Apple Inc.: Capital Framework and Types of Capital

This article explores the capital framework and types of capital that influence Apple Inc. The company's economic, social, and cultural capital are discussed in detail, along with their impact on Apple's operations and growth strategies. The article also covers challenges faced by the company, including technological, leadership, and competition challenges.

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Business
Apple Inc.

Business
Apple Inc.
Introduction
Apple Inc. is an American based international technology company. Apple Inc. headquartered
in California that deals and sells electronics, gadgets, computer software and provides
internet services. Hardware products of Apple Inc. comprise of the iPhone smartphones, the
Mac laptops, iPod, the Apple smartwatch, Apple TV, and smart speaker Home Pod. The
software of Apple Inc. is iOS and macOS operating system. The media player is iTunes; web
browser is Safari in gadgets of iPhone (Finkle, and Mallin, 2010).
The founders of Apple Inc. are Steve Jobs, Ronald Wayne, and Steve Wozniak, founded in
April 1976. Apple has about 35000 of the workforce across the world and had annual sales of
US$32.48 billion by 2016. Apple Company has developed goodwill among customers in the
electronics industry. This is because the company and its brand name have a unique
reputation especially in the United States (Kang, 2013).
Capital Framework
The capital framework is an innovative procedure for the upfront calculation of capital works
funding proposals in the ACT. The capital framework improves upfront consistency in
requirement analysis, documentation of risks and transfer model consistency dynamic
enhanced value for capital outcome in the Region. Investment lifecycle is the procedure of
forecasting, suggesting and distributing investments. To encourage the best investment result
for the ACT and to give applied guidance and tools that support in the process is objective of
the capital framework (Stanton-Salazar, 2011).
Types of capital and its influence on the Apple
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Capital has three essential factors: volume, structure and composition and the variation of
these two elements. The effectiveness of capital relies on the field in which it functions.
Capital can be understood as energy: it is the way through which problems are arranged and
positions are achieved. To achieve in an effective manner an organization should have
collected the suitable capital, and understand the Intellectual, Social, Cultural and Economic
types of capital discussed in the Capital framework by (Townley, Grewar, and Winter, 2013).
Apple Economic capital includes property, fiscal income, monetary incomes, assets, etc.
Apple social capital includes the actual and possible resources related to the ownership of
durable networks. Apple Cultural capital is in the personified state in the form of long-term
behaviors, attained through the socialization of family and friends, and in an established state,
as learned education, knowledge, and qualifications. To act as representative capital
Economic, Cultural and social capital of Apple also have the ability (Apple, 2012).
 Intellectual capital in Apple
 Recognizing creative talent: - Company like Apple are more creative than the
average company from the leadership consulting (Bolívar, and Chrispeels, 2011).
 New product development: - Apple is an especially enigmatic business. Therefore
new product development can be one of the greatest successful design method
executed ever (Bolívar, and Chrispeels, 2011).
 Experimentation strategies: - Apple has experimented with the product line,
therefore, the products are mostly unique and successful because Apple has never
been afraid to take risk and experiment (Townley, Grewar, and Winter, 2013).
 Motivating innovative working: - A leader in the industry has proved the
efficiency in their innovative working by turning into new ideas and respected
company across the world (Townley, Grewar, and Winter, 2013).
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 Knowledge customization: - Apple products have been planned in such a way that
we live. They support customers to work easier and productivity, help in solving
problems creatively (Townley, Grewar, and Winter, 2013).
 Digitalization: - The strategy of Apple is to move beyond the phone or tablet as
only being a communication device is not enough for the company (Townley,
Grewar, and Winter, 2013).
 Protecting intellectual property rights: -Apple improvement is personified in its
intellectual property rights that consider Patents, Trademarks, and Copyrights
(Townley, Grewar, and Winter, 2013).
 Handling risk and innovation: - Apple is expert in risk handling and in its
innovation to their products.
 Franchising: - Franchising is very essential to gain quick success in the field of
business and entrepreneurship (Dumay, Rooney, and Marini, 2013).
 Social Capital in Apple
 Recognizing and creating networks: - The network properties contain much more
than recognizing a large user base and this is what it makes hard to form other
networks (Bian, and Leung, 2015).
 Network development: - To contribute to an adequate level of cross-border
interconnection and to contribute to non- discrimination, effective competition and
the efficient functioning of the market (Townley, Grewar, and Winter, 2013).
 Company collaboration: - Collaboration can give benefits to the company about a
completely defined and agreed business objective and market focused projects.
 Manipulating digitalization: - Apple starts leaking into consumer requests, some
of that will naturally decode into teleconferencing and CGI characters (Townley,
Grewar, and Winter, 2013).
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 Strategies for collaboration: - Innovative collaborative outcomes include the
formation of group goals, and as well as accountability for the individual (Bian,
and Leung, 2015).
 To maintain stakeholder’s relationship: - Developing a strong relationship with
stakeholders and upholding them take hard work, time and a well-thought action
plan (Townley, Grewar, and Winter, 2013).
 Creativity platforms: - Apple is considered to be highly active and developing
component. Exchanging ideas, actions, research and appliances related to the
creative capital (Apple, 2011).
 Cultural capital in Apple
 Analysis of market and gathering of information: - Market research is an
important part of Apple company strategic plan. As market research includes fact
outcome, analysis and problem-solving (Apple, 2017).
 Market positioning and placement: - Apple company placement and positioning
include risking out a market position. This point effect all that follows from an
operational marketing strategy (Townley, Grewar and Winter, 2013).
 New Market Development: - Apple new market development growth strategy
includes and develops new market segments for current products (Townley,
Grewar, and Winter, 2013).
 Exploitation of digital capacity:-Projects that influence the increase in uptake of
digital technologies within the company and public sectors.
 The motivation for cultural appreciation: - This procedure is strictly
straightforward when working with these organizations (Townley, Grewar and
Winter, 2013).
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 Marketing planning and promotion: - Apple uses marketing planning and
promotions in a very creative manner (Erel, 2010).
 Development of alternative income streams: - Apple is using alternative income
streams like earned interest and dividends, monetary income, bank loans, credit
card advantages, etc.
 Evaluation of creative practices: - Apple Company is a hub of creativity and to
evaluate the performance of every individual in the organization is
essential(Townley, Grewar, and Winter, 2013).
 Impact of assessment: - For Apple company assessment is very important as its
impact involves gathering and analyzing the proof to confirm that all the factors of
the research process are proper (Erel, 2010).
 The economic capital of Apple
 Apple start-up strategy: - Apple startup strategy was it focuses on the knowledge
and not on the features, the company gets influencers at the initial stage, Strategy
to create suspense for the product in the market then launch a product, visual
storytelling, etc.
 SME support services: - Apple give support and information to small and
medium-sized companies looking for the business (Breuer, et al., 2010).
 Learning skills: - Apple Company has the advantage to learn things quickly and
then they implement in their organization.
 Improving commercial awareness: - Apple improves commercial awareness like
they ensure that their customers do not face any difficulty and also ensure that
they fulfill all the requirements of the customers (Townley, Grewar, and Winter,
2013).
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 Finding new opportunities: - Apple is searching for new opportunities in a market
like virtual reality in electronic manufacturing, outsourcing product design,
automation, growing global demand, etc.
 Benchmarking: - Apple Company follows benchmarking. It compares one
company business and its working to other company business and best practices
(Townley, Grewar, and Winter, 2013).
 Support services: - Support services help Apple Company to grow their business
effectively and efficiently. Plays an important role in carrying our policy of
change across the global organization (Breuer, et al., 2010).
 Developing sustainable business: - Building the company business on faith,
constant and implementing change, emphasis on creating value, development, and
security, and focus on continuous reinvention (Sacconi, and Antoni, 2010).
 Protecting against business failures: - Apple considers following plans to protect
themselves from failures like good management for money, security for
cybercrime, employees maintenance, etc.
Digital capital is the resources to develop new products and services for the digital
element. Digital capital takes two procedures. The first one is traditionally calculated
tangible assets which include routers, online shopping or purchasing platforms, and
simple Internet software (Koen, Bertels and Elsum, 2011). The important digital
elements are mobile considerations, social media marketing, and content marketing.
The digital substructure is essential to the workings of the company business. The
digital world permits more exciting and essential ways to network, skill, and goods
(Seale, J., 2013).
Challenges
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1. Technology Challenge: - The structures of the iPhone 4S, Apple’s circular
invention the machine seems to be running out of steam. Therefore Apple is
facing a technological challenge in the market (Westerlund, and Leminen,
2011).
2. Leadership Challenge: - It will be hard for Apple Company to survive without
Steve Jobs because he is a leader with strong vision, technology, and skill to
take the company to the upward direction (Westerlund, and Leminen, 2011).
3. Competition Challenge: - Apple has faced a serious challenge to two of its
unique products, the iPad, and the iPhone. Competitors of Apple are Nokia,
Samsung, Motorola, Sony Mobile, MI, etc.
4. The smartphone market has become the PC market: - Customers are now
stopped getting excited about the launch of new laptops. Now they are more
attracted to the launch of smartphones. The iPhone 7 is one of the best
smartphones which offered new features like a faster processor, better
graphics and updated camera, more features like waterproof or resistance. The
iPhone 7 is one of another refinement to Apple’s success (Koen, Bertels and
Elsum, 2011).
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References
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Apple, M.W., (2012) The culture and commerce of the textbook. In Knowledge, Power, and
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Apple, M.W., (2017) Cultural and economic reproduction in education: Essays on class,
ideology and the state. Abingdon-on-Thames: Routledge.
Bian, M. and Leung, L., (2015) Linking loneliness, shyness, smartphone addiction symptoms,
and patterns of smartphone use to social capital. Social Science Computer Review, 33(1),
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Bolívar, J.M. and Chrispeels, J.H., (2011) Enhancing parent leadership through building
social and intellectual capital. American Educational Research Journal, 48(1), pp.4-38.
Breuer, T., Jandačka, M., Rheinberger, K. and Summer, M., (2010) Does adding up of
economic capital for market and credit risk amount to conservative risk assessment?. Journal
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Dumay, J., Rooney, J., and Marini, L., (2013) An intellectual capital-based differentiation
theory of innovation practice. Journal of Intellectual Capital, 14(4), pp.608-633.
Erel, U., (2010) Migrating cultural capital: Bourdieu in migration studies. Sociology, 44(4),
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