Strategic Analysis of Apple Inc
Strategic analysis of Apple inc * * Table of contents * 1. History of Apple inc 2. Analysis of strategy * 2.1 Applying Porter’s strategy framework to Apple Inc * 2.2 future strategies 3. Recommendations 4. Leadership/culture 5. Appendix 6. References * * * * * * * * * * * * * * * * * * * * 1. History on Apple Inc *
Apple Inc. is an American corporation founded in 1976 that was one of the early pioneers of the PC and has recently been at the forefront of next-generation devices. In the past Apple was a pioneer in PC technology before losing out to the Microsoft and IBM driven PC industry. It has stepped into various different markets including the cellular and portable MP3 device markets to open up new opportunities and gain a competitive advantage over many of its competitors.
Central to Apple’s success and upswing is Steve Jobs and his strong leadership and vision based on continual technological innovation and intelligent marketing strategies. Apple has begun to change the computing and next-generation device industry and can sustain this growth only if they continue to utilize effective marketing coupled with innovative thinking. In regards with their marketing Apple must continue to focus on a diversification and cost effective strategy that continues its innovation into new technology based device markets. It must continue using its strong development background and move to explore new developing markets along with continuing to ‘open’ up their products to more universal use and working with corporate partners in unlocking their products’ full value for the customer.
Apple has three different but very unique and important revenue streams driven from their three main products, the iPhone, iPod and the Mac. In regards with this the company is subject to various different external and internal factors that
Apple Inc. is an American corporation founded in 1976 that was one of the early pioneers of the PC and has recently been at the forefront of next-generation devices. In the past Apple was a pioneer in PC technology before losing out to the Microsoft and IBM driven PC industry. It has stepped into various different markets including the cellular and portable MP3 device markets to open up new opportunities and gain a competitive advantage over many of its competitors.
Central to Apple’s success and upswing is Steve Jobs and his strong leadership and vision based on continual technological innovation and intelligent marketing strategies. Apple has begun to change the computing and next-generation device industry and can sustain this growth only if they continue to utilize effective marketing coupled with innovative thinking. In regards with their marketing Apple must continue to focus on a diversification and cost effective strategy that continues its innovation into new technology based device markets. It must continue using its strong development background and move to explore new developing markets along with continuing to ‘open’ up their products to more universal use and working with corporate partners in unlocking their products’ full value for the customer.
Apple has three different but very unique and important revenue streams driven from their three main products, the iPhone, iPod and the Mac. In regards with this the company is subject to various different external and internal factors that
References: * Apple (2008a), Annual Report – 2007-08, Official Apple Website, (Accessed 29th November, 2008) * * AirGuide (2008), Company Watch Honeywell Aerospace, Enhanced Coverage Linking, AirGuideBusiness.com, October 13, 2008, Business & Industry News ISSN: 1939-666X * * Apple (2008b), Corporate Social Responsibility Report – 2007-08, Official Apple Website, (Accessed 29th November, 2008) * * Belfast Telegraph (2006), The new Europe ; Day of welcomes as 10 countries join EU, Mary Fitzgerald, Belfast: May 1, 2004. p. 1 * * Datamonitor (2008), Company Profile – Apple Inc, Datamonitor International * * Daily Mail (2008), Enhanced Coverage Linking Google sets tone for phone wars with launch of the G1, (London), October 23, 2008 Thursday1ST Edition, James Doran Pg. 81 * * Fredrick et al., (2005), The Apparel and Textile Industry after 2005: Prospects and Choices, Harvard Centre for Textile and Apparel Research * * HENRY KRESSEL AND THOMAS V. LENTO (2008), Innovation is not enough, The Star-Ledger (Newark, New Jersey), April 6, 2008 Sunday, SECTION: PERSPECTIVE; Pg. 1 * * Interbrand (2008), List of top 100 Brands – 2007/08, Interbrand.com (Accessed on 29th November, 2008) * * Kelly, Gerard H. (2006), An Evaluation of the European Union 's Emissions Trading Scheme in Practice, European Environmental Law Review, Jun2006, Vol. 15 Issue 6, p175-185, 11p * * Porter, M. E. (1980), Industry Structure and Competitive Strategy: Keys to Profitability, Financial Analysts Journal, Jul/Aug80, Vol. 36 Issue 4, p30-41, 12p * * Rosenhead, J. (2006), Rational analysis for a problematic world revisited: problem structuring methods for complexity, uncertainty and conflict, 4th ed., Wiley * * The Evening Standard (2008), US bank giant will go under, warns ex-IMF economist; (London), August 19, 2008 Tuesday, NICK GOODWAY, SECTION: Pg. 28 *