Analysis of a Harvard Business School case study on Procter & Gamble: Marketing Capabilities.
The analysis and the corresponding evidences from statistics will help one to understand how P&G continued to evolve and innovate as the world's largest marketer.
Analysis of a Harvard Business School case study on Procter & Gamble: Marketing Capabilities.
The analysis and the corresponding evidences from statistics will help one to understand how P&G continued to evolve and innovate as the world's largest marketer.
Analysis of applying TRIZ in and on a Large Scale System - SemiconductorsRichard Platt
An analysis of applying TRIZ towards a engineering system (semiconductor technology) and the necessary process factors and issues that were found and resolved as a part of the implementation of the TRIZ methodology at Intel, including a methodology for designing innovation methods into the design for manufacturability process
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
2. INTRODUCTION Founded in 1968 Key persons- Robert Noyee, Gordon Moore & Andy Grove 1969- introduced 3101(64 bit bipolar SRAM) 1973- introduced 8080 (8 bit)microprocessor
8. The big idea Technology Innovation Big idea, new technology/business area: (semiconductors, IC chips) Marketing Innovation Intel Inside Company is more than its products “Platform” Strategic Choices Sustainable Competitive Advantage 6
9. Intel 1968-1977 Case “Trying to do things nobody else could” – Robert Noyce (co-inventor integrated circuit IC) Andy Grove joined, took personal “risk” First 2 DRAM products not successes 3rd product 1103 became world leader, 90% of Intel revenues (concentrated) 7
10. Intel DRAM Strategy Strategy: push product design, be first to market Design & process technology leader Investment in plant & equipment Costs drop over production volume (scale) growth Prices drop with competitive capacity DRAM generally not protectable with patents Japanese started introducing products more rapidly Invested more heavily in production (44% vs. 22%) 1986 Intel decided to exit DRAM business 1/3 of R&D, but only 5% of Revs, was small player in market Japanese beat Intel on process technology (of commodity) 8
11. Intel and Microprocessor 1970 CPU chipset order for Busicomcalculator Technology development “paid by customer” Bought rights for “non-calculator” use Hard to see future even for Gordon Moore “…never gave it another thought” – Moore “We didn’t take it (PCs) seriously” – Grove Exit: By 1984 mid-level managers shifting technology Hard to leave business that began company Especially for long time senior managers Mid-level managers closer to daily business realities 9
15. 386 Changes Everything (1985) Intel 386 Investments $200 million for design $800 million for production facilities Decides not to license, except IBM IBM choice allows Compaq entry and Win IBM delays selling, to create more closed architecture Compaq enters Desktop market with Intel 386 13
16. The RISC Threat Regarded as having speed & cost advantage over CISC Used UNIX operating system Improved price/performance ratio
17. The Dilemma… CISC X86 line Compatible with all the PC’s software Intel Policy to develop products compatible only with X86 line Encouraged by Compaq RISC i860 line Very fast but compatible with nothing Intel engineers & technical mangers favored RISC Encouraged by Microsoft & IBM
18. Cont.. Grove refocused efforts on 486 & its successors Intel minimized the difference between there & best RISC architecture RISC non compatibility with other software's Customer will not switch until there is 2X difference in performance
19. Intel & Customers Intel followed 3 decisions & practices Aggressive marketing – “Intel Inside” Involvement in subsystem & full system design Supplier relationship
20. “INTEL INSIDE”– Marketing Innovation Intel is “superior to other chips” Market maturity, education higher (2nd, 3rd PC) Buyer Intel preference moved from 60% to 80% AMD: “it shouldn’t matter which chip” but it DOES IBM, Compaq resisted, but then gave in Couldn’t fight Intel Better to have branded “Intel Inside” “premium” chip 6% rebate for use in partner marketing Fight competitors with technology, marketing, lawyers and money power (all pointed to same goal) 1997 spent $750 million More valuable than patent 18
22. Creating and sustaining competitive advantage in microprocessors Sustaining Competitive Advantage Threats to sustaining competitive advantage Imitation Substitution Threats Saturation Buyer power Supplier Power Complementors Power
23.
24. Intel Inside Campaign: Created Brand Awareness. Program also included software vendors with the line “ Runs even better on a Intel Microprocessor”Higher Capacity and Cheaper Microprocessor With increase in market size, there was a shift towards to Cyrix and AMD
33. What are Sources of competitive advantage in Microprocessor industry?
34. New product innovation Ability to ramp up process and production facilities Marketing Microprocessor industry is a highly technical field with new chips commanding higher demand and premium. Utilizing economies of scale to gain cost advantage. Ability to introduce new chips mean an increase in the profit margins. The other face involves aggressive marketing. As Intel showed with project ‘CRUSH’ and project ‘CHECKMATE’ and later with the “Intel Inside” campaign, aggressive marketing and building brand recognition played a major role in gaining competitive edge.
35. What strategy did Intel use to gain and sustain market leadership in microprocessors for over two decades?
36. Intel pursued the strategy of “Leadership at Product Development coupled with Aggressive Marketing”. Intel’s microprocessor business faced the dual threats of Clones and RISC architecture. Intel countered these threats by always being on forefront of the product innovation. Intel kept on improving its products very fast and launched new better products quickly which helped it commanded premium on its latest offerings. Intel also launched massive campaigns like project CHECKMATE and “Intel Inside” campaign which proved to be a critical factor in their success.
37. Why has Intel been able to sustain its competitive advantage in microprocessors, but not in DRAMs?
38. Intel started well in DRAMs business but couldn’t sustain its competitive advantage. Intel’s strategy of ‘Leadership at Product development’ was severely tested by the shrinkage in product life cycle of DRAMs. Japanese firms viz. Fujitsu and Hitachi were quick to launch higher memory capacity DRAMs and they beat Intel on several occasions. Intel also struggled with the development and ramp up of its production facilities in mid 1980s. Japanese were pursuing the strategy of investing heavily in manufacturing in addition to working closely with the production equipment manufacturers. All these factors combined made Intel lose its competitive edge over Japanese rivals
40. The immediate impact of growth in internet was the enhanced utility of personal computer as a tool in many areas. This in turn led to an increased demand for microprocessors which benefited Intel’s growth. Along with sharing information internet had other usage like entertainment and information sharing which added anew segment of home users to the PC customers list which further catapulted the demand for microprocessors. The threat however comes from the usage of internet wherein the data and applications are stored in a remote location. Computation requirements can also be met from remote servers. Thus the processing needs of a user are thus reduced drastically and instead data communication takes precedence. The mushrooming of these classes of applications if continued would thus reduce the need of higher end processors for the PC owners, which has the potential of altering Intel’s growth trajectory as it derives its margins from launch of newer faster processors. Intel is hedging this risk by investing over half a billion in various small companies and start-ups which are involved in internet technologies. Intel’s strategy is to simultaneously develop high end expensive chips and low cost chips to cater to two different segments of customers i.e. Internet application providers and PC users.
