1. How influential was Andy Grove in shaping the strategy and culture of Intel? How would you describe his management style? What were the benefits of this style? What were the drawbacks?

2. a. Why did Intel lose its competitive advantage in the DRAM business? Was the company correct to exit this business? What were the barriers to exit at Intel? How were they overcome?

b. Why did Intel let this happen? 

3. What has been the source of Intel’s competitive advantage in the business of making microprocessor for personal computers? Why has this advantage persisted for so long? What are the barriers to imitation here?

4. How secure is Intel’s competitive position?

5. How would you describe the relationship between Microsoft and Intel? What are the tensions in this relationship? How have these tensions been resolved?

6. What generic business level strategy is Intel pursuing in its core microprocessor business?

7. How would you characterize Intel’s strategy in the mid to late 2000s? What is the company trying to do? What will it take to be successful?

This case looks at the evolution of Intel from its establishment in 1968 through to the current day. The case covers all major strategic events at the company, but pays particularly close attention to Intel’s dominance in the microprocessor business, and the challenges it now faces as the computer industry evolves in the direction of mobile computing solutions where an Intel microprocessor is not strictly necessary. The case also spends quite a bit of time discussing the role of long time CEO and Chairman, Andy Grove, in the formulation and implementation of strategy at Intel.