An important aspect of Apple growth has been product diversification and strategic channeling. About 25 years ago, just out of college, I had been trained by Xerox Corp., as the sole responsible distributor for Apple. But just a few months later I worked directly for a national Apple distributor using the new Apple Center strategy, which adjusted and reconverted to become what is today’s Apple Stores, which attracts the unique Apple nation worldwide. But as I recall as a former employee, the company had quality and customer satisfaction as the main differentiator among competing vendors.
This brief writing has been inspiring in my controversial MBA study of Harvard University papers on Apple, which encounter in discrepancy with my own personal experience. As I indicated in that study, I found out that Harvard study was rather focused in negative impressions of the company that were rather subjective. For instance, one of the most recent versions of the paper called the iPod “an instrument of deafness” while for the overall user is an instrument of fun, relaxation or excitement, but in all scenarios not such an instrument as described by Harvard study. I believe I had spent a significant amount of time researching the company business model, beyond my perception that Apple had been designed to excel as the company of the century.
Today’s Apple business model is unique and consistent, and it has over achieved a position in a preferred microcomputer and innovative technologies markets.
A little bit of Blogs Through Pictures: The following are the slides accompanying my research, as part of my strategic management study.
