Apple Inc. A 30 year business strategy A response to Harvard Business School Case Study 9-708-480 Apple Inc.‚ 2008 Abstract Apple’s fundamental business model has not changed since it first began business in the late 1980’s. While being a leader in innovation‚ Apple has consistently produced proprietary hardware and software‚ eventually leading to a loss of market share in any particular market they have ventured into. Even though it has learned from some mistakes‚ Apple’s actions in the
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Apple Case Study 1) General Environment Analysis (10 points) 1a. Identify what Apple’s primary industry or (industries—Apple is present in multiple industries) is (0.5point). Apple’s Primary Industries are: Personal Computers‚ Digital Music/Media‚ Computer Software‚ Handheld Gaming‚ Digital Reader‚ Portable Music/Media Player‚ and Telecommunication. 1b. Identify who Apple’s direct competitors (in multiple industries) are (0.75 point). Microsoft‚ Dell‚ Gateway‚ Alienware‚ Zune
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Abstract Apple Inc. (previously Apple Computer‚ Inc.) is an American multinational corporation that designs and markets consumer electronics‚ computer software and personal computers. Apple currently has 246 retail stores located in 44 states that employs over 27‚000 retail employees. Apple also employs over 304‚000 U.S. individuals from development to transportations. As of September 11‚ 2012‚ Apple is the largest publicly traded company ever. Apple has established a unique reputation in the
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Unit 1 Case Analysis: Apple‚ Inc.‚ 2008 Background Apple Computer‚ Inc. was created by Steve Jobs and Steve Wozniak in April 1976. It started as a computer software and hardware manufacturer. Apple Computer‚ Inc. is famous for having one of the largest and most loyal customer bases that have helped to make concrete consistent growth for the company (Yoffie‚ Slind‚ 2008). In 2007 Apple Computer Inc.‚ became Apple Inc. to mirror its expansion into the consumer electronics market while still
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focus with its employees. Strategic value of employees is high because employees are given high autonomy. In general all employees are highly unique. This is why Microsoft has always wanted to hire young and smart people. Young people are still more creative than older people‚ and can be shaped by the company. The lack of experience was seen as beneficial and trainings were given internally. This makes Microsoft’s staff knowledge based‚ and therefore human resource management has to be commitment based
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Csr in Apple Inc. Table of Contents 1 Executive Summary 2 CSR Background 2.1 Definition of CSR 2.2 Evolution of CSR 2.3 Emergence of CSR 3 Literature Review 3.1 Carroll’s CSR Pyramid 3.2 Purpose of the firm and how that shapes views on CSR 3.3 Arguments for and against CSR 3.3.1 Arguments Against 3.3.2 Arguments For 3.3.3 Summary of the key debates 4 Methodology 5 CSR at Apple Inc. 5.1 Apple’s profile 5.2 Reasons to engage in CSR 5.3 CSR policies at Apple Inc. 5.4 Type of CSR approach
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Apple‚ inc. and its international business essay I. Introduction 1. Brief Introduction of Apple‚ Inc. and its International Business Apple‚ Inc. was founded in 1977 by Steve Wozniak and Steve Jobs in the U.S. At that time‚ the main product of the company was personal computers. After a success in the personal computer field‚ Apple started to expand their product area. They sold Macintosh‚ computer software‚ Pippin‚ video game console‚ Newton‚ world first PDA‚ iPod‚ mp3 player and so on. Some of
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Apple Computer Inc Apple Computer‚ Inc. is a well-known designer and retailer of computer hardware‚ software and electronic entertainment devices. Apple began as a small personal computer manufacturing firm in 1976 with a vision to build computers that could be purchased by anyone. The company has now grown into one of the most powerful technology companies in existence. The path that led to the creation of a brand like Apple is a true testament to the level of innovation and the cultivation of
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Journal of Engineering and Technology Management‚ 8 ( 1991 ) 67-83 Elsevier Towards a new theory of innovation management: A case study comparing Canon‚ Inc. and Apple Computer‚ Inc. Ikujiro Nonaka Institute of Business Research‚ Hitotsuhashi University‚ Kunitachi‚ Tokyo‚ Japan Martin Kenney Department of Applied Behavioral Sciences‚ University of California‚ Davis‚ CA 95616‚ USA Abstract This paper argues that innovation can be best understood as an information process which is then
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‘Strategic Management’ is a very complex term as many eminent researchers and scholars have had different views and conclusions on strategy. According to White (2004)‚ “Strategic Management involves both systematically developing an idea together with its implications and testing the empirical validity & usefulness of that idea against the real world.” Thus strategy is not only about planning for future but also about confirming the validity of the hypothesis considered and implementing it successfully
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