MKT 421 Marketing Plan Paper – Final Project

20 Oct No Comments

Marketing Plan Paper

Team

MKT/421

Date

Instructor

Marketing Plan Paper

This paper will focus on a new product from Apple called the ISight. Within this paper, it will give an overview of the organization and a description of the product. This paper will also include a SWOT analysis, the Porter’s five competitive forces model, the criteria that will be used to segment the market and select the target market including geographic, demographic, psychographic, and behavioral factors with a description of the target market. Also, the needs that cause the target market to buy including emotional and logical drivers. A written positioning statement that identifies:

The target market

The needs that drive purchase

The organization’s industry category

How the organization solves the target’s needs

The organization’s competition

What makes the organization different from its competition

Promotional strategy for the iSight

Initial budget plan

Ways to measure success

Ethical issues

Organizational Overview

Apple’s organization has an unorthodox approach to business, and its business model is unlike any of their competitors. Steve Job’s said of Apple’s business model in 2011, “One of the keys to Apple is that Apple is an incredibly collaborative company. You know how many committees we have at Apple? Zero. We’re organized like a startup; we are the biggest start-up on the planet.” Apple is a business, and economic juggernaut and Lashinsky says “the company now enjoys a market capitalization of half a trillion dollars, making it the most valuable technology company in the world. It is exceedingly global, with 424 brick-and-mortar stores in 16 countries and online sales in 39. It offers apps in more than 150 countries and 40 languages (2014).”

Despite Apple’s success, their ability to meet customers’ expectations, and being a company with more than $100 billion in revenue, Apple has a remarkably small product line. Apple has 30 different models with only four distinct lines. Although often cited as an innovator, Apple’s most successful products have rarely been the first of their kind. There were MP3 players before the iPod, and the firm was extremely late to the smartphone party. Instead, its genius lies in packaging the best of existing technology, making it ultra-desirable and pricing for margin (Company Vitae Apple, 2012).

iSight Product Summary

Apple’s commitment to innovation and priding itself on being a technological leader. Their unorthodox research and development style has spawned an iconic “i” moniker and a loyal customer base. Apple is not satisfied with being the king of tablets and “i” phones; Apple is looking for a new and exciting product line. Apple is not going to move into unfamiliar waters like a clothing line or partnering with an automotive manufacturer to gain exposure. Apple will remain in the tech industry and continue in the “start up” tradition which Steve Jobs was so proud of from Apple’s inception. Apple is developing a product that will be familiar to loyalist and will fascinate new users. The iSight is a pair of glasses with an iPad user interface.

The iSight is the new user wearable platform that Apple plans to exploit for its new product line, to work in concert with the iPad and iPhone. Similar to Google Glass ill-fated and bug-prone wearable technology, the Apple iSight will utilize the Apple OS, and include their voice interface, Siri. However, unlike the Google Glass, the iSight does not use optical cues and gestures to navigate; the iSight is voice operated and uses intuitive adaptation of the familiar Apple OS to enable applications or general interfacing using Siri. The iSight will retain the same out-of-the-box usability, and its user interfaces will have less clutter than the competition. As Lashinsky from Fortune Magazine stated about Apple’s customer experience, “perhaps most important (about Apple products), you didn’t need to read an instruction manual to use an Apple product. A seamless out-of-the-box experience was the company’s signature (2014).” The iSight, like many of Apple’s other products, will not have an instruction manual, because it does not need instructions. Open the box, put the iSight on and tell Siri what you want, it is that easy.

iSight’s abilities are not confined to standard tasking and web surfing. Combined with Apple Pay users can shop for goods and services and pay for them using the iCloud wallet just as you would using an iPhone or an iPad. Computer Weekly News speaks about the ease of using Apple products says, “Online shopping in apps with iPhone is also as simple as the touch of a finger. Users can pay for physical goods and services including apparel, electronics, health and beauty products, tickets and more with Touch ID (2014).” The iSight has the same Touch ID capabilities as the other Apple products, so the operations are seamless.

The setup of the iSight uses the iTunes software to download apps and music with the capability to upload pictures and video. The iSight uses a holographic display that is projected onto the lens of the glasses. The user can choose to use both lenses and a single lens to navigate through the applications and the Apple OS. The iSight also synchronizes with the user’s iPad or iPhone for expanded capability. The iSight has Bluetooth capabilities that can use the music and applications already stored on an existing iPad or iPhone.

Apple SWOT Analysis

The Strengths, Weaknesses, Opportunities, and Threats (SWOT) are important to figure out before delving into another innovative invention. The SWOT for the new iSight from Apple will show if this is a good business plan. Apple is already a successful brand, and adding another dimension to their product line would be favorable. Apple iOS operating system already spans over multiple devices and includes content and application. The finances of Apple are a plus because this gives them the opportunity to define the product iSight before releasing for production.

Apple already has some of the top innovative employees in the information technology field and at the same time already has the lab for the production of prototypes. One of the weaknesses is the high price of putting a computer within a pair of glasses and making it functional and stylish. Apple would face aggressive competition from well-funded and experienced peers and challenged by rapid technological advances in digital electronic devices. (Apple Inc. SWOT Analysis, 2015). Some of the competitors, Apple will face with the iSight product are Google Glasses, Microsoft HoloLens, Meta Pro, Vuzix, Recon Jet, Glasses Up and Telepathy One. (Swider, n/d).

The aggressive competition is also a threat to Apple exploring the idea of computer glasses. Google stopped production of their version of computer glasses recently but is said to be researching and developing a newer version. Other threats are the health and safety concerns of people not paying attention to where they are walking or driving while using the device. It could also have a threat of privacy of others by the user being able to record others without their knowledge.

Some of the competitors are offering another version of computer glasses to the Apple family. Another version would add another competitor to the computer glasses field, and Apple would get a piece of the income pie. Apple also has an opportunity to come out with a better looking design than some of its competitors. It is going to be tricky to get all the gadgets onto a pair of glasses and not come off geeky or invasive. Apple’s customized in-house chip design and well-integrated hardware, software, applications, and service equips the company with an ability to create high-quality products that are unmatched in the industry. (Apple Inc. SWOT Analysis, 2015)

Strengths:Favorable BrandSolid FinancesiOS base already established Weaknesses:High PriceExisting Competition
Opportunities:New Version of Computer GlassesBetter DesignSiri Voice Longer Battery Threats:Aggressive CompetitionHealth/Safety RisksPrivacy

Competitive Analysis using Porter’s Five Competitive Forces Model

With the Apple iSight, the organization uses the Porter’s five competitive forces model. The five competitive forces are the threat of new potential entrants, a threat of substitute products, bargaining power of suppliers, bargaining power of buyers, and rivalry among current competitors. The first area is the threat of new potential entrants; this refers to what other businesses are currently not competing in the same industry, but, if they had the choice would enter. With the new product that is being developed, the organization has to look at the different barriers. These barriers include brand loyalty, absolute cost advantage, and ease in distribution. The second area to look at is the threat of substitute products; this refers to other products having the ability to satisfy the customers’ needs effectively. What the organization needs to look at is the switching costs, the buyer’s inclination to substitute, price and performance, and trade-off of substitutes. The third area to look at is bargaining power of buyers; with this the organization has to look at their bargaining leverage, their buyer volume, buyer information, and price sensitivity. With the fourth area, bargaining power of buyers, Apple needs to look at supplier concentration, an impact of inputs on cost or differentiation, presence of substitute inputs and cost relative to total purchases in the industry. The fifth and last area to look at is rivalry among current competitors. Apple’s biggest rivalry for this product is Google. With Google being an extreme rivalry, they possess a strong threat to profitability. To determine the strength of the rivalry you have to look at the extent of exit barriers, the amount of fixed costs, the competitive structure of the industry, and demand conditions. Porter’s five competitive forces model will help in the development of the strategic decisions that the organization will make with the iSight.

Segment and Target Market Triggers

In today’s Market, the need for new products take a back seat to desire and is usually sparked by constant ads on television and the Internet to help plant that itch or want. The Apple iSight’s the same: it is a new product needing market exposure. The target market for the product has no defined geographical barriers, but will be focused toward the customer who wants the newest, fastest, coolest and best products available with little regard to demographics or lifestyle. Therefore, segmentation of the market will be based on substantial, differential, and accessible factors.

Substantial, differential, and accessible factors defines the market as one of desire, which turns to need, such as the professionals, fitness minded and “techy” students in the market who need functionality and efficiency to match their lifestyle and budget. The iSight glasses come in various colors, styles and designs to meet every budget. The Professional business men and women, health conscious adults and super “techy” patrons of all ages will have a choice on which one appeals to them.

The target market will be the existing and transitioning Apple customers, and while there will be no logical driver to purchase the Apple iSight, the emotional factors will drive the sales to surpass that of the iPad. Customers are always looking for the newest and easiest way to get their information right now. iSight’s cool design and the fast speeds and the differentiation of colors will intrigue the business professional. Additionally, the apps will keep their appointments, directions and much-needed contacts at voice command without taking out their phone, thus making the day more efficient. Fitness professionals and heath conscious individuals will now soon have apps the monitor heartbeat, meals and workouts immediately following a workout. As for the tech market, no explanation needed, they are driven by the desire to have and explore every new technological advance and have one up on their peers. The reason to release this product could be simple, the people want it. Whatever the next “it” is.

Target Market Description

The iSight has a myriad of application because it uses all the regular applications of the iPhone and iPad. The operation of the iSight is also identical to the iPhone and iPad with the exception of using Siri to navigate, so legacy users will be familiar with the iSight right out of the box. Legacy Apple users will be the target market for the iSight because of their previous loyalty to the Apple brand. There will also be a push to reach out to business professionals, the tech-savvy professional and trend setting young adults, as an effort to build a broader customer base. There may also be a need to interview customers do not choose the iSight to find out why, or what is not up to their liking. Apple must strive to try to get an unbiased, or non-customers view, as to why they are not currently purchasing this product.

iSight’s trendy design will attract people trying to make a statement or be the first to get the iSight look. Similar to the fanatical response to new iPhone releases, customers will line up to get the newest iteration of Apple design. The excitement built through targeted marketing will increase pressures on demand, especially if the iSight release is anticipated over a long period. Product teasers or information leaks to the public are strategically set up to entice customers even more. An example is the 2010 product release by a software engineer who was field testing Apple’s unreleased fourth-generation iPhone. The software engineer left the top-secret device sitting on a bar stool after drinking a German beer in Redwood City, California (Hughes, 2010). The attention of this one incident paved the way for the success of the iPhone4S.

Positioning Statement

Apple is an experienced organization known for its long-standing branding as a company ahead of cutting edge technology with a dedication to its customers. The technology providing by our company not only enhances the lifestyles of its customers but is always at the helm of a new product releases to ensure an updated productivity level for its consumers. As new products are ushered in, customers can be assured that they can reach customer service to answer all of their questions timely and easily to make the transition of their newly own product as smooth as possible. The Apple IOS is the only company to offer systems like Macbooks, iPhones and iPad with no real virus issues or concerns. The improved iSight using the same Apple IOS will also provide low-risk security and virus resistant performance.

The business professional market is our target market with a focus on big business, small business and the up and coming entrepreneur. Apple makes products that go from the house to the boardroom, to destination meetings. It is Apple’s mission to provide top-notch quality and affordable products. Although, there is a focus on the business professional, Apple is just as dedicated to providing products for the hip technologically savvy young adult movers and shakers, and creative individuals who need apps to edit, share and make vibrant presentations for both work and school. Our products and services are for the mobile, the mothers, the fathers, engineers and a host of all types of individuals.

With specialized apps for Apple products, our target markets can be easily shaped to fit the expanding customer base. Apple heard what the customer needed, and Apple strives to meet customer needs and exceed expectation for this product. iSight is the newer and bigger idea compared to our competitors best ideas, brought about by Apple’s innovators. Breakthrough capabilities are always forthcoming and are planned in the design of the iSight. Apple expansiveness provides music services in iTunes, IOS 8 cell phones, iPads, Macbooks and now the iSight. Apple products increase productivity and capability using applications specific to our products, featuring quicker connectivity and better optics. Customer service continues to evolve and to have an online customer service option, and an online appointment option makes sure we can serve all of our customers efficiently. Unlike our competitors, we are fully committed to listening to our consumers of all ages and moving the direction that fits their needs. We want to maintain our track record of excellence, reliability, and dependability. Business never stops and Apple customers do not have the time to be slowed down by less than capable systems, suffer connectivity issues, or a lack of appropriate applications to allow our customers to reach their full potential. Apple stands committed to being the best through our ability to innovate and proactive customer service stance.

iSight Operational Product Description

The iSight is a user wearable platform using the existing Apple iOS that works in concert with the iPad and iPhone. The iSight is a standalone platform and not an ancillary device to enhance Apple product users. However, using the iSight with other apple products does supply additional storage space and capabilities through Bluetooth or being physically connected. Using as a standalone system the iSight will utilize available WiFi signals for connectivity or utilize a user’s mobile device hotspot. The current version of iSight does not have the capability for wireless connections because of limited space and weight of a wireless routing system and antenna. The small iSight package limits antenna size and in turn impact wireless connectivity.

The Apple iSight, utilizes the Apple iOS, interfaces with Apple’s voice interface Siri to control functionality and navigation. Siri uses same intuitive adaptation of the familiar Apple OS to enable applications and manage navigation. Siri eliminates the use of hand gestures which may seem odd if used in public. Simple voice commands like “Siri open Safari” will open the Apple’s web browser. Simply telling Siri what you are looking for on the internet allows Siri to pull up several websites or search values. Siri will eliminate the choices by voice commands like yes/no or up/down on the list. Applications work in the same manner using the search feature within the Apple iOS. Similarly, Siri can open email and create an email by dictation and uses the contact list stored on the iCloud server.

iSight glasses construction is a head-up display design using dual configured liquid crystal on silicon substrate color system, and a LED illuminated display. The imagery routes through a display splitter to provide the ability to project images to a dual screen as a means to expand application topography and viewing ability. Conversely, single screen use will be magnified to keep the viewer in focus. Zoom functions will be controlled by Siri with commands of zoom in and zoom out. The single external function multiuse button consist an on/off, WiFi/Wireless connection, and manual dimming/bright and volume control. Audio is managed by a standard wireless ear buds or wireless headphones.

The iSight can be charged using the standard USB to 8-pin Sync and Charge cable. There is also an additional feature that allows for recharging from another Apple device. Best charging is seen between 32 to 95 degrees with battery degradation seen out of temperature range.

Best charge at 32° to 95° F (0° to 35° C) ambient temperatures

Battery life is typical using Apple’s lithium-ion battery technology with an operational life of 10 years. Apple’s unique battery allows for sporadic charging cycles with no impact to battery life.

The iSight construction is Apple proprietary construction with the standard Apple “fit, form and function” seen on all Apple devices. Carbon Fiber, stainless steel and aluminum are the base components because of durability and match the Apple motif. The designs look is a rendition of Fendi designs that match Apples utilitarian yet stylish look. Fendi has offered to design several iterations of glasses to fit the lifestyles of Apple customers. The user compatibility of the iSight will retain the same out-of-the-box usability, and its user interfaces will have less clutter than the competition. The setup of the iSight uses the iTunes software to download apps and music with the capability to upload pictures and video. The iSight also synchronizes with the user’s iPad or iPhone for expanded storage capability.

The Week asks a very poignant question about the competition and ultimately about iSight; “why would I want a Google glass (2012)?” The Week points out that the “applications could be endless: putting on your glasses in the morning as you eat breakfast, your map tells you there is heavy traffic on the route to work. On the drive to the office you pass a Starbucks and a Special Offer on coffee pops up on your screen. In the office, you frame people in your screen and Google+ them to see their profiles. All the while the earphones pipe through your favorite music (2012)”. The only break in action allows for a phone call or text. Those people are iSights target consumer, active and tech friendly people. Apple wants the customer that does not get over tasked and can control the flow of information and communication successfully as a way to enrich their lives instead of enslaving them to their device.

Not everyone has to be a busy professional or an overachiever needing to have the latest gadget to keep them happy. There are ordinary uses for the iSight and Corbyn from the Guardian puts it best: “I got my list by saying, “OK Glass, find a recipe for peanut butter cookies” to myself while standing in front of the vast and varied peanut butter section found in every US supermarket (2014).” Practicality will eventually win over consumers much like the Mac or PC, today you cannot function in society without being connected to something.

Marketing efforts and stage planning

Various marketing efforts have to be considered for products in various stages of our products life cycle. With the introduction of our product, we have to take into consideration development, building band awareness and advertising. Trademarking, price strategy, target marketing and promotional materials all need to be had in this stage. Building brand awareness with marketing and advertising is so important, this is where we will begin to introduce our products to consumers and begin to let your customers recognize your product. Pricing strategy plays just as major a part as advertising. Should it be high or low priced, is competition limited thus allowing for a higher priced item. The target market must be decided, where will it be sold? Low priced items quickly gain market share but high prices are better in a limited competition arena with a high cost to bring to market. Target marketing includes the distribution and location based on market research, we will target the easiest market to enter in first, in the business users. We will then use promotional items to inform the public that we have arrived. In the growth stage we will focus on our growing market share, while making sure our product is up to the best possible quality. As our product begins to grow we will stabilize pricing and ensure a valid cost price relationship that is reinforced by the current market. Expansion takes place in this areas, as we gain more recognitions we will see easier acceptance, causing a demand for our product. As we enter the mature stage here is where we will focus on holding on to market share and making as much possible profit as possible. What makes us unique? This is the biggest question that we will always have to keep asking ourselves. Repositioning and developing alternative competitive strategy may cause a slash in prices as long as it is an option. Have we any new features or benefits that can be added to our promotional materials? Declining stages, although we hate to think about it, does occur. Our product will become a commodity, typically in the decline stage we have to become the lowest cost provider. Will our product be worth continuing, but only if it can compete effectively. Researching customer needs and completion is crucial in this stage. Analyzing our competition to see what makes them successful, efficient and how are they producing above our current level and are they more efficient at producing the product.

The packaging that will be used for the iSight and how it will add value

When it comes to packaging products, this can be a powerful marketing technique to help move more products and add value. When talking about packaging, it refers to not just how the product is wrapped, but how the package is presented to your customer. Not only is good wrapped packaging needed, but it also need to offer an incentive along with the product, as in a bundle deal. With the iSight, the use of the glasses is a positive, but they are also compatible with the iPad, and iPhone along with Bluetooth compatibility. First, let us look at how the product is going to be wrapped/packaged for sale. The packaging will be protective of the glasses in order to reduce the cost of breakage. The packaging will be similar to all other Apple products, but will also include an eyeglass case for when the customer is not using them for added protection. The packaging will also be small enough to not take up a lot of space in the stores. The goal is to have the smallest size or amount of packaging that can be used, while optimizing the shape and design of the package. With the wrapping or packaging decided, next is to look at how to add value to the product with packaging. The fact the iSight is compatible with other Apple products, and offering a free eyeglass case with purchase, what other offer can be included? One idea can be to offer a data plan do you do not have to share the data of other devices when not using them. Another way to add value is to offer protection plans, customer support, and free updates. By adding additional value to the product, Apple can increase the price and conversion rates, and customer satisfaction. Customers are not just buying the iSight or just another Apple product; the customer is buying the end result.

The Appropriate Pricing Strategy for the iSight

The pricing of the iSight strategy will maximize market penetration. This will take the integration of competitor matching and the penetration pricing approach. The only competitor is Google with the Google Glasses. The factors and considerations in the strategies that will be used will be the following:

Pinpointing our Target Market

What is Google’ s price point

What is the position of the Google Glass

Maximizing profit

Maximize market share and customer retention

      Penetration pricing will have to be very cost conscious to insure longevity by concentrating advertising on the features and benefits of the much more advanced iSight. While also maintaining the concentrated interest of the customers of Apple products. This market group is the bread and butter of the launch. Launching a stable product at a reasonable price will be expected. Since, Google had a release of $1500 for beta testers and projected $299 for launch to the public, we will circumvent the beta testing cost and test within the company structure (Tofel, 2013). Apple will proceed to market and release the product at a Retail Value of $399 to coincide with other Apple accessories. This also keeps the price point close to the projection of Google Glass in the competitor matching model and removes the elevated initial price of the competitor’s product. As the market and competitors advance to rival the iSight pricing and focus will have to adjust to meet demand and expectations of the buyers.

Channels of Distribution to sell iSight

Apple will sell the iSight through indirect and direct channels of distribution. Apple will use intensive distributors to get into all current retailers currently selling Apple products where the proper contracts are in place. With the indirect channels, AT&T, Verizon, Amazon, Walmart, Target, and Best Buy being their top retail distributors, Apple cuts down on the cost of opening more stores to handle all their product and customers. With indirect distributors, they fill the gaps where Apple stores are not located, so the customer who are not within close proximity to an Apple store can still buy Apple products. Apple needs to make sure the indirect distributors are marketing the iSight correctly to get customers attention and to make sure the product is placed where customers can see it. If vertical conflicts like this arise, Apple will need to make adjustments quickly. With the retailers selling the iSight, the retailer can predict the needs for their customers buying habits and will make sure there is enough of the product available when it is needed for purchasing.

Apple will also provide the iSight through direct channel of distribution and carry the product in all of the Apple, Inc stores throughout the world. By offering the iSight in their own stores, Apple becomes more aware of the customers wants, needs and complaints in a timelier manner. By Apple offering the iSight directly, they are in a better position to adjust the marketing mix and to make sure all sales staff are completely trained on the product to help the customer. There could be a horizontal conflict by selling in house because the Apple stores sell all Apple products and the staff might not be pushing the iSight like corporate thinks they should. Apple will continue to sell products on line as well and we will make sure the iSight is marketed well through the Apple’s webpage.

Promotional Strategy for iSight release from Apple

Apple is not unique in their advertising strategy. With a few of their products, Apple’s public relations would leak word about a press conference or a teaser to get the media and writers discussing what could Apple be coming out with now? Apple will do the same with the new iSight and then wait until the last minute and make sure all stores, the internet sales and the retailers are completely stocked with the new iSight to hold an actual press conference where the product will be revealed to the media, along with an intended date for the product to go on sale. The media will be buzzing about the new Apple iSight until the release date and bloggers will be blogging and the word will get out. With the media channels saturated, and competition for customers intense, Apple’s name will go a long way with their loyal customers. “Apple has created a brand culture that has attracted a passionate brand community of followers who identify with the brand’s innovativeness, simplicity and coolness.” (Kaputa, 2012) Apple will advertise using the mass media approach, this including radio, magazines, newspapers, billboards and commercials will clearly explain the iSight, what it does, and the way it can help you adjust to life today. The iSight will be displayed in all stores and Apple will show it at the next 3 technical trade shows, including the one in Las Vegas and the one in Hong Kong. The packaging will be the same high quality that Apple is known for and include the Apple branding and the product will be ready for use straight out of the box, just like the other Apple products. The price will be the same, whether it is sold in Apple stores or retail stores and there will be no sales price or incentive.

The effect professional selling may have on your offering

After careful researching, planning, and marketing certain deliberations have to be taken into consideration. Our company must look at the effects of professional selling on our offering. Promotional selling is a strategic option for companies such as ours. This strategic move has a positive effect on marketing, but a question to ask when professionally selling, what is in the best interests for our Company? Building a rapport with customer’s sets up the building blocks for establishing and maintaining good relationships with consumers.  Good listeners, who anticipate the needs of buyer and thwart objections. Sellers ask questions and use suggestive language to engage and educate a buyer. The positive effects of professional selling has a direct impact on the sales numbers. Selling is another part of marketing our device.  Handling doubts while still closing a sale is important to how well a company can do. After a purchase people are more likely to tell a friend, a family member even a stranger about the item they purchased and about the level of customer service they received.   An organization must build a successful selling team for professional selling. These people are just as important as research and development. While we like to focus on positive effects there are some drawbacks. A large emphasis is placed on human to human interaction, the drawback is what if that sales person can’t close the sale?

An initial budget for your plan

When considering a budget, first we need to look at a few things. First we need to look at what budget we had for products that are similar in performance, and take what we have learned from that and use it to implement the budget for the ISight. Knowing our core costs, and having a budget estimate will help in determining our final budget. I think that our budget would be around 1 million to 1.5 million.

The methods you use will measure the success of your plan

Our product is on its way to be a success but we need to know that it will succeed, and having a method to know this is part of a good plan. First, efficiency measures, this looks at the productivity and cost effectiveness that is measured as ratio of outputs and inputs. Second, Outcomes measures, this is the end result of the Isight has met the targets proposed or demonstrate and standards along with benefit of function. Third, Quality measures, this will show the effectiveness of our product and show improvements in competence, accuracy, reliability, and compliance. Lastly, Project measures, this will be a stated as a percent complete of how the progress against an initiative. By using this method our success in our plan should be a successful.

Any ethical issues your marketing plan might have

The iSight will bring a new device to the market that is like no other. Marketing the product or bringing information to the public about the product should go without Ethical issues across the board. Some of these are easy to avoid, because they are easy to comprehend like, treating people with respect and not to steal.  Surely there will still be a few that will have to be discussed with Risk Management, but overall should not cause worry. These would include exaggerations, misleading the public and Ethical pricing.

Exaggerations about the product and what it brings to the table will be handle by development team to ensure only the real features and benefits will be presented. The company will also have to be sure to not mislead the public by offering services that the new accessory will not be able to handle. Most of these and other ethical items will be covered and avoided by way of disclaimers. The Disclaimers will highlight that the expected operation and intent for the iSight will have to that of the Company and that the company is not reliable for alternate results or operation sue to operator error or misuse. As for the ethical pricing the design and development team has done extensive research to insure the price point is on point.  The product itself will be manufactured with the best materials and personnel to justify the launch price and will also maintain its price integrity by eliminating price wars with a competitor that will not exist. The team and manufacture will have to stay diligent and sustain its integrity to ensure the success of this one of kind product. 

Conclusion

This paper has looked at the Apple iSight that uses the familiar Apple OS and user friendly applications and gestures, Apple is developing a new product so it will be familiar to loyalist and will fascinate every new user. Similar to Google Glass ill-fated and bug-prone wearable technology; Apple iSight will utilize the Apple OS to include their voice interface, Siri. This paper and the information provided will serve as the basis for the Marketing Plan used to launch the much-anticipated iSight. This paper also touched on the promotional strategy, the budget, success measures, and ethical issues with bringing the iSight to market. If we stick to our detailed plan, we will have a successful launch with a successful new product that will be the talk of the town.

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