Buoyed by strong sales growth last but humiliated strategic stakes and other missteps, Intel introduced in 2005 through a major reorganization failed. Under the new CEO, Paul Otellini, the company is a “platform” model, after the success of its Centrino mobile computing inspired product moved. Intel introduced the model in the direction of development is not only faster computer chips – the source of its historical dominance of the microprocessor industry – as well as of products, combined ingredients in a manner that serves the s … Read more »

Buoyed by strong sales growth last but humiliated strategic stakes and other missteps, Intel introduced in 2005 through a major reorganization failed. Under the new CEO, Paul Otellini, the company is a “platform” model, after the success of its Centrino mobile computing inspired product moved. Intel introduced the model in the direction of development is not only faster computer chips – the source of its historical dominance of the microprocessor industry – as well as of products, combined ingredients in a manner that serves the specific needs of usability. To support such products, Intel continued to invest both in production and in new chip technologies. Meanwhile, the company was strong challenges from rival chipmaker, particularly Advanced Micro Devices. Outlines Intel’s strategic realignment, competitive landscape, and some of its most important new initiatives. Covers Intel’s Itanium server product, its new Viiv platform, its investment in WiMax and its recent deal with Apple Computer.
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from
David B. Yoffie,
Michael Slind
Source: Harvard Business School
8 pages.
Publication Date: Oct 12, 2005. Prod #: 706 437 PDF-ENG
Intel Corp. 2005 HBR case solution

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