Choose From One Of The Brands At Right Identify Where In The ✓ Solved

Choose From One Of The Brands At Right Identify Where In The Plc The

Choose from one of the brands at right – Identify where in the PLC the brand is currently. Based on its place in the PLC, identify and describe the level and trajectory of sales and profits, how many competitors are there, and given the stage of the PLC, what is the type of consumer (innovator, early adopter, etc.). Identify any strategic ways the brand has modified the market or modified the product. Submit to Blackboard as 1 PowerPoint slide – Be sure to clearly identify product chosen.

Brands to Choose From: • Oreo Cookie • Blackberry • Apple • Macy’s • Ford

Sample Paper For Above instruction

Choose From One Of The Brands At Right Identify Where In The Plc The

Choose From One Of The Brands At Right Identify Where In The Plc The

This assignment involves analyzing a selected brand from the provided options—Oreo Cookie, Blackberry, Apple, Macy’s, or Ford—and identifying its current position within the Product Life Cycle (PLC). The analysis includes describing the brand’s sales and profit trajectory, competitive landscape, target consumer segment stage, and strategic market or product modifications.

Introduction

The Product Life Cycle (PLC) concept is essential in understanding how brands develop over time in the marketplace. It comprises stages such as Introduction, Growth, Maturity, and Decline, each characterized by distinct sales patterns, profit levels, consumer behaviors, and competitive dynamics. This analysis focuses on Apple Inc., a globally recognized technology brand, and its position in the PLC.

Current Position in the PLC

Apple currently resides in the Maturity stage of the PLC. After experiencing significant growth during the early 2000s with innovations like the iPhone, Apple’s sales have plateaued but remain high, with brand loyalty boosting steady profits. The company's annual sales have stabilized, indicating a market saturation in many developed economies, though emerging markets still offer growth opportunities. The profit trajectory is stable but shows signs of slowing growth, typical of maturity.

Sales and Profits

In terms of sales, Apple’s revenue from flagship products like the iPhone, iPad, and MacBook has plateaued, reflecting high market penetration. Profits remain robust, driven by premium pricing strategies and high consumer demand. However, profit margins are under pressure due to global economic factors and competitive pricing from rivals like Samsung and Huawei.

Competitive Landscape

Apple faces several competitors in various segments, primarily Samsung, Huawei, Google (with its Pixel line), and emerging Chinese brands. While the number of direct competitors remains moderate, the intensity of competition is high, especially with the rapid innovation cycles in smartphones and consumer electronics.

Consumer Stage

Given its maturity, Apple’s typical consumers are early adopters and mainstream consumers who value brand prestige, functionality, and ecosystem integration. The early majority adopts Apple’s products after initial launches have proven successful, with innovators embracing the brand’s innovative features early on.

Market and Product Modification Strategies

Apple has strategically modified its market approach by expanding services like Apple Music, iCloud, and the App Store, creating a more integrated ecosystem to retain customers. Moreover, product modifications include introducing the iPhone SE to target price-sensitive consumers and enhancing features in new models to prolong market relevance. These strategies aim to sustain sales from existing customers and attract new segments within the mature market.

Conclusion

Overall, Apple’s current position in the maturity stage of the PLC is characterized by steady sales and profits, intense competition, and strategic ecosystem development to extend its market relevance. Continued innovation and diversification remain crucial for maintaining its competitive edge in this stage.

References

  • Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson.
  • Levitt, T. (1965). Exploit the Product Life Cycle. Harvard Business Review, 43(6), 81–94.
  • Porter, M. E. (1985). Competitive Advantage. Free Press.
  • Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy. Pearson.
  • Hollensen, S. (2015). Marketing Management: A Relationship Approach. Pearson.
  • Fletcher, R. (2014). The Future of Technology and Innovation. Journal of Business Strategy, 35(2), 32–41.
  • Apple Inc. Annual Reports (2022). Retrieved from Apple’s Investor Relations website.
  • Schilling, M. A. (2013). Strategic Management of Technological Innovation. McGraw-Hill Education.
  • Fuentes-Fuentes, C., & García-Morales, V. J. (2020). Innovation ecosystem and the performance of high-technology firms. Journal of Business Research, 110, 518-530.
  • Kaplan, R. S., & Norton, D. P. (2001). The Strategy-Focused Organization. Harvard Business School Publishing.

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