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Essay / Research Paper Abstract
A 3 page paper discussing the choices before Intel in 1990. It will serve Intel well to make itself indispensable to its customers, if only in customers' perceptions of Intel's importance to their businesses. Memory has been a limiting factor in the past, but prices are dropping and supplies – and competitors – are increasing. Intel will have more control over its own destiny if it focuses on a product that enables it to lead the industry rather than only keep up with it; the paper recommends that Intel move away from memory to focus on operational technology, specifically the 386 chip. Bibliography lists 1 source.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgIntel1990s.rtf
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Unformatted sample text from the term paper:
Intel was facing a fundamental shift in its markets and in the way that those markets would be supplied in the future. Though Intels management could not know it
at the time, Intel was on the cusp of transition from one type of company to another. Increased globalization of business, Asian competition and intra-industry alliances were all changes
that were developing at the time. Major Problems Technology is changing and Intel is aware of the change, but just what it is
changing to still is not clear. Also unclear is Intels role in it as it continues to evolve. Traditionally, businesses design, construction and use of the equipment used
to produce technology product items has provided a means for individual companies to gain and maintain competitive advantage. This was no longer the case as a "fundamental change in
the equipment suppliers role" (Cogan and Burgelman, 1989; p. 494) began to emerge in the late 1980s. Intels only remaining memory business was
that of EPROMs in which it had 21 percent of the market. Much of its success in the US arose from government involvement and formal application of anti-dumping laws
against foreign competitors. Though Intels position in the EPROM market appeared to be strong, the market was being artificially sustained by government regulation. Free trade in the industry
likely would have decimated Intels position right away. In 1990, Intels strategy included three goals: "increase architectural and technological leadership" (Cogan and
Burgelman, 1989; p. 501); be customers preferred supplier; and be a world-class manufacturer. It was not likely that Intel could focus on EPROMs within that strategy; 386 technology was
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