This paper is a strategic plan for Intel's product development team.
Written in 2006; 6,545 words; 15 sources; APA; $ 150.95
Paper Summary:
This paper explains that the strategic planning process includes a number of key steps such as articulating the core values, developing a mission statement and creating vision statement, which, once created, the company is in a position to create and determine its strategic objectives. The author points out that, to support the overall mission statement of Intel, each business group has created several sub-organizations, whose focus is specific and requires that each team develops its own mission and vision statement to support the goals of the team's higher level organization. The paper states that the operating environmental impacts to Intel based on the environmental changes within the next ten years will be retaining suppliers and retaining employees. Many charts, tables and illustrations.
Table of Contents
Executive Summary
Company Background
Mission Statement
Vision Statement
Values Statement
Environmental Analysis
Remote Environment
Industry Environment
Operating Environment
Long Term Objectives
Short-Term Objectives
Tactics
Strategic Analysis and Choices
SWOT Analysis
Value Chain Analysis
Competitive Analysis and Advantage
Grand Strategy
Planning Committee, Decision Structure, and Timelines
Planning Committee
Decision Structure
Timelines
Plan Goals and Implementation
Communication and Marketing
Financial Projections and Analysis
Critical Success Factors
Conclusion
From the Paper:
"Although the specific competitive advantage for Intel can not be located, the competitive advantage categories which best fit Intel are the differentiation and cost leadership strategies. The differentiation strategy involves providing consumers extra value-added features. A good example is Intel's wireless entertainment platform technologies. Intel is in a position to charge a premium for the platform technologies; thus, consumers are indeed getting features not offered by the competition. Intel also falls into the cost leadership strategy because Intel has invested in building manufacturing facilities around the world to produce its products. The lower end product such as the Intel's Celeron is a standard product with relatively little differentiation and is acceptable to the majority of the computer users in the world."
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