Student Id No: CAPSTONE

Module Name:

Table1: 6Cs Note: (A = Apple specific) Factors Customer: 1.1 Behaviour of the customer 1.2 Significant middle class population (Asia-Pacific) Table (3.4) 1.3 Meet the needs of various customers (A) Culture: 1.4 Technology is Changing our lives 1.5 Technology Impact on new generation 1.6 Think different motto (A) Country: 1.7 Natural disaster - Japan 1.8 Close relationship with other nations (Mexico & US) 1.9 Home demand condition - USA (A) (F.T 3.4) (Chart IV)

Ref 4 5 9 10 11 14 12 13 28,5

Factors Company: 1.10 Potential growth of industry (Chart 3) 1.11 Short-age of electronic components 1.12 Mobile the most important computing platform (A Competition: 1.13 Global competition sparks spree-R&D 1.14 Electronic consumer industry under the yoke of competition 1.15 Key industry find Secret of Apple" (A) Currency: 1.16 Exchange rate (low) 1.17 Interest rate (A) (High ) 1.18 Reduce consumer demand of Technology Ref 17, 52 18 30 19 20 21 22 23 34 24 35 25,26 27,28, 132

Table2: Porters 5Forces Note: (A = Apple specific) # Forces Factors 2.1 High capital requirements -electronic + icloud (estimated$ 1 bln) 1 Threat of New Entrants 2.2 Govt restrictions/legislation 2.3 Commands a large portion of touch penal capacity 60% (A) 2.4 Switching cost - Supplier 2 Power of Suppliers 2.5 Large no of suppliers 635 in China 2.6 Strong Negotiation power (A) 2.7 Customers Price sensitive - Personal Computers 3 Power of Buyers 2.8 Sophisticated products 2.9 Technology prevent to switch to other products (A) 2.10 X-Box has a DVD player 4 Threat of Substitute 2.11 Satellite phones 2.12 Switching reduces market competition 5 Existing Rivalry 2.13 High/Aggressive competition (A) - Android market vs. iOS Table 3: Financial Analysis Tables 3.1 Competitive Analysis Apple 2010 $ million 65,225 (38,609) 26,616 18,540 14,013 14,013 2009 $ million 42,905 (24,999) 17,906 12,066 8,235 8,235 MS 2010 $ million 62,484 (9,888) 52,596 25,013 18,760 18,760 2009 $ million 58,437 (9,864) 48,573 19,821 14,569 14,569 Google 2010 $ million 29,321 (9,036) 20,285 10,796 8,505 8,505 2009 $ million 23,650 (7,338) 16,312 8,381 6,520 6,520

Dell 2010 $ million 52,902 (42,789) 10,113 2,024 1,433 1,433

Revenue (38) Cost of Goods sold (38) Gross Profit (38) P/L before Tax (38) P/L after Tax (38) P/L for the Period (38)

Research & Dev cost (38) No. of Employees (38) 3.2 Key Performance Indicator Gross profit margin % (28) Pre Tax Profit margin % (28) ROCE % (38) Return on total Asset (%)(38) Current ratio (28) Total Debt/Equity (28) Solvency ratio (%)(38) P/E (38)

(1,782) 49,400

(1,333) 36,800

(8,714) 89,000

(9,010) 93,000

(3,762) 24,400

(2,843) 19,835

(617) 96,000

38.38 28.19 38.79 24.66 2.01 0.00 63.57 18.42

40.14 27.36 38.14 25.40 2.74 0.00 66.61 19.34

80.16 40.03 54.17 29.05 2.13 0.13 53.62 10.75

79.20 33.92 50.11 25.45 1.82 0.15 50.79 14.90

64.47 36.82 23.35 18.66 4.16 0.07 79.93 17.04

62.61 35.44 23.28 20.70 10.62 0.00 88.91 25.79

17.51 3.83 35.88 6.01 1.28 0.72 16.76 20.17

3.3 Apple Year to Year Analysis (Ref 38) 2010 Revenue ($ million) 65,225 Sales growth (%) 52.02 Current Ratio 2.01 ROCE (%) 38.79 ROE (%) 35.28 EPS (Basic) 9.88 P/E 18.42 3.4 Net Sales increase by operating segments (Ref 9) Net sales by operating segments: 2010($ million) America 24,498 Europe 18,392 Japan 3,931 Asia-Pacific 8,256 3.5 Net Sales increase by products (Ref 9) Net Sales by products 2010 ($ million) Total Mac 17,479 iPod 8,274 iPhone 25,179 Software and Service 2,573 Desktop (PC) 6,201

2009 42,905 14.44 2.74 38.14 30.54 5.94 19.34

2008 37,491 52.54 2.64 40.13 33.23 3.52 15.96

2007 24,578 27.25 2.37 34.45 28.51 2.05 37.73

2006 19,315 38.65 2.25 28.23 22.85 1.31 31.12

Change 29% 58% 75% 160%

2009 ($ million) 18,981 11,810 2,279 3,179

Change 15% 28% 32% 18%

2008 1

Change 26% 2% 93% 7% 43%

2009 ($ million) 13,859 8,091 13,033 2,411 4,324

Change 3% 12% 93% 9% 23%

2008 ( 14 9 6 2 5

3.6 Sony Sales and Operating Revenue (Ref 122) Year ended March 31 2008 (Yen in million) Japan 2,056,374 (23.2%) U.S.A 2,221,862 (25.1%) Europe 2,328,233 (26.2%) Other 2,264,945 (25.5%) Total 8,871,414 Chart I: Total Revenue (Country) (Ref 28)

2009 (Yen in million) 1,873,219 (24.2%) 1,827,812 (23.6%) 1,987,692 (25.7%) 2,041,270 (26.5%) 7,729,993 Graph II: Growth of Apples

2010 (Yen in m 2,099,297 (29 1,595,016 (22 1,644,698 (22 1,874, 987 (26 7,213,998

App Store (Ref 5)

Chart III Global consumer electronics market size ($bn), 2009-14 (Ref 5) 2009 2010 2011 2012 Revenues ($bn) 681.10 716.4 753.7 792.9 Chart IV Consumer electronics market size by region ($bn), 2009 and 2014 (Ref 5) Region 2009 2014 Asia-Pacific 245.8 361.2 North America 162.8 170.2 Western Europe 96.0 102.4 Eastern Europe 72.9 95.2 Middle East and Africa 62.0 89.4 Latin America 41.5 58.8 Total* 681 877 Recent fiscal year end is December 2009. *Includes white goods. Chart V: Apple Inc Revenue by Category (Ref 135) Groups (Ref 124)

2013 834.1

20141 877.5

CAGR 2009 8.0% 0.9% 1.3% 5.5% 7.6% 7.2% 5.2%

Table 4: Strategic

Table 5: RBV (F-A = Financial Analysis Table) Tangible Physical 5.1 More than 300 retail stores Global (Graph II) Financial 5.3 $1782million invest in R&D (F-T 3.1) Operations 5.5 Largest geographic market place USA (Chart I) Human Legal Systems 5.7 Skills & ability to perform effectively (F-T 3.3) 5.9 Ability to buy music through iTunes 5.11 Integrated system - icloud 5.13 High reputation (Brand equity) 47

Ref 9,36 38 39,12 4 41 9, 43 45

Intangible 5.2 Ability to expand 5.4 Good credit rating 5.6 Industrial Design Capability 5.8Talented Software Development Team 5.10 Mistake of suing Microsoft 5.12 Creation of the iPod

Customer based

Distribution based

5.14 Large global geographic network/presen

Table 6: COMPETENCIES Strategic 6.1 Leadership and excellent reputation of Steve Jobs Functional 6.2 Excellent skills of individual departments Operational 6.3 Relationship with Original Equipment Manufacturer

Table 7: Value Chain General Administration Human Resource Management Technology Development Procurement Inbound Logistics Operations Outbound Logistics Marketing and Sales Service

7.1 Solid infrastructure success behind Apple 7.2 Recruit highly talented employees 7.3 Programs Train-the-Trainer educate assembly line workers 7.4 High investment in R&D - $1.3 billion to $1.8 billion in 2010 (Financial Report 3.1) 7.5 Positive relationship with suppliers 7.6 Automated receiving system 7.7 Economies of scale in production 7.8 First-party retailer/authorised retailers 7.9 Direct and Indirect distribution channel 7.10Apple Genius Bar. 7.11 Free consultation for their products

Table 8: Ansoff EXISTING PRODUCTS E X I S T I N G M A R K E T Market Penetration 8.1 Development of more apps 8.2 Geographically net sale increased 2010 in (America ,Europe, Japan ,Asia specific) (iPhone) (Financial Table 3.4 & 3.5) 8.3 Net Sales - increased by Product in 2010 (Financial Table 3.4 & 3.5) (Chart V) Market development N M E A W R K E T 8.8 Key source of growth Elderly users 8.9 Consumers cloud market 8.10 Developing a low cost market-Telecom (Macs) 8.11 Geographically segmented Table 3.4 59 60 61 61 57,58 28 28 Ref NEW PRODUCTS Product Development

8.4 Apple pricing decoy (Chart V) 8.5 Revolutionary product-ipad 8.6 Apple & Microsoft joint force 8.7 Apple pushed iPhone for business

Diversification 8.12 First mover advantage-IPods 8.13 Multi-Product Strategy 8.14 Diversification of apple

Table 9: Generic Strategies COST

B R O A D N A R R O W M A R K E T M A R K E T

Ref 119 120

COST LEADERSHIP 9.1 The Low-Price Leader - Android + 3G data 9.2 iPad 2 crushed its rivals FOCUSED LOW COST 9.3 Apple planning Low-Cost version of the IPhone 9.4 MacBook replaces less expensive 12 inch iBook 9.5 Targets the low-end market-Pc, iPod music player 9.6 low cost component of iPod- supplier 109 110 111 112

UNIQUENESS DIFFERENTIATION 9.7 Offering iMessage for iPhone -iPod 9.8 Price-Skimming Strategy shuffle-iphone 9.9 App developers caught in iCloud storm FOCUSED DIFFERENTIATION 9.10 Focus on Young Generation PC (FT-3.5) 9.11 Apple release products in China 9.12 Apple's Mac joins Windows generation

Table 10: Strategy Evaluation Matrix (SAF) Current Strategies and Strategic Options for Company Growth Factors for Decision Making Acquisition Mergers Suitability 10.1 - In history acquired lots of small 10.2 x Does not want to share their secrets companies (Ref 125) party (Ref 33) Acceptability 10.3 - Secrets will not be shared (Ref 33) 10.4 x Steve Jobs does not like merger (Re

Feasibility

10.5 - Strong Financial position (Ref 38) (Table 3.3) (Table 5)

10.6 - Strong Financial position (Ref 38) (Table 3.3) (Table 5)

Table 11: SONY (The best choice) 11.1 Steve Jobs wanted to be SONY 11.2 Will give an extra edge PlayStations & Blu-ray

126 127,13 1

11.3 Strong distribution channels all over the world 11.4 Sony+Disney = Competitive advantage

Table 12: Leadership Traits (Steve Jobs) Adaptable to situation *None Achievement oriented 12.1 Received lots of awards Vision 12.2 A dent in the universe 12.3 Enormously energetic Energetic Apple + Disney Table 13: Leadership Skills (Steve Jobs) 13.1 create whole businesses for application Intelligent development 13.2 Leadership position with innovation Creative 13.3 High-end technology & fashionable design Table 14: Leadership Style & Behaviour (Steve Jobs) 14.1 Everyone Report direct to him 14.2 Short-temper Autocrati 14.3 Manipulative behaviour c 14.4 Creates a sense of fear among employees

77,78 81 80

Persistent Self-Confident Tolerant of stress Ownership and Responsibility

12.4 Never give up easily - NeXT 12.5 High risk taker 12.6 High - Aggressive 12.7 From start to finish

83 83 84,85

Fluent in speaking Knowledgeable

13.4 Increasing role in Apple's public relations effort 13.5 Good technical skills

72,75 73 74 74

Charismatic

14.5 Initiative leader 14.6 Gifted Speaker 14.7 Transformational leader - creates valuable & positive change in the follower 14.8 Combination of Perfectionism and Vision

Table 15: Leadership Effectiveness: (Steve Jobs) Organization 15.1 963% growth (1999-2010) (Financial Table 3.3) 15.2 Company revenue from ($m) 6134 to 65,222 (1999-2010) Table 16: Apple Inc. Culture 16.1 Strategy has to fit with the vision of the company 16.2 No formal dress code for the employees 16.3 Continuous innovation Table 17: Comparison of person specifications Theory (Ref - 88) 17.1 Tim Cooks COA (Ref 92, 101) Experience of CEO -12 years service at IBM & Financial

38 38

Leader

15.3 Americas young entrepreneurs

107 108 108

16.4 Thinking together 16.5 Power culture US control 16.6 Every Monday meeting

17.2 Michael Dell (CEO of Dell Comp) (Ref 93, 94)

-(1984-Till now) - Owned 14 percent of Dell Computers common stock, worth about $12 billion -"The guru of choice on ecommerce"

17.3 Phillip Clarke (CEO of Tesco) (Ref 95,96)

(March 2011 Till now) - Tesco strengthened its position in South Korea with a 958m acquisition of Homever, x- In charge of supply chain in 1998 and Chief Executive in charge of IT in 1999

17.5 Eric S (CEO of (Ref 99

(2001 Jan 20

Technical

Compak -Management and cost cutting Managing financial situation in economic crisis day to day activities of Apple -Effective Management of costs Multi -task ability Expertise in logistics and operations - Calm & Quiet spoken manner

- Innovation Fo Erics formal edu technology

Communication Interpersonal

x-Off-the-charts introvert

- Ethics & Suppliers relationship

- Well repute in

Leadership Problem Solving Decision Making Self-Management

Confident in doings things & decision making - Leading ability Intelligent and capable leader - Crisis management ability - Ability to close down non profit making sector - Key role in development of strategies

Born and bred Tesco man - His leadership style is built on collaboration - Extremely competitive risk-taker - Created a leadership board and did a very good job of delegating decisions -Within Dell, Michael Dell was a hero - Relation oriented, Strong working relation with local management - Successfully transferring market experience to new market - Responsible for large IT change at Tesco, Move to India with wholesale cash carry - major investment in self-service checkouts, which now account for a quarter of all transactions

- ability to brin x

Table 18: Tim Cook (Skills) Experience of CEO 18.1 CEO experience of Apple - Twice Financial Technical Communication Interpersonal References: 18.2 Managing financial situation in economic crisis 18.3 Expertise in logistics and operations 18.4 Warm and outspoken 18.5 Confidence, calm and quite

10 1 10 2 92 10 3 10 4

Leadership Problem Solving Decision Making Self-Management

18.6 Participative Leadership style 18.7 Ability to solve problem 18.8 Credited with reinventing 18.9 Play key role in development strategies of resale

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