مدیریت استراتژیک تجزیه و تحلیل کیس اپل

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نو آورى تمايز بين يك رهبر و يك دنبال رو است “2 

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تجزیه و تحلیل کیس ايل مدرس : جناب آقای دکترحجاریان سعید نقابی ۶۶۰۱۸۸۱۰۲ ٩۰ ‏ار‎ 

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استیو جلبز کسی است که که هنر و شخصیتش به تعریف نسل جدیدی از تکنولویی و دگرگونی جهان کمک کیده است. لين شخص صاحب شرکت افسانه ای که همه ما می شناسیم هست شرکت ابل 

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بیانیه ماموریت شرکت اپل کامپیوتر: ‎cs‏ ارلئه کیفیت بالا.قیمت پایین.تسهیل استفاده از محصولاتی که تکنولویی بالا را برای افراد تثییت کند. ما اثبات میکنیم که تکنولوژی با بلید از تخصصهای غیر کامپیوتری ترسی داشته باشد. 

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4 آرمان شرکت ايل كامبيوتر: ‎Cs‏ تبدیل شدن به رهبر جهانی نوآوری و ابتکار در بازار کامپیوتر. 

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Core ‏شتا‎ مهعم Manufacturing jag Distribution + 50% US; hee '- Education (60%MS); home ۲ + Hardware, software, peripherals + Fully integrated > High end 

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پورتفولیو محصولات اپل Commet Robust and successful notebook, aimed at the education market. Inexpected and ongoing success High-end notebook, probably the best-designed notebook available. Personal computer targeting graphics and layout professionals Digital music player, unique product in combination with Tunes online music store. Wireless connectivity products, monitors, ete Superior and operating system with modular architecture. Widely used media player, successful by consolidating and gaining exclusive rights for popular movie trailers in the internet. Programs for digital editing of video, graphics, music, etc. Several unique web services. iBook notebook 125 PowerBook notebook PowerMac PC iPod music player Hardware accessories Mac OSX Quicktime and other sub process software application software internet integration software Ipad 

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Peripheral products Hardware =| nal ‘Software products and Specialised education sempudet technologies products and services Apple Store i, Edveation L Product support and services é ‏د‎ software, = Wireless connectivity integration and devices and networking LP Cp 

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ساختار سازمانی Operat- ions/Sales Marketing Applicat- c= | | Hardware | Software ۳ | Finance ) 

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تیم اجرایی اپل لومم ‎Chief Executive Officer‏ ‎Executive Vice President and Chief Financial Officer‏ 07 1997 1996 7998 | Executive Vice President, Worldwide Operations Executive Vice President, Worldwide Sales Senior Vice President and General Counsel ‘Senior Vice President, Retail ‘Senior Vice President, Finance Corporate Controller ‘Senior Vice President, Hardware Engineering 1337 2000 7996 1997 دا ‎steve‏ Fred D. Anderson Timothy D. Cook Nancy R. Heinen Ronald 8. Johnson Peter Oppenheimer Jonathan Rubinstein 

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سابقه کاری تیم اجرایی اپل erent] ar Animation Studios Chairman and CEO of NeXT Director of eBay and Epiphany Corporate Vice President and CFO of Automatic Data Processing airman anc Vics President, Corporate Materials of Compaq Chief Operating Officer of intelligent Electronics Director of North American Fulfillment of IBM Vice President, General Counsel and Secretary of the Board of NeXT Senior Merchandising Executive of Target Stores CFO of Automatic Data Processing Information Technology Consulting Practice of Coopers and Lybrand Director of Immersion Corporation Executive Vice President, Chief Operating Oficer of FirePower Systems ۱۵ ۷۵ Fred D. Anderson Timothy D. Cook Nangy Rc Heinen Ronald B. Johnson Peter Oppenheimer Jonathan Rubinstein 

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میزان سهم ‎Shares of Common Percent of Common‏ تا ‎Stock Outstanding‏ 00 Steven P. Jobs 5,060,002 1,38% Fred D. Anderson 7,158,672 0317 William V. Campbell 90,502 002% Timothy D. Cook 804,334 022% Millard 5 67 90,000 0,02% Albert Gore dr. = 0,00% Ronald B. Johnson 7,204,334 055% Arthur D. Levinson 231,600 0,06% ‘Avadis Tevanian Jr. 7,601,252 0 Jerome B. York 110,000. 0,03% | Others 4,370,677 1.19% Alll Executives and Directors(16 people) 14,715,373 4,00% 

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نمودار رشد اپل ی Embryonic Time 

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BAPL ‏تشم تعکلا.. تطلا .لا‎ 70523 226916 0 442000 56,000 erry 29.1096 1350% 000% 74708 34275 630M 25.90% G231% 39.20% 3738 11708 -72800K 4 23 29709 27% 2758 850 2 oe 086 0.00 se 25s 2a 15 2 1 oF os 833200 67.088 33,100 13.60% وم ود 82 و ۵و 2588 1.01 ‎a7‏ ‏154 ‏2.10 3.268 10,912 8.10% 6745, 2726 226 00M 1% 137 OOK 93۱ 5038 3 1.23 pacer Harare Market Cap: Employees Rey Growth ttm), Revenue (tir, Gross Margin (itm): EBITDA (ten) Oper. Margins (ttm): Net Income (tm): MPO = Kaviett-Padkard Co ۳۳ Corp ‏دا سيمل‎ Computer Hardware (non US) Ranked by Sates 000000 Symbol Price Change. TOSBE EK 4200000 0005 ‏كلع قالع‎ 30.209569 0.99% 7.aa0000 1.22% 28900002 0.16% ‘RICDY OB 92000000 0005 ۳9 0 a 1208 2 1367B و و وه هو الال لكا Company TOSHIGA CORP FUJITSU LTD NEC CP ADR CANON ING RICOH CO LTD ADR 

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ساختار و عملکرد ممم امعد 2% 2008 202 2001 2000 4و $500 200 $100 (emi 

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استراتزی نیروی انسانی ۳ 8 6% 45% m Stability ‎Interestina/challenging work‏ سا ‎1m Admire productsiservices‏ ‎U Thetr cutting-edge technology Groat work onvironmont Other ‎15% ‎ ‏اله ‎16% ‎15 ‎13% ‎70% ‎3 ‎2 ‎Fe ‎We ‎ ‎3 ‎03 ‎15 ‎2572 ‎15 ‎Be ‎1% ‎8 ‎72 ‎37 ‎15 ‎we ‎1% ‎ ‎DIES Une kao ‎ ‎Stability ‎Tnterasting/challanging work ie producisiservicas ‎ ‎ ‎Great benefits and parks Location near my home ‎Great work environment ‎‘Good chance for promotion Offer great training ‎‘Sirong employes morale ‎Enjoyed previous employment there Taw employee turnover ‎‘Admire their leaders/omployess ‎| Friends work there ‎Tin not sure ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ 

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Salary progression] Training and development Career management Fuman resource planning Personnel patos Requrearesuts Perfornanvactandarde Comparison (Feedback ‏ممم صل‎ 0 wwotklows, results actualy achieved he — ‘sai Persomnslepectcaton oe لد ‎The Organisation‏ يها مامه عتما 

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Too many candidates. No contacts there Tm not qualified Too far from home Not enough money Other 20% 39% 18% 3 Te 7 a 3% 130 1% 30% 17% 170 23% 3% 3% 5% 2% 0% 13 "Too many candidates No contacts there Tm not qualified Too far from home Not enough money Not a U.S. citizen Don't know the business Corporate culture clash Non-compete agreement Would have to work long hours 

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ويؤكى و مهارت اس شيك 

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‘Linereasein worms and viruses on PCs. 1 Increase awareness through the Web of the immunity. | 1.Increase tes with Microsoft and Intel 2 Large population (Gen XY) which are | of Mac products to worms and viruses, ‘ad thelr products. (Wi, W2, Wa.02, (35, 01) 4.Companies not seeing Apple as compatible ‏ی‎ > ا 

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0.28 0.27 0.15 0.15 0.4 0.15 Weight 0.1 007 0.09 0.05 0.05 0.1 0.05 Strengths user-friendly GUI Highly Innovative products Brand Loyal Customers Financial Strength Steve Jobs Return to APPLE ITunes and music store is a great source of revenue Diversifications in Products 

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0.08 0.3 0.14 0.1 Rate Weight 0.05 0.08 0.15 0.07 0.05 Weaknesses ANOAVIICDDeO Weak Corporate structure Low ettrade Business marketing strategy Market Share Product sales performance Weak Corporate structure Low e-trade 

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Opportunities Weight | Rate | Score Increase viruses and worms on Microsoft based systems. 0.05 2 0.1 Large population is Brand Conscious 0.05 3 0.15 Ties with windows can make huge user shift to Mac 0.06 2 0.12 Increasing market of downloaded music and Mp3 Players 0.15 4 0.6 Expanding use of the Internet to sell products and services. 0.1 2 0.2 increase in popularity of internet 0.1 2 0.2 

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Weight 0.04 0.1 0.03 0.05 0.07 0.1 Threats rrnearo Weak foreign economies and us economies High Competition between Firms Risk of product Piracy, copyright infringements Risk of product obsolescence Substitute product development Competitors charge lower prices on similar products 

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مدل پنج نیروی پورتر MICROSO Apple Dell HP IBM FT Critical Success Ratin sore | RAtin score | Ratin score | Ratin core | Ratin coo, Factors 9 9 9 9 0.26 2 0.39 3 0.13 1 0.39 3 0.52 4 0.13 امود ا ‎Design)‏ ‏مده 2 ]48 4 ]036 3 ‎o48]‏ 4 إهدهة 1 ‎Market Share o1z|‏ ‎Brand Loyalty oo9 | 4 034] 3 026] 3 026] 4 034] 3 0.26‏ ‎Customer‏ فده د ]020 4 | فده 3 إكده 3 ]015 3 |0055 ‎Service/Support‏ 0910 route 0.10 3 0.29 3 0.29 3 0.29 2 0.19 3 0.29 t Range) Histoyotname Joos | 3 ‏أكده‎ 3 01s] 3 oas| 4 o20| ‏ه‎ 02 Product Qualit) 9:23. 

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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 

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۳0۳۲۵۳5 ۳۱۷۵ ۴۵۳۵5 2 0 Low ٠ 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) 

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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 

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High + PCs in multiple configurations, performances and price ranges | + PCs represent about = 90% of the market ‏ب تيعد‎ + Huge network externalities for PCs Low + No Mac clone available ۰ No competing product in the Mac market 

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

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مدل بسط يافته ترکیبی ژنریک و مدل پورتر Focused: Focusing develops core competencies that can act as an entry barrier, buyers have less power to negotiate because of few alternatives. Suppliers have power because of tow volumes, but a differentiation- focused firm is better able to pass ‘on supplier price increases. ‘Specialized products and core competency protect against ‘substitutes. Rivals cannot meetdifferentiation- focused customer needs. Differentiation Customer loyaty can discourage potential entrants. Large buyers have less power to ‘egoiat because of few close alternatives. Better able to pass on supplier price increases to customers. Customers become attached to differentiating attributes, reducing threat of substitutes, Brand loyalty to keep customers from rivals Cost Leadership Abilty to cut price in retaliation deters potential entrants. Ability to offer lower price to Powerful buyers. Better insulated from powerful suppliers. Can use low price to defend against substitutes. Better able to compete on price ۳ Industry Force Entry Barriers Buyer Power Supplier Power ‘Threat of Substitutes: 

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High eu) Group (Innovation) Co me) R&D Spendina High Low Low} Prices Charged 

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نمودار سهام اپل تسد رد ces - oe ne (Sep SE4-16n 2006) an 

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