...Task 2 A. Simulation Analysis A1. Brand Design Decisions TMC brand shows a very satisfactory rating from the customers above the competitors. They felt that the company brand quality, credibility and superiority were above others. In the world market TMC fell in the top percentile for a satisfactory rating. TMC used an independent, international, product-rating service that performs objective evaluations of new products across a host of businesses and consumer industries. In quarter one The Office computer was design with the base components as well as office software and spreadsheets built in. Multimedia accessories were added; a standard keyboard was added, with a 17’ monitor, this computer also came with a standard network connection, with high performance. The customers wanted an easy to use PC for office workers, as well as a moderate price. The Travelers Zone which was also design in quarter one for people on the road came with the base components, which includes word and a spreadsheet program, multimedia accessory for travelers, internet connections, keyboard with hot keys, and had a slim, rugged, portable design. In quarter two TMC created brands for Traveler and Workhorse because we felt that concentrating on two areas would be the right thing to do. By focusing our attention on Travelers and Workhorse needs in a computer would give us an edge over our competitors. New York and Paris were selected because of their market sizes. In quarter...
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...electronics makers. Recent achievements 6. Samsung Electronics’ brand value has steadily increased and in 2011 was ranked 17th, according to Interbrand which annually ranks the Top 100 Brands in the world. In 2012, the brand value was worth USD 23.43 billion, which was a 20% increase from the previous year 7. Visual Display Business a. Top Global Flat Panel TV Marketshare in 2012, capturing 30.56%. b. Top Global Smart TV Marketshare in 2012, capturing 37.22%. c. Amazing feat as they have earned no.1 global market share across all TV categories every year from 2006 through 2012. 8. Printers d. 2nd in Global A4 Laser Printer Market share in 2012 with 16%. 9. Mobile phone e. Top Global Smartphone sales and marketshare in 2012 with 213 million units sold. Market share of 30.4% i. Apple capturing 26% of the market share. f. 16% growth in mobile pc sale revenue, garnering the best industry growth rate in...
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...owns that is in the mind of the motorcycle consumer? In my view, the word that Honda owns is quality, Hero owns is mileage and the one word Bajaj owns is power, thanks to the Pulsar. If it's Yamaha, that word is style. The one word that TVS owns is cheap (not in a bad sense) but as in the least expensive. If this is true, then it points to a very high state of evolution in the market place where consumers are able to clearly associate brands with positions. Each of the above-mentioned brands has a clear position. This has its pros and cons. The pro is that, for instance, if a consumer wants power, other things being equal, he will come to you. So, the brand becomes safer in that sense. It is relatively insulated. The con of that is people who don't seek power won't be really too interested in you-but I think the advantage is greater than the disadvantage. On Bajaj's position: We got back into the game with the Pulsar. People buy the Discover because it reminds them of the Pulsar. It's like a younger brother of the Pulsar; or a 'domesticated' Pulsar. There is this clear divide in this market place. Hero has a 71% share in the 100cc segment; I find that, after having a satisfying experience with Hero, consumers move up and they come to us. So, people who want bigger and stronger bikes come to us, but they will not buy a 100cc from us. | | | On whether Hero MotoCorp will continue to be number one because most consumers want fuel efficiency: Yes, it will...
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...Acer’s PC sales in India slip in third quarter: Gartner Taiwan-based Acer Inc (宏碁) saw its market share slump in India in the third quarter, hurt by weaker demand in the country’s consumer PC segment, market research company Gartner Inc said. The struggling computer maker held a 10.4 percent share of the Indian PC market in the three months ending in September, compared with a 15.7 percent share a year ago, Gartner said in its latest report. The shrinking market share left Acer ranked as the fourth-largest PC vendor in India, down two spots from a year earlier. It was knocked out of second place by US rivals Dell Inc and Hewlett-Packard Co (HP), which took advantage of growth in the commercial PC sector. HP doubled its market share from a year earlier to 32.5 percent in the third quarter to seize the top spot, while China’s Lenovo Group Ltd (聯想) trailed far behind in second with a 13.7 percent share and Dell ranked third with an 11.8 percent share, the report said. Indian vendor HCL Infosystems Ltd rounded out the top five with a 2.8 percent market share. The combined desktop and mobile PC market in India totaled nearly 3.2 million units in the third quarter of the year, 7.9 percent higher than in the third quarter of last year, driven by large government orders, according to Gartner. “Consumers accounted for 40 percent of total PC sales in the third quarter of 2013 compared to 47 percent in the third quarter of 2012,” said Vishal Tripathi, principal research analyst at...
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...8098663752 1 Market Share Analysis Quarter 1988 1st 2nd 3rd 4th 1989 1st 2nd 3rd 4th 1990 1st 2nd 3rd 4th Price 3 3 3 3 3 3 3 3 4 4 4 4 B Volume Price 124870 126016 125426 198863 575175 127201 125277 126124 125302 503904 74860 77216 75000 3 3 3 4 3 3 3 3 3 3 3 C&P Volume Total Vol 100000 224870 100000 226016 100000 225426 25000 223863 325000 900175 100000 227201 100000 225277 100000 226124 100000 225302 400000 903904 150000 224860 150000 227216 150000 225000 M/share B C&P 55.5% 44.5% 55.8% 44.2% 55.6% 44.4% 88.8% 11.2% 63.9% 36.1% 56.0% 44.0% 55.6% 44.4% 55.8% 44.2% 55.6% 44.4% 55.7% 44.3% 33.3% 66.7% 34.0% 66.0% 33.3% 66.7% market shrinkage 180000 100107 79893 2 Profit Analysis if B alone increase the price Quarter 1988 1st 2nd 3rd 4th 1989 1st 2nd 3rd 4th 1990 1st 2nd 3rd 4th Price 3 3 3 3 3 3 3 3 4 4 4 4 Beauregard Volume cost profit Price 124870 3.31 -38709.7 126016 3.31 -39065 125426 3.31 -38882.1 198863 3.102 -20284 -136941 127201 3.31 -39432.3 125277 3.31 -38835.9 126124 3.31 -39098.4 125302 3.31 -38843.6 -156210 74860 3.96 2994.4 77216 3.96 3088.64 75000 3.96 3000 75000 3.96 3000 12083.04 3 3 3 4 3 3 3 3 3 3 3 3 0 C&P Volume cost 100000 100000 100000 25000 100000 100000 100000 100000 150000 150000 150000 150000 0 0 Profit -57400 -57400 -57400 -71525 -243725 -57400 -57400 -57400 -57400 -229600 -20400 -20400 -20400 -20400 -81600 3.574 3.574 3.574 6.861 3.574 3.574 3.574 3.574 3.136 3.136 3.136 3.136 -14125 3 Profit analysis if Both increased...
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...AIRBUS CASE ANALYSIS The possibility of an investor surviving a competition depends on the ability to overcome internal and external threats, while at the same time developing a strategy that creates aspects of differentiation, driven by economic logic. The airline industry has been a competitive industry, especially over the last half century. The two main competitors: - the Airbus and Boeing have exhibited a long-term rivalry for the market share. While the two have had a different staging of their businesses, the businesses have faced great challenges, both from within and external threats. Boeing had been the market leader until the later years of the century, when airbus, driven by the zeal and zest of becoming the market leader, experienced an accelerated growth and expansion to dominate the industry. Airbus manufacturing was a response to the increasing U.S dominance in the aircraft production industry. The initiative was launched in 1960s by three European nations, mainly Britain, France and West Germany in order to counter the increasing influence of the United States manufactures in the air transport industry. The investment was a joint product of the three nations in terms of financial input and human resources. Soon after the launch, British pulled off due to self-interests, but joined later by injecting a 20% stake in the manufacturing process. The plant was first based in Paris, France and governed under French law, which did not allow making public the financial...
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...contrast this to Lenovo’s strategy. To compare both Acer’s and Lenovo, they were both leaders in personal computers and software. They both had a market share worth millions of dollars. Lenovo had emerged as the market leader in the personal computer industry in the Asia Pacific Region except in Japan with a market share of 11.3% for leading PC Companies in terms of market share. Acer’s had the leading marketer of Notebook and desktop PCs in greater China. Acer’s posted sales of 11.3% billion which also produces other products such as flat-screen monitors and personal digital assistants. Acer’s was able to become Taiwan’s number one exporter by manufacturing and marketing computers sold under its own brand name. In my opinion, the divide and conquer with Acer’s means it is easier to handle the little companies instead of one large company. Acer’s believed that it was important to build a name locally (regional) before going global. With Lenovo they wanted to move straight to global. Lenovo wanted to start marketing out of the Asia Pacific region to areas such as Hong Kong and Spain. Explain how the “global markets-Local Markets” paradox figures into Stan Shih’s strategy for China. Global Markets are the products of the company. The company is trying to expand their products across the board but with the Local Markets it’s all about the people; the people in the company and the customers. The company will have to think outside the box which is global but it has to...
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...of world-wide personal computer (PC) shipments. With 2.43 million units shipped, the company enjoyed a market share of 7.6%. Its growth rate stood at 31% against the 30% of Hewlett-Packard Company (HP) and 21% of Lenovo Group Ltd. In the first quarter of 2008, the company sustained its performance and its market share grew to 9.5%. Its growth rate of 25.2% was higher than that of Dell Inc. (Dell) and Lenovo. Analysts felt that the company had come a long way since 1994 when it was the number eight player in the global PC market. According to analysts, Acer's rapid growth could be attributed to the restructuring efforts the company had taken up since the year 2000. Acer's restructuring enabled the company to realize lower operating expenses which provided the twin advantages of allowing it to price the PC aggressively and offer higher incentives to its channel distributors. Acer also refocused its marketing efforts from direct sales to indirect channel driven sales. The company opted for achieving growth through building strong relationships with its dealers, by offering lower prices to the consumers and providing unique product innovations. By 2007, Acer was the fourth largest computer company behind HP, Dell, and Lenovo. As a part of its growth and expansion strategies, Acer acquired Gateway, Inc. (Gateway) in 2007. This acquisition also resulted in the acquisition of Packard Bell (a major player in the Western European PC market) by Acer as Gateway had a controlling...
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...Business and Management Vol. 4, No. 11 In-Depth Analysis of PC Industry in China Xiaojun Cui Department of Business Administration, Guangdong Radio and TV University Guangzhou 510091, China E-mail: xjcui@gdrtvu.edu.cn Abstract Personal Computer (PC) industry in China has experienced a rapid growth in China in recent years, and has played a more and more important role in the national economy. This motivates us to analyze the business environment and strategic situation of the PC industry in depth. A PEST analysis is carried on to analyze the business environment of the PC industry, and Porter's five forces analysis is used to analyze the competitive nature of PC industry in China. Keywords: China’s PC industry, PEST Analysis, Porter’s Five Forces Analysis 1. Introduction The aim of this paper is to analyze the business environment and strategic situation of personal computer (PC) industry in China. The motivation of an in-depth analysis of PC industry in China stems from the fact that PC industry has played a more and more important role in national economy of China, and has an important effect on the society. Since the emergence, PC has become a necessary tool in daily life in the society. Moreover, with the advances of technology, PC carries more and more functions and attracts more and more users. Now the PC market is mature and close to saturation in the developed countries, while the development of PC industry is still experiencing a rapid growth in the ...
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...Apple PC CASe Analysis Strategic profile and Case Analysis The industry has really taken off since the creation of the first PC and continues to grow rapidly especially with emergence of the Portable PC or Laptop. Profits margins have continued rise steadily every year (Appendix II). Apple is a very successful company thanks to the strong leadership of Steve jobs and their innovation and diversity. However they are not doing as well in the PC industry and have only 4.2% of the world market and needs to improve on that. Situation Analysis General Environment Analysis Demographics: The scope of PC buyers is huge and ranges from home consumers, small to medium sized business, corporate, education and government. The home consumers accounts for the majority sales of the PC products and the age is quite broad ranges from kids in grade school to adults over the age of 60. These are families with a medium to high disposable income that are educated. Economic Trends: Apple has continued to grow each year despite the economic downturn in 2009 and gross margins have remained steady for Apple’s competitors (exhibit 5). The share prices of Apple are higher than they have ever been as seen in exhibit2. Political/legal trend: The government regulations and changes that occur frequently especially in different parts of the world such as China and Europe directly affects the industry and environmental policies and fees that are being pasted on to consumers which causes an...
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...reviews the competitive landscape of the PC and peripheralsindustry through analysis of thecompany strategy, business model, distribution channels, competencies and value chain to provide a series of recommendations for Acer’s Board of Directors. Acer is the third largest PC manufacturer in the globe using atransnational strategy to procure components to maintain cost leadership. By using strategic group maps, Porter’s five forces, SWOT analysis, value chain review and the Dranove model a comprehensive analysis of the Acer external and internal forces are reviewed. On the basis of the analysis a series of recommendations have been made to ensure that Acer remains competitive, retains the number 3 ranking and are sustainable into the future. It is recommended that Acer find blue ocean against competitors through the use of the premium branding of product, whether this be Ferrari or another premium luxury brand and determine if some of this can be derived from sustainable and green materials. Once these are determined it is recommended to use a balance scorecard with alliances to help drive innovation together with a tried and tested sales system to increase Acer market share. Background and Context Acer is the third largest PC Company in the world (9.5% market share) with growth being experienced outside the mature USA market, predominately in emerging nations. Although Acer experienced growth in 2007, increasing its sales by 32.9%, the PC and peripherals industry is very competitive...
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...Lenovo is the number one PC maker in Chinese PC industry which gained 35.8 percent of market share in 2007. In recent year, it started to operate businesses out of greater China such as Asia Pacific, Americas, Europe, Middle East and Africa. Lenovo’s current pillar strategy is that strive to grow faster and more profitably than the industry by delivering best-engineered PCs and unequaled ownership experience in the global PC market. Since the Lenovo decided to go international, the Europe becomes as part of battle for Lenovo to explore. In this paper, the market of Lenovo in Europe will be focused on the UK. The growth of in UK was achieved through improve sales to large firms and growth in the mid-market segment through a strengthening of the Group’s sales resources. Europe is a key strategic market and battleground for Lenovo. 1. Introduction Lenovo was set up in 1984 as a reseller in China and Hong Kong for the members of the Chinese Academy of Sciences like IBM and Hewlett-Packard. By 1989, now known as Hong Kong Legend has branded out into motherboard manufacturer and it has changed its name to Lenovo and launched itself on the Hong Kong Stock Exchange in 1994 (Malone, [n.d]) . Since 1996, it beat the foreign giants to be the best-selling PC brand and outsell many foreign brands (not just PCs) in the Chinese market. Since Lenovo decided to go abroad and diversify its products and try to produce high tech products, the market share in China were approximately 30 percent...
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................................................................................................................. 3 Theory and Analysis................................................................................................................................. 4 Research question 1: The structure of the PC industry....................................................................... 4 Research Question 2: The difficulty of Apple in the PC industry over time ........................................ 7 Research Question 3: Sustainability of competitive advantage for Apple in the PC business .......... 10 Strategic advice ..................................................................................................................................... 12 Conclusion and Reflection ..................................................................................................................... 12 References ............................................................................................................................................. 13 2 Introduction In 1976 Steve Jobs and Steve Wozniak founded Apple Computer Inc. together with a group of 20 other people and started out in Steve Jobs garage. Apple started making computer circuit boards and followed that with an easy to use computer in 1978, through the years it focused on the PC business and developed applications for their own Macintosh computers. They created laptops called the Macbook in 1994 and even...
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...Osterhage Date: February 5th, 2015 Re: Apple Case Analysis How attractive is the PC industry? Conduct an industry analysis on the PC industry (A) in its early stages, and (B) in its later stages. Comment on how the industry has evolved. The PC industry has been declining over the years. In the 1980s and 1990s, it was the only option for people who wanted a computing device. As Apple moved into the market and started designing new devices, along with innovation from other companies, the PC industry has shrunk. Early on, the PC industry could be viewed pretty heavily as an oligopoly. There were several main companies that dominated the market, including Dell, Hewlett-Packard, and Microsoft. Not much has changed over the years in the industry, though. While there are new companies in the market, it is still very heavily dominated by several big companies. The case even mentions that Hewlett-Packard, Dell, Lenovo, and Acer accounted for over 50% of worldwide PC shipments in 2011. In order to conduct an industry analysis on the PC industry both at the beginning, and in the later stages, Porter’s Five Forces and the PESTEL framework can be used. Porter’s Five Forces that can be used to analyze the industry are barriers to entry, supplier power, customer power, threat of substitutes, and rivalry. For the early years of the PC industry, the barriers were relatively high. There were only a few brands that had a lot of brand name power and market share. Creating new technology and building...
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...Team K Subject: Apple Case Analysis Date: 02/08/2016 Introduction The purpose of this memorandum is to provide an analysis of the consumer technology giant, Apple Inc. Here we will briefly mention Apple’s strategic position in each of the markets that it has become involved in, to better understand how this company has been able to attain financial success despite near bankruptcy in 1996. How Attractive is the PC industry In 1970, a ‘personal computer’ was sold for a ridiculous cost of nearly $100,000 in today’s money, which were only bought and used by enthusiasts. In 1975, Apple Computers was founded by two college students, who created the first PC with the intention that anybody could use it, named Apple I. A year later they introduced an improved version named Apple II, the computer that symbolized the explosive growth in the PC industry. Competition soon arose; by 1981, IBM partnered with Microsoft to launch their first PC, which eventually reached a peak of 85 percent market share within the industry. With the strategic implementation of selling their computers in department stores and the decision to make the PC an open system, IBM’s success was undoubtedly evidential. The latter factor soon proved to be the cause of Apples downfall in the 1980’s, who reverted to a close architecture Macintosh Computer, while IBM invited hardware and software companies to develop on the basis of their computers. Early Stages Industry Analysis: Both IBM and Apple were leaders...
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