"Apple Case Synopsis

PJ$12$

Apple, founded by two guys in a garage in $1976,$ produced the first computer with a graphical user interface $($communicating with the user via icons on the screen$),$ and had continued to innovate both in hardware and software, particularly when led by co$-$founder and charismatic visionary, Steve Jobs. By $2007,$ after $30$ years of carving a niche for itself as the premier provider of computing technology solutions for graphic artists, web designers, and educators, Apple had reinvented itself as a digital entertainment company and changed its name from Apple Computer to Apple Inc.

In October $2011,$ founder Steve Jobs succumbed to pancreatic cancer that had sidelined him from active participation in Apple$$s day$-$to$-$day activities since $2009.$ COO Tim Cook, who had been called the genius behind Steve because of his handling of the day$-$to$-$day operational business at Apple, became CEO. In February $2015,$ Apple closed above $$700$ billion in et value, making it the most valuable company in the world.

Apple$$s ongoing stated strategy had been to leverage $$its unique ability to design and develop its own operations system, hardware, application software, and services to provide its customers new products and solutions with superior ease$-$of$-$use, seamless integration, and innovative industrial design.$[1]$ This strategy required not only product design and eting expertise but also scrupulous attention to operational details. It also required continuous innovation and a way to anticipate consumer needs that lead to et share. Unfortunately, in almost all of Apple$$s product categories, either demand was down overall $($desktop$/$laptop computers$)$ or competitors were grabbing share $($mobile devices$).$ Where was growth to be found? Rumors were circulating about an Apple car, and other services, such as Apple Music, iTunes, and the App store were beginning to account for a growing percent of revenues. Was Apple$$s future in services, acquisitions of companies in related industries, or something else?

Given Apple$$s global growth in multiple product categories, and the associated complexity in strategic execution, would CEO Tim Cook be able to sustain the level of innovation the company had been known for? Would Apple still be considered a hyper$-$growth innovator, or was it now just a major consumer products company, like all others in the industry? In the coming years, would Apple still be able to take a bite out of all competition, or was the innovation over?

What is leadership$$s role in Apple$$s strategic implementation?

a$)$ What internal resources and assets does Apple have that may give it a competitive advantage? b$)$ How does Apple use those assets to craft strategy?"