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A Strategic Analysis of Apple

A Strategic Analysis of Apple

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Published by Talha Farooqi

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Published by: Talha Farooqi on Jun 04, 2010
Copyright:Attribution Non-commercial

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11/02/2013

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A Strategic Analysisof Apple CorporationTimothy Pivovarnik Jeff ShaverAdam SilerRichard SterlingDave Strubbe
 
EXECUTIVE SUMMARY3HISTORY OF APPLE4THE PC INDUSTRY10THE ONLINE MUSIC INDUSTRY12THE FUTURE OF APPLE12PERSONAL COMPUTERS
A SHIFT IN STRATEGY12APPLE IN THE LIVING ROOM14STRATEGIC ALLIANCES AND ENTERTAINMENT15EXTERNAL ANALYSIS17TECHNOLOGICAL ENVIRONMENT17Brand Awareness Style at a Premium17Interoperability18Technology and the Digital Lifestyle18
 
REGULATORY ENVIRONMENT20INDUSTRY ANALYSIS USING PORTER'S FIVE FORCES MODEL21WHICH EXTERNAL THREATS ARE MOST SIGNIFICANT23ADDITIONAL EXTERNAL THREATS25SECURITY25VERTICAL INTEGRATION OF COMPETITORS25VALUE CHAIN ANALYSIS26TECHNOLOGY AND PRODUCT DESIGN27PRODUCTION27SALES AND MARKETING27CUSTOMER SERVICE28LEGAL SERVICES28SWOT ANALYSIS29STRENGTHS29WEAKNESSES30OPPORTUNITIES31THREATS31FINANCIAL ANALYSIS322ND QUARTER 200632HISTORICAL PERFORMANCE33STOCK PRICE PERFORMANCE34PROFITABILITY MEASURES35LIQUIDITY AND LEVERAGE MEASURES35PRODUCT UNIT SALES36OPERATING SEGMENTS36MARKET VALUE ANALYSIS37
 
PRO-FORMA INCOME STATEMENT38PROJECTED FREE CASH FLOW AND EQUITY VALUATION39STRATEGY40PRODUCT DIFFERENTIATION40STRATEGIC ALLIANCES44CONCLUSIONS48REFERENCES49
 
Executive SummaryApple Computer's 30-year history is full of highs and lows, which is what we wouldexpect in a highly innovative company. They evolved throughout the years into anorganization that is very much a representation of its leader, Steven Jobs. Apple madeseveral hugely successful product introductions over the years. They have alsocompletely fallen on their face on several occasions. They struggled mightily while Jobswas not a part of the organization. Apple reached a point where many thought they wouldnot survive. When asked in late 1997 what Jobs should do as head of Apple, Dell Inc.'s(DELL) then-CEO Michael S. Dell said at an investor conference: "I'd shut it down andgive the money back to the shareholders." (Burrows, Grover, and Green)Well, times changed. Less than 10 years later, BusinessWeek ranked Apple as the topperformer in its 2006 BusinessWeek 50. Apple attributes their recent success to robustsales of iPod music players (32 million in 2005). They are optimistic about the economiesof scope with media giants, such as Disney and Pixar. (BusinessWeek)Apple rarely introduces a new type of product. Thus, instead of being the pioneer, theyare an expert "second mover" by refining existing products. Portable music players andnotebook computers are examples. Apple increases the appeal of these products bymaking them stylish and more functional. They now appear poised to make significantstrides in the home computer market and to creating a total digital lifestyle whereby thehome is a multimedia hub.History of Apple

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