Strategic Plan, Part 3: Strategic Evaluation

21 Aug No Comments

Strategic Plan, Part 3: Strategic Evaluation

STR/581

Introduction: Strategic Evaluation of Apple

The strategy of Apple can be classified as differentiation of products. The international technology company clearly defines its products and services by simple but elegant architecture and innovative technologies. Apple Incorporated was introduced to the consumer market in 1977 and began working in technologies. Over time, Apple lost certain competitive advantages over competitors because of differences in management views and internal changes. Apple’s main focus is on their devices; their best-selling iPod phones, iWatch, Apple TV, MacBooks, iTunes and related apps. Apple’s market share has declined by five percent despite continued innovative products, but consumer demand for smart phones and computers can be said to be continuing to grow over the next several years.

In this paper, I will analyze tactics of the business level, the corporate strategy and the global approaches for Apple Incorporated and address the plan. Strategic evaluation is an essential tool for assessing the success of your company in relation to its objectives. This is an important way of focusing on successes it shortfalls and is also helpful to re-examine the targets that could have been achieved in different circumstances at a different time.

Potential Business Level Strategies for Apple Inc

Focus on design and functionality of products.

Apple has incorporated advanced capabilities and features for its products and services to its competitive advantage in keeping with its business strategy. Apple’s array of advancements contains the first of its kind to store thousands tracks with a quick skip through albums, but not restricted to the launch of an iPad. One part to Apple’s competitive advantage is its first mover advantage. It must be said that it is difficult to maintain Apple’s competitive advantage from the long run. Actually, it may not be feasible for management to guarantee that new versions of its goods integrate innovative features and power, thus undermining its competitive advantage.

Strengthening Apple ecosystem.

In a way in which an organization has specialized experience in applications, equipment, and facilities, it can be described by Apple business strategy as vertical integration. One of the main factors separating Apple from the market is vertical integration. The organization benefited enormously from its vertical integration. In particular, Apple’s ecosystem, which is enabled by such integration, has an important competitive advantage.

Software and Apple devices can easily sync and work together. Easily. There is no variation between user interfaces, however, the same objects aren’t combined with other goods of businesses, producing the like of a closed environment. Apps function together for several Apple devices. The architecture of Apple generates challenges for its companies to perform. The ecosystem also offers the opportunity to draw on existing customer partnerships and deliver additional products and services.

Potential Corporate-Level Strategies for Apple Inc.

The approach at corporate level is distinct than all other forms of management research (market entry plan, strategy of business unit, etc.). It’s far tougher to do, and that’s for a particular reason. Corporate approaches of Apple include the near diversification of items, including home computers, personal computers, mobile phones, music stores and applications, at moderate and high levels in their respective markets. In addition, a high integration combination of personal computing and entertainment ensures that it is more efficient in production and delivery of goods, while remaining profitable, at relatively competitive prices.

The value of this diversification approach is that consumers may achieve a high quality and performance level on their chosen commodity as the goods are tightly compatible and work with the same operating system. A further corporate strategy involves the creation of strategic alliances to take advantage of economies of scale, using expertise information and reduce risks and costs. AT&T for iPhone, Windows for applications that is to be used on Mac and Intel for CPUs may be among the partnerships that Apple has joined.

The overall strategy and intensive growth strategies of Apple Inc. are directly related to the pricing, marketing and other corporate strategy of the company. In addition to Samsung, Facebook, Amazon, Microsoft, Cisco, HP, Lenovo, Samsung, IBM, Nokia, Huawei, LG, and Walmart with its delivery of products, Vudu, Apple reveals that the commodity approach is the key driver of the market.

Potential Global Level Strategies for Apple Incorporated

A company is committed to a global strategy to compete and expand on the world market. In other words, when they want to expand internationally, strategy companies pursue. The program a company has built for the expansion beyond its boundaries is referred to as a global strategy. In specific, the goal is to maximize international sales of goods or services. Regardless of where you are, products from Apple are the same. They use the same clean and minimalistic design worldwide for their products, advertising and website. All Apple iPhones have the same functionality. Whatever language you choose, the visuals of the website are the same.

Apple has been characterized as the international marketing “one size fits all,” but that’s not valid. Each time anyone communicates with the business or its ads, their loyalty can rely on a positive customer experience. Wherever this person lives or from the community he or she is, Apple and her goods will come from the same idea. Here is the thing: without venue, there is no way to ensure such a seamless and high-quality service in different languages and cultures. Apple Incorporated uses a one-size-fits-all strategy for marketing and product placements because it enables it to operate in several countries and decisions based on technological requirements. As many other firms, Apple Incorporated searches into new and emerging products, and aims to pursue untapped potential.

Strategic Implementation Recommendation for Apple

The broad-based differentiation approach of Apple brings a competitive advantage to the company. Differentiating product features and architecture helps the company to dominate the industry by innovating technologies. The core business of Apple Inc. is creativity. Nonetheless, the business must be actively entering the markets to strengthen the execution of this standardized competitive advantage approach. In developing countries where the corporation’s market reach for its IT products and services is limited, this recommendation is particularly relevant. Product development is the key strategy for Apple Inc.’s intense progress. In this technology company, market penetration and market growth have lower priority.

Conclusion

In order to not just gain competitive advantage but also work profitably, technology companies need to be very intense in strategies. The company’s businesses are also very competitive. Organizations should follow business policies and tactics that render them more appealing to their clients.

Apple Inc. has introduced a corporate-level approach that emphasizes on cost control and competitiveness and has become a leading company in almost all areas of business with large market share in items such as Mac computers, iPhones, iPads, iTunes and software stores. The company works well with its approach to uniform product design and retail stores, in which customized facilities are provided.




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