Identifying and creating new

markets – a new strategy for a

global leader

SUBMITTED BY:

Arpita Bahadur

Gaurav Kumar

Manish Gupta

P
avan Kumar

R
anjini Ballal

V
ani Vyas
Launching a new strategy:
In an effort to reflect the company's shift towards the general consumer
marketplace, chip-maker Intel Corporation is expected to formally launch a
major re-branding effort at January's Consumer Electronics Show in Las
Vegas, scrapping its 37 year-old logo (the company name with a lowered "e")
and limiting use of the phrase Intel Inside.

At the start of 2005 Intel launched its new strategy at the Consumer
Electronics Show in Las Vegas. It used the launch as one way of telling all its
stakeholders about the changes.

• Intel launched its new logo. This is designed to show that Intel is
moving forward.

• A new strap line 'Intel. Leap ahead' has also been added. The message
is that Intel intends to stay at the leading edge of technology.

• Intel intends to create the products that the market segment wants
before its rivals do.

New product launches are crucial to the success of a business; they

demand careful planning and flawless execution. Internal communications
are vital to the early success of the program, as is the support of senior
management, who must commit resources to the project.

Intel is increasingly positioning itself as a consumer-oriented, digital media

platform provider (most recently with its Viiv platform strategy) rather than
merely a supplier of CPUs and components for other manufacturers. The
moves are intended to pull diversified business towards Intel as the overall
worldwide market growth for personal computers slows, and Intel faces
growing competition in key areas of its business from rivals such as
Advanced Micro Devices (AMD).

Launching a new strategy into the market requires:

 Plan the Launch Carefully:

 New product launches are a pivotal time for businesses, and they
require meticulous planning. A product launch is the culmination of
months or even years of effort, from across the organization, in
readying a product for market.

 Execute a Comprehensive Internal Launch:

Internal communications are vital to the early success of any product

launch program. During an internal launch, the new product team must
sell its concepts to the senior managers who must commit resources to
the project. They also need to win the support of a number of
departments which will form part of the product launch process—for
example, manufacturing, design, research and development,
distribution, and marketing.

 Launch the Product to the Channel:

If a product is sold through a distributor or retail network, pre-launch
activity is important. Consider a sales and distributor incentive
program to generate high levels of initial interest. Incentives to build
high levels of launch inventory are essential.

 Put Together a Launch Guide:

A launch guide insures that everyone involved in the launch process understands the
product, as well as the launch itself. It should contain a number of important sections,
which are detailed below.

 Make Use of Advertising:

Advertising can provide a high-profile launch platform and can be used to accomplish
many different objectives. These include:

• To build interest in the new product.

• To announce the new product or increase customer awareness;
• To inform customers how to obtain the new product.
• To offer customers further information or a trial of the product, as a way of
generating sales leads.
 Use Direct Marketing
Target the highest-priority prospects with direct marketing programs for key customer groups.
Direct marketing can be used to make special offers, or to provide detailed information about the
new product. It can also act as a mechanism to obtain feedback on new product performance.
The flexibility of direct marketing enables many different launch and marketing approaches.