Bis Assignment

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  • Topic: Apple Inc., Life cycle assessment, ISO 14000
  • Pages : 5 (1520 words )
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  • Published : March 29, 2012
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Apple Mission Statement

"Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and has recently introduced iPad 2 which is defining the future of mobile media and computing devices."

Apple ends its press releases with a statement that resembles what a traditional mission statement is expected to be…

"Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings."

http://retailindustry.about.com/od/retailbestpractices/ig/Company-Mission-Statements/Apple-Inc--Mission-Statement.htm

http://www.anendimarketplace.com/apple-computer-quality-policy/

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Business Summary
Apple and its wholly-owned subsidiaries designs, manufactures and markets mobile communication and media devices, personal computers, and portable digital music players, and sells a range of related software, services, peripherals, networking applications, and third-party digital content and applications. Co.'s products and services include iPhone®, iPad®, Mac®, iPod®, Apple TV®, a portfolio of software applications, the iOS and Mac OS® X operating systems, iCloud®, and a range of accessory, services and support. Co. also sells and delivers digital content and applications through the iTunes Store®, App Storesm, iBookstoresm, and Mac App Store.

http://0-www.mergentonline.com.wildpac.wne.edu/companydetail.php?compnumber=12161&pagetype=synopsis

11 Effective Strategies Apple Uses to Create Loyal Customers Complete solutions, familiar formats and "the cool factor" keep customers coming back. By Inside CRM Editors
http://www.insidecrm.com/features/strategies-apple-loyal-customers/

When shoppers sleep outside of stores just to be one of the first to buy an iPhone, it's obvious that Apple Inc. is a company that enjoys fanatical brand loyalty. However, this brand success is not a result of dumb luck or forces beyond Apple's control; it's part of a well-thought-out plan to deliver strong products and to create an Apple culture. Find out more about these and other strategies that Apple employs to achieve its tremendous customer loyalty. A Store Just for Apple: Apple has historically been troubled by big-box sales staffers who are ill-informed about its products, a problem that made it difficult for Apple to set its very different products apart from the rest of the computing crowd. By creating a store strictly devoted to Apple products, the company has not only eliminated this problem but has made an excellent customer-loyalty move. Apple stores are a friendly place where Mac and PC users alike are encouraged to play with and explore the technology that the company offers. This is a space where Macheads can not only get service but also hang out with others who enjoy Apple products just as much as they do. By creating this space, Apple encourages current and new customers to get excited about what it has to offer. Complete Solutions: Apple's products complement and complete each other. Buy an iPod, and you can download music via iTunes. For the average user, most Mac programs are produced by Apple. This sort of control over the entire user process, from hardware to software, strengthens customer loyalty. Apple users generally don't have to stray to find products and solutions they want. Are You a Mac?: Let's face it, Apple is a hip brand. It pushes a strong identification with everything young, up-to-the-minute and smart. Consider Apple's I'm a Mac campaign. The Mac guy is smooth and confident, while PC appears uptight and old. Once you've become smooth, would you want to go back to uptight? Varied Products: Many consumers may not be ready to buy an Apple computer,...
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