Tim Cook strategically moved Apple's manufacturing operations to China in 2004 to capture the growing demand from China. This allowed factories to meet demand faster than in the U.S. and supply chains could scale up and down as needed. Cook also built strong relationships with China's three largest carriers to distribute the iPhone, leading to 99.7% unit growth in China from 2013-2014. However, the cheaper iPhone 5C did not perform well in China as its culture viewed the iPhone as a luxury, high-status good. Despite legal, cultural and counterfeiting challenges, Cook's strategies generated profits for Apple in China, with revenue growing from $6.2B in 2014 to $13.2B in 2015.
Apple Inc. has a contour of planned and marketed phone series known as iPhone. The ever first
mobile phone from Apple.co (iPhone) was launched on 29th June 2007.
Apple Inc. has a contour of planned and marketed phone series known as iPhone. The ever first
mobile phone from Apple.co (iPhone) was launched on 29th June 2007.
Analysis of Apple iPhone's Indian market entryAbraham Cherian
A paper examining possible strategies for Apple iPhone's market entry into India. Though written in April 2017, most factors considered here are still relevant and Apple appears to be following the path described. This paper was written by Abraham Cherian, NItesh Gupta, Fannie K Weaver, and Elisa Wilkins.
Their rise as independent learners has pushed education institutions to build e-learning apps from mobile apps developers Florida to offer them more digital material for learning.
i-softinc is one of the best mobile application development company in India. This company develop lots of mobile applications with customer satisfactory. There are experienced mobile application developer and best team for developing mobile applications. This company develop more than 100+ application successfully. I-softinc is started in 2010, in sector 65, Noida, UP. This is one of the fast growing mobile application Development Company in Noida and India. They have lots of satisfied clients not in India, even outside of India too. This company develop mobile applications like android applications, iPhone developments, iPad developments, windows applications, games etc.
En el siguiente resumen podrán evidenciar una revisión bibliográfica sobre la temática de la Unidad n°3 correspondiente al Curso: "Pedagogía Comunicacional". Esta unidad trata sobre la Técnicas para la Comunicación Eficaz. Este material esta elaborado por los participantes del grupo número 3, los cuales son: Ricardo Cárdenas, Valeria Cabrera, Vanessa Machado, Nayleth Crespo y Melani Pérez. Todos pertenecientes a la Maestría en Educación Mención Educación Superior de la UPEL-IPB (Barquisimeto. Edo. Lara)
Analysis of Apple iPhone's Indian market entryAbraham Cherian
A paper examining possible strategies for Apple iPhone's market entry into India. Though written in April 2017, most factors considered here are still relevant and Apple appears to be following the path described. This paper was written by Abraham Cherian, NItesh Gupta, Fannie K Weaver, and Elisa Wilkins.
Their rise as independent learners has pushed education institutions to build e-learning apps from mobile apps developers Florida to offer them more digital material for learning.
i-softinc is one of the best mobile application development company in India. This company develop lots of mobile applications with customer satisfactory. There are experienced mobile application developer and best team for developing mobile applications. This company develop more than 100+ application successfully. I-softinc is started in 2010, in sector 65, Noida, UP. This is one of the fast growing mobile application Development Company in Noida and India. They have lots of satisfied clients not in India, even outside of India too. This company develop mobile applications like android applications, iPhone developments, iPad developments, windows applications, games etc.
En el siguiente resumen podrán evidenciar una revisión bibliográfica sobre la temática de la Unidad n°3 correspondiente al Curso: "Pedagogía Comunicacional". Esta unidad trata sobre la Técnicas para la Comunicación Eficaz. Este material esta elaborado por los participantes del grupo número 3, los cuales son: Ricardo Cárdenas, Valeria Cabrera, Vanessa Machado, Nayleth Crespo y Melani Pérez. Todos pertenecientes a la Maestría en Educación Mención Educación Superior de la UPEL-IPB (Barquisimeto. Edo. Lara)
El creciente interés en Big Data & Analytics y la aceleración del mercado que esto
conlleva se deben a numerosos factores que suelen estar asociados. En primer lugar, el
masivo crecimiento de la información digital que las empresas crean y capturan sigue
siendo incesante
Clinical Interview Role-PlayAssignment ContentTop of FormRev.docxmccormicknadine86
Clinical Interview Role-Play
Assignment Content
Top of Form
Review materials on clinical interviewing and conducting a mental status exam with special populations.
Write a 10- to 15-minute role-play transcript where you conduct a mock clinical interview, which includes a mental status exam with an individual who fits into one of the special population categories. In your role-play mock interview, demonstrate the following:
· Setting the environment.
· Establishing rapport.
· Address two to three key elements of the clinical interview. Adapt these to meet the needs of the special population client you selected.
· Complete a mental status exam.
Bottom of Form
Running head: MANAGERIAL BEHAVIORS IN DIFFERENT COUNTRIES
MANAGERIAL BEHAVIORS IN DIFFERENT COUNTRIES
Managerial Behaviors in Different Countries
Angela Diaz
12/01/2019
Barry Univeristy
Apple Inc is a US multinational technology organization based in Cupertino, California. Apple designs, develop and sells computer software as well as consumer electronics, among others. The organization is ranked among the most prominent top four tech companies amongst Facebook, Goggle, and Amazon. Apple is one of the biggest electronic companies that “markets and manufactures personal computers, portable digital music player and media devices, and mobile communication." The reason why I picked China and Apple Inc. is that recently, the company has been trying to penetrate the Chinese market, and it has been an easy task. Moreover, most of the Apple products are manufactured in China.
The company sells a lot of products apart from devices; they include varied products associated with softwares, third-party digital contents, network solutions, and peripherals services that can be availed through the company's devices. However, the company has famously known products, including iPad, Macintosh computers, iPhone, and iPod. Macintosh is one of the most famous devices in the company, and it was first developed in 1984. Macintosh was the first computer to apply a graphic user interface that allowed the user to activate the pictures on the device by use of the mouse (Schmidpeter, Stehr, & Huang, 2015). The triumphant story of Macintosh encouraged a lot of development in the computer industry, and all modern computers apply a graphic user interface. iPhone was also the first smartphone the company created. iPhone has similar functionality just like a computer; however, it is small. Apart from acting like a computer iPhone is a mobile phone as such receive calls as well as text messages. Besides browsing and checking emails, the phone also allows it can store music and audio files. The videos can be downloaded into the device as well. One of the popular features the iPhone enjoys is taking the image directly from the device.
Apple is an American company; however, today, the company outsources its product from China. Most people believe that Apple is only operating in China to maximize profit. How ...
Nokia- Microsoft alliance in the smartphone industry CASE StuD.docxhenrymartin15260
Nokia- Microsoft alliance in the smartphone industry
CASE StuDy
The Nokia-Microsoft Alliance in the Global Smartphone Industry (circa 2011)
The Nokia-Microsoft strategic alliance was announced in early 2011 to cooperate in the de- velopment of smartphones. The Wall Street Journal wrote: “Nokia calls Microsoft for help.”1 The Financial Times observed: “Elop jumps into the arms of former boss.”2 The alliance was specifically initiated by Stephen Elop, an ex-Microsoft executive who had worked with Steve Ballmer, CEO of Microsoft. No wonder Nokia hired Elop to become its CEO in 2010. This was a calculated move by Nokia to grow in an industry that carried good prospects for the future. In addition, Elop’s expertise was in the software sector, where Nokia wanted to venture into the future. Both companies needed a partner to expand in an industry that was in a growth mode. Besides this, Nokia was particularly vulnerable because of its losing market share and because Apple’s iPhone was growing in the U.S. and global markets. Microsoft was interested in Nokia because of its long-term interest regarding introducing Windows phone technology/software. Since Nokia continued to be a global player in the cell phone industry, it made sense to create a corporate tie-up that aimed at global expansion for both companies. Success of Apple’s iPhone was another factor in seeking a long-term alliance in a market that has grown multifold in the global mobile phone market.
In 2012, Nokia was the largest manufacturer of mobile phones and other telecom gear in the world with revenues of $55 billion and a market capitalization of $19 billion. Microsoft, on the other hand, was the largest software maker in the world and generated revenues of $69 bil- lion. The company carried a healthy market capitalization in 2011 that stood at $266 billion.3 By being a cash-rich company, Microsoft was able to inject a sizable amount of money in the alliance. As of February 2012, a closer look at the alliance reveals that both companies’ plans worked well. Nokia has released a new series of mobile devices, called Lumina, with Microsoft’s Windows technology. At the same time, Nokia continues to lose market share in the global mobile industry because of its aging technology (“Symbian”). Google’s Android is a clear winner because of high demand, followed by Apple’s iPhone. Google has done well since its acquisition of Motorola’s Mobility.4 Value Line in 2012 wrote: “Nokia’s operating results continue to deteriorate; the transition of the smartphone is under way; over time, Windows Phone will be the software driving Nokia’s upscale handsets.”5 Although Nokia was always the market leader in mobile technology, its anemic strategies in the global market indicate that the company is losing steam in the mobile phone industry. The situation is the same with Research in Motion’s Blackberry, which continues to lose market share in global markets. Just a few years ago, Blackberry was the main play.
1.Pick two tactics Mr. Blevins uses to drive supplier costs down a.docxjeremylockett77
1.Pick two tactics Mr. Blevins uses to drive supplier costs down at Apple. Explain how these tactics work and why they result in lower costs for Apple.
2.Summarize the benefits for Apple from Mr. Blevins' supplier management tactics.
3.Provide one example of when suppliers chose not to support Apple and Mr. Blevins' tactics. What was the impact on the supplier that resulted from this choice?
4.Do you think Apple and Mr. Blevins' supplier management approach would be as effective if the company was not as successful as it currently is? Why or why not?
5.If Mr. Blevins left Apple and you took his place, how would you feel about continuing his tactics? Why? Would you change anything? Why or why not?
Jobs, Cook, Ive—Blevins? The Rise of Apple’s Cost CutterApple procurement executive Tony Blevins’s job is to stare down suppliers and slash prices to the bone, an increasingly vital role
By
Tripp Mickle
Jan. 23, 2020 1:26 pm ET
To understand Apple Inc.’s AAPL -0.29% evolving place in the tech world, consider that one of its most important executives today is a guy whose job is badgering suppliers to get costs down.
Tony Blevins, vice president of procurement, will stop at little to get a favorable deal. He has paraded manufacturers past competitors in Apple’s lobby and spurned a UPS contract by sending it back to UPS executives through FedEx. He persuaded subcontractors not to pay a chip maker that Apple was in litigation with, depriving the chip company of $8 billion, according to court documents and people who recall the case.
The supply chain was always a critical piece of the Apple formula—alongside, if duller than, the design magic of leaders like Steve Jobs and Jony Ive. Apple Chief Executive Tim Cook built the supplier network and instilled rigorous frugality in it as he did so.
Today the supply chain looms larger than ever at Apple. Slowing iPhone sales, combined with the increasing cost of new features, make the job of hammering down expenses critical for a company mining its marquee products for profits as it transitions to a future more focused on selling services.
The result is a company less identified with visionary leaders and more of an operations juggernaut with rich profit margins it intends to keep. At the center of that effort is Mr. Blevins, a vice president of procurement, known as the Blevinator.
A Texas facility of Finisar Corp., which makes optical components for iPhones. PHOTO: APPLE
For years, Mr. Blevins wore a tourist trinket from Hawaii, a cheap puka-shell necklace he had negotiated to a $2 price from $5. It was a reminder to his staff that nothing should fetch full price, said Helen Wang, who worked on his procurement team for years.
“If he’s like that for himself, you can only imagine how he is with company money,” she said.
Mr. Blevins has pushed beyond shrewd negotiations. He enforces manufacturing deadlines that help the company fill orders on time around the world. He manages semiconductor suppliers, making ...
By a dusty stretch of the deafening road from Chennai to Ben.pdfaakarinterio
By a dusty stretch of the deafening road from Chennai to Bengaluru lie three colossal, anonymous
buildings. Inside, away from the din of traffic, is a high-tech facility operated by Foxconn, a
Taiwanese manufacturer. A short drive away Pegatron, another Taiwanese tech firm, has erected
a vast new factory of its own. Salcomp, a Finnish gadget-maker, has set one up not far away.
Farther west is a 500-acre campus run by Tata, an Indian conglomerate. What these closely
guarded facilities have in common is their client: a demanding and secretive American firm known
locally as the fruit company.
The mushrooming of factories in southern India marks a new chapter for the worlds biggest
technology company. Apples extraordinarily successful past two decadesrevenue up 70-fold,
share price up 600-fold, a market value of $2.4trnis partly the result of a big bet on China. Apple
banked on China-based factories, which now churn out more than 90% of its products, and wooed
Chinese consumers, who in some years contributed up to a quarter of its revenue. Yet economic
and geopolitical shifts are forcing the company to begin a hurried decoupling. Its turn away from
China marks a big shift for Apple, and is emblematic of an even bigger one for the world economy.
Apples packaging proclaims Designed by Apple in California, but its gadgets are assembled along
a supply chain that stretches from Amazonas to Zhejiang. At the centre is China, where 150 of
Apples biggest suppliers operate production facilities. Tim Cook, who was Apples head of
operations before he became chief executive in 2011, pioneered the firms approach to contract
manufacturing. A regular visitor to China, Mr Cook has maintained good relations with the Chinese
government, obeying its requirements to remove apps and to hold Chinese users data locally,
where it is available to the authorities.
Now a change is under way. Big tech is showing strains. On October 25th Alphabet and Microsoft
presented disappointing quarterly results. Meta, which lost another fifth of its value after reporting
the second straight quarter of declining sales, is a shadow of its former self. Apples latest
earnings, due out after The Economist went to press on October 27th, may be dented by creaky
Chinese supply chains and softening demand from Chinese consumers. So Mr Cook, who has not
been seen in China since 2019, is wooing new partners. In May he entertained Vietnams prime
minister, Pham Minh Chinh, at Apples futuristic headquarters. Next year Apple is expected to open
its first physical store in India (whose prime minister, Narendra Modi, is a fan of gold iPhones).
The two countries are the main beneficiaries of Apples strategic shift. In 2017 Apple listed 18 large
suppliers in India and Vietnam; last year it had 37. In September, to much local fanfare, Apple
started making its new iPhone 14 in India, where it had previously made only older models. The
previous month it was reported that Apple would soon start making its Ma.
The slides presents the clear picture of Apple India company.Complete details of company from Introduction to Conclusion. It consists of a proper 3C Report of Apple.
iPhone dilemmaThis is a discussion of a case. You will be graded.docxvrickens
iPhone dilemma
This is a discussion of a case. You will be graded on your outline and on your answers to the subjects and questions involving the case. I will question you on the outline, as well as the extra material that is here in this document.
1) What dilemmas did Tim Cook Face?
2) What were Cook’s primary responsibilities at Apple?
3) What influenced his decision to refuse the US government to build a backdoor to the iPhone.
4) Are there any contradictions here?
5) Give some alternatives to the way Cook resolved the problems.
6) What should Cook have done?
7) What is Apple’s culture?
8) What is Apple’s sense of social responsibility?
9) What values do Apple employees embody?
10) Is Cook aligned or in conflict with Apple’s culture?
11) Would Apple employees support Cook’s stance against the FBI request?
12) Can Apple jeopardize its relationship with the government?
13) Is Apple really committed to protecting its customers’ right to privacy or is this just marketing?
14) Is Apple prioritizing its own good over the common good?
Notes:
Executive Management Decision Making:
One thing we will look at when discussing this case are the various kinds of executive management decisions. Some are here for your analysis.
Right vs Right decision – both choices have value, merit – but a choice must be made.
When facing any RIGHT VS. RIGHT dilemma, choose the most appropriate way forward based on which ethical solution fits the situation.
Right vs wrong
Dirty hands: the right thing to do is also wrong: violate deepest personal values or ethical creeds.
The problem of dirty hands concerns whether political leaders or other like actors can ever be justified in committing even gravely immoral actions when "dirtying their hands" in this way is necessary for realizing some important moral or political end, such as the preservation of a community's continued existence or ...
Four Spheres of Commitments in Executive Responsibility
1) As a Person
2) As an Economic Agent
3) As a Company Leader
4) Beyond the Firm’s Boundaries
1. What harms are potentially produced by the FBI’s demand that Apple help it open an iPhone? What harms are potentially produced by Apple’s refusal to help the FBI?
2. Do you think Apple had a moral obligation to help the FBI open the iPhone in this case because it involved terrorism and a mass shooting? What if the case involved a different type of criminal activity instead, such as drug trafficking? Explain your reasoning.
3. Apple argued that helping to open one iPhone would produce code that could be used to make private information on all iPhones vulnerable, not only to the American government but also to other foreign governments and criminal elements. Do you agree with Apple’s “slippery slope” argument? Does avoiding these harms provide adequate justification for Apple’s refusal to open the phone, even if it could reveal crucial information on the terrorist shooting?
4. Politicians from across the political spectrum, in ...
iPhone dilemmaThis is a discussion of a case. You will be gradedmariuse18nolet
iPhone dilemma
This is a discussion of a case. You will be graded on your outline and on your answers to the subjects and questions involving the case. I will question you on the outline, as well as the extra material that is here in this document.
1) What dilemmas did Tim Cook Face?
2) What were Cook’s primary responsibilities at Apple?
3) What influenced his decision to refuse the US government to build a backdoor to the iPhone.
4) Are there any contradictions here?
5) Give some alternatives to the way Cook resolved the problems.
6) What should Cook have done?
7) What is Apple’s culture?
8) What is Apple’s sense of social responsibility?
9) What values do Apple employees embody?
10) Is Cook aligned or in conflict with Apple’s culture?
11) Would Apple employees support Cook’s stance against the FBI request?
12) Can Apple jeopardize its relationship with the government?
13) Is Apple really committed to protecting its customers’ right to privacy or is this just marketing?
14) Is Apple prioritizing its own good over the common good?
Notes:
Executive Management Decision Making:
One thing we will look at when discussing this case are the various kinds of executive management decisions. Some are here for your analysis.
Right vs Right decision – both choices have value, merit – but a choice must be made.
When facing any RIGHT VS. RIGHT dilemma, choose the most appropriate way forward based on which ethical solution fits the situation.
Right vs wrong
Dirty hands: the right thing to do is also wrong: violate deepest personal values or ethical creeds.
The problem of dirty hands concerns whether political leaders or other like actors can ever be justified in committing even gravely immoral actions when "dirtying their hands" in this way is necessary for realizing some important moral or political end, such as the preservation of a community's continued existence or ...
Four Spheres of Commitments in Executive Responsibility
1) As a Person
2) As an Economic Agent
3) As a Company Leader
4) Beyond the Firm’s Boundaries
1. What harms are potentially produced by the FBI’s demand that Apple help it open an iPhone? What harms are potentially produced by Apple’s refusal to help the FBI?
2. Do you think Apple had a moral obligation to help the FBI open the iPhone in this case because it involved terrorism and a mass shooting? What if the case involved a different type of criminal activity instead, such as drug trafficking? Explain your reasoning.
3. Apple argued that helping to open one iPhone would produce code that could be used to make private information on all iPhones vulnerable, not only to the American government but also to other foreign governments and criminal elements. Do you agree with Apple’s “slippery slope” argument? Does avoiding these harms provide adequate justification for Apple’s refusal to open the phone, even if it could reveal crucial information on the terrorist shooting?
4. Politicians from across the political spectrum, in ...
iPhone dilemmaThis is a discussion of a case. You will be graded
apple.in.china - Copy
1. California State University, Fullerton
Mihaylo College of Business and Economics
Department of Management
Capturing Demand
James Lee
MGMT 449
Professor Moshiri
October 18, 2016
2. 2004, Tim Cook, Chief Operating Officer, strategically, orchestrated the transition of Apple’s
manufacturing operation from U.S. to China in order to capture China’s growing demand, thus
increasing profitability. The transition from U.S. to China will decrease operational costs but
only a small fraction of the overall supply chain. Cook’s goal was to meet future demands of
Apple’s products and services in China. Allowing factories to meet demand faster than in the
U.S., and supply chain could be co-located in China, scaling up and down as needed. Example of
the Supply chain flexibility occurred when a Chinese contract manufacturer was asked to
overhaul iPhone manufacturing to add a new faceplate just weeks before a critical retail launch.
New screens arrived at the plant at midnight, and within 96 hours, the contract manufacturer
was producing 10,0000 of the new iPhone a day.
Secondly, Cook strategically built strong relationships with three of the largest phone carriers in
China in order to capture a percentage of China’s smartphone industry. December, 2013, China
Mobile agreed to make the iPhone available to over 760 million China mobile subscribers and
access to hundreds of additional China mobile sales points throughout the country. 2009, China
Unicom (second largest service provider) launched a three-year deal to cover 355 cities by year
end. Lastly December, 2012 Apple and Telecom announce a distribution agreement and year
2014, announced a data storage agreement. Cook took three trips to China to build a
relationship with the various distributors, and now has agreements with the three largest
phone carriers. FY 2013- 2014 Apple’s, YOY unit growth was 99.7% vs competitors averaging
less than 32%. The supply chain flexibility allowed Apple to meet the volatility of unit demand,
increasing revenue, thus, increasing profitability.
Apple Investors were worried that the cost to purchase the iPhone 5s was too high, vs
competitors such as Android and Lenovo. To target the 760 million customers of wireless
service provider, Cook’s goal was to develop a cheaper iPhone 5c, however, China’s market did
not respond well to the cheaper 5C. September, 2013, launch of the iPhone 5c, only achieved
two percent share of all iOS devices. Why? Several factors, but one was cultural status, China’s
society, viewed the iPhone as, “luxury good” indicating an individual wealth and high status,
hence, for the poor performance of the 5C.
Legal, cultural, counterfeit, and ethics proved to be a challenge, however, Apple in China was a
strategic decision. Cook strategically built strong relationships with various vendors, leveraging
his experience and expertise in operations, in order to generate profits. November, 2011, three
months after the death of Steve Jobs, in Cook’s first three quarters as CEO, Apple’s market
value soared, up almost US $140 billion, with profits of US $31 billion. 2015 Q3 Apples revenue
in China grew to US $13.2 billion, up from $6.2B in 2014, YOY growth 1.13 times. The re-
location of manufacturing and contract agreements with large distributors, allowed Apple to
meet the rapid demand of China’s smartphone industry, hence, increasing profitability.