netrashetty
Netra Shetty
Intel Corporation (NASDAQ: INTC; NYSE: INTC; SEHK: 4335; Euronext: INCO) is an American global technology company and the world's largest semiconductor chip maker, based on revenue.[4] It is the inventor of the x86 series of microprocessors, the processors found in most personal computers. Intel was founded on July 18, 1968, as Integrated Electronics Corporation (though a common misconception is that "Intel" is from the word intelligence) and is based in Santa Clara, California, USA. Intel also makes motherboard chipsets, network interface controllers and integrated circuits, flash memory, graphic chips, embedded processors and other devices related to communications and computing. Founded by semiconductor pioneers Robert Noyce and Gordon Moore and widely associated with the executive leadership and vision of Andrew Grove, Intel combines advanced chip design capability with a leading-edge manufacturing capability. Though Intel was originally known primarily to engineers and technologists, its "Intel Inside" advertising campaign of the 1990s made it and its Pentium processor household names.
Intel was an early developer of SRAM and DRAM memory chips, and this represented the majority of its business until 1981. While Intel created the first commercial microprocessor chip in 1971, it was not until the success of the personal computer (PC) that this became its primary business. During the 1990s, Intel invested heavily in new microprocessor designs fostering the rapid growth of the computer industry. During this period Intel became the dominant supplier of microprocessors for PCs, and was known for aggressive and sometimes controversial tactics in defense of its market position, particularly against AMD, as well as a struggle with Microsoft for control over the direction of the PC industry.[5][6] The 2010 rankings of the world's 100 most powerful brands published by Millward Brown Optimor showed the company's brand value at number 48.[7]
onsumers are quick to consider the environmental impact of their cars and household cleaning products, but what about their airline of choice, or financial service provider?
According to latest Mintel research, consumers are just as interested in patronizing ‘green’ services as they are about purchasing ‘green’ products.
In fact, consumer interest in ‘green’ services has doubled from 2008-10.
Forty-four percent of consumers currently consider the ‘greenness’ of their grocery store, and agree that the environmental impact of the business factors into their purchasing decision.
Meanwhile, an impressive jump came with 34% of consumers saying they take into account the ‘greenness’ of their dry cleaner or laundromat (compared to just 12% in 2008) and 29% are concerned about the ‘greenness’ of a hotel they plan to visit, compared to the 13% who reported as much in 2008.
“The rapid increase in consumer interest was likely facilitated by increased availability of ‘greener’ alternatives in many service industries and increased marketing of green practices by service providers,” says Fiona O’Donnell, senior analyst at Mintel. “Marketing relating to environmental issues, large and small, is now a common practice by hotels, dry cleaners, and home improvement contractors.”
While consumers are more interested than ever in ‘green’ services, they are also concerned about how companies define ‘green.’ Forty percent of consumers would prefer to purchase ‘green’ products from a company that has a clear set of standards for what exactly ‘green’ is.
Meanwhile, 29% of those surveyed believe the government should mandate that companies adhere to a rigorous set of ‘green’ standards.
“Less than half of consumers say they don’t know how to verify a company’s claim that they’re ‘green,’ and that number has declined compared to 2008,” notes Fiona O’Donnell. “Improved transparency by companies about their environmental behavior has been effective in helping consumers understand and feel more confident about ‘green’ claims.”
extile Fibre, Yarn and Woven Fabric Manufacturing in Australia - Industry Market Research Report - This is the replacement for the April 2010 edition of Textile Fibre, Yarn and Woven Fabric Manufacturing in Australia. The report provides a detailed analysis of the Textile Fibre, Yarn and Woven Fabric Manufacturing in Australia industry, including key growth trends, statistical data, sales predictions, the competitive environment including market shares and the key concerns of the industry.
This industry mainly consists of operators involved in wool scouring (including wool carbonising, carding, combing and unspun wool tops); synthetic fibre textile manufacturing (continuous fibre filaments, fibre staple or yarns, tyre cord yarn, fabric or woven fabrics); cotton textile manufacturing (cotton and silk yarns or woven fabrics, sewing threads); wool textile manufacturing (wool yarn colouring or woven fabrics); and textile finishing (bleaching, dyeing, printing, pleating).
The About this Industry chapter provides general information about the scope of the industry such as an industry definition and a list of the main activities of the industry.
The Industry at a Glance chapter provides a brief snapshot of the key indicators of the industry such as industry revenue and forecast growth rate.
The Industry Performance chapter covers the following: Executive Summary, Key External Drivers, Current Performance, Industry Outlook and Industry Life Cycle. The Executive Summary section is a brief summary of the overall chapter. The Key External Drivers section looks at the key factors outside the control of an individual business that determine the industry's performance. The Current Performance section provides analysis for the industry over the past five years with key performance indicators discussed. The Industry Outlook section is a key analysis section of the report and outlines expectations for the key industry indicators over the next five year period, including forecasts. The Industry Life Cycle section provides a discussion of where the industry is at in its life cycle and how that is affecting industry performance.
The Products & Markets chapter covers the following: Supply Chain, Products & Services, Demand Determinants, Major Markets, International Trade and Business Locations. The Supply Chain section lists the key buying and key selling industries associated with this industry. The Products & Services section lists the products and services the industry provides including percentage breakdowns by key segment. The Demand Determinants section provides an analysis of the determinants behind the level of demand for the industry's products. The Major Markets section gives an analysis of the markets for the industry's products and how these markets may have changed over time. The International Trade section provides a discussion of the importance of trade to the industry. The Business Locations section highlights where the industry operates and why.
The Competitive Landscape chapter is a discussion of the characteristics of an average operator in the industry and who controls the market for the products of the industry. It includes the following sections: Market Share Concentration, Key Success Factors, Cost Structure Benchmarks, Basis of Competition, Barriers to Entry and Industry Globalization. The Market Share Concentration section discusses the level of concentration of the industry. The Key Success Factors section looks at the key internal factors that contribute to the success of an operator in the industry. The Cost Structure Benchmarks section discusses the average costs faced by operators in the industry. The Basis of Competition section is a discussion of the factors that can give a company in this industry a competitive edge. The Barriers to Entry section looks at the factors preventing new companies from entering the industry. The Industry Globalization section provides an indication to which the industry is affected by global operations and trends.
Intel was an early developer of SRAM and DRAM memory chips, and this represented the majority of its business until 1981. While Intel created the first commercial microprocessor chip in 1971, it was not until the success of the personal computer (PC) that this became its primary business. During the 1990s, Intel invested heavily in new microprocessor designs fostering the rapid growth of the computer industry. During this period Intel became the dominant supplier of microprocessors for PCs, and was known for aggressive and sometimes controversial tactics in defense of its market position, particularly against AMD, as well as a struggle with Microsoft for control over the direction of the PC industry.[5][6] The 2010 rankings of the world's 100 most powerful brands published by Millward Brown Optimor showed the company's brand value at number 48.[7]
onsumers are quick to consider the environmental impact of their cars and household cleaning products, but what about their airline of choice, or financial service provider?
According to latest Mintel research, consumers are just as interested in patronizing ‘green’ services as they are about purchasing ‘green’ products.
In fact, consumer interest in ‘green’ services has doubled from 2008-10.
Forty-four percent of consumers currently consider the ‘greenness’ of their grocery store, and agree that the environmental impact of the business factors into their purchasing decision.
Meanwhile, an impressive jump came with 34% of consumers saying they take into account the ‘greenness’ of their dry cleaner or laundromat (compared to just 12% in 2008) and 29% are concerned about the ‘greenness’ of a hotel they plan to visit, compared to the 13% who reported as much in 2008.
“The rapid increase in consumer interest was likely facilitated by increased availability of ‘greener’ alternatives in many service industries and increased marketing of green practices by service providers,” says Fiona O’Donnell, senior analyst at Mintel. “Marketing relating to environmental issues, large and small, is now a common practice by hotels, dry cleaners, and home improvement contractors.”
While consumers are more interested than ever in ‘green’ services, they are also concerned about how companies define ‘green.’ Forty percent of consumers would prefer to purchase ‘green’ products from a company that has a clear set of standards for what exactly ‘green’ is.
Meanwhile, 29% of those surveyed believe the government should mandate that companies adhere to a rigorous set of ‘green’ standards.
“Less than half of consumers say they don’t know how to verify a company’s claim that they’re ‘green,’ and that number has declined compared to 2008,” notes Fiona O’Donnell. “Improved transparency by companies about their environmental behavior has been effective in helping consumers understand and feel more confident about ‘green’ claims.”
extile Fibre, Yarn and Woven Fabric Manufacturing in Australia - Industry Market Research Report - This is the replacement for the April 2010 edition of Textile Fibre, Yarn and Woven Fabric Manufacturing in Australia. The report provides a detailed analysis of the Textile Fibre, Yarn and Woven Fabric Manufacturing in Australia industry, including key growth trends, statistical data, sales predictions, the competitive environment including market shares and the key concerns of the industry.
This industry mainly consists of operators involved in wool scouring (including wool carbonising, carding, combing and unspun wool tops); synthetic fibre textile manufacturing (continuous fibre filaments, fibre staple or yarns, tyre cord yarn, fabric or woven fabrics); cotton textile manufacturing (cotton and silk yarns or woven fabrics, sewing threads); wool textile manufacturing (wool yarn colouring or woven fabrics); and textile finishing (bleaching, dyeing, printing, pleating).
The About this Industry chapter provides general information about the scope of the industry such as an industry definition and a list of the main activities of the industry.
The Industry at a Glance chapter provides a brief snapshot of the key indicators of the industry such as industry revenue and forecast growth rate.
The Industry Performance chapter covers the following: Executive Summary, Key External Drivers, Current Performance, Industry Outlook and Industry Life Cycle. The Executive Summary section is a brief summary of the overall chapter. The Key External Drivers section looks at the key factors outside the control of an individual business that determine the industry's performance. The Current Performance section provides analysis for the industry over the past five years with key performance indicators discussed. The Industry Outlook section is a key analysis section of the report and outlines expectations for the key industry indicators over the next five year period, including forecasts. The Industry Life Cycle section provides a discussion of where the industry is at in its life cycle and how that is affecting industry performance.
The Products & Markets chapter covers the following: Supply Chain, Products & Services, Demand Determinants, Major Markets, International Trade and Business Locations. The Supply Chain section lists the key buying and key selling industries associated with this industry. The Products & Services section lists the products and services the industry provides including percentage breakdowns by key segment. The Demand Determinants section provides an analysis of the determinants behind the level of demand for the industry's products. The Major Markets section gives an analysis of the markets for the industry's products and how these markets may have changed over time. The International Trade section provides a discussion of the importance of trade to the industry. The Business Locations section highlights where the industry operates and why.
The Competitive Landscape chapter is a discussion of the characteristics of an average operator in the industry and who controls the market for the products of the industry. It includes the following sections: Market Share Concentration, Key Success Factors, Cost Structure Benchmarks, Basis of Competition, Barriers to Entry and Industry Globalization. The Market Share Concentration section discusses the level of concentration of the industry. The Key Success Factors section looks at the key internal factors that contribute to the success of an operator in the industry. The Cost Structure Benchmarks section discusses the average costs faced by operators in the industry. The Basis of Competition section is a discussion of the factors that can give a company in this industry a competitive edge. The Barriers to Entry section looks at the factors preventing new companies from entering the industry. The Industry Globalization section provides an indication to which the industry is affected by global operations and trends.
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