Apple Inc.

1194 Words May 20th, 2013 5 Pages
Apple Computer Inc.
Strayer University
Bus 499
January 29, 2012
Professor Erica Atkins
Abstract
This paper describes the key strategic challenges facing Apple Computer. This paper will also describe the dimensions along which company success can be measured. We will also describe the critical external and internal environmental factors that have strategic implications for Apple’s future. This paper will further explain how Apple’s strategy stands up against industry rivalry. In closing we will provide recommendations to enhance the effectiveness of the company’s strategy or to change its strategic approach for better results.
Key Strategic Challenges facing Apple Computer
Apple Computer, INC.
We will describe the key strategic
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While this may sound like heresy relative to Apple history. The uniquely demanding strength and influence of Steve Jobs is integral to Apple’s heart and soul. Others will step up when he leaves but they will not replicate him. Furthermore, when Jobs’ strengths are overdone, errors occur. Past issues such as option backdating and disclosure failures regarding his personal health will have larger consequences in Apple’s wider world operation.
Dimensions along with company success is measured
Apple company success is measured by its foundation. In 1976 the company introduced the Apple I microcomputer. The machine became popular with hobbyists, but it had little commercial use. In 1977, the company brought out Apple II, a home and small business computer. The machine was an immediate success. Apple Inc (2011). Apple’s continued success lies in careful and thoughtful strategic management of these complex issues and challenges Brain Mass (2011).
Critical external and internal environmental factors
Internally, using the company’s core competencies in different product markets decreases Apple’s dependence on revenues from a single market. Related diversification allows the company to share resources, activities, and technologies across product lines, and the transfer of skills and intangible core competencies can build a competitive advantage that is difficult for rivals to emulate.

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