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Technology Stocks : Intel Corporation (INTC) -- Ignore unavailable to you. Want to Upgrade?

To: Tony Viola who wrote (93359)	12/3/1999 4:25:00 PM
From: Road Walker	Respond to of 186894

Tony, re: "AMDroids are acting like a bunch of seven year olds on a sugar high at a birthday party" Great line!, and accurate. John

To: Tony Viola who wrote (93359)	12/3/1999 8:54:00 PM
From: Mani1	Respond to of 186894

Tony Re <<Could this be the reason the AMDroids are acting like a bunch of seven year olds on a sugar high at a birthday party?>> Yes, we are indeed very excited about it. Thanks for the kind words. Mani

To: Tony Viola who wrote (93359)	12/4/1999 11:29:00 AM
From: Amy J	Read Replies (2) \| Respond to of 186894

RE: "A smaller company can assemble a "skunk works" type of group, which, given the go-ahead on a given project, and with little bureaucracy in their way, can beat a much larger company once in a while." Hi Tony, I think Intel is very nimble between product-lines (i.e. good at creating waves of products). This is different than being nimble within a product-line. Generally, small companies are very nimble within the product-lines - more so than larger companies. "The amazing thing with Intel is that it's very rarely happened before." It's happened. Big company cultures deploy waves of products, which can go counter to creative nimbleness and customer responsiveness WITHIN a product-line, which is required when competing in high-end markets. Generally speaking, competing in the high-end markets, requires a nimbleness/focus/creativity within the product-lines and the most 'small-company-like fast customer responsiveness' with quick turn-around. On the otherhand, it's harder for a smaller company to find a niche play in razor thin margins, but when the margins are high, it can be stunningly easy to latch on and build. However, while Intel was able to crank up its engines and grab consumer marketshare from AMD in an absolutely stunning pace, I don't think this formula necessarily applies directly to the high-end market. This is my main concern about Intel when it takes on Sun's high-end market. Instead of relying on Intel's manufacturing engine and engineering teams to deliver waves of products, as evident with their waves of consumer chip releases, as an investor, I'd like to see Intel's Sales force and CS (with "responsive" engineering teams within product-lines) take over. [Note: "responsive eng" is a term I use to denote engineers on mission critical applications. It doesn't imply engineers are not responsive, but rather it implies the culture establishes a certain level of creative flexibility to enable immediate responses to customer solutions/demands/fixes. Just like you find in a startup environment.] Has anyone thought how Intel is going to compete against Sun in the high-end market? I don't think the marketing methodologies they use in the consumer market (which have been so very successful at fighting off AMD and grabbing consumer market share) will work for the high-end market. These are inherently different market spaces, driving opposite requirements IMHO. Also, I hope they do not 'only' apply the "copy formula" to the high-end market, because I think creative customer responsiveness will be more important than just the "copy formula" (which is so successful in the more commodity-based consumer market.) Regards, Amy J