DOCSLIB.ORG

“Apple Inc. Plan Estratégico 2011-2015” Josue Arturo

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
“Apple Inc. Plan Estratégico 2011-2015” Josue Arturo UNIVERSIDAD DEL PACÍFICO ESCUELA DE POSTGRADO “APPLE INC. PLAN ESTRATÉGICO 2011-2015” JOSUE ARTURO AGUIRRE ALVARADO GISSELA JANET CARLOS ADUVIRE Trabajo de Investigación presentado para optar al Grado Académico de Magíster en Administración 2012 ii A mi padre, madre y hermanas que me apoyaron a lo largo del camino, brindándome momentos de ánimo para continuar, a mi compañero de tesis por su gran apoyo, y especialmente a Dios por todo lo que me ha dado. A Dios; a Rosa y Arturo, mis padres y mi ejemplo; a Paola, Mateo y Tadeo, mis amores y mi fortaleza; a mis suegros por su apoyo invalorable. Al profesor Wilfredo Lafosse, gracias por sus enseñanzas y consejos. iii RESUMEN EJECUTIVO El presente trabajo describe, analiza y propone una solución para el caso de la empresa Apple Inc. mediante un planeamiento estratégico, donde se identifica su ventaja competitiva de diferenciación, la cual buscamos ampliarla para mejorar su posición competitiva y aprovechar las oportunidades del mercado con estrategias rentables. Analizando la misión, visión y valores planteamos modificaciones que permiten proponer objetivos corporativos desafiantes que se conseguirán mediante la ejecución de diversas estrategias que se evalúan para mejorar su crecimiento. En el corto plazo en base a una estrategia de marca global apoyada en una expansión de la cobertura de las tiendas retail propias Apple Store; en el mediano plazo planteamos la selección de un proveedor de outsourcing de producción en Brasil que permitirá mejorar la respuesta al mercado de Latinoamérica y EEUU donde se prevé un importante crecimiento en el futuro, además permitirá que la fábrica en China atienda los mercados de Europa y genere mayor crecimiento en Asia, de esta manera se conseguiría reforzar la competitividad de la empresa; además se plantea seguir con la estrategia de innovación en sus productos actuales y nuevos (iTV y iPlay) que reforzaran su crecimiento y lo harán sostenible en el tiempo. Las estrategias empleadas se despliegan en planes funcionales de recursos humanos, responsabilidad social empresarial, operaciones, marketing y finanzas, los cuales se incluyeron en la evaluación financiera considerando un análisis de sensibilidad ante posibles variaciones de tasas de descuento y resultados esperados. Nuestro enfoque de redacción ha sido mostrar con cuadros y textos breves la mayor cantidad de información, además utilizar herramientas innovadoras de análisis, con la intención de hacer más certera y didáctica la presentación de nuestras propuestas. Esperamos haber logrado este objetivo. iv ÍNDICE RESUMEN EJECUTIVO ..................................................................................................................... iii INTRODUCCIÓN ................................................................................................................................ 1 CAPÍTULO 1: ANTECEDENTES DE LA EMPRESA ........................................................................ 3 1.1. Modelo de Negocio ........................................................................................................... 4 1.2. Estructura de la empresa ................................................................................................. 5 1.3. Misión, Visión y Valores ................................................................................................... 7 1.4. Relación con Stakeholders .............................................................................................. 8 1.5. Definición del problema.................................................................................................... 9 CAPÍTULO 2: ANÁLISIS EXTERNO ............................................................................................... 11 2.1. Análisis del Entorno General ......................................................................................... 11 2.1.1. Entorno Económico ........................................................................................................ 11 2.1.2. Entorno Social ................................................................................................................. 12 2.1.3. Entorno Ambiental .......................................................................................................... 13 2.1.4. Entorno Tecnológico ...................................................................................................... 14 2.1.5. Entorno Político-Legal .................................................................................................... 14 2.2. Análisis de la Industria ................................................................................................... 15 2.2.1. Matriz de la Atracción de las Fuerzas Competitivas de la Industria .......................... 15 2.2.2. Grado de Atracción de la Industria ............................................................................... 20 2.2.3. Ciclo de Vida de la Industria .......................................................................................... 20 2.2.4. Matriz de Evaluación de los Factores Externos – EFE ................................................ 21 2.2.5. Matriz del Perfil Competitivo MPC ................................................................................. 23 2.3. Análisis de la Política Global de Apple Inc ................................................................... 25 CAPÍTULO 3: ANÁLISIS INTERNO ................................................................................................. 30 3.1. Cadena de Valor .............................................................................................................. 30 v 3.2. Análisis de Recursos y Capacidades ............................................................................ 33 3.3. Determinación de la Ventaja Competitiva..................................................................... 34 3.4. Matriz de Evaluación de los Factores Internos - EFI ................................................... 35 3.5. Determinación de la Estrategia Genérica ..................................................................... 36 CAPÍTULO 4: ANÁLISIS DE LA MISIÓN, VISIÓN, VALORES Y OBJETIVOS CORPORATIVOS 38 4.1. Definición del Negocio .................................................................................................... 38 4.2. Misión ............................................................................................................................... 39 4.3. Visión ................................................................................................................................ 39 4.4. Valores y Cultura ............................................................................................................. 40 4.5. Objetivos Corporativos....................................................................................................... 40 CAPÍTULO 5: FORMULACIÓN DE LAS ESTRATEGIAS ............................................................... 41 5.1. FODA Cruzado y Selección de Posibles Estratégias .................................................. 41 5.2. Clasificación de Estrategias .......................................................................................... 43 5.3. Implementación de Estratégias ..................................................................................... 45 5.3.1. Desarrollo de Nuevos Productos .............................................................................. 45 5.3.2. Diversificación Relacionada....................................................................................... 48 5.3.3. Estrategia de Marca Global, Desarrollo de Mercados Emergentes, Apertura de nuevas plantas de fabricación, Ampliación de Cobertura de Apple Store............................ 49 CAPITULO 6: PLAN FUNCIONAL DE RECURSOS HUMANOS ................................................... 53 6.1. Introducción ..................................................................................................................... 53 6.2. Recursos Humanos en la Organización de Apple ....................................................... 53 6.3. Gestión de Recursos Humanos ..................................................................................... 54 6.4. Objetivos de Recursos Humanos .................................................................................. 54 6.5. Estrategias de Recursos Humanos ............................................................................... 55 6.6. Actividades de Recursos Humanos .............................................................................. 55 6.6.1. Plan de Sucesión del CEO.......................................................................................... 55 vi 6.6.2. Modificaciones a la estructura organizacional producto de la estrategia ............ 56 6.6.3. Proceso de Evaluación del Personal ........................................................................ 56 6.7. Presupuesto ..................................................................................................................... 57 CAPÍTULO 7: PLAN DE RESPONSABILIDAD SOCIAL EMPRESARIAL ..................................... 58 7.1. Responsabilidad Social Empresarial (RSE) ................................................................. 58 7.2. Impacto de las actividades de RSE en las áreas funcionales .................................... 58 7.3. Actividades de RSE en Apple ........................................................................................ 59 7.4. Presupuesto ....................................................................................................................
Load more

Recommended publications
  • Macintosh ... the Naked Truth 2002.Pdf
    0 • . 'This boofl is a riot and a nlUSt-re/IA fm• "',..,~, ll!1n_.;. I! i O.l 8 ,w.s· CEO. HALF -GUY KAWASAK.I p Mo The Naked Truth An irreverent, off-the-wall, PC-slammin', totally biased look at what it's like to be a Macintosh user in a Windows®-dominated world. SCOTT KELBY BU0 fliers\ "Scott Kelby nails the joys and frustrations of being a Mac user in a PC world (though Scott's writing isn't always 'PC'). You'll laugh, you'll cry, you'll shout, ~men.' But you'll always be entertained -and know you're in the company ofa kindred spirit." DENNIS SELLERS MacCentral.com "My three favorite writers about the Macintosh experience are Guy Kawasaki, Andy Ihnatko, and Scott Kelby. Scott has the unusual ability to channel his excitement and frustration into humor and clarity that makes me laugh while he makes me think." JAY NELSON Editor & Publisher, Design Tools Monthly "Filled with insightful wit and outrageous comedy, Macintosh ... The Naked Truth will have you in stitches. A must-read for any Macintosh enthusiast." STAN FLACK President/Publisher, MacMinute.com "This is a book all Mac users should read! Scott speaks up for the average Mac user and says publicly what we've all said privately. It's a great read!" SHAWN KING The Mac Show Live "A fun read I'm sure all Mac users can relate to. I laughed out loud thinking 'yeah, that happened to me too.' Ifyou own a Mac, you should read this book." KURT CHRISTENSEN Version Tracker "Kelby is one sick puppy.
    [Show full text]
  • Long-Term Growth Leonard Sherman
    Leadership Imperatives To Achieve The Holy Grail of Business: Long-Term Growth Leonard Sherman ChangeThis | 149.04 In all human endeavors we tend to revere stars that perform at a superior level over a long and illustrious career. Sports Hall of Famers Aaron, Montana, Jordan, Pelé, and Nicklaus and arts honorees Ozawa, Tharp, and Simon have earned legendary acclaim for performing immeasurably beyond the reach of most mere mortals. In business, as well, a few widely recognized companies have been able to deliver consistently superior growth over the long-term, including Amazon, who last year became the fastest company to reach $100 billion in sales, and J&J, 3M, and The Ball Corporation, each of whom has been out-innovating and outgrowing the overall market for more than a century. The Elusiveness of Long-Term Growth But these are exceptions to the rule that most companies are unable to sustain superior growth. For example, in perhaps the most definitive study of long-term business performance, the Corporate Executive Board (CEB), analyzed the long-term revenue growth of approximately five hundred Global 100 and other companies over the past half-century. The study found that only 13 percent of large enterprises could sustain a real annual revenue growth rate of as little as 2 percent over successive decades.1 ChangeThis | 149.04 Given increasing globalization and technological disruption, it is becoming harder than ever for companies to sustain growth. Researchers at the Deloitte Center for the Edge found that the “topple rate,” measuring the frequency with which companies lose their market leadership position from year to year, has grown by nearly 40 percent over the past forty years.
    [Show full text]
  • Die Meilensteine Der Computer-, Elek
    Das Poster der digitalen Evolution – Die Meilensteine der Computer-, Elektronik- und Telekommunikations-Geschichte bis 1977 1977 1978 1979 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 und ... Von den Anfängen bis zu den Geburtswehen des PCs PC-Geburt Evolution einer neuen Industrie Business-Start PC-Etablierungsphase Benutzerfreundlichkeit wird gross geschrieben Durchbruch in der Geschäftswelt Das Zeitalter der Fensterdarstellung Online-Zeitalter Internet-Hype Wireless-Zeitalter Web 2.0/Start Cloud Computing Start des Tablet-Zeitalters AI (CC, Deep- und Machine-Learning), Internet der Dinge (IoT) und Augmented Reality (AR) Zukunftsvisionen Phasen aber A. Bowyer Cloud Wichtig Zählhilfsmittel der Frühzeit Logarithmische Rechenhilfsmittel Einzelanfertigungen von Rechenmaschinen Start der EDV Die 2. Computergeneration setzte ab 1955 auf die revolutionäre Transistor-Technik Der PC kommt Jobs mel- All-in-One- NAS-Konzept OLPC-Projekt: Dass Computer und Bausteine immer kleiner, det sich Konzepte Start der entwickelt Computing für die AI- schneller, billiger und energieoptimierter werden, Hardware Hände und Finger sind die ersten Wichtige "PC-Vorläufer" finden wir mit dem werden Massenpro- den ersten Akzeptanz: ist bekannt. Bei diesen Visionen geht es um die Symbole für die Mengendarstel- schon sehr früh bei Lernsystemen. iMac und inter- duktion des Open Source Unterstüt- möglichen zukünftigen Anwendungen, die mit 3D-Drucker zung und lung. Ägyptische Illustration des Beispiele sind: Berkley Enterprice mit neuem essant: XO-1-Laptops: neuen Technologien und Konzepte ermöglicht Veriton RepRap nicht Ersatz werden.
    [Show full text]
  • 8 News and Help
    News and Help The plan is to collate any news in this document. I’ll then archive the content to another document so we can still access it but we only need to access the same document for all the new news. August 2020 Apple Updates, Improvements and Company News macOS Catalina 10.15.6 includes improvements to Apple News, a new option to optimise video streaming on HDR-compatible Mac notebooks for improved battery life, improvements to USB mouse and trackpad handling, and a fix for an issue that could cause the software update process to change the computer's name. 10.15.6 and the corresponding security updates for Mojave and High Sierra address a variety of serious vulnerabilities. Safari 13.1.2 is part of Catalina 10.15.6 and is also available for Mojave and High Sierra. It addresses 11 security issues, some of which can be remotely exploited to execute arbitrary code. iOS 13.6 brings the much-heralded digital car keys feature (initially for very recently made BMWs, and including key sharing via Messages and a 'power reserve' allowing keys to be used up to five hours after the phone's battery runs out). iOS 13.6 and iPadOS 13.6 include Apple News improvements (including audio news), a 'symptoms' category in the Health app, and various changes and fixes relating to software updates, iCloud Drive, Wi-Fi calling, and other features. The updates also address a total of 29 issues that could be variously exploited to execute arbitrary code, view sensitive information, and allow cross-site scripting, among others.
    [Show full text]
  • DOCUMENT RESUME Regional Technology Planning Workshop
    DOCUMENT RESUME ED 425 699 IR 018 957 TITLE Regional Technology Planning Workshop. Resource Manual, 1997. INSTITUTION Technology & Innovations in Education, Rapid City, SD.; Mid-Continent Regional Educational Lab., Aurora, CO. SPONS AGENCY Office of Educational Research and Improvement (ED), Washington, DC. PUB DATE 1997-00-00 NOTE 140p.; This document is comprised largely of pages photocopied from other documents, books, and journal articles--some figures, illustrations, and text may, however, reproduce poorly. CONTRACT RJ96006101 PUB TYPE Collected Works Proceedings (021) Reports Descriptive (141) EDRS PRICE MF01/PC06 Plus Postage. DESCRIPTORS Access to Information; Computer Assisted Instruction; Computer Managed Instruction; Computer Networks; *Computer Uses in Education; *Educational Technology; Elementary Secondary Education; *Information Technology; Integrated Learning Systems; Internet; Microcomputers; Professional Development; Program Implementation; *Strategic Planning ABSTRACT This Technology & Innovations in Education (TIE) workshop was presented on April 24 and 25, 1997, in Denver, CO, to help participants gain a big picture perspective of technology planning and related issues, understand a model for sound, practical technology planning, build capacity for leading a local planning effort, engage in the steps of the planning process, and network and collaborate with colleagues regarding related issues. The manual contains the following sections:(1) Outcomes and Agenda; (2) Planning Model Overview -- includes information gathering
    [Show full text]
  • Thinking It Through
    Thinking It Through A practical guide for planning a successful Web site, for publishing, marketing, and new media professionals By Informing Arts For Apple Computer, Inc. Publishing & New Media Markets Group Thinking It Through 1 Copyright © 1996 Apple Computer, Inc. and Informing Arts. Apple, AppleTalk, HyperCard, Macintosh, Newton, OpenDoc, PlainTalk, and QuickTime are registered trademarks, and AppleScript, Cyberdog, Live Objects, Mac OS, QuickDraw, and Pippin are trademarks of Apple Computer, Inc. All other brand names mentioned are registered trademarks or trademarks of their respective holders, and are hereby acknowledged. 2 Thinking It Through SiteContents Map What is the Internet? What is the Web? How will a Web site -7- serve your business? Define your business objectives. How will you pay for it? Develop budget and cost justification. How much will it cost? Identify resource requirements and Why do it? Who will do what? assign accountability. Business analysis and planning What’s the worst that can happen, Assess and minimize risk. -17- and how can you prevent it? Whom do you want to reach? Profile your target audience/market Why might they come? segments. Based on your business objectives, what action do you For whom? State your desired outcome. want your visitors to take? Audience/market analysis How will you serve and inspire Profile your assumptions about their -29- your audience most effectively? communication and learning preferences. Within what technical constraints must you implement your Web site? Profile their viewing environment. Thinking It Through A practical guide for planning What content will you provide Develop a content inventory. a successful Web site, for on your Web site? publishing, marketing, and new media professionals What should your How will your Web site be Web site be and do? structured? How will people find Draw a site map.
    [Show full text]
  • Information Technology 2
    OCCASION This publication has been made available to the public on the occasion of the 50th anniversary of the United Nations Industrial Development Organisation. DISCLAIMER This document has been produced without formal United Nations editing. The designations employed and the presentation of the material in this document do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations Industrial Development Organization (UNIDO) concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries, or its economic system or degree of development. Designations such as “developed”, “industrialized” and “developing” are intended for statistical convenience and do not necessarily express a judgment about the stage reached by a particular country or area in the development process. Mention of firm names or commercial products does not constitute an endorsement by UNIDO. FAIR USE POLICY Any part of this publication may be quoted and referenced for educational and research purposes without additional permission from UNIDO. However, those who make use of quoting and referencing this publication are requested to follow the Fair Use Policy of giving due credit to UNIDO. CONTACT Please contact [email protected] for further information concerning UNIDO publications. For more information about UNIDO, please visit us at www.unido.org UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION Vienna International Centre, P.O. Box 300, 1400 Vienna, Austria Tel: (+43-1) 26026-0 · www.unido.org · [email protected] 11111111111111111111111111111111 lllll lllll lllll llll llll 21123 XD9700043 EMERGING TECHNOLOGY SERIES 2/1996 Info1mation Technology UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION Vienna, 1996 TO OUR READERS EMERGING This issue of Information Technology brings a special article on a TECHNOLOGY comparison of national information policies.
    [Show full text]
  • Innovation. Perspectives for the 21St Century
    INNOVATION Perspectives for the 21st Century Innovation: Perspectives for the 21 st Century InnovaTIon Perspectives for the 21st Century For this third book in the BBVA series, we have chosen innovation as the central theme. It was chosen for two fundamental reasons: the first was the decisive importance of innovation as the most powerful tool for stimulating economic growth and improving human standards of living in the long term. This has been the case throughout history, but in these modern times, when science and technology are advancing at a mind-boggling speed, the possibilities for innovation are truly infinite. Moreover, the great challenges facing the human race today— inequality and poverty, education and health care, climate change and the environment—have made innovation more necessary than ever. Our economy and our society require massive doses of innovation in order to make a generalised improvement in the standards of living of nearly 7 billion people (the number continues to grow) compatible with the preservation of the natural environment for future generations. The second reason for choosing this theme is that it is consistent with BBVA’s corporate culture. Our group’s commitment to the creation and dissemination of knowledge ties in directly with the vision that guides every aspect of our activity: “BBVA, working towards a better future for people.” People are the most important pillar of our work, and the work we do for and on behalf of people is supported by two other pillars of our culture and strategy: principles and innovation. Index 10 Innovation for the 21st Century Banking 107 Culture, values and the long waves of Industry capitalist development Francisco González Francisco Louçã 23 The Roots of Innovation 129 Technological change and the evolution Alex Pentland of the U.S.
    [Show full text]
  • The Scorecard Issue #1 ‐ October 2011
    The Scorecard Issue #1 ‐ October 2011 My Painting One of the things that attracted me to mathematics in my university days and now investments in my middle years is the rationality and objectivity of both pursuits. You are either right or wrong in both disciplines. The difference is that with investments, the proper course of action is only proven out over longer periods of time. As Benjamin Graham ‐ the father of value investing ‐ wrote in his seminal work The Intelligent Investor: in the short run the stock market is a voting machine, in the long run it is a weighing machine. The Scorecard will be my platform to communicate the GreensKeeper Value Fund’s performance to investors and to keep score against my preselected benchmarks. I aim to deliver absolute returns to my clients (net of all fees) in excess of both the S&P/TSX Index and the S&P500 Index (measured in Canadian dollars) over the long term. I encourage readers to start with my previous newsletters (McValue Portfolio Newsletters) which are available on the website. I started writing them for a few friends and they introduce some key concepts like Owner Earnings, Circle of Competence and Intrinsic Value that I will not repeat here. The Inner Scorecard My investment idol Warren Buffett has often talked about the concept of an Inner Scorecard. An Inner Scorecard is the set of criteria and standards by which a person judges himself/herself. In _________________ contrast stands the Outer Scorecard, which is a picture of self‐worth predicated upon the judgments “ The big question about of others.
    [Show full text]
  • Table of Contents
    Table of Contents FEBRUARY 2001 VOL.5 NO.11 4 Editor’s Notebook Am I ready for this? 5 Letters: [email protected] GAMING 7 The Next Big Drive: Gaming Transforms Itself Again Jacquie Kubin delves into gaming. From its history to its future, she discusses the brink that gam- ing is getting ready to leap, and yes, film industry, you should be looking over your shoulder… 13 What’s A Digital Media Futurist? Upon seeing Joan Van Tassel’s title, Heather Kenyon decides to investigate just what a digital media futurist is and what she has to say about this supposed digital future of ours. 19 A One Stop Digital Shop: Data Design Interactive and Artworld UK Paul Younghusband visits Data Design Interactive and Artworld UK to reveal how they are going beyond gaming by leveraging their digital assets across many outlets. ADDITIONAL FEATURES 22 Heroes Wanted: Stan Lee Media Struggles to Stay Afloat 2001 How could one of the most promising Internet animation companies come to such a crashing defeat? Brett D. Rogers investigates the unraveling of Stan Lee Media and the growing chorus crying foul. 27 My Generation? While Turner Broadcasting System’s Boomerang is titled to draw the Baby Boom generation is seems that maybe they’ve missed the spot marked X. Martin “Dr. Toon” Goodman explains. 31 The Animation Pimp What’s wrong with Ring of Fire and Night of the Carrots? The Animation Pimp sees nothing offen- sive here; this month Chris Robinson takes on a few feminist nay-sayers. STUDENT CORNER 33 Sketching on Location:Texture as Planes in Space Renowned drawing instructor Glenn Vilppu continues with his fifth installment discussing how to use texture to create depth and perspective while sketching on location.
    [Show full text]
  • Business Strategy for the Technology Revolution: Competing at the Edge of Creative Destruction
    J Knowl Econ DOI 10.1007/s13132-012-0102-y Business Strategy for the Technology Revolution: Competing at the Edge of Creative Destruction William E. Halal Received: 23 April 2012 /Accepted: 20 September 2012 # Springer Science+Business Media New York 2012 Abstract This article presents an overview of the Technology Revolution and how corporations compete in an era of economic transformation. We draw on a state-of- the-art forecasting system to outline strategic technological advances that are likely to enter the mainstream and their expected impacts. To better understand how to navigate this wave of change, we examine three corporate exemplars that have thrived by surfing the leading edge of the technology tsunami—Netflix, Apple, and Toyota. Then we integrate what can be learned from these cases into guidelines for technology strategy. Collectively, the forecasts, exemplars, and guidelines should help improve understanding of the rising wave of creative destruction and advance research on forecasting, technology, and strategy. Keywords Business strategy . Corporate exemplars . Technology Revolution Introduction The strategic impact of technology is seen in the rushing change of everyday products. When digital photography became feasible a few years ago, the entire film industry was overturned by simply moving around digital bits instead. Nikon, Kodak, and other famous names that once dominated photography are still struggling to adjust, laying off thousands of employees and replacing product lines. In place of film, new industries soon sprung up as digital cameras unleashed floods of photos and videos to populate Web 2.0—Facebook, YouTube, blogs, wikis, and more sure to come. This cycle then repeated as smart phones, in turn, replaced digital cameras.
    [Show full text]
  • Die Evolution Von Mac Os X
    DIE EVOLUTION VON MAC OS X Von Intel zu PowerPC und zurück: Wie NeXT-Technologien Apple von Innen veränderten Master Thesis zur Erlangung des akademischen Grades Master of Science - MSc im Universitätslehrgang MSc Interactive Media Management 1 verfasst von Bakk. (Phil.) Marin Balabanov Eingereicht am Department für Interaktive Medien und Bildungstechnologien der Donau- Universität Krems Betreuer: Dr. Klausjürgen Heinrich Tag der mündlichen Prüfung: 11. September 2009 Krems, September 2009 Eidesstattliche Erklärung Ich, Marin Balabanov, geboren am 28. April 1974 in Sofia, Bulgarien erkläre, 1. dass ich meine Master Thesis selbstständig verfasst, andere als die angegebenen Quellen und Hilfsmittel nicht benutzt und mich auch sonst keiner unerlaubten Hilfen bedient habe, 2. dass ich meine Master Thesis bisher weder im In- noch im Ausland in irgendeiner Form als Prüfungsarbeit vorgelegt habe, 3. dass ich, falls die Arbeit mein Unternehmen betrifft, meinen Arbeitgeber über Titel, Form und Inhalt der Master Thesis unterrichtet und sein Einverständnis eingeholt habe. .........................................................#......................................................... Ort, Datum#Unterschrift Abstract D IE E VOLUTION VON MAC OS X V ON I NTEL ZU P OWERPC UND ZURÜCK: W IE N E XT-TECHNOLOGIEN A PPLE VON I NNEN VERÄNDERTEN Dies ist die Geschichte von Mac OS X, dem Apple Betriebssystem. Entwickelt als NextStep, portiert von der Intel-Prozessorarchitektur auf die von Apple verwendeten PowerPC- Prozessoren, kehrte Mac OS X 2005 wieder auf die Intel-Plattform zurück. Ausgehend von der forschungsleitenden Frage “war Apples Umstieg von der PowerPC- auf die Intel-Architektur von Anfang der Mac OS X-Entwicklung geplant?” werden die Irrwege Apples in der Betriebssystementwicklung skizziert, die erst mit dem Kauf von NeXT und der Entwicklung von Mac OS X auf Basis von NextStep ihr Ende fanden.
    [Show full text]