Swot Apple Case Study

While competitors do e reallything they puke to keep costs d testify, orchard apple tree does what It can to make Its overlaps deferent. In two hundred7, for the third year In a row, orchard apple tree was named as The Most Innovative Company by Businesslike. Strong leader. chief executive officer Steve Jobs is a legend for his design sense. He is essential to the promotional aspect and public relations of Apple, especially when it comes to the pod. He is the public feel and champion of the brand. He is also an expert when it comes to talking with the press, maintaining relationships with cartridge editors, and creating freshly relationships.Jobs has the ability to think of Ideas that he is extremely passionate and mobile about and is always ready to shargon that idea to kick upstairs exposure. * customer relationships (responsiveness to customer feedback). This ties into Steve Jobs potent leadership as he takes action in response to customer feedback to plant that the b rand is listening and concerned. * Brand Exposure. wear of Apples marketing strategy is Its retail stores. Apple has opened more than than 200 retail stores located worldwide.Apples retail stores contributed an estimated $200 million, 15 to 16% of Its internet during the past two years. The reasoning behind the stores is the belief that the more battalion can touch an Apple harvest-feast and see also widen free group workshops, personal training, and personal assistance for Apple customers. * strategic confederations with well-known brands Apple has created marketing agreements with Volkswagen of America, Burton Snowboards, Nikkei and Struck. This ties into consumer confidence as well as exposure through marketing partner advertisements. * Product design and features.Products that show superior qualities, that are easy to use and that have a high up quality format, but mainly that show a clear product differentiation. * Strong financial performance throng sales and potential growth, strong cash f first-class honours degrees, an increasing net income, decreasing debt and simplicityled inventory. Weaknesses * Profit per song is deplorable Even though tunes is simply used as a sum to boost the sales of pods, telephones and Apple TVs, Apple makes only approximately 10 cents per * Unpopular Apple TV features users are not able to download a movie from song. Tunes directly to their TV they have download it to their PC first. Apple TV requires a HDTV, but the movies that can be downloaded are of such low resolution that the picture olfactory modalitys fuzzy and old-fashioned, and lastly, it has no videodisk drive. Hard time finalizing contracts with move studios because of pricing disputes. * Struggle with maintaining good provider relationships. Many companies have expressed frustration working with Apple because Steve Jobs is really clear on his vision for his products and can tend to be controlling. different soft state of ware in computer and dig ital medication format. * 1% of the worldwide cell phone business. Opportunities * Brand exposure through retail stores. * internationalistic growth and expansion. Apple is pursuing opportunities to sell the phone globally. It already has partnership agreements with cell phone carriers in France, Germany, and Great Britain. It has also entered the Middle eastern and Africa regions, ranking fifth next to Monika, Research In Motion, ETC, and Motorola.Apple is also try to penetrate the Japanese market since it is one of the worlds largest and most demanding mobile phone markets with almost 100 million mobile phone users. * Expansion in product line. Apple is trying to expand its product line to involve media and software in addition to hardware. * Expansion in customer base. Apple is also trying to reach many different consumers rather than its conventional of tech- savvy consumers. Improvements in compatibility. * Improvements in strategic partnerships.Apple needs to search for more strategic partnerships and better its relationships with its suppliers so effective agreements can be reached. * emersion in new user segments Threats * Competitors threats. Realizations sought a price war with Apple by dropping the price to $0. 49 per song and $4. 99 per album compared to Apples price of $0. 99 and $9. 99 respectively. Realizations also launched technology called Harmony, which allows Realizations users to learn songs purchased from Relapse medicinal drug to be played on Microsoft formats.Wall-Mart launched its own online music store and is currently the number one music retailer in the nation, followed by * Technology and entertainment industries are constantly and rapidly tunes. changing so Apple has to find a way to keep its study related to innovative design. * Threat of start-up companies and competitors. The risk of new entrants is high in the player and music serving businesses as well as in the mobile phone market, particularly from large, estab lished consumer electronics companies, such as Cassia, Sony and Toshiba (for players) or from on-line companies like Yahoo andMicrosoft or retailers like Virgin practice of medicine (for downloads). Given the attractiveness of these markets, new competitors are likely to enter because of low barriers to entry. The notable acceptance and profit made by RIMs Blackberry march the potential of new entrants to increase rivalry. Due to the success of the phone and the Blackberry, some otherwise producers will undoubtedly attempt to imitate their appealing features and functional applications in order to create customer value and compete effectively with their own smart phones.In addition, Apples exclusive use of Cingular/ATT does not balk the phone service provider from entering potentially harmful agreements with the companys competitors, such as its threatening relationship with rival Palm. * Apples dominance and relative king in the music industry (as well as Jobs reputation for control) may build resistance among film producers who are accustomed to maintaining their own levels of control over content. * Price sensitivity.The companys entrance into the mobile communications industry with the cornerstone of its phone has placed Apple in another highly free-enterprise(a) industry, where several large, well-funded, and experienced competitors operate. Price sensitivity on the part of consumers is very strong, and rivalry is especially fierce in this market. * A close look at Apples competition reveals that the company is confronted by aggressive opposition in all areas of its business.The markets for consumer electronics, personal computers, related software and peripheral products, digital music devices and related services, and mobile communication devices are intensely competitive. They are characterized by rapid technological advancements, which have substantially increased the abilities and use of PCs, digital electronics, and mobile communication dev ices. As a result, a variety of new products with competitive price, feature, and performance characteristics are being introduced into the marketplace. Price competition in Apples main product markets has been particularly fervent. Continuous downward pressure on Apples margins as it is common for competitors selling personal computers based on other operating systems to aggressively cut prices and accept lower product margins to gain or maintain market share. * Other than price, key competitive factors in the computing market include product treasures, relative price/performance, product quality and reliability, design innovation, availability of software and peripherals, marketing and distribution capability, service and support, and corporate reputation.As the industry and its customers become more reliant on mesh connectivity, alternative (even substitute) devices are becoming increasingly smaller, simpler, and less expensive than handed-down PCs. These devices compete for ma rket share with Apples desktop and content providers to offer incorporated solutions that produce more value or exclude Apple from opening to content.