While Apple engaged in both stretching and filling during the growth stage in order to build the market, they now appear more concerned with warding off competitors. The success of the iPod has not only driven revenues directly, but has also had the desired effect of improving computer sales. Mac laptop sales have increased 51% in 2007 and 38% in 2008; desktop sales increased 12% in 2007 and 37% in 2008.
At present, the iPod is unlikely to experience steep decline in the marketplace until it is eclipsed by new technology. The iPhone represents one such threat, but diffusion of that product will be at a slower pace than the iPod experienced, because of much more intense competition from cell phones and PDAs. However, iPods tend to last only a couple of years before consumers seek to upgrade to the latest iPod. Apple has continued to invest in R&D even for the core iPod, in order to keep the product relevant and drive these sales. The market may not grow, but Apple will continue to bring in repeat customers as long as they keep improving the product. Maturity in the market will likely reduce the average price of iPods and we will see other firms move into the market as Apple gradually loses its technological advantage. That Apple has tied the iPod in with its other products will help to combat this, however.
I feel that Apple managed the iPod extremely well. After a somewhat slow introduction, the product caught fire, at which time Apple made the right move by using a combination of stretching and filling to build the market....
Apple Inc. Organization's Product Life Cycle Samsung, Google, and Microsoft are the three predominant competitors for Apple Inc. These giant firms are fundamentally auspicious in making Apple Inc. lose its market share. They are utilizing price competition methodologies and more current and quick line expansions. The rivalry is exceptionally extreme because of current players and the presence of substitutes, which have the capacity to snatch ten percent of the market share
The development organizations of Microsoft and Salesforce.com are very comparable in this regard. Microsoft is like AMD specifically with their Customer Relationship Management (CRM) systems. They are methodical, deliberate and will take years to eventually get all the integration with their own operating systems complete. Yet when Microsoft fulfills its product development vision for CRM, every other Microsoft application including Microsoft Outlook, Instant Messenger and all other personal productivity applications
privacy. There's also the issue of speed and response that each of these devices imply and the expectations of those that are members of social networks, keeping mind these social networks could be the departments they work in for their jobs. Even the iPod has this speed of response inherent within it from having the continual stream of new songs copied onto it for use during commuting, working out and
Furthermore, there are a number of similarities and overlaps between such leadership theories that do not prevent their being characterized as transformational in nature. For example, "Most leaders behave in both transactional and transformational ways in different intensities and amounts; this is not an entirely either-or differentiation" (Miner, 2002 p. 743). One of the more interesting issues to emerge from the research is the need for transformational leaders to teach
Much of the promotional campaigns throughout the introduction and growth periods were centered on this facility. According to different sources, the purpose of the promotion element was to promote "revolutionary communications and audio/visual experience" as an integrated experience. This would be the fundamental message in the introduction and growth promotions and the explanation for this is simple, being connected with something mentioned in the introduction: besides exceptional individual features, such
Such a strategy would also help the firm to address its weaknesses while acting on its strengths. Some of Apple's strengths include an innovative cast of executives and a well-known brand. Its weaknesses include significantly high R&D costs in comparison to those of competitors. Competition from makers of similar products is one of the main threats the company faces. In regard to opportunities, Apple could seek to take advantage
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