Intel Corporation

In: Business and Management

Submitted By maartenve
Words 801
Pages 4
1. What was Intel´s strategy in DRAMs? Why did Intel decline in the DRAM market?

De strategie van Intel in de DRAM markt was gericht op productleiderschap. Door voortdurend sneller dan de concurrentie grotere geheugencapaciteit (meer innovatie) op de markt te kunnen introduceren behaalde men, in eerste instantie, een competitief voordeel.
Er waren meerdere redenen dat Intel dit competitieve voordeel niet kon vasthouden en haar marktaandeel zag dalen: * Toenemende concurrentie uit Japan. Verscheidene grote Japanse bedrijven waren technologisch verder in de productie van DRAMs, waardoor het uitvalpercentage (‘production yield’) significant lager was en dus in staat waren efficiënter te produceren. Daarnaast was kapitaal voor deze bedrijven gemakkelijk beschikbaar en relatief goedkoop. Tot slotte hadden de Japanse bedrijven zeer sterke relaties met hun leveranciers. Laatstgenoemde zaken waren afwezig bij Intel. * Intel kon haar voorsprong gedurende de ‘4K generatie’ niet vasthouden en begon als gevolg hiervan één generatie achter te lopen t.o.v. de concurrentie en was ook niet in staat dit in te halen. * Patenten waren zeer belangrijk/nodig bij de productie van DRAMs. De markt werd echter gekenmerkt door ‘cross-license’ tussen fabrikanten. Hierdoor kon men gebruik maken van elkaars kennis/licenties, wat ervoor zorgde dat men elkaar o.b.v. prijs/kwaliteit verhouding ging beconcurreren i.p.v. van productleiderschap.

2. Hoe were they able to create and sustain a competitive advantage in microprocessors? What are the main threats to sustainability?

De volgende factoren speelden een rol bij het creëren en behouden van het competitieve voordeel bij microprocessors: * Intense marketing en verkoopcampagne (“Project Crush”, “Checkmate” en “Red X”) wat er o.a. toe leidde dat de microprocessor van Intel in IBM’s eerste PC voor de consument zat. * De…...

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