Two short answer questions

Apple Case Synopsis

Apple, founded by two guys in a garage in 1976, produced the first computer with a graphical user interface (communicating with the user via icons on the screen), and had continued to innovate both in hardware and software, particularly when led by co-founder and charismatic visionary, Steve Jobs. By 2007, after 30 years of carving a niche for itself as the premier provider of computing technology solutions for graphic artists, web designers and educators, Apple had reinvented itself as a digital entertainment company and changed its name from Apple Computer to Apple Inc.

 

 

In October 2011, founder Steve Jobs succumbed to the pancreatic cancer that had sidelined him from active participation in Apple’s day-to-day activities since 2009. COO Tim Cook, who had been called the genius behind Steve because of his handling of the day-to-day operational business at Apple, became CEO. In February 2015 Apple closed above $700 billion in market value, making it the most valuable company in the world.

 

Apple’s ongoing stated strategy had been to leverage “its unique ability to design and develop its own operations system, hardware, application software, and services to provide its customers new products and solutions with superior ease-of-use, seamless integration, and innovative industrial design.”[1] This strategy required not only product design and marketing expertise but also scrupulous attention to operational details. It also required continuous innovation and a way to anticipate consumer needs that lead to market share. Unfortunately, in almost all of Apple’s product categories, either demand was down overall (desktop/laptop computers) or competitors were grabbing share (mobile devices). Where was growth to be found? Rumors were circulating about an Apple car, and other services, such as Apple Music, iTunes and the App store were beginning to account for a growing percent of revenues. Was Apple’s future in services, acquisitions of companies in related industries, or something else? 

 

Given Apple’s global growth in multiple product categories, and the associated complexity in strategic execution, would CEO Tim Cook be able to sustain the level of innovation the company had been known for? Would Apple still be considered a hyper growth innovator, or was it now just a major consumer products company, like all others in the industry? In the coming years, would Apple still be able to take a bite out of all competition, or was the innovation over?

[1] From the Apple, Inc., 2008 Annual Report, 10-K filing, available at  www.apple.com/investor (Links to an external site.)  

1. What is leadership’s role in Apple’s strategic implementation?

2. a) What internal resources and assets does Apple have that may give it a competitive advantage? b) How does Apple use those assets to craft strategy?

Rubric

Team Case Rubric

Team Case Rubric
Criteria	Ratings	Pts
This criterion is linked to a Learning OutcomeCase Review	25.0 to >19.0 pts Accomplished Answers to case questions indicate a thorough understanding of the case. They are accurate, complete, and may explore novel solutions. 19.0 to >8.0 pts Developing Answers to case questions indicate some understanding of the case. The answers are generally correct but could be expanded upon. 8.0 to >0 pts Beginning Answers to case questions lack the required detail to demonstrate understanding of the case.	25.0 pts
This criterion is linked to a Learning OutcomeWritten Communication	10.0 to >7.0 pts Accomplished Uses graceful language that skillfully communicates meaning to readers with clarity and fluency, and is virtually error-free. 7.0 to >4.0 pts Developing Uses language that generally conveys meaning to readers with clarity, although writing may include some errors. 4.0 to >0 pts Beginning Uses language that sometimes impedes meaning because of errors in usage.	10.0 pts
This criterion is linked to a Learning OutcomeApplication of Course Resources	15.0 to >11.0 pts Accomplished Analysis incorporates class resources that are relevant and add depth. 11.0 to >7.0 pts Developing Analysis references course concepts but lacks depth. 7.0 to >0 pts Beginning Analysis lacks references to course concepts.	15.0 pts
Total Points: 50.0

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