DEPARTMENTAL OF MCCD

COMPANY: APPLE
JOB: SENIOR BRAND
MANAGEMENT HEAD
MADE BY:
KASHISH MADAAN: 0181MBA086
SIMRAN GARG: 0181MBA117
MBA 4-C
CORPORATE STRATEGY
 BUSINESS LEVEL STRATEGY
Business-level strategies refer to activities that business enterprises undertake to gain a
competitive advantage in the market, which in most cases involves exploiting core
competencies that add value to customers
Basically, there are five business-level strategies that a firm can work on to gain a competitive
advantage including:
 cost leadership,
 differentiation,
 integrated cost leadership/differentiation,
 focused cost leadership and
 focused differentiation
Apple’s Business Level Strategies
 Differentiation Strategy
 dominant force in the technology industry
 better technologies in iPhone, iPad and MacBook
 dominated in computers, mobile phones, digital music players and online music stores
 Apple’s strategy is to engage a single company to provide operating system and hardware
for its products
 allows the company to concentrate on design quality
 Another differentiation strategy that Apple has adopted relates to the distribution of its
products, where it has established retail stores around the world
 Cost Leadership Strategy
 normally involves provision of products that are valuable and acceptable to customers at a
relatively low and competitive price
 firms strive to maximize profits through efficient production and delivery of products that
enhance cost saving
  adopted this strategy by producing cost-effective, high-quality products using affordable
and economically viable raw materials, which is enhanced by the presence of a powerful,
innovative management team and staff in production, marketing, and delivery of products
 Another cost leadership strategy that Apple has applied is forming business alliances with
other successful companies, allowing the company to concentrate on innovation and
market intelligence
 For example, Apple offers iTunes service that enables other firms to distribute music,
videos and games digitally at a low cost, thus eliminating the need for physical disks and
tapes.
 In addition, this strategy becomes more successful by eliminating middlemen and selling
its products directly through its website
Apple’s Corporate-Level Strategies
 CLOSE-RELATED DIVERSIFICATION OF ITS PRODUCTS: at moderate and high
levels, including home computers, personal computers, mobile phones, music stores, and
software
 the company has A BLEND OF PERSONAL COMPUTING AND ENTERTAINMENT
WITH A HIGH LEVEL OF INTEGRATION, allowing it to be more efficient in
production and delivery of products at relatively competitive prices while at the same
remaining profitable
 One advantage of this diversification strategy is that customers can get their preferred
product of a high quality and design standard, since all these products are highly integrated
and run on the same operating system
 FORMING STRATEGIC ALLIANCES: in order to benefit from economies of scale, tap
knowledge from competitors, and share risks and costs
 Among the alliances that Apple has entered one may present AT&T for the production of
iPhone, Microsoft for software to be used in Mac computers, and Intel for processors
  INTERNATIONALIZATION OF PRODUCTION: is another corporate strategy
adopted by Apple, whereby, the company has established its production base in China to
take advantage of low labor costs, access to raw materials, high potential market and
favorable economic environment due to the stability of China’s economy
 APPLE BEATS COMPETITION BY PRODUCING STANDARDIZED PRODUCTS
IN THE GLOBAL MARKET: as engineering design and manufacturing are closely
controlled and centralized. It, therefore, becomes easy to identify Apple’s products, the
only customization being the power source due to differences in voltage in various
countries
JOB DESCRIPTION OF BRAND
MANAGEMENT HEAD
 ROLE
• to develop unique creative marketing solutions that will support Apple’s business growth
• The person will need to be fluent in a variety of media, including print, digital, and
video/motion graphics and should be highly experienced in both product launch and
sustaining activities
• This position also requires a deep knowledge of the creative development process. The role
will need to develop and maintain key relationships both globally and locally within the
Marketing, Public Relations, Sales, and Sales Operations organization.
• This position requires a self-motivated and flexible individual with very strong
communication skills.
• This role requires the individual to constantly seek new and better ways of communicating
both internally and externally
 KEY QUALIFICATIONS
 At least 12 years of consumer marketing communications experience in a creatively-driven
organization.
 Relevant experience in the local market with a proven track record of developing
marketing communications.
 Attention to detail and results oriented.
 Team player who takes personal ownership of assigned tasks.
 Excellent communication and presentation skills.
 Ability to work both at a strategic and executional level, often within the same hour.
 Ability to multitask and deliver under tight timelines.
 Experience in building a communications plan.
 Fluency in written and spoken English is essential.
Leadership/Management/Supervis
Analytics: The Head of Brand
ory Role: The first and most
Marketing plays a major analytical
prominent responsibility of the Head Strategy: The Head of Brand
role in establishing metrics for the
of Brand Marketing is his leadership Marketing also plays a major
purpose of measuring campaign
over the brand marketing department. strategic role. He develops and
effectiveness. At this capacity, he
In this position, the Head of Brand manages the business’s brand
also establishes a process for
Marketing is responsible for the strategy as well as corresponding
benchmarking the brand’s
overall management of junior brand brand elements in order to maximize
performance in various in order to
marketing managers, these are, the the brand’s equity.
ensure that campaigns are relevant
Brand Marketing Manager and the
and competitive.
Senior Brand Marketing Manager

ACTIVITIES IN ACCORDANCE TO
ITS PRIORITY
• Education & Experience: Collaboration: The role of the Head
Bachelors of Brand Marketing, as expected, is
Other Duties: The Head of Brand
highly collaborative. The Head of
Marketing also performs other duties
degree/University as he deems necessary for the smooth
Brand Marketing works closely with
the Sales department, the Director of
education execution of his duties or duties as
Brand Marketing, and the Chief
assigned by the Director of Search
• Weekly Hours: 40 Marketing, the Chief Marketing
Marketing Officer in formulation and
delivery of both the offline and
Officer, or the Employer.
online brand marketing
elements/strategies.
 JOB LEVEL OF BRAND MANAGER
 BRAND MANAGER
Estimate Salary: $133,884

 GEOGRAPHIC REGION
SINGAPORE, US, JAPAN
TEAM

 Junior Brand Manager

 Executive Brand Manager
 Creative Agency Partners
 Web Designers
 Sales Manager
 Marketing Manager
 Chief Designer
 Web Master
REPORTING LINE OF BRAND
MANAGER

Creative teams aligned by

merchandise category (phones, mac
book)
DEPENDENCE ON OTHER STRATEGIC
BUSINESS UNITS
 Strategic Business Units is a wide range of objectives a company sets that have
been planned. They use different types of marketing strategies to not only
distinguish themselves from rivalling companies but to tactics that will get
consumers interested in their goods.

 If the company (in this example, Apple Inc.) consists of a large amount of
employees, they will have a multitude of strategic business units that are
responsible for managing the profitability of their products and each team would
be assigned a manager that will overlook the process, outline any implications
and set different objectives and missions the company should make.
 STARS: The Tablet – Smartphones and Tablets have become the leading
and highest selling product from Apple. With the high revenue the
company gains from the sale of sale of Apple’s tablets alone, the company
tends to release new upgrades every year or so to keep up-to-date with
rapid technology development and invest tons of money into the
improvement, development and marketing of their iPad.
 QUESTION MARK: iMac and OS X – iMacs and their operating
systems are well known for the speedy and reputable service, one that
most editors use when creating digital art. However, it is incredibly
expensive. iMac revenue has been increasing but at a very steady rate
compared to its sister products as most users are more likely to buy a
Windows PC than spend money on Apple goods but because of the
reputation of Apple’s iMac and operating system, it still draws in the
consumers and makes a more than decent revenue.
 CASH COWS: iPod/iPod Touch – As cash cow is there to generate money for the
company, Apple tends to sell their iPod brand at a lower cost than their other products. This
generates money for the company and increases their revenue. Although Apple
smartphones are outselling the iPods, they still dominate the overall sales of mp3 players.
Despite this, Apple iPods are being manufactured at a rapid rate to aim to consumers who
can’t afford the normal price of Apple goods.
 DOG: Apple TV – Although the sales of Apple TVs are consistent, it still pales in
comparison with their other devices. The main reason for this is because of its enormous
price tag, consumers would rather spend the money on a cheap television than fork out
tons of money for an Apple TV.
 BRAND MANAGER FOCUS:
1. TABLETS (STAR PRODUCT)
2. IMAC AND OS X (QUESTION MARK)
3. IPOD/IPOD TOUCH/IPHONES (CASH COWS)
4. APPLE TV (DOG)
COMPETENCIES
 TECHNICAL COMPETENCIES
 ANALYTICAL SKILLS: The role of the Head of Brand Marketing is a commercial marketing role
and
• it is necessary that he demonstrates an ability to formulate and present actionable insight from analysis
of research data.
He must be able to develop:
 consumer and
 market information and
 Insights
 through analysis of raw information and
 data leading to informed decision making and
 ultimately, increased sales volume,
 enhanced consumer acquisition and retention, and
 profit-per-unit.
 A suitable candidate will also possess vast skill and knowledge in CRM systems and databases as well
as marketing automation.
 Ms Office/Software: The Head of Brand Marketing must also show proficiency in :
 Ms Word,
 PowerPoint, and
 Ms Excel,
 which are necessary in the creation of verbally and visually engaging offline branding materials,
reports, and presentations.
He also has to be proficient in the use of software such as:
 Adobe Creative Suite 6,
 Illustrator, and
 InDesign
 that are necessary for the creation of engaging branding materials and content.
 Creative thinking
 Technical Capabilities
 Computer Literacy
 Data Management
 Policies and Planning
 NON-TECHNICAL COMPETENCIES
 Communication Skills: The position of the Head of Brand Marketing is a highly
interactive and demands exceptional communication skills both in verbal and written form.
 Interpersonal Skills: The candidate should be an enthusiastic worker, consumer-oriented,
have a passion for delivering meaningful social impact and simultaneously generating the
business income, have excellent problem solving skills, possess an ability to handle
multiple projects, prioritize and meet deadlines. 
 Leadership/People Skills: The Head of Brand has to have exceptional leadership skills.
He will be able to move and influence a team into moving towards a unified vision and
objective. He will also possess a strong ability to form meaningful relationships with
people, being very approachable and relatable.
 Time Management: Deadlines: no one who loves doing creative work loves them, but you
just can't keep the wheels rolling without them. Deadlines keep projects from dragging on
into eternity and offer that little bit of pressure that often spawns some of the best creative
work. Consistently meeting deadlines shows your clients that you care about their time and
can be trusted to meet their needs.
 Cooperation: Whether your employees work in office or remotely, they’re working as part
of a team. Nobody works entirely in a silo. Each member of your team needs to be able to
collaborate, compromise, and handle feedback—both giving and receiving—in a mature
and respectful way. The result? A happier team, a healthier environment and some fantastic
collaborative work.
 Adaptability: Part of what makes any creative person excellent at what they do is their
confidence in putting forward their own unique ideas. However, as valuable a skill as that
is, there comes a time when they will have to adapt to someone else's vision. This is
difficult for some people to accept, but conforming to the expectations of clients is the only
way to maintain a vital business.
 Problem Solving: In any job, problems of all kinds are sure to arise. It's inevitable.
Though you can't predict the nature of the problems you'll encounter in the future, you can
prepare by hiring employees who are comfortable solving problems. An employee who
can't solve problems on their own will require you to essentially do it for them—which
will be a burden on your time, your resources, and your patience.
BEHAVIOUR EXAMPLES
 Courteous cooperation with others
 Socially responsible
 Fosters strong relationships through networking
 Empathetic
 Thoughtful communicator
 Creatively analytical
 Stays aware of the data
 The great communicator
 Clever writer
 Emotionally intelligent
 Innovative
 Technologically savvy
HOLLAND’S THEORY: PERSON
ENVIRONMENT FIT
 Person–Environment Fit (PE fit) is defined as the degree to which individual and
environmental characteristics match.
 Person characteristics may include an individual’s biological or psychological needs,
values, goals, abilities, or personality.
 Environmental characteristics could include intrinsic and extrinsic rewards, demands of a
job or role, cultural values, or characteristics of other individuals and collectives in the
person's social environment.
 Due to its important implications in the workplace, person–environment fit has maintained
a prominent position in Industrial and Organizational psychology and related fields.
 HOLLAND’S THEORY-PERSON JOB FIT
 Person-job fit is defined as the compatibility between individuals and the job or tasks that they perform at
work.
 This includes compatibility based on employee needs and job supplies available to meet those needs, as
well as job demands and employee abilities to meet those demands.
 According to Holland, workers are not victims of their environments but actively seek potentially
compatible work environments. If an individual’s personality and the work environment fit then the
individual will enjoy the work and develop and grow in the career.
 Matching people to the organizational culture at the time of hiring should result in higher employee
satisfaction and reduced turnover.
According to John Holland’s theory, most people are one of 6 personality types;
 Realistic,
 Investigative,
 Artistic,
 Social,
 Enterprising, and
 Conventional.
 PERSON JOB FIT FOR A BRAND
MANAGER
Brand Managers use strategies and consumer research to promote a product or
service. They create branding initiatives and campaigns to form a desired image and
increase sales.
 Associated Holland Codes for this career: Social, Conventional
 Academic majors to consider:
 Business
 Marketing
Social – “Helper”
 Social occupations frequently involve working with, communicating
with, and teaching people. These
occupations often involve helping or providing service to others.
 Likes to do things to help people — like, teaching, nursing, or
giving first aid, providing information; generally avoids using
machines, tools, or animals to achieve a goal;
 Is good at teaching, counseling, nursing, or giving information;
 Values helping people and solving social problems; and
 Sees self as helpful, friendly, and trustworthy.
Conventional – “Organizer”
 Conventional occupations frequently involve following set
procedure and routines. These occupations
can include working with data and details more than ideas. Usually,
there is a clear line of authority to
follow.
 Likes to work with numbers, records, or machines in a set, orderly
way; generally avoids ambiguous,
unstructured activities.
 Is good at working with written records and numbers in a
systematic, orderly way;
 Values success in business; and
 Sees self as orderly, and good at following a set plan.
HOLLAND’S THEORY: PERSON
ORGANISATION FIT
 Person-Organization fit (P-O fit) is defined as the “compatibility between people
and organizations that occurs when at least one entity provides what the other
needs or they share similar fundamental characteristics or both”
 P-O fit is a type of Person-environment (P-E) fit in the organization in which
people may fit or misfit
 P-O fit takes place when the organization fulfils employee's needs, whereas from
all abilities-demands perspective, there is congruence between person and
organization, when the employee possesses and demonstrates the abilities to meet
organizational demands
 APPLE’S ORGANIZATIONAL CULTURE
 Apple Inc. has an organizational culture for creative innovation. The company’s
cultural features focus on maintaining a high level of innovation that involves
creativity and a mindset that challenges conventions and standards.
 The business depends on cultural support and coherence, which are determinants
of competitiveness and industry leadership, especially in addressing aggressive
and rapid technological innovation and product development.
 The following are the main characteristics of Apple’s corporate culture:
 Top-notch excellence
 Creativity
 Innovation
 Secrecy
 Moderate combativeness
 Top-notch Excellence: Maintains and reinforces a corporate culture that promotes, appreciates,
and expects top-notch excellence among employees. For example, the company has programs that
recognize and reward excellence among workers. Excellence is emphasized as a critical success
factor in the business.
 Creativity. This cultural characteristic pertains to new ideas that help improve the business and its
products. Apple’s management favours creativity among employees’ knowledge, skills, and
abilities.
 Innovation. Apple’s organizational culture supports rapid innovation. Based on this cultural trait,
the firm trains and motivates it employees to innovate in terms of individual work performance and
contributions to product development processes.
 Secrecy. Steve Jobs developed Apple to have an organizational culture of secrecy. This cultural
characteristic continues to define the company’s human resource development. 
 Moderate Combativeness. Apple’s organizational culture has moderate combativeness. This
feature is linked to Steve Jobs and his combative approach to leadership. He was known to
randomly challenge employees to ensure that they have what it takes to work at Apple. 
THANK YOU