DD. Phan/Information Management 40(2003)581-590 today. Incorporated in 1968, Intel supplies the com- Access to the site was restricted to Intel's authorized puting and communications industries with chips, business partners and customers boards and systems building blocks that are Project teams that participated in the early devel to computers, servers, and networking and opment of the e-business system included: nications products. Its products are offered levels of integration, and are used by industry a project planning team that consisted of customer, bers to create advanced computing and communica- technical and logistical representatives was created to define the scope and objective of the pro tions systems. Today, the company has evolved from a. Business analysts were brought in during the early processor maker into a supplier of network and server ardware Internet hosting services, and other e-busi- stages to help define the business workflow and to mation was given to cu hess components. Its technological leadership ranges. Intels sales and marketing staff were told to study from microprocessor design to advanced manufactur and define how to work with customers via the Most of Intel's business is in the PC market. In past business system. years, it was under intense competition from other Intel's Planning and Logistics Group was included chip makers, such as Advanced Micro devices on the planning team to help the It department to (AMD), Texas Instruments, Motorola, and IBM. It develop the solutions to integrate the new e-busi ness with existing business activities then customized its paper catalogs and sent them to The it department was positioned as an"enabler potential customers along with product availability information. Until summer 1998, this process w of business. Its role was to implement the solutions performed entirely on paper. However in 1996, when from the Planning and Logistic Groups key value chain partners, such as Dell Computers and Cisco Systems, started their B2B e-procurement sys- 3.2. Intel's mission and goals tems, they pressured Intel to convert B2B activities on with over 50% of its revenues and many customers In 1997, Intel began to investigate the feasibility of coming from outside the US, the benefits of a global e- building an e-business system. The project started business system for Intel were too great to be ignored with the forming of a Virtual Worldwide E-Business To support over US$ 25 billion annual sales in 1998 Project Team. Because the project strongly empha- and a worldwide network of business partners, resel- sized customer market needs, Intel's sales and market- lers, and original equipment manufacturers(OEM), ing was given overall management responsibility. At Intel had to improve its efficiency by automating its that time, converting all operations to e-business for a business to business processes. Traditional business company with a large global operation was perceived processes at Intel at that time were too slow and thus a as a daunting task. Under the mandate from the chair- decision was made to deploy a web-based order man to make Intel an 'Internet company, Sandra management system. Morris, Vice President of Sales and Marketing Group, Intels early mission was to use Internet technology and Director of Internet Marketing and E-Commerce to improve the competitive advantage of its value at Intel stated: "a lot of people feel overwhelmed chain activities. The goals were to design and deploy ‘ The task a worldwide e-business solution for its current busi- ness, and build an infrastructure that worked with 3. 1. Project structure existing business processes. The intent was to inte- grate Internet technology into the company's overal From pressure exerted by many value chain partners strategy in order to gain competitive advantage in both who wanted Intel to play a leadership role, Intels operational effectiveness and strategic positioning management decided to advise customers that Intel In order to avoid potential software engineering was serious about e-business. It created an'e-business problems created by the enormous task of building program(a self-service extranet) which focused on a new Intels e-business system, Intel development rocurement and customer support for Intel products. teams started cautiously. Rather than cannibalizing thetoday. Incorporated in 1968, Intel supplies the com￾puting and communications industries with chips, boards and systems building blocks that are integral to computers, servers, and networking and commu￾nications products. Its products are offered at various levels of integration, and are used by industry mem￾bers to create advanced computing and communica￾tions systems. Today, the company has evolved from a processor maker into a supplier of network and server hardware, Internet hosting services, and other e-busi￾ness components. Its technological leadership ranges from microprocessor design to advanced manufactur￾ing and packaging. Most of Intel’s business is in the PC market. In past years, it was under intense competition from other chip makers, such as Advanced Micro Devices (AMD), Texas Instruments, Motorola, and IBM. It then customized its paper catalogs and sent them to potential customers along with product availability information. Until summer 1998, this process was performed entirely on paper. However in 1996, when key value chain partners, such as Dell Computers and Cisco Systems, started their B2B e-procurement sys￾tems, they pressured Intel to convert B2B activities on￾line. In 1997, Intel began to investigate the feasibility of building an e-business system. The project started with the forming of a Virtual Worldwide E-Business Project Team. Because the project strongly empha￾sized customer market needs, Intel’s sales and market￾ing was given overall management responsibility. At that time, converting all operations to e-business for a company with a large global operation was perceived as a daunting task. Under the mandate from the chair￾man to make Intel an ‘Internet company,’ Sandra Morris, Vice President of Sales and Marketing Group, and Director of Internet Marketing and E-Commerce at Intel stated: ‘‘a lot of people feel overwhelmed by ‘The Task’.’’ 3.1. Project structure From pressure exerted by many value chain partners who wanted Intel to play a leadership role, Intel’s management decided to advise customers that Intel was serious about e-business. It created an ‘e-business program’ (a self-service extranet) which focused on procurement and customer support for Intel products. Access to the site was restricted to Intel’s authorized business partners and customers. Project teams that participated in the early devel￾opment of the e-business system included: A project planning team that consisted of customer, technical and logistical representatives was created to define the scope and objective of the project. Business analysts were brought in during the early stages to help define the business workflow and to assess how information was given to customers. Intel’s sales and marketing staff were told to study and define how to work with customers via the e￾business system. Intel’s Planning and Logistics Group was included on the planning team to help the IT department to develop the solutions to integrate the new e-busi￾ness with existing business activities. The IT department was positioned as an ‘‘enabler’’ of business. Its role was to implement the solutions from the Planning and Logistic Groups. 3.2. Intel’s mission and goals With over 50% of its revenues and many customers coming from outside the US, the benefits of a global e￾business system for Intel were too great to be ignored. To support over US$ 25 billion annual sales in 1998 and a worldwide network of business partners, resel￾lers, and original equipment manufacturers (OEM), Intel had to improve its efficiency by automating its business to business processes. Traditional business processes at Intel at that time were too slow and thus a decision was made to deploy a web-based order management system. Intel’s early mission was to use Internet technology to improve the competitive advantage of its value chain activities. The goals were to design and deploy a worldwide e-business solution for its current busi￾ness, and build an infrastructure that worked with existing business processes. The intent was to inte￾grate Internet technology into the company’s overall strategy in order to gain competitive advantage in both operational effectiveness and strategic positioning. In order to avoid potential software engineering problems created by the enormous task of building a new Intel’s e-business system, Intel development teams started cautiously. Rather than cannibalizing the 584 D.D. Phan / Information & Management 40 (2003) 581–590