CUEGIS; Ap Apple ple Study online at quizlet.com/_4ryf52 1.
Change
The adaptation of business objectives, strategies and operations to accommodate changes, both internal and external, within the dynamic business environment
2.
Culture
Ideas, customs and s ocial behaviour derived from different values and backgrounds that influence stakeholder motivations and decisions
3.
Ethics
The socially accepted moral principles that govern behaviour and decision-making
4.
Globalisation
The process by which world's regional economies are becoming one integrated global unit
5.
Innovation
The introduction and implementation of new, radical and improved products, processes or ideas
6.
Strategy
Significant long-term planning decisions that organisations make in order to meet the needs and wants of their stakeholders
7.
Set-up of Apple
- April fools day 1976, incorporated in 1977 with 2 out of 3 of the original founders - R. Wane sold his 10% shares for $800, which are now worth $60B
8.
Project-based organisation CULTURE & STRATEGY
- Effective, flexible working of small teams - Self-motivated employees over a micromanaging boss - Limit opportunities for third-party communication resulting in unanswered complaints
2001 CHANGE & CULTURE
Steve Jobs replaced by Tim Cook, new approach 1. Hands-on with China 2. Smaller, cheaper products 3. Moderate combativeness
Scott Forstall, Maps Fiasco CHANGE & STRATEGY
2012-2013 Scott Forstall, valuable asset in development of products but self-oriented and rude - Responsible for Maps Fiasco of 2012 yet refused to apologise - Fired & replaced by 3 employees for different elements (AI, mapping, aesthetics) - Lead to better coordination and transparency
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Shift to fashion markets CHANGE & STRATEGY
2014, purchase Beats electronics - Signify shift to combination of fashion and technology with changing markets and trends Former Burberry CEO influence marketing - Advertising Advertising in i n fashion magazines like VOGUE - Market Apple watch as an accessory
12.
Change at Apple
- Steve Jobs > Tim Cook 2001 - Scott Forstall 2012-2013 - Move to fashion markets - Adaptation to trends such as environment and diversity
13.
Culture at Apple
- Small teams working on projects, strong team spirit and motivation - Innovative, clean image with professed culture - Enthusiastic and friendly staff; 'pushing for better'; embrace creativity creativity and excellence - Selective system creates environment of exclusivity and dedication, contracts of secrecy - Self-motivated staff over a micro-managing boss, freedom, laissez-faire, task culture - Moderate combativeness, less extreme than Steve Jobs
14.
Innovation at Apple
#1 innocative company globally with constant new products and business models - Innovation in both products and software, match aesthetic (and culture) - Focus on culture of creativity and new ideas rather than process - Streamlining to perfection before release to avoid failure like Samsung - 'Thinness 'Thinness war' risk
15.
Thinness war
Competition between companies to create the thinnest phone, focus on aesthetic - At detriment of battery life, goes in against demand
16.
Strategy of Apple
- R&D emphasis for continuous innovation - Focus on recognition, loyalty and image for continued support from customers - Broad differentiation and constant innovation - Perfection before release - Product-driven, consider demands but prioritise vision - Lack of communication in social media strategy - Standard, global and guerrilla marketing with standardised approach to products
17.. 17
Productdriven nature of Apple STRATEGY & INNOVATION
Consider demands but only to a minimal extent - Follow own product development to create demand and with success, such as the portrait camera in the new iPhones - Creates prestigious image - Trust loyalty of customers
18.
Social Media Marketing strategy of Apple STRATEGY & CULTURE
- Lack of communication is the social media strategy - 'Customers come to Apple idea' - Result in sense of superiority and exclusiveness
19.. 19
Guerrilla marketing mark eting of Apple STRATEGY AND ETHICS
Use of standard, global and guerrilla marketing to exploit circumstances in the market; gain competitive advantage - 'Leave the world better than we found it' - 'Here are some ideas for everyone to copy'
20.
Zero Waste at Apple
2015 - Zero Waste facility at Tech-Com factory in Shanghai
21.
Ethics at Apple (environment)
- Removal and replacement of harmful chemicals - Invest in environment and renewable systems in data centers - Guerrilla market marketing ing campaigns - Tim Cook's shutting down of antienvironmental investors
22.
Ethics at Apple (social responsibilities)
- Diverse and inclusive workforce - Labour accusations, especially in China: respond with investigation and confirmation, conf irmation, blame suppliers but still improve monitoring and training - Intense workflow in West justified with 'challenge challenge but reward' but detriments detrim ents health of Western workers - Tim Cook's sponsoring of Human Right's Campaign - Value of customer privacy, refusal of monitoring of government
23.
Apple's strategy in China STRATEGY & GLOBALISATION
Hands-on approach of Time Cook with visits and recognition to gain access to great market - Dangerous market with unstable environment, yet opportunity of growing middle class 2015 - enter middle class market with premium product; attraction of customers with appeal of brand and product by image - Sign contracts with China Mobile
24.
Apple's strategy in China STRATEGY & CHANGE
External change: new law requiring content storage on Chinese servers - Major drop in sales concern investors - Share sales and shrinking revenue with drop in sales of product, yet remained high with population size
25.
Globalisation at Apple
- Multinational company known in mostly all MEDCs - Simplicity of product and advertisement has worldwide appeal; standardised approach results in strong, universal brand identity and effective marketing - Stores fit culture: local employees, protocol tailored to region with a personalised approach with designs fitting to region (e.g. Haussman style in Paris for local interests) - Outsourced labour minimises costs and maximises pr profit, ofit, yet has eth ethical ical implications
