Part 1 Short-Term and Long-Term Objectives
Intel Corporation long-term goal is to continue increasing their domination in the market through increased innovation and implementation of high technology products. The company has established a five-year scenery outlook which sets the objectives it should attain within that duration ( Mrass et al., 2018) . Intel Company focuses on being the leading microprocessor enterprise in the entire market. If this company keeps on coming up with innovations and technology, there is a possibility that it will remain to be the leading company in the industry. For the company to achieve its set objective, it is designed to follow Moore's law with a goal of increased productivity than the past years.
If the best outcomes of this strategic goal were to happen, then the company would enjoy the benefits, but if they reap the rewards, it will not be advisable to settle with this achievement. Instead, the company will have to set other objective goals to remain relevant in the market. If they fail to come up with technology improvements, this will cause losses in the company. The best option would be to improve the company's performance through continuous innovations.
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In the case of production, Intel Corporation focuses on maintaining adequate human resources to increase efficiency and improve productivity goals ( Gawer & Cusumano, 2002) . In an attempt of achieving this goal, Intel Company focuses on selecting qualified designers and experienced workers who can assist the business in achieving its productivity expectations. The outcomes of this objective depend on the extent to which the business focuses on improving and motivating workers to improve their skills. If this happens, it will be possible for Intel to win customer’s loyalty by offering products that meet their needs.
According to Gawer & Cusumano (2002), Intel Corporation also focuses on establishing short-term and intermediate schedules that satisfy the needs of customers in the market. In an attempt of achieving this short-term objective, the company has short-term schedules that serve the interests of both the immediate concerns as well as generalized meetings for regular concerns. For instance, Intel Corporation uses short-term schedules for the microprocessor fabrication processes involving which include the batches or projects. In the case of generalized schedules, the enterprise establishes regular processes such as equipment maintenance and product development interactions. The objective of these regular meetings is to ensure that Intel’s operations management and productivity are in line with the dynamic needs and the relatively steady needs of the business thus improving customer’s experience with its brands.
These strategic objectives align with the company’s mission. According to Mrass et al., (2018), Intel’s mission statement is, “delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way they work and live through the application of Moore’s law.” This mission statement indicates that the company’s efforts should be on innovations and technological improvement to ensure that they serve the interests of both the customers and workers. The commitment for Intel to become number one in the industry through relentless innovation and the establishment of short-term and intermediary schedules indicates that Intel is committed to achieving its set mission statement.
The vision for Intel Company is, "if it is Smart and connected, it is best with Intel". This statement indicates that Intel Corporation is interested in ensuring that it produces products and offer services that remain viable in the market with an objective of increasing customer loyalty. Intel’s commitment to design and human resource to improve productivity matches the vision statement. The production of Smart products depends on the willingness and ability of workers to produce to the expectations of the customers. The objectives also serve the interests of some of the values of the company. For example, Intel operates guided by various values such as quality, customer oriented, discipline, and risk taking. All these values are reflected in the short-term, and long-term goals as the business focus on producing quality products, investment in technology without guarantee of the outcomes, and continued investment in the human resource management department.
Part 2 Strategic choice profile
According to Mathur et al. (2012), the Generic strategy is a concept used by companies to determine how a corporate achieves and maintain a competitive advantage in the business environment. Corporations seek to implement the generic strategy by either choosing to improve the product features, customer services, or the image of the brand to the company’s brand in the market. The business environment for Intel Company is highly competitive with various players such as Samsung and Apple. In an attempt of remaining relevant in the market, Intel applies a differentiation strategy to ensure there is a notable difference between its products and those of its competitors ( Déchamp & Niels, 2018) . Intel applies the differentiation strategy through a commitment to improving the quality and features of the product aiming at remaining competitive in the market despite the existence of big players in the market such as the AMD. The application of the differentiation strategy aligns with the company’s mission and vision because it focuses on improving the quality of the products and remaining number one player in the global market. Successful differentiation of the commodities calls for a need for intensive innovation which improves the quality of the products thus matching its values.
Grand strategy determines the mechanisms or what an enterprise uses in an attempt of achieving the long-term set objectives and achieve growth in the target market ( Mathur et al., 2012) . In the case of Intel Company, the central focus is on innovation and technological improvements which make it easy to survive in the market by identifying intensive features that differentiate the company’s products from those of the competitors. Therefore, the primary objective for Intel is product development and market penetration through innovation. Intel supports continued growth in both the local and international market by introducing new processors that make the company’s products attractive and more profitable. In the case of market penetration, Intel Company aims at producing commodities that serve the current interests of the customers. This grand strategy has positive implications on the company’s mission, vision, and values because the central focus is on producing commodities that meet market demand. If this happens, there is a possibility of leading the market and producing smart commodities that shine in the market.
Value discipline is perceived as the generic strategies that companies can choose to ensure that they meet their set objectives. In this case, a company has to choose either to focus on operational excellence, product leadership, or customer intimacy. Though these are three fundamental value disciplines embraced by companies, successful businesses can choose or combine the three for efficient operations. Intel Corporation applies product leadership value discipline and the creation of customer intimacy as the best alternatives for achieving its set objectives, mission, vision, and value statements ( Déchamps & Niels, 2018) . For instance, the focus on becoming the leader in the market can only be achieved in a situation where the product I acceptable by people in the market. In this case, Intel Corporation aims at improving the features of the commodities to become the leader in the market. Since the company’s vision is to produce commodities that shine in the market, customers’ intimacy approach is efficient because it creates an opportunity for Intel Corporation to explore and understand the needs of the customers thus producing commodities that succeed in the market. Through this approach, the products of the enterprise survive in the competitive market and keep it the leader of the entire industry.
Part 3 Strategic Recommendations
For Intel Company to fully meet the outlined mission, vision, vision statements, and the set objectives, there is a need for adopting alternative strategies. For example, the company can emphasize exploiting on the business opportunities that are to its exposure and try to serve the uncovered market. In an attempt of achieving these strategies, Intel can implement the Joint ventures approach, concentrated growth, or strategic alliances.
Joint venture calls for a need of identifying a potential business partner and pool resources with an objective of thriving in a competitive market ( Hiriyappa, 2018) . In this case, Intel would have to identify a company and pool resources to help reduce the risks that would otherwise arise as it expands its operations in the international markets. Though the company is in a joint venture contract with Micron technology in the production of flash memory for use in electronic devices, there is still room for bringing in many companies pool resources especially in its expansion to international markets. The company should be careful to analyze the potential benefits for engaging in such a country because it may end up allocating resources for ventures that would lead to a reduction of the effectiveness of the current areas for Intel success. As a result, the joint venture approach should focus on areas where the company experiences challenges but not areas of strength.
The joint venture approach should consider the strategic alliance's approach. In this case, Intel should try to ensure that there is an agreement between the parties that each of the member organization will act in a particular manner to achieve a common objective. Before entering into the contract, both the companies should maintain strength or expertise in a particular aspect that will be the driving force towards a particular goal. There are several players in the market such as the IBM and Apple companies that Intel can enter into a contract with and become a successful player in the market. This strategy has worked for the Apple Corporation and the IBM which has increased the companies’ revenue. By implementing this strategy, Intel will come up with new products and increase revenue that can use in research to identify new features of products that meet the needs of the customers.
Intel does not focus on the concentrated growth strategy. As a result, Intel has a substantial chance for implementing this approach by ensuring that it focuses on a specific market and the production of particular products. For instance, Intel can choose to emphasize the production of microprocessors and become the leading producer of such commodities in the market. Successful implementation of this approach requires Intel to reshape its diversified innovation strategy and concentrate on creating innovations in the microprocessor brand. Since the current situation in the Intel Corporation does not favor concentration growth strategy, Intel Company can strive to ensure that they identify a new brand and create successful strategies for thriving in the identified market ( Gawer & Cusumano, 2002) . The Intel brand name is increasingly becoming popular in the global market especially in America because of its high quality and reliable source of information. As a result, Intel can choose to use this opportunity and come up with new products to market in both the local and international market. Advertising the new brand by the Intel brand would prove to be very successful if it is marketed to the existing consumers for Intel commodities.
References
Déchamps, P., & Niels, G. (2018). The One Billion Euro Question for Intel: Moore’s Law or Murphy’s Law?. Journal of European Competition Law & Practice , 9 (2), 124-130.
Gawer, A., & Cusumano, M. A. (2002). Platform leadership: How Intel, Microsoft, and Cisco drive industry innovation (Vol. 5, pp. 29-30). Boston, MA: Harvard Business School Press.
Hiriyappa, B. (2018). Strategic Management and Business Policy: For Managers and Consultant . PublishDrive.
Mathur, S. S., Mathur, S., & Kenyon, A. (2012). Creating value: successful business strategies . Routledge.
Mrass, V., Peters, C., & Leimeister, J. M. (2018). Managing Complex Work Systems via Crowdworking Platforms: How Intel and Hyve Explore Future Technological Innovations.
