: Burleigh explains that it has only been in recent years that Intel has placed such strong emphasis on marketing Intel as a brand. During the 90s, Intel dominated the market with the Intel Pentium chip, and stuck to the brand name of Pentium for over a decade. It took until 2006 that Intel made the big move of going through another branding overhaul and rebranded its processors Core. Instead of having a single processor chip, Intel now offers a range of three different chips based on capabilities and performance, naming them Core i3, Core i5 and Core i7.There was also the much talked about partnership with Apple, a computer company that has long produced its own microprocessors. Burleigh explains that in 2005 Apple decided to cease production of the companys own PowerPC processing chips and switched to Intel because, Apple knew that Intel had a superior product and that its own processors were holding it back from advancing to the next stage of its product design. Today, all Apple desktops and laptops run on Intel processors. Intel today: Intel, which has historically focused much of its marketing effort on pushing the sub brands of its microprocessors, as well as communicating product features, is currently making a shift in its branding strategy.We are now focusing more on communicating end user benefits and the experience that our products deliver, says Eda. The aim of the current strategy is to increase brand awareness of the Core line of products, but, more importantly, of the master brand. Intel used to lead its branding with its processors, like Pentium, but people did not necessarily know that it was an Intel product, or did not immediately associate the sub-brand with the Intel master brand. So, we are going back to basics and building equity in the brand of Intel, says Burleigh.

But why did Intel decide to change a formula that had won the brand its leading position in the market? Burleigh attributes a growing number of competitors leading to a need to gain a louder share of voice. Other microprocessors, in particular AMD, began to gain popularity with the public. This shift was brought about by the growth in low-cost PCs, which did not require the powerful processors that Intel consistently continued to produce, thus leaving competitors free to target original equipment manufacturers (OEMs) that were keen on low-cost, average-performance microprocessors.In answer to this varying demand of computing needs, Intels new range of Core microprocessors offers consumers three levels of capabilities, from i3 to i7 catering to the different computer users. It was crucial, though, that instead of sticking to our formula of product information pushing, we needed to strengthen the master brand of Intel, and remind consumers that Intel should be the only choice for them, says Burleigh.Building a stronger relationship with its customers is now an important focus for the computing giant, and this is the reason for the birth of Intels new campaign, titled Visibly Smart. Launched in January 2010, the campaigns central message is that Intel is a brand that helps unleash its consumers creative potential and has helped inspire individuals to create visibly stunning and creative masterpieces. The campaign was kick-started with a series of short films on well-known creative industry leaders, showing how Intel plays a crucial role in their artistic lives. The most popular of the films featured US blogger and fashion photographer Scott Schumann, better known as The Sartorialist, and is a short documentary on his visual life and how Intel plays a key role in it.The Visibly Smart campaign aims to show that powerful microprocessors can make a big difference in a users life, as shown by Schumann. Burleigh says, We want to move away from selling raw performance; we want to show what a high performance processor can bring to life. The use of individuals who are creative and have clout gives us artistic licence it shows us to be like the paintbrush for an artist, the essential tool of their trade.With the Sartorialist, she continues, we show that high-speed Intel processors make a big difference in his life and work,

giving him the ability to download, edit and then upload thousands of pictures with high efficiency and thus helping him work better and be more creative. By aligning ourselves with such an iconic fashion figure, the strategy is to show that we are not just about calculating processing speeds, but we are an important part in creativity and the cultural industry. We help create lifestyles and support different media formats we make computing easy, so that people can spend time on being creative. The brand also recently named The Black Eyed Peas front man Will.i.am as director of creative innovations, a move that continues to cement Intels presence in modern popular culture. Burleigh explains that with the partnership with Will.i.am, Intel demonstrates to its consumers the same message of Visibly Smart through music, where Intel becomes the perfect partner in the artists musical creations.

Will.i.am is a music genius. Although he produces commercial pop music, he is involved in every step of the creation, and Intel plays a big part in the tools of his trade. He embodies the Intel brand because he understands how the right technology with the most powerful capabilities has helped him create music, says Burleigh. Another campaign with which Intel is actively engaging consumers is the Sponsors of Tomorrow, promoting Intel as a sponsor of consumers futures through innovative technology. Because you cannot see or touch our product, it is important to create an emotional connection between Intel and our consumers, says Eda. Intel also views its own engineers as crucial players in shaping the future. As Burleigh explains, Intel engineers spend an incredible about of time predicting and forecasting what the future trends in technology will be. Bearing in mind that it takes approximately four years to research on a microprocessor, and another three years to carefully build each component and put it together, engineers end up having to look at least seven to eight years into the future and evaluate what will be in demand.

Intel: Success Factors of a Company that Inspired an Industry

Today, Intel is ranked 49th on Fortune 500s list of the top revenue grossing companies. Noyce and Moore may no longer be in charge of the daily running of the business they first founded in 1968; however, their impact on not only the company, but also the entire industry can still be felt. The maker of motherboard chipsets, network cards, flash memory drives, graphic chips, embedded processors and more, Intel is an innovator and a leader in the world of electronics and computing. Management: There is no better chance to train managers than in a start-up, where they have the opportunity to see the entire company as it grows, says Moore. From the very birth of Intel, Moore and Noyce were determined not to repeat the same mistakes as Shockley the very mistakes that had made them want to leave in the first place. By placing top priority on their people, and encouraging openness, equality, and responsibility, Intel was able to take full advantage of its workers. Mistakes: In looking back at his experience at Fairchild, Moore claims it was excellent on-the-job training. As entrepreneurs, they were allowed to make all the mistakes they needed to. Fortunately, they found that the quality of their products made up for their shortcomings. This attitude of failing your way to success was imbedded in the culture at Intel. The very best and the brightest were brought on board and given the space to make the mistakes they need to find their way forward. Hard Work: Moore and Noyce are the first to admit that they knew nothing about business when they first started up their own. However, in admitting their limitations, they were then able to seek out the help of others more qualified than themselves. They also went to work learning all that they could about entrepreneurship. By refusing to shy away from their inexperience and being willing to do what work they needed, Moore and Noyce proved that entrepreneurship could come in all various forms. Competition: There may have been many missed opportunities along the way, but the lesson Moore and Noyce took away from those experiences was a valuable one. They learned that the key to entrepreneurial success was a healthy dose of paranoia. By being in a constant state of awareness and fear of your competitors, entrepreneurs can become proactive instead of reactive, seizing new opportunities as they present themselves instead of letting them pass them by. Exclusivity: There is a reason why 75 percent of all new personal computers are produced with an Intel chip inside; the company has established its reputation as the best of the best at what it does. By specializing and focusing on a niche market, Intel was able to not only stand out from the crowd, but grow so large that it was in fact untouchable. From its comfortable perch atop the industry, Intel now watches many of its competitors flounder from one market to the next with no clear vision . For two lab-coat clad men who had grown up knowing nothing about business, Noyce and Moore have created with Intel one of the greatest success stories of entrepreneurship. Pioneers of their

time, Moore and Noyce have left behind a legacy that continues to live on both within the walls of Intel and beyond.

Intel: Success Factors of a Company that Inspired an Industry (contd)

Today, Intel is ranked 49th on Fortune 500s list of the top revenue grossing companies. Noyce and Moore may no longer be in charge of the daily running of the business they first founded in 1968; however, their impact on not only the company, but also the entire industry can still be felt. The maker of motherboard chipsets, network cards, flash memory drives, graphic chips, embedded processors and more, Intel is an innovator and a leader in the world of electronics and computing. How did two scientists who knew nothing about business become two of the most successful examples of entrepreneurship in history? Reasons for Success of Intel In 1971 Intel had created the first viable commercially produced microchip. In 1972 they had produced a microcomputer. But still in the early 80s they were producing mostly memory devices. Due to increasing market pressure from Japanese companies, it was decided that Intel would change direction and begin producing microprocessors. At the time microprocessors were not very stable. In short, they broke all the time. Intel set out to make their microprocessor reliable and affordable. Intel had three different production facilities operational and was working with IBM to become their provider for microprocessors. The Four Critical Success Factors to Help Small Businesses Reach Success During a recent presentation, a business owner was given the following challenge. If 10 of his 100 employees were asked to name the top 3 organizational goals for the current year as they perceived them to be, would he receive the same 3 goals from everyone or would he receive 5, 10 or even 25 different goals? The business owner shook his head and thoughtfully responded, No, I am sure that I would receive more than 3 goals. He was then asked to consider what these misdirected actions from his employees were costing him in terms of missed opportunities. Success in Sales: 5 Success Factors that Matter What does it take to be successful in sales? Many would say great selling skills and expertise. Both are equally important. However, to truly be successful more is needed! We have found that the top performing sales professionals we know all have 5 Success Factors in common. How She Did It: Oprahs Success Factors What I know for sure is that if you want to have success, you cant make success your goal, says Oprah Winfrey. The key is not to worry about being successful, but to instead work toward being significant and the success will naturally follow. Key Factors to Franchise Success

There are various things, which you are supposed to do in order to find success as a franchisee. You must have the willingness to learn and be prepared to work with others. Being committed to your business and having patience can also bring in the desired results. Critical Success Factors If you don't know the few, really important things you need to carry out to achieve your mission how can your staff. Identify them - and communicate them. Then everyone knows where to focus their efforts. Six Factors to Entrepreneurial Success Most of the new jobs added to this economy over the last years have been from Start-ups. But business start-ups are risky. What can be done to enhance the success of these start-ups? Here are six factors found to be consistent among most successful start-ups. Chipping His Way To The Top: Jobs Success Factors I want to put a dent in the universe, Jobs once said. From the Apple I to the MacIntosh to the iPod, Jobs has come virtually close to achieving his goal, managing to make a name for himself in all of the business, entertainment and technological worlds. What did it take for him to get to the top? Slowing demand and challenges to dominance After 2000, growth in demand for high-end microprocessors slowed. Competitors, notably AMD (Intel's largest competitor in its primary x86 architecturemarket), garnered significant market share, initially in low-end and mid-range processors but ultimately across the product range, and Intel's dominant position in its core market was greatly reduced. In the early 2000s thenCEO Craig Barrett attempted to diversify the company's business beyond semiconductors, but few of these activities were ultimately successful. Intel had also for a number of years been embroiled in litigation. US law did not initially recognize intellectual property rights related to microprocessor topology (circuit layouts), until theSemiconductor Chip Protection Act of 1984, a law sought by Intel and the Semiconductor Industry Association (SIA). During the late 1980s and 1990s (after this law was passed) Intel also sued companies that tried to develop competitor chips to the 80386 CPU. The lawsuits were noted to significantly burden the competition with legal bills, even if Intel lost the suits. Antitrustallegations had been simmering since the early 1990s and had been the cause of one lawsuit against Intel in 1991. In 2004, AMD brought further claims against Intel related to unfair competition. In 2005, AMD brought further claims. In 2005, CEO Paul Otellini reorganized the company to refocus its core processor and chipset business on platforms (enterprise, digital home, digital health, and mobility). This reorganization led to the hiring of over 20,000 employees. In September 2006, due to falling profits, the company announced a restructuring that resulted in layoffs of 10,500 employees (about 10 percent of its workforce) by July 2007.

Expansions In 2008, Intel spun off key assets of a solar startup business effort to form an independent company, SpectraWatt Inc. However, as of 2011, SpectraWatt has filed for bankruptcy. February 2011: Intel will build a new microprocessor factory at Chandler, Arizona, which is expected to be completed in 2013, at a cost of $5 billion. It will accommodate 4,000 employees. The company produces three-quarters of their products in the United States, although threequarters of their revenue comes from overseas. April 2011: Intel began a pilot project with ZTE Corporation to produce smartphones using the Intel Atom processor for China's domestic market. This project is intended to challenge the domination of ARM processors in mobile phones. December 2011: Intel announced that it reorganized several of its business units to form a new mobile and communications group. This group will be responsible for the company's smartphone, tablet and wireless efforts, and will be headed by Hermann Eul.

Conclusion & last words on intel

Back in the day, when the first personal computers were being marketed, there was the little icon sticker, now iconic, on the screen that said, Intel Inside.No consumer really knew what the heck that meant, but it sure as heck was a status symbol and every computer had to have it to work. Call that absolutely smart branding.We have to be creative in how we set up our brand and show our Intel Inside to make customers lives improve. Ill offer a few ways I think thats possible, and then perhaps you might add yours:

Blog creatively with new and fresh ideas. There is so much inspiration you can take from reading anything and everything. In fact, you need a pen and paper to jot down ideas as youre speaking with people because if you open your mind, they will come fast and furious; promise. Design yourself and company with pizzazz. Yes, there are templates galore available to fashion into a blog or website, but go the extra mile and have someone tweak and customize it to make it yours. Always be smart when posting anything anywhere. If your barrier goes down and you cut loose, know that your image is at risk. Its easy to do let down the walls as you feel so comfortable and forget the whole world is watching.

None of these thoughts are fresh or innovative, but when we put them side by side to Intels challenge with its hero product, it makes sense to us to reiterate the basics lest we forget our boundaries and get sloppy along the way.

References
Intel homepage Intel producline-www.intelproductline.com Succes of intel by moody Stragey of intel market dominance Intelstorytelling.com Management success story : intel History of intel