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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Intel Corp. Product Transitions and Demand Generation
內容大綱
In July 2001, eight months after the release of Intel's Pentium 4 processor, sales of the new product had not met expectations. This was due in large part to significant downturns in world markets following record microprocessor demand in 1999 and early 2000. At the same time, Pentium III processor sales had not declined as rapidly as expected; in fact, production of desktop Pentium III processors was accelerated in the second quarter of 2001 to meet demand. Intel was faced with critical decisions about how to turn the tide to make the continuing transition to the Pentium 4 processor a success.