The New Apple

The Case of the New Apple

Dorothy Melissa Rogers

Ashford University

Managerial Marketing (NAC1420A)

BUS620

Adebowale Onatolu

June 02, 2014

The Case of the New Apple

For decades, Apple Inc. has been at the forefront of innovative technology. Strong leadership, focused visions, and strategic business planning has led to the development of unique innovative products, such as the iPhone, iPad, and iPod. Apple’s success has been contributed to Steve Jobs, the late Apple Inc. co-founder, Steve Jobs. However, many speculate whether Apple can remain at the forefront of technology and innovation. Apple Inc. must implement exclusive generic strategies and segmentation strategies in order to meet consumer’s expectations and avoid a downfall.

Tim Cook, Apple’s current CEO, has great expectations to satisfy both consumers and shareholders. Consumers eagerly wait for the unveiling of Tim Cook’s next groundbreaking product that will change the PC, mobile, and tablet market, just like the iPad and iPhone. However, Apple must analyze its generic and segmentation strategies before introducing the next great product. According to Finch, market segmentation allows organizations to employ a variety of marketing mixes that appeal to distinct needs of homogeneous market segments (2012). In order for these market segmentation strategies to succeed, organizations must understand different market needs and how products will satisfy those needs. Acknowledging and understanding these needs contributed to Steve Job’s success. According to Washington Post (2010), “Jobs’ innovative visioning is fed by his own aesthetic sensitivity. He won't produce anything he doesn't think is beautiful. He develops his vision by examining the products of competitors, asking himself what he likes about them and what he wants them to have”.

Apple must continue to understand consumer’s evolving needs and be the first to tailor those needs to remain leading as the...