I have to admit that I find the investigation rather interesting. While I'm not acquitting Intel of backdoor deals, and there is a good chance that some form of prosecutable anti-trust violation exists, I don't think there will be a great deal to go on.
People always wondered why Intel managed to maintain market share. And the reason is simple: they provided on time and they actually could provide. AMD, when A64 was released, had a reputation for delays and manufacturing problems that made them miss target delivery dates for products. That is why, at first, OEM's did not buy AMD products when they became superior to Intel's for an extended period of time during the Netburst fiasco.
When people did finally begin demanding AMD's product, because of its far superior performance and efficiency, AMD couldn't supply it. Remember when X2's cost $380 for a 3800? Or $600 for a 5000+? AMD was producing as many X2's as they could with their constrained capacity and was able to sell them at outrageous prices. The share of lower end AMD chips (while still large due to previous commitments and a desire for market share) decreased during the 2004-2006 timeframe and AMD focused on server and higher end desktop chips. But the simple fact of the matter was that they didn't have the capacity that Intel could provide. Even if OEM's wanted to use AMD systems, they ran into problems with how many chips they could get their hands on at a price that they wanted. For a new platform and new supplier to become cost effective, a certain volume of shipments must be reached. If AMD couldn't supply the number that an OEM required, then it was a no-go for the OEM. Simple as that. Dell enjoyed their massive and arguably "questionable" high-volume Intel prices and it probably wouldn't have been cost-effective to use AMD chips if they couldn't provide enough at a price that would match their low-priced Intel shipments for dedicating an entire new product line and platform. A new product line means more inventory (that will eventually have to be marked down if it can't get sold), more R&D (as ridiculous as it sounds for a PC builder), as well as product line confusion amongst clients, which is especially prominent in a company that does a lot of direct-to-small-customer sales like Dell. Simply put, Intel had an advantage in the ability to deliver, both in history of delivering as well as the volume available to deliver.
Finally, whether or not we like to admit it, people are stupid (or simply apathetic, or a mixture of both, take your pick). Intel is a strong brand, and still is. Having a strong brand means that even if you don't always have the best product, you can still maintain a market foothold. It won't last forever, but it can provide a band-aid to cover a bad period of time when it comes to products. Take, for example, the former strength of US auto manufacturers that allowed them to sell an inferior product at an inflated price because no one wanted "foreign rustbuckets." Is it fair or truly competitive? No, but it's the way things work, especially in a duopoly of an oligopoly that most large industries exist as.
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