STRATEGIC MANAGEMENT

An Intelligent Company Integrated Electronic Corporation Founded on July 18, 1968 Largest semiconductor chip producer in the

world Manufactures the processors that are used in the

majority of laptop computers and makes many other devices that relate to computing and communication

Biggest customers are Hewlett-Packard and Dell According to Tech Report, In Q1 of 2010, Intel

achieved a net income of $2.4 billion on revenue of $10.3 billion!

SHIVAM

challenges Must always be ahead of the technological curve

Manufacture better quality products than their big name competitors such as Samsung and Toshiba

Keep up their corporate responsibility by: reaching out to their communities Recycling and reducing waste as well as making

their products more energy efficient improving the workplace and education

SHIVAM

goals Extend silicon technology and manufacturing leadership

Deliver unrivaled microprocessors and platforms

Grow profitability worldwide

Excel in customer orientation

Corporate Responsibility Goals

Environment: five-year goals related to global warming, product energy efficiency, waste reduction and recycling

Workplace: strive for workforce equality

Community: uphold 40% employee volunteer rate and develop volunteer programs

Education: focus on the Intel Teach Program and the Intel Higher Education Program

SHIVAM

RADHIKA

Strategic management

REASONS FOR SUCCESS

CHIRAG

KODAK Eastman Kodak Company – established

in 1901 by George Eastman Slogan : “You press the button , we do

the rest” Provide a fully integrated photographic

service supplying the camera and film through to processing and printing

FAILURES Failure one : The paradox between

logic and creativity in strategy.

The most important step in any strategy is the very strategic choice of the initial approach.

Failure two: A paradox between revolution and evolution in strategy.

Even when the business strategy is formulated and agreed, there are often differences on how best to implement strategic change.

Failure three : A paradox between markets and resources in strategy

Failure four : A paradox between competition and co-operation in strategy

Recommendation Develop core competency in existing

products and markets Outsource digital business and

maintaining existing easy share system Focus traditional photography and films

in current and emerging markets and reap the maximum cash since it’s a cash cow.

Pay dividend

Thank you!