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Assignment Strategic Leadership and Innovation at Apple Inc. Answer questions 1-4 in a three to five page APA style paper. 1. Describe the current state of the computing industry and identify any opportunities or threats facing industry players. 2. Which Grand Strategies has Apple Inc. used in the past. Evaluate the success of these strategies. 3. Which Grand Strategy is Apple Inc. currently using? Explain your answer in relation to the Grand Strategy Selection Matrix. 4. Provide at least two recommendations for Apple Inc. to be successful in the present state of the industry. Case Story from book about Apple Inc. Reference of book: Pearce, J.A. II & Robinson, R.B. (2011). Strategic management: Formulation, implementation and control (12th ed.). New York: McGraw-Hill. ISBN: 9780077243210 I can cite for you, if you do or do not want to put down additional references. Strategic Leadership and Innovation at Apple Inc.1 “Stop and look at Apple for a second, since it’s an odd company . . . While most high-tech firms focus on one or two sectors, Apple does all of them at once . . . Apple is essen- tially operating its own closed miniature techno-economy . . . If you follow conventional wisdom, Apple is doing it all wrong. And yet . . . this is the company that gave us three of the signature technological innovations of the past 30 years: the Apple II, the Macintosh and the iPod.” (Grossman, 2005) APPLE’S FALL AND RISE Voted as the most innovative company for three consecutive years during 2006–2008 and as America’s number 1 most Admired Company (McGregor, 2008), Apple seemed to have it all: innovative products that have redefined their markets (such as the iMac and the iPod), a consumer base as loyal as a fan club, and a business model characterized by vertical integration and synergies that no competitor could easily imitate. The Apple brand had transcended the barriers of the computer industry to traverse the consumer electronics, record, movie, and the video and music production industries (see Figure 1 for an outline of Apple’s product and service portfolio). In 2008 the Apple brand was listed as the 24th most valuable global brand (up from 33rd place the previous year), valued at $13.7 billion (Interbrand, 2008). After a lackluster period during 1989–1997 when Apple was nearly written off, its dynamic comeback was impressive. Between 2003 and 2008 Apple’s sales tripled to $24 billion and profits increased to $3.5 billion, up from a mere $24 million (See Table 1 for an outline of Apple’s financial performance during 2006–8). Apple topped Fortune 500 companies for total return to shareholders both over 2003–2008 (94% return) as well as over 1998–2008 (51% return) (Morris, 2008: 68), a remarkable achievement. But things haven’t always been that rosy for the company once known as the underdog of the computer industry. During the time when Steve Jobs was not part of the organization (1985–1997) Apple progressively degenerated to the p ...

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