Microsoft New Bottle

Microsoft New Bottle
< New Wine in the Old Bottle> Case Analysis
To Break Old Bottle
Written by Helena
Course name: Creativity and Business Innovation
< New Wine in the Old Bottle> Case Analysis
To Break Old Bottle
Key Topics Covered In My Case Report
Problems Microsoft are suffering
Causes of Microsoft's problems
Actions Microsoft may take
Conclusion
The new CEO of Microsoft, Mr. Satya Nadella, is leading his big troop in a new developing adventure, facing an array of issues. Its company
flagship products, Windows operating system and Office application products have enjoyed popularity for an era, but now they are being challenged
by new popular products based on mobile platform and are also ... Show more content on Helpwriting.net ...
By then, Microsoft can't abandon its old business organizing method, not thinking about to develop one unique operating system which is specific for
smartphone. Actually if Microsoft can create one new mobile operating system to suit its Windows Mobile at that time, and taking advantage of its

great power on operating system, it will be easy for Microsoft to capture the first–mover position. It's a pity that Microsoft presented this priceless
opportunity to Apple, After Windows Mobile, Apple launched iPhone equipped by unique iOS operating system and made great success. A company
which is strong at operating system finally lost the opportunity on mobile because of its operating system. Ironically, five years later after iOS
launched, Microsoft finally launches its specific smartphone operating system. But it is too late.
On online services, similar story happened again. Seven years after Google incorporated, Microsoft built its own search engine–Bing which was
dwarfed by Google in many ways later. And Bing and its online advertising service representing its online service division became the company's only
losing product group.
Uncertainty on Integration of New Acquisition of Nokia
Microsoft has successful experience on acquisition and integration of software–related companies, but till then, no any successful reference on
acquisition of one non–software–related company.(3) Especially, Nokia is also one big company with more
... Get more on HelpWriting.net ...

Swot Analysis of Dell
Table of Contents PART II: SWOT ANALYSIS2 INTRODUCTION2 STRENGTHS2 WEAKNESS4 OPPORTUNITIES5 THREATS6
REFERENCES8 PART II: SWOT ANALYSIS1, 2, 3, 4 Assessment of Environment of Company INTRODUCTION Dell is one of the leading
Computer hardware and software providing company. It offers a broad range of products and services. Products include desktop PCs, servers,
networking products, storage, mobility products, software, peripherals and services include technical IT support, IT infrastructure development and
consultation. Dell has been a pioneer of e– commerce as it was one of the first leading companies who extensively used internet to interact with its
customer, suppliers and partners to build a strong e–commerce... Show more content on Helpwriting.net ...
WEAKNESS1 * Relatively weak Research and Development * Lower Margins compared to Competitors * Significant exposure to declining PC
market Dell's research and development wing is relatively poor in developing new products or in investment for research purposes. According to
Data Monitor report Dell has relatively weak research, development and engineering (R&D) capabilities compared to its major competitors.
The company 's R&D spending has been lower than its competitors. Dell 's R&D expenses were $661 million, $624 million respectively,
during financial year 2011 and financial year 2010. By contrast, its main competitors such as HP reported R&D spending of $3,000 million
and $2,800 million in financial year 2010 and 2009; and IBM reported R&D spending of $6,026 million and $5,820 million, respectively, in
financial year 2010 and 2009. Furthermore, the company 's R&D spending as percentage of total revenues was 1.1% in financial year 2010,
compared to HP (2.4%), and IBM (6%) (Data Monitor report). These numbers shows that Dell is lacking inputting impetus to its R&D wing which
may impact its growth in highly competitive, rapidly changing and dynamic technology market. As a result Dell has significantly less number of
patents than it competitor like HP and IBM. At the end of financial year 2011,

Cost Leadership Strategy for Wal-Mart Stores, Inc.
1. Wal–Mart Stores, Inc. and Wal–Mart 2007 Cost Leadership Strategy Wal–Mart Stores, Inc. established a competitive advantage in providing
consumer goods at lower prices than competitors in the discount retailing industry. Wal–Mart's adoption of a cost leadership strategy attracted price
sensitive customers to purchase the lowest priced goods in the market. In order to buy in volume at attractive prices, the company built their own
warehouse to store an extensive range of products upholding Wal–Mart's sustainable competitive advantage. This allowed the cost of goods sold
amount to three–quarters of discounting revenues, reducing its cost of operations in exchange for larger market share and higher profits (HBS, 3). The
strategy attracted masses of consumers providing a no frill service by achieving higher economies of scale at the same time maximizing sales volume
and inventory turnover, while minimizing expenses. Wal–Mart gained a sustainable competitive advantage in their ability to keep prices lower than
competitors because of their accumulated lower cost per unit fixed costs allowing the store to benefit from the economies of scale. Risk of Consumer
Buying Power The risk with offering the lowest market prices is the uncertainty of price sensitive customers in the market and their ignorance of
cheapest prices due to Wal–Mart's lack of advertising efforts increasing switching costs to competitors. Another risk

The External Competitive Environment at Lenova
Introduction
The proper planning and execution of strategy is crucial for any company to develop, especially when the industry is extremely competitive or volatile.
Industry evolution brings change in sources and nature of competition (Porter 1979). This essay will analyse the external competitive environment and
critically evaluate the strategies employed by Lenovo, a Chinese technological corporation, in dealing with the overall declining trend of the PC (
personal computer) market.
Case study overview
Recent years saw the worldwide PC market growth rate undergoing a drastic plummet (Arthur 2013). The latest statistics from market research firm
Gartner, showed an 8.6 percent decline in PC sales in the third quarter of 2013, with shipments dipping for sixth consecutive quarters (Hachman 2013).
This trend underscored challenges confronting PC manufacturers as customers favour mobile devices such as tablet computers and smartphones.
After suffering a US$226 million loss in 2008, Lenovo attempted to improve its profitability through innovation and efficiency by initiating the Protect
and Attack strategy in 2009, which aimed to guard its core PC business and strived to compete in emerging markets with high levels of growth (Lenovo
2010). In response to the recent decline in PC sales, Lenovo placed emphasis in executing the Protect and Attack strategy by evolving and innovating its
product portfolio, conducting strategic acquisitions and implementing novel marketing schemes.

Microsoft Executive Summary
1Executive Summary
After the successful acquisition of Yahoo!, Microsoft has increased its share on the internet search market and become market leader in web–service
subscribers. However, it is still far behind Google in the searching advertising market.
Although Google is by far the leading power in search advertising today, internet search technology is still in its infancy and there are much room for
improvement. Microsoft shall invest on the R & D research of search technology and the integration of search with its current products. Meanwhile, it
shall also invest in the fast growing display advertising market.
Advancement in technology has enable internet to become a platform in its own right. This brings about the rise of ... Show more content on
Helpwriting.net ...
A very interesting point to be made here is: in each of this battle, Microsoft wasn't the technological leader in respective sector and wasn't providing
the best solution. In the "Browser War", it successfully attacked Netscape's business model by bundling Internet Explore on Windows for free. In other
two cases, it managed to provide products that were "good enough" and were easier to be used as default tools on its dominating Windows operating
system[7][8].
Microsoft has also established signification presence in sectors such as web based services, server software, enterprise database management
system, software development tools and game console. Since 2003, Microsoft has been trying to establish itself as a major player in internet search
engine. However, its effort so far has not been successful. Google has been the run away leader in internet searching since the early years of 21st
century, leading Microsoft's Live Search and Yahoo! by large margins. In 2008, Microsoft acquired Yahoo! in a bid to close the gap on this particular
sector.
Microsoft's tactics in establishing dominance in the IT industry is often a matter of concern for governments. Both the U.S. and E.U. governments have
high profile and long running anti–trust suits against Microsoft. In both cases Microsoft was accused of abusing its monopoly power in its handling of

Dell Direct
GRADUATE SCHOOL OF BUSINESS STANFORD UNIVERSITY CASE NUMBER: EC
–17 November 2000 DELL DIRECT1 In 1995, a manager
from a leading Japanese computer company was recounting his company's plans to conquer the US Personal Computer (PC) market: "We have a strong
brand name in consumer electronics, and what's most important, we build many of the components that are needed in the PC ourselves: monitors,
audio equipment, CD–ROM, DRAM, and so on. This will give us a tremendous advantage over American competitors, who have to buy everything
outside" [1]. Several years later, it looks like the competitive weapon of this and other Japanese electronics giants had misfired. Hitachi, Sony and
Fujitsu have spent vast resources trying to crack the US PC... Show more content on Helpwriting.net ...
This New Computer Industry is largely based on a common silicon platform, upon which various companies build a very standard computer platform,
upon which you put systems software that is largely common throughout the industry, upon which you sell packaged applications, applications that you
buy, like records or CDs, at a store. Whoever has a storefront, telephone or warehouse can get into the distribution business.2 This horizontal structure
enabled IBM–PC "clones" like Compaq, a host of start–ups and established computer firms like Hewlett Packard to enter the market and manufacture
their 2 See Computer History Website http://gobi.stanford.edu/Computer_History/. by Haim Mendelson and Anne Korin at 2 own, IBM–compatible
PCs. The cutthroat competition among PC makers shifted the bulk of the profits to two highly–concentrated industry "slices": the operating system,
where Microsoft had a virtual monopoly, and the microprocessor, which was dominated by Intel. One of the manufacturers of IBM–PC "clones" was
Dell. Dell: Birth and Childhood (1983–1990) In 1983, Michael Dell was a college freshman, who upgraded IBM–compatible PCs in his spare time in
his dorm room at the University of Texas at Austin. Dell quickly realized that instead of upgrading older machines, he could buy components and
assemble the entire PC more cheaply by himself. Then, he

Dell Case Study
CASE STUDY
Creative Media Services
Written by Todd Beals
Media & Technology Analyst
4/22/03
TABLE OF CONTENTS:
Executive Summary..................................................................................3
Introduction............................................................................................4
Problem Identification...............................................................................4
Company Analysis....................................................................................5
Critical Success Factors..............................................................................7
Distribution Channel Analysis......................................................................8
Sales Infrastructure Analysis........................................................................9
Industry Analysis.....................................................................................9
Competitor Analysis.................................................................................9
Customer Analysis..................................................................................10
SWOT Analysis.....................................................................................11
Current Strategy (4P's, Target Market, Positioning)...........................................11... Show more content on Helpwriting.net ...
Can it continue to maintain its stellar track record in light of the sudden decrease in demand, especially with lower and lower profit margins resulting
from price wars in the industry ? Should Dell continue forward with its highly successful 'direct model' strategy to try and
4
sustain its profitability in light of the industry's –10% growth rate and 50% reduction in profit margins in late 2000, or should it change its expectations
and react to the commodity nature of the environment? Dell's immediate challenge is to try and sustain its positive growth rate, spike its stock
prices, and conquer new markets. But how does Dell choose its next product or service to offer the world ? It must make the right choices as to
what is the next value proposition that really matters to its customers. Another challenge for Dell is how to cope in a new world where technology
devices and components cost less and less (resulting in shrinking profit margins) that become obsolete practically overnight. Perhaps, Dell's biggest
challenge will be to have the discipline to know when and how to change strategies that have worked so well up to now. If Dell does not have the

vision and adaptability, it will be just a matter of time before another company does a Dell on Dell.
ANALYSIS –Dell's Competitive

Apple Case Study Essay
Danielle Williams – Strategic Management – Mertens Apple Case Study A.Problem Summary Apple's root problem is the ability for competitors to
drive product prices down through the creation of comparable devices or software. Apple is known for aspiring to bring innovative products to
market at a premium quality and accompanying high price. Gaining high profit margins on the sales of their products has counteracted the lesser
global market share percentage Apple has compared to other leading PC vendors. Exhibit 3b in the case study shows HP and Dell with more than
double the market share in the year 2002–2014 in the United States alone. Apple did not make the top list of market share percentage on the worldwide
market comparisons. In the more recent years of 2012–2014 Android became a top competitor with Apple by competing with comparable devices and
operating systems. Apple cannot afford to let competitors have the opportunity to control their pricing strategies and affectively decrease customer
perceived value. B.Analysis First, analyzing the external environment with Porter's Five Forces model reveals that Apple has low supplier power
which means costs in this area can be kept low since suppliers are competing with each other to obtain a supplier contract. Rivalry is high and forces
Apple to stay innovative in order to compete and be first to market with new technology. Analyzing internally through a value chain analysis identifies
supply chain management, operations,

harvard case apple
Case summary
Apple Inc. in 2012
Apple and its History Steve Jobs and Steve Wozniak founded Apple in California in 1976. Their mission was to introduce an easy to use computer
to market, which led to a computing revolution and quickly became the industry leader by selling more than 100,000 Apple IIs in 1980. After IBM
entered PC market, IBM PCs, which used Microsoft's DOS (OS), gained more market share and became the new standard for the PC industry. At the
same time, Apple introduced the Macintosh in 1984. However, Apple's net income fell 62% due to the Mac's slow processor speed and lack of
software limited sales. In 1985, Steve Jobs was forced out and John Sculley took charge of the Mac. Under the direction of Sculley, Apple... Show more
content on Helpwriting.net ...
First, Apple introduced a new OS in 2001. Second, Apple shifted to Intel chips and by the following year all Macintosh line ran on Intel making
laptops run faster for less power. The third strategy was the development of proprietary set of applications. The fourth strategy in becoming the "digital
hub" was to come up with a new distribution strategy: the Apple retail store, where customers can have a direct use and experience of Apple's product
and software. Moving Beyond Macintosh
The shifted new strategy of Apple was initiated by the release of iPod in 2001, followed by the iPhone in 2007, then by iPad in 2012. It was the iPod
that brought significant growth in Apple. Initially, the iPod was just another MP3 but soon became the icon of the digital age due to its sleek design
and user friendly interface. Moreover, iPod could sync with Windows as well as a Mac and offered accessory markets. Soon enough all the competitor
in MP3 market had to face the challenge of consumers comparing their model with iPod. However, the greatest challenge that the competitors had to
face was the introduction of iTunes store.
The two features that brought comparative advantage were iTunes desktop software which synchronized iPods with computers and iTunes music store.
With these two features Apple became the entertainment hub. The launch of iTunes store had a huge impact on the sales of iPod. After the launch of
iTunes, sales of iPod increased from 78,000 to 304,000 units in one

Apple Inc. in 2010
[pic]
9–710–467
APRIL 13, 2010
DAVID B. YOFFIE RENEE KIM
Apple Inc. in 2010
On April 4, 2010, Apple Inc. launched its eagerly anticipated iPad amid great hype. The multimedia computer tablet was the third major innovation that
Apple had released over the last decade. CEO Steve Jobs had argued that the iPad was another revolutionary product that could emulate the smashing
success of the iPod and the iPhone. Expectations ran high. Even The Economist displayed the release of the iPad on its magazine cover with Jobs
illustrated as a biblical figure, noting that, "The enthusiasm of the Apple faithful may be overdone, but Mr. Jobs's record suggests that when he blesses
a market, it takes off."1
The company started off as "Apple ... Show more content on Helpwriting.net ...
It sparked a computing revolution that drove the PC industry to $1 billion in annual sales in less than three years.5 Apple quickly became the industry
leader, selling more than 100,000 Apple IIs by the end of 1980. In December 1980, Apple launched a successful IPO.
Apple's competitive position changed fundamentally in 1981 when IBM entered the PC market. The IBM PC, which used Microsoft's DOS
operating system (OS) and a microprocessor (also called a CPU) from Intel, was a relatively "open" system that other producers could clone. Apple, on
the other hand, practiced horizontal and vertical integration. It relied on its own proprietary designs and refused to license its hardware to third parties.
IBM PCs not only gained more market share, but they also emerged as the new standard for the industry. Apple responded by introducing the
Macintosh in 1984. The Mac marked a breakthrough in ease of use, industrial design, and technical elegance. However, the Mac's slow processor
speed and lack of compatible software limited sales. Apple's net income fell 62% between 1981 and 1984, sending the company into a crisis. Jobs,
who was often referred to as the "soul" of the company, was forced out in 1985.6 The boardroom coup left John Sculley, the executive whom Jobs had
actively recruited from Pepsi–Cola for his marketing skills, alone at the helm.

The Sculley Years, 1985–1993
Sculley pushed the Mac into new markets, most notably in desktop

Microsoft Antitrust Case
Introduction
This case study is about the antitrust case of Microsoft's business practice around its Internet Explorer product. In this case study, the background of
the case is discussed, followed by a discussion on whether Microsoft was abusing its monopolistic power in trying to win over its competition, and
whether Microsoft was anti–competitive as alleged by people who opposes the company. In addition, the case also relates to how consumers are
impacted by Microsoft's business practices, and how the intervention of legal system has influenced the software market.
Analysis
Background of the Case
On May 18 1998, Microsoft was sued for illegal competitive practices to protect its monopoly, by the U.S. Department of Justice (DOJ) and the
Attorneys General of twenty U.S. states. In addition, the DOJ sued Microsoft in October 1998 for violating a 1994 consent decree by bundling its
Internet browser with the Windows software. Judge Jackson found Microsoft's dominance of the personal computer (PC) based operating systems (OS)
to be a monopoly, that Microsoft had taken anticompetitive actions. He judged that Microsoft had violated Sections 1 and 2 of the Sherman Antitrust
Act and ordered a breakup of Microsoft into two units, one for the OS and the other for non–OS softwares. However, the Court of Appeals announced
... Show more content on Helpwriting.net ...
First, whether Microsoft was allowed to bundle its flagship Internet Explorer (IE) web browser software with its Microsoft Windows operating system.
Bundling IE with the OS gave Microsoft a competitive advantage, as the competing web browsers had to be downloaded or purchased at a store.
Second, whether Microsoft altered or manipulated its application programming interfaces (APIs) to favor Internet Explorer over third–party web
browsers. Third, legality of Microsoft's conduct in forming restrictive licensing agreements with original equipment manufacturers (OEMs), given
Microsoft's intent in its course of

Case Study Example Apple
Case Study Assignment_ Decision Essay 1. Brief Summary of Case Apple Inc., which designs, produces and famous for computers, MP3 players,
phones, and tablets, is one of the largest and most profitable companies in the world. The company was found in 1976 by Steve Jobs and Steve
Wozniak in Los Altos, California. At the beginning, Job's mission was to bring an easy
–to–use computer to the market, which led to the release of the
Apple II in April 1978. After that, Apple quickly became the industry leader and launched a successful IPO in 1980. In 1985, due to decline of Apple's
net income, Jobs was forces out and John Sculley started to lead this company. Sculley pushed the Mac into new markets, most notably in desktop
publishing and... Show more content on Helpwriting.net ...
iPad: 1. Until 2012, 55 million iPads had been sold; Apple had built another $35 billion business. 2) Quit nonprofit and unpopular product (e.g. Mini
iMac, Apple TV) and develop and introduce new product Criteria Evidence Paltry sales Mac Mini: Apple's entry–level desktop, the $599 prices tag did
not come with a keyboard or a mouse. Consumers could buy other desktop with more functions and faster performance at a lower price. Apple TV:
its sales were paltry compared to Apple's other products. These two products did not generate enough profit for Apple. Revenue 1. From the Exhibit
1a, Apple Inc. selected Financial Information, 1991 to 2012, we can see that the sales after 2001, 2008 and 2010 (when iPod, iPhone and iPad were
introduced) achieved significant increasing, that is because Apple introduced new produces to the market. According to this historical evidence, we
can expect that if Apple introduce new successful product to the market (eg. Apple Watcher, iWatch), these new produce may generate more revenue
for Apple. 2. For a few weeks during the spring of 2012, Apple's market capitalization surpassed $600 billion, making it the most valuable company in
the history of the world. 3) Keep expanding new market such as China Reasons: Criteria Evidence Consumer behavior In countries such as China, the
iPhone was just taking off in 2012: even without subsidies, Chinese

Dell Inc. Business Policy Paper
Introduction Dell Inc. is one of the world's largest information technology firms, serving individual consumers as well as small businesses and large
enterprises. The company manufactures and sells PCs and related equipment, including network servers, printers, displays, projectors, and storage
systems. Founded from Michael Dell's dorm at the University of Texas in 1984 with a mere $1,000, Dell's revenues have grown to approximately $61
billion in 2009. This stemmed primarily from a direct–sales model and a well–managed supply chain, which provided Dell with significant operating
margin advantages over competitors. Despite its historic success and legacy, in recent years Dell experienced difficulties in an evolving marketplace,
which... Show more content on Helpwriting.net ...
Sustainable competitive advantage is limited since competitors quickly imitate others' successful advances. For instance, all major manufacturers have
implemented variations of direct sales and efficient operations – Dell's main competitive advantages. Retaliation is prevalent, as well: when Dell
entered the printer business, HP severed its supplier contracts of printers, cameras, and scanners with Dell.[ix] Thus, strategic actions are often
undermined. Conclusion. While still one of the largest in the world, the PC industry is clearly saturated. Four of the five forces affecting industry
profitability are high, lowering industry profitability and establishing an unfavorable environment for existing players. To have success in the industry a
company must rely on the following key success factors: (1)value chain management, (2)management, (3)technological innovation, (4)reliability and
support, and (5)comprehensive product offerings. (For further detail refer to Appendix E: Key Success Factors in the PC Industry)
Firm Strategy
Historically, Michael Dell's built–to–order concept – selling personal computers directly to enterprises and government organizations as well as, to a
lesser extent,

Worldwide Network Security
MARKET ANALYSIS Worldwide Network Security 2012
–2016 Forecast and 2011 Vendor Shares
John Grady
IDC OPINION
The worldwide network security market grew by 6.1% in 2011. The total market, which includes firewall, unified threat management (UTM), intrusion
detection and prevention (IDP), and virtual private network (VPN) solutions, reached $7.4 billion in 2011. UTM revenue saw the strongest growth at
17.4% and reached $2.2 billion. The IDP market saw more moderate growth at 4.5%, reaching $1.9 billion. The firewall segment remained the largest
component of the market at $2.4 billion but grew only a modest 2.9% over 2010. Revenue from standalone VPN solutions fell 5.3% to $0.9 billion.
IDC expects the firewall and VPN segments to remain ... Show more content on Helpwriting.net ...
15 11 Key Forecast Assumptions for the WorldwideNetwork Security Market, 2012–2016 .................. 18 12 Worldwide Network Security Revenue,
2006–2016: Comparison of November 2011 and June 2012 Forecasts.................................................................................................................... 26
©2012 IDC
#235631
LIST OF FIGURES
P 1 2 Worldwide Network Security Revenue by Function, 2007–2016.................................................. 14 Worldwide Network Security Revenue,
2006–2016: Comparison of November 2011 and June 2012 Forecasts.................................................................................................................... 27
#235631
©2012 IDC
IN THIS STUDY
This IDC study examines the worldwide network security market, including firewall, UTM, IDP, and VPN solutions, from 2011 to 2016. It provides
vendor revenue shares and market sizing for 2011 as well as market growth forecasts for 2012–2016.

Methodology
See the Methodology in the Learn More section for a description of the forecasting and analysis methodology employed in this study. In addition,
please note the following: пЃ№ The information contained in this study was derived from the IDC Worldwide Security Appliance Tracker as of
March 30, 2012. пЃ№ All numbers in this document may not be exact due to rounding. пЃ№ For more information on IDC 's definitions and
methodology, see IDC 's Worldwide Security Products

Revitalizing dell
Situation Statement Dell Computer Corporation was founded in 1984 by Michael Dell. From the early 1990s until the mid–2000s, Dell was ranked as
a PC market leader relying on their distinctive marketing pattern "Direct Model" which undertook direct communication with customers and provided
customized products. Recently, the PC industry is facing inconceivable worldwide competition, and Dell is gradually losing their competitive
advantages by using its direct model in critical business segments. The company is facing shrinkage of growth, increasing competition, declining
quality of customer service, and limitation of expansion. These issues have an enormous impact on Dell's position as a technological giant in the PC
industry.... Show more content on Helpwriting.net ...
Dell positioned itself as a successful differentiator; however, its competitive differentiation is no longer an advantage for it due to the ease of their
Direct Model imitation. Home and corporate users dominate the five categories of buyers on PC consumption. There are large amounts of these
buyers in the market that are price sensitive and have low switching costs on their products which raises overall buyers' power. However, in the
case of Dell, many customers became frustrated with Dell. For example, Dell's call centers received manyf discouraged clients' comments. One
reason: many service representatives were trained to solve only one category of a problem, so almost 45% of calls had to be transferred from the
agent who answered the call to someone with the knowledge needed to help the customer. Richard L. Hunter, who was brought in to improve Dell's
customer service, called the situation "terrible", explaining that it was comparable to "delivering materials to the wrong factory 45 percent of the
time." Worse, to slow the tide of calls from customers, Dell tried removing its toll–free service number from its website. Customers' reactions showed
up in Dell's declining market share and slumping customer satisfaction ratings (Certo, 2013). Moreover, when Dell went on to expand its tech support
outsourcing with other call centres in India, customers began complaining. Consequently, Dell stopped being perceived as an American role

Dell Computer Corporation вЂ“ Strategy and Challenges for...
DELL COMPUTER CORPORATIION | Strategy and Challenges for the 21st Century| | Table of Contents INTRODUCTION4 1.1PC and Laptops–
Cash Cow6 1.2 Storage Solutions – Cash Cow6 1.3 Servers and Networking – Cash Cows7 1.4 Services – Dogs7 1.5 Peripheral –
Dogs...................................................................................................7 2. ANSOFF'S GROWTH MATRIX8 2.1 Market Penetration
...............................................................................................9 2.2 Market Development..........................................................................................10 2.3
Product... Show more content on Helpwriting.net ...
The BCG analysis is executed using information we gathered from sources such as Gartner, Reuters, Dell corporate web–site, and some industrial
reports (Please note that the references can be found in the appendices). We have classified DELL's Strategic Business Units as follow 1.1PC and
Laptops – Cash Cow DELL's PC and laptops business have strong market share in the United States and is fast gaining market share worldwide with a
double–digit growth rate in countries such as India and China. DELL is ranked the world's number two PC maker with a market share of 13.7
percent for the 2nd quarter of the year 2009, according to the industry tracker IDC. Due to the recent global economic downturn, DELL posted a 22%
decline in PC revenue, which made up to about 60% of DELL's overall revenue (Source: Reuters 7/10/2009 – Appendix 1.1). PC and laptops are
DELL's core businesses. DELL's PC business continues to grow in Asia and the focus will be in China and India for the next few years. 1.2 Storage
Solutions – Cash Cow Although DELL's storage business contributes to a small percentage of its total revenue, it has a market share of 9.2% market
share and is ranked number 4 in the storage solution business.

What, Historically, Have Been Apple's Competitive Advantages?
APPLE INC. 1. What, historically, have been Apple's competitive advantages? Apple pursues a differentiation strategy since it started in 1976. Only
one time they offered a computer aiming for the mass market, but soon came back to their differentiation strategy. This differentiation strategy was at
one point supported by a strong promotion campaign, with the goal of to 'differentiate the Macintosh amid intense competition in the PC industry.
Apple has always been a very innovative PC manufacturer. Through excellent R&D, Apple always managed to launch PC innovations on the market.
Although the products sometimes showed weaknesses, the innovative role still gave Apple a lot of attention. Apple designed its products typically
from scratch,... Show more content on Helpwriting.net ...
market. In addition, people could use and experience AppleВґs software at the Apple retail store. In any case AppleВґs retail strategy was a huge
success. 3) How sustainable is Apple's competitive position in the PC's? The repositioning of the company in 2007, from Apple Computer to
Apple Inc, was a clear indication that the main focus was no longer attributed to the PC market. With this change in prioritization, one could
imagine that Apple's competitive position in regards to PC's would be weakened, due to capital and R&D efforts being directed elsewhere. But this
is not the case. In fact, Apple's new broadened portfolio and "hub" strategy has only helped to fuel the PC sales even more. This development boils
down to several factors, including a strengthened brand image that the new products have contributed to, and the success of the "ecosystem" that the
company has created around its products. Although Apple is now making its profits in many new areas, the PCs still account for a great part of the
total sales. The price for a MAC is relatively high compared to the competition, and Apple is able to keep the price at that level because their PCs
serve the luxury end of the market. Many design conscious consumers prefer the MAC and this niche strategy contributes to securing Apple's position.
The company actually tried to introduce a cheaper PC version, but this was not a success. One of the main

Acer Swot Analysis/Pest Analysis
1 Background to Acer Acer is a global force in the IT market. The company's goal (September 2009) is to become the world's number one netbook
vendor. Acer was founded by Stan Shih and his wife, with a group of fi ve others, as Multitech in 1976. The company was renamed Acer in 1987. It
began with eleven employees and US$25,000 in capital. Initially, it was primarily a distributor of electronic parts and a consultant in the use of
microprocessor technologies, but over time it began to develop as a PC manufacturer. The global headquarters are located in Hsinchu City, Taiwan.
Acer began its entry into laptops with the purchase of the mobile PC division of Texas Instruments in 1997. In 2000, Acer divested its manufacturing
operations in order... Show more content on Helpwriting.net ...
We believe that Acer's easy–to–use, dependable and reliable products and services have enabled the world to get access to the opportunity for
sustainable development. We dedicate ourselves to providing advanced products with higher environmental value. Acer will 'walk the talk' on CSR by
means of a top–down process, and will dedicate itself to being a global PC and IT player which embeds CSR as a key priority. Acer recognises our
infl uential power to engage suppliers to work together for improving the resource effi ciency of IT products. We believe that Acer will continuously
create value and competitive advantage by the timely integration of sustainability and CSR into its business agenda and through our ability to
practically and ecoeffi ciently transform our unique understanding of business and sustainability into a comprehensive selection of innovative
solutions. CS1210 4 5 Strategies Acer has several key strategies, one of which is to be very acquisitive, as APPENDICES 1 and 2 demonstrate. There
is a clear sense of purpose and a proven record of successfully integrating the new acquisitions. "We conducted in–depth research and defi ned a new
multi–brand strategy: Acer, Gateway, eMachines and Packard Bell each have clear brand positioning by geography and customer segment and with
differentiated product line design." (From Acer Annual Report.) The multi–brand strategy

Ibm : The New Era Of The Technology Industry And At The...
Background
Founded in June 1911, IBM has always been a leading company in the technology industry and at the forefront of innovation. It is a manufacturer of
computer hardware and software, and also provides infrastructure, hosting and consulting services. Before the 2000s, IBM was the largest PC
vendor in the world. However, the hardware sales have continually declined since 2000, and IBM sold its PC group to Lenovo in 2004, as well as its
x86 Server Business in 2014. In the new era of the technology industry, IBM has faced the challenge to transit from a hardware manufacturer to a
service company.
IBM has weaknesses in the transformation of its business model. It is lack of flexibility in the transition because of its large company ... Show more
An efficient and flexible sales process allows you to vigorously respond to market changes and make profit.
п‚џAnalyse trade mechanisms in both established and emerging target countries in order to expand into foreign markets.
A comprehensive market research allows you to systematically manage business opportunities. Our team will develop these researches in different
countries for you based on a quantitative analysis of trade history, potential costs, competitors, customer profiles and local government policies. This
analysis will allow you fully understand the prospects of target markets and ensure your sales force uses its limited resources for the most profitable
effect.
Benefits
Our company is a leading consulting firm in the various industries, especially in the technology industry. The members in our team are experts in
corporate strategy and have worked with plenty of clients from the software industry to services. We can bring real world experience to the table and
provide invaluable prospective regardless of your current stage of business development.
The expected outcomes as follows will be achieved from our realistic and flexible Action Plan, which focuses on addressing the issues like innovation,
growth and expansion.

1. Stronger market research and targeting.
2. More distinct scope of future

Dell Inc. in 2008: Can It Overtake Hewlett-Packard as the...
Dell Inc. in 2008: Can it overtake Hewlett–Packard as the Worldwide Leader in Personal Computers? Dell is a global company that delivers products
and services in more than 190 countries and over 40000 employees who live and work on six continents. The company deals in enterprise computing
products, desktops, monitors, printers, notebooks, handhelds, software and peripherals with a focus on fully integrated improved environmental
performance into business. The company had gone through many ups and down from its inception in 1984 and has to face many challenges and
competitions to stay ahead in the market (Kolter and Lee, 2008). This paper strategically discusses the fall and rise of Dell Inc from 2007 to 2008 and
to compare Dells... Show more content on Helpwriting.net ...
Dell products received over 400 awards relating to design, quality and innovation in 2007 while generating revenues of $61.1 billion with profits of
$3 billion, majority of being generated through sales of personal computers at $19.6 billion. Resource Based View Approach Dell's strategy constitutes
of four tenets to delivering superior customer value by selling direct to customers eliminating wholesale and retail dealer, allowing customer to built
custom built product to meet the consumer's need, highly efficient supply chain and manufacturing organization, and by delivering added value to
customers. Dell Inc follows resource based view (RBV) strategy as it tries to achieve a competitive advantage over its rivals by using the

Apple Case Study
1.Historically, what were Apple 's major competitive advantages? Apple were a very successful company at maintaining competitive advantage over its
main competitors, this success can be analysed in more detail using Porter 's five forces model which is broken into: 1.The threat of substitute products
2.The threat of the entry of new competitors 3.The intensity of competitive rivalry 4.The bargaining power of customers 5.The bargaining power of
suppliers These are the five forces that determine the competitive intensity and therefore attractiveness of a market. The threat of substitute products
Lev Grossman once commented that, "Apple is essentially operating its own closed miniature techno–economy." In other words Apple... Show more
This had become a steady trend since the inception of the PC industry in the mid 1970s. IBM are recognised as being the company who brought
the PC to the mainstream and made it more affordable to the everyday user. For this reason the IBM brand became closely associated with quality
products and retained a sizeable proportion of the market in the early 1980s. People were so drawn to IBM that they were reluctant to purchase
product clones for fear of inferiority. These trends grew until an estimated 900 million PCs were in use worldwide in 2005. IBM began to lose its
dominant grip on the market in the late 1980 's and its "IBM–compatible" standard, which was seen as being the best there was, was replaced by
"Wintel" (Windows operating system with Intel processors). Markets for PCs such as the Asian market began to flourish and the average price of a
PC actually fell from $1,699 in 1999 to $1,034 in 2005. From a manufacturing point of view the PC is made up of four main components, a
microprocessor, a motherboard, memory storage and peripherals such as a keyboard, mouse etc. Therefore anybody with any bit of manufacturing
knowledge could build a PC. This is mainly due to the fact that PC components have become increasingly standardised, in turn the leading PC
manufacturers slashed their R&D budgets from 5% to 1%. Companies such as Dell, instead, opted to invest their money in other areas such as
marketing etc. to give them a competitive edge. Outsourcing

Lenovo Financial Paper
Financial Analysis
Lenovo Group Limited
CONTENT I. Introduction3 1.Background3 2.Nature of business8 3.Description of product/services9 4.Current Revenue size and Profit12 5.Major
Market Served15 6.Ownership16 7. Other relevant basic information17 8.Company`s business strategy21 II. Analysis of Company Performance21
1.Company Growth21 2.Financial ratios23 3.Liquidity23 4.Leverage25 5.Profitability – Dupont Analysis26 6.Fiscal Fitness Alman's z–score27 III.
Analysis of Company`s Value Creation28 IV. FINANCIAL PROJECTIONS31 1.Assumptions31 2.Forecast Balance sheet of Lenovo 2013
–201532
3.Forecast Income Statement of Lenovo ... Show more content on Helpwriting.net ...
1995 IBM PCD introduces the "butterfly" keyboard.IBM PCD moves from Boca Raton, Florida, to Raleigh, North Carolina. Legend introduces the first
Legend–brand server.
1996 Legend becomes the market share leader in China for the first time.Legend introduces the first Legend brand laptop.
1997 IBM PCD introduces the industry's first notebook equipped with a DVD–ROM, the ThinkPad 770.Legend signs an Intellectual Property
agreement with Microsoft, the most valuable deal ever made in China at the time.
1998 IBM PCD introduces the industry's first Think Light, a small light that illuminates the keyboard in low–light work environments, such as onboard
an airplane. The millionth Legend PC comes off the production line. Intel Chairman Andy Grove attends the ceremony, and takes the PC for Intel's
museum collection. Legend establishes the first Legend Shop.
1999 IBM PCD introduces the industry's first mini–notebook, weighing less than three pounds, with standard ports and a keyboard that is 95 percent of
full–size.
IBM PCD announces its exit from the retail business.
IBM PCD introduces the industry's first PC with an embedded security chip.
Legend becomes the top PC vendor in the Asia–Pacific region and heads the Chinese national Top 100 Electronic Enterprises ranking.
Legend launches pioneering Internet PC, with its "one–touch–to–the–net" feature, which enables millions of Chinese PC users to easily access the
Internet.
2000 IBM PCD ships

Mkt 505 Assignment 1
MKT 505
Dr. Benjamin Bao
4/22/2012
MKT 505
Dr. Benjamin Bao
4/22/2012
By: Brandon Lamond Meadows
By: Brandon Lamond Meadows
ACER ANALYSIS
ACER ANALYSIS
ACER ANALYSIS Founded in Taiwan, Acer is a multinational manufacturer of electronics. They also happen to own the largest franchisedpersonal
computer retail chain that exists in Taipei, Taiwan. It is also the 3rd largest personal computer manufacturer in the world behind Hewlett Packard and
Dell Incorporated. Their product line incorporates a variety of personal computer products including laptops, desktop systems, as well as servers and
storage, peripherals, displays, e–business services for business, government, education, and even home users, and personal digital ... Show more content
on Helpwriting.net ...
Typically, however, quoted paradoxical statements do not imply a real contradiction and the puzzling results can be rectified by demonstrating that
one or more of the premises themselves are not really true, a play on words, faulty and/or cannot all be true together. That definition can be applied to
the approach that Shih utilized for company. The premise of utilizing a local market in order to capture a global market seems uncanny to most. But
Acer had the know–how to compete in the local sector because it has power among its global partners that works to its advantage. It has access to
several key technologies, innovative outlets and possesses a economies of scale. Knowing the market also aids the company in being successful in the
local arena. After strengthening its ties locally it is better equipped to capture more of the global market
3) Determine what strategies Acer can apply to become the world's third largest PC company, behind Dell and Hewlett–Packard. Acer's acquisitions
have aided it in rising to become a very powerful player in the PC industry. According to Businessweek.com, the company is benefiting from its $710
million purchase of Gateway, announced in August 2007. At the time of the deal, Gateway was the third–biggest PC brand in the U.S., and the

purchase has helped Acer gain ground in a market that had long stymied the Taiwanese

Pros And Cons Of Linux
INTRODUCTION WHAT IS OPERATING SYSTEM The operating system is the most important program that runs on a computer system.. Every
general–purpose computer must have an operating system to run other programs and application. Computer operating systems perform very basic
tasks, such as recognizing input from the keyboard, sending output to the screen keeping track of files and directories on the disk, and controlling
peripheral devices such as printers. For large systems, the operating system has even greater responsibilities and powers. It is like a traffic cop it makes
sure that different programs and users running at the same time do not interfere with each other. The operating system is also responsible for security,
ensuring that unauthorized users do not access the system.... Show more content on Helpwriting.net ...
Command lines only accept textual commands that must be typed by hand, and are often too complicated for novice users. PROS OF LINUX 1.Price:
Linux is F–R–E–E. You can download it, install it, use it, modify it. 2.Variety: Linux is not a full operating system. It is just a kernel. To use the
kernel, additional software needs to be bundled with Linux. Several hundreds of these bundles (called "distributions" ) exist. The most popular ones
include Mint and 3.Fedora. The good thing is, with so many different variety of Linux, there is always one to suit your needs 4.Viruses: Although
being more vulnerable to viruses than Mac (because it is open source), Linux still has very, very, very few viruses CONS OF LINUX
1.Complicated: Although some distributions are quite easy to use, most of them will required a good deal of computer knowledge in order to get
them to work. 2.Compatibility: Like Mac, representing only a few percents of the market share, Linux does not have as many programs and games as

Portable Pc : The Laptop Market
HaLim Kim
Mr. Wolfenden
Economics
17 November 2016
Portable PC – The Laptop Market Laptops, also known as notebook computers, are personal computers which are deisnged to be portable, while
keeping similar functions as desktops. The first laptop, Osborne 1, was an 11 kg laptop with 5 inch screen, released in 1981 by the Osborne Computer
Corporation (History). Since 1981, the laptop industry have experienced a rapid growth, now becoming one of the 'key industries' of the modern
society (Chen). This paper investigates the current laptop market by analyzing different companies, including Apple, Dell, HP, Lenovo, and Asus,
which are the top 5 vendors of the market, along with one extra company, Microsoft, to find out the current status of the laptop industry, and its future.
To make the comparing process more simple, this paper will focus on one laptop from each companies, with similar specifications. Apple, referred as
one of the most innovative companies in the 21st century, was founded by Steve Jobs, Steve Wozniak, and Ronald Wayne in 1976 (Rawlinson). They
have entered the laptop market in 1989 with the product named 'Macintosh Portable'. As of November 2016, the Apple Inc. (AAPL) has the greatest
market capitalization value among all its competitors, which is 593.11 Billion USD. Its P/E rate is 13.39, and the EPS is $8.31. Apple's laptops are
named 'Macbook', with three different models: Macbook Air, Macbook, andMacbook Pro. Macbook Air is a relatively lower end product

Global Equity Research Telecommunications Equipment
12 April 2012 Global Equity Research Telecommunications Equipment
Smartphones 2012
Research Analysts Kulbinder Garcha 212 325 4795 kulbinder.garcha@credit–suisse.com Deepak Sitaraman, CFA 212 325 5808
deepak.sitaraman@credit–suisse.com Achal Sultania 44 20 7883 6884 achal.sultania@credit–suisse.com Alban Gashi 212 538 3033
alban.gashi@credit–suisse.com Talal Khan 212 325 8603 talal.khan@credit–suisse.com Matthew Cabral 212 538 6260
matthew.cabral@credit–suisse.com Vlad Rom 212 325 5442 vlad.rom@credit–suisse.com
INDUSTRY PRIMER
Growth robust...time to think compute
Raising smartphone estimates. We raise our global smartphone market forecast by 9%/15% to 688mn/885mn units (46%/29% growth) in 2012/2013,
driven strength in both ... Show more content on Helpwriting.net ...
U.S. Disclosure: Credit Suisse does and seeks to do business with companies covered in its research reports. As a result, investors should be aware that
the Firm may have a conflict of interest that could affect the objectivity of this report. Investors should consider this report as only a single factor in
making their investment decision.
в– в– в– в– в– в–
12 April 2012
Table of contents
Executive summary Raising smartphone estimates Forecasting smartphones based on TCO Linking our TCO analysis to the addressable market
Smartphone volumes to grow at CAGR of 26% Price point work also shows 1.1bn units long term Significant growth being seen in the low end A
specific growth opportunity within China LTE could be a game changer Improving device availability LTE speeds could drive new services
Coverage expansion of LTE networks Aggressive rollout plans in US and China An upgrade cycle like none before A war of ecosystems..... Apple–
the iOS and Mac ecosystem Google/Android – a one trick pony? Windows 8 – what about the upgrade cycle? Developer dynamics are critical

Smartphone economics Carriers have seen margin pressure Smartphone economics What can carriers do? Smartphones – winners and losers Apple
scope for share gains exist on multiple fronts Samsung – a strong second Nokia – heading for third position in smartphones Multiple Android vendors
may struggle HTC – still bleeding share Motorola Mobility/Google – losing steam in the US Sony – change of

Apple Case Study
Question 1: What, historically, have been Apple's competitive advantage?
Historically, Apple's competitive advantage has been product differentiation and premium pricing strategy. Apple is known for offering high
–end
innovative products. Mike Markkula, investor and entrepreneur, was able to attract a lot of venture capital which allowed Apple to place a significant
investment into R&D in order to create its premium products. Unlike other "Wintel" firms that manufacture only hardware, Apple controls both
hardware and software placing it into a unique position of providing consumers with a complete desktop solution. Their competitive advantage was
driven by software such as Aldus Pagemaker and peripherals such as laser printers. ... Show more content on Helpwriting.net ...
Right before they had acquired NeXT, a software company created bySteve Jobs that gave them the resources they needed to advance their OS, Apple
had almost gone bankrupt.
Question 3: How sustainable is Apple's competitive position in PCs, MP3 players, and smartphones? Apple's long term competitive advantage will be
sustained because of their differentiation and pricing strategies. Apple nested the concept of the "digital hub" where Mac could be the preferred "hub"
to control and integrate all its products. They followed a very aggressive distribution strategy to penetrate the market and increase their reach to the
consumers. Their retail stores will enable increased sales by letting the consumers experience their software and products first hand. Apple placed the
ads in popular fashion magazines as opposed to just general computer publications. Through their initiatives of the "digital hub" comprising of iTunes,
iPhoto, iWeb, they have been successful in practicing the strategy of bundling. Using this approach they create a perception of providing consumers the
value for their money; however they extract the consumer surplus which results in positive economic profits Appx. 1, 1.1.
Apple will continue to sustain its target market in the PC world, which are the home consumers and the education industry. They value design, mobility
and wireless

Essay about Apple Inc. in 2012
Apple Inc. in 2012
[Group] Case Study
Prepared By:
Aman Chahal
Edward Abeleven
Ruchi Badhwar
Steven Mathews
Uttara Jadhav
Students of:
Marketing Management 6215
California State University – East Bay
Prepared For:
Lan Wu
Professor of:
Marketing Management 6215
California State University – East Bay
October 11, 2012
Table of Contents

Introducing Marketing and Apple Inc..........................................................................1
Understanding The Micro Marketing Environment.....................................................2
For Apple's Mac Computers
Apple's Sustainability Position in Competitive PC Market.........................................5
Apple's Sustainability ... Show more content on Helpwriting.net ...
The Micro marketing environment plays an important and crucial role in Mac's line of success.
The Company:
"A lot of companies have chosen to downsize, and maybe that was the right thing for them. We chose a different path. Our belief was that if we kept
putting great products in front of customers, they would continue to open their wallets."
– Steve Jobs, Apple CEO & Founder
The sales of Mac had hit bottom–line in 1996 (APPENDIX A). Lower sales increased inventory. Apple was on the verge of being bankrupt. In 1997,
Apple reduced their inventory and started making major investments in the R&D department to focus on developing innovative products that
would appeal to consumers. Apple also acquired Jobs' owned software company, NeXT. Apple developers modified the Unix
–based code from
NEXTSTEP and combined it with the graphical user interface of existing Mac OS. The result was a stable, high–performance operating system that
had the stability of Unix and the intuitive interface of the Macintosh. Apple's iMac was distinguished because it could act as a hub for controlling and
integrating the digital devices such as cameras, portable music and mobile phones.
Intermediaries:
"It's better to be a pirate than to join the Navy."
– Steve Jobs, Apple CEO & Founder
Apple realized the power of direct marketing and launched their online shopping website. This website showcased their new designed and high
performing iMac. This

Microsoft Versus the Department of Justice Essay
Microsoft Versus the Department of Justice
In today's high–tech ultra–fast paced world, there can be no debate as to the importance of personal computers. Personal Computers control virtually
every aspect of our daily lives. Businesses, regardless of their size, have local area networks, company Intranets and high–speed wide area networks.
Billing, inventory and invoicing would be impossible without help from our Personal Computers. Stocks, bonds and commodities are traded in the
markets around the world entirely by computer. The Banking industry relies enormously on Personal Computers for every transaction. Communicating
without email, fax transmissions and other forms of computer aided information transfers would be ... Show more content on Helpwriting.net ...
This crafty marketing spites the entire concept of competition. It handcuffs the PC hardware manufacturers, who are compelled to submissively
promote the Microsoft product line on each and every computer they sell. This is clearly a handicap to third party software vendors like Corel and
Adobe. This practice also hurts the consumer by limiting personal choices. Even though there may be far superior products on the market, the PC
manufacturing companies are legally obligated to only include Microsoft products.
In 1985 Apple Computer was forced into licensing some of their user interface elements to Microsoft, for incorporation into Windows version 1.0. This
license was granted only after Microsoft threatened to discontinue development of Macintosh applications. Microsoft was the leading developer of Mac
programs, and without their software, Apple would have been doomed to bankruptcy. Apple had no choice but to give in to Microsoft's demands.
Microsoft also threatened three computer companies over Internet browser contracts. Compaq, Gateway and Micron computers wanted to replace
Microsoft's Internet Explorer with another World Wide Web browser. Not only did Microsoft say no, but court records filed in Washington D.C. stated
that Microsoft threatened manufacturers seeking to remove its

Esri
ESRI CASE STUDY 1. Of the three types of uncertainty that characterize high–tech markets, which type is ESRI experiencing most acutely? Elaborate
and provide strategic implications for ESRI. a) In this case, I think the ESRI suffer the most in the technology uncertainty. i. Concerns over
obsolescence. Technology is evolved extremely rapidly with the relevant elements develop simultaneously and interactively. Microsoft and Google
integrate PC, Broadband Internet connection and powerful search engines together to offer virtual globes service which challenge the traditional
industry model of market segmentation. As the world's leading vendor of DIS system software, ESPI faced severe challenge of new innovation and
products. The... Show more content on Helpwriting.net ...
b) In my opinion, ESRI face very severe challenges bring by the disruptive technologies. i. New innovation came out with bulk of relevant advanced
technologies, and gradually absorbed considerable customers and occupied a big market. That what Google earth did and had already put a great threat
to existing GIS. The new virtual globe has leaded the GIS industry into a new ear and changes the situation of GIS from professional use to mass
entertainment. 4. Should ESRI explicitly target the new GIS customer (mainstream, nonprofessional, low–end)? If so, what organizational changes
might this require? a) Personally, I think due to the great market potential, ESRI should target this group of internet users as further customer. The
internet users among the world increase sharply as the rapid popularity of PC and internet, thus, the great potential of the mass market can not been
ignored, otherwise, the market share of professional software will be reduced as the development of competitors. b) Organization Changes. The
company's value network, business model and particularly the organization structure need to change to adapt to the new market. ESRI organization
structure need to be more decentralized, with fluid job responsibilities and extensive lateral communication processes. Members

What Are The Strengths And Weaknesses Of Dell
SWOT
StrengthWeaknesses
1.Brand name valued at $7.5 billion
2.Product customization
3.Environmental record
4.Competency in mergers and acquisitions
5.Direct selling business model
6.Market headship
7.Direct sales strategy
8.Price on performance basis
9.User friendly websites
10.Most up–to–date technology
11.The business model of dell which focuses on a built to order framework where the middleman is removed and PCs are sold directly to the end buyer
12.Strong strength of sales strategy through a variety of mediums ranging from conventional to e–commerce
13.Elimination of the mark ups added by the reselling party through the direct sales to end buyer resulting in lower costs to consumer without cutting
down margins for Dell
14.Reliability ... Show more content on Helpwriting.net ...
It helps in understanding the strong points of the company in the marketplace against its competitors, suppliers, and consumers. The relationship of
Porter's five forces model has been explored here accompanying the report.
Rivalry against existing competitors:
The industry comprises players like Dell, IBM, HP, Toshiba, Gateway etc. The rivalry in the market is based on cost and competitive benefit.
Threat of new entrants:
Every company tries its maximum to beat and do better than competitors by producing the most recent technology and then price them competitively.
Most likely, this is the rationale that new companies find it very tough to enter the market and the existing challengers try their level best to either
sustain their market.
Bargaining power of Buyers:

In the private computer industry the bargaining power of the buyer is very soaring due to the fact that there is very less degree of brand reliability in
the market because most of the producer produced alike products. In addition to deficiency of brand reliability, the switching cost is very less in the
industry because most of the systems are based on the Intel processor.
Bargaining power of

Dell Strategic Management Report
SM assignment 2пјљ "Internal elements pose more potential risks to an organisation achieving its strategic objectives than external elements." Dell is a
multi–national information technology corporation which designs, develops, manufactures, markets, sells, and supports a range of computer systems
and services that are customized to individual customer requirements. As one of global PC suppliers, Dell set 2 strategic objectives to achieve, to be
the No.1 global market share PC supplier, and optimize the balance of liquidity, profitability, and growth with a focus on increasing the mix of their
product portfolio to higher margin products and recurring revenue streams. (Dell annual report 2009, pg 4). Dell existed in one of the biggest... Show
more content on Helpwriting.net ...
People like ipad because of the new technology, easy to carry, better performance and similar prices as laptop. Therefore ipad is the obstacle for
Dell to achieve their strategic objectives, because ipad leads to reduce the sale amounts of Dell computer, the profits of Dell computer will be a
huge loss. This force describes the intensity of competition between existing players (companies) in an industry. High competitive pressure results in
high pressure on prices, margins, and hence on the profitability for every single company in the industry. We can obtain the results through the
analysis of the high competition in PC markets, those are, firstly, the rivalry among competitors in global PC industry is very intense, secondly, the
PC products have become homogenous for all the PC makers in worldwide, thirdly, customers can easily switch between the PC products. Dell was
the global market leader in PC industry, but Dell's leading position was gradually being replaced by others in recent years. Figure 2, Top 5 worldwide
PC vendors [pic] Looking at the figure above, Hewlett–Packard leapfrogged over Dell to recapture the lead as the No. 1 PC maker worldwide for the
first time since 2008, ranking third after HP and Acer, the growth of Dell is slower than HP and Acer, shipping 526 thousand PCs for a 5.2 percent
market share in 08/09 period. It means Dell is facing the big challenge from HP, Acer and other competitors in global

Lenovo Financial Paper
Financial Analysis Lenovo Group Limited CONTENT I. Introduction3 1.Background3 2.Nature of business8 3.Description of product/services9
4.Current Revenue size and Profit12 5.Major Market Served15 6.Ownership16 7. Other relevant basic information17 8.Company`s business strategy21
II. Analysis of Company Performance21 1.Company Growth21 2.Financial ratios23 3.Liquidity23 4.Leverage25 5.Profitability – Dupont Analysis26
6.Fiscal Fitness Alman's z–score27 III. Analysis of Company`s Value Creation28 IV. FINANCIAL PROJECTIONS31 1.Assumptions31 2.Forecast
Balance sheet of Lenovo 2013–201532 3.Forecast Income Statement of Lenovo 2013–201533 4.Forecast financial... Show more content on
Helpwriting.net ...
IBM PCD introduces its ThinkCentre desktop PC line. Legend announces the birth of its new "Lenovo" logo to prepare for its expansion into the
overseas market. Based on the collaborative application technology, Lenovo initiates IGRS Working Group, in cooperation with a few large
companies and the Chinese Ministry of the Information Industry, to promote the formation of the industrial standard. Lenovo launches a Tech
RoadShow 2003 nationwide to promote Lenovo's innovation. Lenovo successfully develops DeepComp 6800 in November 2003. It ranks 14th on
the global list. 2004 IBM PCD introduces the ThinkCentre ultra small desktop PC, no larger than a box of corn flakes. IBM PCD introduces the first
notebook with an integrated fingerprint reader. IBM PCD ships its 100–millionth PC (counting both desktop and notebook computers). Lenovo
becomes an Olympic worldwide partner. It is the first Chinese company to become a computer technology equipment partner of the IOC. Lenovo
decides to develop the rural market by launching the "Yuanmeng" PC series designed for township home users. Lenovo and IBM announce an
agreement by which Lenovo will acquire IBM's Personal Computing Division, its global PC (desktop and notebook computer) business. The
acquisition forms a top–tier (third–largest) global PC leader. 2005 Lenovo completes the acquisition of IBM's Personal Computing Division, making it
a new international IT competitor and the third–largest personal computer company in the world.

Essay about Apple Inc. a 30 Year Business Strategy
Apple Inc. A 30 year business strategy A response to Harvard Business School Case Study 9
–708–480 Apple Inc., 2008 Abstract Apple's fundamental
business model has not changed since it first began business in the late 1980's. While being a leader in innovation, Apple has consistently produced
proprietary hardware and software, eventually leading to a loss of market share in any particular market they have ventured into. Even though it has
learned from some mistakes, Apple's actions in the past few years have not shown a change from the core reasons for its failures and unless new
actions are taken its current market lead will eventually dwindle. This analysis will look at the various stages of the Life Cycle of Apple, what type...
Show more content on Helpwriting.net ...
The result being that the Average Selling Price of a PC dropped from $1699 in 1999 to $1034 in 2005 (Yoffie, pg 7). The initial years of the PC
were marketed at business, which explains the continued success of IBM in this market during that period. There was little competition since the
business buyer wanted support from established channels and there was little threat of new entrants. Once the PC became targeted at smaller
businesses and home consumers, this opened the door such that the main driver became initial cost and new entrants could easily become a
competitive force. Components for PCs became increasingly standardized. As is common with commodities, R&D decreased and a focus on
innovations in manufacturing and distribution became a key to success. Dell's model of supplier driven manufacturing and HP's model of
distribution channels show the success of these ideas. Since the 90s, the PC has been driven by the bargaining power of buyers and their widely
varied desires. Taiwan based Acer is an example of a PC manufacturer which modeled its business after current trends. Since 2007 it has shifted focus
from desktops to laptops. In addition, because of the large number of potential suppliers to PC distributors, intense competition was created for almost
all components of the PC. The

Computer Engineer
9–710–442 FEBRUARY 14, 2010 JAN W. RIVKIN Revitalizing Dell From the early 1990s until the mid–2000s, Michael Dell and his company thrived
in the tumultuous personal computer industry. Revenue of Dell Inc. rose from $3.5 billion in 1993 to $55.9 billion in 2005, making Dell the
world's largest producer of PCs, while net income climbed from $149 million to $3.6 billion. In many of those years, Dell earned more on PCs than
all of its main rivals combined, and among top vendors, only Dell consistently reported positive margins on PCs.1 Dell owed much of its success to its
vaunted "Direct Model": While competitors sold primarily through distributors, resellers, and retailers, Dell took orders directly from customers, built...
Show more content on Helpwriting.net ...
Resellers commonly handled installation, configured software, pieced together networks, and serviced PCs. As demand for IBM's PC exploded, other
firms began to offer "IBM clones." Compaq entered the market with a low–priced clone in 1982 and booked $100 million of revenue in its first year. A
host of other startups soon followed. Among them was Dell, incorporated in 1984. Like IBM, makers of IBM clones relied on resellers and retail
stores to reach customers. While IBM initially steered resellers away from the largest corporate accounts, startups without internal sales forces
encouraged resellers to cater to large customers. In time, even IBM relied heavily on resellers to service large accounts. By 1986, IBM realized that it
had set a standard, but in doing so, had spawned imitators and ceded the rights to the most valuable components of the PC–the microprocessor and the
operating system–to Intel and Microsoft. In 1986, IBM declined to adopt Intel's newest microprocessor, the 386 chip and tried to make the PC more
proprietary. Compaq adopted the 386 chip and led a group of clone makers in affirming the existing industry standards. IBM subsequently accepted the
386 chip, but its market share fell from 37% in

The Apple 's Competitive Strategy Essay
Stephen Woziniak and Steve Jobs founded Apple Computer in 1976, which was called the Apple I, then in year 1978 just two years after, Apple II was
introduced. More than 10,000 units were sold which relatively was a success, Macintosh (Mac), which dramatically change personal computer. iMac,
iBook, iPod, iPad, iPhone, and other come from the lineage of Apple. Even though Apple has encountered many setbacks, it continues to bring new and
improve products to the market. Apple's competitive strategy has been innovation. They have made an extraordinary effort developing, implementing,
and executing its very unique strategy through innovation which has resulted in new product, and the enrichment of the existing ones. More
specifically, Apple attempts to meet and supply the needs of a global market, by offering eager and enthusiastic consumers with innovated and
high–quality products and services. Apple has employed a differentiation strategy linked to innovation with its three core products (computers, personal
media player, mobile phones, tablets and other accessories). A key piece of their strategy involves meeting the needs of the converging digital
electronics and computer markets. Apple has elected to implement its strategy by designing and developing proprietary operating systems and software
technologies, thus allowing for strict protection of its intellectual rights. Apple's strategy has evolved as technology does. At the beginning, Apple
focused on the computer industry

Background & Marketing Strategy
LENOVO COMPANY HISTORY
Lenovo Group Limited is today the largest information technology enterprise in China and the third largest computer company in the world which is
has an 8.6 per cent share of the PC market, after Hewlett–Packard at 15 per cent and Dell of the US at 16.8 per cent. During its first 20 years, Lenovo
evolved from a small distributor of imported computers into China's leading computer firm and in 2005, it purchased IBM's division. Lenovo has
been the market leader for seven consecutive years, commanding a 27 per cent share of the domestic PC market. It is also the market leader in the
Asia Pacific region (excluding Japan), with a market share of 12.6 per cent.
Lenovo produces desktops, laptops, servers, handheld ... Show more content on Helpwriting.net ...
Yang also slashed PC prices by 30 per cent to just above cost. By 1995, Legend was the world's fifth–largest manufacturer of motherboards.
In 1996, Legend introduced its first laptop model and marketed PCs carrying Intel's Pentium chip in China, undercutting prior generation competitor
prices. Increased sales volumes brought down costs dramatically, allowing Legend to make a profit while overtaking IBM as China's PC market
leader with 7 percent market share. In 1997, Legend signed an intellectual property agreement with Microsoft and formed an alliance with IBM for the
distribution of IBM software products in China, allowing the firm to sell PCs with pre–installed IBM software.
By 1999, Legend was China's PC market leader with 21.5 per cent share. In addition to exporting Legend PCs, the firm continued to distribute
foreign–branded PCs in China, and the combined sales made Legend the number one vendor of PCs in the region. Its 9.1 per cent market share for
PCs topped IBM's and Compaq's share in Asia.
The company was forced to change its English brand name from Legend to Lenovo in 2003, because the former had been registered in various sectors
in many countries, making it difficult to promote the brand overseas. The new name, combining the Le of Legend with the universally recognised
Latin prefix signifying newness, is intended to build an innovative image for the group worldwide.
Lenovo made a first attempt in internationalization

Indian Laptop Industry
A
Strategic management Report
On
The Laptop Industry in India
By: Abhishek Dutta
Ayush Palod
Amit Jha
Aditya Patnaik
Debanjan Roy
Kanwardeep Singh
Mukesh Lohan
Pallavi Arora
Ravinder Pal Singh
Shantanu Sinha
Sujay Kher
Somdipto Ghosh
A brief Introduction on the Laptop Industry of India
Computers
One industry which continues to hold its head high even in an environment of industrial slowdown is information technology (IT) – with annual
growth rates of software value hovering between 20% and 30%. Growth rates for the industry earlier were as high as 40% to 60%. The soft–ware
industry is supported, on the one hand, by the hardware industry – computers, peripherals and components, and on the other, by IT–related services.
Software exports ... Show more content on Helpwriting.net ...
The high income segment of consumer household recorded a 21% growth in demand and continued to dominate the market with 55% share in the
overall household segment. The middle level segment registered a 16% growth in sales and accounted for 29% in the segment. Households in the

relatively low income bracket posted a decline in its share. Sales in this segment declined by14%. World computer chip leader, Intel, unveiled a new
processor designed to turn a personal computer into a living room multimedia centre. Intel also announced new ventures with other electronics
producers, including Microsoft and content vendors to give a richer Internet content experience. Intel was expected to launch small, affordable
laptops for students, called 'Eduwise' in the Indian market by earlier of 2008. Eduwise does not have a hard drive. It has a flash memory and can be
networked through the Internet and through wired or wireless network. Eduwise is expected to cost less than USD 400. Intel, which invested USD
700 mn in India over the past few years, has plans to invest over a in India towards R&D and other investments.
Apple is expected to unveil the first Mac–based on Intel processors. Apple recently added some Media Centre–like capabilities to its iMac line with a
programme, called Front Row. Big Apple Manufacturing has sold about 1300 computers priced at around Rs 7000 in about nine months. All the
hardware features are

The Term Of Emerging Market Economy
Introduction
The term of emerging market economy(EME) was coined by Antonie W. Van Agtmael from the international finance corporation of the World Bank in
1981. It refers to country with an underdeveloped industrial base and infrastructure but with a rapid growth rate even more than the developed
countries. In addition, emerging market is often unstable in politics and institution, as well as continued demographic growth in some extent. (Tarun
Khanna, 2010)
Lenovo is a Chinese multinational technology company with headquarters in Beijing, China. It is the world's largest PC vendor and one of the world's
leading smart phone companies listing on the Fortune 500 list that having major research and manufacturing centers over the world.
Analysis of Emerging Market where the company is based
Emerging markets is a relative concept of countries in Western Europe, North America, as well as Japan, Australia, New Zealand and other such
"mature market." Emerging market countries are those who have the potential to become a mature market countries, and part of the conditions, with
the commercial market mechanisms that is industrial based and to a certain extent of specification. According to the authoritative definition of the
international finance corporation, whenever the Gross National Product (GNP) of the country has not reached the level of high– income countries
delineated by the World Bank, the stock market in this country is an emerging market. The four largest emerging

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