Strategic Management at Apple

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Submitted by to the category Business and Industry on 01/28/2011 10:15 AM

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Strategic Management at Apple, Inc. |

Case Analysis |

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Thomas N. Bailey |

1/25/2011 |

Kaplan University

GB520

Term 1101D

Unit 1

Introduction

Apple Computer's 35 years history is full of highs and lows, which is what we would expect in a highly innovative company. Over the last 25 years, Apple Computer, Inc. has had a turbulent market history but that has turned around in recent years. In January 2007, Apple Computer, Inc. was renamed to Apple, Inc. The change of the company name is one representation of the reinvention within the company that represents the change that Apple is leading. However, the company's evolution continues to maintain the relevant and marketable of its products. Apple made several hugely successful product introductions over the years. Apple rarely introduces a new type of product. Instead of being the pioneer, they are an expert “second mover” by refining existing products. This is a part of the Strategic Management at Apple, Inc.

According to Mello’s Strategic Human Resource Management (February 2010), “Strategic Management is the process by which organizations attempt to determine what needs to be done to achieve corporate objectives and, more important, how these objectives are to be met.” Without a doubt, strategic management is one of the most overused and misunderstood catchphrases in business. However, if used effectively it can have a positive impact on the organizations bottom line and significantly improves the organizations’ growth potential. Strategic management is all about formulating strategies and the key to making it work for the organization is to focus the organization’s strategizing efforts in the right areas and then manage the organization to achieve the define strategies.

Strategic management is critical to ensuring any company’s long-term survival. It would analyze and evaluate the present and intended status of an organization; formulating varying strategies at different...

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