Strategic and Operations Management for Apple- MyAssignmenthelp

Question: Discuss about theStrategic and Operations Management for Apple. Answer: Summary of the Story of Apple Apple Company was founded in 1976 by Steve Jobs, Steve Wozniak, and Markkula who did their best to give the company a million dollar vision. Apple used strategic marketing and technological creativity which gave them a competitive edge hence its quick growth(US v. Apple, Inc., 791 F.3d 290, 2d Cir. 2015). In May 2001, Apple announced the brand new opening of its retail stores which had prior closed when it became incompetent in the market. It introduced iPod portable digital audio player, and its own iTunes music store which the analysts did not trust. In 2002, a redesigned iMac was introduced, and it failed to satisfy the company's expectations despite the fact that it received a lot of press. In 2004-2006 it opened 149 new stores in the US, 4 in Canada, 7 in the UK and 7in Japan(Pom Wonderful LLC v. Coca-Cola Co., 134 S. Ct. 2228, 573 U.S., 189 L. Ed. 2d 141, 2014). Furthermore, the company introduced Intel-based machines, the iMac and Mac Book Pro(Moustafa, H., et al., 2010). The iPods had dominated the market at that time thereby sales improved. In January 2007 at the Macworld Expo Job broke the news that Apple Computer Inc. would from that day be called Apple Inc. since it no longer emphasized on computers only but also on mobile electronic devices, iPhone and Apple TV. This caused its share price to increase drastically. In 2008-2009 Jobs took a six-month leave for him to be able to concentrate on his health and the company, on the other hand, to render competence to its products. He, therefore, left Phil Schiller in charge and during this period recorded very high profit(Moustafa, H., et al., 2010). Later 2010 iPad was launched, and they were compatible with the iPhone, and this helped it gain a competitive edge once again. In 2010 released iPhone 4 with video calls and antennas. In September 2010, Apple renewed its iPad line of MP3 players, launched multi-touch iPod Nano, iPod Touch with FaceTime and iPod Shuffle with buttons. Steve Jobs Entrepreneurial Characteristics Persuasive and Charismatic Jobs had the ability to recognize, take advantage and utilize opportunities that have not been known by many or other competitors. Some employees also referred to him as an erratic manager(Scantland v. Jeffry Knight, Inc., 721 F.3d 1308, 11th Cir. 2013). His ability to serve as a CEO at both Next and Pixar portrays him as a very charismatic person. It is significant that Jobs was dedicated for the good of the company through his devotion in the hard and good times of Apple Company. Demanding and Aggressive Personality Jobs came back to Apple when it had severely declined and all the new CEOs failed and he strategically introduced new products, rapidly changing technology and stiff competition when the country was in the recession and many other companies were declining. The aggressive personality of Jobs has made the company to always stand out in the market. It is important to identify that Steve Jobs was a risk taker and this is the precise attribute of an entrepreneur, so as to promote the business amidst the risks that were involved as driven by the profits. Creative and Innovative After Jobs had left Apple when he was forced to resign, he went ahead and came up with a new computer company which was not so successful because it was expensive. He then proceeded and bought Pixar, and due to its superb executive staff and Jobs creativity, Disney management wanted to acquire Pixar. The creativity of the CEO has made the company to be the market leader for the electronic market in the world. It is imperative to note that the innovativeness of the company gives the company a competitive advantage over the other market players. Apple's Strategic Strategies and Operational/Competitive Strategies Total Customer Experience Apple was able to involve its customers through its unique systems components which it leveraged in a unique manner to come up with its system that was user-friendly due to the ease in operating the products developed(US v. Apple Inc., 952 F. Supp. 2d 638, S.D.N.Y. 2013). Total customer experience was enabled through the continuous research and development that stirred the management to identify the ever-changing customer needs and expectations. Through the data collected, the management was able to synthesize new products and new ideas that created lasting experiences to the customers as a means to achieve its relationship marketing objective. New Product Development When Jobs came back as the CEO when Apple was falling, he introduced a new product to the market identified as iPod portable digital audio player. In 2010 Apple introduced the fourth generation iPhone with unique features like video calls that were aimed at fully satisfying the needs of their potential customers(Rasmussen v. Apple Inc., 27 F. Supp. 3d 1027, N.D. Cal. 2014). The emergence of new products was aimed at opening new markets for the company and also capturing new customers that were always time averse. Accessibility to Outlets There was the dire need for the company to address the inadequacy of outlets that could necessitate the customer to access the products of the business (N.D. Cal. 2014).In the year 1997, the company was in episodes of hardships where it was unable to keep up with the unfair competition in the market amidst the poor management that was in the company at the time. In 2001, Jobs spearheaded the reopening of the retail outlets for their products with the aim of easing accessibility by the customers so as to report high sales (Porter, M. E., 2008). What Tim Cook should Extrapolate and Why? For the continued growth and survival of Apple Company, Tim Cook should ensure that he expands the markets for the products. Expansion of the markets will be achieved if the company engaged in earning itself a competitive edge says through producing commodities that suited the needs and values of the customers (Ericsson, Inc. v. D-Link Systems, Inc., 773 F.3d 1201, Fed. Cir. 2014). Also, the CEO must ensure that the prices for the products are stable so as to entertain customer loyalty and the retention of the customers(VirnetX Inc. v. Apple Inc., 925 F. Supp. 2d 816, E.D. Tex. 2013). When this is achieved, the company will be able to report high sales and profits. To add on, the company should keep up with the technological advancements in the market so as to increase its competitiveness and also in ensuring that it operates at very low costs and still makes profits (Oracle America, Inc. v. Google Inc., 750 F.3d 1339, Fed. Cir. 2014). It is evident that for the company to be able to dominate more markets, awareness should be created so that the products are widely known. Technological advancements should always be embraced to keep up with the emerging trends that occur day after day. Apple Company should engage in strategic marketing strategies that will avail information to its customers so that they are always informed about the products in the market. The advertisements should be those that can achieve the intentions or the objectives of the company. The most precise mode of advertisements would be the internet. Precise marketing strategies will to a greater extend enable the company to promise its customers total customer experience (Rasmussen v. Apple Inc., 27 F. Supp. 3d 1027 , N.D. Cal. 2014). For the extrapolation , Tim Cook should engage these strategies to continue to make it the super power in the manufacture of durable , high quality , and well priced electronics. John Tarpeys Concerns The management of a company is paramount to its survival in the long run. The concern of Tarpey about how long Apple was going to rely on Jobs opinions as its leader was very crucial in the decision-making process(GREENLIGHT CAPITAL, LP v. APPLE, INC., No. 13 Civ. 900 (RJS)., S.D.N.Y. Feb. 22, 2013). Since Job spearheaded every strategic move concerning the company's growth; his absence could have affected how the great company was being managed by Jobs before and during his sickness. The doubt that Tarpey had was valid in that the effective management of the company was in a delicate position for most of the stakeholders gauged the future performance of the company regarding the competence levels of the management. The competition was stiff then, and the other market players were keen to adopt the innovative works of Apple Company that were the market leader (Opperman v. Path, Inc., 87 F. Supp. 3d 1018, N.D. Cal. 2014). Tarpeys concern was how capable the market players were aggressive to surpass the unique product development methods of Apple and their ability to override the power that Apples Company had bestowed in the electronics Market. Competition was stiff and there was need to have a leader who could help the company remain innovative throughout its ongoing concern For a shareholder to buy the shares of a company, the company in question should be attractive as determined by factors such as efficient management of the company operations (Moustafa, H., et al., 2010). Tarpeys doubt and indecisiveness lied on whether to advise the shareholders to sell their shares at that particular moment when the company had a stable management and a good performance. The primary concern was the future of Apple's management in the absence of Jobs. Bibliography Ericsson, Inc. v. D-Link Systems, Inc., 773 F.3d 1201. ( Fed. Cir. 2014). Greenlight Capital, LP v. APPLE, INC., No. 13 Civ. 900 (RJS). ( S.D.N.Y. Feb. 22, 2013). Moustafa, H., et al. (2010). Apple Inc. : performance in a Zero Sum World Economy. Information Technology (31), 1-21. Opperman v. Path, Inc., 87 F. Supp. 3d 1018. ( N.D. Cal. 2014). Oracle America, Inc. v. Google Inc., 750 F.3d 1339. ( Fed. Cir. 2014). Pom Wonderful LLC v. Coca-Cola Co., 134 S. Ct. 2228, 573 U.S., 189 L. Ed. 2d 141. (2014). Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review,86 (1), 25-40. Rasmussen v. Apple Inc., 27 F. Supp. 3d 1027 . (N.D. Cal. 2014). Scantland v. Jeffry Knight, Inc., 721 F.3d 1308. ( 11th Cor. 2013). US v. Apple Inc., 952 F. Supp. 2d 638. (S.D.N.Y. 2013). US v. Apple, Inc., 791 F.3d 290 . (2d Cir. 2015). VirnetX Inc. v. Apple Inc., 925 F. Supp. 2d 816 . (E.D. Tex. 2013).