1. Explain the winning strategies of Apple. 2. Describe the organizational culture of Apple. Do you think Apple is moving towards achieving its vision? Explain.
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- Steve Jobs passed away in October 2011. Until his death, he had been the heart and soul of Apple’s innovation. Today 115,000 Apple employees continue onward in his absence. A huge question for many investors in whether the company can be successful without him. What do you think? What role did Jobs play? How can Apple respond to his loss? Would you be willing to invest in Apple without his leadership? Why or why not?9. A critique of the commitment of the company to the care of the natural environment; 10. What are the contextual factors driving BMW’s actions? 11. Who are the key constituents in the debate, and what are their goals for the program? What specifically are BMW’s goals?CASE STUDY - APPLE’S PLANNING STRATEGY Apple Inc. (Apple), one of the most valuable companies in the world in terms of market capitalization. Apple led the global technology market by developing innovative products such as the Mac, the iPod, the iPhone, and the iPad which redefined their respective markets. The Apple's approach to innovation which was driven by a passion for creating breakthrough products. Innovation was part of Apple's corporate DNA. Experts said that Apple was innovative because of its ability to iterate designs, devices, and functionality and create products that became a benchmark for customer experience. The Apple's founder Steve Jobs (Jobs) role as the chief innovator of the company. Jobs fostered a culture of secrecy at Apple and inspired employees to come out with path-breaking products by thinking differently. According to experts, it was Jobs's vision of developing 'insanely great' products that had made Apple an icon of innovation. One of the biggest…
- CASE STUDY - APPLE’S PLANNING STRATEGY Apple Inc. (Apple), one of the most valuable companies in the world in terms of market capitalization. Apple led the global technology market by developing innovative products such as the Mac, the iPod, the iPhone, and the iPad which redefined their respective markets. The Apple's approach to innovation which was driven by a passion for creating breakthrough products. Innovation was part of Apple's corporate DNA. Experts said that Apple was innovative because of its ability to iterate designs, devices, and functionality and create products that became a benchmark for customer experience. The Apple's founder Steve Jobs (Jobs) role as the chief innovator of the company. Jobs fostered a culture of secrecy at Apple and inspired employees to come out with path-breaking products by thinking differently. According to experts, it was Jobs's vision of developing 'insanely great' products that had made Apple an icon of innovation. One of the biggest…CASE STUDY - APPLE’S PLANNING STRATEGY Apple Inc. (Apple), one of the most valuable companies in the world in terms of market capitalization. Apple led the global technology market by developing innovative products such as the Mac, the iPod, the iPhone, and the iPad which redefined their respective markets. The Apple's approach to innovation which was driven by a passion for creating breakthrough products. Innovation was part of Apple's corporate DNA. Experts said that Apple was innovative because of its ability to iterate designs, devices, and functionality and create products that became a benchmark for customer experience. The Apple's founder Steve Jobs (Jobs) role as the chief innovator of the company. Jobs fostered a culture of secrecy at Apple and inspired employees to come out with path-breaking products by thinking differently. According to experts, it was Jobs's vision of developing 'insanely great' products that had made Apple an icon of innovation. One of the biggest…Imagine the value of cornering the technological market in personal computing. How much would a five-year window of competitive advantage be worth to a company today? It could easily mean billions in revenue, a stellar industry reputation, future earnings ensured—and the list goes on. For Xerox Corporation however, something strange happened on the way to industry leadership. In 1970, Xerox was uniquely positioned to take advantage of the enormous leaps forward it had made in office automation technology. Yet the company stumbled badly through its own strategic myopia, lack of nerve, structural inadequacies, and poor choices. This is the story of the Xerox Alto, the world's first personal computer and one of the great "what if?" stories in business history. The Alto was not so much a step forward as it was a quantum leap. Being in place and operating at the end of 1973, it was the first stand-alone personal computer to combine bit-mapped graphics, a mouse, menu screens, icons, an…
- Imagine the value of cornering the technological market in personal computing. How much would a five-year window of competitive advantage be worth to a company today? It could easily mean billions in revenue, a stellar industry reputation, future earnings ensured—and the list goes on. For Xerox Corporation however, something strange happened on the way to industry leadership. In 1970, Xerox was uniquely positioned to take advantage of the enormous leaps forward it had made in office automation technology. Yet the company stumbled badly through its own strategic myopia, lack of nerve, structural inadequacies, and poor choices. This is the story of the Xerox Alto, the world's first personal computer and one of the great "what if?" stories in business history. The Alto was not so much a step forward as it was a quantum leap. Being in place and operating at the end of 1973, it was the first stand-alone personal computer to combine bit-mapped graphics, a mouse, menu screens, icons, an…Imagine the value of cornering the technological market in personal computing. How much would a five-year window of competitive advantage be worth to a company today? It could easily mean billions in revenue, a stellar industry reputation, future earnings ensured—and the list goes on. For Xerox Corporation however, something strange happened on the way to industry leadership. In 1970, Xerox was uniquely positioned to take advantage of the enormous leaps forward it had made in office automation technology. Yet the company stumbled badly through its own strategic myopia, lack of nerve, structural inadequacies, and poor choices. This is the story of the Xerox Alto, the world's first personal computer and one of the great "what if?" stories in business history. The Alto was not so much a step forward as it was a quantum leap. Being in place and operating at the end of 1973, it was the first stand-alone personal computer to combine bit-mapped graphics, a mouse, menu screens, icons, an…Strategy; Downsizing Luxury Companies such as BMW, Audi, Mercedes, and Tiffany are thriving these days because they are expanding their luxury brands into more affordable product lines,thus allowing them to offer their premium branded products to a wider audience. An example isTiffany’s Heart Tag Charm, the Mercedes CLA, and the Audi A3.Required What type of strategy (cost leadership or differentiation) is being followed by Tiffany, BMW,Audi, and Mercedes? Comment on how effective you think this strategy will be for these firms.
- Subject: Competitive Strategy Case Study Wolfson looks to leverage Next’s opportunity in ecommerce Earlier this month, Lord Simon Wolfson celebrated two decades in charge of Next in typically low-key fashion; the milestone was barely mentioned inside the retailer’s headquarters near Leicester. When he was appointed chief executive in 2001 aged 33, Wolfson was the youngest person to run a FTSE 100 company. Since then, the company’s market value has tripled, and it has paid out more than £3.6bn in dividends. In January, when Bronek Masojada retires from the helm of insurer Hiscox, Wolfson will become the FTSE100’s longest-serving boss — and unlike Hiscox, Next has remained a FTSE 100 constituent throughout his tenure. But Hyman, who considers Wolfson “the outstanding retailer in the industry today”, warned against complacency: “We are still in the foothills of ecommerce . . . it’s a big mistake to think that having a decent website is the end of it when it’s just the start.” Wolfson’s…Subject: Competitive Strategy Case Study Wolfson looks to leverage Next’s opportunity in ecommerce Earlier this month, Lord Simon Wolfson celebrated two decades in charge of Next in typically low-key fashion; the milestone was barely mentioned inside the retailer’s headquarters near Leicester. When he was appointed chief executive in 2001 aged 33, Wolfson was the youngest person to run a FTSE 100 company. Since then, the company’s market value has tripled, and it has paid out more than £3.6bn in dividends. In January, when Bronek Masojada retires from the helm of insurer Hiscox, Wolfson will become the FTSE100’s longest-serving boss — and unlike Hiscox, Next has remained a FTSE 100 constituent throughout his tenure. But Hyman, who considers Wolfson “the outstanding retailer in the industry today”, warned against complacency: “We are still in the foothills of ecommerce . . . it’s a big mistake to think that having a decent website is the end of it when it’s just the start.” Wolfson’s…HOWARD SCHULTZ GETS STARBUCKS PERKING AGAIN Background. By the time Howard Schultz stepped down as chief executive of Starbucks, in 2000, the coffee chain was one of the world's most recognizable brands—and on a steady trajectory of growth. Eight years later Starbucks was suffering from a rough economy and its own strategic missteps, and Schultz felt compelled to return to the CEO seat. His previous tenure had seen promising growth, but now he faced a challenging mission: to lead a turnaround of the company he had built. [Here are excerpts from Schultz's interview with Harvard Business Review:] HBR: We thought we knew the Howard Schultz story. You had a vision, built a successful company, and moved on. But then Starbucks ran into trouble, and two years ago you had to return as CEO. How hard has it been to get things right? Schultz: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually…
