مدیریت استراتژیک تجزیه و تحلیل کیس اپل

مدیریت استراتژیک تجزیه و تحلیل کیس اپل

اسلاید 1: نو آوری تمایز بین یک رهبر و یک دنبال رو استاستیو جابز

اسلاید 2: مدیریت استراتژیک تجزیه و تحلیل کیس اپل مدرس : جناب آقای دکتر حجاریان سعید نقابی 660188102 بهار 90

اسلاید 3: استیو جابز کسی است که که هنر و شخصیتش به تعریف نسل جدیدی از تکنولوژی و دگرگونی جهان کمک کرده است. این شخص صاحب شرکت افسانه ای که همه ما می شناسیم هست شرکت اپل

اسلاید 4: بیانیه ماموریت شرکت اپل کامپیوتر:ارائه کیفیت بالا،قیمت پایین،تسهیل استفاده از محصولاتی که تکنولوژی بالا را برای افراد تثبیت کند. ما اثبات میکنیم که تکنولوژی بالا نباید از تخصصهای غیر کامپیوتری ترسی داشته باشد.

اسلاید 5: آرمان شرکت اپل کامپیوتر:تبدیل شدن به رهبر جهانی نوآوری و ابتکار در بازار کامپیوتر.

اسلاید 6: استراتژی کلی شرکت اپل

اسلاید 7: پورتفولیو محصولات اپلIpad

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اسلاید 9: ساختار سازمانی

اسلاید 10: تیم اجرایی اپل

اسلاید 11: سابقه کاری تیم اجرایی اپل

اسلاید 12: میزان سهم تیم اجرایی اپل

اسلاید 13: نمودار رشد اپل

اسلاید 14: وضعیت رقبا

اسلاید 15: ساختار و عملکرد

اسلاید 16: استراتژی نیروی انسانی

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اسلاید 20: آنالیز مالی اپل

اسلاید 21:

اسلاید 22: سود

اسلاید 23: SWOT MatrixStrengthsWeaknessesiTunes Music Store is a good source of revenue, especially with the iPod and the availability on Windows platform.Developing own software and hardware.Apple’s niche audience provides the company with some insulation from the direct price competition.Revamping desktop and notebook lines.Web technology can be used to improve product awareness and sales.Low debt—more maneuverable.Good brand loyalty.Weak relationship with Intel and Microsoft.Weak presence in business arena.Dependency on new product launches.Weak presence in markets other than education and publishing.Slow turnaround on high demand products.OpportunitiesS-O StrategiesW-O StrategiesIncrease in worms and viruses on PCs. Large population (Gen X & Y) which are extremely individualistic and name brand conscious.Government crackdown on pirating music off the Internet.Much of the world is still without computers.People enjoy small electronic gadgets.Increase awareness through the Web of the immunity of Mac products to worms and viruses. (S5, O1)Advertise using individuals that will link Generation X & Y to the iTunes and other related products. (S1, O2, O4, O5)Use movies and music groups that are geared towards Gen X and Y to promote computers and laptops. (S3, S5, O2, O5)Increase ties with Microsoft and Intel and their products.(W1, W2, W4 O2, O3)Promote to business the safety of having a worm and virus free computer by using Mac. (W2, W4, O1, O5).Expand production into Asia (W2, O4).ThreatsS-T StrategiesW-T StrategiesCompanies not seeing Apple as compatible with their software.Dell and HP are major competitors.Increasing competition with music downloads.Competition produces similar products at often half the price.The population at large unwilling to use Macintosh.Increase and promote the compatibility to Windows operating system. (S5,T1)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)Improve relationship with Microsoft and Intel so that companies will see them as compatible. (W1, W2 T1)Produce Wintel Compatible products (W1, T1).

اسلاید 24: Strengths WeightRateScoreuser-friendly GUI0.140.4 Highly Innovative products0.0740.28Brand Loyal Customers0.0930.27Financial Strength0.0530.15Steve Jobs Return to APPLE0.0530.15ITunes and music store is a great source of revenue0.140.4Diversifications in Products0.0530.15

اسلاید 25: WeaknessesWeightRateScoreWeak Corporate structure0.0520.1Low e-trade0.1410.14Business marketing strategy0.0810.08Market Share0.1520.3Product sales performance0.0720.14Weak Corporate structure0.0520.1Low e-trade0.1410.14

اسلاید 26: OpportunitiesWeightRateScoreIncrease viruses and worms on Microsoft based systems.0.0520.1Large population is Brand Conscious 0.0530.15Ties with windows can make huge user shift to Mac0.0620.12Increasing market of downloaded music and Mp3 Players0.1540.6Expanding use of the Internet to sell products and services.0.120.2increase in popularity of internet0.120.2

اسلاید 27: ThreatsWeightRateScoreWeak foreign economies and us economies0.0420.08High Competition between Firms0.120.2Risk of product Piracy, copyright infringements0.0320.06Risk of product obsolescence0.0520.1Substitute product development0.0720.14Competitors charge lower prices on similar products0.110.1

اسلاید 28:   AppleAppleDellDellHPHPMICROSOFTMICROSOFTIBMIBMCritical Success FactorsWeightRatingScoreRatingScoreRatingScoreRatingScoreRatingScoreInnovation(Product Design)0.1340.5230.3910.1330.3920.26Market Share0.1210.1240.4830.3640.4820.24Brand Loyalty0.0940.3430.2630.2640.3430.26Customer Service/Support0.0530.1530.1530.1540.2030.15Diversification(Product Range)0.1030.2930.2930.2920.1930.29Business Structure Efficiency0.0820.1540.3020.1540.3020.15Pricing0.0820.1530.2330.2330.2330.23History of Name0.0530.1530.1530.1540.2040.20e-Store0.0540.2030.1540.2030.1520.10Financial Position0.0930.2730.2730.2730.2730.27Product Quality0.1330.3940.5230.3930.3930.39Concern for Environment0.0510.0510.0510.0520.1010.05 1 2.78 3.23 2.62 3.24 2.58مدل پنج نیروی پورتر

اسلاید 29: خریدارانتامین کنندگانLow (for Motorola and IBM) Apple is largest purchaser of PowerPC processors, therefore can exercise power on suppliersLow (components suppliers) Most components are commoditized (since they are the same used by PCs) so Apple has wide selection availableجایگزیندرون صنعتپنج نیروی پورترورود به صنعت

اسلاید 30: Porter’s Five Forces - ImprovedLow 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)خریدارانتامین کنندگانجایگزیندرون صنعتورود به صنعت

اسلاید 31: 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 presentخریدارانتامین کنندگانجایگزیندرون صنعتورود به صنعت

اسلاید 32: 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 marketخریدارانتامین کنندگانجایگزیندرون صنعتورود به صنعت

اسلاید 33: Very High PCs are commoditized as HW/SW configurations Competition is cost-basedخریدارانتامین کنندگانجایگزیندرون صنعتورود به صنعت

اسلاید 34: مدل بسط یافته ترکیبی ژنریک و مدل پورتر

اسلاید 35: BCG ماتریس

اسلاید 36: سگIVگاو شیردهIIIستارهIIزیاد1.0متوسط.50کم0.0زیاد+20کم -20متوسط0درامدسود سهم بازار نرخ رشد داخلی 54%52% 17 0.3بین الملل 46% 48% 5 0.2داخلیبین الملل

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اسلاید 38: نمودار سهام اپل