Gene One Benchmarking

Gene One Benchmarking

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University of Phoenix

Gene One Benchmarking

Gene One entered the biotech industry in 1996 with groundbreaking technology that helped the company grow to $400 million dollars in just eight years. CEO Don Ruiz and the Board believes that Gene One needs the IPO to reach aggressive strategic objectives of 40% annual growth rate, introduce six innovative products, and develop two technological breakthroughs. Of utmost importance to Gene One is assembling the senior leadership team in a collaborative effort toward super ordinate goals rather than personal goals.

In order to minimize mistakes and to ensure a smoother transition towards the IPO, Gene One must benchmark other organizations that faced similar circumstances, situations, and goals. Two such organizations are Apple Computers and Google. Both Apple Computers and Google were young, high-tech firms with similar organizational strategic IPO objectives. Analysis of Apple Computers and Google, along with organizational comparisons and contrasts are discussed to further aid Gene One in their IPO efforts.

Analysis of Key Findings

Apple

Apple Computer opened in 1976 and went public in 1980 with the largest IPO since 1956. Like Gene One Apple grew quickly. From Apple's earliest days, they were industry leaders controlling the largest share of the market through research and development and their leaders ability to anticipate market and demand changes. Apple increases sales, revenues and market share through new products such as Apple TV, iPods, iTunes, iPhones and opening retail stores for more sales and distribution. These ideas put Apple in business and have kept Apple ahead of its competition. Gene One projects a 40% increase in annual sales based primarily on new products and technology. This is precisely what Apple Computer did in the 80s.

Apple's decline began in the 90s with competition reducing market share and revenues. The main problem, however, was dissention and turmoil at the senior management level ultimately forcing founder and leader, Steve Jobs, out. Apple foundered through the 90s posting dismal numbers and losing enormous amounts of money. This turmoil at the senior management level led directly to Apple's problems. Apple tried to manage itself through the 90s, but what was needed was the charismatic leadership of Steve Jobs. Don Ruiz must be careful not to manage the company through an IPO but rather lead his company and let senior management manage.

Steve Jobs is back at the helm of Apple and is the leader and visionary that has Apple back on top. With the introduction of the iPod, sales have increased tremendously. Apple owns the majority of this market having sold the 100 millionth iPod this year with the competition merely playing for leftovers. Fueled by sales of 10.5 million iPods and 1.5 million McIntosh Computers, Apple's sales for the period ended 3/31/07 were up 88% to $770 million with revenues up 21% to $5.6 billion.

Good planning and communication from senior management coupled with Steve Jobs leadership and market savvy have Apple on top again. New product development and introduction in the competitive computer and technology markets drives Apple's success now just as the lack of leadership and new products was close to Apple's demise in the 90s.

Google

Everyone knows the word Google. It is a verb, a noun, and the world's largest search engine. In 2004 the Google's owners took the company public with an initial public offering (IPO). The road to the IPO was bumpy and there were many missteps before the IPO was completed.

Google is a young company. The company opened its doors in 1998 in California with the founders and one employee at the helm. The company continued its growth through new offerings such as AdSense, Local Search, and the Google toolbar. Management also took Google overseas to countries such as Tokyo and Ireland (Google, 2007).

In 1999 Google moved to its current location in Mountain View, California. The company continued to grow adding top employees and being named one of Time magazine's Top Ten Best Cybertech firms (Google Milestones, 2007). This rapid growth is continuing as more options are added and Google continues to develop partnerships domestically and overseas.

Also in 1999 Google obtained two backers who demanded that Google hire a CEO. Founders, Larry Page and Sergey Brin balked at the idea. Page and Brin felt that it was better to follow the lead of founders and CEO's such as Bill Gates and Michael Dell who were able to start the company and run it competently. It took two more years and much frustration from the backers before Google's founders would acquiesce to their demand (Heilemann, 2005).

2001 saw Google add Eric Schmidt as Chairman and CEO. Schmidt was the former CEO of Novell, and prior to Novell he was the chief technology officer at Sun Microsystems (La Monica, 2004). This step led credence and experience to Google's plans for growth and a future IPO.

Google was not without growing pains. However, the issues did not become apparent until the company chose to go public. The rules and regulation of an IPO hinder the playful, start-up atmosphere that Google is known for. Gone will be anything that could be considered offensive to anyone. Google's top lawyer was investigated for possible accounting violations in his role as Chief Financial Officer (CFO) at SmartForce (Elgin, 2004).

Comparison of Application of Concepts

Apple

There are many similarities between Apple Computer and Gene One. One major similarity is the need for new and innovative products to grow sales and market share. The major difference is the founder's leadership styles. Steve Jobs of Apple leads by his ability to judge markets and respond accordingly. Don Ruiz of Gene One is not as much of a leader as he is a manager. Ruiz must provide a clear vision of the tasks at hand and communicate clearly and effectively. Gene One needs a leader, not a manager.

Steve Jobs of Apple Computer is a leader. He is the vision, drive and motivation that makes Apple and Apple employees successful. He has a style that the company and the employees must embrace. Don Ruiz of GeneOne must be a leader who leads through effective communication, good planning and the ability to build support for his goals and objectives.

GeneOne, using Apple as a benchmark, must understand that there must be