Generally, the paper "Apple Strategic Decisions" is an outstanding example of a business case study. Not long ago, Apple was a minor player in the personal computer segment. In just a little over a decade, it grew to be one of the most talked-about companies in the smartphone and electronics segment. Most of the products that it developed revolutionised the electronics industry in return for which it created a niche market for its product line and brand equity that just proverbially got impregnable. This report is about this great company. Executive summary A line of followers, a legion in their own right; that s what Apple commands.
The company is about design, features, user-compatibility, high price and stylish use of hardware and software. Apple has been a rage and still maintains control over the market. It is about this, the company's strategies, its strengths and weaknesses, opportunities and threats that this report is all about. Business level strategy Apple has been utilising very different business models and strategies within the marketplace. As part of its core strategy, it banks on high-end products that are highly anticipated.
The creation of anticipation itself is one of its niche business-level strategies. Initially, Apple was very careful about its tablet and mobile market releases by traditionally allowing for development cycles that were long were full of anticipation and had something new to showcase in terms of technology and innovation with each new product or improvisation of the one that was popular in the past. This strategy was particularly true of Steve Jobs' times. This strategy has been termed as “ based on Schumpeterian entrepreneurship and churned out families of radically new products that marry art and technology; and turning market niches into mass markets" by a Professor and Chair of the Department of Economics at LIU Post, Dr Panos Mourdoukoutas (Mourdoukoutas, 2012). Jobs would walk an extra mile and do really hard work in selling innovative, brand new products and make their entry the most anticipated one in the most difficult but extremely niche markets.
These products were a blend of technology and art so succinctly put together that they offered exemplary, streamlined and simple user experience. This strategy paid Apple huge dividends and skyrocketed the company to being reckoned with and to the forefront of smartphones.
The Apple wave, it can be deduced, thus began in 2007 with the iPhone (Travlos, 2012). The company gained an edge over the rest by innovating further on the product that had become the choice of millions and made itself quite a rage in the tablet market thereafter. This led to a steady and very loyal customer base for which Apple would become a statement rather than only a company which provided them with a peep into what smartphone technology was capable of doing. During Jobs' period, the company would use one large cycle of innovation and then come up with a product, whose parallel would be difficult to find in the market, and ride its wave for yet another cycle.
This was done by coupling with another strategy of selling in yearly periods when the company would make the earlier versions of the same product cheaper to buy. It would further work on customer retention by bundling its products, particularly the iPhone, with other offerings like iTunes; something that helped customers double iPhone as even iPods for all purposes and intents.
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