Running head: EXTERNAL ENVIRONMENT SCAN—APPLE 1
EXTERNAL ENVIRONMENT SCAN—APPLE 5
External Environment Scan—Apple
An environmental scan is vital for every company as it helps to determine the threats and opportunities that are posed to the company. The following will be included in the environment scan of Apple incorporated: economic factors, political factors, legal factors, societal factors, technological factors, geographic factors and Porter’s five forces.
Key Factors and Trends
The economic environment of the company is determined by factors such as taxation policies, exchange rate, inflation, the economy, living standards, the average income and consumer buying power. Apple’s products main target market are people of medium to high income and standards. In an economic boom, the company’s products are more likely to be bought than during a recession. The rapid growth of developing countries provide an opportunity for Apple to venture into new markets.
Political stability can be a threat to Apple’s products. Poor political stability would mean a reduction in sales and distribution of the products would be hard as trade barriers would be imposed. Various trade policies that could be imposed on a country would have an adverse effect on the company’s sales. However, developing countries create an opportunity for Apple expand its customer base as more free trade policies are put into effect. As Lombardo (2015) states, “Additional free trade policies increase the opportunities for Apple to distribute more of its products to various markets around the world” (section 2).
Social-cultural factors, such as lifestyle, living standards, and demographics important to Apple. Social factors have an effect on consumer behavior and expectations. The increase in mobile phone use and social media is an opportunity for Apple to provide easy-to-use smart phones.
Current technology and technological changes can affect a customer’s priorities changing the demand for Apple products. For example, with the increasing popularity of Cloud computing, Apple can use that to bring in customers and retain their existing customers. Apple has taken advantage of this by making it so that information can be transferred between the different apple devices and between family members. “Everything’s better when shared, and sharing has never been easier” (Apple, 2016, section 3).
Legal factors can also create a threat to Apple. As governments become more aware of privacy issues in relation to digital technology, stricter regulations are imposed on companies like Apple. This poses a threat to Apple as they are now required to develop a product that not only meets consumer demand, but also the privacy regulations imposed by the government. Stricter regulations have been implemented on telecommunications therefore increasing threats to Apple. ...
Running head: APPLE ENVIRONMENTSL SCAN 1
Running head: APPLE’S ENVIRONMENTSL SCAN 4
Title
By
Apple’s Environmental Scan
Economic factors and trends
Apple is one of the fastest growing companies that had blossomed into a well recognizable consumer name for electronic devices globally. Apple operations depend and performance significantly on global and regional economic conditions (Apple Inc., 2016). Their components are manufactured in other countries. Some of these countries include, Korea, Japan and Taiwan, but their products are assembled in China (Wright, A., 2012). Even those Apple is seen as a status symbol of financial stability for the elite and others, there are many others that built their self-esteem off of owning Apple products. Unemployment is a big key factor in the financial dealing with Apple’s products. In 2015, economists are projecting that unemployment rate will fall to a low of about 4.7% by the end of 2016 (Zumbrun, J., 2015). Their predictions were close, as of the end of October of 2016; unemployment rate in the United States was at 4.9% (U.S. Bureau of Labor Statistics, 2016).
Political, Regulatory and legal factors and trends
Earlier this year, Apple wrestled with the U.S. Government over unlocking a suspected terrorist Iphone. The FBI and the U.S. Department of Justice, solicited Apple as the suspect has a code on their phone. Apple’s Iphones enables users to set up a passcode to lock out intruders. If the code is entered incorrectly in excess of ten times, then the phone will automatically delete the data on it. Apple’s fear was that by the government requesting them to unlock this one phone, that this was a privacy violation (Rash, W., 2016). These fears of Apples became the same-shared views among iphone users. Giving the government access would allow them to future access for any reason.
Societal factors and trends
A person’s family, friends and even colleagues can serve as a strong contributor to a person’s choice of mobile phone. Today’s youth are more into electronics. Teenagers have more economic clout than that of their predecessors (Grant, I.J., and Graeme R.S., 2006).
Technological factors and trends
The survival and the competitiveness of Apple Inc. is a result of its ability to innovate new technologies. Since the time of its formation, they have relentlessly developed new technologies. It started at the lowest point, but is now one of the top technology companies. The success of the company is attributable to strong and favorable internal environment, which entails such elements as the organizational structure, culture, mission and vision and also the coordination among different departments within the company (O'Grady, 2009). Apple Inc. has a culture of innovation and invention (O'Grady, 2009).
It is a company that is capable of producing a steady stream of innovative products an ...
Presentation #1 – Discussion Questions (each question must be an.docxharrisonhoward80223
Presentation #1 – Discussion Questions (each question must be answered in at least two paragraphs each)
1. With the inventions of the iPhone, iPod, iPad, AppleTV, and now the Apple Watch, where can Apple go from here? In what ways can they increase market share?
2. Although Samsung is a direct competitor, Apple uses Samsung-manufactured parts in its iPhones. Could Apple benefit from partnering with other competitors, like Facebook?
3. The Cult of Apple has allowed Apple to become one of the most valuable brands in the last two decades, what other intangible resources have allowed Apple to surpass the veteran technology giants?
Presentation #2 – Discussion Questions (each question must be answered in at least two paragraphs each)
1. Currently, there is a controversy surrounding Apple. FBI and Courts wants Apple to unlock a terror accused’s iPhone to gather evidence and also to thwart possible future attacks. So far Apple has declined to do so citing privacy reasons and fear of setting wrong precedence. Which side of the argument do you come in? How does Apple’s position impact its Triple Bottom Line strategy?
2. Patent infringement can be killer blow to a company’s competitive position. Apple has been both victim and aggressor in several lawsuits. How much of an impact (if any) has patent infringement had on Apple’s competitive advantage?
3. How would Apple’s recent move away from radical innovation to incremental innovation affect its future competitive advantage?
Apple (in 2013): How to Sustain a Competitive Advantage?
History of Apple
Apple SWOT 2013
Performance
Apple’s greater economic value creation due to superior product differentiation.
Superior quality and user friendly features. 78% of the iPhone owners cannot imagine owning a different phone.
Brand appeal. 59% confessed to blind loyalty to Apple’s product, Another anecdotal evidence is the long lines in front of Apple stores to get its latest products.
Performance
Apple’s integrated ecosystem, end-to-end strategy gives it a competitive advantage.
Performance
Between 2011 and 2012 gross value for Apple increased by 200% due to higher perceived value by customers as well as efficient supply chain.
Apple Revenue And Compounded Growth ratio (CAGR) 2002-2009
Apple’s Revenue in Billions
U.S Dollars
Triple Bottom Line
Triple Bottom Line
Measurement Index
Economic Measures:
Economic variables measures bottom line and flow of money
Personal income
Cost of underemployment
Establishment churn
Job growth
Revenue by sector contributing to gross state product
Environmental Measures
Environmental variables represent measurements of natural resources and reflect potential influences to its viability.
It incorporate air and water quality, energy consumption, natural resources, solid and toxic waste, and land use/land cover.
Fossil fuel consumption.
Selected priority pollutan.
12 External and Internal Environments Mikia DixonBusiness BenitoSumpter862
1
2 External and Internal Environments
Mikia Dixon
Business Admin. Capstone BUS499
Professor Joseph Keller
November 11, 21
Apple corporation's general environment plays a significant role in influencing its working mechanisms both locally and internationally. External influences in the company distant or macro-environment have a direct impact on the company's performance. In the consumer electronics and information technology services industries, the company's performance is due to strategic management that exploits opportunities and defends the company from risks. Two of the most highly ranked general environment factors of the company include technology and economic environment factors.
Technology and technology breakthroughs are examined to identify company opportunities and dangers in the present and the future. Apple has a chance to grow by offering its technology services to a wider range of customers and institutions thanks to the growing importance of technology integration in business. For Apple to keep up with its competition, the company needs to release new goods more frequently. Apple's brand image and financial performance are negatively impacted by Apple's competitors' low-cost offerings of high-value technical products. Samsung, for example, has maintained its position in the PC market, whereas Apple has lost it. Competition from low-cost, high-tech rivals has contributed to this situation. Apple now has a big chance to take advantage of the growing demand for cloud computing services by establishing an extended cloud framework. The technological environment is likely to impact the future steps taken by the company because presently, this field is filled with numerous players who are all gearing towards competing with apple. With the new emerging trends in technology, the company is highly obligated to have working mechanisms that protect them from any threat from external sources such as competitors.
The economic environment impacts the working mechanisms of apple corporation in numerous significant ways. With the set-up of the modern global market dynamics, apple's success as a company relies on the sales made. For sales to be made, there must be markets that are dependent on good economies. According to MBA school Team (2021), Apple Corporation has numerous expansion opportunities. For instance, economic stability in industrialized countries, rapid economic growth in developing countries, and disposable income among target consumers. However, it is important to keep in mind all the competing factors in the worldwide marketplaces when investigating economic opportunities. In the context of major international corporations like Samsung and Huawei, these external strategic drivers represent growth opportunities for the company and its competitors.
Five forces of competition, also known as the Porter five forces analysis, are those elements that determine the success of a corporation through a comprehensive analysis of t ...
12 External and Internal Environments Mikia DixonBusiness AnastaciaShadelb
1
2 External and Internal Environments
Mikia Dixon
Business Admin. Capstone BUS499
Professor Joseph Keller
November 11, 21
Apple corporation's general environment plays a significant role in influencing its working mechanisms both locally and internationally. External influences in the company distant or macro-environment have a direct impact on the company's performance. In the consumer electronics and information technology services industries, the company's performance is due to strategic management that exploits opportunities and defends the company from risks. Two of the most highly ranked general environment factors of the company include technology and economic environment factors.
Technology and technology breakthroughs are examined to identify company opportunities and dangers in the present and the future. Apple has a chance to grow by offering its technology services to a wider range of customers and institutions thanks to the growing importance of technology integration in business. For Apple to keep up with its competition, the company needs to release new goods more frequently. Apple's brand image and financial performance are negatively impacted by Apple's competitors' low-cost offerings of high-value technical products. Samsung, for example, has maintained its position in the PC market, whereas Apple has lost it. Competition from low-cost, high-tech rivals has contributed to this situation. Apple now has a big chance to take advantage of the growing demand for cloud computing services by establishing an extended cloud framework. The technological environment is likely to impact the future steps taken by the company because presently, this field is filled with numerous players who are all gearing towards competing with apple. With the new emerging trends in technology, the company is highly obligated to have working mechanisms that protect them from any threat from external sources such as competitors.
The economic environment impacts the working mechanisms of apple corporation in numerous significant ways. With the set-up of the modern global market dynamics, apple's success as a company relies on the sales made. For sales to be made, there must be markets that are dependent on good economies. According to MBA school Team (2021), Apple Corporation has numerous expansion opportunities. For instance, economic stability in industrialized countries, rapid economic growth in developing countries, and disposable income among target consumers. However, it is important to keep in mind all the competing factors in the worldwide marketplaces when investigating economic opportunities. In the context of major international corporations like Samsung and Huawei, these external strategic drivers represent growth opportunities for the company and its competitors.
Five forces of competition, also known as the Porter five forces analysis, are those elements that determine the success of a corporation through a comprehensive analysis of t ...
Preparing to Conduct Business Research Part 3Victoria.docxChantellPantoja184
Preparing to Conduct Business Research: Part 3
Victoria M. Bingue, Meredith Crawford, Lailah Jones, Terry Ferrell, John Peterson
RES 351
8/18/14
Charles Fanning
Running head: PREPARING TO CONDUCT BUSINESS RESEARCH: PART 3
1
PREPARING TO CONDUCT BUSINESS RESEARCH: PART 3
5
Preparing to Conduct Business Research: Part 3
Apple Inc. is a well-known company with plenty of positives but it has several areas it needs to improve. Quantitative research generates numerical data, and qualitative research does not generate numerical data. With Apple Inc. being one of the largest technology companies in the world, much of their data is quantitative because of the numerous products and features they offer. When Apple conducts research of any kind, its main ethical goal should be to protect the personal data of its customers.
When Apple Inc. announced its development of the iPhone in January 2007 and then released the product in June. This was a full year and half before the world would see the first android phone. (German, 2011). The management at Apple Inc. decided that in order to control the market they had to win over a small segment of consumers. This segment was considered the early adapters, and would consist of a group of people who would try the new technology first, before the mainstream. This was a great risk, but they ended up helping Apple create a brand new product and market.
Quantitative or Qualitative
To keep up with sales and what products customers like the most, Apple can use the quantitative research to determine which product was sold most. This will help generate numbers based off sales revenue, and which products were chosen the most by consumers. Many people have iPads, iPhones, and Mac Books which are currently the most popular products Apple Inc. offers. Apple has sold over 500 million iPhones throughout the world, making over a billion dollars in revenue.
According to Forbes (2013), “the 600 millionth iPhone will arrive very near the end of Apple’s fiscal year and around what would be the typical launch window” (para. 7). Many times, in order for companies to determine how well a product or service is doing on the market, they will send surveys to people to get a more personal viewpoint of what current users truly feel about their product of services offered. This is done in order to help determine product value, identify which products sell the most, and provide improved customer satisfaction.
The Quantitative approach benefits Apple because it allows for the company to study their market by learning what their consumers like, and what works best for them. The information gathered from consumer behavior, opinions, and attitudes can lead Apple to think of new innovative ways it can create products for its market base. Another benefit of gathering information from consumers is that it can lead to fixing current issues like the iCloud dilemma, and finding ways of improving and making it better more useful for its c.
Running Head CASE STUDY ON APPLE INC,’S EXPANSION TO ASIA AND SOU.docxhealdkathaleen
Running Head: CASE STUDY ON APPLE INC,’S EXPANSION TO ASIA AND SOUTH AMERICA 1
CASE STUDY ON APPLE INC,’S EXPANSION TO ASIA AND SOUTH AMERICA
CASE STUDY ON APPLE INC,’S EXPANSION TO ASIA AND SOUTH AMERICA
Student’s Name
Institutional Affiliation
Professors’ Name
Date
ABSTRACT
Telecom manufacturing companies in the United States experience difficult times with the fast-growing rate of technology. According to a 2015 inter-industry survey , the media ranks top with telecom companies coming second in the order of ranks facing possible massive digital interference in the next 12 months.
Apple company has full control of 100% of its' supply chain; it, therefore, can make operational expansions in any number of outlets globally. The company was founded in 1976 and built the type of personal computers that were made easy for customers to operate. Initially, the Apple software was facing a direct competition after the launching of the first windows operating system by Microsoft. Apple sued Microsoft from using the Mac technology in their introduced windows 1.0 and signed a treaty which resulted in Apple remaining manufacture of computer hardware full time.
INTRODUCTION
Due to the advance in technology, Apple has opened up supply chains globally, which has registered colorful amounts of profit and income. This was made possible by scouting on the variations of technology with time in addition to the eruption of new tactics to remain at the top in satisfying customer preferences and being the leader of the market. Apple introduced a new corporate strategy in the year 2000 to utilize the worldwide market in entertainment devices by adding value to the products- easy to use the software. Such products include the iMovie for professional cameras and CD players. There are different strategies to operate globally, and Apple is capable of utilizing all the procedures at once to give a chance of better growth against all the odds.
STRATEGY
Apple is currently the world's number one design company, and this is as a result of the cooperate strategy to outsource, which also brought in stiff competition among the telecom companies. Profit being the main Merit of most companies to grow, Apple viewed outsourcing as a stepping stone to being where it is at the global telecom manufacturers. This is a behaviour that has promoted better margins for the company, as discussed below.
STRATEGIC RISK
Foreign Outsourcing and Exporting
Outsourcing has been the most discussed topic politically in the United States; it has been dramatically discouraged as politicians view it as a stance to creating more job opportunities to the citizens in the United States. Although in the world of company expansion, outsourcing means opening up new manufacturing bases overseas, and this could help them in many different ways.
In the context of improving efficiency, outsourcing Apple to South America, India or China could in large part reduce the exporting costs, importing costs and ...
Running head: APPLE ENVIRONMENTSL SCAN 1
Running head: APPLE’S ENVIRONMENTSL SCAN 4
Title
By
Apple’s Environmental Scan
Economic factors and trends
Apple is one of the fastest growing companies that had blossomed into a well recognizable consumer name for electronic devices globally. Apple operations depend and performance significantly on global and regional economic conditions (Apple Inc., 2016). Their components are manufactured in other countries. Some of these countries include, Korea, Japan and Taiwan, but their products are assembled in China (Wright, A., 2012). Even those Apple is seen as a status symbol of financial stability for the elite and others, there are many others that built their self-esteem off of owning Apple products. Unemployment is a big key factor in the financial dealing with Apple’s products. In 2015, economists are projecting that unemployment rate will fall to a low of about 4.7% by the end of 2016 (Zumbrun, J., 2015). Their predictions were close, as of the end of October of 2016; unemployment rate in the United States was at 4.9% (U.S. Bureau of Labor Statistics, 2016).
Political, Regulatory and legal factors and trends
Earlier this year, Apple wrestled with the U.S. Government over unlocking a suspected terrorist Iphone. The FBI and the U.S. Department of Justice, solicited Apple as the suspect has a code on their phone. Apple’s Iphones enables users to set up a passcode to lock out intruders. If the code is entered incorrectly in excess of ten times, then the phone will automatically delete the data on it. Apple’s fear was that by the government requesting them to unlock this one phone, that this was a privacy violation (Rash, W., 2016). These fears of Apples became the same-shared views among iphone users. Giving the government access would allow them to future access for any reason.
Societal factors and trends
A person’s family, friends and even colleagues can serve as a strong contributor to a person’s choice of mobile phone. Today’s youth are more into electronics. Teenagers have more economic clout than that of their predecessors (Grant, I.J., and Graeme R.S., 2006).
Technological factors and trends
The survival and the competitiveness of Apple Inc. is a result of its ability to innovate new technologies. Since the time of its formation, they have relentlessly developed new technologies. It started at the lowest point, but is now one of the top technology companies. The success of the company is attributable to strong and favorable internal environment, which entails such elements as the organizational structure, culture, mission and vision and also the coordination among different departments within the company (O'Grady, 2009). Apple Inc. has a culture of innovation and invention (O'Grady, 2009).
It is a company that is capable of producing a steady stream of innovative products an ...
Presentation #1 – Discussion Questions (each question must be an.docxharrisonhoward80223
Presentation #1 – Discussion Questions (each question must be answered in at least two paragraphs each)
1. With the inventions of the iPhone, iPod, iPad, AppleTV, and now the Apple Watch, where can Apple go from here? In what ways can they increase market share?
2. Although Samsung is a direct competitor, Apple uses Samsung-manufactured parts in its iPhones. Could Apple benefit from partnering with other competitors, like Facebook?
3. The Cult of Apple has allowed Apple to become one of the most valuable brands in the last two decades, what other intangible resources have allowed Apple to surpass the veteran technology giants?
Presentation #2 – Discussion Questions (each question must be answered in at least two paragraphs each)
1. Currently, there is a controversy surrounding Apple. FBI and Courts wants Apple to unlock a terror accused’s iPhone to gather evidence and also to thwart possible future attacks. So far Apple has declined to do so citing privacy reasons and fear of setting wrong precedence. Which side of the argument do you come in? How does Apple’s position impact its Triple Bottom Line strategy?
2. Patent infringement can be killer blow to a company’s competitive position. Apple has been both victim and aggressor in several lawsuits. How much of an impact (if any) has patent infringement had on Apple’s competitive advantage?
3. How would Apple’s recent move away from radical innovation to incremental innovation affect its future competitive advantage?
Apple (in 2013): How to Sustain a Competitive Advantage?
History of Apple
Apple SWOT 2013
Performance
Apple’s greater economic value creation due to superior product differentiation.
Superior quality and user friendly features. 78% of the iPhone owners cannot imagine owning a different phone.
Brand appeal. 59% confessed to blind loyalty to Apple’s product, Another anecdotal evidence is the long lines in front of Apple stores to get its latest products.
Performance
Apple’s integrated ecosystem, end-to-end strategy gives it a competitive advantage.
Performance
Between 2011 and 2012 gross value for Apple increased by 200% due to higher perceived value by customers as well as efficient supply chain.
Apple Revenue And Compounded Growth ratio (CAGR) 2002-2009
Apple’s Revenue in Billions
U.S Dollars
Triple Bottom Line
Triple Bottom Line
Measurement Index
Economic Measures:
Economic variables measures bottom line and flow of money
Personal income
Cost of underemployment
Establishment churn
Job growth
Revenue by sector contributing to gross state product
Environmental Measures
Environmental variables represent measurements of natural resources and reflect potential influences to its viability.
It incorporate air and water quality, energy consumption, natural resources, solid and toxic waste, and land use/land cover.
Fossil fuel consumption.
Selected priority pollutan.
12 External and Internal Environments Mikia DixonBusiness BenitoSumpter862
1
2 External and Internal Environments
Mikia Dixon
Business Admin. Capstone BUS499
Professor Joseph Keller
November 11, 21
Apple corporation's general environment plays a significant role in influencing its working mechanisms both locally and internationally. External influences in the company distant or macro-environment have a direct impact on the company's performance. In the consumer electronics and information technology services industries, the company's performance is due to strategic management that exploits opportunities and defends the company from risks. Two of the most highly ranked general environment factors of the company include technology and economic environment factors.
Technology and technology breakthroughs are examined to identify company opportunities and dangers in the present and the future. Apple has a chance to grow by offering its technology services to a wider range of customers and institutions thanks to the growing importance of technology integration in business. For Apple to keep up with its competition, the company needs to release new goods more frequently. Apple's brand image and financial performance are negatively impacted by Apple's competitors' low-cost offerings of high-value technical products. Samsung, for example, has maintained its position in the PC market, whereas Apple has lost it. Competition from low-cost, high-tech rivals has contributed to this situation. Apple now has a big chance to take advantage of the growing demand for cloud computing services by establishing an extended cloud framework. The technological environment is likely to impact the future steps taken by the company because presently, this field is filled with numerous players who are all gearing towards competing with apple. With the new emerging trends in technology, the company is highly obligated to have working mechanisms that protect them from any threat from external sources such as competitors.
The economic environment impacts the working mechanisms of apple corporation in numerous significant ways. With the set-up of the modern global market dynamics, apple's success as a company relies on the sales made. For sales to be made, there must be markets that are dependent on good economies. According to MBA school Team (2021), Apple Corporation has numerous expansion opportunities. For instance, economic stability in industrialized countries, rapid economic growth in developing countries, and disposable income among target consumers. However, it is important to keep in mind all the competing factors in the worldwide marketplaces when investigating economic opportunities. In the context of major international corporations like Samsung and Huawei, these external strategic drivers represent growth opportunities for the company and its competitors.
Five forces of competition, also known as the Porter five forces analysis, are those elements that determine the success of a corporation through a comprehensive analysis of t ...
12 External and Internal Environments Mikia DixonBusiness AnastaciaShadelb
1
2 External and Internal Environments
Mikia Dixon
Business Admin. Capstone BUS499
Professor Joseph Keller
November 11, 21
Apple corporation's general environment plays a significant role in influencing its working mechanisms both locally and internationally. External influences in the company distant or macro-environment have a direct impact on the company's performance. In the consumer electronics and information technology services industries, the company's performance is due to strategic management that exploits opportunities and defends the company from risks. Two of the most highly ranked general environment factors of the company include technology and economic environment factors.
Technology and technology breakthroughs are examined to identify company opportunities and dangers in the present and the future. Apple has a chance to grow by offering its technology services to a wider range of customers and institutions thanks to the growing importance of technology integration in business. For Apple to keep up with its competition, the company needs to release new goods more frequently. Apple's brand image and financial performance are negatively impacted by Apple's competitors' low-cost offerings of high-value technical products. Samsung, for example, has maintained its position in the PC market, whereas Apple has lost it. Competition from low-cost, high-tech rivals has contributed to this situation. Apple now has a big chance to take advantage of the growing demand for cloud computing services by establishing an extended cloud framework. The technological environment is likely to impact the future steps taken by the company because presently, this field is filled with numerous players who are all gearing towards competing with apple. With the new emerging trends in technology, the company is highly obligated to have working mechanisms that protect them from any threat from external sources such as competitors.
The economic environment impacts the working mechanisms of apple corporation in numerous significant ways. With the set-up of the modern global market dynamics, apple's success as a company relies on the sales made. For sales to be made, there must be markets that are dependent on good economies. According to MBA school Team (2021), Apple Corporation has numerous expansion opportunities. For instance, economic stability in industrialized countries, rapid economic growth in developing countries, and disposable income among target consumers. However, it is important to keep in mind all the competing factors in the worldwide marketplaces when investigating economic opportunities. In the context of major international corporations like Samsung and Huawei, these external strategic drivers represent growth opportunities for the company and its competitors.
Five forces of competition, also known as the Porter five forces analysis, are those elements that determine the success of a corporation through a comprehensive analysis of t ...
Preparing to Conduct Business Research Part 3Victoria.docxChantellPantoja184
Preparing to Conduct Business Research: Part 3
Victoria M. Bingue, Meredith Crawford, Lailah Jones, Terry Ferrell, John Peterson
RES 351
8/18/14
Charles Fanning
Running head: PREPARING TO CONDUCT BUSINESS RESEARCH: PART 3
1
PREPARING TO CONDUCT BUSINESS RESEARCH: PART 3
5
Preparing to Conduct Business Research: Part 3
Apple Inc. is a well-known company with plenty of positives but it has several areas it needs to improve. Quantitative research generates numerical data, and qualitative research does not generate numerical data. With Apple Inc. being one of the largest technology companies in the world, much of their data is quantitative because of the numerous products and features they offer. When Apple conducts research of any kind, its main ethical goal should be to protect the personal data of its customers.
When Apple Inc. announced its development of the iPhone in January 2007 and then released the product in June. This was a full year and half before the world would see the first android phone. (German, 2011). The management at Apple Inc. decided that in order to control the market they had to win over a small segment of consumers. This segment was considered the early adapters, and would consist of a group of people who would try the new technology first, before the mainstream. This was a great risk, but they ended up helping Apple create a brand new product and market.
Quantitative or Qualitative
To keep up with sales and what products customers like the most, Apple can use the quantitative research to determine which product was sold most. This will help generate numbers based off sales revenue, and which products were chosen the most by consumers. Many people have iPads, iPhones, and Mac Books which are currently the most popular products Apple Inc. offers. Apple has sold over 500 million iPhones throughout the world, making over a billion dollars in revenue.
According to Forbes (2013), “the 600 millionth iPhone will arrive very near the end of Apple’s fiscal year and around what would be the typical launch window” (para. 7). Many times, in order for companies to determine how well a product or service is doing on the market, they will send surveys to people to get a more personal viewpoint of what current users truly feel about their product of services offered. This is done in order to help determine product value, identify which products sell the most, and provide improved customer satisfaction.
The Quantitative approach benefits Apple because it allows for the company to study their market by learning what their consumers like, and what works best for them. The information gathered from consumer behavior, opinions, and attitudes can lead Apple to think of new innovative ways it can create products for its market base. Another benefit of gathering information from consumers is that it can lead to fixing current issues like the iCloud dilemma, and finding ways of improving and making it better more useful for its c.
Running Head CASE STUDY ON APPLE INC,’S EXPANSION TO ASIA AND SOU.docxhealdkathaleen
Running Head: CASE STUDY ON APPLE INC,’S EXPANSION TO ASIA AND SOUTH AMERICA 1
CASE STUDY ON APPLE INC,’S EXPANSION TO ASIA AND SOUTH AMERICA
CASE STUDY ON APPLE INC,’S EXPANSION TO ASIA AND SOUTH AMERICA
Student’s Name
Institutional Affiliation
Professors’ Name
Date
ABSTRACT
Telecom manufacturing companies in the United States experience difficult times with the fast-growing rate of technology. According to a 2015 inter-industry survey , the media ranks top with telecom companies coming second in the order of ranks facing possible massive digital interference in the next 12 months.
Apple company has full control of 100% of its' supply chain; it, therefore, can make operational expansions in any number of outlets globally. The company was founded in 1976 and built the type of personal computers that were made easy for customers to operate. Initially, the Apple software was facing a direct competition after the launching of the first windows operating system by Microsoft. Apple sued Microsoft from using the Mac technology in their introduced windows 1.0 and signed a treaty which resulted in Apple remaining manufacture of computer hardware full time.
INTRODUCTION
Due to the advance in technology, Apple has opened up supply chains globally, which has registered colorful amounts of profit and income. This was made possible by scouting on the variations of technology with time in addition to the eruption of new tactics to remain at the top in satisfying customer preferences and being the leader of the market. Apple introduced a new corporate strategy in the year 2000 to utilize the worldwide market in entertainment devices by adding value to the products- easy to use the software. Such products include the iMovie for professional cameras and CD players. There are different strategies to operate globally, and Apple is capable of utilizing all the procedures at once to give a chance of better growth against all the odds.
STRATEGY
Apple is currently the world's number one design company, and this is as a result of the cooperate strategy to outsource, which also brought in stiff competition among the telecom companies. Profit being the main Merit of most companies to grow, Apple viewed outsourcing as a stepping stone to being where it is at the global telecom manufacturers. This is a behaviour that has promoted better margins for the company, as discussed below.
STRATEGIC RISK
Foreign Outsourcing and Exporting
Outsourcing has been the most discussed topic politically in the United States; it has been dramatically discouraged as politicians view it as a stance to creating more job opportunities to the citizens in the United States. Although in the world of company expansion, outsourcing means opening up new manufacturing bases overseas, and this could help them in many different ways.
In the context of improving efficiency, outsourcing Apple to South America, India or China could in large part reduce the exporting costs, importing costs and ...
General Environment, Forces of Competition, Future Improvement, Op.docxshericehewat
General Environment, Forces of Competition, Future Improvement, Opportunities, Strength and Weaknesses of Apple Inc.
Introduction
Apple Inc. is a multinational company that was found by Steve Jobs and Steve Wozniak in the year 1976. Since then, the company has able to produce mobile phones, iPads, personal computers and operating systems (Finkle, & Mallin, 2010). The company is successful under the current leadership of Timothy Donald. This paper will discuss the general environment, opportunities, threat, strength and capabilities of the company.
General Environment
The main segments of the general environment that affect Apple is the technology and social-cultural aspects. Technology has enabled the company to produce innovative and attractive products which attract customers. The socio-cultural segment of general environment involves values and attitude of people about products of the organization.
Technological Segment of the Environment
The technological segment of the environment influences how business operations are conducted—the segment use of advanced techs to design new and innovative products. Apple is ever-growing due to adoption of new and advanced technology. Advancement in technology has stiffened competition in the market. Apple uses better technologies such as wireless technology, cloud services and software to stay ahead in the competition.
Socio-Cultural Segment of the Environment
Social-Cultural segment refers to values and beliefs of people towards products and services of the organization. The positive interest and beliefs of people towards communication and entertainment results in the development of industries that deal with ICT. As a result, Apple incorporation continues to grow due to the interest of society towards its products and services. Similarly, the popularity of internet ad mobile phones leads to the success of the company. The company has prioritized to meet the demands of its customers by producing goods that are innovative and attractive.
Forces of Competition
The forces of competition are five. They include rivalry among competitors, threats of new entrants, threats of substitute commodities, bargaining power of suppliers and bargaining power of customers. In this assignment, rivalry among competitors and the bargaining power of suppliers is discussed.
Rivalry Among Competitors
Apple uses advanced technology and innovation to produce goods that are uniquely designed. The company make use of brand management to ensure its products are unique and innovative. The company has introduced produced products with a new feature, designs and performance to maintain market distinctness. All these changes have enabled Apple to stay ahead of the competition.
Apple should launch more products with unique design and features to stand out in the market. The company should also products other products and software to maintain market distinctness. The products should have new and updated features, version and ...
CLA 1
Competitive Analysis
Marketing Management Part 2
Competitive Analysis
Competitive analysis is a technique for identifying competitors and evaluating their strategies to determine the strength and weakness of our brand. In this report, competitive analysis of the iPhone, a product of Apple Company, is presented compared to Samsung.
Samsung-As the Competitor
The Consumer electronics category is expanding day by day. The current leaders of this category are Samsung and Apple that hovers about 11% of the share in the market. Earlier, the market was ruled by Motorola and Nokia, but with the launch of the iPhone in 2007, the market was taken over by Apple . With its large multi-touch user interface, the product rapidly became popular among users. In 2013, the galaxy series was introduced by Samsung that gave high competition to Apple. With the massive advertisement and unique features, Samsung galaxy became the most popular brand in the world.
Objectives
iPhone
· Create groundbreaking products.
· Dictate and innovate technology movement.
· Global expansion
· Digitalization and technological innovation.
· Increase market share and profitability
· Brand recognition and development
Samsung
· Inspire customers via innovative products
· Lead innovation in technology
· Lead the mobile industry
· Inspire communities with products
· Gain profitability and market share.
Strategies
Samsung and Apple use different competitive strategies to dominate the market.
Apple uses the blue Ocean strategy. Apple created new demand in the market by utilizing the blue ocean strategy. Apple dominated the market with its flagship iPhones that blended art and technology . On the contrary, the Red Ocean strategy is used by Samsung. Samsung gained a competitive advantage by venturing into the market with a flood of smartphones developed at low prices within a short time. Apple takes a lot of time in launching a new iPhone as it relies on external suppliers. Samsung took advantage of this weakness and developed components for its Smartphone.
Strengths
Weaknesses
Competitive Analysis
Industry
The mobile phone industry is dominated by Apple and Samsung, accounting for 11% of the market share. iPhone accounted for 29% of the smartphone’s sale and Samsung to 37% of the smartphone sales by 2019. Apple's revenue in the year 2020 was $137.7 billion, with iPhone accounting for 50% of all the sales. Samsung sold 255.7 million units in the year 2020 and generated revenue of KRW 61.5 trillion. Galaxy S series accounts for 50% of all the sales.
Market
Samsung accounted for 21% of the market share, and Apple accounted for 49% of the market share in the US by the year 2020. Samsung has divided its market into segments, including demographic, geographical, psychological, and behavioral characteristics. Samsung penetrates deeply into regions, especially Asia. Most of the Samsung users are adults belonging to both genders. Samsung does not define its pro ...
Running head APPLES EXTERNAL ENVIRONMENT .docxjoellemurphey
Running head: APPLE'S EXTERNAL ENVIRONMENT 1
APPLE'S EXTERNAL ENVIRONMENT 2
Apple Inc's External Business Environment
Introduction
Companies do not operate in a vacuum and as such they have to pay attention to their external environmental in order to remain competitive. Managers have little influence on the external environment and businesses have to adapt as the external factors keep on changing. External business environment factors include the political landscape, technology, legal and regulatory frameworks, societal factors, the economy in general, and competition. These factors are not static and the more they shift, the more volatile the environment becomes. Apple Inc. operates on a global scale, which means that the external business environment is quite complex. This paper will explore some of these factors which affect the business strategy that the company uses.
Political Factors
Political factors are perhaps what the company cannot exert any influence on because of the complexities involved. Apple Inc is an American company which has customers all over the world including those countries whose relations with the US are strained (Grant, 2003). The company has to hope that tensions between the various countries it has interests do not become rocky to a point where business becomes impossible to run. The company has factories in China and other Asian countries where there is an ample supply of labor. Potential conflict between the US and China could force the company to shift the locations of the labor-intensive factories.
Economic conditions affect the demand for Apple's products because of people's purchasing power. Increase in inflation and recessions have a negative effect on demand because people tend to check their spending habits (Grant, 2003). The company's products can be classified as luxury products, which mean that people can decide to reduce spending on them to be able to purchase their basic needs. Further, economic conditions affect the cost of raw materials for production and labor as well. Therefore, the company has to keep track of developments in the economy because they have to adjust their prices and product offering to match the changes (Husso, 2011).
Social factors are quite important to Apple because their competitive advantage currently lies in the perception that their products are of high quality. Their customers feel classy because of the premium pricing which the company practices. The company has to keep track of the people’s attitude towards their products so that they can produce what people want in case their preferences change. Another dimension of the external business environment is technology. Apple has to invest in research and development to produce innovations that will keep customers interested in what the company is producing. Further, the co ...
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 ...
15IntroductionApple Company is known to be a.docxaulasnilda
1
5
Introduction
Apple Company is known to be an American international technology corporation, the location of its headquarter in Cupertino, California. The corporation forms develop and vends online services, computer software, as well as consumer electronics. Also, Apple is considered to be among the big four technology businesses, along with Facebook, Google, and Amazon. In this plan of marketing, we will converse on the price of apple company by expending three essentials of the place and the price, and they comprise of static/dynamic strategies of pricing, channel approaches (pricing), as well as distribution factors and strategies. The Apple company is the most significant brand in the industry of technology concerning revenue, along with its classifications of brands; This is not a surprise to most people because Apple has sporadically launched products, which were innovative and transformed the market. The organization has provided people with numerous products over the years, such as Itunes, Ipad, iWatch, iPhone, as well as the iPod. Also, to its outstanding products and difference that is near to the heart of numerous fans who are affectionate of technology. The article will be preparing the marketing plan for a distribution model and setting the price of the Apple organization. Comment by T: Forms, develops, and vends Comment by T: Poorly worded Comment by T: about Comment by T: paper Comment by T: prepare Comment by T: for
Price and Place/Distribution
Distribution Strategies Comment by T: Apple also uses indirect methods through retailers like Best Buy
Apple utilizes distribution strategies, which use several channels, consisting of the semi-direct sales base or direct distributions and channels for various products. To attain this tactic, Apple advances its market interest hence reducing the price of the channel and provides a more modified trade (Varghese, 2013). Moreover, the strategies of distribution of Apple Company is provided in the below diagram: Comment by T: The meaning is not clear.
Channel Tactics (Pricing)
Apple Inc. adheres to the advanced frequency of channel tactics (pricing). This corporation channel’s strategy is exclusive as such that Apple does not ever reimburse its direct channel. Besides, The reinstated products were refurbished and, prominent, there are modifications in their worth. Comment by T: Why would Apple reimburse itself? Comment by T: ?
Nevertheless, there is no approximation of Apple's maintenance affiliation to the fortitude of steadiness. Even though it is unlawful to start a commercial estimate (for clients), Apple will continually determine how to keep gaudily refining every detail. Moreover, it is likely that by ownership of merchants that are thin-edged, without providing discounts by capacity and sustaining consecutive terms amongst acquaintances of the same product. The Apple-oriented and retail facades are apart of the species. Comment by T: Indent 5 spaces Comment by T: Mea ...
Apple Inc. is a multi-billion dollar enterprise that creates profit for itself through customer focused, high quality consumer electronics products and services. More than a decade ago Apple was facing the risk of bankruptcy prior to the creation of the revolutionary products such as the iPhone (Baltzan, 2013). Now with the success of the iPod, iPhone and iPad, profits have soared and Apple has gained market share in the digital music and mobile phone sectors.
Evaluation and analysis of Samsung and Apple Inc.Introduct.docxSANSKAR20
Evaluation and analysis of Samsung and Apple Inc.
Introduction
The two companies are the largest manufacturers of the smartphones in the entire globe.
Account for more than half of the smartphones sold in the industry
Their main competitors are the traditional cell phones industry that were designed to provide services like receiving and making calls.
There is need for superior phones with high computing capacity due to the modern technology.
Background information
Samsung and apple Inc. have two different organizational backgrounds and hierarchy of management.
The Samsung company is highly embedded on the conservative and bureaucratic organization with a central culture and control systems.
The apple Inc. is more of decentralized culture and structure of the company as oppose to the counterpart.
One is based in U.S.A while the other belongs to the north Korea.
History of Samsung and apple Inc.
Samsung was founded in the year 1938 as a trading organization. Then diversified into food processing security, retail and insurance after three years of operation.
It was then separated into Samsung group that has since globalized its businesses and electronics in mobile phones and semi conductors.
Apple on the other hand was founded in the year 1976 to develop and sell the personal computers.
It shifted focus into consumer electronics in 9th January 2007.
competition and comparative issues
Increased demand for phones to serve similar purpose as the computer.
They face competition from companies like Motorola and Nokia that were dominating the market.
Apple conquered the market in the year 2007 by launching the iPhone smartphone.
Samsung also took the market with a surprise through the introduction of the galaxy product line.
factors for the success of the companies
The two organizations are stiff competitors in the smartphone industry.
They are innovative companies recording high financial outperformance in the market over the years
The organizational culture of both the companies promote both the morale and the diversity in their teams.
The enhancement of the technology based smartphones with high level of digital.
They are the most creative producers of cell phones in the world which is an element of product leadership.
The two companies have invested sufficient efforts in the development of value through the enhancement of the ordinary assets.
There is adequate level of assets that is essential in the appropriation of value.
Identification of the significance of brand recognition.
the Samsung balanced score card
the vision of the company is to develop innovative technologies and have efficient market creation process and enrich people’s lives.
Net sales volume increased from 158.9 billion in 2007 to 220.1 billion in 2011.
Growth in total assets is between 280.8 billion in 2007 and 343.7 billion in 2011
Liabilities was at 80.8 billion in 2007 and 141.1 billion in 2011.
Net income improved from the 12.9 in the year 200 ...
Over the last five decades, Apple Inc. has succeeded in creating a business empire in the technological industry. Apple’s I-products are among the most loved technological items across the world. In the business world, Apple’s IT products and operations are unmatched. To this end, Apple Inc. growth is remarkable and shows no signs that it will decline in the near future. This is typified by the fact that the company keeps setting new sales records for every product that it introduces into the market. Whatever Apple Inc.’s does only catches its competitors unaware and therefore they play the role of catching up by mimicking its strategy though largely unsuccessfully. This paper examines the impact of various internal and external organizational environments that affect Apple Inc. As such, the paper will keenly explore the extent to which the organizational environment affect Apple. Among the various external and internal environments that will examined in this paper include economic, social, technological and economic factors. It will also give the implications that these factors have on Apple Inc. if the company is to continue with its success story.
Eastern European countries appear to have become dependent on Ru.docxjoellemurphey
Eastern European countries appear to have become dependent on Russian oil originally due to the country being a reliable supplier to the European countries (Bradshaw, 2014, p. 76). Though the countries were allies with the United States, they were trying to become less dependent on the Middle East and saw that Russia was a reliable source. Much of this reliance was due to the “iron curtain” as well as the fact that many of the Eastern European countries were part of the Soviet Union in some way or affiliated with them.
It appears that much of the reason as to why these countries reached energy accords with Russia is due to the convenience. There was “limited access to storage and alternative sources of gas supply” (Bradshaw, 2014, p. 77). This pushed these countries to depend more on Russia, which appeared to be an easier access to gas supplies. Another reason might have been due to fear as the Kremlin punished Ukraine for voting for an anti-Moscow government (Bradshaw, 2015, p. 77). This action shows that many of these countries may have reached these accords due to the pressure and encouragement of the Soviet Government. In the 1980’s the dependence of European countries on Russian gas resources was 50-60%. In the 1970’s, many of the Eastern European countries also became reliant on Russia due to a greater demand of oil and gas. The surrounding countries that were providing resources were not able to keep up with the demand and thus these countries sought to get their sources from Russia. It also helped that Russia’s prices appeared to be lower than that of the world market (Bradshaw, 2014, p. 87-88). Due to the price of oil and gas and the availability, Eastern European countries were able to grow and build in gas import and its infrastructure, thus in turn causing it to be dependent on Russia.
Bradshaw, M. (2014).
Global Energy Dilemmas: Energy Security, Globalization, and Climate Change
. Cambridge, UK: Polity Press.
Based on your considered review of this module’s readings as well as your reflection upon the first three modules, evaluate the questions below.
In retrospect it seems obvious, but exactly how and why did Eastern European countries come to depend on Russian oil and natural gas after World War II?
Why did the Western Europeans reach energy accords with the Russians in the 1970s and early 1980s, building large-scale natural gas import infrastructures and increasing their dependence on Russian gas?
.
EAS 209 Second Response Paper Topic Assignment Due .docxjoellemurphey
EAS 209
Second Response Paper Topic
>>>Assignment Due Date: Friday, October 12, 2018<<<
Write 350 words, excluding works cited and references, on the following topic:
Dipesh Chakrabarty cites John Stuart Mill to show one dimension of historicist
consciousness: “a recommendation to the colonized to wait.” What does Chakrabarty
mean by this phrase? Consider, e.g. why, according to Mill, “Indians, Africans, and other
‘rude’ nations” had to be consigned to what Chakrabarty called “an imaginary waiting
room of history.”
To respond to this question, you might find it helpful to consider Chakrabarty’s discussion
on historicism or “stagist theory of history.”
▪ Submit a hard copy in your Tutorial Section on Friday, October 12.
▪ Papers must be type-written, double-spaced, appearing in 12 points Times New Roman font or
its equivalent with 1” margins. Do not exceed 400 words. You are responsible for keeping an
extra copy of your own paper.
▪ The assignment does not ask you to conduct additional research. Papers that do not respond
to the given topic or do not follow the specific instructions described above will receive no
marks. No resubmission allowed.
▪ You need to present your argument logically and clearly, fully demonstrate the precise
understanding of Chakrabarty’s argument and substantiate your argument convincingly and
with details.
▪ Observe the Chicago Manual of Style referencing practice and properly cite the passages you
quote (i.e. author, title, page number, etc.). Works cited or references should not be counted
toward the 350 word limit.
▪ Any ideas or expressions that are not your own must be placed in quotation marks and
referenced with page number. Academic misconduct will not be tolerated. See:
http://www.artsci.utoronto.ca/osai/The-rules/what-is-academic-misconduct
▪ You may share notes and discuss your ideas with others for preparation. But the paper you
submit must be exclusively written by you alone and in your own words clearly distinguishable
from others’. Papers that plagiarize, replicate others, or contain identical or near-identical
passages that appear in other papers will not be accepted or credited.
▪ You must proof-read before submission. Sentences that are incomplete or unintelligible will
not be read or credited.
▪ Late submission and papers submitted via e-mail will not be accepted or credited unless
under extraordinary circumstances. ABSOLUTELY NO EXCPETION!
http://www.artsci.utoronto.ca/osai/The-rules/what-is-academic-misconduct
I N T R O D U C T I O N
The Idea of Provincializing Europe
Europe . . . since 1914 has become provincialized, . . .
only the natural sciences are able to call forth a
quick international echo.
(Hans-Georg Gadamer, 1977)
The West is a name for a subject which gathers itself in
discourse but is also an object constituted discursively;
it is, evidently, a name always associating itself with
those regions, communities, and peoples.
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General Environment, Forces of Competition, Future Improvement, Op.docxshericehewat
General Environment, Forces of Competition, Future Improvement, Opportunities, Strength and Weaknesses of Apple Inc.
Introduction
Apple Inc. is a multinational company that was found by Steve Jobs and Steve Wozniak in the year 1976. Since then, the company has able to produce mobile phones, iPads, personal computers and operating systems (Finkle, & Mallin, 2010). The company is successful under the current leadership of Timothy Donald. This paper will discuss the general environment, opportunities, threat, strength and capabilities of the company.
General Environment
The main segments of the general environment that affect Apple is the technology and social-cultural aspects. Technology has enabled the company to produce innovative and attractive products which attract customers. The socio-cultural segment of general environment involves values and attitude of people about products of the organization.
Technological Segment of the Environment
The technological segment of the environment influences how business operations are conducted—the segment use of advanced techs to design new and innovative products. Apple is ever-growing due to adoption of new and advanced technology. Advancement in technology has stiffened competition in the market. Apple uses better technologies such as wireless technology, cloud services and software to stay ahead in the competition.
Socio-Cultural Segment of the Environment
Social-Cultural segment refers to values and beliefs of people towards products and services of the organization. The positive interest and beliefs of people towards communication and entertainment results in the development of industries that deal with ICT. As a result, Apple incorporation continues to grow due to the interest of society towards its products and services. Similarly, the popularity of internet ad mobile phones leads to the success of the company. The company has prioritized to meet the demands of its customers by producing goods that are innovative and attractive.
Forces of Competition
The forces of competition are five. They include rivalry among competitors, threats of new entrants, threats of substitute commodities, bargaining power of suppliers and bargaining power of customers. In this assignment, rivalry among competitors and the bargaining power of suppliers is discussed.
Rivalry Among Competitors
Apple uses advanced technology and innovation to produce goods that are uniquely designed. The company make use of brand management to ensure its products are unique and innovative. The company has introduced produced products with a new feature, designs and performance to maintain market distinctness. All these changes have enabled Apple to stay ahead of the competition.
Apple should launch more products with unique design and features to stand out in the market. The company should also products other products and software to maintain market distinctness. The products should have new and updated features, version and ...
CLA 1
Competitive Analysis
Marketing Management Part 2
Competitive Analysis
Competitive analysis is a technique for identifying competitors and evaluating their strategies to determine the strength and weakness of our brand. In this report, competitive analysis of the iPhone, a product of Apple Company, is presented compared to Samsung.
Samsung-As the Competitor
The Consumer electronics category is expanding day by day. The current leaders of this category are Samsung and Apple that hovers about 11% of the share in the market. Earlier, the market was ruled by Motorola and Nokia, but with the launch of the iPhone in 2007, the market was taken over by Apple . With its large multi-touch user interface, the product rapidly became popular among users. In 2013, the galaxy series was introduced by Samsung that gave high competition to Apple. With the massive advertisement and unique features, Samsung galaxy became the most popular brand in the world.
Objectives
iPhone
· Create groundbreaking products.
· Dictate and innovate technology movement.
· Global expansion
· Digitalization and technological innovation.
· Increase market share and profitability
· Brand recognition and development
Samsung
· Inspire customers via innovative products
· Lead innovation in technology
· Lead the mobile industry
· Inspire communities with products
· Gain profitability and market share.
Strategies
Samsung and Apple use different competitive strategies to dominate the market.
Apple uses the blue Ocean strategy. Apple created new demand in the market by utilizing the blue ocean strategy. Apple dominated the market with its flagship iPhones that blended art and technology . On the contrary, the Red Ocean strategy is used by Samsung. Samsung gained a competitive advantage by venturing into the market with a flood of smartphones developed at low prices within a short time. Apple takes a lot of time in launching a new iPhone as it relies on external suppliers. Samsung took advantage of this weakness and developed components for its Smartphone.
Strengths
Weaknesses
Competitive Analysis
Industry
The mobile phone industry is dominated by Apple and Samsung, accounting for 11% of the market share. iPhone accounted for 29% of the smartphone’s sale and Samsung to 37% of the smartphone sales by 2019. Apple's revenue in the year 2020 was $137.7 billion, with iPhone accounting for 50% of all the sales. Samsung sold 255.7 million units in the year 2020 and generated revenue of KRW 61.5 trillion. Galaxy S series accounts for 50% of all the sales.
Market
Samsung accounted for 21% of the market share, and Apple accounted for 49% of the market share in the US by the year 2020. Samsung has divided its market into segments, including demographic, geographical, psychological, and behavioral characteristics. Samsung penetrates deeply into regions, especially Asia. Most of the Samsung users are adults belonging to both genders. Samsung does not define its pro ...
Running head APPLES EXTERNAL ENVIRONMENT .docxjoellemurphey
Running head: APPLE'S EXTERNAL ENVIRONMENT 1
APPLE'S EXTERNAL ENVIRONMENT 2
Apple Inc's External Business Environment
Introduction
Companies do not operate in a vacuum and as such they have to pay attention to their external environmental in order to remain competitive. Managers have little influence on the external environment and businesses have to adapt as the external factors keep on changing. External business environment factors include the political landscape, technology, legal and regulatory frameworks, societal factors, the economy in general, and competition. These factors are not static and the more they shift, the more volatile the environment becomes. Apple Inc. operates on a global scale, which means that the external business environment is quite complex. This paper will explore some of these factors which affect the business strategy that the company uses.
Political Factors
Political factors are perhaps what the company cannot exert any influence on because of the complexities involved. Apple Inc is an American company which has customers all over the world including those countries whose relations with the US are strained (Grant, 2003). The company has to hope that tensions between the various countries it has interests do not become rocky to a point where business becomes impossible to run. The company has factories in China and other Asian countries where there is an ample supply of labor. Potential conflict between the US and China could force the company to shift the locations of the labor-intensive factories.
Economic conditions affect the demand for Apple's products because of people's purchasing power. Increase in inflation and recessions have a negative effect on demand because people tend to check their spending habits (Grant, 2003). The company's products can be classified as luxury products, which mean that people can decide to reduce spending on them to be able to purchase their basic needs. Further, economic conditions affect the cost of raw materials for production and labor as well. Therefore, the company has to keep track of developments in the economy because they have to adjust their prices and product offering to match the changes (Husso, 2011).
Social factors are quite important to Apple because their competitive advantage currently lies in the perception that their products are of high quality. Their customers feel classy because of the premium pricing which the company practices. The company has to keep track of the people’s attitude towards their products so that they can produce what people want in case their preferences change. Another dimension of the external business environment is technology. Apple has to invest in research and development to produce innovations that will keep customers interested in what the company is producing. Further, the co ...
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 ...
15IntroductionApple Company is known to be a.docxaulasnilda
1
5
Introduction
Apple Company is known to be an American international technology corporation, the location of its headquarter in Cupertino, California. The corporation forms develop and vends online services, computer software, as well as consumer electronics. Also, Apple is considered to be among the big four technology businesses, along with Facebook, Google, and Amazon. In this plan of marketing, we will converse on the price of apple company by expending three essentials of the place and the price, and they comprise of static/dynamic strategies of pricing, channel approaches (pricing), as well as distribution factors and strategies. The Apple company is the most significant brand in the industry of technology concerning revenue, along with its classifications of brands; This is not a surprise to most people because Apple has sporadically launched products, which were innovative and transformed the market. The organization has provided people with numerous products over the years, such as Itunes, Ipad, iWatch, iPhone, as well as the iPod. Also, to its outstanding products and difference that is near to the heart of numerous fans who are affectionate of technology. The article will be preparing the marketing plan for a distribution model and setting the price of the Apple organization. Comment by T: Forms, develops, and vends Comment by T: Poorly worded Comment by T: about Comment by T: paper Comment by T: prepare Comment by T: for
Price and Place/Distribution
Distribution Strategies Comment by T: Apple also uses indirect methods through retailers like Best Buy
Apple utilizes distribution strategies, which use several channels, consisting of the semi-direct sales base or direct distributions and channels for various products. To attain this tactic, Apple advances its market interest hence reducing the price of the channel and provides a more modified trade (Varghese, 2013). Moreover, the strategies of distribution of Apple Company is provided in the below diagram: Comment by T: The meaning is not clear.
Channel Tactics (Pricing)
Apple Inc. adheres to the advanced frequency of channel tactics (pricing). This corporation channel’s strategy is exclusive as such that Apple does not ever reimburse its direct channel. Besides, The reinstated products were refurbished and, prominent, there are modifications in their worth. Comment by T: Why would Apple reimburse itself? Comment by T: ?
Nevertheless, there is no approximation of Apple's maintenance affiliation to the fortitude of steadiness. Even though it is unlawful to start a commercial estimate (for clients), Apple will continually determine how to keep gaudily refining every detail. Moreover, it is likely that by ownership of merchants that are thin-edged, without providing discounts by capacity and sustaining consecutive terms amongst acquaintances of the same product. The Apple-oriented and retail facades are apart of the species. Comment by T: Indent 5 spaces Comment by T: Mea ...
Apple Inc. is a multi-billion dollar enterprise that creates profit for itself through customer focused, high quality consumer electronics products and services. More than a decade ago Apple was facing the risk of bankruptcy prior to the creation of the revolutionary products such as the iPhone (Baltzan, 2013). Now with the success of the iPod, iPhone and iPad, profits have soared and Apple has gained market share in the digital music and mobile phone sectors.
Evaluation and analysis of Samsung and Apple Inc.Introduct.docxSANSKAR20
Evaluation and analysis of Samsung and Apple Inc.
Introduction
The two companies are the largest manufacturers of the smartphones in the entire globe.
Account for more than half of the smartphones sold in the industry
Their main competitors are the traditional cell phones industry that were designed to provide services like receiving and making calls.
There is need for superior phones with high computing capacity due to the modern technology.
Background information
Samsung and apple Inc. have two different organizational backgrounds and hierarchy of management.
The Samsung company is highly embedded on the conservative and bureaucratic organization with a central culture and control systems.
The apple Inc. is more of decentralized culture and structure of the company as oppose to the counterpart.
One is based in U.S.A while the other belongs to the north Korea.
History of Samsung and apple Inc.
Samsung was founded in the year 1938 as a trading organization. Then diversified into food processing security, retail and insurance after three years of operation.
It was then separated into Samsung group that has since globalized its businesses and electronics in mobile phones and semi conductors.
Apple on the other hand was founded in the year 1976 to develop and sell the personal computers.
It shifted focus into consumer electronics in 9th January 2007.
competition and comparative issues
Increased demand for phones to serve similar purpose as the computer.
They face competition from companies like Motorola and Nokia that were dominating the market.
Apple conquered the market in the year 2007 by launching the iPhone smartphone.
Samsung also took the market with a surprise through the introduction of the galaxy product line.
factors for the success of the companies
The two organizations are stiff competitors in the smartphone industry.
They are innovative companies recording high financial outperformance in the market over the years
The organizational culture of both the companies promote both the morale and the diversity in their teams.
The enhancement of the technology based smartphones with high level of digital.
They are the most creative producers of cell phones in the world which is an element of product leadership.
The two companies have invested sufficient efforts in the development of value through the enhancement of the ordinary assets.
There is adequate level of assets that is essential in the appropriation of value.
Identification of the significance of brand recognition.
the Samsung balanced score card
the vision of the company is to develop innovative technologies and have efficient market creation process and enrich people’s lives.
Net sales volume increased from 158.9 billion in 2007 to 220.1 billion in 2011.
Growth in total assets is between 280.8 billion in 2007 and 343.7 billion in 2011
Liabilities was at 80.8 billion in 2007 and 141.1 billion in 2011.
Net income improved from the 12.9 in the year 200 ...
Over the last five decades, Apple Inc. has succeeded in creating a business empire in the technological industry. Apple’s I-products are among the most loved technological items across the world. In the business world, Apple’s IT products and operations are unmatched. To this end, Apple Inc. growth is remarkable and shows no signs that it will decline in the near future. This is typified by the fact that the company keeps setting new sales records for every product that it introduces into the market. Whatever Apple Inc.’s does only catches its competitors unaware and therefore they play the role of catching up by mimicking its strategy though largely unsuccessfully. This paper examines the impact of various internal and external organizational environments that affect Apple Inc. As such, the paper will keenly explore the extent to which the organizational environment affect Apple. Among the various external and internal environments that will examined in this paper include economic, social, technological and economic factors. It will also give the implications that these factors have on Apple Inc. if the company is to continue with its success story.
Eastern European countries appear to have become dependent on Ru.docxjoellemurphey
Eastern European countries appear to have become dependent on Russian oil originally due to the country being a reliable supplier to the European countries (Bradshaw, 2014, p. 76). Though the countries were allies with the United States, they were trying to become less dependent on the Middle East and saw that Russia was a reliable source. Much of this reliance was due to the “iron curtain” as well as the fact that many of the Eastern European countries were part of the Soviet Union in some way or affiliated with them.
It appears that much of the reason as to why these countries reached energy accords with Russia is due to the convenience. There was “limited access to storage and alternative sources of gas supply” (Bradshaw, 2014, p. 77). This pushed these countries to depend more on Russia, which appeared to be an easier access to gas supplies. Another reason might have been due to fear as the Kremlin punished Ukraine for voting for an anti-Moscow government (Bradshaw, 2015, p. 77). This action shows that many of these countries may have reached these accords due to the pressure and encouragement of the Soviet Government. In the 1980’s the dependence of European countries on Russian gas resources was 50-60%. In the 1970’s, many of the Eastern European countries also became reliant on Russia due to a greater demand of oil and gas. The surrounding countries that were providing resources were not able to keep up with the demand and thus these countries sought to get their sources from Russia. It also helped that Russia’s prices appeared to be lower than that of the world market (Bradshaw, 2014, p. 87-88). Due to the price of oil and gas and the availability, Eastern European countries were able to grow and build in gas import and its infrastructure, thus in turn causing it to be dependent on Russia.
Bradshaw, M. (2014).
Global Energy Dilemmas: Energy Security, Globalization, and Climate Change
. Cambridge, UK: Polity Press.
Based on your considered review of this module’s readings as well as your reflection upon the first three modules, evaluate the questions below.
In retrospect it seems obvious, but exactly how and why did Eastern European countries come to depend on Russian oil and natural gas after World War II?
Why did the Western Europeans reach energy accords with the Russians in the 1970s and early 1980s, building large-scale natural gas import infrastructures and increasing their dependence on Russian gas?
.
EAS 209 Second Response Paper Topic Assignment Due .docxjoellemurphey
EAS 209
Second Response Paper Topic
>>>Assignment Due Date: Friday, October 12, 2018<<<
Write 350 words, excluding works cited and references, on the following topic:
Dipesh Chakrabarty cites John Stuart Mill to show one dimension of historicist
consciousness: “a recommendation to the colonized to wait.” What does Chakrabarty
mean by this phrase? Consider, e.g. why, according to Mill, “Indians, Africans, and other
‘rude’ nations” had to be consigned to what Chakrabarty called “an imaginary waiting
room of history.”
To respond to this question, you might find it helpful to consider Chakrabarty’s discussion
on historicism or “stagist theory of history.”
▪ Submit a hard copy in your Tutorial Section on Friday, October 12.
▪ Papers must be type-written, double-spaced, appearing in 12 points Times New Roman font or
its equivalent with 1” margins. Do not exceed 400 words. You are responsible for keeping an
extra copy of your own paper.
▪ The assignment does not ask you to conduct additional research. Papers that do not respond
to the given topic or do not follow the specific instructions described above will receive no
marks. No resubmission allowed.
▪ You need to present your argument logically and clearly, fully demonstrate the precise
understanding of Chakrabarty’s argument and substantiate your argument convincingly and
with details.
▪ Observe the Chicago Manual of Style referencing practice and properly cite the passages you
quote (i.e. author, title, page number, etc.). Works cited or references should not be counted
toward the 350 word limit.
▪ Any ideas or expressions that are not your own must be placed in quotation marks and
referenced with page number. Academic misconduct will not be tolerated. See:
http://www.artsci.utoronto.ca/osai/The-rules/what-is-academic-misconduct
▪ You may share notes and discuss your ideas with others for preparation. But the paper you
submit must be exclusively written by you alone and in your own words clearly distinguishable
from others’. Papers that plagiarize, replicate others, or contain identical or near-identical
passages that appear in other papers will not be accepted or credited.
▪ You must proof-read before submission. Sentences that are incomplete or unintelligible will
not be read or credited.
▪ Late submission and papers submitted via e-mail will not be accepted or credited unless
under extraordinary circumstances. ABSOLUTELY NO EXCPETION!
http://www.artsci.utoronto.ca/osai/The-rules/what-is-academic-misconduct
I N T R O D U C T I O N
The Idea of Provincializing Europe
Europe . . . since 1914 has become provincialized, . . .
only the natural sciences are able to call forth a
quick international echo.
(Hans-Georg Gadamer, 1977)
The West is a name for a subject which gathers itself in
discourse but is also an object constituted discursively;
it is, evidently, a name always associating itself with
those regions, communities, and peoples.
Earth Science LabIn what order do materials settle in waterSo t.docxjoellemurphey
Earth Science Lab:In what order do materials settle in water?
So this is my Topic:
In what order do materials settle in water? Design and carry out an experiment to determine the order in which different sized materials (e.g., sand, gravel, topsoil) settle out in water after they have been mixed up.
but i don't understand the question below:
What are some possible treatments you can use to answer your question? What are some variables that may influence your question, and are they variables that you can easily manipulate and test?
What can i write about the possible treatments?
.
EarlyIntervention Strategies Paper (15 points)The pu.docxjoellemurphey
Early
Intervention Strategies Paper (15 points)
The purpose of the presentation is to help classmates understand different types of intervention strategies for early intervention. Students will be expected to write a 5-7 page paper that is comprised of two parts. In Part I, the student will discuss the role of each of the following professionals that can comprise a treatment team in a maximum of 3 pages:
Developmental Teacher Occupational Therapist Physical Therapist Speech/Language Pathologist
Audiologist Vision Consultant Psychologist Pediatrician
Part II: Furthermore, each student will set up a site visit at a local agency or provider of services to young children and will spend some time observing a particular facility or program that cares for and provides services to infants and young children. The following list should be used to guide the observations. The student should summarize thefollowing information in at least 3 pages:
Name of the facility or program
Ages of the children served
History and philosophy of the facility or program
Structure of the facility or program (Co-Op, Pre-K, )
Services provided
Activities and routines in which the children engage
Adult to child ratio
Types of delays and disabilities of the children who attend this program
Family involvement
Type of setting: inclusive setting, provisions for inclusion
Curriculum used
Would you recommend this facility to a family with a child with a disability? Why or why not?
.
Early Hominids & Australopithecus SubscribeWhat is a too.docxjoellemurphey
Early Hominids & Australopithecus
Subscribe
What is a tool? Did
Sahelanthropus
,
Orrorin
,
Ardipithecus, or Australopithecus
use tools? What evidence shows that they used tools?
What do these groups represent for human evolution? Why are these hominids unique in human evolutionary history?
.
Early scholarly and philosophical manuscripts were in Greek. However.docxjoellemurphey
Early scholarly and philosophical manuscripts were in Greek. However, by the 5th century CE – and onward – language was mainly spread by conquests, trades, religious affiliations, technological advancements or entertainment. (Gascoigne, 2001). For example, as the geographic territory under Roman control grew, the use of Latin as a common language also spread. In areas under Roman control, Latin was the spoken and written language of the courts and commerce, as well as the language of the Christian church. As the Roman Empire expanded, Latin served as a common language that allowed for people of diverse linguistic backgrounds to be able to communicate.
Onward and by the early 14th century, the trend toward the use of vernacular language had spread throughout most of Europe. As monarchies throughout the region began to consolidate, the use of vernacular languages contributed to an increasing nationalism, or feeling of pride in one’s own nation, and in this case among people of similar linguistic backgrounds. People began to feel more connected to local leaders than they did to influences from afar. These sociopolitical shifts, along with the development of moveable type (the printing press), helped to ensure the success of the vernacular languages during the Renaissance.
Assignment:
The goal of this assignment is to research and report on the origins of vernacular language, and its spread while also providing evidence of Latin’s influence on all Western languages.
Choose one native language spoken in Europe, discuss the origins of the vernacular language and describe how the language spread.
As a whole, in what ways has Latin influenced Western language development?
Prepare a 2-page essay (not including cover page and works cited page) answering the questions stated above in APA format.
.
Early Learning & Developmental Guidelines July 2017 1 .docxjoellemurphey
Early Learning &
Developmental Guidelines
July 2017 1
Early Learning and Developmental Guidelines
This document provides current Web links to all State early learning and development guidelines (ELGs). At this
time, all 56 States and Territories have developed ELGs for preschool children, and virtually all have ELGs for
infants and toddlers. The following table provides the website for ELGs from the States.
State ELG Name and Web Site
ELG Age
Range
Alabama Alabama Early Learning Guidelines
http://dhr.alabama.gov/large_docs/aelg.pdf
Birth to 5
years
Alaska Early Learning Guidelines (2007)
https://education.alaska.gov/publications/earlylearningguidelines.pdf
Birth to 5
years
Arizona Early Learning Standards (2013)
http://www.azed.gov/early-childhood/files/2011/11/arizona-early-learning-
standards-3rd-edition.pdf
3 to 5 years
Arizona’s Infant and Toddler Developmental Guidelines (Draft)
http://www.azftf.gov/Documents/Arizona%20Infant%20and%20Toddler%20
Developmental%20Guidelines%20DRAFT%20for%20VETTING.pdf
Birth to 3
years
Arkansas Arkansas Child Development and Early Learning Standards (2016)
http://www.arheadstart.org/Ark_Early_Learning_Standards%20(19)%20(1).p
df
Birth to 5
years
California California Infant/Toddler Learning & Development Foundations (2009)
http://www.cde.ca.gov/sp/cd/re/itfoundations.asp
Birth to 3
years
California Preschool Learning Foundations, Volumes 1-3
http://www.cde.ca.gov/sp/cd/re/psfoundations.asp
3 to 5 years
Colorado Colorado Early Learning & Development Guidelines (2013)
https://www.cde.state.co.us/early/eldgs
Birth to 5
years
Connecticut Guidelines for the Development of Infant & Toddler Early Learning
http://www.ct.gov/dss/lib/dss/dss_early_learning_guidelines.pdf
Birth to 3
years
Connecticut Early Learning and Development Standards (2014)
http://www.ct.gov/oec/lib/oec/earlycare/elds/ctelds.pdf
Birth to 5
years
Connecticut Preschool Assessment Framework (2008)
http://www.sde.ct.gov/sde/lib/sde/PDF/DEPS/Early/Preschool_Assessment_
Framework.pdf
3 to 5 years
http://dhr.alabama.gov/large_docs/aelg.pdf
https://education.alaska.gov/publications/earlylearningguidelines.pdf
http://www.azed.gov/early-childhood/files/2011/11/arizona-early-learning-standards-3rd-edition.pdf
http://www.azed.gov/early-childhood/files/2011/11/arizona-early-learning-standards-3rd-edition.pdf
http://www.azftf.gov/Documents/Arizona%20Infant%20and%20Toddler%20Developmental%20Guidelines%20DRAFT%20for%20VETTING.pdf
http://www.azftf.gov/Documents/Arizona%20Infant%20and%20Toddler%20Developmental%20Guidelines%20DRAFT%20for%20VETTING.pdf
http://www.cde.ca.gov/sp/cd/re/itfoundations.asp
http://www.cde.ca.gov/sp/cd/re/psfoundations.asp
https://www.cde.state.co.us/early/eldgs
http://www.ct.gov/dss/lib/dss/dss_early_learning_guidelines.pdf
http://www.ct.gov/oec/lib/oec/earlycare/elds/ctelds.pdf
http://www.sde.ct.gov/sde/lib/sde/PDF/DEPS/Early/Preschool.
Early Innovations and Their Impact Today Wilbur and Orville Wrig.docxjoellemurphey
Early Innovations and Their Impact Today
Wilbur and Orville Wright's innovative spirit allowed them to take their place in history. Their inventions have changed the way people live around the world. At the turn of the century, an explosion in technological achievements occurred. The same kind of energy that went into advances in aviation went into the development of automobiles, telephones, televisions, and immunizations to prevent diseases. These and other innovations and achievements continue to have an enormous impact on human life.
In this week's Discussion, you will analyze two technological innovations/achievements of the late 19th/early 20th century and describe the impact they have on life today.
To prepare for this Discussion:
Review Chapter 2 (pp.10–30) from this week's Learning Resources focusing on technological innovations and achievements around the globe.
Identify two significant technological innovations/achievements (such as the telephone, television, automobiles, and vaccinations) from the late 19th and early 20th centuries.
Consider the ways in which these technologies made an impact on society at the turn of the century.
Reflect on how these technologies continue to impact your life today.
Support your assertions by making at least 2 references, in proper APA format, to your course readings.
With these thoughts in mind:
Post by Day 3 a 2- to 3-paragraph analysis where you do the following:
Identify two significant technological innovations/achievements from the late 19th and early 20th centuries.
Describe, in your opinion, why you believe your choices were significant and created global impacts during that time period.
Explain how these two particular innovations/achievements impact the way you live today.
.
Early childhood professionals have an essential role in creating.docxjoellemurphey
Early childhood professionals have an essential role in creating and supporting stable, responsive environments that reduce and reverse the impact of adversity (Center on the Developing Child, 2015b). In this Discussion, you explore the impact of adverse experiences and the role of the early childhood professional in supporting healthy, nurturing developmental contexts.
.
Early Constitutional ControversiesIn 1788, Alexander Hamilton and .docxjoellemurphey
Early Constitutional Controversies
In 1788, Alexander Hamilton and James Madison, who had both played active roles at the Constitutional Convention, worked together to write
The Federalist Papers
, a series of articles originally published in New York newspapers to convince readers to back the ratification of the Constitution. Constitutional scholars often refer to these papers to gain an appreciation of the “original intention” of the Framers, how those men expected the federal government to operate under the Constitution, and the powers they sought to grant or deny the federal government. By the early 1790s, however, Hamilton and Madison had divided over basic constitutional questions such as whether or not the federal government could charter a national bank. The American electorate, which had ratified the Constitution, had split on the issue as well, dividing into rival Federalist and Republican parties.
For this assignment, explore
one
significant constitutional controversy, from the first two decades of the United States under the Constitution (1789 to 1821). Topics to consider include:
The incorporation of the Bank of the United States
Debt assumption
The Jay Treaty
The Alien and Sedition Acts
The Election of 1800
John Marshall’s use of judicial review
The Louisiana Purchase
The trial of Aaron Burr
Jefferson’s Embargo
Federalist opposition to the War of 1812
Missouri’s application for statehood
Describe opposing views of the topic under consideration, and explain how each side used the Constitution to support its position. Assess the validity of the two sides according to your own interpretation of the Constitution as well as according to how the Constitution and constitutional principles were understood at the time the controversy occurred.
The paper should draw from at least
one
primary source and
two
scholarly, secondary sources for a total of three sources (not including the Constitution itself). For assistance on the use of primary and secondary sources, please see sections 8.1 and 8.2 of the Ashford Writing Center. The secondary sources should be accessed through any of the academic databases available through the Ashford University library.
The paper must be three pages in length and formatted according to APA style. You must use at least three scholarly resources (at least two of which can be found in the Ashford Online Library) other than the textbook to support your claims and subclaims. Cite your resources in text and on the reference page. For information regarding APA samples and tutorials, visit the Ashford Writing Center, within the Learning Resources tab on the left navigation toolbar.
.
Early Civilizations MatrixUsing your readings and outside sour.docxjoellemurphey
Early Civilizations Matrix
Using your readings and outside sources complete the following matrix. Be sure to address the following in your matrix:
•
Provide names, titles, dates, brief descriptions of important events, and other details as necessary.
•
Note the details of key political, socioeconomic, technological, artistic, musical, architectural, philosophical, and literary developments for each civilization listed in the table, which were evidenced in the humanities.
Be sure to properly cite the sources that you use in completing this matrix.
.
Early childhood teachers need to stay connected to what is occurring.docxjoellemurphey
Early childhood teachers need to stay connected to what is occurring in the community outside the classroom politically and economically because these factors will influence their classroom. Items of recent debate include social and emotional development, as well as technology in the early childhood classrooms.
For this assignment, take on the role of an early childhood teacher. The principal of your school has placed you on a committee to create a 12-15 slide digital presentation to inform families about current trends in early childhood education. Explain the trends and discuss whether they are developmentally appropriate for young children. In addition, include a description of the effect this trend has on student outcomes. The presentation should discuss early childhood trends and influences on the early childhood classroom in the following areas:
Political (legislative and regulatory)
Economic
Social-emotional
Technological
One trend of choice (e.g., assessment, physical fitness, play in the classroom, emergent curriculums, recess, common core)
Include a title slide, reference slide, and speaker’s notes in your digital presentation.
Use 3-5 scholarly resources to support your research
.
Early and Middle Adulthood PaperPrepare a 1,050- to 1,400-word.docxjoellemurphey
Early and Middle Adulthood Paper
Prepare
a 1,050- to 1,400-word paper in which you examine the psychological adjustments to aging and lifestyle that occur within individuals during early and middle adulthood. Be sure to include the following:
Discuss how social and intimate relationships evolve and change during early and middle adulthood.
Identify various role changes that occur during early and middle adulthood.
Examine the immediate and future impact of healthy and unhealthy habits practiced during early and middle adulthood.
Use
a minimum of two peer-reviewed sources.
.
Earlier this semester, you participated in a class discussion about .docxjoellemurphey
Earlier this semester, you participated in a class discussion about the character of Bath de Chaucer's wife. You are aware of the complexity of her as a resourceful, cunning, open and ambitious woman. For this essay, I would like you to write a comparison / contrast essay in which you discuss the Wife of Bath as you compare or contrast one or more of these three well-known modern American women: Beyoncé Lil 'Kim, and / or Lady Gaga.
Think beyond and below cliches and perceptions. The comparison should not be disrespectful to these modern iconic women. Obviously, times have changed, and I am in no way suggesting that these modern women share all or even some of the qualities of the Wife of Bath, aside from her drive for independence, sovereignty, and success.
When developing the comparisons and contrasts of it, you should use AT LEAST THREE SOURCES to gather information and knowledge to support the claims and interpretations of it. These sources should be cited in the text and on a works cited page using a precise MLA documentation style.
You will write one essay of 500 - 600 words for this paper . This essay must be formatted in MLA Paper form.
Here is the reading about The character of Bath de Chaucer’s life
From The Canterbury Tales:
General Prologue
Here bygynneth the Book of the Tales of Caunterbury
Whan that Aprill, with his shoures soote
The droghte of March hath perced to the root
And he bathed every veyne in swich liquor,
Of which virtue begotten is the flour;
5 Whan Zephirus eek with his sweete breeth
Inspired hath in every holt and heeth
The tender croppes, and the yonge ring
Hath in the Ram his halfe cours yronne,
And smale foweles maken melodye,
10 That slepen al the nyght with open eye-
(So priketh hem Nature in hir corages);
Thanne longen folk to goon on pilgrimages
And palmeres for to seken straunge strondes
To ferne halwes, kowthe in probry londes;
15 And specially from every shires ende
Of Engelond, to Caunterbury they wende,
The hooly blisful martir for to seke
That hem hath holpen, whan that they were seeke.
Bifil that in that seson, on a day,
20 In Southwerk at the Tabard as I lay
Redy to wenden on my pilgrymage
To Caunterbury with ful devout courage,
At nyght was come into that hostelrye
Wel nyne and twenty in a compaignye
25 Of Sondry folk, by aventure yfalle
In felaweshipe, and pilgrimes were they alle,
That toward Caunterbury wolden ryde.
The rooms and the stables weren wyde,
And wel we weren esed att beste;
30 And shortly, whan the sonne was to rest,
So hadde I spoken with hem everichon
That I was of hir felaweshipe anon,
And made forward erly for to ryse
To take our wey, ther as I yow devyse.
35 But nathelees, whil I have tyme and space,
Er that I ferther in this tale pace,
Me thynketh it acordaunt to resoun
To tel yow to the conditio.
EAP1640 - Level 6 Writing (Virtual College, MDC)
Author: Professor Irasema Fernandez (do not copy or redistribute) (Unit 3: Lesson 1) Page 1 of 6
UNIT 3. LESSON 1 - Elements of Comparison and/or Contrast Essays
INTRODUCTION
In this lesson, we will focus on:
A. Methods of Organization
B. Organizational Patterns
C. Unity and Coherence
We use comparison and contrast essays to help us better understand (1) the similarities, (2) the
differences, and/or (3) the similarities and the differences between, or among, two or more things or
ideas.
These essays can help us make sense of the world around us and make better decisions about our
actions. They also can change or strengthen our opinions. In other words, they can help us to think
critically about a subject.
A. Methods of Organization
There are three Methods of Organization for Comparison and/or Contrast Essays:
• The Comparison Essay
• The Contrast Essay
• The Comparison and Contrast Essay
The comparison essay discusses how two things are alike; it compares or
discusses similarities.
Think about Thesis Statement A:
Thesis Statement A: The two major political parties, the Republican and the Democratic
Parties, are similar in their intention to protect the country, the people, and their own interests.
You can look at this thesis statement in the following way:
Topics
the Republican Party
the Democratic Party
Controlling Idea
(Method of Organization)
are similar in their intention to protect
Points
(or Categories)
the country
the people
their own interests
EAP1640 - Level 6 Writing (Virtual College, MDC)
Author: Professor Irasema Fernandez (do not copy or redistribute) (Unit 3: Lesson 1) Page 1 of 6
The thesis of the comparison essay includes:
• the topic (two topics to compare) = the Republican and Democratic parties
• the controlling idea (take a position) = are similar in their intention to protect
• the branches (points or categories) = the country, the people, and their own interests
Note: Comparisons can be less interesting than contrasts unless you write a comparison essay
when you know that the points to compare are interesting, unusual or unexpected.
The contrast essay discusses how two things are not similar; it contrasts or
discusses differences. The contrast essay presents a totally different point of view.
The thesis of the contrast essay also includes:
• the topic (two topics to contrast)
• the controlling idea (take a position)
• the branches (points or categories)
Thesis Statement B: The two major political parties, the Republican and the Democratic
Parties, are different in the way they protect the country, the people, and their own interests.
The comparison and contrast essay discusses how two things are similar and also different,
it compares and contrasts two points in one essay.
The thesis of the comparison and contrast essay also includes:
• the topic (two topics to compare and c.
Earlean, please write these notes for me. October 01, 20181. My .docxjoellemurphey
Earlean, please write these notes for me. October 01, 2018
1. My name is Brittney, this is my first day in group, I am from Lake worth, my age is 25, Originally from California, I have been clean 83 days. She grew up Catholic. She is pregnant with her first child 6 weeks states she wants to be a good mother, she went to doctor today it is confirmed. A BOY
Brittney’s does not believe in God she believes the Universe
Tell me one positive thing about yourself? I am FUNNY.
2. Tessa, I am 20 years old, I am from Missouri, I have been clean 8 months, and I’m going home Friday. I have a sister that just relapsed 4 days a go with an overdose, beaten etc. and I am showing her tough love. I got some news that my best friend in New York overdose, so my feelings have been going back and forth. And I am supposed to be the strong one. But I’m OK.
I am Out Going and Determined to make it.
Tessa has a Buddha faith says karma is a bitch
Tessa wants to co to college in January, she stated I am the SIT, says her self esteem is high.
3. Megan, I am 20-year-old from Colorado, Arizona… I am grateful and kind.
Megan believes FLDS Mormon latter-day saints, believes in God, he is loving and caring.
4. Elizabeth, I am 19 years old from St. Louis, Missouri, I was adopted, and I am very CARING. She explained to me before group she was given her meds Seroquel, and she has not had it for 4 days, so she was in and out asleep, but when I called her name she did respond politely. Believes in God
5. She is concerned about going to jail, would like to go to culinary school but this will be her first year.
6. Julian, I am 31 years old I am a Hard Worker I work two jobs Java Juice, and Brews.
Believes in God, and she prays every morning, se shared when she relapsed she did not pray that morning. July 28.
7. Dawn, originally from New York, I have been married a long time with 3children I been living in Florida. My family does not know I have another side I am like a camelina to my family my entire life they had no idea I was smoking crack an that I am a Junky I have lost everything facing divorce
Dawn was raised Catholic and she believes in God. And she would love forgiveness from husband and children, wants a chance to be understood. Teresa stated understand yourself and be accountable to you first.
When Dawn shared her story, it detoured the SPIRITUALITY meeting because Tessa gave the first feedback. And Codependency, cross addictions, service work, was discussed between them. The director Teresa interjected and explained the meaning you are replacing one thing with something else like, going to the GYM, SHOPPING, RELATIONSHIPS, any distraction to get you outside of yourself, or to get validated by someone else. You are hurting you to help someone else.
Breaktime
.
eam Assignment 4 Teaming Across Distance and Culture..docxjoellemurphey
eam Assignment 4: Teaming Across Distance and Culture.
1. What are the major effects of the physical separation of group members? How can distance, in some cases, be beneficial to groups and teams?
2. What other areas of organizational behavior or design are impacted by information technology, and what are the implications for organizational change?
3. Brainstorm some ways to “redesign” your office space (or an office space you have previously worked in) on paper using virtual or flexible space, or flexible furniture. How would this redesign enhance successful teamwork?
4. What are some of the ways that cross-cultural teams are distinguished from other types of teams? What are some of the benefits and difficulties of building a cross-cultural team?
250 Words
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ead the following articleMother Tongue Maintenance Among North .docxjoellemurphey
ead the following article:
Mother Tongue Maintenance Among North American Ethnic Groups
, Robert W. Shrauf
Address the following:
What are some of the factors behind both the loss and persistence of native languages?
Does losing or maintaining one's native language have any impact on one's degree of acculturation or assimilation?
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eActivityGo to the United States Equal Employment Oppo.docxjoellemurphey
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Go to the United States Equal Employment Opportunity Commission’s website to review discrimination types, located at
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. Be prepared to discuss.
Employment Relationship and Discrimination" Please respond to the following:
From the e-activity, visit the EEOC website link provided and select any three (3) types of discrimination and discuss. What key laws are applicable to the discrimination types you selected?
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Each year on or around June 15, communities and municipalities aroun.docxjoellemurphey
Each year on or around June 15, communities and municipalities around the world plan activities and programs to recognize World Elder Abuse Awareness Day, a day set aside to spread awareness of the abuse of the elderly (Center of Excellence on Elder Abuse & Neglect, 2013). The abuse of older adults is a growing concern and statistics suggest that the number of elders experiencing abuse is an alarmingly high number. Research suggests that close to half the people diagnosed with dementia experience some form of abuse (Cooper, C., Selwood, A., Blanchard, M., Walker, Z., Blizard, R., & Livingston, G., 2009; Wiglesworth, A., Mosqueda, L., Mulnard, R., Liao, S., Gibbs, L., & Fitzgerald, W., 2010, as cited on http://www.ncea.aoa.gov/Library/Data/index.aspx). Elder abuse takes on many forms and can include physical, emotional, psychological, and economic abuse. The legendary American actor, Mickey Rooney, spoke to the United States Senate, describing his own experiences of pain and neglect at the hands of his stepson, asking legislators to take seriously the abuse of the elderly.
Respond to colleagues by suggesting alternative strategies. The Original posts are contained in the attachement.
Support your responses with specific references to the Learning Resources. Be sure to provide full APA citations for your references.
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Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
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.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
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A Strategic Approach: GenAI in EducationPeter 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.
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
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Running head EXTERNAL ENVIRONMENT SCAN—APPLE .docx
1. Running head: EXTERNAL ENVIRONMENT SCAN—APPLE
1
EXTERNAL ENVIRONMENT SCAN—APPLE
5
External Environment Scan—Apple
An environmental scan is vital for every company as it
helps to determine the threats and opportunities that are posed
to the company. The following will be included in the
environment scan of Apple incorporated: economic factors,
political factors, legal factors, societal factors, technological
factors, geographic factors and Porter’s five forces.
Key Factors and Trends
The economic environment of the company is determined
by factors such as taxation policies, exchange rate, inflation, the
economy, living standards, the average income and consumer
buying power. Apple’s products main target market are people
of medium to high income and standards. In an economic boom,
the company’s products are more likely to be bought than
during a recession. The rapid growth of developing countries
provide an opportunity for Apple to venture into new markets.
Political stability can be a threat to Apple’s products. Poor
political stability would mean a reduction in sales and
distribution of the products would be hard as trade barriers
would be imposed. Various trade policies that could be imposed
on a country would have an adverse effect on the company’s
sales. However, developing countries create an opportunity for
Apple expand its customer base as more free trade policies are
put into effect. As Lombardo (2015) states, “Additional free
trade policies increase the opportunities for Apple to distribute
more of its products to various markets around the world”
(section 2).
Social-cultural factors, such as lifestyle, living standards,
2. and demographics important to Apple. Social factors have an
effect on consumer behavior and expectations. The increase in
mobile phone use and social media is an opportunity for Apple
to provide easy-to-use smart phones.
Current technology and technological changes can affect a
customer’s priorities changing the demand for Apple products.
For example, with the increasing popularity of Cloud
computing, Apple can use that to bring in customers and retain
their existing customers. Apple has taken advantage of this by
making it so that information can be transferred between the
different apple devices and between family members.
“Everything’s better when shared, and sharing has never been
easier” (Apple, 2016, section 3).
Legal factors can also create a threat to Apple. As governments
become more aware of privacy issues in relation to digital
technology, stricter regulations are imposed on companies like
Apple. This poses a threat to Apple as they are now required to
develop a product that not only meets consumer demand, but
also the privacy regulations imposed by the government.
Stricter regulations have been implemented on
telecommunications therefore increasing threats to Apple.
These regulations can limit the usability of the products.
Apple has an opportunity to expand their geographical
boundaries making their products readily available to more
individuals around the globe. New technology has reduced
geographical boundaries to nothing allowing more people access
to their products.
Porter’s Five Forces
Porter’s five forces is a model “identifies and analyzes 5
competitive forces that shape every industry, and helps
determine an industry's weaknesses and strengths”
(Investopedia, 2016, para. 1). Apple’s five force analysis will
aide in giving insight about the external factors that may affect
the company. Porter’s five forces are supplier power, buyer
power, competitive rivalry, threat of substitution, and threat of
new entry.
3. Supplier Power
Apple’s suppliers have weak bargaining power toward the
company due to the availability of suppliers around the world.
The company also has a high level of supply for most of its
components. “This condition makes individual suppliers weak
in imposing their demands on firms like Apple” (Ferguson,
2015, section 5).
Buyer Power
The bargaining power of Apple’s customer is strong because the
costs incurred when switching from one brand to another is low.
However, an individual buyer generally only buys iPhone
therefore they have a very small effect on the company’s sales.
Competitive Rivalry
Apple faces a strong force of rivalry from competitors such as
Samsung, LG, and Blackberry. Their competitors aggressively
compete for the market through rapid innovation, aggressive
advertising and imitation. Another threat to Apple is the low
cost of switching between brands. A customer can easily
convert from an Apple Product to a Samsung product or other
competing brand. According to Ferguson (2015), “this part of
the Five Forces analysis shows that competitive rivalry is
among the most significant considerations in Apple’s strategic
formulation” (section 3).
Threat of Substitution
Substitute products have a weak force in attracting Apple’s
customers. While there are several substitute products in the
market, they tend to have low performance and few features.
Due to the advanced features of Apple products, many
customers would prefer Apple products. Therefore, substitutes
have little to no effect on the Apple.
Threat of New Entry
New entrants into the industry have a weak force toward
Apple. New competitors into the market would face challenges
such as high capital and high cost of brand development to
achieve the level brand establishment that Apple has. However,
companies such as Samsung and Google have the financial
4. capacity to enter the market and competing directly against
Apple. The threat of new entrants should be considered to be of
moderate threat to the company.
References
Apple. (2016). iCloud. Retrieved from
http://www.apple.com/icloud/family-sharing/
Ferguson, E. (2015). Apple Inc. Five Forces Analysis (Porter’s
Model). Retrieved from http://panmore.com/apple-inc-five-
forces-analysis-porters-model-case-study
Investopedia. (2016). Porter’s 5 Forces. Retrieved from
http://www.investopedia.com/terms/p/porter.asp
Lombardo, J. (2015). Apple Inc. PESTEL/PESTLE Analysis &
Recommendations. Retrieved from http://panmore.com/apple-
inc-pestel-pestle-analysis-recommendations
Running head: APPLE MARKET ANALYSIS
1
APPLE MARKET ANALYSIS
4
Apple Market Analysis
Introduction
Apple Incorporation is an American based multinational
company that designs and manufactures consumer electronics,
software, and commercial servers and distributes digital media
content. The company’s major products include the iPhone,
iPad, iPod, and Macintosh computers. Apple has established
itself as a leading manufacturer of consumer electronics and
media sales.
Customer
The target customer for the IPhone includes teenagers,
college and university students, businessmen, kids, and adults.
Teenagers use the iPhone to socialize, access the internet and
social media and to listen to music. College and university
5. students on the other hand use the iPhone to record notes in a
well-organized format. The iPhone has a business quality that
business people find very useful. Apple products allow
businessmen to communicate and send documents to customers
easily. Learning game apps are downloaded on apple devices
which are given to kids and can aide in teaching young children.
For adults, the iPhone allows them to make calls, get directions,
view documents, take pictures, and connect to the internet. As
Saini (n.d.) points out, Apple products are built to suit every
age group.
Many of the iPhone customers chose the phone because
they wanted a phone that is easy to use, has a media player,
good applications, ability to take good pictures and videos.
Teenagers for example, want a device that can allow them to
play music, access the internet and allow them to have gaming
apps. College students want a phone that is light and easy to
carry and can assist them with taking notes and staying
organized. Business people want a device that simplifies their
business activities. Adults on the other hand want a phone that
makes their life easier and allows them to communicate
effectively.
The iPhone is able to satisfy all the above wants. It is
mobile, lightweight, produces quality pictures and videos. The
phone also has good applications and operating system allowing
individuals to easily access social media and the internet. The
business system of the phone allows for one to carry out
business activities easily. The phone allows one to communicate
effectively through calls and text message as well as through
the email.
Competitor Analysis
Out of all of the smartphone manufactures, the IDC (2015)
ranks Apple number two. Apple’s biggest competitor is
Samsung with other competitors being Motorola, Nokia, and
Lenovo. The features offered by Apple are what sets it apart
from its competitors. The Apple brand is very strong and has
brand loyalty from their customers.
6. The company’s strengths include the fact that the company is a
leader in innovation and technology. The company has excellent
brand loyalty from their customers, many of them own multiple
Apple products. Apple also benefits from the fact that the
company has its own operating system, which they use in their
products. All the applications used in apple devices are
produced by Apple Inc. allowing them to increase their sales.
As Sun (2015) states, “if customers want to remain within
Apple's ecosystem and keep their digital purchases, they must
continue buying iOS devices” (para. 4).
Competitive Advantage/Sustainability
Vertical integration has given Apple a competitive advantage.
They owns chip manufacturers, control manufacturing, follow
strict software standards, and operates in a nearly closed
ecosystem of proprietary retail stores. Utilizing vertical
integration, Apple has more control of its value chain and its
component costs than their competitors.
Apple also has a strong brand appeal that gives it a competitive
advantage. Despite having some low specifications, the iPhone
is sold at more expensive prices than other brands with better
specifications. “Apple is also one of the few electronics brands
to be considered a luxury brand” (Sun, 2015, para 9). Unless
the competitors can match the brand appeal, they are less likely
to make more sales.
Consumer Wants/Needs Chart
Apple
Samsung
HTC
Blackberry
Nokia
OS
2
2
2
8. 1
1
Media Player
2
2
2
2
2
APP’s
2
1
1
1
1
Key:
0 = need not met
1 = need partially met
2 = need fully met
References
IDC. (2015). Smartphone Vendor Market Share, 2015 Q2.
Retrieved from http://www.idc.com/prodserv/smartphone-
market-share.jsp
Saini, J. (n.d.). Apple Inc.’s Target Market. Retrieved from
http://appleinccasestudy.weebly.com/apples-target-market.html
Sun, L. (2015). Apple Inc.'s Sustainable Competitive
Advantages. Retrieved from
http://www.fool.com/investing/general/2015/05/18/apple-incs-
sustainable-competitive-advantages.aspx
BR
NOVEMBER-DECEMBER 1996
9. I. Operational Effectiveness Is Not Strategy
What Is Strategy r
For almost tv̂ fo decades, managers have been
learning to play by a new set of rules. Companies
must be flexible to respond rapidly to compet-
itive and market changes. They must benchmark
continuously to
achieve best prac-
tice. They must
outsource aggres-
sively to gain ef-
ficiencies. And
they must nur-
ture a few core eompetencies in the by Michael
race to stay ahead of rivals.
Positioning-once the heart of strategy-is reject- !
ed as too static for today's dynamic markets and
changing technologies. According to the new dog-
ma, rivals can quickly copy any market position,
and competitive advantage is, at hest, temporary.
But those beliefs are dangerous half-truths, and
they are leading more and more companies down
the path of mutually destructive competition.
True, some barriers to competition are falling as
regulation eases and markets become global. True,
companies have properly invested energy in beeom-
ing leaner and more nimble. In many industries,
however, what some call hypcrcompetition is a
self-inflicted wound, not the inevitahle outcome of
a changing paradigm of competition.
10. The root of the problem is the failure to distin-
guish between operational effeetiveness and strat-
egy. The quest for productivity, quality, and speed
has spawned a remarkable number of management
tools and techniques: total quality management,
benchmarking, time-based competition, outsourc-
ing, partnering,
rcungineer'ing,
change manage-
ment. Although
the resulting op-
erational improve-
ments have often
E. Porter ^^^^ dramatic, many companies have
been frustrated hy their inability to
translate those gains into sustainahle profitahility.
And hit by bit, almost imperceptibly, management
tools have taken the place of strategy. As manag-
ers push to improve on all fronts, they move farther
away from viable competitive positions.
Operational Effectiveness:
Necessary but Not Sufficient
Operational effectiveness and strategy are both
essential to superior performance, wbich, after all,
is the primary goal of any enterprise. But they work
in very different ways.
Michael E. Porter is the C. Roland Chiistensen Professor
of Business Adminislralion at the Harvard Business
School in Boston, Massachusetts.
11. HARVARD BUSINESS REVIEW N,)vt;mbt;r-D(.ct;mbi;r 1996
61
high
O
A company can outperform rivals only if it can
establish a difference that it can preserve. It must
deliver greater value to customers or create compa-
rable value at a lower cost, or do both. The arith-
metic of superior profitability then follows: deliver-
ing greater value allows a company to charge higher
average unit prices; greater efficiency results in
lower average unit costs.
Ultimately, all differences between companies in
cost or price derive from the hundreds of activities
required to create, produce, sell, and deliver their
products or services, such as calling on customers,
assembling final products, and training employees.
Cost is generated by performing activities, and cost
advantage arises from performing particular activi-
ties more efficiently than competitors. Similarly,
differentiation arises from both the choice of activi-
ties and how they are performed. Activities, then,
are the hasic units of competitive advantage. Over-
all advantage or disadvantage results from all a
company's activities, not only a few.'
Operational effectiveness (OE) means performing
similar activities better than rivals perform them.
Operational effectiveness includes but is not limit-
12. ed to efficiency. It refers to any number of practices
that allow a company to better utilize its inputs by,
for example, reducing defects in products or devel-
oping better products faster. In contrast, strategic
positioning means performing different activities
from rivals' or performing similar activities in dif-
ferent ways.
Differences in operational effectiveness among
companies are pervasive. Some companies are able
A company can outperform
rivals only if it can establish
a difference that it can preserve.
to get more out of their inputs than others because
they eliminate wasted effort, employ more ad-
vanced technology, motivate employees better, or
have greater insight into managing particular activ-
ities or sets of activities. Such differences in opera-
Operational Effectiveness
Versus Strategic Positioning
Relative cost position
This article has benefited greatly from the assistance
of many individuals and companies. The author gives
special thanks to Ian Rivkin, the coauthor of a related
paper. Substantial research contributions have been
made by Nicolaj Siggelkovi/. Dawn Sylvester, and Lucia
Marshall. Tarun Khanna, Roger Martin, and Anita Mc-
Gahan have provided especially extensive comments.
tional effectiveness are an important source of dif-
ferences in profitability among competitors be-
13. cause they directly affect relative cost positions
and levels of differentiation.
Differences in operational effectiveness were at
the heart of the Japanese challenge to Western com-
panies in the 1980s. The Japanese were so far ahead
of rivals in operational effectiveness that they
could offer lower cost and superior quality at the
same time. It is worth dwelling on this point, be-
cause so much recent thinking about competition
depends on it. Imagine for a moment a productivity
frontier that constitutes the sum of
all existing best practices at any giv-
en time. Think of it as the maximum
value that a company delivering a
particular product or service can cre-
ate at a given eost, using the hest
availahle technologies, skills, man-
agement techniques, and purchased
inputs. The productivity frontier can
apply to individual activities, to groups of linked
activities such as order processing and manufactur-
ing, and to an entire company's activities. When a
company improves its operational effeetiveness, it
moves toward the frontier. Doing so may require
capital investment, different personnel, or simply
new ways of managing.
The productivity frontier is constantly shifting
outward as new technologies and management ap-
proaches are developed and as new inputs become
available. Laptop computers, mobile communica-
tions, the Internet, and software such as Lotus
Notes, for example, have redefined the produetivity
14. 62 HARVARD BUSINESS REVIEW November-December 1996
WHAT IS STRATEGY?
frontier for sales-force operations and created rich
possibilities for linking sales with such activities as
order processing and after-sales support. Similarly,
lean production, which involves a family of activi-
ties, has allowed substantial improvements in
manufacturing productivity and asset utilization.
For at least the past decade, managers have been
preoccupied with improving operational effective-
ness. Through progratns such as TQM, time-based
competition, and benchmarking, they have changed
how they perform activities in order to eliminate
inefficiencies, improve customer satisfaction, and
achieve best practice. Hoping to keep up with
shifts in the productivity frontier, managers have
embraced continuous improvement, empowerment,
chan^t management, and the so-called learning
organization. The popularity of outsourcing and
the virtual corporation reflect the growing recogni-
tion that it is difficult to perform all activities as
productively as specialists.
As companies move to the frontier, they can often
improve on multiple dimensions of performance at
the same time. For example, manufacturers that
adopted the Japanese practice of rapid changeovers
in the 1980s were able to lower cost and improve
differentiation simultaneously. What were once be-
lieved to be real trade-offs - between defeets and
15. costs, for example - turned out to be illusions cre-
ated by poor operational effectiveness. Managers
have learned to reiect such false trade-offs.
Constant improvement in operational effective-
ness is necessary to achieve superior profitability.
However, it is not usually sufficient. Few compa-
nies have competed successfully on the basis of op-
erational effectiveness over an extended period, and
staying ahead of rivals gets harder every day. The
most obvious reason for that is the rapid diffusion
of best practices. Competitors can quickly imitate
management techniques, new technologies, input
improvements, and superior ways of meeting cus-
tomers' needs. The most generic solutions - those
that can be used in multiple settings--diffuse the
fastest. Witness the proliferation of OE techniques
accelerated by support from consultants.
OE competition shifts the productivity frontier
outward, effectively raising the bar for everyone.
But although such competition produces absolute
improvement in operational effectiveness, it leads
to relative improvement for no one. Consider the
$5 hillion-plus U.S. commercial-printing industry.
The major players-R.R. Donnelley Sk Sons Com-
pany, Quehecor, World Color Press, and Big Flower
Press-are competing head to head, serving all types
of customers, offering the same array of printing
technologies (gravure and weh offset}, investing
heavily in the same new equipment, running their
presses faster, and reducing crew sizes. But the re-
sulting major productivity gains are being captured
by customers and equipment suppliers, not re-
tained in superior profitability. Even industry-
16. Japanese Companies Rarely Have Strategies
The lapanese triggered a global revolution in opera-
tional effectiveness in the 1970s anij 1980s, pioneering
practices such as total quality management and con-
tinuous improvement. As a result, Japanese manufac-
turers enjoyed substantial cost and quality advantages
for many years,
But lapanese companies rarely developed distinct
strategic positions of the kind discussed in this article.
Those that did - Sony, Canon, and Sega, for example -
were the exception rather than the rule. Most Japanese
companies imitate and emulate one another. All rivals
offer most if nt)t all product varieties, features, and ser-
vices; they employ all channels and match one anoth-
ers' phint configurations.
The dangers of Japanese-style competition are now
becoming easier to recognize. In the 1980s, with rivals
operating far from the productivity frontier, it seemed
possible to win on both eost and quality indefinitely.
Japanese companies were all able to grow in an ex-
panding domestic economy and by penetrating global
tnarkets. They appeared unstoppable. But as the gap in
operational effectiveness narrows, Japanese compa-
nies are increasingly caught in a trap of their own
making. If they are to escape the mutually destmetive
battles now ravaging their performance, Japanese
companies will have to learn strategy.
To do so, they may have to overcome strong cultural
barriers. Japan is notoriously consensus oriented, and
companies have a strong tendency to mediate differ-
ences among individuals rather than accentuate them.
17. Strategy, on the other hand, requires hard choices. The
Japanese also have a deeply ingrained service tradition
that predisposes them to go to great lengths to satisfy
any need a customer expresses. Companies that com-
pete in that way end up blurring their distinct posi-
tioning, becoming all things to all customers.
This discussion of Japan is drawn from the authofs
research with Hirotaka Takeuchi, with help from
Mariko Sakakibara.
HARVARD BUSINESS REVIEW November-December 1996 63
WHAT IS STRATEGY?
leader Donnelley's profit margin, consistently
higher than 7% in the 1980s, fell to less than 4.6%
in 1995. This pattern is playing itself out in indus-
try after industry. Even the Japanese, pioneers of
the new competition, suffer from persistently low
profits. (See the insert "Japanese Companies Rarely
Have Strategies.")
The second reason that improved operational
effectiveness is insufficient - competitive conver-
gence-is more suhtle and insidious. The more
henchmarking companies do, the more they look
alike. The more that rivals outsource activities to
efficient third parties, often the same ones, the
more generic those activities hecome. As rivals im-
itate one another's improvements in quality, cycle
times, or supplier partnerships, strategies converge
and competition hecomes a series of races down
identical paths that no one can win. Competition
18. based on operational effectiveness alone is mutu-
ally destructive, leading to wars of attrition that
can he arrested only hy limiting competition.
The recent wave of industry consolidation
through mergers makes sense in the context of OE
competition. Driven by performance pressures but
lacking strategic vision, company after company
has had no hetter idea than to huy up its rivals. The
competitors left standing arc often those that out-
lasted others, not companies with real advantage.
After a decade of impressive gains in operational
effectiveness, many companies are facing dimin-
ishing returns. Continuous improvement has been
etched on managers' brains. But its tools unwitting-
ly draw companies toward imitation and homo-
geneity. Gradually, managers have let operational
effectiveness supplant strategy. The result is zero-
sum competition, static or declining prices, and
pressures on costs that compromise companies'
ability to invest in the business for the long term.
II. Strategy Rests on Unique Activities
Competitive strategy is about being different. It
means deliberately choosing a different set of activ-
ities to deliver a unique mix of value.
Southwest Airlines Company, for example, offers
short-haul, low-cost, point-to-point service he-
tween midsize cities and secondary airports in large
cities. Southwest avoids large airports and does
not fly great distances. Its eustomers include husi-
ness travelers, families, and students. Southwest's
19. frequent departures and low fares attract price-
sensitive customers who otherwise would travel hy
bus or car, and convenience-oriented travelers who
would choose a full-service airline on other routes.
Most managers describe strategic positioning in
terms of their customers: "Southwest Airlines
serves price- and convenience-sensitive travelers/'
The essence of strategy is
choosing to perform activities
differently than rivals do.
for example. But the essence of strategy is in the ac-
tivities - choosing to perform activities differently
or to perform different activities than rivals. Other-
wise, a strategy is nothing more than a marketing
slogan that will not withstand competition.
A full-service airline is configured to get passen-
gers from almost any point A to any point B. To
reach a large number of destinations and serve pas-
sengers with connecting flights, full-service air-
lines employ a hub-and-spokc system centered on
major airports. To attract passengers who desire
more comfort, they offer first-class or husiness-
class service. To accommodate passengers who
must change planes, they coordinate schedules and
check and transfer baggage. Because some passen-
gers will be traveling for many hours, full-service
airlines serve meals.
Southwest, in contrast, tailors all its activities
to deliver low-eost, convenient service on its par-
ticular type of route. Through fast turnarounds
at the gate of only 15 minutes. Southwest is able
20. to keep planes flying longer hours
than rivals and provide frequent de-
partures with fewer aircraft. South-
west does not offer meals, assigned
seats, interline baggage checking, or
premium classes of service. Auto-
mated ticketing at the gate encour-
ages customers to hypass travel
agents, allowing Southwest to avoid
their commissions. A standardized fleet of 737 air-
craft hoosts the efficiency of maintenance.
Southwest has staked out a unique and valuahle
strategic position based on a tailored set of activi-
ties. On the routes served by Southwest, a fuU-
64 HARVARD BUSINESS REVIEW November-Decemher 1996
service airline could never be as convenient or as
low cost.
Ikca, the global furniture retailer based in Swe-
den, also has a clear strategic positioning. Ikca tar-
gets young furniture buyers who want style at low
cost. Wbat turns tbis marketing concept into a stra-
tegic positioning is tbe tailored set of activities tbat
make it work. Like Southwest, Ikea has cbosen to
perform activities differently from its rivals.
Consider tbe typical furniture store. Showrooms
display samples of tbe mercbandise. One area
migbt contain 25 sofas; anotber will display five
21. dining tables. But tbose items represent only a frac-
tion of tbe cboices available to customers. Dozens
of books displaying fabric swatcbes or wood sam-
ples or alternate styles offer customers tbousands
of product varieties to cboose from. Salespeople
often escort customers tbrougb tbe store, answer-
ing questions and belping tbem navigate tbis maze
of cboices. Once a customer makes a selection, tbe
order is relayed to a tbird-party manufacturer. Witb
luck, tbe furniture will be delivered to tbe cus-
tomer's home witbin six to eigbt weeks. Tbis is
a value cbain tbat maximizes customization and
service but does so at bigh eost.
In contrast, Ikea serves customers wbo are
bappy to trade off service for cost. Instead of baving
a sales associate trail customers around tbe store.
Ikea uses a self-service model based on clear, in-
store displays. Ratber tban rely solely on tbird-
party manufacturers, Ikea designs its own low-cost,
modular, ready-to-assemble furniture to fit its posi-
tioning. In buge stores, Ikea displays every product
it sells in room-like settings, so customers don't
need a decorator to belp them imagine bow to put
tbe pieces togetber. Adjacent to tbe furnisbcd
sbowrooms is a warebouse section witb the prod-
ucts in boxes on pallets. Customers are expected to
do tbeir own pickup and delivery, and Ikea will
even sell you a roof rack for your car tbat you can
return for a refund on your next visit.
Altbough much of its low-cost position comes
from baving customers "do it tbemselves," Ikea of-
fers a number of extra services tbat its competitors
do not. In-storc cbild care is one. Extended bours
22. are anotber. Tbose services are uniquely aligned
with the needs of its customers, wbo are young, not
wealtby, likely to bave cbildren (but no nanny),
and, because tbey work for a living, bave a need
to sbop at odd bours.
The Origins of Strategic Positions
Strategic positions emerge from three distinct
sources, wbicb are not mutually exclusive and
often overlap. First, positioning can be based on
Finding New Positions: The Entrepreneurial Edge
Strategic competition can be thought of as tbe
process of perceiving new positions tbat woo cus-
tomers from established positions or draw new cus-
tomers into the market. For example, superstores of-
fering depth ot' merchandise in a single product
category take market share from broad-line depart-
ment stores offering a more limited selection in many
categories. Mail-order catalogs pick off customers who
crave convenience. In principle, incumbents and en-
trepreneurs face tbe same challenges in finding new
strategic positions. In practice, new entrants often
bave the edge.
Strategic positionings arc often not obvious, and
finding tbem requires creativity and insigbt. New en-
trants often discover unique positions that bave been
available but simply overlooked by established com-
petitors. Ikea, for example, recognized a customer
group that had been ignored or served poorly. Circuit
City Stores' entry into used cars, CarMax, is based on
a new way of performing activities - extensive refur-
bishing ol* cars, product guarantees, no-baggle pricing,
23. sophisticated use of in-house customer financing -
that has long been open to incumbents.
New entrants can prosper by occupying a position
tbat a competitor once held but has ceded througb
years of imitation and straddling. And entrants com-
ing from other industries can create new positions be-
cause of distinctive activities drawn from their otbci
businesses. CarMax borrows heavily from Circuit
City's expertise in inventory management, credit, and
otber activities in consumer electronics retailing.
Most commonly, however, new positions open up
because of cbange. New customer groups or purchase
occasions arise; new needs emerge as societies evotvc;
new distribution cbannels appear; new technologies
are developed; new machinery or informatiiin systems
become available. When such cbanges happen, new
entrants, unencumbered by a long history in tbe in-
dustry, can often more easily perceive tbe potentialfor
a new way ot" competing. Unlike incumbents, new-
comers can be more flexible because tbey face no
trade-offs witb tbeir existing activities. i
HARVARD BUSINESS REVIEW Nuvcmbcr-Deccmhcr 1996 65
WHAT IS STRATEGY?
producing a subset of an industry's products or ser-
vices. I call this variety-based positioning because
it is based on the choice of product or service vari-
eties rather than customer segments. Variety-based
positioning makes economic sense when a com-
24. pany can best produce particular products or ser-
vices using distinctive sets of activities.
Jiffy Lube International, for instance, specializes
in automotive lubricants and does not offer other
Strategic positions can be based
on customers' needs, customers'
accessibility, or the variety of a
's products or services.
car repair or maintenance services. Its value chain
produces faster service at a lower cost than broader
line repair shops, a comhination so attractive that
many customers subdivide their purchases, buying
oil changes from the focused competitor. Jiffy Lube,
and going to rivals for other services.
The Vanguard Group, a leader in the mutual fund
industry, is another example of variety-based posi-
tioning. Vanguard provides an array of common
stock, bond, and money market funds that offer pre-
dictable performance and rock-bottom expenses.
Tbe company's investment approach deliberately
sacrifices the possibility of extraordinary perfor-
mance in any one year for good relative perfor-
mance in every year. Vanguard is known, for exam-
ple, for its index funds. It avoids making bets on
interest rates and steers clear of narrow stock
groups. Fund managers keep trading levels low,
which holds expenses down; in addition, the com-
pany discourages customers from rapid buying and
selling because doing so drives up costs and can
force a fund manager to trade in order to deploy new
capital and raise cash for redemptions. Vanguard
25. also takes a consistent low-cost approach to manag-
ing distribution, customer service, and marketing.
Many investors include one or more Vanguard
funds in their portfolio, while buying aggressively
managed or specialized funds from competitors.
The people who use Vanguard or Jiffy Lube are re-
sponding to a superior value chain for a particular
type of service. A variety-hased positioning can
serve a wide array of customers, but for most it will
meet only a subset of their needs.
A second basis for positioning is that of serving
most or all the needs of a particular group of cus-
tomers. I call this needs-based positioning, which
comes closer to traditional thinking about targeting
a segment of customers. It arises when there are
groups of customers with differing needs, and when
a tailored set of activities can serve those needs
best. Some groups of customers are more price sen-
sitive than otbers, demand different product fea-
tures, and need varying amounts of information,
support, and services. Ikea's customers are a good
example of sucb a group. Ikea seeks
to meet all the home furnishing
needs of its target customers, not
just a subset of them.
A variant of needs-hased position-
ing arises when the same customer
has different needs on different occa-
sions or for different types of transac-
tions. The same person, for example,
may have different needs when trav-
26. eling on business than wben travel-
ing for pleasure witb tbe family. Buyers of cans -
beverage companies, for example-will likely have
different needs from their primary supplier than
from their secondary source.
It is intuitive for most managers to conceive of
their business in terms of tbe customers' needs
they are meeting. But a critical element of needs-
based positioning is not at all intuitive and is often
overlooked. Differences in needs will not translate
into meaningful positions unless tbe best set of
activities to satisfy them also differs. If that were
not tbe case, every competitor could meet those
same needs, and there would be notbing unique or
valuable about the positioning.
In private banking, for example, Bessemer Trust
Company targets families with a m i n i m u m of
$5 million in investable assets who want capital
preservation combined with wealtb accumulation.
By assigning one sophisticated account officer for
every 14 families, Bessemer has configured its ac-
tivities for personalized service. Meetings, for ex-
ample, are more likely to be beld at a client's ranch
or yacht than in the office. Bessemer offers a wide
array of customized services, including investment
management and estate administration, oversight
of oil and gas investments, and accounting for race-
horses and aircraft. Loans, a staple of most private
banks, are rarely needed by Besscmer's clients and
make up a tiny fraction of its client balances and
income. Despite the most generous compensation
of account officers and the highest personnel cost
as a percentage of operating expenses, Bessemer's
27. differentiation with its target families produces a
return on equity estimated to be the highest of any
private banking competitor.
66 HARVARD BUSINESS REVIEW November-December 1996
Citibank's private bank, on tbe other hand,
serves clients with minimum assets of about
S250,000 wbo, in contrast to Bessemer's clients,
want convenient access to loans-from jumho mort-
gages to deal financing. Citibank's account man-
agers are primarily lenders. When clients need oth-
er services, their account manager refers them to
other Citibank specialists, each of whom handles
prepackaged products. Citibank's system is less
customized than Bessemer's and allows it to have a
lower manager-to-client ratio of 1:125. Biannual of-
fice meetings are offered only for the largest clients.
Both Bessemer and Citibank have tailored their ac-
tivities tu meet the needs of a different group of pri-
vate hanking customers. The same value chain can-
not profitably meet the needs of both groups.
Tbe third basis for positioning is that of seg-
menting customers who are accessible in different
ways. Aitbough their needs are similar to those of
other customers, the hest configuration of activi-
ties to reach them is different. I call this access-
based positioning. Access can be a function of cus-
tomer geography or customer scale-or of anything
that requires a different set of activities to reach
customers in the best way.
Segmenting hy access is less common and less
28. well understood than the other two hases. Carmike
Cinemas, for example, operates movie theaters ex-
clusively in cities and towns witb populations un-
der 200,000. How dues Carmike make money in
markets that are not only small hut also won't sup-
port big-city ticket prices? It does so through a set
of aetivities that result in a lean eost structure.
Carmike's small-town customers can be served
through standardized, low-cost theater complexes
requiring fewer screens and less sophisticated pro-
jection technology than big-city theaters. The com-
pany's proprietary information system and manage-
ment process elimmate the need for local adminis-
trative staff beyond a single theater manager.
Carmike also reaps advantages from centralized
purchasing, lower rent and payroll costs (because of
its locations), and rock-bottom corporate overhead
of 2% (the industry average is 5%|. Operating in
small communities also allows Carmike to prac-
tice a highly personal form of marketing in which
the theater manager knows patrons and promotes
attendance through personal contacts. By heing the
dominant if not the only theater in its markets-the
main competition is often the high school football
team-Carmike is also able to get its pick of films
and negotiate hetter terms with distributors.
Rural versus urhan-based customers are one ex-
ample of access driving differences in activities.
Serving small rather than large eustomers or dense-
ly rather than sparsely situated customers are other
examples in which the best way to configure mar-
keting, order processing, logistics, and after-sale
service activities to meet the similar needs of dis-
tinct groups will often differ.
29. Positioning is not only ahout carving out a niche.
A position emerging from any of the sources ean be
hroad or narrow. A focused competitor, such as
Ikea, targets the special needs of a suhset of eus-
tomers and designs its activities accordingly. Fo-
cused competitors thrive on groups of customers
who are overserved (and hence overpriced) hy more
broadly targeted competitors, or underserved (and
hence underpriced). A broadly targeted competitor-
for example, Vanguard or Delta Air Lines - serves
a wide array of customers, performing a set of ac-
tivities designed to meet their common needs. It
The Connection v^ith Generic Strategies
In Competitive Strategy (The Free Press, 1985), I
introduced the concept of generic strategies - cost
leadership, differentiation, and focus - to represent
the alternative strategic positions in an in-
dustry. The generic strategies remain useful
to characterize strategic positions at the sim-
plest and broadest level. Vnnj;uard, for in-
stance, is an example of a cost leadership strat-
egy, whereas Ikea, with its narrow customer
group, is an example of cost-based focus. Neu-
trogena is a focused differentiator. The bases
for positioning - varieties, needs, and access - carry
the understanding of those generic strategies to a
greater level of specificity. Ikea and Southwest are
both cost-based focusers, for example, but Ikea's focus
is based on the needs of a cust(mier group, and
Southwest's is based on offering a particular
service variety.
30. The generic strategies framework intro-
duced the need to choose in order to avoid be-
cominj^ caught between what I then described
as the inherent contradictions of different
strategies. Trade offs between the activities
of incompatible positions explain those con-
tradictions. Witness Continental Lite, which tried and
failed to compete in two ways at once.
HARVARD BUSINESS REVIEW November-December 1996 67
WHAT IS STRATEGY?
ignores or meets only partially the more idiosyn-
cratic needs of particular customer groups.
Whatever the basis - variety, needs, access, or
some combination of the three - positioning re-
quires a tailored set of activities hecause it is al-
ways a function of differences on the supply side;
that is, of differences in activities. However, posi-
tioning is not always a function of differences on
the demand, or customer, side. Variety and access
positionings, in particular, do not rely on any cus-
tomer differences. In practice, however, variety or
aecess differences often aecompany needs differ-
ences. The tastes-that is, the needs-of Carmike's
small-town customers, for instance, run more to-
ward comedies. Westerns, action films, and family
entertainment. Carmike does not run any films
ratedNC-17.
31. Having defined positioning, we can now hegin to
answer the question, "What is strategy?" Strategy
is the creation of a unique and valuable position, in-
volving a different set of activities. If there were
only one ideal position, there would be no need
for strategy. Companies would face a simple imper-
ative - win the race to discover and preempt it. The
essence of strategic positioning is to choose ac-
tivities that are different from rivals'. If the same
set of activities were hest to produce all varieties,
meet all needs, and access all customers, companies
could easily shift among them and operational ef-
fectiveness would determine performance.
III. A Sustainable Strategic Position Requires Trade-offs
Choosing a unique position, however, is not
enough to guarantee a sustainahle advantage. A
valuahle position will attract imitation hy incum-
bents, who are likely to copy it in one of two ways.
First, a competitor can reposition itself to match
the superior performer. J.C. Penney, for instance,
has been repositioning itself from a Sears clone to a
more upscale, fashion-oriented, soft-goods retailer.
A second and far more common type of imitation is
straddling. The straddler seeks to match the bene-
fits of a successful position while maintaining its
existing position. It grafts new features, services, or
technologies onto the activities it already performs.
For those who argue that competitors can copy
any market position, the airline industry is a per-
fect test case. It would seem that nearly any com-
petitor could imitate any other airline's activities.
32. Any airline can buy the same planes, lease the
gates, and match the menus and ticketing and hag-
gage handling services offered by other airlines.
Continental Airlines saw how well Southwest
was doing and decided to straddle. While main-
taining its position as a full-service airline. Conti-
nental also set out to match Southwest on a num-
ber of point-to-point routes. The airline dubbed
the new service Continental Lite. It eliminated
meals and first-class service, increased departure
frequency, lowered fares, and shortened turnaround
time at tbe gate. Because Continental remained
a full-service airline on other routes, it continued to
use travel agents and its mixed fleet of planes and
to provide baggage checking and seat assignments.
But a strategic position is not sustainable unless
tbere are trade-offs with other positions. Trade-offs
occur when activities are incompatible. Simply
put, a trade-off means tbat more of one thing neces-
sitates less of anotber. An airline can choose to
serve meals - adding cost and slowing turnaround
time at the gate-or it can choose not to, but it can-
not do both without bearing major inefficiencies.
Trade-offs create the need for choice and protect
against repositioners and straddlers. Consider Neu-
trogena soap. Neutrogena Corporation's variety-
based positioning is built on a "kind to the skin,"
residue-free soap formulated for pH balance. With
a large detail force calling on dermatologists, Neu-
trogena's marketing strategy looks more like a drug
company's than a soap maker's. It advertises in
medical journals, sends direct mail to doctors, at-
33. tends medical conferences, and performs research
at its own Skincare Institute. To reinforce its posi-
tioning, Neutrogena originally focused its distribu-
tion on drugstores and avoided price promotions.
Neutrogena uses a slow, more expensive manufac-
turing process to mold its fragile soap.
In choosing this position, Neutrogena said no to
the deodorants and skin softeners that many cus-
tomers desire in their soap. It gave up the large-
volume potential of selling tbrough supermarkets
and using price promotions. It sacrificed manufac-
turing efficiencies to achieve the soap's desired at-
tributes. In its original positioning, Neutrogena
made a whole raft of trade-offs like those, trade-offs
that protected the company from imitators.
Trade-offs arise for three reasons. The first is in-
consistencies in image or reputation. A company
known for delivering one kind of value may lack
credibility and confuse customers-or even under-
68 HARVARD BUSINESS REVIEW Novembet-December 1996
mine its reputation - if it delivers another kind of
value or attempts to deliver two inconsistent
things at the same time. For example. Ivory soap,
with its position as a basic, inexpensive everyday
soap would have a hard time reshaping its image to
match Neutrogena's premium "medical" reputa-
tion. Efforts to create a new image typically cost
tens or even hundreds of millions of dollars in a
major industry-a powerful barrier to imitation.
34. Second, and more important, trade-offs arise
from activities themselves. Different positions
(with their tailored activities) require different
product configurations, different equipment, differ-
ent employee behavior, different skills, and dif-
ferent management systems. Many trade-offs re-
flect inflexibilities in macbinery, people, or systems.
The more Ikea bas configured its activities to
lower costs by having its customers do their own
assemhly and delivery, the less ahle it is to satisfy
customers who require higher levels of service.
However, trade-offs can be even more basic. In
general, value is destroyed if an activity is overde-
signed or underdesigned for its use. For example,
even if a given salesperson were capable of provid-
ing a high level of assistance to one customer and
none to another, the salesperson's talent (and some
of his or her cost) would he wasted on the second
customer. Moreover, productivity can improve
when variation of an activity is limited. By provid-
ing a high level of assistance all tbe time, the sales-
person and the entire sales activity can often
achieve efficiencies of learning and scale.
Finally, trade-offs arise from limits on internal
coordination and control. By clearly choosing to
ct)mpete in one way and not another,
senior management makes organiza-
tional priorities clear. Companies
that try to be all things to all cus-
tomers, in contrast, risk confusion in
tbe trenches as employees attempt
to make day-to-day operating deci-
sions without a clear framework.
35. Positioning trade-offs are perva-
sive in competition and essential to
strategy. They create the need for
choice and purposefully limit what a company of-
fers. They deter straddling or repositioning, because
competitors that engage in those approaches under-
mine their strategies and degrade the value of tbeir
existing activities.
Trade-offs ultimately grounded Continental Lite.
The airline lost hundreds of millions of dollars, and
the CEO lost his job. Its planes were delayed leav-
ing congested hub cities or slowed at the gate by
haggage transfers. Late flights and cancellations
generated a thousand complaints a day. Continen-
tal Lite could not afford to compete on price and
still pay standard travel-agent eommissions, hut
neither could it do without agents for its full-
service business. The airline compromised by cut-
ting commissions for all Continental flights across
the board. Similarly, it could not afford to offer the
same frequent-flier benefits to travelers paying the
much lower ticket prices for Lite service. It com-
promised again hy lowering tbe rewards of Conti-
nental's entire frequent-flier program. Tbe results:
angry travel agents and full-service customers.
Continental tried to compete in two ways at
once. In trying to be low cost on some routes and
full service on others. Continental paid an enor-
mous straddling penalty. If there were no trade-offs
between the two positions. Continental could have
succeeded. But the absence of trade-offs is a danger-
ous half-truth that managers must unlearn. Quality
is not always free. Southwest's convenience, one
36. kind of high quality, happens to be consistent with
low costs because its frequent departures are facili-
tated by a number of low-cost practices-fast gate
turnarounds and automated ticketing, for example.
However, other dimensions of airline quality - an
assigned seat, a meal, or baggage transfer - require
costs to provide.
In general, false trade-offs hetween cost and qual-
ity occur primarily wben there is redundant or
wasted effort, poor control or accuracy, or weak co-
ordination. Simultaneous improvement of cost and
differentiation is possible only when a company be-
gins far bebind the productivity frontier or when
the frontier shifts outward. At the frontier, where
Trade-offs are essential to
strategy. They create the need
for choice and purposefully
limit what a company offers.
companies have achieved current best practice, the
trade-off between cost and differentiation is very
real indeed.
After a decade of enjoying productivity advan-
tages, Honda Motor Company and Toyota Motor
Corporation recently bumped up against tbe fron-
tier. In 1995, faced with increasing customer resis-
tance to higher automobile prices, Honda found
that the only way to produce a less-expensive car
was to skimp on features. In the United States,
HARVARD BUSINESS REVIEW November-December 1996 69
37. WHAT IS STRATEGY?
it replaced the rear disk brakes on the Civic with
lower-cost drum brakes and used cheaper fabric for
the back seat, hoping customers would not notice.
Toyota tried to sell a version of its best-selling Co-
rolla in Japan with unpainted bumpers and cheaper
seats. In Toyota's case, customers rebelled, and the
company quickly dropped the now model.
For the past decade, as managers have improved
operational effectiveness greatly, they have inter-
nalized the idea that eliminating trade-offs is a good
thing. But if there are no trade-offs companies will
never achieve a sustainable advantage. They will
have to run faster and faster just to stay in place.
As we return to the question, What is strategy?
we see that trade-offs add a new dimension to the
answer. Strategy is making trade-offs in competing.
The essence of strategy is choosing what not to do.
Without trade-offs, there would be no need for
choice and thus no need for strategy. Any good idea
could and would he quickly imitated. Again, perfor-
mance would once again depend wholly on opera-
tional effectiveness.
IV. Fit Drives Both Competitive Advantage and Sustainability
Positioning choices determine not only which
activities a company will perform and how it
will configure individual activities but also how
activities relate to one another. While operational
38. effectiveness is ahout achieving excellence in indi-
vidual activities, or functions, strategy is about
combining activities.
Southwest's rapid gate turnaround, which allows
frequent departures and greater use of aircraft, is
essential to its high-convenience, low-cost posi-
tioning. But how does Southwest achieve it? Part
of the answer lies in the company's well-paid gate
and ground crews, whose productivity in turn-
arounds is enhanced by flexible union rules. But
the bigger part of the answer lies in how South-
west performs other activities. With no meals, no
seat assignment, and no interline baggage trans-
fers. Southwest avoids having to perform activities
that slow down other airlines. It selects airports
and routes to avoid congestion that introduces
delays. Southwest's strict hmits on the type and
length of routes make standardized aircraft possi-
ble; every aircraft Southwest turns is a Boeing 737.
Fit locks out imitators by
creating a chain that is as
strong as its strongiest link,
What is Southwest's core competence? Its key
success factors? The correct answer is that every-
thing matters. Southwest's strategy involves a
whole system of activities, not a collection of parts.
Its competitive advantage comes from the way its
activities fit and reinforce one another.
Fit locks out imitators by creating a chain that is
as strong as its strongest link. As in most compa-
nies with good strategies, Southwest's activities
complement one another in ways that create real
39. economic value. One activity's cost, for example, is
lowered because of the way other activities are per-
formed. Similarly, one activity's value to customers
can be enhanced by a company's other activities.
Tbat is the way strategic fit creates competitive
advantage and superior profitability.
Types of Fit
The importance of fit among functional policies
is one of the oldest ideas in strategy. Gradually,
however, it has been supplanted on the manage-
ment agenda. Rather than seeing the company as
a whole, managers have turned to "core" compe-
tencies, "critical" resources, and "key" success fac-
tors. In fact, fit is a far more central component of
competitive advantage than most realize.
Fit is important because discrete activities often
affect one another. A sophisticated sales force, for
example, confers a greater advan-
tage when the company's product
embodies premium technology and
its marketing approach emphasizes
customer assistance and support.
A production line with high levels
of model variety is more valuahle
when comhined with an inventory
and order processing system that
minimizes the need for stocking finished goods,
a sales process equipped to explain and encour-
age customization, and an advertising theme that
stresses the henefits of product variations that
meet a customer's special needs. Such complemen-
40. tarities are pervasive in strategy. Although some
70 HARVARD BUSINESS REVIEW November-December 1996
fit among activities is generic and applies to many
companies, the most valuable fit is strategy-spe-
cific because it enhances a position's uniqueness
and amplifies trade-offs/
There are three types of fit, although they are not
mutually exclusive. First-order fit is simple consis-
tency between each activity (function) and the
overall strategy. Vanguard, for example, aligns all
activities with its low-cost strategy. It minimizes
portfolio turnover and does not need highly com-
pensated money managers. The company distrib-
utes its funds directly, avoiding commissions to
brokers. It also limits advertising, relying instead
on public relations and word-of-mouth recommen-
dations. Vanguard ties its employees' bonuses to
cost savings.
Consistency ensures that the competitive advan-
tages of activities cimiulate and do not erode or can-
cel tbemselves out. It makes the strategy easier to
communicate to customers, employees, and share-
holders, and improves implementation through
single-mindcdness in the corporation.
Second-order fit occurs when activities are re-
inforcing. Neutrogena, for example, markets to
upscale hotels eager to offer their guests a soap rec-
ommended by dermatologists. Hotels grant Neu-
trogena the privilege of using its customary packag-
41. ing while requiring other soaps to feature the
hotel's name. Once guests have tried Neutrogena in
a luxury hotel, they are more likely to purchase it at
the drugstore or ask their doctor about it. Thus
Neutrogena's medical and hotel marketing activi-
ties reinforce one another, lowering total market-
ing costs.
In another example, Bic Corporation sells a nar-
row line of standard, low-priced pens to virtually
all major eustomer markets (retail, commereial,
promotional, and giveaway) through virtually all
available channels. As with any variety-based posi-
tioning serving a broad group of customers, Bic
emphasizes a common need (low price for an ac-
ceptable pen) and uses marketing approaches with
a broad reach (a large sales force and heavy televi-
sion advertising). Bic gains the benefits of consis-
Mapping Activity Systems
Acfivity-system maps, such as tbis one for Ikea, show how a
company's strategic position is contained in a set of tailored
adivities designed to deliver it. In companies with a clear
Explanatory -
catalogues,
informative
displays and
labels
Ease oF
transport a n d j
assembly '
42. "Knock-down"
kit packaging
Self-assembly
by customers
Wide variety
with ease of
manufacturing
strategic position, a number of higher-order strategic themes (in
dark purple) can be identified and implemented through
clusters of tightly linked activities (in light purple).
More
impulse
buying
Suburban
locations
with ample
parking
Increased
likelihood of
future
purchase
In-house
design focused
on cost of
manufacturing
43. Low
manufacturing
cast
Most
items in
inventory
Year-round
stocking
100%
sourcing from
iong term
suppliers
HARVARD BUSINESS REVIEW November-December 1996 71
Vanguard's Activity System
Activity-system maps can be useful tor examining and
strengthening strategic fit. A set of basic questions should
guide the process. First, is each activity consistent with the
overall positioning - the varieties produced, the needs served,
and the type of customers accessed? Ask those responsible for
each activity lo identify how other octivities within the
company
improve or detract from their performance. Second, are there
ways to strengthen how activities and groups of activities
reinforce one another? Finally, could changes in one activity
44. eliminate the need to perform others?
Wary of
small growth
jnds
A brood array
of mutuol funds
excluding some
fund categories
Employee
bonuses
tied to
cost savings
Very low
expenses
passed on to
client
No
broker-dealer
relationships
Limited
international
funds due to
volatility and.
high costs
Useot
47. information
access
Reliance
on word
of mouth
Vanguard
actively
spread
philosophy
its
tency across nearly all activities, including product
design that emphasizes ease of manufacturing,
plants configured for low cost, aggressive purchas-
ing to minimize material costs, and in-house parts
production whenever the economics dictate.
Yet Bic goes heyond simple consistency hecause
its activities are reinforcing. For example, the com-
pany uses point-of-sale displays and frequent pack-
The competitive value of
individual activities cannot be
separated from the whole. ; ;
aging changes to stimulate impulse huying. To han-
dle point-of-sale tasks, a company needs a large
sales force. Bic's is the largest in its industry, and
it handles point-of-sale activities hetter than its ri-
vals do. Moreover, the comhination of point-of-sale
48. activity, heavy television advertising, and packag-
ing changes yields far more impulse huying than
any activity in isolation could.
Third-order fit goes heyond activity reinforce-
ment to what I call optimization of effort. The Gap,
a retailer of casual clothes, considers product avail-
ahility in its stores a critical clement of its strategy.
The Gap could keep products either hy holding
store inventory or by restocking
from warehouses. The Gap has opti-
' mized its effort across these activi-
ties hy restocking its selection of ha-
sic clothing almost daily out of three
warehouses, therehy minimizing the
I need to carry large in-store invento-
.. I ries. The emphasis is on restocking
hecause the Gap's merchandising
strategy sticks to hasic items in relatively few col-
ors. While comparahle retailers achieve turns of
three to four times per year, the Gap turns its inven-
tory seven and a half times per year. Rapid restock-
ing, moreover, reduces the cost of implementing
71 HARVARD BUSINESS REVIEW November-December 1996
WHAT IS STRATEGY?
the Gap's short model cycle, which is six to eight
weeks long.'
49. Coordination and information exchange across
activities to eliminate redundancy and ininimize
wasted ctfort are the most hasic types of effort opti-
mization. But there are higher levels as well. Prod-
uct design choices, for example, can eliminate the
need for after-sale service or make it possible for
customers to perform service activities them-
selves. Similarly, coordination with suppliers or
distribution channels can eliminate the need for
some in-house activities, such as end-user training.
In all three types of fit, the whole matters more
than any individual part. Competitive advantage
grows out of the entire system of activities. The fit
among activities substantially reduces cost or in-
creases differentiation. Beyond that, the competi-
tive value of individual activities-or the associated
skills, competencies, or resources - cannot be de-
coupled from the system or the strategy. Thus in
competitive companies it can be misleading to ex-
plain success by specifying individual strengths,
core competeneies, or critical resources. The list of
strengths cuts across many functions, and one
strength blends into others. It is more useful to
think in terms of themes that pervade many activi-
ties, such as low cost, a particular notion of cus-
tomer service, or a particular conception of the
value delivered. These themes are embodied in
nests of tightly linked activities.
Fit and Sustalnability
Strategic fit among many activities is fundamen-
tal not only to competitive advantage but also to
50. the sustainability of that advantage. It is harder for
a rival to match an array of interlocked activities
than it is merely to imitate a particular sales-foree
approach, match a process technology, or replicate
a set of product features. Positions built on systems
of aetivities are far more sustainable than those
built on individual aetivities.
Consider this simple exercise. The probahility
that competitors can match any activity is often
Southwest Airlines' Activity System
No baggage I
transfers I
• • M ^
No seat
assignments
No
connections
wilh other
airlines
Limited use
of travel
agents Standard izGci
fleet of 737
aircraft
gate
turnarounds
51. Automatic
ticketing
machinesHigh
Compensation
of employees
"Southwest,
the low-fare
airline"
High level
of employee
stock
union
contracts
HARVARD BUSINESS REVIEW Nnvi^mbcr-December 73
WHAT IS STRATEGY7
less than one. The probabilities then quickly com-
pound to make matching the entire system highly
unlikely (.9x.9= .81; .9x.9x.9x.9= .66, and so on).
Existing companies that try to reposition or strad-
dle will he forced to reconfigure many activities.
Strategic positions should have
a horizon of a decade or more,
not of a single planning cycle.
52. And even new entrants, though they do not con-
front the trade-offs facing estahlished rivals, still
face formidahle harriers to imitation.
The more a company's positioning rests on activ-
ity systems with second- and third-order fit, the
more sustainahle its advantage will he. Such sys-
tems, hy their very nature, are usually difficult to
untangle from outside the company and therefore
hard to imitate. And even if rivals can identify the
relevant interconnections, they will have difficulty
replicating them. Achieving fit is difficult hecause
it requires the integration of decisions and actions
across many independent suhunits.
A competitor seeking to match an activity sys-
tem gains little by imitating only some activities
and not matching the whole. Performance does not
improve; it can decline. Recall Continental Lite's
disastrous attempt to imitate Southwest.
Finally, fit among a company's activities creates
pressures and incentives to improve operational
effectiveness, which makes imitation even harder.
Fit means that poor performance in one activity
will degrade the performance in others, so that
weaknesses are exposed and more prone to get at-
tention. Conversely, improvements in one activity
will pay dividends in others. Companies with
strong fit among their activities are rarely inviting
targets. Their superiority in strategy and in execu-
tion only compounds their advantages and raises
the hurdle for imitators.
When activities complement one
53. another, rivals will get httle henefit
from imitation unless they success-
fully match the whole system. Such
situations tend to promote winner-
take-all competition. The company
that huilds the hest activity system-
Toys R Us, for instance-wins, while
rivals with similar strategies-Child World and Li-
onel Leisure-fall behind. Thus finding a new stra-
tegic position is often preferable to heing the second
or third imitator of an occupied position.
The most viahle positions are those whose ac-
tivity systems are incompatihle because of trade-
offs. Strategic positioning sets the trade-off rules
that define how individual activities will he con-
figured and integrated. Seeing strategy in terms of
activity systems only makes it clearer why organi-
zational structure, systems, and processes need to
he strategy-specific. Tailoring organization to strat-
egy, in turn, makes complementarities more achiev-
able and contributes to sustainahility.
One implication is that strategic positions
should have a horizon of a decade or more, not of a
single planning cycle. Continuity fosters improve-
ments in individual activities and the fit across ac-
tivities, allowing an organization to huild unique
capabilities and skills tailored to its strategy. Conti-
nuity also reinforces a company's identity.
Conversely, frequent shifts in positioning are
costly. Not only must a company reconfigure indi-
vidual activities, hut it must aiso realign entire sys-
54. Alternative Vievŝ s of Strategy
The Implicit Strategy Model of the Past Decade
_ One ideal competitive position in the industry
- Benchmarking of all activities and achieving best
practice
Aggressive outsourcing and partnering to gain
efficiencies
Advantages rest on a few key success factors,
critical resources, core competencies
. Flexibility and rapid responses to all competitive
and market changes
Sustainable Competitive Advantage
I Unique competitive position tor the company
J Activities tailored to strategy
J Clear trade-offs and choices vis-^-vis competitor!
I Competitive advantage arises from fit across
activities
Sustainability conies from tbe activity system,
not tbe parts
' Operational effectiveness a given
74 HARVARD BUSINESS REVIEW November-December 1996
tcms. Some activities may never catch up to the
vacillating strategy. The inevitable result of fre-
55. quent shifts in strategy, or of failure to choose a dis-
tinct position in the first place, is "me-too" or
hedged activity configurations, inconsistencies
across functions, and organizational dissonance.
What is strategy- We can now complete the an-
swer to this question. Strategy is creating fit among
a company's activities. The success of a strategy
depends on doing many things well-not just a few-
and integrating among them. If there is no fit
among activities, there is no distinctive strategy
and little sustainahility. Management reverts to the
simpler task of overseeing independent functions,
and operational effectiveness determines an organi-
zation's relative performance.
V. Rediscovering Strategy
The Failure to Choose
why do so many companies fail to have a strat-
egy? Why do managers avoid making strategic
choices? Or, having made them in the past, why do
managers so often let strategies decay and blur?
Commonly, the threats to strategy are seen to
emanate from outside a company because of
changes in technology or the behavior of competi-
tors. Although external changes can he the proh-
lem, the greater threat to strategy often comes from
within. A sound strategy is undermined hy a mis-
guided view of competition, by organizational fail-
ures, and, especially, by the desire to grow.
Managers have become confused about the ne-
cessity of making choices. When many companies
56. operate far from the productivity frontier, trade-offs
appear unnecessary. It can seem that a well-run
company should he able to beat its ineffective rivals
on all dimensions simultaneously. Taught hy popu-
lar management thinkers that they do not have to
make trade-offs, managers have acquired a macho
sense that to do so is a sign of weakness.
Unnerved by forecasts of hypercompetition,
managers increase its likelihood by imitating
everything about their competitors. Exhorted to
think in terms of revolution, managers chase every
new tecbnology for its own sake.
The pursuit of operational effectiveness is seduc-
tive hecause it is concrete and actionahle. Over the
past decade, managers have been under increasing
pressure to deliver tangible, measurable perfor-
mance improvements. Programs in operational ef-
fectiveness produce reassuring progress, although
superior profitability may remain elusive. Business
publications and consultants flood the market with
information about what other companies are doing,
reinforcing the best-praetice mentality. Caught up
in the race for operational effectiveness, many
managers simply do not understand the need to
h;ive a strategy.
Companies avoid or hlur strategic choices for
other reasons as well. Conventional wisdom within
an industry is often strong, homogenizing competi-
tion. Some managers mistake "customer focus" to
mean they must serve all customer needs or re-
spond to every request from distribution channels.
Others cite the desire to preserve flexihility.
57. Organizational realities also work against strate-
gy. Trade-offs are frightening, and making no choice
is sometimes preferred to risking blame for a bad
choice. Companies imitate one another in a type
of herd hehavior, each assuming rivals know some-
thing they do not. Newly empowered employees,
who are urged to seek every possihle source of im-
provement, often lack a vision of the whole and
the perspective to recognize trade-offs. The faiiure
to choose sometimes eomes down to the reluctance
to disappoint valued managers or employees.
The Growth Trap
Among all other influences, the desire to grow
has perhaps the most perverse effeet on strategy.
Trade-offs and limits appear to constrain growth.
Serving one group of customers and excluding oth-
ers, for instance, places a real or imagined limit on
revenue growth. Broadly targeted strategies empha-
sizing low price result in lost sales with customers
sensitive to features or service. Differentiators lose
sales to price-sensitive customers.
Managers are constantly tempted to take incre-
mental steps that surpass those limits but blur a
company's strategic position. Eventually, pressures
to grow or apparent saturation of the target market
lead managers to broaden the position hy extending
product lines, adding new features, imitating com-
petitors' popular services, matching processes, and
even making acquisitions. For years, Maytag Cor-
poration's success was based on its focus on reli-
able, durable washers and dryers, later extended to
include dishwashers. However, conventional wis-
58. HARVARD BUSINESS REVIEW November-December 1996 75
Reconnecting v^ith Strategy
Most companies owe their initial success to a
unique strategic position involving clear trade-offs.
Activities once were aligned with that position. The
passage of time and the pressures of growth, however,
led to compromises that were, at first, almost imper-
c e p t i b l e . Through a succession of i n c r e m e n t a l
changes that eaeh seemed sensible at the time, many
established companies have compromised their way
to homogeneity with their rivals.
The issue here is not with the companies whose his-
torical position is no longer viable; their challenge is
to start over, just as a new entrant would. At issue is a
far more common phenomenon: the established com-
pany achieving medioere returns and lacking a clear
strategy. Through incremental additions of product
varieties, incremental efforts to serve new customer
groups, and emulation of rivals' activities, the existing
company loses its clear competitive position. Typical-
ly, the company has matched many of its competitors'
offerings and practices and attempts to sell to most
customer groups.
A number of approaches can help a company recon-
nect with strategy. The first is a eareful look at what it
already does. Within most well-established compa-
nies is a core of uniqueness. It is identified by answer-
ing questions sueh as the following:
D Which of our product or service varieties are the
most distinctive ?
59. n Which of our product or service varieties are the
most profitable?
D Which of our customers are the most satisfied?
n which eustomers, ehannels, or purchase occasions
are the most profitable?
n Which ot the activities in our value chain are the
most different and effective?
Around this eore of uniqueness are encrustations
added incrementally over time. Like barnacles, they
must be removed to reveal the underlying strategic po-
sitioning. A small percentage of varieties or customers
may well account for most of a company's sales and es-
pecially its profits. The challenge, then, is to refocus
on the unique core and realign the company's activi-
ties with it. Customers and product varieties at the
periphery can be sold or allowed through inattention
or price increases to fade away.
A company's history can also be instructive. What
was the vision of the founder? What were the products
and customers that made the company? Looking back-
ward, one ean reexaminc the original strategy to .see if
it is still valid. Can the historical positioning be im-
plemented in a modern way, one consistent with to-
day's technologies and practices? This sort of thinking
may lead to a commitment to renew the strategy and
may chaiienge the organization to recover its distinc-
tiveness. Such a challenge can be galvanizing and can
instill the confidence to make the needed trade-offs.
dom emerging within the industry supported the
notion of selling a full line of products. Concerned
with slow industry growth and competition from
broad-line appliance makers, Maytag was pressured
60. by dealers and encouraged by customers to extend
its line. Maytag expanded into refrigerators and
cooking products under the Maytag brand and ac-
quired other brands - Jenn-Air, Hardwick Stove,
Hoover, Admiral, and Magic Chef - with disparate
positions. Maytag has grown substantially from
$684 million in 1985 to a peak of $3.4 billion in
1994, but return on sales has declined from 8% to
12% in the 1970s and 1980s to an average of less
tban 1% between 1989 and 1995. Cost cutting will
improve this performance, but laundry and dish-
washer products still anchor Maytag's profitability.
Neutrogena may bave fallen into the same trap.
In the early 1990s, its U.S. distribution broadened
to include mass merchandisers such as Wal-Mart
Stores. Under the Neutrogena name, tbe company
expanded into a wide variety of products - eye-
makeup remover and shampoo, for example - in ]
which it was not unique and which diluted its im-
age, and it began turning to price promotions.
Compromises and inconsistencies in tbe pursuit
of growtb will erode tbe competitive advantage a
company had with its original varieties or target
customers. Attempts to compete in several ways at
once create confusion and undermine organization-
al motivation and focus. Profits fall, but more rev-
enue is seen as the answer. Managers are unable to
make choices, so tbe company embarks on a new
round of broadening and compromises. Often, ri-
vals continue to matcb each otber until desperation
breaks tbe cycle, resulting in a merger or downsiz-
ing to the original positioning.
61. Profitable Growth
Many companies, after a decade of restructuring
and cost-cutting, are turning tbeir attention to
growth. Too often, efforts to grow blur uniqueness.
76 HARVARD BUSINESS REVIEW November-December 1996
WHAT IS STRATEGY?
create compromises, reduce fit, and ultimately un-
dermine competitive advantage. In tact, the growth
imperative is hazardous to strategy.
What approaches to growth preserve and rein-
force strategy? Broadly, the prescription is to con-
centrate on deepening a strategic position rather
than hroadening and compromising it. One ap-
proach is to look for extensions of the strategy that
leverage the existing activity system hy offering
features or services that rivals would find impossi-
ble or costly to match on a stand-alone basis. In oth-
er words, managers can ask themselves which ac-
tivities, features, or forms of competition are
feasihlc or less costly to them because of comple-
mentary activities that their company performs.
Deepening a position involves making the com-
pany's activities more distinctive, strengthening
fit, and communicating the strategy hetter to those
customers who should value it. But many compa-
nies suecumh to the temptation to chase "easy"
growth hy adding hot features, products, or services
without screening them or adapting them to their
62. strategy. Or they target new customers or markets
in which the company has little special to offer. A
company can often grow faster-and far more prof-
itahly - hy hetter penetrating needs and varieties
where it is distinctive than by slugging it out in po-
tentially higher growth arenas in whieh the com-
pany lacks uniqueness. Carmike, now the largest
theater chain in the United States, owes its rapid
growth to its disciplined concentration on small
markets. The company quickly sells any hig-city
theaters that come to it as part of an acquisition.
Globalization often allows growth that is consis-
tent with strategy, opening up larger markets for a
focused strategy. Unlike broadening domestically.
At general management's core is
strategy: defining a company's
position, making trade-offs, and
forging fit among activities.
expanding globally is likely to leverage and rein-
force a company's unique position and identity.
Companies seeking growth through hroadening
within their industry can best contain the risks to
strategy by creating stand-alone units, each with its
own hrand name and tailored activities. Maytag has
clearly struggled with this issue. On the one hand,
it has organized its premium and value hrands into
separate units witb different strategic positions.
On the otber, it has created an umbrella appliance
company for all its brands to gain critical mass.
With shared design, manufacturing, distrihution,
and customer service, it will he hard to avoid ho-
63. mogenization. If a given husiness unit attempts to
compete with different positions for different prod-
ucts or customers, avoiding compromise is nearly
impossible.
The Role of Leadership
The challenge of developing or reestablishing a
clear strategy is often primarily an organizational
one and depends on leadership. With so many
forces at work against making choices and trade-
offs in organizations, a clear intellectual framework
to guide strategy is a necessary counterweight.
Moreover, strong leaders willing to make choices
are essential.
In many companies, leadership has degenerated
into orchestrating operational improvements and
making deals. But the leader's role is hroader and far
more important. Ceneral management is more
than the stewardship of individual functions. Its
core is strategy: defining and communicating the
company's unique position, making trade-offs, and
forging fit among activities. The leader must pro-
vide the discipline to decide which i n d u s t r y
changes and customer needs the company will re-
spond to, while avoiding organizationai distrac-
tions and maintaining the company's distinctive-
ness. Managers at lower levels lack the perspective
and the confidence to maintain a strategy. There
will he constant pressures to compromise, relax
trade-offs, and emulate rivals. One of the leader's
jobs is to teach others in the organi-
zation ahout strategy-and to say no.
64. Strategy renders choices ahout
w h a t n o t to do as i m p o r t a n t as
choices about what to do. Indeed,
setting limits is another function of
leadership. Deciding which target
group of customers, varieties, and
needs the company should serve is
fundamental to developing a strat-
egy. But so is deciding not to serve
other customers or needs and not to offer certain
features or services. Thus strategy requires con-
stant discipline and clear communication. Indeed,
one of the most important functions of an explicit,
communicated strategy is to guide employees in
making choices that arise because of trade-offs
in their individual activities and in day-to-day
decisions.
HARVARD BUSINESS REVIEW November-December 1996
Emerging Industries and Technologies
Developing a strategy in a newly emerging industry
or in a business undergoing revolutionary technologi-
cal changes is a daunting proposition. In such cases,
managers face a high level of uncertainty ahout the
needs of customers, the products and services that
will prove to he the most desired, and the hest configu-
ration of activities and technologies to deliver them.
Because of all this uncertainty, imitation and hedging
are rampant: unable to risk being wrong or left hehind,
companies match all features, offer all new services,
and explore all technologies.
65. During such periods in an industry's development,
its hasic productivity frontier is being established or
reestablished. Explosive growth can make such times
profitable for many companies, but profits will he
temporary hecause imitation and strategic conver-
gence will ultimately destroy industry profitability.
The companies that are enduringly successful will be
those that begin as early as possible to define and em-
body in tbeir activities a unique competitive position.
A period of imitation may be inevitable in emerging
industries, but that period reflects the level of uncer-
tainty rather than a desired state of affairs.
In high-tech industries, this imitation phase often
continues much longer than it should. Enraptured by
tecbnological change itself, companies pack more fea-
tures - most of which are never used - into their prod-
ucts while slashing prices across the board. Rarely are
trade-offs even considered. The drive for growth to sat-
isfy market pressures leads companies into every
product area. Although a few companies with funda-
mental advantages prosper, the majority are doomed
to a rat race no one can win.
Ironically, the popular business press, focused on
hot, emerging industries, is prone to presentmg these
special cases as proof that we have entered a new era of
competition in which none of the old rules are valid.
In fact, tbe opposite is true.
Improving operational effectiveness is a neces-
sary part of management, but it is not strategy. In
confusing the two, managers have unintentionally
backed into a way of thinking about competition
66. that is driving many industries toward competitive
convergence, which is in no one's best interest and
is not inevitable.
Managers must clearly distinguish operational
effectiveness from strategy. Both are essential, but
the two agendas are different.
The operational agenda involves continual im-
provement everywhere there are no trade-offs. Fail-
ure to do this creates vulnerability even for compa-
nies with a good strategy. The operational agenda
is the proper place for constant change, flexihility,
and relentless efforts to achieve hest practice. In
contrast, the strategic agenda is the right place for
defining a unique position, making clear trade-offs,
and tightening fit. It involves the continual search
for ways to reinforce and extend the company's po-
sition. The strategic agenda demands discipline
and continuity; its enemies are distraction and
compromise.
Strategic continuity does not imply a static view
of competition. A company must continually im-
prove its operational effectiveness and actively
try to shift the productivity frontier,- at the same
time, there needs to be ongoing effort to extend
its uniqueness while strengthening the fit among
its activities. Strategic continuity, in fact, should
make an organization's continual improvement
more effective.
A company may have to change its strategy if
there are major structural changes in its industry.
In fact, new strategic positions often arise hecause
67. of industry changes, and new entrants unencum-
bered by history often can exploit them more easily.
However, a company's choice of a new position
must be driven hy the ability to find new trade-offs
and leverage a new system of complementary activ-
ities into a sustainable advantage.
1.1 first described the concept of activities and its use in
understanding
competitive advantage in Competitive Advanlaae |New York:
The Free
Press, 19S5|. The ideas iti this article build on and extend that
thinking.
2. Paul Milgrom and [ohn Roberts bave hegiin to explore the
economics of
systems of compkmfntary functions, activities, and functions.
Their fo-
cus is on tbe emergence of "modern manufacturing" as a new set
of com-
plementary activities, on the tendency of companies to react to
external
changes with coherent hundles of internal responses, and on the
need for
central cuordination-a strategy-to align functional managers. In
the Ut-
ter case, they model wbat has long been a bedrock principle of
strategy.
See Paul Milgrom and lohn Roberts, "Tbe Economics nf Modern
Manu-
facturing: Technology, Strategy, and Organization," Amencan
Economic
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Reprint 96608 To order reprints, see tbe last page of this issue.
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70. What characterises the culture
of a market-oriented organisation
applying a customer-intimacy
philosophy?
Received (in revised form): 1st August, 2008
Aihie Osarenkhoe
earned his PhD in Business Administration at Stockholm
University, Sweden. He is a member of the Editorial Advisory
Board of
the Business Process Management Journal . His research
interests include strategic marketing issues such as
implementation of
customer relationship management and interplay between
information technology and marketing paradigms. He has
published
articles in, among others, the International Journal of Strategic
Management , the Business Process Management Journal , the
International Journal of Technology Marketing and the Asian
Journal of Information Technology . Apart from offering
courses such
as Customer Relationship Management, Brand Management,
International Business Strategy and Marketing Theories, the
author is
the head of the MBA programme in Marketing Management at
the University of G ä vle in Sweden.
Keywords market orientation , customer-intimacy
business philosophy , resource-based
view , organisational learning , organisational culture ,
knowledge-era organisation
Abstract What characterises the culture of a market-oriented
fi rm applying customer-
intimacy philosophy? To answer this question, a conceptual
framework, drawing on the
71. resource-based perspective and organisational learning is
offered as a descriptive and
analytical device, rather than as a prescriptive model to
highlight the implementation
elements of customer-intimacy philosophy. A qualitative
research strategy was followed
and the in-depth case study approach adopted drew on multiple
sources including focus
group discussion and face-to-face interviews. Findings include:
the outcome of the fi rm ’ s
strategy is attributed to socially complex phenomena such as the
prevailing culture in the
organization in creating value for the customers and fi rms; the
fi rm ’ s commitment to
continuous improvement and the behaviour of people in the
organisation toward their
customers and each other are vital sources for fi rms to attain
sustainable competitive
advantage. The paper concludes that moving from sales to a
customer-intimacy
philosophy requires an appreciation of the current and changing
needs of customers
that continuously fi ne-tune the strategy ’ s compatibility with
corresponding values in the
fi rm ’ s business culture, and maintain an informed workforce
that is aligned with the
philosophy. Implications are that in a complete customer-
intimacy philosophy, all
business processes and all individuals are focused on
identifying and meeting the
needs of customer.
Journal of Database Marketing & Customer Strategy
Management (2008) 15, 169 – 190.
doi: 10.1057/dbm.2008.14 ; published online 8 September
2008
73. resource-based perspective and signifi cant
concepts of organisational learning and
learning organisation. Although the
framework is offered as a descriptive and
analytical device rather than as a prescriptive
model, it highlights the implementation
elements of strategic decision (customer-
intimacy business philosophy) to encompass
a number of categories such as ‘ content ’ ,
‘ context ’ , ‘ process ’ and ‘ outcome ’ .
The business environment is undergoing
cataclysmic changes — with lifestyles
shifting drastically, purchasing power
increasing at an increasing rate and
consumer buying behaviour changing
rapidly. 12 The marketplace has also become
more challenging, with more and more
fi rms entering the market and competition
getting tighter and keener. These changes
in the environment have forced marketers
to embrace new approaches in order to
address the company ’ s need for long-term
growth and survival. For example, all
business functions increasingly see their role
as one of contributing to the creation of
customer value in a competitive market. 13
Consequently, there is a keen interest
among researchers in understanding the
reasons for profi tability and market success.
Historically contrasted with the
production and sales orientation, the
customer concept is considered to be a
philosophy of doing business that should
74. constitute a major part of a successful fi rm ’ s
culture. 11,14 For example, Lee et al . 15 argue
that the benefi t of managing customer
relationships by inputs (acquisition and
retention costs) and outputs (revenues) for
each customer is that marketing managers
can better prioritise their efforts by
examining the return on marketing
investment and thus better differentiate
customers by their relative benefi ts and
costs. In the light of this, it is assumed in
this paper that the goal of fi rms applying
customer-intimacy philosophy is not mainly
profi t maximisation or high market share,
but rather the ‘ share of mind of the
customer ’ . The main focus of such fi rms is
on consumer attitudes and behaviours,
customer experience, psychographic
variables and the cultural environment.
Hence, a customer-intimacy philosophy
defi nes a distinct organisational culture that
puts the customer in the centre of the
fi rm ’ s thinking about strategy and
operations. Hence my research question is
as follows:
What characterises the culture of a
market-oriented organisation applying a
customer-intimacy philosophy?
To answer this question, a Swedish company
that has won the ‘ Company with the most
satisfi ed customers ’ award for ten
consecutive years has been investigated. The
process-oriented framework is used to
76. operational defi nition of customer-intimacy
business philosophy are presented.
Thereafter, a presentation and discussion of
the fi ndings are carried out. The paper ends
with concluding remarks and a discussion of
the implications of the study.
LITERATURE REVIEW AND
THEORETICAL FRAMEWORK
Three contributions to modern business
strategy are reviewed in brief, not
exhaustively. Thereafter, two paradigms in
marketing are reviewed to show how they
offer complementary, and in some cases
unique, contributions to strategy theories.
The framework presented later in this
section, which highlights what characterises
the culture of a market-oriented
organisation applying a customer-intimacy
philosophy, facilitates the grouping of the
implementation elements of strategic
decision (customer-intimacy philosophy) to
encompass a number of categories such as
‘ content ’ , ‘ context ’ , ‘ process ’ and ‘ outcome ’ .
These classifi cations, which are supported
with literature, form the basis of the
theoretical framework. The theoretical lens
highlighted enables the focus of attention
on the inside of fi rms and thus resources
and assets embodied in, for example, the
people and culture that underlie any
advantages on the product market.
Theoretical approaches to modern
strategy