Essays on The Management of an Organization of Microsoft and Apple Case Study

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The following paper under the title 'The Management of an Organization of Microsoft and Apple' is a great example of a management case study. Management strategies are combinations of analysis, decisions, and actions that an organization implements so as to create and sustain a competitive advantage. In other words, it is an analysis of strategic goals like the mission, vision, and objectives, then the management makes the decision like what industry to indulge in and how to compete in it, and finally, actions are taken towards the actual implementation of the strategy.

The management of an organization is obligated to creating competitive advantages in the market which are unique and very valuable to them but very difficult for their competitors to copy or even substitute (Gawer & Henderson, 2007) It is therefore noteworthy that, strategic management involves what an organization might do if given opportunity in its environment, what is want to do given the values and power from the decision-makers, and finally what it should do if give the ethical and legal values in which it is operating on (Aghion, Harris, Howitt & Vickers, 2001).

The main objective of every organization is to create a good market playground and maintain it; however, competition is dynamic and every increasing in most fields. These calls for organizations coming up with strategies that will enable them to achieve their goals with or without competition (Aghion, Harris, Howitt & Vickers, 2001) Microsoft and Apple are two rival companies and each one works very hard to dominate a larger market share. Both companies have interests in computers throughout the word. Microsoft concentrated on software early enough while Apple concentrated on mobile computing as a market avenue (Wingfield, 2006). To maintain a competitive edge both companies implement management strategies with the aim of commanding the biggest market share in the computing field. Human resource management Apple and Microsoft believe that their success depends on the workforce.

Employees are valued in both companies for they are the provider of quality efficiency, responsive and innovation aspects in the company (Sharma, Wingfield & Li Yuan, 2007) In Apple, the human resource department works under the notion that they provide the best personnel so as to ensure superior performance.

Employees are obliged to producing high-quality work. They ensure that their hiring is in line with their corporate strategy and objectives (Sharma, Wingfield & Li Yuan, 2007). Microsoft's success is also attributed to the effectiveness of its workforce. The hire intelligent, not necessarily experienced fro colleges and also experienced ones from other companies. They focus on employee satisfaction, employee rewards for motivation, and retraining programs for they believe in employees retaining for successful innovations. Market penetration Microsoft enjoys a very big market share commanding more than 90% of the operating systems business worldwide.

It has continually expanded and updated its products which have increased demand of the same among software buyers throughout the world (Pavlou, 2007) Microsoft uses distributional channels all over the world who distribute their well-known software and applications through original equipment manufacture (OEM) channels, retail channels by means of independent distributors and dealers, direct marketing to corporate, governmental and educational customers (Pavlou, 2007) Microsoft products are offered at a low cost resulting in a monopoly (Etro, 2004). Apple launched its retail initiative in 2001 and has been opening Apple stores throughout the world.

Operating their own stores, they are capable of controlling their customer retail experience to the advantage of their operations (Sharma, Wingfield & Li Yuan, 2007) In the stores are qualified and knowledgeable personnel who provide post-sale advice support.

References

Aaker, D., Robert J., (2001), “The Value Relevance of Brand Attitude in High-Technology Categories,” Journal of Marketing Research, 38, 485-493.

Aghion, P., Blundell R., Griffith R., and Howitt, P. and Prantl, S. (2009). The Effects of Entry of Incumbent Innovation and Productivity,” The Review of Economics and Statistics. vol. 91(1), pages 20-32.

Aghion, P., Harris, C., Howitt, C., & Vickers, J. (2001) Competition, Imitation and Growth with Step-by-Step Innovation,” Review of Economic Studies, Blackwell Publishing, vol. 68(3), pages 467-92,

Berndt, E. and Rappaport, N. (2001). Price and Quality of Desktop and Mobile Personal Computers: A Quarter-Century Historical Overview,” American Economic Review, American Economic Association, vol. 91(2), pages 268-273,

Cusumano, M. (2010). Technology Strategy and Management: The Evolution of Platform Thinking.Communications of the ACM 53, (1): 32-34.

Dedrick, J., Kraemer, K., & Linden, G. (2010). Who profits from innovation in global value chains? A study of the iPod and notebook PCs”. Industrial and Corporate Change 19(1): 81-116.

Etro, F. (2004). “Innovation by Leaders”. The Economic Journal, Vol. 114, No. 495: 281-303 (23).

Gawer, A. & Henderson, Rebecca (2007). Platform owner entry and innovation in complementary markets: evidence from Intel. Journal of Economics and Management Strategy, 16 (1), 1-34.

Gordon, B., (2009) A Dynamic Model of Consumer Replacement Cycles in the PC Processor Industry” Marketing Science 28(5), pages 846-867.

Linden, G., Dedrick, J., Kraemer, K.L. (2011). “Innovation and Job Creation in a Global Economy: The Case of Apple’s iPod.” Journal of International Commerce and Economics, 3(1), 223-239.

Pavlou, G. (2007). On the Evolution of Management Approaches, Frameworks and Protocols: A Historical Perspective, Journal of Network and Systems Management, Volume 15, Pages 425-445

Sharma, A., Nick Wingfield, Li Yuan. (2007) “How Steve Jobs Played Hardball In iPhone Birth,” Wall Street Journal, p. A1.

Wingfield, N., (2006), “'Boot Camp' May Boost Sales of Apple's Macs,” Wall Street Journal, 6 April, 247(80), B1B4.

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