Intel Corp - An example of
Business to Business ECommerce in Europe
Jeremy Ladds
Manager, Internet Marketing & E-Commerce, Direct Accounts
Intel Corporation (UK) Ltd
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Agenda
 E-Commerce
Drivers
 Intel’s Business to Business E-Commerce
Program
 Lessons learned
 Summary
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Customers are Business
Drivers
“. . . the more effectively Intel matches
production and delivery of its
microprocessors to Dell’s demand, the
more Dell’s efficiency improves . . .
By optimizing the supply chain, we all
win.”
Dell Computer Corporation
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Source: CIO Magazine 8/15/98
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Intel is a Global Company
1997 Revenue of $25.1B
44% from the Americas
27% Europe
19% APAC
10% Japan
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Development Strategies
 Alternative
approaches to e-business
programs
–Select isolated, supporting business
Intel’s
Choice
 lower risk, lower reward
 develop, learn & rollout to other businesses
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–Target a mainstream business
 higher risk, higher reward
 develop, learn & rollout throughout company
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Intel E-Business Pilot
Private extranet for OEMs and distributors
 Personalized delivery of encrypted information
 Real-time order management
 24x7
 Worldwide
 Information &
transaction

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Strategic Business Value
Broaden and deepen sales reach
– Automate order management & info delivery
 Connect geographically dispersed customer
base, especially those who don’t have EDI
 Provide 24x7 order capabilities
Improve customer service
– Automate tactical sales tasks
– Enable faster/better access to information
Make it easier to do business with Intel
Focus Resources on More Value-Add
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Methodology Whole Company Involved
IS Role
Management
Buy In
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Planning &
Logistics
Role
Sales &
Marketing Role
Product
Group
Input
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Key Learnings

Connectivity and Internet performance
– affected by many factors, must be all correct to work
 Client desktop/browser and their local network performance
 ISP connection and the long-haul to international backbone
 The server environment and application design efficiency
– measured by customer experience, avoid theoretical testing
– improvements may require industry/country-wide collaboration

Strong encryption
– HTTPS very sensitive, particularly to packet loss, apps efficiency
& client performance.

Business process re-engineering
– using new technology a big job
– major efforts to make the way for business sales force
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Support
– require significant training on browser and web itself
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Key Learnings
 Content
 Connectivity
 Authorization
Plan for impact
on future growth
& Entitlement
 Support
 Architecture
 Focus
on customer-centric design
 Anticipate
iterative design - firmly
understand the end point
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E-Commerce Aims
Shift with Time
• Mission Statement ‘97/98
Be a world leader in marketing,
selling, and supporting Intel products
and the Intel brands on the web.
• Mission Statement ‘98/99
Use the unique power of the Internet
to create significant value for Intel,
our Brands and our Customers.
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Know what to measure….
but have faith!
“What's my ROI on e-commerce?
ARE YOU CRAZY? This is Columbus
in the New World. What was his ROI? ”
Andrew Grove,
Chairman & former CEO of Intel
The Economist
May, 1997
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