Apple Inc.

1. Introduction 6
2. Analysis of the PC segment 7
2.1 Introduction 7
2.2 PESTEL Analysis 8
2.2.1 Political 8
2.2.2 Economic 8
2.2.3 Social 8
2.2.4 Technological 8
2.2.5 Environmental 9
2.2.6 Legal 9
2.2.7 Identification of drivers 9
2.3 5 Porter’s forces 10
2.3.1 Rivalry among competing firms 10
2.3.2 Bargaining power of suppliers 10
2.3.3 Bargaining power of customers 10
2.3.4 Threat of new entrants 10
2.3.5 Threat of Substitutes 10
2.4 Strategic group mapping 12
2.5 Competitive Profile Matrix 14
2.5 7s model 15
2.5.1 7s Model Components: 15
2.5.2 Strategy: 16
2.5.3 Structure: 17
2.5.4 Systems: 18
2.5.5 Values of the Company: 18
2.5.6 Style: 20
2.5.7 Staff: 20
2.5.8 Skills: 21
2.6 Core competences VRIO analysis 21
2.6 IFE Matrix for PCs 23
2.7 EFE Matrix for PCs 24
2.9 SPACE Matrix 25
2.10 Grand Strategy Matrix 28
2.11 Conclusions 29
3. Analysis of the iphone segment 31
3.1 Introduction 31
3.2 5 Porter’s forces 33
3.3 Strategic group mapping 35
3.4 Competitive Profile Matrix 36
3.5 SWOT Analysis 37
3.6 IFE Matrix for smartphones 38
3.7 EFE for smartphones 39
3.8 Space Matrix for smartphones 40
3.9 Grand Strategy Matrix for smartphone industry 42
3.10 Conclusion 43
4. Analysis of the ipod segment 44
4.1 Introduction 44
4.2 PESTEL Analysis 45
4.3 5 Porter’s Forces 46
4.4 CPM Matrix for ipods 48
4.5 S.W.O.T. Analysis for iPod 49
4.6 IFE MATRIX for ipod 50
4.7 EFE matrix for ipod 51
4.8 SPACE Matrix 52
4.9 Grand Strategy Matrix for ipod 54
4.10 Conclusion 55
5. Analysis of the ipad sector 56
5.1 Introduction 56
Design 56
Features 57
Pricing 58
Market 58
5.2 Market statistics 59
5.3 Consumer Targets 60
5.4 Pestel Analysis 61
5.5 5 Porter’s forces 64
Source: Based on the authors’ own analysis of the Apple Inc. case created by David B. Yoffie and Renee Kim, 2010Threat of New Entrants 64
Threat of New Entrants 65
Power of Suppliers 65
Power of Buyers 65
Threat of Substitutes 66
Competitive Rivalry 66

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