Intel: The Component Branding Saga

V Sarvani "What Microsoft is to software, Intel is to hardware: a marketing and technology monster that is seemingly unstoppable". - A Houston Chronicle News Article, in 1997. The case discusses the marketing initiatives undertaken by the global microprocessor industry leader, Intel. The company's decision to brand what was essentially 'just another component' in a PC is examined in detail. The case explores the component branding game plan of Intel and describes the marketing activities undertaken by the company, with special reference to the Intel Inside campaign. In addition, the case discusses the growing criticism against Intel and the increase in competition in the microprocessor market. Dancing its Way towards Leadership What could a computer hardware company manufacturing microprocessors possibly have in common with disco dancing? A lot, if one goes by an advertisement campaign released by the world's largest microprocessor company, the Californiabased Intel Corporation (Intel), in 1997. The television (TV) commercials designed to promote Intel's MMX technology featured people (referred to as 'bunny people' by the company) dressed in silvery astronaut suits dancing to a pop song, Stayin' Alive1 (Refer Exhibit I). One of the highlights of the campaign was Company Chief Executive Craig Barrett (Barrett) going on stage, accompanying the song with a tambourine! It was even reported that 'the Bee Gees classic now sounded more like the theme song to Barrett's efforts to restore Intel's glory days.' Posters for the campaign depicted a rainbow emerging from the Intel MMX logo, giving it a colorful, shiny look. The catchy and unusual campaign reportedly went on to become one of the most well remembered ones from Intel. For the company, it was yet another step towards becoming the 'only' brand one could think of when it came to microprocessors. Intel had to its credit the distinction of single-handedly transforming the microprocessor market over the years. The company had begun operations in days when people were not vry aware of the term microprocessor and its significance for the computers they were buying (Refer Exhibit II for a note on microprocessors). Even those consumers who were somewhat computer-savvy did not know much about them. But by the early 21M century, customers all over the world were able to recite their processor specifications like a nursery rhyme. Thanks to Intel that made the chip inside the personal computer (PC) so popular. Intel had been able to bring about this change, primarily due to its focused R&D and product development efforts. However, its biggest success lay perhaps in its welletched and executed marketing strategies devised, over the years, to promote Intel as a brand. Through its efforts Intel became synonymous with computer
1

The song, sung by the US-based pop music group Bee Gees, was very popular all over the world, and was featured in the successful Hollywood movie Saturday Night Fever. The 4004 chip was one-sixth inch long and one-eighth inch wide and consisted of 2,300 MOS transistors (Mean Opinion Score). MOS is used mainly in voice communications to determine the quality of the voice at the destination end of the circuit.

microprocessor chips and the undisputed industry leader. The company had an 80 percent share of the global microprocessor market - leading not only in terms of sales revenues, but also in terms of innovation. Background Note Intel was established in 1968, by three engineers, Robert Noyce, Gordon Moore, and Andy Grove. Unhappy with the state of affairs at the company they were working for, Fairchild Semiconductor, the trio decided to start their own company and develop technology for silicon based chips. The result was the formation of Intel (an abbreviation for Integrated Electronics) at Mountain View, California. Intel's first commercial product was the '3101 Schottky bipolar 64-bit static random access memory (SRAM)' chip. To meet the requirements of a Japanese company, Busicom, that manufactured calculators, Intel made a microprocessor chip that performed the function of 12 silicon chips put together. Named 40042, the world's first microprocessor chip was released in 1971. This chip could compute as fast as the ENIAC3, the fastest computer available those days. Commenting on this invention, David K Allison, a technology historian, at the Smithsonian said, "I think it (the microprocessor) ranks in the same league as the invention of the steam engine, the automobile or the airplane. The microprocessor has had a kind of transforming quality for civilization. Contrast the microprocessor with its predecessor, the ENIAC, which had 18,000 vacuum tubes. Today, we do something far in excess of that - billions of different components - on something the size of your fingernail. The scale changed everything." The invention of the 4004 chip was a major technological achievement, but would anybody other than Busicom be interested in buying it? Could the chip be used for any other product than the calculator? Commenting on this situation, Robert Noyce had said, "The question was whether we could sell it to anybody other than Busicom; the question was whether there were enough applications out there other than the calculator to make it worthwhile". Intel was determined to find ways in which its chips could be used. To meet this challenge, Intel took up the task of educating the engineering community about the potential of a programmable microprocessor chip that could be used in many commonly used products like traffic light controllers, ovens, phones etc. Intel conducted educational seminars and sold manuals to create awareness among people about the chips possible uses. Intel also started putting ads in the print media. The first advertisement by Intel appeared in the Electronic News magazine (Refer Figure I) and resulted in huge sales of the 4004. Figure I: Intel's First Print Advertisement Announcing a new era of integrated electronics

Following the success of the 4004, Intel released the 8008 microprocessor in 1972. This chip was twice as powerful as the 4004 and was used in a computer called the Mark-8, one of the world's first home computers. Then came the release of the 8080 in 1974, which became the brains of the first PC, Altair. Tens of thousands of this PC costing $395 were sold. In 1978, Intel released the 8086-8088 chip. The 8088 was chosen by IBM's PC division for making new PCs. The chip went on to become a huge success and gave a major boost to Intel's sales and goodwill. Intel was also ranked among the Fortune 500 companies, and Fortune magazine named Intel as one of the 'Business Triumphs of the Seventies'. Intel emerged as the most widely accepted supplier of microprocessors. Computer manufacturers and operating system suppliers increasingly began building their products with Intel chips. In 1982, Intel released the 80286 microprocessor chip (also known as the 286). It was the first processor that could run programs written for its predecessor. It was a huge success; within six years of its release there were around 15 million 286 based PCs in the world. Intel followed up the 286 with the launch of 386 and the 486 chips in 1985 and 1989 respectively. These chips also went on to become highly successful products (Refer Exhibit III for a timeline of Intel's microprocessor launches and a brief description of each microprocessor). In 1985, Intel entered into an agreement with Microsoft Corporation to form what came to be known as the 'Wintel' monopoly (As per the agreement, every PC that ran on the Windows operating system came with an Intel microprocessor). Intel also licensed the technology of these chips to competitors like Advanced Micro devices (AMD) to make their own versions of the chip. As Intel launched newer and more advanced microprocessors, PC performance improved. Greater processor speeds helped PCs to run quickly, reliably, and smoothly. Intel played a vital role in transforming the PC from a business management tool to a device that offered information, entertainment, and education in rich multimedia format. The Need for a Component Brand Since the development of PCs in the late-1970s, the marketing of IT related software and hardware was mainly driven by computer vendors and software publishers. However, Intel relied completely on its computer-vendor customers otherwise known as Original Equipment Manufacturers (OEMs) to convey to end users the benefits of using an Intel processor. As a result consumers had very little awareness about Intel and its products. Most PC users were not aware of the availability of advanced processors and their cost saving performance. Intel realized that it needed to create more awareness about itself and its products among consumers. This realization was inspired by Moores law, an industry guiding principle, developed by Gordon Moore. According to this law the number of transistors on the microprocessor roughly doubles every 18 months to two years. This translated into greater processor speed. Thus customers could save costs by upgrading to newer chip versions rather than buying multiple chips- something customers were unaware of. Thus was born the first focused marketing initiative by Intel in 1990 to market the 386SX (a new version of the 386) microprocessor. A small group of marketing personnel interacted with IT managers who came to buy PCs for business purposes and briefed them about the features and advantages of the existing microprocessors as well as the new releases. As a result of the above, customer

awareness about the 386SX processor increased and translated into increasing sales. Even as the company initiated marketing activities, it had to deal with certain legal problems. Arch-rival AMD, which had been given the license to manufacture chips by Intel began making use of the latters processor numbers to market its own products. By offering chips at comparatively cheaper prices, AMD captured 52 percent of the market by 1990. According to Intel sources, the company had assumed that the 386 and 486 processors were protected trademarks and that no other company could make use of them. Intel then made attempts to protect the technology of the 386 and 486 processors. As a result AMD sued Intel for breach of contract. Intel lost the case and the courts stated that the processor numbers were not trademarks. This opened the doors for other companies to use them. Intel realized the need for a better marketing program that would protect its rights. This episode made the company realize that number-names for microprocessors were ambiguous and unprotected. Intel needed to transfer the brand equity from these numbers to the company fast. This change was expected to correctly communicate the benefits of the new processors to the end users and at the same time create awareness about the company. Intel thus sought to create a strong brand to communicate better with consumers, justify the billions of dollars invested in product development, and highlight the superior performance and reliability of its products. The decision to go in for component branding was also taken because of the companys observation that although a microprocessor was a key component of the PC, it was largely seen as just another component. Intel thus decided to work closely with PC manufacturers. Its marketing team began to study the markets closely and adopted various consumer marketing techniques that had been successfully carried out by well-known companies that were supplying a component or an ingredient of a finished product like Teflon, Dolby and NutraSweet. Based on the experiences of these companies, Intel conducted various marketing experiments to find out how a branded component program would work in the PC industry. Marketing the Microprocessors The company developed a component branding strategy that aimed at gaining consumer confidence in Intel as a brand. It decided to run campaigns that would demonstrate the value and benefits of buying a processor from a leading company in the industry. The most innovative aspect of this strategy was the decision to communicate directly with end-users. This was a very novel idea for a pure technology company. Intels decision was eyed with suspicion by industry observers as no other company in the industry had ever done this before. It was reported that even many within the company also had the same opinion. Intel however decided to go ahead with its plans, and with the help of an advertising agency, Dahlin Smith and White, designed a campaign for its products. The company adopted a new tagline Intel. The computer inside- in July 1991. This tagline aimed at emphasizing the important role of a microprocessor in a PC and also highlights the fact that Intels products were reliable, safe and technologically advanced. Later, the company shortened the tagline to Intel Inside. The tagline was accompanied by a new logo, in which the words Intel Inside appeared inside a circle. The logo was designed to indicate that a necessary component in the PC had

been verified and approved as regarding its quality. This design suggested that the brand had an implicit seal of approval. The new marketing program consisted mainly of an incentive based cooperative advertising (coop) program. Intel created a cooperative fund wherein 5 percent of the purchase price of the microprocessors was kept aside for advertising funds and made available to all PC makers. Intel shared the advertising costs with the OEMs for print advertisements that included the Intel logo. This arrangement became very popularly and many OEMs joined the program. As a result of the arrangement OEMs could not only increase their ad spend, they could also be assured that their computers were powered by the latest microprocessor technology. By the end of 1991, around 300 PC OEMs had joined Intel in support of the Intel Inside coop program. After the success of this program, Intel started to advertise in the print media around the world to explain the Intel logo to global customers. Intel released its first TV advertisement in early 1992. This ad was made by Industrial Light Magic4 for the new Intel i486 processor. It stressed on the power, speed and affordability of the chip. The advertisement was designed using state- ofthe-art special effects and featured a trip through the inside of a computer. TV provided Intel the right platform to effectively communicate the Intel Inside programs message to consumers. Intels colorful TV advertisement which displayed the Intel logo, accompanied by a distinctive and catchy jingle which were together known as the signature ID audio-visual logo. With this advertisement, Intel was reportedly able to build a distinctive and positive image in the minds of consumers the world over. Intel had a series of high profile launches for its new chips over the next couple of years. Pentium and Pentium Pro were launched in 1993 and 1994 respectively. The company had now decided to use names instead numbers for its microprocessors (the word Pentium was derived from a Greek word meaning five). In the meantime Intels investment in marketing seemed to have paid off. A company research revealed that while only 24 percent of European PC buyers had been familiar with the Intel Inside logo in late-1991, the figure increased to nearly 80 percent in 1992 and 94 percent in 1995. Commenting on this, Dennis Carter, Intels Marketing Manager, said, I believe that there has been a lot more (industry wide) advertising because of the Intel Inside program than there would have been otherwise. That has helped to create more PC demand. If you believe that advertising works, then more people are getting educated about the benefits of the PC because of the Intel Inside program. Intels marketing efforts not only increased the demand for chips, they also increased the demand for PCs around the world. This was interesting considering that the demand for PCs was growing sharply in spite of increase in PC prices. The number of people who owned home-PCs was increasing even as the PC emerged as the most viable tool for business, education and entertainment. Intel was the catalyst in this PC revolution that swept the entire world. Intels advertisement campaigns and coop marketing strategy had become a well known marketing success story of the 1990s. Each new campaign in the print, electronic or outdoor media attracted significant attention. However, even those who had accepted Intel as an unconventional marketer were not prepared for the Stayin Alive campaign in 1997. Commenting on its success, Advertising Age said, They became nothing less than the whimsical icons of a go-go PC industry.

In the same year, Intel started advertising on the Web and also encouraged PC makers to use this media. Intel also allowed them to use the company logo and messages in their advertisements. This helped the company convey to customers the important role its chips played in giving them a good Internet browsing experience. As the Internet gained in popularity during the late-1990s, consumers began J turning to it for gaining information on products and purchasing products online, j Consequently, Intel took steps to become a leader in the Internet economy. The i company spruced up its Intel Inside Program to promote and support e-Commerce 1 marketing activities undertaken by computer manufacturers. Intel entered into tie j ups with many companies around the world, ranging from experienced vendors in the US to newcomers from countries like Japan and Poland, for innovative webbased marketing and sales deals. This way Intel could successfully market its chips as a component brand during online PC purchases throughout the world. To leverage the popularity of the Intel logo, the company even started selling products like books (for engineers and IT professionals), caps, T-shirts, key chains, pens, coffee mugs and dolls. These products, made available through the companys website, came with the Intel Inside logo printed or embroidered on them. The printed material on the merchandise generally featured the latest product(s) launched by the company. In 2001, in another innovative move, Intel set up the Intel Inside Online Network .This was essentially a web-based tool that helped manage business transactions related to the companys coop advertising program. The Intel Inside Online Network, which was available 24 hours a day, provided services in languages other than English (Chinese and Japanese). Intels emphasis on marketing activities to support the launch of new products continued well into the early 21st century. In 2000-01, the company ran a series of TVCs featuring little aliens enjoying the benefits of its chips. The thrust on product development continued, and R&D expenditure increased from just $780 mn in 1992 to $3.8 bn in 2001. The company focused heavily on marketing its new high- end microprocessors like the Intel Xeon and Intel Itanium that were mostly used for Internet technologies. Intel concentrated on promoting its chips as vital ingredients for building mission critical client server solutions. The company reportedly spent $1.5 bn on coop advertising for the year 2001. Intels consistent efforts towards providing customer satisfaction through quality services and its innovative efforts at component branding fetched it commensurate results. The companys net income of $7.31 bn in 1999 increased to $10.53 bn in 2000 (Refer Exhibit IV & V). Intel earned 35 percent of its total revenues from North America, 31 percent from the Asia Pacific region, 25 percent from Europe b and 9 percent from Japan. Besides PC manufacturers, the company marketed its P products to various other industries such as industrial equipment, military p equipment and communications industries. What Lies Ahead? All was not well with Intel as it moved into the 21st century in 2001 its profits decreased drastically to $1.29 bn. Though the company felt that the global IT slump [ and the US economic slowdown were partly responsible for this decline, the lower average selling prices of microprocessors and a decrease in sales in general were m the main culprits.

The decline in sales was believed to be caused by the bad publicity caused by antitrust investigations carried out on the company by the European Commission. This investigation was carried out because of several complaints against Intel for using abusive marketing practices. [A news report (from www.newsfactor.com) I stated that Intel gave subsidies to PC vendors for opting for Intel microprocessors | and using the Intel Inside logos or tunes in their advertisements.] The issue I brought back bitter memories of another similar case that was filed in late-1999, in which Intel and the Federal Trade Commission of the US had made a settlement I out of public view in 2000. Intel was also accused of charging exorbitant prices for its chips as it reportedly sold its chips at a profit of about 10,000 percent! Intels bad fortunes continued in the year 2002, when it faced a nationwide I (USA) class action suit regarding the performance of the Pentium 4 Processor. The t plaintiffs accused Intel of misleading customers about the speed of the Pentium 4 I Processor. They stated that the Pentium 4 chips were less powerful than the companys own Pentium III and AMDs Athlon chips. For AMD, this was one of those rare times that it seemed to be one-up on Intel. Due to the latters virtual stranglehold on the microprocessor market, AMD (and the distant players, VIA Technologies and Motorola) had remained far behind E throughout the 1990s (Refer Table I for Intel and AMDs marketshares and Exhibit | VI for a brief note on AMD, VIA and Motorola). Table 1: Microprocessor (PC) Industry - Marketshares Year 1998* 1999* 2000 2001 Source: ICMR. However, by late 2002, AMD had increased its focus on marketing its processors like never before and launched a multimedia campaign similar to Intels. These moves along with the fact that AMDs processors were more reasonably priced than Intels and the growing public perception that AMDs processors were as good or better than Intels, could lead to stiff competition for Intel. Meanwhile, the people who believed that Intel had nothing to worry about seemed to outnumber the skeptics. It still remained the only company in the world that was able to make the PC just a package that came with Intel chips inside it. Intels market share had climbed back to 87 percent in 2002. The fact that customers rushed to upgrade their PCs every time Intel released a new chip spoke volumes about the cult of Intel Inside devotees the company had created and nurtured over the years. Exhibit I The Bunny People Advertisement INTEL 493 46.7 82.2 78.7 AMD 32.1 38.8 16.7 20.2

* data for six months July-Dec 98. Jan-July 99).

Whats in a Microprocessor Microprocessors can be crudely defined as the brain of a PC, not seen by the enduser. Simply put, it is a processor made on a microchip. A microchip is a small unit made of silicon and is package of computer circuitry. It is sometimes referred to as the logic chip. It performs operations such as adding, subtracting, comparing two numbers, fetching numbers from one area to the other etc. The processor can perform these functions as they form a part of the instructions coded at the time of designing the microprocessor. Once a microprocessor of a system is turned on, it fetches the first instruction from the basic input and output system (BIOS is a part of a computer memory). Once this is done, the operating system or the application program drives the functioning of the processor by giving it instructions till the system is switched off. The efficiency of a processor is judged by the speed with which it carries out the instructions the greater the speed the faster the system. The invention of the microprocessor has worked as a catalyst in the computer revolution throughout the world. As microprocessors with higher speeds have been launched, it has become possible to use state-of-the-art technology to conduct business and day-to-day communication effectively and efficiently.

Exhibit III Intel's Microprocessor Timeline Year Product Category Description 197 4004 1 Microprocessor 197 8008 2 Microprocessor 197 8080 4 Microprocessor 197 8086-8088 8 Microprocessor 196 286 2 Microprocessor 198 Intel386 5 Microprocessor The first microprocessor - this breakthrough invention marked the beginning of the use of microchips for embedding intelligence in inanimate objects and PCs. Twice as powerful as the 4004. Became the brains of Altair, the world's first PC. Used by IBM, was the brain for its IBM PC. This went on to become the most highly sold product of the company. Also known as the 80286, it was the first Intel processor compatible with all software written for its predecessor. Consisted of 275,000 transistors; 100 times more than that the 4004. It was a 32-bit chip and could do multi-tasking, that is, run multiple programs at the same time.

198 Intel486DX CPUThe 486 processor was designed specifically for 4"' generation 9 Microprocessor computers for graphical user interface based operating systems. It had a built- in math coprocessor that increased computing speed by offloading complex math functions from the central processor. 199 Pentium 3 Processor 199 PentiumPro 5 Processor 199 7 Pentium11 Processor It was designed to enable computers to incorporate data from the real world such as speech, sound, handwriting and photographic images. It was designed for 32-bit servers and workstation applications. The chip had 5.5 million transistors and was sold along with a second speed-enhancing cache memory chip. This enabled fast computeraided design, mechanical engineering and scientific computation. This incorporated the Intel MMX technology that was specifically designed to process video, audio and graphics data efficiently. This chip enabled PC users to capture, edit and share digital photos via the Internet, edit and add text, music/between-scene transitions to home movies, send video over standard phone lines and the Internet. It featured technical innovations specifically designed to meet the performance requirements of mid-range and high-end servers and workstations that utilize complex business applications such as Internet services, digital content creation, electronic and mechanical design automation and corporate data warehousing. Specifically designed for the PC market segment. It provided good performance for gaming and educational softwares' at a lower price. This chip featured 70 new instructions and 9.5 million transistors with 0.25 micron technology, aimed at providing highly enhanced performance of advanced imaging, 3-D, streaming audio, video and speech recognition applications.

199 8

Pentium II Xeon Processor Celeron Processor PentiumIII Processor

199 9 199 9

199 9

Pentium111Xe This chip extended the offerings of the Pentium Pro Processor for on Processor the workstation and server market segments with additional performance for e-Commerce applications and advanced business computing. It was designed for systems with multiprocessor configurations. Pentium The chip incorporated 42 million transistors with 0.18micron circuit

200

Exhibit V Intel - Consolidated Statements of Income (1999-2001) (in $ mn) 2001 Net revenues Cost of sales Research and development Amortization of goodwill and other acquisition-related intangibles and costs Purchased in-process research and development Operating costs and expenses Operating income Gains (losses) on equity securities, net Interest and other, net Income before taxes Provision for taxes Net income Sourceivww.inlel.com. Exhibit VI Intel's Competitors Advance Micro Devices (AMD) - AMD was founded in 1969 in Sunnyvale, California. The company manufactured and supplied semiconductors, microprocessors, flash memory devices, and support circuitry for networking and communications applications. It has manufacturing facilities at US, Europe, Japan and Asia, and offices throughout the world. AMD, Intel's closest competitor, had captured a large share of the low cost PC market with the release of its K6 microprocessors in 1997. The release of the K7 suit of microprocessors in the first quarter of 2001 was aimed at giving stiff competition to Intel's chips. The company posted revenues of $3.9 bn in 2001. In late-2002, it was reeling under the burden of losses for five consecutive quarters. Reportedly, everytime AMD came up with a new product, Intel's financial and marketing muscle (especially in the form of under-pricing) wiped out any benefits that could have accrued to AMD. Via Technologies - Founded in 1992, the company had the fastest growth rate in the industry. The company produced core logic chipsets, which could be used as an alternative to Intel's chips, and posed a threat in the low end market. VIA acquired Cyrix from National Semiconductor and Centaur from Integrated Devices 26,539 13,487 3,796 2,338 2000 33,726 12,650 3,897 5,089 1,586 1999 29,389 11,836 3,111 3,872 411

Marketing, general and administrative 4,464

198 24,283 2,256 (466) 393 2,183 892 1,291

109 23,331 10,395 3,759 987 15,141 4,606 10,535

392 19,622 9,767 883 578 11,228 3,914 7,314

Technology in 1999 and became a publicly traded company. VIA concentrated only on the design aspect of the chip and outsourced the actual production of the chip this helped the company do away with overhead costs. Industry observers believed VIA had high growth potential and would give stiff competition to Intel. In 2000, the company's revenues stood at $1 bn. Motorola - Established in 1928 at Chicago, Illinois, the Galvin Manufacturing Corporation manufactured car radios before changing its name to Motorola, Inc in 1947. The company functions mainly in three business units - the Communications Enterprise, Semiconductor Products Sector and the Integrated Electronics Systems Sector. The company manufactured microprocessors, semiconductors, switching systems, cellular systems and many other products. Apart from Intel, Motorola competed with Lucent Technologies, Nokia, Fujitsu, National Semiconductor, Philips Electronics, and Texas Instruments. The company's revenues in 2000 stood at $1.32 bn.

Additional Readings & References:

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Dwight Silverman, "Rival Chips Whittle at Intel's Lead Microprocessor Makers Tout Performance", Price, ivww.dtron.com, July 3, 1997. Ad mason Allen, "What is Branding? Future of Branding Based on Current Trends", nmno.landor.com, December 1998. Crothers Brook, "FTC Faces Tough Intel Trial", unmo.netvs.com, January 29, 1999. Shimpi Lai Anand, xvxvtv.mxandtech.com, February 22, 1999. Shoesmith John and Eastwood Alison, "Branding", xvxmv3.sympatico.ca, April 10, 2000. Clement Y Wu, .Intel in Internet Times", httpj/wxvxv.idiscover.com/comp/ imc.html, September 8, 2000. Xaviar M J, "The Changing Face of Brand Management", xmmo.blonnet.com, October 5, 2000. McDonald Tim, "European Regulators Probe xmmv.ecommercetimes.com, April 6, 2001. Intel Marketing Practices",

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"What Makes These Brands Tick", xmmo.zdnetindia.com, July 16, 2001. Spooner G John, "AMD Chips Away at Intel", xmvw.zdnet.com, January 24, 2001. Chatterjee Purvita, "Taking Center Stage", xmmo.btonnet.com, February 14,2002. Magee Mike, "Intel Marketing Achieves the Impossible?", xmmv.theinqtiirer.net, March 7, 2002. Magee Mike, "AMD Makes Second xmmv.theinquirer.net, July 3, 2002. Profit Warning in Two Weeks",

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Magee Mike, "Celerons Crash in Price, Soar in Speeds", xmmv.theenquirer.com, July 24, 2002. Mainelli Tom, "Intel, PC Makers Sued Over P4 Performance", xmmv.pctvorld.com, August 16, 2002.

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"Intel, HP, Gateway Sued Over Pentium 4 Performance", xmmv.theinquirer.net, August .17, 2002. Magee Mike, "Intel Confirms Class Action Dispute", www.theenquirer.com, August 19, 2002. Magee Mike, "Pentium 4 Full of unmo.tiieenquirer.com, September 15, 2002. Undocumented Features, Bugs",

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"Intel Launches Global Consumer Advertising Campaign", September 16, 2002.

xmoxo,intel.com,

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Waters Jr Thomas, "Component Branding: Making One Product Indispensable Inside Another", xmmo.xoinstonbrill.com. "Brands in Business Markets", xmmo.dobney.com. "What is Branding? Ingredient Branding", xoxmo.landor.com. www.whatis.com. www.intel.com.

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