years has positioned the company as the leader in the semiconductor industry. The strategic investments, acquisitions and commitment to developing new technologies have caused TI to emerge as the semiconductor industry’s top performer in the new millennium. “In order to keep growing at or beyond the ‘fast forward’ pace we set in 1999, we know that we will have to continue to innovate and continue to deliver on our commitments,” says CEO Thomas J. Engibous. (TI Annual Report, 2000) Detailed Strategic AnalysisCorporate-Level StrategyTexas Instruments’ corporate level strategy is dominant business. The company has three major divisions; semiconductor, materials and controls, and educational and productivity solutions. The dominant business is the semiconductor business that accounts for nearly 84% of sales. The materials and controls division makes up 11% of sales. The educational and productivity solutions division makes up 5 % of sales. (Standard & Poors, March 2000) Source: Moody's 3/2000Total revenue for Texas Instruments is comprised of sales from the three business divisions, corporate activities consisting of short-term investments and royalties, and divested activities including historical operating results and assets of memory, mobile computing and software which have all been sold off. Total revenue over the last three years is shown below: (Source: TI Annual Report, 2000)As these figures show, the dominant business of Texas Instruments is the semiconductor business. However, both of the smaller divisions have shown growth in revenue and profit margins over the last two years, making them important to the overall success of the corporation.Business Level StrategyTexas Instruments’ business level strategy is the differentiation strategy. By producing products that are unique and different from their competitors, Texas Instruments is able to maintain it’s competitive ...
