Asian Apple Strategy

Topics: Apple Inc., IPod, IPhone Pages: 8 (2388 words) Published: March 7, 2011
Analysis for Apple’s Asian Strategies


The increasing attractive Asia Pacific digital product market provides Apple with a new battlefield for its expansion, especially in Mac computer and iPhone. The company owns one of the top brand names in technology worldwide with 54% of their profits coming from foreign markets (Apple Annual Report, 2006). Furthermore, Apple was able to win an important place as the fashion of the market took place. Since, Apple image is also related to its great design, high technology, high quality and cool attitude. So, the consumers started to asked the market to fulfill trendy based desires, and Apple was accurate to place its image and identity correlated to this marketing opportunities in Asia Pacific.

Apple Company profile

Started by Steve Jobs, Steve Wozniak, and Ronald Wayne in the 1970s, Apple has expanded from computer maker to include consumer electronics over the last 30 years, officially changing their name from Apple Computer, Inc. to Apple, Inc. in January 2007. Apple was even one of the top PC manufacturers during the 1980s and early 1990s, apple’s operation system Macintosh could match the share of Windows, the hardware Mac was also rival of IBM since their technical advantages in the R&D, yet the unreasonable marketing strategies led their wane at the end of the century. The declining tendency was not changed until CEO Steve Jobs was developing a new strategy for apple in 2002. He has focused on integrating platform for a range of digital products like computers, operational software, mobile phones, portable digital music and related accessories. (Bernard 2004)

The nature of technology market is one of the most non-stop growing changing market, and as Steve Jobs said in a conference: “One product can change the whole market” (Business Week, 2006) The booming sales of iPod drag apple back to the spotlight. Among the key offerings from Apple’s product line are: Pro line laptops (MacBook Pro) desktops (Mac Pro), Consumer line laptops (MacBook) desktop (iMac), Server (Xserve) Software OS-X and OS-X Server operating systems, iPod (offered with up to 160 GB of storage on the iPod classic or with web browsing and touch screen controls in the iPod Touch), and the iPhone (now available for sale in 23 countries). (

Current Strategies


Vision and Mission

Apple remained vertically integrated through offering range of hardware and software for the company's products. This was in sharp contrast to other peers who licensed software from third party vendors. In addition, last year the company name of Apple Computer was changed to Apple, which means the strategy of expanding the product line would be continue.

Based on the new direction that Jobs was steering the company towards, most industry experts agreed that Apple had become a niche player. As reported by one analyst:

"We no longer view Apple as being in a battle for PC market share -- instead, we see the platform becoming a premium PC, capturing selective demand."

Moreover, Apple Computers Inc is the archetypal “emotional brand” (Gobe, 2007). It's not just closed its customers; it is loved. Other examples are automaker Lexus, sportswear giant Nike and entertainment firm Sony. The Apple Company is perceived as being about imagination, design and innovation. Emotional brands like Apple’s allow their businesses to go beyond commerce. In Apple's case, its products are designed around people: Using the iPhone as an example, it brings an emotional, sensory experience to communication.

People are stick to Apple because they are selling their own ideas back to them, “they are selling the most powerful ideas that we have in our culture such as transcendence and community -- even democracy itself, and these are all brand meanings now” (Klein, 2007)

Market Share Objectives

Ironically, those making the biggest stink about Apple's historically low...
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