Management Skills Assessment: AMD

Résumé du document

AMD has witnessed a significant increase during the last year, thanks to different elements which permit it to develop its business. The company experienced an important development in the market: 'A 17% increase in 2004' (Elie Ofek and Lauren Barley, AMD: A Customer-Centric Approach to Innovation, January 31, 2007, p 2). This increase is explained, thanks to a long term strategy implemented in order to compete with the leader of the market, Intel. AMD is a player of the market but it 'fights' against the tough competition of Intel.

Extraits

[...] With the opening of the market, the company succeed to develop it business and to compete with Intel. We can't forget that Intel is a powerful company which will find solutions in order to stop AMD development. We can ask Do AMD will resist to the future commercial and technical response of Intel ? Do AMD will stay the leader of the customer centric approach in the market? [...]

[...] Will it yield commercially viable innovations that are dramatically different than those of Intel? We can say that the innovations are viable in the time because AMD has created a strategy at a long term vision. They have done it thanks lot of time and they want to develop it. Their strategy is viable because they want to analyze well the market before to launch or to readapt a product. The innovations of AMD are concretely not very different from Intel. [...]

[...] Management Skills Assessment: The Company AMD EXECUTIVE SUMMARY What would it take for AMD to see a significant increase in its market share in processors used in corporate desktops and notebooks? How can the success of Opteron in the server segment be leveraged to other segments What do you make of AMD's “Power Campaign”? Is the value proposition it highlights compelling to end users How concerned should AMD be about Intel's imminent new product plans? Will they hamper AMD's growth plans? [...]

[...] The company has developed an important product development in order to propose a competitive offer. As we see in the text, “AMD's design team built Hammer ( . ) several innovation to the X86 server market” (Elie Ofek and Lauren Barley, AMD: A Customer-Centric Approach to Innovation, January p 6). This citation shows that AMD has commercialized a tool of products which allow an important remodeling of their offer. The company has also developed it market shares thanks the building of a product of the company range. [...]

[...] The processor named Opteron represents the of AMD development. Even if the beginning of this product commercialization was bad (“Opteron first year was less than a success” (Elie Ofek and Lauren Barley, AMD: A Customer-Centric Approach to Innovation, January p AMD has created thanks it a formidable tool to develop itself in the market. This product is revolutionary in the market because it propose an IT product to a low price way they got the performance, but at a lower price” (Elie Ofek and Lauren Barley, AMD: A Customer-Centric Approach to Innovation, January p We can say that the development of Opteron on the server segment has leveraged the other AMD segments. [...]