...lose significant market share, or even be totally dis-intermediated. This phenomenon has been intensified with the advancements in digital economy. The innovation process has been significantly altered as a result of the impact of digital economy across all industries and markets. While most companies recognize the need for new products, not all such new products that are introduced to the market are successful. And even a smaller percentage can stand the test of time and reach significant market share or achieve resilient popularity. Innovation is one of the key drivers of making new products. We will examine the process of innovation and new product development and discuss the associated paradigms and success factors (through the case and class discussions). This course is designed to help students deepen their understanding of new product innovation, development, and management. In the course the student will assume the role of a product developer or a product manager focused on developing a –new- concept into a new product (for a start-up or a mature corporation). This product developer/ manager identifies, develops, and commercializes a new product according to the material presented...
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...discussing “case” materials in light of theoretical arguments advanced in “readings.” Case materials include standard Harvard Business School cases, book chapters about individuals (Robert Moses and Henry Kissinger), corporations (e.g., Lehman Brothers and Time Warner), and industries (e.g., the auto industry), and in-class videos (e.g., a “Bill Moyer’s Journal” segment on David Rockefeller). COURSE REQUIREMENTS Final course grades will be based on student performance on three written assignments and on student participation in class discussions. Written Assignments. Each student will be expected to submit two individual case analyses that indicate what the student learned from reading and discussing the case in question. The case analyses should be one single spaced typewritten page long and should be submitted the week after the case that they address is discussed in class. Individual case analyses will be graded on a scale from 1-3 and together will comprise 10% of a student’s final grade. Each student should also form a group with three to four other students to complete a case study of a real organization. The research for this case study can be carried out using primary sources (e.g., participation observation and/or interviews) or secondary sources (e.g., books, articles, or prepared cases about a target organization). Thus, group members need not have worked in an organization to use it as the subject of their final case analysis. Other case analysis...
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...Course Name: Unit Number: Case Name: Apple Inc. Case Study Analysis Introduction This analysis is based on Apple Inc. case study in which the strategic management is analyzed. In the process of analyzing this concept, the article also indentifies the issues and problems as they are presented together with the identification of the major issues surrounding the organization and individuals that are involved with the Apple Inc. Alternative course of action is addressed together with the recommendation that is based on the analysis. Understanding strategic management Through strategic management, a series of moves are developed and executed with an aim of enhancing the organization to be successful in the current situation and also in the future. As the Apple Inc aggressive history is analyzed, a slew of examples are unveiled with an illustration of the irreproducible ability in the effort to have an adoption as well as own market creation. Apple’s strategic management The success of Apple Inc. has been based on its ability to integrate into its model of business operation a management that is strategic. Through strategic management diligent involvement, Apple Inc. has been able to ensure that it is not maneuvered; a strategy that has enabled the company for the past 3 decades to emerge as successful in the competition. However, believing that Apple Inc. has not gone through some setbacks would be illogical. In fact, this...
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...Case Study Analysis #2 Donna Dubinsky and Apple Computer, Inc. (A) MSTM 6022: Communication/Conflict Management Aviral Anand Student ID# 201499712 Background The case describes a proposed change at Apple computer for its distribution model. The current model consists of 6 warehouse and the proposed JIT type distribution model is supposed to reduce the number zero. The case focuses on the conflict of Donna Dubinsky, director of distribution and sales administration with Debi Coleman, who is also the manufacturing director. The conflict is indirectly with Steve Jobs too as the new model was his brain child. Donna Dubinsky is a strong manager with powerful relationships with her mentor Roy weaver. She is very direct and says what she thinks. She is confident and doesn’t let peer pressure sway her mind. She is portrayed as extremely intelligent and good risk taker. This is a sort of power relationship conflict. Dubinsky had developed the Apple’s distribution system in last few years and has brought it to ages ahead. The customer relationship has been never better than before. The new model jeopardizes the Dubinsky position in the company. The message that conveys from the talks of new model is all negative as it put current model under fire. The communication regarding the new model and its pros and cons has been poor, it was later at the conference that a task force was made to understand the change. Before that all the development was done in background at individual...
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...2: Option 1 Apple’s challenges and its dependency on market Apple was founded in 1976 and has, since its founding, offered a line of products that was distinct from that of its competitors. In the very beginning, it was actually the first company to sell an easy-to-use, desktop computer. The Apple II was very successful, and started the market for personal computers, bringing it to over $1 billion in less than three years.[1] However, within a few years, IBM and Microsoft entered the market, and by 1982 the IBM-compatibles had driven down Apple’s share to just 6.2%[2]. Since then, Apple has launched several other successful product lines, such as the PowerPC, iMAC or MacBook. But in retrospect, one can only wonder why despite Apple’s initial success and its easy-use, versatile product line, its market share in the PC market has remained so low. Even in the past few years, it has produced less than 5% of the PCs sold worldwide.[3] According to resource dependency theory[4], organizations are often controlled by external forces, and their ability to transform their goals is limited by those who they depend on for their survival. These outside actors range from suppliers to venture partners to advocacy groups and to competitors. The path of Apple has been influenced by the demand for a particular kind of computers and by the PC model that was prevalent in the market. In my paper, I will attempt to explain Apples successes and failures through the lens of its relationship with...
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...9-710-467 REV: SEPTEMBER 1, 2010 DAVID B. YOFFIE RENEE KIM Apple Inc. in 2010 On April 4, 2010, Apple Inc. launched its eagerly anticipated iPad amid great hype. The multimedia computer tablet was the third major innovation that Apple had released over the last decade. CEO Steve Jobs had argued that the iPad was another revolutionary product that could emulate the smashing success of the iPod and the iPhone. Expectations ran high. Even The Economist displayed the release of the iPad on its magazine cover with Jobs illustrated as a biblical figure, noting that, “The enthusiasm of the Apple faithful may be overdone, but Mr. Jobs’s record suggests that when he blesses a market, it takes off.”1 The company started off as “Apple Computer,” best known for its Macintosh personal computers (PCs) in the 1980’s and 1990’s. Despite a strong brand, rapid growth, and high profits in the late 1980s, Apple almost went bankrupt in 1996. Then Jobs went to work, transforming “Apple Computer” into “Apple Inc.” with innovative non-PC products starting in the early 2000’s. In fact, by 2010, the company viewed itself as a “mobile device company.”2 In the 2009 fiscal year, sales related to the iPhone and the iPod represented nearly 60% of Apple’s total sales of $43 billion.3 Even in the midst of a severe economic recession, revenues and net income both soared (see Exhibits 1a through 1c). Meanwhile, Apple’s stock was making history of its own. The share price had risen more than 15fold since...
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...examination for recruitment to the post of Executive (on contract). The selection process consists of (a) Written Examination and (b) Interview. Candidates who qualify in the written examination with high merit rank are eligible to be called for interview. Use of HB Pencil and Ball Pen : You should bring with you two HB pencils, a good quality eraser, a sharpener and a ball-point pen. You are advised to bring two pencils to avoid mending a pencil during the examination as you may lose time. Use ball-point pen for filling up the information only in boxes 1-10 on Side 1. Use HB pencil only, for filling up information in boxes 12-26 on side 1 of the answersheet and box 27 on side 2 of the answersheet. All the answers should also be marked by using HB pencil only. Handling answersheet : Please handle your answersheet carefully. Keep it dust free. If it is mutilated, torn, folded, wrinkled, rolled or dusty, it may not be evaluated. Special attention should be paid to the different objective type tests, since these are different from the usual school/college examinations. 4. 5. HOW TO SHOW YOUR ANSWERS : Each question is followed by answers which are numbered 1, 2, 3, 4 and 5. Select the most appropriate answer. Then by using HB Pencil, blacken the oval bearing the correct answer against the serial number of the question. (Refer to side 2 of the Specimen Answersheet). Please note that the oval should be dark enough and should be filled in completely. For example, if the answer to Question...
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...Harvard Business School 9-799-158 June 6, 1999 D Matching Dell O N Between 1994 and 1998, the revenue of Dell Computer Corporation rose from $3.5 billion to $18.2 billion, and profits increased from $149 million to $1.5 billion. The company’s stock price rose by 5,600%. During the same period, Dell grew twice as fast as its major rivals in the personal computer market and tripled its market share. In the first half of 1998, Dell reported operating earnings that were greater than the personal computer earnings of Compaq, Gateway, Hewlett1 Packard, and IBM combined. On Forbes magazine’s list of the richest Americans, Michael Dell, the 33-year-old founder of Dell Computer, ranked fourth with an estimated worth of $13 billion. He trailed only Bill Gates, Warren Buffett, and Paul Allen on the list and was worth more than Gates had 2 been at the same age. O Dell Computer had pioneered the widely publicized “Direct Model” in the personal computer (PC) industry. While competitors sold primarily through distributors, resellers, and retail sites, Dell took orders directly from customers, especially corporate customers. Once it received an order, Dell rapidly built computers to customer specifications and shipped machines directly to the customer. T The success of the Direct Model attracted the intense scrutiny of Dell’s competitors. By 1997, headlines such as “Now Everyone in PCs Wants to Be Like Mike,” “Compaq Reengineers the Channel: Will...
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...BALDWIN Apple’s Future: Apple Watch, Apple TV, and/or Apple Car? Since the release of the iPod in 2001, Apple had been probably the most successful technology company in the world. It revolutionized three businesses in the next 10 years: music, smartphones, and tablets. When Steve Jobs died in 2011, it was up to his successor, Tim Cook, to revolutionize the next set of industries. In 2015, Cook appeared to have three potential targets: watches (wearables), television, and cars. All three were bets on highly uncertain futures. Watches were off to a promising start in their first quarter of shipments, but it was far too early to declare victory. Television seemed ripe for disruption, but many firms had tried and failed to change the TV landscape. And cars, of course, represented the biggest opportunity as well as the biggest leap for Apple. Financially, Tim Cook and his team were unconstrained: Apple was the most profitable company on the planet in the fourth quarter of 2014, generating $18 billion in net income (Exhibit 1). However, Steve Jobs had famously said that Apple’s success came “from saying no to 1,000 things to make sure we don’t get on the wrong track or try to do too much. We’re always thinking about new markets we could enter, but it’s only by saying no that you can concentrate on the things that are really important.”1 The big questions for Tim Cook and his team included: Were watches, TVs, and car the right focus? Was Apple doing down the best path...
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...Dropbox: “It Just Works” (HBS 9-811-065) Kunal Sharma Advanced Entrepreneurship March 11, 2013 100410018 Word Count: 854 Question 1 a) The reason that Dropbox is such a universal concept is because anyone in the world can be a buyer of Dropbox. It can be an individual trying to save and access their pictures on different platforms or it can be a multinational firm who uses the product as a “file collaboration” software within the firm. “The idea is to get people using it inside companies without IT’s permission. Once IT sees that Dropbox is in heavy demand and that it works reliably, we’ll get certified for use across the company.” (Pg3, P3, Dropbox: it just work’s, 2012). So basically the buyer can literally be anyone with a need for easy access to storage of data across multiple platforms. Usually in other industries the buyers would be a small group of people or companies for whom the product was specifically made and marketed for, as well as each industry tries to capture a part of the market share. Whereas in terms of Dropbox, as we can see that the buyers differ in a way that anyone can become one as the service is offered free of charge for users who do not wish to store too much data. Identifying buyers is one of the key steps of opportunity assessment. In order to see whether if a product or service will have sales depends on its buyers and if they exist or not, if a product or service is launched and there is not a real need for it then that product will...
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...NETFLIX: THE PUBLIC BOX OFFICE FLOP ANS 1. NETFLIX BUSINESS MODEL | Over 12,000 titles | Free Delivery |No late fees | Self addressed envelope |5. Instantly watch movies & TV | | | | | |shows on your PC, Apple iPad, | | | | |Return a viewed movie to get a new|iPod Touch, Sony PS3, etc. | |Create your own list of movie |Can order 4 DVDs at a time in |Keep each movie as long as you want |one from the list | | |online |unlimited plan | | | | | | | | | | | | | | | | | | | | | | | ...
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...Part a: In economics sense autarky is defined as being self-sufficient, when a nation can provide all of the goods and services it needs internally. While free trade is a condition where a nation removes barriers to allow for international trade ( Ethier 2008). In Australia the banana industry is heavily protected by a "zero import" ban on imports of banana, creating a condition that benefits the producers more than the consumers. Producer surplus is defined as the minimum amount that they are willing to accept for a good, the difference between the actual and minimum they receive is the benefit the producer receives. On the other hand consumer surplus is the minimum amount they are willing to pay for a good or service relative to the market price, the difference between the what the consumer is willing to pay and the market price is how it occurs (Hubbard et al. 2010, 131-133). The figure below (Fig 1) illustrates the Australian banana market in autarky and free trade positions and show how an increase in consumer surplus occurs under free trade position and how producer surplus decreases. Price of bananas ($/kg) Domestic Supply, DS e a b World Price QS QA QD d A P 1 f P 2 D B Imports Domestic Demand, DD 0 Quantity of bananas (kg) Fig 1: Supply-demand diagram in autarky and free-trade positions Exposing the Australian banana industry to free trade economy will mean a lift on the ban for banana imports. Under autarky the...
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...Citation Guide 2 0 1 1 – 1 2 A CA DE M IC YEA R Copyright © 2002–2011 by the President and Fellows of Harvard College. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means without permission of the Harvard Business School. Harvard Business School must reserve the right to make changes at any time affecting policies, fees, curricula, courses, degrees, and programs offered (including the modification or possible elimination of degrees and programs); rules pertaining to conduct or discipline; or any other matters cited in this publication. While every effort has been made to ensure that this publication is accurate and up to date, it may include typographical or other errors. If you have any comments about this guide, please contact rreiser@hbs.edu or infoservices@hbs.edu. Printed November 2011. Table of Contents Citation Conventions About This Guide.............................................................................................................................................. 5 Purpose of Citations .......................................................................................................................................... 5 What to Cite ...................................................................................................................................................... 5 Types of Citations: Footnotes, Source Lines, and Bibliographies .........
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...9-708-480 REV: SEPTEMBER 8, 2008 DAVID B. YOFFIE MICHAEL SLIND Apple Inc., 2008 In January 2007, three decades after its incorporation, Apple Computer shed the second word in its name and became Apple Inc.1 With that move, the company signaled a fundamental shift away from its historic status as a vendor of the Macintosh personal computer (PC) line. Mac sales remained vital to Apple’s future, but they now accounted for less than half of its total revenue. A year and a half later, in June 2008, the company posted results that ratified the success of its leap beyond the PC business: In its third quarter, Apple earned a net profit of $1.07 billion on $7.46 billion in revenue, for a 38% increase on year-ago quarterly sales. Annual results were also impressive. Sales in the 2007 fiscal year topped $24 billion, up 24% from the previous year. (See Exhibit 1a—Apple Inc.: Selected Financial Information, plus Exhibit 1b and Exhibit 1c.) Investors, meanwhile, sent Apple’s stock to new heights: Despite a sharp drop in early 2008, its share price had risen more than 15-fold since 2003 and now hovered near its all-time high. (See Exhibit 2—Apple Inc.: Daily Closing Share Price.) Non-PC product lines drove much of Apple’s financial performance. The company’s iPod line of portable music players, together with its iTunes Store, had upended the music business. With the iPhone, a multifunction handheld device released in June 2007, Apple aimed to do the same for the mobile phone market. The launch...
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...Story of Steve Jobs The Start of Apple Anusree Banerjee Table of Contents Executive summary 3 Pre-foundation partnership 4 Initial bootstrapping 4 Angel investors 4 Initial public offering 5 Success mantra 6 Appendices 8 Venture Capitalists tell their story: Arthur Rock on Steve Jobs 8 Preliminary confidential offering memorandum 9 Bibliography 10 Executive summary This report highlights the start of the entrepreneurial journey of Steve Jobs – the founder of Apple. The Apple journey started off as a partnership. Steve Jobs and Steve Wozniak had been friends for some time, having met in 1971, when their mutual friend, Bill Fernandez, introduced 21-year-old Wozniak to 16-year-old Jobs. Jobs managed to interest Wozniak in assembling a machine and selling it. They bootstrapped for the first product – Apple I. Mike Markkula was the first angel investor who showed belief in the product and the team. Markkula had made his fortune as a marketing manager at Fairchild Semiconductor and Intel, retiring at age 32. In 1977, Steve Jobs met with Markkula and convinced him that personal computers were an exciting opportunity. Markkula invested $250,000 in Apple for a one-third stake in the company and served as president from 1981-83. With Mike’s guidance and funding Apple ceased to be a partnership and was incorporated on April 1, 1976. Apple investors had a traditional exit through an initial public offering in 1980. When Apple went public, it generated more...
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