HBR Case \"Inside Intel Inside\" (Http://Hbr.org/Product/Inside-intel-inside//502083-pdf-eng )

¶ … HBR case "Inside Intel Inside" (http://hbr.org/product/inside-intel-inside//502083-PDF-ENG ) a marketing perspective. Attached paper's instructions a sample case analysis I a company ( format/outline ).

Inside "Intel Inside"

The Intel Inside program is a marketing effort aimed at increasing awareness of Intel and its microprocessors. It's original name was that of "Intel. The computer inside," but it was eventually shortened to "Intel Inside." The scope was that of attracting customers through the implementation of a pull marketing strategy. But aside from gaining company reputation and increasing sales, the campaign also educated the population relative to the importance of microprocessors. Before Intel launched this campaign, the population was unaware of the existence and importance of microprocessors within computers.

Intel joined forces with numerous OEMs (original equipment manufacturers) and featured advertisements which promoted both the computers as well as the microprocessors. The advertisements were forwarded through numerous channels, including television, banners and others. Today, the Intel microprocessors are associated with hundreds of OEMs and they represent the promise of high quality (Intel).

The current issue at Intel is represented by the expansion of the "Intel Inside" campaign to products other than the traditional computers. The issue is important since the computer market appears to be stagnating and does not present Intel with new opportunities. Mobile devices on the other hand become more popular and as such represent a new opportunity.

2. Analysis of problem

Intel has created a solid reputation as a trustworthy provider of microprocessors for computers, both traditional personal computers as well as laptops. Today however, the industry segment of computers is stagnating and the company does not encounter any added opportunities to create more value, to expand its sales and to further improve its market share.

Within the context of the stagnating computer market, the Intel managerial team -- specifically the vice president and director of Intel's international operations Pamela Pollace -- is considering the launch of the "Inside Intel" campaign to mobile devices. The targeted products would include telephones, personal digital assistants, tablets and so on. But the problem here is that the "Inside Intel" campaign is over a decade old and the managerial team is not sure whether it would still apply within the market of mobile devices. Also, unlike the computer market, Intel does not dominate the market of mobile devices and has not created a strong presence and reputation within this field. In such a context, it is wondered whether the company should expand into this new market, especially in the context of uncertainties pegged to the consumers linking or not linking Intel to the market of mobile devices (Moon and Darwall, 2002).

3. Alternative solutions

In the context presented, three alternative solutions arise, as follows:

Implementing the "Inside Intel" model to the new market of mobile devices

Maintaining the status quo by not integrating "Inside Intel" within the market of mobile devices, and Implementing a new and adapted version of the "Inside Intel" campaign within the segment of mobile devices.

Each of these alternatives is characterized by its own advantages as well as disadvantages. It is as such necessary to review each of the alternatives in order to make the best informed decision. The lines below indicate the shortages and benefits of the three alternatives.

Alternative no. 1: Implementing the current form of the "Inside Intel" campaign

Pros:

It would allow the company to base its penetration of the mobile devices market on the solid reputation it has created within the computer segment

It would not generate the need to invest massive financial and other types of resources, as the campaign is already created.

Cons:

It is possible for the "Inside Intel" campaign to not be suitable to the particularities of the mobile devices market

The implementation of a campaign created for a different line of products and applications could denigrate the marketing efforts of the company due to its inapplicability within the context of mobile devices. Such an outcome would negatively impact the overall company image and consumer trust.

Alternative no. 2: Maintaining the status quo (limiting the "Inside Intel" to the computer segment)

Pros:

The microprocessor manufacturer has the ability to further consolidate its position within the computer market

There are no additional risks as the company would continue to operate in a market which it already dominates and would continue to reap the benefits of its previous investments.

Cons:

The computer market is stagnating and Intel does not have any opportunities here to expand its presence

The mobile devices market is expected to growth at even faster rates and by not operating within the market, Intel would lose its competitive edge

Overall, Intel would get left behind and would damage its competitive stand if it does not reshape its approach of the mobile devices market.

Alternative no. 3: Implementing an adapted version of the "Inside Intel" campaign

Pros:

It would preserve the company's image and extrapolate the brand strength within the market of mobile devices

It would show flexibility and commitment to innovation

It would secure a strong presence within a market that is growing and is expected to further grow in the future

It would consolidate a position within the mobile devices market and would secure future revenues

Cons:

It would require the adaptation of a strategy that has proven successful for more than a decade and it would as such risk its stability, as well as the benefits and reputation it has created throughout the years within the computers segment

It would require additional investments and consumption of financial resources.

4. Recommendations and implementation plan

Based on the analysis of the arguments in favor and against each of three viable alternatives, the recommendations is that of implementing the third alternative. In other words, it is recommended that Intel preserved the "Inside Intel" campaign, but adapted it to the specifics of the mobile devices market, and launched it within the market. This course of action would ensure that the organization comes to be a presence of the fast growing mobile devices market, and that, in consolidating a position within the market, it benefits from its brand strength and the past success of the "Inside Intel" marketing campaign. In other words, the implementation of a new and adapted version of the "Inside Intel" would reassure mobile device manufacturers and users of the commitment of Intel to innovation and quality and would extrapolate the corporate beliefs and values to the mobile industry as well.

In terms of an actual implementation plan, the following steps are suggested:

The thorough analysis of the market for mobile devices in order to identify its features, its needs, its values