Recently however it has been observed that Intel's long-range strategy may include moves to come closer to the final customer. They are not necessarily the final goal of your analysis. This also helped them understand the market standards and the demands of the ever more informed market.
Therefore, the focus is now on wireless mobility products that combine communication itself, technology and entertainment.
While Intel had established itself as a market leader with regard to innovation and the consistent introduction of superior microprocessors, as early asIntel began to feel the pressure of competition with its 8 bitas Motorola and Zilog began launching their own versions.
Moore himself admitted that it had been a conscious decision to stay out of the PC business at a time when many of their competitors realised the benefits.
With pressures both internally and externally, leaders must constantly reassess who, what, when, where, why and how they do business. Intel Inside. This strategic flexibility has allowed the company to move into a wide variety of markets and to focus on consistent technical innovation instead of trying to compete with other low-cost manufacturers.
How is Intel positioned in the industry? As long as Intel can remain flexible they will have a competitive advantage over their competitors. The inherent organisational culture in Intel provided that there was a flexibility and a willingness to transform itself in the face of a consistently varying competitive landscape, through the knowledge and training of it's employees and their transferable skills and talents.
In an industry such as this, to have the ability to be consistently innovative is a core competency, and Intel for a spell of close on 35 years now, has that advantage.