Why would Apple enter an industry whose returns are dismal compared with Apple's and which is not even related to consumer electronics? Speculation as to Apple's reasoning reveals some keys for any company considering a similarly bold move into uncharted territory.
- Marc Sachon is professor in the Department of Production, Technology and Operations Management. He holds a Ph.D. in industrial engineering and engineering management from Stanford University; an MBA from IESE Business School, University of Navarra; and an master in aerospace technology from the University of Stuttgart, Germany. His main areas of interest are operations strategy, supply chain management and manufacturing. <BR> <BR>Prof. Sachon is the academic director of IESE's Advanced Management Program (AMP) in Munich, aimed at board members and company owners as well as several other executive programs. He teaches courses on operations management, operations strategy, operational excellence, retail operations and strategy implementation in IESE's executive and MBA programs. Besides IESE, Prof. Sachon has taught at various other universities in Colombia, Germany, Iceland, Mexico, Russia, Saudi Arabia and USA. <BR> <BR>His research is focused on supply chain management and engineering risk analysis, primarily in the automotive industry and the retail sector. He has published both in academic journals, such as IEEE Transactions, and business journals such as European Business Forum (EBF). He has contributed chapters to several books on operations management and process improvement. His cases are amongst the best-selling cases of IESE (Aldi, Porsche, Netflix).<BR> <BR>He is the chairman of IESE's meeting of the automotive industry, IESE AUTO, held in November each year.<BR> <BR>Prior to entering academia, Prof. Sachon worked at IBM Germany for several years. As a consultant, Prof. Sachon has been involved in projects in different industries, ranging from airlines, automotive, apparel, fashion and FMCG to logistics, pharma and utilities.<P>