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IMPLEMENTING STRATEGIC

MANAGEMENT
APPLE Inc.

GROUP 6
RANDY ADRIAN DWIPUTRA (1110534008)
FACHRIZA MIZAFIN (1110534021)
ATIKAH GALUH WILANDRA (1210534013)
SITI OKTARINA NASRUL (1210534014)
M. IRHAS ERVAN (1210534027)
ATIKKA THANIOKA (1210534028)

Outline

Brief History of HD
Where we are now
Vision and Mission
External Analysis
CPM
EFE
Summary

Internal Analysis

IFE
Financial ratio analysis
Net Worth Analysis
Summary

Strategic Analysis
SWOT Matrix
SPACE
Grand Strategy Matrix
IE matrix
BCG
Summary
Possible strategies
QSPM
Recommendations
Strategic implementation
and desired results
Objectives & Goals

History 1976-1978

Wozniak and Jobs form the Apple Computer Company on April Fool's Day.
Wozniak and Jobs finish work on a preassembled computer circuit board.
It has no keyboard, case, sound or graphics. They call it the Apple I.
The Apple I board is released for sale to hobbyists and electronics
enthusiasts at the price of $666.66.
Apple's first formal business plan sets a goal for sales to grow to $500
million in ten years. As it turns out, the company will pass that mark in
half the time.
Apple I computer boards are sold through 10 retail stores in the U.S.
Apple moves from Jobs' garage to a building on Stevens Creek Boulevard
in Cupertino, California.
The new Apple II is unveiled at the first West Coast Computer Fair. It is
the first personal computer able to generate color graphics and includes a
keyboard, power supply and attractive case.
The Apple logo as seen today is designed by Rob Janoff, art director for
Regis McKenna Advertising.
Regis McKenna Advertising launches its first ad campaign for Apple.
Although advertising is initially aimed at electronics enthusiasts, Apple
will soon become the first company to advertise personal computers in
consumer magazines.
Monthly orders reach a $1 million annual sales rate.

History 1978
Apple introduces various interface cards for connecting
to most printers.
Apple's Disk II is introduced at the Consumer
Electronics Show. It is the easiest to use, lowest priced,
and fastest mini-floppy disk drive ever offered by a
computer manufacturer. It will make possible the
development of serious software. Production at first is
handled by just two employees, turning out 30 drives a
day.
In only its second year, Apple is one of the fastest
growing companies in America. Sales have increased,
and its dealer network has grown to over 300.

History 1979-1981

Apple's first printer, the Silentype, is introduced.


Apple opens a manufacturing plant in Carrollton, TX. Apple facilities
now occupy more than half a million square feet of floor space in the
U.S. and Europe.
Apple goes public. Morgan Stanley and Co. and Hambrecht & Quist
underwrite an initial public offering of 4.6 million shares of Apple
common stock at a price of $22 per share. Every share is bought
within minutes of the offering, making this the largest public offering
since Ford went public in 1956.
Apple's employee count breaks 1,000.
Apple's distribution network is the largest in the industry-800
independent retailers in the U.S. and Canada, plus 1,000 outlets
abroad.
Apple's first mass storage system, the 5MB ProFile(tm) hard disk is
introduced, priced at $3,499.
Apple becomes a household name. Surveys show that public
awareness rose from 10 percent to 80 percent in 1981.

History 1982-1985
Apple Dot Matrix printer introduced for $2,195.
Apple becomes the first personal computer company to reach $1 billion
annual sales rate. It throws a "Billion Dollar Party" for employees.
Apple University founded to provide employee training programs.
Apple enters the Fortune 500 at number 411 in under five years.
EVA (Employee Volunteer Action) is created to match the skills of Apple
employees with community needs.
Apple is elected to the Consumers Digest Hall of Fame for
responsiveness to consumer needs.
Apple II receives the 1984 Industrial Design Excellence Award (IDEA)
sponsored by the Product Industrial Designers Society of America.
Apple announces a computer training scholarship program for
elementary and secondary school educators.

History 1986-1990

Apple announces plans to create an independent software company,


to be known later as Claris.
For the first time, Apple uses its HyperCard technology to distribute a
1987 HyperCard supplement on diskette for Macintosh personal
computers.
Apple files suit against Microsoft and Hewlett-Packard to protect its
Macintosh audio visual display. The lawsuit is seen as having industry
wide implications regarding copyright laws.

Apple reports first billion dollar quarter in its history as net


income rises 108 percent.

Apple reports net sales of $4.07 billion and net income of $400.3
million for fiscal year 1988.
Apple acquires Coral Software Corp., which markets programming
languages and artificial intelligence tools for Macintosh computers.
Apple introduces 32-Bit QuickDraw(tm) that allows Macintosh
personal computers to process and display photo-quality documents,
images and visualizations with exceptional color clarity.
Apple donates $2 million in computers to 23 schools to help at-risk
students.
Fiscal 1990 revenues surpass $5.5 billion.

History 1991-1995

Apple announces it will restructure the company over the next


12 months to reduce operating expenses. Apple's workforce is
reduced approximately 10 percent.
Apple and IBM sign a letter of intent to cooperate on major
technology initiatives for the 1990s.
Apple, IBM, and Motorola finalize milestone technology
alliance.
Apple announces a new Token Ring 4/16 NB Card, for the
Macintosh product line. It is the first product to emerge from
Apple and IBM alliance.
Apple and Kodak announce that they are working together to
integrate support for Photo CD images into future versions of
QuickTime.
The U.S. Environmental Protection Agency officially releases
the Energy Star emblem for display with energy-efficient
computers and peripherals. Apple has more than 20 products
that meet the EPA's the technical requirements.
Apple's Macintosh celebrates 10th birthday!

Apple in 2005
As of January 2005 Apple has introduced the Mini
Mac and the iPod Shuffle.

Mini Mac
The Apple Mini Mac is a
compact desktop
computer. It is 2 inches
tall and weights 2.9lbs.
The Mini Mac starts at
$499 and comes standard
with iChat AV desktop
video conferencing, Mail,
Address Book,
QuickTime, iSync, and a
DVD Player.
Graphics from: http://www.apple.com/macmini/
http://www.apple.com/pr/library/2005/jan/index.html

iPod Shuffle
The iPod shuffle is a
smaller version of the
original iPod. It is much
smaller and lighter and
can double as a portable
USB flash drive with up to
1GB of storage space to
back up personal files and
exchange them between
computers. For $99 you
can purchase the 512MB
holding up to 120 songs
or the 1GB holding up to
240 songs for just $149.
http://www.apple.com/pr/library/2005/jan/index.html
Graphics from: http://www.apple.com/ipodshuffle/

Mac OS X Tiger
On April 29, 2005, the
Mac OS X Tiger will be
released. This is an
advanced operating
system that requires a
Macintosh computer with
a PowerPC G3, G4 or G5
processor, Built-in
FireWire, 256MB of RAM,
and 3GB of available
hard disk space. It cost
$129 for a single user
and $199 for a 5 license
family pack
http://www.apple.com/macosx/newfeatures/over200.html

Apple in the Market (as of 4/22/05)

Apple had a 2:1 Stock split on


02/28/05

52 Week Low: 12.75


52 Week High: 45.44
Last Trade: 35.50

Vision Statement
(proposed)
To become the world wide leader in
computer and mp3 player sales.

Mission Statement (actual)


Apple ignited the personal computer revolution in
the 1970s with the Apple II and reinvented the
personal computer in the 1980s with the
Macintosh. Apple is committed to bringing the
best personal computing experience to students,
educators, creative professionals and consumers
around the world through its innovative hardware,
software and Internet offerings.

Mission Statement (Proposed)


The Apple commitment to excellence is its mission to provide
computers and service (2) for people (1) that meet the highest
standards of value and reliability. Apple is one of leaders in the
computer industry and makes the best-selling computers in the world
(7) (3). Apple provides the highest level of quality and value for our
customers. Those are timeless fundamentals. We also apply innovative
technology to our core business (4) to differentiate ourselves and make
our products irresistible to our customers, beneficial to society, and
profitable to our company (5). We strive to provide additional
opportunities for growth and enrichment of company personnel while
maintaining a work environment for all employees (9) that encourages
personal commitment and participation in support of achieving
excellence. We are committed to being a good corporate citizen, and
being openly honest with all of our stakeholders (6). We support
activities that help to build common understanding, enhance
excellence, and enable people to improve their lives and reinforce their
commitment to society (8).

External Audit
Opportunities

Threats

Increase in worms and


viruses on PCs.
Large population (Gen X&Y)
which are extremely
individualistic and name
brand conscious.
Weak ties with Microsoft
products.
Downloadable music and
MP3 players are highly
marketable.
Increase sales of computers
online by 25 percent.
Increase sales of laptops by
20 percent.

Companies not seeing Apple


as compatible with their
software.
Dell and HP are major
competitors.
Increasing competition with
music downloads.
Dell does not invent but
provides computers at a more
cost effective rate for
customers.
Recessionprice of Apple
computers are higher.
Intels future Pentium release.

CPM Competitive Profile Matrix


Apple
Critical Success
Factors

Computer Market

Dell

Weight

Rating

Weighted
Score

Rating

Weighted
Score

Rating

Weighted
Score

Market Share
Price
Financial Position
Product Quality
Consumer Loyalty
Advertising
Management
Global Expansion
Innovation
Web Development

0.10
0.10
0.15
0.15
0.15
0.04
0.06
0.06
0.14
0.05

1
2
3
3
4
2
4
2
4
3

0.10
0.20
0.45
0.45
0.60
0.08
0.24
0.12
0.56
0.15

3
3
2
2
2
3
3
2
2
2

0.30
0.30
0.30
0.30
0.30
0.12
0.18
0.12
0.28
0.10

4
4
3
4
3
3
3
3
2
3

0.40
0.40
0.45
0.60
0.45
0.12
0.18
0.18
0.28
0.15

Total

1.00

2.95

2.30

3.21

External Factor Evaluation (EFE) Matrix


Key External Factors

Weight

Ratin
g

Weighted
Score

Increase in worms and virus on PCs.

0.15

0.60

Downloadable music and MP3 players are highly marketable.

0.6

0.18

Large population (Gen X & Y) which are extremely individualistic and name
brand conscious.

0.15

0.60

Increase in sales of laptops by 20 percent.

0.04

0.12

Increasing sales of computers online by 25 percent.

0.05

0.15

Creating more ties with Microsoft products.

0.10

0.40

Increasing competition with music downloads.

0.07

0.14

Intels future Pentium release.

0.03

0.09

Dell and HP are major competitors.

0.10

0.40

Dell does not invent but provides computers at a more cost effective rate for
customers.

0.06

0.18

Recessionprice of Apple computers are higher.

0.04

0.08

Companies not seeing Apple as compatible with their software.

0.15

0.30

TOTAL

1.00

Opportunities

Threats

3.24

External Summary
Apple has rated the Increase in worms and virus on
PCs, Large population (Gen X & Y) which are
extremely individualistic and name brand conscious,
and the Creating more ties with Microsoft products
as their three highest opportunities.

Apple has rated that the fact of Dell and HP


being such huge competitors as their top
threat.

Internal Audit
Strengths

Weaknesses

iTunes Music Store is a good


source of revenue, especially
with the iPod and the availability
on Windows platform.
Developing own software and
hardware.
Apples 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 debtmore 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 turn around on high demand
products.

Internal Factor Evaluation (IFE) Matrix


Key Internal Factors

Weight

Rating

Weighted
Score

iTunes Music Store is a good source of revenue, especially with the iPod and the
availability on Windows platform.

0.15

0.60

Apples niche audience provides the company with some insulation from the
direct price competition.

0.10

0.30

Revamping desktop and notebook lines.

0.10

0.30

Low debtmore maneuverable.

0.06

0.24

Developing own software and hardware.

0.14

0.42

Good brand loyalty.

0.05

0.15

Web technology can be used to improve product awareness and sales.

0.10

0.40

Dependency on new product launches.

0.06

0.06

Weak presence in business arena.

0.07

0.07

Slow turn around on high demand products.

0.03

0.06

Weak relationship with Intel and Microsoft.

0.10

0.10

Weak presence in markets other than education and publishing.

0.04

0.08

Total

1.00

Strengths

Weaknesses

2.78

Financial Ratio Analysis (March 2004)


Company

Industry

Sector

S&P 500

P/E Ratio (TTM)

69.70

26.87

33.52

24.01

P/E High - Last 5 Yrs

277.96

54.58

64.14

45.41

P/E Low - Last 5 Yrs

6.84

17.34

19.55

16.26

Beta

1.75

1.60

1.91

1.00

Price to Sales (TTM)

1.41

1.84

5.08

3.33

Price to Book (MRQ)

2.20

7.56

4.78

4.29

Price to Tangible Book (MRQ)

2.26

8.77

6.53

7.56

Price to Cash Flow (TTM)

37.64

19.69

25.48

17.32

Price to Free Cash Flow (TTM)

45.13

23.77

28.26

28.97

% Owned Institutions

63.21

50.31

48.14

64.19

Dividend Yield

N/A

0.70

0.75

2.04

Dividend Yield - 5 Yr Avg

0.00

0.34

0.27

1.48

Dividend 5 Yr Growth Rate

NM

7.94

1.50

6.48

Payout Ratio (TTM)

0.00

7.99

9.34

26.78

Valuation Ratios

Dividends

www.investor.stockpoint.com

Financial Ratios (cont)


Growth Rates %

Company

Industry

Sector

S&P 500

Sales (MRQ) vs Qtr 1 Yr Ago

36.28

12.54

18.89

13.40

Sales (TTM) vs TTM 1 Yr Ago

15.45

10.97

11.78

11.90

Sales - 5 Yr Growth Rate

0.88

7.09

14.52

9.30

EPS (MRQ) vs Qtr 1 Yr Ago

N/A

34.00

35.07

28.69

EPS (TTM) vs TTM 1 Yr Ago

587.04

35.55

41.74

21.92

EPS - 5 Yr Growth Rate

-29.16

6.85

13.18

12.15

Capital Spending - 5 Yr Growth Rate

28.95

2.65

1.99

4.06

Quick Ratio (MRQ)

2.26

1.02

2.54

1.26

Current Ratio (MRQ)

2.53

1.25

3.02

1.76

LT Debt to Equity (MRQ)

0.00

0.38

0.23

0.68

Total Debt to Equity (MRQ)

0.07

0.52

0.29

0.85

Interest Coverage (TTM)

13.75

11.34

9.81

11.86

Gross Margin (TTM)

27.27

30.60

51.71

47.32

Gross Margin - 5 Yr Avg

26.65

31.08

51.13

47.01

EBITD Margin (TTM)

3.34

12.43

18.41

20.79

Financial Strength

Profitability Ratios %

Financial Ratios (cont)


EBITD - 5 Yr Avg

2.87

12.18

16.18

20.82

Operating Margin (TTM)

1.63

8.70

13.63

20.33

Operating Margin - 5 Yr Avg

1.25

8.28

11.62

18.35

Pre-Tax Margin (TTM)

2.77

9.47

15.96

17.27

Pre-Tax Margin - 5 Yr Avg

5.34

9.76

14.77

17.54

Net Profit Margin (TTM)

2.03

6.02

9.90

13.12

Net Profit Margin - 5 Yr Avg

4.24

6.55

8.67

11.59

Effective Tax Rate (TTM)

26.74

29.57

27.57

31.31

Effective Tax Rate - 5 Yr Avg

22.62

30.59

32.39

34.20

Return on Assets (TTM)

2.09

8.44

6.07

6.40

Return on Assets - 5 Yr Avg

5.47

9.25

5.79

6.79

Return on Investment (TTM)

3.05

16.54

8.75

9.97

Return on Investment - 5 Yr Avg

7.90

17.57

9.30

10.93

Return on Equity (TTM)

3.26

30.10

12.17

18.71

Return on Equity - 5 Yr Avg

10.37

31.78

13.11

19.22

Revenue/Employee (TTM)

617,760

568,624

401,787

622,866

Net Income/Employee (TTM)

12,555

37,722

65,474

81,707

Receivable Turnover (TTM)

11.59

7.25

7.64

9.76

Inventory Turnover (TTM)

91.47

20.93

9.64

10.46

Asset Turnover (TTM

1.03

1.45

0.77

0.92

Management Effectiveness %

Efficiency

Net Worth Analysis


SE + Additional paid in capital + retained earnings 4,095M + 119M +2,325= 6.5B
9/28/02 Net income x 565M x 5 =
325M
Share price (10/17/03)/ EPS (10/17/03) x avg. net income (3years)
[22.75/ 0.49] x 275M =
12.7B
Number of shares outstanding x share price
358,958,989 x 22.75 =
8.1B

Method average =

6.9B

Internal Summary
Apple has rated their iTunes Music Store being a good source of
revenue, especially with the iPod and the availability on Windows
platform, their low debtmore maneuverable, and their Web
technology being used to improve product awareness and sales as
their 3 highest strengths.

Apple did not rate any of their weaknesses higher than a 2. they
should work on being able to direct more attention to those areas
and especially concentrate on the two areas of dependency on new
product launches and the weak presence in business arena.

SWOT Matrix
S-O Strategies

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, O6)
Using movies and music groups that
are geared towards Gen X and Y to
promote computers and laptops. (S3,
S5, O2, O5, O6)

S-T Strategies

Increase and promote the compatibility


to Window operating system. (S5,T1)
Promote the originality of Apple
computers and the different style and
stable system that is slightly more but
worth the price difference in style,
stability and speed. (S2, S5, T2, T4,
T5)

W-O Strategies
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, O6)
W-T Strategies
Improve relationship with Microsoft
and Intel so that companies will
see them as compatible. (W1, W2
T1)
Increase productivity and turn
around of high demand products
to compete with Dell and HP (W5,
T2)

Space
SPACE Matrix
Matrix
Conservative

FS

CA

Aggressive

IS

Forward Integration
Backward Integration
Horizontal Integration
Market Penetration
Market Development
Product Development
Joint Venture

Defensive

ES

Competitive

Grand Strategy Matrix


RAPID MARKET
GROWTH

Quadrant II

Quadrant I

WEAK

STRONG

COMPETITIVE

COMPETITIVE

POSITION

POSITION

Apple
Concentric Diversification Computer

Conglomerate
Diversification
Horizontal Diversification
Retrenchment
Divestiture
Liquidation

Quadrant III

Quadrant IV

SLOW MARKET
GROWTH

The Internal-External (IE) Matrix


Strong

Average

Weak

3.0 to 4.0

2.0 to 2.99

1.0 to 1.99

II

III

High
3.0 to 3.99
IV

VI

Medium
2.0 to 2.99
VII

Grow and
Build

VIII

IX

Low
1.0 to 1.99

Segments

Revenue

Profit

EFE

IFE

Domestic

54%

52%

3.5

2.6

International

46%

48%

3.0

3.0

Boston Consulting Group (BCG) Matrix


High 1.0

Medium .50

Low 0.0

Stars

High +20

Question Marks

Domestic

Cash need High


vs. cash flow low
Market Penetration

International
Cash Cows

Medium
0

Market
Development

Dogs

Product
Development
Sell

Low -20
Segments

Revenue

Profit

EFE

IFE

Growth Rate

Relative Market
Share

Domestic

54%

52%

3.5

2.6

17

0.3

Internationa
l

46%

48%

3.0

3.0

0.2

Matrix Analysis Summary


Alternative Strategies

IE

SPACE

GRAND

COUNT

Forward Integration

Backward Integration

Horizontal Integration

Market Penetration

Market Development

Product Development

Concentric Diversification

Conglomerate Diversification

Horizontal Diversification

Joint Venture

Retrenchment

Divestiture

Liquidation

QSPM
Key Internal Factors
Weight

Start
producing
Wintel
compatible

Strengths

Expand
production into
Asia

AS

TAS

AS

TAS

iTunes Music Store is a good source of


revenue, especially with the iPod and the
availability on Windows platform.

0.15

1.00

0.15

3.00

0.45

Apples niche audience provides the


company with some insulation from the
direct price competition.

0.20

4.00

0.80

3.00

0.60

Good brand loyalty.

0.20

4.00

0.80

3.00

0.60

Web technology can be used to improve


product awareness and sales.

0.15

4.00

0.60

3.00

0.45

Weak relationship with Intel and Microsoft.

0.15

4.00

0.60

1.00

0.15

Weak presence in markets other than


education and publishing.

0.15

2.00

0.30

4.00

0.60

SUBTOTAL

1.00

Weaknesses

3.25

2.85

QSPM
Key External Factors
Weight

Start producing
Wintel

Expand production
into Asia

Opportunities

AS

TAS

AS

TAS

Increase in worms and virus on PCs.

0.15

.30

.45

Downloadable music and MP3 players are highly


marketable.

0.06

1.00

0.12

4.00

0.48

Large population (Gen X & Y) which are extremely


individualistic and name brand conscious.

0.15

1.00

0.10

4.00

0.40

Increase in sales of laptops by 20 percent.

0.08

1.00

0.08

4.00

0.32

Creating more ties with Microsoft products.

0.10

4.00

0.12

2.00

0.08

Intels future Pentium release.

0.10

1.00

0.10

3.00

0.30

Dell does not invent but provides computers at a more


cost effective rate for customers.

0.06

1.00

0.06

3.00

0.18

Companies not seeing Apple as compatible with their


software.

0.15

1.00

0.05

3.00

0.15

SUBTOTAL

1.00

Threats

SUM TOTAL ATTRACTIVENESS SCORE

0.93

2.36

4.18

5.21

Recommendations
Strategy 1
Open six computer retail stores (not just peripheral and accessories). Apple currently has
stores opened throughout the United States with only peripheral and accessories for their
computers. Adding the hardware should generate more hands-on awareness and use
already established locations.
This will increase product accessibility for those who wish to view items other than just
accessories and increase awareness of the originality of Apples products.
2 percent increase over the next 2 years in sales representatives for the computer
hardware.
Strategy 2
Contract music spokesperson to attract the upcoming generation who are attending high
school and college. This will invoke a sense of style and linking apple with a distinctive and
memorable top 10 hit. This will stay in the customers awareness and influence future
purchase decisions.
Contracting one music spokesperson estimated $6 million.
Strategy 3
Add more features to current products for greater Wintel compatibility. Features such as
iTune software compatible with windows based computers, Office programs loadable from
PC installation disk (This would require a software agreement with Microsoft). In late
October 2003 Apple released an iTune software package that is PC ready.
It will increase the United States market share at least 30 percent for the next 2-3
years.
$50 million is the estimated cost for Research and Development.

Cost of Recommendations

Open 6 computer retail stores (not


just peripheral and accessories)
Contract music spokes person
(Sarah McLachlan | 50 cent) for a
cost of
Start production of Wintel compatible
software for a cost of

Total expected cost =

100M
6M
50M
156M

EPS/EBIT Analysis
Common Stock
Financing

Debt Financing

50/50 Combination
Financing

High

Low

High

Low

High

20,000.0
0

6,000.00

20,000.0
0

6,000.00

20,000.0
0

6,000.00

0.00

0.00

3,900.00

3,900.00

1,950.00

1,950.00

EBT

20,000.0
0

6,000.00

16,100.0
0

2,100.00

18,050.0
0

4,050.00

Taxes (30%)

6,000.00

1,800.00

4,830.00

630.00

5,415.00

1,215.00

EAT

14,000.0
0

4,200.00

11,270.00

1,470.00

12,635.0
0

2,835.00

# Shares

5,653.00

5,653.00

1,837.00

1,837.00

3,747.00

3,747.00

2.48

0.74

6.14

0.80

3.37

0.76

EBIT
Interest (6%)

EPS

Low

Objectives and Goals


Over the next 3-4 years Apple would like
to increase their product accessibility (new
stores).
Increase their market share by 30%
Eliminate the need for new products in
order to raise sales.

Apple in the News


April 12, 2005 Apple Announces Mac OS X Server Tiger
February 23, 2005Apple Unveils New iPod mini Starting at
Just $199
February 14, 2005Apple Honors GRAMMY Award Winning
Artists
February 11, 2005Apple Announces Two-for-One Stock
Split