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FACULTYOFMANAGEMENTANDLAW
SCHOOLOFMANAGEMENT
DISTANCELEARNINGMBA2015/16
MAN4042N
Marketing
ModuleLeader:LynnParkinson
Tutor:LynnParkinson
FormativeAssignment
AppleInc.–AMarketingSuccessStory
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Author:RaúlBartoloméCastro
Date:2016-04-10;Version:V1.0
Icertifythatthisassignmentistheresultofmyownworkanddoesnotexceedthewordcountnotedbelow.
Wordcount:1721(excludes:frontcover,tableofcontents,listoffigures,listoftables,annotations,figures,tables,footnotes,references,bibliographyandappendices)
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TableofContents1 WhyAppleCanBeConsideraMarketingSuccessfulHistory?.....................................4
2 KeyFactorsWhichHaveLedAppletotheMarketingSuccess.....................................5
2.1 BuyingBehavior.............................................................................................................5
2.2 MarketingEnvironment.................................................................................................6
2.2.1 Macroenvironment...........................................................................................................6
2.2.2 Microenvironment............................................................................................................8
2.3 CompetitorAnalysis.....................................................................................................11
2.4 MarketSegmentation..................................................................................................13
2.5 MarketingMix.............................................................................................................15
2.5.1 Product/Service..............................................................................................................15
2.5.2 Price................................................................................................................................16
2.5.3 Place...............................................................................................................................16
2.5.4 Promotion.......................................................................................................................17
3 ChallengesandRecommendations...........................................................................19
4 References...............................................................................................................21
5 Acronyms.................................................................................................................22
6 Appendices..............................................................................................................23
6.1 SmartphoneandComputerSales.................................................................................23
6.2 ExpenditureinResearchandDevelopment..................................................................24
6.3 AdvertisingExpenses...................................................................................................26
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ListofFiguresFigure1.Apple'srevenuefrom2004to2015..........................................................................4
Figure2.AppleInc.(AAPL)stockchart,last10years...............................................................4
Figure3.ConsumerPropositionAcquisitionProcess...............................................................5
Figure4.Porter's5Forces........................................................................................................8
Figure5.CompetitorsMarketShare........................................................................................9
Figure6.TheSTPProcess.......................................................................................................13
Figure7.Apple'sPerceptualMaps.........................................................................................14
Figure8.Apple'sProductForm..............................................................................................15
Figure9.GetaMacCampaign...............................................................................................17
Figure10.FirstheardaboutApple.........................................................................................18
Figure11.UnitsalesofAppleworldwidebyproduct/operatingsegment............................20
Figure12.GlobalSmartPhoneSales......................................................................................23
Figure13.GlobalComputerSales..........................................................................................23
Figure14.Rankingofthe20companieswiththehighestspendingonR&Din2014............24
Figure15.Apple’sexpenditureinR&D..................................................................................25
Figure16.Samsung’sexpenditureinR&D.............................................................................25
Figure17.AdvertisementExpenses.......................................................................................26
ListofTablesTable1.PESTLEAnalysis(PESTLEAnalysis,2015),(Lombardo,2015)......................................6
Table2.CompetitorsSummary.Source:Appendices..............................................................9
Table3.Apple’sSWATAnalysis.(MarketLine,2015,pp.22-27)............................................11
Table4.Samsung’sSWATanalysis.(MarketLine,2015,pp.19-23).......................................12
Table5.Lenovo’sSWATanalysis.(MarketLine,2015,pp.23-27)..........................................12
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1 WhyAppleCanBeConsideraMarketingSuccessfulHistory?Acompanythatgrowsthankstomarketingorientationcanbeconsideredamarketingsuccessfulhistory.Figure1showsarevenueincreaseof2850%inthelast12yearsandFigure2showsastockpriceincreaseof1328%inthelast10years.
Figure1.Apple'srevenuefrom2004to2015Source:http://www.statista.com
Figure2.AppleInc.(AAPL)stockchart,last10years.Source:http://finance.yahoo.com
AppleInc.companyiscustomerconcentric,createsvaluestohiscostumersbycontinuouslyanalyzingandadaptingitsoffertocustomer’sneeds(Baines&Fill,2014,p.8).Thisassaywillshowusevidencesofsuchorientation,likeFigure7.Apple'sPerceptualMaps(chapter2.4)orFigure10.FirstheardaboutApple(chapter2.5.4).
Applealsoiscompetitororiented,developsandunderstandsthestrengthsandweaknessofitscompetitorsandre-positionitsofferaccordingly(Baines&Fill,2014,p.8).ThispaperwillshowevidencesofsuchbehaviorinFigure4.Porter's5Forces(chapter2.2.2)andcompetitoranalysiswithSWOT(chapter2.3).
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2 KeyFactorsWhichHaveLedAppletotheMarketingSuccess2.1 BuyingBehavior
Apple’scustomersdoesn’tfitverywellintheclassicconsumerpropositionacquisitionprocessshownintheFigure3(Baines&Fill,2014,p.42).Thisisfundamentallyarationalproceeds,triggedbytheneedtosolveaproblem(motivedevelopment)andfollowedbyachainofsteps(notalwayssequentially)ofinformationgathering,evaluation,selection,acquisitionandre-evaluation.
Figure3.ConsumerPropositionAcquisitionProcess
Insomecases,wherethepurchasingdecisionhasabigsignificance,theprocessisveryaccurate.e.g.buyinganexpensivebrandnewcomputerorswitchingfromWindowsPCtoAppleMacintosh–author’scase.
Thepurchasingbehaviorisstronglyinfluencedbythebrandinitself,manyofthecustomersbuyApple’sproductsperiodicallyandemotionallylookingforfunctionality,quality,easeofuseandbeauty.
Thebrandhasreachedacultlevel.Matthew&Bueno(2011)defines7goldenrulesforcultbrand.CreatingacultbrandgivestheadvantagetoAppleofaloyalpoolofcustomerswillingtopaypremium(Schneiders,2011,pp.49-50).Somekeyaspectsofcultbrands:
• Consumerswanttobepartofthegroup(Maslow,1943)anddifferent.• Cultbrandsareinclusive,sellslifestyle,createcustomercommunicates,brand
evangelist,promotepersonalfreedomanddrawnpowerfromenemies.
MotiveDevelopment
InformationGathering
Proposition Evaluation
Proposition Selection
Acquisition/Purchase
Re-Evaluation
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2.2 MarketingEnvironment
2.2.1 Macroenvironment
PESTLEframeworkhelpstoidentifyfactorsthatmightimpactinthelongtermbutthecompanyhaslittlecontrolaboutthem(Baines&Fill,2014,p.116).
TheTable1shows25factors.Someofthefactorsarecommoninmostcompaniesofthesamesector.Appleiswellpositionedtominimizethethreatsandtakeadvantageoftheopportunities,someadditionalremarks:
• Economic:ApplecoulddiversifythesupplychainstablishingoperationsinotherregionslikeIndia,recommendationforFactors4and7.
• Socio-cultural:toreactagainstF8thecompanycouldconsidertoacquireasocialmediaplatformliketweeter.
• Technological:forF14sellingsecondhandhandsetscanbeoneaction,howeveritwasbannedinIndia.
• Legal:Appleissufferinghighpressureinthedebateofpersonalprivacyvs.nationalsecurity:F20&F21.
Table1.PESTLEAnalysis(PESTLEAnalysis,2015),(Lombardo,2015).
Category Factor ImpactPolitical 1. Theglobaltrendisfreetradespoliciesbetween
countries,governmentsmorestablesandlesswars.Opportunity
Economic 2. TheglobalGDPtrendispositive,thereforemorebudgettopurchaseelectronicdevices.
Opportunity
3. TheUSDisstrengtheningversusothercurrencies. Opportunity 4. IncreaseofwagesinChinaaffectstheelectronic
supplychain.Threat
5. Trendofbasicgoodsgettingcheapersocustomershasmorebudgetforauxiliarygoods.
Opportunity
Socio-cultural
6. Anti-AmericanismsocialmovementscanaffectnegativelytoAmericancompanies.E.g.:ChinaandMiddleeast.
Threat
7. SocialunrestinChinamightaffectnegativelyelectronicsupplychain.
Threat
8. Thesocialmediaisrisingspeciallyinmobiledevices. Threat/Opportunity
9. Mobiledevicesarerisinginalsociallevels. Opportunity 10. Theglobalpopulationisgrowing. OpportunityTechnological 11. InternetofThings(IoT)isgrowingexponentially. Opportunity 12. Cloudcomputingisglobaltrend. Opportunity 13. Slowingdemandinconventionalcomputingdevices
likelaptopsanddesktops.Threat
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14. Strongdemandinaffordablemobiledevices,speciallyinIndiaandemergingmarkets.
Threat
15. MarketappreciatesopenplatformslikeAndroidorLinux.
Threat
16. Growingdemandinmobileapplications. OpportunityLegal 17. StricterlegislationinEUmightforcecompaniesto
declarecorporateincomeinthecountriesofsales(Oliver,etal.,2016).
Threat
18. Internationallegalpressuretoincreasetherightofthecustomers:longerguaranteesandhighercoverage.
Threat/Opportunity
19. Countriesmightimposehigherstandardregulationsforelectronicproducts.
Threat/Opportunity
20. USAmightrequiretobuildbackdoorsinelectronicdevicestohaveaccesstotheirdata.(Lynch,2016)(FTView,2016).
Threat
21. Globalconcernintheuser’sprivacy. Threat/Opportunity
Ecological 22. Globaltrendforbusinesssustainability:CO2emissions,wastetreatment,etc.
Threat/Opportunity
23. Globaldemandforlowenergyelectronicdevices. Opportunity 24. Globaltrendforstricterrecyclingprogramsof
electronicdevices:Li-Ionbatteries,heavymetals,etc.Threat
25. StricterambientregulationofelectronicsupplychaininChina.
Threat
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2.2.2 Microenvironment
In1980Porterdefinedafiveforcesframeworktoanalyzefactorsthataffectaspecificindustry(Baines&Fill,2014,p.134)(Dobbs,2012,p.22).Applebelongstoconsumerelectronicsindustry(hardware&software)andrecentlytoaudiostreamingservices.Figure4showsthesummary:
Figure4.Porter's5Forces
Newentrants
Threatsofnewentrants:Generallylow
Buyers
Bargainpowerofbuyers:Apple low,Othershigh
Suppliers
Bargainpowerofsuppliers:Apple low,Bigcompanylow,
Smallcompanyhigh
Substitutes
Threatsofsubstitutes:Generallymedium
Competitors
Verycompetitivesector
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Competitors
• StrongcompetitionbetweenverybigcompaniesinvestingalotinR&Dandadvertisement.
Table2.CompetitorsSummary.Source:Appendices.
Company SmartphonesSales ComputersSales R&DExpenditure
AdsExpenditure
[MUnits] [%] [MUnits] [%] [BUSD] [BUSD]Samsung 102 21.2 13.4 4.2Apple 46 9.6 5.7 7.5 6.04 1Microsoft 30 6.2 10.4 1.6Huawei 27 5.6 Lenovo 17.6 3.7 15.4 20.3 2 HP 14.2 18.8 3.5 1Dell 10.2 13.5 0.8Google 8 Others 258 53.7 30 39.7
Total 480.6 100.0 75.5 100.0 Date 2015Q3 2015Q4 2014 2012
Figure5.CompetitorsMarketShare
• Buyers
CustomerseasilychangebetweenbrandsinPCandAndroidmarket,howeverApplehasaloyalclientelebecauseisacultbrand(Schneiders,2011).
• Suppliers
Thebargainpowerofsuppliersislowforbigordersandhighforsmallorders.In1997Jobsdecidedtoreducetheportfolioandswitchtosinglesuppliertoobtainfavorablecontracts(Schneiders,2011,pp.29,31).
Others57%
Samsung21%
Apple10%
Microsoft6%
Huawei6% SMARTPHONES
Others42%
Lenovo19%
HP18%
Dell13%
Apple8% COMPUTERS
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• Newentrants
ThethreatofnewentrantsislowbecausethesectorrequiresbiginvestmentinmarketingandR&D,seeTable2.
• Substitutes
Therearenoclearsubstitutesatthismoment,howevertheindustryisyoungandnewinventionscouldappear.E.g.brainimplantsasphoneandcomputer.
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2.3 CompetitorAnalysis
Apple’stopcompetitorsareSamsunginsmartphonesandLenovoinComputeraswesawinchapter2.2.2,weidentifiedthemarketshareand,expenditureinR&Dandadvertisement.
AdditionallyweuseSWOTanalysistoidentifythestrategicpositionofthecompanies,identifyingstrengths,weakness,opportunitiesandthreats(Baines&Fill,2014,p.163).
Table3showsApple’sanalysisthathelpstocomparewithcompetitors.Strengthsinintegration,profitandcash.Weakness:highdependenceinmobile.OpportunitiesinnewproductslikeApplePay,AppleWatchandnewbusinesssector.Threatsare:complexenvironment,penetrationinemergingmarketsandcutofsubsidies.Table3.Apple’sSWATAnalysis.(MarketLine,2015,pp.22-27)
Strengths
• Horizontalandverticalintegrationprovidescompetitiveadvantages.
• Highprofitmargininanindustrydecliningmargin.
• Highgrowthratesandcashflows.
Weakness
• StrongdependenceiniPhoneandiPad
Opportunities
• ApplePayopenspaymentgateway.• Appleproductsapportioninbusiness
sector• AppleWatchstronggrowthin
wearable
Threats
• Complexenvironmentthatmightaffectmarketposition
• Emergingmarketsresistanceforpremiumproducts
• Smartphonesubsidycutscouldimpactsales
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Table4showsSamsung’sanalysis.Strengthsinmanymarkets(smartphone,memorychips,etc.),inR&Dandglobalpresence.Weakness:dependenceinmobileandAndroid,thiscanbeexploitedbyApple.Table4.Samsung’sSWATanalysis.(MarketLine,2015,pp.19-23)
Strengths
• Establishedpositionacrossseveralmarketsenhancebrandvalue
• Stronginnovationandresearchanddevelopmentcapabilities
• Presenceacrossdiversegeographiesspreadsbusinessrisk
Weakness
• Weaknessinthemobilesegmentcouldimpactrevenues
• RelianceonAndroidplatform
Opportunities
• Growthinsmartphoneandtabletmarketsrepresentsopportunity
• PositiveoutlookforsmartTVmarket• Increasingadoptionof3Dflash
memory
Threats
• Intensecompetitionandincreasingcommoditizationinthemobilesector
• DecliningaveragesellingpricesmaystrainmarginsForeignexchangerisk
Table5showsLenovo’sanalysis.StrengthsincomputersgloballyandChinesemarket.Weaknessinpossiblerecalls,thiscanbeexploitedbyApple.Table5.Lenovo’sSWATanalysis.(MarketLine,2015,pp.23-27)
Strengths
• LeadingplayerintheworldwidePCmarket
• Strongperformanceacrossallproductlines
• ExposuretohighlygrowingChinesemarket
• StrongpresenceinPC+market
Weakness
• Significantproductrecallscoulddentbrandimage
Opportunities
• Growingsmartphoneandtabletmarket
• Positiveoutlookforcloudcomputingmarket
• Strategicacquisitionstoboosttoplinegrowth
Threats
• Competitivepressurecouldreducemarketshare
• NegativetrendsinPCsalescouldimpactrevenues
• Decliningaveragesellingpricesmaystrainmargins
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2.4 MarketSegmentation
TheFigure6showtheSTPprocessusedtoSegmentthemarketindifferentgroupswithsimilarneeds,decidewhatgroupstoTargetandPositiontheproductorservicewithauniqueofferthatencouragesthepurchasing(Baines&Fill,2014,pp.203-228).
Figure6.TheSTPProcess
AccordingtoBaines&Fill(2014)thereare3basecategories:profile,psychologicalandbehavioraland9segmentationscriteria.Manyliteratureexiststodevelopthecoreofeachsegmentationprocess(Hamka,2012,p.23).
Appletargetscustomersmainlyinthenextsegments:
• Geographic:worldwide,speciallyindevelopedcountries,usingofretailstoresandonlinesales.
• Demographic:nospecificage,middle/upperincomeclass.• Lifestyle:businessprofessionals,media/designprofessionals,educationsector,
music/videoenthusiasts,technologistenthusiast.• Productusage:targetingbasedonthefunctionality,mobility,integrationand
performance(Maha,2012).
Segmenting
Identificationofgroupswithsimilarneeds
Targeting
Selectingthegroups
Positioning
Creatingtheofferthatencouragesthepurchasing
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Apple’spositioningisoutstanding;thebrandis‘topofmind’inmanyattributes.Perceptualmapsshowhowwellpositionedisthecompanyvs.thecompetitors(Baines&Fill,2014,p.230).Figure7shows3perceptualmapswhereAppleisthe‘topofmind’inquality,innovationandreliability;secondpositioninfashionableanddurability.
Figure7.Apple'sPerceptualMapsSource:ProfessorMaylesMassel,Bus50.2Marketing.
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2.5 MarketingMix
2.5.1 Product/Service
Applehasanextensiveportfolioofproducts(Mac,iPad,iPhone,Watch,TV,Software)andrecentlysomeservices(Music,Payment).Applepresentshisofferfocusedonbenefitsratherthanfeatures.Figure8showsthreekeyaspectsoftheproductform:
• Core:benefitsfromtheproductsasservices.• Embodied:thephysicalpropositionisverystrong:stylishdesign,sublimepackaging,
highqualityandbrandname.• Augmented:includesadd-on:customerservice(rated#3on2015(Sauter,etal.,
2016)),warrantiesbeyondregulations,trainingsandreplacementprograms.
Figure8.Apple'sProductForm
Appleisasignificantexampleofaservice-dominantlogic(SDL),Baines&Fill(2014)considerinSDLthatcustomersneedtoobteinvaluefromtheproductbyconsumeingit.ApplerecentlyintegratessubscriptionserviceslikeiCloud,Applemusic,iTunesthatisdificulttodiasociatedfromtheproducts.
Apple’sbrandsisacultbrand,wedescribeditonchapter2.1.
Augmented Proposition
Customerservice,warranty,replacementprograms, trainings
EmbodiedProposition
Style,quality,durability,packaging,brandname
CoreProposition
BenefitsfromApple’sproductsandservices
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2.5.2 Price
Apple’sproductsaremoreexpensivethantheirpeers,customerstoleratehigherpricesduetohigherquality,differentiatedstyleandease-of-use.
Appleusesvalueorientedpricing,thepriceisbasedonbuyers’perceptionoftheproduct/servicevalueratherthanthecompetitorsormaterialcost(Baines&Fill,2014,p.331),thisstrategyprovidesbigprofitmargins.However,ApplegetsclosertodemandorientedpricingtocompeteinthelowersegmentswithproductslikeiPhone5CorlowerversionsofiPad.
Appleusespriceskimmingfornewproductsintroduction,highpriceatlaunchingtocovertheR&Dexpenses,andpricereductiononmatureproducts(Baines&Fill,2014,p.336).Innovatorandearlyadaptorscustomerssupportthelaunchingphase.
2.5.3 Place
AppleprovidestraditionaldistributionwithApplestores(463on2015(Statista,2016)),AppleAuthorizedStoresandonlineApplestore.
Applestorearelocatedinexclusivespotsinthemostimportantcitiesaroundtheworld.Thestaffprovidespersonalizedsupport,traininginaleanenvironment.
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2.5.4 Promotion
Themarketingcommunicationsocalledpromotion,helpsorganizationstocommunicatetheproductandservicetotheircustomers(Baines&Fill,2014,p.349).Appleusesnextmechanisms:
• Advertisement:Appleusesverywiselyhisbudget(seechapter2.2.2)withsuccessfuladvertisementcampaignsthatdifferentiatesthebrand.“GetaMac”campaign,oneofthebestofthedecade(Guerrero,2015;Kolowich,2016),engagestheaudiencewithMacincontrapositionwithPC.Othermemorablecampaignswere“thinkdifferent”or“iPodbillboards”
Figure9.GetaMacCampaign
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• SocialMedia:manyApple’sfollowerspromotethebrandininternet,magazineandmouth-to-mouth(SeeFigure10).Digitaldivas,cultbrandevangelist,opinionleaderandopinionformersreinforcefreelyandpositivelythebrand.ProfessorYoffieestimatesabenefitof400M$comingfromthissource(Schneiders,2011,p.61).
Figure10.FirstheardaboutAppleSource:(Maha,2012,p.27).
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3 ChallengesandRecommendationsDuringthisassayweusedsometoolslikePESTLE,Porter’s5forcesandSWOTthathelpedustoidentifythreatsandchallengesforthecompany.Themostimportantare:
1. AppleoperatesinacomplexandverycompetitivesectorwithwellfoundedcompetitorsandexperiencedpeerslikeGoogle,SamsungandMicrosoft.
InnovationhasbeenakeycompletivefactorforApple,I’drecommendtoincreasetheexpenditureinR&Dtoguaranteeacontinuousinnovationflow.WelearntfromTable2thatApple’sR&Dinvestmentislowerthanmaincompetitors,thisisanadditionalargumentthatsupportsmyrecommendation.
2. Concernforuser’sprivacyvs.socialsecurity.
Appleimplementsstateoftheartsmechanismtoprotectuser’sprivacy:encryption,anti-bruteforce,doublestepuseridentification(Cook,2016).RecentlyUSadministrationwithdrewtherequestofabackdoortounlockinganiPhone5,theFBIfiguredouthowtohackthedevice(Lovejoy,2016).
Myrecommendationistoopenasocialdebatebetweentheadministration,thetechcompaniesandsocialrepresentativestodefinetheboundariesoftheprivacyversusthesocialsecurity.ThedebateisalreadyveryactiveinInternet(Brandom,2016).
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3. ApplehasastrongdependenceiniPhone.
FromFigure11wedeductthatin2016Q1atotalunitsalesof96.3millionswhereiPhonerepresents78%.ThatmakesApple’sprofitabilityverydependedofiPhone’ssales.Thisisariskysituationbecausethemicroenvironmentisverycompetitive(seechapter2.2.2)
Figure11.UnitsalesofAppleworldwidebyproduct/operatingsegment.Source:http://www.statista.com
MyrecommendationforAppleistodiversifyhisportfolio,withproductandservicesawayofITandHighTechindustry.AclearevidencethatAppleacknowledgesthisissueisthe“opensecret”thatAppleisdevelopingacar(TeslaCEOElonMusk)andhiringhundredsofengineerstodoso(MacRumors,2016).
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4 ReferencesLombardo,J.,2015.AppleInc.PESTEL/PESTLEAnalysis&Recommendations.[Online]Availableat:http://panmore.com/apple-inc-pestel-pestle-analysis-recommendations[Accessed6Apr.2016].
Cook,T.,2016.Apple’scommitmenttoyourprivacy.[Online]Availableat:http://www.apple.com/privacy/[Accessed10April2016].
Lovejoy,B.,2016.FBIofficiallyconfirmshackituseddoesnotworkwiththeiPhone5sorlateriPhones.[Online]Availableat:http://9to5mac.com/2016/04/07/fbi-iphone-hack-method-secure-enclave/[Accessed10April2016].
Lynch,D.J.,2016.LongbattleloomsoverencryptionbeyondUS-Appledetente.[Online]Availableat:https://next.ft.com/[Accessed6April2016].
Baines,P.&Fill,C.,2014.Marketing.3rded.Oxford:OxfordUniversityPress.
Brandom,R.,2016.Thefivebigliesoftheencryptiondebate.[Online]Availableat:http://www.theverge.com/2016/1/12/10749806/encryption-debate-fbi-terrorism-going-dark[Accessed10April2016].
Dobbs,M.E.,2012.Porter'sFiveForcesinPractice:TemplatesforFirmandCaseAnalysis.s.l.:EasternIllinoisUniversity.
FTView,2016.Consensusisamustforencryptiontechnology.[Online]Availableat:https://next.ft.com[Accessed6April2016].
Guerrero,A.,2015.10MostCompellingAdCampaignsoftheDecade:WhyTheyWentViral.[Online]Availableat:http://www.inc.com/anna-guerrero/10-most-compelling-ad-campaigns-of-the-decade-and-what-your-brand-can-learn-from.html[Accessed6April2016].
Hamka,F.,2012.Smartphone’sCustomerSegmentationandTargeting:Definingmarketsegmentfordifferenttypeofmobileserviceproviders.s.l.:FacultyofTechnology,PolicyandManagement,DelftUniversityofTechnology.
Kolowich,L.,2016.12oftheBestMarketingandAdvertisingCampaignsofAllTime.[Online]Availableat:http://blog.hubspot.com/blog/tabid/6307/bid/32763/The-10-Greatest-Marketing-Campaigns-of-All-Time.aspx[Accessed9April2016].
MacRumors,2016.AppleCar-Apple'selectricvehicleproject.[Online]Availableat:http://www.macrumors.com/roundup/apple-car/[Accessed10April2016].
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Maha,H.,2012.CriticalAnalysisofusingmarketingstrategiesofbrandingAppleInc.s.l.:BA(Hons)inBusinessAdministration(Marketing)associatedwithUniversityofWale.
MarketLine,2015.LenovoGroupLimited-CompanyProfile.755935DB-CC13-4CB2-BD6D-8438BFB391ABed.s.l.:MarketLine.
MarketLine,2015.AppleInc.CompanyProfile.5B0A0C20-9BB6-4284-A575-AC0F2261F45Ced.s.l.:MARKETLINE.
MarketLine,2015.SamsungElectronicsCo.,Ltd.-Comapnyprofile.113F3EA6-CE38-4423-9590-97FEB3BE2F4Aed.s.l.:MarketLine.
Matthew,R.W.&Bueno,B.J.,2011.PowerofCultBranding-How9MagneticBrandsTurnedCustomersintoLoyalFollowers.1sted.s.l.:CrownBusiness.
Oliver,C.,Bradshaw,T.&Jopson,B.,2016.Apple’staxaffairssparkatransatlanticface-off.[Online]Availableat:https://next.ft.com/[Accessed6April2016].
PESTLEAnalysis,2015.AppleInc.PESTLEAnalysis.[Online]Availableat:http://pestleanalysis.com/apple-pestle-analysis/[Accessed6April2016].
Schneiders,S.,2011.Apple‘sSecretOfSuccess-TraditionalMarketingVs.CultMarketing.ISBN:978-3-8428-0221-6ed.Hamburg:Diplomica®VerlagGmbH.
Sauter,M.,Frohlich,T.&Stebbins,S.,2016.2015'sCustomerServiceHallofFame.[Online]Availableat:http://www.usatoday.com/story/money/business/2015/07/24/24-7-wall-st-customer-service-hall-fame/30599943/[Accessed9April2016].
Statista,2016.NumberofApplestoresworldwidefrom2005to2015.[Online]Availableat:http://www.statista.com/statistics/273480/number-of-apple-stores-worldwide-since-2005/[Accessed9April2016].
5 Acronyms
IoT.InternetofThings
PESTLE.PoliticalEconomicSocio-culturalTechnologicalLegalEcological
SDL.SeeService-DominantLogic
STP.SegmentTeargetPosition
SWOT.StrengthsWeaknessOpportunitiesThreats
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6 Appendices6.1 SmartphoneandComputerSales
Figure12.GlobalSmartPhoneSales.Source:http://www.statista.com
Figure13.GlobalComputerSales.Source:http://www.statista.com
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6.2 ExpenditureinResearchandDevelopment
Figure14.Rankingofthe20companieswiththehighestspendingonR&Din2014.Source:http://www.statista.com
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Figure15.Apple’sexpenditureinR&D.Source:http://www.statista.com
Figure16.Samsung’sexpenditureinR&D.Source:http://www.statista.com
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6.3 AdvertisingExpenses
Figure17.AdvertisementExpensesSource:http://www.asymco.com.Companiesannualreports.