The Cross Boundary Disruptive Business Strategy

Apple Inc. is a well-known company that designs, produces and markets media devices, personal computers, and mobile communication. Also, the company sells related software, network solutions, peripherals, applications and digital contents (Johnson et al., 2012). The company is best known for its devices including iPad, iPod, iPhone and Macintosh computers. The most famous of the devices is the Macintosh computers released in 1984 as it utilized a Graphic User Interface. This protocol allows users to use a mouse to activate pictures on the computer and has been exploited throughout the industry in all modern computers. The first smartphone in the world was the iPhone that acted as a mini-computer that has similar features of a computer.

Many businesses jump to the conclusion of thinking that if a company can be successful in one area, that it can be just as successful in another. Before making this assumption, businesses need to expand on potential challenges that they might encounter

There are some problems that deal with the company as a whole. Does the company want to wait until they are “going down” to think of new innovations? The company knows that they can’t just sit without change. In an ever changing market, a company that wants to be successful must keep up

The second possible response taken by the incumbents is creating a new market by corporate venturing. It means using a start-up to create their own disruptive technology from a separate organization. The start-up would obtain a lower profit margin than the

Clayton Christensen is responsible for the term, disruptive innovation in which the smaller, unassuming store comes out of no where and takes the lead, which in this case the disruptor is the off-price retailer, T.J. Maxx and the disruptee is the full-service department store in this case is Macy’s (Christensen, 2017).

“The Innovator’s Dilemma” describes Christensen’s theory of disruptive innovation. But, his theory isn’t essentially briefed as one would assume. Her opinion is that case studies (like disk-drive industry) were chosen by the author to demonstrate his perception, as well as subjectively distinct success metrics.

Also, you bring up how important it is for a company to be innovative and push forward to gain market share. It is a very good point and I think most companies work to gain as much market share as possible to help grow their company.

If businesses don't evolve, they end up like Atari, Pan Am and Woolworth's, onetime industry leaders that crashed against the rocks of strategy, innovation and competition. So the successful ones aren't shy about borrowing good ideas from others.

Over time, companies desire to improve their products in the market which may involve changing the quality of their products and consequently increasing the costs. While customers would want the improved products, they often are unprepared meaning that they may shy away from purchasing such products. In this case, emerging companies tend to take advantage of such a market and introduce concepts that would be appealing to the customers and hence overpower the existing companies (Magretta,2012). Markides (2006) explains that disruptive business models are the decisions that a company makes that enables them to outshine or be above competitors in an individual market. The disruptive model focuses on disrupting the existing market and making the customers prefer the new company as opposes to the others (Magretta,2012). In this case, change of infrastructure can affect the way business is done. For example, transport companies can choose to implement a train station in a very congested road network to gain a competitive edge and also ensure that customers travel with ease.

Credited for her immense contribution in the communication sector, Apple Inc is one of the most successful communication gadgets company in the world. It has played an immense role in setting the trend and pace for other industry players. The company has several business strategies that have seen it scale to great heights (Cullen, 2013). Although Apple has been in existence for many years, her upward trend began in the year 2007. This is when the company produced the I-phone, a device of its kind at the time. There was no other company worldwide that had produced a phone that could match the I-phone features. Although this is debatable, the concept and idea of smart phones first originated with Apple Inc. I-phone was the first smart phone to be devised. It was a device that could be distinguished from ordinary phones that were in production at the time.

“Every once in a while, a revolutionary product comes along that changes everything,” Steve Jobs said after the release of the iPhone. His company’s invention changed many things about our culture. In 2007, the Apple Company released the first iPhone which introduced the smartphone as we know it. Although many people believe iPhones have ruined the way young people communicate, most people feel it has changed communication for the better. Millions have been sold with eight years and the company continues to grow and improve its technology.

The iPhone proved the ability of the smartphone beyond businesses to everyday consumers, permitting users to gain easy access to email and mobile browsing. Unprecedentedly, consumers felt like their computer was mobile.

Once again Apple has been the first to the market when it comes to new features such as the touch screen, which has helped to keep its competition at arms length. Like all other Apple products, the smartphone is seen by many consumers in the industry as fashionable and a must have. Also Apple’s online music store support has also been a huge lift to its smartphones, as consumers can download music and thousands of applications.

Tidd and Bessant (2009) argued that “Unless an organization is able to move into further innovation, it risks being left behind as others take the lead in changing their offerings, their operational processes or the underlying models that drive their business”.

Companies live and breathe innovation; or, at the terribly least, notice it basic to their success. Such companies are those that others ought to emulate for they recognize that to do business, as Peter Drucker prompt in an exceedingly recent Harvard Business review article, “Every firm—not simply businesses—needs one core competence: innovation.”