Group presentation on

Apple Inc.
by group: 08 sec: 02

Course Title: Principles of Management

Course ID: MGT 201
Instructor: Ms. Farzana Chowdhury
 ABU ISA MUHAMMAD ISRAFIL MD. JANNATUL HAKIM
1920794 1930456

KAZI MAKSUDUR RAHMAN MERAJ AHAMED ANNE

1920601 1921822

MD. TAIYAB HOSSAIN ZILON MOZAMMEL AHMED

1930836 1931230

Presenters
APPLE INC. Executive summary
Company overview
Mission & Vision
External Environment
Stakeholders
SWOT Analysis
Competitive
Advantages
Conclusions

Presentatio
n
Highlights
 Executive summary

This presentation is mainly about Apple Inc. It provides a

complete guideline with data and researched information
regarding the company. Then the project contains research
methods, company overview of the organization . The main
components of the organizational analysis are the
assessment of external factors that can affect the
performance of the organisation, and a strategic evaluation
of the own resources and potential of the organization.
Internal strengths and weaknesses together with
external opportunities and threats are the key to the
success of an organization.
APPLE INC.
Apple, founded in April 1976 by Steve Jobs, Steve Wozniak and
Ronald Wayne, is an American technology company. The company
was established in 1977 and was one of the first manufacturers of
graphical user interfaced personal computers. Different sectors
such as mobile communication devices, digital music players,
notebooks and portables have become part of the company
throughout all the years. It also develops and markets a range of
related solutions for software and services, accessories, and
networking. Timothy Donald Cook, commonly known as Tim Cook,
is currently CEO of the company.

Company Overview APPLE INC.

MISSION
Apple's mission statement is “ to
bring the best user experience to its
customers through its innovative
hardware, software, and services."

VISION
Apple's vision statement is “We
believe that we are on the face of the
earth to make great products and
that’s not changing."
 External Environment

GENERAL ENVIRONMENT SPECIFIC ENVIRONMENT

The nonspecific elements of the Those constituencies that have a
organization's surroundings direct and immediate impact on
that might affect its activities. managers’ decisions and actions
 POLITICAL
APPLE INC. In apple’s, there are many possibilities presented by the most
important political forces. Improving trade policy and too
stagnant politics in developing countries are the most
significant political external drivers for Apple, all of which are
opportunities for the company.

ECONOMICAL
Companies like Apple analyze economic factors depending on
their environment in order to develop new plans that will fall
in line as the economy changes.

General SOCIAL
Apple studies socioeconomic implications, social lifestyles,

Environmen gender, and related demographics, and domestic systems to

help appreciate the competition and absorb it better.

t
TECHNOLOGICAL
Since technology is continually evolving,
companies like Apple must keep up with these
developments and be able to integrate as
necessary.

ENVIRONMENTAL
Apple is now addressing the potential to
preserve corporate efficiency through recycling
and similar programs.

LEGAL
Legislative changes that arise from time to
time can have an effect on the corporate
climate.
 Customers

Owners

Specific Suppliers

Environmen
t Competitors

Pressure groups
Stakeholders of
Apple Inc.
A stakeholder is any constitutes in the organization
environment that is affected by organization
decisions and actions. Customer, Competitors,
Government, Media, Suppliers, Shareholders,
Employees, Investors these are the stakeholders of
apple inc.
Con su me rs Wi t ho ut c ust ome rs , the compan y
can no t surv i v e s o in almo st all
s i tu a t ion s the c ust ome r need s
ha ve to come fi rst . Apple al w a ys
tr ie s to gi ve offe r good p r od u c ts
and good v al u e fo r mone y .
Supplie rs
E v e ry compan y ' s goal i s to
ma x imi z e i ts p r ofi t . If the
compan y w an t ’ s to make a p r ofi t
t he y need highe r s ale s a s m u ch a s
t he y can and fo r that s ell s
compan y need s to find s ome good
su pplie r ’ s .
Employees The emplo y ee s ar e t he one s w ho
create and deli v e r the p r od u c ts
that the c ust ome r con su me s . If
the o r gani z a t ion can no t choo s e
eno u gh s kill emplo y ee o r the
compan y lo s e s o r an t agoni ze t hei r
be st emplo y ee s t hen t he
c ust ome r s e rv ice w ill su ffe r .
In v est o rs
Apple tr ie s to s a t i s f y in v e st o rs
w i t h e x cep t ional financial
pe r fo r mance b y ma x imi z ing the
r e tur n s on t hei r in v e st men t .
In v e st o rs are the mo st impo rt an t
st akeholde rs and de t e r minan ts of
co r po ra te s ocial r e s pon s ibili ty
p r og r am s in b us ine ss .
SWOT
Analysis
SWOT analysis is a strategic planning methodology that was developed
at Stanford in the 1970s. The acronym SWOT stands for Strengths,
Weaknesses, Opportunities, and Threats, and it is a formal preparation
process for evaluating those four elements of a company, task, or
business venture. A SWOT analysis is a basic yet effective method for
optimizing an organization's strengths, strengthening its weakness,
managing risk, and maximizing opportunities.
Strengths
Brand Value
Huge Amount of loyal
customers
Top Technology
Brand Of Choice
Proficient Research
Business Expansion
Opportunities
Consistent client Growth
Qualified Professionals
Use of artificial intelligence
Expand Distribution
Network
Apple electric automobile
Weaknesses
High Price
Incompatibility with
alternative Systems
Defect in merchandise
Incompatibility With
different software
systems
Threats
Coronavirus Outbreak
Supply Chain Disruption
IncrIncreased Competition
Rising Labor costs in
different Countrieseased
Competition
Lawsuits
Competitive
Advantage
Compe t iti v e advantage i s a capabili ty o r ci r c u m st ance that
enable s a co r po r a t ion to earn highe r than average p r ofi ts in a
pa rt ic u la r ind ustry
 B us ine ss Strategy
The business strategy of Apple builds on its
unparalleled ability to develop and construct
operating systems, hardware, application
software, and services to deliver superior
usability, efficient integration, and innovative
design to its customers' new products and
solutions.
Pricing Strategy
Apple has managed to generate demand for its
products and enable it to control its prices by
differentiating products, innovative advertising,
brand loyalty, and hype when new products are
being launched.
 Vertical Integration
Apple's vertical integration has
provided a competitive advantage,
because it has chip producers, controls
manufacturing, and operates in a
virtually closed ecosystem of
proprietary retail stores, complies with
very strict software standards.
S u ppl y Chain Anal ys is
Products and components of Apple have been
produced worldwide by numerous suppliers.
Apple has constructed a closed ecosystem
that controls almost every business in the
supply chain, from the design to the retail
sector.
 Although Apple is a relative newcomer
to the consumer electronics sector, it
has revolutionized the field completely
through innovation and fearless
experimentation. They still appear
somewhat entrenched as a PC
hardware and software manufacturer in
their old strategy and seem to be
somewhat unwilling to change business
practices.
This strategy was successfully developed
over the last decade, but as technology
changes still further, the next newest
thing could easily be left behind. They
also seem to repeat the same

Conclusio compatibility errors in trying to be an

all- doing company, and they are
reluctant to relinquish control. By

n collaborating and partnering with other

technological enterprises, competitors
should avoid errors.
APPLE I
IN C.
#ThankYou