Intel Corporation (E) New Directions for 1990's

By Robert Burgelman
1994 | Case No. BP256E
As Intel’s Executive Staff prepared to develop the company’s annual strategic long range plan for 1994, broad management attention was again focused on new market initiatives. Top management was keen on assessing Intel’s prospects in the emerging market segments. They felt it was time to decide what Intel’s role should be in each of these segments, how much management attention and resources should be dedicated, and how resources should be deployed. They wanted to develop a very clear idea about how Intel would sustain a competitive advantage against rivals in these new segments.
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