Apple strategic management
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Transcript of Apple strategic management
Apple Inc.Shady Khorshed
Apple Inc. Current Profile
Name Apple Incorporation
Former CEO Steve Job
New CEO Tim Cook
Revenue $ 233.715 billion
Area served Worldwide
Headquarter California, United States.
Total number of employees 115,000
Source: www.Apple.com , 2015
Mission: "Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings."
Vision: We are “committed” in producing high quality products and providing high quality service thus setting high industry standards for other competitors.
Profile - Apple Corporation
1974
The idea for Apple Computers was
BORN
1976
First Computer was
SOLD
1984
The Macintosh wasINTRODUCED
1985
was dischargedSteve Jobs
1986 1990
1990 1993
1994 1996
1998 1999
Apple introduced all-in-one
the iMacAlso Apple unveiled
the iBook
Q1. What are the chief elements of Apple’s overall competitive strategy? How
well do the pieces fit together? Is the strategy evolving?
Differentiation St.
Distinct St.
Apple’s Strategies
Q2. What are the key elements of Apple’s strategy
in computers, personal media players, tablet
computers, and smartphones? Have its
strategies in its core businesses yielded success?
Advantages-Style-Proprietary Capabilities ( Unique apps ) -Limited product line
Disadvantages-Lack of price competitiveness-Limited number of business application adapted for MAC ISO
Apple computers
Advantages-Late mover advantage -Fashionable Perception -Music Store Support
Disadvantages-Unmatched brand recognition and consumer loyalty -systematic dedication & support of continuous developing market-ipad & itunes Relationship-Strategic Partnerships
Personal Media Player
-First to market innovation-Fashionable Perception-App store support
Smartphone & Tablets
Q3. What does a competitive strength assessment reveal about Apple’s computer business, as compared to the leaders in the computer industry? Use the methodology in Table 4.4 to support your answer. Does it appear that the company’s competitive positions in personal media players, tablet computers, and smartphones are stronger or weaker than its position in computers?
Key Success Factors /Strength Measures
Importance Weight
Apple Dell HP AcerRating Weighte
d ScoreRating Weighted
ScoreRating Weighte
d ScoreRating Weighted
Score
Price 0.1 6 0.6 9 0.9 9 0.9 10 1.0
Quality/ Product performance
0.15 8 1.2 7 1.05 7 1.05 6 0.9
Peripheral Synchronization Capabilities
0.1 9 0.9 7 0.7 7 0.7 7 0.7
New product innovation capabilities
0.2 10 2.0 6 1.2 7 1.4 6 1.2
Customization availability 0.15 5 0.75 10 1.5 9 1.35 5 0.75
Software compatibility 0.1 5 0.5 8 0.8 8 0.8 8 0.8
Reputation/ image 0.1 8 0.8 8 0.8 8 0.8 6 0.6
Market position 0.05 4 0.2 9 0.45 10 0.5 6 0.3
Breadth of product offerings
0.05 6 0.3 8 0.4 7 0.35 8 0.4
Total 1.0 61 7.25 72 7.8 72 7.85 62 6.65
Competitive Strength Assessment for the Leading Rivals in the Computer Industry
- Much stronger than its position in the computer industry- Held 78 % share in the digital music player in the industry in 2011- No other player held more than 5% in the industry
- Stronger than its position on the computer industry.- Apple held 68% share of market for tablet computers by mid 2012. - Tablet computer were in the market from 1990s, but Apple version gained significant interest from users.
Apple’s competitive position in the personal media player and tablet computer industry
-Stronger than its position in computers.- Second best selling smartphones in the second quarter of 2012- iphone has contributed to the success of the entire smart phone industry, which grew from unit sales of 1.7bn in 2009 to 4.9bn in 2011 - Apple lost its no.1 rank in the handset segment of the industry to Samsung in late 2011.- Threat to Apple posed by Google’s $12.5bn acquisition of Motorola mobility.
Apple’s competitive position in the smartphone industry
Q4. Does it make good strategic sense for Apple to be a competitor in the computer, personal media player, smartphone, and tablet computer industries? Are the value chain activities that Apple performs in computers, personal media players, tablet computers and smartphones very similar and “compatible” or are there very important differences from product to product? Which of the four products lines – computers, tablet computers, personal media players, or smartphones – do you think is most important to Apple’s future growth andprofitability? Why?
• It has made strategic sense for Apple to be a competitor.• There are similarities in Apple’s value chain activities for all the 4
Apple’s products:• Primary Activities (supply chain management, operation,
distribution, sales & marketing, service)• Supporting Activities (R&D in products, HRM, general
administration)• Technology Innovation (Apps, Common Operating Systems-
iOS/Mac OS)• Customer Service and Purchasing
Products & Criteria Primary Activates Supporting Activities Technology & Innovation
Customer Service & Purchasing
Personal Computer Pricing Reduction(Sales & Marketing)
PC Innovation(R&D)
Mac OS X series -Purchase online-Apple Outlet
Tablet Computer Better Hardware(Manufacturing)
Similarities as Iphone & non-pc products (R&D)
iOS series -Purchase online-Apple Outlet
Smartphone -Expand Carrier Networks (Service & Operation)-Better Hardware (Manufacturing)
Smartphone Innovation (R&D)-Great talents & developers (HRM)
-iOS series-Compatible with Microsoft Product (Microsoft Exchange)-App Store (Valuable apps & tools)
-Purchase online-Apple Outlet-Telephone Service Provider-Network Service Provider
Personal Media Player Hardware Improvement (Manufacturing)
Personal Media Player Innovation (R&D)
-iOS series-iTune’s (Digital media)-Apple’s TV (Entertainment & synchronization)
-Purchase online-Apple Outlet-Wholesale supermarket
Comparison Outcomes Similar Similar Compatible Similar
Justifications -Good sales and great marketing strategies-Good product life cycle-Follow the trend and able to fight with their rivals
-Apple Support Communities-Better financial performance (Mid 2012)-Good administration
-Synchronize-Similar functionalities-Apple ID-Innovative apps, software, tools
-Apple Outlet-Apple Website (Cart System) -Good collaboration with 3rd parties
Source: Apple, 2015-http://www.apple.com/support/
Value Chain Activities Analysis
Standard Operation Life Cycle
Source: Supply Chain 247-http://www.supplychain247.com/images/slides/apple_really_number1_supply_chain_slide1.jpg
Source: Slide Share-http://image.slidesharecdn.com/strategicanalysisofapple-140127103529-phpapp02/95/strategic-analysis-of-apple-8-638.jpg?cb=1390819001
Internal Operation Value Chain Analysis
• Apple has 3 strong dominance products;• Smartphones• Tablet Computers• Personal Media Player & Digital Content)
5. What is your assessment of Apple Computer’s financial performance the past three years? (Use the financial ratios in the Appendix of the text as aguide in doing your financial analysis?
Performance Ratios (YA 2007-2011)
2007 2008 2009 2010 20110.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
24.3%
56.2%
14.4%
52.0%
65.9%
Net Sales Growth
2007 2008 2009 2010 20110.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
18.4%
22.2%
27.4% 28.2%31.2%
Operating Profit Margin
2007 2008 2009 2010 20110.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
14.6%16.3%
19.2%21.5%
23.9%
Net Profit Margin
2007 2008 2009 2010 20110.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5% 3.3%3.0% 3.1%
2.7%
2.2%
R&D as % of Sales
Sources: Apple Inc., 2008, 2010, and 2011 10-K Annual Reports
Performance Ratios (YA 2007-2011)
Sources: Apple Inc., 2008, 2010, and 2011 10-K Annual Reports
2007 2008 2009 2010 20110.0%
5.0%
10.0%
15.0%
20.0%
25.0%
14.1%
16.9% 17.3%18.6%
22.3%
Return on Total Asset (ROA)
2007 2008 2009 2010 20110.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
24.1%27.4% 26.0%
29.3%
33.8%
Return on Stockholder's Equity (ROE)
Profitability Ratios (YA 2012-2015)
Sources: Apple Inc., 2013, 2014, and 2015 10-K Annual Reports
2012 2013 2014 20150.00%5.00%
10.00%15.00%20.00%25.00%30.00%35.00%40.00%45.00%50.00%
44.58%
9.20%6.95%
27.86%
Net Sales Growth
2012 2013 2014 20150.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
4.00%
2.16%
2.62%
3.30% 3.45%
R&D as % of Sales
2012 2013 2014 20150.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%35.30%
28.67% 28.72%30.48%
Operating Profit Margin
2012 2013 2014 20150.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%26.67%
21.67% 21.61% 22.85%
Net Profit Margin
Profitability Ratios (YA 2012-2015)
Sources: Apple Inc., 2013, 2014, and 2015 10-K Annual Reports
2012 2013 2014 20150.00%
5.00%
10.00%
15.00%
20.00%
25.00% 23.70%
17.89% 17.04%18.38%
Return on Total Asset (ROA)
2012 2013 2014 20150.00%5.00%
10.00%15.00%20.00%25.00%30.00%35.00%40.00%45.00%50.00%
35.30%29.98%
35.42%
44.74%
Return on Stockholder's Equity (ROE)
2012 2013 2014 20150.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%35.30%
26.36%28.11%
30.90%
Return on Invested Capital (ROIC)
2012 2013 2014 2015 $-
$1.00 $2.00 $3.00 $4.00 $5.00 $6.00 $7.00 $8.00 $9.00
$10.00
$6.31 $5.68
$6.45
$9.22
Earnings Per Share (EPS)
Sources: Apple Inc., 2013, 2014, and 2015 10-K Annual Reports
2012 2013 2014 20150.000.200.400.600.801.001.201.401.601.80
1.501.68
1.08 1.11
Current Ratio
2012 2013 2014 20150.000.200.400.600.801.001.201.401.601.80
1.481.64
1.05 1.08
Quick Ratio
2012 2013 2014 20150.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0.00
0.12
0.21
0.31
Long-Term Debt-To-Capital Ratio
2012 2013 2014 20150.000.050.100.150.200.250.300.350.400.450.50
0.00
0.14
0.26
0.45
Long-Term Debt-To-Equity Ratio
Liquidity Ratios (YA 2012-2015)
Leverage Ratios (YA 2012-2015)
Sources: Apple Inc., 2013, 2014, and 2015 10-K Annual Reports
Share Price Performance (YA 2012-2015)
Activity Ratios (YA 2012-2015)
2012 2013 2014 20150.00
20.00
40.00
60.00
80.00
100.00
120.00
3.29 6.04 6.86 6.12
25.49 27.9834.86
26.31
87.9876.58
98.18 92.47
Days of Inventory Average collection period Average payment period
Source: Apple Inc. share price 2012-2015, Bloomberg Business
6. What recommendations would you make to allow Apple to strengthen its position in its most important markets? What steps should it take to ensure that the iPad becomes a major contributor to the company’s overall performance?
Recommendations for 4 Apple Products in each industry:Personal Computer Industry -Product Customization
-Lower production costs & price reduction-More advertisements
Personal Media Player Industry -Innovation on product features-Attractive advertisements-Avoid marketing approaches & developer requirements that may violate anti-trust laws
Smartphone Industry -Continue to lead in product innovation-Make the iPhone compatible with more carrier networks-Develop valuable new apps
Tablet Computer Industry -Implementing the cost reduction strategy-Developing more portable and desktop computer compatible applications to iPad-Leading the innovative product
Recommendations
Steps for Apple iPad to become successful in marketplace & major
contributor to Apple’s overall performance
Caught rival off-guard and forcing them to quickly design and launch new lines of tablet computers to limit Apple’s dominance in the rapidly growing segment of the computer industry.- Entered in Tablet Computer Market in
2010.- 32.394 million unit sold by year-end 2011.- Held 68% market share in mid 2012.
Thank You