EXTERNAL ANALYSIS bayers suppliers potential e

Market definition
What are the horizontal boundaries of the markets that the
firm operates in:
Products/services
Geography
A market is the set of products and geographic markets at
which they are sold which are “close substitutes to each
other”
Once we identify the boundaries of the market we are able
to determine:
Customers
Suppliers
Rivals – actual and potential
Partners
Regulators
substitute products existing rivlvirals
initial public offering (IPO) ‫הנפקה לציבור‬
A chief executive officer (CEO) ‫מנכ"ל‬
helm . шлем, румпель, штурвал, рулевое колесо, власть, управление, корми
versatile ‫תכליתי‬-‫צדדי; רב‬-‫רב‬
glide path to history ‫עומד לרדת לתמיון‬
marketer ‫משווק‬
slash costs ‫לחתוך הוצאות‬
reaffirmed ‫לאשר מחדש‬
real coupe ‫צעד מזהיר; הפיכה‬
pared down ‫גזור למטה‬
retail розничная продажа, розничная торговля
sales were robust здоровый, крепкий, сильный, твердый; здравый, ясный, трудный, треб
ласть, управление, кормило

ый, ясный, трудный, требующий усилий

Apple History
DOS open system- MAC-close (p2,3)
1990 only alternative to PC companys in Hardware and
Software , horizontal and vertical integration ; differentation of
product- different shapes..(p2,6)
1990 analysis -products versatile than competitors (p2,7)
R&D 9% when IBM-1% -> BMW of PC but overpriced(p3,1)
1990 Sculley chenged strutegy to low cost PC wih mass
market appeal(p3,2)
1990 IBM & APPLE cooperation (p3,3)
Spindler 1993-1997
reivigorate core markets:-educatin (60%) and desktop(80%)
-killedpalan to pot Mac OS on Intel chips -licence companys to
do Mac clone 50$ -cost - slash costs:16% work force,reduce
R&Dexpences(p3,5)
no one of windows users would consider to by Mac moreover
half of Mac users consider to buy Windows(p3,5)
Apple&ibm parted away from mutual projects that cost 500m$(p
Amelio 04/1996-09/1997(p4,2)
:-push to hight- margin segments(servers,internet acces
devises,PDA) -premium price differentation strutegy -acured
NeTX Software- deep cuts result lost 1.6b $
Stive Jobs 1997-
:-Microsoft invested in Mac- reaffirmed commitment to develop
1 core product(Mic office) -finished licensing -consolidate
product range (cut lunes from 15 to 3) (p4,3)
:-1998 iMac supported windows based peripherials(6m copies
in 3 years) (p4,4)
restructing effords:-outsourced manufactaring -distribution
system: eliminating small ooutlets,expended on natinal
chains,lanched website- interally:streamline operation
&inovations(p4,5)
:pared down inventory and increased R&D spandings
priority:reenergize Apple's image (p4,6)
Macintosh bussiness in the 21st century
Mac sales 43% of total revenue(p5,1)
prices to Macpro, Macbook, Macmini(p5,2)
in marketing:-features that differented them from
others -interoperability whith others machines (p5,3)
Technology and Innovation
:-switch to Intel platform laptop 45%-61% of sales(p5,5)
:-abulity to operate Mac and Windows apl.(p5,5)
new operation systems2001-7 (leopard), upgrade evry
12-18m (p5,6)
applications to support Mac line-iLife(p6,1)
depend on ISV- microsoft
developing iWork applicatin in order to reduse dependent from IAV
Distribution and sales
:-retail stores 2001-2008 from 1 to 218 most in US but

also Australia, canada,chaina,Italy,Japan<GB(p6,2)

retail expirience was fist exposure to Mac 1/2 of
products were buied in stores(p6,2)
people come to stores due to success of iphod
data of sales and Apple market share (p6,3)
The evolvingt PC industry
history data of IBM and blok of Intel &Microsoft (p6,4)
PC market in units:annual growth..(p7,1)
revenue growth in comperison to unt, PC prices(p7,2)
PC manufacturing
PC 4 main parts(p7,3)
prices for components(p7,4)
copanies focused less on R&D and
moreon:manufacturing, distribution,marketing that
give them competitive advantege. Also turned to
contruct manufactures(p7,5)
Buyers and Distribution
PC buyers categories and criteria to puchases (p8,1)
distribution chanels in 80-2008 (p8,2)
 Defining the firm’s mission

The mission statement describes the company’s business vision including the unchanging
values and purpose

Core values

Core purpose:
to change the word through
technology(p2,1)
Business vision

Mission statement:
to bring an easy-to-use computer to
market(p 2,2)
 Defining the firm’s goals

SMART Goals
Specific (numbers, percentages, frequency, reach, scientifi
Measurable
Achievable
Relevant – (the goal will maximize value)
Time-framed – (When will the firm achieve its goals?)

Goals are often framed in terms of specific markets or spec

serve:
Operate locally or globally?
Serve individuals or corporate customers?
Visionary goals: Sell directly to end users or via retail chains?
Scrulley: be a leader in
publishing as well as (*) Maximizing firm value is a criterion to judge how successf
education(p2,5) itself (of course a firm wishes to maximize value!) – the goal
to maximize value
goals
Jack Welch (interview with FT on March 2009): "On the face
dumbest idea in the world. Shareholder value is a result, not
constituencies are your employees, your customers and your

1
equency, reach, scientific outcome, etc).

value)
achieve its goals?)

specific markets or specific customers that the firm should

omers?
ail chains?

n to judge how successful a strategy is, not a goal in and of

imize value!) – the goal should explain how the firm plans

rch 2009): "On the face of it, shareholder value is the

der value is a result, not a strategy ... your main
your customers and your products."