The progress of Apple, Inc. truly is one of the most impressive phenomena in the modern business world. Starting from scratch, facing rivalry with such brands as Microsoft and Google, surviving the death of its founder and still managing to provide its customers with innovational products of impeccable quality, Apple deserves being made an example of.
The company has reconsidered its mission, values, and objectives over the past few years, which has shaped its marketing strategy considerably. Because of the success of iPhone in Japan, Apple is aiming at conquering its market once again with iWatch, its brand new product, which will introduce the Japanese customers to the concept of a wearable computing device.
Despite its chances to succeed, Apple is going to deal with rather tough competition in the Japanese market. Indeed, when considering the revenues acquired by major software producing companies in the Japanese market, one must mention that Apple, which made 49.2% of all smartphone sales in Japan, is not the only company targeting at the given clientele.
Google with it, Android came as a close second, making 45.8% of all smartphone sales in the country (Apple vs. Android device sales 2013). Therefore, it is reasonable to assume that Google will continue fighting for the right to be the top smartphone seller in Japan. Hence, the factor of competition makes the company apply another set of changes to its current mission and objectives.
Samsung is another potentially dangerous rival. In 2012, Samsung had a major triumph in the Japanese smartphone market by selling 1,300 000 units of its product at DoCoMo, as the report says (Sony’s surprise triumph over Samsung 2013). Even though Samsung did not manage to beat Sony by the number of items sold in Japan, the given statistics is still very impressive.
Speaking of the changes made to the company’s mission to have success in Japan, one must mention that the general mission of the company does not seem strong enough, to begin with. Even though the original mission voiced by Steve Jobs is quite well put together, the company bizarrely refuses to use it.
Instead, the official MS represents an account of its production and states what Apple does instead of what Apple intends to do: “Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork, and professional software” (Farfan n. d.).
Granted that it is still better than a bunch of poorly connected clichés, the given choice of a mission statement still seems very weak and will hardly help the company sell iWatch in Japan successfully. Such MS will not help establish a connection with the end customer by showing that the company cares about its clients.
The same, however, can be said about the company’s vision. It would be wrong to claim that Apple’s vision has been redefined, yet it has narrowed down to the basic promotion of a new product.
As the recent reports explain, Apple changed its vision after deciding to cooperate with SBM: “SBM’s and Apple’s shared vision of promoting the innovative integration of the Internet and mobile phone through the distribution of iPhone is exciting” (Apple, Inc. 2013).
While the given vision does not contribute to creating long-term trustworthy relationships with clients or changing the organizational environment to update the production process, it does help sell the product in question, i.e., wearable computing devices.
Of all the elements that make the bulk of Apple, Inc., only corporate values remained unchanged. Even though someday they will also be washed away by the sands of time and replaced with new ones, these values seem quite consistent at present.
The company still strives for innovation and progress; however, it is remarkable that the emphasis has been shifted from creating a link between Apple and its customers to improving relationships with suppliers: the company managers “appreciate suppliers who truly understand and share in our challenges” (Apple, Inc. 2013a).
Despite major issues with the firm’s mission and vision, Apple’s new gadget has several advantages compared to the devices provided by Samsung and Google.
To start with, the company has already introduced a recognizable brand known as iWatch to Japanese clients. Second, wearable computing devices will break new ground in the industry (CBS News 2013). Finally, by changing the focus of its mission and vision, Apple will be able to focus on conquering the Japanese market better.
The Apple, Inc. has all chances to succeed in Japan with its new iWatch application, seeing how the company has already gained several supporters all over the state because of the Japanese customers’ fascination with iPhone and the opportunities that it offers.
While the company will unavoidably face several obstacles, such as the need to develop a completely new marketing plan to address the target audience, Apple has relatively big chances.
It should be noted, though, that Google’s Android also enjoys impressive success among Japanese people, which means that Apple will have to face tough competition. Nevertheless, judging by the selling rates for the iPhone in Japan compared to the ones for Android applications, Apple will have more luck with the Japanese audience than its key rivals.
Reference List
Apple, Inc. 2013, Softbank and Apple to bring iPhone 3G to Japan on July 11. Web.
Apple, Inc. 2013a, Apple and procurement.
Apple vs Android device sales 2013. Web.
CBS News 2013, Apple CEO hints wearable devices might be next area of interest.
Farfan, B. n. d., Apple Inc. mission statement is not very innovative and barely a mission at all.