Intel and Maxim – Strategic Scanning The semiconductor industry for the last few decades has been dominated by Intel with their advanced processors, marketing campaigns, and capitalizing on new markets and technology with their effective environmental scanning. Where as Maxim Integrated who has also been effective in turning a profit has mostly ran under the radar. The difference is the approach each company takes in the semiconductor industry, who they sell to, what they sell, and what type of company they are. As a vendor for both companies Intel is considered a strategic partner and our success is based on their success since they are our largest and most profitable customer. Maxim Integrated on the other hand is our smallest and least profitable customer, yet in the semiconductor industry over the last year their business approach and strategy is getting Intel’s attention. As mentioned in this weeks lecture, “there are tremendous obstacles to strategic innovation, and often the more successful a company already is, the more stubborn those obstacles get. After all, why risk what you have for the unknown? The answer is that the world is not standing still. Without a continuous process of strategic innovation, the Goliaths become very vulnerable to all the new David’s running around (Markides, 2000)”. Internally Intel and Maxim and two completely different companies yet their external environments are similar since they are both in the technology and semiconductor industry’s where everyone is trying to increase their processing power, decrease their power consumption, increase yield, and increase profits through gaining more market share. Previously Intel has been unchallenged in the semiconductor industry, dominating in both profits and technology. Today they still generate more profit and are far ahead with their technological advantage, yet they are struggling to find success in the mobile markets which is where industry experts the majority of sales to be in the future. Intel’s problem is how they approached the questions about who, what, and how they would continue to compete. Intel is a technology leader, always on the edge of the industry and invests heavily in research and development that used to guarantee their success. Today however, the who, what and how have changed. It used to be that customers in the semiconductor industry wanted the fastest processor, the most memory, and the smallest chip. Although this remains true today, it has emerged to also include increased battery life, low heat output, and cheap prices. This is where Intel failed in their external environmental scanning. Internally Intel has continued to meet their goals through reengineering, restructuring, inproving quality control, making process improvements, and a significant investment in research and development. However, even though they have the best chips on the market they failed externally by not recognizing the shift in the consumer markets away from high powered PC’s, massive computer servers, and even laptops are declining steadily. Before this shift, and the introduction of tablet computers and smart phones, Intel was where the money was. Lower end processors and older generation products were not nearly as profitable, which was the market that Maxim was selling to. Intel is different from their competition in the products they manufacture, yet they are loosing customers to sell them too. So where as before they were the industry giant and every company almost had to come to them for their processors if they wanted what was considered a quality product, this was their competitive advantage, their brand name. Once Intel came to grips with the reality of the situation they tried to break into the mobile chip market but failed, not because their chips weren’t better, but because they were so good, they consumed too much power and generated too much
Assignment 1: Strategic Management and Strategic Competitiveness Brandy Landrum Dr. Ana Machuca Business 499: Business Administration Capstone April 18, 2014 3M is a innovative power in the business world. This paper will access how globalization and technology have impacted how the organization has changed and grown. This organization can utilize one of the business models to earn above-average returns, which this paper will explore both industrial…
According to (Atow-Zahir, 2012) strategic planning lays down the expectations of stakeholders such as government, customers, shareholders and employees and also examines the impact the environmental factors has on its expansion and growth strategies in a highly competitive environment. It sets the basis for performance measurement and the methodologies to be used when change is necessary in an effort to achieve the organization’s objectives and goals. This creates an organizational culture that encourages…
RUNNING HEAD: STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVENESS 1 Strategic Management and Strategic Competitiveness XXXXXXXX Strayer University BUS 499 Business Administration Capstone XXXXXXXX April 18, 2013 STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVENESS 2 With offices in more than 30 countries, Red Hat, founded in 1993, is the world's leading provider of open source solutions, using a community-powered approach…
Shawana Biggs Strategic Management Process MGT/498 Eligah King July 1, 2012 Introduction Public and private sectors have caught public attention in recent years because of major corporations falling apart. Many people are unemployed because of unstructured organizations with ineffective strategies. Strategic Management has become an effective measure to help organizations develop and implement plans to reach goals. Private sectors have honed…
Strategic Management Process Paper Norine Roberts MGT/498 March 24, 2015 Terry Dunning Strategic Management Process Paper There are 5 key components of strategic management. The first is goal setting, its purpose is to clarify the vision for a business. Goal setting has three pieces to it, first, defining short and long-term objectives. Second, identifying the process of how to accomplish the objective, and finally, customizing the process for the staff. Analysis is the second key component. This…
In the Class: “ Management and Organization Theory”, we have been studying the Management functions by understanding what is the planning function and how does the planning function actually work. We have been also reviewing all about Strategic Management, the planning process and the planning cycle. How does the manager formulate, process, and implement his/her organizational goals and objectives, etc. We also learned that everything starts with a planning stage. The company’s/organization’s…
Strategic Management Process Paper Sophia Carballo MGT/498 August 12, 2013 Richard Wheeler Strategic Management Process Paper Introduction In Chapter 1 of Concepts in Strategic Management and Business Policy, strategic management is defined as a set of managerial decisions and actions that determines the long-run performance of a corporation. The primary components of a strategic management process include internal and external environment scanning, strategy formulation, strategy implementation,…
University of Phoenix Strategic Choice and Evaluation Dennis Duran STR/581 October 4, 2013 Allen Sutton Strategic Choice and Evaluation The nature and complexity of competition in the global market compels an organization to emphasize structure and strong leadership. Home Depot’s focused approach to great customer service and entrepreneurial spirit are key elements in their tactical approach towards long-range growth and stability. Home Depot’s…
Strategic Management in Dynamic Environments Individual Project 1 Strategic Management in Dynamic Environments Individual Project 1 1 Abstract Best known for its hardware products IPhone, IPod, IPad and Mac computers Apple Inc. formerly Apple Computer, is an American multinational corporation. With 394 retail stores and counting in fourteen countries it is the world's second-largest information technology company by revenue after Samsung Electronics. On March 19, 2012, Apple announced…
Strategic Management Content: 1. Background of Qantas 2. Analysis of Qantas External analysis a. What industry is it? b. General environment analysis c. The industry environment d. Competitive environment e. You now have material about opportunities Internal analysis f. The firm’s resources, tangible and intangible g. Capabilities identification h. Core competency analysis i. Value chain analysis j. Weakness k. Pulling it together l. Current strategies 3. Recommendation…