Management report on Intel - Case Study Example

It is essential that Intel move fast to close the gap in embedded segments in order to compete effectively and take advantage of the growing mobile and tablet segment. A company’s strategy should be directed at availing a product or service, which is distinctive from what the competitors are offering or establishing competitive capabilities that the rivals cannot match. Intel has also developed expertise and resource strengths, which have provided the company with competitive capabilities that are hard for the competitors to imitate.

Intel has appreciated that winning lasting competitive edge over the rival necessitates that the company build competitive valuable expertise and capabilities, instead of merely having a distinctive product. Intel enjoys high reputation, economies of scale, and capability to innovate technological processes at low cost. Intel has encountered difficulties in its attempt to redefine itself in an era typified by stagnating desktop and net book PC unit. Although, AMD can be regarded as the only major competitor within the PC microprocessor market, Intel encounters intense competition from established firms using ARM technology such as Texas Instruments, Qualcomm, and Broadcom.

Moreover, the number of processors within the devices are set t rise as the devices becomes more capable (Haberberg, 2014). Besides, Intel can no longer depend on the relationship it has built over the last two decades with firms such as HP, Dell, and IBM; hence, Intel will now be required to forge fresh relationship with cloud service providers (known to be aggressive and cost conscious). Intel has adopted a differentiation strategy as a mode of competition. This is manifest in the products and services possessing high to moderate prices since the majority of clients are ready to pay the premium so as to get the best, most efficient, the fastest, top of the line PC components.

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