Apple Computers Inc.'s marketing plan

Introduction

Marketing Strategy of Apple Computers Inc.

Steven Jobs and Stephen Wozniak launched Apple in 1976; the company transformed the personal computer market and served as a shining example of the emergence of a clean industry in the New West. The business, which was founded in the Santa Clara Valley of California, produced the Apple I, a single-board computer with on-board read-only memory (ROM), as its debut item. It cost around $650 when purchased without a monitor or keyboard.

 Jobs and Wozniak rapidly released the Apple II, which had a keyboard, color display, and expansions for peripheral devices, after orders immediately skyrocketed (Birzer & Schweikart 2003). Apple launched the Macintosh in 1984 with a focus on the business and educational markets. By that point, the corporation had transformed not only American industry but also entire regions of the West around silicon. In 1996, Steve Jobs returned as temporary CEO after a string of CEOs had failed to keep Apple viable. He promptly began a new marketing and licensing arrangement with Microsoft. His direct sales idea, the Apple Store, returned the business to profitability in 2000. (Birzer & Schweikart 2003).

A new range of computers built on the PowerPC processing chip was introduced by Apple computers in 1994. The new chip was developed in collaboration with Apple Computers, IBM, and Motorola, and because it could coexist with the market-dominating Intel processor, it was promoted as a significant advance in computer technology. A consumer could run both software designed for Apple computers and software designed for Intel PCs on the same Apple machine by purchasing emulation software.

 Even the name of the device, a PC with a free Mac inside, was misleading. Since 1984, Apple Computers has held an 8–10% market share in personal computers, although more lately, the company has been experiencing financial difficulties (Gottinger 2003). Apple employees thought that interoperability with the Intel-based PC, which has an 85% market share, would significantly enhance Apple computers' market share. The outcomes of the launch of the new device fell short of Apple's expectations and projections. The price of Intel's Pentium processors had to be reduced by 40% as a result of the PowerPC chip's increased competitiveness. Apple thus failed to deliver on its promise of more affordable computers (Gottinger 2003).

One of the pioneers in the computer industry is thought to be Apple Computers Inc. The industry underwent several adjustments as a result, and these changes are still evident today. Other computer companies based the design of their product's specifications and physical attributes on the company's products. It also measures the effectiveness of product design. For the numerous markets it seeks to serve, the company provides a range of products. The company's products provide something unique.

The topic of Apple Inc., its products, and the markets it targets will be covered in this essay. The report will examine how the organization's marketing mix has changed over the last five to ten years as a result of factors in the marketing environment. In addition, the article will assess potential future environmental changes and their implications for the next five to ten years.

A. Market and market orientation of the company

The concept of involving workers in implementing internal changes to policies and processes that might be connected to the market performance that external customers would value was clearly influenced by the market. Traditional marketing expertise is not enough for this. The more conventional marketing strategy, which attempted to influence worker attitudes solely through official interactions, was dismissed as superficial and unidirectional. The transition to a market- and customers-first mindset required a new way of thinking about existing organizational knowledge.

 As a result, new information was "found" through a new patterning of the realities (Lewis & Varey 2000). The strategic values of an organization relate the organization to its surroundings and provide the foundation for a successful business. These ideals are mirrored in the organization's prevalent culture, which itself is a reflection of these principles (Lewis & Varey 2000).

Students and professionals who require computers and other digital technology make up Apple Inc.'s target market. Devices that can save records and other personal or professional information are required by this market. Devices that can provide entertainment even when consumers are not at home are needed for this sector. The market that would prefer gadgets that wouldn't squander their time is this one. A deeper client focus is the marketing orientation that the organization is attempting to implement. When compared to other businesses, this kind of approach helps the company reach its objectives and offer effective service.

Macro environmental factors that influence how marketing is done

Apple Computers Inc. ensures that it complies with the laws of the nation and with the regulated standards of the nation when it comes to the legal aspect of the macro environment. The business seeks to respond to the market's economic circumstances when it comes to the economy. Regarding the technological component of the macro environment, the corporation uses a range of innovations that aid in boosting productivity and enhancing the caliber of its output.

Their target market is identified using the macroenvironment's demography component. Apple Computers Inc. has access to the knowledge it needs to make products that the majority of people will like and buy thanks to the macro environment's cultural component. The macro environment's social component determines how long the company will remain in the market. The corporation uses nature as a component of the larger environment to enhance how it appears to its customers.

Microenvironmental forces

Potential competitors are among the company's microenvironmental forces. Potential competitors have little sway over the companies. However, the corporation maintains low unit production costs to ensure that no further issues occur, helping to ensure that the new entrant will not have an edge over them. The rivalry between competitors is another micro-environmental force. The actions taken by the companies are impacted by rivalry in the marketplace. Both businesses take different actions to give themselves an edge over their rivals.

Additionally, replacements, a microenvironmental force that has a significant impact on businesses since they might cause them to lose their current clientele, are another factor. Both businesses make sure that the alternatives won't cause them too many issues. Finally, the microenvironmental force of buyer and seller bargaining power has a significant impact on both businesses.

SWOT analysis

Apple's popularity around the world is one of its strengths. The business is well-known on a global scale. The company's well-established brand is another asset. The company and its products are well-known because of its enduring brand name. Additionally, the company's use of excellent advertising is a strength. Last but not least, a strength of the environment Apple Computers Inc. is its website, which is user-friendly, appealing, and educational. The company's biggest shortcoming is the health risks associated with using its products. When a user spends too much time using a product and neglects to perform other important tasks, it might lead to health issues.

The company's inability to prohibit users under a specific age from utilizing its products is one last area of weakness. Young children might use their product to view things that are inappropriate for them to view at this time. The business has the chance to develop goods that can not only satisfy customers but

and health advantages. The business can develop a product that won't seriously endanger the health of its users. The business has the chance to discover more methods for giving their product a unique appearance and qualities. The company will have a competitive advantage over other businesses by doing this. Last but not least, the business has the chance to expand into additional regions and market its goods and services there. The business can access more areas that its rivals have yet to access.

The laws in the nation they do business in constitute a threat to the corporation. The various tariffs and levies that the company is subject to—each country has its own tax and tariff rates—pose a further threat to the business. Last but not least, complaints about potential health issues that their product may create pose a threat to the business. Its items might have effects that consumers don't enjoy.

Market Segment

The company's market segment is separated into 4 classes. Each class represents a particular level of socioeconomic status of the populace. The business ensures that they serve all societal sectors in the environment in which they are active. The company has set specific rates for each market category; as a result, customers will be less hesitant to look at the company's items and the ones that they can afford.

Target market

Almost all facets of society are included in the company's target market. They wish to offer Apple Computers Inc. to everyone, regardless of age or gender. This target audience represents a bigger source of revenue. The business employs a variety of marketing techniques that can adapt to the preferences and allure of such markets. The business makes sure that its branches and stores are situated in the most lucrative areas so that customers can readily see them and be inspired to go in and make purchases. The business also ensures that there won't be too much competition where they plan to open the branch.

Positioning strategy and targeting plan

Apple Computers Inc. focuses its targeting strategy on an undifferentiated approach, wherein the entire market is targeted and a straightforward marketing mix is used for such a market. Since the market's needs are essentially the same, this targeting method is employed. Apple Computers Inc.'s positioning approach is centered on contrasting what they can do with what their rivals can do. They can decide what steps to take to compete with their rivals and understand their position in the market using the information they learn by comparing their capabilities.

The environmental changes

There should be more learning for an organization as the environment changes more frequently. A corporation should seek out new learnings and developments when changes occur so that it can be ready for any potential impacts. Changes in the environment can benefit the organization, but they can also cause problems. The emergence of newer technology with more capabilities and distinctive features is one example of how the environment is changing.

The cost of the raw resources required to make the product has increased, which is another change in the environment. The changing global economy may be to blame for the rise in material prices. A decrease in customers buying the goods could result from an increase in the market price of the product due to higher material costs.

B. The chosen product

Businesses must manage their product offerings in the context of a dynamic commercial environment. Product preferences vary among consumers depending on their life stage, way of life, and level of personal wealth. Consumers evaluate a company's product offerings alongside those of numerous other businesses, which are also likely to change over time. As a result, product management is an ongoing strategic management process that ultimately affects a company's capacity to achieve its long-term goals. In the case of a large store, a complex array of operational procedures and organizational structures support the strategic process of product management (Gillooley & Varley 2001). In response to shifting consumer demands, a company's growth strategy is shaped by strategic product management.

The function that product management plays in minimizing operating costs while producing sales volumes to maximize profitability enhances its strategic value (Gillooley & Varley 2001). In a retail market that is oversaturated, introducing new products is a great way to differentiate yourself from the competition and strengthen your brand identity. However, without corporate support, new products run the risk of failing or going ignored.

Although the majority of purchasing decisions are based on a product's capacity to fulfill a customer's need at a cost the client is willing to pay, a business must make sure that it complies with all applicable laws about the products it sells. It must also take into account how the public will perceive it in the long run. Therefore, it is essential to confirm that a product complies with legal requirements and offers good value (Gillooley & Varley 2001).

Understanding the complexity of the current consumer and being able to integrate product details in a way that meets both their physical and psychological needs are necessary for making the proper product choice. Businesses need to innovate their products more and more if they want to keep customers engaged in their line of goods. It is crucial to provide customers the interest and excitement that novelty engenders in a market that is saturated and competitive.

 It is therefore important for businesses to be able to use product development and innovation to their best ability (Gillooley & Varley 2001). The influences on the life cycle of a product category are many and varied. If buyers are to use the life cycle as a predictive tool, they must appreciate the underlying consumer trends that affect the rate of growth of the associated product market. Consumer trends include demographic trends, consumer economic trends, technological trends, and societal trends, including lifestyle and fashion (Gillooley & Varley 2001). The MP3 player industry is one of the booming industries in the world. There were many records of success for the industry; each year the sales of organizations operating in this kind of industry go up.

This can be due to the widespread use of MP3 players, regardless of the brand, and to peoples' innate love of music. The capabilities and capacities of MP3 players advance throughout time in response to their users' needs. Apple Inc. is one business that has prospered in this industry. In the MP3 sector, Apple Computers Inc. is regarded as one of the innovators. Other computer companies based the design of their product's specifications and physical attributes on the company's products. It also measures the effectiveness of product design.

 One of the most well-known mp3 players on the market is the I-pod from the corporation. It has developed from a straightforward mp3 player into a portable gadget that allows the user to watch movies or videos. Apple Computers Inc. and its products demonstrated how a business can quickly grow and thrive with the use of a sound plan and a variety of available options.