...Doing Business in Japan Japanese Leading Brands Vs. US Winning Japan Market MBA Iris 2012 Business with Japan January 26, 2013 Overview The Case Study Only a half decade ago the portable computer-laptops industry had thrive with the variable sizes, multifunctions, different weight, thickness and colors, manufactured by different vendors. (DELL, HP, Sony, Samsung, LG, Asus ...) Early 2007 when Apple introduced the first iPhone to the US market, there were already many kind of Smartphones in the market (HTC, Palm, Samsung..) but non of them created such a customer experience as the iPhone did. The iPhone became the ultimate portable office in the pocket of its owner. Sending and receiving emails and instant messages became easier, browsing content at the internet and navigation as well plenty application and capabilities. Everyone realized that the man with the iPhone will win – the iPhone became a big advantage for any business man. In addition, the leisure culture starts changing. The ease of browsing internet content with the iPhone anywhere, accessing Facebook and reading emails was significant. Playing gaming at you free time with the iPhone became an addiction to everyone. Apple with great precision has read the map and introduces the first iPad on 2010 which became a game change in the portable PC industry. With a larger screen size, the iPad was the ultimate entertainment...
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...“differentiate or die” (Jack Trout) has died. Today the global brands don’t strive to differ from their competitors in everything and at any cost. As an example, let’s have a global look at the business of mobile phones. In June 1998 Ericsson, Nokia, Motorola and Psion established their own International Strategic Alliance, a private independent company called “Symbian”. Symbian Ltd. is an independent, for-profit company whose mission is to establish Symbian OS as the world standard for mobile digital data systems, primarily for use in cellular telecoms. So, the three biggest mobile phone companies at that time and Psion, a mobile PC company, created a new way for competing and differentiating. Today Symbian Ltd. is owned by Ericsson, Nokia, Panasonic, Samsung, Siemens and Sony Ericsson. Figure 1 shows the percentage of shares of each shareholding company: Figure 1 Shareholding companies of Symbian and their percentage of shares Source: Symbian Ltd. – Company Ownership, http://www.symbian.com/about/ownership.html Levels of product differentiation Porter has suggested that most industries contain strategic groups of close competitors – groups of firms within an industry that follow the same strategies or ones that have very similar dimensions. For example, similar strategies might include the targeting of the same market segments, the use of identical or similar technology and the employment...
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...Strategic Management Case plus Case Answer – Apple’s Profitable but Risky Strategy Case study Apple’s profitable but risky strategy When Apple’s Chief Executive – Steven Jobs – launched the Apple iPod in 2001 and the iPhone in 2007, he made a significant shift in the company’s strategy from the relatively safe market of innovative, premium-priced computers into the highly competitive markets of consumer electronics. This case explores this profitable but risky strategy. Note that this case explores in 2008 before Nokia had major problems with smartphones – see Case 9.2 and Case 15.1 for this later situation. Early beginnings To understand any company’s strategy, it is helpful to begin by looking back at its roots. Founded in 1976, Apple built its early reputation on innovative personal computers that were par-ticularly easy for customers to use and as a result were priced higher than those of competitors. The inspiration for this strategy came from a visit by the founders of the company – Steven Jobs and Steven Wozniack – to the Palo Alto research laboratories of the Xerox company in 1979. They observed that Xerox had developed an early version of a computer interface screen with the drop-down menus that are widely used today on all personal computers. Most computers in the late 1970s still used complicated technical interfaces for even simple tasks like typing – still called ‘word-processing’ at the time. Jobs and Wozniack took the concept back to Apple and developed their...
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...Strategic Management Case plus Case Answer – Apple’s Profitable but Risky Strategy Case study Apple’s profitable but risky strategy When Apple’s Chief Executive – Steven Jobs – launched the Apple iPod in 2001 and the iPhone in 2007, he made a significant shift in the company’s strategy from the relatively safe market of innovative, premium-priced computers into the highly competitive markets of consumer electronics. This case explores this profitable but risky strategy. Note that this case explores in 2008 before Nokia had major problems with smartphones – see Case 9.2 and Case 15.1 for this later situation. Early beginnings To understand any company’s strategy, it is helpful to begin by looking back at its roots. Founded in 1976, Apple built its early reputation on innovative personal computers that were par-ticularly easy for customers to use and as a result were priced higher than those of competitors. The inspiration for this strategy came from a visit by the founders of the company – Steven Jobs and Steven Wozniack – to the Palo Alto research laboratories of the Xerox company in 1979. They observed that Xerox had developed an early version of a computer interface screen with the drop-down menus that are widely used today on all personal computers. Most computers in the late 1970s still used complicated technical interfaces for even simple tasks like typing – still called ‘word-processing’ at the time. Jobs and Wozniack took the concept back to Apple and...
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...SWOT Analysis SWOT analysis is a tool which enables the organization to understand its position in the market. Therefore, here are the SWOT Analysis of Samsung to that give an idea of how the company is operating in currently. Strengths * Samsung is very advanced technologically. It has heavy assets of technology. It is known for its technologically advanced products such as mobile phone, tablet, TV/audio/video, camera, camcorder, home appliance, pc, peripherals, printer, memory cards and other accessories. * Samsung heavily invest in technology, product design and human resource. This is because human resource plays a major role for the success of every organization. If without human resource, there will be no product can be produced. Therefore, Samsung gives more important to the human resource. * Samsung is the best in terms of design features and technology. It was the first to introduced dual screen mobiles , 65k TFT/LCD colour phone, first phone with polyphonic ringtones, phones with rotating lens, thinnest and lightest note pad etc. * Samsung always makes innovations and tries to improve their products to attract more customers and seek more market share. It attracts customers by offering new and innovative design through understanding the customers by considering the types of designs which are suitable to customers and what they want or asked about. Weaknesses * Samsung does not charge high price for its products. Therefore, people often relate the...
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...Beats Heard Round the World March 18, 2013 Beats Heard Round the World Over the years, the way people listen to music has changed tremendously. Before the days of the iPod and smartphones, radio and vinyl records were the predominant way to listen to music. Next came cassettes, then compact discs, and the most recent, mp3 players. And as the media we use to enjoy music has evolved, so has our needs in terms of the listening quality. Music enthusiasts expect good quality all around when it comes to music and as a result, started trends that have changed purchasing patterns. In recent years, vinyl records have seen an increase in sales. Ever since the introduction of iPods, ear buds have been the way to listen to music. However, recently we have seen a rise in the use of over-the-ear headphones. Beats by Dre have seemed to be the most popular in the United States and I believe they could do well in the markets of Europe and Asia. Although they are present in other foreign markets, due to their popularity, there is much opportunity for this product in Asian and European markets. One of the ways to measure the value of these headphones is by analyzing its customer value equation. In the Principles of Marketing textbook, the customer value equation is “described as a ratio between perceived benefits to price. […] When customers perceive a balance between the value given—money—and the value received—the goods or services—they perceive a good value” (White, 2012). Now, Beats...
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...Tablet computer iPad (1st generation), a tablet computer A tablet computer, or simply tablet, is a mobile computer, larger than a mobile phone or personal digital assistant, integrated into a flat touch screen and primarily operated by touching the screen and instead of using a physical keyboard it often uses an onscreen virtual keyboard. A tablet computer may be connected to a keyboard with a wireless link or a USB port. Convertible notebook computers have an integrated keyboard that can be hidden by a swivel joint or slide joint, exposing only the screen for touch operation. Hybrids have a detachable keyboard so that the touch screen can be used as a stand-alone tablet. Booklets include dual-touchscreens, and can be used as a notebook by displaying a virtual keyboard in one of them. An early information tablet concept, named the Dynabook, was described by a Xerox scientist Alan C Kay, in his Aug 1972 paper: A Personal Computer for children of all Ages, the paper proposes a touch screen as a possible alternative means of input for the device. The first commercial portable electronic tablets appeared at the end of the 20th century. In 2010, Apple Inc. released the iPad which became the first mobile computer tablet to achieve worldwide commercial success. The iPad used technology similar to Apple's iPhone. Other manufacturers have produced tablets of their own including Samsung, HTC, Motorola, RIM, Sony, Amazon, HP, Microsoft, Google, Asus, Toshiba, and Archos. Tablets use a variety...
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...Introduction Research In Motion (RIM) had a modest beginning with an ambitious vision. Today, more than 20 years later, that ambition and vision has translated into success. RIM is one of the world’s leading designers, manufacturers and marketers of solutions for the mobile communications market. Through development and integration of hardware, software and services, RIM’s portfolio of award-winning products now includes the BlackBerry® wireless platform, the BlackBerry Wireless Handheld™ product line, software development tools, radio-modems and software and hardware licensing agreements. Take a few minutes to tour our history and gain an understanding of where we came from, how we got to where we are today. 1984 • RIM is founded by University of Waterloo engineering student Mike Lazaridis (President and Co-CEO) and University of Windsor engineering student Douglas Fregin (Vice President, Operations) 1988 • RIM becomes the first wireless data technology developer in North America and the first company outside Scandinavia to develop connectivity products for Mobitex wireless packet-switched data communications networks 1990 • 1991 • 1992 • RIM introduces the DigiSync™ Film KeyKode™ Reader RIM introduces the first Mobitex protocol converter (MPC) RIM introduces the first Mobitex point-of-sale solution, a protocol converter box that interfaces with existing point-of-sale terminal equipment to enable wireless communication 1993 • • 1994 • • 1995 • 1996 • ...
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...DARE TO DISRUPT!! DARE TO DISRUPT!! Theme: Means to tackle disruptive innovation Name: Prasun Kumar Das PGPM Participant, Batch 1114 Information Management S. P. Jain Institute of Management & Research Mobile - +91 7506793925 DISRUPTION – The New Age Competitive Strategy Everything is fair in love and war; and competition in a business environment is like a cold war. Innovation has always been the major strategy used by businesses around the world to stay competitive. The traditional paradigm of innovation was to improve the performance of the existing technology, thereby steeping up the performance trajectory. However, value creation for customers may be much simpler than high performing technology. There is always a threshold level till which customers can absorb and appreciate which the traditional paradigm fails to address. This has lead to a gradual shift in paradigm, over the last five decades, from a continuous performance improvement to that of something called ‘Disruption’. Clayton Christensen coined this term and today it has become a big buzzword. He identified ‘Disruptive Innovation’ as a product or service, so compelling in nature that everyone rapidly abandons their current way of doing things to this new approach. IT has been the big enabler of this disruption. The fundamental aspect of disruption is to use the right benchmark, which becomes additive with time. When that happens, we find entire product lines – even the whole market...
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...Executive Summary: In the report, we addressed the Nintendo's external and internal analysis. We analyzed the years from 2010 to 2014. First, we briefly introduced the company and the most notable events. In the external analysis, we applied some of the most-known applications to evaluate the external environment of any given company. That includes PESTEL, Michael Porter's five forces model and SWOT analysis. We also evaluated the internal factors of Nintendo taking into account its financial statements through the past four years. In addition to some financial ratios such as net profit margin, current ratio, debt ratio, inventory turnover and assets turnover. Finally, recommendations have been placed based on the internal/external analysis from our perspective as a Chief Operating Officer of Nintendo. Introduction: Nintendo is a multinational consumer electronics company located in Kyoto, Japan. It is considered as the world's largest video game company by the value of its revenue. Fusajiro Yamauchi founded it on1889; where it originally produced handmade playing cards. In 1963, the company was trying several small niche businesses, including cab services and love hotels. The company relinquished the previous ventures in favor of toys in the 1960s, Nintendo. In the 1970s, it developed into a video game company, substantially becoming one of the most effective in the industry and Japan's third most-valuable listed company with high market value. Nintendo of America is also...
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...Marketing Plan Samsung Mobile Phone Marketing Management December 4th, 2013 Executive Summary Samsung is a South Korean multinational conglomerate company headquartered in Samsung Town, Seoul. It comprises numerous subsidiaries and affiliated businesses, most of them united under the Samsung brand, and is the largest South Korean chaebol (business conglomerate). Samsung was founded by Lee Byung-chul in 1938 as a trading company. Over the next three decades the group diversified into areas including food processing, textiles, insurance, securities and retail. Samsung entered the electronics industry in the late 1960s and the construction and shipbuilding industries in the mid-1970s; these areas would drive its subsequent growth. Smartphones and mobile phones are ubiquitous in business and everyday use today. Virtually every executive and individual contributor uses one or more of these devices to access email and websites while away from their desk or for simple everyday use. The mobile market continues to be the cornerstone of growth and innovation for the mobile tech industry. Samsung has done an excellent job of marketing itself in the past five years. This marketing plan focuses on the many broad aspects of Samsung as a mobile phone company and outlines some of the things that Samsung can do and has done to improve it’s operations and cut costs to become a more powerful and profitable company. Current Marketing Situation "Inspire the World, Create the Future”...
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...Why the connected experience revolution is yet to be televised Tony Duarte Connected TVs and second screen experiences have disappointed. Why? Where does the future lie and how to get there? This white paper considers the answers. © 2013 – All rights reserved Fluxx Ltd. | 11th March 2013 fluxx.uk.com Table of Contents Executive Summary The Connected Dream The Fragmented Reality Consumers Broadcast Industry Connected Device Technology Smart TVs Mobile Devices Synchronisation and Mobile Payments Future Imperfect Smart TV Second Screen Advertising and Retail Sociable TV Steps Towards the Connected Dream Living the Dream Appendix 3 4 5 5 6 8 8 10 12 13 13 14 16 17 18 21 23 Why the connected experience revolution is yet to be televised 2 Executive Summary Connected experiences which seamlessly fuse second screens and connected TVs have been ‘the future of TV’ for so long it almost feels like a returning series. Playing along with a quiz show; requesting a product sample during an advert; taking a breakfast news feature with you on your morning commute so you can finish watching; all could be routine. Despite the enablers and technology being in place this seismic shift in the viewing experience stubbornly refuses to mainstream. Why? A number of obstacles stand in the way: • Consumers brought up on a passive, linear TV experience show ingrained lean-back behaviour • The broadcast industry can be risk averse and ambivalent about commissioning multiplatform...
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...ting Touch Light Connected Television Gennadiy Khurgin Confidentiality Agreement The undersigned reader acknowledges that the information provided by _______________ in this marketing plan is confidential; therefore, reader agrees not to disclose it without the express written permission of _______________. It is acknowledged by reader that information to be furnished in this marketing plan is in all respects confidential in nature, other than information which is in the public domain through other means and that any disclosure or use of same by reader, may cause serious harm or damage to _______________. Upon request, this document is to be immediately returned to _______________. ___________________ Signature ___________________ Name (typed or printed) ___________________ Date This is a marketing plan. It does not imply an offering of securities. 1. Executive Summary 1 2. Situation Analysis 2 2.1. Market Summary 2 2.2. The Market 3 2.3. The Company 5 2.3.1. SWOT Summary 5 2.4. Competition 8 2.4.1. Direct Competition 8 2.4.2. Indirect Competition 9 2.4.3. Product Offering 9 2.4.4. Distribution 10 3. Marketing Strategy 11 3.1. Mission 11 3.2. Marketing Objectives 12 3.3. Financial Objectives 12 3.4. Strategy 12 3.5. Target Market Strategy 14 3.6. Positioning 14 4. Marketing Mix 15 4.1. Pricing 15 4.2. Product Marketing 16 4.3. Promotion...
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...9 -7 1 6 -4 0 1 JUNE 25, 2015 DAVID B. YOFFIE ERIC BALDWIN Apple’s Future: Apple Watch, Apple TV, and/or Apple Car? Since the release of the iPod in 2001, Apple had been probably the most successful technology company in the world. It revolutionized three businesses in the next 10 years: music, smartphones, and tablets. When Steve Jobs died in 2011, it was up to his successor, Tim Cook, to revolutionize the next set of industries. In 2015, Cook appeared to have three potential targets: watches (wearables), television, and cars. All three were bets on highly uncertain futures. Watches were off to a promising start in their first quarter of shipments, but it was far too early to declare victory. Television seemed ripe for disruption, but many firms had tried and failed to change the TV landscape. And cars, of course, represented the biggest opportunity as well as the biggest leap for Apple. Financially, Tim Cook and his team were unconstrained: Apple was the most profitable company on the planet in the fourth quarter of 2014, generating $18 billion in net income (Exhibit 1). However, Steve Jobs had famously said that Apple’s success came “from saying no to 1,000 things to make sure we don’t get on the wrong track or try to do too much. We’re always thinking about new markets we could enter, but it’s only by saying no that you can concentrate on the things that are really important.”1 The big questions for Tim Cook and his team included: Were watches, TVs,...
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...Interbrand: Daniel Diez: (212) 798-7729 Daniel.Diez@interbrand.com Porter Novelli for Interbrand: Alan Marcus: (212) 601-8443 Alan.Marcus@porternovelli.com INTERBRAND RELEASES 13TH ANNUAL BEST GLOBAL BRANDS REPORT Coca-Cola retains the #1 spot — Apple jumps to #2; Facebook enters Top 100 as Google overtakes Microsoft NEW YORK, New York, October 2, 2012 – Coca-Cola, Apple and IBM lead Interbrand’s 13th annual Best Global Brands report. While Coca-Cola retained its #1 position, Apple jumped to #2 with stellar sales in both developed and emerging markets over the last year. Social media giant, Facebook (#69), enters the report after making headlines as the third largest IPO in US history, and Google (#4) experienced a 26% increase in brand value over the last year, exceeding rival Microsoft’s (#5) brand value for the first time in the history of Interbrand’s report. Interbrand, the world’s leading brand consultancy, publishes its Best Global Brands report of the world’s 100 most valuable brands on an annual basis. Interbrand’s methodology - the first of its kind to be ISO certified – analyzes the many ways a brand touches and benefits an organization, from driving bottom-line business results to delivering on customer expectations. To develop its report, Interbrand examines the three key aspects that contribute to a brand’s value: • The financial performance of the branded products or service • The role the brand plays in influencing consumer choice • The strength the brand...
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