Replies to post #12477 on Intel Corp (INTC)

[The Duke of URL]

Nice post, BTW.

[winemkr]

I agree with you. That's why I fear Intc. eom

[andyk]

Wbmw, Re: Recalls are expensive. Besides the parts that Intel has to replace for their customers, they also have to junk anything they already made that was sitting in inventory.

But it was very early and there shouldn't have been too many units:

http://www.investorshub.com/boards/read_msg.asp?message_id=3428902


Re: You are referring to Paul Otellini, but you are making an incorrect connection. Otellini is the one responsible for the "Right hand turn" to lower power processors (Centrino), not "Netburst". Albert Yu advocated Netburst, just like he did with Rambus, and that's why he was exiled to technical Siberia (also known as Opto-electronics).

I think Rambus, had it succeed (it had its advantages, especially pre-dual-DDR) and became wide spread, would have allowed Intel to control the platform (given the special arrangements between INTC and Rambus). AMD had nothing related to Rambus that I can remember. It was the right business strategy, but not well executed (not with product development or the technology, but marketing the idea to the industry).

i820 worked with Rambus just fine. The problem was with having to support SDRAM "the last minute".

P4 was severely delayed. Part of it was caused by Intel having to spread resources around all in sudden (Celeron, Xeon, etc).

I am sorry I am not aware of Otellini's involvement. I always assumed Grove had something to do with that team being in Israel. Timna had Rambus.


Re: I think Otellini's vision is good for Intel. Going towards a marketing direction is not bad when you are going up against the commoditization of PC processors, which is Intel's bread and butter. Intel needs more ideas like Centrino to take margins up to the 60% and above range, and I think Otellini is the right guy.

I don't know... If PC processors really become a commodity, I wouldn't even consider INTC at all. I am not aware any company really having a competitive advantage by relying on marketing to sell a commodity.

Even Coke, which is fairly close to being a purely marketing company, offers a taste that some people prefer over Pepsi.