Apple case

Résumé du document

It's a tough task for companies to accomplish if asked to develop a competitive advantage into a sustainable competitive advantage. If companies need to satisfy this criteria, it could mean that the designated company should not possess qualities such as a value creating ability or capability. By companies not possessing qualities of value creation, there is less scope for duplication or implementation by others firms (the concept of ?competitive dependability'). On a careful scrutiny, the thought of duplication does not dominate the competitive dependability scene. However, the fact that the development might be considered as redundant in the environment is of prime consideration. Now let us study the Competitive Advantages available at Apple.

Extraits

[...] Now, Dell, for example, devote than of sales to R&D. Companies prefer to concentrate its efforts on innovations in manufacturing, distribution and marketing to give them a competitive advantage. In the 21st century, the large contract manufacturers, based mainly in China and Taiwan begin to build alliances with the major companies. These last ones designed and assembled basic computers in Asia and finished production in geographic hubs, such as Mexico or Southern California to serve the Americas. The goal is to ensure the lowest possible price on a market always more competitive. [...]

[...] Superstores, such as Wal-Mart and Costco, became to distribute PCs. Then, the largest distribution channel offer generic PCs that were assembled by local entrepreneurs. One-third of all PCs has bought by the distribution channel. ( The market's actors In 2006, we have three top PC vendors, Dell, Hewlett-Packard and Lenovo. They represent 40% of all PC shipments. Then, we have well-know brands, Acer, Fujitsu, Toshiba but none of these firm had more than share. Dell has a distinctive business model, the company is centered on direct sales. [...]

[...] It is the same think with an MP3, and Flash Drive . This new competitive advantage permitted to Apple to come back on the market PC. (Horizontal and vertical integration During the 90's Apple thought about the supply chain environmental. company practiced horizontal and vertical integration to a greater extend than any other PC company, with the exception of IBM. Apple typically designed its products from scratch, using chips, disk drives, and monitors, as well as unusual shapes for its computers' chassis . [...]

[...] ( In 1990 The Apple's main competitor was Microsoft. But in 1990, Apple realized that it lost the war of the operating systems against Microsoft. Indeed, in 1990, Microsoft launched the Windows which was a great success. In the same time (in 1991), Apple presented the operating system 7. To counter the success of Windows Apple, with the help of Novell, developed MAC OS, the Macintosh operating system. Then, with the help of Intel, Apple launched the Star Trek project. The project was a great success. [...]

[...] Finally, the company also lacked of organization within its range of products. It also lacked of organization in the management of its different projects, this led to disastrous results (Keleida, Taligent). Even if it was necessary to reduce costs and spending, this was not enough to compensate the loss that happened during all those years. Part IV: Has Steve Jobs finally solved Apple's long-standing problems? What impact has the iPod had on Apple's success? In 1997, Steve Jobs return to be Apple's leader. [...]