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  • Rashmi Tetra Threat Final

    Transféré par

    kyntha
    32 vues11 pages
    Intel had early success in the DRAM business from 1969-1984 due to its first-mover advantage and process technology leadership. However, by the early 1980s Fujitsu and other Japanese companies were able to imitate Intel's designs and achieve lower manufacturing costs, capturing over half the global DRAM market by the early 1990s. Intel also faced competition in microprocessors from AMD and other companies. To respond, Intel upgraded products, pursued economies of scale, and launched its "Intel Inside" marketing campaign to strengthen its position and bargaining power over customers like Microsoft. While RISC processors emerged as a threat in the 1980s, Intel retained dominance by continuing to advance its x86 architecture.

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    Rashmi Tetra Threat Final

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    Intel had early success in the DRAM business from 1969-1984 due to its first-mover advantage and process technology leadership. However, by the early 1980s Fujitsu and other Japanese companies were able to imitate Intel's designs and achieve lower manufacturing costs, capturing over half the global DRAM market by the early 1990s. Intel also faced competition in microprocessors from AMD and other companies. To respond, Intel upgraded products, pursued economies of scale, and launched its "Intel Inside" marketing campaign to strengthen its position and bargaining power over customers like Microsoft. While RISC processors emerged as a threat in the 1980s, Intel retained dominance by continuing to advance its x86 architecture.

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    32 vues11 pages

    Rashmi Tetra Threat Final

    Transféré par

    kyntha
    Intel had early success in the DRAM business from 1969-1984 due to its first-mover advantage and process technology leadership. However, by the early 1980s Fujitsu and other Japanese companies were able to imitate Intel's designs and achieve lower manufacturing costs, capturing over half the global DRAM market by the early 1990s. Intel also faced competition in microprocessors from AMD and other companies. To respond, Intel upgraded products, pursued economies of scale, and launched its "Intel Inside" marketing campaign to strengthen its position and bargaining power over customers like Microsoft. While RISC processors emerged as a threat in the 1980s, Intel retained dominance by continuing to advance its x86 architecture.

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    sur 11

    Anushree Mishra 27

    Juhita Rajyaguru 35
    Rashmi Sharma 49
    Roshni Shetty 50
    Intels DRAM Business (1969 - 1984)
    Strong capabilities in product design and 1
    st

    mover advantage
    Edge in process technology
    Achieved economies of scale with process
    optimisation and improvement


    FUJITSU
    In 1979, it imitated Intel
    and came up with better
    products
    It achieved manufacturing
    cost advantage

    Intel upgraded its products in response





    In 1984, Intel designed 1M DRAM, however it
    had to take the decision of halting its further
    development


    FUJITSU and HITACHI
    In 1982 Intels 64K DRAM lost market share to
    Fujitsu and Hitachis 256K products
    By early 1990s, Japanese companies captured
    half of the world market

    M
    Intel vs Motorola
    In 1980, Intel initiated PROJECT CRUSH
    This showed economies of scope and fierce
    retaliation to combat imitation
    Intel vs AMD
    Retaliated using intellectual property
    protection
    However it was not very successful and in
    1995 AMD got rights to Intels microcode
    Intel vs AMD, Texas, Cyrix
    These could produce microprocessors
    compatible with MS-DOS and priced them
    below Intel
    To counter attack, Intel
    1. Achieved advantage in performance
    2. Increased volumes
    3. Produced cheaper microprocessors
    It also launched Intel Inside campaign
    Speed & cost advantages
    Workstation computing
    Motorola 88000 RISC processor
    Threat from
    RISC-Reduced
    Instruction Set
    Computing
    i860 RISC under the radar
    IBM connection-i860
    standard
    Equal to X86 CISC line
    Intel
    CISC v/s RISC
    Leading PC distributor on X86
    Retaliates
    NexGen
    Compaq
    Product introduction at Chicago
    Software compatibility with old
    architecture
    Stepping up R&D
    2 generations of X86-Pentium &
    Pentium Pro
    CISC wins
    Contracting : Intel had long term contracts
    with many of its suppliers to provide parts for
    mass production
    Reducing asset specificity : Since sole source
    suppliers had become less responsive to
    requests, Intel went back to dual sourcing of
    critical pieces of production equipment.

    Building relationships : Intel viewed Microsoft
    as a complement and routinely met up with
    management to discuss new developments.
    Building bargaining power : Intel made the
    industry more dependent on its processors by
    the Intel Inside campaign.
    Decreasing bargaining power : Tried to also
    decrease bargaining power of Microsoft by
    investing in Apple/linux.

    Internal threat, rather than
    external.
    Scope for slack highest in
    companies that have seen high
    economic success.
    Difference between
    amount potentially
    available to the
    organization and the
    value they have actually
    been able to capture
    Optimum utilisation of resources
    Maintain relationships
    Mobilizing for change
    Gathering Information -
    Benchmarking
    Ability to withstand
    comes from the past
    economic success and
    the current situation.


    Thank you !

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