The Silent Crisis - Apple & The Death of Steve Jobs
1. THE SILENT CRISIS
Apple & The Death of Steve Jobs
Management of Media Organisations
M.A. Media Management
University of Tampere
November 2013
Authors: Federica Ferrera
Bruno Lofreta
Tom Mallah
Marian Zinn
2. PRESENTATION OUTLINE
1. Company Overview
2. Crisis Investigation
3. Organizational Configurations
4. Impact on Levels of Management
4. COMPANY OVERVIEW
Apple Inc. is an American company that designs, develops and markets computers and high
tech portable devices.
Apple has enjoyed unrivaled success in the last fifteen years following the return of its prodigal
co founder, Steve Jobs.
Apple products are beautifully designed and functional devices that have changed several
markets forever.
The company and employs a total of 76,100 people. Its headquarter are located in Cupertino,
California.
Sources: (MarketLine,2013; CBSonline, 2013; Bloomberg Businessweek, 2013; Google Finance, 2013)
5. COMPANY HISTORY
1976 - Apple Computer is founded in Cupertino, California by Jobs and Wozniak.
1977 - Apple releases its first successful personal computer: Apple II
1983 - Jobs recruits John Sculley, then CEO of Pepsi-Cola to focus on the Machintosh .
1984 - MAC computer is released.
1985 - Jobs is fired following the commercial failure of the MAC
1996 - Apple has been losing money, for a decade. They buy NeXt â Jobs company founded in
1985, bringing him back to the Company.
1997 - Jobs becomes CEO.
Sources: (MarketLine,2013; Bloomberg Businessweek, 2013)
6. COMPANY HISTORY
2001 â The Ipod is launched expanding Appleâs portfolio.
2003 - Itunes is released. Apple becomes a major player in the online Music Industry.
2007 â Apple spearheads the smartphone market with itâs Iphone.
2010 - Apple relase both IPad and Apple Tv
2011 - Due to his illness, Jobs steps down as CEO of Apple, leaving the position to Tim Cook
Sources: (MarketLine,2013; Bloomberg Businessweek, 2013)
8. DEATH OF THE CEO: A CRISIS OF LEADERSHIP
ï§ Steve Jobs, the co-founder & CEO of Apple died in October 2011.
ï§ He fought a long battle with cancer since 2004.
ï§ Jobs remained the public face of Apple until August 2011.
ï§ He was replaced by Timothy Cook (previous COO).
What role did Steve
What role did Steve
Jobs have in the
Jobs have in the
success of Apple?
success of Apple?
Sources: (Markoff, 2011)
What has been the
What has been the
impact of Jobsâ death
impact of Jobsâ death
on Apple since 2011?
on Apple since 2011?
9. THE ROLE OF STEVE JOBS IN APPLEâS SUCCESS
ï§ Steve Jobs is considered among the greatest CEOs in history.
ï§ Steve Jobs is considered among the greatest CEOs in history.
ï§ His persona became synonymous with Apple.
ï§ His persona became synonymous with Apple.
ï§ Jobs guided Apple to market success twice!
ï§ Jobs guided Apple to market success twice!
Jobsâ visionary leadership transformed Apple intoâŠ
An Innovation-Driven Organisation
A high-end Lifestyle Brand
Differentiated based on:
âąbrilliant product design
âąa seamless user experience
âąa highly integrated hardware, software & content ecosystem
Sources: (Siltanen, 2011; Perenson, 2011; Petrie, 2012; Markoff, 2011)
10. JOBSâ LEADERSHIP & MANAGEMENT STYLE
JOBS HAS BEEN DESCRIBED AS A CHARISMATIC & AUTOCRATIC LEADER
ï§Leading from a passion for his company and his products
ï§Leading from a passion for his company and his products
ï§Encouraged a relentless quest for innovation
ï§Encouraged a relentless quest for innovation
ï§Created a strong Ideology (mission) for Apple
ï§Created a strong Ideology (mission) for Apple
ï§Captured imaginations & inspired audiences through his vision
ï§Captured imaginations & inspired audiences through his vision
ï§Attained extraordinary loyalty & commitment
ï§Attained extraordinary loyalty & commitment
âHe was the most passionate leader one could
hope for, a motivating force without parallel.â
(Steven Levy - senior writer for Wired)
Sources: (Siltanen, 2011; Perenson, 2011; Friedman, 2011; Markoff, 2011)
11. JOBSâ LEADERSHIP & MANAGEMENT STYLE
JOBSâ LEADERSHIP STYLE CAN BE DESCRIBED AS ENTREPRENEURIAL
ï§ Focus on creating an innovation- and product driven company
ï§ Focus on creating an innovation- and product driven company
ï§ Direct Control & Deep Involvement in everything at Apple
ï§ Direct Control & Deep Involvement in everything at Apple
ï§ Motivation through Inspiration & Fear
ï§ Motivation through Inspiration & Fear
ï§ Steve Jobs ïš Product & Marketing Genius behind Appleâs success.
ï§ Steve Jobs ïš Product & Marketing Genius behind Appleâs success.
ââŠthe passion, intensity, and extreme emotionalism he brought to
everyday life were things he also poured into the products he made.â
(Walter Isaacson, 2012)
Sources: (Siltanen, 2011; Perenson, 2011; Friedman, 2011; Markoff, 2011)
12. THE ROLE OF STEVE JOBS IN APPLEâS SUCCESS
Jobsâ Legacy at Apple was a powerful force
Jobsâ Legacy at Apple was a powerful force
Highly Centralized Power Structure with Jobs at the Top
Strategy reflected the Leaders (Steve Jobs) Vision of the World
Primary Mechanism of Coordination ïš Jobsâ Direct Supervision & Direction
Jobs as the Creator of a Central Ideology within the Company
Appleâs greatest strength, its visionary leader, was also its greatest liability.
What will happen to Apple in the second era after Steve Jobs?
Sources: (Mintzberg, 1989)
13. LARRY ELLISON ON JOBS & APPLEâS FUTURE
Larry Ellison, the founder & CEO of Oracle, longtime close friend of Steve Jobs, and former Apple
Director, shared with CBSâs Charlie Rose in August 2013 what he believes post-Jobs Apple will look like.
Video: http://www.youtube.com/watch?v=qnA5Hvo9So0
Video
Sources: (CBS News, 2013)
14. THE IMPACT OF STEVE JOBSâ DEATH
Facts to consider when evaluating the crisis:
The company had time to devise a succession plan
New CEO Tim Cook was chosen by Steve Jobs as successor
Apple still has solid leadership with a competent executive team
Leadership was handed over during time of economic strength
BUT most experts believe Steve Jobs cannot be replaced!
Sources: (Helft and Miller, 2011; Gustin, 2012)
15. THE IMPACT OF STEVE JOBSâ DEATH
INDICATORS RAISING UNCERTAINTY ABOUT APPLEâS FUTURE
1
Slowdown in Product & Design Innovation
2
Declining Brand Image & Reputation
3
Growing Competition & Eroding Profit Margins
4
Leadership Turnover & Cultural Change
Sources: (Kelly, 2012; Crow, 2012; Bosker, 2013; Creamer, 2013; Lashinsky, 2013)
17. MAPPING THE UNKNOWN
- Steve Jobsâ untimely death a few years ago has left many observers
wondering how it has affected the companyâs organizational configuration.
- The biggest problem faced in accomplishing this task is Appleâs near fanatical
obsession with secrecy.
âLittle knowledge happens to be about all we have, as Appleâs organization is
one of its most closely guarded secrets. Even employees at Apple have little idea of
how the company is organized.â
Source: (Dediu, 2013)
18. APPLYING MINTZBERG TO APPLE
Not surprisingly, Henry Mintzbergâs Entrepreneurial Configuration comes to mind.
1)âStrong Leadership, sometimes charismatic, autocraticâ
2)âActivities revolving around the chief executive and often direct supervisionâ
3) âVisionary process and a sense of mission as a core strategyâ
CEO = Steve Jobs (1998 - 2011)
Tim Cook (2011 - Present)
-> Appleâs overall structural configuration
has not significantly changed with the
companyâs activities still centered around
the CEO and a few executive reshuffling.
Sources: (Mintzberg, 1989; Dediu, 2013)
19. APPLE IS VERTICALLY INTEGRATED = MACHINE STRUCTURE
Supply Chain Control
Design & Programing
------------------------------------------------------------------------------Operations & Marketing
----------------------------------------------------------------------------------------
Implementation
& Distribution
Sources: (Mintzberg, 1989; Marketline, 2013)
20. APPLE IS HORIZONTALLY INTEGRATED = Innovative Structure
High End E-Retailer
Apple Stores
Online Media Content Distribution Market
iTunes
High End E-Retailer
Apple Stores
Sources: (Mintzberg, 1989; Marketline, 2013)
21. APPLE IS AN ORGANIZATIONAL LEGO
- Mintzberg recognizes the shortcomings of boxing up organizations into single structural
configurations, acknowledging that most firms have a plurality of forms.
- The different structural branches at Apple assume specific configuration roles that move
the company at times creatively (designing & innovating) efficiently
(production & manufacturing) or simply, with purpose (ideology, control & brand image).
- Appleâs organizational LEGO is driven by the following configuration forces
each one influencing the giant entrepreneurial-like structure:
1) Ideological
2) Political
3) Innovative
4) Machine
Sources: (Mintzberg, 1989)
24. CORPORATE MANAGEMENT & THE POLITICAL MARKET
Cook is addressing Appleâs Corporate management proactively:
Charity:
Dividend,
Shareholders:
Tim Cook has donated to universities and hospitals
with donations.
Apple started to reward his shareholders with a
dividend.
Cook went to
Political Approach: In May 2012, Timrepresentative. Washington and met
with US congress
Environmental
Issues:
The hiring of Lisa Jackson, to overlook the company's
environmentally friendly strategies, which recently
received some criticism.
Sources: (Lowe Gregory F. and Alm Ari, 2001; Kelly Heater, 2012; Linkous John, 2012; Palmer, 2012; Appleinsider, 2013; Worstall Tim, 2013)
25. OPERATIONAL MANAGEMENT & THE PROFESSIONAL MARKET
An increased number of employees has left Apple to other companies in the Silicon Valley
For many officials and observers, Apple has lost its innovative spirit and startup characteristics
Apple has expanded its in-house marketing department rather than outsourcing.
Tim Cook is operationally efficient at matching supply and demand
Sources: (Cheng, 2012; Diaz, 2013)
26. STRATEGIC MANAGEMENT & THE OPEN MARKET
Competitive Advantages
Currently undermined by:
Differentiation
Product design, user experience.
Imitation and cost drive a lot of buyers to forgo
differentiation over time.
(Samsung/Microsoft = big market share)
Brand Loyalty
Ability to link its products and
content via Itunes/Icloud, Brand
Image, Ease of use.
Cheaper Iphone C model erodes brand image and
possibly damages its high-end retail strategy.
Innovation
Iphone and Ipad were gamechanging No new groundbraking devices since 2010 (Ipad
products upon release.
release)
âThe crucial question in determining profitability is whether firms can capture the value they create for buyers or
whether this value is competed away to others.â
Sources: (Marketline, 2013; Porter, 2004)
27. BUSINESS MANAGEMENT & THE POPULAR MARKET
HOW HAS APPLEâS BUSINESS BEEN AFFECTED?
ï§ The company proceeded with its unprecedented growth internationally in the last two years
ï§ Annual updates of the existing product lines continued to produce high sales and record profits
How much of this performance must still be attributed to Jobs' regime?
ï§ The company hasâŠ
Very solid finances with cash reserves of $150 billion
A highly valuable brand
An existing product portfolio that continues to remain very successful
Loyal followers around the globe
ï§ Under Cook, Apple managed to capitalize very well on the existing products developed under Jobs
ï§ Even without a new innovative product, Apple will remain a strong contender in its key markets for years to come
Sources: (Pallotta, 2013; Lashinsky, 2013; Finnie, 2013)
28. Business Management & THE POPULAR MARKET
HOW HAS APPLEâS BUSINESS BEEN AFFECTED?
ï§ Growing uncertainty if Cook has a bigger vision for Apple & if he can retain its innovative drive
ï§ BUT Jobs thought about products well into the future!
Likely that his new product vision still directs the plans of Apple for the next few years at least
ï§ Apple remains secretive about its future plans.
Unknown what Apple has been working on the last three years since the launch of the iPad.
Hints of new product categories in the development (wearable computers, a TV, software for automobiles, etc.)
Sources: (Gustin, 2012; Pallotta, 2013; Finnie, 2013)
29. BUSINESS MANAGEMENT & THE POPULAR MARKET
WHAT IS THE FINANCIAL IMPACT?
ï§ Apple is continuously losing profit margins with its existing product portfolio
ï§ Company is dependent on one product more than the rest to maintain its financial results
Apple's main income source is the iPhone -> 2/3 of Apple's revenues!
ï§ Q4 2013 Sales Performance
iPhone sales grew by 26% to 33.8 million.
iPad and Mac computer sales are flat at 14 million and 4.6 million year-over-year.
iPod sales continue to decline.
ï§ In 2013 revenue increased from $156.5bn to $170.9bn (aggressive international sales)
ï§ Financial year ended with first profit decline in 11 years of 11%
Sources: (Kelly, 2012; Fiergerman, 2012; BBC News, 2013; Velazco, 2013)
30. Business Management & THE POPULAR MARKET
HOW HAS APPLEâS BRAND BEEN AFFECTED?
Appleâs brand prestige is one of its most valuable assets & a key differentiator creating competitive advantage.
INDICATORS OF APPLEâS BRAND IN DEMISE
1
Inferior Product launches & Quality Control Issues
2
Weakening Media Relations & Advertising Message
3
Declining Perception of Exclusivity & Coolness
Sources: (Siltanen, 2011; Crow, 2012; Lashinsk, 2013; Creamer, 2013; Faw, 2013)
31. CONCLUSIONS
It is still too soon to say how innovative Apple will remain without Jobs.
Where is Apple going and how will it get there is anyoneâs guess.
Sales are still strong and the company has billions in reserve.
One can hardly talk about a deep crisis.
But the question remains: Can Apple come up with another breakthrough product
or is it doomed to ride on Steve Jobsâ past successes and slowly decline?
32. REFERENCES
BBC News (2013), "Apple profits decline despite iPhone sales boost" (Online) Available at: http://www.bbc.co.uk/news/business-24719728 [Accessed 09 Novermber 2013]
Bosker, B. (2013), "How Apple's Losing Its Monopoly On Magic", The Huffington Post (Online) Available at: http://www.huffingtonpost.com/2013/03/06/apple-futuremonopoly-on-magic_n_2814015.html [Accessed 2 November 2013]
Creamer, M. (2013), "Apple's Critics Focus on Wrong Kind of 'Cool'", Advertising Age (Online) Available at: http://adage.com/article/digital/apple-s-critics-focus-wrong-kindcool/239566/ [Accessed 20 October 2013]
Crow, D (2012), "We've passed peak Apple: it's all downhill from here", Havard Business Review (Online) Available at:
http://www.theguardian.com/technology/2012/nov/07/peak-apple [Accessed 21 October 2013]
Faw, L. (2013), "Is Apple's iPhone No Longer Cool To Teens?", Forbes (Online) Available at: http://www.forbes.com/sites/larissafaw/2013/01/09/is-apples-iphone-nolonger-cool-to-teens/[Accessed 8 November 2013]
Fiergerman, S. (2012), " Wozniak: Apple May Decline, But Not Because It Lost Steve Jobs", Mashable (Online) Available at: http://mashable.com/2012/10/02/woz-applewithout-jobs/ [Accessed 03 November 2013]
Finnie, S. (2013), âIs Apple OK?â, Computerworld, 47(14), p32.
Friedman, L. (2011), "Apple turns to Tim Cook to replace Steve Jobs", PC World (Online) Available at:
http://www.macworld.com/article/1161929/apple_turns_to_tim_cook_to_replace_steve_jobs.html [Accessed 21 October 2013]
Gustin, S. (2012), "Is Apple Losing Its Shine After Steve Jobs?", Time (Online) Available at: http://business.time.com/2012/08/03/is-apple-losing-its-shine-after-stevejobs/#ixzz2iQzREygN [Accessed 21 October 2013]
Helft, M. and Miller C. (2011), "A Deep Bench of Leadership at Apple", The New York Times (Online) Available at:
http://www.nytimes.com/2011/01/18/technology/18cook.html?_r=1& [Accessed 21 October 2013]
Kelly, K. (2012), "How Apple has changed under Tim Cook", CNN (Online) Available at: http://edition.cnn.com/2012/10/04/tech/innovation/apple-tim-cook/index.html
[Accessed 2 November 2013]
Lashinsky, A. (2013), âApple: Game over or room to grow?â, Fortune, (Online) Available at: http://money.cnn.com/2013/07/08/technology/apple-bearsbulls.pr.fortune/index.html [Accessed 21 October 2013]
Markoff, J. (2011), "Appleâs Visionary Redefined Digital Age", The New York Times (Online) Available at: http://www.nytimes.com/2011/10/06/business/steve-jobs-ofapple-dies-at-56.html?adxnnl=1&pagewanted=all&adxnnlx=1382120658-CaDXtmo4ISQYDBB8Qf8RRQ&_r=0 [Accessed 2 November 2013]
Pallotta, D. (2013), "The Market Wants Apple to Unveil a Time Machine", Harvard Business Review (Online) Available at: http://www.bloomberg.com/news/2013-0116/the-market-wants-apple-to-unveil-a-time-machine.html [Accessed 2 November 2013]
Perenson, M (2011), "Apple Without Steve Jobs: A Charisma Crisis", PC World (Online) Available at:
http://www.pcworld.com/article/238771/apple_without_steve_jobs_a_charisma_crisis.html [Accessed 21 October 2013]
33. REFERENCES
Petrie, C. (2012), âChanging the Worldâ, IEEE Internet Computing, 16(1), p87.
Siltanen, R. (2011), "The Real Story Behind Apple's 'Think Different' Campaign", Forbes (Online) Available at: http://www.forbes.com/sites/onmarketing/2011/12/14/thereal-story-behind-apples-think-different-campaign/ [Accessed 20 October 2013]
Velazco, C. (2013), " Apple Sold 33.8 Million iPhones, 14.1 Million iPads, And 4.6 Million Macs In Q4 2013", Tech Crunch (Online) Available at:
http://techcrunch.com/2013/10/28/apple-q4-2013-iphone-ipad-mac-sales/ [Accessed 21 October 2013]
Porter, Michael (2004) Competitive Advantage. New York: The Free Press. Pp. 9, 14.
Mintzberg, Henry. (1989) âMintzberg on Management: Inside Our Strange World of Organizationsâ.
New York: The Free Press.
MarketLine. (2013) âApple Inc. â A Company Profileâ MarketLine Report (Online) Available at: http://advantage.marketline.com.resources.asiaportal.info/Product/Download?
pid=5B0A0C20-9BB6-4284 A575AC0F2261F45C&role=MainDeliverable&mimetype=application/pdf
Cheng, Jecqui. (2012), "Is Apple Losing Its Shine After Steve Jobs?", Ars Techinica (Online) Available at: http://arstechnica.com/apple/2012/10/the-ghost-of-jobs-apples-challenge-todecide-what-would-steve-do/ [Accessed November, 2013]
Diaz, A. (2013), "Apple to Hire Creatives in Major Marketing Department Expansion", Advertising Age (Online) Available at: http://adage.com/article/agency-news/apple-plans-majorexpansion-house-design-team/244033/ [Accessed November 2013]