The Environment of Apples iPod and Its Technology - Book Report/Review Example

Revising iPod’s Marketing Strategy Executive Summary Marketing technology products like the iPod needs continuous re-evaluation and improvement in order to keep up to date with the market environment. In the following report the researcher has scanned the environment of Apple’s iPod, an mp3 music player which has other functionalities. The report finds that Apple needs to alter its technology-push approach and replace it with market-pull approach to marketing in order to survive the current financially volatile, changing consumption trend and highly competitive market environment. Introduction The year 2009 has witnessed decreasing iPod sales 8 percent less than a year ago even though other products at Apple have been soaring in shipments (Shah, 2009). It is time that Apple makes a move to intervene in iPods product life cycle (PLC). iPods first-movers advantage is waning, and needs a revival of customer interests or find new ones (Abel, 2008). In todays volatile business environment characterised by changes such as new market development, technological innovation, regulatory requirements, and changing consumer behaviours, technology based companies like Apple need to harness factors that are within their control. Zook (2004) recommends that companies or brands should progress by simultaneously investing in current business and responding to the new opportunities. To achieve this, companies must scan the environment and evaluate its current marketing programme in order to revise its marketing strategies for achieving growth (McGrath 2001). In the following sections, the author shall study these aspects pertaining to Apples iPod brand particularly relating to the UK market, and offer recommendations for improvement. Part 1 - iPod’s macro and competitive environments Every business must operate within its macro and micro environment. The micro environment refers to factors that operate and immediately linked with the firm while the macro and competitive environment is the general factors that affect all firms. The environment can be evaluated so that the best opportunities can be capitalized to the advantage of the brand (Porter 1980). iPods macro and competitive environments are discussed as follows: a. PESTLE Analysis Political - The UK is undergoing tremendous social and political change which influences its consumers as well as businesses. The British society has become more aware of their environment and their legal rights. They want the government to take active part in passing bills and implementing laws which have positive impact on the society, environment and the country at large. Even in technological innovation, they are concerned with the governments role in establishing laws, and funding for projects pertaining to efficacy of products in terms of renewable energy, carbon footprints and so forth (Lake 2005). An American firm entering into the UK market would have to adjust to its political environment. Economic - In the past two years the UK has been hard hit with economic recession amidst the wave of global financial crisis. Companies have closed down due to bankruptcies; others have cut down costs in order to survive the turbulent financial crisis. Despite this fact, according to a survey of British businessmen, innovations are considered to be the best option for securing returns on investment with an estimate of 24 percent return on capital according to Gerardi and Dominiquini (2009). However, companies should be forewarned that if they are anticipating innovations, they should be focussed and congruent with the business strategy. Social - The iPod has been a revolutionary product changing the way people listen to music and interact with media devices. Based on the iPod, gaming consoles, e-book readers, and such portable devices have been introduced in the recent years (Sherman, 2009). The change in attitude and consumption pattern has led academia to term them the iPod generation. The iPod generation, according to a survey is the generation between the age group of 18 and 34 years who are Internet savvy, love gadgets, insecure of their environment, pressurized at work, over-taxed and debt ridden (Reform and Ipsos-MORI Report, 2008). They are individuals who face unfair burden of public spending, strong labour market competition, low earning growth, and are uninterested in politics. Instead they believe in the "live and let live" edict, and tend to be tolerant towards differences in society. As consumers they are sophisticated, creative and confident in their choices. They are responsive to communication, speed, competence, leadership and local issues. Technology - The so called tech bubble of the 1990s has not actually burst but has continued on strong with innovations which have captured consumer markets across the world. As a result, the rate of innovation has increased manifolds, demanding firms to focus on innovative strategies for producing practical products which are cheap in price, high on value, stylish, and allow consumers adopt new ways of interacting with digital media. The iPod is one such response to consumer’s attitude in 2001. Technological innovation therefore is critical for improving on old products and producing new ones. Furthermore, consumers are constantly on the look out for new products; they follow the "first adopters" psychology. Technological development should also reflect such change in consumer attitudes, preferences and choices (The Taber Report, 2006). Legal - One of the most controversial aspects of the iPod is its legal standing. Since its launch, Apple has forged digital rights management agreements with record label companies to allow iPod users to download music directly to their devices. This implied copyrights infringement which the music industry is highly wary about, has raised concerns among consumers and music industry players alike. In the UK especially, Apple has forged a digital rights management agreement with EMI (Sharpe 2007). As a result the UK music industry is demanding the government to implement laws which ask for taxes on devices like the iPod to compensate for the artists work consumed. This is still a grey area for music player manufacturers. Another aspect of concern for Apple is that the UKs retail market for technological products. Recently, Apple has threatened to sue 11 retailers for selling products similar to iPods (Fiveash 2008). This grey market according to Apple is a threat to the iPod’s survival, if not checked from proliferating to other countries of the world. Environment - Many companies exist in the UK such as HP, Apple, and IBM refurbish old products to be sold at a lower price. Remanufacturing and refurbishing of old products ensure that the product stays in the market for a longer period of time, thereby extending its life cycle. This strategy is effective in helping eliminating "dumping" of outdated products as well as sustainable for the environment (Quariguasi 2009). b. Porters Five Forces To gauge the market environment, Porters Five Forces (Porter 1998) tool shall be used to evaluate iPods market. Buyers Power - During the first year of its launch, the iPod succeeded in capturing the consumer market holistically. At the time Apple had the upper hand over the consumers. However, sales figures have started declining, with 8 percent less than last year (Clark 2008) indicates that buyers are beginning to have bargaining power over the purchase of iPods. Suppliers Power - iPods unique strategy is its partnership with music label companies with whom it has forged copyrights management agreements for distributing music via its devices. This approach has allowed music record companies to have control over the list of music to be distributed and the price for consumers to purchase music. Apart from music record companies, Apple has also forged partnership with HP to include iTunes in their products, thereby increasing the channel of distribution of music and videos. These partnerships however, increases suppliers bargaining power over Apple as they are no longer dependent on iPods for distribution ("iPod Marketing Strategy" 2009). New Entrants - The iPod with its exclusive peripheral accessories, interface, music resources and features make it unique in the market of music players. It is no longer a simple music device; it has merged to have video, music, gaming and image storage capabilities designed for the young tech-savvy consumers. This is why it has secured over 70 percent of the market share. Since iPod is synonymous with standard and quality, coming up to par with the iPod is difficult for new entrants (Riley, 2009) Competitors - However, other gadget makers like Samsung, Sony, and Microsoft are entering the market with gaming consoles, e-book readers combined with music and video playing capabilities. Though these are not direct threats but they are new features in the market (Riley 2009). The reality is that the iPod is operating in an oligopoly market, where there are only few contenders. They are not really direct competitors but compete at similar levels among which Nokia and Research in Motion (the maker of Blackberry) can be counted as formidable (Riley 2009). Substitutes - There is no substitute for the iPod. It is unique and standalone in its market. However, cannibalisation can happen in its own backyard through remanufacturing strategies adopted at Apple. The remanufactured iPods are being sold at a lesser price by Apple, a strategy that other companies are also following (Quariguasi 2009). On the other hand, the iPhone with many capabilities similar to the iPod is gaining popularity as it is substituting the iPod. c. SWOT Strengths - Apples financial standing due to increase in profitability through other product sales (Mac and iPhone) has improved significantly in the last quarter (Ezilon.com, 2006). Needless to mention the iPod contributes about 10-14 percent to the companys gross margin. Weaknesses - The iPod initially introduced features which its young market was not aware of thereby making it a novelty, a must-have. However, eight years down the line, the iPod has not refreshed its product offering significantly to perk the interest of consumers. Instead, it falls short of expectations such as recently development did not include camera feature, new look or other logical extensions (Beaumont 2009). Opportunities - iPods new gaming capability in the Touch has greatly appealed to consumers and helped it enter into the electronics market (Athow 2009). The gaming market is however a very competitive market with existing players like Microsoft, Electronic Arts, Nintendo, Sony and Vivendi Universal dominating the categories ("Which Gaming Company is the Most Valuable?" 2005). Threats - The mp3 player market is saturated with mix devices from mobile phones with mp3 playing capabilities to dedicated mp3 players which make it difficult for Apple to segregate consumer groups. Mobile phones companies especially Nokia, Motorola and Samsung are posing great threats to the iPod as they are producing products with capabilities that the iPod had previously boasted ("In from the cold" 2008). This calls for new and innovative approach to developing the iPod for the future. Part 2 - iPods Marketing Strategy a. Strategic Vision - The iPod, like the other product lines at Apple, is the result of the organisations idealist values in design and technology ("In from the Cold", 2008). Apple envisioned the iPod as the ultimate portable digital music player. The iPod is a "cool factor" in the music player industry, designed for the young consumers. The practical design has incorporated Apples organisational culture, philosophy, and technological feats. In the words of Jonathan Ive, the iPods design follows the consumers need for connecting with the product (Reppel, Szmigin and Gruber 2006). It follows innovation leadership to create and integrate into the existing business strategy. In this context the iPod is not a new phenomenon but borrowed from portable music devices like the Sonys Walkman introduced to the new generation of consumers. This vision has become a success because it is the customer solution to the music experience (Deschamps 2005). b. Consumer Market - The iPod was launched in 2001 as an mp3 player with the promise for future upgrades. The iPod was marketed to the group of early adopters who considered new innovations cool products to have. This was a small group however, which was why Apple decided to expand its market by communicating with its consumers and extending its organisational features to connect with them. The communication strategy has worked because iPod consumers are young to middle age group of tech-savvy individuals between the ages of 18 years to 34 years, or anyone who uses the Internet and PC regularly. They have a penchant for staying connected to the world through social networks like MySpace, Facebook or Youtube, and love music. They have influence over the world in terms of finances, relationships, work environment, and friends. They are the driving force in innovation (Mintel 2007). iPod consumers are serious tech consumers, and who do not accept anything less than perfect. The iPod has created the image of perfection in a relatively new market. iPod consumers crave for constant change, and Apple keeps up with their penchant for cool changes in their personal gadgets. In the process Apple has changed its customer behaviour by influencing them to adopt new ways of "consuming music, radio and video clips" (Taber Report 2006). By establishing the iPod is an iconic product consumers’ minds have been kept focused on product development. Indeed, Apple has created an iPod club, the cult followed by individuals on the move, who appreciate quality in their technology devices. They like convenience, portability, and practical gadgets to complement their lifestyle. The iPod has kept its promise to its consumers for delivering this ideology through the years by upgrading services, device features, and functionalities regularly (Grewal 2009). c. Product - The iPod had been distinctive at the time of its launch because it was designed not only as a music player but also a mini computer. It is a combination of the two with the ease and convenience of portability and lightweight to be carried around in the pocket that attracted consumers. It was not meant to displace the jukebox or CD player. The product initially captured the imagination of the users by its distinctive white cord connecting the headphones to the player with shiny polished exterior, and square console (Grewel 2009). Its packaging is highly distinctive too from the strong box to the various colours available for users to choose from. This is highly essential for keeping the image of high quality in the minds of the iPod consumers. Another of its distinctive features is the iPods ability to keep up with the pace of change (Mann 2009). As soon as iPod consumers become accustomed to its features and functionalities, its creator introduces new change to induce them to upgrade or buy a new version of it. Apple derives these features from having a strong dialogue with its consumers. The iPod Nano and iPod Shuffle have become successes because of the continuous communication Apple has maintained with users by discussing their preferences for screens, TV shows, videos, and speed of operating system. This enhances the user experience, meets consumer expectations and strengthens brand image (Weber 2007). Today the iPod is not only a music player but also an image storage device, video player, navigation device, and in the iPod Touch a game console. The iPod is available in different categories at different prices. Currently, the iPod is undergoing an identity crisis as Apple needs to be sure how to sell this product. This proves to be a dilemma for the consumers as well because consumers perceive it as a music device whereas it offers more than music playing features. iPod consumers however see great potentials in the device and expect it to have gaming capability, e-book reading features, and even camera for capturing images. However, recent upgrades have fall short of expectations (Sherman 2009). d. Price - Initially the iPod was introduced without price consideration as the focus was on innovation. Today they are available at a retail price range of £49 onward (Blakely 2009). Each of the iPod pricing has been designed to appeal to different consumer groups with the cheapest being at £49, the Shuffle with 512 MB while the iPod Nano is a thin console with 1 GB memory to hold up to 240 songs or 15,000 photos is priced at £109. Despite a price cut in the iPod range recently, sales has decreased significantly from 14 million (2004) to 4.5 million during Christmas 2005 (Blakely 2006). During 2009, Apple has adopted a new strategy by sustaining its price and increasing storage memory to attract consumers but this has had little appeal to buyers. The biggest problem perhaps stems from the launch of the iPhone which has all the iPod features with added phone functionality (Athow 2009). Sales during the quarter September 2009 had been 10.2 million iPods, an 8 percent decline from a year ago. By contrast the company has shipped 7.4 million iPhones for the same quarter (Shah 2009) clearly indicating pricing strategy is not affecting sales. e. Distribution - Currently, iPods are being distributed via OEMs and retailers. Collaboration with Microsoft and IBM has the added advantage of allowing iTunes users to access music from Windows based PCs. Exclusivity of the Mac disciples has given way to this collaboration. This is highly important for securing the future of iPod which is already struggling with market saturation ("In from the Cold" 2008). Furthermore, Apple has also partnered with retailers, e-tailers, computer company HP, and IBM to ensure its continued distribution. However, in the UK, Apple is facing problems of copyrights and distribution rights among retailers which may have significant impact on its sales (Fiveash 2008). f. Competitive Advantage - Competition is critical for the success of a firm. It is the key for innovation, and implementation of marketing plans. A competitive advantage is the value that the firm creates for its consumers regardless of the cost value (Porter 1998). Apart from design and concept, the iPod has attracted consumers when it was first introduced because of the competitive advantage it has over competitors being the first-mover in the mp3 player industry, with resources and innovations other industry leaders were exploring. Furthermore, the timing of the entry was ideal because consumers at the time wanted something new from the computer industry to complement their lifestyle (Abel 2008). Today, Apple still has competitive advantage over other manufacturers because it produces the iPod with third party peripheral manufacturers letting it focus on innovation and maintaining quality standards. This is why iPods are durable and reliable products because each year Apple tries to improve 10 percent more on its product offering and stay ahead of competitors (The Taber Report 2006). Earlier, competitors like Microsoft, Sony, and IBM have lagged behind because their focus had been on PC production rather than on music devices. However, today these competitors have fast gained speed in terms of innovation and following iPod technology. In fact, these companies are coming up with products that are more consumer friendly than Apples iPod offering flexibility in software and hardware upgrades. Part 3 - Recommendations for Improved Marketing Strategy The worlds most successful brands and products are not born out of laboratories but the result of producers estimating needs and requirements to satisfy customers. Competitive advantage and profitability therefore lie in following the market, perceiving change and allocating resources to exploit opportunities (Valentin 1994). According to Kerin et al (2003) product development demonstrates response to the marketing environment. Firms need to anticipate change in order to innovate and make a difference in success or failure. For this purpose firms need to scan the environment to anticipate change. Having scanned the environment, the researcher proposes the following improvement on existing marketing strategy for iPod: a. Strategic Objectives The music player market is saturated, with not much attraction left in it for existing products unless Apple comes up with a new product. Innovation is required for the revival of the market. However, technological development in the mobile phones industry has improved manifolds, offering mobile users features that have all iPod functionalities, and more. This has put the iPod in the back row in terms of new product offering. Even the new iPod Touchs features have not perked the attention of the consumers. Yet, iPods fan followers are large in number considering previous sales figures. Given these elements, the objective of iPods future marketing strategy should be to focus on reviving its existing market by improving its product offering, features and functionalities. Another objective is to increase profitability by dedicating resources to marketing and promoting the iPod. This strategy shall complement with the current iPod market environment characterised by economic recession, high consumer expectations and changing competitive environment. b. Competitive Strategy Apple, throughout its existence, has established its products as different from other industry leaders. They are unique, whether it be the iPhone or iPod or iMac. This, Apple has achieved by establishing a brand image and through continuous innovation in its product technology, superior service and strong distribution network. Innovation therefore is at the core of its product standards and quality. The iPod right from the beginning has not compromised on any product features except in storage memory which has been decreased or increased to cater to different market segments. In the future, this differentiation strategy can continue to be a competitive advantage (Porter 1998). However, Apple needs to be more focussed in its strategy in the future. Since cost leadership is not an option in Apples strategic vision or competitive strategy, it needs to emphasise on focussed differentiation, which can be based on iPods market segment or particular feature of the iPod (like gaming). c. Skimming Strategy Apple should adopt a skimming strategy which basically involves reselling of its innovated product (iPod) to competitors at a premium price, and profit from subsidiary sales (McGarth 2001). Apple can charge the subsequent market entrants fees or license for using its product or being associated with it. This shall not be a new endeavour for Apple as it has already partnered with HP in the past to sell iTunes software in PCs by allowing Windows or other operating systems to access iTunes. Since iTunes is a major component for iPod, Apple shall be able to sell its product indirectly. By making the iPod Windows-friendly users will have access to iTunes, and ultimately they would be motivated to buy iPods to carry their favourite music, photos, videos or games whenever they are on the go. Apple should adopt a focussed innovation strategy in order to secure more partners of this type. The advantage of partnering according to Ferguson (2005) is that the company can access its distribution channel, which increases penetration level of the companys own product (in this case iPod). Not only this, partnership can lead to shared resources to maximize on innovation investment which cut costs but increase profitability in the long run (Ferguson 2005). In the long run, Apple and HP and any other company Apple deems fit to partner with, shall increase profit base through joined resource allocation. This exercise shall prove a bit difficult for Apple which has for the past decades exclusively established its standards, quality, and innovative products including the iPod. However, currently to extend the PLC of iPod Apple would have to analyze its needs and potential partners capabilities before forging an alliance with them, and they are aligned to Apples business objectives. Apple will also have to revise its pricing strategy to increase profitability and platform to justify the profits to be shared. HP is a good contender so far because it has established market penetration in the UK and Europe, as well as other parts of the world, a niche that Apple requires for re-launching its iPods. d. Promotional and Distribution Strategy According to Brown, Gallagher and Brown (2008), there are 6 Cs which define the market culture (See Figure). A market culture is defined by its influence of the business over the market, the skills the business uses to create value for its customers, and the belief established that the business is superior to others, thereby increase its profit opportunities. Organisations with strong market culture tend to acquire more customers trust and value, thereby increasing growth and profitability. Figure: 6Cs Market Culture Model Source: Brown, Gallagher and Brown (2008) Apple already has CEO leadership in the shape of Steve Jobs. However, new talents in decision-making should be included in order to brainstorm options and opportunities for promoting the iPod. For this reason criteria for decisions should be set. The existing problem is the iPods market maturation point which needs revival in order to extend its PLC. A plan devised to improve the iPods PLC would improve the products profitability in the long term. By using the current customer communication line which Apple has established earlier, customer insight can be used to create value and superior innovations for iPod. Together with a careful study of competitors activities and product offering, Apple would be able to achieve its goal to remain differentiated from the rest of the crowd. Collaboration with HP and more partners shall help distribute its new iPods and penetrate at a deeper level (Brown, Gallagher and Brown 2008). e. Growth Matrix There are two routes to product development and growth - the technology push and the market pull. In the last decade, Apple has adopted the technology push strategy to launch many of its products with some securing mediocre and others like the iPod succeeded tremendously. Its previous strategies have been associated with technology push because it is basically a technology company which relied on its ability to meet technology needs of its targeted market. However, when many technology companies have similar products and no new innovation is on the agenda, it is best to adopt the market-pull approach (Valentin 1994). The market-pull approach emphasize on developing product benefits to meet consumer requirements. It upholds innovations which add value to customer usability and the product saleability. But more importantly, it guides the company to develop product attributes that meet customer needs. It is a means-ends formula which helps satisfy consumer wants (Reppel, Szmigin and Gruber 2006). Similarly, the iPod can be re-invented to meet the current consumer needs for multimedia interaction rather than music alone. What are the media characteristics which users deem necessary in their day-to-day life? What technology do they use most and consider important? What resources need to be allocated? Are there third party producers who can produce them? These are some of the aspects that needs to be addressed for existing iPod users as well as users of partners products (Hargadon 2005). f. Profit Potential In adopting the above, Apple needs to understand that the potential of competitive retaliation is high in the technology industry especially in the music, gaming and video electronics industry. For this reason economies of scale through improved distribution network, cost of resources allocated for innovation, cost of maintaining quality and suppliers bargaining power may compromise profitability. In such scenario, Apple which upholds the philosophy of providing quality products and standards, must choose partners wisely whose resources complement with those of Apples in order to succeed in reviving the iPod. Since pricing strategy is not an option, Apple should concentrate on value creation, differentiation, and innovation leadership with a view to reap profits in the long run than in the immediate future (Kotler 1999). With its current brand equity, Apple would not have difficulty in promoting the iPod at a differential level with a little improved innovation on the products offering. Bibliography Abel, I. (2008) From technology imitation to market dominance: the case of iPod. 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