Decades of providing technology in growing volume and at decreasing costs have driven great gains for developing nations, communities and people worldwide, but there is still much to do.
Growth in our industry is clearly back.
We expect revenue to be down, although sequential revenue growth will resume in the second half,
The 'Discover the PC' initiative is part of Intel's longstanding and comprehensive approach towards sharing the benefits of personal computing with those who have traditionally had neither the access nor the means to use technology.
We designed this product for where we believe the Internet is going. We really have tried to anticipate the growing application base for Internet applications and usage.
It's time to reinvent the desktop.
It turns out we're not quite there yet, but we'll be there next year. That next billion of people are going to be in an economic strata that today doesn't have access to the PC.
In recent years, the notebook has seen great evolution, but the good old desktop has not. But the desktop still has an enormous installed base desktops are more than 70 percent of all PCs sold, about 85 million units per year.
The importance of performance per watt is obvious for things you carry along with you, such as laptops - you want higher performance and longer battery life. But increasingly it is essential for things beyond mobility.
In order for us to deliver this we have to integrate the big-screen capability, the PC capability, and the Internet experience. This is a combination of hardware and software that delivers a new media experience.
We've known for a decade, since Intel was involved in the Desktop Management Task Force, that desktop clients need better security and better management visibility.
We're working with our industry partners to find the next price point. Maybe it will be 999, we don't know. But we want to make sure we have the products in place to support that lower price point.
We're working with our industry partners to find the next price point, ... Maybe it will be 999, we don't know. But we want to make sure we have the products in place to support that lower price point.
He said that we are planning for a seasonal second half, and he said that the fourth-quarter holiday jump up was not a sure bet. That's, of course, a fair statement to make in this environment.
We are still looking for that magic number, the holy grail that will bring in new buyers.
We've got very aggressive cost controls implemented, and those are starting to take effect.
These processors are the first of many new low-cost PC desktop and mobile products from Intel in 1999, and they help reinforce Intel's leadership in this market segment worldwide.
We will be in a position to retake share over the course of 2006. I believe you'll be able to plot the take back of market share along the dual core ramp of the company across multiple segments.
In the third quarter, we achieved all-time records in company revenue and unit shipments across all of our major product lines.
Intel's investments in RD and capital are enabling the company to post its third consecutive year of double-digit revenue growth.
The creation of this new company supports Intel's intent to maintain its industry-leading position in nonvolatile memory and enables us to rapidly enter a fast-growing portion of the flash market segment.
The creation of this new company supports Intel's intent to maintain its industry-leading position in nonvolatile memory and enables us to rapidly enter a fast-growing portion of the flash market segment,
At one level it's clear that the dam has broken. There's an inevitable move to use the Internet as a distribution medium and that's not going to stop.
We believe PC growth rates have moderated over the course of the past few quarters, leading to slower chip-level inventory reductions at our customers and affecting our revenue in the first half of the year.
I've read your reports. I want you to know that we are well aware of the realities of our current and future business. We are taking actions to address those realities.