This case represents Intel’s position and the most important developments in the global microprocessor industry in 1993. It provides an overview of the development of Intel’s microprocessor business strategy since the mid-1980s. The case provides rich quotes from different actors from different functional areas that can support a fairly detailed discussion of Intel’s core competencies and the critical links between its technology, marketing, production and microprocessor business strategies in 19 … Read more »

This case represents Intel’s position and the most important developments in the global microprocessor industry in 1993. It provides an overview of the development of Intel’s microprocessor business strategy since the mid-1980s. The case provides rich quotes from different actors from different functional areas that can support a fairly detailed discussion of Intel’s core competencies and the critical links between its technology, marketing, production and business strategies microprocessor in 1993. He describes Intel further development towards a “name brand” companies. Intel has boldly consumers (end users) space registered with its “Intel Inside” advertising campaign. Discussion on how profitable a strategy is to focus on a provider such as Intel components.
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from
Robert A. Burgelman,
Dan Steere
Source: Stanford Graduate School of Business
36 pages.
Release Date: 1 January 1994. Prod #: BP256D-PDF-ENG
Intel Corp. (D): Microprocessors at the Crossroads HBR case solution