The revenue of intel corporation was 70.2 billion dollars
in 2018 · Analysis caspect this to increase by 2 billion dollars per year for the next decade. Assume that
the intel continuously inuests 9% of science into account bearing 4.7% APR continuously compounded
a) what is the 10-year future value of this investment
Answers
Answer:
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Answer:
In 1999, the Internet revolution
continued to reshape how the
world does business. According-
ly, we worked to transform Intel:
from being at the center of the PC
industry to being at the center of
the Internet economy. We developed new strategic business
directions that position us to supply key building blocks at many
points within the Internet infrastructure, from networks to chips.
Even as we were expanding the company’s focus, our core
microprocessor business provided us with a solid growth rate.
We ended the year with record sales of
$29.4 billion, an increase of 12%. This
was our 13th straight year of revenue
growth. Net income was up 21% to $7.3
billion including acquisition-related costs;
without acquisition-related costs, it would
have been up 29% to $8.1 billion.
Our performance was strong around
the world, with 57% of our sales coming
from outside the U.S. The Asian markets
have started to recover, and European
sales were solid. As the developing
economies expand, we expect even
stronger growth worldwide.
1999 was an extraordinarily busy year, with significant out-
put from all of our product groups. To our frustration, our
execution was less than perfect, leading to delays in the intro-
duction of several products. Despite these issues, we ended
the year with a very strong roster of achievements:
Processor launch: We accomplished the largest micropro-
cessor product introduction in our history, with 15 new Pentium® III
and Pentium® III Xeon™ processors introduced at once. This was
supported by chipsets and motherboards that help computer
makers bring systems based on the new chips to market quickly.
Manufacturing: We ramped our new 0.18-micron manu-
facturing process faster than any other process in our history.
We were able to generate high yields quickly in our factories
We’re building
on our core
strengths to
pursue new
strategic
directions.
1INTEL CORPORATION 1999
To our stockholders
by following our “copy exactly”
strategy: our new 0.18-micron
manufacturing fabs are virtual
replicas of the development fab
where the process was perfected.
Segmentation: Our strategy
in microprocessors has worked extremely well, allowing us
to provide chips for all major computing price/performance
points. In 1999, we adjusted our costs and our investment
strategy to be consistent with our segmentation plans, and as
a result we experienced strong unit shipment growth across
microprocessor market segments.
Acquisitions: We purchased 12
companies for about $6 billion, aug-
menting our capabilities in a number of
key product areas. Companies acquir-
ed included Shiva, Softcom, Dialogic,
Level One Communications, NetBoost,
IPivot and DSP Communications.
Strategic investments: The Intel
Capital program had a boom year, with
equity investments in areas of strategic
importance to Intel. We ended the year
with an investment portfolio valued at
about $8 billion. At the end of 1999, we
held stakes in more than 350 companies around the world,
dedicated to the evolving Internet economy—from physical
infrastructure to content. These investments substantially
augmented our participation in the online revolution.
Future powerhouse: We produced successful sample
versions of the Itanium™ processor, based on the revolutionary
new IA-64 architecture designed to meet the needs of powerful
Internet servers. We expect this architecture to be as important
to the Internet infrastructure in the future as the current Intel
architecture has been to PC computing for the last 15 to 20
years. Our goal is to make the IA-64 architecture the main en-
gine of the Internet in the next decade, starting with the Itanium
processor, which we expect to be in production in mid-20
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