The key issue raised through Apple’s generic strategy is that the company has to consistently innovate itself which gets problematic on consistent basis. Eventually, the competitors always catch up with the innovation and the consistent innovation is needed. The key issue raised from the VRIO analysis is that the competitors can easily imitate the company products. The 2 key issues identified from value chain analysis is firstly issue of disruption of supply chain and the inefficient sales of the company.
Key strategic issues are present among the services offered by the organization that need to be considered and improved by Apple, such as cloud services, internet services, social presence concerns and acquisitions outside the firm.
The culture of Apple is comprised of certain characteristic that enables the organization to drive towards success. These are excellence, creativity, innovation, secrecy and combativeness of moderate nature. These five factors and characteristic are key factors to determine the organizational capabilities of implementing and supporting newer strategies, policies and changes. The workforce is articulated and integrated within the culture of the organization to obtain these characteristics throughout all processes. Hence this will enable the responses towards the identified key strategic issues of the organization and will further direct the company towards achieving its futuristic goals.
Two rituals of Apple are health benefits of immanent nature to its human force and transparency of the firm.
The value eroding area is the perspective that Apple might run out of innovation as the company requires to innovate on consistent basis.
This paper concludes that the external environment coupled with the strategic issues was identified as weak economy, decline of shipments, terrorism and large market share captured by competing organizations. However, the key strategic issues within the internal environment of Apple Inc. lie in services of cloud, internet, organizational social ownership and external acquisitions. Furthermore, the culture of the organization is such that it enables responses to the concerns identified as key strategic issues.