AMD Opteron introduction of the microprocessor in 2003, the company was able to make inroads into the lucrative server segment. A long time supporter of Intel, AMD, management felt it was able to lead the microprocessor industry in new directions. But in 2006 it was not clear whether Opteron success in the server segment would be maintained in the microprocessor success in other segments, particularly enterprise desktop and laptop to translate, and whether the initial success in servers could in. .. Read more »

AMD Opteron introduction of the microprocessor in 2003, the company was able to make inroads into the lucrative server segment. A long time supporter of Intel, AMD, management felt it was able to lead the microprocessor industry in new directions. But in 2006 it was not clear whether Opteron success in the server segment would be maintained in the future success in other microprocessor segments, particularly to translate corporate desktop and laptop, and whether the initial success in servers could. Intel’s upcoming new products and pricing plans, as well as the existing brand power could severely hamper the growth and AMD thwart his new initiatives – which included opening its architecture for end-users to customize and recast its brand identity. Will also examine how a company tries to competitive advantage through an approach to gain innovation emphasizes customer orientation.
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from
Elie Ofek,
Lauren Barley
Source: Harvard Business School
30 pages.
Release Date: 31, January 2007. Prod #: 507037-PDF-ENG
AMD: A customer-oriented approach to innovation HBR case solution

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