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Apple Inc. in 2020

• Format: Print
• | Language: English
• | Pages: 31

About The Author

David B. Yoffie

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Apple Inc. in 2020 – Select Market Data

• Apple Inc. in 2020  By: David B. Yoffie
• Apple Inc. in 2020 – Select Market Data  By: David B. Yoffie

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Apple Inc. in 2020

By: David B. Yoffie, Daniel Fisher

After a decade as CEO, Tim Cook is facing one of his biggest strategic transitions of his tenure. While Apple had performed spectacularly well under Cook, Apple's core business was maturing. Sales of…

• Length: 31 page(s)
• Publication Date: Apr 6, 2020
• Discipline: Strategy
• Product #: 720454-PDF-ENG

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After a decade as CEO, Tim Cook is facing one of his biggest strategic transitions of his tenure. While Apple had performed spectacularly well under Cook, Apple's core business was maturing. Sales of iPhones, iPads, and Macs were flat or down. However, Apple's new hardware-Apple Watch and Airpods-as well as services were growing rapidly. This case explores Apple's history and Cook's strategic options for driving new hardware and services into Apple's mainstream in the next decade.

Learning Objectives

This case can be used for several purposes, including industry analysis, introduction of complementary assets, sustaining competitive advantage and expanding corporate scope.

Apr 6, 2020

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Harvard Business School

720454-PDF-ENG

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The Evolution of Apple

• Apple has an undeniable hit with the iPod, yet faces the question of whether the growth of that business and Apple overall can be sustained.
• Looking at Apple through the lens of the company's previous chief executives gives students insights into why Apple lost its way after Steve Jobs left the company.
• Student opinion of Apple tends to be excessively positive or excessively negative, depending on the company's current fortunes.

In the context of the computer industry at large, professor David Yoffie explores the ups and downs of a company that's always been a bit different in "Apple Computer, 2006." The case poses this question: Given its 2 percent computer market share that year, can Apple find sustainable success as it continues to expand its product line into handheld devices like the iPod and, now, the iPhone?

The Apple case originally appeared in 1992 and has been rewritten 5 times since. "The company always looks a little different, yet many of the core issues that pose challenges for it remain constant," says Yoffie, noting that the case is used as part of the MBA required curriculum in the Strategy course and in numerous Executive Education programs. It can also be taught with a video presentation by John Sculley, Apple's CEO from 1985 to 1993, who candidly discusses his mistakes and what he would have done differently.

"The video is a very powerful teaching tool," says Yoffie. "Few CEOs will admit to their mistakes in a public setting."

The comings and goings of various CEOs at Apple over the years can be instructive in itself, he adds. "Their different approaches led to new versions of the case and gave students insights as to what the CEO was trying to do and why he was having so much difficulty."

Apple's market share has always been lower than its consumer mind share.

When Apple's cofounder, Steve Jobs, returned to the company in 1997, he also moved quickly to make some changes, announcing that archrival Microsoft would be developing core products such as its Office software for the Mac. In 1998, Apple launched the iMac, a candy-colored computer that fit well with its ad campaign to "Think Different." Even so, it sold only 6 million units over the course of 3 years, compared with sales of 300 million PCs during the same period.

"Apple's market share has always been lower than its consumer mind share," remarks Yoffie.

Birth of The Cool

In addition to generally consolidating and restructuring Apple, Jobs halted production of the Newton, an early version of the personal digital assistant, and closed the division working to develop a portable PC for the education sector. "What Apple is great at is figuring out how to invent cool technology [and] making it wonderfully easy to use," Jobs told the Wall Street Journal in June 2004. By then, sales of its iPod, introduced in 2001, had nearly quadrupled over the year before, leaping to over $1.3 billion in net sales. In 2005, that figure increased again to over $4.5 billion.

"This is a case where you can focus on strategic success as well as strategic failure," Yoffie notes. "There aren't many instances where you have both sides so nicely paired."

In class discussion, Yoffie says that student opinion of Apple tends to be excessively positive or excessively negative, depending on the company's current fortunes. "For the last two years there's been enormous enthusiasm in the classroom," he observes. "There's still some skepticism around the sustainability of the iPod business, however. It's difficult for people to believe that Apple can maintain that incredible level of success."

The verdict is still out on that question, says Yoffie. Even so, the iPod has altered the fundamental dynamics of Apple. In a change that signals the company's growing investment in consumer electronics, Apple dropped "Computer" from its name in January 2007. Future revisions of the case will reflect this change in the title, as well as offering the latest update on one of high-tech's best stories.

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Top 10 International Business Negotiation Case Studies

International business negotiation case studies offer insights to business negotiators who face challenges in the realm of cross-cultural business negotiation..

By PON Staff — on March 26th, 2024 / International Negotiation

If you engage in international negotiation , you can improve your odds of success by learning from these 10 well-known international business negotiation case studies:

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• Apple’s Apology in China

When Apple CEO Timothy D. Cook apologized to Apple customers in China for problems arising from Apple’s warranty policy, he promised to rectify the issue. In a negotiation research study, Professor William W. Maddux of INSEAD and his colleagues compared reactions to apologies in the United States and in Japan. They discovered that in “collectivist cultures” such as China and Japan, apologies can be particularly effective in repairing broken trust, regardless of whether the person apologizing is to blame. This may be especially true in a cross-cultural business negotiation such as this one.

• Bangladesh Factory-Safety Agreements

In this negotiation case study, an eight-story factory collapsed in Bangladesh, killing an estimated 1,129 people, most of whom were low-wage garment workers manufacturing goods for foreign retailers. Following the tragedy, companies that outsourced their garment production faced public pressure to improve conditions for foreign workers. Labor unions focused their efforts on persuading Swedish “cheap chic” giant H&M to take the lead on safety improvements. This negotiation case study highlights the pros and cons of all-inclusive, diffuse agreements versus targeted, specific agreements.

• The Microsoft-Nokia Deal

Microsoft made the surprising announcement that it was purchasing Finnish mobile handset maker Nokia for $7.2 billion, a merger aimed at building Microsoft’s mobile and smartphone offerings. The merger faced even more complexity after the ink dried on the contract—namely, the challenges of integrating employees from different cultures. International business negotiation case studies such as this one underscore the difficulties that companies face when attempting to negotiate two different identities.

• The Cyprus Crisis

With the economy of the tiny Mediterranean island nation Cyprus near collapse, the International Monetary Fund (IMF), European Central Bank (ECB), and the European Commission teamed up to offer a 10-billion-euro bailout package contingent on Cyprus provisioning a substantial amount of the money through a one-time tax on ordinary Cypriot bank depositors. The move proved extremely unpopular in Cyprus and protests resulted. The nation’s president was left scrambling for a backup plan. The lesson from international business negotiation case studies such as this? Sometimes the best deal you can get may be better than no deal at all.

• Dissent in the European Union

The European Union (EU) held a summit to address the coordination of economic activities and policies among EU member states. German resistance to such a global deal was strong, and pessimism about a unified EU banking system ran high as a result of the EU financial crisis. The conflict reflects the difficulty of forging  multiparty agreements  during times of stress and crisis.

• North and South Korea Talks Collapse

Negotiations between North Korea and South Korea were supposed to begin in Seoul aimed at lessening tensions between the divided nations. It would have been the highest government dialogue between the two nations in years. Just before negotiations were due to start, however, North Korea complained that it was insulted that the lead negotiator from the South wasn’t higher in status. The conflict escalated, and North Korea ultimately withdrew from the talks. The case highlights the importance of pride and power perceptions in international negotiations.

• Canceled Talks for the U.S. and Russia

Then-U.S. president Barack Obama canceled a scheduled summit with Russian President Vladimir Putin, citing a lack of progress on a variety of negotiations. The announcement came on the heels of Russia’s decision to grant temporary asylum to former National Security Agency contractor Edward Snowden, who made confidential data on American surveillance programs public. From international business negotiation case studies such as this, we can learn strategic reasons for  breaking off ties , if only temporarily, with a counterpart.

• The East China Sea Dispute

In recent years, several nations, including China and Japan, have laid claim to a chain of islands in the East China Sea. China’s creation of an “air defense” zone over the islands led to an international dispute with Japan. International negotiators seeking to resolve complex disputes may gain valuable advice from this negotiation case study, which involves issues of international law as well as perceptions of relative strength or weakness in negotiations.

• An International Deal with Syria

When then-U.S. Secretary of State John Kerry and his Russian counterpart, Sergey Lavrov, announced a deal to prevent the United States from entering the Syrian War, it was contingent on Syrian President Bashar al-Assad’s promise to dismantle his nation’s chemical weapons. Like other real-life negotiation case studies, this one highlights the value of expanding our focus in negotiation.

• A Nuclear Deal with Iran

When the United States and five other world powers announced an interim agreement to temporarily freeze Iran’s nuclear program, the six-month accord, which eventually led to a full-scale agreement in 2015, was designed to give international negotiators time to negotiate a more comprehensive pact that would remove the threat of Iran producing nuclear weapons. As Iranian President Hassan Rouhani insisted that Iran had a sovereign right to enrich uranium, the United States rejected Iran’s claim to having a “right to enrich” but agreed to allow Iran to continue to enrich at a low level, a concession that allowed a deal to emerge.

What international business negotiation case studies in the news have you learned from in recent years?

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