To this end, Samsung has also established three strategic approaches in its management: “Creativity,” “Partnership,” and “Talent.” Samsung is excited about the future. As we build on our previous accomplishments, we look forward to exploring new territories, including health, medicine, and biotechnology. Samsung is committed to being a creative leader in new markets and becoming a truly No. 1 business going forward. Our values We believe that living by strong values is the key to good business.
Through excellent R&D, Apple always managed to launch PC innovations on the market. Apple designed its products typically from scratch, using the unique chips, disk drives and monitors. The critical attention was given to user interface by mission to bring easy-to-use computers to market. There is also a need to mention that Steve Jobs’ strategic decisions should be considered as a major differentiator and strong competitive advantage to Apple. Steve Jobs and Apple were better than anyone else at capitalizing on competitive advantage.
As different leaders took over the company, it ventured into becoming a leader in the corporate and educational market, but it remained primarily in the computer industry. In January 2007, Apple computer became Apple Inc in recognition of its diversification outside of the personal computer. Apple Inc. is now clearly a brand in itself and is focused on 3 core businesses: The Macintosh PC, The i-Pod-iTunes and the i-Phone. The consumer electronics industry best describes its current fit, but it is clear that the Apple brand has enabled it to penetrate several different market segments.1 It is clear that Apple has been able to change the landscape. Its mission had always been to innovate and provide something different.
Apple has been very strategic in all its positioning strategies including its iPhones. The iPhone is for a target group who believe in being different and innovative. And keeping this TA (target audience) in mind, Apple has designed the product. It is also said that people who were planning to buy the i-pods will now rather buy the iPhones as this gadget is so much more advance! Hence the trend for the phone will only continue.
CIS 689 40-Entrepreneurship: Launching a High Tech Venture (Submitted by Yuqing Fu) Case: Apple Inc. in 2010 Question: How sustainable is Apple’s competitive advantage in PC’s? Constant innovations stylish products, such as iPad, iPhone and the newly launched iOS 4.2 operation system, make Apple the industry’s leading technology company. Many attribute the success to its leader Steve Jobs at the helm. However, we can analyze Apple’s sustainable competitive advantages according to Porter’s five forces analysis. 1.
Has Steve Jobs finally solved Apple’s long-standing problems with respect to the Macintosh business? (Please use Microsoft and other companies you see useful in attempting this question. 4. The iPod-iTunes business has been a spectacular success. Has Jobs found a new formula to create a sustainable competitive advantage for Apple?
a. What are the value creation, capture, slippage and destruction challenges facing Apple? A great deal of Apple’s success is directly related to its ability to continuously innovate, and challenge existing uses for technology. Apple has been able to create value through a steady pipeline of innovative products. For example, the Apple iPhone has successfully transformed the mobile handset industry, thus creating a great deal of exchange value for Apple, and use value for its consumers.
Due to Apple’s strong brand equity iPod consumers began demanding Apple computers. Thus apple benefited from positive externalities due its strong brand equity. Another strength of Apple is their OS X, which aims to create interest and generate additional revenue. Their OS X embodies an emerging digital lifestyle which has garnered the attention of many consumers. It has also been noted that the OS X has had fewer reported security hazards than their competitor, Microsoft Windows.
Although Lenovo now has the infrastructure and some brand recognition (its company name, the THINK line, etc.) it must seriously realign its strategy with respect to its internal competencies and the external environments of the desired markets. By employing a “shotgun” approach to the markets, it risks missing key segments altogether. For example, the recent introduction of the RedPad Number One , an Android-based device, targets the high-end government market in China. As well, Apple’s decision to target school textbooks, a $10B per year field , not only shrinks this opportunity for others, but may set up future generations to favour the iPad and other Apple products.