Introduction
If the accurate organizational structure is not put in place to support execution, even the best strategies may fail. An organization’s success greatly relies on the strategy that have been put in place to help in processes and people alignment, organizational capability, structures and a culture to optimize execution capabilities (Daft, 2011). Aligning organizational structure to the business strategy has aided Apple Inc. to survive the taut competition in the industry.
Apple Inc. is strategizing on producing iPhones with screens of up to 6 inches (Ian et al., 2013). The iPhones will have a high performance than all other smartphones currently existing in the market. However, apple also anticipates offering the new smartphone at considerable low prices to attract additional customers. Producing a high quality device that goes for an affordable price will guarantee the company huge sales. With this, close competitors such as Samsung will be miles away once the new product is fully released and popularized to the consumers.
Improved capability and execution plays a great role in the success of a business. Apple explores its capability by offering an array of products at different prices to meet the varying needs of various customers. Apple tests different configurations and devices before picking the best that will have no match in the contemporary market. It declined to produce a smartphone that will compete with Galaxy Note 3 as this would have compromised its sales. It however, considers producing a better device that will topple those produced by Samsung and win a big share in the extremely competitive market. Its main intention is to produce highly efficient and well differentiated smartphones that will be more appealing to the customers, for whom they exist (Ian et al., 2013). In this way, apply will develop a unique competitive advantage and consequently increase its customer base. Achieving profits which are above average and meeting the needs of its clients are its goal hence the best decisions that will lead to the fulfillment of these prospects must be put in place (Daft, 2011).
Apple Inc. uses a relatively short planning horizon. Within a short span apple Inc. was in a position to design, produce and release new unique products into the market; iPhone 5 and iPod (Ian et al., 2013). This helps the company to unceasingly monitor the performance of its product and replace the default ones. At apple Inc., planning is an ongoing process because they are aware that its competitors are constantly changing their tactics and if not well countered its sales may deteriorate. It also involves various stakeholders including customers to ascertain their taste and preference. This has improved the company’s creativity and reliability. They are also very flexible and can change to new products and acknowledge fresh ideologies when necessary.
Under the abled leadership of Tim Cook, apple identified a significant opportunity in India and china and promptly resorted to filling that niche (Ian et al., 2013). Apple is quick in identifying new markets and venturing into them. It is have the best dissemination strategies that ensure its products are availed to its clients in various parts of the world. The company also monitors its production and distribution costs to ensure that it operates without incurring unnecessary expenses that will lead to the increment in prices of its products.
Apple wages a strong war against any products that cannot be used seamlessly. The company also files patent lawsuits against its contestants such as Samsung (Ian et al., 2013). In so doing, apple is trying to eliminate its competitors and dominate the market for its own benefit and for the benefit of its customers (Daft, 2011). However, the company desires simplicity as they believe this is the best way of accomplishing more.
References
Daft, R. L. (2001). Organization theory and design. Cincinnati, Ohio: South-Western College Pub.
Ian, S. EVA, D. and LORRAINE L. (2013, September 5). Retrieved October 8, 2013, from http://online.wsj.com/article/SB10001424127887324577304579057262388733816.html
