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    Apple BCG Matrix Henny

    Uploaded by

    Henny Zahrany
    The document summarizes the BCG matrix analysis of Apple's products. It categorizes iPhone and iPad as stars due to their high market share and revenue contribution. iTunes and iPod are categorized as cash cows since they are market leaders but have low growth. Macs, iPod Touch, and Apple TV are categorized as question marks since they have potential for growth but currently have low market share. The analysis provides revenue and market share data to support the categorizations.

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    Download as DOCX, PDF, TXT or read online from Scribd

    Apple BCG Matrix Henny

    Uploaded by

    Henny Zahrany
    1K views3 pages
    The document summarizes the BCG matrix analysis of Apple's products. It categorizes iPhone and iPad as stars due to their high market share and revenue contribution. iTunes and iPod are categorized as cash cows since they are market leaders but have low growth. Macs, iPod Touch, and Apple TV are categorized as question marks since they have potential for growth but currently have low market share. The analysis provides revenue and market share data to support the categorizations.

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    Apple Bcg Matrix Henny

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    The document summarizes the BCG matrix analysis of Apple's products. It categorizes iPhone and iPad as stars due to their high market share and revenue contribution. iTunes and iPod are categorized as cash cows since they are market leaders but have low growth. Macs, iPod Touch, and Apple TV are categorized as question marks since they have potential for growth but currently have low market share. The analysis provides revenue and market share data to support the categorizations.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    1K views3 pages

    Apple BCG Matrix Henny

    Uploaded by

    Henny Zahrany
    The document summarizes the BCG matrix analysis of Apple's products. It categorizes iPhone and iPad as stars due to their high market share and revenue contribution. iTunes and iPod are categorized as cash cows since they are market leaders but have low growth. Macs, iPod Touch, and Apple TV are categorized as question marks since they have potential for growth but currently have low market share. The analysis provides revenue and market share data to support the categorizations.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
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    The document discusses applying the BCG matrix to analyze Apple's products. iPhones and iPads are categorized as stars, contributing over half of Apple's total revenue. iTunes is categorized as a cash cow, being a stable, mature product. Macs, iPods, and Apple TV are categorized as question marks, having potential for growth with further investment.

    iPhones and iPads are categorized as stars according to the BCG matrix.

    iTunes is categorized as a cash cow according to the BCG matrix.

    BCG Matrix

    Before we find BCG Matrix of Apple, we should know the Apples product contribute to total
    revenue and Apple products market share compare to their competitors

    After compiling all the data above from many resources, we can make the BCG Matrix

    1. Star
    We categorized Iphone and Ipad in Star category which means they both need further
    duct development and there are greater opportunities available in the market for
    growth. Iphone contributed 37% while Ipad contributed 23% to total Apples revenue.
    Both of this product contributed almost 60% of total apples revenue. Apple enjoys
    42,2% market share in Ipad and become a market leader. In Iphones, Apple is not the
    market leader but has 17% market share where Samsung has 33% market share. Both
    Iphone and Ipad are very critical for Apples success in the long term.
    2. Cash Cow
    We placed Apple Itunes digital downloading software as a cash cow. Apple clearly
    is a market leader in this market segment with 23,6% market share. Growth rate for
    Itunes is steady for 29% each quarter in 2012 and declining in 2013 to 28%, which
    indicates that it is a stable and mature product and it does not needs further heavy
    investments for product development by Apple Inc. Apple Itunes contribute 7% of

    Apples total revenue.


    We place Ipod in cash cow category because Apple has a major market share but
    only contributing 8% of Apples total revenue and year after year the market has
    shrinking because has canibalize by Iphone and Ipad, although it still holds as the
    market leader for 72% of market share. We think that Apple should pay more
    attention on development this product by giving something news like they new

    Ipod product ,Ipod Touch. We hope that Ipod touch can give a big contribution to
    Apples revenue and can shift back to Star Category.
    3. Question Mark
    We placed Macs, Ipod, and Apple TV in Question mark category, there is a
    possibility to capture further market share if provided with funds for product

    development and innovation, otherwise they will fall back in to Dog category.
    For Macs, Apple has a comparatively lower market share. Apple enjoys 11,6%
    market share and the growth rate is -4,3%. These lower percentages may suggest
    that Apple should pay attention on development of its other products and should

    divest from computer market completely.


    For Apple TV, it has big opportunity to grab bigger market share. In 2013, sales of
    Apple TV have grown by 80 % in 2013, reaching around 10 million unit or some
    $1 billion worth of set-top boxes sold to end users, which would make the Apple
    TV the company's fastest-growing hardware product. As for the market share in IP
    streaming devices segment, Apple has 56,1% of market share compared to Roku
    (21,5%), TiVo (6,5%), and others for 15,9%, but this is not including the Smart TV
    and also Gaming consoles that provide almost the same features as Apple TV, so it
    is categorized in the question mark.

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