Introduction
Recovering from economic failure or avoiding potential downfall often involves a complete revisualization of an organization. For many businesses, it requires recreating the corporate image and vision and utilizing strategic management to sustain competitive edge. Apple, Inc. is just one example of a company that constantly readdressed its strategic vision and image. During the 1990s, Apple suffered from its multiple changes in executive management and inconsistent strategies. Under Steve Jobs’s leadership, Apple’s vision was to be a continuous pioneer in the PC industry in order to become “an enduring company where people were motivated to make great products...a company that will stand for something a generation or two from now” (Katzenbach, 2012, para. 5). Unlike previous CEOs and much of the competition, Jobs continually strived to keep Apple innovative and exert cultural influence. However, this focus on innovation has forced Apple to continually adapt and offer new products to maintain a marginal advantage in an rigorously competitive industry.
The 1990s
In the early 1990s, Apple Computer was well received and uniquely valued by PC consumers. This enabled Apple to offer its products at premium prices. However, senior management realized that creating products valued as unique was not enough to sustain profitability. As IBM, its major competitor, dropped prices, Apple needed to alter its business strategy by offering “products and prices designed to regain market share” (Yoffie & Slind, 2008, p. 3). Apple Computer then went through numerous changes in corporate leadership, employed strategies to sustain profits including lowering operating and manufacturing costs, alterations in software platforms, and engaged in joint venture opportunities. During this time, Apple introduced new products that catered to the needs of the market, such as