Product details

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Published by: Stanford Business School
Originally published in: 2002
Version: 28 March 2003

Abstract

Through in-depth interviews with Intel's most senior executives, this case examines Intel's efforts to establish itself in new markets by developing and acquiring competencies in areas beyond PC microprocessors. Intel pioneered the market for computer memories, which eventually became commoditized. Next, the company pioneered the market for microprocessors for personal computers. By 2003, that market had slowed. Now Intel was looking closely at wireless and mobile technologies for its future growth. As it entered these new areas, the company would need to develop new competencies and new organizational structures from those that made the company successful in PC microprocessors.
Location:
Industry:
Size:
78,700 employees, USD26.7 billion revenues
Other setting(s):
2000-2003

About

Abstract

Through in-depth interviews with Intel's most senior executives, this case examines Intel's efforts to establish itself in new markets by developing and acquiring competencies in areas beyond PC microprocessors. Intel pioneered the market for computer memories, which eventually became commoditized. Next, the company pioneered the market for microprocessors for personal computers. By 2003, that market had slowed. Now Intel was looking closely at wireless and mobile technologies for its future growth. As it entered these new areas, the company would need to develop new competencies and new organizational structures from those that made the company successful in PC microprocessors.

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Location:
Industry:
Size:
78,700 employees, USD26.7 billion revenues
Other setting(s):
2000-2003

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