Natural Physical Environment of Apple Essay Example

Natural Physical Environment of Apple Essay Example Natural Physical Environment of Apple Paper Natural Physical Environment of Apple Paper As of November 2010, Apple operates over 300 stores relied and online shop where its products are sold. The Apples well known hardware products involve Macintosh for personal computers, the pod for media players and phone. Apple employs over 49,400 employees worldwide and Apples financial results for its stock was making history of its own. Apple became the most valuable company in the world in 2012. Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumer around the world through its innovative hardware, software and internet offering. The Societal Environment Demographic trends in current U. S are part of the coloratura aspect of the societal environment. Even though the worlds population is growing, not all regions will grow equally. Most of the growth will be in the developing nations. The population of the developed nations will fall. Developing nations will continue to have more young than old people, but it will be the reverse in the industrialized nations. Apples products users are mainly young people. The demographic bulge in the U. S. Population caused by the baby boom in the asss continues to affect market demand in many industries. This group of million people now in their ass to ass the largest age group in all developed nations. Hopefully Apple can find opportunities to offer products or services to attract older customers. Recession, the world wide economic crisis have one of the largest negative impacts on Apple sales. Comparing with other electronic device manufacturing companies, Apples products ar e higher in price. Even many customers want to use Apples products, there are lower cost substitute. Intense competition in the smart phone industries led to numerous lawsuits on design and intellectual property. In 2010, Apple initiated litigation against Android devices, first against ETC and then Samsung. Combining the computing power of the personal computer, the networking of the Internet, the images of the television, and the convenience of the telephone, these appliances will soon be used by a majority of the population of the industrialized nations to make phone calls, send e-mail, and transmit documents and other data. In this digital lifestyle, Apples Digital Hub strategy has achieved success. The Mac could be the preferred hub to control, integrate, and add value to these devices. Apples control of both hardware and software is one of the few remaining in the PC industry, as a unique strength. These days, people are more concern about environment. Increasing of environmental awareness affect Apples strategy. Apple highlighted its computers as well as the worlds greenest lineup of notebooks that were energy efficient and used recyclable materials. The Task (Industry) Environment Porters Five-Force Analysis Threat of new Entrant Competition is high and every organization wants to diversify its business so it is easier for companies to enter in new market. Apple is electronic organization, already has many competitors around so threat of new entrant is high for Apple. Scale economies in the production and sales of digital devices gave Apple a significant cost advantage over any new rival. Apple manufacture products such as Macro Air, Pod, create high entry barriers through their high levels of advertising and its uniqueness. There are huge financial resources needed to invest in order to produce those Apples product. For example, to manufacture cell phone, research, development, design, making contract with carrier, distribution, and so on. Threat of Substitute It focuses on the alternative products available in market with low price and better performance. Apple produces music players, PCs, mobile phone and tablet PCs. There are many other companies that are producing same products with lower price. The competitions between the existing company sis in same industry are high. The competitions result in margin, pressure on selling price. Apples products are higher in price than its competitors so threat level is high for Apple. Apple produces various products. Each products and services have various competitors. However, Macintosh/Macro/Macro Air/lama thanks to creative marketing and several innovative computer products, Apple became the third-largest PC vendor in the Competition ; Hewlett-Packard is most recent leader of PC manufacturing Industry. ; Dell who held the second-largest market share with 12. % of worldwide PC shipments for 2011. ;Leno, China-based, vaulted into the front of ranks odd PC venders in 2005 when it acquired Vims memory-losing PC business for $1. 75 billion ;Acre, Taiwan-based, Acre bought Gateway, a leading IS. S. PC brand, and became the third-largest PC vender in the world. The Pod was initially one of many portable digital music players based on the AMP standard. Thanks to its sleek design, simple user interface, and large stora ge, it became an icon of the Digital Age. By the launch of the tunes store, it had a galvanic impact on Pod sales. After the Tunes launch, Pod sales shot up to 304,000 units in one quarter and exploded thereafter. -Two features that differentiate Apples Pods were its Tunes desktop software, which synchronized Pods with computers, and its Tunes Music Store, which opened in April 2003. Online music stored such as Amazon, Anapest, and Walter. Com offered individual song downloads at competitive or discounted prices to Tunes. Internet radio sites, such as Pandora, offered free streaming music. Sportier allowed users to create their own playbills, share them, and stream free music like a virtual AMP player. -One key driver behind the Phone sensation was the launch of the Apple App Store in 2008. Apples App Store was the first outlet that made it easy to distribute, access, and download applications directly onto the mobile phone. -Competitors fell into two large categories: horizontal and vertical. Manufacturers such as Samsung Electronics, ETC, LAG Electronics, and Motorola followed a horizontal approach, where they licensed their SO, Operating System, and built their own hardware. Phones greatest competition in 2012 came from Android, an open and free platform developed by Google. -Samsung was Apples most direct competitor. Samsung was relatively late to enter the smartened segment, but it became the volume leader in 2011 with the introduction of its Android-based Galaxy SO handset. -ETC, based in Taiwan, had pioneered several smartened innovations, including being first to market with Android, G, and G phones. As Phone and Samsung sales outpaced the industry in late 2011, ETC remained large and profitable, but lost market share. Research in Motion (RIM) and, to a lesser extent, Monika took a vertical approach by controlling both hardware and software. RIMs Black Belly smartness historically delivered one of the best mobile e-mail experiences and was a popular choice among corporate consumers. Monika suffered the greatest decline. The biggest cellophane company in the world for more than a academe, the companys strength had been in Europe and emerging markets. -Googles competitor to Apples App Store, called Play Store, surged in 2010-2011. The number Of Android applications was Rapidly approaching Phone APS. Pad is defined a new device category that was described by Jobs as even more intuitive and easier to use than a PC, and where the software and the hardware and the applications need to be intertwined in an even more seamless way than they are on a PC. -Android-based tablets were ruches to the market in late 201 0, and by the end of 201 1, Android held a 38% share. Apple had at least three potential serious competitors for tablets: ; Manufacturers using Googles version of Android ; Amazon, which used an open source version Of Android ; Forthcoming Microsoft-based tablet. In the first category, the leader was Samsung which sold an estimated 5 million tablets minion. Samsung 9-inch tablets were very similar to the Pad in design and price, but Android lacked the applications and ease of use of an Pad. Amazon, by contrast, had a different model: it developed a distinctive user interface and sold its 7-inch tablet, the Kindle Fire for $199. Amazons reduce costs were estimated to be slightly more than 5200. While Apple sought to make money on hardware, Amazon hoped to make money on software, applications, and content. The greatest uncertainty for competition in tablets was Microcosms entry with Windows 8. Some Windows 8 tablets would offer a new user interface and backward compatibility for Windows applications. -cloud allowed users to synchronize seamlessly across multiple Apple devices by strong data, pictures, music, and so on, in one location on the Internet. -Following Apples lead, SO competitors such as Google and Microsoft offered heir own cloud storage services, while product competitors such as ETC and Samsung struck deal with Drop box.