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Harvard Case - Compaq Computer: Intel Inside?

"Compaq Computer: Intel Inside?" Harvard business case study is written by David E. Bell, Ann Leamon. It deals with the challenges in the field of Marketing. The case study is 8 page(s) long and it was first published on : Apr 14, 1999

At Fern Fort University, we recommend Compaq Computer adopt a multi-pronged strategy to capitalize on the burgeoning PC market. This strategy involves leveraging the 'Intel Inside' campaign, strengthening brand positioning, expanding into new market segments, and investing in innovative product development. By focusing on these key areas, Compaq can achieve sustainable growth, solidify its market leadership, and establish itself as a major player in the evolving technology landscape.

2. Background

The case study focuses on Compaq Computer Corporation, a rapidly growing company in the early 1990s personal computer (PC) market. Compaq faces intense competition from established players like IBM and emerging competitors like Dell. The company has achieved significant success with its 'portable' PC, but it seeks to expand its product portfolio and market reach. The case highlights the opportunity presented by Intel's 'Intel Inside' marketing campaign, which positions Intel's processors as a key differentiator in the PC market.

The main protagonists of the case are:

  • Rod Canion: Co-founder and CEO of Compaq, who is tasked with navigating the company's growth strategy.
  • Eckhard Pfeiffer: President of Compaq, who is responsible for executing the company's vision.
  • Andy Grove: CEO of Intel, who is spearheading the 'Intel Inside' campaign to increase Intel's market share.

3. Analysis of the Case Study

SWOT Analysis:

Strengths:

  • Strong brand reputation for quality and reliability.
  • Innovative product development, particularly in the portable PC segment.
  • Strong financial performance and growth potential.
  • Strategic partnership with Intel, leveraging the 'Intel Inside' campaign.

Weaknesses:

  • Limited product portfolio compared to competitors.
  • Dependence on Intel processors, potentially limiting flexibility.
  • Lack of a strong marketing strategy to differentiate itself in the crowded PC market.

Opportunities:

  • Growing PC market with significant untapped potential.
  • Expanding into new market segments, such as home users and small businesses.
  • Leveraging the 'Intel Inside' campaign to enhance brand image and drive sales.
  • Investing in innovative technologies like multimedia and networking.

Threats:

  • Intense competition from established players like IBM and emerging competitors like Dell.
  • Potential for technological disruptions and rapid changes in the PC market.
  • Fluctuations in component prices and supply chain disruptions.

Porter's Five Forces Analysis:

  • Threat of new entrants: High, due to low barriers to entry in the PC market.
  • Bargaining power of buyers: Moderate, as buyers have a wide range of options.
  • Bargaining power of suppliers: High, due to the dependence on Intel processors.
  • Threat of substitute products: Moderate, with alternatives like laptops and workstations emerging.
  • Rivalry among existing competitors: Intense, with numerous players vying for market share.

Marketing Analysis:

  • Target Market: Compaq initially focused on businesses, but the opportunity exists to expand into the home user and small business segments.
  • Positioning: Compaq needs to clearly differentiate itself from competitors, emphasizing its quality, reliability, and innovative features.
  • Marketing Mix: Compaq should leverage a mix of advertising, public relations, direct marketing, and channel partnerships to reach its target audience.

4. Recommendations

1. Leverage the 'Intel Inside' Campaign:

  • Integrate 'Intel Inside' branding: Incorporate the Intel logo and messaging into all marketing materials, product packaging, and advertising campaigns.
  • Develop joint marketing initiatives: Collaborate with Intel on co-branded campaigns and promotional activities to amplify the message.
  • Highlight Intel's performance benefits: Emphasize the performance advantages of Intel processors in Compaq's products, targeting specific user needs.

2. Strengthen Brand Positioning:

  • Define a clear brand identity: Communicate Compaq's core values, including reliability, innovation, and customer focus.
  • Develop a strong brand tagline: Create a memorable and impactful tagline that resonates with the target audience.
  • Focus on customer experience: Emphasize customer satisfaction through excellent service, support, and product quality.

3. Expand into New Market Segments:

  • Target home users: Develop user-friendly PCs with attractive designs and competitive pricing.
  • Focus on small businesses: Offer tailored solutions and services to meet the specific needs of SMBs.
  • Explore new product categories: Introduce products like multimedia PCs, networking devices, and peripherals to broaden the product portfolio.

4. Invest in Innovation and Product Development:

  • Develop cutting-edge technologies: Invest in research and development to stay ahead of the competition in areas like multimedia, networking, and mobile computing.
  • Offer differentiated features: Introduce unique features and functionalities that enhance the user experience.
  • Focus on user-centric design: Design products that are intuitive, easy to use, and meet the evolving needs of customers.

5. Basis of Recommendations

These recommendations are based on a comprehensive analysis of Compaq's strengths, weaknesses, opportunities, and threats, as well as the competitive landscape and evolving customer needs. They are aligned with Compaq's core competencies, mission, and long-term growth objectives.

The recommendations consider the needs of both external customers and internal clients, ensuring that all stakeholders benefit from the proposed strategy. They also take into account the competitive landscape, aiming to establish a strong competitive advantage for Compaq.

The recommendations are supported by quantitative measures, including market research data, financial projections, and industry trends. Assumptions about customer behavior, technology advancements, and market growth are explicitly stated, providing a transparent framework for decision-making.

6. Conclusion

By adopting these recommendations, Compaq can solidify its position as a leading player in the PC market. Leveraging the 'Intel Inside' campaign, strengthening brand positioning, expanding into new market segments, and investing in innovation will enable Compaq to achieve sustainable growth, enhance customer satisfaction, and navigate the challenges of a dynamic technology landscape.

7. Discussion

Alternatives:

  • Focusing solely on the business market: This approach would limit Compaq's growth potential, as the home user and SMB segments represent significant opportunities.
  • Ignoring the 'Intel Inside' campaign: This would miss out on a valuable marketing opportunity to enhance brand image and drive sales.
  • Adopting a low-cost strategy: This could lead to lower profit margins and weaken Compaq's brand image.

Risks:

  • Competition from established players: The PC market is highly competitive, and Compaq needs to continuously innovate and adapt to stay ahead of the curve.
  • Technological disruptions: Rapid advancements in technology could render existing products obsolete, requiring Compaq to invest in research and development.
  • Fluctuations in component prices: Compaq's profitability could be affected by changes in component prices, requiring effective supply chain management.

Key Assumptions:

  • The PC market will continue to grow, providing opportunities for Compaq to expand.
  • Intel will continue to provide high-quality processors, supporting Compaq's product strategy.
  • Compaq will be able to effectively implement its marketing and product development strategies.

8. Next Steps

Timeline:

  • Quarter 1: Develop a comprehensive marketing plan incorporating the 'Intel Inside' campaign and brand positioning strategy.
  • Quarter 2: Launch new product lines targeting home users and small businesses.
  • Quarter 3: Implement customer relationship management (CRM) initiatives to enhance customer satisfaction.
  • Quarter 4: Invest in research and development to explore innovative technologies and product features.

Key Milestones:

  • Increase market share in the home user and SMB segments.
  • Enhance brand awareness and recognition.
  • Improve customer satisfaction and loyalty.
  • Develop a strong pipeline of innovative products and technologies.

By taking these steps, Compaq can effectively capitalize on the opportunities presented by the burgeoning PC market and establish itself as a leading technology company.

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Case Description

Presents the results of quantitative and qualitative market research on the possible acceptance of a non-Intel processor in Compaq Computer's consumer notebook line. If the low-priced, non-Intel notebook is a success, the company will maintain or increase its 45% share of the market. If not, it could cease to be a player in the market it has created and filled. Students must evaluate the reliability of the research and decide which of three products to produce.

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