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Unit 4: Assignment 1GB580: Strategic ManagementProfessor Ray KalinskiTeam B August 2, 2016 TABLE OF CONTENTSINTRODUCTION3STRATEGY CANVAS3BUYER UTILITY MAP5 BLOCKS TO CUSTOMER UTILITY5 THREE TIERS OF NONCUSTOMERS7 REFERENCES9APPENDICES Appendix A12Appendix B 14IntroductionIn a complex industry such as technology there are numerous avenues a company can pursue; with each avenue fulfilling a particular need for a particular a customer base. These customer needs, are what technology companies, like Apple, Inc., focus on in order to delineate their products/services from their competitors. Apple’s most influential competitors in the smartphone industry are HTC and Samsung. Along with Apple, these companies lead the industry, and have become close competitors in market share, because they have found their own respective niches; their own competitive advantages. The following will examine the strategy Apple, Inc. has already, and will need, to implement in order to set itself apart from the current leading competitors in the smartphone market. Strategy Canvas (Appendix A)If you are looking for a smartphone and willing to pay a decent amount, then there are three handsets you can chose from: the iPhone 6S, the Samsung Galaxy S7 Edge and the HTC 10. The iPhone 6S has the smallest screen of the three, while the Samsung Galaxy S7 Edge has a full HD screen and the HTC 10 has the larger screen of them all. The iPhone 6S has a design similar to that of the iPhone 6, but it is a little thicker and it has curved edges and exposed antenna bands. The Samsung Galaxy S7 Edge is nice, it has a slightly curved back, which makes it easier to hold. The HTC 10 has revamped the front, ditching the front facing speakers, making way for a fingerprint sensor with two capacitive buttons (similar to the Samsung flagship).The software that the iPhone 6S uses is IOS, it is centrally planned, it is a cleaner, smoother, and is more consistent. That is why from the software perspective, it is the better phone. Samsung’s Galaxy S7 Edge is a little cluttered and comes with too much bloatware. This phone will get decent support for the first few years, and it is possible to get rid of the Touch Wiz, but it something new users will not find to be easy to do. The HTC 10 has cut down on the bloatware and the extra bells and whistles in its senses UI, so it’s like using a Nexus (Stein, 2015).The battery life of iPhone 6S has been at war with the device thickness at the expense of battery size and has often opted to compromise on power for a slimmer one. Samsung seems to be the winner when it comes to battery life, but it depends heavily on the display and operating use. Samsung are more concerned with getting their users by offering the slimmest device possible. The iPhone 6S takes 3 hours to charge, and the Samsung Galaxy S7 Edge charges in less than 90 minutes. The HTC 10 battery supports quick charge, and customers can get a 50% in 30 minutes. The iPhone 6s can last up to 14 hours and the HTC 10 can last up to 27 hours of talk time and data (Dolcourt, 2016). The iPhone 6S has a dual camera and is rumored as being on the way featuring optical zoom and making an increase in performance. Samsung Galaxy S have been making some improvements in optimization and hardware, making improvements in image, quality and brighter shots. They are on track with keeping up to the iPhone 6S. The HTC 10 has a camera that’s capable of beating the excellent snapper on the iPhone 6S and matching the one in the leading Galaxy S7 Edge (Dolcourt, 2016).As for the iPhone 6S the starting price is about $540.00, which only gives you 16GB and it do not have an SD card slot for extended memory. The Samsung Galaxy S7 Edge is priced slightly above the iPhone. Most people feel that this is an “absolute beast of a smartphone,” with more that beats the iPhone 6S. With the HTC 10 you will pay slightly more also for the entry-level HTC headset, but you get double the internal storage, plus expandable storage for the price.When it comes to performance of the three iPhone 6S, Samsung S7 Edge, and the HTC 10. The three scored as followers; iPhone 6S- 4410; Samsung S7 Edge- 6461; HTC 10-5217. The Samsung Galaxy S7 Edge appeared to be the fastest in terms of performance for these headsets, with the HTC 10 running second and the iPhone 6S last (La, 2016).Buyer Utility Map (Appendix B)The buyer utility map is a tool used by managers to help review issues. According to Kim and Mauborgne (2005) the “map allows managers to identify the full range of utility spaces that a product or service can potentially fill” (p. 121). Companies want to deliver innovation and value to their customers and the buyer utility map will allow managers to focus on the steps needed to ensure exceptional value to customers.There are six utility levers that help identify the customer’s experience: purchase, delivery, use, supplements, maintenance and disposal (Kim & Mauborgne, 2005). The biggest competitor to Apple’s iPhone is the Samsung Galaxy. By using the byer utility map, Apple can determine the areas that have the biggest blocks to their success. Seeing the iPhone through the eyes of the customer will allow Apple to enhance their features and create a blue ocean strategy.Blocks to Customer UtilityWhen it comes to the Apple iPhone there is a variety to choose from the newest is the SE then comes the 6S, 6S Plus 6, and 6 Plus. The Apple iPhone has two competitors Samsung Galaxy and HTC 10. The Apple iPhone, Samsung Galaxy and HTC 10 each have distinctive features which makes them unique to customers when shopping to purchase one brand cell phone over another. The cell phone market has been around for many years and there is an ongoing demand. This is why it is important for companies to be competitive by creating their own value and distinguishing themselves from other manufactures. Apple must also bypass blocks, which will turn consumers to another brand over their own. There are six blocks to utility Apple needs to identify in order to persuade noncustomer into customers. Customer productivity is the first block to utility lever mentioned on the buyer utility map. This lever increases customer productivity by enhancing their experience with Apple by making their product fit their personal needs. By making the product more efficient, dependable and faster. Customers can not only make phone calls, text and e-mail but surf and shop on the go. Customers have one stop shop access in the Apple iTunes and App store. The second utility lever is simplicity. This utility lever explains what makes life simple for Apple iPhone users. The Apple iPhone set up and options are straightforward. Once a customer turns an Apple iPhone on there are step by step directions on how to set the phone up for use. The menu options are easily understood, which makes it easier for first time users, however Samsung Galaxy and HTC 10 cell phones offer the same directions. Convenience is the third block to utility, which calculates how extravagant a product is and how customer can save time and money. Apple offers a variety of phones, which gives customers many different options when it comes to saving time and money. Every device also includes Siri the personal assistant, which is available 24 hours and 7 days a week.The fourth lever is risk. Apple took a huge risk with the Apple iPhone SE. The Apple iPhone SE is the same size as a previous model the Apple iPhone 5S, but with the same internal parts as the iPhone 6 (Apple, Inc., 2016). The risk for Apple is coming out with a similar product from their previous cells phones and also offering them at a huge cost with a significant difference in gigabytes (Eassa, 2016). The Apple iPhones cater to different consumers, which gives them an advantage. Fun and image is the fifth block of utility on the buyer utility map. When it comes to fun and image this is the entertainment and visual images acquired from using the product. There is is Apple iPhone SE, 6S and 6S Plus. The Apple iPhone SE is a 4”, light weight phone with less camera pixels and contrast ratio than the other models (Apple, Inc., 2016). The SE is the more basic iPhone. The 6s and 6S Plus are ultra-fast, offer 3D touch, 1920-750 pixels and larger contrast ratio (Apple, Inc., 2016). This makes the iPhones 6S and 6S plus the more sophisticated of the Apple iPhones. The fun comes in using the devices to their capacity. The sixth lever is environmental friendliness. Apple has been working on a making their iPhones more environmentally friendly While, Apple says they are not where they want to be it is a work in progress (Liedtke, 2015). The Apple iPhone 6S and 6S Plus are more environmentally friendly than any other Apple iPhone (Liedtke, 2015). Apple iPhones has a block to customer utility because many customers who have a Samsung Galaxy or HTC 10 are loyal customers of those brands. Many will not switch from an Android device to an Apple. Samsung and HTC are making heads in the market and Apple is decreasing in numbers, however Apples reputation continues to proceed. Removing the Blocks to Customer UtilityThere are 6 blocks to utility that Apple needs to have removed or chipped at in order to be successful. Customer productivity is the first block to utility lever mentioned on the buyer utility map. In order to remove this block Apple needs to come up with the next big thing. They set the tone for things like the iPad and I Watch for others to emulate but they have stopped there and have not really had that item that is tangible to every customer since then. By finding a product that every customer will want and need will help in Apples efforts to get over the first block. The second block is simplicity. IPhone have been made extremely simple for customers since there creating. With millennials influencing most decisions in regards to trendy looks and fashions Apple will need to continue to generate simpler and simpler phones as well as software updates. People like simple and effort less. Apple will continue to develop the simplistic products possible. Luckily for Apple the Android operating system is more complex then Apple ever could be. Android is more of an umbrella term since they cover many makes and models to phones so the range of simplicity for those items is more complex. Convince is the third block that needs to be removed in order for Apples IPhone to be successful. In order for IPhone to remain convenient Apple needs to continue to offer different sizes of each phone they introduce. Having to option to purchase a larger 6S plus for instance is appealing to myself however my wife doesn’t like that as much as she just went with the regular 6S. With each model needs to also be more sizing for storage as well. Currently Apple offers three storage sizes 16, 64, and 128 GB amounts. They need to offer 64. 128, 210 GB amounts instead. More and more people are dropping their digital cameras and strictly using their phones for all pictures. Having more storage makes that process that much easier (Rindova 2014). With risk being the fourth factor Apple will also have this as a block no matter what. If they introduce a new product and customer feedback comes back as negative and sales are impacted, then Apple will have risk. If they wait for another platform to develop something and it became popular then Apple tries and get in on the new product like a bandwagon attempt they run a risk that the new product isn’t as good for new customers. Only way to evaluate the risk factor would be too simple stop introducing products. Fun and image is the fifth block. Apple does have this category pretty much taken care of since they offer a verity of products with different colors and different needs from almost every level. They continue to develop upon almost everything they have their hands on. With the IPhone specially having the colors on the back of the phones allows for customers to pick a phone that is more suitable to their life style (Kim, 2005). The sixth block is the environmental friendliness factor. Apple has made leaps and bounds compared to where they were when they started making the IPhones but they still want to become a more environmentally friendly company. (Liedtke, 2015). According to Apple the iPhone 6S and 6S plus are more environmentally friendly than any other Apple iPhone that they have ever offered. In years to come the same will hopefully be true for the newer models (Liedtke, 2015).After looking over the six blocks to utility that Apple needs to try and eliminate it is fair to say that they are headed in the right direction. With continued attention to detail and emphasis on trying to solve each one of the blocks piece by piece Apple will have the best chance of success with the IPhone for years to come. Three Tiers of Non Customers All businesses have existing customers and non-customers. Non-customers are essential to creating a blue ocean. In order to create these blue oceans, companies need to meet the demands of the non-customers in order to gain their business. There are three tiers to non-customers and they are listed below:First Tier: “Soon-to-be” are noncustomers who are the closest to your market and are sitting on the edge. These customers are ready to jump ship when the opportunity arises (Kim & Mauborgne, 2005).Second Tier: “Refusing” noncustomers are those that refuse to use products in a given market (Kim & Mauborgne, 2005).Third Tier: “never considered” these noncustomers are the furthest from your market and have never considered your company’s offerings (Kim & Mauborgne, 2005).The “soon to be” or first tier of non-customers of Apple and their iPhone products are current product users who are looking for the next best deal or value and have no loyalty to the Apple iPhone brand. These non-customers could be those who are tech savvy and don’t care for the iPhone ecosystem and the restrictions that come with Apple products. Government enterprises are tier 1 non-customers who are on the verge to jump ship based off of the security certificates provided. An example is the US military officials who use Apple iPhones for business but are not allowed to send or receive classified information via cellular device due to the security certificate. In 2012 the US military has decided to use the Android platform due to the security certificate and freedom. According to Milian (2012) "Android was more cooperative in supporting some of the capabilities that we wanted to support in the operating system, whereas Apple was more averse."The example above demonstrates how Apple’s customers jumped ship due to Apple not allowing more freedom with their devices platform. In July 2016 the US Army decided to come back to Apple due to the seamless operation of the iPhone as well as their new updated security certificate on the iPhone 6s. In an article by McGoogan (2016) The Army made the switch to the iPhone 6s due to the US Army Special Operations Command finding its "Android Tactical Assault Kit" slow, 'glitch' and prone to freezing, according to reports. Even though Apple was able to gain their business back, it demonstrates that these non-customers are willing to jump ship once a better value is available.The second tier non-customers known as the “refusing” non-customers are those who feel that Apples products such as the iPhone are overpriced and do not see the value in the product. These noncustomers can vary largely in age as well as technology advanced. Other tier 2 non-customers could be the elderly and or young adults who are on limited incomes. According to Anthony (2013) it’s not a wise move by Apple. At first, they said the 5c would be aimed at the China market, and be cheaper - between $300 to $500. But they didn't do it, so they won't sell well. In order for Apple to create a blue ocean opportunity with these tier 2 non-customers Apple will have to create an iPhone product that is similar to the iPhone 5c which is their entry level device, however would have to find a way to lower the price for the product. When the price is a deciding factor for purchasing a cell phone it is critical that Apple make a product that they can compete with the other manufacturers.The third tiers of non-customers are those who have never considered the iPhone as a product or service that would benefit them. These non-customers could be the elderly who are not in touch with technology. These non-customers feel that they are not in need of a cellular device; they like the standard landline and are satisfied with not having a means of communication while out of their home. Other tier 3 non-customers could be simple people that are satisfied with flip style phones or basic smartphones and do not think about nor even consider upgrading to an iPhone or any of its competitors. Children are great examples of tier 3 non-customers being they do not have a means of buying a device nor are they aware of the capabilities of an iPhone device.The three tiers of non-customers can be converted or transformed into customers by exposing the need and making them see the value in the products. These non-customers are buyers who typically purchase these products out of necessity and not out of emotion or desire. It seems that most companies including Apple Inc. focus their marketing and efforts on current users and users of similar products, when there needs to be a focus on the non-customers to obtain larger blue oceans.Appendix A Strategy Canvas  Competitive Alternative Map     #Competitive AlternativeiPhone 6SGalaxy S7 EdgeHTC 10  1Design988  2Display989  3Performance91010  4Camera8108  5Software899  6Battery Life9107  7Price787        Appendix BBuyer Utility MapBuyer ExperienceUtilitiesPurchaseDeliveryUseSupplementsMaintenanceDisposalCustomer ProductivityThe iPhone can help customers stay in contact with friends/family no matter where they maybe.  There are many supplemental accessories available for iPhones.  SimplicityThe iPhone is easy to use for most.Delivery of the iPhone can be immediate or take a few days depending on purchase method by customer.iPhones are easy to set-up with the help of step-by-step instructions.    ConvenienceiPhones can be purchased online or in a store for convenience to the customer. Apple has developed tutorials for the iPhone.Accessories are available through many sources. Customers can ship unwanted iPhones back to Apple.Risk iPhone could be damaged or defective upon delivery.Personal data on the iPhone can possibly be breached without proper set-up.Not all accessories will protect iPhone from damage.iPhones that are not protected by a case can shatter if dropped.Personal data that is not deleted prior to disposal could be breached.Fun and ImageThe iPhone is available in four colors.  Protective cases can be purchased unlimited styles based on customer individualism.  Environ. friendliness     Apple has a program that allows customers to ship unwanted products back for proper disposal.ReferencesApple, Inc. (2016). Compare apple iphones. Apple.com. Retrieved from http://www.apple.com/iphone/compare/Anthony K 2013 Price of new iPhone may be too expensive for China market.Anthony, K. (2013). Price of new iPhone may be too expensive for China market. Morning Edition (NPR). Retrieved from http://web.b.ebscohost.com.lib.kaplan.edu/ehost/detail/detail?sid=4fdb1f71-642c-4c9a-b41dbfed0b0436e8%40sessionmgr103&vid=15&hid=101&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=6XN201309111009&db=nfh2016072711123823421168Dolcourt, J. (2016). Samsung Galaxy S7 Edge. CNET. Retrieved from http://www.cnet.com/products/samsung-galaxy-s7-edge/Eassa, A. (2016). Apple inc. takes a bold risk with iphone SE. The Motley Fool. Retrieved from http://www.fool.com/investing/general/2016/03/23/apple-inc-takes-a-bold-risk-with-iphone-se.aspxKim, W. C. & Mauborgne, R. (2005). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant. Boston, MA: Harvard Business School Publishing.La, L. (2016). HTC 10 review. CNET. Retrieved from http://www.cnet.com/products/htc-10-review/Liedtke, M. (2015). The new iphone is environmentally friendly, apple says. The Huffington Post. Retrieved from http://www.huffingtonpost.com/entry/iphone-6s-environmentally-friendly_us_55f9c289e4b08820d9170a36McGoogan C 2016 US army ditches Android for 'faster' iPhonesMcGoogan, C. (2016, July 19). US army ditches Android for 'faster' iPhones. The Telegraph. Retrieved July 2, 2016, from http://www.telegraph.co.uk/technology/2016/07/19/us-army-ditches-android-for-faster-iphones/ 201607271037041556480885Milian M 2012 U.S. government, military to get secure Android phonesMilian, M. (2012, February 3). U.S. government, military to get secure Android phones. CNN.com. Retrieved July 27, 2016, from http://www.cnn.com/2012/02/03/tech/mobile/government-android-phones/ 201607271019341442972779Passary, A. (2016). OnePlus 3 vs. Galaxy S7 Edge vs. iPhone 6s: Did OnePlus create a flagship smartphone killer? Tech Times. Retrieved from http://www.techtimes.com/articles/166988/20160627/oneplus-3-vs-galaxy-s7-edge-vs-iphone-6s-did-oneplus-create-a-flagship-smartphone-killer.htmStein, S. (2015). Apple iPhone 6S review. CNET. (n.d.). Retrieved from http://www.cnet.com/products/apple-iphone-6s/Unit 5: Assignment 1GB580: Strategic ManagementProfessor Ray KalinskiTeam B August 9, 2016 TABLE OF CONTENTSINTRODUCTION3SIX PATHS OF CREATING BLUE OCEANS3STRATEGIES FROM THE SIX PATHS6 STRATEGY FOR NONCUSTOMERS6 IMPLEMENTATION PLAN OF NEW STRATEGIES7 NEW STRATEGY CANVAS9 REFERENCES11APPENDICES Appendix A12IntroductionThroughout the growth of Apple, Inc. it has aimed to set itself apart from its competitors by placing value on its principles that the company wasn’t just making technological products, it was making experiences, creating life altering interactions between technology and humanity (Apple, 2016). Undoubtedly, this worked in Apple’s favor, launching it into not only a global brand but a lifestyle brand - fully integrated into the daily functions of their users’ everyday routines. Decades later, other companies like Samsung and HTC have caught up to Apple and have taken significant percentage of Apple’s market share in the smartphone industry. In order for Apple to ignite a new generation of Apple users, it will need to follow the first principle of blue ocean strategy and re-construct their market boundaries, and then create strategies that can be implemented, measurable, and redeveloped. Six Paths of Creating Blue OceansWhen approaching the first path its important to consider that the iPhone’s largest competitor within the telecommunications industry is the Samsung Galaxy. So, while Samsung has become a proven alternative for consumers, there are other options in alternative industries for Apple to choose from. According to W. Chan Kim and Renée Mauborgne, authors of the book Blue Ocean Strategy (2005), “a company competes not only with the other firms in its own industry but also with companies in those other industries that produce alternative products or services” (p. 49). Today, there are so many different mobile devices that are not necessarily phones that can be used to communicate. The internet offers a multitude of applications that are free to users and they can be used as an alternative to a telecommunication. For instance, the Samsung Galaxy S7 can be used for texts, face-to-face communication, and actual phone calls. Consumers are much more savvy today and companies, such as Apple, should consider new alternatives to intercommunication when developing the latest version of the iPhone. Strategic groups are companies within an industry that share similar strategies when it comes to performance and pricing (Kim & Mauborgne, 2005). To avoid being ‘grouped’ in with other companies, Apple works diligently to create new value for their customers. Each version of the iPhone introduces new features while eliminating other features that are no longer relevant to their target customer. To differentiate themselves from their competitors, Apple has created its own operating system, iOS, that is hard to emulate fully. The iPhone provides proprietary software and hardware that is not compatible with any other phone on the market. Apple’s strategy is to focus on user experience and this has proven to be successful for the company. Companies have a tendency to target specific buyers without focusing on overlooked buyers. Kim and Mauborgne (2005), state that “challenging an industry’s conventional wisdom about which buyer group to target can lead to the discovery of new blue ocean” (p. 61). There are three groups of buyers who may be involved with buying decisions: purchasers, users, and influencers. Purchasers and influencers are not necessarily the actual user of a product. What this means for Apple is that their focus should shift to looking across buyer groups in an effort to understand the needs of potential users who have previously been overlooked. Understanding the needs of these untapped buyers will help Apple expand their market share. For Apple to create a blue ocean they should continually redefine who should be their target buyer and add value from that perspective.With the fourth path being look across complementary services and offerings, Apple has a one up on most companies. The fact that Apple introduces a new product every six to twelve months enables them to keep customers at bay with special incentives. For instance, currently if you go in and purchase a new iPhone 6S today you will receive a brand new pair of Beats wireless headphones for free as long as you’re a college student. The blue ocean strategy refers to companies looking for ways to pair customers with things they need with things that they want, this is a prime example. When Apple makes a decision such as this they are looking to pair customers with the phones they love and the headphones they’ll fall in love with once they use them. Path five is looking across function/emotional appeal for buyers. Apple has been taking care of decisions like this for years now. There most recent way of linking their products with the emotional needs of their customers is when they introduced the iWatch in 2015 (Gross, 2014). Since the release iWatches have become a desired thing amongst many and have paved the way in which other companies such as Fitbit and Garmin have introduced their own versions. With customizable accessories such as covers, wristbands, and watch face sizes the iWatch has become more than just an accessory. They also have done this with the iPhone with a variation of sizes. When iPhone 6S came out with only two offered sizes the same as iPhone 6 had, Apple received numerous complaints from customers that the phones were still too big for certain people. Apple decided to re-introduce an iPhone named iPhone SE which is smaller than the 6S and 6S plus and goes back to the iPhone 5 sizing. With continued innovations like these Apple will have continued success in this market for years to come. The sixth and final path is look across time, meaning how Apple is going to continue to adapt and change in years to come. It can be difficult to say the least to try and forecast for what the future has in store as far as cell phones are concerned. iPhones will continue to be developed in different ways and Apple is even taking a step further and developing a drop-proof phone that would require no case by the customer (Andronico, 2014). Other companies currently offer similar devices but Apple will not come out with a product unless they’re sure they have the best product to offer. If Apple can pull off a drop proof phone as well as make it water resistant they will most likely have continued sales for years to come. Strategies from the Six PathsUsing these six paths, Apple can should consider the following two strategies. The first would be to focus more attention on the actual purchasers of the product, not solely the users of the product. Apple understands who their users are but they could benefit even more from investing in appealing to the purchasers of their products. This ranges from parents purchasing products for their children, to young creatives purchasing the product for its seamless integration with Apples other products (Apple, Inc., 2016). As purchasers pricing is important, and one way to reduce the worry of spending the high price for such a product is to ensure longevity within the phones hardware. This can be done through improved screen durability to prevent scratches and cracks. Another strategy would be to appeal to emotional & functional aspects of the users and buyers. Apple, Inc. has built their brand on a principle of Apple not just being a technology company, but a lifestyle (Rangaswamy, 2015). One of the biggest moves Apple has made in this philosophy was creating the app store and opening up development of applications to the general public. By doing this they allowed for their products to appeal to countless niches around the globe and, even more, opened the doors for their products to be further integrated into the lifestyle of their users. The best strategy to appeal to the emotional & functional aspect of their users would be to ‘double down’ on the development of their iPhone 6S capabilities. This would provide application developers new avenues to create, leading to new applications & new customers seeking to integrate the new offerings into their lifestyle. Strategy for NoncustomersApple has appealed to a wide variety of customers within the target market and outside the target market The “Soon-to-be” noncustomers, which is the first tier, are the noncustomer who are looking to for a better solution (Kim & Mauborgne, 2005). These are the customers Apple needs to focus on first. They are not in the market but they are at the edge and will require some motivation to get them in the market.The first part of our strategy is to appeal to these “Soon-to-be” noncustomers by showing them the latest Apple iPhone 6S and how it’s new hardware provided a better experience than the other smartphones on the market, such as Samsung Galaxy S7 and HTC 10. The second is to explain the software components that Apple iPhones have to offer, such as the App store, iTunes, and a user interface that provides seamless integration with other Apple products (iMac, MacBook, etc). The final step is to explain the perks in service and support the iPhones offers with their Apple Care program and the Apple Genius Bar. Apple has many proprietary offerings with their smartphone, to appeal to a “Soon-to-be” noncustomer, they must put everything on the table, give the customer unique options, and let the iPhone do the rest. Implementation Plan of New StrategiesCreating blue oceans is a goal of all organizations and if it is not then the goals of the organization need to be re-evaluated. In order to achieve blue ocean success organizations should take a closer look at Apple and they can see a company that differentiates themselves from any and all competitors. Apple produces products that no other company can compete with when it comes to security and simplicity. Apple iPhones have created a blue ocean for Apple based off of its features, processor speeds and the way in which you manipulate the device. The functionality is flawless and users continue to remain loyal even though newer models rarely have noticeable changes. A strategy that we believe Apple should use and ultimately would be meeting the needs of current iPhone users and could potentially capture the business of non-customers, this is the creation of a more durable iPhone screen. Creating a screen that is shatter proof would be the answer to most cellular device users. As devices of all brands are dropped accidentally the screens often times break and create an unpleasant viewing pleasure for the user as well as an expense to get it repaired. A plan to implement this strategy would be to have current engineers develop a way to utilize a plexiglass or some other form of unbreakable glass that can be used for the iPhone but still be at a reasonable price to remain profitable as well as affordable to the customer. Once the solution has been achieved, Apple will market the new device as a shatter proof device that still offers the same lightweight design with a heavy duty screen. Our next strategy will be to gain the business of the “soon to be customers” by demonstrating the differences between Apples iPhone and the iPhone competitors. Our plan would be to persuade these soon to be customers that the iPhone is a better device and is the solution to meet their needs. We plan to show a side by side comparison between the iPhone, the Galaxy and the HTC and all their functions as well as the size differences. Our marketing will focus on these customers by creating value to them based on the security offerings of the iPhone, the advantages of using Apples proprietary program called iTunes and ability to use Apple Cloud along with its features. Our plan will be to create the value by listing the items that set the iPhone apart from the competition like the items mentioned above. This will bring the soon to be customers into the stores and the sleek design of the phone, the way the screen manipulates, and the size of the device will close the deal. A third strategy would be to create a way in which the iPhone battery could last longer when being used. There are a number of complaints on Apple forums that are talking about the short lifespan of the iPhone battery. Apple’s strategy will be to develop a program that will stop all apps that run in the background and that will adjust the screen brightness to reduce the use of battery power to get a longer lasting battery life. Our plan will be to add this feature to all devices as a feature that can be turned off and on at the desire of the user. This will allow those who do not like a dim screen to continue to have a bright screen and deal with less battery life. Our overall plan will be to implement all three strategies along the same time frame to allow for a new launch of a device that is different than any other iPhone that has been released. Our plan will be to use these new features and approaches to capture the attention of all tiers of noncustomers as well as providing a need for current users to upgrade and purchase the new device. Our marketing will capture the elegance and professionalism of the device as they currently do but will now focus on highlighting the new and improved durability of the screen the battery saver options and the features that competitors do not offer (security, iTunes, Cloud, where's my iPhone). Apple will continue to differentiate themselves from others and their products will continue to set the level of excellence in the mobile cellular device industry.New Strategy Canvas (Appendix A)The first strategy would affect the durability and accessories. This is because they are what the customers are expecting from the iPhone, if the phone is dropped or get water spilled on it. Most people determine whether to buy an iPhone by how long it can last and if they can find the ideal accessories to fit their personality, and with this phone by improving these qualities can be the first in many steps to making it better than the competition.The next strategy will affect the target customers, communication and services and offerings. Because of the rapid growth of the app industry, the more features a smartphone provides, both hardware & software, the more elaborate the applications developers create become (Goel, 2016). This not only opens doors for coders and developers but also for users. The primary target customer base for new applications has been young adults and teenagers, for this reason Apple should develop their latest features with the focus being to increase application development and draw in more young adults and teens users. Tapping further into this base will allow Apple to capitalize on the upcoming generation and begin outcompeting Samsung and HTC years in advance. The last strategy will affect the apps and features. These changes appear with problems from the life span of the battery, which really only last no more than 1to 3 years. The apps would not run in the background of the iPhone which made for some improvements in this area, when you needed an icon or feature. By adding new features and better apps to the iPhone you will certainly get better performance and not only that, but there will be a new growth of customers wanting to purchase the iPhone 6s over their competitors. By implementing these strategies Apple and the iPhone 6s is sure to please anyone that’s in the market for a smartphone.ReferencesApple, Inc. (2016). Compare apple iphones. Apple.com. Retrieved from http://www.apple.com/iphone/compare/Andronico, M. (2014). New apple patent could make iPhones drop-proof. Tom’s Guide. Retrieved from http://www.tomsguide.com/us/apple-iphone-drop-proof-patent,news-19972.htmlGoel, V. (2016). Once taunted by Steve Jobs, companies are now big customers of Apple. New York Times. Retrieved from http://www.nytimes.com/2016/08/08/technology/once-taunted-by-steve-jobs-companies-are-now-big-customers-of-apple.html?_r=0Gross, D. (2014). Before the iWatch there was... CNN. Retrieved from http://www.cnn.com/2014/09/02/tech/mobile/smartwatches/index.htmlEassa, A. (2016). Apple, inc. takes a bold risk with iphone SE. The Motley Fool. Retrieved from http://www.fool.com/investing/general/2016/03/23/apple-inc-takes-a-bold-risk-with-iphone-se.aspxKim, W. C. & Mauborgne, R. (2005). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant. Boston, MA: Harvard Business School Publishing.Rangaswamy, E. (2015). A study on the critical success factors of iPad focusing on the buyer behaviour and involvement. Amity Global Business Review, 10. 95-109.Appendix A Strategy Canvas   Competitive Alternative Map    #Competitive AlternativeOur CompanySamsung GalaxyHTC 10  1Features977  2Apps1097  3Services/Offerings998  4Water Resistant797  5Communications1099  6Customers1098  7Durability988        
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