Is Intel’s business model fit for the future?
In 2018 Intel celebrates 50 years in business amidst “a corporate transformation as we grow beyond our traditional PC and server businesses into data-rich markets addressing the explosive demands to process, analyze, store, and transform data.” In this case, we will look into the history of Intel and the semiconductor Industry background, which provide a starting framework to compare the business models and value chain of Intel and one of Its competitors, ARM. A closer look at previous moves shows that Intel has made bets in many different fields which today are successful and yet is still struggling. Competitors such as ARM seemed to have a more agile value chain and reaped its benefits In [he past. However, ARM also seems to be stagnating, thus raising doubts whether its model is really a map to follow. In this context, it js unclear whether Intel is agile enough to respond to changes in the industries it operates in. Considering the industry environment, what strategy should be chosen based on challenges in environment and existing resources and capabilities? Robert Noyce, one of the company’s founders, advised: “Don’t be encumbered by hist01Y, go off and do something wonderful.” So what will the next wonderful thin be for Intel?
- Analyze competitive advantage, resource and capability in microprocessor industry.
- Analyze strategic business model shift from successful traditional vertical integrated model to more agile models.
- Apply Porter’s 5 Forces Competition Framework for Intel, identify KSF In semiconductor industry, understand the role of resources and key competences for future development of the company, as well as acquisition as possibility to gain new competences.
Intel, Materials, Semiconductors
2015 2019, with history references that go back to 1968
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
GENEVA (SWITZERLAND), AUGUST 2021. There was a lot at stake for Sébastien. This was the culmination of his 18-month NCA supported search journey to find a company to acquire. Instead of a single target, he was now faced with the prospect of acquir...
In the 2010s, card processing – Mastercard’s flagship service – started showing signs of commodification as new, nimble players (typically, fintech startups thriving on digital) entered the payment processing space, and customer preferences evolve...
Culture eats strategy for breakfast is one of the most enduring truisms of management. But is it really the case? And what is culture anyway?
The total costs of the Swiss healthcare system are rapidly approaching the CHF 100 billion mark per year. Now Switzerland is voting on November 24 on a further reform step. But that will not be enough. New ideas are needed.
The ways popular frameworks are used fall short in today’s rapidly changing environment. Here is a new way to make better-informed strategic choices.
Bossard, a Swiss company founded in 1731, has successfully transitioned from a product-centric approach to one that offers services and solutions. It has achieved significant revenue growth despite economic challenges. Its brand promise, “proven p...
99designs.com is a global platform connecting freelance designers with potential clients. The case study examines the potential impact of generative AI on 99designs’ business model. The platform uses a crowdsourcing approach that invites designers...
Test your knowledge on ESG governance with our fun quiz! Learn how strong governance drives environmental and social success in investing. Take it now!
Companies desperately in need of a turnaround in fortunes should take inspiration from the 2008 rescue mission by the then-new Ford boss Alan Mulally.
As the global environmental crisis reaches unprecedented levels, businesses face mounting pressure to act. But this challenge is also a major business opportunity. The companies that move quickly to tackle biodiversity loss will not only protect o...
Case reference: IMD-7-2515 ©2024
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in NZZamSonntag 31 October 2024
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
IMD Center for Sustainable and Inclusive Business Report, October 2024
Research Information & Knowledge Hub for additional information on IMD publications