apple computer, inc.: maintaining the music business while introducing iphone and apple tv: case analysis
1. Describe the key strategic challenges facing Apple Computer.
Apple Computer, Inc. (Apple Inc since January 2009) faced key strategic challenges at the time of the case (late-2007 or early-2008) related to its integrated strategy that involved the promotion of several products (related but different), each of which faced stiff competition (again related but different) in its own market. Further, each of the product markets (digitally-accessed music, portable digital music storage and playback, digitally-accessed television programs and films, mobile telephony, desktop computing, and tablet computing) was in a different stage of the product lifecycle, and Apple's participation in the several markets differed with respect to duration, scope, and market position (Chapman & Hoskisson, 2009).
Strategically, therefore, Apple Computer was in the position of a master juggler with six objects in the air simultaneously. This complex management responsibility was a difficult task in its own right. The difficulty of the challenge was intensified, however, by the desire of the senior management at Apple Computer to generate synergistic benefits in terms of market share and profitability through the interactive of the effects of company successes in each of the six product markets (Ireland, Hoskisson, & Hitt, 2009).
2. Describe the dimensions along which company success can be measured.
Apple Computer, Inc. at the time of this case was pursuing an integrated strategy that was designed to enhance company profitability and to strengthen Apple's competitive advantage in part by promoting the sales of both goods and services. The company wanted to sell electronic hardware in the forms of desktop computers, tablet computers, mobile telephones, digital music storage and playback devices. The compan...