Is Apple an Age-Friendly brand?
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This is an excerpt of findings from an AF Audit of Apple conducted in UK and Singapore. For more information about this please visit; www.age-friendly.com
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A recent study by Frost & Sullivan concluded that in Asia Pacific, "the number of over 65s will increase by 34%, creating a significant increase in senior leisure travellers”.
Many of these older travellers have money and the time to enjoy it.
Companies that remain fixated on youth and that are ambivalent or even actively exclude older consumers, take a huge and un-necessary risk.
Silver Group is a Singapore-based, globally recognised consultancy helping business to profit from the power of the 50+ market.
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Generic Strategy
Apple stands in the world market for its creativity and innovation. The company successfully establishes market leadership by practicing generic strategy. Apple implemented the generic strategy for three places that comprises Low-cost leadership, Differentiation, and Focus. Concentrating on Low-cost Leadership, Apple has the advantage of controlling its huge and accepted supply chain to output the products at an affordable price. The prices for Apple products are at a high rate for increase in demands. So producing mass products like Phone and iPod, the firm establishes effective contract with the suppliers. This helps the company to provide a great quality product compared to the rivals. The iPod is the first key implementation by Apple that captured market shares from Sony which is known for its walkman. It experienced an evolution which came into action by the digital technology that segregated the iPod from various other goods in the market. Finally providing focus to enhanced planning, Apple was able concentrated on its products and introduced the iPod that targeted a huge number of people. In spite of the product being costly, the reduced size and the capability to accompany more songs established a belief amongst youth and the rest of the population. (John Kirk, 2013).
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Apple Inc. It is a company with a wide range of products that includes mobile phones, computers,
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devices. They also try to keep their designs simple, easy to use, coherent and aesthetically pleasing.
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revenue. The Mac was released at the end of the last
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Apple uses five performance indicators as part of a comprehensive approach to its long-term
performance plan. This includes customer satisfaction, core competencies, employee commitment
and alignment (through a comprehensive employee survey), market share and shareholder value.
In the world of technology, it may be difficult to archive the per.
APPLE REPORT.pptx
Apple Inc. is an American technology company founded in 1976 that specializes in consumer electronics, computer software, and online services. It has grown to become the largest company in the world by market capitalization, known for products like the Mac, iPhone, iPad and services like the App Store. Apple focuses on differentiation through superior product design, high margins, and brand loyalty while pursuing diversification, strategic alliances, and global scale in production.
IMD-Case Analysis-Apple Inc. 2008
This document provides an analysis of Apple Inc. in 2008. It begins with an overview of Apple's business evolution and product line expansion from the 1970s to 2000s. It then examines Apple's competitive positioning using Porter's Five Forces model and SWOT analysis. Key problems identified include deteriorating market share and strong downward pricing pressure. The document analyzes Apple's marketing strategy, business model, and retail store performance. It concludes with recommendations to help Apple maintain its leading industry position.
FINANCIAL CASE STUDY
Apple Inc. experienced mixed financial performance from 2012 to 2013. While sales increased 8.37% due to new products, cost of sales rose more at 17.69% decreasing gross profit. Net income fell 12.68%. Inventory doubled but turnover halved. Debt increased significantly. Ratios show liquidity up but profit margin and ROI down. Overall, increased spending on new products hurt profits despite sales growth, and debt rose substantially.
strategic management of apple inc.
This document analyzes the strategic management of Apple Inc. It discusses Apple's history and transformation into a consumer electronics company. It outlines Apple's products and services, and objectives to analyze its strategic management, internal/external factors, SWOT analysis, and competitive advantages. Apple has maintained success through understanding consumer wants, innovative design, and brand recognition. However, it faces threats from technology changes and competition from companies like Google and Microsoft. Its sustainable competitive advantages include its digital business strategy, intellectual capital, and focus on innovation.
STRATEGIC ANALYSIS .docx
STRATEGIC ANALYSIS Page 1 of 10
STRATEGIC ANALYSIS Page 10 of 10
Organizational and Competitive
Jade Nguyen
Argosy University
BUS480 | Business Tactics and Execution
Apple Inc. Corporation
Apple Inc. is a United States-based company that deals with designing, manufacturing, and marketing both computer hardware and software as well as networking solutions among other consumer electronics. The firm’s commitment is introducing and providing personal computing as well as music experience to students, professors, creative professionals, management agencies as well as businesses among other clients through innovative hardware and software as well as internet services (Khan, Alam & Alam, 2015). Notably, the firm’s commercial approach leverages its exceptional capacity by the way its system of operation and technologies are designed and developed. Accordingly, it can camouflage in a competitive market and bring in innovative products and solutions which are easy to use. Like any other successful Corporation, Apple Inc. also exhibits tremendously stiff competition against other firms that produce computers as well as from other consumer electronics Corporations. Most of its competitors are large corporations with established markets either regionally or globally, for example, Compaq, Lenovo, Intel Corporation, Samsung, Microsoft as well as Dell among others.
Apple Inc. began the move of developing personal computing in 1977, however, because of variations in the management as well as contrasting opinions plus missed opportunities, it has lost its competitive advantage to other corporations like Microsoft, Dell as well as Samsung. Even with such stiff competition from its business counterparts, it continues to hunt the personal computer market though not like it used to do before. It opts to deviate its focus and venture into the music business through the manufacture and exchange of iPod, iTunes as well as digital music players. Marketing approaches like differentiation and specialization have enabled Apple to rejuvenate its market share. Significantly, the adoption of such strategies empowers an organization to acquire diverse knowledge as well as skills hence producing best quality products sold at considerable prices. Therefore, Apple company applies costs as well as products as the focus on their strategies to strive in the international market.
It is imperative to note that, Apple Inc. is grounded on two significant values which are; Inclusion and Diversity. To break it down further, Apple Inc. believes that humanity is not a singular concept but a plural and the most appropriate way to operate is through "everybody in" hence inclusion is the company's religion. On the hand, working with different people despite race, ethnicity, age .
Product (Experience) Management
A model for changing company culture, practice and outcomes using a product experience focus.
Product managers often spend so much time managing the day-to-day requirements of meeting customer needs, delivering to their roadmap and competing, they don't have time to do the strategic work needed to grow their products over the long-term. This model, by focusing on the product experience and distributing accountability across the company, allows product managers to reclaim the time needed to plan and deliver strategic action.
How to Keep S&OP From Getting "Stuck", Oliver Wight, JDA
This document discusses how to keep Sales & Operations Planning (S&OP) processes from getting "stuck" at an immature level. It finds that S&OP processes often do not involve senior management or fully integrate financial planning. As a result, companies miss out on benefits. The document recommends taking S&OP to an Integrated Business Planning (IBP) level with more robust financial integration and inclusion of strategic plans. It provides examples of companies that advanced their S&OP processes from supply chain-led to executive-led and integrated full business planning.
Apple's Sustainable_competitive_advantage
The focus of this project was to capture success of one of the most worldwide know company - Apple and track down its way to overcome its competitors. With the use of RBV Theory, Dynamic Capabilities Framework and Business Model Canvas.
Deploying the iPad to Sales & Managed Markets Teams: Training and Effectivene...
This document provides an overview and key findings from a benchmark study on deploying iPads to sales and managed markets teams. The study engaged 54 leaders from 45 healthcare companies. It examined best practices for training, systems integration, applications, usage and measuring effectiveness. Key findings include: starting with a pilot program; critical training on device and customer usage; syncing deployment with managed markets; ensuring relevant, updated content and apps; and issuing peripheral devices to increase comfort and usage compliance. The majority of companies have deployed iPads to some brands, with full deployment and integration with managed markets planned within 12 months.
Strategic Management: Apple
Company Profile
Main Competitors by Business Fields
Sales Mix of Apple Core Products
Market Share by Tablet & Smartphone Vendors
Business Model Canvas
SWOT-Analysis
Porter's five forces on APPLE
Strategy Integration Model
Key to Success
Apple inc. Strategic Case Analysis Presentation
Apple Inc. is an American technology company headquartered in California. The document provides an overview of Apple, including its history, products, competitors, financial analysis, key success factors, and SWOT analysis. Recommendations for Apple include focusing on differentiated branding, expanding Apple stores internationally, and emphasizing its integrated product ecosystem in marketing. An action plan should prioritize tasks and monitor progress to efficiently implement strategies.
Business Concept: Startups, Apple Inc.
The document provides an overview of the business concept of Apple Inc. as presented by five students. It discusses Apple's history and products, opportunities in the market, risks associated with the business, expected growth, financial and infrastructure needs, regulations, sources of funding, and licensing requirements. It concludes with steps for a startup's success, noting the importance of knowing customers, legal compliance, fast market entry, fair pricing, understanding finances and vision/strategy.
Case study dell inc
This document analyzes Dell's business model transition from direct sales to a hybrid model in 2007. It examines Dell's inventory turnover and asset turnover ratios from 2004-2015. The analysis shows Dell's inventory turnover and asset turnover decreased significantly after 2007, indicating less efficient use of assets as sales declined in the PC market. While Dell's ratios are still better than competitors, the data suggests Dell struggled to adapt to changing consumer preferences toward tablets and smartphones.
Apple company
This slide show you overall description about apple company, its history, SWOT analysis, its Competitor, Industry position, Hardware and software quality, Market position.
porters five force model with respect to apple inc
porters five force model with respect to Apple INC.
BY ; MUNNAVAR SHAIKH
COLLEGE; SS AGRAWAL COLLEGE,NAVSARI,GUJARAT.
Views On Apple Mkt
Apple released the third generation iPad called "The New iPad" in March 2012. Apple's marketing focuses on maintaining loyalty from existing customers. Apple builds products around customer experience, ensuring technologies are mature enough before releasing. They also focus on easy to use software and applications with little learning curve. Apple retail stores aim to help customers explore, understand and purchase products through training staff on customer experience. Apple also subtly conveys values like environmental protection, inclusion and contribution to society through product videos and certifications. Their integrated marketing reflects Apple's culture and vision of using technology to improve lives and change the world.
How age-friendly is Burger King
The document summarizes an audit of Burger King locations in the UK and Singapore to evaluate how age-friendly they are. The audit assessed 200 customer touchpoints across online, packaging, retail, and phone channels. Burger King scored 3.0 overall, with some opportunities identified to improve the experience for older customers through changes to temperature, lighting, seating, stairs, toilet accessibility, and packaging design and information. The packaging, website, and in-store materials were found to target younger audiences more than the older populations that frequent some Burger King locations.
Similar to Is Apple an Age-Friendly brand? (20)
Running head STRATEGIC CHOICE AND EVALUATION 1STRATEGIC CHOI.docx
Running head STRATEGIC CHOICE AND EVALUATION 1STRATEGIC CHOI.docx
3 P a g e Section 2 = Discussion Questions. Qu.docx
3 P a g e Section 2 = Discussion Questions. Qu.docx
How to Keep S&OP From Getting "Stuck", Oliver Wight, JDA
How to Keep S&OP From Getting "Stuck", Oliver Wight, JDA
Deploying the iPad to Sales & Managed Markets Teams: Training and Effectivene...
Deploying the iPad to Sales & Managed Markets Teams: Training and Effectivene...
porters five force model with respect to apple inc
porters five force model with respect to apple inc
Is Apple an Age-Friendly brand?
- 1. How age-friendly is Apple? According to research* 46% of Apple's customer base are age 55 and older, nearly double the share of average home PC users (25.2%). The stock price of Apple is testament to its success. With this in mind we decided to evaluate the customer journey for the purchase of an Apple iPad. The AF Audit was conducted in both UK (Covent Garden) and Singapore. The following is a small excerpt of findings from this Audit. * MetaFacts Research (USA 2009) © 2013
- 3. The scope of the AF Audit Tool 25 effects of ageing: Mind Senses Body 200 customer touch-points © 2013
- 4. Measuring the Customer Journey The AF Audit Tool measures 200 touchpoints across the five major customer experiences. © 2013
- 5. The brand’s age position Neutral M A R K E T Age I N G Specific Age Neutral PRODUCTS © 2013
- 6. Overall Scores Communications 4.7 Online 4.1 Product 4.0 Retail 4.4 Phone 4.6 AF Score = 4.4 © 2013
- 7. OPPORTUNITY FOR IMPROVEMENT The following represent a few examples of where the company needs to change to improve the customer experience for its older customers. © 2013
- 8. Issues - Product • In pursuit of simplicity, the Apple Quick-Start guide is very brief. Perhaps too brief and assumes a level of competence above some folks 65 and older. We scored a ‘3’ against comprehensiveness. © 2013
- 9. Issues Retail Although ideal in many respects, the retail stores miss out on a number of critical aspects of age-friendliness: • Seating was non-existent in the Singapore store and limited in London • High levels of ambient noise and music (audio) made it difficult to hear the sales staff • Age of sales staff was another issue. Most we’re under 30 and (in Singapore) there appeared to be a ‘drawing of straws’ to see who would deal with the old person © 2013
- 10. TOP LINE ISSUES Although Apple iPad has achieved the highest score to date among our AF Audits, there remains room for improvement. The iPad consumer experience is age-friendly with a few exceptions at the product and retail touchpoints that could be easily and inexpensively corrected. Is Apple purposefully age-friendly? Probably not, however, Apple’s focus on simplicity plays to one of the fundamental criteria of age-friendliness. © 2013
- 11. = Is Apple purposefully age-friendly? • Probably not, however, Apple’s focus on simplicity plays to one of the fundamental criteria of age-friendliness Some other facts to bear in mind: • Steve Jobs is a baby boomer (born February, 1955). He ‘gets’ it • According to MetaFacts Research (USA 2009) 46% of Apple's customer base are age 55 and older, nearly double the share of average home PC users (25.2%) • Apple responded to this research saying: “We welcome customers from 1 to 100” • The stock price of Apple is testament to its success © 2013
- 12. To learn more about Marketing to the Ageing Consumer and the AF Audit Tool Visit the website www.age-friendly.com E-mail enquiries@age-friendly.com © 2013