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    QSPM For Apple

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    Wei Kang
    The document discusses strategic alternatives for Apple, including: 1. Launching a new product every year to take advantage of opportunities in growing PC and mobile markets while addressing threats from competitors lowering prices and rapid technology changes. 2. Partnering and cooperating on joint ventures to strengthen relationships with other companies and use the internet to improve sales while having a weaker market share than Microsoft. 3. Maintaining innovation through R&D to introduce new products frequently and leverage its strong brand image and loyal customer base, while being an expensive company with short product life cycles.

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    QSPM For Apple

    Uploaded by

    Wei Kang
    4K views2 pages
    The document discusses strategic alternatives for Apple, including: 1. Launching a new product every year to take advantage of opportunities in growing PC and mobile markets while addressing threats from competitors lowering prices and rapid technology changes. 2. Partnering and cooperating on joint ventures to strengthen relationships with other companies and use the internet to improve sales while having a weaker market share than Microsoft. 3. Maintaining innovation through R&D to introduce new products frequently and leverage its strong brand image and loyal customer base, while being an expensive company with short product life cycles.

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    QSPM for Apple

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    The document discusses strategic alternatives for Apple, including: 1. Launching a new product every year to take advantage of opportunities in growing PC and mobile markets while addressing threats from competitors lowering prices and rapid technology changes. 2. Partnering and cooperating on joint ventures to strengthen relationships with other companies and use the internet to improve sales while having a weaker market share than Microsoft. 3. Maintaining innovation through R&D to introduce new products frequently and leverage its strong brand image and loyal customer base, while being an expensive company with short product life cycles.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as XLSX, PDF, TXT or read online from Scribd
    Download as xlsx, pdf, or txt
    4K views2 pages

    QSPM For Apple

    Uploaded by

    Wei Kang
    The document discusses strategic alternatives for Apple, including: 1. Launching a new product every year to take advantage of opportunities in growing PC and mobile markets while addressing threats from competitors lowering prices and rapid technology changes. 2. Partnering and cooperating on joint ventures to strengthen relationships with other companies and use the internet to improve sales while having a weaker market share than Microsoft. 3. Maintaining innovation through R&D to introduce new products frequently and leverage its strong brand image and loyal customer base, while being an expensive company with short product life cycles.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as XLSX, PDF, TXT or read online from Scribd
    Download as xlsx, pdf, or txt
    of 2

    Strategic Alternatives 1 New Product Launch In Every Year Key External Factors Opportunity Constant growth of its product

    in PC and mobile industry Expertise in innovative skills, technical competence and marketing ability Downloadable music and MP3 players are highly marketable The ties of apple other companies are weak, Apple can develop good relationship for joint ventures. Expanding use of internet to sell products and services. Threat Competitor lowered their product margins to gain market share. High product substitution effect in innovative and competitive technology market. Incompatibility with windows platform Inconsistency of global financial stability and global economic conditions Global market are highly competitive and subject to rapid technological change Companys future performance depends in part on support from third-party software developers. Total Strength Strong innovation and R&D manage frequent product introductions and transitions Strongest brand image and Apple has ascended to a brand of distinction in computer industry. Large segment of loyal customers of Apple culture Global market share in technology market. Consistently solid financial performance. Web technology can be used to improve product awareness and sales. Expert in developing own software and hardware. Weakness Expensive products as compared with competitors Difficulty to ensure consistency and quality within its products Products with short life cycle Apple market share is far behind from major competitor Microsoft. Weak presence in business arena Low E-trade exist for Apple products. Total 0.09 0.07 0.08 0.05 0.11 0.04 1 3.88 2 0.22 2 1 4 0.18 0.07 0.32 0.11 0.07 0.09 0.09 0.03 0.08 0.09 4 0.36 4 3 3 1 0.44 0.21 0.27 0.09 0.15 0.07 0.1 0.08 0.09 0.09 1 1 1 1 0.08 0.09 0.09 4 3 0.6 0.21 0.07 0.11 0.04 0.09 0.11 4 3 1 0.28 0.33 0.04 Weight AS TAS

    Strategic Alternatives 2 Parnetship And Cooperation And Joint Event AS TAS

    4 3

    0.28 0.33 0

    4 4

    0.36 0.44

    3 3 2 1 3 3

    0.45 0.21 0.2 0.08 0.27 0.27

    0.44

    3 1 2 4

    0.27 0.03 0.16 0.36

    4 1 3 2 4 1

    0.36 0.07 0.24 0.1 0.44 0.04 5.4

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