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Intel R&D in PRC “Strategic Implications for the future”. May 28, 2005 Intel Corporation. Intel in China . 1985, Established Rep Office Jan. 1994, Established IADL in Shanghai Nov. 1996, A/T Facility ‘ground breaking’ in Pudong May 1998, Announced Intel China Research Center in Beijing

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Intel R&D in PRC“Strategic Implications for the future”

May 28, 2005

Intel Corporation


Intel in china l.jpg
Intel in China

  • 1985, Established Rep Office

  • Jan. 1994, Established IADL in Shanghai

  • Nov. 1996, A/T Facility ‘ground breaking’ in Pudong

  • May 1998, Announced Intel China Research Center in Beijing

  • Jan 2001, Established IXA Development Center in Beijing

  • 2002, Established APAC ADC in Shenzhen

  • 2003 Intel A/T Facility in Chengdu

  • Now > 4,000 Employees and Sales Offices in 14 cities

Harbin

Shenyang

Beijing

Jinan

Xi’an

Nanjing

Chengdu

Chongqing

Wuhan

Shanghai

Chongqing

Fuzhou

Guangzhou

Shenzhen

Hong Kong SAR

Factory

Lab

Sales Office

Intel Solution Center

APAC ADC


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Intel CapitalInvestments

Academia R&D Engagements

Industry R&D

Engagements

Gov’t Standards

& Regulatory

Research and

Technology

Development

Technology R&D in China

Mission: Establish world-class technology research & development and build ecosystem support for key technology initiatives to ensure Intel’s technology leadership position in PRC


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Intel R&D Phased Development Model

Influential R&D Center and Technology Leader

Competency

Center

Competency / Maturity

Lab Extension

Organization Impact

A framework to grow R&D in China in a substantial and yet manageable way


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R&D Evolution Spanning 10 Years

As R&D continues to grow & mature in PRC, it will develop deeper competencies and take on more local market influence

Year 9+

World-class

research

Year 6-8

  • Imperatives:

  • World class results

  • Broad industry impact

  • Part of effective global network

Year 3-5

Deep corecompetencies

  • Imperatives:

  • Center of excellence/gravity

  • Research oriented

  • Local industry & market impact

Year 0-2

Develop localcapabilities

  • Imperatives:

  • Core competency & depth

  • Technology oriented

  • Initial local market influence

Establishinitial presence

  • Imperatives:

  • Capture local competencies

  • Development oriented

  • Close alignment w/US lab

Where we are today


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Today’s Changing Environment

World Order Changing

Desirability for PC

The next 1B

OEMs today very different from 10 years ago

Channel Shift is happening

The rise of new customer base

PC low on desirability in EM

CE and Communication Devices competing for Share of Wallets

New Usage Model

Unique Requirements

e.g., Power, connectivity, physical space

Fragmented, Technology deprived, Affordability

Need to lead and respond differently!


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Disruptive

Innovations to Lead in Emerging Markets

New

customers

Local Usage Oriented

Innovation

New Usage Models

TAM Reach

Catalyze markets

Create new opportunities

Local applications & solutions

Unique localrequirements

Sustaining

Innovation

Existing

‘channels’

Cost Reduction

Derivative Products

Short Term < 1yr

Longer Term

Time

The Future: Local Innovations

Key to success lies in disruptive innovations and unique solutions for local needs