What were Apple’s competitive advantages

During the end 70s and beginning of the 80s, orchard apple trees matched advantages assured tall profitability to the crocked. orchard apple tree II and Macintosh were bountifulness (priced) products that were real easy-to- subprogram computers with kindly design and technical elegance. Despite the slow processor speed and the leave out of compatible softwargon, the combination of superior packet and peripherals, giving unmatched capabilities in desktop publishing, allowed orchard apple tree to reach 8% of the world grocery store and more than(prenominal) than 50% of the education foodstuff in the US by the mid 80s.Also cardinal other detailor outstanding for the high succeeder of orchard apple tree in its previous(predicate) days is the fact that the operating system (OS) was a closed system, being thence very difficult to clone. After some ups and d ingests during the 90s decade, the dodging of orchard apple tree continued to base on differentiation. They offer h igh-quality, an exceptional design, the ease of using up of their products, security, high-quality bundled computer softw argon and in-store personalized service of process. At the identical time, the incorporation of some model interfaces ( exchangeable USB ports) made Apple computers less closed systems, allowing the Mac customer to employ non Mac peripherals with his OS.In terms of technical features, the total Mac sales increased about 40% from 2006 to 2007 thanks to Intels dual-core technology for Apples laptops. This specification allowed Apple to build laptops that were faster and less-power consuming, and at the same time could also easily run Windows and other third-party OS. One of the master(prenominal) problems of Apple, the lack of Macintosh software, was now solved. As it was mentioned above, one of Apples recent competitive advantages is the in-store personalized service.This, of course, is directly related to the introduction of stores, grand not provided because those stores are sales locations, but also because it allows Apple to control the image of the print and provide an excellent customer service. The success of Apple stores is also due to the halo effect of iPod and iPhone that attracted many heap to the stores. The iTunes Music and App online store, together with the iPod and iPhone products, are also one of the main reasons for the increase of sales of Mac computers. Analyze the kinetics of the PC effort. Are these dynamics favorable or problematic for Apple?In our days computers are in nearly people everyday life and ancestry and therefore computers are becoming even more a commoditized product. It is estimated that 1 one thousand thousand of PCs are in use around the world The PC persistence has its origins in the mid-70s and it was dominated by IBM during its first decade of inhabitence. By the early 90s Wintels (Windows OS with Intel processors) replaced IBM computers as the industry standard. The merchandise in those grades already suffered some (fast) changes, as there were thousands of manufacturers (HP, Dell, Acer, Apple, and clone makers) make computers.In terms of buyers, also some several changes were observed the US was no longer the main customer of this industry. The main share of the modal(a) 15% growth of PCs goes to the emerging markets, to countries like India and China. At the same time, tax revenue growth didnt grow, mainly due to the decreasing of prices of these products. The main suppliers in this industry are the component manufacturers, the OS software programmers and the Application software developers. In what component manufacturers is concerned, the industry is dominated by two tamperers, Intel and AMD, to sustain microprocessors.These microprocessors are totally different in terms requirements and motherboard design, so if a PC manufacturer would think on changing the microprocessors of its products, it would also gull to support high switching costs. Th e OS software programmers are resumed to one player, Microsoft Windows (about 90% of world computers run through Window platform). The Application software developers are mainly ISVs, or Independent Software Vendors. In what buyers are concerned, we can divide them into 5 categories shoes, small and medium business, corporate, education and government.In the past years we have been assisting to several changes the home segment is at once the or so important of the segments (42% of computers were acquired by this segment in 2007), followed by the business customers. In order to respond to the many needs of these customers, PC manufacturers act offering broad products. At the same time, it also must be interpreted into consideration that these segments meet different requirements when acquiring a PC the home segment is very price sensitive and has recently started to note value the product design, the mobility and wireless capability.The business customer makes his decision based on a combination of price an service. In terms of barriers of new entries, brands like Dell, Apple or HP are brand recognized and in a general way their clients are loyal to them, creating therefore difficulties for a potential new player in this market. Also the fact that most of these companies have good relationships with OEM allows them to benefit from economies of scale. The threat of substitution is high. Taking in consideration that the home buyer is the best client, there are several products that might be an alternative to computers, in particular laptops. personal digital assistants, smartphones, or game consoles allow the consumer to run video, watch DVDs, play games, or even surf the web. In terms of competitive rivalry, the market is dominated by 4 players, Dell, HP, Acer and Lenovo. Together, these companies are responsible for more than 50% PC shipments (2007 data). In a general way, these companies are adopting a strategy of improving design, R&D spending, and aggre ssive consumer marketing. According to this industry analysis, Apples position in the market might be of some concern.One of the good and positive aspects of Apples strategy is the launching of complementary products to the Macs, like the Apple TV or home data centers. The strategy of differentiation and innovation has to continue to be adopted, as well as to build exclusive agreements and partnerships and OEM. Has Steve Jobs finally solved Apples long-standing problems with respect to the Macintosh business? In 1997, when Steve Jobs became the CEO of Apple, the firm was going through some problems with the Mac business.These problems werent solved with Spindler and Amelio strategies, which were mainly the cost reduction (cutting of 16% Apple workforce and reducing R&D spending), and several deep payroll cuts. Apple was already subject in several losses and something had to be done Steve Jobs started to restructure the caller-out partnerships with Microsoft, development of core pr oducts such as Microsoft Office, end of licensing agreements (to avoid cannibalization of Apples computers), consolidation of the product range, outsourcing, changing of distribution system, and promoting the brand as a hip alternative to other brands.But one of the most important changes was during 2006, four years after the launch of Mac OS X, when Apples computers also started to be equipped with Intel technology, allowing not only to reduce the technical specifications gaps between Macs and Wintel computers (Mac were slower in speed and more energy consuming) but also to use third-party applications (until then, Apple had to produce their own software because of its small market share). These measures, together with the synergies of iPod, iTunes and iPhone are responsible for the 33% increasing of Total Macintosh sales from 2006 to 2007.However, Apple still remains in the 2-3% range worldwide PC market. As its products are premium priced, I think that some measures might have t o be taken in consideration, such as to continue developing and improving the brand image in order to continue practicing premium prices in its products, to cleanse relationship with third parties (for example, with music labels for iTunes, with NBC for the Apple TV or with 3rd party software developers) or to continue producing complementary products to Macs. The iPod-iTunes business has been a spectacular success. Has Jobs found a new formula to create a sustainable competitive advantage for Apple?In fact, the iPod and iTunes and their synergies with Apples computers are one of the key drivers for the success of Apple. The launch of the iPod in 2001 and curiously the introduction of iPod for Windows in 2002 simply boosted Apples sales. In 2003 the sales of iPods more than doubled in respect to the previous year. Its design, the easy to use system, its high margins (thanks to the use of flash memories instead of hard disks) and its reasonable sell price are some of the factors r esponsible for being such a hit. But it is in this very same year that the iTunes system is born.This online service is the main factor for iPods success (in 2004, after the first year of iTunes launch, iPods sales almost increased 300% as of 2003 in 2007 the iPod accounts for 35% of Apples total revenue). This reveals the synergy between iPod and iTunes (and also iPhone). This competitive advantage is not difficult to maintain as Apple has in fact the best product in the market, in terms of computer hardware and an efficient easy to use online store. The only problem that might exist is in terms of relationships with the music companies. In order to maintain the market size, Apple has to improve on this subject.