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Intel Summary
"the number of transistors incorporated in a chip will approximately double every
months" according to the postulation known as Moore's law (Intel.com. Moore's Law and Intel Innovation. N.D.). Developed by the co-founder of Intel Gordon Moore, the theory he posited has propelled Intel to keep "pace for over 40 years, providing more functions on a chip at significantly lower cost per function, and has described the basic business model for the semiconductor industry" (Intel.com. Moore's Law. N.D.). Intel since its launch in 1968 has been at the top of the technology industry with specialization which encompasses both semiconductors and microprocessors. "A recent survey by brand consulting firm Interbrand, ranked the company as the seventh-best global brand -- outranking clients like Apple Inc., Hewlett-Packard Co. And Dell Inc." (Shannon, K. October 10, 2010). The story behind Intel's forty year ascendance is one of innovation and a commitment to growth, and is the ongoing mantra of an organization which looks to continue its dominance of the next generation of technology infrastructure and information.
The Intel story began in 1968 with the co-founders Robert Noyce and Gordon Moore, and their handpicked director of operations Andy Grove, formulating a strategy to "develop semiconductor memory chips for mainframe computers and minicomputers" (Collis, D. & Pisano, G....
Their first successful commercial offering was the "1103, a 1-kilobit DRAM (dynamic random access memory) chip which in 1972 was the world's best semiconductor product, accounting for over 90% of the company's sales revenues" (Collis, D. & Pisano, G. May 22, 2008). The decade of the 1970's saw Intel's dominance of the DRAM industry, "introducing devices and technologies that were ahead of the competition and commanding significant price premiums" (Collis, D. & Pisano, G. May 22, 2008. Intel's success depended on "pushing the envelope of product design" (Collis, D. & Pisano, G. May 22, 2008), concomitant with significant investments in "process technology to drive production yields" (Collis, D. & Pisano, G. May 22, 2008).
As happens in nearly all industries however, a company cannot continue its meteoric rise dependent on a single product line, as invariably competition forces significant price reductions as well as new offerings which dilute market share. For Intel the DRAM market in the 1980's quickly became a drag on growth as "product life cycles began to shrink and Japanese competitors began to introduce new products more rapidly" (Collis, D. & Pisano, G. May 22, 2008). Fujitsu, NEC, and Hitachi beat Intel at their own game increasing production yields for semiconductors to as high as 70-80% versus 50 to 60% for Intel (Collis, D. & Pisano, G. May 22, 2008).…
The microprocessor did not begin with its use in PC's however; this application was quickly ascertained as the PC market exploded in the 1980's with offerings from Apple and IBM. Intel's first foray into this microprocessor market was the 8086 which competed directly with the other big player in the industry Motorola and their 68000. Throughout the 1980's Intel battled Motorola in the market for supplying microprocessor chips to PC makers. With strategic operational plans such as "project CRUSH and "project CHECKMATE," Intel which significantly trailed Motorola in market share authored an impressive turnaround. "Some market segments were three or four to one in favor of Motorola. By the time we finished, it had turned the other way" (Collis, D. & Pisano, G. May 22, 2008).
As the PC market boomed into the 1990's Intel began to realize the vast potential of breadth and scope of this market as well as its significant potential for revenue. Intel's offerings after the 8086 included the 80286 and the 80386, which "brought a major transformation of Intel's organization" (Collis, D. & Pisano, G. May 22, 2008). Initially Intel had sourced manufacturing of the 8086 and 80826 to other firms due to its still heavy spending concentrations in DRAM technology however, with the 386 Intel took responsibility "to commit to supplying the entire needs of the industry" (Collis, D. & Pisano, G. May 22, 2008). This shift meant a massive deployment of resources to production, a move which Andy Grove indicated, "motivated us to get our manufacturing performance up to snuff" (Collis, D. & Pisano, G. May 22, 2008).
As Intel moved toward production control they also faced a new challenge as IBM began developing their own components for use in their PC's no longer needing Intel's product. "Fortunately for Intel a young firm named Compaq rushed to fill the gap" (Collis, D. & Pisano, G. May 22, 2008). Compaq's surge into the marketplace allowed Intel to continue developing microprocessors which were state of the art and industry leading, as well as developing a long-range strategy which
Delphi Study: Influence of Environmental Sustainability Initiatives on Information Systems Table of Contents (first draft) Green IT Current Methods and Solutions Green IT and energy costs Green It and Email Systems Green IT and ICT Green IT and ESS Green IT and TPS Green IT and DSS Green IT and other support systems Green IT and GHG reduction Green IT and the Government Sector Green IT and the Corporate Sector Future Prospects of Green IT in the software industry The paper focuses on how the
Solving the 1D Bin Packing Problem Using a Parallel Genetic Algorithm: A Benchmark Test The past few decades have witnessed the introduction in a wide range of technological innovations that have had an enormous impact on consumers, businesses and governmental agencies. Computer-based applications in particular have been key in facilitating the delivery of a wide range of services and information, and computer processing speeds have consistently increased incrementally. Computer processing speeds,