...Case Study: iPod to IPad: innovation and entrepreneurship at Apple Q1)What are the market segments indentified by Apple and their relevance over the years? Apple identified four key segments within the market: -Business, -Creative Professionals, -Education , -High end cosumers In 2000, 75% of the sales were to the traditional business and professional markets. The first ipod was launched in 2001 later followed by a 10 GB version. In 2003, the ITunes Music Store opened. Access to music and downloads became easier. By 2009, the situation had reversed with 60% of sales in the consumer markets of education, students and the broader consumer market. The search for consumer product in 2001 was the cause of this dramatic turn around. Prior to the launch of Ipod, Apple wanted to enter the market for consumer digital devices. They found the market for Digital MP3 players was relatively under developed with no big players involved and significant design flaws in the products on offer. Apple chose music on the move since the market potential was huge and no one had got the right recipe. Price was no barrier to Apple. By tradition the company tended to follow a premium price entry model. They understood that the Key success factors in the market were design, size, capacity, battery life, software and download facility. Apple were looking for creative professionals to satisfy the above criteria and seized the opportunity to hire Fadell who had ideas for a brand new MP3...
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...companies which who succeed in entrepreneurship by new innovation and creation. This paper has two parts, first part explains about entrepreneurship by quoting some famous definition. Second part illustrates a short discussion about the examples that I choose to define the entrepreneurship the best. The examples that I select for doing this research is Nike and Apple the famous American multinational companies. The second part explains about the principles of entrepreneurship in relation to these companies. Last part illustrates the recommendation and conclusion that I reached at the end of this research. 2. WHAT IS ENTREPRENEURSHIP? According to < Coulter, M., (2003), 2nd Edition > Entrepreneurship involves creating change to adjusting, adapting and modifying one’s personal repertoire, approaches and skills to meet different opportunities available in the environment. The definitions of entrepreneurship help to obtain a clearer understanding of what is involved. According to < Morris 1998 > Entrepreneurship is concerned with unique combinations of resources that make existing methods or products obsolete which led to new innovation. Entrepreneurship is the skill and risk taking ability of an individual person or a group of people to combine the factors of production to produce a good or service < Kuratkao, D. F. and Hodgetts, R. M., (2007), Book -Entrepreneurship: Theory, Process, and Practice >. In economics, entrepreneurship combined with land, labour...
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...organization. In the telecom industry, leadership plays a vital role for transformation and trust among the customers and the company (Dowling, S. 2010). The main role is the leadership styles of various leaders in the mobile industry. This paper discusses and analyses the leadership style of Steve Jobs at Apple Incl. Apple is known for high innovation and employee satisfaction. The company is main contributor to the design aspect of the modern computer and smart-phone industry. The main contributor to the same is Steve Jobs. Steve through transformational leadership and through people oriented attitude created the Apple Inc. The company is known for simplicity and high performance devices (Dowling, S. 2010). The company faced various challenges from the competitors at its times, but the leadership style of Steve Jobs, helped the company to survive and grow in aspect of innovation and revenues. The company is known for Mac computers, iPhones, iPods and iTunes for high performance and simple design. In all aspect the founder Steve Jobs is considered as the father of innovation at Apple Inc (Dowling, S. 2010). This paper tries to understand the strategy taken by Steve during his reign at Apple Inc and the ways suggested by him to make company as a world leader in its foray. As per management gurus there are seven leadership styles, but the most important is the transformational leadership style. It helps the company to transform from one phase to another without any losses. Steve Jobs followed...
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...The Implementation of Effective Organisational Change: Apple Inc. Simon Karuku Freelancing Table of contents Introduction…………………………………………………………………………………..4 SWOT Analysis ……………………………………...…………………………………… 5 i) Internal environment: Strengths……………………………………………………………..5 Ii) Internal Analysis: Weakness………………………………………………………………..5 iii) External Environment: Opportunities……………………………………………………....6 iv) External Environment: Threats……………………………………………………………..6 PESTL Analysis………………………………………………………………………………...7 i) Political factor analysis……………………………………………………………..7 ii) Economic factor analysis……………………………………………………………8 iii) Social factor analysis………………………………………………………………...8 iv) Technological factor analysis………………………………………………………..9 v) Environmental factor analysis………………………………………………………..9 vi) Legal factor analysis…………………………………………………………………10 Strategies used by Apple…………………………………………………………………………10 i) Diversification…..……………………………………………………………………10 ii) Research and Development…………………………………………………………..11 1. Brand positioning strategy………………………………………………………12 2. Product positioning strategy……………………………………………………..13 3. Pricing strategy…………………………………………………………………..14 Key Principles of Change Management needed by an organization……………………………14 1. Effective leadership……………………………………………………………..15 2. Effective Management…………………………………………………………..15 3. Stakeholder, Ethics and Governance…………………………………………….16 References……………………………………………………………………………18 List...
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...BUS 620 The New Apple With the ever evolving and extreme fast pace of technology the question looms as to what is in store for Apple Inc. as the company deals with the loss of the cofounder of the organization for the second time. The loss comes this time not from resignation but from separation due to the passing of Steve Jobs. Steve Jobs a pioneer in the technology field the Co-founder, Chairman and CEO of Apple passed away in 2011 (Apple.com). When Steve Jobs came back to Apple in Loss of Steve Jobs With the loss of Steve Jobs what is left behind is a legacy of entrepreneurship and charismatic style and very influential leadership. As Steve has moved on the Apple organization has a need to remain competitive within the market on all levels of products and services offered by the company. In order to remain competitive the continuation of operating the organization in the same fashion will be important as Apple can learn from past experiences without Steve Jobs. Steve stepped down as Chairman of Apple in 1985 after being placed in that position by the co-founder John Sculley. John Sculley was frustrated with Jobs leadership and management style and by placing Jobs in the role of Chairman Jobs could not make any decisions regarding the company (McCracken 2011). This frustrated Jobs and thus he stepped down. Downward Turn With an ever changing evolving business there is uncertainty. When Steve left Apple the first time in 1985 there was uncertainty in the...
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...June 2015 TERM PAPER Apple Inc. has without a doubt revolutionized the world of consumer electronics in the 21st Century. As the company became more customer-focused and improved its lean manufacturing model, it has to rise to the organizational challenges of becoming a leading global company in its industry. As Apple has reinvented its products, it has reinvented their organizational structure as well. The following is an analysis of Apple at an organizational level: its culture, leadership, ethical practices, and the use of power and political behavior. It is important to understand these factors because they represent a real-life learning opportunity for anybody involved in organizational management, based on one of the most recognized and successful companies of our time. Innovation is definitely at the core of Apple’s success. It was the first company to introduce a Personal Computer and the first and currently the leading company to introduce mobile technology such as the iPod, the iPhone, and the iPad (CITE). However, Apple was not always the leading company in profitability. It struggled behind the more affordable Microsoft. It is interesting to note that as Apple struggled or succeeded with selling its products, it also made changes within their organizational structure. Throughout its history, Apple’s success has been influenced by its leadership, most famously of its co-founder, Steve Jobs. When one thinks of Steve Jobs, innovation comes to mind, which is at...
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...marketing strategies. (CI #2) ECONOMIC: Domestic Market Apple (iOS capable) phones are losing market share to Android capable phones. (CI #3) EXTERNAL ENVIRONMENT: Foreign Markets The Apple Corporation is criticized for manufacture issues and the lack of ability to acquire market share from foreign competitors overseas. (CI #4) SOCIAL ENVIRONMENT: Technological The Apple Corporation constantly faces criticism for various technological and security issues. I. CURRENT SITUATION A. CURRENT PERFORMANCE 2013 was a rough year for the Apple Corporation, closing the fiscal year down 29.1%. Despite the record breaking release of the iPhone 5S and 5C and a total revenue of $170 Billion, up 9.55%, net income was only $37 Billion, down 11.25% from the previous year. The Apple Corporation’s market share in smartphones was only 12.9% and 18% in application downloads. The Apple Corporation controls only a relatively small section of the computer market, but its market share has grown with the decrease in sale of windows machines. B. STRATEGIC POSTURE 1. Mission a. As of 2013: “Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and is defining the future of mobile media and computing devices with iPad.” b. Prior to 2013: “The company is committed to bringing...
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...0 150 15 Know Both the Big Picture and The Details 100 0 100 10 150 100 150 100 150 100 Combine the Humanities with The Sciences Stay Hungry, Stay Foolish 150 100 HBR.ORG ILLUSTRATION: TREVOR NELSON The Real Leadership Lessons of Steve Jobs Six months after Jobs’s death, the author of his best-selling biography identifies the practices that every CEO can try to emulate. by Walter Isaacson April 2012 Harvard Business Review 93 THE REAL LEADERSHIP LESSONS OF STEVE JOBS “The people who are crazy enough to think they can change the world are the ones who do.” —Apple’s “Think Different” commercial, 1997 HIS SAGA IS the entrepreneurial creation myth writ large: Steve Jobs cofounded Apple in his parents’ garage in 1976, was ousted in 1985, returned to rescue it from near bankruptcy in 1997, and by the time he died, in October 2011, had built it into the world’s most valuable company. Along the way he helped to transform seven industries: personal computing, animated movies, music, phones, tablet computing, retail stores, and digital publishing. He thus belongs in the pantheon of America’s great innovators, along with Thomas Edison, Henry Ford, and Walt Disney. None of these men was a saint, but long after their personalities are forgotten, history will remember how they applied imagination to technology and business. In the months since my biography of Jobs came out, countless commentators have tried to draw ...
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...well as in Germany. First there is internal analysis of Samsung than external analysis will follow, which will focus on the Netherlands and Germany. Samsung wants to introduce this product in an already very competitive market, the MID market (Mobile internet device). One of the main competitors of Samsung, Apple, is already active in this market and Samsung wants to know how they will be able to compete. Samsung has always been a very innovative and technical company. Right now their technical and innovative strengths are there main competitive advantage. Samsung has a global product structure, with its main focus on their different product lines. Samsung has a geocentric predisposition, with subsidiaries all over the world. Table of Contents Preface 2 Management Summary 3 Internal analysis 7 Organizational Structure 7 Innovations 8 Technical superiority 10 New product possibilities and opportunities 10 Patents 11 Technologies 11 Finance 11 Quality of top and middle management 12 Company culture 12 Strategic goals/Strategies 12 Company values of Samsung 13 Core values 13 Business principles of Samsung 13 Entrepreneurship 13 Planning 14 Management of workforce 14 Personnel 14 Attitude and Motivation 14 Marketing 14 Product quality 14 Width/ depth assortment 15 Target Group 16 Internationalization 16 Positioning 17 Pricing 17 Distribution 18 Quality of promotion 18 Strengths and weaknesses 18 Strengths 18 Weaknesses...
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...create a paradigm shift in the technology world. Jobs was adopted as an infant by a middle class family and grew up in California’s Silicon Valley, where as a teenager, he was exposed to tinkering with his father in the family garage, which in 1976, became the birthplace of Apple Computer (Jobs, 2012). As an executive, Jobs had a temperament that was not always welcomed in the professional atmosphere. Shortly after he began Apple he was asked to leave by the Board of Directors and friend, John Sculley, CEO of Apple Computer. This was a blow that Jobs did not take lightly, and in order to maintain his dream and vision, he started a new software company, called NeXT. Eventually Apple Computer purchased the failing company, only after Jobs returned to Apple Computer in 1997, as the CEO. He replaced Gil Amelio, who replaced John Sculley only three years before (Nair, 2012). In 2007, Apple Computer became Apple, Inc., so the world would know that Apple was not just selling computers (Finkle, 2010). Jobs’ leadership traits, charismatic leadership style and charismatic leadership traits are analyzed. The communication style of Jobs as a charismatic leader is also discussed. Jobs had the creativity and innovation traits of a charismatic leader and these topics are also briefly discussed. The combination of autocratic and entrepreneurial leadership styles are what best describes Jobs’ leader behavior (Dubrin, 2010). Jobs’ leader...
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...of the government. Domestic firms may export their products or not. Domestic firms may license foreign firms to conduct the domestic firm’s foreign business. Domestic firms are not protected from international competition. Purely domestic firms must understand the multinational nature of business today. Globalization and Creating Value in the Multinational Enterprise To become a successful multinational enterprise requires (1) an open marketplace, (2) high quality strategic management (the ability to manage people and see profitably productive opportunities) and (3) access to capital. (See Exhibit 1.1). An Open Marketplace is another term for Free Trade or free movement of labor, capital, technology, innovation and entrepreneurship. Strategic Management is the ability to see business opportunities and attract the...
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...California, U.S.[2] | Nationality | American | Alma mater | Reed College (dropped out in 1972) | Occupation | Chairman, Apple Inc. | Salary | US$1[3][4][5][6] | Net worth | $8.3 billion (2011)[7] | Board member of | The Walt Disney Company,[8] Apple, Inc. | Religion | Buddhism[9] | Spouse | Laurene Powell (1991–present) | Children | 4 | Relatives | Mona Simpson | Signature | | Website | Steve Jobs | Steven Paul "Steve" Jobs (born February 24, 1955) is an American business magnate and inventor. He is co-founder,[10] chairman, and former chief executive officer of Apple Inc.[11][12] Jobs also previously served as chief executive of Pixar Animation Studios; he became a member of the board of directors of The Walt Disney Company in 2006, following the acquisition of Pixar by Disney. He was credited in the 1995 film Toy Story as an executive producer.[13] In the late 1970s, Jobs, with Apple co-founder Steve Wozniak, Mike Markkula,[10] and others, designed, developed, and marketed one of the first commercially successful lines of personal computers, the Apple II series. In the early 1980s, Jobs was among the first to see the commercial potential of Xerox PARC's mouse-driven graphical user interface, which led to the creation of the Macintosh.[14][15] After losing a power struggle with the board of directors in 1985,[16][17] Jobs resigned from Apple and founded NeXT, a computer platform development company specializing in the higher-education and business markets....
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...performance? Strategic Management: A Core Concern for Apple The Opening of the Apple Store Image courtesy of Neil Bird, http://www.flickr.com/photos/nechbi/2058929337. March 2, 2011, was a huge day for Apple. The firm released its much-anticipated iPad2, a thinner and faster version of market-leading Apple’s iPad tablet device. Apple also announced that a leading publisher, Random House, had made all seventeen thousand of its books available through Apple’s iBookstore. Apple had enjoyed tremendous success for quite some time. Approximately fifteen million iPads were sold in 2010, and the price of Apple’s stock had more than tripled from early 2009 to early 2011. Saylor URL: http://www.saylor.org/books Saylor.org 4 But future success was far from guaranteed. The firm’s visionary founder Steve Jobs was battling serious health problems. Apple’s performance had suffered when an earlier health crisis had forced Jobs to step away from the company. This raised serious questions. Would Jobs have to step away again? If so, how might Apple maintain its excellent performance without its leader? Meanwhile, the iPad2 faced daunting competition. Samsung, LG, Research in Motion, Dell, and other manufacturers were trying to create tablets that were cheaper, faster, and more versatile than the iPad2. These firms were eager to steal market share by selling their tablets to current and potential Apple customers. Could Apple maintain leadership of the tablet market, or would...
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...Samsung: Uneasy in the Lead By ERIC PFANNER and BRIAN X. CHEN December 23, 2013 Lee Kun-hee, the man who built the most successful, most admired and most feared business in Asia — a $288 billion behemoth that is among the most profitable in the world — had a message for his employees this year: You must do better. At other companies, congratulations might have been in order. His companies were headed to another extraordinary year. But this was Samsung, the South Korean industrial group that Mr. Lee, an elfin man with a stubborn will, transformed from a second-rate maker of household appliances into a conglomerate with a flagship electronics business that has left most rivals eating its silicon dust. There would be no pat on the back for Samsung’s 470,000 employees. Instead, in June, he sent a companywide email sternly urging them to raise their game. “As we move forward, we must resist complacency and thoughts of being good enough, as these will prevent us from becoming better,” Mr. Lee, who is 71, wrote. Samsung’s management, he said, “must start anew to reach loftier goals and ideals.” Two decades earlier, having taken over the company from his father, Mr. Lee met with dozens of his executives and gave them a similar order, one that remains embedded in company lore: “Change everything but your wife and children.” That message was effective. Samsung’s sales are equal to about one-quarter of South Korea’s economic output. Samsung Electronics, the flagship, posted $190...
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...know that a threat is coming. You need to know whether it’s coming right for you. by Maxwell Wessel and Clayton M. Christensen 56 Harvard Business Review December 2012 PHOTOGRAPHY: NASH BAKER Surviving Disruption HBR.ORG Maxwell Wessel is a fellow at the Forum for Growth and Innovation and a senior researcher at Harvard Business School. Clayton M. Christensen is the Kim B. Clark Professor of Business Administration at HBS. D SPOTLIGHT ON HOW TO MANAGE DISRUPTION Disruptive innovations are like missiles launched at your business. For 20 years we’ve described missile after missile that took aim and annihilated its target: Napster, Amazon, and the Apple Store devastated Tower Records and Musicland; tiny, underpowered personal computers grew to replace minicomputers and mainframes; digital photography made lm practically obsolete. And all along we’ve prescribed a single response to ensure that when the dust settles, you’ll still have a viable business: Develop a disruption of your own before it’s too late to reap the rewards of participation in new, high-growth markets—as Procter & Gamble did with Swiffer, Dow Corning with Xiameter, and Apple with the iPod, iTunes, the iPad, and (most spectacularly) the iPhone. That prescription is, if anything, even more imperative in an increasingly volatile world. But it is also incomplete. Disruption is less a single event than a process that plays out over time, sometimes quickly and completely, but other times slowly and...
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