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Business, Circa 1968 : Intel's Original Business Plan

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Intel is founded, July 18, 1968

Intel was founded on July 18, 1968, by semiconductor pioneers Robert Noyce and Gordon Moore, who left Fairchild Semiconductor to do so.

Originally called “NM Electronics” for Noyce and Moore, the company purchased the rights to use the name “Intel,” short for Integrated Electronics, from a company called Intelco. The term “intel” already being associated with “intelligence” was a bonus.

Intel’s original business plan was written by Moore and consists of three very vague paragraphs. Though short, the paragraphs were enough to secure funding as venture capitalist Arthur Rock contributed $10,000 and raised the $2.5 million to get the company started. Rock became Intel’s first chairman.

Andy Grove, a vital member of the young company’s team, joined Intel as its first hire soon after the  founding (see photo below with Grove, Noyce, and Moore from 1978). With Grove on board, Intel released its first product in 1969, the 3101 64-bit Schottky bipolar RAM, and launched denser MOS SRAM & DRAM soon after.

A $6.8 million IPO (initial public offering) moved the company along in 1971, with Intel public at $23.50 a share.

Intel became a household name with its 1991 “Intel Inside” ad campaign, which involved commercials and a logo that told consumers which computers had Intel processors.

In 1993, Intel shipped the first Intel Pentium processor , kicking off what would become a core line for the company and a well-regarded brand to the public.

In 2005, Apple announced that it would transition to the Intel x86 architecture , which began a partnership that would put Intel processors in Macs to this day, though Apple announced at WWDC 2020 that it would move to its own Arm-based SoCs . 

The series of company milestones and technology advancements made by Intel since its founding are too great to list in this blog post. However, a timeline can be found on Intel’s web site, here .

As of 2019, Intel had 110,000 employees, and an annual revenue of nearly $72 billion.

Related articles:

• Noyce conceives planar IC, January 23, 1959
• Noyce receives 1st IC patent, April 25, 1961
• Semiconductors in their early days
• Andy Grove, Gordon Moore, other engineers honored by National Inventors Hall of Fame
• Intel Bets Future On Moore’s Law
• SSDs: mind-blowing Moore’s law case studies
• Apple announces Mac move to Intel chips, June 6, 2005
• Will Apple SoCs obsolete x86 CPUs?
• Apple on Arm: How did we get here?

For more moments in tech history, see this blog .  EDN strives to be historically accurate with these postings. Should you see an error, please notify us .

Editor’s note : This article was originally posted on July 18, 2012 and edited on July 17, 2020.

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4 comments on “ Intel is founded, July 18, 1968 ”

I saw a post on the Intel Facebook page that said the original name was going to be “Moore Noyce” but it sounded too much like “more noise” which wasn't a good thing for an electronics company.

What a interesting story about Intel. I also loved the introduction and company information available @ http://goo.gl/jdGcwz

“An inspiring story considering how they created a device that had limitless application and has been part of the PC revolution! I like their simple business plan. Very vague and to the point. I just wish many more entrepreneurs are as ambitious to try create products that create new industries. I hope claimfriends will do this for the insurance industry:-)”

“Interesting – and two more days – 50 years”

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Our Strategy

Our strategy is to play a larger role in our customers' success by delivering a predictable cadence of leadership products.

The world is changing and driving the need for exponentially more computing. First we experienced the PC era, followed by the mobile and cloud era. We are now entering the era of distributed intelligence, where computing is pervasive and so many things in our lives—our homes, our cars, our hospitals, and our cities—now function like computers. In this world of distributed intelligence, our three fastest growing opportunities are AI, 5G network transformation, and the intelligent and autonomous edge.

We have a history of transforming to capitalize on market shifts, and we are in the midst of another significant transformation to position ourselves and our customers for growth. With our focus on execution and re-energized culture as a force multiplier, we are transforming from a CPU to a multi-architecture xPU company, from silicon to platforms, and from a traditional IDM to a new, modern IDM. Our priorities are to strengthen our core, extend our reach, and redefine our position in the industry. Our capital provides a foundation to invest in our growth and to supplement and strengthen our capabilities. We are thoughtfully deploying capital and focusing our investment in differentiated technologies where we can play a bigger role in the success of our customers and deliver attractive returns to our stockholders.

Our Priorities

Improve Execution to Strengthen Our Core

We have made changes that help position us to sharpen our operational excellence and process technology. We have streamlined our product roadmaps, evolved our technical organization to drive greater transparency and accountability, and exited businesses to enable focus on our core strategy. 

Technical talent. Our leadership team has deep technical, engineering, and business expertise and is focused on our opportunities. We are re-energizing our culture to drive better business outcomes for our customers by instilling a growth mindset, increasing accountability around shared company goals, implementing new operational protocols, and renewing a sense of purpose and value to create an environment for innovation and growth. 

Continuous innovation. To deliver leadership products, we continue to innovate across all of the areas that are key to product leadership: process and packaging, architecture, memory, interconnect, security, and software. With these six areas, we are creating innovative xPU platforms that uniquely serve diverse new workload opportunities, and transforming from silicon to platforms to solve customers' problems through complete solutions offerings.

Predictable cadence. We have made an architectural shift to die disaggregation that, when combined with our differentiated advanced packaging, creates flexibility to use the process that best serves our customers and supports our ability to deliver on a predictable cadence. Disaggregated design allows us to manufacture different components of a chip on different processes: some components can benefit from the greater performance of the latest process node, while others can leverage lower-cost nodes where differentiated performance is not needed. Through disaggregated design, we mix and match architectures, IP, process nodes, and silicon from our own manufacturing facilities or from external foundries. 

New, modern IDM. We are investing to transform our traditional IDM model to adapt to an evolving industry. This means creating greater flexibility to use internal or external foundry processes. It requires that we continue to lead advances in silicon technology by leaning into our expertise and manufacturing scale, while evolving to engage with the ecosystem in new and different ways. It also requires that we leverage our disaggregated design capabilities and continue to manufacture new products with significant cost advantage. We will also continue to invest in process technology development to bring to market the future process nodes and advanced packaging capabilities that create product differentiation and customization, while also enabling manufacturing optionality.

Evolving our engagement with the broader silicon manufacturing and design ecosystem involves working as a strategic partner with equipment vendors, EDA providers, and third-party foundries to help enhance the performance of our manufacturing tools, optimize design software for our processes, simplify design, improve efficiency, and standardize components. This also involves increasing the strategic use of third-party IP for standardized components to allow us to focus on differentiating technology, and updating our design methodologies to support movement of our designs to and from external foundries.

Extend Our Reach to Accelerate Our Growth

Diverse product portfolio to capitalize on the fastest growing opportunities . The proliferation of data analytics, edge computing, and AI is driving a diverse and expanding range of computing applications from edge to cloud. In response, we are innovating to deliver products including a mix of scalar, vector, matrix, and spatial architectures deployed in CPUs, GPUs, accelerators, and FPGAs—unified by an open, industry-standard programming model, oneAPI, to simplify application development. 

AI helps our customers make sense of data to unleash its potential. We offer a combination of hardware and software technologies that deliver broad capabilities to support computing, storage, transmission, and tuning in AI. We have taken a multi-architecture approach to AI hardware. Intel Xeon processors provide a foundation for analytics and AI, and software like the OpenVINO TM toolkit significantly simplifies the deployment of solutions. Intel® FPGAs allow customers to access leading AI inferencing performance for their models. Similarly, Intel® Movidius TM Myriad TM VPUs are purpose-built for AI and support diverse approaches for innovation in a wide range of applications, from healthcare to autonomous driving to facial recognition. Habana's Gaudi* AI training Processor and Goya* AI Inference Processor offer an easy-to-program development environment to help customers deploy and differentiate their solutions as AI workloads continue to evolve with growing demands on computing, memory, and connectivity.

The transition to 5G and the cloudification 1 of the network present a significant opportunity. 5G connectivity will transform industries from all business sectors and it continues to be a strategic priority across Intel. We are collaborating with ecosystem and vertical industry partners to define, prototype, test, and deliver 5G standards and solutions. Our 5G efforts are focused on network infrastructure and other data-centric opportunities, and our team has developed a valuable IP portfolio of products designed to support 5G network infrastructure, including the Intel Atom P5900 processor, a next-generation structured ASIC for 5G network acceleration, the new 2nd Gen Intel Xeon Scalable processors, and the Intel® Ethernet 700 Series Network Adapter.

Moving compute to the edge, where data is generated and consumed, provides new insight and revenue from previously untapped data. Our portfolio of products and capabilities positions us well to play a larger role in our customers' success. We are investing in processors with features made for edge workloads. We announced new enhanced Internet of Things capabilities, including 11th Gen Intel Core processors, Intel Atom x6000E series processors, Pentium® processors, and Celeron® N and J series processors, bringing new AI, security, functional safety, and real-time capabilities to edge customers. This year, we announced Mobileye* Supervision TM , the EyeQ5*- based solution that incorporates an end-to-end engine control unit, surround-view camera array, processors, driving policy, and high- definition maps—all derived directly from our ongoing autonomous vehicle program.

Redefine Our Position in the Industry

Solve our customers' problems through solutions and platforms. We are expanding beyond the CPU to better solve our customers' problems, and not just deliver parts of the solution. With our xPU portfolio, platform vision, IDM capabilities, and scale, we are able to help our customers tackle their own opportunities. We announced the Intel Evo platform brand powered by 11th Gen Intel Core processors with Intel Iris X e graphics, representing laptop designs supported by Intel's Project Athena innovation program. In addition, we acquired Moovit to accelerate Mobileye's transformation to a full-stack MaaS provider that can provide hardware, software, sensors, integration, and large- scale services. We are actively evaluating opportunities in software, services, and solutions, in AI, network transformation, and intelligent edge.

1 Intel's definition is included in "Key Terms" within the Financial Statements and Supplemental Details.

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Chm Blog From the Collection

Early apple business documents, by dag spicer | june 02, 2009.

1984 Macintosh Credit: Apple Computer, Inc.

Apple Computer (now known as Apple, Inc.) was a major force in the personal computer revolution that took place in the 1970s and ’80s. Learning about its history teaches us about competing visions of the future and how companies made decisions during this exciting time. The Computer History Museum presents here two special documents from Apple Computer during the early days of personal computing.

The first is the Preliminary Confidential Offering Memorandum—a document supporting a private placement of funds for Apple—an enormous milestone in any company’s history. In Apple’s case, the offering was based on their vision of the Apple II computer (1977) and how it would soon be in homes, schools and offices around the world. The second document is about the very first Macintosh computer (1984) and how it fit in with other Apple and competitor’s products. Both of the rare documents are presented here for the first time.

Documents in Museum Collection

Preliminary confidential offering memorandum.

Preliminary Macintosh Business Plan

Steve and i get a lot of credit, but mike markkula was probably more responsible for our early success, and you never hear about him..

Steve Wozniak in Jason Zasky, “The Failure Interview: Apple Computer Co-Founder Steve Wozniak”, Failure Magazine, July 2000.

For a business plan written when the hardware was a wire-wrapped board and the software was three demos on a graphics substrate, it was pretty close.

Chris Espinosa, Apple employee no. 8; Macintosh team member

Steve Jobs Credit: Apple Computer, Inc.

The first document presented here—Preliminary Confidential Offering Memorandum—is a traditional funding plan in which a great deal of market information is combined with a vision for the future. The plan was donated to the Museum by original Apple investor Mike Markkula. Markkula was an “angel” investor (a private individual with money to invest) who had made his fortune as a marketing manager at Fairchild Semiconductor and Intel, retiring at age 32. In 1977, Steve Jobs met with Markkula and convinced him that personal computers were an exciting opportunity. Markkula invested $250,000 in Apple for a one-third stake in the company and served as president from 1981-83. (He also served as chairman from 1985 until 1997, when a new board was formed after Jobs returned to the company).

David Kirsch, a professor of business history at the University of Maryland notes that business plans “are recognized as a transient snapshot of a business idea” and thus have a short life. While this plan may have been a snapshot, however, a mighty corporate tree grew from this particular acorn.

One of the key components of any good business is an objective assessment of potential risk factors. These factors are listed at the start of the document and in Apple’s case list issues such as difficulty in acquiring the expensive and complex case for the Apple II, potential cash flow problems, and the “young and relatively inexperienced” management team. As CHM CEO John Hollar notes the plan also “goes to great lengths to explain why anyone would even want a personal computer (e.g., forecasting eight reasons “that indeed, by 1985, a household using a computer will have significant advantages over one that doesn’t”), and that every single competitor listed is no longer in the PC business.” The plan is exhaustive in its analysis of competitors and in its roadmap for follow-up products, showing how Apple conceived of a computer ecosystem that would bring profits to Apple for many years to come. Apple still does this, for example in the integration of the iPod with the iTunes store.

This document is a seminal source of key information about Apple Computer and the competitive landscape it faced during a critical time in the history of the computer. It was the time of rapid fortunes and equally rapid losses, where the legend of the two high school kids tinkering in a garage becoming multimillionaires was yet to come. Yet the seeds of so much of what would take place in the industry and in the world at large are contained here.

Business plans in Silicon Valley, home to the some of the world’s most innovative and creative companies, tend to come in two varieties: very formal documents hundreds of pages long and surprisingly simple (and often incomplete) documents sometimes only a single page in length. Both types of business plan have the same goal: to convince an investor that their proposed company can make money. Most business plans are a goldmine of information about the company founders and their vision of the future and offer a snapshot of assumptions about marketing, positioning, competition, management and financing that are useful sources of historical information in their own right.

Dan Kottke with Steve Jobs

The plan was donated by Apple’s first employee Dan Kottke. Kottke had built and tested the legendary Apple I computer that Wozniak and Jobs had conceived in Jobs garage in 1976. The Apple I’s modest but rapid success lead Jobs to realize that there was potentially a market larger than the technical hobbyists who bought the Apple I and this market is well-explored in the Preliminary Offering Memorandum. Kottke had met Jobs at Reed College in Oregon and the two had gone backpacking in India together. Kottke also worked on the Apple II and Mac projects and so was ‘present at the creation’ of many of Apple’s visionary products and ideas.

The Macintosh project itself started as the idea of early Apple employee Jef Raskin, a human interface expert and strong advocate for easy-to-use computers—which had still to be invented in his view. Raskin foresaw the computer as an appliance, something as common in the home and easy to use as a toaster, and wrote a memo entitled “Computers by the Millions” outlining his vision. Raskin got the go-ahead to assemble a team of young and talented people, whose names appear in the organization chart at the end of the business plan (p. 29). This small group was remarkable for its hard work, vision and ability to work within the confines of Steve Jobs’ occasionally idiosyncratic management style. (In fact, Raskin left Apple in 1981 over such a conflict).

The Macintosh Team, 1984 (Left to Right) George Crow, Joanna Hoffman, Burrell Smith, Andy Hertzfeld, Bill Atkinson, Jerry Manock. Credit: © Norman Seeff

Prototypes of Raskin’s idea had caught the attention of Jobs and realizing that the Macintosh was more marketable than the very expensive Lisa, Jobs began to focus his attention on the project. The Lisa and Macintosh user interfaces were partially influenced by technology Jobs had seen at Xerox PARC and were combined with the Macintosh group’s own ideas.

1984 Macintosh System 1.0 Credit: Apple Computer, Inc.

The final product’s screen was a 9-inch, 512×342 pixel monochrome display–exceeding the resolution (384×256) predicted in the business plan (whose smaller display was a non-starter for word processing), and the way a user interacted with it was completely new: no more abstract magical words were required to goad one’s computer into performing useful work. The Macintosh (or “Mac”) used a metaphorical desktop users were already familiar with. When finally announced on January 24, 1984, it advertised itself (using its built-in MacPaint program) as “Insanely Great!” A stunning color 32-page insert in Newsweek began: “Of the 235 million people in America, only a fraction can use a computer… Introducing Macintosh. For the rest of us.”

But at the time the draft business plan was written, this was far into the future. In some important ways, the plan omits what would become fundamental changes to the assumptions on which it was based. Perhaps most important was IBM’s announcement, one month later to the day, of its Personal Computer (PC). The business plan notes the IBM Displaywriter as a competitive issue but the PC would soon present a much more serious threat. One must imagine a new, revised plan would have been drafted relatively soon after this, in keeping with the “snapshot” nature of business plans generally. Financial projections for the Mac’s first year of sales (p. 15 — 563,000 units per year) also turned out to be far off the mark: in 1984, sales were 275,000 and, in fact, never reached projections. And, of course, the Mac was not announced until 1984—two years after the date stated in the plan.

In history, however, context is everything and, looking backwards, the past (especially its mistakes) seems misleadingly clear. Given what Apple had working in its labs, and with the information then available, the story becomes more complex and the decision pathways of the people involved less obvious. Chris Espinosa, who joined Apple at 14 as employee number 8, and was a member of the Macintosh team says: “For a business plan written when the hardware was a wire-wrapped board and the software was three demos on a graphics substrate, it was pretty close.”

Joanna Hoffman, one of the key early Macintosh team members who helped shape the document notes that the purpose of this document was less to attract external financing than to allay fears within Apple that the Mac would cannibalize Lisa sales: “This is a draft, that never actually evolved into a full plan, that Steve [Jobs] put together once Macintosh was about to be granted division status, specifically designed to quell concerns from different quarters of Apple on how the Mac relates to the Apple II or the Lisa. Its focus is actually internal positioning.” It should also be noted that these pages were used during a presentation and so some information, which would have been conveyed orally, is not present.

This plan, then, teaches us about some of the struggles Apple Computer faced in taking the Mac from the germ of an idea and a few rough prototypes to a successful mass-produced product. It also gives us specific market information and costs that are now useful sources of historical market information as viewed by a key industry participant.

We thank Apple, Inc. for granting us permission to release these documents to the public.

We hope you enjoy studying them.

About The Author

Dag Spicer oversees the Museum’s permanent historical collection, the most comprehensive repository of computers, software, media, oral histories, and ephemera relating to computing in the world. He also helps shape the Museum’s exhibitions, marketing, and education programs, responds to research inquiries, and has given hundreds of interviews on computer history and related topics to major print and electronic news outlets such as NPR, the New York Times, The Economist, and CBS News. A native Canadian, Dag most recently attended Stanford University before joining the Museum in 1996.

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Intel: Business Model, SWOT Analysis, and Competitors 2023

Inside This Article

Intel is a leading technology company that specializes in designing and manufacturing semiconductors, processors, and other computer components. With a history that spans over five decades, Intel has established itself as a major player in the technology industry. This blog article will provide an overview of Intel's business model, conduct a SWOT analysis of the company, and explore its main competitors in the industry. By the end of this article, readers will have a comprehensive understanding of Intel and its position in the market as we look towards 2023.

1. By reading this blog post, you will learn about who owns Intel and how the ownership structure of the company has evolved over time.

You will also gain an understanding of Intel's mission statement and the company's core values and priorities.

In addition, this post will provide insights into how Intel generates revenue and profits through its business model, as well as an analysis of the company's strengths, weaknesses, opportunities, and threats in the competitive landscape.

Who owns Intel?

Intel is a publicly traded company, which means that it is owned by its shareholders. As of 2021, the largest shareholders of Intel are institutional investors such as BlackRock, Vanguard, and State Street. These institutional investors hold a significant portion of the company's shares, giving them a considerable influence over its decisions and direction.

Aside from institutional investors, Intel's top shareholders also include individual investors, mutual funds, and exchange-traded funds. These shareholders are largely responsible for driving the company's stock price and determining its overall value.

While individual shareholders have limited control over Intel's operations and strategy, they still have the right to vote on major issues and elect members to the board of directors. The board of directors is responsible for overseeing the company's management and making important decisions on behalf of its shareholders.

In addition to its shareholders, Intel is also led by a team of executives and managers who are responsible for day-to-day operations. The company's current CEO is Pat Gelsinger, who took over the role in 2021 after the departure of former CEO Bob Swan.

Overall, while Intel is owned by its shareholders, it is ultimately guided by its leadership team and board of directors. As one of the world's largest and most influential technology companies, Intel's decisions and actions have a significant impact on the industry and the wider economy.

What is the mission statement of Intel?

Intel is one of the most prominent companies in the technology industry, known for its cutting-edge processors and innovation in the computer hardware space. The company was founded in 1968 and has since grown into a global leader in the semiconductor industry.

At the heart of Intel's success lies its mission statement, which outlines the company's core values and goals. The mission statement of Intel is as follows:

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

This mission statement highlights Intel's commitment to innovation and its focus on delivering value to its customers, employees, and shareholders. Intel's core objective is to create technology that makes a difference in people's lives, whether by enabling faster and more efficient computing, facilitating new ways of communication and collaboration, or opening up new possibilities for scientific research and discovery.

In order to achieve this mission, Intel invests heavily in research and development, constantly pushing the boundaries of what is possible in the semiconductor industry. The company's engineers and scientists are among the best in the world, and they are constantly exploring new ways to improve Intel's products and services.

At the same time, Intel is deeply committed to its employees, recognizing that they are the driving force behind the company's success. The company offers competitive compensation and benefits packages, as well as a supportive and inclusive work environment that encourages creativity, collaboration, and innovation.

Overall, Intel's mission statement reflects the company's deep-rooted commitment to innovation, customer satisfaction, and employee well-being. By staying true to these values, Intel has established itself as a leader in the technology industry, and it continues to drive innovation and progress in the years to come.

How does Intel make money?

Intel is a behemoth in the semiconductor industry, and it has multiple revenue streams that contribute to its massive profit margins. The company primarily makes money by selling microprocessors and other computer components to original equipment manufacturers (OEMs) and end users.

In addition to its core processor business, Intel also generates revenue from its data center group, which sells server chips and other components to enterprises and cloud service providers. The company's Internet of Things (IoT) group provides hardware and software solutions for various IoT applications, including smart homes, industrial automation, and healthcare.

Intel also earns money through licensing agreements and patent royalties. The company has a vast portfolio of patents covering a wide range of technologies, including processor architectures, memory technologies, and wireless communication standards. Intel licenses its patents to other companies and charges royalties based on the use of its intellectual property.

Another significant source of revenue for Intel is its software business. The company offers a range of software products, including operating systems, security software, and development tools. Intel's software division generates revenue from both direct sales and licensing agreements with OEMs.

Finally, Intel has an investment arm that funds promising startups and emerging technologies. The company's venture capital division, Intel Capital, invests in companies that are developing innovative technologies in areas such as artificial intelligence, 5G wireless networks, and autonomous vehicles. These investments provide Intel with a stake in the success of these companies and potentially generate significant returns in the long run.

In summary, Intel makes money from a diverse range of revenue streams, including processor sales, data center components, IoT solutions, patent royalties, software sales, and venture capital investments. This diversity of income sources has helped Intel maintain its position as a leader in the semiconductor industry and achieve consistent growth over the years.

Intel Business Model Canvas Explained

The business model canvas is a strategic management tool that helps businesses to create, develop, and analyze their business models. It is a visual representation of a business plan that outlines the key elements of a company's operations, including its value proposition, revenue streams, cost structure, and customer segments. The Intel Business Model Canvas is a specific application of this tool that is tailored to the needs and operations of Intel Corporation, one of the world's leading technology companies.

The Intel Business Model Canvas is divided into nine key elements that together form the foundation of the company's operations. These elements include:

Key Partners: This element identifies the key partners and stakeholders that Intel works with to deliver its products and services. These partners may include suppliers, distributors, and technology partners.

Key Activities: This element outlines the core activities that Intel engages in to create and deliver value to its customers. These activities may include research and development, manufacturing, marketing, and distribution.

Key Resources: This element identifies the key resources that Intel needs to operate effectively. These resources may include intellectual property, technology, human capital, and financial capital.

Value Proposition: This element describes the value that Intel provides to its customers. This may include the performance, reliability, and compatibility of its products, as well as the level of support and service that it offers.

Customer Segments: This element identifies the different types of customers that Intel targets with its products and services. These may include individual consumers, small and medium-sized businesses, and large enterprise customers.

Channels: This element outlines the channels through which Intel reaches its customers. These may include direct sales, online marketplaces, and third-party distribution channels.

Customer Relationships: This element describes the type of relationship that Intel has with its customers. This may include one-time transactions, ongoing service and support, or long-term partnerships.

Revenue Streams: This element outlines the different sources of revenue that Intel generates from its products and services. These may include product sales, licensing fees, and subscription-based services.

Cost Structure: This element describes the cost structure of Intel's operations. This may include the costs of research and development, manufacturing, marketing, and distribution, as well as overhead costs such as salaries and office expenses.

By using the Intel Business Model Canvas, Intel can analyze its operations and identify areas for improvement, as well as develop new strategies for growth and expansion. This tool helps the company to stay focused on its core business goals and objectives, while also adapting to changing market conditions and customer demands.

Which companies are the competitors of Intel?

When it comes to the computer hardware industry, Intel is one of the most recognizable names. However, they do have some fierce competitors that are also vying for market share. Here are some of the companies that pose a challenge to Intel:

AMD - Advanced Micro Devices, or AMD, is a multinational semiconductor company that focuses on creating microprocessors, graphics processors, and other computer components. AMD is known for its Ryzen line of processors, which are comparable to Intel's Core i5 and Core i7 processors.

Qualcomm - Qualcomm is a company that specializes in creating wireless technology and semiconductors for mobile devices. While they may not be a direct competitor to Intel in the computer hardware industry, they do provide competition in the mobile device market.

NVIDIA - NVIDIA is a company that primarily focuses on creating graphics processing units (GPUs) for computers. While they do not create CPUs like Intel does, they are still a strong competitor when it comes to computer hardware.

Samsung - Samsung is a multinational conglomerate that produces a wide range of products, including semiconductors and computer hardware. While they may not be as strong a competitor as AMD or NVIDIA, they still pose a challenge to Intel.

IBM - IBM is a technology company that produces a wide range of products, including computer hardware and software. While they may not be as well-known for their computer hardware as Intel is, they are still a strong competitor in the industry.

Overall, while Intel may be a dominant player in the computer hardware industry, they do have some strong competitors that are constantly innovating and pushing the boundaries of what is possible. It will be interesting to see how Intel responds to the challenges posed by these companies in the years to come.

Intel SWOT Analysis

SWOT analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats of a business. It helps companies to identify their internal and external factors that can impact their growth and success.

Intel's biggest strength is its brand recognition and reputation. It's a well-established company with a long history in the technology industry. Intel has a strong market position and is a recognized leader in the semiconductor industry. It has a diverse product portfolio that includes CPUs, GPUs, memory chips, and other hardware components. Intel spends a significant amount of money on research and development to stay ahead of the competition.

Weaknesses:

One of Intel's biggest weaknesses is its dependence on the PC market. As the market for PCs continues to shrink, Intel's revenue growth has slowed down. The company has also faced challenges with its recent product releases, which have been plagued by technical issues and delays. Intel has struggled with its transition to a new manufacturing process, which has caused production delays and supply chain issues.

Opportunities:

Intel has several opportunities for growth, including expanding into new markets such as IoT, AI, and autonomous vehicles. The company can also focus on developing new technologies or products that can differentiate it from its competitors. Intel can invest more in its data center business, which has been growing rapidly in recent years.

One of the biggest threats to Intel is competition from other semiconductor companies such as AMD, Qualcomm, and Nvidia. These companies are innovating and coming up with new products and technologies that can challenge Intel's dominance. The company also faces threats from cybersecurity risks and changing government regulations. The ongoing trade tensions between the US and China can also impact Intel's business, as China is one of its biggest markets.

In conclusion, Intel's SWOT analysis shows that the company has several strengths, weaknesses, opportunities, and threats. By focusing on its strengths and opportunities, and addressing its weaknesses and threats, Intel can continue to grow and succeed in the highly competitive technology industry.

Key Takeaways

• Intel is owned by its shareholders, who have voting rights and determine the direction of the company.
• The mission statement of Intel is to "create world-changing technology that enriches the lives of every person on earth."
• Intel makes money primarily through the sale of microprocessors, but also through other products and services such as memory and storage solutions.
• The Intel Business Model Canvas explains the key elements of Intel's business model, including its value proposition, customer segments, revenue streams, and key partners.
• Competitors of Intel include other semiconductor companies such as AMD, Nvidia, and Qualcomm.
• A SWOT analysis of Intel reveals strengths such as its strong brand and market position, weaknesses such as its dependence on a few key customers, opportunities such as the growth of the internet of things, and threats such as increasing competition and the potential for economic downturns.

In conclusion, we have learned that Intel is owned by its shareholders, who elect a board of directors to oversee the company's operations. The mission statement of Intel is to "create world-changing technology that enriches the lives of every person on earth." Intel makes money primarily through the sale of microprocessors and other computer components, as well as through its data center business. We have also explored Intel's business model canvas, which outlines the key activities, resources, and partnerships that drive its success. When it comes to competition, Intel faces stiff competition from companies like AMD, Qualcomm, and NVIDIA. Finally, we have conducted a SWOT analysis of Intel, which highlights the company's strengths, weaknesses, opportunities, and threats. Overall, Intel is a leading player in the tech industry, and its continued success will depend on its ability to innovate and adapt to changing market conditions.

What are Intel's weaknesses?

• Lack of presence in the mobile market
• Over-reliance on PC market
• Lower margins on products due to intense competition
• Lack of innovation in recent years
• Slow to respond to changing market conditions
• Expensive products compared to competitors
• Dependence on a single product line (x86 microprocessors)
• Increasingly saturated PC market

What are the strengths of Intel processors?

High performance: Intel processors consistently deliver powerful performance with superior speed and responsiveness.

Advanced technologies: Intel processors are designed with advanced technologies such as Turbo Boost, Hyper-Threading, and Intel Optane memory, to keep you ahead of the game.

Low power consumption: Intel processors are designed to use less power than competing processors, helping to reduce your electricity bills.

Reliability: Intel processors are designed and tested to deliver reliable performance over time.

Compatibility: Intel processors are compatible with a variety of operating systems, motherboards, and other system components.

What is the pest analysis of Intel?

Political: Intel is subject to the regulations of governments around the world, particularly in the US, China, and the EU. This can present challenges to the business when laws or policies change, as well as the potential for political and economic instability in certain regions.

Economic: Intel is affected by macroeconomic conditions such as GDP growth, inflation, consumer confidence, and interest rates. The company's products are also sensitive to changes in the cost of manufacturing, and the availability of resources such as energy and oil.

Social: Intel is subject to trends and changes in consumer preferences and behaviors. For example, the company must respond to the increasing demand for mobile devices and the shift to cloud computing.

Technological: Intel is heavily reliant on technological advancements in order to remain competitive. The company must continually invest in research and development in order to stay ahead of the curve and remain a leader in the industry. Intel must also keep up with new innovations in order to remain competitive.

What is Intel's unique selling point?

Intel's unique selling point is their powerful processors and chipsets that are optimized for computing performance. Intel focuses on delivering the best performance, reliability, and efficiency, which makes them the go-to choice for the most demanding tasks. They also offer a wide range of processors for different needs, from ultra-low power mobile processors to powerful desktop processors.

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Intel Revives Altera Name For Stand-Alone FPGA Company

Two months after Intel spun off the Programmable Solutions Group into a stand-alone FPGA company, it reveals it’s taking its original Altera name and chasing a market opportunity exceeding $55 billion across data center, communications and embedded segments.

What’s old is new again: Intel is reviving the Altera brand for the name of its new stand-alone FPGA company that was previously known as the Programmable Solutions Group.

The semiconductor giant unveiled the new name for its business concerning FPGAs, short for field-programmable gate arrays, on Thursday, two months after the company separated the Programmable Solutions Group into a wholly owned independent company.

[Related: 3 Big Points About New Intel Data Center And AI Group Leader Justin Hotard ]

Altera was the original name of the FPGA business Intel acquired for $16.7 billion in 2015, which the chipmaker did at the time to enable “new classes of products in the high-growth data center and Internet of Things market segments.”

Giving a name to the business was a critical step ahead of Intel’s plan to attract private investment for Altera as soon as this year. The chipmaker’s ultimate goal is to return Altera to the public market through an initial public offering by 2026.

When Intel unveiled its plan to spin off its FPGA business last fall, it named 23-year Intel veteran Sandra Rivera (pictured), who was general manager of its Data Center and AI Group at the time, as CEO of the stand-alone company. Leading alongside her is 24-year Intel veteran and former channel executive Shannon Poulin as COO.

As CRN previously reported , the spin-off of Altera serves two purposes: giving Intel extra liquidity to invest in CEO Pat Gelsinger’s expensive comeback plan and expanding the FPGA company’s business opportunities.

While Intel plans to remain a majority shareholder of Altera, any private or public investment could help the chipmaker further invest in Gelsinger’s plan, which involves a large build-out of new chip factories in the West as well as the introduction of five advanced manufacturing nodes in four years. Both initiatives are well underway.

The goal of Gelsinger’s plan is to surpass Asian contract chip manufacturing giants TSMC and Samsung Electronics in process performance by 2025. At the same time, the company is hoping its revitalized contract chip-making business, Intel Foundry , will exceed Samsung’s foundry business in revenue by 2030.

As for Altera, Gelsinger said last fall that its return as a stand-alone company would give it the “the mandate, focus and resources to better capitalize on the attractive expected growth of FPGAs across data center and communications.”

In addition, company officials said the spinoff would give Altera better resources for expanding into markets for embedded devices and systems that weren’t a focus for Intel, such as industrial, automotive, and aerospace and defense.

Altera also plans to continue a new focus on low-end and midrange FPGA products in the embedded markets that began in 2021 when the Programmable Solutions Group was folded into Intel’s Data Center and AI Group as part of a broader reorganization .

In a new statement, Rivera said Altera’s re-established independence is coming at the right time.

“As customers deal with increasingly complex technological challenges and work to differentiate themselves from their competitors and accelerate time to value, we have an opportunity to reinvigorate the FPGA market,” she said.

“We’re leading with a bold, agile and customer-obsessed approach to deliver programmable solutions and accessible AI across a broad range of applications in the comms, cloud, data center, embedded, industrial, automotive, and mil-aero market segments.”

In a Thursday webcast, Altera was expected to unveil its strategy for a market opportunity exceeding $55 billion and an expanded portfolio that includes what it said is the “only FPGA with AI built into the fabric.”

Among the announcements, the company said the Agilex 9 FPGA, which is now in volume production, has the “industry’s fastest data converters,” making it ideal for “radar and military-aerospace applications that require high-bandwidth mixed-signal FPGAs.

For high-bandwidth compute applications like data center, networking and defense, there’s the Agilex 7 F-series and I-series, which are now in production, offering two times better fabric performance per watt compared with competing FPGAs, according to Altera.

The FPGA designer said Agilex 5, which is “now broadly available,” offers the “only FPGA fabric infused with AI, best-in-class performance and 1.6X better performance per watt versus competing products” for embedded and edge applications.

Coming in the near future is Agilex 3, which will “bring a leading value, low-power line of FPGAs to low-complexity functions for cloud, communications and intelligence edge applications,” according to the company.

To revisit this article, visit My Profile, then View saved stories .

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Intel’s AI Reboot Is the Future of US Chipmaking

Call it a comeback—with consequences not just for Intel but also the US government’s hopes of maintaining a lead in artificial intelligence . The troubled chipmaker’s CEO, Pat Gelsinger, announced today that Intel is relaunching and expanding its foundry business, which manufactures chip designs for other companies.

Microsoft CEO Satya Nadella also appeared at the Intel event, where he announced that his company will use Intel’s relaunched foundry to make future chips. That’s a major coup for the chipmaker as it seeks to become relevant again and compete with the world’s leading foundry, Taiwan’s TSMC , which makes chips for customers that include Apple and Google.

“We will need a reliable supply of the most advanced high-performance and high-quality semiconductors,” Nadella said. “That's why we're so excited to work with Intel foundry services.” He said that Microsoft’s chips will be produced using Intel's new 18A manufacturing process, which the chipmaker said today would be available later this year. Intel says 18A will be competitive with the most advanced offerings from its leading rivals, Taiwan’s TSMC and South Korea’s Samsung.

Gelsinger said that the 18A process was the result of two years of intense work that yielded advances that might normally take a decade. He said that Intel’s goal is to become the world’s second placed foundry by 2030. TSMC is currently the world leader.

Intel’s foundry move is aimed at tapping the recent generative-AI boom to revitalize a company that has slipped from its place at the pinnacle of the tech industry over the past few decades. Intel failed to anticipate the importance of mobile computing a decade ago and also lost its manufacturing edge by choosing not to adopt the most advanced lithography techniques used to carve out silicon chips.

Intel also missed out on being the leader in chips used in machine-learning projects. Rival Nvidia , which mints chips with TSMC, became the AI industry’s workhorse and has seen its business soar. But Gelsinger argues that with AI still growing fast and millions of AI chips expected to be needed, Intel can become a major player. Generative AI “is transforming everything about computing,” he said at the company event in Santa Clara, California, on Wednesday. “Through our foundry I want to manufacture every AI chip in the industry.”

The success of Intel’s new plan is crucial not only to the company but also the hopes of the wider US tech industry and US government of being a world leader in AI and semiconductors .

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Gina Raimondo, the US secretary of commerce, spoke at Intel’s event today and compared the US government’s current focus on revitalizing its chip industry to the space race of the 1960s. “The fact that we are so overly dependent on a couple of countries in Asia that we need for life-saving medical equipment, cars, every piece of technology, showed us we’ve got to get back to work making more chips,” Raimondo said.

Intel’s new foundry strategy will involve breaking out the new unit’s financials to let investors see how that part of the business is operating. “We're not fixing one company; we're establishing two vibrant new organizations,” Gelsinger said.

Now all Intel needs is more customers willing to trust it with the future of their business. Some chip industry insiders say the company’s revamped foundry plans seem more likely to succeed than previous attempts to revive Intel’s fortunes.

“Before Pat joined they really didn’t have an understanding of the foundry market,” says Dan Hutcheson, a long-time chip industry analyst with Tech Insights. “This has steadily improved. The messaging is much more focused, and they are picking up customers, which proves they are doing something right.”

Gelsinger took over as CEO of Intel in 2021 with the company on a downward trajectory following several high-profile missteps. He promised an aggressive comeback plan that would involve developing more competitive chips of its own while also regaining an engineering edge in manufacturing and offering that up to other firms.

Hutcheson says the company’s biggest edge may be that it can offer advanced packaging of newly carved chips into working components, guaranteed supply lines, and other ancillary chipmaking solutions that customers see as more secure in an uncertain world. “Their biggest point of differentiation seems to be that they are a strategic alternative to TSMC,” he says.

Intel’s decline has caused concern in the US national security establishment because of the importance of computer chips and the extraordinary potential of AI. China’s technology ambitions and the potentially vulnerable location of most of TSMC’s factories in Taiwan has caused fears that US access to the world’s best chips could be cut off. In 2022, the US government passed the CHIPS Act promising $52 billion to reinvigorate domestic chipmaking and secure silicon supply lines. According to a Bloomberg report , Intel is in line to receive $10 billion of that money.

Intel apparently believes it could make use of even more government cash. Onstage today Gelsinger asked Secretary Raimondo if the US government might need a second CHIPs act. “I suspect there will have to be—whether you call it CHIPS Two or something else—continued investment if we want to lead the world,” Raimondo said.

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4 Key Takeaways From Intel's Foundry Business Update

Andrej Sokolow / picture alliance / Getty Images

Intel ( INTC ) hosted its first annual conference for its foundry business Wednesday, where the chipmaker announced its launch of the "first systems foundry for the AI era," a collaboration with chip designer Arm ( ARM ), and listed tech giant Microsoft ( MSFT ) as Intel Foundry's newest customer, among a slew of updates. The chipmaker also touched on its plan to become the world's second-largest foundry by 2030, and a boost from government funding amid growing demand for artificial intelligence (AI) tech.

Microsoft Becomes Intel Foundry's Latest Customer

Intel named Microsoft as its latest customer for its custom chip business. The tech giant, which has established itself as a leader in the AI space , said it plans to produce chips using the Intel 18A process.

“We are in the midst of a very exciting platform shift that will fundamentally transform productivity for every individual organization and the entire industry,” Microsoft CEO Satya Nadella said at the event. He added that to achieve this vision, Microsoft needs "a reliable supply of the most advanced, high-performance and high-quality semiconductors," and said "that’s why we are so excited to work with Intel Foundry, and why we have chosen a chip design that we plan to produce on Intel 18A process.”

The deal with Microsoft could help Intel establish itself as a leading foundry while providing Microsoft with the necessary hardware to run its AI tech.

Intel said that Intel Foundry’s expected lifetime deal value is greater than $15 billion in total across its wafer and advanced packaging segments.

Intel Announces Arm Collaboration

Intel also announced a partnership with chip designer Arm for Intel Foundry to provide cutting-edge foundry services for Arm-based system-on-chips (SoCs).

The companies said they will make co-investments and Arm will provide IP at scale to "fuel this next wave of innovation."

Arm shares have gained close to 80% this year as the chip designer caught investors' attention as a major benefactor of the AI boom.

Working To Become World's No.2 Foundry by 2030

Intel said that it is working to be the world's No. 2 foundry by 2030, establishing a key position of strength in a market dominated by a few players.

In the lead is Taiwan Semiconductor Manufacturing Company  ( TSM ), which commanded nearly 58% of the market in the third quarter of 2023, according to figures from TrendForce.

In comparison, Intel Foundry captured 1% of the market in the same period. Together, the top 10 foundries accounted for around 95% of the market.

Government Contracts and CHIPS Act Funding

Intel reported that the U.S. government gave the company a billion-dollar contract "to create this trusted, secure environment," and said it expects to benefit from CHIPS Act funding.

U.S. Secretary of Commerce Gina Raimondo joined the event and said that the Biden administration is working to further the country's position in the chip industry amid the AI boom.

Intel Foundry's growth could help the U.S. gain a larger share of the global market for semiconductor manufacturing, which is currently dominated by Taiwan, thanks in large part to TSMC.

Intel CEO Pat Gelsinger said that while Intel has yet to announce its CHIPS grant, that an announcement is coming "very soon."

Intel. " Intel Foundry Direct Connect Keynote (Livestream) ."

TrendForce. " Top 10 Foundries Experience 7.9% QoQ Growth in 3Q23, with a Continued Upward Trend Predicted for Q4, Says TrendForce ."

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Intel’s chipmaking business lost a boatload of billions last year

Past outsourcing decisions put the company in this spot, but will break even by 2027, says intel ceo..

By Joanna Nelius , laptop reviewer. She has covered consumer technology, with an emphasis on PC gaming, since 2018. Previous bylines: USA Today, Gizmodo, PC Gamer, Maximum PC, among others.

Share this story

Intel’s chip-making division accumulated $7 billion in operating losses in 2023, Reuters reported on Tuesday. That’s a big increase from $5.2 billion it lost in 2022, and while it made $18.9 billion in revenue in 2023, that number is down 31 percent from the $27.49 billion it made the year prior.

However, based on CEO Pat Gelsinger’s comments to investors, the total loss isn’t a total surprise. Gelsinger says these latest numbers are partially the result of Intel’s past mistakes catching up with its foundry business, which caused the chipmaker to outsource about 30 percent of all its wafer production to other foundries, like TSMC, one of Intel’s biggest competitors currently.

But now Intel has invested in using extreme ultraviolet (EUV) machines from Dutch firm ASML, when previously it decided not to. Gelsinger expects the cost-effectiveness of those tools to help Intel break even by 2027. ASML also says on its website that its technology makes scaling the mass production of computer chips more affordable for chip foundries like Intel.

It sounds like Intel may have made the right call just in time. In total, Intel plans to spend around $100 billion building or expanding its chip foundries in four states. It also will receive up to $8.5 billion in funding from the U.S. government, as part of the new CHIPS Act. But for everything to go according to plan, Intel will need to persuade companies to use its chipmaking service. Microsoft recently signed on as a foundry customer, but it’s unclear how many more companies Intel will need to break even (as planned) in a few years.

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Intel's effort to build a foundry biz is costing far more – and taking longer – than expected

If you wanna make money you've gotta spend money. and against samsung it's gonna cost a lot.

Analysis Three years after CEO Pat Gelsinger announced Intel would create a foundry business that took on contract manufacturing gigs, Chipzilla has committed to more than $185 billion in spending across new and existing fab, packaging, and test sites.

Now with $8.5 billion in US CHIPS Act subsidies in hand and up to $11 billion of loans secured, Intel Foundry – an independently managed unit under the Intel umbrella – is pushing ahead with its plan to become the number two foundry operator behind TSMC by 2030.

In a report issued on Monday, Intel offered an update on how its ten largest projects are going – and it looks like it's going to be a little while longer before it's ready to leapfrog Samsung and give TSMC a run for its money.

US expansion gains momentum as costs rack up

US-based Intel has made domestic manufacturing a priority . So far that intention has seen it announce four fresh fab sites stateside – two in Arizona and a pair in Ohio.

The two facilities in Chandler, Arizona – Intel's Fab 52 and Fab 62 – have made the most progress since Gelsinger announced them in early 2021. As of December 2023, Intel revealed work on the fab's concrete superstructure had been completed. Construction crews are now working to install the automated material handling system, which Intel describes as an "automated highway" used to transport wafers.

The fabs are expected to come online later this year or early in 2025, and are slated to produce chips based on Intel's next-gen Angstrom era process tech – including its mass market 18A node.

Meanwhile, in Ohio – Intel's first new US fab site in more than 40 years – construction crews are busy digging. The foundry biz claims that in 2023 crews shifted more than four million cubic yards (3.53 million metric tons) of earth – the equivalent of 248,000 dump truck loads – and installed more than 32 miles (51.4 km) of conduit.

Much of the work this year will center on building out the fabs' utility level and bringing in "superloads" of manufacturing equipment necessary for the next phase of construction.

Intel's Ohio fabs are slated to come online in 2025. However, as we reported in February, it appears that delays to US CHIPS Act funding and changing market dynamics may have pushed completion dates into late 2026.

Beyond manufacturing delays, Intel faces several other challenges bringing these fabs online. First is rising construction costs – which have ballooned since Gelsinger first announced the Arizona and Ohio projects.

Intel's Arizona fabs were initially projected to cost about $10 billion apiece. But a little over a year later, the chip shop revealed the actual cost would be closer to $30 billion – and that it had brought in Brookfield Asset Management, a private equity firm, to help pay for the plants.

More recent reporting indicates the Arizona two fabs, along with upgrades to its existing Ocotillo manufacturing plant, will run roughly $32 billion. It's a similar story with the Ohio fabs, which were also slated to cost roughly $10 billion a pop. However as of early 2024, the estimate is closer to $28 billion.

To be clear, Intel isn't the only foundry operator dealing with rising costs. The expected scale – and by extension cost – of both TSMC and Samsung's Arizona and Texas fab sites have also exploded since their announcement.

Another challenge facing Intel and others building fabs in the USA is staffing. Shortages of skilled staff have forced delays for TSMC, while Intel is actively working to train personnel to run these facilities when they come online.

Last summer, the Xeon-slinger told us that the "US semiconductor industry could face a shortage of 70,000 to 90,000 workers over the next few years."

Wafer production is only part of a complex supply chain, which increasingly relies on advanced packaging technologies.

Along these lines, Intel has previously announced upgrades to its Rio Rancho, New Mexico facility –known as Fab 9 and Fab 11x. These upgrades – originally expected to cost $3.5 billion but now estimated to cost closer to $4 billion – aim to enable the facility to support advanced packaging in high volumes.

Intel's foundry business bled $7B in 2023 with more to come

• Samsung snags $6.4B in CHIPS Act funds for Texas fabs

Intel scores $8.5B in government cheddar to supercharge fab builds

• TSMC scores $11.6B funding infusion for Arizona fabs, now plans for third plant

Over the past few years, advanced packaging has emerged as a key technology for scaling compute beyond the reticle limit of a single silicon die. Technologies like Intel's EMIB 2.5D packaging and Foveros 3D packaging tech enable multiple dies to be stitched edge-to-edge or even stacked atop one another. We saw both technologies on display with Intel's GPU Max product family, better known as Ponte Vecchio.

With more chip shops (including AMD and Nvidia) embracing multi-die designs, the foundry challenger appears to be leaning on its tech to woo prospective customers away from TSMC – which is currently responsible for most advanced packaging not performed by Intel.

Intel celebrated the reopening of Fab 9 in January, and plans to install and qualify additional tools at it and Fab 11x later this year.

On the topic of advanced technologies, last northern Fall (Autumn) Intel broke ground on a new support building near its D1X fab in Hillsboro, Oregon. The R&D site will reportedly support the development of next-gen process tech.

When complete, the building will add an additional 35,000 square feet (3,251 sqm) of clean room space, and feature six docks to allow for faster installation of the latest tools at the fab. Over the next few years, Intel plans to invest $36 billion into its Hillsboro site.

Foreign investment abounds

Intel's foundry investments aren't limited to the US. Over the past few years, the chipmaker has invested heavily in upgrades to its Irish chip plants, announced new fab sites in Germany and Israel, and detailed assembly, test, and packaging facilities under development in Malaysia and planned for Poland.

Among the largest of these is the fab site in Magdeburg, Germany. It was announced in early 2022 as part of a €33 billion ($35.1 billion) investment in manufacturing across Europe, of which the German plant would account for approximately €17 billion.

The plant was expected to break ground in early-to-mid 2023 and begin producing components as soon as 2027. However, much like Intel's other fab projects to date, it quickly ran into trouble.

For one, the total cost of the facility continued to rise . In mid 2023, when the plant was expected to break ground, Intel had finally reached an agreement with the German government to subsidize costs by €10 billion ($10.6 billion) of the by then larger €30 billion ($31.9 billion) project.

The latest Intel update on construction progress contains little detail as to the status of the German build, but does mention an apprenticeship program to train local workers to run the facility when complete.

Intel's European expansion has, like its US developments, been plagued by staffing shortages . Intel needed about 3,000 staff to run the plant, but its three-year apprenticeship program reportedly had just two candidates enrolled for 2023, and 20 slated to start in 2024.

The reports raised concerns that unless Intel resolves this issue – either through additional training and incentives or through increased levels of automation – the plant could face additional delays before production commences.

As well as the Magdeburg plant, Intel is also working on a new fab at its existing campus in Haifa, Israel. Intel has operated out of Israel for 50 years and currently employs 11,000 people across four locations in the country.

The $25 billion Haifa project, detailed late last year, is slated to produce chips using extreme ultraviolet lithography (EUV) and is set to receive $3.2 billion in support from the Israeli government.

According to Intel, construction of Fab 38 – which is expected to come online sometime in 2028 – has commenced. However the report offers little detail. Considering the timeline of Intel's other projects, we'd wager that construction crews are probably still moving earth.

In addition to fabs, Intel has also made upgrades to existing facilities – including Fab 34 in Ireland, where the story is much the same as the others. Announced alongside Intel's investment in Germany, the Leixlip, Ireland-based fab was due to receive a €12 billion ($12.7 billion) investment to upgrade the facility to support EUV lithography necessary to produce chips using the Intel 4 process.

However, by the time the plant began volume production of the new node in September, costs had increased to €17 billion ($18.1 billion).

Intel also detailed progress on its advanced packaging facility in Penang and a fifth assembly test manufacturing plant in Kulim, Malaysia.

The former dates back to late 2021, and saw $7 billion set aside for a 710,000 square foot facility designed to manufacture products built using Intel's 3D Foveros packaging tech.

Intel also provided something of an update on its planned assembly and test facility in Wrocław West, Poland. The $4.6 billion project was first teased in mid 2023 and is designed to support Intel's European build out – including the facility in Magdeburg.

Beyond this, Intel didn't provide much of an update – other than to highlight joint research and development projects with Wrocław University of Science and Technology and to cultivate local talent to fill the 2,000 positions the site is expected to employ.

A long costly game

With its foundry build out well under way, Intel has begun taking steps to separate its Product and Foundry businesses to avoid the kinds of conflicts of interest that can arise when building chips for competitors.

Intel detailed the split at its Foundry Direct event in February. The two organizations will be separate legal entities with independent sales forces and ERP systems, Intel Foundry Services head Stu Pann explained at the time.

Intel Product and Foundry financials will be reported separately. We caught a glimpse of this earlier in the month, when Chipzilla released revised financial disclosures reflecting the change.

The new reporting structure effectively makes Intel Products look more like a fabless semiconductor manufacturer. Meanwhile, Foundry looks rather unhealthy – owing in no small part to the fact that Intel is its only major customer at this stage.

In 2023, Intel's revised records showed that its Foundry business had an operating loss of $7 billion. And with so much money wrapped up in capital expenditures, losses are not expected to disappear in the short term.

Speaking with analysts, Gelsinger warned that it would likely be 2027 before Intel turned the corner, with a not inconsiderable part of that being a reduced reliance by its Product group on rival foundries.

Many Intel products – like its Gaudi and GPU Max accelerators – are manufactured in part or in whole by TSMC. By 2027, Intel aims to reduce the amount of kit it outsources to other manufacturers from 30 to 20 percent of its total output.

Intel's mass market 18A process node – on which much of Gelsinger's Foundry bet hinges – won't see broad adoption until at least 2026.

Sometime between turning the corner in 2027 and 2030, Gelsinger expects Intel Foundry to take off, and eventually overtake Samsung as the second-largest foundry operator behind TSMC. It's a big bet, and Gelsinger's all in. ®

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About this item.

• 【High Speed RAM And Enormous Space】64GB DDR5 high-bandwidth RAM to smoothly run multiple applications and browser tabs all at once; 2TB PCIe NVMe M.2 Solid State Drive allows to fast bootup and data transfer
• 【Processor】Intel Core i7-12700 Processor (12 Cores, 20 Threads, 25MB Intel Smart Cache, Base at 1.60GHz, Up to 4.90GHz Max Turbo Frequency), with Intel UHD Graphics
• 【Tech Specs】5 x USB Type-A 3.0, 4 x USB Type-A 2.0, 1 x USB Type-C, 1 x Headphone/Microphone Combo, 1 x RJ-45, 3 x Display Port, 1 x Audio Port, 1 x AC Power, Wi-Fi
• 【Operating System】Windows 11 Pro

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PRODUCT CERTIFICATION (1)

Pre-owned Certified: Electronics products are inspected, cleaned and (if applicable) repaired to excellent functional standards. Buying Pre-owned extends a product's life, reducing e-waste and raw material extraction.

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What's in the box.

• Dell Optiplex Desktop

Product information

Technical details, additional information, warranty & support, looking for specific info, product description.

Key Features and Benefits:

CPU: Intel Core i7-12700 Processor (12 Cores, 20 Threads, 16MB Intel Smart Cache, Base Frequency at 1.6 GHz, up to 4.9 GHz at Max Turbo Frequency)

Graphics: Intel UHD Graphics

Memory: Up to 64GB DDR5 RAM

Hard Drive: Up to 4TB PCIe NVMe M.2 Solid State Drive + 2TB Hard Disk Drive

Operating System: Windows 11 Pro

Front Ports:

1 x Headphone/ Mic Combo

2 x USB 2.0 Ports (1 with PowerShare)

1 x USB 3.2 Gen 2 Type-A Port

1 x USB 3.2 Gen 2 Type-C

Rear Ports:

4 x USB 3.2 Type-A

2 x USB 2.0 Ports with Smart Power On

3 x DisplayPort

1 x Power supply

1 x Audio jack

Optical Drive: Yes

Power Supply: 260W

Wireless Connectivity: Wi-Fi

Mouse & Keyboard: Keyboard not Included

Height: 14.45 inch

Dipth: 11.84 inch

Width: 6.65 inch

Weights: 14.46 lbs

Color: Black

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To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzed reviews to verify trustworthiness.

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How It Works

• Demand for Intel's products is highly variable and can differ from expectations due to factors including changes in business and economic conditions; customer confidence or income levels, and the levels of customer capital spending; the introduction, availability, and market acceptance of Intel's products, products used together with Intel products, and competitors' products; competitive and pricing pressures, including actions taken by competitors; supply constraints and other disruptions affecting customers; changes in customer order patterns and order cancellations; changes in customer needs and emerging technology trends; and changes in the level of inventory and computing capacity at customers.
• Intel's results can vary significantly from expectations based on capacity utilization; variations in inventory valuation, including variations related to the timing of qualifying products for sale; changes in revenue levels; segment product mix; the timing and execution of the manufacturing ramp and associated costs; excess or obsolete inventory; changes in unit costs; defects or disruptions in the supply of materials or resources, including as a result of ongoing industry shortages of components and substrates; product manufacturing quality/yields; and changes in capital requirements and investment plans. Variations in results can also be caused by the timing of Intel product introductions and related expenses, including marketing programs, and Intel's ability to respond quickly to technological developments and to introduce new products or incorporate new features into existing products, as well as decisions to exit product lines or businesses, which can result in restructuring and asset impairment charges.
• Intel's results can be affected by adverse economic, social, political, regulatory, and physical/infrastructure conditions in countries where Intel, its customers or its suppliers operate, including recession or slowing growth, military conflict and other security risks, natural disasters, infrastructure disruptions, health concerns (including the COVID-19 pandemic), inflation, fluctuations in currency exchange rates, sanctions and tariffs, political disputes, changes in government grants and incentives, and continuing uncertainty regarding social, political, immigration, and tax and trade policies in the U.S. and abroad. Results can also be affected by the formal or informal imposition by countries of new or revised export and/or import and doing-business regulations, including changes or uncertainty related to the U.S. government entity list and changes in the ability to obtain export licenses, which can be changed without prior notice.
• The COVID-19 pandemic has previously adversely affected significant portions of Intel's business and could have a material adverse effect on Intel's financial condition and results of operations. The pandemic has resulted in authorities imposing numerous measures to try to contain the virus, including vaccine requirements. These measures have impacted and may further impact our workforce and operations, the operations of our customers, and those of our respective suppliers and partners. Restrictions on our manufacturing or support operations or workforce, similar limitations for our suppliers, and transportation restrictions or disruptions can impact our ability to meet customer demand and could have a material adverse effect on us. Disruptions in our customers’ operations and supply chains may adversely affect our results of operations. The pandemic has caused us to modify our business practices. There is no certainty that such measures will be sufficient to mitigate the risks posed by the virus, and illness and workforce disruptions could lead to unavailability of our key personnel and harm our ability to perform critical functions. The pandemic has significantly increased economic and demand uncertainty. Demand for our products could be materially harmed in the future. The pandemic could lead to increased disruption and volatility in capital markets and credit markets, which could adversely affect our liquidity and capital resources. The degree to which COVID-19 impacts our results will depend on future developments, which are highly uncertain. The impact of the pandemic can also exacerbate other risks discussed in this section.
• Intel operates in highly competitive industries and its operations have high costs that are either fixed or difficult to reduce in the short term. In addition, we have entered new areas and introduced adjacent products, such as our intention to become a major provider of foundry services, and we face new sources of competition and uncertain market demand or acceptance of our offerings with respect to these new areas and products, and they do not always grow as projected.
• Intel's expected tax rate is based on current tax law, including current interpretations of the Tax Cuts and Jobs Act of 2017 (TCJA), and current expected income and can be affected by changes in interpretations of TCJA and other laws; changes in the volume and mix of profits earned and location of assets across jurisdictions with varying tax rates; changes in the estimates of credits, benefits, and deductions; the resolution of issues arising from tax audits with various tax authorities, including payment of interest and penalties; and the ability to realize deferred tax assets.
• Intel's results can be affected by gains or losses from equity securities and interest and other, which can vary depending on gains or losses on the change in fair value, sale, exchange, or impairments of equity and debt investments, interest rates, cash balances, and changes in fair value of derivative instruments.
• Product defects or errata (deviations from published specifications) can adversely impact our expenses, revenues, and reputation.
• We or third parties regularly identify security vulnerabilities with respect to our processors and other products as well as the operating systems and workloads running on them. Security vulnerabilities and any limitations of, or adverse effects resulting from, mitigation techniques can adversely affect our results of operations, financial condition, customer relationships, prospects, and reputation in a number of ways, any of which may be material, including incurring significant costs related to developing and deploying updates and mitigations, writing down inventory value, a reduction in the competitiveness of our products, defending against product claims and litigation, responding to regulatory inquiries or actions, paying damages, addressing customer satisfaction considerations, or taking other remedial steps with respect to third parties. Adverse publicity about security vulnerabilities or mitigations could damage our reputation with customers or users and reduce demand for our products and services.
• Cybersecurity incidents, whether or not successful, can affect Intel's results by causing us to incur significant costs or disrupting our operations or those of our customers and suppliers, and can result in reputational harm.
• Intel's results can be affected by litigation or regulatory matters involving intellectual property, stockholder, consumer, antitrust, commercial, disclosure, and other issues, as well as by the impact and timing of settlements and dispute resolutions. For example, in the first quarter of 2021, Intel accrued a $2.2 billion charge related to litigation involving VLSI Technology LLC (VLSI). An unfavorable ruling can include monetary damages or an injunction prohibiting us from manufacturing or selling one or more products, precluding particular business practices, impacting our ability to design products, or requiring other remedies such as compulsory licensing of intellectual property.
• Intel's results can be affected by the impact and timing of closing of acquisitions, divestitures, and other significant transactions. In addition, these transactions do not always achieve our financial or strategic objectives and can disrupt our ongoing business and adversely impact our results of operations. The memorandum of understanding between Intel and Brookfield is preliminary and non-binding; the parties may not agree on final terms, and the closing of any transactions involving Brookfield may be delayed or may not occur. The expected financial or other benefits of any transaction between the parties may not be realized. The proposed Mobileye IPO may not be completed in our expected timeframe, or at all, due to factors that include adverse changes in economic or market conditions or in our business; delays in regulatory, stock exchange, or other approvals; loss of key employees, and changes in our business strategy.
• The amount, timing, and execution of Intel's stock repurchase program fluctuate based on Intel's priorities for the use of cash for other purposes—such as investing in our business, including operational and capital spending, acquisitions, and returning cash to our stockholders as dividend payments.

Detailed information regarding these and other factors that could affect Intel's business and results is included in Intel's SEC filings, including the company's most recent reports on Forms 10-K and 10-Q, particularly the "Risk Factors" sections of those reports. Copies of these filings may be obtained by visiting our Investor Relations website at www.intc.com or the SEC's website at www.sec.gov .

© Intel Corporation. Intel, the Intel logo and other Intel marks are trademarks of Intel Corporation or its subsidiaries. Other names and brands may be claimed as the property of others.

Intel Corporation Explanation of Non-GAAP Measures

In addition to disclosing the 2022 financial outlook in accordance with US GAAP, this document contains references to the non-GAAP financial measures below. We believe these non-GAAP financial measures provide investors with useful supplemental information about our operating performance, enable comparison of financial trends and results between periods where certain items may vary independent of business performance, and allow for greater transparency with respect to key metrics used by management in operating our business and measuring our performance. Certain of these non-GAAP financial measures are used in our performance-based RSUs and our annual cash bonus plan.

Certain 2022 figures and long-term outlook ranges are provided on a non-GAAP basis. We are unable to provide a full reconciliation of these measures to the corresponding GAAP measures without unreasonable efforts, as the amount and timing of related adjustments on a long-term basis are subject to considerable uncertainty, depend on various factors, and could be material to our results computed in accordance with GAAP. We believe such a reconciliation would also imply a degree of precision that is inappropriate for these forward-looking measures.

Our non-GAAP financial measures reflect adjustments based on one or more of the following items, as well as the related income tax effects where applicable. Income tax effects have been calculated using an appropriate tax rate for each adjustment. These non-GAAP financial measures should not be considered a substitute for, or superior to, financial measures calculated in accordance with US GAAP, and the financial outlooks calculated in accordance with US GAAP and reconciliations from these outlooks should be carefully evaluated.

Intel Corporation Supplemental Reconciliations of GAAP Outlook to Non-GAAP Outlook

Set forth below are reconciliations of the non-GAAP financial measure to the most directly comparable U.S. GAAP financial measure. These non-GAAP financial measures should not be considered a substitute for, or superior to, financial measures calculated in accordance with U.S. GAAP, and the financial outlook prepared in accordance with U.S. GAAP and the reconciliations from this 2022 Full-Year Outlook should be carefully evaluated.

Please refer to "Explanation of Non-GAAP Measures" in this document for a detailed explanation of the adjustments made to the comparable U.S. GAAP measures, the ways management uses the non-GAAP measures, and the reasons why management believes the non-GAAP measures provide useful information for investors.

Tim Blankenship Investor Relations 1-480-554-9007 [email protected]

Penny Bruce Media Relations 1-408-893-0601 [email protected]

Release Summary

At Intel's 2022 Intel Investor Meeting, company leaders detail plans to lead in traditional markets, disrupt high-growth emerging markets.

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