*** case is pasted below after assignment description***
There are eight required sections to this paper.
1. COMPANY NAME, WEBSITE, and INDUSTRY
State the company name, website address, and industry.
2. BACKGROUND and HISTORY
Briefly describe the company in the case analysis. What is their primary business, who were the officers or key players described in the case study? If the case study company is currently in business, list the company’s current CEO, total sales, and profit or loss for the last year where data is available. Identify key events or phases in the company’s history. Describe the performance of this company in the industry. Visit the company’s website and use http://finance.yahoo.com and/or some other financial search engine to find this data.
NOTE:
Make sure to use APA citations throughout the paper. The textbook should be
cited if it is the source of information.
3. ANALYSIS VIA PORTER’S FIVE FORCES MODEL
Analyze the competitive environment by listing the threat of new entrants, the bargaining power of buyers, the bargaining power of suppliers, the threat of substitute products and services, and the intensity of rivalry among competitors in the industry. You should have subheadings for each of your five paragraphs where you analyze each force against your company. Summarize your key points in a figure.
4. STRATEGY USED
How does this company create and sustain a competitive advantage? What strategy from the readings was undertaken by this company? Were they successful? Can all companies use this strategy? How is the strategy affected by the life cycle in the industry? Remember to reference Porter’s generic competitive strategies identified in the textbook.
5. Specific STRATEGY(S)
**This is the second of two required strategy sections in this paper. This is the heart of the paper**
Choose two specific strategies from the below list of five strategies from the text.
Apply them in detail to the organization. Be sure to think strategically and show the results clearly. Use the strategy as a sub-header for each section so it is clear what is being applied.
Ensuring Coherence in Strategic Direction (pages 23–28)
Value Chain Analysis (pages 76–88)
Resource View of Firm (pages 88–96)
Industry Life Cycle Strategies (pages 167–173)
Portfolio Management and the BCG Matrix (pages 192–194)
6. COURSE OF ACTION RECOMMENDED
If you were in a position to advise this company, what strategy would you recommend to sustain competitive advantage and achieve future growth? Be specific and list the steps the company should take for successful implementation of your course of action. Your recommendations need to connect to information you present earlier in your paper. Think of this section as a conclusion along with action steps for implementing your recommended strategy enhancements or changes.
7. OPINION
What do you think of this case study? Describe what you believe are the lessons learned from th ...
CASE 16 APPLE INC. STILL TAKING A BITE OUT OF THE COMPETIT.docxjasoninnes20
CASE 16 :: APPLE INC.: STILL TAKING A BITE OUT OF THE COMPETITION? C117
CASES
CASE 16
APPLE INC.: STILL TAKING A BITE OUT OF THE COMPETITION?*
On February 11, 2015, Apple Inc. made history by becom-
ing the first U.S. publicly traded company to close above
$700 billion in market value. This put Apple’s value nearly
double that of the next three largest companies in the S&P
500 Index,1 and it firmly established expectations for future
performance. Apple’s market value had grown more than
50,600 percent since its initial public offering in December
1980.2 To satisfy investors, consumers, and company enthu-
siasts, Apple would have to continue to deliver, and doing so
might not be easy. As Apple had grown, the pace of innova-
tion had slowed. There were still opportunities, but would
Apple be the company to see them through to fruition?
The year 2015 was not the first time Apple had wowed
investors. In September 2012 Apple stock had hit a price
high of $702.10, at that time making Apple the most valu-
able company in the world, but the company had not been
able to sustain that lofty valuation. September 2012 had also
marked Tim Cook’s first full year as CEO and the first full
year since the death of Apple’s visionary founder, Steve
Jobs. Although most Apple watchers had mourned Steve
Jobs’s death on October 5, 2011, most also realized that
Jobs’s appointed successor, Tim Cook, came to the position
as CEO with an impressive track record. Cook had contin-
ued to grow the company, and the 2012 year-end numbers
showed continued financial success across almost all prod-
uct lines. However, expectations were still very high, and
rumors of a reduction in Asian supplier component orders
for the iPhone for 2013 led investors to worry about a drop-
off in demand for the company’s flagship product. This
worry led to a subsequent drop in Apple’s stock price of
nearly 24 percent.3
CEO Cook subsequently defused concerns over supply
chain issues, but that didn’t stop analysts and media watch-
ers from wondering whether Apple had lost its luster.4 This
posed yet again the unavoidable question that had loomed
large over the then 35-year-old Apple: What happens to a
modern company whose innovations and inspirations are
so closely tied to the vision of one leader when that lead-
er’s influence is no longer present?5 By 2015, that question
appeared to have been definitively answered: Apple, under
CEO Cook, was not only the most valuable company in
the world but was poised to grow even more (see Exhibits
1 and 2).
Apple, Fortune magazine’s “world’s most admired
company” since 2008,6 had distinguished itself by excel-
ling over the years not only in product innovation but also
in revenue and margins (since 2006 Apple had consistently
reported gross margins of over 30 percent). Founded as
a computer company in 1976 and known early on for its
intuitive adaptation of the graphical user interface, or GUI
(via the first mouse and ...
AssignmentStrategic Leadership and Innovation at Apple Inc. Answ.docxssuser562afc1
Assignment
Strategic Leadership and Innovation at Apple Inc. Answer questions 1-4 in a three to five page APA style paper.
1. Describe the current state of the computing industry and identify any opportunities or threats facing industry players.
2. Which Grand Strategies has Apple Inc. used in the past. Evaluate the success of these strategies.
3. Which Grand Strategy is Apple Inc. currently using? Explain your answer in relation to the Grand Strategy Selection Matrix.
4. Provide at least two recommendations for Apple Inc. to be successful in the present state of the industry.
Case Story from book about Apple Inc.
Reference of book:
Pearce, J.A. II & Robinson, R.B. (2011). Strategic management: Formulation, implementation and control (12th ed.). New York: McGraw-Hill. ISBN: 9780077243210
I can cite for you, if you do or do not want to put down additional references.
Strategic Leadership and Innovation at Apple Inc.1
“Stop and look at Apple for a second, since it’s an odd company . . . While most high-tech firms focus on one or two sectors, Apple does all of them at once . . . Apple is essen- tially operating its own closed miniature techno-economy . . . If you follow conventional wisdom, Apple is doing it all wrong. And yet . . . this is the company that gave us three of the signature technological innovations of the past 30 years: the Apple II, the Macintosh and the iPod.” (Grossman, 2005)
APPLE’S FALL AND RISE
Voted as the most innovative company for three consecutive years during 2006–2008 and as America’s number 1 most Admired Company (McGregor, 2008), Apple seemed to have it all: innovative products that have redefined their markets (such as the iMac and the iPod), a consumer base as loyal as a fan club, and a business model characterized by vertical integration and synergies that no competitor could easily imitate. The Apple brand had transcended the barriers of the computer industry to traverse the consumer electronics, record, movie, and the video and music production industries (see Figure 1 for an outline of Apple’s product and service portfolio). In 2008 the Apple brand was listed as the 24th most valuable global brand (up from 33rd place the previous year), valued at $13.7 billion (Interbrand, 2008).
After a lackluster period during 1989–1997 when Apple was nearly written off, its dynamic comeback was impressive. Between 2003 and 2008 Apple’s sales tripled to $24 billion and profits increased to $3.5 billion, up from a mere $24 million (See Table 1 for an outline of Apple’s financial performance during 2006–8). Apple topped Fortune 500 companies for total return to shareholders both over 2003–2008 (94% return) as well as over 1998–2008 (51% return) (Morris, 2008: 68), a remarkable achievement.
But things haven’t always been that rosy for the company once known as the underdog of the computer industry. During the time when Steve Jobs was not part of the organization (1985–1997) Apple progressively degenerated to the p ...
We are pleased to offer you this review of Apple Inc. (NASDAQ: AAPL). This review provides an overview of the post-Jobs era, a period during which Apple has become the world’s most valuable by market capitalization. The review also discusses the challenges for and changes by CEO Tim Cook at Apple since he took the helm in 2011 ...
Apple has been able to triumph through staggering growth and the broad vision of its founder to create a comprehensive and closed ecosystem that imposes its own industrial standards. This has resulted in an extremely powerful brand. However, with its founder gone just over five years ago, can it remain the Apple in the eye of the consumer?
CASE 16 APPLE INC. STILL TAKING A BITE OUT OF THE COMPETIT.docxjasoninnes20
CASE 16 :: APPLE INC.: STILL TAKING A BITE OUT OF THE COMPETITION? C117
CASES
CASE 16
APPLE INC.: STILL TAKING A BITE OUT OF THE COMPETITION?*
On February 11, 2015, Apple Inc. made history by becom-
ing the first U.S. publicly traded company to close above
$700 billion in market value. This put Apple’s value nearly
double that of the next three largest companies in the S&P
500 Index,1 and it firmly established expectations for future
performance. Apple’s market value had grown more than
50,600 percent since its initial public offering in December
1980.2 To satisfy investors, consumers, and company enthu-
siasts, Apple would have to continue to deliver, and doing so
might not be easy. As Apple had grown, the pace of innova-
tion had slowed. There were still opportunities, but would
Apple be the company to see them through to fruition?
The year 2015 was not the first time Apple had wowed
investors. In September 2012 Apple stock had hit a price
high of $702.10, at that time making Apple the most valu-
able company in the world, but the company had not been
able to sustain that lofty valuation. September 2012 had also
marked Tim Cook’s first full year as CEO and the first full
year since the death of Apple’s visionary founder, Steve
Jobs. Although most Apple watchers had mourned Steve
Jobs’s death on October 5, 2011, most also realized that
Jobs’s appointed successor, Tim Cook, came to the position
as CEO with an impressive track record. Cook had contin-
ued to grow the company, and the 2012 year-end numbers
showed continued financial success across almost all prod-
uct lines. However, expectations were still very high, and
rumors of a reduction in Asian supplier component orders
for the iPhone for 2013 led investors to worry about a drop-
off in demand for the company’s flagship product. This
worry led to a subsequent drop in Apple’s stock price of
nearly 24 percent.3
CEO Cook subsequently defused concerns over supply
chain issues, but that didn’t stop analysts and media watch-
ers from wondering whether Apple had lost its luster.4 This
posed yet again the unavoidable question that had loomed
large over the then 35-year-old Apple: What happens to a
modern company whose innovations and inspirations are
so closely tied to the vision of one leader when that lead-
er’s influence is no longer present?5 By 2015, that question
appeared to have been definitively answered: Apple, under
CEO Cook, was not only the most valuable company in
the world but was poised to grow even more (see Exhibits
1 and 2).
Apple, Fortune magazine’s “world’s most admired
company” since 2008,6 had distinguished itself by excel-
ling over the years not only in product innovation but also
in revenue and margins (since 2006 Apple had consistently
reported gross margins of over 30 percent). Founded as
a computer company in 1976 and known early on for its
intuitive adaptation of the graphical user interface, or GUI
(via the first mouse and ...
AssignmentStrategic Leadership and Innovation at Apple Inc. Answ.docxssuser562afc1
Assignment
Strategic Leadership and Innovation at Apple Inc. Answer questions 1-4 in a three to five page APA style paper.
1. Describe the current state of the computing industry and identify any opportunities or threats facing industry players.
2. Which Grand Strategies has Apple Inc. used in the past. Evaluate the success of these strategies.
3. Which Grand Strategy is Apple Inc. currently using? Explain your answer in relation to the Grand Strategy Selection Matrix.
4. Provide at least two recommendations for Apple Inc. to be successful in the present state of the industry.
Case Story from book about Apple Inc.
Reference of book:
Pearce, J.A. II & Robinson, R.B. (2011). Strategic management: Formulation, implementation and control (12th ed.). New York: McGraw-Hill. ISBN: 9780077243210
I can cite for you, if you do or do not want to put down additional references.
Strategic Leadership and Innovation at Apple Inc.1
“Stop and look at Apple for a second, since it’s an odd company . . . While most high-tech firms focus on one or two sectors, Apple does all of them at once . . . Apple is essen- tially operating its own closed miniature techno-economy . . . If you follow conventional wisdom, Apple is doing it all wrong. And yet . . . this is the company that gave us three of the signature technological innovations of the past 30 years: the Apple II, the Macintosh and the iPod.” (Grossman, 2005)
APPLE’S FALL AND RISE
Voted as the most innovative company for three consecutive years during 2006–2008 and as America’s number 1 most Admired Company (McGregor, 2008), Apple seemed to have it all: innovative products that have redefined their markets (such as the iMac and the iPod), a consumer base as loyal as a fan club, and a business model characterized by vertical integration and synergies that no competitor could easily imitate. The Apple brand had transcended the barriers of the computer industry to traverse the consumer electronics, record, movie, and the video and music production industries (see Figure 1 for an outline of Apple’s product and service portfolio). In 2008 the Apple brand was listed as the 24th most valuable global brand (up from 33rd place the previous year), valued at $13.7 billion (Interbrand, 2008).
After a lackluster period during 1989–1997 when Apple was nearly written off, its dynamic comeback was impressive. Between 2003 and 2008 Apple’s sales tripled to $24 billion and profits increased to $3.5 billion, up from a mere $24 million (See Table 1 for an outline of Apple’s financial performance during 2006–8). Apple topped Fortune 500 companies for total return to shareholders both over 2003–2008 (94% return) as well as over 1998–2008 (51% return) (Morris, 2008: 68), a remarkable achievement.
But things haven’t always been that rosy for the company once known as the underdog of the computer industry. During the time when Steve Jobs was not part of the organization (1985–1997) Apple progressively degenerated to the p ...
We are pleased to offer you this review of Apple Inc. (NASDAQ: AAPL). This review provides an overview of the post-Jobs era, a period during which Apple has become the world’s most valuable by market capitalization. The review also discusses the challenges for and changes by CEO Tim Cook at Apple since he took the helm in 2011 ...
Apple has been able to triumph through staggering growth and the broad vision of its founder to create a comprehensive and closed ecosystem that imposes its own industrial standards. This has resulted in an extremely powerful brand. However, with its founder gone just over five years ago, can it remain the Apple in the eye of the consumer?
Page 1 Case Study on Apple’s Business Strategies Fro.docxmadlynplamondon
Page 1
Case Study on Apple’s Business Strategies
From http://www.mbaknol.com/management-case-studies/case-study-on-apples-business-strategies/
Product Differentiation
Apple prides itself on its innovation. When reviewing the history of Apple, it is evident that this attitude
permeated the company during its peaks of success. For instance, Apple pioneered the PDA market by
introducing the Newton in 1993. Later, Apple introduced the easy-to-use iMac in 1998, and updates following
1998. It released a highly stable operating system in 1999, and updates following 1999. Apple had one of its
critical points in history in 1999 when it introduced the iBook. This completed their “product matrix”, a
simplified product mix strategy formulated by Jobs. This move allowed Apple to have a desktop and a portable
computer in both the professional and the consumer segments. The matrix is as follows:
In 2001, Apple hit another important historical point by launching iTunes. This marked the beginning of
Apple’s new strategy of making the Mac the hub for the “digital lifestyle”. Apple then opened its own stores, in
spite of protests by independent Apple retailers voicing cannibalization concerns. Then Apple introduced the
iPod, central to the “digital lifestyle” strategy. Philip W. Schiller, VP of Worldwide Product Marketing for
Apple, stated, “iPod is going to change the way people listen to music.” He was right.
Apple continued their innovative streak with advancements in flat-panel LCDs for desktops in 2002 and
improved notebooks in 2003. In 2003, Apple released the iLife package, containing improved versions of
iDVD, iMovie, iPhoto, and iTunes. In reference to Apple’s recent advancements, Jobs said, “We are going to do
for digital creation what Microsoft did for the office suite productivity.” That is indeed a bold statement. Time
will tell whether that happens.
http://www.mbaknol.com/wp-content/uploads/2010/09/apple-inc_mbaknol.jpg
http://www.mbaknol.com/wp-content/uploads/2010/09/apple-inc_mbaknol.jpg�
Page 2
Apple continued its digital lifestyle strategy by launching iTunes Music Store online in 2003, obtaining
cooperation from “The Big 5” Music companies—BMG, EMI, Sony Entertainment, Universal, Warner. This
allowed iTunes Music Store online to offer over 200,000 songs at introduction. In 2003, Apple released the
world’s fastest PC (Mac G5), which had dual 2.0GHz PowerPC G5 processors.
Product differentiation is a viable strategy, especially if the company exploits the conceptual distinctions for
product differentiation. Those that are relevant to Apple are product features, product mix, links with other
firms, and reputation. Apple established a reputation as an innovator by offering an array of easy-to-use
products that cover a broad range of segments. However, its links with other firms have been limited, as we will
discuss in the next section on strategic alliances.
There is economic value in product d.
Running Head Apple CompanyApple Company.docxSUBHI7
Running Head: Apple Company
Apple Company
Apple Company
Name
Course
Date
Apple Company
The products at apple include Ipads, IPhones, Tablets, macintosh, Apple TV. These items have done well in the market and their request is still high. The organization Apple Inc. begun in 1977 January, 3. The organization has composed items like advanced music players, PCs related programming, which are one of a kind in nature. The organization has done enormously well with regards to advancement and making of astounding and great products that have intensely beaten their opponent in the market. This paper is an outlook on the structure, products and nature of the apple company with regards to stakeholders and corporate social responsibility.
Apple's achievement is their craft of offering magnificent client benefit understanding and in-store better alternatives. The Company gives assortment of items and even the sales people use wonderful language. Apple evaluated that just about half of individuals purchasing Apple items are new clients. Apple has utilized talented and experienced group of offers representatives who have added to organization's prosperity. The organization in 2002 opened tech retail I Tokyo, Japan and there after the organization has kept on opening more shops all around. Their retail technique has truly worked to support them in this manner with higher returns compared to their counterparts (Francois nonnenmancher, 2004).
Apple's hierarchical structure is one of the variables adding to the organization's fruitful advancement. An association's authoritative structure can make open doors for business development. However, it can likewise force restrains on how the firm creates. For Apple's situation, the hierarchical structure is principally a conventional pecking order, with some key components from different sorts of authoritative structure. The achievement of the organization is connected to advancement and the authority of Steve Jobs, however its hierarchical structure is halfway in charge of guaranteeing support for such administration. Presently, under Tim Cook's administration, Apple has rolled out some little improvements in its hierarchical structure to suit market and industry requests.The advantages of Apple's various leveled hierarchical structure incorporate tight control controlled by senior administration over all parts of the business. Also, advancement openings rouse representatives to perform well and there are clear levels of expert and duty. On the negative side, Apple's progressive authoritative structure may trade off adaptably off the business to reflect changes in the worldwide commercial center. Moreover, in various leveled associations correspondence across various offices has a tendency to be less compelling than in level associations (Dudovskiy, 2018).
Unveiled over 10 years ago, the iPod is the one gadget that changed Apple from a PC organization into a mass-advertise hardware monster and would late ...
1
Strategic Improvement3
Business Plan Assessment: Strategic Improvement
Strategic Planning & Implementation
9/6/2021
Strategic Improvement
The purpose of the strategic plan in week two assignments was to show how Mexican Chipotle plans to work towards its damaged reputation and earn consumer trust and confidence. As highlighted in the assignment, Chipotle has faced ethical blows in its operation, which led to its closure. However, after resuming its functionality, the company had lost its positive public image, affecting consumer trust and confidence. Therefore, developing a great and workable strategic plan is vital and paramount for Chipotle because it will restore its public image and improve its competitive advantage and attract more customers. Thus, Chipotle's strategic plan aims to attract customers, increase the company's competitive advantage, and increase the general productivity of the company.
The key objectives of Chipotle’s strategic plan are to maintain its existing customers and do the best it can to attract more customers. Such objectives can only be achieved if the company strategically plans and approaches market development aspects. For instance, after Niccol took over, he employed differentiation as a market development initiative in the company (Thompson, 2019). This is a strategy that targets a narrow market, hence improving the company’s overall competitive advantage. Chipotle intends to give its customers variations of products to choose from with a target for a narrow market. This will increase the competitive advantage within the company and strengthen its overall operations in the business market.
The strategic plan reveals that Chipotle is focused on improving its processes to ensure the safety of both the people and the environment. The company intends to strategically differentiate its products, with a focus on the production of food with only natural ingredients. Initially, Chipotle used to process products from both natural and synthetic materials. However, after the ethical blow where many customers suffered from food poisoning, the company has learned its lesson and resolved to focus on the safety and health of the consumers (Thompson, 2019). Niccol has ensured that Chipotle sources its rice, beans, and cilantro from organic suppliers. This implies that Chipotle is focusing on having the best food quality instead of saving money on ingredients. This will eventually turn the company into a healthy living entity, which will change the narrative regarding the reputation of the company into what consumers love.
Chipotle has a performance culture based on employee development and promotion of employees from within the company. Employees are given a path of ascension and opportunities to advance their employment levels and job positions. More so, the company provides the workers with a bal ...
In today’s rapidly changing business world, the pressure on a business to take up a proactive approach has increased due to factors such as globalization, rapid technological advancement and changing needs of customers (Mazzero et al., 2015). Businesses which have emerged as market leaders are devising their strategies in accordance to the customer needs and environmental changes. Strategy is defined as setting the future direction or goals of an organization and allocating the resources for the attainment of those goals (Proctor, 2014). The strategic planning process involves taking up a systematic approach in devising goals and strategies. Furthermore, the process of strategic management involves identifying the opportunities in market and experimenting in order to develop a competitive advantage in the longer run (Hill et al., 2014). The businesses that have outperformed; have been successful in recognizing the opportunities present in the market before their rivals could do. Apple is one such business that has achieved phenomenal success due to its preemptive approach (Rawlinson, 2017). Over the years, Apple has successfully developed a very strong brand name and highly loyal customer base and has been ranked as one of the world’s “most valuable brand” (“The World’s Most Valuable Brands List,” 2018). Therefore, the purpose of this report is to carry out a strategic analysis of Apple and to make strategic recommendations for its future direction. The report will firstly give a brief overview of Apple Inc. and will then carry out the external and internal analysis of the company. The report will then move to identification of Apple’s sustainable competitive advantage and will then give recommendations based on analysis.
In order to carry out strategic analysis of Apple Inc., its internal and external environments need to be studied. So, in this section, Porter five forces analysis and PEST analysis of Apple have been done whereas for internal analysis of the company SWOT analysis will be conducted.
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxShiraPrater50
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxaryan532920
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
BA 490 Senior Seminar in BusinessDr. Lori D. Paris.docxikirkton
BA 490: Senior Seminar in Business
Dr. Lori D. Paris
March 11, 2012
Table of Contents
Basic Company Information/History3
Industry Dominant Economic Features5
Five Forces Analysis of the PC industry 14
Strategic implications of Five Forces17
Driving Forces in the Industry 18
Industry Key Success Factors 20
Identify Industry Competitors 21
Strategic Maps 24
Summary of the industry and the overall attractiveness 27
Defining Strategy 28
SWOT analysis 30
Key Resources & Competencies 36
Competitive Strength Assessment 37
Apple’s Leadership and Corporate Culture 37
Financial Analysis 38
Recommendations 42
Appendix A: Financial Ratios 45
References 53
History
In 2011, Diane Hamilton described Apple Inc.’s mission statement as; “Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and internet offerings” (para.3). Apple’s vision statement is “Man is the creator of change in this world. As such he should be above systems and structures, and not subordinate to them" (Huzefa et al, 2009, p.15). With a common objective to create a low-cost and easy to use computer, the consummate salesperson Steve Jobs and the technical genius Steve “Woz” Wozniak got together in 1976 and founded Apple. In that same year, their first system, the Apple I, was launched and sold for $666.66 per unit (Powell, para 1). In 1977, Apple II was released and sold for $1,298.00, and sales spiked significantly (Huzefa et al., 2009, p.15).
By 1980, Apple became a publicly traded company, and the Apple III was released. A number of business and technical issues, such as overpricing of the product, resulted in a profitable fiasco. The poor revenue and technical failure resulted in the firing of 40 employees by the CEO at the time, Michael Scott. The 40 employees accounted for nearly half the original Apple II team. The first commercially successful personal computer was Apple’s Macintosh (Mac). Released in 1984 under the guidance of chairman Steve Jobs, it was the first computer that included a mouse and a graphic. The Mac sold for $2,495.00. “By the time the Apple II and the Mac rolled around, Jobs and Woz had popularized the personal computing revolution, and the rest, as they say, is history” (Powell, para. 1).
During the years between 1985 and 1993, Apple grew from $600 million in annual sales to $8 billion by 1993. Business issues for Apple in the following years included the release of Microsoft’s Windows 95 operating system and cheap PC clones able to run the Macintosh operating system, resulting in significant quarterly losses in 1996 (Huzefa et al, 2009, p. 11-12).
In 1985, Steve had been fired from Apple by the board of directors after ongoing internal conflict within the company. He began a competing company, NeXT, which designed high-end computer systems and a refined operating system. Much of NeXT’s mission was to personally ...
AristotleBelow is the second assignment for your assistance. Th.docxhirstcruz
Aristotle
Below is the second assignment for your assistance. Thanks for your help
Directions:
Using your research topic, design a short research proposal for an ethnographic study that answers questions only answerable through qualitative research. Include a discussion of steps 1-6 from Chapter 10, including but not limited to , how you would enter the field, present yourself, how you will build rapport and trust, your level of involvement, the types of questions you will ask etc. Be sure to justify each decision position. There are many ways of doing things, so be purposeful in your decisions.
Format:
Your paper must be at least 1000 words (approx. 4 pages at 12 point, Times New Roman, double spaced)
APA format with a correctly formatted title page
Correctly formatted page numbers
Double spaced
No extra spaces between paragraphs
Include a works cited page and use internal citation with page numbers
This is the book where the attached pages came from:
Neuman, L. W. (2008). Understanding research (1st Edition). Upper Saddle River, New Jersey:
Pearson.
Thanks for all your help!
V/r
AV102
.
Argument and Persuasion is a somewhat more challenging rhetorica.docxhirstcruz
Argument and Persuasion is a somewhat more challenging rhetorical mode to employ (than description or cause and effect) because it has to function successfully on three levels simultaneously. These are called the three “Levels of Appeal.” The levels are:
Logical/rational
Moral/ethical
Emotional
Other rhetorical modes only operate on the logical/rational level. As you study READ3, notice and think about how Jefferson, Lincoln, King, and Hughes use Argumentation and Persuasion while satisfying the three “Levels of Appeal.” Then, in the discussion board
Discuss the issues you find in these writers that you feel are most important today.
.
More Related Content
Similar to case is pasted below after assignment descriptionThere
Page 1 Case Study on Apple’s Business Strategies Fro.docxmadlynplamondon
Page 1
Case Study on Apple’s Business Strategies
From http://www.mbaknol.com/management-case-studies/case-study-on-apples-business-strategies/
Product Differentiation
Apple prides itself on its innovation. When reviewing the history of Apple, it is evident that this attitude
permeated the company during its peaks of success. For instance, Apple pioneered the PDA market by
introducing the Newton in 1993. Later, Apple introduced the easy-to-use iMac in 1998, and updates following
1998. It released a highly stable operating system in 1999, and updates following 1999. Apple had one of its
critical points in history in 1999 when it introduced the iBook. This completed their “product matrix”, a
simplified product mix strategy formulated by Jobs. This move allowed Apple to have a desktop and a portable
computer in both the professional and the consumer segments. The matrix is as follows:
In 2001, Apple hit another important historical point by launching iTunes. This marked the beginning of
Apple’s new strategy of making the Mac the hub for the “digital lifestyle”. Apple then opened its own stores, in
spite of protests by independent Apple retailers voicing cannibalization concerns. Then Apple introduced the
iPod, central to the “digital lifestyle” strategy. Philip W. Schiller, VP of Worldwide Product Marketing for
Apple, stated, “iPod is going to change the way people listen to music.” He was right.
Apple continued their innovative streak with advancements in flat-panel LCDs for desktops in 2002 and
improved notebooks in 2003. In 2003, Apple released the iLife package, containing improved versions of
iDVD, iMovie, iPhoto, and iTunes. In reference to Apple’s recent advancements, Jobs said, “We are going to do
for digital creation what Microsoft did for the office suite productivity.” That is indeed a bold statement. Time
will tell whether that happens.
http://www.mbaknol.com/wp-content/uploads/2010/09/apple-inc_mbaknol.jpg
http://www.mbaknol.com/wp-content/uploads/2010/09/apple-inc_mbaknol.jpg�
Page 2
Apple continued its digital lifestyle strategy by launching iTunes Music Store online in 2003, obtaining
cooperation from “The Big 5” Music companies—BMG, EMI, Sony Entertainment, Universal, Warner. This
allowed iTunes Music Store online to offer over 200,000 songs at introduction. In 2003, Apple released the
world’s fastest PC (Mac G5), which had dual 2.0GHz PowerPC G5 processors.
Product differentiation is a viable strategy, especially if the company exploits the conceptual distinctions for
product differentiation. Those that are relevant to Apple are product features, product mix, links with other
firms, and reputation. Apple established a reputation as an innovator by offering an array of easy-to-use
products that cover a broad range of segments. However, its links with other firms have been limited, as we will
discuss in the next section on strategic alliances.
There is economic value in product d.
Running Head Apple CompanyApple Company.docxSUBHI7
Running Head: Apple Company
Apple Company
Apple Company
Name
Course
Date
Apple Company
The products at apple include Ipads, IPhones, Tablets, macintosh, Apple TV. These items have done well in the market and their request is still high. The organization Apple Inc. begun in 1977 January, 3. The organization has composed items like advanced music players, PCs related programming, which are one of a kind in nature. The organization has done enormously well with regards to advancement and making of astounding and great products that have intensely beaten their opponent in the market. This paper is an outlook on the structure, products and nature of the apple company with regards to stakeholders and corporate social responsibility.
Apple's achievement is their craft of offering magnificent client benefit understanding and in-store better alternatives. The Company gives assortment of items and even the sales people use wonderful language. Apple evaluated that just about half of individuals purchasing Apple items are new clients. Apple has utilized talented and experienced group of offers representatives who have added to organization's prosperity. The organization in 2002 opened tech retail I Tokyo, Japan and there after the organization has kept on opening more shops all around. Their retail technique has truly worked to support them in this manner with higher returns compared to their counterparts (Francois nonnenmancher, 2004).
Apple's hierarchical structure is one of the variables adding to the organization's fruitful advancement. An association's authoritative structure can make open doors for business development. However, it can likewise force restrains on how the firm creates. For Apple's situation, the hierarchical structure is principally a conventional pecking order, with some key components from different sorts of authoritative structure. The achievement of the organization is connected to advancement and the authority of Steve Jobs, however its hierarchical structure is halfway in charge of guaranteeing support for such administration. Presently, under Tim Cook's administration, Apple has rolled out some little improvements in its hierarchical structure to suit market and industry requests.The advantages of Apple's various leveled hierarchical structure incorporate tight control controlled by senior administration over all parts of the business. Also, advancement openings rouse representatives to perform well and there are clear levels of expert and duty. On the negative side, Apple's progressive authoritative structure may trade off adaptably off the business to reflect changes in the worldwide commercial center. Moreover, in various leveled associations correspondence across various offices has a tendency to be less compelling than in level associations (Dudovskiy, 2018).
Unveiled over 10 years ago, the iPod is the one gadget that changed Apple from a PC organization into a mass-advertise hardware monster and would late ...
1
Strategic Improvement3
Business Plan Assessment: Strategic Improvement
Strategic Planning & Implementation
9/6/2021
Strategic Improvement
The purpose of the strategic plan in week two assignments was to show how Mexican Chipotle plans to work towards its damaged reputation and earn consumer trust and confidence. As highlighted in the assignment, Chipotle has faced ethical blows in its operation, which led to its closure. However, after resuming its functionality, the company had lost its positive public image, affecting consumer trust and confidence. Therefore, developing a great and workable strategic plan is vital and paramount for Chipotle because it will restore its public image and improve its competitive advantage and attract more customers. Thus, Chipotle's strategic plan aims to attract customers, increase the company's competitive advantage, and increase the general productivity of the company.
The key objectives of Chipotle’s strategic plan are to maintain its existing customers and do the best it can to attract more customers. Such objectives can only be achieved if the company strategically plans and approaches market development aspects. For instance, after Niccol took over, he employed differentiation as a market development initiative in the company (Thompson, 2019). This is a strategy that targets a narrow market, hence improving the company’s overall competitive advantage. Chipotle intends to give its customers variations of products to choose from with a target for a narrow market. This will increase the competitive advantage within the company and strengthen its overall operations in the business market.
The strategic plan reveals that Chipotle is focused on improving its processes to ensure the safety of both the people and the environment. The company intends to strategically differentiate its products, with a focus on the production of food with only natural ingredients. Initially, Chipotle used to process products from both natural and synthetic materials. However, after the ethical blow where many customers suffered from food poisoning, the company has learned its lesson and resolved to focus on the safety and health of the consumers (Thompson, 2019). Niccol has ensured that Chipotle sources its rice, beans, and cilantro from organic suppliers. This implies that Chipotle is focusing on having the best food quality instead of saving money on ingredients. This will eventually turn the company into a healthy living entity, which will change the narrative regarding the reputation of the company into what consumers love.
Chipotle has a performance culture based on employee development and promotion of employees from within the company. Employees are given a path of ascension and opportunities to advance their employment levels and job positions. More so, the company provides the workers with a bal ...
In today’s rapidly changing business world, the pressure on a business to take up a proactive approach has increased due to factors such as globalization, rapid technological advancement and changing needs of customers (Mazzero et al., 2015). Businesses which have emerged as market leaders are devising their strategies in accordance to the customer needs and environmental changes. Strategy is defined as setting the future direction or goals of an organization and allocating the resources for the attainment of those goals (Proctor, 2014). The strategic planning process involves taking up a systematic approach in devising goals and strategies. Furthermore, the process of strategic management involves identifying the opportunities in market and experimenting in order to develop a competitive advantage in the longer run (Hill et al., 2014). The businesses that have outperformed; have been successful in recognizing the opportunities present in the market before their rivals could do. Apple is one such business that has achieved phenomenal success due to its preemptive approach (Rawlinson, 2017). Over the years, Apple has successfully developed a very strong brand name and highly loyal customer base and has been ranked as one of the world’s “most valuable brand” (“The World’s Most Valuable Brands List,” 2018). Therefore, the purpose of this report is to carry out a strategic analysis of Apple and to make strategic recommendations for its future direction. The report will firstly give a brief overview of Apple Inc. and will then carry out the external and internal analysis of the company. The report will then move to identification of Apple’s sustainable competitive advantage and will then give recommendations based on analysis.
In order to carry out strategic analysis of Apple Inc., its internal and external environments need to be studied. So, in this section, Porter five forces analysis and PEST analysis of Apple have been done whereas for internal analysis of the company SWOT analysis will be conducted.
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxShiraPrater50
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxaryan532920
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
BA 490 Senior Seminar in BusinessDr. Lori D. Paris.docxikirkton
BA 490: Senior Seminar in Business
Dr. Lori D. Paris
March 11, 2012
Table of Contents
Basic Company Information/History3
Industry Dominant Economic Features5
Five Forces Analysis of the PC industry 14
Strategic implications of Five Forces17
Driving Forces in the Industry 18
Industry Key Success Factors 20
Identify Industry Competitors 21
Strategic Maps 24
Summary of the industry and the overall attractiveness 27
Defining Strategy 28
SWOT analysis 30
Key Resources & Competencies 36
Competitive Strength Assessment 37
Apple’s Leadership and Corporate Culture 37
Financial Analysis 38
Recommendations 42
Appendix A: Financial Ratios 45
References 53
History
In 2011, Diane Hamilton described Apple Inc.’s mission statement as; “Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and internet offerings” (para.3). Apple’s vision statement is “Man is the creator of change in this world. As such he should be above systems and structures, and not subordinate to them" (Huzefa et al, 2009, p.15). With a common objective to create a low-cost and easy to use computer, the consummate salesperson Steve Jobs and the technical genius Steve “Woz” Wozniak got together in 1976 and founded Apple. In that same year, their first system, the Apple I, was launched and sold for $666.66 per unit (Powell, para 1). In 1977, Apple II was released and sold for $1,298.00, and sales spiked significantly (Huzefa et al., 2009, p.15).
By 1980, Apple became a publicly traded company, and the Apple III was released. A number of business and technical issues, such as overpricing of the product, resulted in a profitable fiasco. The poor revenue and technical failure resulted in the firing of 40 employees by the CEO at the time, Michael Scott. The 40 employees accounted for nearly half the original Apple II team. The first commercially successful personal computer was Apple’s Macintosh (Mac). Released in 1984 under the guidance of chairman Steve Jobs, it was the first computer that included a mouse and a graphic. The Mac sold for $2,495.00. “By the time the Apple II and the Mac rolled around, Jobs and Woz had popularized the personal computing revolution, and the rest, as they say, is history” (Powell, para. 1).
During the years between 1985 and 1993, Apple grew from $600 million in annual sales to $8 billion by 1993. Business issues for Apple in the following years included the release of Microsoft’s Windows 95 operating system and cheap PC clones able to run the Macintosh operating system, resulting in significant quarterly losses in 1996 (Huzefa et al, 2009, p. 11-12).
In 1985, Steve had been fired from Apple by the board of directors after ongoing internal conflict within the company. He began a competing company, NeXT, which designed high-end computer systems and a refined operating system. Much of NeXT’s mission was to personally ...
Similar to case is pasted below after assignment descriptionThere (20)
AristotleBelow is the second assignment for your assistance. Th.docxhirstcruz
Aristotle
Below is the second assignment for your assistance. Thanks for your help
Directions:
Using your research topic, design a short research proposal for an ethnographic study that answers questions only answerable through qualitative research. Include a discussion of steps 1-6 from Chapter 10, including but not limited to , how you would enter the field, present yourself, how you will build rapport and trust, your level of involvement, the types of questions you will ask etc. Be sure to justify each decision position. There are many ways of doing things, so be purposeful in your decisions.
Format:
Your paper must be at least 1000 words (approx. 4 pages at 12 point, Times New Roman, double spaced)
APA format with a correctly formatted title page
Correctly formatted page numbers
Double spaced
No extra spaces between paragraphs
Include a works cited page and use internal citation with page numbers
This is the book where the attached pages came from:
Neuman, L. W. (2008). Understanding research (1st Edition). Upper Saddle River, New Jersey:
Pearson.
Thanks for all your help!
V/r
AV102
.
Argument and Persuasion is a somewhat more challenging rhetorica.docxhirstcruz
Argument and Persuasion is a somewhat more challenging rhetorical mode to employ (than description or cause and effect) because it has to function successfully on three levels simultaneously. These are called the three “Levels of Appeal.” The levels are:
Logical/rational
Moral/ethical
Emotional
Other rhetorical modes only operate on the logical/rational level. As you study READ3, notice and think about how Jefferson, Lincoln, King, and Hughes use Argumentation and Persuasion while satisfying the three “Levels of Appeal.” Then, in the discussion board
Discuss the issues you find in these writers that you feel are most important today.
.
Argumentative Synthesis AssignmentThis assignment creates an opp.docxhirstcruz
Argumentative Synthesis Assignment
This assignment creates an opportunity for you to practice research and demonstrate the writing skills you have developed this semester while engaging with important issues.
Your task is to write a 5-to-5.25-page argument concerning surveillance, privacy, and digital identity. You may wish to consider these questions or others that you formulate: What are the benefits of surveillance and for who? What is the value of privacy? What is the importance of digital identity? Use your anecdotal experience, assigned readings, and independent research to make sense of these topics. Your essay should have a clear point/explanation/thesis and be organized with great care. Use MLA conventions to format your paper. Use at least 5 external sources. 250 points.
Suggested Readings or Source Material:
*
Journalism:
No Place to Hide
by Glenn Greenwald
*
Journalism Focused on Surveillance and Privacy Issues:
https://firstlook.org/theintercept/
*
Academic/Theoretical Excerpt
:
http://foucault.info/documents/disciplineandpunish/foucault.disciplineandpunish.panopticism.html
*
Novel:
1984
by George Orwell
*
Novel:
Brave New World
by Aldous Huxley
*
Novel:
Neuromancer
by William Gibson
*
Lecture:
https://www.ted.com/talks/hubertus_knabe_the_dark_secrets_of_a_surveillance_state?language=en
*
Speech
:
http://www.ted.com/talks/glenn_greenwald_why_privacy_matters?language=en
*
Documentary:
http://www.pbs.org/wgbh/pages/frontline/united-states-of-secrets/
*
Civil Liberties Organization:
https://www.eff.org/
*
Film:
Rear Window
*
Film:
Minority Report
*
Film and Graphic Novel
:
V for Vendetta
*
Documentary in Theaters:
Citizenfour
.
Argumentative Essay
This writing assignment involves writing your Argumentative essay. Once you draft your essay and
revise, you may submit it for feedback. The feedback will help you revise the draft so you can submit it
as a final. The final version will be graded.
Option #1: Your Position on Pirated Movies
Develop a
thesis statement
on the topic of pirated movies (piracy hurts the economy by…, society can
prevent movie piracy by…, etc.) and write an argumentative essay. Strive for
at least three strong
arguments
in addition to a
counterargument and refutation
(see counterargument and refutation
details in the Top Ten Tips section). Using
argumentative topic sentences
that include your opinion for
each section can help ensure the majority of your essay is argumentative. Beginning of a sample topic
sentence: “The first way movie piracy hurts the economy is….” Then be sure to support that claim with
researched data.
Conclude each paragraph
with a sentence that summarizes the paragraph’s main
ideas.
Sample Thesis Statement:
Ideally, a thesis would include the major assignment objectives for the essay, which in this case would
be your claim/opinion, reasons why you have that opinion, and the counter-argument: “Movie piracy is
unethical because (add argument 1), (add argument 2), and (add argument 3), even though (add
counterargument focus).”
Note that a thorough thesis statement will include the
counterargument
in addition to your own
arguments.
See Top Ten Tips section for more thesis statement assistance.
Use
at least three
credible sources
(the author should be considered an expert on the topic in which he
or she writes; try Google Scholar to search), such as books, articles, and websites, to support your thesis.
Include a mix of
cited paraphrases, summaries, and quotes
in your argumentative research paper. Use
MLA format to create proper parenthetical citations as well as a
Works Cited
page at the end of your
essay. For additional Works Cited assistance visit
http://owl.english.purdue.edu/owl/resource/747/08/
and use the left navigation menu to locate the type of reference you need.
Option #2: Your Position on Electronic Policing
Develop a
thesis statement
on the topic of electronic policing and anti-plagiarism software and write an
argumentative essay. Your chosen topic needs to be specific and might address a question like the ones
you see in these examples:
•
Should student writers be subject to having their work checked by anti-plagiarism software?
Why or why not?
•
Is anti-plagiarism software an effective deterrent to stealing published work? Why or why not?
•
You may choose another topic regarding electronic policing as well; just be sure that your main
thesis addresses the topic of
electronic policing
.
If the assignment does not address one of the .
Are we civilizing these nations, or making them conform to our belie.docxhirstcruz
Are we civilizing these nations, or making them conform to our beliefs? Has any nation appointed America as guardians or rulers over political structures throughout the world? How are we justified in our actions?
Use one of these countries as a foundation for your opinion:
Syria
Iraq
Libya
Korea
Vietnam
China
Your paper needs to be a minimum of 500 words.
.
Are humans experiencing microevolution due to natural selection I.docxhirstcruz
Are humans experiencing microevolution due to natural selection? If yes, propose an example. If no, explain why not. Cite your source(s) at the end of your post.
What is the distinction between micro and macroevolution?
Can one accept one idea and not the other? Explain your answer and cite your source(s).
If we maintain a strict biological definition of “species”, H. sapiens and H. neanderthalensis were NOT separate species as they successfully interbred.
What impact might this information have on assigning a date to the origin of humans?
Are there any other implications?
Cite your source(s) at the end of your post.
Throughout the past seven modules you have been presented with an introduction to evolutionary theory and some lines of evidence for its validity. There are many websites that purport to illustrate the falsity of evolution. Go online and research a single argument that one of these sites makes against evolution. Select one that you find interesting or support or find most plausible.
Make a post with the following components:
A) Explain the specific argument against evolutionary theory.
B) Evaluate the argument. Support or Refute it. Use citations from trusted sources to support your work.
.
Appraise the effectiveness of the Integrated Marketing Communication.docxhirstcruz
Appraise the effectiveness of the Integrated Marketing Communications planning process as part of managing the advertising for a brand. Illustrate two to four techniques for using the different elements of Integrated Marketing Communications to manage the image of the brand. Support your response with an example.
.
Apply the reading on the MyArtsLab Closer Look at Édouard Manet, .docxhirstcruz
Apply the reading on the MyArtsLab Closer Look at “Édouard Manet,
Olympia
,” The image of Manet's "Olympia" may at first appear to be nothing more than another painting like so many using many images and symbols to depict some element of higher culture. But if one were to take the time and look at Titian's "Venus of Urbino", you would realize Manet's work is making specific reference to this painting with a strong social commentary about the morals and values of the times and the way in which poverty have taken its toll on the poor in Paris.
Art continues to be a powerful force in drawing attention to social issues. For your discussion topic, briefly identify one instance in present-day culture where an individual communicated a social message in the form of a painting, film, commercial, billboard, poster, or any other visual mode of communication. Analyze your selection and describe the visual message represented.
.
APPLY THE CONCEPTS LIFO inventory calculationClick here to re.docxhirstcruz
APPLY THE CONCEPTS: LIFO inventory calculation
Click here
to review an illustrated example of the LIFO calculation. The steps illustrated in the example are recapped below.
1. Start with beginning inventory.
2. Add inventory layers as purchases are made.
3. Compute the cost of merchandise sold as sales occur. Use only the cost of merchandise available for sale as of the sales date.
4. Update the inventory balance after each transaction. (Be sure you do not use an amount more than once.)
5. Determine the ending inventory for the period.
Below is the data for the month of January, 2011.
1/1 Beg. Inv.
150 Units @ $10
1/8 Purchase
120 Units @ $12
1/14 Sale
84 Units
1/22 Purchase
100 Units @ $8
1/25 Sale
124 Units
Compute the LIFO layers amounts for the cost of merchandise available for sale after each purchase and sale.
After 1/8 Purchase
Layer 1
[removed]
units $
[removed]
price per unit $
[removed]
value of the layer
Layer 2
[removed]
units $
[removed]
price per unit $
[removed]
value of the layer
After 1/14 Sale
Layer 1
[removed]
units $
[removed]
price per unit $
[removed]
value of the layer
Layer 2
[removed]
units $
[removed]
price per unit $
[removed]
value of the layer
After 1/22 Purchase
Layer 1
[removed]
units $
[removed]
price per unit $
[removed]
value of the layer
Layer 2
[removed]
units $
[removed]
price per unit $
[removed]
value of the layer
Layer 3
[removed]
units $
[removed]
price per unit $
[removed]
value of the layer
After 1/25 Sale
Layer 1
[removed]
units $
[removed]
price per unit $
[removed]
value of the layer
Layer 2
[removed]
units $
[removed]
price per unit $
[removed]
value of the layer
Based on your answers above, complete the worksheet below.
LIFO Inventory Worksheet
Transaction
Purchases
Cost of Merchandise Sold
Inventory balance
1/1 Beg. Inv.
150 Units @ $10
$1,500
1/8 Purchase
120 Units @ $12
$
[removed]
$
[removed]
1/14 Sale
84 Units
$
[removed]
$
[removed]
1/22 Purchase
100 Units @ $8
$
[removed]
$
[removed]
1/25 Sale
124 Units
$
[removed]
$
[removed]
Total
$
[removed]
$
[removed]
$
[removed]
Hide
APPLY THE CONCEPTS: Recording changes in inventory under LIFO valuation
Under the perpetual system, two journal entries are are required to record sales; one to record the sale and one to record the cost of merchandise sold. Click on the links below to review the journal entries for purchases and sales transactions.
Purchase
Sales
After a purchase or sale occurs, the transaction must be recorded or journalized. In the following journal, record the purchases and sales for the month, assuming that all inventory purchases were made with cash and all sales were made on account at a fixed unit price of $22 per unit. Several facts to remember: (1) All inventory
purchases
are made with cash and cash only; (2) All
sales
are made on account and on account only; and (3) when recording sales, Schiphol wants .
Apply a sociological perspective to the social world.Analyze conte.docxhirstcruz
Apply a sociological perspective to the social world.
Analyze contemporary social issues using the sociological imagination and use sociological theories and concepts to analyze everyday life.
Recognize and define social structure and social interaction
Explain the reciprocal relationship in the influence between societal and structural factors, individual behavior and the self’s development
Develop written communication skills and critical thinking skills.
.
Applied social psychology is a field unto itself and provides rese.docxhirstcruz
Applied social psychology
is a field unto itself and provides researchers with a direct connection between academic social psychology and their desire to have an impact on social change. Social psychology is a highly applicable field, and social psychological research influences such areas as: consumer behavior, immigration, cultural diversity, education, the environment, organizational functioning, health/mental health, and politics, to name a few (Steg, Buunk, & Rothengatter, 2008).
For this Discussion, review this week’s Learning Resources. Think about how you might use applied social psychology in your field of interest and ways in which to have an impact on social change.
With these thoughts in mind:
Post by Day 3
a brief definition of applied social psychology. Then explain how you might apply one element of applied social psychology in your field of interest. Finally, explain one way using applied social psychology in your field of interest may affect social change.
Book Excerpt:
Steg, L., & Rothengatter, T. (2008).
Introduction to applied social psychology
. In Steg, L., Buunk, A. P., & Rothengatter, T. (Eds.),
Applied social psychology: Understanding and managing social problems
(pp. 1–27). Cambridge, UK: Cambridge University Press.
Copyright 2008 by Cambridge University Press - US - Books. Reprinted by permission of Cambridge University Press - US - Books via the Copyright Clearance Center.
Book Excerpt:
Van Der Zee, K., & Paulus, P. (2008).
Social psychology and modern organizations: Balancing between innovativeness and comfort
. In Steg, L., Buunk, A. P., & Rothengatter, T. (Eds.),
Applied social psychology: Understanding and managing social problems
(pp. 271–290). Cambridge, UK: Cambridge University Press.
Copyright 2008 by Cambridge University Press - US - Books. Reprinted by permission of Cambridge University Press - US - Books via the Copyright Clearance Center.
Article:
Lent, R. W., & Brown, S. D. (2008). Social cognitive career theory and subjective well-being in the context of work.
Journal of Career Assessment, 16
(1), 6–21.
Retrieved from the Walden Library databases.
Article:
Verbruggen, M. & Sels, L. (2010). Social-cognitive factors affecting clients’ career and life satisfaction after counseling.
Journal of Career Assessment, 18
(1), 3–15.
Retrieved from the Walden library databases
.
ApplicationVolunteers Roles and RelationshipsBoard Governanc.docxhirstcruz
Application:
Volunteers: Roles and Relationships
Board Governance & Volunteer Management
ASSIGNMENT DUE SUNDAY 3/15/20 8:00 pm NEW YORK TIME
APA format 1-3 pages within the references and in paper citations
Many nonprofit organizations cannot afford to employ staff for all the work that must be done to achieve organizational goals. Volunteers, then, are often integral contributors to organizational success. In order to ensure high volunteer retention, special care must be taken to design volunteer positions that are both interesting and meaningful to the volunteer and important to the organization.
Paid staff members are usually responsible for designing and delegating work to volunteers, so the relationship between the two groups is important. Volunteers need to know they are valued and appreciated for their contribution to the overall mission of the organization. Tensions arise when paid staff regard volunteers as somehow "less than" the staff or as an impediment to their getting their work done. The goal is for there to be a working relationship that satisfies the needs and desires of both groups.
To prepare for this assignment:
Review
Chapter 4 in the course text,
Volunteer Managemen
t
. Think about how you might include nongoverning volunteers in an organization.
Consider what positions might foster an active and highly-motivated commitment to the mission of an organization.
Review
Chapter 13 in the course text,
Volunteer Management
. Pay close attention to the importance of staff–volunteer relationships and how integration and support of the two groups might enhance the mission of an organization.
Consider how volunteer and staff diversity might influence an organization and what strategies you might use to foster positive attitudes and relationships within your organization.
The assignment (1-3 pages):
Briefly describe a volunteer position in an organization with which you are familiar (your Final Project organization or another).
Explain the roles and tasks of this volunteer position based on the four "game characteristics" described in Chapter 4 of
Volunteer Management
.
Based on the position you selected and the roles and tasks associated with it, predict what might be required of a supervising staff member to ensuOr will will will contact with the part of the
Month after the
id staff and a nongoverning volunteer in this position.
Describe how you might address each issue.
Explain how you would address diversity issues among staff members and nongoverning volunteers.
.
ApplicationIncorporating a Nonprofit OrganizationIntroduction.docxhirstcruz
Application:
Incorporating a Nonprofit Organization
Introduction to the Nonprofit Sector
ASSIGNMENT DUE SUNDAY 3/15/20 8:00 pm NEW YORK TIME
APA format 1-2 pages use uploaded resources within the references and in paper citations
Passion for the mission of a proposed organization is not enough to make it a reality. In order to operate legally and obtain tax-deductible donations or grant funding, individuals must incorporate an NPO and apply for tax-exempt status. In the U.S., resources are published that help individuals create new NPOs and guide their operations. These resources include directions on how to incorporate an NPO and apply for tax-exempt status. In this Application Assignment, you will review the requirements for incorporation of an NPO and identify resources to help you fulfill them.
To prepare for this assignment:
Review Chapter 14 in
The Complete Guide to Nonprofit Management
, focusing on the incorporation process.
Examine the guidelines and resources for creating a nonprofit organization in your location.
Select two NPO incorporation requirements that you think might be the most challenging. Think in terms of the NPO you will be creating for your Final Project.
Identify support agencies or officials who understand the nonprofit incorporation process and might be a resource for you. Make a list of these support systems.
The assignment: (1—2 pages)
Describe the two incorporation requirements you selected.
Explain why these incorporation requirements would pose challenges and how you would address the challenges. Provide specific examples.
Describe and evaluate at least one local resource that might guide or help you through the incorporation process.
.
ApplicationKnowing When to Make a ReferralSupporting the develo.docxhirstcruz
Application:
Knowing When to Make a Referral
Supporting the development and learning of young children and their families often requires taking into consideration rapidly changing needs, as well as carefully considering the ongoing impact of environment, culture, and community.
As a child development professional, you may grapple with when to refer a young child and his or her family to infant mental health services. For this Application Assignment, you will develop a checklist and information sheet highlighting factors that need to be considered when determining whether to make a referral to infant mental health services. To prepare for this assignment, review pages 18–22 of
Building Strong Foundations: Practical Guidance for Promoting the Social-Emotional Development of Infants and Toddlers
, starting with the section "When to Consider Referring a Child for Infant Mental Health Services." Also draw on resources you have read previously in the course when developing your checklist.
Develop a checklist that includes the following:
Factors that need to be considered prior to making a referral with regard to each of the following categories:
Child factors
Environmental factors
Family factors
An overview of processes you would use to gather information prior to making a referral
Then, create an information sheet that includes general guidelines with regard to the following:
Any special considerations (such as culture, ability, linguistics) that should be taken into account when determining if a referral should be made
Strategies that can be utilized to support the family through the referral process
Assignment length:
1–2 pages
.
Application Special Needs From a Variety of PerspectivesThroughou.docxhirstcruz
Application: Special Needs From a Variety of Perspectives
Throughout this course, you will be studying many topics related to children with special needs. The readings, content reviews, and Discussions will help you gain a valuable base of information. To expand your knowledge, the course Applications will offer ways to explore areas of special needs in more depth and increase your awareness of what it is like to teach and to parent a child with special needs, or to be someone who has been identified with a special need.
Before you begin the Week 1 Application, review the outline below in order to plan effectively.
Week 1: Write a Brochure on Early Intervention Services.
You will imagine yourself in the role of a Child Development Community Liaison for a nonprofit organization that provides programs related to infant/toddler healthy development. Your job is to create a brochure for infant/toddler program directors and caregivers informing them about your services.
Week 2: Interview with a Teacher or Caregiver.
You will have a choice of interviewing a teacher whose expertise is special education and who works with children ages 3–8, or a teacher or caregiver who has a child or children in his/her setting who have been identified with special needs.
Week 3: Research and Information Exchange, Part 1.
You will research a category of special needs that is of interest to you in order to gain a greater depth of knowledge.
Week 4: Research and Information Exchange, Part 2.
You will share, review, and reflect on fellow students' research on different categories of special needs.
Week 5: Interview with a Parent of a Child with Special Needs or with a Student or Adult with Special Needs.
You will have a choice of interviewing a parent or other close adult family member of a child with special needs, or a person with special needs who would like to share his or her experiences and perspectives.
Week 1: Write a Brochure on Early Intervention Services
As you have learned this week, early intervention services can include programs for infants and toddlers who may be at risk from biological or environmental issues that could lead to developmental delays or other special needs. One challenge to early intervention service providers is to ensure that they reach out and connect with families. All of the various types of infant and toddler programs in a community, including family day care homes, Early Start, faith-based programs, community organizations, can play an important role in connecting families to available early intervention services.
For your Application Assignment this week, imagine that you have been hired as a Child Development Community Liaison for a community organization called The Guidance Center Inc. In reality, this respected, not-for-profit organization serves the communities of Cambridge and Somerville in Massachusetts. As part of The Guidance Center's Early Childhood Services for ages 0–6 , their Infant-Toddler Services include four p.
Application Theoretical FrameworksEarlier weeks have focused on t.docxhirstcruz
Application: Theoretical Frameworks
Earlier weeks have focused on the importance of identifying and evaluating relevant scholarly literature, and then creating a synthesis that forms the literature review. In designing studies on social problems and in policy arenas, researchers build on these findings from earlier studies, often with new topics in the same or a related field, or with new populations, research design, or research methods.
This is described in your research text in the context of identifying elements to study, together with their relevance and relationships, as “investigators integrate their ideas, the observations of others, the research literature, and their own research” (O’Sullivan, Rassel, & Berner, 2008, p. 7). Just as scholarly researchers base their study designs on related research literature, so, too, must they investigate and apply various theories. Theories, in both researchers’ own and related disciplines, are built on and developed from earlier theories. In order to understand and be able to apply theories to research in public policy and administration, one must “appreciate the historical contexts through which it has developed and the cultural milieus during which important contributions were made to its body of ideas and knowledge” (Shafritz, Ott, & Jang, 2016, p. 2).
An illustration of the networks, connections, and processes among three theories in a theoretical framework will provide the visual that may help to stimulate your thinking about your work on a theoretical framework, and its relationship to your literature synthesis .
Examine the literature in your readings and search peer-reviewed journal articles, to analyze how the theoretical frameworks you are considering using have been used in other research. In 1–2 pages, justify your selection of the two theoretical frameworks you identified in this week’s Discussion. In what way are the theoretical frameworks applicable to your proposed research? Provide examples from the literature. Explain the appropriateness to public policy and administration.
Support your Application Assignment with specific references to all resources used in its preparation
.
Application The Civil Service SystemHow do public adminis.docxhirstcruz
Application: The Civil Service System
How do public administrators become public administrators? Who recruits, selects, and hires them? How are they paid, promoted, and evaluated? The civil service system is similar to the human resources (HR) department at a private organization. That is, it is concerned with all of the issues and tasks related to employment within the organization. Since the "organization" in this case is the government, there also are many differences between the civil service system and the human resources practices at most private companies. Government organizations have very specific, rigid processes for recruitment, selection, promotion, and appraisal of employees. Many of these processes have been in place since the 19th century. For example, prospective civil servants must pass exams before even being considered for a government position. This is part of the merit system, which is one of the foundational principles of the civil service system. The merit system is based on the idea that the most qualified person should fill each position, rather than a person who simply has the "right" political connections. In addition, government positions all are given a specific classification, which determines the rate of pay. Although these rules sound logical in theory, in practice they often become extremely complicated, leading to dishonesty and inefficiency. As a result, efforts at civil service reform are common and span throughout history, from the Pendleton Act of 1881, to President George W. Bush's push for competitive sourcing in 2001. In this assignment, you examine what the civil service system comprises, as well as how it might be improved.
The assignment (2–3 pages):
Due Thursday 6/11/2015
In your own words, define the civil service system.
Explain the major components of the civil service system.
Explain one way in which you might improve the civil service system.
Explain why you would choose to implement this improvement and what its positive results might be.
Application Assignments must be in
APA style and format
.
Application Public Versus Private AdministratorsReflect o.docxhirstcruz
Application: Public Versus Private Administrators
Reflect on your past experiences within the private sector, whether as a manager, an employee, and/or an observer (e.g., customer, client, patron, etc.). In light of knowledge gained from the Learning Resources, consider how the roles that private administrators play in their professional lives are both similar to and different from the roles that public administrators play.
The assignment (2–3 pages):
Submit your assignment by Sunday June 7, 2015.
Explain at least two specific similarities between the roles that public administrators and private administrators play in their professional lives.
Explain at least two specific differences between the roles of public and private administrators.
Explain at least one insight you have or conclusion you can draw about public administrators as a result of this comparison.
Application Assignments must be in
APA style and format
.
Application Health Promotion organizations, non-profits, and agenci.docxhirstcruz
Application: Health Promotion organizations, non-profits, and agencies
our
University provides a diverse community of career professionals with the opportunity to transform themselves as scholar-practitioners so that they may transform society.
—The University Mission
The university mission is a key component of the Walden experience, and throughout your program of study you will be asked to consider how you might apply what you have learned toward the "greater good" of your community.
The Application Assignment for this week is intended to focus on the mission and to encourage you to consider personal or community action you could take in order to affect meaningful change in the health of individuals in your community.
To prepare
for this Application Assignment, locate at least four organizations that contribute to the health of your own community. For each, consider how you might participate in any of their activities—how you could make a difference personally. Examples of ways that you could personally foster a change in your community include:
Buying locally grown produce
Donating food to community organizations
Building homes for the underprivileged
Volunteering at an after-school program
To complete
this Application Assignment, write a
1- to 2-page paper
that includes the following:
A list of the four organizations you located. Describe the mission or purpose of each. (Some examples or organizations and non-profits are listed in the website area).
Select one of the organizations for which you might like to volunteer or make some kind of contribution. Then describe the type(s) of personal actions you could take, with the support of the organization, to contribute to your community. Explain why you chose these particular actions and how this involvement aligns with Walden’s mission.
If you are already involved in community service activities, name and describe the organization with which you work. Also explain how you contribute to the organization’s activities.
Note
: The purpose of this Application is to encourage you to begin thinking about what you might do to contribute to your community. You are not required to volunteer or take part in any activities. The objective is to begin thinking about ways you could apply the Walden mission.
Be sure to support your work with specific citations from this week's Learning Resources and additional scholarly sources as appropriate. Refer to the
Essential Guide to APA Style for Walden Students
to ensure that your in-text citations and reference list are correct.
Learning Resources
Required Resources
Media
Video:
Laureate Education, Inc. (Executive Producer). (2009).
Concepts of health promotion:
Health promotion and prevention in practice.
Baltimore, MD: Author.
Note:
The approximate length of this media piece is 18 minutes.
Dr. Beilenson begins this media program by describing the types of prevention that are normally used in maintaining health or avoiding disease. Dr. Jeffery Levi pr.
Application Emergency Preparedness and Disaster ResponseIn thi.docxhirstcruz
Application
Emergency Preparedness and Disaster Response
In this week's readings media program, Ms. Marren discussed how the nurses in New York responded during the 9/11 crisis. Ms. Marren also discussed how the Visiting Nurse Services emergency preparedness/disaster response plan has changed since 9/11. In addition, Dr. Guerra and Dr. DiFerdinando both discussed disaster response
activities and strategies. Finally, the readings this week discussed the role of the nurse in bioterrorism and disaster management.
Select a disaster that could happen in your community. Then, write a 3 pages paper outlining the following:
The disaster
How the professional nurse would use clinical judgment and decision-making skills to provide appropriate nursing care
Other health care professionals that may be involved in a response
Suggest strategies for improving your community's response to your identified disaster
READING RESOURCES/TEXTBOOK:
Video: Laureate Education, Inc. (Executive Producer). (2009).
Family, community and population-based care: Emergency preparedness and disaster response in community health nursing
. Baltimore: Author.
Note:
The approximate length of this media piece is 13 minutes.
In this week's media, Ms. Joan Marren, Dr. George DiFerdinando, and Dr. Guerra discuss finding ways to ensure the delivery of nursing care during disasters through emergency preparedness and disaster response. Ms. Marren shares her experiences of providing care to 1,400 patients immediately following 9/11, Dr. Guerra discusses how San Antonio responded when faced with evacuees from Hurricane Katrina, and Dr. DiFerdinando shares his experiences as the Acting Commissioner of Health in New Jersey during the Anthrax emergency
.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
case is pasted below after assignment descriptionThere
1. *** case is pasted below after assignment description***
There are eight required sections to this paper.
1. COMPANY NAME, WEBSITE, and INDUSTRY
State the company name, website address, and industry.
2. BACKGROUND and HISTORY
Briefly describe the company in the case analysis. What is their
primary business, who were the officers or key players
described in the case study? If the case study company is
currently in business, list the company’s current CEO, total
sales, and profit or loss for the last year where data is available.
Identify key events or phases in the company’s history.
Describe the performance of this company in the industry. Visit
the company’s website and use http://finance.yahoo.com and/or
some other financial search engine to find this data.
NOTE:
Make sure to use APA citations throughout the paper. The
textbook should be
cited if it is the source of information.
3. ANALYSIS VIA PORTER’S FIVE FORCES MODEL
Analyze the competitive environment by listing the threat of
2. new entrants, the bargaining power of buyers, the bargaining
power of suppliers, the threat of substitute products and
services, and the intensity of rivalry among competitors in the
industry. You should have subheadings for each of your five
paragraphs where you analyze each force against your company.
Summarize your key points in a figure.
4. STRATEGY USED
How does this company create and sustain a competitive
advantage? What strategy from the readings was undertaken by
this company? Were they successful? Can all companies use this
strategy? How is the strategy affected by the life cycle in the
industry? Remember to reference Porter’s generic competitive
strategies identified in the textbook.
5. Specific STRATEGY(S)
**This is the second of two required strategy sections in this
paper. This is the heart of the paper**
Choose two specific strategies from the below list of five
strategies from the text.
Apply them in detail to the organization. Be sure to think
strategically and show the results clearly. Use the strategy as a
sub-header for each section so it is clear what is being applied.
Ensuring Coherence in Strategic Direction (pages 23–28)
Value Chain Analysis (pages 76–88)
Resource View of Firm (pages 88–96)
3. Industry Life Cycle Strategies (pages 167–173)
Portfolio Management and the BCG Matrix (pages 192–194)
6. COURSE OF ACTION RECOMMENDED
If you were in a position to advise this company, what strategy
would you recommend to sustain competitive advantage and
achieve future growth? Be specific and list the steps the
company should take for successful implementation of your
course of action. Your recommendations need to connect to
information you present earlier in your paper. Think of this
section as a conclusion along with action steps for
implementing your recommended strategy enhancements or
changes.
7. OPINION
What do you think of this case study? Describe what you
believe are the lessons learned from this case.
8. REFERENCES
When you have completed the paper using the above sections,
insert a page break and have a separate reference page. The
references should be listed in accordance with the APA
guidelines.
FORMAT:
Use a title page.
4. Font: Use Times New Roman, 12 point.
Place your name in the upper left hand corner of the page.
Each section of your paper should be headed by the bolded,
capitalized item
described above.
Indent paragraphs.
Insert page numbers bottom right.
Paper length should be four to six double-spaced pages not
including title
page, references, or illustrations and tables. For each page you
are short 25
points will be deducted from the point total earned on the paper.
Use APA citations throughout the paper.
Include a separate reference page at the end of the paper.
Please prepare reference page as follows:
References
Dess, G., Lumpkin, G., & Eisner, A. (2016). Strategic
Management (8e). Boston: McGraw-Hill Irwin.
------------here is the case that the paper needs to be written on--
5. -----------------
APPLE INC.: STILL TAKING A BITE OUT OF THE
COMPETITION?
*
On February 11, 2015, Apple Inc. made history by becoming the
first U.S. publicly traded company to close above $700 billion
in market value. This put Apple’s value nearly double that of
the next three largest companies in the S&P 500 Index,
1
and it firmly established expectations for future performance.
Apple’s market value had grown more than 50,600 percent since
its initial public offering in December 1980.
2
To satisfy investors, consumers, and company enthusiasts,
Apple would have to continue to deliver, and doing so might not
be easy. As Apple had grown, the pace of innovation had
slowed. There were still opportunities, but would Apple be the
company to see them through to fruition?
The year 2015 was not the first time Apple had wowed
investors. In September 2012 Apple stock had hit a price high
of $702.10, at that time making Apple the most valuable
company in the world, but the company had not been able to
sustain that lofty valuation. September 2012 had also marked
Tim Cook’s first full year as CEO and the first full year since
the death of Apple’s visionary founder, Steve Jobs. Although
most Apple watchers had mourned Steve Jobs’s death on
October 5, 2011, most also realized that Jobs’s appointed
successor, Tim Cook, came to the position as CEO with an
impressive track record. Cook had continued to grow the
company, and the 2012 year-end numbers showed continued
financial success across almost all product lines. However,
expectations were still very high, and rumors of a reduction in
6. Asian supplier component orders for the iPhone for 2013 led
investors to worry about a drop-off in demand for the
company’s flagship product. This worry led to a subsequent
drop in Apple’s stock price of nearly 24 percent.
3
CEO Cook subsequently defused concerns over supply chain
issues, but that didn’t stop analysts and media watchers from
wondering whether Apple had lost its luster.
4
This posed yet again the unavoidable question that had loomed
large over the then 35-year-old Apple: What happens to a
modern company whose innovations and inspirations are so
closely tied to the vision of one leader when that leader’s
influence is no longer present?
5
By 2015, that question appeared to have been definitively
answered: Apple, under CEO Cook, was not only the most
valuable company in the world but was poised to grow even
more (see
Exhibits 1
and
2
).
Apple,
Fortune
magazine’s “world’s most admired company” since 2008,
6
had distinguished itself by excelling over the years not only in
product innovation but also in revenue and margins (since 2006
Apple had consistently reported gross margins of over 30
percent). Founded as a computer company in 1976 and known
early on for its intuitive adaptation of the graphical user
interface, or GUI (via the first mouse and the first on-screen
“windows”),
7. 7
Apple dropped the word
computer
from its corporate name in 2007. Apple Inc. in 2015 was known
for having top-selling products not only in desktop (iMac) and
notebook (MacBook) personal computers but also in portable
digital music players (iPod), online music and “app” services
(iTunes and App Store), mobile communication devices
(iPhone), digital consumer entertainment (Apple TV), handheld
devices able to download third-party applications, including
games (iPod Touch via the App Store), tablet computers (iPad),
and online services (iCloud), and the company was poised to
enter and dominate the market of wearable technology (Apple
Watch) and mobile payment systems (Apple Pay) (see
Exhibit 3
).
Although most of those innovations occurred after 1998, when
Apple was under Steve Jobs’s leadership, there was a 12-year
period in which Jobs was not in charge. The company’s ongoing
stated strategy had been to leverage “its unique ability to design
and develop its own operations systems, hardware, application
software, and services to provide its customers new products
and solutions with superior ease-of-use, seamless integration
and innovative industrial design.”
8
This strategy required not only product design and marketing
expertise but also scrupulous attention to operational details.
Given Apple’s global growth in multiple product categories, and
the associated complexity in strategic execution, would CEO
Tim Cook be able to sustain the level of innovation the
company had been known for? In the coming years, would
Apple
still
be able to take a bite out of all competition?
8. Company Background
Founder Steve Jobs
C118
Apple Computer was founded in Mountain View, California, on
April 1, 1976, by Steve Jobs and Steve Wozniak. Jobs was the
visionary and marketer, Wozniak was the technical genius, and
A. C. “Mike” Markkula Jr., who had joined the team several
months earlier, was the businessman. Jobs set the mission of
empowering individuals, one person–one computer, and doing
so with elegance of design and fierce attention to detail. In 1977
the first version of the Apple II became the first computer
ordinary people could use right out of the box, and its instant
success in the home market caused a computing revolution,
essentially creating the personal computer industry. By 1980
Apple was the industry leader, and the company went public in
December of that year.
EXHIBIT 1
Apple Sales
Go to library tab in Connect to access Case Financials.
*Includes revenue from the iTunes Store, the App Store, the
Mac App Store, the iBooks Store, AppleCare, licensing, and
other services.
†Includes sales of Apple-branded and third-party accessories for
the iPhone, iPad, Mac, and iPod.
Source: Apple 10-K SEC filing, 2014.
9. In 1983 Wozniak left the firm, and Jobs hired John Sculley
away from PepsiCo to take the role of CEO at Apple, citing the
need for someone to spearhead marketing and operations while
Jobs worked on technology. The result of Jobs’s creative focus
on personal computing was the Macintosh. Introduced in 1984
through the now-famous Super Bowl television ad based on
George Orwell’s novel
Nineteen Eighty-Four,
9
the Macintosh was a breakthrough in terms of elegant design
and ease of use. Its ability to handle large graphic files quickly
made it a favorite with graphic designers, but its performance
was slow and available compatible software was limited. That
meant the product as designed at the time was unable to
significantly help Apple’s failing bottom line. In addition, Jobs
had given Bill Gates at Microsoft some Macintosh prototypes to
use to develop software, and in 1985 Microsoft subsequently
came out with the Windows operating system, a version of GUI
for use on IBM PCs.
C119
EXHIBIT 2
Apple First Quarter 2015 Sales
Go to library tab in Connect to access Case Financials.
*Includes deferrals and amortization of related nonsoftware
services and software upgrade rights.
†Includes revenue from iTunes, AppleCare, Apple Pay,
licensing, and other services.
10. ‡Includes sales of iPod, Apple TV, Beats Electronics, and
Apple-branded and third-party accessories.
Source: Apple 10-K SEC filing, 2015.
EXHIBIT 3
Apple Innovation Timeline
C120
Source:
http://en.wikipedia.org/wiki/Timeline_of_Apple_Inc._products
.
Steve Jobs’s famous volatility led to his resignation from Apple
in 1985. Jobs then founded NeXT Computer. The NeXT Cube
computer proved too costly for the business to become
commercially profitable, but its technological contributions
could not be ignored. In 1997 Apple CEO Gilbert Amelio
bought out NeXT, hoping to use its Rhapsody, a version of the
NeXTStep operating system, to jump-start the Mac OS
development, and Jobs was brought back as a part-time adviser.
Under CEOs Sculley, Spindler, and Amelio
C121
John Sculley tried to take advantage of Apple’s unique
capabilities. Because of this, Macintosh computers became easy
to use, with seamless integration (the original plug-and-play)
and reliable performance. This premium performance meant
Apple could charge a premium price. However, with the price of
11. IBM compatibles dropping and Apple’s costs, especially R&D,
way above industry averages (in 1990 Apple spent 9 percent of
sales on R&D, compared to 5 percent at Compaq and 1 percent
at many manufacturers of IBM clones),
10
this was not a sustainable scenario.
Sculley’s innovative efforts were not enough to substantially
improve Apple’s bottom line, and he was replaced as CEO in
1993 by company president Michael Spindler. Spindler
continued the focus on innovation, producing the PowerMac,
based on the PowerPC microprocessor, in 1994. Even though
this combination produced a significant price-performance edge
over both previous Macs and Intel-based machines, the IBM
clones continued to undercut Apple’s prices. Spindler’s
response was to allow other companies to manufacture Mac
clones, a strategy that ultimately led to clones stealing 20
percent of Macintosh unit sales.
Gilbert Amelio, an Apple director and former semiconductor
turnaround expert, was asked to reverse the company’s financial
direction. Amelio intended to reposition Apple as a premium
brand, but his extensive reorganizations and cost-cutting
strategies couldn’t prevent Apple’s stock price from slipping to
a new low. However, Amelio’s decision to stop work on a
brand-new operating system and jump-start development by
using NeXTStep brought Steve Jobs back to Apple in 1997.
Steve Jobs’s Return
One of Jobs’s first strategies on his return was to strengthen
Apple’s relationships with third-party software developers,
including Microsoft. In 1997 Jobs announced an alliance with
Microsoft that would allow for the creation of a Mac version of
the popular Microsoft Office software. He also made a
concerted effort to woo other developers, such as Adobe, to
12. continue to produce Mac-compatible programs.
In late October 2001, Apple released its first major
noncomputer product, the iPod. This device was an MP3 music
player that packed up to 1,000 CD-quality songs into an
ultraportable, 6.5-ounce design: “With iPod, Apple has invented
a whole new category of digital music player that lets you put
your entire music collection in your pocket and listen to it
wherever you go,” said Steve Jobs. “With iPod, listening to
music will never be the same again.”
11
This prediction became even truer in 2002, when Apple
introduced an iPod that would download from Windows—its
first product that didn’t require a Macintosh computer and thus
opened up the Apple “magic” to everyone. In 2003 all iPod
products were sold with a Windows version of iTunes, making it
even easier to use the device regardless of computer platform.
In April 2003, Apple opened the online iTunes Music Store to
everyone. This software, downloadable on any computer
platform, sold individual songs through the iTunes application
for 99 cents each. When announced, the iTunes Music Store
already had the backing of five major record labels and a
catalog of 200,000 songs. Later that year, the iTunes Music
Store was selling roughly 500,000 songs a day. In 2003 the iPod
was the only portable digital player that could play music
purchased from iTunes, and this intended exclusivity helped
both products become dominant.
After 30 years of carving a niche for itself as the premier
provider of technology solutions for graphic artists, web
designers, and educators, Apple appeared to be reinventing
itself as a digital entertainment company, moving beyond the
personal computer industry. The announcement in 2007 of the
iPhone, a product incorporating a wireless phone, a music and
video player, and a mobile Internet browsing device, meant
13. Apple was also competing in the cell phone/smartphone
industry.
Also introduced in 2007, the iPod Touch incorporated Wi-Fi
connectivity, allowing users to purchase and download music
directly from iTunes without a computer. Then, in 2008, Apple
opened the App Store. Users could now purchase applications
written by third-party developers specifically for the iPhone and
iPod Touch. These applications included games, prompting
analysts to wonder whether Apple was becoming a competitor in
the gaming market.
In 2010 Apple launched the large-screen touch-based tablet
called the iPad and sold over 2 million of these devices in the
first two months.
12
That same year, Apple’s stock value increased to the extent
that the company’s market cap exceeded Microsoft’s, making it
the biggest tech company in the world.
13
In 2011 Steve Jobs made his last product launch appearance to
introduce iCloud, an online storage and syncing service. On
October 4, 2011, Apple announced the iPhone 4S, which
included “Siri,” the “intelligent software assistant.” The next
day, on October 5, came the announcement that Steve Jobs had
died.
Apple continued to innovate, however, and on September 21,
2012, Apple had its biggest iPhone launch ever, with the iPhone
5. Over 2 million preorders for this larger and more powerful
phone pushed the delivery date back to late October.
14
Later in the fall, Apple released the iPad Mini with a smaller
screen. On September 19, 2012, Apple stock reached $702.10,
its highest level to date, which made Apple the most valuable
company in the world. The year 2013 saw the iPhone5C and the
14. high-range iPhone5S, which introduced the Touch ID
fingerprint recognition system. The iPhone 6 and 6 Plus, with
larger displays, faster processors, and support for mobile
payments, were released in September 2014 and allowed Apple
to extend its already-strong market position with a record-
setting sales performance over the 2014 holiday season.
15
The prototype of the Apple Watch was unveiled in 2014, with
production scheduled to begin in 2015. Also introduced in 2014
was Apple Pay, a mobile payment system meant to augment all
Apple mobile products. February 2015 saw Apple reach the
highest market cap of any U.S.-traded company, indicating
investor support and confidence in the company’s innovative
output.
C122
Apple had become a diversified digital entertainment
corporation. All the way back in 2005, analysts had believed
Apple had “changed the rules of the game for three industries—
PCs, consumer electronics, and music . . . and appears to have
nothing to fear from major rivals.”
16
On top of steady sales increases on its computers, the iPod, and
iTunes, the added categories of iPhone and iPad had shown
substantial growth. Apple had taken bites out of the competition
on all fronts (see
Exhibit 4
). However, by 2013, Samsung had outperformed Apple in
worldwide smartphone sales,
17
and Google’s Android had captured the largest market share of
cell phone operating systems. At the same time, both the
Amazon Kindle Fire HD tablet and Microsoft’s Surface tablet
were nipping at the iPad’s heels. The year 2015 was marked by
competition in the wearable-tech space, and some were
15. wondering if Apple had gotten too big to be nimble. Could
Apple continue to grow and, if so, in what categories?
Apple’s Operations
Maintaining a competitive edge required more than innovative
product design. Operational execution was also important. For
instance, while trying to market its increasingly diverse product
line, Apple believed that its own retail stores could serve
customers better than could third-party retailers. By the end of
2014, Apple had 437 stores open, including 178 international
locations, with average store revenue of about $50.6 million,
and had received trademark protection for its retail stores’
“distinctive design and layout.”
18
In further operational matters, regarding a head-to-head
competition against Dell in the computer market, for instance,
while Dell’s perceived early dominance might have been partly
the result of its efficient supply chain management, Apple had
outperformed Dell in inventory and other metrics since 2001.
19
To solidify its own supply chain, Apple entered into multiyear
agreements with suppliers of key components. In addition,
Apple had historically had the best margins, partly because of
its simpler product line, leading to lower manufacturing costs.
20
Also, Apple had been outsourcing manufacturing and final
assembly to its Asian partners, paying close attention to
scheduling and quality issues.
Outsourcing to Asian manufacturers was not without its
problems, however. In 2012, headlines worldwide accompanied
the exposure of China’s Foxconn manufacturing facility for
labor abuses that led to worker suicide threats. Apple, as well as
most other technology companies, used Foxconn facilities to
16. assemble products, including the iPad and iPhone. After the
story broke, Apple CEO Tim Cook visited the Foxconn plant
and reviewed an audit of working conditions that found
violations in wages, overtime, and environmental standards.
Apple stated that it remained “committed to the highest
standards of social responsibility across our worldwide supply
chain,”
21
and Cook announced that Apple might be bringing some of the
production of Mac computers back to the U.S., starting in 2013.
Apple could do this without affecting its profitability, because
of automation cost savings. As one supply chain expert said,
“Apple’s product line is highly standardized, with a very small
number of products and very few configurations, and that makes
it much easier to do automation.”
22
C123
Supply chain, product design, and manufacturing efficiencies
were not the only measures of potential competitive superiority.
Apple had also historically paid attention to research and
development, increasing its R&D investment year after year. In
the first quarter of 2015, Apple spent $1.9 billion on R&D, an
increase of 42 percent from the previous year. Among its
current rivals, Apple’s R&D investment had previously been
beaten only by Microsoft (number one), Google, Hewlett-
Packard, and Amazon.
23
EXHIBIT 4
Apple’s Product Lines and Major Competitors
*Includes only the software that is sold separately to use on
17. either Windows or Mac computers.
As one of Steve Jobs’s legacies, Apple had traditionally kept
the specifics of its research and development a closely guarded
secret and fiercely protected its innovative patents. A well-
publicized series of lawsuits in 2012 highlighted rifts between
Apple and Samsung, both a rival and a supplier. Samsung
smartphones had captured more market share than Apple’s
iPhones in the beginning of 2012, and Apple argued that
Samsung had succeeded with both its phones and tablets only by
copying Apple’s designs. Samsung replied by claiming that
Apple had infringed on Samsung’s patents.
24
U.S. intellectual property courts found in favor of Apple, but
Japanese courts found in favor of Samsung. The ongoing battle
meant Apple needed to look for other suppliers of chips and
displays. In November 2014, supply chain watchers pointed out
that Apple still had a major challenge ahead finding reliable
suppliers for increasingly scarce components and that the
continued reliance on Foxconn as the sole manufacturer of the
iPhone 6 Plus meant that any disruption there could have major
consequences for delivery.
25
Status of Apple’s Business Units in 2015
The Apple Computer Business
In the computer market, Apple had always refused to compete
on price, relying instead on its products’ reliability, design
elegance, ease of use, and integrated features to win customers.
From the beginning, some analysts had believed Apple had the
opportunity to steal PC market share as long as its system was
compatible, no longer proprietary, and offered upgrades at a
reasonable cost.
26
18. This opportunity for increased market share was realized when
Apple began using Intel processors in the iMac desktop and the
MacBook portables, which allowed them to run Microsoft
Office and other business software.
Apple’s worldwide Mac computer sales during the first quarter
of 2015 increased 9 percent over the same quarter in the
previous year. Although there had been fears that sales of
desktop computers, especially, would slow worldwide as the
tablet and smartphone markets grew, the introduction of the
MacBook Air allowed Apple to compete favorably even in the
face of overall contraction. Apple computers had been able to
gain market share for 33 of the 34 quarters since 2007. Sales of
Apple computers worldwide during the third quarter of 2014 did
see an increase over the previous year, consistently outgrowing
the market and allowing Apple to take over the number-five slot
from ASUS (
Exhibit 5
). According to market analysis done by IDC, the Mac’s
domestic market share grew from 12.4 to 13 percent, putting the
Mac in third place overall in IDC’s survey of PC vendor units
shipped in the third quarter of 2014.
27
This was up substantially from 2010, when Apple had only 7.4
percent of the U.S. market.
28
Personal Digital Entertainment Devices: iPod
Although many analysts at the time felt that the MP3 player
market was oversaturated, Apple introduced the iPod Touch in
2007, intending it to be “an iPhone without the phone,” a
portable media player and Wi-Fi Internet device without the
AT&T phone bill.
29
The iPod Touch borrowed most of its features from the iPhone,
19. including the finger-touch interface, but it remained mainly an
iPod, with a larger viewing area for videos. Apple released the
fifth-generation iPod Touch in September 2012, with upgraded
features like support for recording 1080p video and panoramic
still photos and support for Apple’s “Siri.” A new version, the
sixth generation of this product, debuted in 2015.
C124
Apple reported selling 6 million of the iPod MP3 players over
the 2013 holiday season, down from over 12 million iPod units
during the previous season, and in the 2014 year-end report
iPod sales were not singled out as a separate category. As with
desktop computer sales, the MP3 player market was contracting
overall as smartphone and tablet devices took over many music-
related tasks. Even with the decline in iPod sales, Apple was
still leading well over its rivals. Traditionally, the iPod had had
a 70 percent share of the MP3 player market in the United
States, and it was the top-selling player in the world.
30
Microsoft’s entry into this space, the Zune, was discontinued in
October 2011. Its market share never exceeded 1 percent.
31
EXHIBIT 5
Worldwide PC Market Share, Third Quarter 2014 (units in
thousands)
Source: IDC, Worldwide Quarterly PC Tracker, October 8,
2014,
www.idc.com/getdoc.jsp?containerId=prUS25187214
.
Mobile Communication Devices: iPhone
20. In 2007 further competition for the iPod had come from the
blurring of lines between digital music players and other
consumer electronic devices. While others may have seen the
computer as central to the future of digital music, telecom
companies worked to make the mobile phone a center of the
digital world. Apple’s entry, the iPhone, combined an Internet-
enabled smartphone and video iPod. The iPhone allowed users
to access all iPod content and play music and video content
purchased from iTunes. More recent smartphone models
increased the quality of the photo and video components to
make even the digital camera or camcorder appear obsolete. The
smartphone market in 2007 had been estimated at 10 percent of
all mobile phone sales, or 100 million devices a year. Steve
Jobs had said he “would like to see the iPhone represent 1
percent of all mobile phone sales by the end of 2008.”
32
This proved to be a conservative estimate, and by 2015 Apple
had achieved almost 20 percent, in a close tie with Samsung
(see
Exhibit 6
).
By 2015, smartphones had become the device of choice for most
manufacturers. Smartphones were also often the electronic data
consumers’ device of choice, with multiple features, including
cameras and the ability to surf the Internet while being held in
the hand, rather than taking up the space of a tablet or ultra-thin
computer. However, the smartphone market was increasingly
turning into a battle between mobile operating systems (OSs).
Apple’s iPhone, running on iOS, had had considerable
competition from Samsung’s Galaxy smartphones. This was
partly due to Samsung’s use of Google’s Android operating
system. Historical worldwide leader Nokia had stumbled badly
with its outdated Symbian operating system and was trying to
21. regain a foothold by partnering with Microsoft, using the
Windows Phone operating system. Although Research In Motion
(RIM) still had some long-term BlackBerry fans, RIM had had
problems updating its BlackBerry line of phones. The market
share by operating-system map was now worth watching, with
Android devices expected to continue to capture the majority of
market share through 2016 (see
Exhibit 7
).
33
C125
In recent years it appeared that some of the “cool” factor had
disappeared from the iPhone. In Asian markets, especially,
Apple’s shares of mobile devices had fallen sharply, losing
considerable ground to Samsung and HTC smartphones.
Younger users, the 20-something college students and recent
graduates, were looking for the next new thing, and that was
increasingly an Android-driven device. A social media expert in
Singapore noted, “Apple is still viewed as a prestigious brand,
but there are just so many other cool smartphones out there now
that the competition is just much stiffer.” This was a problem,
because, starting in 2012, this Asian market was also where
consumers were adopting very quickly.
34
In addition, CEO Tim Cook’s visit to China in the fall of 2012,
presumably to woo China Mobile’s chief executive into
subsidizing the iPhone, hadn’t had the expected result. China
Mobile’s wireless network, the world’s largest, wouldn’t be
adding the iPhone without better terms from Apple. Instead, it
offered its subscribers the Nokia Lumia Windows 8 phone.
35
Given all these challenges, could Apple continue to ride the
success of the iPhone to greater profits? Many were skeptical.
22. EXHIBIT 6
Worldwide Market Share—Cell Phones, Fourth Quarter 2014
Source: IDC, Worldwide Quarterly Mobile Phone Tracker,
January 29, 2015,
www.idc.com/getdoc.jsp?containerId=prUS25407215
.
EXHIBIT 7
Smartphone Operating-System Market Share, Third Quarter
2014
Source: IDC, Smartphone OS Market Share, Q3 2014,
www.idc.com/prodserv/smartphone-os-market-share.jsp
.
However, during 2014, Apple’s new iPhone with its larger
screen size, in the 6 and 6 Plus models, was able to capture the
consumer’s attention, allowing Apple to close the gap with
Samsung. This was especially notable in China, where Apple’s
refusal to drop the price allowed it to achieve almost a luxury
status with the growing middle class in that country. Sales in
China had grown substantially—achieving $38 billion in 2014,
up from only $1 billion in 2009.
36
Elsewhere in 2014, iPhone sales had grown by 44 percent in the
United States and were up more than 96 percent in Brazil,
Russia, India and China, but by 2015 the overall smartphone
market was slowing down as mature markets were increasingly
dependent on replacement purchases and emerging markets
appeared more interested in low-cost devices.
37
23. However, in 2015, Apple was poised to capture market share in
two distinct areas: among those consumers who had previously
been “inhibited” by the smaller screen size of older phones and
therefore were unwilling to go completely mobile until the
iPhone 6/6 Plus appeared; and within the enterprise market, as
corporate users began to appreciate Apple’s interactivity and
the robustness of the iOS. Also, although a “staggering” 1.06
billion Android-based smartphones were shipped in 2014, while
the iOS market share declined slightly (until the fourth quarter,
when the iPhone 6 began shipping), according to data from
industry watchers the difference in operating profit per phone
was equally staggering: Android OS profit per phone was $2.26,
while iOS phones yielded $97.50. In the Android/iOS war,
“strangling” profits in the quest for increased market share
might not have been the best long-term strategy. Apple had the
resources to grow and win.
38
Tablet Computer: iPad
In April 2010 Apple released the iPad, a tablet computer, as a
platform for audiovisual media, including books, periodicals,
movies, music, games, and web content. More than 300,000
iPads were scooped up by eager tech consumers during the
device’s first day on store shelves. Weighing only 1.5 pounds,
this lightweight, portable touch-screen device was seen as a
gigantic iPod Touch.
39
Considering that previous tablet computers had failed to catch
on in the mass market, Apple made a bold move by introducing
the iPad. Upon its release, some users criticized the iPad for a
lack of features, such as a physical keyboard, a webcam, USB
ports, and Flash support, and for its inability to multitask, share
files, and print. However, features like the sleek design, touch
24. screen, multiple apps, and fast and easy-to-navigate software
made the iPad popular in business, education, and the
entertainment industry. The iPad was selected by
Time
magazine as one of the “50 Best Inventions of the Year 2010.”
40
Until September 2010, Apple iPads accounted for 95 percent of
tablet computer sales, according to research firm Strategy
Analytics.
41
But by the end of 2012, that figure had fallen to 78.9 percent.
The loss of share was due to the arrival of new tablet devices,
such as Samsung’s Galaxy, based on Google’s open-source
Android system. Other platforms and devices had also begun to
appear, including Google’s Nexus, Amazon’s Kindle Fire HD,
and Microsoft’s Windows 8 Surface tablet.
42
By 2015, devices running the Android operating system had
achieved a market share of 66 percent of new tablet shipments.
43
In October 2014 Apple released the iPad Air 2, the fifth-
generation iPad. With similarities to the iPad Mini, the Air was
thinner, with a smaller screen bezel, yet still used the same 9.7-
inch Retina Display as the previous iPad model. In addition to
the physical redesign, the Air had more powerful cameras and
slightly increased processing speed, but it was otherwise only a
slight improvement over previous iPad versions.
44
Going into 2015 there were signs that the iPad models’ sales,
as well as the entire tablet industry, were “going downhill,”
partly due to the “jumbo” phones coming from the likes of
Samsung (and Apple) and the low-cost Google-based
Chromebook laptops (
Exhibit 8
25. ).
45
In this category, Microsoft’s Surface Pro 3 was the only tablet
that appeared to be growing: 24 percent increase in sales, year
over year, during the fourth quarter of 2014. This indicated that
a performance-oriented tablet appealed to users.
46
Apple needed to consider an upgrade.
The Software Market
C126
Although Apple had always created innovative hardware,
software development was also an important goal. Software had
increasingly become Apple’s core strength, especially in its
computers, due to its reliability and resistance to virus
infections and resulting crashes.
47
The premier piece of Apple software was the operating system.
The iOS allowed Apple to develop software applications such as
Final Cut Pro, a video-editing program for professionals’ digital
camcorders, and the simplified version for regular consumers,
called iMovie. The iLife software package provided five
integrated applications, allowing the computer to become a
home studio: iMovie; iDVD, for recording photos, movies, and
music onto DVDs; iPhoto, for touching up digital photos;
GarageBand, for making and mixing personally created music;
and the iTunes digital music jukebox. Also available was
iWork, containing a PowerPoint-type program called Keynote
and a word-processor/page-layout program called Pages. Both
iLife and iWork underwent major upgrades in 2009, further
increasing their respective abilities to compete with Microsoft
applications.
26. EXHIBIT 8
Worldwide Quarterly Tablet Market Share, Fourth Quarter 2014
Source: IDC, Worldwide Quarterly Tablet Tracker, February 2,
2015,
http://seekingalpha.com/article/2944766-apple-ipad-sales-may-
surprise-in-fy-2016
.
Apple’s web browser, Safari, was upgraded in 2009 to compete
with Windows Internet Explorer, Mozilla Firefox, and the new
entrant, Chrome from Google. Apple announced, “Safari 4 is the
world’s fastest and most innovative browser,” but analysts were
quick to point out that Google’s Chrome, which debuted six
months earlier, was perhaps the first to take the browser
interface in a new direction. One commentator called Chrome “a
wake-up call for the Safari UI guys.” Browser market share data
at the end of 2014 showed Chrome in the top spot, with a 45
percent global market share. Internet Explorer held a slim
second place with 20 percent, and Firefox was a close third with
18 percent. Safari had a 10 percent share.
In 2011 iCloud was introduced during one of Steve Jobs’s last
public appearances. The web-based storage service initially
struggled to get traction, but in 2014 it was upgraded to iCloud
Drive, allowing users to interoperate with Windows and connect
all iOS devices. As an alternative to Google Drive and Dropbox,
iCloud Drive gave Apple an intro into the enterprise/corporate
user space, a market CEO Tim Cook had begun to target.
In other software development areas, Apple had not been that
successful. In 2012 Apple stumbled badly with its Maps
software. Released in iOS6, Apple Maps was meant to replace
Google Maps on the iPhone but instead produced distorted
27. images and gave very bad directions. CEO Tim Cook had to
apologize that Apple had fallen short of its commitment to
making “world-class products,” and he suggested customers go
back to using its competitor’s mapping software.
iTunes
Arguably, Apple’s most innovative software product was
iTunes, a free downloadable software program for consumers
that ran on either Mac or Windows operating systems. It was
bundled with all Mac computers and iPods and connected with
the iTunes Music Store, enabling purchases of digital music and
movie files that could be downloaded and played by iPods,
iPads, and the iPhone and, on PCs, by iTunes.
Although the volume was there, iTunes had not necessarily been
a profitable venture. Traditionally, out of the 99 cents Apple
charged for a song, about 65 cents went to the music label; 25
cents went for distribution costs, including credit card charges,
servers, and bandwidth; and the balance went to marketing,
promotion, and the amortized cost of developing the iTunes
software. However, even if not wildly profitable, iTunes was
still considered a media giant, especially with over 43 million
DRM-free songs available in its database as of 2015.
Several competitors had tried to compete with the iTunes
service. RealNetworks’ Rhapsody subscription service, Yahoo
MusicMatch, and AOL music downloads had all competed for
the remaining market share, using the potentially buggy
Microsoft Windows Media format, and all subsequently failed.
Even though one commentator said in 2004 that “ultimately
someone will build a piece of software that matches iTunes,” as
of 2015 the only serious competition was from Amazon.
At the start of 2013, iTunes accounted for over 60 percent of all
digital music sales. In second place was Amazon’s MP3 store,
28. with 16 percent market share. Google Play, eMusic, Zune Music
Pass, Rhapsody, and a few others each captured 5 percent or
less of the remaining sales. Growth, however, was occurring in
the streaming service market, especially with the rising
popularity of online radio and Internet streaming providers
Pandora and Spotify, and by 2015 music sales on iTunes had
fallen by over 14 percent worldwide. This trend helped explain
why Apple acquired the monthly subscription streaming service
Beats Music in 2014. The $3 billion acquisition included
headphone maker Beats Electronics.
C127
The App Store
In March 2008, Apple announced that it was releasing the
iPhone software development kit (SDK), allowing developers to
create applications for the iPhone and iPod Touch and sell these
third-party applications via the Apple App Store. The App Store
was made available on iTunes, and it was directly available
from the iPhone, iPad, and iPod Touch products. This opened
the window for another group of Apple customers, the
application developers, to collaborate with Apple. Developers
could purchase the iPhone Developer Program from Apple for
$99, create either free or commercial applications for the
iPhone and iPod Touch, and then submit the applications to be
sold in the App Store. Developers received 70 percent of the
download fee that iPhone or iPod Touch customers paid to the
App Store, and Apple got 30 percent of the revenue.
As of January 2015, over 75 billion apps had been downloaded
from Apple’s App Store, but Google Play, the app store for
Android users, was gaining ground, indicating that Google
might be attracting more top-tier developers and quality titles to
its marketplace. However, downloads for both platforms slowed
in 2014, causing market watchers to wonder if a plateau was
29. coming. This might mean diminishing returns and a less
prosperous business model for all concerned.
Apple Pay
Introduced in late 2014, Apple Pay allowed iPhone 6 and 6 Plus
users in the U.S. to make secure payments for goods and
services using their phones. With over 1 million credit and debit
card activations within the first 72 hours of its release, Apple
Pay was intended to replace the user’s wallet and, according to
CEO Tim Cook, would “forever change the way all of us buy
things,” primarily because the process was more secure than a
traditional card-based transaction. As of 2015, major retailers
such as Macy’s, Walgreens, McDonald’s, Whole Foods, and
Disney had all agreed to accept Apple Pay. Apple reportedly
received 0.15 percent of each purchase price, making the
service a potentially lucrative venture. Major competition was
coming from Google Wallet, especially given Google’s 2015
acquisition of technology from Softcard. Google Wallet had
also seen an increase in usage as the Apple Pay system was
launched, indicating that 2015 might become an interesting year
for alternative types of transactions to occur.
New Products: Apple Watch and Apple Car
Apple Watch was the first all-new product since the iPad, and
therefore CEO Tim Cook’s most ambitious gamble. Once again,
Apple was not the first company to enter the wearable-tech
space; it was following the lead of Samsung, Sony, and
Motorola and competing against fitness trackers produced by
Nike, FitBit, and others. However, Apple’s preorders for the
launch in 2015 indicated demand would run to a combined 5 to
6 million units of the three watch models.
61
This product category was a bit of a departure for Apple as the
company positioned the Watch as a personalized device, with
30. the market segmented between mass market and luxury. The
features on all three models were the same, but status was
indicated by differences in the precious metals and
craftsmanship of the cases, therefore justifying the price range
from $349 for the sports model to $20,000 for the Apple Watch
Edition.
Rumors surfaced in 2015 that Apple had acquired resources,
primarily engineers and related technology, that would enable it
to develop an automobile, ready for market by 2020.
Speculation was that Apple would not do the actual assembly
but, as with its other products, would use its sophisticated
supply chain expertise to outsource manufacturing, focusing its
considerable innovation skills on the design and sale of a
product that incorporated Apple technology in multiple
configurations. As one observer said, “In this strategy, Apple’s
current products would act as building blocks and core
components of future, more important products. The ecosystem
would become
much
larger,” therefore enabling Apple to continue to grow and
dominate the innovation landscape.
The Future of Apple
In 2012, during Tim Cook’s first year as CEO, he had to deal
with a flat economy, supplier troubles, increasing competition,
investor panic, and possibly unrealistic expectations in the wake
of Steve Jobs’s demise, and yet the company still grew by 60
percent. By 2015, Apple’s value had more than doubled.
Although many observers feared that Apple would have to yield
to the “law of large numbers”—the concept that companies
which grow rapidly cannot maintain that growth pace over
time—CEO Cook rejected this view as being “dogma” and
believed that Apple still had major opportunities ahead. And
many of those opportunities existed because of Steve Jobs’s and
31. now Tim Cook’s single-minded emphasis on pursuing only
those projects where Apple could be the best at making a
“significant, lasting difference” (and never “cheapening” the
product offering), where Apple could use this philosophy and
vision to attract the best and brightest key personnel, and where
it could leverage its considerable skill in managing its
distribution and supply chain while simultaneously delivering a
complete customer experience.
65
C128
As Cook explained, in each of the markets Apple had entered, it
was not the first to market. It was not the first to produce MP3
players, smartphones, or tablets, and it was not the first with
wearable technology or a mobile pay system. Apple’s strategy
had always been to carefully analyze each market and then
design products that were more attractive to users than any
competitor’s products could be.
66
Under Cook, Apple had transitioned itself “from being a
hypergrowth company to being a premium, branded consumer
company.”
67
Apple was becoming “a wildly profitable company that
continues to be a major (or dominant) player in various product
categories,”
68
and those categories appeared to be expanding beyond
consumer electronics. Apple was becoming a truly vertically
integrated designer and marketer of products that increasingly
inhabited a world “dominated by the Internet of Things”—Apple
just loved “designing great stuff,” and it could use its current
products as “building blocks and core components of future,
more important products.”
69
32. Some of those future products might include enterprise
software, magnetic locks, automobiles, solar power systems,
and anything else that could take advantage of the Apple
ecosystem. As one commentator said, “Tim Cook has a dream.
Apple Everywhere.
Coming to a world near you. In time.”
70
Why not?