Intel corporation

Intel.com strategy1

CRITICAL EVALUATION OF INTEL.COM STRATEGY

By Student’s Name

Code + Course Name

Professor’s Name

University Name

City, State

Date

Intel.com strategy2

Table of Contents

Executive Summary............................................2

Terms of reference...........................................3

1.0 Introduction.............................................4

1.1 Background information...................................4

1.2 History of innovation in the chosen firm.................6

2.0 Current innovation strategy..............................8

3.0 Challenges, Competition and Choice.......................8

4.0 Impact..................................................10

5.0 Stimulating & Managing the Process......................11

6.0 Evaluation/Analyses.....................................13

7.0 Recommendations.........................................15

8.0 Conclusion..............................................16

Bibliography &References....................................17

Intel.com strategy3

Executive summary

There is rampant evolution in matters of science and

technology. Companies in this industry are trying day in day

out to outdo each other through their various creativity and

innovations. This paper focuses mainly on Intel com, which is

among the major players in the industry of technology. The

focus is mainly on the critical evaluation of the intel.com

strategy in the way it manages to keep up with the other

players in the industry.

Intel.com strategy4

Terms of reference

This report was commissioned by -----------, lecturer of the

Management Communications module as part of an assessment for

that module within the Bachelor of Business (Ordinary) in

Management at the ---------------. It accounts for --% of the

final marks and provides an analysis of intel.com strategy and

their choices relating to that strategy.

Intel.com strategy5

1.0 Introduction

In 1968, Intel Corporation was originated by Robert Noyce

and Gordon Moore. Intel announced the 4004 microprocessor in

the year 1971 and next year they increased the number to 8008.

Intel had employed nearly 25,000 employees in the year 1984,

but the business of their memory chip was throbbing because of

the competition from Japan. Intel appointed Craig Barrett as

the Chief executive, is looking for ways to expand beyond

processors, into chips and products for networking and

communications. The company selected Grove as a wandering

Intel promoter whereas Barrett handles day-to-day operations.

Intel creates an incredible increase in technology every day.

Intel is the world’s largest leader in silicon innovation. It

develops technologies, products, and initiatives to advance

continually how the people work and live. This brief report

critically evaluates the strategy of Intel.com in relation to

the company’s challenges, competition, and SWOT analysis, how

the company stimulates and manages it processes, the current

innovation policy and the recommendations therein.

1.1 Background information

Intel.com strategy6

Intel was well-known as an early pioneer in developing

memory chips: SRAM and DRAM, which represented its core

business until 1981. During the 1990s, Intel took huge money

for its investment in new microprocessor designs whose

evolving the significantly rapid growth of the computer

industry. During this period Intel became the dominant

supplier of PCs microprocessors, and later was known for

revealing aggressively controversial marketing strategies in

defense of its product market position, particularly against

its biggest competitors: AMD and Microsoft for controlling

across the directions of the PC industry (Wai Fong et al

2007).

Intel was a prominent company based on its founding by

its ability to produce semiconductors, and its main products

were static random access memory (SRAM) chips. Intel's

business activities continuously expanded and eventually

produced a wider range of products which still prevailed

today's technology market by various memory devices.

At the end of the 1980s, after altering fundamental aspects of

that business model and repositioning the company's market

focus to microprocessors, the company had successfully become

Intel.com strategy7

a dominant player in semiconductors. Supported by its

advantageous position as microprocessor supplier to IBM and

its competitors within the growingly potential PC market,

Intel started with a 10-year period of unprecedented growth as

the primary hardware supplier to the PC industry which

deriving enormous profit to the company (Woolard 2013).

Demand growth for high-end microprocessors decreased

slowly in 2000. Intel competitors, such as AMD (the largest

competitor in its primary x86 architecture market), earned

significant growth in microprocessors market share, initially

in low-end and mid-range processors but ultimately across the

product range, and finally reduced Intel's dominancy. Intel

attempted to enhance such efforts and strategies to diversify

the company's business beyond semiconductors, but only a few

of these activities were eventually profitable.

1.2 History of innovation in the chosen firm (Wai Fong et al

2007).

In the beginning, Intel's Architecture Lab (IAL) was

responsible for many of the hardware innovations of the

personal computer, including the PCI Bus, the PCI Express

(PCIe) bus, the Universal Serial Bus (USB), Bluetooth wireless

Intel.com strategy8

interconnect, and the now-dominant architecture for

multiprocessor servers. IAL's software efforts met with a more

mixed fate; its video and graphics software was important in

the development of software digital video, but later its

efforts were largely overshadowed by competition from

Microsoft

The company's first products were shift register memory

and RAM integrated circuits, and Intel grew to be a leader in

the fiercely competitive DRAM, SRAM, and ROM markets

throughout the 1970s. Concurrently, Intel engineers invented

Intel's first microprocessor. Originally developed for the

Japanese company Busicom to replace a number of ASICs in a

calculator already produced by Busicom, the Intel 4004 was

introduced to the mass market in 1971, though the

microprocessor did not become the core of Intel's business

until the mid-1980s. In March 2011, Intel has announced their

SSDs 510 1with 20GB and 250GB capacities and read speeds more

than 500MBps (Woolard 2013). One drawback is that the SSD 510

requires a SATA 6 GBps port in conjunction with the second

generation of Intel Core Series processor. Furthermore, it

still sells only in packs of 1000s which are difficult to

Intel.com strategy9

acquire for the average consumer. After all, the Intel

Scientific Computers division was founded in order to design

and produce parallel computers based on Intel microprocessors

connected in hypercube topologies

2.0 Current innovation strategy

The new Virtualization Technology (Intel VT) of Intel

could improve the Converged Application Platforms (CAP) by

generating a safe, reliable, and consolidated environment for

hosting the voice, data, and video services, all together in

just one multifunction device. Intel Corporation has also

launched the microprocessor chips that would ensure the

increased availability of high-definition video through

internet (Woolard 2013). Intel Corporation launched 16 new

products together with the company's first 45 nanometer (nm)

processors for Intel® Centrino® Processor Technology based

laptops. Intel has developed a new chip which has video

telephony software development on it (Wai Fong et al 2007).

The new generation of the home PC’s will be video phone

ready computers. They will be capable of making and receiving

video phone calls over the standard telephone lines. It will

Intel.com strategy10

allow the user to establish a simple phone connection and see

the person they are speaking to. Intel Corporation is planning

to bring video phone technology to the mass market soon. The

Intel Corporation has proposed to increase the power of latest

Pentium microprocessors and improved compression software to

allow both video and audio information to share the same

standard telephone line (Woolard 2013).

2.0 Challenges, Competition, and Choice

Current Competitors: From the Microprocessor SBU

perspective (Microprocessor and Chipset only), only one

significant competitor will persist: Advanced Micro Devices

(AMD). Having beaten all other microprocessor developers such

as Cyrix and NexGen, Intel's only real competition will come

from the developers of the Athlon, Thunderbird, and

Sledgehammer CPUs (Woolard 2013). Product specialization may

derive a significant menace. If any competitor beats the

market by manufacturing fabulous microprocessor then, the

market demand for Intel's processor would be small and there

is no backup products through which company can survive

(Pickering and Wynn, 2004).


Besides, the following issues are also considered as

threats for Intel Corporation such as: AMD as a fierce

competitor, always trying to amend its products which can

bring the hard efforts to Intel's microprocessors to recover

(Woolard 2013). Advancement in technology can make the

manufacturing facilities and products getting obsolete. The

high price war is going on between PC producers. Many

competent PC makers are using inferior performance IC'S.

Changing customer taste and preferences along with the

reduction in brand loyalty is a major threat. Currency

changeability in different countries creates problems for the

company's business activities. Intel has strong competitors in

the industry such as Dell, IBM, etc. The company is facing

intense competition to maintain its market share

sustainability (Pickering and Wynn 2004).

Intel Corporation is facing strong political instability,

regulation and tariffs in different countries. Intel is the

largest microprocessor manufacturer company in the world where

most of the computer manufacturers and consumers prefer using

devices with an Intel microprocessor (Solis, 2010). It has the

largest market share of around 80% all over the world.


Moreover, Intel has been successfully created a good branding

strategy through the brand image. Most of the users will

associate PCs with Intel as good microprocessor

architecture. People believe in Intel products as it is a most

reputable name. Intel creates specialized products as it has

captured only one particular area (Solis, 2010). Its employees

are well-skilled in that area, so Intel produces the best

products because of its specialization in products (Curley,

2006). Besides, Intel simultaneously keeps on improving its

products as Intel introduced many versions of "core-called"

processors, and every version are sustainably improved than

the previous ones (Curley, 2006). These product improvements

not only helps in stronger the customer base, but also

complying with the customers' satisfaction. In other side, one

of the most important things for a company to make sustainable

innovations and improvement is substantial financial support

in order to lead the market continuously (Curley, 2006).

Besides, taking risks capability regarding new products is a

considerably important instance. Furthermore, Intel involves

well-skilled and experienced employees with qualified


knowledge about such area they are taking part and working in

(Riedman 2011)

3.0 Impact

Intel as a foremost semiconductor chip manufacturing

company develops advanced and integrated digital technology

products, integrated circuits (ICs), for computing and

communications industries. Intel primarily operates in the

Taiwan, China (including Hong Kong), and the US (Solis, 2010).

The company recorded decreased revenues from 2008 to 2009

(Riedman 2011). In the fourth quarter 2010, the world volumes

of processors deliveries fell by 0.04% compared with the third

quarter of the same year, and by 0.21% in the fourth quarter

of the previous year (Curley, 2006). As a whole over the years

was observed the displacement of consumer preferences to the

side of productive mobile processors, which was reflected in

the realization of processors increased byÂ 8% (price).

Furthermore, the portion of mobile processors for PC of the

overall mass of the year increased from 50.2% to 54.1%

(Curley, 2006).


The Mobile segment in the fourth quarter was

characterized by the redistribution of the market between

Intel and AMD (Curley, 2006). The first increased its portion

from 85.9% to 86.1%, the second - decreased it's from 13.7% to

13.5%. Intel increased its proportion from 93.7% to 94.2%,

whereas AMD decreased its portion from 6.3% to 5.8% (Byrd and

Caldwell 2011).

5.0 Stimulating & Managing the Process

Intel has a Diversity Initiative, including employee

diversity groups as well as supplier diversity programs. Like

many companies with employee diversity groups, they include

groups based on race and nationality as well as sexual

identity and religion. In 1994, Intel sanctioned one of the

earliest corporate Gay, Lesbian, Bisexual, and Transgender

employee groups and supports a Muslim employees' group, a

Jewish employees' group, and a Bible-based Christian group

(Byrd and Caldwell 2011). Intel's leadership position in the

PC architecture theater is very much a de facto competitive

advantage the result of its long-term market dominance and

market position, but not necessarily a result of the superior


strategy (Solis, 2010). One competitive advantage that has

come about due to the corporate strategy would be Intel's

superior marketing and public relations machine, which is

surely to be counted among its core competencies (Byrd and

Caldwell 2011). By manipulating the public perspectives into

believing it has a monopoly on CPUs (as discussed in the

text), and simultaneously protecting itself from antitrust

litigation by claiming that it is indeed not a monopoly at

all, Intel has secured for itself the best of both worlds.

Customers and investors alike trust Intel because of its

product's stature and importance, yet trustbusters are kept at

bay by the existence of tiny firms like VIA and AMD (Fenwick,

2012).

The company should be customer-oriented because customer

preference changes after a few months and customers always

look for new and updated products (Fenwick, 2012).

Furthermore, product development and market penetration in the

existing markets might also be a good opportunity (Fenwick,

2012). Advancement in technology also provides the opportunity

to offer new products. Intel can keep on playing significant

roles in the rapidly changing industry with innovation as the


crucial way to remain in the industry as a market leader (Byrd

and Caldwell 2011). Â Furthermore, backward and forward

integration may reduce the needed expenses, improve the

quality and service. Changing circumstances after economic

slowdown or financial crises is also helpful for the company.

One competitive advantage that has come about due to the

corporate strategy would be Intel's superior marketing and

public relations machine, which is sure to be counted among

its core competencies (Fenwick, 2012).

By manipulating the public perspectives into believing it

has a monopoly on CPUs (as discussed in the text), and

simultaneously protecting itself from antitrust litigation by

claiming that it is indeed not a monopoly at all, Intel has

secured for itself the best of both worlds (Fenwick, 2012).

Customers and investors alike trust Intel because of its

product's stature and importance, yet trustbusters are kept at

bay by the existence of tiny firms like VIA and AMD (Solis,

2010). Intel's marketing clout is also impressive when it

comes to merchandising. By initiating price wars with its

poorer competitor, it has successfully driven AMD out of

particular markets. By charging a premium for Pentiums, it


encourages a premium image while still outselling and

outpacing the Athlon. Meanwhile, Intel's marketers are hard at

work behind the scenes, concocting exclusive deals with

computer manufacturers, actually cutting AMD out of the

majority of the market (Fenwick, 2012).

6.0 Evaluation/Analyses

In the 1980s, Intel was among the top ten sellers of

semiconductors in the world (Carmona et al 2011). In 1991,

Intel became the biggest chip maker by revenue and had held

the position ever since. Other top semiconductor companies

include AMD, Samsung, Texas Instruments, Toshiba, and

STMicroelectronics (Scanaill et al 2011). Some smaller

competitors like VIA and Transmeta produce low-power x86

processors for small factor computers and portable equipment

(Carmona et al 2011). In other side, Intel has often been

accused by competitors of using legal claims to thwart

competition. Intel claims that it is defending its

intellectual property. Intel has been plaintiff and defendant

in numerous legal actions (Carmona et al 2011).


Two factors combined to end this dominance: the slowing

of PC demand growth beginning in 2000 and the rise of the low-

cost PC. By the end of the 1990s, microprocessor performance

had outstripped software demand for that CPU power. Aside from

high-end server systems and software, demand for which dropped

with the end of the "dot-com bubble", consumer systems ran

effectively on increasingly low-cost systems after 2000

(Carmona et al 2011). Intel's strategy of producing ever-more-

powerful processors and obsolescing their predecessors

stumbled, leaving an opportunity for rapid gains by

competitors, notably AMD (Riedman 2011). This in turn lowered

the profitability of the processor line and ended an era of

unprecedented dominance of the PC hardware by Intel (Carmona

et al 2011).

7.0 Recommendations

The division that powers remote servers known as the

cloud helped boost the chip maker’s fourth-quarter bottom line

by 39 percent, to $3.7-billion (U.S.). Intel’s smartphones and

tablets business, however, generated negative revenue because


of incentives given to customers. It may be time to hang up on

the effort (Carmona et al 2011). The attempt to unseat

rival ARM Holdings PLC is becoming increasingly costly and

quixotic (Solis, 2010). Intel’s latest move was to introduce

new chips for LTE, the dominant standard in wireless (Fenwick,

2012). Its offerings haven’t proven superior in cost or power

consumption over those from ARM, whose designs are used in

more than 90 per cent of mobile phones (Scanaill et al 2011).

That Intel has to pay chip makers to use its design shows just

how uneven the playing field is (Byrd and Caldwell 2011).

Broader use of its mobile wares will cut expenses by

$800-million this year, Intel reckons. Much of the sum will

come from reduced subsidies. That’s a start, but the division

lost over $4-billion in 2014 (Carmona et al 2011). A better

decision would be to stop its efforts altogether. The PC

market may compound the problem. Sales have mostly levelled

off this year but could easily resume their downward

trajectory as the march of tablets picks up, and companies

upgrade their desktops less frequently (Carmona et al 2011).

One significant opportunity for Intel could be manufacturing

more chips that are designed by other companies (Scanaill et


al 2011). Signing more deals would increase usage of its

plants, even as it builds market share in the market for

servers that run cloud services. The business has been growing

at a 25-per-cent rate and generates a healthy operating margin

of 54 percent (Byrd and Caldwell 2011).

8.0 Conclusion

Briefly, the company is doing fine outwardly. This brief

report critically evaluates the strategy of Intel.com in

relation to the company’s challenges, competition, and SWOT

analysis, how the company stimulates and manages it processes,

the current innovation policy and the recommendations therein.


References

Byrd, K, & Caldwell, B 2011, 'Increased Memory Load During

Task Completion When Procedures Are Presented On Mobile

Screens',Behaviour & Information Technology, 30, 5, Pp. 643-658,

Academic Search Premier, Ebscohost, Viewed 17 April 2015.

Carmona, J, Júlvez, J, Cortadella, J, & Kishinevsky, M 2011,

'A Scheduling Strategy For Synchronous Elastic

Designs', Fundamenta Informaticae, 108, 1/2, Pp. 1-21,


Fenwick, N 2012, 'The New Era Of Social Business', KM World,

21, 6, Pp. 18-22, Academic Search Premier, Ebscohost,

Viewed 17 April 2015.

Curley, M 2006, 'THE IT TRANSFORMATION AT INTEL', MIS Quarterly

Executive, 5, 4, Pp. 155-168, Business Source Complete,

Ebscohost, Viewed 17 April 2015.

HARMON, R, & MOOLENKAMP, N 2012, 'SUSTAINABLE IT SERVICES::

DEVELOPING A STRATEGY FRAMEWORK', International Journal Of

Innovation & Technology Management, 9, 2, Pp. 1250014-1-


1250014-23, Business Source Complete, Ebscohost, Viewed 16

April 2015.

Mazars 0002, 'Strategy Consulting: Mazars Group Acquires

Global Intelligence Partners', Business Wire (English),

February, Regional Business News, Ebscohost, Viewed 16

April 2015.

Nikonov, D, Bourianoff, G, Rowlands, G, & Krivorotov, I 2010,

'Strategies And Tolerances Of Spin Transfer Torque

Switching', Journal Of Applied Physics, 107, 11, P. 113910,


Pickering, C, & Wynn, E 2004, 'An Architecture And Business

Process Framework For Global Team Collaboration', Intel

Technology Journal, 8, 4, Pp. 373-382, Business Source

Complete, Ebscohost, Viewed 17 April 2015.

Solis, B 2010, Engage! : The Complete Guide For Brands And Businesses To

Build, Cultivate, And Measure Success In The New Web, Hoboken, N.J.:

John Wiley, Ebook Collection (Ebscohost), Ebscohost,

Viewed 17 April 2015. SHAUL, I 2012, 'International

Negotiation', Proceedings Of The International Conference Marketing -


From Information To Decision, 5, Pp. 455-461, Business Source

Complete, Ebscohost, Viewed 17 April 2015.

Scanaill, C, Garattini, C, Greene, B, & Mcgrath, M 2011,

'Technology Innovation Enabling Falls Risk Assessment In

A Community Setting', Ageing International, 36, 2, Pp. 217-

231, Academic Search Premier, Ebscohost, Viewed 17 April

2015.

Woolard, C 2013, 'TOP DIGITAL MARKETERS: Kevin Sellers', B To B,

98, 3, P. 19, Business Source Complete, Ebscohost, Viewed

16 April 2015.

Wai Fong, B, Soh, C, & Steven, Y 2007, 'A Case Study Of

Rosettanet', Communications Of The ACM, 50, 12, Pp. 57-62,

Business Source Complete, Ebscohost, Viewed 16 April 2015.

Riedman, P 2011, 'Btob's Best Marketers', B To B, 96, 10, P.

S010, Business Source Complete, Ebscohost, Viewed 16 April

2015.


Appendices

Appendix 1

aterial Type:

Coding

example

,

Article

/ White

paper

Technical Format: text

file,

zip

archive

, Word

documen

t

Location:

Date Added: 12/22/2


010

Date Modified: 12/22/2

010

Author: Dmitry

Vyukov,

Moscow,

Russia

Description:

The included code and white paper provides a parallel solution

for enumerating the total number of possible wins, losses, and

draws for a two-person strategy game. A Cat and Mouse move on

a directed graph; the Cat attempts to catch the Mouse, while

the Mouse attempts to occupy a goal node within the maximum

number of moves allowed. Even though the problem deals with

graphs, the solution given is based on dynamic programming. A

detailed description of how to apply dynamic programming to

this problem is included in the write-up. Parallelism is


implemented with Pthreads.

DISCLAIMER: This code is provided by the author as a submitted

contest entry, and is intended for educational use only. The

code is not guaranteed to solve all instances of the input

data sets and may require modifications to work in your own

specific environment.

Recommended Audience: Advanced programmers, Graduate

students, Undergraduate

students

Language: English

Keywords: Strategy, game, graph

traversal, dynamic programming,

parallel algorithm, Threading

Challenge Contest, Pthreads


Parallel Solution to Cat-and-Mouse strategy game problem

(akki)

Appendix 2

Material Type: Coding

example

,

Article

/ White

paper

Technical Format: zip

archive

, PDF

documen

t, text

file

Location:


Date Added: 12/22/2

010


010

Author: Akshay

Singh,

Pune,

India

Description:


for enumerating the total number of possible wins, losses, and

draws for a two-person strategy game. A Cat and Mouse move on

a directed graph; the Cat attempts to catch the Mouse, while

the Mouse attempts to occupy a goal node within the maximum

number of moves allowed. Even though the problem deals with

graphs, the solution given is based on dynamic programming.

The parallel solution has been implemented using akkithreads –

a C++ wrapper over the Pthreads library with additional


features such as JobQueues (Static / Dynamic) and a ThreadPool

implementation.






Recommended Audience: Advanced programmers, Graduate

students, Undergraduate

students

Language: English

Keywords: Strategy, game, graph

traversal, dynamic programming,

parallel algorithm, Threading

Challenge Contest, Pthreads

Appendix 3


Parallel Algorithm to String Matching Problem


example


file,

zip

archive

, PDF

documen

t

Location:

Date Added: 7/28/20

10



10

Author: Bradley

C.

Kuszmau

l, MIT

Compute

r

Science

and

Artific

ial

Intelli

gence

Laborat

ory

Description:


for the DNA string matching problem, as described in the

included problem description text file. The included write-up


gives an overview of Cilk++ and some of the tools available

for Cilk programming. The Rabin-Karp hashing method and a

simple search algorithm to compare the query string with a

successive database substrings is presented and analyzed.

After some serial optimizations are described, the write-up

describes how the algorithm is parallelized using Cilk++. The

code was intended for Linux OS platforms.






Recommended Audience: Advanced programmers,

Undergraduate students

Language: English

Keywords: String matching, DNA string

matching, Cilk++, RabinKarp


hashing, rolling hash search

Appendix 4

The Knight's Tour: A Concurrent Solution


example

Technical Format: Word

document

, text

file, .s

ln,

Excel

spreadsh

eet, zip


archive

Location:

Date Added: 7/28/201

0


0

Author: Peter

Hinsbeec

k, Intel

Description:

Several years ago, an ex-colleague of the author returned from

a job interview with an interesting story. He was given the

option to choose from a short list of problems to solve in a

given time period. One of them was the classic “Knight’s Tour”

problem from the game of chess. Since then, the author often

thought about how he might respond to such a job interview


question, and, how easily his solution might parallelize.

DISCLAIMER: This material includes the author’s approach to

the problem; serial and parallelized versions of the code; and

a spreadsheet that shows the timings obtained for each

version.

Recommended Audience: Advanced programmers, Beginning

programmers, Undergraduate

students

Language: English

Keywords: Knights Tour, serial solution,

parallel solution

Appendix 5

Parallel algorithm to solve a Knight’s Tour problem variation

(BradleyKuszmaul)



example


file,

PDF

documen

t, zip

archive

Location:

Date Added: 7/28/20

10


10

Author: Bradley

C.


Kuszmau

l, MIT

Compute

r

Science

and

Artific

ial

Intelli

gence

Laborat

ory

Description:

The included source code implements a variation of the

Knight’s Tour problem that counts the number of possible tours

of a given length in parallel, as described in the included

problem description text file. The algorithm enumerates legal

paths that are half of the set length and then matches up the

endpoints of different half tours to identify and count the


number of tours that will return the knight to the original

square. The parallelization was done with a combination of

Cilk++ and POSIX Threads. The code was intended for Linux OS

and includes a makefile to build the applications.








Language: English

Keywords: Knights Tour, Cilk++, POSIX

Threads, Pthreads, Hamiltonian

path

Appendix 6


Parallel algorithm to solve a Knight’s Tour problem variation

(Jonas D'Mentia)


example


file, .d

ocx, .ra

r

Location:

Date Added: 7/28/201

0


0

Author: Jonas


D’Mentia

,

Kearneys

Spring,

Queensla

nd,

Australi

a

Description:

The included source code implements a variation of the

Knight’s Tour problem that counts the number of possible tours

of a given length in parallel, as described in the included

problem description text file. The write-up defines a brute

force serial method and then an optimization to that

algorithm. The optimized algorithm enumerates legal paths that

are half of the set length and then matches up the endpoints

(leaves on a search tree) of different half tours to identify

and count the number of tours that will return the knight to

the original square. Discussion of the parallel solution


identifies three possible places within the serial algorithm

that could be made to execute in parallel. The analysis for

two of these computations proves that the required

computations are not very amenable to parallelization, but the

third is implemented using OpenMP. The code was intended for

Windows OS and includes Microsoft Visual Studio solution and

project files to build the application.








Language: English

Keywords: Knights Tour, OpenMP, search


tree, Hamiltonian path

Documents

Intel corporation