Case Study Report, Palm Inc. BACKGROUND: Jeff Hawkins founded Palm Computing Inc, a hand-held computer business, in 1992 which has since changed names (Yoffie & Kwak, 2001). In 1999 it changed to Palm Inc (Yahoo Finance, 2006). The case study concentrated on Jeff Hawkins, the founder of Palm, and Donna Dubinsky the former CEO of the company. These two left Palm in 1998 and founded a company called Handspring, the only company as of 2001 to take a meaningful share of the market away from Palm (Yoffie, 2001). Currently the CEO at Palm, Inc is Edward T. Colligan. For the period ending May 31, 2006, Palm had sales of $1.578 billion and a net income in excess of $336 million (Yahoo Finance, 2006). This is a significant increase over the …show more content…
56). As the company grows however, the strategy does have potential to become a weakness. As previously mentioned, Yoffie (2001) said, "By investing over time in specific skills and strengths, you create opportunities that perceptive rivals can exploit. In other words, you risk becoming the target of another and possibly better judo strategist" (p. 63). This risk is the biggest weakness of the judo strategy. The Judo strategy is very similar to the focus strategy described in our textbook (Dess, Lumpkin & Eisner, 2007, p. 175-177). COURSE OF ACTION RECOMMENDED: The problem that a technology start up such as Palm always encounters is that when their product captures enough market share, the large competitors begin developing their own products and competition becomes fierce. If I were in Palm's position I would take the following steps: 1. Look for a corporation that was interested in my product and propose that they acquire Palm. I would look for a corporation in the electronics industry that had a reputation for purchasing smaller companies and allowing them to flourish while providing them with additional funding, research and development (Dess et al. 2007, p. 205-207). Our text discussed several companies with this type of related diversification strategy including Johnson and Johnson and 3M. I would have to look for a company in the electronic industry that had the same type of reputation such as
One of the major challenges facing Apple was to get the appropriate replacement of the company’s visionary Chief Executive Officer (CEO) Steve Jobs who died on October 2011. The CEO was responsible for turning Apple into what it is today. Apple is in this case challenged to purse the strategies employed by Steve, that propelled the company to new heights, and which saw the company become a
Kathryn McNeil’s was recently hired and her undertakings as an IBM product manager were complex and extensive. She dealt with the stream of stock for all IBM PCs across the nation, which arrived at the averaged to $40 million every month. To do this, she spoke with the IBM Corporate Headquarters Team regularly to place requests and ensure that each retail outlet had a six-week supply of PCs available. The procedure included arranging conveyance dates and guaranteeing that conveyed items met client details. When IBM reported another product, McNeil evaluated the plausible effect it would have on current items and decided the amount of the new change that ought to be bought. She additionally gave the Sayer administration staff with every day, week by week, and month to month examinations of the product offerings as reports and spreadsheets. At last, McNeil remained in near contact with the field delegates who sold the PCs at the different Sayer-claimed retail outlets all through the nation. She issued declarations to the field delegates when there was a change or an issue with an item, and her phone was an open line for any illustrative who had a question or consumer loyalty issue that required McNeil 's consideration. Her reports were dependably on time and sensibly elegantly composed, great
Opportunities: Palm had plenty of opportunities; the biggest of course was to develop models to satisfy the growing demand for hand held computing capabilities. After time, Palm had further opportunities to extend the Palm brand (Yoffie, 2001). They did
At the time, the personal computer business was in its infancy, and the company sought to fill a niche by providing communication networks to link mainframe computers. Although the company grew rapidly, Mr. Lee felt that the real opportunities for growth lay in personal computers. In the mid-1980s, he decided to make a major switch to the production
HI Palm Family, I just sent out an email to remind everyone of the date for the reunion. However, I do not have a current and accurate email distribution list. So, if you can please forward it to your uncle, aunts, cousins etc. in your immediate family thanks. I would like someone from each family to be a contact that we can reach out to. If you like, you can email me any contact information to
This paper is a business situation analysis of Apple, Inc. Apple a market leader in the consumer computer industry with products including desktop, laptop, and handheld computers, as well phones, media streaming, and now watches. A multinational company, Apple was founded by Steve Jobs, Steve Wozniak, and Ronald Wayne on April 1, 1976. They specialize in designing, developing, and selling high-end computers, software, and other electronic devices. Because of Apple’s broad product portfolio they compete with many different companies in a range of markets. This analysis will be conducted using historical information, a SWOT analysis, and portions of Porter’s Five Forces Model to understand its business strategies, impact within markets, products and services offered, corporate leadership, and future.
To develop such strategy mix of strategic options will be applied including Integration to deal with competition and Intensive + Diversification strategies for product and market development.
In the modern world of technology, many different companies are attempting to secure their own ground in a particular market. Many companies work in many tech fields & some company focus on software, some on mobile phones, others on television but one of the most recognizable names in the technology field is that of Samsung.
This paper will profile Jeff Hawkins, Chief Technology Officer (CTO) for PalmOne, Inc. examining qualities that Mr. Hawkins exhibits that make him influential leader. The paper will also examine details of the business strategy that make this man an exceptional innovator and his contribution to eBusiness technology.
IBM needs to grow revenue and stay competitive in the dynamically changing computer marketplace of the 1990’s by maintaining technological leadership and accepting the organizational transformation which needs to be undertaken for them to excel. IBM needs to recapture their previously held powerful position in the personal computer and microprocessor markets and regain value in the company which will increase its stock value and competitive advantage in the marketplace.
Product diversification is a feasible way to obtain growth through new products. The company can use existing product knowledge to develop the brand into new lines to increase exposure and use similar technology to increase synergies. Leveraging off an existing well-known brand to a market that is familiar with the brand will also increase the possibility of success while maintaining lower marketing costs in
By the late 1990s, HP’s business was facing major problems which are reflected in its financial results. Despite a 9.71% increase in total net revenue, HP faced declining net earnings of 6% from 1997 to 1998. The company had also experienced a slow and decreasing growth in revenue in comparison to its main competitors. From 1996 to 1998, HP’s annual revenue growth decreased from 21.89% to 9.71%, while one of its main rivals, Dell, was able to maintain an over-40% revenue growth in each year within the same period. Moreover, HP’s failure to satisfy customer needs and catch
Thompson, Arthur A., Strickland A. J., Gamble, John E. (2010). Crafting and Executing Strategy. McGraw-Hill Irwin. (Ed.) Boston
| ST Strategies: * Make innovations for being over the potential competitors. * Use their financial position for acquire new technology.
Page eight of the case begins to outline some of the challenges that the HP-Cisco alliance had already faced concerning the sale of joint products. For example, we learn that at HP, Cisco products did not count towards a sales representative’s quota and this resulted in a decline in sales of Cisco equipment by HP sales representatives. Further, if HP or Cisco sales staff had to master not only their parent company product line,