Apple Inc.

Paper Summary:

The paper evaluates the type of organization, strategic direction, planning, market assessment, marketing strategy, organizational structure and culture, operating locations and business operations of the Apple company. The paper shows how each of these elements are significantly changing as Apple's business model relies increasingly on the digital music side of their business, specifically the rapid introduction of new iPod and iTunes product lines. The paper includes tables in the appendix that provide five year analyses of the company's income states, balance sheets, key financial ratios and segment-based financial analysis. The paper concludes that the Apple product ecosystem is very effective in generating highly profitable sales in both established markets as well as in new channels.

Outline:
Introduction
Organizational Structure
Organizational Culture
Locations of the Organization
Apple's Strategy
Planning
Market Assessment
Apple's Marketing Strategy
Apple's Business Operations Systems
Summary

From the Paper:

"Apple's primary business is the development, manufacturing and selling of personal computers, accessories, peripherals, networking and personal MP3 players including the best-selling iPod and complimentary music download service, iTunes. The introduction of their digital music players, the iPod Series, and have both revolutionized the entire personal MP3 player industry while also successfully monetizing the concept of a downloadable entertainment with iTunes. Apple's iTunes Service has sold over 1 billion songs as of 2006, and now includes music videos, movies, ABC TV television programs, and audio books. The company's ability to successfully foster innovation as part of its culture is well-noted and has been the subject of research by both academicians and practitioners (Reppel, Szmigin, Gruber, 2006)."

Sample of Sources Used:

• Apple, Investor Relations (2008). Investor Relations. Retrieved May 4, 2008, from Apple Investor Relations and Filings with the SEC Web site: http://www.apple.com/investor/
• J Douglas Bate, Robert E Johnston Jr. (2005). Strategic frontiers: the starting-point for innovative growth. Strategy & Leadership, 33(1), 12-18. Retrieved May 2, 2008, from ABI/INFORM Global database. (Document ID: 796627621).
• Robert E Cole, Tsuyoshi Matsumiya. (2007). Too Much of a Good Thing? Quality as an Impediment to Innovation. California Management Review, 50(1), 77-93. Retrieved May 3, 2008, from ABI/INFORM Global database. (Document ID: 1392087591).
• Douglas B Holt (2003). What becomes an icon most? Harvard Business Review, 81(3), 43-49. Retrieved May 3, 2008, from ABI/INFORM Global database. (Document ID: 293576641).
• Kawasaki (1990) - The Macintosh Way. Harper Collins. Reprint Edition. September, 1990

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