Strategic Planning for Apple Inc. - Entry into Developing Countries

This presentation discusses the strategic planning of Apple Inc. for entering developing countries, including market expansion, merger with telecom brands, and a focus on innovation. It also covers the company's organizational values, culture, intended culture, and competitive advantage. The presentation concludes with the need for Apple to re-introduce products at a lower price in untapped markets.

Apple inc.
Strategic Planning

TYPE OF STRATEGIC PLANNING
• Entry of Apple inc. products into the developing
countries in order to enter a new market.
•Market expansion in the key markets will allow the
company to extend a product’s maturity phase.
•Merger with telecom brands will lead to deeper
market penetration.

Organizational values
•Creating products which are innovative and world
class.
•Range of products that will change the future or
computers and mobile phones.
•Believe in simplicity and focus on quality rather than
quantity.

Organizational Culture
•Apple’s organizational culture is completely oriented
towards rapid innovation.
•Importance to creativity.
•Organizational secrecy to prevent intellectual theft.
•Competitiveness among the employees.

CULTURE INTENDED
• The focus on the market of developing countries.
•Culture that innovates keeping in mind the needs of
the developing countries.
•The organization should focus on determining a
different pricing strategy for such markets.
•Employee competitiveness should not result in
miscommunication and low employee bonding.

Competitive advantage
•Innovations of certain products are unique to Apple
such the iPhone X or the air pods by Apple.
•The lag-free iOS is the fastest and in terms of
performance faster than the Google Android.
•The premium pricing strategy.
•Strong brand image and value.

Conclusion
•Apple inc. is an organization that is popular
globally.
•Need to reach out to the market prevailing in the
developing countries.
•The organization needs to work on re-introducing
products at a lower price in markets that are yet
untouched by them.

Reference list
•Bourne, H. and Jenkins, M., 2013. Organizational values: A dynamic
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•Gafni, R. and Geri, N., 2013, July. Do operating systems affect perceptions of
smartphone advantages and drawbacks?. In Proceedings of the Informing
Science and Information Technology Education Conference (pp. 175-184).
Informing Science Institute.
•Gosens, J. and Lu, Y., 2014. Prospects for global market expansion of China’s
wind turbine manufacturing industry. Energy Policy, 67, pp.301-318.
•Holtbrügge, D. and Baron, A., 2013. Market entry strategies in emerging
markets: An institutional study in the BRIC countries. Thunderbird International
Business Review, 55(3), pp.237-252.