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  • 1. Motivation is the word derived from the word ’motive’ which means needs, desires, wants ordrives within the individuals. It is the process of stimulating people to actions to accomplish thegoals. In the work goal context the psychological factors stimulating the people’s behaviour canbe - desire for money success recognition job-satisfaction team work, etchow to motivate employee?Motivating employees isn’t as simple as paying them more. People are complex and lots ofdifferent factors contribute to their overall level of job satisfaction, and what motivates people todo their best work. Happiness, career aspirations, challenges, money, stress, are all factors thatcontributing factors in employee motivation.There is an optimal level of arousal that is key to motivating people. This can be brought aboutin many ways: employee recognition, dialogue with employees, employee coaching, and healthyrelationships with bosses and co-workers.There is a material impact to having disengaged employees. Human resources professionals mustmanage their organizations with finesse, constantly looking for that optimal level workplacesatisfaction which keeps employees motivated and engaged.Current st.A firm’s business strategy reflects its leaders. Under Steve Jobs, Apple differentiated itselfthrough elegantly simple design. This piece explores Apple’s business strategy in the first fullyear of Tim Cook’s leadership.Already, we can see Tim Cook is changing Apple. In contrast to Jobs’ rare appearance beforethe press and analysts, Cook took the opportunity to discuss Apple’s business strategy at therecent Goldman Sachs’ Technology Conference. When questioned about the future of theiPhone, Apple’s largest revenue stream, Cook underscored that smartphones only represent 9%of the global handset market and even within smartphones, 3 out of 4 customers boughtsomething other than Apple.Apple manufacturing partners and practices have also come into the spotlight following theunprecedented disclosure of their supply chain partner audit combined with the hiring of a third
  • 2. party employment practices review agency. Most recently, Apple invited ABC Nightline intotheir primary supplier Foxconn. In increasing increments, Cook is making Apple moreaccessible.In the past, his operational expertise has been a perfect counter to Jobs’ legendary productinstincts and will serve Apple this year. What we won’t learn in 2012 is whether Cook can plantthe seeds for a new platform in the years beyond. It’s a no-brainer to assume Apple Labs iscooking away. There just won’t be much evidence in 2012.What we can expect is that Apple will continue to get paid for the integrated value they deliver.Apple products initially cost more than most competitors. They win by tightly integratinghardware and software for a superior user experience. Many would argue Apple’s integrationprovides a lower aggregate cost as well.ple 20122012 will be dominated by the following four themes, all targeted at cementing users anddevelopers into Apple’s lush, walled garden of peerless user experience: 1. Scaling all operations (manufacturing, retail, Internet) to meet global demand 2. Rapid expansion in China and developing economies 3. New product form factor: Apple TV 4. Apple’s iCash Mountain Problem1. Scaling: Flawlessly Synchronizing Billions of TransactionsWith revenue greater than $46B in the fourth calendar quarter of 2011, any conversation aboutApple strategy has to begin with the challenges of scale. The iPhone and iPad have plenty ofrunway left for growth as does Apple retail, but as numbers grow, so do the consequences of thesmallest hiccup.Meeting demand for hundreds of millions of annual units requires flawless execution across thesupply chain, distribution and with their manufacturing partners. We’ve become so accustomedto high tech products that it’s easy to forget what a shortage of a single component can do.When floods struck Thailand last fall, it disrupted disk drive supplies for nearly six months.Last year, Apple sold 156 million IOS-based devices (iPhone, iPad and iTouch) which is morethan the 122 million Macs sold since its 1984 introduction. In Tim Cook’s own words, “thetrajectory is off the charts.”Geometric growth plays to Cook’s strengths. In fact, if there’s a hallmark to Apple’s businessstrategy in 2012, it begins with leveraging his unique competencies.2. China…and other developing countries
  • 3. Any conversation about scaling quickly turns to Apple’s China opportunity. Focusing just oniPhone, Apple currently sells it exclusively through China Unicom (196 million subscribers).This is slightly less than the combined subscriber base of Verizon Wireless and AT&T. But in acountry of billions, it doesn’t compare to China Mobile’s 616 million subscribers. It’s no surprisethat Cook visited China Mobile this past June.As important as Apple’s innovation machine has been for the developed world, 2012 success inChina and emerging economies will be fed by incremental product improvements. They may becombined with creative cost and/or pricing strategies that subsidize purchasing much likeVerizon and AT&T has for U.S. iPhone customers. With rapidly growing middle classes, onemight consider market access more important in the developing world than ground-breakinginnovation.And the above doesn’t account for iPad or iTouch. Apple’s Asia Pacific sales (minus Japan)grew approximately 200% last year and account for 20% of Apple’s total revenue. Add in anexpanded global retail presence and there’s not much that stands in the way of superior revenuegrowth in 2012.3. Next Platform Form Factor: Apple TVThe speculation regarding an Apple “next generation television” has evolved significantly.According to Cook, the current Apple TV hockey puck has been a “hobby” product. Shortlybefore his death, Steve Jobs told biographer Walter Isaacson that he had finally figured out TV.True or false, there are several reasons why flat screen TV’s make sense for Apple: 1. Market size & headroom for premium pricing: The global market for flat screen displays is over 77 million units and grew 15% last year. Apple needs large markets like this to move the needle even if they only appeal to the high end of the market. 2. Platform expansion via form factor: Just as the iPad is essentially a larger iPhone, an Apple flat screen will enlarge the form factor again. It will leverage technologies such as Siri for a new control interface. Facetime will evolve into home video conferencing, likely enhanced by motion sensing technology that automatically follows action. As connection speeds improve, iCloud based recording (currently limited by upload speeds) and playback (available today) will be incorporated. 3. Apple ecosystem lock-in: Just as Frito-Lay thinks about the “share of stomach” it captures with drinks and snack foods, Apple seeks “share of screens” be it on Mac, iPod, iPhone or iPad. Just as salty snacks drive you to drink more soda, Apple TV will leverage device interoperability via iCloud. Apple TV widens the moat that keeps competitors away while fertilizing the soil in land of Apple. 4. Innovation Bluebird: Borrowing from Donald Rumsfield, the biggest unknowable that we know today is that Apple’s legions of independent apps developers will provide something surprising. The causal gaming phenomena of Angry Birds didn’t exist before mobile apps. TV will offer a new and much larger landscape in which to play. 5. Hardware opportunity: As important as iTunes, mobile advertising and iCloud may be in Apple’s future, they currently constitute a thin sliver of overall revenue and profits. For now, the route to growth remains hardware.
  • 4. But Apple TV will face challenges. First are the flat screen incumbents. LG, Samsung andVisio have not been sleeping and will quickly counter Apple’s moves at lower price points.They will most likely scale Google’s Android interface; perhaps a long shot might be Microsoft.Assuming Apple pushes Facetime as a family video conferencing play, you can bet thatcompetitors will counter with a similar feature based on Google Voice or Microsoft’s Skype andKinect technology.The second and more troublesome foe will be current content producers and distributors. Afterwatching Apple iTunes disrupt music distribution, pricing and margins, movie and TV studios aswell as cable, satellite and phone companies will be very wary. If you need evidence of theirstrength, just look at Neflix’s recent struggles (seeStrategic Initiatives – Strategic initiatives, if you want to keep your entiretop team involved, should be initiatives that everyone can play a part in fulfilling. And theyshould be year-long initiatives. The main key thought of a strategic initiative is that it’ssomething everyone can contribute to, that will advance the organization. Also, strategicinitiatives are usually designed to overcome constraints (whereas growth initiatives are oftenstrength focused). To double the number of leaders who have completed our Level Three Leadership program and are ready to take on new assignments. To raise the level of execution excellence so that the number of errors rate falls to less than one per thousand. To train everyone in every department in effective customer service skills so that every customer has a more positive experience regardless of whom they’re interacting with from our company.