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APPLE COMPUTER.   Term Paper ID:23657 Click to get this paper

Essay Subject: Assesses firm's leadership, customer focus, quality values & performance, price, competition, technology.... More...

6 Pages / 1350 Words 3 sources, 3 Citations, APA Format $24.00 Return to List of Papers

Paper Abstract: Assesses firm's leadership, customer focus, quality values & performance, price, competition, technology. Paper Introduction: APPLE COMPUTER: AN ANALYSIS WITHIN THE CONTEXT OF BALDRIGE CRITERIA Introduction This research assesses Apple Computer within the context of the Baldrige Quality Award Criteria. This introduction provides information relevant to the company being assessed, as well as to the application of the Baldrige criteria in this assessment. Apple Computer Apple Computer Inc. is a major manufacturer of microprocessor-based personal computer systems. In the 1970s, Apple Computer practically invented the personal computer as it has come to be known. In its initial operations, Apple Computer targeted the school and home markets. With the introduction Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. Unfortunately for the company, however, thepromotional campaign appears to be failing on both counts. (1996, October). Additionally, Apple Computeruntil 1995 refused to allow other manufacturers to clone the Apple computerdesigns. Conclusion Overall, the senior executive leadership at Apple Computer has notperformed well over the years. MacWEEK, 6(4 ), 16-17. Quality also involves the fulfillment of customer wants andneeds. IBMselected to Intel microprocessor for use in its own personal computers andadopted a product strategy that not only allowed but encouraged third-partyvendors to develop and market hardware and software to support the IBMpersonal computer. Within the "Leadership" category,the company is assessed only with respect to the quality criteriaapplicable to the "Senior Executive Leadership" item. Newparadigm organizations: From total quality to learning to world-class.Organizational Dynamics, 22(3), 4-19. M. Leadership Involvement The Baldrige criteria applicable to the leadership involvement ofsenior executives in quality-related activities include (1) reinforcing acustomer focus, (2) creating quality values and setting expectations, (3)planning and reviewing progress toward quality and performance objectives,(4) recognizing employee contributions, and (5) communicating qualityvalues outside the company. The IBM productstrategy created opportunities for third-party hardware manufacturers toproduce clones of the IBM PC, and activity that increased the market shareof Intel-based machines and, in turn, Intel's own sales. Apple, however, likely is "preaching tothe converted" hoping to stem further market share loss, as opposed to anattempt to gain market share. Communicating and Reinforcing A Customer Orientation Change in the competitive structure of the microprocessor market hasbeen driven primarily by Intel's success in that market, which in turn wasthe outcome of the combination of Intel innovation, IBM's personal computerproduct strategy, and incredible strategic blunders by Apple Computer.Intel designed a microprocessor for use in personal computers, and thencontinued to improve the product through technological innovation. Quality, however, has a dimension other than thetechnical. This approach is changing gradually under the leadership ofGilbert Amelio. Self-Assessment of Leadership Effectiveness Senior executives at Apple Computer prior to the advent of GilbertAmelio have been noted for allowing their own egos to impede theperformance of the company in the marketplace. Within each category, evaluative criteria are provided forfrom two-to-six items. S5-S7). Features, however, represent a major problem for Apple Computers.The company has touted the ease of use characteristics of their computers,but conveniently has overlooked the inability of the machines to performthe high-level multitasking operations demanded in many business useenvironments. Europe. In the 197 s, Apple Computer practicallyinvented the personal computer as it has come to be known. (1994, Winter). The companyperceived that its product was the superior product and priced itaccordingly-higher than the competition. References Battelle, J. The company's manufacturing facilities are sited in California,Texas, Ireland, and Singapore.Application of the Baldrige Criteria The Baldrige criteria assess quality within the context of sevencategories. In 1995, however, the slippage became a nearland-slide, and that trend continued into 1996 (Europe, 1996, pp. Apple Computer'smessage to the customer appears to be "do it our way or do without AppleComputer." This approach is moving Apple Computer from the position of amajor player in the computer market to a boutique status.Creating Quality Values and Setting Expectations At the technical level, Apple Computer senior executives have andcontinue to establish high quality levels, and they do expect and demandthat these levels be met. Themarket share in the microcomputer market for Apple Computers has beenslipping for several years. The quality level of Apple Computer products has been and remainsgenerally high, the brand name has been and remains strong, and neitherstyling or packaging have been or are major issues (Battelle, 1992, pp. Company Quality Values Price has proved to be a thorny issue for Apple Computer. This chain of events spelled disaster for AppleComputer; however, the senior executives at Apple Computer refused untilthe advent of Gilbert Amelio as president to recognize the true scope andnature of the problem facing the company. 4-19). The company's principal product is the Macintosh computer, which isproduced for both the home and office markets. In late-1996, however, Apple Computer is bringing one ofthe company's founders, Steven Jobs, back into the company. 16-17). M., Luthans, F., & Lee, S. This approach created a powerful customerloyalty among a rapidly declining share of the market. It is, however, a customer focus with a difference.Apple Computer believes that the company's products and its businessstrategy is superior to those of its competitors, and until 1995 refused tocompromise on these positions. The massivemarket for Intel microprocessors that developed attracted competition forthe development of microprocessors that essentially were clones of theIntel microprocessor. Jobs was astrong advocate of the failed strategy. In its initialoperations, Apple Computer targeted the school and home markets. MacIS' evolving role as advocate:Stronger Apple ties mean better response. (1992, 9 November). This research assesses Apple Computer only withrespect to the "Leadership" category. With theintroduction of the Macintosh product line, the company also begantargeting the office market, however, its biggest markets remain the homeand school. The four criteriaapplicable to this item are (1) leadership involvement, (2) company qualityvalues, (3) communicating and reinforcing a customer orientation, and (4)and self-assessment of leadership effectiveness. The result has been that Apple Computer developed greatcustomer loyalty in a market niche, and in 1996 the company's market shareof the microcomputer market is around eight-percent and moving downward.Apple Computer in effect told consumers that "we make a great product, andyou're nuts if you buy an IBM compatible." Most of the market,unfortunately for Apple Computer turned out to be "nuts."Recognizing Employee Contributions Apple Computer always has been viewed as a good place to work.Employee contributions are both recognized and rewarded by the seniorexecutive leadership at the company.Communicating Quality Values Outside the Company The company's envy over the success of the so-called "Wintel" machinesis evident in the "put-down" character of the company's comparativeadvertising. The values at Apple Computer until mid-1995 sacrificed this aspectof quality when a focus on this aspect of quality requires a modificationof the company's proprietary approach to production and operating systemdesign. Once Apple Computers determined to become price competitive in 1995, manyconsumers saw that action as a desperate bid by the company to generatecash, and stayed away from what they perceived to be a sinking ship. These people were neverable to admit that the strategic approaches they advocated were responsiblefor moving the company from the position of market leader to the positionof niche player. While a high quality product has beendeveloped and produced, actions of the senior executive leadership haveassured that this product will be attractive to a smaller and smaller shareof the market as time passes. By contrast, Apple Computer, the early leader in themicrocomputer market, maintained a proprietary strategy that prohibitedmajor efforts by third-party hardware vendors and operating systemdevelopers (Hodgetts, Luthans, & Lee, 1994, pp. The company also producesnotebook and hand-held computers, accessories and peripheral devices,operating systems for its own computers, and some applications softwarepackages. Marketing Computers, 16(1 ), S5-S7. Hodgetts, R. Jobs will not, it is said, replaceAmelio; however, the future of the company's current strategy is placed ina state of some degree of uncertainty until the actual role that Jobs willplay becomes clear.Planning and Reviewing Progress Toward Quality and Performance Where the senior executive leadership at Apple Computer has faileddramatically is in planning and reviewing progress toward performance. This introduction provides informationrelevant to the company being assessed, as well as to the application ofthe Baldrige criteria in this assessment.Apple Computer Apple Computer Inc. As the market share for the company's products declines, computerretailers reduce the selling area allocated to Apple Computers products.The result is that even for those consumers would like to buy an Applecomputer it is becoming increasingly difficult for them to either find theproduct or to find a good selection of Apple Computers products. Each of these criteria are assessed.Reinforcing A Customer Focus The senior executives at Apple Computer do reinforce a customer focuswithin the company. IBM clone makers, however, caused price reductions for IBMcompatibles, and a surge in market share away from Apple Computer products. One outcome of thiscombination of events was the rapid dominance of the personal computermarket by machines driven by Intel microprocessors. APPLE COMPUTER: AN ANALYSIS WITHIN THE CONTEXT OF BALDRIGE CRITERIA Introduction This research assesses Apple Computer within the context of theBaldrige Quality Award Criteria. By contrast, Microsoft, the company that produces theoperating systems for the "Wintel" machines, together with themanufacturers of the IBM compatible computers completely ignore AppleComputers in their advertising. is a major manufacturer of microprocessor-basedpersonal computer systems. 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