????科茲安尼克在探討公司收入的電話會(huì)議上提到了英特爾最近為平板電腦和智能手機(jī)發(fā)布的Bay Trail單芯片系統(tǒng)平臺。他的目標(biāo)是到今年年底售出4,000萬臺擁有英特爾處理器的平板電腦,，而在2013年此類產(chǎn)品的銷量是1,000萬臺,?？破澃材峥诉€對科技網(wǎng)站Re/code解釋，英特爾低功率的Quark芯片將會(huì)如何“在從機(jī)器到可穿戴設(shè)備到更多各種各樣的產(chǎn)品中找到立足之地,?！?/p>

????當(dāng)然，科茲安尼克也會(huì)犯錯(cuò),。他在本月的消費(fèi)電子展（CES）上演示了一系列可穿戴式的計(jì)算設(shè)備。不過,，英特爾公司承認(rèn)其中的一些設(shè)備使用了ARM的芯片,。ARM是這家公司的競爭對手，為iPad和其他平板電腦提供芯片,。結(jié)果,，英特爾的這場表演反而起到了完全相反的效果,。

????科茲安尼克并不逃避大膽的舉措。他的前任保羅?歐德寧青睞的項(xiàng)目之一是OnCue,，這是英特爾為了在純粹的芯片業(yè)務(wù)之外創(chuàng)造新的收入所進(jìn)行的嘗試,。OnCue是由廣受好評的BBC iPlayer的創(chuàng)造者埃里克?哈格斯設(shè)計(jì)的網(wǎng)絡(luò)視訊轉(zhuǎn)換器。根據(jù)親歷者的說法,，OnCue的界面“美觀”、“大膽”,，或許能夠最終實(shí)現(xiàn)大屏幕網(wǎng)絡(luò)視頻的愿景,，徹底讓原始的付費(fèi)電視觀看體驗(yàn)變成歷史。

????本周,，科茲安尼克將OnCue以2億美元的價(jià)格出售給了威瑞森電信（Verizon），這個(gè)價(jià)格只是英特爾原始報(bào)價(jià)的五分之一,。這次交易對威瑞森來說是一大利好，能夠幫助它與康卡斯特電信公司（Comcast）展開競爭，或許還可以改善訂閱其FIOS TV服務(wù)的小部分用戶的電視觀看體驗(yàn),。又或者威瑞森只是希望收購一項(xiàng)先進(jìn)技術(shù)，提供比現(xiàn)有運(yùn)營商更好的用戶體驗(yàn),。

????英特爾為何要以如此低的折扣價(jià)甩賣優(yōu)秀的創(chuàng)意產(chǎn)品,？很可能是因?yàn)榭破澃材峥说膶?shí)用至上主義。英特爾沒必要在它不太能夠理解的事情上分心,，比如與擁有視頻內(nèi)容的巨頭交涉。而且,，這筆交易還讓英特爾與威瑞森攀上了交情,，后者有能力決定制造商在智能手機(jī)和平板電腦中使用哪種芯片，比如英特爾的Atom或者Bay Trail,？

????《巴倫周刊》（Barron's ）引用英特爾消息源的話稱：“大家應(yīng)該這么想：你有了新任的首席執(zhí)行官，他的戰(zhàn)略目標(biāo)是讓芯片打入手機(jī)和平板電腦市場,，而公司與市場內(nèi)的巨頭都沒有聯(lián)系,。你在移動(dòng)市場沒有市場份額時(shí)，有人就會(huì)認(rèn)為你有必要建立一些關(guān)系,。”換句話說,，英特爾已經(jīng)從能夠號令其他行業(yè)的王座上跌落,，變成了一家需要討好巴結(jié)潛在盟友的公司。

????科茲安尼克的所作所為就像工程師一樣,。他也許會(huì)是像Facebook的馬克?扎克伯格一樣的首席執(zhí)行官——實(shí)用至上,，最終得到他想要的一切,，即便這意味著在途中會(huì)忽視許多其他的意外發(fā)現(xiàn)。但是這不要緊,。摩爾定律還在發(fā)展演變,。而在科茲安尼克的帶領(lǐng)下，英特爾也要嘗試著繼續(xù)進(jìn)步,。（財(cái)富中文網(wǎng)）

????譯者：嚴(yán)匡正

????In the conference call to discuss earnings, Krzanich discussed the Bay Trail system-on-a-chip platform Intel recently launched for tablets and smartphones. His goal is to sell 40 million tablets with Intel processors by year's end, having sold 10 million through 2013. Krzanich also toldRe/code how its low-power Quark chips would "find a home in all manner of gear from machines to wearables and more."

????Krzanich is not immune to missteps. At CES this month, he demoed a number of devices in wearable computing, but the gambit backfired when the company admitted some of those devicesused chips from ARM, the rival whose chips power the iPad and other tablets.

????But neither is Krzanich averse to bold measures. One of the pet projects of his predecessor, Paul Otellini, was OnCue, Intel's bid at creating new revenue streams outside of pure chips. OnCue was an Internet-driven set-top box designed by Eric Huggers, who previously created the well-received BBC iPlayer. OnCue delivered an interface that, according to those who saw it, was "beautiful" and "audacious," something that could finally deliver on the promise of big-screen Internet video and bury for good the medieval experience of navigating pay TV.

????This week, Krzanich sold OnCue off to Verizon (VZ) for a reported $200 million, a fifth of Intel's original asking price. The deal is a good one for Verizon, helping it take on Comcast (CMCSA) and perhaps improve the TV experience for the small audience that has access to its FIOS TV service. Or maybe Verizon just wants to sunset a technology superior to the experience already offered by incumbents.

????Why would Intel sell a perfectly good innovation at a steep discount? Most likely because of Krzanich-school practicality. Intel doesn't have to distract itself with things it poorly understands, like negotiating with the sharks that own video content. And also to win some valuable chits with Verizon, which has the power to tell mobile-phone manufacturers which chip to put into its smartphones and tablets ... like the Atom or the Bay Trail, maybe?

????"Think of it in a way where you have a new CEO who has a strategy of delivering chips into phones and tablets, and no relationship with those big players," Barron's quoted an Intel source as saying. "When you have zero market share in mobile, one could argue there is a need to cement the relationship." In other words, Intel has fallen from a giant that told other industries how to do business to a company that curries favor with potential allies.

????Just like an engineer. Krzanich may turn out to be a CEO like Facebook's (FB) Mark Zuckerberg -- so practical-minded he gets exactly what he wants in the end, even if it means passing serendipity along the way. No matter. Moore's law progresses. And under Krzanich, Intel will try to as well.