Prompt: The major project for this class will be a firm and industry analysis in which you utilize a number of the tools that we will develop in this course. This will be a data driven, analytical report: that is, you will use quantitative and qualitative data as you develop your analysis of your firm and industry. • It is due Sunday, Dec 3rd. I have created an Assignment link in Canvas and you will upload the paper via Canvas.• All Papers Must address the following pieces: • Short history of your firm (approximately 1-1.5 pages) • Precise Definition of the Product and Geographic Market: one of the most important steps in doing market analysis is to carefully define the product and geographic markets up front. Somewhat complicating matters is that many firms are in multiple product and geographic markets; for this paper, you are to focus on onespecific, well defined product and geographic market. For example, if you were to pick Apple, you would focus on a specific product market (e.g. tablets) and a specific geography (the United States) even though Apple operates in other product and geographic markets. o Make sure you carefully define how broad or narrow your market is. If you are examining Coca Cola, what is the proper product market?▪ Drinks▪ Carbonated beverages▪ Non-alcoholic carbonated beverages▪ Non-alcoholic carbonated soft drinks▪ Colas • Strategic Group: you need a strategic map of your market in which you introduce at least three groups of firms. On your map, make sure that you identify two important variables that allow you to make meaningful groupings of discrete sets of firms in your broad market.o Note: this means that you will be drawing in (by hand or electronically) a Strategic Map.o HINT: Market share is not a strategic variable (it is an outcome of a firm’s strategies). • Discuss in detail the specific group in which you are placing your firm:o -What are the major firms? How is this group doing? • Provide a 5 forces analysis of the market and your strategic group: at the end, explain whether industry and strategic group profitability is expected to be high, average, or low:o Explain your reasoning for each of the 5 factors individually and for your overall profit assessment: create a summary table where you provide the weight for each factor and then provide your summary weighted average of expected profitability:▪ For example, if the 3 most important factors predict very low profitability, then your final profit expectation for the industry should be low or very low.▪ If each of your factors predict high profitability, then clearly, your overall assessment for industry profitability would be favorable. • Explain how your firm is performing: if it is publically traded, you will have an array of data to draw upon. Provide a trend discussion of at least the last 5-10 years using variables such as revenues, growth, and stock market price. If it is a private company or a non-profit organization, we may need to proxy in other performance indicators. • Explain why your firm is performing below, at, or above industry average—this will draw extensively on Chapter 3 and subsequent chapters. Draw on the VRIO framework (Valuable, Rare, Difficult to Imitate, Organizational Appropriateness) and the RBV framework (Resource Base View of the Firm) discussed in Chapter 4. Both of these frameworks help us understand how and why some firms over or under perform their market. o Don’t get caught up trying to differentiate between the nuances of what is valuable, rare, difficult to imitate, or of organizational utility: instead, concentrate on explaining more broadly how your firm is performing ANDWHY. • Drawing on Chapter 5, explain which of the 4 business-level generic strategies applies to your firm: see the summary table on p. 146. • Drawing on Chapter 8, address the following topics:o Does your firm concentrate on a single industry? Explain.o How does your firm approach backward and forward Integration? Explain.o Does your firm engage in product related or product unrelated diversification? Explain. • FINALLY: develop and discuss TWO specific recommendations for your organizationthat will enhance its competitive advantage. Be precise in explaining HOW and WHY these recommendations will enhance your organization’s competitive advantage. QUESTION: I just need help finding talking points for some of these questions since this is a really long eassay over the Apple IPhone.
The Apple iPhone is an iconic product that has not only redefined the smartphone industry but has also become a symbol of innovation and consumer demand. In this comprehensive firm and industry analysis, we will delve into various aspects of Apple’s iPhone, employing both quantitative and qualitative data to provide a holistic view of its position in the market.
The Apple iPhone was first introduced in 2007, marking a revolutionary moment in the tech world. Its combination of a touch screen, internet connectivity, and a sleek design set new standards for smartphones, forever altering consumer expectations and the competitive landscape.
For this analysis, we focus on a specific product market, namely, smartphones, and a geographic market, the United States. Although Apple operates globally, this narrowed focus allows us to explore the strategic dynamics within this specific segment.
In our strategic map, we identify three strategic groups in the smartphone market. The two critical variables we use for grouping firms are product differentiation and pricing strategy. Market share, often mistakenly considered as a strategic variable, is an outcome of a firm’s strategies and does not determine its group.
In our chosen strategic group, we will explore the major firms and their performance, with a focus on how they are differentiating themselves and their pricing strategies.
We will conduct a Five Forces analysis of the smartphone market within our chosen strategic group. This analysis will include the bargaining power of suppliers, the bargaining power of buyers, the threat of new entrants, the threat of substitutes, and competitive rivalry. After assessing each factor individually, we will provide a summary table and a weighted average to evaluate the expected profitability of the industry.
We will delve into Apple’s performance over the last 5-10 years, considering metrics such as revenues, growth, and stock market price. If your organization is publically traded, there will be an array of data to analyze. In the case of private or non-profit organizations, we will consider proxy indicators.
This section will address why Apple is performing at its current level relative to the industry average. We will employ the VRIO framework and the Resource-Based View of the Firm to explain the factors contributing to Apple’s performance.
Business-Level Generic Strategies
Based on Chapter 5, we will identify which of the four business-level generic strategies applies to Apple’s iPhone. This analysis will be informed by Apple’s approach to product differentiation and cost leadership.
Chapter 8 provides insights into Apple’s industry concentration, its approach to backward and forward integration, and its engagement in product-related or product-unrelated diversification.
In conclusion, we will develop and discuss two specific recommendations for Apple’s iPhone that can enhance its competitive advantage. These recommendations will be precise and will explain both how and why they will contribute to Apple’s continued dominance in the smartphone market.
This firm and industry analysis of the Apple iPhone is a comprehensive exploration of various dimensions, encompassing historical context, market dynamics, performance evaluation, strategic positioning, and actionable recommendations. By addressing each aspect of this analysis, we aim to provide a holistic view of one of the most iconic products in the technology industry.
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