Business Analysis International Strategy and Competitive Advantages for Global Company
商业分析代写 According to Iliev et al (2004, p. 133), Apple Inc. was selling its products exclusively in America, initially.Nowadays, Apple has expanded
Introduction
According to Iliev et al (2004, p. 133), Apple Inc. was selling its products exclusively in America, initially. Nowadays, Apple has expanded significantly beyond domestic market. Apple has so far succeeded to become a multinational organization, selling products and resourcing law materials globally. To minimize the impact of the existing rivalry in the PC industry at the global edge and to maintain competitive advantage, Apple applies non-competition strategies, (Yoffie, 2004). This section examines the strategies adopted Apple Inc to penetrate and to manage rivalry in the global market. Further, this part looks into the competitive advantages of Apple Inc, which enable it to maintain competitive edge In the PC industry globally. In addition, paper briefly highlights the benefits and shortcomings of the strategies adopted by Apple Inc, giving potential solutions and strategies based on the available data.商业分析代写
介绍
根据Iliev等人（2004年，第133页）的说法，苹果公司最初只是在美国销售其产品。如今，苹果已大大扩展了国内市场。到目前为止，苹果公司已经成功成为一家跨国公司，在全球范围内销售产品和提供法律资料。为了最大程度地降低现有竞争对PC行业在全球范围内的影响并保持竞争优势，苹果采用了非竞争策略（Yoffie，2004年）。本节研究了苹果公司采用的渗透和管理全球市场竞争的策略。此外，本部分还探讨了苹果公司的竞争优势，这使其能够在全球PC行业中保持竞争优势。此外，论文简要强调了苹果公司采用的策略的优缺点，并根据现有数据给出了潜在的解决方案和策略。
International strategy 商业分析代写
According to Iliev et al (2004, p. 133), Apple Inc. uses a combination of product development and product proliferation strategies to achieve and maintain its international competitiveness. Iliev et al notes that, product proliferation strategy is similar to the approaches used in creating barriers to entry. In such an approach, if new niches develop, the leader in a given industry benefits most. For example, Apple got the first mover advantage in the digital music market where it was the first company to provide online music through iTunes and the iPod. The other companies in the industry started to move into the niche, competition was raised and rivalry decreased
Product development on the other hand refers to the process of innovation of new or better products so as to replace the old ones. Apple has managed to lead in the PC industry in innovation and design hence, it has been able to exploit available opportunities and to gain significant market share in the international market. For example, in 2002 and 2003, iTunes and the iPod were made available by Apple at windows version. As a result, demand for the products skyrocketed and helped to propel revenues for Apple to record high. In fact, today, iTunes account for 70% for global market for digital music downloads, (Jones, 2011).
The combination of product development 商业分析代写
and product proliferation strategies is beneficial to Apple since the perceived value of the products of Apple Inc. generated through innovation and superior design proves to be inimitable competency. Thus, as much as this advantage exists, Apple will continue to lead in the PC industry. However, the product proliferation strategy adopted by Apple Inc.
a major shortcoming. According to Iliev et al (2004, p. 133), this tactic leads to high pressure for cost reduction and for local responsiveness. This makes this approach the most difficult to realize, but if a company succeeds, it can obtain a low cost structure and also considerable level of customer acceptance. According to Iliev et al (2004, p. 133), Apple applies this approach, but, it has not yet attained the optimal point. As a result, the majority of computer owners in the global market do not know much about Apple’s technology. For Apple to attain appropriately low cost situation, it has to come up with ways to persuade PC users in the global market from the very entry of their innovative and technological superiority.
国际战略
根据Iliev等人（2004年，第133页）的说法，苹果公司使用产品开发和产品扩散策略相结合的方法来实现并保持其国际竞争力。 Iliev等人指出，产品扩散策略与制造进入壁垒的方法相似。通过这种方法，如果有新的利基市场发展，则给定行业的领导者将受益最大。例如，苹果公司在数字音乐市场上具有先发优势，它是第一家通过iTunes和iPod提供在线音乐的公司。行业中的其他公司开始进入利基市场，竞争加剧，竞争减少
另一方面，产品开发是指创新或更好的产品以替代旧产品的创新过程。苹果在创新和设计方面一直设法在个人电脑行业中处于领先地位，因此，它能够利用可用的机会并在国际市场上获得可观的市场份额。例如，在2002和2003年，Apple以Windows版本提供了iTunes和iPod。结果，对产品的需求猛增，并推动了苹果的创纪录收入。实际上，今天，iTunes占据了全球数字音乐下载市场的70％（Jones，2011年）。
产品开发和产品扩散策略的结合对苹果有利，因为通过创新和卓越设计所产生的苹果公司产品的感知价值被证明是无与伦比的竞争力。因此，只要存在这种优势，苹果将继续在PC行业中保持领先地位。但是，苹果公司采用的产品扩散策略存在重大缺陷。根据Iliev等人（2004年，第133页）的说法，这种策略导致降低成本和提高局部响应能力的压力很大。这使这种方法最难以实现，但是如果公司成功，则可以获得低成本的结构以及相当高的客户接受度。根据Iliev等人（2004年，第133页）的说法，苹果公司采用了这种方法，但尚未达到最佳点。结果，全球市场上的大多数计算机所有者对苹果的技术了解不多。为了使Apple达到适当的低成本状态，它必须想办法说服PC用户从其创新和技术优势的进入中就进入全球市场。
Competitive advantage
Apple Inc faces great competition form other companies in the PC industry such as Dell, Compaq and Gateway. This forces Apple to come up with competitive strategies which best fits generic business level strategy in the industry life cycle (Lubeck et al, 2009, p. 8). According Lubeck et al, Apple is keen to constantly watch the other players and tries to predict the step that each of them is likely to take in the future in order to be ahead of them. Further, Apple possesses competitive advantage in specific areas resulting from its distinctive competencies. First, Apple enhances the quality of its products through improved product design, (Iliev et al (2004, p. 135). According to Besanko et al, (2009, p. 362) this helps in creating value through functionality and better product quality, thus leading to more pricing options and differentiation.
Moreover,商业分析代写
the Human Resource Department of Apple Inc facilitates it to reach superior quality since it recruits high skilled workforce that ultimately leads to better product quality, thereby also leading to more pricing options and differentiation. Also, the Research and Development department of Apple Inc plays an important role as a source of superior innovation and comes up with new brands of products that create more value to the customers and enhances usability.
As well, this factor results in more pricing options and to differentiation. Finally, the information systems in Apple Inc enhances internal communication and also, external coordination which in turn, optimizes business processes. This helps to reduce costs due to increased efficiency. According to Iliev et al (2004, p. p. 135).Apple adopts a model which acknowledges these distinctive competencies and sets a business model which facilitates it to enforce and to organize its competitive advantage. Therefore, all these above competencies enable Apple Inc to achieve superior level of innovation, enhance quality of its products and increase efficiency in production, hence provide Apple with a competitive advantage.商业分析代写
竞争优势
苹果公司面临来自PC行业其他公司的激烈竞争，例如戴尔，康柏和Gateway。这迫使苹果公司提出最适合行业生命周期中通用业务级别战略的竞争战略（Lubeck等，2009，第8页）。根据Lubeck等人的报道，Apple热衷于不断观察其他参与者，并试图预测他们每个人未来可能采取的步骤，以便领先于他们。此外，由于其独特的能力，苹果在特定领域拥有竞争优势。首先，苹果通过改进产品设计来提高产品质量（Iliev等人（2004，第135页）。根据Besanko等人（2009，第362页）），这有助于通过功能和更好的产品质量来创造价值。 ，从而带来更多的定价选择和差异化。
此外，苹果公司的人力资源部通过招募高技能的劳动力，最终提高产品质量，从而促进其达到更高的质量，从而也带来了更多的定价选择和差异化。此外，Apple Inc.的研发部门在提供卓越创新方面也扮演着重要角色，并提出了新品牌的产品，这些产品可以为客户创造更多价值并增强可用性。同样，这个因素导致更多的定价选择和差异化。最后，Apple Inc.中的信息系统增强了内部沟通，也增强了外部协调，进而优化了业务流程。这有助于重新由于效率提高而降低了成本。根据Iliev等人（2004，p。135）的说法，Apple采用了一种模型，该模型承认了这些独特的能力，并建立了一种有助于其实施和组织其竞争优势的业务模型。因此，上述所有能力使Apple Inc.能够实现卓越的创新水平，提高其产品质量并提高生产效率，从而为Apple提供竞争优势。
Conclusion 商业分析代写
In conclusion, Apple uses product a both product development and product proliferation strategies to achieve and maintain competitiveness in the global market. This approach is beneficial since the perceived value of the products of Apple Inc. generated through innovation and superior design proves to be inimitable competency. However, this approach leads to high pressure for cost reduction and for local responsiveness and hence, it becomes the most difficult approach to realize.
As demonstrated in this part, Apple Inc. needs to come up with ways to persuade PC users in the global market from the very entry of their innovative and technological superiority so as to attain the benefits of the strategy of cost reduction. As noted in the essay, Apple Inc. possesses various competencies including; product design, branding, usability and internal communication and external coordination. These competencies enable Apple to attain a competitive advantage against the competitors.商业分析代写
结论
总而言之，苹果公司使用产品即产品开发和产品扩散策略来实现并维持在全球市场上的竞争力。这种方法是有益的，因为事实证明，通过创新和卓越设计所产生的Apple Inc.产品的感知价值无与伦比。然而，这种方法导致降低成本和局部响应性的高压力，因此，这成为最难实现的方法。如本部分所述，Apple Inc.需要想出一种方法来说服PC用户在全球市场上摆脱其创新和技术优势，从而获得降低成本策略的好处。如本文所述，Apple Inc.具有各种能力，包括：产品设计，品牌，可用性以及内部沟通和外部协调。这些能力使Apple获得了与竞争对手的竞争优势。
References
Besanko, D., Dranove, D., Shanley, M. & Schaefer, S., (2009), Economics of Strategy, John Wiley and Sons, New York
Iliev V., Lindinger, A. & Poettler G., (2004), “Apple Coputer Inc. Strategic audit,” Retrieved from, http://www.andreaslindinger.net/downloads/strategicmgmts-lindingeretal.pdf商业分析代写
Jones D., (2011), “Apple strives for global markets,” Retrieved from,
http://online.wsj.com/article/SB10001424052748703302604575294530119152528.html
Lubeck, B., Niltz J., Danforth, J. & Brannon J., (2009), Apple Inc.: creating and sustaining acompetitive advantage, retrieved from, http://www.doxtop.com/browse/87cd47e4/iphones-competitive-advantage.aspx
Yoffie, D. B., (2004), “where does apple go from here?” Retrieved from,
http://hbswk.hbs.edu/item/3877.html商业分析代写
positioning 商业分析代写
It is widely recognized that Apple is a premium brand that demands and earns a price premium. This price premium spans the entire Apple product lineup encompassing the Macintosh, iPod, iPhone, software, and accessories. Apple’s positioning is aligned with targeting a less price sensitive customer. As a result, Apple’s culture and internal activities are structured to meet the needs of these customers, strategists call this needs-based positioning. Apple has thus created a culture and a set of activities to differentiate itself from rivals in order to meet the needs of their target customers. 商业分析代写
If Apple were to attempt to compete for all customer segments, it would have to lower product prices. The danger with such an approach is that it would not only undermine and erode the company’s premium brand image but it would also undermine the company’s culture and internal activities.
So what has Apple done in recent history to the Macintosh product line to demonstrate this premium positioning? Each new Mac revision has either maintained or been subjected to modest price increase while Apple has simultaneously improved product features. A few examples include the introduction of the unibody MacBook and MacBook Pro, larger displays on the iMac, and the replacement of the $499 Mac mini with a higher priced ($599) model. The motive is clear, protect the brand position vi
定位
众所周知，苹果是要求并赢得溢价的优质品牌。此价格溢价涵盖了包括Macintosh，iPod，iPhone，软件和配件在内的整个Apple产品系列。苹果的定位与针对价格敏感度较低的客户的定位一致。因此，苹果公司的文化和内部活动是为了满足这些客户的需求而设计的，战略家将其称为基于需求的定位。苹果因此创造了一种文化和一系列活动，以使其与竞争对手区分开来，以满足其目标客户的需求。商业分析代写
如果Apple试图争夺所有客户群，则必须降低产品价格。这种方法的危险在于，它不仅会破坏和侵蚀公司的优质品牌形象，而且还会破坏公司的文化和内部活动。
那么，Apple在最近的历史上对Macintosh产品线做了什么以证明这种优势定位？ Mac的每个新版本都得以维持或受到适度的提价，而Apple同时改善了产品功能。举几个例子，包括一体式MacBook和MacBook Pro的推出，iMac上的更大显示屏，以及以更高价格（599美元）的型号代替499美元的Mac mini。动机明确，维护品牌地位
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