Table of Contents
2.0 Overview of Apple.
3.0 Five big problems faced by Apple.
4.0 Environmental and Competitive Analysis of Apple Inc.
5.0 Identify and describe the possible strategic paths for Apple Inc 2017/18.
5.1 Apple Inc Vision/Mission.
5.2 Apple Inc Aims and objectives.
5.3 Apple’ Positioning for 2017/18.
5.4 Ansoff Growth Matrix for Apple 2017/18.
5.5 Bowman’s Strategic Clock.
6.0 Discuss Apple Inc’s creativity and innovations in its strategic performance.
6.1 Importance of innovation and creativity in businesses’ strategic performance.
6.2 The uniqueness of Apple’s product design elements.
Shape, color, design, features of Apple products with their relevancy as well as usefulness to the customers
Brand position of Apple in customers mind in compared to competitors.
7.0 Critical evaluation of research findings.
Strategic management plays a significant role in a business’s success. For making effective strategic decisions for the business, the decision-makers need to analyze the business environment and its competitive advantages (Johnson et al., 2014). The strategic management team also needs to evaluate innovations and creativity in products and services in comparison to competitors, when they make any strategic decision for the business (Kotler et al., 2014). This essay focuses on strategic management issues in terms of a specific business environment, Apple Inc.
This paper first conducts an analysis of Apple’s business environment and its competitive positions in section 2.0. Then, the essay uses a number of models and theories to recommend Apple Inc to make its strategic decision in section 3.0. Next, the essay evaluates the innovations and creativities of Apple’s products and services in section 4.0. Following this, the essay outlines what the researcher has learned from this assignment and how the researcher has contributed to the Group Discussion. Finally, the essay concludes the research findings in section 5.0.
2.0 Overview of Apple
Apple Inc is one of the leading global technology companies founded by Steve Jobs in 1976 in the US (Apple Inc, 2016). Apple operates in most of the countries over the world and serves millions of customers every week online and offline with the support of about 115,000 devoted and dedicated workforces. The key products of Apple are computer software, consumer electronics, online services, iPhone, tablet computer, iPad, Apple Watch, Mac personal computer, iPod portable media player (Apple Inc, 2016). Apple has been the world’s biggest IT company by total assets and revenue and third by the mobile phone manufacturer. In 2016, the total revenue of Apple Inc has been $233 billion. In addition, it has enjoyed brand loyalty with improved brand equity worth $118.9 billion (Elliott, 2014).
3.0 Five big problems faced by Apple
Cloud Services: Apple has launched iCloud and it has worked reasonably well so far. There was the initial launch of it which marred with issues but they seemed to work their way around them. Today, most people think that, just because they built some big server farm. The question is — does Apple have enough cloud talent inside the company to continue to grow and develop iCloud? It’s debatable. Very few people know that, when iCloud launched, it relied heavily on Amazon (AMZN) Web Services and Microsoft (MSFT) to deliver their first cloud functionality. As Facebook (FB) and Google (GOOG) continue to develop these services, they have a lot of in-house knowledge on scaling these up. Apple – at present – does not (Jackson, 2013).
Internet Services: This has received some attention quite a bit over the last few months on blogs and in the press and it deserves to. Apple is again taking a go-slow and grind it out approach to these. MobileMe didn’t work. Apple Maps didn’t work. Sadly though, consumers seem to be getting more and more impatient in waiting around for Apple. Google was never perfect out of the blocks with their Internet Services but they do seem to be on a roll lately. Apple does need more external talent with these skills injected into the organization. Yahoo (YHOO) could be a great fit and Marissa Mayer would be an ideal head of Apple mobile Internet Services. Mail, Flickr, and their core properties would fit very well into prominent positioning in iOS. As Mayer has been saying of late, the Yahoo properties map on very well to the top 10 list of activities of what people do most on mobile.
Social: Tim Cook said in an AllThingsD interview last year that Apple has to be social but that doesn’t mean it has to own a social network. However, that’s not at all obvious. From an internal skill set perspective, it’s not obvious that Apple can understand social and take advantage of its evolution from here, without having a lot of internal talent who live and breathe social. Twitter has been often talked about as a great way for Apple to inject social into its lifeblood if they were to acquire it. I’m in favor of this approach as well. The two companies have been working closely since first deeply integrating Twitter into iOS 5. However, the biggest concern among Valley insiders I discussed this idea with last week was: the big differences in culture between the two companies. How do you keep what’s special on Twitter if it’s swallowed up by Apple? And that leads to the next point.
Can Apple really do any big outside acquisitions successfully? Everyone knows that they haven’t done any big multi-billion dollar acquisitions of outside companies, but the question is: could they – even if they wanted to? It’s not at all clear. Apple has of course made it a major focus and selling point for the new iPhones starting last year. Apple needs real technology transfer of core cloud, internet services, and social skills into the company. And this leads to the last problem.
Does Apple really think it has any weaknesses? Apple’s culture is tremendously secretive. They also have tremendous talent there. But the DNA of the company is really just working away in silence away from the eyes of others. The Apple Way is pretty simple: work really hard — for years even – and then dazzle the public when you reveal it finally. If Apple makes a mistake – like MobileMe, Ping, or Maps – their modus operandi is public self-flagellation and works twice as hard. The solution has never been: let’s make a big splashy outside acquisition to fill in this hole…………………………..