ABSTRACT
This chapter outlines three different broad market focus positions, product-centric bundles, service-centric bundles, and product/service integrated bundles, examining a series of companies that exemplify different strategic choices in their product and service portfolios. A new competitive strategic concept that has emerged strongly in the past few years is integrated product/service bundling. It has required managers in business to business (B2B) markets to completely reconceptualize their customers' life cycle product and service needs and behaviours, and the bases for competitive choices and differentiation. In the midst of these dramatic global market changes, several sets of forces are unfolding and operating that make competitive marketing and strategic planning very difficult for managers and teams. Intel managers have market-focused their strategy strongly on differentiating their product technology and performance, and have a history of technologically leapfrogging other microprocessor competitors with large and discontinuous chipset technology innovations.
