Apple Inc Usa

8/18/2019 Apple Inc Usa

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Running head: APPLE INC, USA

BIS1100

Report on Apple Inc, USA

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Table of Contents


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Apple Inc, USA 2

1. Introduction........................................................................................................................5

1.1 Apple! hi!tor" and #ac$ground..................................................................................5

1.2 Si%e o& the co'pan"....................................................................................................5

1.( Apple! operational acti)itie!......................................................................................*

1.+ Core !trateg"................................................................................................................*

2. u!ine!! 'odel...................................................................................................................*

2.1 Apple! product - !er)ice!.........................................................................................

2.2 Cu!to'er! o& Apple.....................................................................................................

2.( Re)enue o& the co'pan".............................................................................................

(. /alue - Suppl" chain anal"!i!...........................................................................................0

(.1 /alue Chain anal"!i!....................................................................................................0

(.2 o Apple i! adding )alue..........................................................................................0

(.( Co!t Reduction !trateg"...............................................................................................0

(.+ Suppl" Chain Anal"!i!................................................................................................3

+. Co'petiti)e &orce! - 4ar$et condition!...........................................................................3

+.1 4ar$et condition!........................................................................................................3

+.2 hreat!.......................................................................................................................16

+.( 4ain co'petitor!.......................................................................................................16

+.+ Co'petiti)e ad)antage..............................................................................................11

5. In&or'ation S"!te'! - In&or'ation echnologie!..........................................................11

5.1 IS !upport! #u!ine!! &unction!...................................................................................11

5.2 IS !upport! e'plo"ee! - 'anager! in deci!ion........................................................11

5.( IS !upport! in !trategic deci!ion!...............................................................................11

*. 7lo#al Conte8t - E8ternal En)iron'ent.........................................................................12

*.1 Political 9actor!.........................................................................................................12


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Apple Inc, USA (

*.2 Social 9actor!............................................................................................................12

. rgani%ation and 'anage'ent.........................................................................................12

.1 rgani%ational !tructure............................................................................................12

.2 rgani%ational culture...............................................................................................1(

.( So'e internal i!!ue!..................................................................................................1(

0. Ethical I!!ue!....................................................................................................................1(

0.1 Underage e'plo"ee! i!!ue!.......................................................................................1+

0.2 ri#er" i!!ue!............................................................................................................1+

0.( )erco'e underage i!!ue!........................................................................................1+

0.+ )erco'e #ri#er" i!!ue!...........................................................................................1+

0.5 Corporate !ocial re!pon!i#ilitie!................................................................................15

3. Conclu!ion........................................................................................................................15

Re&erence!................................................................................................................................1*


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Apple Inc, USA +

1. Introduction

1.1 Apple’s istory and bac!"round

Apple Inc., in the pa!t a! Apple Co'puter, a! #uilt up in 13*. It a! the 1!t o& April

in Cupertino, Cali&ornia and a! oned #" 4r. Ste)e ;o#!, 4r. Ste)e . In the

hi!tor" o& Apple, the initial (6 "ear! ere loaded ith good and #ad ti'e! and organi%ation

needed !trength until 21!t centur". 4achine! didnt ha)e a proper 'edia pla"er and client!

depended on other e8ternal !o&tare! li$e Sound;a' 4P or Audion =Erde' - Sait, 266+,

p.13*>.


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Apple Inc, USA 5

Under!tanding the nece!!it" o& a good 'edia pla"er &or the 4ac 'achine!, Apple

#ought the licen!e! &or Sound;a' 'edia pla"er in the "ear o& 2666 &ro' 7reene - Ca!ad",

hich later #eca'e the pre'i!e! o& iune! =Pride, 2660>. 9or around 26 long "ear!, Apple

a! predo'inantl" the producer o& Per!onal Co'puter! =PC!> hich in)ol)e! Apple I, II,

III , the 4acinto!h, and the poer 4ac line!. he" ha)e al!o !een the un!ta#le !ale! and the

lo 'ar$et !hare! a! ell. Ste)en ;o#! le&t the organi%ation in 1305 #ecau!e o& in&ighting #ut

a&terard! he re@oined a! a CE o& the Apple in 133*. e carried ith hi' a change and ne

philo!oph" o& !i'ple de!ign and identi&ia#le product! =arri!, 261+>.

In 2661, he pre!ented an incredi#le achie)e'ent o& iPod 4P, Apple turned out a

leader in electronic! indu!tr" &or con!u'er!. e dropped the na'e o& co'puter and !tarted

to relea!e iPhone and iPad =Erde' - Sait, 266+, p.13*>. In current era Apple i! the #igge!t

co'pan" o& technolog" in the orld, ha)ing the re)enue 'ore than B*6 #illion &or e)er"

annu'.

1.# Si$e of te company

In 20th o& Septe'#er, 261( the organi%ation appro8i'atel" had &ull ti'e e'plo"ee!

o& around 06,(66. here ere +166 e'plo"ee e8tra on te'porar" #a!i! and &e o& the' ere

the contractor!. 4ore or le!! the total! o& +2,066 &ullti'e e'plo"ee! are or$ing in the

!eg'ent o& co'pan"! retail !ector =Do#r%an!$i et al., 2661, p.1>. he huge a'ount o&

e'plo"ee! o& Apple Inc are e8ceeding around 2666 or 'ore indi)idual!. Apple i! con!idered

a! a huge organi%ation hich ha! 'ore depart'entali%ation, 'ore !peciali%ation and 'ore

rule a! co'pared to !'all co'panie!.


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Apple Inc, USA *

1.% Apple’s operational acti&ities

Li$e di&&erent co'panie!, all depart'ent! o& Apple Inc. are created #" putting the

co'para#le &unction! in group!. Apple! pri'ar" di)i!ion! hich are &inance, hu'an

re!ource, production! and 'ar$eting are i'ple'ented #" &unctional approach =arri!, 261+>.

he production acti)itie! are lin$ed ith the operational 'anage'ent.

In Apple Inc, people 'a$e group together #a!ed on their re!ource! and e8perti!e. It

e'poered the Apple Inc. to gain &ro' it! capacitie!. he current !tructure ha! concentrated

on the acti)itie! hich di'ini!h the e8pen!e! and #uild the adapta#ilit" in the operation!.

4anager! o& Apple ha)e a control on the acti)itie! o& organi%ation and a)oiding tall and other

hierarchie! =Andre! - S'ith, 133*, p.102>. he &lat !tructure ha! decentrali%ed the

re!pon!i#ilitie! and authoritie! o& the 'anage'ent. he e'plo"ee! and 'anage'ent at loer

le)el! in hierarch" are urged to @oin in encouraging the organi%ation! ualitie!. he #ene&it!

o& decentrali%ation are )ariou! i.e. control proce!!e!, i'pro)ing the deci!ion 'a$ing and

planning =Pride, 2660>. Apple Inc. ha! concentrated on the 'ar$eting operation! and

!peci&icall" on the 'a@or area! li$e iune! and iPod. he 'ar$eting di)i!ion ha! !hon an

e8traordinar" re!pon!i)ene!! to the orld.

1.' Core strate"y

Apple Inc! core !trateg" concentrate! on ho organi%ation! #u!ine!! target! can #e

achie)ed a&ter the !trategie! ha)e #een !et =arri!, 261+>. It co'pri!e! o& three 'ain

co'ponent! hich encourage the acco'pli!h'ent! o& #u!ine!! o#@ecti)e!, hich areF !etting

up a co'petiti)e ad)antage, co'petitor target! and target 'ar$et!. Apple! core !trateg" i! to

gra# the open door hich the changing in hu'an nature !ho! in an orientation o& 'ar$eting

to !hore up it! patronage and !ale! =Do#r%an!$i et al., 2661, p.1>. Cu!to'er ill pro'ptl"

need to get rid o& an old product hen another color&ul G'odel o& product i! introduced in the


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Apple Inc, USA

'ar$et. hi! pro)ide! 'a!!i)e chance! &or organi%ation! that 'aintain the philo!oph" o&

#u!ine!! o& 'ar$eting to ta$e #ene&it o& the &le8i#ilit" o& 'ar$et.

#. Business model

u!ine!! 'odel deal! ith the techniue &or doing #u!ine!! to create re)enue! #"

hich an organi%ation 'aintain! it!el& in the aggre!!i)e 'ar$et place =Pride, 2660>.

#.1 Apple’s product ( ser&ices

Apple deal! ith the con!u'er electronic! product!, co''ercial !er)er! and

co'puter !o&tare. . A'ong the' the #e!t

ca!e i! iPhone a! it i! the leader in 'ar$et o& !'art phone technolog" a! ell a! introduced

the #e!t !"!te' o& touch !creen !o &ar in thi! co'petiti)e 'ar$et.

Apple! S'artphone !hare! orldide #oo!t around 1 #ecau!e o& iPhone !ale!

hich ca'e to a#out 'illion in the "ear o& 2663. At the !a'e ti'e the" #egan to !ell their

iPhone in China #ut Chine!e 'ade a duplicate &or' o& iPhone ith di!tincti)e !o&tare "et

not a#le to de&eat the original one o#)iou!l" =ra)lo!, 2612>.


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Apple Inc, USA 0

#.# Customers of Apple

Client! and cu!to'er! are 'ain con!ideration! &or an" organi%ation. Client! are the

#ene&iciar" ho #u"! the product o& an organi%ation a! ell a! the" are tho!e ho in&luence

the 'ar$et o& an organi%ation. Apple &ollo! the #u!ine!! o& 2C here the organi%ation

o&&er! the product! to their con!u'er! =Do#r%an!$i et al., 2661, p.1>. In the !tarting Apple

a! 'ainl" targeting the pro&e!!ional cu!to'er! #ecau!e their product! ere created &or

graphical per&or'ance hoe)er it then change! to indi)idual client hen Apple #egan to

launch 'p( pla"er !uch a! iPod and the #e!t gadget hich i! iPhone. It i! e!!ential &or a

co'pan" to 'aintain client relation!hip #" !ati!&"ing the con!u'er lo"alt" !o that the

organi%ation ill ha)e the a#ilit" to get !upport con!i!tentl" &ro' their client!

=Search.proue!t.co', 2615>.

And to acco'pli!h that, Apple ha! gi)en their !er)ice! through orldide &ranchi!e,

internet and phone and #ecau!e o& that, their cu!to'er can #u" Apple product! !itting in their

ho'e! #" either calling the co'pan" or #" clic$ing on their e#!ite! ith &ree charge! o&

deli)er" hich i! e8ceptionall" help&ul to their cu!to'er! =9errell - artline, 2612>. In

addition, Apple gi)e! arrant" a! ell a! late!t update to the entire range o& product!. In pa!t

couple o& "ear!, Apple i! continuou!l" pro)iding !er)ice! through a ide range o& techniue!.

IPhone cu!to'er reall" #elie)e! that Apple i! treating their cu!to'er! a! their clo!e!t

co'panion! #ecau!e cu!to'er! can ea!il" &ind Apple !tore in the 'a@orit" o& !hopping

center!.

#.% )e&enue of te company

In 261+ Apple reported it! 'o!t a!tounding annual re)enue ith around 102.0 #illion

USD generated. 4ore than 166 #illion USD o& thi! a! produced #" iPhone !ale!, hich


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Apple Inc, USA 3

'ean! that the!e !'art gadget! ere in charge o& 5*.2 a)erage o& the organi%ation! total

re)enue a! the "ear progre!!ed =9oglia!!o - .


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Apple Inc, USA 16

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

0

20

40

60

80

100

120

140

160

180

200

8.2 13.9 19.3 24.6

37.5 42.9

65.2

108.2

156.5170.9

182.8Fiscal Year

Al!o, Apple had e8panded !ale! o& iPad, ith !hip'ent! reached around 2* 'illion


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Apple Inc, USA 11

unit! in 261+! &ir!t uarter, inning the organi%ation re)enue o& )er" nearl" 11.5 #illion

USD =Stati!ta, 2615>. 7enerall" the iPad contri#uted a nor'al !hare o& 1*.2 5 in 261+. hi!

re!ult! in 'a$ing the organi%ation! !econd #e!t !ucce!!&ul product a&ter iPhone. ut in recent

"ear! Apple ha! !een it! !hare drop #ecau!e o& e8panding co'petition &ro' other )endor! o&

ta#let hich are Leno)o and Sa'!ung =Stati!ta, 2615>. hu! the orldide 'ar$et !hare o&

iPad re'ained at 22.0 in 261+! third uarter, a !harp di&&erentiation to !hare o& *6.( it

en@o"ed in 2612! !econd uarter.

%. *alue ( Supply Cain Analysis.

%.1 Te *alue Cain analysis

he idea a! pre!ented in 1306! #" 4ichael Porter. 4an" organi%ation! and

#u!ine!!e! ha)e !o'e proce!!e! or acti)itie! hich add )alue to that organi%ation. And hen

!uch acti)itie! are connected together the" !hape )alue chain. U!uall" the acti)itie! o& )alue

chain in)ol)e &actor! &or e8a'ple, 'ar$eting, di!tri#ution, product 'anu&acturing and

purcha!ing proce!!. Apple Inc ha! &ini!hed their (6 "ear! in the #u!ine!! =9errell - artline,

2612>.

hi! @ourne" o& thirt" "ear ha! #een loaded ith good and #ad ti'e!. It i! prett" clear

ith creati)e #u!ine!! li$e Apple. Ste)en ;o#!, leader o& thi! co'pan" ha! #een in charge o&

rapid progre!! in Apple. 9e #oo'ing product! ha)e #een relea!ed #" Apple. oe)er on

!o'e occa!ion huge lo!!e! ere al!o #orne #" the'. During 133*3 Apple a! !tri)ing )er"

hard, #ut ithin 1( "ear! Apple! !hare )alue cli'#ed through !$ie!. he "ear o& 2616 a!

onder&ul &or Apple a! it! !hare )alue ent &orard o& 4icro!o&t =Do#r%an!$i et al., 2661,

p.1>.

Total

Net

Sales

in

Billio

n

U.S

Dolla

rs


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Apple Inc, USA 12

%.# +o, Apple is addin" &alue

he !upplier change &or 4acinto!h &ro' the I4 to Intel enhanced the per&or'ance

o& the !"!te' hile holding the )alue ith re!pect to price to their cu!to'er!. he 'ain

)aria#le to o)er!ee &or Apple! !ituation i! the pre&erence! o& con!u'er!

=Search.proue!t.co', 2615>. he role o& pro)iding di&&erentiating through uniue &eature!,

ith pro'otion to 'a$e aarene!! o& the #rand, #rand euit" and i'age hich get!

i'perati)e &or organi%ation! li$e Apple.

%.% Cost )eduction strate"y

A! indicated #" 4ichael Porter, organi%ation! !hould de)elop a uniue con&iguration

o& )alue chain in order to 'aintain the co'petiti)e ad)antage. Apple ha! decided to de)elop

o)er the chain: the Cupertino organi%ation clai'! it! on !tage =iS>, i'pro)ed ith

content! =e.g. )ideo, 'u!ic, app!> and !er)ice! =e.g. iCloud, iune!> and an e8traordinar"

e8perience o& productF and it! ha! !olid control o)er !uppl" chain hich #eha)e a! )erticall"

integrated organi%ation, pu!hing co!t!?e8pen!e! don =Search.proue!t.co', 2615>.

%.' Supply Cain Analysis

Suppl" chain 'anage'ent ari!e! in in&or'ation channel! !uch a! in tran!'i!!ion o&

data, &lo o& people, 'one", good! and re!ource!. he 'o!t &a'ou! organi%ation Apple Inc

ha! relea!ed iPad, hich i! $non a! a &uture o& co'puting and 'o#ile de)ice! =Carl!on,

2615>. he i!!ue a! #ecau!e o& the large !ale! o& ne iPad ta#let!. rgani%ation a!

en&orced to dela" the international !hip'ent!. he !uppl" chain ri!$! are interconnected. ne

o& the rea!on! in dela"ing o& iPad a! the &act that organi%ation didnt &oreca!t the high


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Apple Inc, USA 1(

de'and o& iPad. And in the &ir!t ee$ the" ha)e !hipped around 566,666 iPad! and ta$en an

enor'ou! nu'#er o& preorder!.

he 'ain #a!e! o& cu!to'er! o& Apple are in US and it! output i! engaged there. In

uarter o& Dece'#er the international !ale! repre!ented 50 percent re)enue o& Apple a!

co'pared to pre)iou! "ear re)enue hich a! +*. E)en though international 'ar$et! are

e!!ential to Apple! de)elop'ent, in)e!tor! !ee'ed re!olute #" dela" and the organi%ation!

!hare! cli'#ed 'ore than 1 =Serno)it%, 2663>. hi! 'o!t recent dela" a! !econd ti'e that

Apple ha! dela"ed the iPad !hip'ent! =9errell - artline, 2612>. In ;anuar", the" had

declared that the gadget! ould #e orldide !old in 4arch. A&ter in)e!tigator! reported the

dela" in the production !o the" po!tponed the iPad launch in US and in April it a! launched

orldide. he rea!on! &or cau!ing the!e dela"! are co'#ination o& #oth, 'ar$eting !trateg"

and !uppl" chain i!!ue! =Serno)it%, 2663>.

'. Competiti&e forces ( -ar!et conditions

'.1 -ar!et conditions

In 2612, CE o& Apple =i' Coo$> re&erred that the" are uite e8cited ith iPhone

!ale hich a! appro8i'atel" 'ore than (5 'illion and !ale o& iPad! ere 12 'illion in the

uarter o& 4arch. e li$ei!e !aid that the creati)e iPad i! headed toard! an enor'ou!

!tarting ith ne ad)ance'ent hich can onl" #e deli)ered #" Apple. In addition, the iPad

!ale!, iPhone and 4ac ha)e e8panded around 100 and , re!pecti)el" =Sho!tac$, 13>.

hen again, the !ale o& iPod &all don hich a! 15. In 2612, the &igure! o& J2 are le!! a!

co'pared to J1 =2612>. Apple !old al'o!t 5.2 'illion 4ac! in that period, iPhone! o& (.6+


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Apple Inc, USA 1+

4illion and iPad! o& 15.+(, e)en though the !ale o& iPod a! #etter ith unit! o& around 15.+

'illion =Stati!ta, 2615>.

'.# Treats

Rapid change in technolog" i! one o& the greate!t threat! hich Apple i! e8periencing

noada"!. he con!u'er! are turn out to #e technolog" lo)er and in thi! !hort !pan o& ti'e

the" need 'ore ne inno)ati)e product! and due to thi! organi%ation! are con&ronting

pre!!ure. So the co'petition i! high and the organi%ation! ho are not a#le to re'ain

the'!el)e! ith thi! co'petition in no ti'e #e un!ucce!!&ul. ne o& the threat! i! that in USA

incre'ent in a8 ill ad)er!el" a&&ect the groth o& Apple. nl" Sa'!ung i! the pro)iding

Apple the application proce!!or! and the" had a!$ed the' to pa" higher co!t &or it. Apple

'u!t #e a!$ed to pa" 'ore a! there are no other alternati)e! ho can gi)e application

proce!!or! to Apple. In 'o#ile 'ar$et iS! 'a@or co'petitor i! Android S. Apple iS!

poer can #e co''anded #" S Android.


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Apple Inc, USA 15

'.% -ain competitors

Apple enor'ou! achie)e'ent attract! re!pon!e! o& co'petiti)e. PC! toda" are turning

out to #e 'ore co''odit" product =Kotler, 2662> It re!ult! Leno)o, P and Dell co'pete to

!ee$ pro)ide #e!tco!t and loco!t !trategie! #" o&&ering alternati)e! at di&&erent co!t! to the

client!. I& Apple i! not a#le to !ucce!!&ull" co'pete, it con&ront! the danger o& lo!ing the

'ar$et !hare o& it! PC =9oglia!!o -


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Apple Inc, USA 1*

. Information Systems ( Information Tecnolo"ies

.1 IS supports business functions

/roduction and manufacturin" systems: IS !uppl" in&or'ation to 'onitor, control and

or$ the proce!! o& production, &or e8a'ple, ualit" control, re!ource 'anage'ent,

engineering, !cheduling, purcha!ing, recei)ing and !hipping !o &orth =echnolog", 1330>. 9or

e8a'ple, IS !"!te' in Apple! &actor" 'ea!ure! !a'ple! o& their product! and recei)e the

in&or'ation &ro' that. Later the" anal"%e the !a'ple! !tati!ticall" and de'on!trate that

operator! 'u!t ta$e correcti)e action! or not =Luther, 2661>.

-ar!etin" and Sales systems: IS al!o !upport the &unction! o& 'ar$eting and !ale! #"

&acilitating the 'o)e'ent good! and !er)ice! &ro' 'anu&acturer! to cu!to'er!. E8a'ple: In

Apple their !tore! !ale !"!te' ill record auto'aticall" and it total! the purcha!e

tran!action! a! ell a! print out it! pac$ing li!t =9oglia!!o -


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Apple Inc, USA 1

organi%ation can ta$e ad)antage o)er their ri)al! utili%ing thi! data. IS help! Apple to !ecure

and 'anage it! e!!ential e'plo"ee!, cu!to'er! and corporate in&or'ation. IS enhance! or$

proce!! and pro)ide! 'an" other ad)antage! to Apple =Solo'on, 4ar!hall - Stuart, 2611>.

9or e8a'ple PS ran!action proce!!ing !"!te'! hich are utili%ed in Apple! &unctional

area, thi! proce!!e! the tran!action! in routine 'ore e&&icientl" and accuratel".

. lobal Conte2t ( 32ternal 3n&ironment

.1 /olitical 4actors

here are nu'erou! i!!ue! hich are uncontrolla#le #" the organi%ation, &or

e8a'ple, health i!!ue!, authorit" to or$, ar again!t terrori!', geopolitical uncertaintie!

hich can glo#all" a&&ect the product !ale! o& Apple =Cu''ing! et al., 2662, p.1>. A! to

decrea!e an operating co!t o& Apple, it ha! out!ourced it!el& in )ariou! nation! li$e Cor$,

C%ech Repu#lic, Korea and china =Luther, 2661>. I& the!e nation! &ace an" !ort o& political

un!teadine!! or an" i!!ue! hich dela"! in operation! o& 'anu&acturing, thi! ill ruin the

li$ene!! o& Apple in the )ie o& it! dealer! and cu!to'er!.

.# Social 4actors

he ualit" and the de!ign are the to &actor! hich ha)e ala"! #een a! the &ront

product &or Apple. he pattern o& #u"ing the lu8ur" product! are cli'#ing up due to the &act

that the #u"ing poer o& the cu!to'er! ha! a!cended. E)er" indi)idual ant! to purcha!e

iPod, iPhone and iPad. a)ing iune! a! the 'u!ic !tore in Appl", the nu'#er o& li!tener! in

the 'u!ic indu!tr" ha! #een e8panded and it! a #ig !ocial i'pact =Solo'on, 4ar!hall -

Stuart, 2611>.


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Apple Inc, USA 10

5. 6r"ani$ation and mana"ement

5.1 6r"ani$ational structure

Apple! organi%ational !tructure i! )er" e&&ecti)e ith re!pect to e'poer'ent and

inno)ation. heir policie! are uic$er and ea!ier to i'ple'ent, Apple Inc, i! popular &or

uniue co'petence in it! product inno)ation de!ign =Luther, 2661>. Apple i! &olloing a

&unctional organi%ational !tructure a! the" are )er" ell !orted?organi%ed along ith the

&unctional line. oe)er one di!ad)antage i! that i& organi%ation ha! to change it! culture and

leader!hip, hich can create a da'aging outco'e #ecau!e !o'e part! o& the !trategie! are not

&i8ed. hi! a! the !ituation hen ;o#! re!igned and e)er" !ingle other !ucce!!or #attled ith

the co'pan" until he a! rein!tated later.

5.# 6r"ani$ational culture

Apple i! &olloing the role culture and the" ha)e #ureaucratic t"pe o& culture. Apple

i! )er" 'uch adhere! to the guideline! and rule! o& the organi%ation. " &olloing thi!

culture, Apple ha)e a tendenc" to or$ a! !olid pillar!, here )alue o& indi)idual ha)e le!!

!igni&icance, hile the po!ition! pla" e!!ential role! =4I Sloan 4anage'ent Re)ie, 2660>.

he" are in)ol)ed in a !ecrec" le)el a! at all point! opinion! o& indi)idual are not accepted

and due to thi! !o'e &la! in co''unication ere al!o &aced.


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Apple Inc, USA 13

5.% Some Internal Issues

Apple Inc! &inance trea!ure depart'ent gi)e! &inancial policie! to the organi%ation.

hi! di)i!ion i! in charge o& handing the co'pan"! international capital tran!action, ri!$

'anage'ent and liuidit" guaranteeing. In Apple Inc. 9inancial 'anager! role i! )ital &or

o)er!eeing the !trategic 'anage'ent =echnolog", 1330>. 9or R-D the capital i! rai!ed #"

9inance di)i!ion ho $eep! up Apple! de)elop'ent po!ition. Internal pro#le'! ere the

!ale getting to the corporation! =;e&&er!on - Anthon", 261+>.

Apple depended on (66 'anu&acturer! herea! I4 had al'o!t *666 to 666

i''ediate !ale!'an. So Apple ha! concentrated to #uild up 'ore !ta&& &or !ale!. Nu'erou!

i!!ue! &ocu!ing on to !ale! per!on ere o#!er)ed ith re!pect to the co!t! o& product!. he

'ar$eting pro#le' in Apple Inc. a! al!o &ailed a! the" didnt co''unicate properl" the

4acinto!h! i'age in #u!ine!! 'ar$et =4I Sloan 4anage'ent Re)ie, 2660>. hi! a! due

to the rea!on that the 'ar$eting !trateg" a! not 'eeting the reuire'ent! hich in the re!ult

didnt 'a$e it popular in #u!ine!! 'ar$et. It additionall" did not concentrate on technolog".

Product! are 'ade a! per the need! o& cu!to'er and Apple reuired that 'a@or !igni&icance

&or getting near to the #u!ine!! 'ar$et.

7. 3tical Issues

7.1 Indentured ser&itude issues

Apple audit ha! unco)ered a !"!te' here their e'plo"ee! need to pa" recruit'ent

charge! hich #ond the' to indentured !er)itude. And the!e ill cau!e the or$er! to pa"

out load! o& &ee! o& recruit'ent and thi! ill &orce tho!e or$er! to or$ ith the co'pan".

Such i!!ue i! lin$ed ith )iolation! o& hu'an right! =4cCor'ic$, 261+>.


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Apple Inc, USA 26

he!itant to or$ in the co'pan"F hoe)er the" ha)e no other option. Such i!!ue ill a&&ect

the' to har' the'!el)e!, &or e8a'ple, !uicide.

7.# Bribery issues

ri#er" i!!ue! happen in the organi%ation cau!e or$er! to &eel he!itant to proceed

ith !ta" in the co'pan". hi! happen! due to the organi%ation doe!nt ha)e proper

'anage'ent and or$er! &eel that the co'pan" i! di!hone!t and then the" lea)e at the

earlie!t =;e&&er!on - Anthon", 261+>. In Apple 'anager !o'eti'e! get a&&ected #" !uch

#ri#er" i!!ue!. ri#er" i!!ue! cau!e! 'anager! &ail in their per&or'ance. And cu!to'er al!o

o#!er)e! and noti&ie! !uch i!!ue! hich 'a$e the' to run aa" &ro' organi%ation. hi! i!

due to the" &eel that organi%ation i! irre!pon!i#le ith re!pect to their ethical pro#le'!. And

a! a re!ult the" ill di!co)er other organi%ation =Kerin - artle", 2615>.

7.% 6&ercome issues of indentured ser&itude

Apple 'u!t con!ider thi! i!!ue )er" !eriou!l". E'plo"ee! ho are not )olunteering

the'!el)e! to or$, it! #etter &or the' to lea)e the organi%ation =Kerin - artle", 2615>. I&

not, later on the" had 'ade a nu'#er o& i!!ue!. hi! ill re!ult in or$er! to do !uicide. hi!

can de'on!trate! that the" are reall" 'i!era#le and he!itant to or$. Apple 'u!t 'eet each o&

the e'plo"ee! and allo the' to !hare their )ie!. ther than that, R 'u!t utili%e an

ethical approach to e'plo" the right e'plo"ee. Indi)idual! ha)e the pri)ilege to pic$ hich

organi%ation the" ant to or$. Apple 'u!t treat proper to each or$er! and pro)iding the'

!upport in order to increa!e their le)el o& con&idence =;e&&er!on - Anthon", 261+>.


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Apple Inc, USA 21

7.' 6&ercome bribery issues

Apple 'u!t !eriou!l" con!ider thi! i!!ue #ecau!e thi! ill i'pact the !ta$eholder!. In

order to re!ol)e !uch i!!ue!, Apple ha! to &ind out that ho it happen!. he" 'u!t $no ho

!eriou!l" thi! pro#le' i! a&&ecting the or$ing en)iron'ent =Andre! - S'ith, 133*,

p.102>. A! #ri#er" i! illegal in or$place!, !o organi%ation ha)e to handle it #" utili%ing

!i'ple!t and pro'pt a". I& it cannot #e ell handled then organi%ation 'a$e legiti'ate

'o)e. It i! nece!!ar" to arrange 'eeting! ith e)er" 'anager and to di!cu!! a#out the!e

i!!ue!.


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Apple Inc, USA 22

8. Conclusion

It i! cleared that Apple ha! nu'erou! great approache! hich are ualit" &or the

organi%ation including leading, !trong 'anage'ent, dedicated people and !$illed re!ource!.

ut al!o it ha! #een o#!er)ed that organi%ation! culture i! not up to date hich i! de!cri#ed

#" lac$ o& ethical and a#!ence o& people align'ent ith co'pan"! !trateg" =;e&&er!on -

Anthon", 261+>. here&ore change in culture o& an organi%ation i! e!!ential and 'u!t #e &a!t

approaching to !u!tain !uture !ucce!! =Cu''ing! et al., 2662, p.1>. Initiati)e! 'u!t #e ta$en

#" &uture leader! to addre!! !uch i!!ue!, their i'ple'entation and openne!! to change

organi%ation ould #e i'portant ele'ent to achie)e'ent. It al!o ha! to #e o#!er)ed that i&

Apple ha! &ound an i''aculate !ucce!!or =4r. Coo$> a! co'pared to Ste)e ;o#!, a leader

ho ala"! ha! #een in &ront o& co'petitor! to 'a$e clear )i!ion &or &uture.


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Apple Inc, USA 2(

Re&erence!

Andre!, ;., - S'ith, D. C. =133*>. In !earch o& the 'ar$eting i'agination: 9actor! a&&ecting

the creati)it" o& 'ar$eting progra'! &or 'ature product!. Journal of Marketing

Research, 1+10.

Carl!on, N. =2615>. Apple Carefully Explains Exactly How It Could Be Destroyed . onlineO

u!ine!! In!ider. A)aila#le at: http:??.#u!ine!!in!ider.co'?Applecare&ull"

e8plain!e8actl"hoitcould#ede!tro"ed261211

Cu''ing!, K. 4., 4orle", C. P., oran, ;. K., Steger, C., - Lea)ell, N. R. =2662>.

4ar$eting to A'erica! "outh: e)idence &ro' corporate docu'ent!.o!acco

control , ""=!uppl 1>, i5i1.

Do#r%an!$i, ., R"#c%"!$i, R., Do#r%a!$a, A., - , pp.131130.

9errell, . C., - artline, 4. =2612>. Marketing strategy% text and cases. Cengage Learning.

9oglia!!o, C. E., -


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Apple Inc, USA 2+

.eg$entation /rocess% 0lo!al /ositioning% 0lo!al /roduct Design and .uccessful

0lo!al Brands 1(cto!er "2% *+",3.

Kerin, R., - artle", S. =2615>. Marketing the core. 4c7raill?Irin.

Kotler, P. =2662>. Marketing places. Si'on and Schu!ter.

Luther, . he $arketing plan4 How to prepare and i$ple$ent it . A4AC4

Di) A'erican 4g't A!!n.

4cCor'ic$, R. =261+>. Apple clai$s progress on underage e$ploy$ent and conflict

$aterials. onlineO he /erge. A)aila#le at:

http:??.the)erge.co'?261+?2?1(?5+6+6*?Apple261+!upplierre!pon!i#ilit"

progre!!report.

4I Sloan 4anage'ent Re)ie, =2660>. How Co$panies Beco$e /latfor$ &eaders 5 MI

.loan Manage$ent Re-iew. onlineO A)aila#le at:

http:??!loanre)ie.'it.edu?article?hoco'panie!#eco'eplat&or'leader!?

Pride, . Marketing . Cengage Learning.

Search.proue!t.co', =2615>. High6ech Marketing4 Concepts% Continuity% And Change.

onlineO A)aila#le at:

http:??!earch.proue!t.co'?open)ie?++66e*110e*#2&6cc6da236a13c1#+d?1p

orig!iteg!cholar.

Serno)it%, A. =2663>. 7ord of $outh $arketing4 How s$art co$panies get people talking .

Ne Tor$: Kaplan.

Sho!tac$, 7. L. =13>. rea$ing &ree &ro' product 'ar$eting. he Journal of Marketing , (

06.

Solo'on, 4. R., 4ar!hall, 7.


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Apple Inc, USA 25

Stati!ta, =2615>. Apple re-enue *++,6*+", 5 .tatistic. onlineO A)aila#le at:

http:??.!tati!ta.co'?!tati!tic!?2*5125?totalnet!ale!o&Apple!ince266+?

echnolog", 4. =1330>. .uccessful .trategies for /roduct Rollo-ers 5 MI .loan

Manage$ent Re-iew. onlineO 4I Sloan 4anage'ent Re)ie. A)aila#le at:

http:??!loanre)ie.'it.edu?article?!ucce!!&ul!trategie!&orproductrollo)er!?

ra)lo!, D. =2612>. hree rends 9nderlying Apple:s i/hone Market .hare .urge. onlineO

9or#e!. A)aila#le at: http:??.&or#e!.co'?!ite!?darc"tra)lo!?2612?11?20?three

trend!underl"ingApple!iphone'ar$et!hare!urge?
http://www.statista.com/statistics/265125/total-net-sales-of-apple-since-2004/http://www.forbes.com/sites/darcytravlos/2012/11/28/three-trends-underlying-apples-iphone-market-share-surge/http://www.forbes.com/sites/darcytravlos/2012/11/28/three-trends-underlying-apples-iphone-market-share-surge/http://www.statista.com/statistics/265125/total-net-sales-of-apple-since-2004/http://www.forbes.com/sites/darcytravlos/2012/11/28/three-trends-underlying-apples-iphone-market-share-surge/http://www.forbes.com/sites/darcytravlos/2012/11/28/three-trends-underlying-apples-iphone-market-share-surge/

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