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The Men Behind the Microchip: The Early Years of Intel Founders Robert Noyce and Gordon Moore
As self-described “accidental entrepreneurs,” Robert Noyce and Gordon Moore created what would become by far the foremost semiconductor maker in the world. They didn’t set out to create a billion dollar company or to transform an industry, but that is exactly what the pair did when they founded Intel in 1968. Though best known for its Pentium and Celeron microprocessors that can be found in more than three-quarters of the new PCs that come today, Intel also makes flash memories and embedded semiconductors. Now, with over $35 billion in revenue and annual growth standing at 13.5 percent, the legacy left by Noyce and Moore remains one of the strongest examples of innovation and entrepreneurship in the 21st century.

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TEN Qualities of a Dream Maker
Ten qualities of a Dream Maker -- how do you rate?
“Keys to Getting Past The Gate-Keeper In Business”
Savvy business people understand that one of the critical factors in developing a successful business and successful business relationship is getting past the “gate-keeper” that stands between you and the key decision maker you want to reach. They also know that they could have award winning marketing materials and very compelling messages, but they are all totally ineffective if they cannot reach the right decision maker. And all the efforts to develop those materials and messages will be wasted. Understanding the “gate-keeper” system that a business employs is very strategic information for you and your business. And you need to use some strategic thinking to make sure that you have developed an effective way to get past the “gate-keeper” of your key decision maker.

The Men Behind the Microchip: The Early Years of Intel Founders Robert Noyce and Gordon Moore
As self-described “accidental entrepreneurs,” Robert Noyce and Gordon Moore created what would become by far the foremost semiconductor maker in the world. They didn’t set out to create a billion dollar company or to transform an industry, but that is exactly what the pair did when they founded Intel in 1968. Though best known for its Pentium and Celeron microprocessors that can be found in more than three-quarters of the new PCs that come today, Intel also makes flash memories and embedded semiconductors. Now, with over $35 billion in revenue and annual growth standing at 13.5 percent, the legacy left by Noyce and Moore remains one of the strongest examples of innovation and entrepreneurship in the 21st century.

For All the Chips: Intel’s Rise to the Top
After signing a research contract with Sherman Fairchild’s Fairchild Camera and Instrument Corporation, the eight former employees of Shockley Semiconductor Laboratory launched Fairchild Semiconductor. Each of the eight had invested $500 in the startup, while Fairchild put up over $1.3million. “That may not sound like much now,” Moore says, “but it was a month’s salary in 1957.”

Lesson #1: Managers Are a Company’s Main Motivators
When Noyce and Moore went to work for Shockley Semiconductor Laboratory, both thought it was the opportunity of a lifetime. Within the industry, Shockley was considered a phenomenon; his physical intuition was legendary. “One of my colleagues claimed Shockley could see electrons,” says Moore. “He had a tremendous feeling for what was going on, say, in silicon.”

Believe It or Not: An Original Take on Leadership
Dov Frohman is a pioneer in the semiconductor industry. Among (many) other things, he started Intel Israel and was largely responsible for the growth of Israel's potent high-tech sector. With Robert Howard, he has written a truly original book on leadership, Leadership the Hard Way: Why Leadership Can't Be Taught—and How You Can Learn It Anyway.

Identify the Key Decision Makers
Small business owners and sales executives sometimes have difficulty identifying the decision-maker or may be blocked from getting in contact with them. Sometimes you may feel anxious or uncomfortable when you're actually in front of a senior level decision-maker. We'll discuss strategies to help you in all three of these areas.

What Influences Your Prospects Decision To Buy?
How to develop a deep understanding for what motivates the decision-maker.
Is Tech Over-Valued?
How much more upside potential is there after a 67% monster rally for the technology sector? After all, there are resistance levels the market tends to respect. With slashed semiconductor demand, weak earnings reports from Dell, and an uncertain holiday shopping season ahead, is the tech sector overvalued?
7 Ways to Name Your Prospect
In the maze of corporate America it is sometimes very difficult to discover with whom you should speak. There could be multiple decision-makers or there could be only one decision-maker. And, of course, they’re never listed as “decision-maker” in the company directory.
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