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How do you look at the recent leadership changes at Intel globally?
The big change in 2013 has been the leadership change — we have a new chief executive officer and president. I am an old-timer at Intel — 18 years to be completed now — to me what this has meant is clarity of focus and urgency. Those two things signify a huge shift from the old Intel. We are clear about what we want to do. And, the urgency is like never before.
So, what is the new agenda?
It is simple — if it computes, it does best with Intel. We will make sure that our products are addressing the complete range of the portfolio that’s out there and that will come in the future. So, whether we are talking about phones, tablets or new categories like wearables; two-in-ones or laptops, desktops and servers; or even the internet of things. The urgency to do it is extremely high. For me, this is Intel going back to the good old times, when it was much more entrepreneurial in spirit. And, entrepreneurs are always quick to spot opportunities and react and they take risks. So, it’s a heartening place to be in.
Intel was late in realising the shift to mobile. How does the new strategy fix the past mistakes?
So, we have four big priorities for 2014 — the first priority is being in the low-cost or the value space. Currently, we have a product which is a game-changer, Bay Trail. It’s a system on chip (multi-core). It gives you the best, because it’s designed on 22 nanometres. It enables us to play in the low-cost area segment – in tablets, in two-in-ones, laptops, etc, across Atom, Pentium and Celeron, which will all be in the sub-$300 range. In India, we already have a few products out but in the first quarter of 2014, we will have a whole range of products — from Asus, Acer, Toshiba, Dell, etc, across form factors. So, come January, you will see Intel play aggressively in the value segment — in a way we have never done before.
There are several form factors emerging. Which ones are you betting on?
As far as India is concerned, there will be no big bet. This is the first time the Indian consumer will have a lot of choices. There will be multiple bets — I think phablets and two-in-ones are going to be big. In India, we love two things at the price of one and that is what the two-in-one will be. It will give you the performance of a laptop and the mobility of the tablet. When Bay Trail hits in January, you will see products in the range of Rs 20,000-25,000. And, that’s going to be a game-changer.
But, overall, I have a portfolio approach towards India. As devices become more personal, consumers will like to pick the best devices for themselves.
How do you compete with the unbranded sellers in the country?
Last year or this year, people didn’t have choices if they wanted to buy a low-cost tablet in India. You had an Apple and then a Samsung and then the unbranded guys. But it is too early, this market hasn’t even taken form or shape. As brands come into play and as you see their sales go high, you realise there is a desperate need for brand reassurance in that segment. But we are also working with Taiwan- and China-based original design manufacturers (ODM) along with the original equipment manufacturers.
The country’s proposal to subsidise semi-conductor chip fabrication units has been criticised as ill-timed. What are your thoughts?
India’s priority should be getting the infrastructure right such as broadband connectivity. In the long term, we have to make sure we have our own manufacturing but in the short-term, we have to work towards making it meaningful as a place to invest in. It is not just about giving sops — it is also about making sure that the process of doing business is not corrupt, the domestic market is there and the supply ecosystem is strong. Once all of that is there, the government will not have to work hard towards attracting investment. But the basics have to be there first. My advice will be, don’t put the cart before the horse.
