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Case
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Reference no. 306-227-1
Authors: Rittwik Bagchi
Published by: IBS Research Center
Published in: 2006

Abstract

The very first major move which Paul S Otellini took, after becoming the new Chief Executive Officer of Intel Corporation, was changing the company''s 16-year old logo. The change was not only in the tag line but also in the famous Intel''s dropped-e'' corporate logo. The company was the market leader in its microprocessor segment and the famous tag line, ''Intel inside'', was closely associated with its success. A sudden shift from its years old, well known corporate logo to a new one, was quite unlike Intel. Moreover, the company was planning to diversify into other businesses, as well as its core PC (personal computer) segment, thus it decided to change from ''Intel Inside'' to ''Leap Ahead''. There are many instances where companies had changed their corporate logos and also succeeded in maintaining their images in the market. This case highlights the above-mentioned issues and allows room for discussing whether Intel has made the right move.

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Abstract

The very first major move which Paul S Otellini took, after becoming the new Chief Executive Officer of Intel Corporation, was changing the company''s 16-year old logo. The change was not only in the tag line but also in the famous Intel''s dropped-e'' corporate logo. The company was the market leader in its microprocessor segment and the famous tag line, ''Intel inside'', was closely associated with its success. A sudden shift from its years old, well known corporate logo to a new one, was quite unlike Intel. Moreover, the company was planning to diversify into other businesses, as well as its core PC (personal computer) segment, thus it decided to change from ''Intel Inside'' to ''Leap Ahead''. There are many instances where companies had changed their corporate logos and also succeeded in maintaining their images in the market. This case highlights the above-mentioned issues and allows room for discussing whether Intel has made the right move.

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