...negocio, la innovación, alrededor de esta variable giró la nueva filosofía de Apple Inc.. Con la introducción de productos nuevos e innovadores, como el reproductor de música iPod, que se ha convertido en uno de los pilares del éxito actual de Apple. Jobs ha mantenido esta estrategia con el lanzamiento de nuevos productos, estilizados y de fácil uso que ayudaron a que incrementara su share, generando nuevos mercados. Jobs ha sabido identificar claramente la tendencia del mercado hacia la sincronización entre los teléfonos móviles y PC, así como el mercado de la música digital, con una visión estratégica enfocada hacia estos cambios. Los objetivos se establecieron alrededor del éxito financiero y su medición mediante las unidades vendidas. Jobs desarrolló una estrategia de entrar en estos mercados por productos diferenciados, estilizados y fácil de usar, impulsado por una investigación de nuevos productos y la evaluación de las tendencias del mercado y su reacción con estas innovaciones. Dado lo anterior considero que Steve Jobs se desempeñó de una manera sorprendente ya que supo redirigir a su compañía y enfocarla a un futuro muy claro para ellos con su visión. Convirtió a Apple en un rotundo caso de éxito después de que hasta el 2007 presentaba pérdidas en sus finanzas. 2. What are the chief elements of Apple’s strategy? How well do the pieces fit together? Is the strategy evolving? Apple mantiene productos innovadores en el mercado, al darse cuenta de que innovación...
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...SAMPLE CASE APPLE COMPUTERS, INC. PREPARED BY MAX BEEBER September 1, 1995 FOR OL 421 STRATEGIC MANAGEMENT AND POLICY INTRODUCTION: In 1976, Steven Wozniak and Stephen Jobs designed computer boards in a garage. During the next six years, this operation was transformed into a Multi-million dollar company called Apple Computer. It broke into the Fortune 500 in 1982. While Apple has experienced tremendous growth, it has recently begun to experience problems, which, if unabated could have a significant negative impact. This includes a weak organizational structure, a rapidly changing external environment, lack of strategic leadership, and major problems with its products and within its dealer network. Therese and other serious problems have created a situation in which Apple faces key decision points that will determine the future of the company. The time of this case is late 1983. CURRENT MISSION, GOALS, & STRATEGY: Apple Computer develops, builds, and markets microcomputers. Its current philosophy states that it is “…driven by desire to build products that combine ideas already out at a low enough cost to make them useful. We are not really technology drive.” Apple is currently working on the IIE and the MacIntosh. It is also attempting to construct a more advanced computer called the Lisa, but this project is not yet completed. No specific marketing, financial, or production goals were state for...
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...Frank Costa Professor Hill MKTG 446 February 25th 2016 Apple has a very successful and rich history, starting in a garage climbing all the way to the top as one of the worlds largest and most successful tech companies. They captivated audiences with their different way of thinking and not making their products similar to others already on the market. They attempted to lead the industry in innovation and were very successful at doing so. When Apple first established them in the market, they had emphasis on industrial design software and hardware. The company even ran an ad in 1984 saying that their product was opposite of what corporate “stiffs” would use. This almost created its own market and almost seemed like Apple was a culture instead of a brand. While they still focused on innovation, they weren’t he first ones to create a computer or cellphone, but essentially they mastered it and made their software as attractive as possible to their consumers. I feel as if apple can stay with the innovation attitude, but I feel as if they have established themselves to the point where consumers don’t look at their products in being different anymore because of all the current competition in the tech market. Also consumers feel like owning an apple product is a luxury item, because of the current price points their products sell at. With the always changing, fast paced, tech market I feel like the direction apple should be going towards is cross platform compatibility while continuing...
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...SWOT Analysis of Apple as per its position in market in 1980’s Strengths: 1. Easy to use machine 2. It offers a complete desktop solution including softwares, peripherals, hardware, etc 3. Very strong R&D ( 9% sales to R&D) 4. Differentiation in design and technology ( allowed higher price) 5. Strong team of technical, visionary and businessman. Weakness: 1. They have lesser 3rd party or compatible softwares 2. Slow mac processor 3. Closed system that other producers cant clone with Opportunities: 1. Desktop publishing and education market 2. Customer lock-in 3. Target rich customers Threats: 1. Lower prices can hurt its sales. ( left only with installed base) 2. IBM market share i.e. strong competition with IBM 3. New players can enter in this growing industry Answer 1. Along with the internal attributes (i.e. firm’s strengths and weakness), we have analysed the the competitive environment Apple is facing in 1980’s. (i.e. the opportunities and threats) . Apple used its firm’s resources and capabilities to develop, manufacture and deliver its products to its customers. It used its strengths to grab the opportunities to enter into the market. In 1978, Job’s mission to bring ease to use computer came true, when the company launched Apple 2. It was a relatively simple machine which people can use straight out of the box. It sparked a complete revolution in the industry and Apple quickly became the...
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...APPLE, INC. A Case Study in External Communication Written by: Jenny Lee Bachelor’s Degree Candidate Ian McCarthy Bachelor’s Degree Candidate Andrew Nguyen Bachelor’s Degree Candidate Robbie Reid Bachelor’s Degree Candidate Dr. Robyn Walker Faculty Advisor Center for Management Communication Prepared for: Case Study Initiative Center for Management Communication April 25, 2012 INTRODUCTION As soon as the news of the Apple iPhone surfaced, David and Mary Jones eagerly bought two and switched their wireless phone carrier to AT&T Wireless, the iPhone’s exclusive wireless carrier in the United States. Several weeks later, after a hectic morning in the office, David Jones drove home to meet his wife, Mary, during his lunch break. “Hey, David, I wasn’t expecting you to be home for lunch today. How’s work?” Mary warmly greeted her husband and proceeded to set the dining table. “It’s fine—mundane as usual,” David replied. “It’s not the project Mr. Owens just assigned that’s stressing me out; my iPhone keeps dropping calls. My calls have dropped multiple times during important conference calls,” David sighed as he immediately went to the couch and took his shoes off to relax. Mary had not experienced any problems with her own iPhone and wondered if David had somehow received a defective phone. She placed a plate of pasta on the dining table and responded, “I’m sorry to hear that; we should take care of that. I haven’t had any problems with my iPhone...
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...Case 3: Apple Inc. Summary: In 1976 Apple Computer was founded by Steve Jobs and Steve Wozniak. The mission of Steve Jobs was to bring an easy-to-use computer to the market. Apple quickly became an industry leader. However this success ended when Apple almost went bankrupt. Microsoft invested a large amount of money in Apple, which saved the company. It was the iPod that set Apple on its explosive growth path. Apple moved from the computer industry to a mobile device company. Nowadays Apple is a very successful company. 2) Analyze the structure of the personal computer industry over the last 15 years. How have the dynamics of the PC industry changed? Growth was driven by lower prices and expanding capabilities in the 1990’s. The overall industry was booming through the early 2000’s. However revenue growth failed to keep pace with volume growth. The average selling prices declined, despite PCs that were faster with more memory and storage. In the 2000’s lower prices led to higher sales volume. Meanwhile, a new sub-product category of netbooks took off during the global economic downturn in 2009. These light-weight mini notebooks had limited storage capacity and were optimized for the web. 3) Evaluate Apple’s strategies since 1990. Apple uses horizontal and vertical integration. This means that all Apple products have the same operating systems, the same design, the same chips, etc. This strategy is also known as the “digital hub” strategy. The Mac computer...
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...Roy Esgrow Ben Kourian Bishoy Mesdary Anthony Owen Georges Raphael Apple Within the case of Apple Inc. in 2012 my team will discuss how Apple’s strategy of differentiation helped cultivate a competitive advantage within the PC industry. Next, we will take a look at the current state of the PC industry and how attractive we believe the industry will be going forward. Lastly, after looking at Apple’s past strategy and how successful the PC industry today we’ll discuss if Apple will continue to succeed into the future. When Steve Jobs to over Apple in 1997 he quickly he established an overall differentiation strategy. He believed that having narrow product line of easy-to-use computers and other technological products would help separate themselves from their competitors. They went even further with their promotion of themselves, creating an image of being a hip alternative to the current PC market. This, combined with Apple’s ability to drive down costs with their streamlined supply chain helped them create a large profit margin that let them hold a competitive edge on the rest of the market and helped Apple hit every aspect of VRIO. They further differentiated themselves with the announcement of the iPhone in 2007 that combined in Job's words “a widescreen iPod with touch controls, a revolutionary mobile phone and breakthrough communications device”. The creation of iLife, the App store and iTunes also set the company apart from their competitors by creating a unique experience...
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...Case 3: Apple Inc. I. Introduction Apple Computer is an innovative company evolving on the multimedia and high technology market. It is present on hardware and software markets, as well as in the on-line services market. Its highly diversified offer makes Apple Computers a company that is very hard to manage. Steve Jobs and Steve Wozniak created the company in 1976. They wanted to “change the world through technology” by creating the personal computer (PC). The launch of Apple II in 1978 was the beginning of Apple’s leadership on the PC industry. Nevertheless, Apple had to face quickly with face competitors, who imposed their standards on the market. First IMB first, and then Windows and Intel, posing posed the problem of non-compatibility with Apple compatibility. Apple was successively headed by a number of leaders who performed very well. Lots of performing leaders followed one another at the head of Apple Computer, such as Steve Jobs, Sculley, Spindler or Amelio, and each of them had a different vision on of what the Apple computer strategy of Apple should be. After many years of irregular results, Steve Jobs came back to Apple Computer as CEO and his strategy had immediate positive effects on company results and market positioning. II. Generic and Complementary Strategies Apple without a doubt uses a focused differentiation strategy. They are able to command premium prices by strategically marketing their products and adding features and functionality that customers...
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...Apple Case August 27, 2011 University of Maryland University College Janee Freemen Prof Carol Beam Business Intelligence: (BI) is information collected from multiple sources such as suppliers, customers, competitors, partners, and industries that analyzes patterns, trends,and relationships for strategic decision making. (Baltzan, p. 8) Customer Relationship Management (CRM) CRM stands for Customer Relationship Management. It is a strategy used to learn more about customers' needs and behaviors in order to develop stronger relationships with them. Good customer relationships are at the heart of business success. There are many technological components to CRM, but thinking about CRM in primarily technological terms is a mistake. The more useful way to think about CRM is as a strategic process that will help you better understand your customers’ needs and how you can meet those needs and enhance your bottom line at the same time. This strategy depends on bringing together lots of pieces of information about customers and market trends so you can sell and market your products and services more effectively. (Wailgum, T., What is CRM?, CIO Drilldown, retrieved from http://www.cio.com/article/40295/CRM_Definition_and_Solutions). Data Mining Sifting through very large amounts of data for useful information. Data mining uses artificial intelligence techniques, neural networks, and advanced statistical tools (such as cluster analysis) to reveal trends, patterns, and relationships...
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...Business Strategy Case: Apple inc. in 2012 Inleiding In het kader van de opdracht van Business Strategy voor de PTMSc Bedrijfskunde hebben wij aan de hand van de gestelde vragen deze business case uitgewerkt. De samenvattingen, strategieën en analyses die zijn gebruikt zijn uitsluitend gebaseerd op informatie vanuit de case Apple Inc. in 2012 uit de reader. De modellen die zijn opgesteld om conclusies grafisch te onderbouwen zijn opgesteld met informatie die in de case of in de bijlagen van de case gegeven is. 1. Historische concurrentievoordelen Het ontstaan van Apple is gestart door het ontwikkelen van een gebruikersvriendelijke computer en het inspelen op de behoefte van de klant. Het gebruikersvriendelijke is gericht op gebruikersgemak, eenvoud en ontwerpen voor een specifieke markt. De behoefte van de klant wordt niet alleen voorzien door deze propositie (figuur e), maar wordt ook vervuld door diversificatie van producten en software. De kern van Apple, gericht op de klant, is over de gehele tijd stabiel geweest, maar hun positie in de markt is relatief grillig verlopen. De verklaring hiervoor ligt in het onderscheidend vermogen en op de momenten waarop concurrentie de mogelijkheid kreeg om zich op te trekken aan Apple. De concurrentie kon vergelijkbare producten op de markt brengen tegen lagere prijzen, waardoor Apple zich opnieuw moest positioneren op de markt. In de periode vanaf 2000 is Apple ook gaan investeren in grote marketingcampagnes en is de propositie...
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...Apple case Synopsis: Headquartered in Cupertino, California, Apple is one of the most well known brands today. Apple didn’t just enter the market and become what they are today, the company had to go through a series of ups and downs which lead them to become a company with an estimated brand value of 153 billion. Apple first entered the public market in 1976 with the release of their first computer Apple I. Apple was profitable for a couple years and then they hit a slump. After a power struggle with the board of directors in 1985, Jobs was asked to leave Apple. 16 years later Apple was on the brink of bankruptcy, with a share price at $3.30. Jobs returned to Apple as an advisor, and then took control of the company as an interim CEO. Jobs brought Apple from near bankruptcy to profitability by 1998. Apple became successful for a lot of reasons but manly it used a market orientation strategy in which it was able to gather intelligence about customer’s current and future needs. As the new CEO of the company, Jobs oversaw the development of the iMac, iTunes, iPod, iPhone, and iPad, and on the services side, the company's Apple Retail Stores, iTunes Store and the App Store. The success of these products and services provided several years of stable financial returns, and propelled Apple to become the world's most valuable publicly traded company in 2011. In addition to revolutionary products Apple’s success in pricing, promotion, and distribution have also contributed...
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...Case 30 - Apple after Steve Jobs 1. Analyze Apple’s board structure. Are criticisms of Apple board justified? What changes would corporate governance reformers like to see and why? * Apple’s board structure: Steve Jobs was the CEO of Apple Inc. Timothy Cook (Chief Operating Officer) served as CEO of the company when Jobs was on medical leave for pancreatic cancer. Scott Forstall (Senior Vice President) was responsible for Mac OS X before being named vice president for IPhone software. Jonathan Ive (Senior Vice President) was recognized as the man who designed the IPod and many more of Apple’s most iconic products. Phil Schiller (Senior Vice President) was a well-known public figure. He was instrumental in marketing the iMac, iBook, iPod, and Max OS X. * Yes, the criticisms of Apple board are justified. * Corporate governance reformers would like to see if Apple will have more new ideas to create new technologies. They would like to see how the company will be when Jobs gone. Because they will try their best to keep the company develop and they can do a good job without Jobs. 2. Apple was extremely secretive about its succession plan. What were the benefits of this approach? Was the lack of transparency a breach of the board’s fiduciary responsibility to shareholders? * The benefits of this approach is “to ensure that its future was not as directly linked with Jobs playing such an active role in the company as he had in the past” (Case 30). This...
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...Apple Computer Inc,-2005 AAPL www.opple.com Apple's motto, "Think Differently," is a concept that the company does very well by creating innovative products that continue to define the world of computer design. Other computer manufacturers have attempted for decades to replicate the icono· clastic appeal of the Apple design. None have succeeded in the manner of Apple. When Steve Jobs assumed the post of CEO in 1998, he re-revolutionized the entire company. Apple introduced the iMac and iBook product lines for the more basic computer buyers and the Power Book and G series computers for the advanced purchasers. Apple continues to forge ahead in design with the introduction of the iPod digital music player and the iTunes Web site for the sale and download of music. Among giant rival firms, such as IBM, Apple is on the forefront of a revolution of technology, integrating music, images, and animation. History Founded in 1976 in a garage in Santa Clara, California, Apple is the brainchild of Steve Wozniak and Steve Jobs, two college dropouts who sought to provide a user-friendly computer to a new and distinct market of small computer users. Between 1978 and 1980, sales increased from $7.8 million to $117 million, and in 1980 the company underwent its initial public stock offering. In 1983, Steve Wozinak left Apple. That same year Steve Jobs hired away John Sculley from Pepsi to be the company's president. After experiencing several product failures, Apple unveiled the Macintosh...
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...APPLE CASE: Apple Inc. in 2010 Ipad: 2010: 3rd major innovation launched by Apple over last decade (revolutionary product). 80’s + 90’s: Mac personal computers. Late 80’s: Strong brand, rapid growth, high profits. 96’: almost went bankrupt. Then: Apple Computer=> Apple Inc + innovative non-PC products in early 2000s (=mobile device company). 2009 fiscal year: Iphone+Ipod= 60% of sales (total sales= $43 billion) Apple stock had risen more than 15-fold since 2003. -Macintosh sales growth: faster than the industry in recent years. -Apple’s share of the worldwide PC market had remained below 5% since 97. Apple’s History: Steve Jobs + Steve Wozniak founded Apple in 1976 which led to the release of the Apple II in 1978). Mission: bring easy-to-use computer to market. It sparked a computing revolution and Apple became the industry leader. 81: arrival of IBM which Apple’s competitive position. IBM PC was a relatively “open” system that other producers could clone (Microsoft DOS operating system + Intel microprocessor). Apple was practicing horizontal and vertical integration (no hardware license to 3rd parties). Apple marked a breakthrough in ease of use, industrial design and technical elegance but its slow processor speed and lack of compatible software limited sales (Apple net income fell by 62% between 81 and 84). IBM gained more market share and emerged as the new standard for the industry. 1985: Jobs was forced out and John Sculley recruited...
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...S w W12774 APPLE A1 Tom Watson wrote this case under the supervision of Professor Mary Crossan solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2012, Richard Ivey School of Business Foundation Version: 2012-03-05 APPLE INCORPORATED In the fourth quarter of 2011, Apple Inc. posted record results and overtook Hewlett-Packard as the world’s largest vendor of personal computers, thanks to booming demand for its tablet computer, which helped drive global industry sales to 120 million, up 16 per cent from the same period a year earlier.2 The Cupertino, California-based company’s sales of 15.4 million iPads and 5.2 million Macintosh computers accounted for 17 per cent of total shipments. Apple, which also sold 37 million iPhones during...
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