Sales Process: The Ultimate Guide

Introduction 

The present study seeks to research and investigate the sales process in a well-known, global company called Apple Inc. Apple Inc. Company is a multinational firm based in America, dealing in the selling and designing of computer software, personal computers (PCs), and an assortment of hand-held gadgets. After its founding in 1976 by Steve Jobs, the firm has greatly expanded to become one of the few modern days iconic designers of consumer electronic (Aaker & Mcloughlin, 2010). Though Apple Inc. always deals in a variety of products, it has learnt to treat every product line in a unique way. This research paper singles out Apple Inc’s business strategy by looking at how the firm utilizes creativity, innovation, and ICT in its product/market development model of review. The paper will, therefore, analyze Apple’s business strategy in consideration of its strategic competitive position, external environment, and value addition proponent in its strategic position. 

Aim/Scope 

The major business agenda of Apple Inc. is to always offer a variety of high-tech electronic products . At the outset, in the analysis of internal environment, the paper expounds on the concept that the products of Apple are of high quality, and appealing. Apple has gained the name of being the most successful and healthy IT brands (Sheth & Kellstadt, 2002, p. 598). It has dominated and holds the leadership in the electronic industry. It continues to top the design in the provision of high technology. Next, in the analysis of external environment, the paper explicates the adoption of Ansoff matrix as the ideal method of gauging the growth of sales of Apple’s products and market penetration and acquisitions. There is a need for Apple to devise verifiable and workable channels in which it will continue to top the list of being the dominant seller of mobile electronics. This paper does not contend that Apple will remain to be the best provider of mobile technology because competitors are bound to arise with sharper skills, knowledge, and competencies in a bid to outdo Apple. Finally, the paper will give concrete recommendations that can pave the way for further research into understanding Apple’s way-forwardness. 

Innovation in Apple Products Design 

Apple Inc competes across the PC, smartphone and electronics industries by reflecting its brand via certain mediums. Having remained true to its established corporate branding strategy , the Apple brand has consistently repeated the idea of design, imagination, and innovation. The company’s core values have been successfully executed by its use of repletion and consistency , thanks to Apple’s retail and product design, customer experience and advertisement (Tim, 2011). Cutting across all the magnificent products of Apple, when one undertakes an ergonomic product design of iPod, PC, and iPhone, the noticeable features become a simple, modern, and clean user interface. 

In the majority of Apple’s products, the prime geometric and organic forms have similar materials. Whenever a client purchases a computer or an iPod, they would inherently recognize that product belongs to Apple. The retail space is the one used in continuation of the brand perception by just creating a simple, open, and modern space (Barrow, 2010, p. 3). Also , online technological advancement advertisement with iTunes, podcasting, and offering affordable songs tends to advance the imagination and creativity of Apple Inc globally (BBC News Business, 2010, p. 1). 

Market Share 

Apple Inc attained a positive cash flow during its toddler years and never again did it experience financial trouble up to the fiscal year 1994. Over the next three years, the firm’s financial situation became weak. Its financial standing improves back in 1999, irrespective of the 15% drop in its annual revenues, from the previous years. Apple Inc’s revenues and profits have kept on increasing steadily and sometimes sharply, which backed by the presence of Internet boom. For instance, in 2011, revenues subsided by 35% from 2010. Apple Company takes pride in sometimes forming amalgamations and absorptions (Apple official website, 2012). 

Framework for Ansoff Matrix 

The Ansoff Matrix assists a firm to come up with product-market growth by aiming at four growth patterns, which are Diversification, Product Development, Market Development, and Market Penetration. Apple will stand a better position to achieve the above strategy ( is ) in the grown markets since; the products therein are at the rising stage. As a measure of increasing its profits and sales, Apple could as well persuade existing clientele to purchase more products (Bryan, 2012, p. 1). This is easily accomplished during an economic growth whereby consumers are more than willing to spend more of their money in technological products. For instance, Apple Inc could embark on using more advertisements and sales promotion to persuade clients to purchase an iPhone for all family members. Alternatively, Apple could persuade its present iPod clients to purchase a Mac Computer. This can be accomplished by embracing a proper promotional campaign. The best example is to drive out competitors to allow its presence in the whole market (Apple official website, 2012). 

Product Market Strategy 

This refers to a full description of a company’s products together with targeted markets. Apple Inc should ensure that its market definition is not defined too narrowly or too broadly because a core drive of market definition is to allow the company to develop a strategy and after that make proper decisions. The market growth strategies comprise of the following: 

Market Penetration : This kind of strategy seeks to increase sales without necessarily deviating from the innovative product-market strategy. It encompasses increasing of its sales to the current clientele and finding of new clientele for existing products. 

Market development : In this strategy, Apple Inc will seek to sell existing products to new markets (after modifying them). By using Ansoff matrix, Apple Inc will “adapt its current product line to new missions.” 

Product development : Ansoff Matrix rules that this strategy should be used by the firm to sell its new products, either with altered or new features, to its existing markets. Apple Inc can use this strategy in developing of products with “new and different features that will change and boost the performance of the [existing] mission.” 

Diversification : This strategy will be used by Apple in developing of new for new markets, which could be related to the present business, or unrelated. 

Explanation of the Ansoft framework 

Of key to note is that each of the above strategies can be used by Apple Inc to represent a different path that in turn is used by the firm’s management in its pursuit of growth. Ansoff Matrix will be instrumental because it will allow simultaneous hunt for product development, market development, and market penetration to serve (Leander, 2012, p. 2) as signs of an advanced, well-run firm and may be central to survival in the face of economic competition.” This matrix is composed of two major dimensions. The initial one comprises of existing and new products whereas the second one comprises of existing and new markets. (David, 2005, p. 1). Inside the matrix there exist four major categories which suggested grown strategies for each one as a way of assisting the corporation to set the suitable direction of their business strategy (Berglof, 2011, p. 500). 

Application & Evaluation of Ansoff Model 

Apple Inc can realize the usefulness of this grid during its strategic planning since it will assist executives, marketers, and senior management to devise strategies for future growth. By assisting vivid growth regarding growth strategy, this matrix will assist Apple Inc to evade risks such as 1) selecting proper strategy provides the firms’ diversification objectives; 2) misunderstanding the implications of hunting a particular strategy, and 3) overlooking available growth strategies. In this particular strategic option, Apple Inc. could create new products for existing clientele. With them, the firm would have built a strong relationship and thus understanding their need and desirable specifications for the creation of a new product. Thus, it could venture into innovating its products as a way of maintaining their clientele satisfaction, beat its close business rivals, and maintain its leadership role in the market. The best example of this is the iPod which was first introduced in Oct 2001. At present , Apple has succeeded in creating an iPod which has Multi-Touch display, a 3.5-inch (diagonal) widescreen, Wi-Fi, and many other features. Such changes are classified under the product development as Apple Inc. continues to innovate products with new ones. 

Another classical example is that Apple Inc is annually innovating. Its first phone was released in 2007. In the following year, the company produced the iPhone 3G; 2009 announced t he iPhone 3GS; 2010 announced the 4G. All these developed products are targeted towards the same market share. Customers who had earlier bought the first iPhone would want to substitute it with the new one. 

Iconic Branding 

Today, the DOST-ICT Office acknowledges the founding of apple Inc Company. Theirs is a classical example of how one idea can turn into something concrete and greater that can benefit the organization. Under the elnnovation group, this pioneering program targets to develop the Startup ecosystem within the nation and encourage the Apple spirit. Through the usage of ICT, the program aims at cultivating technology and e-commerce startup business in the nation, leading to highly-skilled “technopreneurs” with the capability to create startup businesses which will pique the interests of both foreign and local investors and consequently spark economic growth (Chen & Ching-Hsun, 2012, p. 510). Still, under this program, a variety of projects have been executed to give would-be techno-preneurs the relevant skills to gain a breakthrough in the e-market. According to Aaker & Mcloughlin (2010), each project is being supported with the collaboration of industry professionals together with ICT councils who come together to share their knowledge and expertise in the ICT entrepreneurial skills. 

Innovation as a Strategy to Drive Market Excellence 

Apple Inc is the firm believer that the capability to build the best possible software is accompanied by integrating the talents of the company’s varied personnel into its products, by further acknowledging the priorities and needs of its diverse client, partner and supplier base. This will therefore include working jointly with certified trained minority and business personnel, together with small business owners seeking to buy competitively priced quality products from Apple. Apple will continue to partner with top diversity-related firms and further participate in various community events in order to bring technological innovativeness to diverse communities. It should continue maintaining relationships with organizations via employee volunteerism and membership, financial sponsorships, software donations, and conference and career fair participations. 

Using Right Sources of Financing 

Apple Inc. is one of the public-listed firms that accentuate a supportable capital structure that facilitates the present equity funding of all its key operations. Apple’s decision to gain the unlisted firm heightens from depressed company’s capital structure; one that prompts the directors to contemplate purchasing the shares of another unlisted firm. The firm in question can embark on utilizing venture capital; a private equity capital gives financial support to a thriving potential business growth. Capital venture provides finances to ordinary investments which cannot be funded by the capital markets and conventional banks. The major goal of this venture capital is accentuating the growth of the well-set companies to IPO requirements. Apple should consider venture as a means of financing the market expansion and meeting its operation growth; this is because the venture provides financing services that boosts Apple with regard to operational efficiency (Chen, Y, and Ching-Hsun, 2012, p. 510). 

This type of financing is beneficial in a way that offers Apple with the indispensable regulation pertaining to the accomplishment of its established objectives. It further introduces the business to the relation of other partner firms for conceivable structural needs. The type of venture financing should compel Apple’s activities towards the preparation of the IPO. This kind of financing facilitates the activities of the company by lowering the business risk exposures in buying the unlisted firms. Even though this source of finances has proven to have considerable gains, experts concur that it can mislead the company’s objectives and goals since it can redress its favorable strategies and opportunities to expand in the global market (Businesslink.com, 2011, p. 1; Cabon, 2008, p. 45). 

Conclusion 

To sum up Apple’s suitable source of financing, the right financing is done through venture capital, which is attributed to the easy accessible accompanied with follow-up procedures that enhance the venture by allowing this type of finance to continue earning in the long-run. Venture capital offers additional advice to Apple Inc. on how it should utilize its resources in the long run. Apple’s internal source of financing is depleted following the investment demanding of 25% of the market capitalization. As a requisite source of finance, venture capital will provide support to the operation frameworks of Apple. The involvement of capital market funding will ensure that Apple gains access to the finances in an easier way without necessarily posing constraints to other sources. Consequently, the Apple Company ought to select the capital marketing because the financiers may not pose any control in the firm to appropriately facilitate effectual decisions and trigger timely responses. 

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