Intel Strategy
Strategic Analysis of Intel Corporation
A Report to the senior manager of Intel
Module: BUAP08 Programme: MBA Student Number: 1814589 Due Date: 19 Apr. 2010 Date Submitted: 20 Apr. 2010 1450 words
1.0 Introduction
Intel Corporation is one of chipsets maker who is famous throughout the world. It is Intel who predominate the chipsets industry and the market share of chipsets of Intel is far more than its’ competitors. This report will examine whether there are strategic problems ahead and propose strategies for the future. First the analysis of external environment will be given, which includes macro environment analysis, industry analysis and Key Success Factors analysis. Secondly, an internal environmental analysis will be given which will highlight the strengths and weaknesses of Intel. Finally, some strategic recommendations that are based on the external & internal environmental analysis will be proposed in order to help Intel to make right decision in the future.
2.0 External Environmental Analysis
2.1 Macro Environment
External environmental analysis is crucial and critical to firms’ survival and success because the external environment affects firm growth and profitability.(Miller & Eden, 2006; Williams & Mitchell, 2004) Most firms face complex situation when they made an analysis of external environment. Firm engage in external environmental analysis because it can help firms to identify the incomplete environmental data and can increase understanding of the general environment. According to Ireland,(Ireland, Hoskisson & Hitt, 2007) the continuous process of external environmental analysis includes scanning, monitoring, forecasting and assessing.
A full scan of the remote & near environments has been undertaked.(see Appendix A) Table 1, below, highlights the most relevant and crucial trends.
Table 1: Summary of main trends facing the
A Report to the senior manager of Intel
Module: BUAP08 Programme: MBA Student Number: 1814589 Due Date: 19 Apr. 2010 Date Submitted: 20 Apr. 2010 1450 words
1.0 Introduction
Intel Corporation is one of chipsets maker who is famous throughout the world. It is Intel who predominate the chipsets industry and the market share of chipsets of Intel is far more than its’ competitors. This report will examine whether there are strategic problems ahead and propose strategies for the future. First the analysis of external environment will be given, which includes macro environment analysis, industry analysis and Key Success Factors analysis. Secondly, an internal environmental analysis will be given which will highlight the strengths and weaknesses of Intel. Finally, some strategic recommendations that are based on the external & internal environmental analysis will be proposed in order to help Intel to make right decision in the future.
2.0 External Environmental Analysis
2.1 Macro Environment
External environmental analysis is crucial and critical to firms’ survival and success because the external environment affects firm growth and profitability.(Miller & Eden, 2006; Williams & Mitchell, 2004) Most firms face complex situation when they made an analysis of external environment. Firm engage in external environmental analysis because it can help firms to identify the incomplete environmental data and can increase understanding of the general environment. According to Ireland,(Ireland, Hoskisson & Hitt, 2007) the continuous process of external environmental analysis includes scanning, monitoring, forecasting and assessing.
A full scan of the remote & near environments has been undertaked.(see Appendix A) Table 1, below, highlights the most relevant and crucial trends.
Table 1: Summary of main trends facing the
References: C. Williams & W. Mitchell, 2004, Focusing firm evolution: The impact of information infrastructure on market entry by U.S companies, 1984-1998, Management Science Michael E R. Duane Ireland, Robert E. Hoskisson, and Michael A. Hitt, 2007, The management of Strategy: Concepts and cases) 8th ed S. R. Miller & L. Eden, 2006, Local density and foreign subsidiary performance, Academy of Management Journal, 49: 341- 355 Y. Deutsch, T. Keil, & T. Laamanen, 2007, Decision making in acquisitions:The effect of outside directors’ compensation on acquisition patterns, Journal