AMD: A Customer-­‐Centric Approach to Innovation – Case Analysis Executive Summary After several years as an Intel’s follower, AMD had finally achieved the market recognition of a superior product for the Server and Workstation Segment and, as a consequence, is gaining market share at Intel’s expenses. Faced with the need of increasing volume, AMD considers essential to leverage the success obtained with Opteron to increase market share in other segments. The analysis of the data presented in the case indicates that there is still volume to make in the Server Segment and important issues to address in this same segment. We can also conclude that there is a high probability of failure in
• Intel pricing strategy • Decrease in OEMs Market Share

Desktop and Mobile Segment

Strenghts • Better product than Intel's in performance and power consumption • Innovation, R&D -­‐ Time-­‐to-­‐Market • Customer-­‐Centric • Success of Servers Segment

Weaknesses • No market awareness regarding AMD product line and Brand • AMD dimension faced to Intel • Most of its market share in low-­‐end products ("cheap" vs quality) • Price/performance vs Opteron Trheaths • New line of Intel's microprocessoes • Intel's reshapping offer. • Intel pricing strategy • Computer-­‐makers razor-­‐thin margins (Intel's distribution of pro^its/Intel Inside)

Opportunities • HP and Gateway • VARs and system integrators