1

Table of Contents
Introduction......................................................................................................................................2
1. Understand the process of strategic planning...........................................................................3
1.1. Assess how business missions, visions, objectives, goals and core competencies inform
strategic planning.........................................................................................................................3
1.2. Analyze the factors that have to be considered when formulating strategic plans...........6
1.3. Evaluate the effectiveness of techniques used when developing strategic business plans.
9
2. Be able to formulate a new strategy.......................................................................................13
2.1. Analyze the strategic positioning of a given organization by carrying out an
organizational audit....................................................................................................................13
2.2. Carry out an environmental audit for a given organisation.............................................15
2.3. Assess the significance of stakeholder analysis when formulating new strategy...........17
Conclusion.....................................................................................................................................20
Bibliography..................................................................................................................................21
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Introduction
Business strategy is a set of works that enable an organization to achieve long term objectives.
Business strategy is the process of identifying vision, mission and objectives of the organization
and developing plans and policies to achieve these objectives. It is a vital element of an
organization because without a business plan the organization cannot run its business
successfully. The case is Intel and I will try to suggest strategic planning for them. Intel is the
world's largest semiconductor chip maker and other technology which is context to processor.
3

1. Understand the process of strategic planning

1.1. Assess how business missions, visions, objectives, goals and core competencies
inform strategic planning
Company overview:

Intel Corporation ("Integrated Electronics") was founded on July 18, 1968, at the time of the
merger of electronic devices, manufactured in Santa Clara, California by the chemist and
physicist Gordon. E.Moore and Robert Noyce, after they left Fairchild Semiconductor.

Intel has 99,000 employees in 199 offices and manufacturing facilities worldwide. In 2005,
Intel's revenue was more than $ 38 billion, and Intel ranked 50th among the world's largest
companies.

Intel manufactures products such as microprocessor chips for computers, motherboards, flash
memory drives, network cards and other computing devices. Intel Corporation is the world's
largest manufacturer of semiconductor devices, and the inventor of the x86 processor families of
processors found on personal computers. Intel makes motherboard chipsets, network cards and
ICs, flash memory, graphic chips, embedded processors (Recorders), and other devices related to
computing and communications.

At first Gordon Moore and Robert Noyce wanted to name the company "Moore Noyce".
However, the pronunciation is more "noise" and this is not suitable for an electronic company.
They claim that noise is characteristic of bad interference. And they used the name NM
Electronics for the company just one year before deciding to name the company as INTegrated
ELectronics or "Intel" as the initials. However, the name "Intel" has been a trade name of a chain
of hotel systems and they have acquired before the operation.

1971: The 4004 is Intel's first microprocessor. This groundbreaking invention aims to empower
Busicom computers and pave the way for the inclusion of human intelligence in invisible devices
as well as personal computer systems. Number of transistors: 2,300, Speed: 108 KHz

In 1972: The 8008 processor was twice as powerful as the 4004 processor. The Mark-8 was
known as one of the first computer systems for home users - one A system that today's standards
are difficult to build, maintain, and operate. Number of transistors: 3.500 Speed: 200 KHz

1974: The 8080 has become the brain of the first personal computer system - Altair. Number of
transistors: 6.000 Speed: 2MHz

1978: Microprocessor 8086-8088 an important supply contract for IBM's newly formed personal
computer division has turned the 8088 processor into the brain of IBM's flagship new product
computer PC. Number of transistors: 29,000 Speed: 5MHz, 8MHz, 10MHz
4

1982: Microprocessor 286, also known as 80286, is the first Intel processor to run all software
written for previous processors. This software compatibility has always been a compulsory
standard in Intel processors. Number of transistors: 134,000.

Company Vision:

If it is smart and connected, it is best with Intel. (IntelVN, 2016)

Analysis:

Our global workforce possesses a unique set of experiences and abilities that are critical to our
success and their passion for innovation helps us maintain our role as a technology leader. We
must therefore respect the viewpoints of all our people and honors the values of discipline,
quality, and risk-taking that our company was built on.

Company Mission:

Utilize the power of Moore's Law to bring smart, connected devices to every person on earth.
(IntelVN, 2016)

Analysis:

Delight our customers, employees, and shareholders by relentlessly delivering the platform and
technology advancements that become essential to the way we work and live.

Company Goal & Objective:

- Change employer brand perception in India from a hardware only to a software and hardware
employer

- Establish engaging relationships with candidates, create attractiveness for careers at Intel and
build a strong proactive talent pipeline

Company Value:

Intel's value proposition has long been defined as it was in the early 1970's providing a pattern
that guided our business behavior as well as our personal interactions at work. Their value
proposition is quickly conveyed to the employees and stakeholders Intel refers to - what we
value. The first day of every Intel employee's work begins with an introduction to Intel's mission,
goals and values, as well as training on 40+ behaviors that illustrate those values. As a constant
reminder, each employee's badge is adorned with values, and posters enumerate mission and
values that are displayed throughout their workplace.

Explaining their mission, purpose and values means that Intel must deliver cost-effective, high-
performance and competitive products and when customers want them to offer competitive
compensation and Professional development opportunities continue to bring good returns on
investment.
5

Core competence of Intel

Intel is a company that manufacturing products in technology such as processor chips for
computers, motherboards, flash memory drives, network cards and other computer devices.
Since the dawn of the PC era, Intel has made a huge profit thanks to its large sales and profit
margins. This company has sold off a lot of processors and can raise product prices more than
usual. There is a technical reason that Intel can raise its price so high: the monopoly of the x86
instruction set architecture.

When a complex and popular software platform such as Windows is built on a pre-defined (ISA)
instruction set architecture, it will be very difficult for another ISA to enter, such as ARM. This
situation continues to this day.

Ever since, Windows has always been built on Intel's x86 architecture. This means that PC
makers such as Dell, who just want to buy Windows, have to buy Intel chips. Thanks to this
parallel monopoly, Intel and Microsoft can increase the price of their respective technologies.
Intel has taken advantage of this to beat up other competitors.

How Strategic Plan make base on VMGO

In addition to building world-class processors, Intel does a lot of good. One of them is Intel's
annual planning process.

Intel's annual planning process is called Planning (Year). The planning process for 2014 is called
the 2014 Plan, 2015 is called the 2015 Plan. This is a formal, global process. It's a top-down and
bottom-up approach. Each department in a group will create its own plan. Split plans will be
messy as part of group planning. Each of every geography will also bring the plan to the
headquarters. During the planning process, many face-to-face meetings will occur in sections and
groups to ensure two discussions. Financial members in each department will also make a
proposal for each group's budget as part of the plan.

This process usually starts in September and lasts until the end of the year. Depending on the
market situation, sometimes the plan may go in January. Finally, each group will present their
plan to the CEO in November. The CEO will review and finalize the company-wide plan, then
the company's business direction, sales goals for each group, and budget will be distributed over
the December timeframe. A 100,000 company, the strategic goal of the 2014 plan will be
announced through various forums throughout the world during the first quarter of this year. The
plan period seems chaotic and fluent, but people seem to know what needs to be done and how to
do it in part because time is clearly told to the staff responsible for plan.

This is where the Group Marketing Company takes the lead. In order to pave the way for
regional and national marketing teams to start the 2014 plan, the marketing of the headquarters
needs to work with product groups and marketing research to understand the product roadmap
and industry competition. Product, prediction of volume and object structure from four to six
weeks prior to September. The overall marketing plan for consumers and businesses is created so
6

that regional and national marketing groups can use it to create their blueprints. The overall
marketing business marketing plan is also a global high-level content plan. The specific elements
of a global content plan such as audience needs and pain points,

Geographies use this master plan as a basis to ensure that their regional and national plans are in
line with the strategy. If geographical areas need to deviate from the marketing strategy,
Headquarters and geographic areas have open and honest discussions to determine the right
solution to move forward. Communication, cooperation and compromise are the keys to the
global planning process.

1.2. Analyze the factors that have to be considered when formulating strategic plans
Organization structure

Intel organization structure (Bohr, 2004)

Intel Structure strategy

Global Network

Spanning Multiple Industries

Multidimensional Business Model

Intel had been through foundation and develops period and expands to global scale to maximize
the profit. It is to ensure the demand to approaching technologies of the world. So that Intel had
to close to customer, listen to what they want. On the other hand, PCs market is now being
reduce by hand mobile device so that Intel had to spanning into it, also other market like cloud
7

base server services, TVs set. According to Moores Law, the number of transistors in a dense
integrated circuit doubles approximately every two years, so to response to it Intel had many
different departments to research and develops their product like Atom microprocessor in mobile
device. Multidimensional business model mean The company's overall performance is reported
simultaneously across multiple dimensions and across multiple levels; each of these dimensions
has a manager responsible for the contribution of his dimension to overall performance; these
managers are mutually dependent on the resources they need; and these managers are jointly
responsible for overall performance, it is to ensure for the development of dynamic
multidimensional markets.

Organization culture

Intel now is being label as dominate other companies by marketing & Brand Power. It mean
using 90 percentage market occupy to make other company to follow and also killed the
competitor to maximize the profit for company.

But Intel was doing better than that.

Create and extend computing technology to connect and enrich the life of every person
on Earth.

Being the industry leading force

Corporate Social Responsibility regarding conflict minerals

World are requiring for technology advance, it not only on PCs now so that Intel had wake up
after a long time staying in victory. The loss of Atom, the tactical chip in mobile market cannot
stop Intel from being the leader but it shown that the competitors of Intel have same stable
ground and Intel should afraid of it.

Leadership

Leadership Style:

Estimated 2-year process technology lead

About a 3.5-year lead in introducing revolutionary transistor technologies into high-

volume manufacturing

Strained silicon, High-K Metal Gate, and Tri-Gate

Intel always has to step over 2 years in the future according to Moores law and by that they had
lead the market for many decades. By motivate and communicate well with their employee Intel
had the team in extremely intertwined with each other. The leader always listen to their employee
need had made a lot of motivation for them.

Human resource
8

As of 2013, Intel is ranked nine times as one of the 100 Best Companies for Working Mothers by
the Working Mother Magazine, a magazine voted for mothers annually to recognize Continual
improvement in quality of life and quality improvement programs.

Ms. Dana, Managing Director of Corporate Work / Life Programs Manager, said: "Being on this
list has confirmed that what we are doing is right. We are proud of the company's efforts to help
mothers work in private, and all employees in general, more successful in work and in life. "
(Admin, 2011)

Reintegration program for new mothers

In the United States, Intel has a program called "New Parent Reintegration," which is a program
designed specifically for women who have just returned from work to return to work. This
allows employees to temporarily adjust their work schedules when they return to work. In the
case of Ms. Roxanne, a Quality Reliability Engineer at Fab 32 (a wafer factory in Arizona,
USA), is an example. She shared, "In 2009, when I got back to work, I only worked 20 hours a
week, slowly increased my working hours to 32 hours and finally returned to normal 40 hours a
week." (Admin, 2011)

Mother's Room

Understanding the needs of new female employees, Intel Vietnam has equipped a mother's room
to create a private space for mothers to milk and preserve milk in time. Working hours to bring
the sweet nutrition to his baby after work.

Mother's room is a spacious, airy, clean room, with 4 small chambers inside, fully equipped with
both privacy and privacy for mothers.

Gym and other health care programs

All Intel employees can participate in sports activities at the factory or Intel linked clubs outside
the factory. For female employees, especially women after childbirth, going back to the gym or
attending yoga classes to balance work and beauty is a company-encouraged activity. . In
addition, clubs such as badminton, tennis, swimming ... under the guidance and advice of
professional coaches are also options for staff. Employees can join before or after business hours,
and Intel arranges flexible bus services to allow employees to be more involved in out-of-hours
activities. . This is also an opportunity for female staff to meet, share, exchange and learn
experiences of teaching children, taking care of children in daily life, helping to strengthen the
co-workers as well as relax after work.

Opportunity for career development

Do you think getting married and having children will limit your career path? In fact, Intel has
always made it possible for employees to maximize their capabilities. Evidence is that Intel has a
policy to support flexible schedules for employees, especially women with children who need
9

care or transportation to school. Employees may apply late work late or arrange a suitable time
with their family without compromising the quality of the work.

In addition, Intel provides opportunities for employees to challenge themselves in a regional

project or other departmental experience in a 3-6 month period only if the employee can meet the
requirements. It does not matter if you are married or have a baby. This creates a fresh feeling
and excitement for the job; Employees continually develop themselves and have a more holistic
view of their work as well as their understanding of contributions to both the Company's
business and production.

Intel Scholarships for Children

Intel also pays regular attention and investment to improving the personal knowledge of
employees and their families through the awarding of annual scholarships to the children of well-
qualified students. Intel Scholarships for staff helps young people to complete and advance their
studies as well as bring their passion for scientific and technological research into the future.

Intel leaders always emphasize, "People are Intel's most valuable assets." Therefore, Intel's
internal operations and programs are geared towards ensuring the safety and holistic
development of employees. Intel recognizes that female workers, especially mothers who are
both working and nursing their children, are important contributors to the equilibrium and create
a diverse, Take pride in our global high-tech human resources development strategy.

1.3. Evaluate the effectiveness of techniques used when developing strategic business
plans.
BCG Matrix

The Boston Consulting groups product portfolio matrix (BCG) is designed to help with long-
term strategic planning, to help a business consider growth opportunities by reviewing its
portfolio of products to decide where to invest, to discontinue or develop products. It's also
known as the Growth/Share Matrix.

The Matrix is divided into 4 quadrants derived on market growth and relative market share, as
shown in the diagram below.
10

1. Dogs: These are products with low growth or market share.

2. Question marks or Problem Child: Products in high growth markets with low market share.

3. Stars: Products in high growth markets with high market share.

4. Cash cows: Products in low growth markets with high market share

Intel was first mention was in Spanning Multiple Industries and BCG matrix is to help them
analyze and match their product with the market demand. However, Intel has operated in
many areas and each geographical market of Intel has unfamiliar products line as
compared to other areas and so BCG matrix can also be used to analyze Intel
branding or profitability in a specific area:
11

The strength of Intel has been analyzed as start because Intel had 90% market share in this area
and also the grow rate of it still high. Mobile devices and cloud are just being attack by Intel in
recent year. The mother board of Intel had come to an end by low market share and grow rate.
Recently Intel being puss by Microsoft and it show that server/workstations of Intel being price
pressure (Wire, 2017)

Space analysis

According to this model the SPACE analysis is used in strategic management. It concerns of key
decisions that are made by CEO and senior management of the organization.

Aggressive position: An attractive and relatively stable industry, the company has a competitive
edge and it can protect it, an important factor is the entry of new competitors into the industry. ,
It can be considered as a new acquisition, increase market share and focus on competitive
products.

Competitive position: The environment is attractive and relatively unstable, the company has
some competitive advantages, an important factor is the financial strength of the company - the
company should find their way to cohesion, the solution is likely. To join another company,
increase production efficiency and increase cash flow

Conservative position: A stable industry with a low growth rate and a financially stable
company, an important factor is the competitiveness of the product, the company should protect
its product successfully and develop New products and thinking about the possibility of entering
the industry more attractive and reduce costs.
12

Defensive position: An industry is not attractive, the company lack competitive and financial
product, a key factor is competitiveness, and the company should reduce costs, reduce
investment and consider leaving the industry.

Four measurable apply to space matrix that needs to consider inside the company was:

- Financial Strength, it consider by Return on Sales, Return on Assets, Cash Flow, Gearing,
Working Capital Intensity, Financial Strength is scored 6 for its great to 1 for its poor in
the SPACE Analysis Matrix. Intel would be consider at 4 because Intel had gain $59.4
billion while the Operating Margin was 60.9% 2016, higher than $55.4 billion and 62.6%
margin in 2015 ( (INTC, 2016)
- The second factor is Competitive Advantage: Market Share, Quality, Customer Loyalty,
Cost Levels, and Product Range. Competitive advantage is scored -1 (minus 1) great to -6
(minus 6) poor. This will be the best score with -1 for Intel because they had own the
market share for a long time with domination strategy to have a lot of customer that
cannot change to other.
- The third one is Industry Attractiveness: Growth Potential, Life Cycle Stage, Entry
Barriers, Customer Power, Substitutes, Industry attractiveness is scored 6 great and 1
poor in the SPACE analysis matrix. Intel would take 5 in this sector because Intel had
proved that the customers cannot change to other product even there was many
competitor available in the market that shakes up Intel's dominant position.
- The last is Environmental Stability: Political Uncertainty, Interest Rates, Technology,
Cyclical, Environmental Issues, Environmental stability is scored 1 (minus 1) great to
6 (minus 6) poor. Intel is a worldwide companies and it make Intel had no bound to any
country. The environment that modernizes the world had profited to Intel for many years
will continue profit them more. So that Intel would earn -2 for this factor.

Intel position
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2. Be able to formulate a new strategy.

2.1. Analyze the strategic positioning of a given organization by carrying out an

organizational audit.
Value chain analysis

Chips are the central to computer. It is where Intels market and it been cover 90% by Intel.

Main activities include value chains

Porter's framework begins by dividing the work of a company (or industry) into five main
activities, assuming that the value generated in and between these activities:

Inbound logistics refers to tasks and systems for obtaining materials or other inputs from
suppliers; Value can be added by effectively dealing with issues such as purchasing,
shipping, inventory and inventory control.
Operations are activities that transform those inputs into finished products, which can be
improved through plant layout, production control, automation, etc.
Outbound logistics related to the logistics of receiving the finished product to the
customer, with the opportunity to be effective in areas such as order fulfillment, how the
product is stored and distributed, and how waste is controlled.
Marketing and sales ensure that customers are aware of your product and help compel
them to buy it; Value opportunities include advertising and differentiation in a given
market segment.
14

The service enhances the value of a product through services such as installation, after-
sales support, service plan, training, etc.

Supportive activities if innovation can enhance value

Porter suggests that through creative management and execution, value can be generated from
activities - at first sight - just overhead, or "cost to business." Example:

Procurement activities can help you make the highest quality possible at the lowest cost.
Technology development can improve processes for greater efficiency.
Human resource management can attract, retain and develop employees for the overall
advantage of the company.
Strong infrastructure will improve profitability through legal, accounting and competitive
information strategies.

Framework for value chain analysis in action

Even companies that do not seem to fit into Porter's central production model, the activities he
names can be compared to similar activities in most areas or segments of the market. , To support
the following fundamental analytical approach:

Map generic activities for specific companies to determine strengths and weaknesses in
each job.
Identifying potential improvements that can increase the customer value generated by
each activity.
Evaluate opportunities and formulate strategies based on rationality, potential benefits,
cost and risk.

SWOT analysis.

SWOT Analysis is a useful technique for understanding the Strengths and the Weaknesses and
for identifying both the Opportunities opens to Intel and the Threats Intel facing with.
15

Strengths Weaknesses
1) Brand name and image known for strong 1) Concentrating on the pc market.
technological capabilities. 2) The company is in a transition period.
2) Having big companies as customers. 3) High prices and high costs
3) Dominating the microprocessors market.
4) Financial Position.
5) Diversified portfolio.
6) Heavy investments in R&D.
7) Successful mergers and acquisitions.
8) Known for strong technological
capabilities.
9) Innovation.
Opportunities Threats
1) A possibility of an upward shift in the pc 1) Strong competition.
market. 2) Demand for computer chips declining.
2) The decline in the pc market may 3) The company's performance is directly
encourage the company to enter the related to the performance of other
tablet/smart phones market. companies.
3) Partnerships. 4) Price sensitivity.
4) Forward integration and product
diversification.

2.2. Carry out an environmental audit for a given organisation

Five force analysis
16

PEST analysis

A PESTEL analysis is a framework or tool used by marketers to analyse and monitor the macro-
environmental (external marketing environment) factors that have an impact on an organisation.

Political force:

Intel is a multinational company, it must operate according to the policies of different

governments depending on the stability of the states (Writer, 2006)

Politics has a serious impact on the economic environment of the country. Political thought and
political stability or instability strongly influence the pace and direction of economic growth.
Politics can include government stability, political values, and policies shaping trust (City, 2006).
Thus, the politics of a country influences the first decision. Private institutions in the country.
Seeing that Vietnam has social and political stability, Intel is seriously discussing chip
manufacturing in India but the government has been slow on suggestions for semiconductor
manufacturing to choose Vietnam. But Intel spent four years negotiating until the Vietnamese
government gave them the license (Rediff News, 2007)

Economic Force:

Trends are the economic part of the social environment that can have a significant impact on
business operations (David and Thomas, 2000)

Economic factors shed light on the nature and direction of the economy in which the company
operates. Companies must focus on economic trends in segments that affect their industry.
Economic factors can also be broken down into a number of categories such as GNP trends,
money supply, inflation, unemployment, etc. Seeing that Vietnam is one of the fastest growing
economies in the Southeast ASIAN. Growing from 7 to 8 percent per year, this is also the fastest
growing PC market in Southeast Asia and low cost (low labor cost, low cost of living) (with little
or no pressure On cost) is one of the main reasons why Intel chose to invest in Vietnam
(Businessweek, 2006)

Social-Cultural:

Social values such as demographic factors such as population, age distribution, literacy, interstate
migration, rural-urban mobility, or cultural factors such as attitudes Society, customs, beliefs,
etiquette - business practices in the main ways (All, 2008). One of the main reasons for the
company's investment decision is its workforce. Some countries that Intel has invested as China
and Vietnam have young and abundant human resources. (Vietnamies workforce, 2007). Vietnam
also has political-social stability

Technology:

Technological factors are the main opportunities and challenges that need to be taken into
account when developing strategies. Technological breakthroughs can have a dramatic impact on
17

the organization's products, service markets, suppliers, distributors, competitors, customers,

production processes; the suite of technologies can open up new markets, change the relative
position of the industry and make existing products and services obsolete. Technology change
can reduce or eliminate cost barriers between businesses, create shorter production cycles, create
shortages of technical skills and alter the values and expectations of Customers and employees.
This is especially important for an IT company such as Intel because it can be the key to the
company's existence or the reason for the failure of some.

2.3. Assess the significance of stakeholder analysis when formulating new strategy.
Share holders

Andy D. Bryant is chairman of the Board of Directors.

Bryant joined Intel in 1981 as controller for the Commercial Memory Systems Operation and in
1983 became Systems Group Controller. In 1987 he was promoted to director of Finance for the
corporation, and was appointed vice president and director of Finance of the Intel Products
Group in 1990. Bryant became CFO in February 1994, and was promoted to senior vice
president in January 1999. Bryant expanded his role to Chief Financial and Enterprise Services
Officer in December 1999. In October 2007, Bryant was named Chief Administrative Officer. In
2009 Bryants responsibilities expanded to include the Technology and Manufacturing Group.
Bryant was named a director and vice chairman of Intels Board of Directors in July 2011 and
chairman of the Board in May 2012.
Prior to joining Intel, he held positions in finance at Ford Motor Company and Chrysler
Corporation. Bryant holds a bachelors degree in economics from the University of Missouri and
a masters degree in business administration with a concentration in finance from the University
of Kansas. (Intel, 2017)
CEO
Brian M. Krzanich was appointed chief executive officer of Intel Corporation and elected a
member of the board of directors on May 16, 2013. He is the sixth CEO in the companys
history, succeeding Paul S. Otellini.
Krzanich has progressed through a series of technical and leadership roles at Intel, most recently
serving as the chief operating officer (COO) since January 2012. As COO, his responsibilities
included leading an organization of more than 50,000 employees spanning Intels Technology
and Manufacturing Group, Intel Custom Foundry, supply chain operations, the NAND Solutions
group, human resources, information technology and Intels China strategy.
His open-minded approach to problem solving and listening to customers needs has extended
the companys product and technology leadership and created billions of dollars in value for the
company. In 2006, he drove a broad transformation of Intels factories and supply chain,
improving factory velocity by more than 60 percent and doubling customer responsiveness.
Krzanich is also involved in advancing the industrys transition to lower cost 450mm wafer
manufacturing through the Global 450 Consortium as well as leading Intels strategic investment
in lithography supplier ASML.
Prior to becoming COO, Krzanich held senior leadership positions within Intels manufacturing
organization. He was responsible for Fab/Sort Manufacturing from 2007-2011 and Assembly and
18

Test from 2003 to 2007. From 2001 to 2003, he was responsible for the implementation of the
0.13-micron logic process technology across Intels global factory network. From 1997 to 2001,
Krzanich served as the Fab 17 plant manager, where he oversaw the integration of Digital
Equipment Corporations semiconductor manufacturing operations into Intels manufacturing
network. The assignment included building updated facilities as well as initiating and ramping
0.18-micron and 0.13-micron process technologies. Prior to this role, Krzanich held plant and
manufacturing manager roles at multiple Intel factories.
Krzanich began his career at Intel in 1982 in New Mexico as a process engineer. He holds a
bachelors degree in Chemistry from San Jose State University and has one patent for
semiconductor processing. Krzanich is also a member of the board of directors of the
Semiconductor Industry Association. (Intel, 2017)
Suppliers

To show the good will of Company, Intel Corporation had announced that 17 companies will
receive the Intel Preferred Quality Supplier (PQS) award that recognizes commitment to
performance excellence and continuous improvement. These companies distinguish themselves
from the thousands of suppliers that work with Intel by exceeding high expectations and
challenging performance goals while demonstrating industry-leading commitment to quality.
(Intel, Supplier prize, 2013)

-Applied Materials, Inc.: semiconductor equipment, software and support services

-ASML: semiconductor lithography equipment

-Carl Zeiss SMS GmbH: photomask qualification, repair, metrology and tuning equipment

-DAEWON Semiconductor Packaging Industrial Co., Ltd.: plastic injection molded shipping
tray, BDTR

-DAINIPPON SCREEN Mfg. Co., LTD.: cleaning and annealing equipment and services for
semiconductor manufacturing

-EBARA Corporation: plating systems, chemical mechanical polishing systems, dry vacuum
pumps, and gas abatement

-FUJIFILM Electronic Materials: formulated chemicals, developers, precursors, slurries, and

advanced photoresists

-Hitachi High-Technologies Corporation: CD SEM, dry etching, ashing and defect metrology
systems
19

-JX Nippon Mining & Metals Corporation: sputtering targets for physical vapor deposition
process

-KLA-Tencor Corporation: process control capital equipment and services

-Linde Electronics, a Member of the Linde Group: ultra-high purity gases, equipment and onsite
services

-Munters Corporation: VOC abatement and energy efficient air handling equipment

-Murata Manufacturing Co., Ltd.: multilayer ceramic capacitors and LTCC device products

-Shinko Electric Industries Co., Ltd.: plastic laminated packages and heat spreaders

-Siltronic: polished and epitaxial silicon wafers

-Siliconware Precision Industries Co., Ltd.: semiconductor assembly and test services

-Tosoh Quartz Inc.: quartzware for semiconductor wafer processing equipment

The Supplier Achievement Award winners are:

-Amkor Technology: semiconductor assembly and test services

-Daifuku Co.,Ltd.: fab automated material handling systems

-Lam Research Corporation: wafer fabrication equipment and services

Customers

Intel customers are also big companies and retail buyer. We sell our products mainly to OEMs
and ODMs. Our customers also include the widest range of industrial and communications
equipment manufacturers, as well as those who purchase computer components and other
products through distribution, retail, retail and OEM channels. . Hewlett-Packard Company, our
biggest customer in 2014, split into HP Inc. And Hewlett Packard Enterprise Company on
November 1, 2015. By 2015, these businesses account for 18% of our net revenue (18% in 2014
and 17% in 2013), Dell Inc. This represents 15% of our net revenue (16% in 2014 and 15% in
2013), and Lenovo Group Limited accounts for 13% of our net revenue (12% in 2014 and 12%
in 2013). By 2015, about 80% of our revenue comes from non-US customers from outside the
United States. The large scale of Intel had proved by supply the microchips for Google Inc. the
biggest cloud company in the world.
20

Conclusion
Intel is a leading and well-known semiconductor company, and it, deals with customers with
quality products. The company has introduced many different products on the market, stable and
can work well when added to personal computers. The company faces different competitors but
it can do well in introducing the latest and the latest technology equipment. Its strong financial
position allows the company to continue to work in emerging economies and introduce new
products so that people do not have problems to continue working. It can maintain its market
share, as it increases the work and investment of the user.
21

Bibliography
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