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분야
doc1. Introduction
2. Apple's lock-in effect strategies
* Closer Look for iPod, iPhone
3. Analysis on ‘Apple Effect’
1. Value Position
2. Supplier Power
3. Consumer Power
4. Threat of New Entrants
4. SWOT Analysis
- Strength, Weakness, Opportunity, Threat
5. Summary
6. Reference
Intended to style-conscious cell phone consumers who would like to browse the Internet and enjoy entertainment to-go, the iPhone is a smart phone that combines a web browser, email, iPod and personal computer into a single, fashionable, easy-to-use device.
The following strategy canvas illustrates how the iPhone differentiate itself from the BlackBerry Pearl (a smart phone) and Motorola’s RAZR (a popular, stylish consumer phone)
2. Supplier Power
Fortunately for Apple the iPhone is more than the sum of its parts. Arguably, the parts themselves are not that interesting as they are readily available from a number of sources and alternatives exist for most of the parts. What gives the iPhone its appeal is really the software that brings all these parts together and allows the user to interact with the phone in a compelling way. And Apple, of course, developed and owns the software. Further, given the barriers to entry outlined above, Apple has little to worry about forward integration from its suppliers. So, in this sense, Apple is not beholden to the whims of powerful suppliers.
3. Consumer Power
The buyers of the iPhone are somewhat more powerful, however. Broadly speaking, the consumers as a group can be regarded as the principle purchasers of the iPhone, a claim that gains more credence given the fact that no large resellers will be selling the phone. And consumers tend to be susceptible to price sensitivity and alternative choices. Given the relatively high price of the iPhone, it remains to be seen whether consumers will pay a premium for Apple cachet and technological convergence when their needs are equally met by cheaper alternatives.
