英國國際商務方面3000字的本科課程essay：Apple's strategic management analysis——iphone Case

 

 

1. Introduction

Apple by the Jobs, Steve Wozniak and RonWayn • In April 1, 1976 was founded and headquartered in Cupertino City, California, in the heart of Silicon Valley. Spring of 1975, Apple Ⅰ by the Wozon design and has been Byte computer store to buy a 50, then a single price of $ 666.66. 1977 Apple officially registered as a company, and enabled used since the new Apple logo. In 1978, Apple's stock market ready, Xerox pre-ordered Apple $ 1 million in stock, and allow Apple engineers have studied long been regarded as Xerox PARC garbage operating system's graphical interface. But Apple engineers miraculous, and the graphical interface into a new space.Apple's slogan is "Switch (change)." Every time Apple launch new products always lead to market changes.

Apple's main industries include computer hardware, computer software, cell phones and handheld entertainment devices and so on. Apple is now mainly engaged in five production lines: Mac, iPod, iPhone, iPad, iTune. Apple's Apple II in 1970 fueled the personal computer revolution, the subsequent Macintosh Relay sustainable development in the 1980s. Its most famous product is produced Apple II, Macintosh computers, iPod digital music player and iTunes music store, it is in high-tech enterprises in the innovation and famous. Today, the iPhone turned out to mobile phones is likely to trigger a new round of the revolution .

蘋果的工作，史提夫Wozniak和ronwayn•于1976年4月1日成立，總部位于庫比蒂諾市，加利福尼亞，在硅谷的心臟。1975春天，蘋果Ⅰ由Wozon設計已字節計算機專賣店購買了50，然后一個單一的價格為666.66美元。1977蘋果正式注冊成為公司，并啟用以來，新的蘋果標志的使用。1978，蘋果的股票市場的準備，施樂預購股票蘋果1000000美元，讓蘋果工程師們研究長期被視為施樂的PARC垃圾操作系統的圖形界面。但蘋果的工程師的神奇，以及圖形界面進入一個新的空間。蘋果公司的口號是“開關（變化）。“每次蘋果推出新產品始終引領市場的變化。

 

 

蘋果的主要產業包括計算機硬件，計算機軟件，手機和掌上娛樂設備等。蘋果公司現在主要經營五條生產線：Mac，iPhone，ipad，ipod，iTune。蘋果的蘋果II 1970助長了個人電腦革命，隨后的Macintosh接力可持續發展在20世紀80年代。其最著名的產品是生產的蘋果II，Macintosh電腦，ipod數字音樂播放器和iTunes在線音樂商店，它在高科技企業和著名的創新。今天，iPhone原來手機可能會引發新一輪的革命。

 

 

2. The relevant background: iphone Description #p#分頁標題#e#

iPhone by Apple (Apple, Inc.) • CEO Steve Jobs in January 9, 2007 at the Macworld announced, June 29, 2007 in the United States, the innovative mobile phones, touch widescreen iPod and a desktop-class email, web browsing, search and map features a breakthrough Internet communications device perfect blend of these three products. introduction of the iPhone based on a large multi-touch display and pioneering new software, new user interface, allowing users to control with your fingers iPhone. iPhone also created a software for mobile devices a new era of cutting-edge features to redefine the mobile phone functions.

 

 

Mobile Intelligence is the development trend of the mobile phone market, Apple is also an opportunity. January 2007, Apple first announced IPHONE, an official involved in the mobile space. Apple iPhone located in: equipped with an iPod and a mobile phone web browser. June 2008, Apple released IPHONE 3G, software revolution to become the industry benchmark. Original pattern of the smart phone market under the impact of the iPhone completely neutralized .

 

 

3. iPhone micro strategic analysis

Into the smart phone era, the phone began to profound changes in the content. Communication become one of the core requirements of several (but not the only core requirements), music, camera, PDA, games and other non-core functions related to communication full queuing to enter the mobile phone is also a core requirement. Users began to face a problem, I just buy a mobile phone is used for calls and texting it? Once the user has answered "NO", you mean he demand for mobile phones has grown from a call (SMS) processing tools into a portable multimedia communication devices.

iPhone rise is the most typical example of such a change. When you get our hands on the iPhone, you can strongly feel that this thing is not so much with the entertainment features of mobile phones, as it is a communication function entertainment machine (amusement machine = iPod + camera + portable handheld game console + PDA). Original mobile phone market "leader" Nokia is not sure at this point in place, resulting in the smart phone market is completely lost in the iPhone.

 

 

The following strategies will be specifically analyzed iPhone Features:

A. A combination of Apple's competitive differentiation. 

Mobile Intelligence is the development trend of the mobile phone market, Apple is also an opportunity. January 2007, Apple released the first iPhone, an official involved in the mobile space. Apple iPhone located in: equipped with an iPod and a mobile phone web browser. June 2008, Apple released the iPhone 3G, the software revolution to become the industry benchmark. Apple iPhone's success comes from the combination of multi-angle difference.Apple's mp3 on the market rely on iPod + iTunes combination of great success, followed by the mobile phone market with iPhone & app & store through a combination of product, performance, UI (operating system), channels and services and other aspects of differentiation in one fell swoop defeated other competitive opponents.#p#分頁標題#e#

 

(1)product differentiation. With multi-touch screen to replace the traditional phone keypad, while the difference in appearance, convenient software developer is free to set most software requires touch key locations. Apple Through this innovation, not only provides a software platform that also comes with a change in the hardware platform.

 

(2) Performance differentiation. iPhone configuration is much higher than competitors. 128MB of RAM + dedicated graphics chip (not normally appear on your smartphone) +4- 8GB storage space, make iPhone become an ultra-small computer. In addition, the built-in non-replaceable battery 300 hours of standby time (average smart phone standby time of 200 hours), 6 hours of continuous talk time and so are iPhone breakthrough in performance.

 

(3) UI (operating system) differentiation. iPhone and rivals the biggest difference is reflected in the operating system. Smartphone operating system windowsmoblie, symbian and plam, were taken into account when designing mobile lower CPU and memory conditions, there is too complicated, slow and unstable and some other issues. Apple on the iPhone directly through the interface optimization using a desktop computer operating system mac OS x, so that this high-profile smart phone has got all the advantages of mac OS x: run fast, beautiful interface, easy to operate. Unlike other smart phone system streamlined office functions, iPhone software with full-featured email and safari web browser.

 

(4) Channel differentiation. Apple Ipod + online store differentiation combined mode copied in its iPhone. Apple building an online software sales channels: App Store (hereinafter referred to as AS). AS is a design concept With Itunes similar online platforms: Software Developer SDK will be made available through Apple's Software AS audit released without paying any maintenance fees. Proceeds software sold by Apple and developers Panax into. This solves the AS before this many problems exist on the market.

 

(5)service differentiation. 2.0 version of the system for microsoft exchange support functions, making it a powerful business machine: seamless access to corporate microsoft exchange networks, instant update project schedules, mail, contacts; automatically retrieve network; remote data clearing; has cisco security maintenance and so on. along with the entertainment features of iPhone SDK and AS been upgraded in getting EA, Sega, Konami's support and other professional vendors, iPhone subvert the concept of mobile gaming capabilities. Function of both work and play and have reached the acme of the iPhone, to become all-powerful intelligent information terminal.

 

 

B.  Marketing tools and strategie

(1) iPhone hunger premarketing innovative marketing strategies

The so-called hunger marketing refers commodity provider intends to reduce the production, regulation of supply and demand, making the illusion of demand, higher commodity prices and maintain profitability purposes. The iPhone is not true hunger marketing, but has been completely beyond this basic concept, rising to a new level.#p#分頁標題#e#

iPhone hunger and traditional marketing strategies are different, in Apple's implementation of the marketing strategy of the process, we see that he did not yield to control product to manufacture the illusion of market demand, but rather the product of the kind of market-related information into hunger thirsty, so that consumers are eager to learn iPhone.

 

 

(2).iPhone after the listing of brand marketing and experiential marketing strategy of combining.

Word of mouth marketing is an enterprise trying to make consumers through exchanges between friends, product information, brand spread. Experiential marketing is an enterprise to target customers through the use of observation, listening, try, try other ways to experience the enterprises to provide products or services to customers actually perceive their impact on the quality and functionality, thus contributing to customer perception, preferences and buy a marketing approach.

 

 

iPhone's word of mouth marketing also has its own uniqueness and innovation. We will note that the vast majority of cases, iPhone's word of mouth is not Apple's planned implementation, but those consumers spontaneously, take the initiative to disseminate information, comments, products. This reputation is more objectivity, authenticity, more likely to be accepted by others. Through ingenious marketing tool and a compact supply chain, Apple's user experience to create an effective mobilization of its target customer base. Word of mouth marketing so full of mystery Apple products seduction unlimited, cited consumer first wins as fast.

 

 

In the modern market under the new competitive landscape, consumer-oriented technology tends to accelerate the diffusion of new technologies, Apple has core strengths of the competitors. But Apple did not focus on advocacy iPhone's advanced technology, but the iPhone's fashion, unique design and easy to use functions as the focus of publicity.

iPhone experiential marketing companies to determine the emotional core of the economy, with "emotional economy" to replace the "rational economic" around the product, the "face to face" communication and interaction to the extreme, allowing users, products and companies of the three between emotional resonance.

 

 

(3).iPhone marketing product life cycle theory and strategy of innovative applications

iPhone showing a different from other similar product life cycle strategies, innovative applications. Concrete can be divided into two areas:

Firstly, possible compression product listing period (including the introduction stage and growth stage) and the delisting period, giving more mature product for replacement product to a bigger market.

Secondly, use the "Apple App Store (App Store)" network platform iPhone seeking new business models and value for iPhoneinject new life force.#p#分頁標題#e#

 

 

4. iPhone macro strategy in Chinese market

Today's iPhone swept the world, and its momentum is completely overshadowed by the old mobile phone manufacturer - Nokia and Motorola. But temporary success does not mean that will never fail, reconciled to defeat veteran mobile phone manufacturers will certainly counter-attack to retake the original market, iPhone (more precisely, Apple's mobile phone series) how to deal with this series challenges, and how to maintain their competitiveness?

 

 

Below by way of example - iPhone and Chinese mobile phone market, the use of technology as well as corporate strategic environmental analysis SWOT analysis, combined with examples to Apple's iPhone and its mobile products have a more comprehensive understanding.

 

A. The environment through the use of technical analysis of corporate strategy key external factors on Apple and their interconnections (mainly for Apple's mobile phone business, and market conditions in Chinese):

Key strategicenvironmental factors weights scores weighted score

Majorcompetitors' strategiesfail(Samsung) 0.20 3 0.60

ChinaMobileisthreenetwork integration, 3g promotionera 0.10 4 0.40

Immatureproperty protectionsystem(mainland China) 0.20 1 0.20

The development trend ofmobile phone products 0.30 4 1.20

Cooperationwith operators 0.20 2 0.40

TotalWeightedScore 1 / 2.80

 

 

Note: Thefirm's totalweighted scorehighestfourpoints, the minimum is1 minute,the averageis2.5 points.

Source: ChinaBureau of Statistics.#p#分頁標題#e#

 

 

As can be seen from the table, the development trend of mobile phones is the mobile phone industry's most important strategic environmental elements, which requires manufacturers to grasp the needs of consumers and has a strong technical support, at this point, Apple has done very place . Apple's opportunity lies in the strategy of major competitors fail (Nokia), gave the iPhone "opportunity." For the iPhone in the Chinese market, the biggest trouble is that cottage, parallel machines and imitation machine threat - which is due to immaturity of the Chinese mainland property rights protection system caused. Apple's total weighted score is 2.80, higher than the industry average.

B. through a SWOT analysis of the iPhone in the Chinese market situation:

 

 

(1) strengths

First, iPhone extensive influence in the Chinese market for its publicity saves a lot of overhead;

Second, loyal Apple supporter. Even in China, there are a certain number of products using Apple's user base, while Apple's own product line covers a very wide, making the iPhone among users can be promoted more quickly too.

Third, mature and stable operating system, rich and powerful software extensions;

Forth, unique style of Apple's industrial design, as well as throughout the humanized operation;

Fifth, fashion symbol. Apple's products in foreign countries are relatively expensive in the country is the byword of luxury. And iPhone to bring customers considerable freshness, as many young people as well as fashion crowd the object of pursuit.

 

 

(2)weaknesses

First, operating mode of trial. Apple's iPhone in the U.S. market strategy adopted --- exclusive cooperation with operators, through cooperation with operators sharing, access to user generated 30 percent of revenue, in the Chinese market may be acclimatized.

Second, flexibility poor marketing strategy. Apple's market strategy and product strategy for the Chinese market, the lack of relevance, it is easy to be in a situation highbrow;

 

 

Third, phone prices daunting; iPhone pricing for the Chinese market, consumer groups, is an out and out luxury, making it difficult to quickly integrate into the public;

Forth, Call SMS Operator and management functions not in line with the Chinese people's habits.

 

 

(3)opportunities

First, Apple signed an agreement with the operators and the dominant position;

Second, China's mobile phone is in a three-network convergence, 3g promotion era, the market still lacks its corresponding products, while the iPhone is with this condition and technology.#p#分頁標題#e#

Third, operators promotion of intelligent machines, as well as consumer demand for mobile awakened business use.

 

 

(4). threats 

First, other mobile phone manufacturers siege on the iPhone. Among Nokia as an example, under the impact of the iPhone Nokia is not only the market value has shrunk, and lose a lot of market share. Nokia its leading technology to recapture its market share and provide strong support, which for the iPhone is very huge threat;

Second, the brutal competition in China's mobile phone market. In China, especially in the mobile phone market, the cottage, parallel machines and imitation machine after another, its low price will take away a large number of consumers, which for the iPhone promotion and market share caused great difficulties;

Third, iPhone's carrier partners (China Unicom) in a serious weak position, business development for the iPhone is very limited, and vulnerable carriers contain.

 

 

(5). enterprise strategic environmental analysis and SWOT analysis summary

Through the above analysis, we conclude, iPhone through its own advantages, combined with good external strategic environment, to the Chinese market to achieve better results.

 

 

We can be found in the Chinese market, iPhone's strengths and weaknesses are very clear, in general, less than advantages, but if we do not deal with their own lack of timely and strategic adjustments, is likely to be the iPhone in the Chinese market resulting in the development of a lethal blow.

 

 

5. Summary

From the success of the iPhone, we can get the following revelation: First, technological progress and demand continues to drive innovation and complexity of the revolution, at the same time it also brings the integration of products and industries. It is difficult to locate on the mobile phone communications products, its body combines home appliances, communications, computers, entertainment and other advanced technology industries. Apple differentiation mix catering and further promote this integration. Standing in front of the market to guide the market is the key to Apple's success. Second, tactical, Apple competitors from two angles apart. Apple continued technological innovation has always been to make their own is an industry leader, Apple's differentiation combined to form barriers to imitate opponents stand in the back, so that their leadership is maintained, to fight for their values and to get the next round of competition time. Third, innovation and the time difference with the opponent, but also for Apple to secure a culture of consumer groups, to consolidate its brand influence opportunities. Accepted the spirit of the brand Apple Apple-branded consumer groups to become an organic ingredients, promote and protect Apple's innovation and competition. Apple is no longer a company, it has become a requirement. Finally,Apple in the Chinese market, the need for business model and marketing strategy to reposition and hold to their better development.#p#分頁標題#e#

 

 

Reference：

[1]. McDonald M. (2002). Marketing Plans, 5th Edition.  Butterworth-Heinmann, UK.

[2]. Ranchhod, A. and Gurau, C. (2007) Marketing Strategies: A Contemporary Approach(2nd Edition), FT-Prentice Hall: Harlow.

[3]. West, D., Ford J., and Ibrahim E., Strategic Marketing: Creating Competitive Advantage. Oxford University Press, UK

[4]. T. J. Vapola,http://www.400190.com/ibm/ PäiviTossavainen,MikaGabrielsson.  The battleship strategy: The complementing role of born globals in MNC’s new opportunity creation[J]. Journal of International Entrepreneurship . 2008 (1) 

[5]. Hamid Etemad.  International Entrepreneurship as a Dynamic Adaptive System: Towards a Grounded Theory[J]. Journal of International Entrepreneurship . 2004 (1-2)

[6]. Wilson R. and Gilligan C. (2005). Strategic Marketing Management, 3rd Edition. CIM/ Butterworth-Heinmann, UK.

[7]. Wood M. B. (2003). The Marketing Plan: A Handbook. Prentice Hall, UK.