As the executive body of the company Intel is ready to develop the company's annual strategic long-term plan for the year 1994, a broad management attention was again focused on the new initiatives of the market. Top management was interested in assessing the prospects of Intel in new market segments. They felt that it was time to decide what role the Intel should be in each of these segments, as much attention to managing and resources should be directed, and how resources should be deployed. They wanted to develop a very clear idea of how Intel will maintain a competitive advantage against rivals in these new segments. "Hide
by Robert A. Burgelman, Dan Steere Source: Stanford Graduate School of Business 16 pages. Publication Date: January 1, 1994. Prod. #: BP256E-PDF-ENG
Related Case Solutions & Analyses:
Personal Selling and Sales Management
Reputation in Online Auctions: The Market for Trust
Managing the Chicago Public Schools
Managing Product Returns for Competitive Advantage
Managing IT Resources in the Context of a Strategic Redeployment: Hydro-Quebec Case Study (C) – The Implementation
Collaborating with Activists: How Starbucks Works with NGOs
Goddard Space Flight Center: Building Learning Organization (A)
ABB Deutschland (C)
The Pelayo Family Plays Roulette: The Prequel
HSBC France: Re-Branding CCF (A)
