X86 and Intel Argumentative
- Pages: 4
- Word count: 759
- Category: Intel
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1.What were the strengths and weaknesses of the Intel Inside campaign?
● Intel delivered the right message for consumers to be aware that the component inside a computer is very vital for optimal performance. And that Intel is the only credible brand that greatly affects the performance of computers.
● The Intel Inside campaign led to partnerships with OEMs. ● The Intel Inside campaign affected the consumer perception in such a way that consumers perceive Intel as a microchip manufacturer that provides quality. ● The Intel Inside campaign influenced consumer behavior. Intel became a requirement in customer purchasing decision. ● The campaign strengthen the brand image of Intel.
● Incurred large costs in executing the campaign.
2.Evaluate Intel’s continued use of the Pentium family of processors. Did Intel make the right decision by extending the name through the Pentium 4 processor?
Yes, Intel made the right decision of the continued use of the Pentium family of processors in name extensions. This choice of action accompanied many advantages. First, it carried an established name that consumers were very much aware of. Second, this means that there would be a decrease on advertising costs because the firm does not need to spend for advertisements for awareness. And another advantage is it prevented consumers from confusion with other competing offerings.
3.Suppose you were the Chief Marketing Officer for AMD. How would you propose the company position itself to better compete with Intel? Would you propose that AMD institute an Inside-like ad campaign?
No, if we were the Chief Marketing Officer, we would not emulate an “inside-like” ad campaign. A “me-too” strategy will just depreciate the value of AMD brand. Customers will perceive AMD as a brand that just gets along with what Intel brand has established.
We will propose to position AMD as a manufacturer that provides microprocessors that complement very well to devices such as computers and laptops. Our positioning would be “Optimum Performance. We do it.” Our bases are the attributes of AMD as a microprocessor that uses less electricity (means longer battery life) and produces less heat. AMD would be the best microprocessor that makes one’s computer or laptop perform at optimal level.
4.Evaluate Intel’s segmentation strategy. Is having a good/better/best product line (Celeron, Pentium, Xeon) the best positioning for Intel? Should it discontinue a line(s) and focus on the other(s)?
Yes, Intel made the right choice in segmenting their products through tiers because:
•It gives consumers choices depending on their purchasing capabilities.
•Consumers can determine what will be the most compatible product according to the intensiveness of their usage.
•It gives the then-best brand to be still marketable in the industry despite of new models the brand will release.
Intel should not discontinue with its segmentation strategy, however, it should not also solely rely on this kind of segmentation. Intel should capitalize on areas that have strengths to form another strategy.
5.In light of Intel’s move into the “digital home,” did the company’s executives make the right decision in launching an entirely new brand identity? Did it make the right decision in changing a 37-year-old Intel logo and dropping the Intel Inside campaign for Leap Ahead? What other marketing strategies might the company employ?
If the firm plans to change the brand’s identity, our stand would be changing incrementally and not totally because entirely changing the brand’s identity means wasting all the investments incurred in building the brand. Changing incrementally means not to make changes dramatically and instantly. This step will undergo process of educating the market about the transition that the company would make. While not changing totally means important brand elements and associations should still be kept and changing other brand elements and associations would be necessary if these things are perceived by the market irrelevant in present and if these changes are implemented to cope up with market’s environmental changes.
6.Intel moved into consumer-electronics products, such as digital cameras in 2000, only to withdraw after receiving complaints from OEMs such as Dell. Does Intel face a similar issue with its move into the “digital home?” Does this move too far outside Intel’s core competency of producing microprocessors?
In this case, Intel integrated too much that adversely affected their partnerships with OEMs. The firm pursued opportunities that cannot be compatibly matched by their core competencies. They should be fully focused on their line of business to be the top of the mind brand on their industry.