...Donna Dubinsky and Apple Computers, Inc. Why was Dubinsky initially successful at Apple? Donna Dubinsky was initially successful at Apple because she projected a lot of confidence and conviction in her beliefs. Donna was a decision maker who battle for procedure. Donna was focused primarily on her caring and honest relationships with her subordinates. Donna was aggressive with her convictions; she pushed hard for an interview with Apple and received an offer only after pointing out that they would never find another Harvard MBA that wanted to work in customer service. Donna took advantage of every opportunity with to advance at Apple through her direct and hard-nosed style. Donna’s individual performance was impressive. She was able to deliver results and her groups performed well on key metrics. Apple was the perfect place for Donna since being a young company light on formality that underwent frequent reorganizations. Apple’s fast growth, loose organization, and corporate culture allowed Donna to make decisions “above her pay grade” and thus demonstrate her ability to perform at higher levels of responsibility. Place yourself in Dubinsky’s position. Why did she respond the way she did to the JIT proposal? Donna could never understand why the JIT proposal was even being discussed. She didn’t see any problems in the distribution area, and thought this was a cost cutting measure by Jobs because the Mackintosh division was underperforming. Donna never understood...
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...9-486-083 REV: SEPTEMBER 16, 2011 TODD D. JICK MARY GENTILE Donna Dubinsky and Apple Computer, Inc. (A) At 7:00 a.m. on Friday, April 19, 1985, Donna Dubinsky placed an urgent phone call to her boss’s boss, Bill Campbell, executive vice president for sales and marketing at Apple Computer, Inc. Dubinsky, director of distribution and sales administration, was attending a management leadership seminar located more than two hours away. Her words were crisp and to the point: “Bill, I really need to talk to you. Will you wait for me today? I’ll be back at the office around 5:00.” “Absolutely, I’ll be here,” Campbell replied, although he knew nothing about the purpose of her call. Dubinsky inhaled a deep breath. She felt the time had come to “bet her Apple career” on the ultimatum she was going to deliver to Campbell at the head office in Cupertino, California. Still, she could hardly believe it had come to this. Her first three years at Apple, from July 1981 through the fall of 1984, were ones of continuous success with increasing authority and recognition. She had refined and formalized much of the Apple product distribution policy, and she worked closely with the six distribution centers spread across the country. Unexpectedly, however, in early 1985, Steve Jobs, Apple’s chairman of the board and general manager of the Macintosh Division, had proposed that the existing distribution system be dismantled and replaced by the “just-in-time” method. Job’s proposal...
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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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...Apple Computer, Inc.: Maintaining the Music Business While Introducing iPhone and Apple TV Donna Prevatte Instructor: Jacinta Acquay BUS499 Sr. Seminar in Business Administration 31 January 2012 Apple Computer, Inc. changed online music tremendously in 2003 by developing the first legal online music service known as Apple’s iTunes Online Music Store. They were first online music service to have agreements with all five major record labels. Although initially available only for Macintosh users, iTunes sold more than 1 million songs by the end of its first week in operation (Hitt, Ireland, & Hoskisson, 2011). Describe the key strategic challenges facing Apple Computer. Apple Computer, Inc. is currently a very innovative company. It has gone through many ups and downs over the past thirty years. From a successful company that brought in millions thanks to two guys, a garage, and a dream, to Steven Jobs, one of the founders, walking away from the company and in the process causing competitors to acquire ideas due to legal mistakes. Eventually, Apple came back, thanks to Jobs rejoining and also because of the introduction of iTunes. But securing their information from this highly competitive industry is just one of their challenges. Apple saw a way to capitalize on the emerging trend of cheap music downloads by creating a legal online music distribution network. iTunes would be the key to exploiting the market (Hitt, Ireland, & Hoskisson...
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...Donna Dubinsky and Apple Computer, Inc. Executive Summary Apple Computer was founded in 1976 and, a year later, released the Apple II computer which remained the major-selling product through 1985 In 1983, the company and cofounder Steve Jobs hired John Sculley as president. The Macintosh computer was introduced in early 1984 with impressive first year sales, although it was Apple II sales that carried the firm through the fourth quarter. By 1985, sales failed to reach projected planning levels causing profitability problems for the company and tension between the Apple II Division and Macintosh Division, led by Jobs. The relationship between Jobs and Scully was also beginning to strain. Donna Dubinsky joined Apple as customer support liaison in 1981, reporting to Roy Weaver, the head of the distribution, service, and support group. In January 1984 she was made U.S. distribution manager for all of Apple, “with dotted-line responsibility for the six field warehouses and direct responsibility for sales administration, inventory control, and customer relations. Nine months later, she and Weaver presented the distribution, service, and support group’s 1984 business plan to the executive staff for review. Jobs challenged the plan much to the surprise of Dubinsky and Weaver who were confident in their group’s competence. While Weaver had previously reported directly to Scully, shortly after this meeting, his group was moved under the responsibility of Bill Campbell, vice president...
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...INTRODUCTION: Lean principles applied to manufacturing, distribution and operations can take the most unsuccessful companies to the most profitable and sought after businesses in the world. There are many methods and procedures that companies can implement to allow them to squeeze even further profit out of their current systems. * APPLE | IPHONE 5 – SIPOC : Companies introducing Lean Six Sigma for process improvement in its organization, demand a clear understanding of its current processes. SIPOC is an effective tool used in the initial Define stage of the DMAIC life cycle for high-level process mapping of key processes. SIPOC is an acronym for Supplier, Inputs, Process, Outputs and Customers. Each of these terms are explained in detail as follows: * Suppliers are the significant internal/external providers of material/input data to the process. * Inputs are significant physical/data inputs provided by the suppliers to undergo a process. * Process is the current method used in sequence of four to seven steps that add value to the Inputs. * Outputs are significant process results delivered to customers. * Customers are the internal/external recipients of the Outputs. A team of 3-9 stakeholders or team members, who have knowledge of the process, typically develops SIPOC. A facilitated brain storming session is conducted by a certified facilitator to identity the five key components (SIPOC). A consensus is reached so that all the members view a particular...
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...Analysis on Apple EXPECTATIONS & EVALUATIONS The objective of this paper is to thoroughly analyze Apple’s financial history and status for the last five years (2003 – 2007). Other important topics will be discussed which include: the company’s background, its assets, bonds, stocks, etc. To support the analysis, different relevant ratios will be calculated for Apple Inc in order to estimate the company’s current status, and also to compare Apple Inc. to the computer industry and one of its major competitors – Dell. The financial analysis of Apple is based on evaluating company and industry data from various sources. A trend analysis was performed using data for the last five years, and presented in Excel charts and tables. Finally, I computed various ratios for Apple, and compared them to industry norms, and to Dell’s. Numerous graphs were created using MS Excel to support the analysis. EXECUTIVE SUMMARY History Apple Computer was formed in April 1976 by 25-year-old Steve Wozniak and 21-yearold Steve Jobs—both college dropouts. After selling a van for some extra start-up cash, the two set up shop in the Jobs’ family garage at 2066 Crist Drive in Los Altos, California, to start building computers. In 1977, Jobs and Markkula hired Michael Scott as the company’s first president and Chief Executive Officer (CEO).8 In April of that same year, Apple decided it would be beneficial to their marketing strategies if they updated their image before putting the Apple II on...
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...employees and managers remain well informed about their task; goals of a business. Proper communication can increase team moral, organization, and efficiency. There are ten trends that affect a business. These trends include, but are not limited to, “technology changes, including information overload and data security versus privacy; a focus on quality and customers’ needs; entrepreneurship; teamwork; diversity; globalization and outsourcing; legal and ethical concerns; balancing work and family; job flexibility; and the rapid rate of change.”(Locker, Kitty O Kienzler, Donna S 2008) Technology is ever changing and advancing at a rapid rate in today’s world. It is almost like every time a person turns around, there is a more advanced version of the product that they bought. One example is cell phones. Cell phones can now do almost everything a computer can, and sometimes even more. For example, the new Apple I-phone allows people to see each other in real time. This type of portable technology can be used to have a face to face meeting with a client without having to actually be there in person. Companies are quick to add and put in place these kinds of technological advancements and software. Social Networking has been booming in these last years. Companies like Facebook and Myspace have been able to unite people from all over the world on their website. Businesses have used their own versions of this kind of innovation to bring and unite...
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...buys Palm, and the Earth does Move” (Betanews, 28th April, 2010) 3. http://www.hp.com 4. http://www.betanews.com 5. http://www.palm.com Hewlett-Packard to Buy Palm for $1.2 Billion By Connie Guglielmo and Ari Levy /Apr 29, 2010 Hewlett-Packard Co. agreed to buy Palm Inc., the money-losing handset maker that was once a Silicon Valley icon, for $1.2 billion to challenge Apple Inc. in the smartphone market. Palm’s common shareholders will receive $5.70 a share in cash, a 23 percent premium over the closing price, Hewlett- Packard said in a statement today. Elevation Partners LP, Palm’s biggest investor, gets $485 million for its preferred shares and warrants. The Palm deal moves Hewlett-Packard back into contention with the world’s biggest smartphone makers, including Nokia Oyj, Apple and Research In Motion Ltd. Hewlett-Packard’s current iPaq device hasn’t kept up with competitors. The company also gets a team headed by ex-Apple engineers and a Palm patent lineup that spans mobile hardware, software and power-saving technologies. “This is a low-price, low-risk way for them to at least attempt to penetrate the smartphone market,” said Brian Alexander, an analyst for Raymond James & Associates Inc. He has a “strong buy” rating on Hewlett-Packard’s stock, which he doesn’t own. “We always wondered why they didn’t have much of a smartphone strategy.” Palm’s shares, which closed at $4.63 on the Nasdaq Stock Market before the deal was announced, rose as much as $1.32 to...
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...MKT100 - Metrics Mastery Worksheets Metrics Mastery Worksheets are designed to be in class exercises that your students can work on in class. This is a master document that provides all worksheets questions and answers. You can modify or change it as needed in order to prepare one page two sided exercises for your students to hand out in class. You can also easily turn the answers into powerpoint slides to review the answers in class. Table of Contents Worksheet: Metric 1 Expense Types .................................................................................. 2 Worksheet: Metric 2 Percentage Change ......................................................................... 4 Worksheet: Metric 3 Market Share & Market Analytics ............................................. 5 Worksheet: Metric 4 Contribution Margin ...................................................................... 7 Worksheet: Metric 5 Mark-up & Margin........................................................................... 8 Worksheet: Metric 6 Pricing Wholesale to Retail ......................................................... 9 Worksheet: Metric 7 Break-Even ..................................................................................... 10 Worksheet: Metric 8 Return on Marketing Investment (ROMI) ........................... 11 1 of 11 MKT100 - Metrics Mastery Worksheets Worksheet: Metric 1 Expense Types 1) The Comfy Chair Company makes reclining chairs at its plant and sells them...
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... Group 440th Mission Support Group 82nd Airborne A-‐Safe A-‐Safe A1 CONSULTING GROUP, INC. A1 CONSULTING GROUP, INC. A1 Supply Company A1 supply company A1 supply company AAFMAA Wealth Management & Trust AAFMAA Wealth Management & Trust ABB Academy Securities Academy Securities Academy Securities Adaptiv Adaptiv Adaptive Therapies Adayana Government Group ADS Inc ADS Inc Advaero Technologies Advanced Electronic Services, Inc Advanced Electronic Services, Inc Advanced Technology, Inc. Advantage International Registrar, Inc. Advantage International Registrar, Inc. afpe All in One Drug Testing Services ALL STATE SUPPLY CO., INC. ALL STATE SUPPLY CO., INC. Almavision ALOTECH, INC. American Product Distributors, Inc. American Source, Inc. AMERICAN SYSTEMS American Systems American Systems Amidon, Inc. Amidon, Inc. Amidon, Inc. Amidon, Inc. Anderson Engineering & Associates, P.A. Anderson Engineering & Associates, P.A. Angler Environmental Anistar Technologies Anistar Technologies Apple Rock ARC Consulting Group Aspen Lawn Solutions Aspen Lawn Solutions Aspire Ahead Aspire...
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...Organizational Change and Innovation Management MGMT 5970 Fall Semester 2014 Class Days: Tuesdays & Thursdays Time: 12:30 - 1:45 a.m. Location: MLC 245 Professor Name: Dr. Bob Vandenberg Offices: 402 Brooks Hall Phone: Brooks Office: 542-3720 Office I don’t have set hours because honestly as the head of the Department of Hours: Management I’m in the office most days during normal business hours. Thus, please email me in advance as to when you’re coming by so that I put it in my calendar. Hours: e-mail: rvandenb@uga.edu Course Materials Textbooks: Jick, T. D. & Peiperl, M. A. (2011). Managing change: Cases and concepts (3rd ed.). New York: McGraw-Hill Irwin Publishing (ISBN 978-0-07-310274-0). Nameplates: PLEASE BRING YOUR NAMEPLATES EVERYDAY TO CLASS. THIS IS MY MEANS TO GET TO KNOW YOUR NAMES. Course Description “Key concepts and theories in organizational change and development. The focus is on the student's development of diagnostic skills necessary for the identification of organizational problems and opportunities and the effective management of organizational change.” Specifically, this course addresses the formal and informal structures within an organization from the perspective of bringing about change in those structures. We will start with a brief overview of change, and general intervention concepts. Using Jick and...
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...BEECH-NUT’S APPLE JUICE By Donna J. Wood and Alden Detwiler During the 1970s and early 1980s, the Beech-Nut Nutrition Corporation, with primary plant facilities at Canajoharie, New York, and headquarters near Philadelphia, was the second largest maker of baby foods in the United States, with roughly a 15 percent market share (comparable to Heinz’s market share), compared to Gerber’s 70 percent. From its origins as a meatpacker in 1891 to its modern status as a diversified food manufacturer, the company had built a reputation for pure, natural, high-quality products (Welles, 1988; Traub, 1988). In 1973, lawyer Frank Nicholas and a group of colleagues bought the baby foods division of Beech-Nut from Squibb Corporation, which had acquired the company in 1969. The new owners were undercapitalized and overloaded with debt from the beginning, and the company began to lose money. Beech-Nut signed an agreement in 1977 with a wholesaler run by Zeev Kaplansky, Interjuice Trading Corporation, to purchase apple juice concentrate. Interjuice was able to offer concentrate well below the market price (Welles, 1988), an opportunity that Beech-Nut was reluctant to turn down, given its financial troubles. By 1978, with apple juice products accounting for 30 percent of total sales, the Interjuice contract provided significant cost savings to a firm deeply in debt (Welles, 1988). Early savings from the contract amounted to about $250,000 a year on a $50 million operating budget....
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...Marketing the iPhone 6 Kegan Wilson MGT 330 Management for Organizations Instructor: Donna Falloon August 31st, 2015 Section 1: The Introduction This paper will discuss and outline how the marketing practices and strategies are defined as well as utilized to market the sales of the iPhone 6 to foreign markets. Marketing is defined as the method by which companies generate value for consumers, and it is built on that same value in order to develop strong, lasting relationships with the target audience who thus become the company’s primary customers. Marketing entails understanding consumer needs and consequently developing products and/or the services required to satisfy those needs. The marketing process involves understanding the consumer, building strong, lasting consumer relationships, creating a sound marketing strategy, and capturing the value from consumers. (White, 2012) This paper will present the process of marketing while also attempting to market the iPhone 6 in the United States and overseas. Section 2: Understanding the Consumer In the marketing process, the first step is to understand the marketplace and the consumers’ needs. During this step, the market manager needs to comprehend the consumers’ requirements and then offer the associated products and services to satisfy those particular items. Their individual personality shapes the customers' desires, and when supported by their purchasing power, their wants become demands. To fulfill the customers’...
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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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