Intel vs AMD

1.

Introduction

1.1 Intel Being the world’s largest semiconductor chip manufacturer by the revenue generated, Intel is rightfully the inventor of x86 series of microprocessor which is found in most of the PCs we use. It was found on July 18, 1968, as Integrated Electronics Corporation (though it is a common misconception misconception that “Intel” is from the world Intelligence) and is located in Santa Clara, California, USA. It also makes motherboards, chipsets, integrated circuits, flash Intel Headquarters (USA) memory, graphic chips, network interface controllers, embedded controllers controllers and processors processors and other devices related to computation computation and communication. communication. Founded by semiconductor semiconductor pioneers Robert Noyce and Gordon Moore, Moore, and widely associated with the executive leadership and vision of Andrew of  Andrew Grove, Grove, Intel combines advanced chip design capability with a leading-edge manufacturing manufacturing capability. Originally known primarily to engineers and technologists, Intel's successful successful "Intel Inside" advertising campaign of the 1990s made it and its Pentium processor household household names. Intel was an early developer of SRAM of SRAM and DRAM memory chips, and this represented the majority of its business until the early 1980s. While Intel created the first commercial microprocessor microprocessor chip in 1971, it was not until the success of the personal computer (PC) that this became their primary business. During the 1990s, Intel invested heavily in new microprocessor microprocessor designs fostering the rapid growth of the PC industry. During this period Intel was the dominant supplier for processor units and was known for controversial tactics in defense of its position in the market, particularly against against its biggest rival in x86 architecture i.e. AMD and as a struggle with the Microsoft for control over the direction of the PC industry. According to the 2009 ranking, Intel has improved from position 27 to 23 in world’s 100 most powerful brands published by Millward Brown Optimor. Intel is also doing research in electrical transmission and generation and semiconductors industry.

1|Page

1.2

AMD

AMD (Advanced Micro Devices, Inc.), an American multinational multinational semiconductor semiconductor company located at Sunnyvale, California, produces computer processors and related technologies for commercial and consumer markets. Some of the main products are microprocessors, motherboards, chipsets, graphic processors, embedded processors, personal computers and workstations, and processors of handheld devices, AMD Headquarters (USA) digital TV, automobiles, game consoles and other applications. applications. AMD is the second largest competitor of Intel based on the x86 architecture and is third largest GPU supplier after Intel and Nvidia. It has 21% shares in Spansion, a supplier of  non-volatile flash memory. memory. According to 2007 ranking, AMD was placed 11th in the list in semiconductor semiconductor industry based on the revenue generated.

1.3 WHY Intel vs. AMD? Intel tops the current semiconduc semiconductor tor market with excellent revenue and reputation worldwide where AMD is placed 11 th on the same market then why Intel vs. AMD?  This is because though, AMD shares less market position; it still is biggest rival of Intel especially when it comes to the microprocessors microprocessors for personal computing and workstations. workstations. So, instead of comparing Texas Instruments Instruments with Intel or any other organizations organizations having better ranking in the semiconductor semiconductor market, we have selected AMD which can bring a good contrast when compared with the market giant Intel. Even at 11 th position in the market, AMD still has reputation and history as well as new innovations.  Though it can’t compete Intel as its obvious, and it has flaws of course, still we will show how it can do better or doing better.

2|Page

1.4 Company Profile

Informat ion

Intel

AMD

Type

Public

Public

Founded

1968

1969

Founders

Gordon E. Moore Robert Noyce

W. Jerry Sanders III Edwin J. Turney

Headquarters

Sunnyvale, CA, U.S.

Area Served

2200 Mission College Boulevard, Santa, California, U.S.A Worldwide

Industry

Semiconductors

Semiconductors

Employees

83,500

14,700

Revenue

US$ 37.586 billion

US$ 5.808 billion

Operating Income

US$ 8.954 billion

US$-1.955 billion

 Total Assets

US$ 50.715 billion

US$ 7.675 billion

Website

www.intel.com

www.AMD.com

Worldwide

3|Page

1.5 History

4|Page

Intel 



















Intel was founded in 1968 by Gordon E. Moore (of "Moore's Law" fame, a chemist and physicist) and Robert Noyce (a physicist and co-inventor of  the integrated circuit) when they left Fairchild Semiconductor. Intel's business grew during the 1970s as it expanded and improved its manufacturing processes and produced a wider range of products, still dominated by various memory devices. Intel created the first commercially available microprocessor (Intel 4004) in 1971 and one of the first microcomputers in 1972. By the early 1980s its business was dominated by dynamic random access memory chips. Increased competition from Japanese semiconductor manufacturers had, by 1983, dramatically reduced the profitability of this market. the sudden success of the IBM personal computer convinced then-CEO Grove to shift the company's focus to microprocessors, so by the end of the 1980s this decision had proven successful. By end of 90s, its line of Pentium processors had become a household name. After 2000, growth in demand for highend microprocessors slowed. Competitors, notably AMD. In 2006, Intel produced P6 and Netburst products with reduced die size (65nm). A year later it unveiled its Core micro architecture to widespread critical acclaim. On June 27, 2006, the sale of Intel's XScale assets was announced.

AMD 









Advanced Micro Devices was founded on May 1, 1969, by a group of former executives from Fairchild Semiconductor, including Jerry Sanders III, Ed Turney, John Carey, Sven Simonsen, Jack Gifford and three members from Gifford's team, Frank Botte, Jim Giles, and Larry Stenger.  The company began as a producer of  logic chips, then entered the RAM chip business in 1975.  That same year, it introduced a reverseengineered clone of the Intel 8080 microprocessor. It had some success in the mid-1980s with the AMD7910 and AMD7911 "World Chip" FSK modem, one of the first multistandard devices that covered both Bell and CCITT tones at up to 1200 baud half duplex or 300/300 full duplex. AMD decided to switch gears and concentrate solely on Intel-compatible microprocessors and flash memory. This put them in direct competition with Intel for x86 compatible processors and their flash memory secondary markets.

AMD announced a merger with ATI  Technologies on July 24, 2006. AMD paid $4.3 billion in cash and 58 million shares of its stock for a total of US$5.4 billion.  It was reported in December 2006 that AMD, along with its main rival in the graphics industry Nvidia, received subpoenas from the Justice Department regarding possible antitrust violations in the graphics card industry, including the act of  fixing prices.  In October 2008, AMD announced plans to spin off manufacturing operations in the form of a multibillion-dollar joint venture with Advanced Technology Investment Co., an investment company formed by the government of Abu Dhabi. 

5|Page

1.6 General Company Information Intel

Vision

At Intel, we constantly push the boundaries of innovation in order to make people's lives more exciting, more fulfilling, and easier to manage. Our unwavering commitment to moving technology forward has

Mission Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we

Values Customer orientation Results orientation Risk taking Great place to work Quality Discipline

AMD

Vision A world where the amazing power of  AMD technology improves the quality of people's lives. AMD set a goal to enable affordable, accessible Internet connectivity and computing capabilities for 50 percent of the world's population by

Mission Lead through innovative, customercentric solutions that empower businesses, enhance the digital lifestyle, and accelerate global digital inclusion.

Values Respect for People Integrity Our Customers' Success Customer-Centric Innovation Initiative and Accountability Fair and Open Competition

6|Page

1.7

SWOT Analysis

1.7.1

Intel

Strengths: > The largest company in the Semiconductor Industry and 83900 (2008) employees. > Huge Profit: Revenue $37,8 billion(2008) and market capitalization $77,14 billion. > Intel’s capacity to produce high speed microprocessors. > Has efficient money and marketing muscle. > Favorable investment strategy in Samsung and Micron Technology. > Intel is a lot innovative and always has new successful ideas. > Intel got a lot of loyal customers and hence it has market share leadership. > It has strong brand equity and strong management team.

Weaknesses: > Laid off 10500 employees (2006) and will lay off 1800 employees also shutting down some facilities (Intel Philippines, Cambridge Intel Laboratory). > Doesn’t produce very high end graphic chips or attractive enough for gamers. > Flaws in PC boards of Rambus. > Expensive retail pricing is also a weakness.

Opportunities: > High profit margin due to its high speed microprocessors. > Intel may reap more benefits due to its investment in Samsung and Micron. > Intel is expanding its product range and services, so new opportunities. > Intel is more innovative and it implements new ideas which find more opportunities for it.

Threats: > slowing PC market may hamper Intel’s profit. > Another threat is efficient use of PC using cheap ICs which can drop down the prices. > Exchange rate fluctuations also are a threat for Intel. > Price wars and current global crises is effecting Intel.

7|Page

1.7.2

AMD

Strengths: • The second largest company in the semiconductor industry and third largest company in the graphic industry • 15,653(2008) Employees. • The company revenue: $6,013 billion. • Cheaper product than Intel • Many facilities and research and developing centers • AMD Athlon 64x2 microprocessor.

Weaknesses: • AMD has a bit bad market reputation compared to its rival Intel. • AMD notebook chips are not up to the mark. • Intel, Microsoft association. • Decreasing annual revenue.

Opportunities: • AMD keeps the low price strategy. • AMD Live: Digital platform TV • AMD is innovative in gaming and produces better gaming PCs. • AMD acquired ATI, a GPU manufacturer, which made its market position better. • Gaming industry is growing and ATI cards are better in performance than Nvidia ones.

Threats: • Less innovative and can’t keep the competitive advantage. • Was better than Intel few years back but now Intel is going a lot good. • Worldwide economic crises are a threat too. • It doesn’t reveal the upcoming technologies and hence less advertisements and research.

2. Basic Comparison 2.1

Market Share 8|Page

Intel is currently dominating the market share in semiconductor industry. Intel has occupied 71% or above of the market and is still growing. AMD is growing back too as obvious from the chart below and this is because it has introduced multi-core processors.

2.1.1

Intel vs. AMD market share chart

2.1.2

Intel vs. AMD share price Chart

2.1.3

Annual Financials for Intel

9|Page

2.1.4

Annual Financial for AMD

10 | P a g e

2.2

Company Products

Some of the microprocessors of both the companies are shown and compared below. Here’s a list of some of Intel’s processors:

11 | P a g e

And a list of AMD’s processors is given below:

2.2.1

Comparison

2.2.2

Conclusions

 These two charts only show some of the processors of both companies and are not the latest models. The purpose of this is to show how Intel and AMD are managing to put various features on their respective processors and what are the good points and what are the bad points that we can easily find out. Now as obvious, Intel has better fabrication process values than AMD and power management too. And if the prices are 12 | P a g e

seen and the final comparison chart is looked upon, it’s clear that AMD is not delivering the same features as Intel can but it doesn’t mean AMD always is like that. AMD is doing much better if Graphics Processing Units are compared.

2.2.3

Benchmarking

Now to test the processors, a game “The Elder Scrolls IV: Oblivion” is used as benchmarking source. The benchmarks are based upon the frame per seconds recorded with FRAPS utility in the game for a specific point and time and tested for AMD’s as well as Intel’s processors. And the result is pretty obvious for this game as shown below. But it’s not same for all games.

13 | P a g e

3. Corporate Responsibility Corporate social responsibility (CSR), a.k.a. corporate responsibility, is a form of  corporate self-regulation integrated into a business model. Ideally, CSR policy would function as a built-in, self-regulating mechanism whereby business would monitor and ensure its adherence to law, ethical standards, and international norms. Business would embrace responsibility for the impact of their activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere. Furthermore, business would proactively promote the public interest by encouraging community growth and development, and voluntarily eliminating practices that harm the public sphere, regardless of legality. Essentially, CSR is the deliberate inclusion of public interest into corporate decision-making, and the honoring of a triple bottom line: People, Planet, and Profit.

3.1 3.1.1

Intel Management Strategy and Analysis

14 | P a g e

As set by a formal charter, the Corporate Governance and Nominating Committee of  Board of Directors has ultimate oversight of Intel’s corporate responsibility performance, and CEO sets “tone at the top” and strategy. A Corporate Responsibility Management Review Committee, led by Corporate Responsibility Group, manages efforts across the company. Other organizations, including those represented in this graphic, own specific areas of Intel’s performance.

3.1.1.1

Corporate Responsibility Goals Summary

Based on feedback from stakeholders, Intel has incorporated the discussion of its performance to goals and future goals into each relevant section of this report. The following table provides a high-level summary of Intel’s company-wide goals in key corporate responsibility areas.

15 | P a g e

3.1.2

Ethics and Governance

Intel Says: “Our formal Code of Conduct, corporate governance structure, and Ethics and Compliance Program help ensure that we maintain the highest standards of integrity in everything we do.”

3.1.2.1

Intel Code of Conduct

In Intel, the Code of Conduct guides the behavior of the officers, employees, nonemployee directors, and suppliers, and it also serves as the major pillar of the Intel’s culture. Its business principles and guidelines promote honest and ethical conduct, deter wrongdoing, and support compliance with applicable laws and regulations. The code also express Intel’s policies related but not limited to the conflicts of interest, nondiscrimination, antitrust, bribery and anti-corruption, privacy, health and safety, and protecting the company assets and reputation in the industrial world. It directs the employees to be careful about the impacts of their decisions on the environment.

3.1.2.2

Corporate Governance

As of the end of 2008, Intel’s Board of Directors included President and CEO Paul Otellini, Chairman Craig Barrett—both officers of Intel—and nine independent directors. Jane Shaw, an independent director on Intel’s Board since 1993, will assume the role of  independent Chairman. The Chairman manages the Board’s process for annual director self-assessment and evaluation of the Board. Intel relies on them for their diverse knowledge, personal perspectives, and solid business judgment. The Lead Independent Director also chairs the Board’s Executive Committee and the Corporate Governance and Nominating Committee.  The Board’s Audit, Compensation, Corporate Governance and Nominating, and Finance committees consist solely of independent directors who provide objective oversight of  the company’s management.

3.1.2.3

Ethics and Compliance Program

Intel’s Ethics and Compliance Program is chartered by the Board to advance a culture of  the highest levels of business ethics and legal compliance. Intel’s CEO drives its ethical culture, including making decisions that set an appropriate “tone at the top” and holding the senior management team responsible for recognizing and addressing risk; role modeling accountability; visibly and proactively demonstrating a commitment to ethics and compliance; holding managers accountable; and overseeing effective business group ethics and compliance systems, work environments, and communications.

3.1.2.4

Antitrust Issues

Intel is engaged in a series of private litigations and regulatory investigations prompted by complaints from its primary competitor. Intel’s position on these matters is simple: Intel believes that the worldwide microprocessor market is functioning normally and is highly competitive, and that its conduct has always been lawful, pro-competitive, and beneficial to consumers. Antitrust decisions do not have formal deadlines, and Intel is aware that these ongoing inquiries can affect its reputation. In the spirit of transparency, Intel created the Competition in the Innovation Economy web site, which includes information and updates on these matters. 16 | P a g e

3.1.3

Environment

Multiple groups across Intel play a critical role in driving strategy, operational and product improvements and policy initiatives related to environmental responsibility.

3.1.3.1

Climate Change

Intel considers global warming an important environmental issue, and long ago began taking steps to mitigate its climate change impact and publicly report on its carbon footprint.

3.1.3.2

Global Warming Emissions 17 | P a g e

Since 2007, Intel has been a member of the Chicago Climate Exchange, North America’s only cap and trade system for six greenhouse gases.

3.1.3.3

Water Conservation

Sustainable water management continues to be a key focus at Intel’s sites worldwide— particularly those in arid locations—so Intel can meet its business needs as well as those of its communities. Intel considers efficient and environmentally sound water management in everything it does, including reviewing access to sustainable water sources as a criterion when selecting a site for an Intel facility. .

18 | P a g e

3.1.3.4

2008 performance summary

3.1.3.5

Intel’s 2012 Environmental Goals

3.2

3.2.1

AMD

Management Strategy and Analysis 19 | P a g e

3.2.1.1

Risk Management

Approach AMD has an obligation to its stakeholders to understand and effectively and deliberately manage its business risks to ensure that it will continue to compete and succeed in the marketplace. AMD accomplish this through a systematic approach to managing risk of  loss, disruption or interruption of mission critical activities that are aligned with its strategic business initiatives. AMD’s business resilience and preparation is routinely reviewed and its management plans updated accordingly. Planning and Implementation AMD’s risk management processes include an integrated approach that focuses on policies and procedures, management systems, such as EHS and Quality, and Business Continuity Management (BCM). AMD’s Crisis Management plans are designed to provide a quick, decisive and coordinated response to a crisis in order to protect people and the environment and, to the extent possible, maintain normal business operations. Through its policies and detailed procedures AMD seek to address many social, environmental and ethical risks. For example, AMD’s Worldwide Standards of Business Conduct outline its corporate policies related to Social, Environmental, and Ethical (SEE) risks with more detailed procedures defined by specific policies such as its Code of Ethics for financial officers and other policies. AMD use its existing systems to manage risks through proper planning, communications and training. For example, environmental, health, and safety risks are considered throughout the EHS management system which includes AMD’s global EHS Standards and an assessment/audit process to ensure conformance.

3.2.1.2

Public Policy

Approach As a global company, AMD believe corporate responsibility includes being an informed, active participant in the development of public policies that affect its business and its industry in the countries and communities in which it operate. Good public policy begins with diverse and committed stakeholders participating in open and transparent proceedings to carefully examine issues and bring different perspectives and experiences to promote effective solutions. Planning and Implementation AMD’s commitment to public policy participation includes working with governments, non-governmental organizations (NGOs), trade associations and other groups to deepen its understanding of issues and diverse perspectives, as well as to share its experience and expertise as part of an informed public policy development process. AMD is actively engaged in a number of public policy efforts that involve its business, its industry, and users of technology everywhere. Some of the public policy priorities for AMD include: • Fair and Open Competition • Environmental Protection and Energy Efficiency • Trade and Market Access • Principal Industry and Business Associations

20 | P a g e

3.2.1.3

Product Innovation

Approach  The lifeblood of a technology company is the technology and product pipeline.  The extremely high cost of leading edge technology development makes it necessary for AMD and others to seek development partners to leverage resources and expertise. AMD realize that the value derived from research and development investments generally improves with participation from strategic partners, and it support the nurturing of longterm partnerships with its customers, other technology companies, and academia. Planning and Implementation As an innovation leader, AMD is delivering differentiated products that combine its core technology assets to drive the next-generation of applications for work, home and play. AMD believe that the opportunity for success and long-term growth is inherent in a flexible operating model, strong product portfolio and roadmap, and world-class customers. AMD is dedicated to collaborating with customers and partners to develop platform solutions that deliver superior performance-per-watt to reduce energy use, increase power efficiencies, and solve customer problems. AMD believe this focus on power consumption is not only good for AMD, but also for the industry, and for consumers and customers who care about the world we live in. AMD depend on third-party companies for the design, manufacture and supply of  motherboards, BIOS software and other components that support its microprocessor offerings. In addition, AMD continue to work with other third parties to obtain graphics chips in order to provide its customers with a greater choice of technologies to best meet their needs.

3.2.1.4

Stakeholder Engagement

Approach As a global business, a wide range of stakeholders affect and are affected by AMD’s operations and products. At AMD, people believe in the spirit of true collaboration. In this respect, AMD strive to maintain open and frequent communications with the people, businesses, and organizations that help it achieve success in everything it do. AMD believe regular dialogue with stakeholders is mutually beneficial, providing perspectives and interests that help inform its decisions, shape its programs, and influence its collaborations. Planning and Implementation For AMD, an engaged workforce is a business imperative. Engaged employees think and act beyond getting the job done thereby boosting innovation and ingenuity. Engagement significantly impacts customer satisfaction, revenue, and stockholder value. While AMD measures engagement through a variety of methods, its baseline engagement data is gathered through an annual, global, all-employee survey, the results of which are used to create tangible action plans. As engagement involves the entire AMD community, all AMD managers are responsible for working with their teams to complete relevant plans to address identified areas of concern. In 2009, AMD’s engagement efforts are focused on ensuring that all of its employees can contribute to AMD’s strategy while receiving robust skill and career development. In its dealings with external stakeholders, AMD focuses on building relationships and improving transparency. AMD’s success depends

21 | P a g e

on providing customers with the innovative products they desire, supported by excellent customer service and uncompromising quality. Customer loyalty and satisfaction are key indicators of AMD’s focused customer-centric approach to business. AMD conduct customer surveys twice per year to understand the key drivers and opportunities for continuous improvement relative to customer satisfaction and loyalty. AMD use survey data to provide regional stakeholders, account teams, and business units with an overall understanding of customers’ concerns and to prioritize activities that improve the customer experience. AMD’s surveys are global and are available in multiple languages to facilitate understanding and enhance responsiveness. Results of these surveys are business confidential.

3.2.1.5

Supply Chain Management

Approach AMD’s integrated approach to supply chain management ensures alignment with its corporate strategy to deliver high quality products and services while maintaining and enhancing long-term, mutually beneficial and ethical supplier relationships. AMD are committed to the support of industry-wide efforts to integrate social, environmental, and ethical responsibilities into the electronics industry supply chain practices. As a global manufacturer, AMD want to ensure that working conditions in the electronics industry supply chain are safe, that workers are treated with respect and dignity, and that manufacturing processes are environmentally responsible. Planning and Implementation Supplier Social and Environmental Responsibility (SER) – The objective of its supplier SER initiative is to work with AMD’s strategic suppliers to improve social and environmental conditions in the electronics industry supply chain. AMD have prioritized the implementation of its supplier SER program using a risk-based approach to target its toptier strategic suppliers - suppliers who are integral to AMD’s long-term success, or that have solutions to help AMD be competitive in the marketplace. AMD are working to establish supplier management systems that are consistent with the Electronics Industry Citizenship Coalition’s (EICC), Code of Conduct and the Institute for Supply Management’s (ISM) Corporate Social Responsibility (CSR) Principles in the Supply Chain. AMD must not only establish systems for its supply base, but be responsive to its customers. As part of its periodic training for sourcing personnel, AMD have introduced the EICC Code of Conduct, its principles and values to AMD and its customers.

3.2.1.6

Quality Management

Approach An extension of the company’s customer-centric focus is the belief that customers should experience excellence when designing-in, manufacturing with, or supporting systems that include AMD products. Planning and Implementation  The company uses a multi-dimensional and cross-functional approach to produce high quality and highly reliable products. AMD’s quality management system incorporates supplier quality control, stringent raw material and manufacturing process control

22 | P a g e

systems, and final testing to ensure operational consistency, efficiency, and the ability to meet customer requirements. World Class Supplier, World Class Manufacturing, customer quality, and other quality processes drive continuous improvement in all aspects related to developing, manufacturing, and supporting products. In 2008, all AMD manufacturing sites were ISO 9001:2000 registered; and these registrations have been maintained over time.

3.2.2

Ethics and Governance

Avenue AMD believes that the integrity of an organization begins with every employee’s personal and professional commitment to a set of core values that guides actions and decisionmaking. AMD are committed to the highest standards of ethics and integrity in all aspects of its business, and it continue to act appropriately to maintain the trust of its stakeholders.

Policies and Practices AMD’s ethics and compliance policies and practices include the following: • Board of Directors • Principles of Corporate Governance • Worldwide Standards of Business Conduct • Code of Ethics • Corporate Compliance Committee • Stock Ownership Guidelines • Internal Audit • Global Internal Controls and Compliance Committee • AMD Political Action Committee

23 | P a g e

3.2.3

Environment

It is AMD’s commitment to customers, partners, communities and employees to pursue performance-per watt leadership, energy efficiency, and environmental responsibility in its products and operations.

3.2.3.1

Electricity Conservation

Most of use is in

AMD’s energy the form of  electricity, with a smaller portion coming from onsite fuel consumption, steam, and cooling and heating water lines. Because both fossil fuel extraction and the generation of  electricity impact the environment, AMD continually look for opportunities to decrease the amount of electricity consumed, and use electricity from more efficient and renewable sources.

3.2.3.2

Water Conservation

AMD uses water at all of its sites for normal sanitary, cafeteria, and facility upkeep. Water for all of AMD’s manufacturing operations is obtained from municipal sources. 24 | P a g e

None of AMD’s manufacturing sites have on-site wells. Most of water use occurs in the wafer fabrication process.

3.2.3.3 Hazardous Waste Reduction AMD’s manufacturing processes produce a number of waste streams that are classified as hazardous by local and national regulations. AMD is continually looking for ways to reduce the amount of waste produced and increase the amount of waste recycled.

25 | P a g e

3.2.3.4

Air Emissions

AMD’s manufacturing operations result in volatile organic compounds (VOC) and corrosive emissions. Emission control technologies such as thermal oxidation and scrubbers are used to treat permitted emissions.

4. Conclusions As obvious from above analysis and comparison, it’s clear that currently Intel is leading the market and has prominent position. Still AMD has got opportunities which it should avail and should take more initiatives to make a better position in

microprocessor industry. AMD need more innovation. As clear from the past, when it became a tough competitor to Intel and was even going better in the market but it wasn’t 26 | P a g e

able to keep its position and when Intel introduced its Core TM technologies, which received critical acclaim worldwide, that made AMD lose the market share though it also introduced its multi-core processors but the market was then in the hands of Intel already. AMD still has another better weapon which it can use to get its position back in the market and that is ATI graphics chips. AMD acquired ATI lately and it won’t be wrong saying that ATI is one of the best and effective graphics chip producer in the world. So if AMD can give more attention to ATI along with its own CPU business, it can surely make a better position in the semiconductor market. Intel is for sure the biggest GPU producer in the world but that are not mostly gamming oriented GPUs. Nvidia and ATI are two main rivals and currently ATI is giving better performance and for similar specification, ATI cards are cheaper. So if ATI scores well, AMD scores well. That’s how AMD is and can improve its market shares. In a nutshell, putting aside the semiconductor business, in x86 architecture both Intel and AMD are doing well and there are some ups and downs in their respective businesses but both of them are surely the rivals though as it is clear nowadays that Intel is going much better than AMD, still AMD has a chance to get its position back or at least improve to a great extent by implementing the multi-core technologies (4 to 8 cores mostly) and also by optimizing and improving the CPU chip size. And having the advantage of better GPU technology of ATI, AMD can improve its market position despite the fact that Intel is the largest GPU manufacturer in the world by quantity.

5. Reference 1.

http://en.wikipedia.org/wiki/AMD [1.2, 1.4, 1.5]* 27 | P a g e

2. http://en.wikipedia.org/wiki/Intel_Corporation [1.1, 1.4, 1.5] 3. http://www.intel.com/intel/company/corp1.htm [1.6] 4. http://www.intel.com/cd/corporate/europe/emea/eng/intel/vision/322363. htm [1.6] 5. http://www.amd.com/usen/Corporate/AboutAMD/0,,51_52_484_486,00.html [1.6] 6. http://ja-jp.facebook.com/topic.php?uid=47805027932&topic=8531 [1.7.1, 1.7.2] 7. http://www.wikiswot.com/SWOT/4_User_Generated/Intel.html [1.7.1, 1.7.2] 8. http://finance.yahoo.com/q?s=Intc [2.1.2] 9. http://www.marketwatch.com/investing/stock/INTC/financials [2.1.3] 10.http://www.marketwatch.com/investing/stock/AMD/financials [2.1.4] 11.http://techreport.com/articles.x/12091/1 [2.2, 2.2.1] 12.http://techreport.com/articles.x/12091/3 [2.2.3] 13.http://download.intel.com/intel/cr/gcr/pdf/Intel_CSR_Report_2008.pdf  [3.1] 14.http://www.amd.com/us/Documents/amd_Corporate_Responsibility_Repo rt.pdf [3.2] 15.http://www.scribd.com [1.7] 16.http://www.images.google.com [2.1.1, 4]

* Reference format is: #. Reference Address (URL mostly) [Section of the Report]

28 | P a g e