Name : - Nisha Pandey
RollNo : - 39
Subject : - Reward Management
Topic : - A comparativestudyof Reward
practices in manufacturing vs
service
AcademicYear : - 2014 –2016
Project guideline : - Diya udasi

 Intel Corporation
Intel Corporation (commonly referred to as Intel) is an American multinational technology
company headquartered in Santa Clara, California. Intel is one of the world's largest and highest
valued semiconductor chip makers, based on revenue. It is the inventor of the x86 series
of microprocessors, the processors found in most personal computers.
Intel Corporation was founded on July 18, 1968. Intel also makes motherboard chipsets, network
interface controllers and integrated circuits, flash memory, graphics chips, embedded
processors and other devices related to communications and computing. Founded by
semiconductor pioneers Robert Noyce and Gordon Moore and widely associated with the
executive leadership and vision of Andrew Grove, Intel combines advanced chip design
capability with a leading-edge manufacturing capability. Though Intel was originally known
primarily to engineers and technologists, its "Intel Inside" advertising campaign of the 1990s
made it a household name, along with its Pentium processors.
Intel was an early developer of SRAM and DRAM memory chips, and this represented the
majority of its business until 1981. Although Intel created the world's first commercial
microprocessor chip in 1971, it was not until the success of the personal computer (PC) that this
became its primary business. During the 1990s, Intel invested heavily in new microprocessor
designs fostering the rapid growth of the computer industry. During this period Intel became
the dominant supplier of microprocessors for PCs, and was known for aggressive and sometimes
illegal tactics in defense of its market position, particularly against Advanced Micro
Devices (AMD), as well as a struggle with Microsoft for control over the direction of the PC
industry.
The 2013 rankings of the world's 100 most valuable brands published by Millward Brown
Optimor showed the company's brand value at number 61.
Intel has also begun research into electrical transmission and generation. Intel has recently
introduced a 3-D transistor that improves performance and energy efficiency. Intel has begun
mass-producing this 3-D transistor, named the Tri-Gate transistor, with their 22 nm process,
which is currently used in their 3rd generation core processors initially released on April 29,
2012. In 2011, Spectra Watt Inc., a solar cell spinoff of Intel, filed for bankruptcy under Chapter
11. In June 2013, Intel unveiled its fourth generation of Intel Core processors (Haswell) in an
event named Computex in Taipei.
The Open Source Technology Center at Intel hosts PowerTOP and LatencyTOP, and supports
other open-source projects such as Wayland, Intel Array Building Blocks, Threading Building
Blocks (TBB), and Xen.

Intel is a portmanteau of the words integrated and electronics. The fact that "intel" is the term for
intelligence information also made the name appropriate.
 Origins
Intel was founded in Mountain View, California in 1968 by Gordon E. Moore (of "Moore's Law"
fame), a chemist, and Robert Noyce, a physicist and co-inventor of the integrated circuit. Arthur
Rock (investor and venture capitalist) helped them find investors, while Max Palevsky was on
the board from an early stage. Moore and Noyce had left Fairchild Semiconductor to found Intel.
Rock was not an employee, but he was an investor and was chairman of the board. The total
initial investment in Intel was $2.5 million convertible debentures and $10,000 from Rock. Just 2
years later, Intel completed their initial public offering (IPO), raising $6.8 million ($23.50 per
share). Intel's third employee was Andy Grove, a chemical engineer, who later ran the company
through much of the 1980s and the high-growth 1990s.
In deciding on a name, Moore and Noyce quickly rejected "Moore Noyce", homophone for
"more noise" – an ill-suited name for an electronics company, since noise in electronics is
usually very undesirable and typically associated with bad interference. Instead they used the
name NM Electronics before renaming their company Integrated Electronics or "Intel" for
short. Since "Intel" was already trademarked by the hotel chain Intelco, they had to buy the rights
for the name.
 Early history
At its founding, Intel was distinguished by its ability to make semiconductors. Its first product, in
1969, was the 3101 Schottky TTL bipolar64-bit static random-access memory (SRAM), which
was nearly twice as fast as earlier Schottky diode implementations by Fairchild and the Electro
technical Laboratory in Tsukuba, Japan. In the same year Intel also produced the 3301 Schottky
bipolar 1024-bit read-only memory (ROM) and the first commercial metal–oxide–semiconductor
field-effect transistor (MOSFET) silicon gate SRAM chip, the 256-bit 1101. Intel's business
grew during the 1970s as it expanded and improved its manufacturing processes and produced a
wider range of products, still dominated by various memory devices.
While Intel created the first commercially available microprocessor (Intel 4004) in 1971 and one
of the first microcomputers in 1972, by the early 1980s its business was dominated by dynamic
random-access memory chips. However, increased competition from Japanese semiconductor
manufacturers had, by 1983, dramatically reduced the profitability of this market. The growing
success of the IBM personal computer, based on an Intel microprocessor, was among factors that
convinced Gordon Moore (CEO since 1975) to shift the company's focus to microprocessors,
and to change fundamental aspects of that business model. Moore's decision to sole-source Intel's
386 chip played into the company's continuing success.

By the end of the 1980s, buoyed by its fortuitous position as microprocessor supplier to IBM and
IBM's competitors within the rapidly growing personal computer market, Intel embarked on a
10-year period of unprecedented growth as the primary (and most profitable) hardware supplier
to the PC industry, part of the winning 'Wintel' combination. Moore handed over to Andy Grove
in 1987. By launching its Intel Inside marketing campaign in 1991, Intel was able to
associate brand loyalty with consumer selection, so that by the end of the 1990s, its line of
Pentium processors had become a household name.
 CASE STUDY
Employee Rewards & Recognition Case Study
AEIS - Max! Employee Reward & Recognition Program
Objectives:
Satisfy/retain employees by demonstrating the value placed on them.
• Support achievement of company performance goals to create recognition culture.
• Provide a “leading edge” recognition structure that will create marketplace presence for
AEIS in terms of employee recognition.
American Express Incentive Services’ (AEIS’) definition of recognition is “showing an
employee that you value them for their contributions and as a worthwhile person.” AEIS needed
a short catchy and memorable way to link recognition with high performance and to convey the
value that AEIS places on its people. The Max! employee recognition program was developed to
create and enhance a high performance culture, and was based on the premise that the Maximum
performance of AEIS employees is worthy of Maximum recognition. The Max! Employee
Reward & Recognition Program is personified via Max!, a graphic character who embodies the
spirit of a champion. The custom-designed, blue-skinned superhero dons a red cape and tie and
carries a briefcase in his quest for superior performance being helped along the way by AEIS
peers, supervisors and officers who know the value of recognizing and rewarding achievement.
The Max! Employee Reward & Recognition Program and character were introduced in April
2006 through multi-media kick-off meetings that included an animated video and focused on
providing training about the program and explaining the guidelines for effective recognition.
Employees
were also provided with support materials to serve as reference as the program unfolded.
Program promotion included posters and banners displayed throughout company headquarters
and animated Max! kiosk displays placed prominently in high traffic areas. Max! branded launch
materials included items such as Post-it notepads, Max! Reward cards, and employee ID badge
clips. Subsequent program communications included a small reminder card with tips for
effective recognition, periodic email blast/reminders to all employees with unique Max! -themed
headers, and Max! branded Valentine’s Day chocolates and bottles of sparkling grape juice. The

Max!-imize Friday initiative featured posters and email blasts with targeted Max! headers along
with special treats such as giant Max! decorated cookies to remind and encourage employees to
recognize each other at the end of the week.
Max! recognition is awarded through four general types of programs:
1) all-employee programs designed so that employees at all levels have the ability to give and
receive recognition to/or from any other employee in the company.
2) management-driven programs designed to help the management team recognize the
performance of the people directly reporting to them.
3) general AEIS company-driven recognition programs to support specific company or
departmental objectives that are not based on achievement or performance, and
4) sales incentive programs focused on driving profitable sales growth by achievement of sales
goals or other contributions.
Each employee’s reward points vary based on the value of their contributions and the
discretionary point value awarded by the manager or peer. Points are loaded onto custom
designed Max! prepaid American Express® branded rewards cards that can be reloaded every
time an employee earns additional points. The purchase value of the points is $1 for every point
earned.
Two programs are included under the all-employee driven umbrella. Customer First allows
employees to recognize one another with points for exceeding customer expectations or making
it easier to do business with AEIS. In Customer First, every employee is given 150 points on an
annual basis to recognize fellow employees in any amount up to 150 points (most awards range
From five to 20 points). The AEIS Award of Excellence is the company’s most prestigious
program and is designed to recognize significant or major contributions toward key business
objectives or initiatives. Any employee may submit an Award of Excellence nomination,
however, the final determination of four quarterly and four annual winners is carefully
considered and voted on by the entire Leadership Team with final determinations made by the
officer team. Quarterly recipients receive 100 points and a plaque; annual recipients receive 550
points and a trophy
Management-driven programs awarded by officers, directors and managers are similar to
employee-driven programs in that they involve discretion in determining who receives an award
and its value. Three recognition programs are available to managers: Free Lunch and Denim Day
Certificates, Performance Based Recognition and Above and Beyond Recognition. Free Lunch
and Denim Day certificates are allocated to all members of the Leadership Team based on the
number of direct reports. These certificates are used to recognize and reinforce the positive
behavior of their employees. Free lunch certificates are valid for a $6 free lunch at the company
cafeteria and Denim Day certificates are valid for one day of wearing denim to work. For those
with direct reports in the field, a supply of $10 American Express® Gift Cheques are provided
instead. Performance based recognition is given through a variety of reward cards or Gift
Cheques. A “pool” of reward points is allocated to the manager based on the number of direct
reports and are used primarily to recognize specific and significant.

Accomplishments /contributions toward company goals or to recognize superior performance.
Leadership has the discretion to award these points through the reward platform most meaningful
to the recipient and in any denomination up to the total value of the reward pool. The Above and
Beyond program allows the Leadership Team to recognize an employee’s major contributions
toward reaching the company’s goals and its significant impact on the company’s near- or long-
term success. Leaders may request from the Officer Team special award funds to a maximum of
$5,000 value for such recognitions. All Above and Beyond recognitions must have Officer Team
approval. Employees receiving management-driven rewards are recognized at monthly Town
Hall meetings by managers wearing special red Max! capes for the occasion. Management is
strongly encouraged to use their entire allocation of awards and custom-designed Max! trophies
are awarded to managers who exhibit outstanding recognition of employees.
AEIS’ four company-driven programs are designed to support specific company or departmental
objectives such as employee retention, employee referrals, etc. These rewards are not based on
achievement or performance. The Service Anniversary program recognizes and rewards
commitment and loyalty to AEIS by awarding 10 points for every non-milestone year of service
to AEIS and 15 points for milestone anniversaries such as 5, 10, 15 years, etc. Recipients also
receive a congratulatory letter from the CEO. The Holiday Gift program awards each employee
100 points in celebration of the holiday season. The Leads to Success program rewards
employees for contributing to AEIS’ sales efforts by providing leads that ultimately convert to
sales, with rewards based on the sale amount. The Employee Referral program rewards
employees for referring qualified candidates for employment; 1,000 points are awarded to the
AEIS employee making the referral: 250 points are issued to the referring employee on the new
hire’s start date and the 750 point balance after the new employee has been on the job for 90
days.
AEIS’ Circle of Excellence sales incentive program targets all sales channels within the
organization. This traditional sales incentive program is focused on driving profitable sales
growth by recognizing sales force and sales manager over-goal performance or contributions.
There is no discretion in this program and it is a direct reward for achieving measurable results.
In addition to the programs listed above, additional programs exist to recognize exemplary
performance. The You’ve Got a Billion Dollar Attitude award encourages positive attitude and
advocacy in support of a changing business environment and is awarded on a monthly basis at
Town Hall meetings. Awards are officer-selected to be personally relevant to the honoree. The
Recognition to the Max! award acknowledges commitment by individuals to both formal and
informal recognition at AEIS. This award may be presented to the individual the officers feel has
best exemplified and demonstrated “Recognition to the Max!” during the course of the year. The
recipient, if one is named, is honored at the Annual Business Conference and receives an officer-
selected award. A special travel award is awarded to three AEIS employees (and their guests)
during the Annual Sales Conference. A blue-skinned actor in a red cape and tie hired to play
“Max” presents the travel awards, and employee entries are based on the number of times they
are recognized throughout the year.
 Results

• Employee satisfaction surveys show an increase from a score of 3.2 prior to Max!
program launch to 4.25 since program inception.
• All employees issued points to their peers
• 65% of employees issued all their available points, 34% issued 50% to 70% of their
available points.
• The Circle of Excellence sales incentive program rewarded 27 sales employees at the
annual dinner for exceeding their sales goals.
Employee response to the Max! program has been overwhelmingly positive with a majority of
employee responses indicating the program is easy to use. Employees have also reported that
they enjoy the privilege of receiving awards and rewarding their peers in a memorable way.
Managers appreciate the flexibility the program offers in how to recognize their employees.
Through its multi-level approach to recognizing and rewarding employees and their
performance, AEIS is “practicing what they preach.”