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SUBMITTED TO,

Dr. VANDANA BHARTI


SUBMITTED BY,

UTKARSH

VISHAL

ABHISHEK KUMAR

KHUSHBU

RUCHEE
SRI KRISHNA SINGH

IIPM SS 11-13 A2

A PRESENTATION BASED ON IT
INDUSRTRY

April 1st,1976 - Founded


January 3rd,1977 - Incorporated
Headquarters - Cupertino, California
Co-founders - Steve Jobs, Steve Wojniak
CEO - Steve jobs
Industry - Computer software, computer hardware, consumer
electronics.
Revenue - US$ 19.3 Billion

OBJECTIVES:To Study and understand the PC Industry and market


share of Apple Inc in it.
To study the Value Chain supply and S.W.O.T analysis
of Apple Inc.
To determine the performance of the company.

INDUSTRY PROFILE:The PC Industry


We can glean Insight into the history and composition of the PC Industry
from its eponymous title. In the late 1970s, as Wozniak and Jobs were starting
Apple computer, personal computers were an emerging product. The
following chart (Reimer) gives an overall view of the major market players
since the mid-1970s. By 1983, the market share of the Apple II fell to 8% while the
PC had 26%. Market share of Macintosh peaked at slightly more than 10% in the
early 1990s and has since tapered to between 2-3%. The IBM PC and its clones
became the standard due to the success of the open nature of the PC. This allows
product developers to offer vastly more products for the platform.
Some argue that not licensing the Mac OS was a mistake. Bill Gates and Microsoft
were encouraging Apple to license their OS in the early 1980s, because they were
developing software for Apple and had much riding on the success of the company.
When Apple did not license, Microsoft began developing their operating system,
Windows.

The Online Music Industry


While Apple clearly dominates the online music industry, the battle for domination is not over. Although
digital music sales are growing rapidly, the Recording Industry Association of America (RIAA) states that
digital sales account for only 4% of all music sales. (Borland) Analysts at Forrester (Bartiromo) and
Gartner (Bruno) validate this. Apples sales are between 66% and 75% of downloads and 80% of music
players. (Bruno) Apple is part to a suit alleging monopolistic practices concerning their market share
dominance of players and downloads. The other players in the download market are (the revised) Napster,
Yahoo Music, Rhapsody, and illegitimate file-sharing services. Portable music players competing with
the iPod include those made by Creative, Samsung, iRiver, and Sony. A major point of contention
between these services and player manufacturers is the control of a variety of incompatible Digital Rights
Management (DRM) schemes.

COMPANY PROFILE
APPLE INC.
Type

Public
S&P 500 Component
Computer hardware

Industry

Computer software
Consumer electronics
Digital distribution

Founded

April 1, 1976 (1976-04-01)

Steve Jobs
Founder(s)

Steve Wozniak
Ronald Wayne

Apple Campus
Headquarters

1 Infinite Loop
Cupertino, California, U.S.

Number of locations

317 (October 2010)

Area served

Worldwide

Steve Jobs
Key people

(Chairman and CEO)


Tim Cook
(COO and Acting CEO)

COMPANY PROFILE
APPLE INC.

Products List
Mac
iPod
iPhone

Products

iPad
Apple TV
Mac OS X
iLife
iWork
iOS

Services List
Apple Store
Apple Store Online

Services

App Store
iTunes Store
iBooks
MobileMe

Employees
Website

49,400 (2010)
Apple.com

RESEARH METHEDOLOGY:Data has been collected from secondary sources:

Secondary- website of the organization, Company record


and hand book.

Information so collected has been put in to draw logical


conclusion.
All findings are presented unambiguously and all
conclusions be justified by sufficient evidence.
Issues and problem have been found by personal

discussion with seniors from an organization and through


practical experience of working in the organization.

DATA ANALYSIS:-

MARKET SHARE :IN RESPECT OF


MOBILES:-

PRODUCTS AND FIGURES:Hardware - Mac(personal computer series),Apple Remote


Desktop
Software - Mac OS X, Mac OS X Server ,Quick Time, i Life, i
Work, Logic pro, Cinema Display etc.
Consumer Electronics - i pod, i pod hi-fi, i phone, Apple TV
Employees - 19,787 full-time ; 3,399 temporary (March
31,2007)
Retail stores - 183( 1st in Manhattan, New York)
Competitors - HP, IBM, DELL

Personal Computer
Laptops
Music Players
Operating System
Video players
Servers
Television

PRODUCTS:iMAC, consumer all-in-one


desktop computer introduced in
1998
Mac Pro, workstation-class desktop computer introduced in
2006, replacing the Power Macintosh

MacBook Air, ultra-thin, ultra-portable notebook introduced


in
2008

iPad -touch interaction with


multimedia formats including
newspapers, magazines, ebooks,
textbooks, photos, movies, TV shows
videos, music, word processing
documents, spreadsheets, video games

iPOD- World class music and vedio


players with huge storage capacity.

iPHON
EThe original iPhone combined a 2.5G quad band GSM and EDGE
cellular phone with features found in hand held devices, running
scaled-down versions of Apple's Mac OS X (dubbed iOS, formerly
iPhone OS), with various Mac OS X applications such as Safari and
Mail. It also includes web-based and Dashboard apps such as
Google Maps and Weather. The iPhone features a 3.5-inch
(89mm) touch screen display, 4, 8, or 16GB of memory,
Bluetooth, and Wi-Fi (both "b" and "g"). The iPhone first became
available on June 29, 2007 for $499 (4GB) and $599 (8GB) with
an AT&T contract. On February 5, 2008, Apple updated the original
iPhone to have 16GB of memory, in addition to the 8GB and 4GB
models.

APPLE TVThe device links up to a user's TV and syncs,


either via Wi-Fi or a wired network, with one
computer's iTunes library and streams from an
additional four.

VISION AND MISSION:VISION


Man is the creator of change in this world.
As such he should be above systems and
structures, and not subordinate to them.

MISSION
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.

SWOT ANALYSIS:STRENGTHS
One of the oldest hardware
manufacturers.

WEAKNESSES
Focusing on internal engg.
more than marketing

Control over the product.

High price

High quality product.

Consumer faced problems


with faulty batteries

Easy to carry products


Huge consumer base loyal
to apple
Product diversification

Had difficulties on some of


its products quality control
Not issued dividends

SWOT ANALYSIS:OPPORTUNITIES
Less expensive new
product lines with
quality.
Product line is functional
and attractive.
Flexibility to its users.
ipods are able to
communicate.
New car models with
ipod connectivity.

THREATS
Pressure from
competitors.
Substitution effect
Technology changes at a
rapid rate.
Forced to develop new
products.

INDUSRTY
ANALYSIS USING
PORTERS 5
FORCES MODEL

New Entrants
Threat of new entrants

Bargaining power of the suppliers

Supplier

Existing
rivalry in the
industry

Substitute products & services

Substitutes

Customer
Bargaining power of buyers

POLITICAL ANALYSIS
ECONOMIC ANALYSIS
SOCIAL ANALYSIS
TECHNOLOGICAL ANALYSIS

RECOMMENDATIONS:FOR COMPANY:
Lowering the cost of products and maintaining
the same quality standards
Can form joint ventures
Knowledge Management
More number of retail stores for easy access
Continuous innovation to expand

RECOMMENDATIONS:FOR OTHERS:
Do not compromise on price for quality
Choose the products based on individual needs
Be unique and different

CONCLUSION:-

We feel that Apple must focus on several key aspects to continue to grow
and succeed. They must continue a stable commitment to licensing, push
for economies of scope between media and computers, and become a
learning organization.
Apple apparently made a commitment to licensing. Although it should
continue, Apple may want to consider other forms of strategic alliances. An
equity strategic alliance may offer Apple the opportunity to obtain
additional competencies. An effective way for a company like Apple to
accomplish this would be in the form of a joint venture.Apple should
continue pushing the new line of media-centric products. Meanwhile, Apple
should not lose focus on its computers. Macintosh computers were 39% of
Apples sales in 2005. (Burrows) This very innovative company exploits its
second-mover position. In the future, they will need to continue innovating
to expand the boundaries of both media and computers.One persistent
element of both competitive advantage and risk is Steve Jobs. He is both
synonymous with Apples success and has a large equity interest in Apple
and Disney. If he were to divest his leadership position, the reaction of both
the market and consumers would be uncertain. Given his position within
the organization as well as the history of the company when he was gone,
Apple must find a way to learn as an organization. This will allow the
company to withstand a departure by Jobs. Based on the actions of the
organization, we feel that the mid-term performance of Apple will be strong.

THANK
YOU