Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 8 pages
Data source: Published sources
Abstract
NVIDIA Corporation (NVIDIA), a global leader in manufacturing graphic processors, failed to deliver its most ambitious graphic processing unit, NV30, to the market as per schedule in 2002. Besides, NVIDIA''s tussle with Microsoft and an accusation against NVIDIA''s employees of insider trading added to the company''s woes. From $11billion in January 2002, NVIDIA''s market value fell to $1 billion by October 2002. However, having learnt from its mistakes and with a focused turnaround plan, NVIDIA was back into its leadership status by early 2005. This case study highlights NVIDIA''s turnaround strategy to emerge as a leader in the global graphic chip market.
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Abstract
NVIDIA Corporation (NVIDIA), a global leader in manufacturing graphic processors, failed to deliver its most ambitious graphic processing unit, NV30, to the market as per schedule in 2002. Besides, NVIDIA''s tussle with Microsoft and an accusation against NVIDIA''s employees of insider trading added to the company''s woes. From $11billion in January 2002, NVIDIA''s market value fell to $1 billion by October 2002. However, having learnt from its mistakes and with a focused turnaround plan, NVIDIA was back into its leadership status by early 2005. This case study highlights NVIDIA''s turnaround strategy to emerge as a leader in the global graphic chip market.