JUL 307 - Apple iPad

7/31/2019 JUL 307 - Apple iPad

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ContentsIntroduction .................................................................................................................................................. 3

Competitive Advantage Strategy Model: ...................................................................................................... 5

Strategic Group Mapping: ............................................................................................................................. 6

PESTLE Framework: ....................................................................................................................................... 8

Political: ................................................................................................................................................. 8

Economical: ........................................................................................................................................... 9

Social: .................................................................................................................................................... 9

Technological: ....................................................................................................................................... 9

Legal: ................................................................................................................................................... 10

Environmental: .................................................................................................................................... 11

INDUSTRY ANALYSIS .................................................................................................................................... 11

Threat of new entrants: ...................................................................................................................... 12

Bargaining Power of the Buyers: ......................................................................................................... 12

Bargaining Power of the Suppliers: ..................................................................................................... 13

Threat of substitutes: .......................................................................................................................... 14

Rivalry among competitors: ................................................................................................................ 14

RESOURCE/COMPETENCY FRAMEWORK .................................................................................................... 15

Resources: ........................................................................................................................................... 15

Competences: ..................................................................................................................................... 15

VALUE CHAIN ANALYSIS .............................................................................................................................. 17

Secondary Activities .................................................................................................................................... 17


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Infrastructure: ..................................................................................................................................... 17

Human Resource Management: ......................................................................................................... 17

Procurement: ...................................................................................................................................... 17

Primary Activities: ....................................................................................................................................... 18

Technological Development: .............................................................................................................. 18

Inbound Logistics: ............................................................................................................................... 18

Outbound Logistics: ............................................................................................................................ 18

Marketing and Sales: ........................................................................................................................... 19

Operations: ......................................................................................................................................... 19

Conclusion ................................................................................................................................................... 19


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Introduction

Apple Inc. is a multinational that produces electronic and software equipment for consumers and

business professionals. Currently, Apple has 380 showrooms and display centers in more than 15

countries world-wide (Apple.com, 2012). Apple is now not only considered to be a pioneer of

massive technological advancements, but its products are also regarded as fashion statements the

world over. From the iPhone and the iPad to the iMac, Apple devices and software deliver

unparalleled processing power and graphic properties to its users.

Perhaps the greatest and the most definitive indication of Apples success is its market

penetration rates for its devices such as the iPod, iPhone and the iPad. According to a reliable

source, Apple devices that run on Apples proprietary operating system, the iOS, have an

astounding market share of 62.5% while competitors such as the Android operating system have

a falling market share as compared to last year (Chloe, 2012). Apple started off in 1976 by Steve

Jobs, Steve Wozniak and Ronald Wayne as Apple Computers (Carlton, 1998). By 2006 Apple

Computers had changed its name to Apple Inc. as its focus shifted from computers to other

consumer electronics including the iPad, iPod and the iPhone which played the most vital roles

in Apples success and helped it in becoming a multinational giant (OGrady, 2009).

Since its entry in to the tablet market with the iPad, Apples sales have soared exponentially over

the years and it has created strong brand loyalties among the consumers. With other nifty well-

placed value added services, Apples products are considered to be among the best both

functionally and aesthetically (BBC.co.uk, 2010).


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In this report, we will be using the competitive advantage, group framework, PESTLE analysis,

industry analysis, resource/competence framework and the value chain strategy models to

analyze Apple iPads business strategy.


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Competitive Advantage Strategy Model:

The competitive advantage strategy model makes use of Bowmans Strategy Clock which is

based on Porters Generic Map which defines how a company could turn its pricing to its

advantage and make it strength. According to Porters Generic Map a companys pricing could

be on one of the three options; cost leadership, differentiation or focused differentiation (Hill &

Jones, 2012).

iPad is a highly priced marvel of technology with competitive advantages as the Retina display,

Facetime and the best aesthetically pleasing tablet currently available in the market. If we look

closely at the iPad, we can come to the conclusion that Apple has strongly been following the

focused differentiation strategy for the iPad. The reasons for this conclusion include the fact that

the iPad runs on the proprietary operating system known as the iOS which is not compatible with

any other version of any other operating system in the market which means that applications

built for an Apple device can only be run on an Apple device running iOS. Apple has been

delivering very hi-end, highly aesthetically appealing iPads from the first generation iPad and it

has justified its pricing by giving exceptional customer support, and value added services such as

the option of getting the name of a loved one or an inscription engraved into the back of its iPad

device. iPad was also the first tablet to come out with the option of inserting and using a regular

mobile phone SIM to use 3G and non-3G data networks (Smith & Collins, 2002). Another

reason for concluding that Apple uses the focused differentiation technique for its iPad range is

the fact that before the introduction of the iPad, tablets were never considered to be the most

essential accessory or technological piece of equipment for the fashion-savvy individuals, or the

professionals that demand instant attention. iPad has carved its own way into the market and has

created its own demand without any pre-existing demand for such technology (Okonkwo, 2007).


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Apple offers unique and innovative products such as the iPad at a higher price than its

competitors but it also gives the option of getting the iPad on a contract with O2, 3, T-mobile,

Vodafone and Virgin Mobile to the consumers in UK (Richmond, 2011) which makes it

affordable and this has helped in building unshakable brand loyalty among the consumers.

Strategic Group Mapping

The strategic group mapping is a tool that helps businesses decide where they want to enter in

the current market. This tool also helps to identify the advantages that the competitors have over

the products of the company and where the company can capitalize with its product offerings.

Companies can also estimate the saturation within a particular market using the strategic group

mapping tool (Porter, 1980).


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-1 0 1 2 3 4 5Price

The price and differentiation comparison for the top five tablets available in the market as of

2012 is shown above in the strategic group map. Sony Tablet S offers high quality, style options

and appearance customizability whereas the Samsung Galaxy Tab 10.1 has the advantage of only

the largest screen size currently available for a tablet computer. The Asus Epad Transformer has

brought something unique to the table by giving the consumers the option of attaching a

keyboard with the tablet and turning it into a full-fledged touchscreen laptop. The Dell Streak 7

has got the lowest ratings as it is laggy, isnt as good looking as the others and is priced very

highly for its features giving almost no addition to its real value. Finally, iPad is at the top of the

ladder thanks to its ultra-bright Retina display technology, strong consumer base, designing

supremacy, quality finish and brand loyalty (PCMag, 2012).

Apple iPad

Samsung Galaxy

tab 10.1

Sony Tab S

ASUS ePad Dell Streak 7

Diffe

rentiation


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PESTLE Framework:

Political Economical Social Technological Legal Environmental

Favorable

exportpolicies.

iPads

manufacturingcost.

Resentments

because ofoutsourcing

among public.

Mobile

networks.

Child

laborlaws.

Environment

protection laws.

Fasterprocessors for

mobile devices.

Rising costs of

oil, silver and

aluminium.

Newer

inventions in

3D technology.

Jail-

breaking

Political:

1. Favorable export policies:The Information Systems Technical Advisory Committee (ISTAC) advises the Bureau of

Industry and Security, the key body behind the export regulations in the US (McDaniel,

1993), on the export procedures and policies of high performance computing devices and

other devices that are on the high-end of the technological curve. The ISTAC has kept a

favorable stance towards the exports of high end devices, such as the iPad, as these

devices contribute almost 20% of the USs gross exports. This, once again, is a positive

sign for Apples exports of iPads to other countries. The office of the United States Trade

Representative (USTR) also makes sure that there are favorable trade treaties in place for

businesses in the US (Destler, 2005).


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Economical:

1. iPads manufacturing costs:iPads manufacturing costs are low and due to the high demand in the market, its selling

price is good.

2. Rising cost of oil, silver and aluminum:As iPad uses stainless steel, aluminum and silver in its circuitry, body, and other

components this price increase would mean that the control price of iPad will have to be

increased. Apple will have to offer more value-added service to the consumers to justify

the rise in the per piece price.

Social:

1. Public resentment because of outsourcing:The public always resents the outsourcing process of a company as it means that jobs

would be cut and it gives a negative impression of the company. It tells people that the

company is more interested about saving money rather than giving back to the society.

Technological:

1. Mobile Networks:The short time difference between the introductions of better networks point towards the

fact that new technology is just around the corner. Apple should be ready for these

advancements in technology with compatible hardware in its new iPads.


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2. Faster processors for mobile devices:Currently the iPad uses the A5X core chip as its main powerhouse but as the competitors

such as Samsung and HTC are moving towards integrating quad-core chips by

Qualcomm and other vendors in their devices, iPad might find itself out-sped by these

new generation chips

3. Newer innovations in 3D display:Currently, Apple iPad is equipped with the best display available, which they call the

Retina display. But this might be obsolete pretty soon as competitors such as LG and

HTC have come up with integrated 3D cameras in their devices and pretty soon HTC has

announced to implement 3D display technology like the one used in Nintendo DS 3D in

its tablets.

Legal:

1. Child labor laws:As Apple is outsourcing most of its production process, it is essential that it keeps a close

watch on the ages of the employees that the outsourced company uses to stop any

possible negative advertisement just as the one that Nike had to go through (Ferrell,

2011).

2. Jailbreaking:Recently a court in the United States legalized the process of jail-breaking through which

a user could use simple software available on the internet to modify the internal

programming of the iPad to get access to administrator level commands. This allows the


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user to install pirated software which ultimately affects the sales and revenue generation

that Apple made through the App Store.

Environmental:

1. Environment protection laws:The US Environmental Protection Agency (EPA) have come up with more effective,

stringent laws for the companies where hazardous waste disposal and nature preservation

is concerned. These laws keep getting tighter and tighter because of the looming global

heating phenomenon and the efforts been made to stop such an event taking place. Apple

has to make more effort to ensure that all the waste is been disposed off properly and well

within the predefined laws.

INDUSTRY ANALYSIS

Anticipating new competitors which might be better than the company, external factors that

directly or indirectly affect he buying power of the consumers and the sway in the price of the

suppliers, a product that might be considered as a better or cheaper alternative to the companys

product and finally the never ending rivalry between competitors, all of these things make up

Porters five forces. Using Porters model of these five forces, we can identify how the overall

industry is going to react to new problems and what the current entry/exit barriers are for that

industry (Stonehouse& Campbell, 2004).


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Threat of new entrants:

Apples iPad falls directly in the high entrance barrier and with a low exit barrier, which means

that in the computer tablet industry new competitors can only enter with high investment and

technological achievements and can exit easily if their products fail. The tablets are costly to

make as they require special, controlled climate, very highly skilled workforce to make the

components of the tablets or if these components are bought, they must have high quality control

checks. A new entrant has to invest a lot money, time, capital, emotion and resources to enter

into such a market and compete directly with a giant figure such as the Apple iPad. The threat of

new competitors is virtually non-existent as all the major technological players including ASUS,

HTC, LG, BlackBerry, Samsung and Sony are already in the industry.

Bargaining Power of the Buyers:

Also known as the market of outputs, the bargaining power of the buyers means the customers

power to pressure the company for better products. This also includes how the customers react to


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change in price of the iPad and what features they are expecting of the newer iPads. As the iPad

already has the most differential advantage out of all the tablets available in the market today,

Apple has currently nothing to fear. But as new generation microprocessors are becoming readily

available such as the ones found in the HTC Quattro and Acer Iconia, iPads current A5X

processor that is only dual core looks very frail in comparison to these devices. iPads customers

will expect the next generation of iPads to finally get a quad core processor with more RAM and

other features that the iPad lacks such as a removable battery, better graphics performance, and

the ability to send and receive files over Bluetooth irrespective of the operating system in other

devices. All of these lacking features make the customers stronger and justifies their claims that

the iPad might just not be good enough.

Bargaining Power of the Suppliers:

The bargaining power of the suppliers, also known as the market of inputs, defines how much a

supplier could manipulate the company into bowing down to its terms. If the raw materials used

in the production of a product are unique with little or only one or two suppliers, than the

chances are that these suppliers could charge whatever they want to for the raw material. The

screens that are used in iPad are manufactured by Sharp, the world leader in LED display

technology. Interestingly, Sharps primary supplier for raw material is the same as Apples;

Foxxconn (Forbes, 2012). With the recent alliance between Foxxconn and Sharp, little is left to

the imagination that Apple was the moving force behind this alliance and that Apple has kept

both its suppliers happy by bringing them a new deal. As Apple is a major role player and buyer

of Foxxconns supplies, Foxxconn has little or no bargaining power as Foxxconns future

indirectly depends on Apples purchases for the iPad.


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Threat of substitutes:

The best part about technological advancements, breakthroughs and the products that these

breakthroughs lead to is that the company could get a patent which serves as a copyright for the

designs of this hardware. Apple has numerous patents that stop competitors or new entrants to

copy iPads designs, whether external or internal, and make it impossible for a substitute to

appear in the market. As the iOS is proprietary to Apple Inc., no other vendor or hardware

manufacturer can equip their device with the iOS. Overall, the threat of a substitute in the real

sense is almost nonexistent.

Rivalry among competitors:

As discussed before, the iPad already has a very big head start due to its design superiority and

the massively popular Retina display. The rivalry among the tablet market competitors is mainly

in two things; first is the operating system which sets the level of user friendliness and

customizability of the device and secondly the display of the device. All other things such as

battery life, camera pixel density and audio/video codec support are secondary for most of the

consumers. iPad is quite safe for the time from this rivalry as iOS has already defeated operating

systems such as Android and BlackBerry OS.


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RESOURCE/COMPETENCY FRAMEWORK

Easily Imitated Unique

Resources

Investments Retail Outlets Retina Display Other patented

technology and

components

Competences

Online shopping Timely delivery Quality of product Reliability of

product

Product designResources:

Apple has a huge resource for investment which it can use to better the iPad in the future and

come up with brilliant new technology to increase the wow factor in the device. In 2011, iPads

total sale hit an astounding 40 million.Apple has more than 380 retail stores worldwide meaning

that it has the greatest consumer reach of all the competitors in the tablet industry. The Retina

display technology used in the iPad means that the device has the largest viewing angles of any

device currently available in the market. The consumer could watch a movie, browse the web or

look at pictures from greater angles than the competing tablets. Finally, the iPad has a lot of

patented technology and that makes it impossible for any of the competitors to use the same

technology in their devices.

Competences:

An average number of 166 million visit Apples official website daily! That means that Apples

website has 166 million unique visitors every day and that alone shows the reach that the iPad

has to current and perspective consumers alike. Apple also prouds itself on the fact that all the

orders are shipped within a day and the iPads are delivered within a week to the consumers.


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iPads can also be preordered, gift packed, or engraved with custom inscriptions through the

online store. The iPads are one of the best made tablets currently available in the market; they are

thin, feel very nice to hold and can withstand some very high level of mistreatment because of

the Gorilla Glass and the fact that they are made from one single sheet of aluminum. All of this

adds to reliability of the product, the overall design appeal and the quality of the iPad.


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VALUE CHAIN ANALYSIS

Strategic planning of any business is incomplete without an in-depth value chain analysis. The

value chain analysis comprises of the entire process starting from the acquisition of raw materials

to the delivery of the product to the consumer. This process can be divided into two distinct

areas; primary activities and secondary (or support) activities. The primary activities directly

affect the production and delivery of the product while the secondary activities do not directly

affect the production capabilities but the affect the efficiency of the whole process. Strengths and

weaknesses of a company can easily be identified from analyzing

Secondary Activities

Infrastructure:

Apple is based in Cupertino, California, but the assembly of all of its products is outsourced to

China. These products are then shipped to more than 13 countries to Apple retail stores and

authorized resellers. The whole infrastructure is a large web of interconnected routes, vendors.

Human Resource Management:

Managing a large company with more than 140,000 employees is a big deal. For this Apple has a

Human Resource department to handle recruitments, payroll, firing and layoffs, employee

retention schemes and other human resource functions. Apple Inc. has an astounding retention

rate of 89% (PCMag, 2011) due to its payouts and employee satisfaction levels.

Procurement:

Apples main supplier for components and raw material for its motherboards is Hon Hai

Precision Industry Co., Ltd. which is also known as FoxxConn. It is based in Taiwan and it


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manufactures electronic components which it exports from Mainland China. Not only does iPad

uses components from FoxxConn, other popular devices such as iPod, iPhone and MacBook

from Apple and PlayStation 3 from Sony use components from them too.

Primary Activities:

Technological Development:

Apple strives continuously to come up with new technology as it is basically a consumer

electronics producer. Without new technological development, Apple will have no new

developments or devices for its consumers. The term technological breakthrough has become

synonymous with Apple and the consumers expect high-end devices such as the new iPad with

the A5X processor. For other industries technological development might be an option, but for

tablet and consumer electronic industries technological development is definitely a primary

activity.

Inbound Logistics:

The main source of all the raw material is FoxxConn and that is based in China. As all the iPads

are assembled in China, Apple does not need to import them in to the US. They order the raw

materials from FoxxConn and get them delivered to the assembly factories in China which

hardly takes two days. This way Apple always has the resources it needs in a matter of hours and

it can always procure more raw material on need basis.

Outbound Logistics:

Outbound logistics at Apple is a complex task as this requires the products assembled in China to

be delivered to 15 countries world wide. These countries include all the four corners of the map


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including United States, Canada, Australia, Brazil, Russia, India, Pakistan, United Kingdom,

Japan and the Middle East. For online shoppers, some stock is designated to be shipped to the

central warehouse in Cupertino, California.

Marketing and Sales:

Apple cannot be expected to generate revenue without proper marketing and sales of its

products. In 1984, Apple launched the most expensive advertisement of all time in the

SuperBowl to promote its new Macintosh personal computer. This TV advertisement was

directed by Ridley Scott and was based on the Orwellian world. This advertisement is still

regarded as the sole reason for Apples huge success way back in the 1980s and it is still

considered to be a masterpiece (Guinn, 2011). Apples marketing has always been a strong point,

specially the keynote sessions delivered by Steve Jobs in his signature black high neck and blue

jeans. Apple has been actively involved in showcasing its line of iPads in the Entertainment

Expos in the USA and has been actively keeping promotional discounts and offers at its retail

stores.

Operations:

The manufacturing processes that are involved are very much standardized. However the

distribution processes are not that standardized and the company gets an edge because of its

strong presence in the various areas of the UK with its 55 retail outlets.

Conclusion

Apple has been the ringleader for almost a decade now since the launch of its first iPod second

generation device. It has constantly developed new technology for the consumers and they have


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been complex and beautiful all at the same time. Although Apple has a major stronghold in the

tablet industry because of the iPad, they should not take the lead for granted as the competitors

are constantly bringing out new and better tablets. All it would take for the iPad to crumble is

large scale consumer acceptance of another device as a new fashion symbol.


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JUL 307 - Apple iPad

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