MKT364 Case Studies in Marketing Management

Group-based Assignment

An average to good report by the team. There are some parts of the questions that you have done
well, but could improve in others. Could improve by not reading too many articles and the tendency
to cite your sources which have disjointed information to the case analysis. The team appear to
waste word count to describe the products and the activities mentioned in articles rather than analysing
those actions with marketing concepts and deriving your own conclusion. Use the concepts from the
textbook and apply them to the case, so as to provide clarity in the answers.

Done By:
Clara Tay En Ting, Q1581135
Chan Siying, B1581170
Geraldine Teo Vee Yuen, Y1581127

Commented [BT1]:

1
Contents
Question 1 ....................................................................................................................................... 3

Question 2 ....................................................................................................................................... 5

Question 3 ..................................................................................................................................... 12

Question 4 ..................................................................................................................................... 14

Bibliography ................................................................................................................................. 18

2
Question 1
(a)
Apple creates value through the various businesses. As a company that is recognized for constant
change and its advances in consumer electronics, Apple is thought to redesign people's perception
of a product when they enter the market. Apple adds value to the different business units they have
by developing user-friendly and aesthetically pleasing products to their consumers. Despite taking
a market follower position, they can grow their brand and business units. It is a successful strategy
for Apple as they can leverage on their competencies and resources to diversify into the different
consumer electronics from personal computers (PC) to music players, smartphones, tablets, as well
as their recent development of Apple Watch. (Khoo, 2016)

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Like other Apple products discussed, the Apple Watch was also introduced to the market later than
their competitors. Samsung was the first to introduce the smartwatch technologies and had sparked
interest in the competing brands to follow suit soon after. (Khoo, 2016)
(b)
Despite losing the first mover advantage for most of their products including the Apple Watch,
they were able to analyse the experience of brands that broke through into the industry first. The
analysis of other brands would then help Apple improve their new product to be launched and
reduce the probability of mistakes. However, for entering the market late, Apple have to
distinguish themselves very well from the other competing brands to gain market share in the
wearable market. (Khoo, 2016)
Competing brands for Apple Watch includes Samsung, LG, Lenovo, and Pebble in year 2014.
(Khoo, 2016) Apple is able to differentiate themselves once again through various reasons,
including:
Product Packaging
Apple’s product packaging goes through multiple prototypes and observations to test and
enhance the subliminal feelings a user would experience when unpacking the box and
seeing the actual device in it. Apple wants to evoke user’s anticipation to see an amazing
product that they have been exposed by the word-of-mouth, the promotional videos, the
product launch, and etc. (Khoo, 2016)
Apple Pay
Apple have included a unique secure payment function on the Apple Watch making it easy
for consumers to pay easily. Users can simply double tap the crown of the watch and make
payments through the credit card registered. Although the market adoption rate is low, it
still serves as a unique advantage for the Apple Watch when comparing to the other
wearables in the market. (Khoo, 2016)
4
Commented [BT2]: Your discussion is not sufficient.
Discuss the followings:
1.Corp mission
2.Corp objectives
3.Resources
Apple strives for excellence in every group in the
company by hiring the best who have the self- honesty to
admit when they are wrong and the courage to change.
At Apple, product design is the key. It is Apple’s belief
that the first step to great product innovation is design,
hence the design team has talented resources.
4.Business Composition
Apple states that it is “defining the future of mobile
media and computing devices.” Apple plans to continue
focusing its research and development on mobile devices
and related media products, either software or hardware.
5.Structure, Systems and Processes
Organizational culture is highlighted as employees’
collaboration and excellence as keys to its business
success. Apple believes in deep collaboration and cross-
pollination of groups to allow innovation to happen, in a
way that others cannot. As reflected in its vision
statement, it effectively shows the holistic approach of
the company’s leaders.
Commented [BT3]: Follower strategy
Commented [BT4]: Not a key diff factor
Commented [BT5]: Ok, but SS offers this too
Next, Apple gains market share for their apple watch by doing single segmentation as the Apple
Watch only works for users using iPhones. But within this segment, they have segmented them
further according to their demographic and personality traits. Hence, there are different versions
of the Apple Watch. (Khoo, 2016)

Minimal Elitist (Apple Watch)

Apple is known for their aesthetically pleasing yet expandable products. The Apple Watch
is no difference. However, it is expandable through the different variations of straps to
choose from rather than their usual expandable technology. The classic Apple Watch
targets the general Apple (iPhone, iPad) users. (Khoo, 2016)

Active Sportsperson (Apple Sports Watch)

The sports series is specialized and is meant for the physically active and energetic
consumers. The sports series is marginally lighter and made to be more “scratch-resistant”
than their competitor’s products on the market. However, this two weak unique features is
not enough to convince active users to purchase the Apple Sports Watch and Apple would
need to rely on their brand image and loyal customers to purchase the watch. (Khoo, 2016)

Business Fashionista (Apple Watch Edition)

Lastly, the Apple Watch Edition series is an attempt of Apple to position themselves as a
fashion brand. Apple describes this series as a jewellery to people who cares about their Commented [BT6]: Save this for the next question

image and style. Apple wants to target selected consumers that are fashion conscious,
positioning this series as a fashion brand. Hence, it is no doubt that the Edition series is
priced steeply as compared to the two other series mentioned. (Khoo, 2016)
Through the different series introduced to target different segments, Apple was able to gain market
share in the competitive wearable industry.
Question 2
(a)
Commented [BT7]: Apple Watch has created a new
market space for itself by re-defining its product offer.
1.Apple Watch is not just competing in the smartwatch
market, it has positioned itself as feature packed compact
wrist companion that is complementary to the iPhone.
2.It has established marketing alliances with major lifestyle
brand Nike that its customers can identify with.
3.Apple has a large iPhone user base allowing Apple to
understand their personality traits for purpose of
segmentation and targeting.
One of Apple Watch’s key differentiation is the user
experience, much like the other apple products

5
To emerge from their competition, Apple targets mainly one main market segment, existing iPhone
users with iPhone 5 model onwards with a special attention to iPhones 6 users as it is launch
simultaneously with the phone. Apple Watch’s main functions are activated through an iPhone,
therefore, limiting consumers that may use Apple Watch to current iPhone users. Hence, also Commented [BT8]: This segment is large enough and
Apple has data on their consumption behaviour
attracting people who would like to use their Apple Watch series to switch over to iPhone. (Cliffton
Pereira, 2015) (Khoo, 2016)

It is evident that Apple is targeting their current users who are mainly from higher socioeconomic
backgrounds as even the lowest priced of Apple Watch model - Watch sport, exceed the prices of
the other smartwatches in the mainstream market and is at least $70 more expensive than the next
most expensive model, Samsung Gear. Furthermore, Apple initially released the sale of their Apple
Watch line to 16 mainly affluent countries (Smith, 2015). The reason why Apple specifically
targeted these groups is because Apple most profitable customers are from aged 18 to 35 (Olson,
2015). Majority of these people are adults with high disposable incomes and more technologically
savvy and conscious of portraying a good image. Additionally, Apple hopes to target women to
buy with the launch of options of different colors including rose gold and lavender, rose, a more
muted dark blue, and soft neutrals wristband as males tend to smartwatches instead of females as Commented [BT9]: Gender demographics

seen in the graph (Group, 2015). (Khoo, 2016)

Source: intelligence.slice.com/nearly-half-of-apple-watch-buyers-are-women/

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Under the broad main segment, Apple furthers segment their target market into demographic,
psychographic and behavioral traits based on the three Apple Watch models released - Watch
sports, Watch and Watch Edition.

For behavioral segmentation, the segment can be divided into 2 factors: benefits sought and degree
of loyalty. The Apple Watch is targeted at existing iPhone users who are looking for an accessory Commented [BT10]: good

to their iPhone to aid in their usage. Hence, customers highly loyal to Apple are targeted as they
will buy the Watch. The benefits sought are convenience, self-expression and achievement as
Apple Watch boasts not only its functionality but that it is a form of self-expression. (Khoo, 2016)

Psychographic segmentation, the segment is divided into social class and lifestyle. As Apple uses
the price skimming method, the target market is those in the middle and upper class as they have
higher disposable income which will afford them the ability to purchase Apple Watch. The three Commented [BT11]: ok

models are targeted towards different lifestyles as seen from the different models design and
customization. (Khoo, 2016)

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 Commented [BT12]: ok

8
 Commented [BT13]: seen

(numbers taken from source: www.stuff.tv/sg/news/see-all-apple-watch-prices-singapore)

9
(b)
With the proper market focus, Apple Watch competitive frame of reference is at a categorical level
and is based on its target segment.

The perceptual map shows an illustration of the various brand positing of the common brands co-
existing in the smartwatch market. It is structured on two main determining perceptions and
preferences of consumers - functionality and customization.

Commented [BT14]: Spread them out, after all it is the

relative position that you are showing

Perceptual Map

Apple is placed at both high in functionality and customization as with many competitors
competing in the smartwatch market, Apple Watch seeks to differentiate by positioning itself as a
premium lifestyle product, providing a lifestyle experience to its customers by incorporating
elements of design, great functionality and high customization for customers to have a product that
acts as an accessory and assistant to the iPhone. (King, 2015)

For example, fashion conscious customers that are technologically savvy can choose the Watch
and select the color and material that best fit as the extension of themselves. Yet the functionality

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of the watches is not compromised and it is inundated with a host of functions that are point of
differences for Apple Watch products that includes: High customization with many colored straps
and materials, Digital crown that customers can use to scroll, Force sensing surface where it can
differentiate between a touch and tap, App support and control all Apple related devices (Williams,
2015). All these features have led to Apple standing out from competitors as seen from the graph. Commented [BT15]: OK, meaning more functionality

Commented [BT16]: What is the purpose of this chart?

Source: SurveyMonkey “A case Study on the Apple Watch”

The other smartwatch brands such as Motorola and Samsung is positioned lower than Apple in
functionality as they lack certain abilities of Apple Watch. A special exceptionas high in Commented [BT17]: ??

customization is because even the watch face can be customized but lack the functionality that
Apple has. Samsung, Apple’s closest competitor does not have as many customization options and
lack in some aspects of functionality (Cliffton Pereira, 2015).

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Question 3

(a)
Apple has long established a strategic alliance with Nike, where products developed by the two
companies complemented each other and the Apple Watch Nike + is no different (Apple, 2016).

Both Apple and Nike had a common objective, to increase their sales. They also had a common Commented [BT18]: of course, but what else?

target segment. Both are targeting consumers who active sportsman especially runners. Nike, being
a sports brand, wants to attract more consumers to use their products. Apple, having not done well
after launching their Apple Watch series 1, needed to attract the right customers. Recognising that
there was potential in the market of fitness especially runners, Apple decided to focus their target
on people who enjoyed running (Apple, 2016). In addition, both brands wanted their products to Commented [BT19]: And swimming in AW2

be positioned in the minds of consumer as being a companion (Nike, 2016). Something that you
do not only wear, but is also a running partner (Nike, 2016).

Nike did their research and knew that runners wanted a device that was easy to use and fun (Nike,
2016). Apple is well known for their competency in technology and a large user base, and Nike
for their competency in creating high quality wearables with many active sportsman buying their
products. The partnership between the two brands, using their respective strengths, created the
Apple Watch Nike +. The watch was created with special technology unique to Apple, where users
are able to access their apps through the watch and use Siri (Apple, 2016). However, it also come
with Nike sport bands that were in the iconic colours of Nike (Nike, 2016). The watch faces were
Commented [BT20]: Too much description of the
also designed in the iconic style of Nike (Nike, 2016). The Nike + Run Club app is also product
Commented [BT21]: Focus on the mutual benefits of
automatically integrated into the system, with closer interactions as compared to downloading it
alliance. Both are great marketing companies, so how to
on phones or the normal Apple Watch series 2 (Apple, 2016). These features enhance the value widen the market appeal of this co branded product?

for customer, as they will not only be able to have a watch that can be synced with their phone to
answer calls and view messages, but also provide an easy and personalized way for active
sportsman to track their fitness. This partnership helps both Apple and Nike attract more people to
buy their products.
Nike is about winning performance, Apple complements
that with measuring performance.
Both companies are also technology-driven companies but
work in completely different areas of technology. Apple is
semiconductors and software, and Nike is anatomy and
precision-moulding and thin-film technologies. However,
the people are very similar, as employees are very
passionate about their work to change the world. These
common values will ensure the strategic marketing
relationship between will last for future generation of
products.

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(b)
Apple wanted to enter the luxury market and target consumers who are into luxury products.
However, consumers in the luxury market is very different from the usual target segments of Apple.
They did not understand the market and what the consumers’ preferences were. They failed to
understand why the established luxury brand watches stood strong even after so many years. From
the types of product those established luxury brands produced to attract the luxury consumers to
the high-quality service provided. Commented [BT22]: Investment value in time pieces

Luxury consumers can be split into two segments. One that buys from established brands and the
other that prefers to buy from brands that are not well known to the majority, but is highly regarded
by people who really understand (Young, Nunes & Drèze, 2010). Both segments have a similarity,
they value exclusivity (Young et al., 2010). This applies to both products and service. They value
the personalized high quality service that is provided when they buy products from luxury brands
(Heng, 2016). Apple’s customer service in this case, cannot be compared to the exclusive high
quality service that established luxury watch brands have. Commented [BT23]: Channel selection is the key, refer to
the concepts in the textbook
Consumers also value unique products where quantities are limited to showcase its exclusivity
(Young et al., 2010). Consumers in the luxury watch market in particular, look for watches that
with unique intricate design, good workmanship and durability (Adams, 2015). In contrast, the Commented [BT24]: Isnt this what Apple is good at and
one of their DCs?
Apple Watch’s face is just a simple square and there were little variations when it came to the
straps. For the luxury consumers who are looking for special designs to showcase their uniqueness,
this plain and common design for all the Apple Watches will not attract them, compared to a Rolex
watch that has a skeleton face that showcases the workmanship and adds to the uniqueness of the
watch.

They also look for watches that can be kept for a long time while retaining its value (Adams, 2014).
Luxury watches are still worth a huge amount over time, some even increasing in value depending Commented [BT25]: Wrong distribution channel used

on the quantity made and uniqueness of workmanship (Adams, 2015). The Apple Watch, in this Discuss the diff channels to distribute the high end watches
compared to AW existing channels.
case, will lose drastically lose its value after time. As technology advances, the Apple Watch will
The challenge is how to sell Apple as a luxury good brand
go through many system updates to a point where customers will have to buy a new series when it instead of its association with innovative technology
products. Just like what Nokia did with Vertu, by
comes out because of the inability of the old one (Apple, 2016). When the new Apple Watch comes establishing another brand name may enable Apple to
compete in the luxury watch segment
out, the old one will lose its value and prices will drop.

13
Question 4
(a)

Apple adopted various approaches to manage their new product development. These approaches
include:

1. Incremental Innovations

Apple adopts the incremental innovation approach. This can be seen from the Apple Watch series
2, where there were some improvements made on the design and functions of the watch. The Commented [BT26]: Ok. Also disruptive innovation in
the case of iPhone
improvements made to Series 2 includes longer battery life, water resistance, lighter weight and
many others (Eadicicco, 2016).

2. Innovation through collaboration

Apple decided to collaborate with external partners to produce the Apple Watch Series 2. To
improve, they collaborated with Nike to come up with lighter sport bands that had more varying
designs. They also worked with Nike to integrate the Nike + Run Club app into Series 2, making
it easier for users to have a seamless experience (Apple, 2016). In addition, after the failure in
attempting to enter the luxury market by themselves, Apple decided to collaborate with Hermes
and Tag Heuer for Series 2 (Apple, 2016). Instead of targeting high-end luxury consumers, Apple
relooked into their target market. They now still have Apple Watches Edition for luxury consumers,
but at lower prices. Consumers better associated the Apple Watch with luxury after the
collaboration.

3. New Product Planning

Apple does continuous innovations in their products through their product planning process. They
ensure that they can get continuous and multiple stream of product ideas that satisfy the needs of
Apple. By ensuring that they have a start-up sales team and hiring the best people, they plan and

14
ensure that the product idea goes through the planning process. Apple is hence able to release
innovations that can entrench their market competitors - i.e. iPod, iPad, iPhone.
They then understand customer needs before implementing releases that have features and
functionalities added on to satisfy their customers. (CASE)

4. Developing a culture and strategy for innovation

Commented [BT27]: Use these two para to answer Q1a

The culture in Apple puts a lot of focus on innovation, where employees are encouraged be creative
and push out initiatives. Apple creates a culture of innovation by enrolling new employees to go
through a training program in Apple University to understand and learn how to be an Apple
employee (Drake Baer Strategy, 2015). Apple wants to train and encourage each employee to
contribute to Apple’s new product development processes (Meyer, 2017). Apple’s strategy for
continuous innovation also involve all employees to try to solve complex problems in the simplest
way possible (Drake Baer Strategy, 2015).

Furthermore, Apple maintains an unconventional organizational structure to ensure that the

bureaucratic system does not hinder innovation. The start-up team reports to the CEO directly,
which bypasses clearance from hierarchies. The product agenda is reviewed every week and issues
gets resolved in less than two weeks (Khoo, 2016).

5. Idea Generation Commented [BT28]: Start here to answer the Q

All employees of Apple, including the start-up team are encouraged to contribute ideas for new
products (Khoo, 2016). Other than employees and the R&D team, other ideas can come from
Apple’s customers, the external inventors and competitors, and their supply or value chain
members. In addition, innovative ideas can come from acquisition - Apple have recently acquired
Workflow. This acquisition provides as a value-adding feature to Apple’s product including their
smartphone, tablet, and Apple Watch (Panzarino, 2017).

15
6. Responsibility of new product planning - cross functional
Apple puts consumers as the first consideration at all development stages. This can be seen from
Apple’s use of design thinking process when coming up with new products. Product design takes
center stage in all product development. The design team - industrial designers are tasked little
responsibilities and given a free reign to explore various design options without costs constraints.
The design team is first in product development processes and other departments are required to
conform to the design team’s design to produce a product that consumers will like as a product
that may have high functionality but with bad design will not do well. (Elmansy, 2016)
(b)
The current product life cycle (PLC) is at maturity. Apple Watch is at the maturity stage, as there
is intense competition for market share in the market and declining sales growth due to the
availability of product substitutes such as Samsung producing smartwatches that can be integrated
into the IOS system despite dominating the smartwatch market as seen below (IDC Research,
INC.).
One appropriate product strategy for Apple Watch is selective targeting (Cravens & Piercy, 2016).
As mentioned, Apple had altered their target audience and have reflected to prioritise the active
sportsmen segment. Positioning within the active sportsmen segment may be tailored to improve
performance and customer satisfaction. In addition, Apple had withdrawn themselves from the
16
Commented [BT29]: You could also discuss the NPD
process steps of Apple, for example starting from ANPP ….
4. Apple’s New Product Process (ANPP)
Once the prototype is selected and the company agrees to
start production, the ANPP is a document that describes the
process in detail and maps its different stages. As stated in
the case, the ANPP is owned by the engineering product
manager (EPM) and the global supply manager (GSM).
While the EPM coordinates the work between engineers, the
GSM focuses on the production part.
5. Weekly Executive Team Review
Every Monday, the executive team meets to go over the
production process inside the company. This regular meeting
helps the team achieve its goals by reviewing small parts of
the process on a weekly basis, which means the production
process is no more than two weeks away from the
executives’ decision.
6. Peer Design Meetings
In addition to the executive meeting discussion, there are
peer review meetings between the design team and engineers
that focus on improving the design idea. These meetings can
be like regular production meetings or informal in setup to
fuel creative ideas.
7. The Production Management
Both the engineering product manager (EPM) and the global
supply manager (GSM) are responsible for the production
process and are always in discussion in order to ensure the
best for the product. Both the EPM and GSM spend most of
their time in China, where the production takes place.
Commented [BT30]: Check this, it should be growth.
Don't use one year data as below to conclude
premium luxury scene after analyzing the problems they had. They have then chosen to target the
normal luxury range by collaborating with Hermes instead. (Khoo, 2016) Hence, selective
targeting the right target segment for Apple is of utmost importance to know where to dedicate
their resources to.

Knowing who to target can then help Apple identify the opportunities within the active sportsmen
or other specific target segment of theirs for innovative products. Product differentiation is one
important key for Apple to act on the opportunities identified (Cravens & Piercy, 2016). In the Commented [BT31]: Already done this see your answer
to Q2
matured market, buyers get more demanding and are more experienced with the products available.
This makes it important for Apple to differentiate themselves and value-add to their customers to
keep them loyal to Apple. This is essential to prevent the Apple Watch from falling into the
declining stage (Cravens & Piercy, 2016).

Lastly, due to the need for developing innovative products to differentiate itself from their
competitors, the cost of production will increase and this will affect Apple’s profit margin. Hence,
it is important for Apple to adopt the cost reduction strategy (Cravens & Piercy, 2016). One cost
reduction strategy is through the management of Apple’s value chain and supply chain
management to plan and allocate the resources appropriately (Cravens & Piercy, 2016).
Words: 3000 excluding in-text citations, titles, title page and bibliography
Commented [BT32]: AW is at a growth stage. At the
growth stage, companies differentiate themselves with their
competitors by offering new and improved version, just like
what Apple has done with the Series 2. Apple has also
started co-branding with Nike+ to broaden its appeal to the
sports segment, which includes swimmers with the water-
resistant Series 2.
Broaden its appeal with more versions target different
segments

17
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from https://www.apple.com/sg/watch/compare/

Adams, A. (2014, May 27). Wrist Watch Brands & Models Of High Value. Retrieved April 12,
2017, from https://www.forbes.com/sites/arieladams/2013/01/10/wrist-watch-brands-models-of-
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Cliffton Pereira (2015). Marketing and Value Chain. Retrieved from

https://www.academia.edu/11141073/Marketing-_Analysis_of_Apple_Watch

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df
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Williams, A. (2015, July 20). How to use the Apple Watch Digital Crown. Retrieved April 12,
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Young, J., Nunes, J. C., & Drèze, X. (2010). Signaling Status with Luxury Goods: The Role of
Brand Prominence. Journal of Marketing, 74(4), 15-30. doi:10.1509/jmkg.74.4.15 Commented [BT33]: Too many references and thus no
clarity

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