Professional Documents
Culture Documents
Ellen Suprun
Julie
OHalloran
Wojciech
Jagiello
Introduction
1.
2.
3.
4.
External Analysis
Internal Analysis
Strategy
Assessment and
Recommendations
Suppliers
High (components
suppliers)
Most components
are commoditized,
however Intel,
Motorola, IBM
become dominant,
that increases power
of supplier
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)
Oligopoly market
Buyers
Low
PC and new applications High
End-users are mostly loyal
Imperfect knowledge about
price forming
Substitut
es
High
PCs are available in multiple
configurations, performances and price
ranges
Other firms offer as good products
Rivalry is very high
Leadershi
p
Culture
Company
Infrastructure
Materials
Management
Information
Systems
Human Resources
Jobs and
Wozniak
John Sculley
Mike Spindler
Gilbert Amelio
Return of Steve
Jobs
R&D
Production
Customer Service
Apple have
Vertical
always
added value
through R&D
Failed R&D
project with
IBM
Integration
to
outsourcing
1998 to
reduced
costs
Strengths
Technology and
R&D team
Investors
Organizational
culture
Brand Loyalty
Marketing
Partnerships
Weaknesses
Lack of compatible software 1984
Strategy change inconsistent with
the business model cutting costs
Failed investments
Leadership changes and succession
planning
Opportunities
iCloud
New markets- expansion into mobile
phones, tablets, BRIC countries
Large corporate market segment
Threats
Open architecture
Economic downturn
Competitors
Suppliers
Legal issues
Marketing
Consumer Loyalty
Distribution network
Questionable moves
Mac Clones
Niche market
Strategy change & Leadership
problem
Partnership with IBM
Complete user
experience
Benefits
Capturing values
on every step
Higher costs of production
and development
Not dependent
on innovation
Importance of
strong leader
Danger
s
Apple being
relatively
fragile
2006 to Date
Recommendations
Any Questions?