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5 Star GroupConsultant Team: Lianne Petty Monica Lee Evan Campbell Ruchita Shah
Yazmin Briseno
APPLE CASE PRESENTATIONManagement 449
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AGENDA
Company Background
Vision & Mission
Goals, Objectives & Strategies
Business Model
Company Performance
Management Characteristics
SWOT & Analysis of Core
Competencies and Capabilities
Industry and Competitor Analysis
Major Issues/Problems
SARS Analysis
Recommendation & Implementation Plan
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iPod is developed
Macintosh is introduced
Apple II is launched
1976 1978 1979 1984 1991 1998 1999 2001 2003
Apple was founded–
introducing Apple I
Apple Lisa is developed
PowerBook is released
iBook is released
iTunes is created
HISTORY & MILESTONES
iMac is released
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MP3 Player Industry
Personal Computer Industry
HISTORY & MILESTONESMARKET SHARE (2007)
Smartphone Industry
73%
27%
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LOCATIONS
North Americaand Canada
South America and Africa
Japan and the Middle East
Italy, United Kingdom, and other parts of
Europe
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Products
iMac and Macbook
Market analysis• This is an example text. • Go ahead an replace it
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BUSINESS DESCRIPTION
iPod
iPhoneiTunes &
Other Services
Providing consumer electronics, including personal and portable computers, mp3 music players, and cellular phones; services such as iTunes and software applications.
PRODUCT & SERVICE LINE
Products
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Vission Statement
“Introducing innovative, high-quality consumer
electronics to the masses” and “impressive
performance and leadership in innovation into the
future”
Mission Statement
Apple’s “business strategy leverages its ability, through the design and development of its
own operating system, hardware, and many software applications and technologies, to bring to its
customers around the world compelling new products and
solutions with superior ease-of-use, seamless integration, and innovative industrial design.”
VISSION & MISSION
Source: Thompson, Strickland & Gamble. (2010). Crafting and Executing Strategy.
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Take market share from competitors such as Dell
and Hewlett-Packard
Attain double-digit growth in terms of unit
shipments through 2010 and then high single-digit growth
through 2012
Introduce innovative products at competitive prices to the market to convince investors and consumers that Apple
offers a unique product over the competition.
Synchronize the digital electronics and computer
market
Resolve MobileMe Web application failures to 0%
by 2009
Ease of compatibility between the iPod, iPhone
and iTunes via the App Store
Achieve superior technological innovation
Maintain funds allocated to the R&D budget while
establishing a $0 long-term liability balance
Pour large amount of operating budget into research
& development▪ Closely guard secrets behind
company’s technology.
GOALS, OBJECTIVES & STRATEGIES
Objectives StrategiesGoals
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DISTRIBUTION
ONLINE STORES
BY PHONE
PARTNERSHIPS
MICROSOFT WINDOW USERS
(iTUNES)AT&T (iPHONE)
INTERNATIONAL DISTRIBUTION
NORTH AMERICA
RETAIL DIVISION- APPLE OWNED
STORES
JAPAN
EUROPE
MIDDLE EAST
AFRICA
SOUTH AMERICA
JAPAN
U.S.
ITALY
CANADA
UNITED KINGDOM
MANUFACTURINGSUPPLIERS
CUSTOMERSCUSTOMERS
OPERATION
REVENUE
BUSINESS MODEL
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MANAGEMENT VALUE PROPOSITION
Values Customer Benefits
Top management leadership built on the founders’ “spirit
and standards”
“A business discipline the younger Jobs had”
Superior value through diversified and innovative products
Exceptional quality in each product
Customer satisfaction and ease-of-use for each purchase
Friendly and knowledgeable retail sales team
Source: Thompson, Strickland & Gamble. (2010). Crafting and Executing Strategy.
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Business strateg
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FY 2007 FY 2007 FY2007 FY2007
IndicatorsIndustry Average
Apple (AAPL)
SanDisk (SNDK)
Microsoft (MSFT)
Dell (DELL)
Debt to Equity 0.08 0.00 0.25 0.00 0.17
Return on Stockholder's Equity
34.70% 24.06% 3.95% 45.23% 58.19%
Net Profit Margin 19.80% 14.56% 5.03% 27.51% 4.50%
Current Ratio 1.90 2.36 3.61 1.69 1.12
FINANCIAL PERFORMANCE
Source: Google Finance
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• A customer survey by PC Magazine concluded that Apple iPods ranked significantly higher than other brands in terms of overall quality, sound quality, ease of use, and overall reliability.
• The Industrial Designers Society of America presented gold awards to the iPhone, MacBook Air, and Apple Wireless keyboard while it gave the iMac a silver award.
• In 2007, the iPhone was named theTime Magazine invention of the year.
• Apple Inc.’s continues to expand into geographic segments including North America, South America, Europe, Africa, the middle east, and Japan.
• Excellence in providing both “profitability and power values” to target users
STRATEGIC PERFORMANCE
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Source: PC Magazine customer survey, October 31, 2007, www.pcmag.com.
MP3 PlayersIndustry Average
Apple (AAPL)
SanDisk (SNDK)
Microsoft (MSFT)
Apple 8.3 8.7 8.6 8.3
Microsoft 8.1 8.7 8.3 8.2
SanDisk 7.5 8.0 7.5 7.9
Toshiba 7.6 8.5 8.1 8.0
CUSTOMER SATISFACTION SCORES (MP3 PLAYERS) - PC MAGAZINE READER SURVEY
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MANAGEMENT BACKGROUND
Mike Markkula became president
and CEO 1981
Michael Scott resigned as
president; became vice chairman of
the board.
Steven Jobs became chairman of the board
1983John Sculley replaced
Mike Markkula as Apple’s president &
CEO
1993Michael Spindler
replaced John Sculley
1996
2000
Steven Jobs announces himself to be the
permanent CEO of Apple
Gil Amelio became CEO
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Culture & Values
MANAGEMENT CHARACTERISTICS
Encourage teamwork in technological change by fostering
imagination
A stylish product appeal and ease- of- use takes center stage
Flexibility in meeting increasing customer demands
Philosophy
Steve Jobs’ vision to become an employee’s own
Company growth can only be maintained by pushing for better
product designs
All strategies to emphasize a customer view point
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QUALIFICATIONS OF TMT
Qualifications of TMT
Chief Executive Officer (CEO) Oversees entire operation
Implements board decisions and crafts strategy
Chief Financial Officer (CFO)Supervises, analyzes, and reviews financial data and
performancePrepares budgets and monitors expenditures and
costs
Chief Operations Officer (COO)Manages supply chain, sales activities, service and
support in all markets and countries
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CEOSteve Jobs
CEOSteve Jobs
CFOPeter Oppenheimer
CFOPeter Oppenheimer
Board of Directors
Board of Directors
COOTimothy Cook
COOTimothy Cook
iOSSoftware
iOSSoftware HardwareHardware
DesignDesign
LegalLegalRetailRetail
ProductMarketing
ProductMarketing
GlobalCommunication
GlobalCommunication
SoftwareEngineering
SoftwareEngineering
OperationsOperations
America & Asia Regions
America & Asia Regions EducationEducation Consumer & Pro
ApplicationConsumer & Pro
ApplicationInternet ServicesInternet Services
Mac OSEngineering
Mac OSEngineering
AppleOnline Store
AppleOnline Store
iPhone & iPodMarketing
iPhone & iPodMarketing
ORGANIZATION STRUCTURE
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SWOT ANALYSIS
Strengths Weaknesses Opportunities Threats• Innovative technology &
industrial design• High quality
consumer products• Superior ease-of-use•Seamless integration• Competitive prices
• Global sales & distribution
• Battery life (iPods)• 1st generation product quality
• Inability to meet product demand
• Concern with health of Steve Jobs
•Overloaded servers on cellular networks•Excessive bargaining
power of suppliers•Lack of product
variety
•Product “halo” effect•Expanding consumer
demand for stylish products
• Increasing younger generation and
corporate need for portable and easy-to-
use products• Increasing
worldwide cell phone growth rate
• Consumer preference for more
customization
• Cutbacks in back-to-school spending
• Struggling U.S. economy
• Maturing U.S. cell phone market
• Purchasing power less in developing
markets
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SWOT EVALUATION & CORE COMPETENCIES AND CAPABILITIES
In Favor
Brand loyalty and repeat customers
Progressive technological change offers more potential to set
market trends
Internal strengths offset weaknesses
Product awareness heightens market share potential
Core Competencies
Being the industry leader in introducing products with a unique
concept
Offering seamless integration
Offering a complete entertainment experience
Offering something beyond quality: style
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INDUSTRY ANALYSIS
Dominant Economic Features
Rapid pace of technological change
Large market size with increasing market growth rate
Demand-supply conditions
Apple Inc. is in the personal computer industry.
Source: SIC Code 357101, Computers-Electronic-Manufacturers; NAICS Code 334111, Electronic Computer Manufacturing
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INDUSTRY ANALYSIS
Driving Forces
Diffusion of technological know-how across more
companies
Changes in who buys the products and how they use it
Changes in cost and efficiency
Globalization of operations
Source: Worlds United Online Community http://www.worldsunited.net Technology News http://www.tgdaily.com
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INDUSTRY ANALYSIS
Key Success Factors
Strong network of retailers
Manufacturing capability to meet demand
Product variety to meet varying consumer needs
Price/quality excellence
Source: Worlds United Online Community http://www.worldsunited.net Technology News http://www.tgdaily.com
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INDUSTRY ANALYSIS
Industry Trends
Blu-ray disc compatibility
High definition quality
Quad-core processors
Unlimited storage space
Source: Worlds United Online Community http://www.worldsunited.net Technology News http://www.tgdaily.com
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FIVE FORCES ANALYSIS
Buyers
Substitute Products
Suppliers
Rival Firms
New Entrants
Scale: 1 (least favorable) – 5 (most favorable)
3
5
2
2
5
Overall Industry Ranking
3.4
Source: Laptoping. http://laptoping.com/pda-vs-laptop.html
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STRATEGIC GROUP ANALYSIS
Low
High
Product VarietyFew Many
DellHP
Apple
Acer
Toshiba
Pric
e/Q
ualit
y
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WEIGHTED COMPETITIVE STRENGTH ASSESSMENT
(Rating Scale: 1 = very weak; 10 = very strong)
Apple Dell HP Acer Toshiba
Key Success Factors/ Strength Measure
Importance Weight
Strength Rating Score
Strength Rating Score
Strength Rating Score
Strength Rating Score
Strength Rating Score
Manufacturing capability to meet demand
0.1 7 0.7 8 0.8 8 0.8 8 0.8 5 0.5 Technological know-how 0.2 8 1.6 7 1.4 7 1.4 6 1.2 5 1
Product variety to meet varying consumer needs 0.3 4 1.2 7 2.1 6 1.8 5 1.5 5 1.5
Strong network of retailers
0.15 9 1.35 8 1.2 8 1.2 5 0.75 6 0.9 Financial resources 0.1 5 0.5 4 0.4 8 0.8 9 0.9 4 0.4
Price/quality Excellence 0.15 8 1.2 6 0.9 5 0.75 4 0.6 4 0.6
Sum of importance weights 1.00
Weighted overall strength rating
41 6.55 40 6.8 42 5.75 37 5.75 29 4.9
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GENERIC STRATEGY ANALYSIS
A Broad Cross-Section of Buyers
A Narrow Buyer Segment (or Market Niche)
ToshibaAcer
DurabookAlienwarePeewee PC
Apple
Lower Cost Differentiation
DellHP
Type of Competitive Advantage Being PursuedM
arke
t Tar
get
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Cause Deteriorating health of Steve Jobs
Instability of top management and concerns over a successor CEO
A new vision, relatively inexperienced leadership, and loss of innovative edge
Issue
Impact
Impact
STRATEGIC ISSUE 1
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Cause Product excellence concentrated in few products
Lack of product variety
Loss of sales to competitors and inability to meet consumer preferences more effectively
Issue
Cause
Impact
Inability to acccelerate pursuit of innovation
STRATEGIC ISSUE 2
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STRATEGIC ISSUE 1—ALTERNATIVE 1
Steve Jobs to still perform oversight of strategic operations
Steve Jobs to still pursue his vision and guide the new CEO in doing so.
An internal company member who is already aware of the corporate
culture
Steve Jobs‘ presence will continue to enhance Apple‘s reputation
Prevents a major organization change
Pros
Alternative 1: Steve Jobs should return to his prior position as Chairman of the Board, with the current Chairman of the Board to succeed as the new CEO.
Cons
A new and less powerful vision
Lack of a powerful visionary and role model
Weaker corporate discipline
Steve Jobs‘ health may continue to detiorate
Apple‘s stock might suffer due to uncertainty
Issue 1: Instability of top management and concerns over a successor CEO
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STRATEGIC ISSUE 1—ALTERNATIVE 2
Pros
Alternative 2: Steve Jobs should step down and appoint an experienced executive from the Asia market to serve as the new CEO.
Cons
Apple’s response to globalization to become more explicit
Expand presence and increase sales in Asia
New vision and strategic plan
Better international supplier relations
Better ability to control demand
Better profit margins and operating results
New vision could be inconsistent with existing corporate values
Extensive training to familiarize new CEO with corporate culture
Aggressive moves by competitors to move supplier favor towards them
An operational perspective may lose sight of an overall strategic approach
Issue 1: Instability of top management and concerns over a successor CEO
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STRATEGIC ISSUE 2: ALTERNATIVE 1
Pros Cons
Technological know-how would require large amounts of investment in R&D
Financial resources to invest in new plants and production facilities
Increase in supplier bargaining power
Increase in payroll costs due to the hiring of more employees
A more competitive product line
An appeal to a broader customer base
New customers can produce sales in other product lines via the “halo” effect
Provides ease-of-use depending upon the skill of the user
The quantity demanded can be met more effectively
Alternative 1: Divide PC product line by consumer type (student, instructor, corporate, professional) and provide at least 4 PCs per product line.
Issue 2: Lack of product variety
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STRATEGIC ISSUE 2—ALTERNATIVE 2
Pros ConsLarge initial start-up costs for R&D
R&D may not result in a broad and successful range of features to be
offered
Inability to manage costs and offer competitive prices
Restructuring of manufacturing process to enhance assembly efficiency
Increased supplier bargaining power
More avenues to explore innovation
An enhanced product line to adapt to changing consumer preferences
Increased strength of competitive advantage based on differentiation
Increased profits for higher-priced orders
Opportunity to move towards a best-cost strategy
Alternative 1: Customers should be allowed to order personal computers that fit their lifestyle, application needs and budget.
Issue 2: Lack of product variety
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TRADEOFF ANALYSIS
4 3 5
Profitability Supplier Relations Reputation
Problem 1: Concerns over Steve Jobs’ health
Alternative 1: Switch Steve Jobs, CEO, with Chairman of
the Board
(50%) (20%) (30%)
Problem 2: Lack of Product Variety
Alternative 2: New CEO from Asia to be appointed 5 4 4
3 2 4
5 3 5
Alternative 1: Divide product line by consumer type and increase product offerings
Alternative 2: Custom orders
Total Weighted Score
4.1
4.5
3.1
4.6
Recommendation
Recommendation
Scale: 1 (least favorable) – 5 (most favorable)
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RECOMMENDATIONS
Short-Run Long-Run
Steve Jobs to continue close supervision of Apple by mentoring the former CEO
Market the new CEO as the face of Apple
Revamp supply chain by using Just-in-Time (JIT) and lean systems to assemble and ship
computers on a timely basis
Monitoring long-term profitability by manage costs from an operational perspective
Offering value-added features unmatched by competitors
Discussion among the Board of Directors to propose and approve a major management
change
A press release to inform stakeholders and maintain market reputation
Research and development to accommodate various demand preferences
Production and marketing of the new products
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IMPLEMENTATION PLAN
2008
December
2009
Board of Directors meeting and appointment of new CEO; investment in R&D
Network with suppliers from the Asian market
Advertise customization features availability
CEO to formally establish a new vision
January
June
January
Begin shipment of orders to establish market share
Prepare sales budgets and use ABC accounting to price products
2010Monitor financial and strategic performance
Continue R&D to offer features that keep up with industry trends
Continue to partner with suppliers
June
January
June
Appoint a new Chairman of the Board should Steve Jobs’ health continues to worsen