Strategic case analysis creates an interpretation of real world experiences that can be used to differentiate strategic management. Complex problems are created within the business environment. Integrative techniques of management can be used to analyze issues with a great degree of accuracy. In this analysis, established firms will be evaluated in terms of their ability to address inherent business problems. The requirements of evaluating alternatives for contemporary marketing and operations decision making can be used to create better standards of operation throughout the research and business management process (Dess et al., 2010).
In this analysis of Apple, the success factors as well as inherent competition standards that contribute to their strategic management planning and process of development. Analysis, action and synthesis are inherent to this infrastructure. Decision-making and evaluation are equally important in order to address incumbent challenges to the industry that Apple must address (Dess et al., 2010).
Apple is profitable because of their innovative strategies of development. With a multidimensional presence in mixed markets of consumer electronics, Apple has sustained development in various environments. Apple’s focus on personal computers has generated products that are consistently overpriced compared to competitors (Malhotra, 2013). They have remained a manufacturer supplying both software and hardware (Hershey, 2016). Nevertheless, the corporation’s high price policy for its numerous products and challenges in manufacturing.
New company policies adopted by strategic management in 2000 involved the opportunity to continue development in key product areas such as players, CD players, digital camera etc. The most notable products were the iPod in 2001 and iTunes in 2003/2004. ITunes was an agreement with the world’s leading record companies to allow downloading of music tracks via the internet for 99 cents each. The strategy was a success and these were followed by the launch of iphone that was premium priced. Apple kept control of the product by exclusively entering into a contract with only one mobile phone operator in each country. Apple’s strategy, therefore, can be termed as risky because apart from the iphone and iPod, there is nothing else that rivals cannot match in the long run. Competitors were catching up quickly with novel launches that were stylish, cheap and with enhanced capacity (Malhotra, 2013).
For music downloads, competitors were getting into agreements with the record companies for legal downloads of music from websites. Apple's competitive reaction was to negotiate supply contracts for that were cheaper than competitors and leveraging its market leader position. It adopted innovation and flexibility that the competitors had acknowledged and launched new products eg the iphone 4. In the end, Apple had found the best but risky strategy (Hershey, 2016).
Decision making and environmental influences play a great part in the strategic and product development for this organization. With changes in technology and available infrastructure it is possible for product development to address greatly fluctuating needs. Some key areas of recommendation would involve company research and design to stay current with competitor technological trends. In order to have a more holistic perspective Apple can continue to develop their standards of operation in favor of multidimensional operations and circumstances for consumer acceptability.
Different research into the possible solutions for addressing environmental trends may include competitor research and an awareness of consumer requirements at a topical level. The advice or direction of other companies such as key competitors would be useful in terms of strategy and realization. The competitive advantage of Apple has been maintained because of the customer involvement with essential technology. Innovation as well as the ability to plan towards market goals can be useful in the overall development of novel customer bases.
Strategic points are related to the essential application of technology to societal and consumer dimensions of market needs. Strengths of Apple include an inherent understanding and target audience that has been established over the past two decades. However, the expansion of mobile products and ancillary computing devices has changed the nature of personal electronic purchasing as well as the incumbent factors towards decision making in these areas of product specification.
Ultimately there are a number of problems that must be addressed in order to address the outcome of maintaining a competitive advantage within the technological marketplace. Involving case analysis and reference points of incumbent development can be essential towards the establishment of new policies, products and procedures to address strategic and business changes.
Stakeholders would be affected as well as employees in the process of new products and services distributed by Apple. With regards to stakeholder management there are key principles that may need to be addressed in future reports. When managers identify key concerns it is possible for open communication amongst decision makers to be furthered. Such processes are integrally sensitive and can be recognized in terms of their interdependence within the management and resources strategy.
Human rights as well as the ability for cohesive aspects of workplace dynamics to be used in business management are valuable methods of operation (Carroll). Stakeholders demonstrate interest in Apple’s performance as well as in exposure towards key areas. Legal and moral paradigms are influential in this system. In this report stakeholders can include members of society at all levels. This makes the process of understanding and creating effective communication multidimensional (Carroll). Through the careful articulation of important elements it will be possible to analyze and managing stakeholders.
References
Carroll, Archie, and Ann Buchholtz. Business and society: Ethics, sustainability, and stakeholder management. Cengage Learning, 2014.
Dess, G. G., Lumpkin, G. T., & Eisner, A. B. (2010). Strategic management: Text and cases.
Hershey, M. (2016). Managerial economics. Place of publication not identified: Cengage Learning Emea.
Malhotra, N. K. (2013). Review of marketing research: Vol. 10. Bingley, U.K: Emerald.
