Professional Documents
Culture Documents
Apple Inc. Case
Apple Inc. Case
Case
Ca
Lou Marino
350
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Googles Android was the number-one smartphone platform in 2011, which would allow it
to quickly begin production of smartphones
and tablet computers running on the Android
operating system. Also in late 2011, Research
in Motion (the producer of BlackBerry
smartphones and tablet computers), Nokia,
Samsung, and HTC were introducing new
models equipped with more powerful microprocessors and improved operating systems
that might surpass the capabilities of the
iPhone and iPad. Dell, HP, Acer, and other
computer manufacturers were also rolling out
new tablet computers to compete against the
iPad. With competitive rivalry heating up and
technological change accelerating, Apples
new managers would be forced to work creatively and expeditiously to sustain the companys success achieved under Steve Jobs.
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With the Mac faring poorly in the market, founder Steve Jobs became highly critical of the companys president and CEO, John
Sculley, who had been hired by the board in
1983. Finally, in 1985, as Sculley was preparing
to visit China, Jobs devised a boardroom coup
to replace him. Sculley found out about the
plan and canceled his trip. After Apples board
voted unanimously to keep Sculley in his position, Jobs, who was retained as chairman of the
company but stripped of all decision-making
authority, soon resigned. During the remainder
of 1985, Apple continued to encounter problems and laid off one-fifth of its employees
while posting its first ever quarterly loss.
Despite these setbacks, Apple kept bringing
innovative products to the market, while closely
guarding the secrets behind its technology. In
1987, Apple released a revamped Macintosh
computer that proved to be a favorite in K12
schools and with graphic artists and other users
needing excellent graphics capabilities. However,
by 1990, PCs running Windows 3.0 and Word
for Windows were preferred by businesses and
consumers and held a commanding 97+ percent
share of the market for personal computers.
In 1991, Apple released its first-generation
notebook computer, the PowerBook, and,
in 1993, Apples board of directors opted to
remove Sculley from the position of CEO.
The board chose to place the chief operating
officer, Michael Spindler, in the vacated spot.
Under Spindler, Apple released the PowerMac
family of PCs in 1994, the first Macs to incorporate the PowerPC chip, a very fast processor co-developed with Motorola and IBM.
Even though the PowerMac family received
excellent reviews by technology analysts,
Microsofts Windows 95 matched many of the
capabilities of the Mac OS and prevented the
PowerMac from gaining significant market
share. In January 1996, Apple asked Spindler to
resign and chose Gil Amelio, former president
of National Semiconductor, to take his place.
During his first 100 days in office, Amelio
announced many sweeping changes for the
company. He split Apple into seven distinct
divisions, each responsible for its own profit
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Part Two:
or loss, and he tried to better inform the developers and consumers of Apples products and
projects. Amelio acquired NeXT, the company
Steve Jobs had founded upon his resignation
from Apple in 1985. Steve Jobs was rehired by
Apple as part of the acquisition. In 1997, after
recording additional quarterly losses, Apples
board terminated Amelios employment with the
company and named Steve Jobs interim CEO.
Under Jobs leadership, Apple introduced the
limited feature iMac in 1998 and the companys
iBook line of notebook computers in 1999. The
company was profitable in every quarter during 1998 and 1999, and its share price reached
an all-time high in the upper $70 range. Jobs
was named permanent CEO of Apple in 2000
and, in 2001, oversaw the release of the iPod.
The iPod recorded modest sales until the 2003
launch of iTunesthe online retail store where
consumers could legally purchase individual
songs. By July 2004, 100 million songs had
been sold and iTunes had a 70 percent market
share among all legal online music download
services. The tremendous success of the iPod
helped transform Apple from a struggling computer company into a powerful consumer electronics company.
By 2005, consumers satisfaction with the
iPod had helped renew interest in Apple
computers, with its market share in personal
computers growing from a negligible share
to 4 percent. The company also exploited consumer loyalty and satisfaction with the iPod
to enter the market for smartphones with the
2007 launch of the iPhone. The brand loyalty
EXHIBIT 1
Summary of Apple Inc.s Financial Performance, 20062010 ($ millions, except share amounts)
Net sales
Costs and expenses
Cost of sales
Research and development
Selling, general and administrative
Total operating expenses
2010
2009
2008
2007
2006
$65,225
$42,905
$37,491
$24,006
$19,315
39,541
1,782
5,517
25,683
1,333
4,149
24,294
1,109
3,761
15,852
782
2,963
13,717
712
2,433
$ 7,299
$ 5,482
$ 4,870
$ 3,745
$ 3,145
(continued)
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Case 9
EXHIBIT 1
2 353
(concluded)
Operating income
2010
2009
2008
2007
2006
$18,385
$11,740
$8,327
$4,409
$2,453
155
326
620
599
365
18,540
4,527
12,066
3,831
8,947
2,828
5,008
1,512
2,818
829
$14,013
$8,235
$6,119
$3,496
$1,989
$15.41
15.15
0.00
$9.22
9.00
0.00
$6.94
6.78
0.00
$4.04
3.93
0.00
$2.36
2.27
0.00
909,461
924,712
893,016
907,005
881,592
902,139
864,595
889,292
844,058
877,526
$ 51,011
75,183
5,531
27,392
47,791
$ 33,992
47,501
3,502
15,861
31,640
$ 24,490
36,171
1,745
13,874
22,297
$ 15,386
24,878
687
10,347
14,531
$ 10,110
17,205
395
7,221
9,984
EXHIBIT 2
Apple Inc.s Net Sales by Operating Segment, Net Sales by Product, and Unit Sales by Product,
20082010 ($ in millions)
2010
Change(%)
2009
Change(%)
2008
$24,498
18,692
3,981
8,256
9,798
29%
58
75
160
47
$18,981
11,810
2,279
3,179
6,656
15%
28
32
18
-9
$16,552
9,233
1,728
2,686
7,292
$65,225
52%
$42,905
14%
$37,491
$ 4,976
3,859
481
1,500
2,846
21%
36
22
62
35%
$ 4,120
2,840
395
926
2,115
4%
13
2
17
4%
$ 3,980
2,519
389
793
2,034
$13,662
31%
$10,396
7%
$ 9,715
(continued)
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EXHIBIT 2
(concluded)
2010
Change(%)
$ 6,201
11,278
$17,479
8,274
43%
18
26%
2
4,948
23
2009
Change(%)
$ 4,324
9,535
$13,859
8,091
-23%
9
-3%
-12
2008
$ 5,622
8,732
$14,354
9,153
4,036
21
3,340
25,179
4,958
1,814
2,573
93
n.m.
23
7
13,033
0
1,475
2,411
93
n.m.
-13
9
6,742
0
1,694
2,208
$65,225
52%
$42,905
14%
$37,491
4,627
9,035
13,662
$ 1,279
45%
25
31%
-4
3,182
7,214
10,396
$ 1,333
-14%
20
7%
-10
3,712
6,003
9,715
$ 1,478
50,312
-7
54,132
-1
54,828
164
39,989
10
93
$ 149
20,731
-11
78
$ 167
11,627
7,458
n.m.
n.m.
Includes iMac, Mac mini, Mac Pro, and Xserve product lines.
Consists of iTunes Store sales, iPod services, and Apple-branded and third-party iPod accessories.
Includes revenue recognized from iPhone sales, carrier agreements, and Apple-branded and third-party iPhone accessories.
Includes revenue recognized from iPad sales, services and Apple-branded and third-party iPad accessories.
Includes sales of displays, wireless connectivity and networking solutions, and other hardware accessories.
Includes sales of Apple-branded operating system and application software, third-party software, Mac and Internet services.
Derived by dividing total product-related net sales by total product-related unit sales.
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8,012
Acer2
Toshiba
5
75,101
All
vendors
100.0%
8.8
22.7
6,586
17,038
Others
8.8
10.7
23.1
25.9%
Apple
6,624
19,488
17,352
2009
2008
2007
2006
2000
69,829
15,008
5,579
5,379
7,983
17,099
18,781
100.0%
21.5
8.0
7.7
11.4
24.5
26.9%
65,571
15,026
5,158
3,788
6,106
19,276
16,218
100.0%
22.9
7.9
5.8
9.3
29.4
24.7%
70,088
22,235
4,081
3,509
3,860
19,645
16,759
100.0%
31.7
5.8
5.0
5.5
28.0
23.9%
65,481
23,350
3,109
2,843
1,421
20,472
11,600
100.0%
35.7
4.7
4.3
2.2
31.2
21.5%
100.0%
38.8
n.a.
n.a.
n.a.
15.9
19.7
11.5%
(continued)
48,900
18,959
n.a.
n.a.
n.a.
7,761
9,645
5,630
Shipments Market Shipments Market Shipments Market Shipments Market Shipments Market Shipments Market
(in 000s)
Share
(in 000s)
Share
(in 000s)
Share
(in 000s)
Share
(in 000s)
Share
(in 000s)
Share
Compaq1
Vendor
HewlettPackard1
Dell
2010
Rank
2010
U.S. and Global Market Shares of Leading PC Vendors, 2000 and 20062010
EXHIBIT 3
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19,095
142,874
346,198
Others
All
vendors
2006
2000
100.0%
41.3
5.5
9.9
12.3
12.5
18.5%
294,208
116,709
15,878
24,887
38,377
38,416
59,942
100.0%
39.7
5.4
8.5
13.0
13.1
20.3%
287,566
123,910
13,727
21,870
31,377
42,388
54,293
100.0%
43.1
4.8
7.6
10.9
14.7
18.9%
268,960
126,075
10,936
20,224
21,206
39,993
50,526
100.0%
46.9
4.1
7.5
7.9
14.9
18.8%
235,397
117,971
9,292
16,609
13,594
39,094
38,838
100.0%
50.1
3.9
7.1
5.8
16.6
16.5%
139,057
80,640
n.a.
9,308
n.a.
17,399
14,801
10,327
100.0%
5.8%
n.a.
6.7
n.a.
12.5
10.6
7.4%
Lenovo, a Chinese computer company, completed the acquisition of IBMs PC business in 2005. The numbers for Lenovo/IBM for 2000 reflect sales of IBM branded PCs only; the numbers for 20052009 reflect
their combined sales beginning in the second quarter of 2005. In 2007, Lenovo rebranded all IBM PCs as Lenovo.
Acer acquired Gateway in 2007 and Packard Bell in 2008. Data for Acer includes shipments for Gateway starting in Q4 2007 and shipments for Packard Bell starting in Q1 2008, and only Acer data for prior
periods.
n.a. = not available; sales and market shares for these companies in the years where n.a. appears are included in the Others category because the company was not in the top 5 in shipments or market
share.
34,182
Lenovo/
IBM3
Toshiba
42,430
43,403
64,213
Acer
Compaq
HewlettPackard1
Dell
2007
Shipments Market Shipments Market Shipments Market Shipments Market Shipments Market Shipments Market
(in 000s)
Share
(in 000s)
Share
(in 000s)
Share
(in 000s)
Share
(in 000s)
Share
(in 000s)
Share
Vendor
2008
Part Two:
2009
2010
(concluded)
356
2010
Rank
EXHIBIT 3
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during the first quarter of 2011, with the steepest declines occurring in the United States and
Japan. Modest single-digit growth in emerging
markets allowed China to become the worlds
largest market for PCs during the second quarter of 2011. The United States was expected to
remain the largest global market for PCs for the
entire 2011 calendar year.
The poor growth in worldwide PC shipments was attributable to poor economic conditions in the United States and many other
countries, a lack of compelling new PC applications, and the rise in popularity of tablet computers. Tablet computers, such as the iPad, had
yet to become widely adopted by businesses,
but were commonly becoming replacements
for laptops and PCs among consumers. The
market for tablet computers was expected to
increase from 17 million units in 2010 to an estimated 44 million to 50 million units in 2011 to
77 million to 100 million units in 2012.
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consumer use). Apple had two notebook product lines: MacBook Pro (for professional and
advanced consumer users) and MacBook Air
(designed for education users and consumers).
All Apple computers were priced at a steep
premium compared to PCs and laptops offered
by Dell, HP, and other rivals. In September
2011, Mac Pro pricing started at $2,499, iMac
and MacBook Pro pricing began at $1,199, the
MacBook Air was offered from $999, and Mac
mini pricing started at $599.
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contributing $34.9 billion, imaging and printing devices contributing nearly $25.8 billion,
and enterprise systems accounting for about
$18.7 billion. The companys software business
units accounted for sales of nearly $3.6 billion
and its financial services unit contributed net
revenue of about $3 billion in 2010.
HPs sales of personal computers declined
by 16.5 percent between 2008 and 2009 as the
recession forced consumers and businesses to
reduce expenditures and capital investments.
Handheld computers and workstations were
affected most by the recession, with sales
declining by 52.2 percent and 33.7 percent,
respectively, during 2009. The companys sales
of desktop computers were affected not only by
the recession but also by business users and
consumers growing preference for portable
computers over desktop models. HP portable
computers were harmed least by the recession,
with a 10.8 percent decline in sales between
2008 and 2009. HP did sustain some growth
in emerging markets despite the recession in
developed countries. The companys sales of
personal computers improved by 15.4 percent
in 2010 as businesses upgraded desktop computers and workstations and as consumers
replaced home desktop PCs with laptops. In
2011, HP was considering the divestiture of its
Personal Systems Group because of the divisions weak operating profit margins relative to
its other business units. Exhibit 4 provides the
EXHIBIT 4
Hewlett-Packard Personal Systems Group, Net Revenue ($ millions)
Product
2010
2009
2008
2007
2006
$22,545
$20,210
$22,657
$17,650
$12,005
Desktop PCs
15,478
12,864
16,626
15,889
14,641
Workstations
1,786
1,261
1,902
1,721
1,368
87
172
360
531
650
845
$40,741
798
$35,305
750
$42,295
618
$36,409
502
$29,166
Notebooks
Handhelds
Other
Total
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Dell Inc.
Acer
EXHIBIT 5
Dells Revenues by Product Category, Fiscal 2008Fiscal 2011 ($ millions)
FISCAL YEAR ENDED:
Dollars
% of Revenue
Dollars
% of Revenue
Dollars
% of Revenue
$ 7,609
2,295
7,673
10,26
12%
4
12
17
$ 6,032
2,192
5,622
9,499
11%
4
11
18
$ 6,512
2,667
5,351
10,603
11%
4
9
17
18,971
14,685
$61,494
31
24
100%
16,610
12,947
$52,902
31
25
100%
18,604
17,364
$61,101
30
29
100%
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EXHIBIT 6
Financial Summary for Acer Incorporated, 20062010 ($ thousands)
2010
2009
2008
2007
2006
$21,594,884
$18,264,125
$16,186,102
$15,252,801
$10,577,113
2,213,569
1,855,993
1,697,374
1,565,278
1,150,865
Operating income
624,920
488,102
416,962
336,211
224,993
Operating margin
2.9%
2.7%
2.6%
2.2%
2.1%
Revenue
Gross profit
663,556
518,989
476,759
361,248
438,723
347,919
498,736
427,774
408,481
308,080
Sources: Acer Incorporated 2010 Annual Report; and Acer Incorporated Financial Snapshot, www.acer-group.com/public/Investor_Relations/
financial_snapshot.htm.
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ITUNES
Aside from the iPods stylish design and ease
of use, another factor that contributed to the
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APPLES COMPETITIVE
POSITION IN THE MARKET FOR
SMARTPHONES
The first version of the iPhone was released
on June 29, 2007, and had a multitouch screen
with a virtual keyboard, a camera, and a portable media player (equivalent to the iPod) in
addition to text messaging and visual voice
mail. It also offered Internet services including
e-mail, Web browsing (using access to Apples
Safari Web browser), and local Wi-Fi connectivity. More than 270,000 first-generation iPhones
were sold during the first 30 hours of the products launch. The iPhone was named Time magazines Invention of the Year in 2007.
The iPhone 3G was released in 70 countries
on July 11, 2008, and was available in the United
States exclusively through AT&T Mobility. The
iPhone 3G combined the functionality of a
wireless phone and an iPod, and allowed users
to access the Internet wirelessly at twice the
speed of the previous version of the iPhone.
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APP STORE
Like the iPod/iTunes combination, the 425,000
iPhone applications and 100,000 iPad applications available at Apples App Store helped
the company build strong competitive positions in the markets for smartphones and tablet computers. In 2011, more than 15 billion
iPhone and iPad apps had been downloaded
from the App Store. Third-party developers had earned more than $2.5 billion from
the sale of their applications at the App Store
since the sites launch in 2007. Users of Apples
iPods, iPhones, iPads, or Macs could also use
the companys iMatch or iCloud services that
integrated apps, iBooks, and iTunes purchased
at the App Store to all devices owned by the
individual. The iCloud service also allowed
users to share calendars and contacts, wirelessly push photographs to all devices, and
back up data from Apple devices.
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iPhone 4 in China in 2010 through its partnership with China Telecom, the countrys secondlargest wireless provider and its network of 25
flagship stores located in the countrys largest
cities. The iPhone was available in 100 countries
in 2011.
With the market for smartphones growing
rapidly and supporting high average selling
prices, competition was becoming more heated.
Googles entry into the market with its Android
operating system had allowed vendors such
as HTC, Motorola, Acer, and Samsung to offer
models that matched many of the features of
the iPhone. In addition, Microsofts Windows
Phone 7 features compared favorably to the
capabilities of the iPhone operating system with
live tiles of rotating pictures, e-mail messages,
and social-networking feeds. While iPhones
and Android phones primarily targeted consumers enthralled with clever and helpful Web
apps, RIM had built its position in the smartphone market by appealing to businesspeople
who needed the ability to check e-mail; maintain appointment calendars; receive fax transmissions; and open, edit, and save Microsoft
Office and Adobe PDF files. In August 2011,
Android was the leading smartphone platform
followed by the iPhone, RIMs BlackBerry, and
EXHIBIT 7
Top Five Worldwide Smartphone Vendors, Shipment Volumes and Market Shares, 2009 to Second
Quarter 2011
Q2 2011
Q2 2011
Rank
Vendor
2010
2009
Shipments
(in millions)
Market
Share
Shipments
(in millions)
Market
Share
Shipments
(in millions)
Apple
20.3
19.1%
47.5
15.7%
25.1
14.5%
Samsung
17.3
16.2
23.0
7.6
5.5
3.2
Nokia
16.7
15.7
100.3
33.1
67.7
39.0
Research in Motion
12.4
11.6
48.8
16.1
34.5
19.9
HTC
11.7
11.0
21.5
7.1
8.1
4.7
Others
All vendors
Market
Share
28.1
26.4
61.5
20.3
32.6
18.8
106.5
100.0%
302.6
100.0%
173.5
100.0%
Source: International Data Corporation Worldwide Mobile Phone Tracker, January 27, 2011, August 4, 2011.
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APPLES PERFORMANCE
GOING INTO THE FOURTH
QUARTER OF 2011
Apple set a number of records with its thirdquarter 2011 performance. The companys quarterly revenue of $28.6 billion was its highestever quarterly sales figure, and the company
set a new record for quarterly shipments of
computers, with 3.95 million Macs shipped
during the quarter. The company also sold 9.25
million iPads and 20.34 million iPhones during
2 363
the third quarter of 2011, which were also quarterly sales records. Unit sales for the iPod fell
to 7.54 million, which was a 20 percent decline
from the third quarter of 2010.
The biggest concerns for the company going
into the fourth quarter of 2011 were how the loss
of Steve Jobs would affect the companys strategy and performance and how Googles entry
into the market for smartphone handsets and
tablet computers would impact the companys
sales of iPhones and iPads. Clearly, iPad sales
and iPhone sales were the largest contributors
to the companys record third-quarter 2011
performance and its August 11, 2011, standing as the worlds most valuable company in
terms of market capitalization. Jobs was widely
recognized as the visionary force behind the
development of the iPod, iPhone, and iPad and
there was little doubt that Google intended
to exploit its status as the number-one smartphone platform to build a commanding share
in the market for smartphones and tablet computers. Also, RIM, Nokia, HTC, and Samsung
were making moves to recapture market share
lost to the iPhone, and Dell, HP, Acer, and others were intent on capturing significant shares
of the tablet computer market.
ENDNOTES
1
Yukari Iwatani Kane and Nick Wingfield, Apples Deep Bench Faces
Challenges, Wall Street Journal Online, August 24, 2011.
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