Design strategy with market changes

Today, more and more rational customers are no longer blindly following the trend in the ever-changing IT market. Users are no longer blindly pursuing the speed and high configuration of CPU frequency in the procurement of notebook products, but pay more attention to their own personalized application needs and the satisfaction of "specialization" needs in products, solutions and services. In recent years, the growing market trend of personal consumption has made more brands join the competition of consumer notebook computers. The increasing demand of mobile laptop market has made manufacturers in the sluggish IT market see some light. At present, 8% of Intel's revenue comes from microprocessors, and only 2% comes from network communication. However, the latter is growing at an annual rate of 1%. The huge market growth space of wireless communication has deeply attracted Intel's attention. Intel pinned a new round of hope on Centrino.

Centrino is the first brand launched by Intel to bundle multiple products. The launch of Centrino indicates that Intel has changed from a single competitive product market strategy to a diversified product market strategy, thus reducing the risk caused by pinning all its hopes on the next generation products, and Intel is implementing an unprecedented composite brand strategy. Intel's current business has gone beyond the core business of microprocessors, extending to networks, communications and even services. Judging from a series of measures taken by Intel, Intel is trying to make a great strategic adjustment from the computing industry to wireless communication.

China's corporate strategy has been pushed to the altar for a long time after ending the shackles of the system, and the thick Strategic Planning Book has become an artifact in the hands of diviners. After a period of time, the strategy has become a distant goal. It was not until nearly three years passed in the 21st century that we heard trout, a positioning master, say that strategy is not final, but tactics are important, because no one can know what it will be like in a few years. The author's point of view is that strategy is not unimportant, but it is important to adjust the company's strategy in time according to market changes and trends. Intel's entry into the wireless communication industry is based on the huge communication market in the future and consumers' demand for convenience, convenience and convenience for notebook computers. In today's advanced technology, there is no need to worry about the application of new technologies. "Pagers, mobile phones, business communications, none of them can be left behind", which was simply unimaginable a few years ago, but now looking back, it seems like yesterday. Belief in building a strong leading brand

In Intel's corporate culture, the spirit of innovation and adventure is highly respected. Intel always leads the industry standard with its innovative spirit. Intel's original product was computer memory chips, which once dominated the memory market in the 197s. However, the market changes rapidly. Due to the impact of Japanese companies, Intel unexpectedly withdrew from the memory market and turned to the microprocessor market. With its amazing explosive power, Intel triumphed all the way forward with differentiated products. Technological innovation can be said to be Intel's way of survival. In the past 3 years, Intel has always paid attention to the advantages of design and manufacturing, and played a paranoid role in technological innovation in the industry. Intel's strategy of devoting itself to innovation and constantly improving the main frequency has also brought huge returns to the company. In 22, its annual income reached $26.8 billion, and its main product, microprocessor, is the technical core of the information technology industry kingdom, accounting for more than 8% of the microprocessor market.

the innovative spirit in Intel's corporate culture has been transformed into a belief in building a strong brand, which has made a strong leading brand. As a chip giant, even without the support of promotion expenses, the giant's every move can cause shock in the industry. In the promotion of Centrino, even without the advertising investment of 3 million dollars, the brand effect brought by a strong brand is enough to "send me to Qingyun". The mode of Intel brand promotion has little reference for our enterprises, but it is necessary to learn from it and practice it hard, that is, to establish a strong brand as the company's belief, to become a strong brand in a certain segmented market with innovative spirit and differentiated brand positioning and strategy, such as Wenzhou businessmen, to make unremarkable lighters, nail clippers and other gadgets into big brands and dominate the global market. The author is an advocate of "All-brand Movement of China Institutions", and is worried about the indifference of brand awareness of some companies (institutions) at present, and puts forward brand strategies suitable for the present situation of small and medium-sized companies: to promote product mass sales and brand building. First-class companies make standards

Intel's success is not only due to the best product quality and product differentiation, but also because it provides customer solutions, and also because of its position as an industry standard setter. Intel's old rival AMD is not without good products, but Intel still firmly controls the whole industry as an industry standard setter. In the field of personal computer microprocessors, Intel has achieved strategic control over the value chain of personal computers, and can control computer hardware vendors accordingly. As a hardware manufacturer, it joined forces with Microsoft, a software manufacturer, locked in the end users and shut out competitors, and finally reached the highest level of control industry standards. AMD, which won the National Electronic Distributors Association (NEDA) "Manufacturer of the Year" twice, has a world-class R&D technology level. However, technological innovation alone is not enough, and the innovative business philosophy is of great significance to the survival and development of an enterprise.

third-rate companies make products, second-rate companies make brands, and first-rate companies make standards. In an industry, becoming a standard setter means the supreme right to speak. As soon as Centrino appeared, it became a "wireless internet platform", and it will be difficult for notebook computers without Centrino label to enter the mainstream industry. In an industry, it is extremely difficult to be the maker of industry standards. When it is not strong enough, it can also enhance its competitiveness by becoming a "standard" in a certain aspect. Consumer-centered marketing strategy

Intel's consumer-centered marketing strategy is its invincible magic weapon in the market. Intel's marketing activities always face the end users and take customers as the center to carry out marketing activities. Intel launched the Pentium 4 processor digital experience center nationwide. In 1994, Intel replaced the defective Pentium chip at a cost of $475 million, which established a respected brand image for itself. In 1998, the product strategy was adjusted, and different products for high-end and low-end consumers were launched at the same time. The continuous innovation of products and price reduction promotion activities produced strong market effects and effective market promotion.

Intel's localized marketing method can be sensitive to market changes, timely understand the needs of the market and customers, and present a variety of inexpensive Centrino laptops to consumers. Price war has become a very effective means to occupy the China market. Price is not the most important and only factor for notebook manufacturers to occupy the market. In the final analysis, the key to winning the market competition lies in the comprehensive competitiveness of enterprises composed of brand, price, products, services and sales. The focus of competition in notebook computer market has changed from "product-oriented" to "customer-oriented". Brand awareness has always been an important reference factor for users to buy notebooks. Various manufacturers have adopted various effective strategies to improve brand awareness. The insurmountable classic advertising strategy

Intel's "Intel Inside" advertising campaign launched in 1991 is recognized as a successful strategy to establish Intel's existing brand position. By subsidizing the advertising funds of personal computer manufacturers, Intel won the computer manufacturers' agreement to show Intel's trademark patterns in their TV, print media and online advertisements.

Intel's "cooperative advertising" is a classic of this mode of operation, and Centrino's advertising strategy can be described as the same strain. The cooperative advertising model has led to the imitation of various industries, such as the cooperative advertising of decoration companies. In order to improve their brand image, consumers will be told in the advertisements that our company uses brand-name paints, electrical appliances, tiles, floors and so on. Another famous example is the cooperation between Little Swan washing machine and Procter & Gamble. In the living quarters of some famous universities in China, Little Swan-Bilang Laundry provides convenient and economical services for students. Washing machines and washing powder are donated by manufacturers. These are two top brands in China. In order to enhance the brand image, they jointly starred in the classic of brand cooperation and promotion. Integration, integration and re-integration

"integration" technology is the focus of IT enterprises. Barrett, CEO of Intel Corporation, said at the "OracleWorld" conference that "integration" technology will remain the focus of IT enterprises in the future. Barrett said that in the near future, we can see that the fields of computing, communication and content services are gradually becoming one. With the continuous development of this "integration" trend, the demand for content in digital home, enterprise computing and mobile devices will increase dramatically.

Intel spared no effort in the promotion of Centrino. The scale of integrated marketing activities exceeded that of Pentium, a chip for desktop. Not only did it cost a lot of money, but it also designed a new product logo (which can be inserted into the product logo) for Centrino and adopted a new bundling sales strategy. In order to obtain the right to use Centrino brand and low price, manufacturers must accept three supporting products of Centrino, including processor, chipset and wireless technology. This marketing strategy will bring more sales to Intel. It is reported that Centrino has won the support of American companies including IBM, Hewlett-Packard, Dell, and 16 Asia-Pacific companies including Lenovo, Acer and Quanta. These computer manufacturers said that they would equip their computers with this new chip.

Today, Intel has formed an alliance with telecom operators such as China Mobile and China Netcom to establish so-called "hot spot" wireless Internet access areas in hotels, airports and business offices. Through the implementation of "wireless authentication plan" and "wireless identification plan", it is attempted to equate the mobile computing logo composed of magenta Centrino and sky-blue Intel inside with the wireless local area network. Intel also signed marketing agreements with Starbucks, McDonald's and Hilton Hotels Group to jointly build the brand image of Centrino wireless Internet access. At present, both Starbucks and McDonald's have announced that they will deploy Wi-Fi systems in their stores on a large scale, and Hilton also plans to launch this wireless Internet service in its 5 hotels. Competing with yourself

The biggest enemy is not others, but yourself. The history of Intel's development is not only a process of fighting with its opponents, but also a process of racing with itself. From 386 to 486, from Pentium, to Ben 2, Ben 3, and to Ben 4, constantly surpassing itself is the driving force for Intel to move forward. Now Intel is facing a new challenge: because it has always advocated the speed of chips, on Centrino, Intel must overcome a market obstacle it has established, that is, users always judge the quality of products by the main frequency of processors.

if someone wants to eat your lunch, let your family enjoy it instead of letting the enemy eat it. If there is room for other brands in a certain market segment, it is best to use your own brand to compete with yourself, not with other competitors' brands-Article 13 of Procter & Gamble's 99 success criteria reads at the beginning. P&G owns 6 brands of soap, 4 brands of shampoo, 3 brands of toothpaste and 2 brands of clothing softener. As long as each brand is based on providing benefits to consumers, P&G will let it compete honestly, because it is consumers, not company operators, who decide whether to win or lose. P&G would rather let its own brand eat its own brand because its market share still belongs to P&G..

under the traditional concept of competition, we often look at the competition with our eyes outward, only seeing the competitors' brands and only one enemy. Now, the concept of competition has changed greatly. First, it advocates active competition and can compete within or across industries. First, the concept of self-competition has promoted the brand's all-round promotion.