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استیو جابز

اس�تیو ج�ابز کس�ی اس�ت ک�ه ک�ه ه�نر و شخص�یتش ب�ه تعری�ف نس�ل جدی�دی از کم�ک جه�ان دگرگ�ونی و تکنول�وژی �احب �ص �خص �ش این �ت. �اس �رده �کمی م�ا هم�ه ک�ه ای افس�انه ش�رکت

شناسیم هست شرکت اپل

�ل �اپ �رکت �ش �اموریت �م �ه �بیانیکامپیوتر:

پ�ایین،تس�هیل ب�اال،قیمت کیفیت ارائ�ه اس�تفاده از محص�والتی ک�ه تکنول�وژی ب�اال

م�ا اثب�ات میک�نیم را ب�رای اف�راد تث�بیت کن�د.ک�ه تکنول�وژی ب�اال نبای�د از تخصص�های غ�یر

کامپیوتری ترسی داشته باشد.

آرمان شرکت اپل کامپیوتر:

و ن�وآوری جه�انی ره�بر ب�ه ش�دن تب�دیل .ابتکار در بازار کامپیوتر

استراتژی کلی شرکت اپل

پورتفولیو محصوالت اپل

Ipad

ساختار سازمانی

تیم اجرایی اپل

سابقه کاری تیم اجرایی اپل

میزان سهم تیم اجرایی اپل

نمودار رشد اپل

وضعیت رقبا

ساختار و عملکرد

استراتژی نیروی انسانی

آنالیز مالی اپلOperating Income and Net Income

-600,000

-400,000

-200,000

0

200,000

400,000

600,000

800,000

1,000,000

2000 2001 2002 2003 2004

Years

Dol

lars

(in

tho

usan

ds)

Operating Income

Net Income

Assets, Liabilities, Stockholder's Equity

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

2000 2001 2002 2003 2004

Years

Do

lla

rs

(in

th

ou

sa

nd

s)

Total Assets

Total Liabilities

Total Stockholder's Equity

Net Profit Margin

-35

-30

-25

-20

-15

-10

-5

0

5

10

15

2000 2001 2002 2003 2004

Years

Perc

en

t Apple

Dell

HP

Industry

سود

SWOT MatrixStrengths Weaknesses

1.iTunes Music Store is a good source of revenue, especially with the iPod and the availability on Windows platform.2.Developing own software and hardware.3.Apple’s niche audience provides the company with some insulation from the direct price competition.4.Revamping desktop and notebook lines.5.Web technology can be used to improve product awareness and sales.6.Low debt—more maneuverable.7.Good brand loyalty.

1.Weak relationship with Intel and Microsoft.2.Weak presence in business arena.3.Dependency on new product launches.4.Weak presence in markets other than education and publishing.5.Slow turnaround on high demand products.

Opportunities S-O Strategies W-O Strategies

1.Increase in worms and viruses on PCs. 2.Large population (Gen X & Y) which are extremely individualistic and name brand conscious.3.Government crackdown on pirating music off the Internet.4.Much of the world is still without computers.5.People enjoy small electronic gadgets.

1.Increase awareness through the Web of the immunity of Mac products to worms and viruses. (S5, O1)1.Advertise using individuals that will link Generation X & Y to the iTunes and other related products. (S1, O2, O4, O5)2.Use movies and music groups that are geared towards Gen X and Y to promote computers and laptops. (S3, S5, O2, O5)

1.Increase ties with Microsoft and Intel and their products.(W1, W2, W4 O2, O3)2.Promote to business the safety of having a worm and virus free computer by using Mac. (W2, W4, O1, O5).3.Expand production into Asia (W2, O4).

Threats S-T Strategies W-T Strategies

1.Companies not seeing Apple as compatible with their software.2.Dell and HP are major competitors.3.Increasing competition with music downloads.4.Competition produces similar products at often half the price.5.The population at large unwilling to use Macintosh.

1.Increase and promote the compatibility to Windows operating system. (S5,T1)2.Promote the originality of Apple computers and the different style and stable system that is worth the price difference in style, stability and speed. (S2, S5, T2, T4, T5)

1.Improve relationship with Microsoft and Intel so that companies will see them as compatible. (W1, W2 T1)2.Produce Wintel Compatible products (W1, T1).

   Apple Dell HP MICROSOFT IBM

Critical Success Factors Weight Rating Score Rating Score Rating Score Rating Score Rating Score

Innovation(Product Design) 0.13 4 0.52 3 0.39 1 0.13 3 0.39 2 0.26

Market Share 0.12 1 0.12 4 0.48 3 0.36 4 0.48 2 0.24

Brand Loyalty 0.09 4 0.34 3 0.26 3 0.26 4 0.34 3 0.26

Customer Service/Support 0.05 3 0.15 3 0.15 3 0.15 4 0.20 3 0.15

Diversification(Product Range)

0.10 3 0.29 3 0.29 3 0.29 2 0.19 3 0.29

Business Structure Efficiency

0.08 2 0.15 4 0.30 2 0.15 4 0.30 2 0.15

Pricing 0.08 2 0.15 3 0.23 3 0.23 3 0.23 3 0.23

History of Name 0.05 3 0.15 3 0.15 3 0.15 4 0.20 4 0.20

e-Store 0.05 4 0.20 3 0.15 4 0.20 3 0.15 2 0.10

Financial Position 0.09 3 0.27 3 0.27 3 0.27 3 0.27 3 0.27

Product Quality 0.13 3 0.39 4 0.52 3 0.39 3 0.39 3 0.39

Concern for Environment 0.05 1 0.05 1 0.05 1 0.05 2 0.10 1 0.05

  1 2.78 3.23 2.62 3.24 2.58

مدل پنج نیروی پورتر

تامین کنندگانتامین کنندگان

Low (for Motorola and IBM)• Apple is largest purchaser of PowerPC processors, therefore can exercise power on suppliers

Low (components suppliers)• Most components are commoditized (since they are the same used by PCs) so Apple has wide selection available

پنج نیروی پورتر

ورود به صنعت

Porter’s Five Forces - Improved

Low• High capital investment• Commoditized market makes it difficult to differentiate• Substantial dominance of Wintel platform and low-cost large-scale players (Dell, Gateway, HP, IBM)

تامین کنندگانخریداران

جایگزیندرون صنعت

ورود به صنعتورود به صنعت

Low• End-users are mostly loyal• Cost of switching to PC is high (need new PC and new applications)High• PCs have dominance in the marketplace, and huge network externalities• Threat of switching to Wintel platform always present

تامین کنندگانخریدارانخریداران

جایگزیندرون صنعت

ورود به صنعت

High• PCs in multiple configurations, performances and price ranges• PCs represent about 90% of the market• Huge network externalities for PCsLow• No Mac clone available• No competing product in the Mac market

تامین کنندگانخریداران

جایگزینجایگزیندرون صنعت

ورود به صنعت

Very High• PCs are commoditized as HW/SW configurations• Competition is cost-based

تامین کنندگانخریداران

جایگزیندرون صنعتدرون صنعت

ورود به صنعت

مدل بسط یافته ترکیبی ژنریک و مدل پورتر

BCG ماتریس

سگ

IVگاو شیرده

III

ستاره

II

زیاد1.0

متوسط.50

کم0.0

زیاد+20

کم-20

متوسط0

درامد سود رشد نرخ بازار سهمداخلی 54% 52% 17 0.3الملل بین 46% 48% 5 0.2

داخلی

بین الملل

نمودار سهام اپل