Prepare an in-depth analysis of four case studies during the semester. Here are some guidelines: • This is an individual assessment, which is a part from your course score. It requires effort and critical thinking • Answer all the questions listed below f

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Case Study 1: Apple Merging Technology, Business, and Entertainment

  • Why are data, information, business intelligence, and knowledge important to Apple? Give an example of each type in relation to the iPad.(1 Mark)
  • Explain how Apple achieved business success through the use of information, information technology, and people. (1 Mark)
  • Evaluate how Apple can gain business intelligence through the implementation of a customer relationship management system. (1 Mark) Case Study 1: Apple Merging Technology,
    Business, and Entertainment

    This might sound hard to believe, but a bit
    more than a decade ago, Apple was on the brink of bankruptcy. Apple Computer
    Inc., now back from near oblivion, is blazing a trail through the digital world
    with innovation and creativity that has been missing from the company for the
    past 20 years. The unique feature of Apple’s competitive advantages is that they come from customers and users,
    not Apple employees. That’s right; the company welcomes products created by
    consumers to sell to consumers, a trend new to business.

    Capitalizing on the iPod

    With millions of iPods in the hands of
    consumers, many people are finding ways to capitalize on the product. John Lin
    created a prototype of a remote control for the iPod and took his prototype to Macworld,
    where he found success. A few months later, Lin’s company had Apple’s
    blessing and a commitment for shelf space in its retail stores. “This is how
    Apple supports the iPod economy,” Lin said. In the iPod-dominated market,
    hundreds of companies have been inspired to develop more than 500
    accessories—everything from rechargers for the car to $1,500 Fendi bags. Eric
    Tong, vice president at Belkin, a cable and peripheral manufacturer, believes
    that 75 percent of all iPod owners purchase at least one accessory—selling over
    30 million accessories to date. With most of the products priced between $10
    and $200, that puts the iPod economy well over $300 million and perhaps as high
    as $6 billion. Popular iPod accessories include:

    ■ Altec Lansing Technologies—iPod speakers and
    recharger dock ($150).

    ■ Belkin—TuneCast mobile FM transmitter ($40).

    ■ Etymotic Research—high-end earphones ($150).

    ■ Griffin Technology—iTrip FM transmitter ($35).

    ■ Kate Spade—Geneva faux-croc mini iPod holder

    ■ Apple—socks set in six colors: green, purple,
    blue, orange, pink, and gray ($29).

    ■ Apple—digital camera connector ($29).

    Capitalizing on the iPhone

    Looking at someone using an iPhone is an
    interesting experience because there is a good chance they are not making a
    phone call. They could be doing a number of things from playing a game to
    trading stocks, watching a TV show, or even conducting business with a mobile
    version of ’s customer-management software. In a brilliant
    strategic move, Apple let outsiders offer software for the iPhone and in less
    than six months, more than 10,000 applications had been created. In fact, more
    than 15,000 applications are available at its app store section of iTunes, and
    they have been downloaded a total of 500 million times. Now, many of the iPhone
    apps are available for the iPad. The iPhone and iPad app store market is
    getting so huge relative to other smartphone markets that some developers argue
    there is little point adapting applications for Google’s Android or any other
    iPhone competitor. According to Jeff Holden, CEO of Pelago Inc., when he
    created his social networking company he fully intended to follow the
    conventional wisdom for how to build a sizable, fast-growing software company:
    Get your programs on as many platforms and devices as possible. But when he
    crunched the numbers he came to an interesting business conclusion: The 13
    million iPhone owners had already downloaded more applications than the 1.1
    billion other cell phone owners! To entrepreneurs, developing a program for the
    iPhone automatically provides a significantly larger market—almost 94 times
    larger than its competitors. “Why would I ever build for anything but the
    iPhone?” Holden asked

    Capitalizing on the iPad

    Apple’s latest release, the iPad, is a
    lightweight, portable, tablet computer, similar to the iPhone, that allows
    customers to download applications, check email, and play music all at the
    touch of a button. Both the iPhone and the iPad can multitask, allowing
    customers to read a web page while downloading email in the background over
    wireless networks. The arrival of the iPad brought a simultaneous expansion of
    the network of accessories. Because the iPad was designed with an exposed
    screen and without a camera, separate keyboard, memory card slots, or expansion
    ports, one might say it was specifically built for accessories. Many owners
    will modify it in some way, whether for mere decoration or hard-core
    protection. A few of the new accessories include:

    ■ iPad Clear Armor screen protector—$35.

    ■ iPad Antique book case cover—$40.

    ■ iPad wireless keyboard—$99.

    ■ iPad overcoat sleeve—$35.

    ■ iPad Joule luxury stand—$130.

    Apple has consistently outperformed its key
    rivals through the development of its MP3 player, the iPod, and continues to
    make its products smaller and less expensive, while providing complementary
    features such as games and applications. For the iPhone, Apple developed a
    unique application called Siri, a voice-activation system that is capable of
    recognizing voice commands. Siri can perform all kinds of functions from
    dialing a contact and creating an email to location services such as “Find my
    Phone,” ensuring lost phones are found quickly.

    Apple’s latest offering is a new service
    called the iCloud. The iCloud has the ability to collect all

    of the content, including videos, photos, songs,
    books, etc., from customer devices such as iPods,

    iPads, and iPhones in one secure location in
    “the cloud.” Apple customers no longer have to worry about backing up their
    applications or data because everything is automatically uploaded and stored in
    the iCloud when using an Apple device. In a fast-paced, technology-driven
    sector, with competitors quickly following suit, Apple is constantly pressured
    to develop new products and product extensions. Luckily Apple stays ahead of
    the pack by focusing on the following key competitive advantages:

    Customer focus: Apple is driven by customer satisfaction and
    ensures customers are deeply

    involved in product development and
    application development.

    Resources and capabilities: Apple continues to invest heavily in research
    and development to take advantage of new technologies, improved facilities, and
    cloud infrastructures.

    Strategic vision: Apple has a clear alignment of its vision,
    mission, and business leadership and goals.

    Branding: Apple is the leader in brand loyalty as it has
    achieved cult status with its authentic

    product image.

    Quality focus: Apple has an outstanding commitment to

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