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iPhone's product life cycle Product Overview:
Apple Inc. is the company that designs and markets the iPhone range of cellphones. Since Steve Jobs initially unveiled Apple in 2007, the device has grown to become the company's flagship offering. The iOS operating system, the iPhone's intuitive UI, its superior camera systems, and its smooth interaction with other Apple products and services are what define this smartphone. Apple has continuously produced new models with improved features, altered designs, and cutting-edge technology over the years.
Product Life Cycle Stage Details:
Introduction Stage:
o
The smartphone business saw a change in 2007 with the release of the first
iPhone.
o
Sales of the gadget grew slowly at first as users got used to the idea of a touchscreen smartphone. o
Apple faced the difficulty of creating a new product category and
made significant marketing investments.
Growth Stage:
o
Following its release, the iPhone gained quick market adoption, particularly in the early 2010s. o
As Apple grew its user base, added new features, and penetrated
new markets worldwide, profits skyrocketed. o
By building a strong ecosystem around the iPhone, the App Store's launch further helped in its growth.
Maturity Stage:
o
As of the latest information, the iPhone is likely in the maturity stage.
o
As the product has gained traction, sales growth has slowed down.
o
With software upgrades, tactical marketing, and small-scale advancements,
Apple is still committed to differentiating its products.
o
Increased competition from other smartphone manufacturers could cause profits to either stabilize or slightly drop.
Decline Stage:
o
The decline stage for the iPhone has not been reached yet.
o
The eventual decline will be influenced by factors such as technological advancements, changes in consumer preferences, and emerging competition.
o
Apple typically responds to the maturity phase by introducing new models, updates, and potentially exploring new markets or product categories.
Therefore, it's crucial to recognize that Apple's approach involves continuous product innovation and ecosystem integration to extend the product life cycle. Customer Profile for iPhone:
Demographic Factors:
Demographically the iPhone Inc. primarily targets consumers between the ages of 18 and 45. Middle-class to upper-class people who can afford high-
end cellphones are also the target audience. Professionals, students, and people in a range of professions who appreciate technology and connectedness are among the many
audiences that Apple targets.
Geographic Factors:
Geographically, the iPhone is most popular in wealthy suburban and
metropolitan regions where there is a strong market for electronic products. Additionally,
Apple is present all over the world, having a strong presence in both developed and emerging economies.
Behavioral Factors:
Behavioral characteristics play a major role in the iPhone's customer profile. Apple seeks out customers who have a strong brand loyalty; these are typically tech enthusiasts and early adopters who are excited about new developments in technology. The perfect client is someone who regularly uses a smartphone for numerous purposes, such as entertainment, productivity, and communication.
Psychographic Factors:
Psychographically, Customers of the iPhone are people who value innovation and design and lead contemporary, tech-savvy lives. Customers that value the brand's emphasis on quality and aesthetics are drawn to Apple products, which include the iPhone, because they are frequently connected to a particular social standing and distinction. Target customers also emphasize a unified tech environment and cherish smooth integration with other Apple products and services.
Consequently, Apple guarantees that its marketing initiatives are both successful and economical by carefully matching the consumer profile with key demographic, geographic, behavioral, and psychographic variables.
Hypothesis: Groups of People Apple Doesn't Profile as Target Consumers
Budget-Conscious Consumers:
o
Apple items are typically more expensive and positioned as premium goods.
Apple may not be primarily targeting people who are cost-conscious and put affordability over brand loyalty. Customers looking for more economical solutions may not find Apple's emphasis on quality and premium features appealing.
Tech Enthusiasts Seeking Customization:
o
When compared to certain other tech firms, Apple gadgets are renowned for having a restricted ecosystem and little customizing possibilities. As the
lawsuit against Apple, filed by the maker of Cydia, a former app store for iPhones, contends, Apple's alleged anti-competitive actions nearly eradicated alternatives like Cydia, reinforcing the dominance of the App Store. The lawsuit emphasizes, "Were it not for Apple's anticompetitive acquisition and maintenance of an illegal monopoly over iOS app distribution, users today would actually be able to choose how and where to locate and obtain iOS apps, and developers would be able to use the iOS
app distributor of their choice" (Albergotti, 2020). This quote elucidates how Apple's control over iOS app distribution limits user choice and developer flexibility, aligning with the perception that Apple's design prioritizes a seamless and controlled user experience over extensive customization, which might not resonate with those desiring more personalized configurations.
Enterprise-Level Businesses for Certain Products:
o
Even though Apple is well-known in the business world—especially thanks to devices like iPads and MacBooks—it might not always target major enterprise-level companies with its goods. Certain organizational environments may require different technology vendors to meet specific objectives or compatibility criteria. Apple may not be able to meet the unique needs of large-scale business IT systems with its emphasis on consumer-centric innovation.
Consumers in Developing Economies with Limited Access:
o
In undeveloped economies, where cost is a critical component, Apple's premium price strategy might not make its products accessible to consumers. These markets could not receive the same level of Apple priority as areas with greater purchasing power. The company's emphasis in
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mission was the innovation of mobile computing for a better future. For the past 8
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Summary of Sales per model (in thousand $)
245
Skynet T-101
Skynet T-600
359
Skynet T-700
371
Skynet T-800
533
Skynet T-850
303
Skynet T-1000
218
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- In contrast, India’s Tata Motors was moving forward with a strategy focused on small inexpensive cars, even though thiswas a highly competitive market segment, dominated by Japanese auto makers. The company’s aim was to design a smallcar that would be significantly cheaper to make and buy than any other model, and thus to satisfy India’s mass marketdemand for low – cost transportation. The result was the Nano, with a sales price of 100, 000 rupees (US$2,500), whichwas half the price of its closest competitor in India. Tata Motors achieved this by designing everything from scratch, deletingfeatures that were taken for granted by other auto makers (for example air conditioning, power brakes, radios), usinglightweight steel and an aluminium engine, and building in fuel efficiency.The car’s other important feature was its modular design, enabling the Nano to be distributed across the country in kit formand assembled by local businesses. The global reaction to the Nano catapulted the Tata…arrow_forwardThere may be more eco-friendly materials and components than you realize in that new Ford you have been considering. The company has increased its use of renewable and recyclable materials with examples as tangible as the soy and bio-based seat cushions and seatbacks on the 2010 Ford Taurus. The Taurus is the eleventh Ford vehicle to feature earth-friendly bio-based seat cushions and seatbacks. Ford has more vehicle models with seats that use soy and other bio-based foams than any other automaker. The current Ford Mustang, F-150, Focus, Flex, Escape, Expedition and Econoline as well as Mercury Mariner, Lincoln MKS and Navigator also use the sustainable material. “We already have bio-based foam on more than 2 million vehicles and we’re looking to convert 100 per cent of our fleet to it in the future,” said Jerry Brown, Ford Chief Engineer of Seat and Restraint Engineering. “This is just one way that Ford is advancing the use of eco-friendly materials in the industry.” For the past…arrow_forwardFacial Recognition Technology: Irina Raicu's Ethics Study The US Customs and Border Patrol and TSA are evaluating the use of face recognition systems for many border crossings and airports and CBP plans to incorporate facial scanners in all US airports within the next four years. An order to deter or reduce school massacres, certain colleges have facial recognition in their campuses. Churches have been equipped with facial recognition systems to evaluate attendance, as well as enhance safety. You work with a business that develops facial recognition tools with other applications; a team member points out that facilities for sexual abuse victims are organisations, that can use this technology, that are are very worried with the safety of their clients and employees. It will verify that those visiting or coming to the shelter are registered visitors or employees and do not have unwanted intruders; it could also help employees track and analyse behaviours in the shelter area. Should this…arrow_forward
- India is home to some of the world’s deadliest roads. However, international automobile makers do not provide standard safety features in entry-level cars sold in India that are required in other developed countries. India’s death toll on the roads has ranked top in the world for eight straight years, exceeding 130,000 fatalities a year. Despite this, automakers strip safety features such as air bags and antilock brakes out of the cars most people in India drive. They argue that Indian consumers cannot afford or are not willing to pay for safety features that could increase the cost of the car by 30 percent or more. Some manufacturers have begun to offer more safety features as standard in their models. But other producers are offering them only as an option, and some are not offering them at all to maintain price competitiveness. Is it right for manufacturers to include product safety features that are known to save lives in countries that require them but not to include such features…arrow_forwardIndia is home to some of the world’s deadliest roads. However, international automobile makers do not provide standard safety features in entry-level cars sold in India that are required in other developed countries. India’s death toll on the roads has ranked top in the world for eight straight years, exceeding 130,000 fatalities a year. Despite this, automakers strip safety features such as air bags and antilock brakes out of the cars most people in India drive. They argue that Indian consumers cannot afford or are not willing to pay for safety features that could increase the cost of the car by 30 percent or more. Some manufacturers have begun to offer more safety features as standard in their models. But other producers are offering them only as an option, and some are not offering them at all to maintain price competitiveness. Discuss world organizations that assist companies in developing and abiding by global standards to protect consumers worldwide.arrow_forwardQuantum Tech is our virtual company Introduction :Xiaomi and Huawei are two well-known Chinese consumer electronics businesses that have made significant contributions to the smartphone market. They have earned a solid reputation for their inventive products, affordable pricing, and dedication to technological developments, catching the attention of customers all around the world.Our company will be named as Quantum Tech. We are mainly concerned with the development, production, and sale of smartphones to consumers. Our company will devote efforts to developing cutting-edge mobile devices with advanced features and technology customized in order to fulfill smartphone consumers' needs. QUESTION : (1)Based on D’Aveni’s Hypercompetition and the New 7S Framework model, explain how your business can build a sustainable competitive advantage for all 3 companies. (2)Draw the Organizational Structure for your company. Justify why the structure is chosen.arrow_forward
- Identify a threat to Panasonic and offered three recommendations to solve a threat?arrow_forwardCape Town-founded mobility tech startup WhereIsMyTransport has secured R42-million in funding from Naspers. This investment forms part of R201-million funding round led by Naspers Foundry, Cathay AfricInvest Innovation Fund, and SBI Investment. WhereIsMyTransport has secured R42-million in funding from Naspers Phuthi Mahanyele-Dabengwa, South Africa CEO of Naspers comments on the importance of supporting innovations that address mobility issues. “Mobility remains an obstacle for billions of people in high-growth markets across the world. Our investment in WhereIsMyTransport is a testimony of our belief that great innovation and tech talent is found in South Africa, and with the right backing and support these businesses can provide solutions to local challenges that can improve the lives of ordinary people in South Africa and abroad.” WhereIsMyTransport, Founded in Cape Town in 2015, the mobility tech startup maps formals and informal public transport networks and uses this data and…arrow_forwardCape Town-founded mobility tech startup WhereIsMyTransport has secured R42-million in funding from Naspers. This investment forms part of R201-million funding round led by Naspers Foundry, Cathay AfricInvest Innovation Fund, and SBI Investment. WhereIsMyTransport has secured R42-million in funding from Naspers Phuthi Mahanyele-Dabengwa, South Africa CEO of Naspers comments on the importance of supporting innovations that address mobility issues. “Mobility remains an obstacle for billions of people in high-growth markets across the world. Our investment in WhereIsMyTransport is a testimony of our belief that great innovation and tech talent is found in South Africa, and with the right backing and support these businesses can provide solutions to local challenges that can improve the lives of ordinary people in South Africa and abroad.” WhereIsMyTransport, Founded in Cape Town in 2015, the mobility tech startup maps formals and informal public transport networks and uses this data and…arrow_forward
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