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The Case of the New Apple, Inc

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RUNNINGHEAD: CASE OF THE NEW APPLE 1
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THE CASE OF THE NEW APPLE, INC. 2
The Case of the New Apple, Inc
Apple, Inc. (“Apple”) has, since its inception on 1 April. 1976 by its founders, Steve
Wozniak and Steve Jobs, long been known as a brand that exudes innovation, efficiency, forward
thinking, usability, and long-term stability. Apple’s balance sheet at March 31, 2012 showed
assets of almost $151 billion (including cash of over $10 billion), making it one of the strongest
companies among its peers (which I would include traditional PC, smartphone and tablet
manufacturers, as well as media companies that distribute digital content as is the case of
iTunes). In fact, according to Hughes (2012), on February 9, 2012, Apple had a market
capitalization of $456 billion, more than that of Google and Microsoft combined. There is no
doubt that the recent loss of Steve Jobs was a blow not only to a community that worshiped him,
but importantly to shareholders who are directly affected by management transition issues. This
paper will discuss why the Apple brand is in jeopardy, as well as synthesize several generic and
market segmentation strategies that Apple’s management could use to prevent further downside
risk. Finally, this paper will offer an opinion on what the future holds for Apple and its
shareholders.
The loss of Steve Jobs
Jobs have been the central figurehead for Apple since its inception. He was known as
being an overly aggressive leader, often using demeaning people skills to accomplish his goals.
The stock market loved him, and after his death, the investment community had to price in the
possible effects to the company and its future. Tim Cook assumed new leadership, and Phil
Schiller was to remain in one of Apple’s most unique executive roles: Senior Vice President for
Product Marketing. Schiller’s title gave off an impression that his role was only about
advertising and product development; in fact, he was in a position of power at iTunes that gave

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 http://getmeaplus.com/question.aspx?lang=en&qde=q56433f6cb2f0e17b49d&uid=truereddiva1 [Title of your Assignment] Your name Your instructor’s name Course # Your Institution’s name Date: The Case of the New Apple, Inc Apple, Inc. (“Apple”) has, since its inception on 1 April. 1976 by its founders, Steve Wozniak and Steve Jobs, long been known as a brand that exudes innovation, efficiency, forward thinking, usability, and long-term stability. Apple’s balance sheet at March 31, 2012 showed assets of almost $151 billion (including cash of over $10 billion), making it one of the strongest companies among its peers (which I would include traditional PC, smartphone and tablet manufacturers, as well as media companies that distribute digital content as is the case of iTunes). In fact, according to Hughes (2012), on February 9, 2012, Apple had a market capitalization of $456 billion, more than that of Google and Microsoft combined. There is no doubt that the recent loss of Steve Jobs was a blow not only to a community that worshiped him, but importantly to shareholders who are directly affected by management transition issues. This paper will discuss why the Apple brand is in jeopardy, as well as synthesize several generic and market segmentation strategies that Apple’s management could use to prevent further downside risk. Finally, this paper will offer an opinion on what the future holds for Apple and its shareholders. The loss of Steve Jobs Jobs have ...
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