This document provides an overview of Apple Inc. including its history, leadership, products, strategy, and industry environment. Some key points:
1. Apple started in 1977 and is now the largest US company, known for innovating products like the Mac, iPod, iPhone, and iPad.
2. Its mission is to define the future of mobile media and computing devices. Core values include innovation through research-driven strategy and an intentional lack of external disclosure.
3. Apple faces opportunities like growing demand for education and mobility technologies, but also threats like intense competition and increasing regulations.
Strategic Management Presentation - Apple Inc.Colby Nelson
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The presentation slides for a Strategic Management class at Biola University. We presented on Apple Inc. and through a semester long study came up with recommendations for Apple to implement to create more sustainable competitive advantage.
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
A literature-based research and analysis about the employment of the four basic managerial factors, namely planning, organising, leading and controlling, in the context of Apple Inc. operations throughout its history, and by the standpoint of all the Chief Executive Officers that passed from its Board of Directors.
Apple inc. Strategic Case Analysis PresentationMahy Helal
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Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
Strategic Management Presentation - Apple Inc.Colby Nelson
Â
The presentation slides for a Strategic Management class at Biola University. We presented on Apple Inc. and through a semester long study came up with recommendations for Apple to implement to create more sustainable competitive advantage.
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
A literature-based research and analysis about the employment of the four basic managerial factors, namely planning, organising, leading and controlling, in the context of Apple Inc. operations throughout its history, and by the standpoint of all the Chief Executive Officers that passed from its Board of Directors.
Apple inc. Strategic Case Analysis PresentationMahy Helal
Â
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
A descriptive presentation about Apple Inc. Covering the History, company profile, Product line, competitors and SWOT analysis. Mostly all aspects are covered in it.
A short presentation about Apple, its history, evolution, management style, apple products, and market. May helpful for school projects and presentation.
In todayâs rapidly changing business world, the pressure on a business to take up a proactive approach has increased due to factors such as globalization, rapid technological advancement and changing needs of customers (Mazzero et al., 2015). Businesses which have emerged as market leaders are devising their strategies in accordance to the customer needs and environmental changes. Strategy is defined as setting the future direction or goals of an organization and allocating the resources for the attainment of those goals (Proctor, 2014). The strategic planning process involves taking up a systematic approach in devising goals and strategies. Furthermore, the process of strategic management involves identifying the opportunities in market and experimenting in order to develop a competitive advantage in the longer run (Hill et al., 2014). The businesses that have outperformed; have been successful in recognizing the opportunities present in the market before their rivals could do. Apple is one such business that has achieved phenomenal success due to its preemptive approach (Rawlinson, 2017). Over the years, Apple has successfully developed a very strong brand name and highly loyal customer base and has been ranked as one of the worldâs âmost valuable brandâ (âThe Worldâs Most Valuable Brands List,â 2018). Therefore, the purpose of this report is to carry out a strategic analysis of Apple and to make strategic recommendations for its future direction. The report will firstly give a brief overview of Apple Inc. and will then carry out the external and internal analysis of the company. The report will then move to identification of Appleâs sustainable competitive advantage and will then give recommendations based on analysis.
The Apple logo is one of the most famous logos in the world. Apple fans not only put this logo on their vehicles to show their loyalty, they go to the extreme of tattooing themselves with it, a level of dedication very few brands achieved.
A descriptive presentation about Apple Inc. Covering the History, company profile, Product line, competitors and SWOT analysis. Mostly all aspects are covered in it.
A short presentation about Apple, its history, evolution, management style, apple products, and market. May helpful for school projects and presentation.
In todayâs rapidly changing business world, the pressure on a business to take up a proactive approach has increased due to factors such as globalization, rapid technological advancement and changing needs of customers (Mazzero et al., 2015). Businesses which have emerged as market leaders are devising their strategies in accordance to the customer needs and environmental changes. Strategy is defined as setting the future direction or goals of an organization and allocating the resources for the attainment of those goals (Proctor, 2014). The strategic planning process involves taking up a systematic approach in devising goals and strategies. Furthermore, the process of strategic management involves identifying the opportunities in market and experimenting in order to develop a competitive advantage in the longer run (Hill et al., 2014). The businesses that have outperformed; have been successful in recognizing the opportunities present in the market before their rivals could do. Apple is one such business that has achieved phenomenal success due to its preemptive approach (Rawlinson, 2017). Over the years, Apple has successfully developed a very strong brand name and highly loyal customer base and has been ranked as one of the worldâs âmost valuable brandâ (âThe Worldâs Most Valuable Brands List,â 2018). Therefore, the purpose of this report is to carry out a strategic analysis of Apple and to make strategic recommendations for its future direction. The report will firstly give a brief overview of Apple Inc. and will then carry out the external and internal analysis of the company. The report will then move to identification of Appleâs sustainable competitive advantage and will then give recommendations based on analysis.
The Apple logo is one of the most famous logos in the world. Apple fans not only put this logo on their vehicles to show their loyalty, they go to the extreme of tattooing themselves with it, a level of dedication very few brands achieved.
A management analysis for Apple Inc within the framework of Strategic Management course for the MSc in Oil & Gas Technology of School of Engineering Technology
Department of Petroleum & Natural Gas Technology - KavTech.
Day 7HEALTH COMMUNICATION EVALUATION RESEARCHEvOllieShoresna
Â
Day 7
HEALTH COMMUNICATION
EVALUATION RESEARCH
Evaluation Research
Homework
AGENDA
PROGRAM
EVALUATION
ACTIVITIES....
USEFUL
FEASIBLE
ETHICAL
ACCURATE (CDC, 2010)
WHAT IT IS?
https://meera.snre.umich.edu/evaluation-what-it-and-why-do-it#should
How is it Done?
ID Program Elements to Monitor
Select Key Evaluation Questions
(CDC, 2010)
Determine How Info will be Gathered
Develop a Data Analysis & Reporting Plan
Develop a Timetable & Budget
ID Program Elements to Monitor
MONITORING /PROCESS
EVALUATION
REACH
FIDELITY
WHO , HOW , WHAT ,
WHETHER
(CDC , 2010)
WHAT DO SOME BASIC
EVALUATION QUESTIONS
INCLUDE?
WHAT SHOULD YOU FIND
OUT FROM
STAKEHOLDERS?
Select Key Evaluation Questions
(CDC, 2010)
Determine How Info will be Gathered
EXPERIMENTAL DESIGNS
CORRELATIONAL DESIGNS
QUASI-EXPERIMENTAL DESIGNS
CASE STUDY DESIGNS
QUANTITATIVE QUALITATIVE
(CDC, 2010)
DEVELOP A DATA ANALYSIS & REPORTING PLAN
INCLUDE HOW THE DATA FOR
EACH MONITORING &
EVALUATION QUESTION WILL BE
CODED , SUMMARIZED &
ANALYZED
DESCRIBE HOW MONITORING &
EVALUATION DATA WILL BE
REPORTED
(CDC, 2010)
DEVELOP A
TIMETABLE &
BUDGET
YOUR TIMELINE SHOULD
COVER . . . .
(CDC, 2010)
YOUR BUDGET SHOULD
INCLUDE . . . .
https://www.cdc.gov/eval/materials/index.htm
https://www.cdc.gov/eval/materials/index.htm
https://www.youtube.com/watch?v=XNR3KZzDoGQ
https://www.cdc.gov/healthcommunication/pdf/evaluationplanning.pdf
(Kreps , 2014)
EVALUATION RESEARCH CAN
ANSWER...
THE NEED FOR EVALUATION DATA
ID Problems
Guide design interventions
Examine costs & benefits
Advocate for needed support
(Kreps , 2014)
(Kreps , 2014)
THE NATURE FOR EVALUATION
DATA
Good evaluation data provides health COM program providers with critically
important information regarding the following...
VALIDITY OF EVALUATION RESEARCH
(KREPS , 2014 )
No research is better than research done poorly
Consider limitations of research
Internal validity
External validity
(Kreps , 2014)
FORMATIVE & SUMMATIVE
EVALUATION RESEARCH
"formative research looks at key parts of health communication interventions,
providing a microscopic analysis of individual components and influences of the
programs, summative research looks at the big picture of the overall influences of
health communication intervention programs."
METHODOLOGICAL ISSUES...
(KREPS , 2014 )
Cross-Sectional Data Self-Report Data
Tangential Variables Shallow Data
CH . 3 , PP . 85-98
CH . 7 , PP . 221-223
PERRAULT & CLARK
(2018 )
6
Comparison Between Microsoft Corporation and Apple Inc
Keenya Davis
South University
Comparison Between Microsoft Corporation and Apple Inc
Apple and Microsoft both provide top-of-the-line electronics, and both have operated in the market for many years now and are world-famous, so consumers continue to purchase goods. Many considerations are taken into account to de ...
Company Profile
Main Competitors by Business Fields
Sales Mix of Apple Core Products
Market Share by Tablet & Smartphone Vendors
Business Model Canvas
SWOT-Analysis
Porter's five forces on APPLE
Strategy Integration Model
Key to Success
Tech M&A Monthly: 12 Deal Structure Tips to Maximize Value + Trump and Tech M&ACorum Group
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The booming public markets, rising valuations and increasingly active Private Equity firms are helping drive an increase in more complex tech M&A deals--stock, earnouts, debt and other structural methods are being used to bridge gaps and get deals done. But more complexity can mean more risk if you aren't properly prepared. November 10, Corum's global team of senior dealmakers will share 12 deal structure tips to help you achieve an optimal outcome when you sell your technology company. Plus a special report - Drumpf and M&A: What does this mean for you?
Tech M&A Monthly: Deal Structures TodayCorum Group
Â
Todayâs combination of active public markets, resurgent IPOs and a growing pool of buyers means that deal structures are getting more complex as buyers and sellers get creative in order to get deals done. The September edition of Tech M&A Monthly will examine some of the many ways that structure is more important than price in many cases, following up on last yearâs highly-praised webcast on the topic. When is a profit sharing agreement appropriate? Whatâs the role of consulting agreements? How do cross-border issues complicate matters? September 10, Corum dealmakers will address these questions and more, drawing on the largest body of tech M&A in history. In addition, weâll examine the key deals, trends and valuations from the past month in the Horizontal, Infrastructure and Consumer technology markets.
We're in the midst of one of the most important periods of tech M&A since the dot-com boom. How long will it last? Who are the key players? What were the key deals of 2013, and what are the trends to watch for 2014? Join Corum experts and a panel of technology luminaries for a look at the year behind and the year ahead.
Tech M&A Monthly: 10 Ways to Increase Your Company's ValueCorum Group
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If youâre looking at taking advantage of todayâs strong M&A market, what can you do to make sure youâre bringing the most valuable company possible to market? Thereâs no easy trick to building a valuable technology company, but there are specific things that owners and executives can do to maximize that value when preparing for an exit, whether this year or farther down the road. June 9, hear from Corumâs global team of dealmakers for their perspectives as both M&A advisors and CEOs themselves--what theyâve seen drive real value in actual transactions, and how companies like yours can put these best practices to use.
2014 Tech M&A Monthly - Mid-Year ReportCorum Group
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This month, join us as we mark the halfway-point of this remarkable year for tech M&A, and look both back and ahead. Weâll look back at the notable deals, high valuations and key trends in all six market sand 26 subsectors that have made 2014 such a wild ride. Then, weâll look ahead at the factors that could bring the ride to a sudden haltâeither for the market as a whole, or for your companyâs value in particular. Nothing lasts forever, so weâll be examining the six events that could kill the market, as well as six events that, regardless of the overall environment, could kill your companyâs value before you have a chance to realize that value.
Plus, special announcements of deals out of the UK, the US heartland and beyond, plus a look at the way Enmeshed Systems and the blurring lines between hardware and software are driving key deals and high valuations. Donât miss this extended 45-minute presentation
Lenovo Case Study - The raise to the global #1 PC manufacturerOliver Gottschalk
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- History of Lenovo and overview of the global PC market
- Lenovo's acquisition of IBM: Match made in heaven
- Lenovo's further M&A's and globalization strategy
2015 Tech M&A - 1H: 2015 MidYear ReportCorum Group
Â
July 16, join us as we mark the halfway-point of 2015--another remarkable year for tech M&A, as booming public markets, resurgent IPOs, record-setting buyer cash and disruptive technologies continue to drive deal flow. Weâll look back at the notable deals, high valuations and key trends in all six tech markets and 29 subsectors. We'll also look again at the Top 10 Disruptive Technology Trends for 2015, looking at their impact so far this year. Plus, deal reports from the M&A trenches on transactions just closed in the insurance and government verticals.
2014 Tech M&A Monthly - Quarterly ReportCorum Group
Â
The third quarter of 2014 has been marked by soaring deal values, a surge of megadeals and the largest IPO in history. What does this mean to your company? Tune in to the Tech M&A Quarterly review webcast, where we look at the key deals, megadeals, valuations and trends impacting the global M&A market for software and related technology companies. Weâll examine:
The hot gaming market, including Twitch, Mojang, Bally and more
More megadeals, including Concur, Cars.com, Trulia and many others
What does Alibabaâs IPOâthe largest tech IPO everâmean to your company?
Deal reports from India to Seattle
Valuation metrics for all six tech markets and 26 subsectors
And much, much moreâdonât miss the Tech M&A Monthly Q3 2014 Report.
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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1. Š 2011 University of St. Thomas, Opus College of Business
Apple: Strategic Management Case Study
S. Bensen, A. El Haddi, K. Fitzsimmons, A. Hussein, H. Marotske
Strategic Management, UST Executive MBA
December 2012
3. 3
1. Mac, the best PCâs in the world
2. Digital music revolution leader
3. Reinvented mobile
Mission
4. Defining mobile media & computing devices future
6. ⢠Created 600,000 Jobs in the US
⢠New announcement by Tim Cook
âAssembled in the USAâ (Source: NBC News)
⢠âBy itself, Appleâs iTunes and App stores make more money than The New York
Times; Simon & Schuster, which publishes the best-selling âSteve Jobsâ biography;
Warner Bros. film studios, which owns the popular Batman film franchise; and Time
Inc., the largest magazine publisher in the U.S. Combined.â
-Edmond Lee
Source: Bloomberg
Recent News: Jobs by Jobs
6
7. 7
Apple, Inc.
Now
⢠Founded 1977
⢠HQ Cupertino, Ca. âThe Mother shipâ
⢠Largest U.S. company ever
⢠72,000 Employees
⢠80% of revenue is from new products sold from Mid Sept to M/E Oct
⢠34 Patent Applications in October
Competencies
1. Simple, Well Designed, User friendly
2. Innovative Culture of Design
3. Loyal Customers
4. Technology iOS
5. Energy Efficient
Apple, Inc.
8. 8
Apple, Inc.
1. Operational Focus - Willing to release incomplete products
2. Wall Street - Engaging to increase dividends
3. Shifting Values - MBA vs. Liberal Arts
4. Relaxed Atmosphere - Leadership quiet yet demanding
5. Highly Ethical ?- Some might question
⢠Procurement
⢠Vendors
Internal Assessment
11. Apple's board of directors has three committees:
ď§ The Audit and Finance committee members are Ronald D. Sugar, Ph.D.
(Chairperson), Robert A. Iger, and Arthur D. Levinson, Ph.D.
ď§ The Compensation committee members are Andrea Jung (Chairperson),
William V. Campbell, Millard S. Drexler, and Albert Gore, Jr.
ď§ The Nominating and Corporate Governance committee members are
William V. Campbell (Chairperson), Millard S. Drexler, and Albert Gore, Jr.
11
Committees
Source: Mergent Online
20. D = f(li1, li2, li3, âŚ, lin)
ď§ Market Share: Stable
ď§ Search trends as an early indicator: Who has it?
ď§ Networking effect
ď§ Sharing
ď§ Social Nets ď¨ Social Networking capabilities 20
Demand
And Adoption
Rate
Demand as a F(x) of leading indicators
28. 28
Banking: $$$$$$$$
Educational Financing
Distribution
⢠Kiosks
⢠Digital
⢠Cloud
⢠Direct
⢠Apple Stores
⢠Retail
⢠VARS
⢠Education
⢠App developers
⢠Effective Designers
⢠Infrastructure
⢠Talent (Well trained
workforce)
⢠Apple University
⢠$$$$$$$$$$$$$$$
⢠Manufacturing,
Suppliers, Partners
(100+)
iPhone
iPad
iCool
Patents
Design
Manufacturing
R&D,
IP Innovation Marketing
Quality
Value Chain & Business Model
29. ⢠Design
⢠Miniaturization
⢠Security
⢠Ease of Use
⢠Reliability
⢠Marketing
29
Open Systems
Improve + Innovate
âClosedâ Systems
Cool! Secure
Reliable
Reduced Cost of production
Improved Sales & Margins
V
A
L
U
E
++
+
$$
$
FreeBSD
Key Success Factors
30. 30
B2B Market B2C Market
BOP $
Enterprise + Government
SMB
$$$$$ Class
$$$$$$ Affluent
Premium Pricing
Education
Target Market
G
31. INDUSTRY GROWTH & MARKET SHARE
Smart Phones: 71% CAGR for the next 4 yrs.
Cloud computing: 20% CAGR
Mobile dev. in general: 25%
31
*nomic
02
*provisioning
Carrying
Capacity ???
Convergence
Value Chain & Business Model
35. ⢠Apple has 68% of the tablet market
⢠Cannibalization of iPad by the mini iPad?
⢠Google & Others Tablets
ďśOpen source to the rescue?
ďś App store: Closed platform ?
35
What about the iPad ?
36. 36
OPPORTUNITIES THREATS
Rapid Technological Changes
Highly Competitive Market
Continual Timeliness of R&D
Patent/Copyright Violation
Multiple Distribution Network Weak
Outsourcing manufacturing
New Management (Midas touch?)
Growing demand:
Education
Enterprise and Government
Consumers
Mobility & Nomadic computing
Media devices
TV, Tailored Shows, MOD
Growing incomes in ASIA and other
emerging nations.
External Scanning Analysis
38. 38
Niche Market
INNOVATION
High Advertising Budget
Patent Violations
China/others
Strong Brand
FAKE iPhone anyone?
Global Demand
Existing Patents(i.e.
Googleâs 17000!)
Supply Costs
Supply Shortages
Price Increases
Outsourcing Process
High Customer Loyalty
High Demand
Uniqueness
Buyers
SubstitutesSuppliers
New Entrants
Industry Competitors
Porterâs Five Forces
39. 39
Appleâs Sustainable Product Differentiation
Cost of Apple Product
Apple Pursues Niche Market
Differentiation Strategy â
Defensive
Pass Cost on to Customers
Oligopoly Market (Niche)
40. Capabilities
VISION 2020
Future Goals Current Strategy
Assumptions New Technology
Innovative Products
Creative Solutions
Strong Market Position
Diversified Portfolio
Inspire the World, Create the Future
Robust Top Line Growth
Fluctuating operating & net profits
(S)
(W)
Segmentation
Targeting
Positioning
Promote new Value for Core Networks
⢠Industry
⢠Partners
⢠Employees
Expand Global Penetration (SW Asia)
Promote Top Line Products
Company that goes after its goals
Change = Action
Same Threats as all Competition
⢠Raw Material Pricing
⢠Intense competition
⢠Increasing regulations
Competitive Analysis - Porter
41. TOWS Matrix: Strengths/Opportunities
41
TOWS Matrix: Strengths/Opportunities
External
Scanning
Internal
Assessment
Opportunities
1. Demand in Education
2. Demand in Enterprise & Government
3. General Use Demand
4. Demand for Mobile Communications
5. Demand for Media Devices
6. APPLE Television
7. Strong growth opportunities in emerging nations
8. Rising wages in China
Strengths
1. Global Company
2. Strong Brand Image
3. Diverse Distribution Avenues
4. Design, Manufacturing & Marketing
expertise
5. Wide Market Circle
6. Reputation for Innovation
7. Master with 3rd party digital content
8. Compatible with Windows platform
9. Horizontal and Vertical Integration
10. Financially Sound
11. Entrepreneurial culture
12. Customer loyalty
S/O Strategies: GROWTH
Continue aggressive international growth
strategies S1-O7
Strengthen partnerships with Education S12-O1
Increase APPLE television content S4/S6-O6
Capitalize on the smart-phone revolution S4,S7-
O4,O7
Continue to aggressively develop mobile app
market S6-O4,O5,O7
42. 42
TOWS Matrix: Strengths/Threats
External
Scanning
Internal
Assessment
Threats
1. Industry constantly evolving
2. Highly Competitive Market
3. Outsourcing Difficulties
4. Inability to meet R&D requirements
5. Imitation of Apple products
6. Violation of patents and copyrights
Strengths
1. Global Company
2. Strong Brand Image
3. Diverse Distribution Avenues
4. Design, Manufacturing & Marketing
expertise
5. Wide Market Circle
6. Reputation for Innovation
7. Master with 3rd party digital content
8. Compatible with Windows platform
9. Horizontal and Vertical Integration
10. Financially Sound
11. Entrepreneurial culture
12. Customer loyalty
S-T Strategies: External Fix-it
Aggressively pursue new product
development i.e.; wearable & pen
computing S6-T4
Strengthen partnerships with band width
vendors i.e.; international market S1-T1-T2
Evaluate niche market concentration S12-
T1,T2
Eval Backward/FWD Integration (S9:T3)
43. 43
TOWS Matrix: Weaknesses/Opportunities
External
Scanning
Internal
Assessment
Opportunities
1. Demand in Education
2. Demand in Enterprise & Government
3. General Use Demand
4. Demand for Mobile Communications
5. Demand for Media Devices
6. APPLE Television
7. Strong growth opportunities in emerging nations
8. Rising wages in China
Weaknesses
1. Subject to supply shortages & price
increases
2. Difficulty controlling outsourcing processes
3. Accusations of infringement upon patents of
other organizations
4. Dependence on iPhone and iPad âlimited
variants
5. Lack of different price points with products
6. Dependence cellular network providers
7. Cost of product
W-O Strategies: Internal Fix-it
Improve domestic supply chain (W1-O3)
Aggressively continue to pursue R&D
product development (W4-O1-07)
Continue to develop superior product(s)
at lower cost point (W7-O7)
44. TOWS Matrix: Weaknesses/Opportunities
44
Internal External
Scanning Assessment
Threats
1. Industry constantly evolving
2. Highly Competitive Market
3. Outsourcing Difficulties
4. Inability to meet R&D requirements
5. Imitation of Apple products
6. Violation of patents and copyrights
Weaknesses
1. Subject to supply shortages & price
increases
2. Difficulty controlling outsourcing processes
3. Accusations of infringement upon patents
of other organizations
4. Dependence on iPhone and iPad âlimited
variants
5. Lack of different price points with products
6. Dependence cellular network providers
7. Cost of product
W-T Strategies: Eliminate/Survival
Strive to avoid patent infringement within
tech community (W3-T4,T6)
TOWS Matrix: Weaknesses/Threats
46. 46
Flush with Cash: Lets do Backward and
Forward Integration
Backward Integration: Purchase of carriers
⢠i.e. Nortel Networks (Done!)
⢠WiMAX?
⢠Cable or others with a market cap of
100B?
Forward Integration:
⢠Kiosks
⢠Service Providers
49. ⢠Factory Orders Report
⢠Gross Domestic Product (GDP)
⢠Housing Starts
⢠Industrial Production
⢠Jobless Claims Report
⢠Money Supply
⢠Mutual Fund Flows
⢠Non-Manufacturing Report
⢠Personal Income and Outlays
⢠Producer Price Index (PPI)
⢠Productivity Report
⢠Purchasing Managers Index (PMI)
⢠Retail Sales Report
⢠Trade Balance Report
⢠Wholesale Trade Report
49
Economic Indicators
50. ⢠Business Outlook Survey
⢠Consumer Confidence Index (CCI)
⢠Consumer Credit Report
⢠Consumer Price Index (CPI)
⢠Durable Goods Report
⢠Employee Cost Index (ECI)
⢠Employee Situation Report
⢠Existing Home Sales
50
Economic leading indicators: work in tandem!
Editor's Notes
You will hear this word a lot during our presentation. We arenât repeating it. If it wasnât for Steve Jobs and Steve Wozniak we might not have these fonts and colors.
[Abdi] Scale - âBy itself, Appleâs iTunes and App stores make more money than The New York Times; Simon & Schuster, which publishes the best-selling âSteve Jobsâ biography; Warner Bros. film studios, which owns the popular Batman film franchise; and Time Inc., the largest magazine publisher in the U.S. Combined.â -Edmond Lee - Bloomberg
Read more at http://www.cultofmac.com/203988/by-itself-itunes-would-be-one-of-the-biggest-media-companies-in-the-world/#8I4DOfx1fUXOTg9c.99Â
Hypes, innuendos and captivating stories proceed every release of a new productCult-like following "The scenes I witnessed at the opening of the new Apple store in London's Covent Garden were more like an evangelical prayer meeting than a chance to buy a phone or a laptop. "â Alex Riley, writing for the BBC[168]CNBC CommentaryThey have supply constraints36% gross margin down from 40%in 3rd quarter80% 2012 revenue from new products sold Mid Sept to M/E OctLowest margin number they have come out with in a long timeCriticism that stock price is low and projection
Leadership - HankMindset: MANAGERIALHow to Implement New StrategiesWhat "Level" of LeadershipChief Executive Tim Cook compensation worth nearly $378 million last year, drawing a sharp contrast to the $1 salary traditionally earned by former CEO Steve Jobs 900k to 1.4M salary in 2012-Known for operations-Quiet and demanding-Cook has been known to show up in the cafeteria and sit down with employees, and has built a reputation as a workaholic who prefers biking over mingling with Silicon Valley types. An Auburn University graduate with an industrial engineering degree, Cook is a huge Auburn football fan and has a vast collection of Tigers memorabiliaHe believes more information and communication with customers is important; heâs willing to work with Wall Street (which has historically shown it understands very little about Apple); and he doesnât seem to believe Appleâs privacy should be pursued at the expense of larger, more important goalsCook is willing to release less-than-perfect productReleasing buggy iPhone software wouldn't have flown under Jobs' leadership, say former insiders. 2. Wall Street loves himApple's stock has been skyrocketing ever since Cook took over as permanent CEO in August 2011. Cook has already issued a dividend and has demonstrated a clear willingness to communicate with Wall Street. By contrast, Steve Jobs "always loathed investors and the stock market," says Jeffrey Van Camp at Digital Trends. "It's a subtle but significant change," says Lashinsky. "Investors now have the CEO's ear for the first time in years." 3. Values are shiftingCook is a "master of operational efficiency," having streamlined Apple's badly broken supply chain when he joined the company in 1998."He's brought in a lotof MBA-toting new employees to Apple," Some are starting to wonder if operational efficiency is becoming "more of a priority compared to engineering creativity." As a result, Apple has a more corporate feel to it overall. "It looks like it has become a more conservative execution engine rather than a pushing-the-envelope engineering engine." 4. The atmosphere is more relaxedUnder Cook, the company's culture is more easy going â a reflection of the new chief's even temperament
Corporate Governance - HankAssess BODAssess Strengths /Weaknesses50k per yearApple's directors serve one-year terms Board industry blend:Intuit = QuickBooksJcrew=RetailAl Gore=Government & GreenDisney=InnovationAvon=Beauty, Cosmetics, WomenNorthrup Grumman=Design/Mfg. Military military aircraft, defense electronics, precision weapons, commercial and military aero structuresAl Gore accused of abusing his power to reinvest in green initiatives50k per year
Ethics - HankAny ethical issuesHow to Address; 4 avenuesrash of suicides and workers' rights violations in the Chinese plants of major supplier Foxconn-So far this year, 11 people have committed suicide, and at least 10 more have attempted suicide at FoxconnIn an email reportedly sent to Apple's 60,000 or so employees, Tim Cook, the company's chief executive said that Apple "cares about every worker in its supply chain". Foxconn11 people have committed suicideLow wagesChild laborLong hoursProduct QualityPerception to minimize issuesPrivacyData collection featuresMobile Privacy LegislationSustainability97% emissions from products, 3% from manufacturingPlanned obsolescenceIntellectual Property TheftPatents
Education Innovative and user friendly.Enterprise and Government High powered computing performance Expansion capabilitiesNetworking functionalitySeamless integration with Complementary products General Use DemandPowerExpandabilityCompatibilityMobile communication Media devicesAPPLE TVEmerging nations - strong growth opportunitiesRising wages in China
Use this photo as a spring board for the many Societal Environment issues and how they all begin to interrelate.