Intel Beyond 2003: Looking for Its Third Act

ChallengeBeyond 2003, Intel inevitably to focus on recovering and eventually maintaining its precedent Compound Annual Growth Rate (CAGR) of 25 percent. As a new successor, Intel?s CEO Craig Barrett must respect that Intel?s growth can be accomplished by extending the company?s current position into potentially salaried new markets and simultaneously maintaining its core competencies in the PC market. In context of maintaining its silicon leadership, by next year Intel needs to achieve increasing revenues in spite of appearance its three strategic personal line of credit area: Intel Architecture Group (IAG) up to $25 million, Intel converse Group (ICG) up to $3 million and Wireless computer science and Communications Group (WCCG) up to $2.5 million. Furthermore, in order to successfully maintain such growth, Intel must explore the convergence of converse and computing at the building block level non only in its current position but as well as in the new market segment. While Intel?s twitch management must be able to strategically verbalise the risk of a huge investment on its R&D, they really need to keep focusing on ?Silicon Leadership? amongst its new mission. To achieve Silicon leadership, Intel besides needs to sell more silicon products by knifelike more on its global market (especially in Asia Pacific) in order to reach $35-40 million of its total revenue within the next 2-3 years.

Alternatives1.Adopting Total Quality Management (TQM) concept.



TQM enforces a kick downstairs quality of all motiones, both internal and external. It reduces variation on every process so that greater consistency of military campaign is obtained. As a result, the quality of products will be increased, as well as customer satisfaction.

Positives: This strategy will accept Intel to continue the improvement of all operations and activities in Intel business. In addition, action of this strategy is based on facts, thus, it is easier to evaluate the process as well as to gain...

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