1apple Company ✓ Solved
1 APPLE COMPANY 3 Do you think Apple now needs to engage more systematically with its stakeholders [remember the list of different stakeholders we discussed in class] on various issues? Use the Case Outline that was on the board in class: 1. Problem in the question. 2. Background: a few sentences about Apple's reputation, popularity over the past 10 years 3.
Solution: Here you would describe your idea or ideas for a solution to the question you chose 4. Results or Outcome: what would you project into the future if Apple decided on your Solution from the question. Case Draft: Apple Based on the communication challenges for Apple, I think Apple now needs to engage more systematically with its stakeholders on different issues. One of the key risks that Apple is facing is that a continuing lack of engagement and transparency with the customers and, indeed, with the rest of the stakeholders in different ways might have negative impacts on the company. A recent example of such lack of engagement with the stakeholders involves the tax returns of Apple and the lack of engagement with the stakeholders in the financial affairs.
The majority of the stakeholder groups in Apple impose some demand towards the corporate social responsibilities that might eventually influence the performance of the company (Cornelissen, 2013). Apple should prioritize the customers as its top stakeholders when devising any strategies on social responsibilities by ensuring that they have informed them of the different strategies that the company plans to impose. The investors, who are another group of the key stakeholders for Apple, need to be systematically engaged, especially in its recent case in 2016, that involved Apple from paying its fair share of corporation tax. Engaging the investors on such an issue will greatly help them in making investment decisions that are informed.
Instead of the CEO Tim Cook writing a letter to only the customers illustrating why the case had wider repercussions in both security and safety of storing private information on iPhones, the company should instead have included all investors. To ensure there is a systematic engagement of all stakeholders, Tim Cook should not only have educated the customers through his transparent communication about why the company was unwilling to do what the FBI was asking, but he should have engaged all other stakeholders in the communication (Vanian, 2016). Stakeholders form a significant group that can affect the performance of a business, and therefore Apple should ensure that it systematically engages them for its success.
Work Cited Cornelissen, J. P. (2013). Portrait of an entrepreneur: Vincent van Gogh, Steve Jobs, and the entrepreneurial imagination. Vanian, Jonathan (2016) ‘Cracked Apple iPhone by FBI puts spotlight on Apple security’, Fortune, 28 March. Assignment: Current and Future Considerations for Health Care Delivery Imagine that you are an administrator in a health services organization, and the CEO of your organization asks you to assess and report on developments that are likely to affect the organization’s success.
What will you discover as you investigate changes in your community and the broader health care landscape? In preparation for this Assignment, review your completed Module 3 Assignment, including any feedback you received from your Instructor. Select one organization from that Assignment on which to focus for this Assignment (i.e., imagine that this organization is the one in which you work). Use the Learning Resources provided in this module, as well as previous modules, and locate additional sources through the Walden Library and credible websites to conduct your research. Use the following questions to guide your investigation: · What are the prevalent health concerns in this community? · What are the key issues related to cost, quality, and access that affect the organization and the people this organization serves? · Which organizations in this area are business competitors and/or which organizations use highly effective practices or strategies that this organization may learn from or adopt? · How will demographics and health reform likely impact the organization, as well as the broader community, in the next 5 years?
Next, review the information on business writing included in the Learning Resources. Consider what the central point of your memo should be. For instance, is there a critical challenge the organization is likely to encounter? Does the information you have gathered suggest the need for a particular course of action or a new business direction? If so, use this memo to inform and influence the CEO.
If not, share the findings of your research with the assumption that the CEO will use this information as a launching point for future discussions. The Assignment Write a 2- to 3-page business memo in which you address: · Prevalent health concerns in the community (Hampton, Virginia) · Issues related to cost, quality, and access that affect the organization and the people it serves · Organizations in the community that are business competitors and/or from which you can learn highly effective practices or strategies · Ways in which changing demographics and health reform will likely affect your organization and the broader community in the next 5 years Your Assignment must be written in standard edited English.
Be sure to support your work with specific citations from this module’s Learning Resources and additional scholarly sources as appropriate. Refer to the Essential Guide to APA Style for Walden Students to ensure that your in-text citations and reference list are correct. See the rubric for additional requirements related to research and scholarly writing. The story of Apple and its phenomenal success since the early 2000s is intertwined with the visionary ability, determination and marketing acumen of one its co-founders, Steve Jobs. Jobs instilled a culture in the company that reflected his own entrepreneurial values.
He fostered individuality and excellence, and combined this with a focus on perfectionism and accountability. This combination of entrepreneurial values and the workplace that it created was perhaps not for everyone, but it created a particular ethos in Apple that has spawned such great innovative products as the iPhone, the iPad and the iPod. One particularly strong asset of the company, particularly during Jobs’ tenure, was its ability to come up with innovations that, in effect, created entirely new markets and cemented Apple’s reputational position as operating at the cutting edge of innovations in consumer technology. The development of the iPod perhaps best illustrates the entrepreneurial character that Jobs cultivated and that the company is now broadly known and appreciated for by its customers.
In January 2001, Jobs unveiled iTunes, in a two-pronged response to the changing business model of the music industry and to meet the demand for Apple users to integrate their video and music devices as part of a single digital hub at work or at home. The rationale for the iPod, as a portable music player, pretty much grew out of the development of iTunes, the connection being that storing your music would naturally lead Apple to develop a playing device. But it also came about because of Jobs’ fanatical love of music. This fanaticism suggested to Jobs that he needed to develop a portable music player, so that you could take your personal music collection with you wherever you went. One would have thought that this path would pit the iPod directly against MP3 players, as well as evoke memories of the older stalwarts in the portable music category such as the Sony Walkman and Philips CD player.
But Jobs judged that the music players that were already on the market ‘truly sucked’. In a crucial internal meeting within the company in April 2001, Jobs also waved away the threat of other players in the market. ‘Don’t worry about Sony’, he said, ‘We know what we’re doing, and they don’t’. At that meeting, Jobs and his colleagues instead focused on the design and functionality of the iPod device, trying to think of how they could do something different from, and better than, their competitors. One outcome of this thought process was the famous trackwheel on the original iPod, which allows users to scroll through a collection of songs as opposed to repeatedly having to press the same button (which would be rather irksome).
And as Jobs’ biographer suggests, the ‘most Zen of all simplicities was Jobs’ decree, which astonished his colleagues, that the iPod would not have an on-off switch’ Besides its design, the other element that determined the iPod’s success was Jobs’ rhetorical skill in framing the device as something completely ‘new’ that defied the logic of existing market categories and as essentially a must-have product for customers. He positioned the iPod in such a way that, even if the device was similar in some respects to MP3 players, it was considered by technology critics and customers alike as unique and starkly different from (and thus allegedly superior to) competing products. The subsequent launch of the iPhone and the iPad by Apple followed the same script and helped reinforce the claimed position of Apple’s ‘cool’ superiority over its competitors, which is a remarkable feat given that previous to its launch the company did not have a track record to speak of in mobile communications or handheld devices.
Other technology companies have since tried to follow the same communication principles and grand rhetoric – most notably Microsoft claiming at the launch of Xbox One that it ‘changes everything’ – in positioning their technological products and firms, but in many cases with much less success. A key issue for Apple, however, is that the new CEO, Tim Cook, is a far less skilled communicator than Jobs and he may not embody Apple’s corporate image the way Jobs, the quintessential entrepreneur and an obsessed perfectionist, did. Its phenomenal success in recent years also means that Apple has been struggling to uphold its image of being the entrepreneurial outsider, who rails against the established powers in the industry.
In many ways, the company is itself an industry giant and stakeholders increasingly expect the company to behave that way. Where Apple has often been secretive and not very open about many of its operations – a trait stemming from Jobs’ focus on developing great new products in secret which then surprise everyone and break new ground – this level of openness and transparency is increasingly expected of Apple as a large corporate firm and as a ‘corporate citizen’ with social and environmental responsibilities. In 2011, for example, the company was accused by environmental groups in China of environmental pollution in its supply chain operations. The company has also now – post the Steve Jobs era – started to disclose information on the environmental performance of its products, something which customers had been requesting for ages.
The risk that the company faces is that a continuing lack of transparency and engagement with customers and, indeed, other stakeholders in a number of areas may come to cost the company dearly A recent example of this involves the tax returns of the company and the lack of transparency over its financial affairs. In May 2013, US senators questioned the CEO Tim Cook over this issue and described a ‘highly questionable’ web of offshore entities that Apple uses to claim ‘non-resident’ status in the USA, and indeed elsewhere, which, in effect, exempts the company from paying its fair share of corporation tax. Another recent case in 2016 involves the public fight between Apple and the FBI. The FBI had asked Apple, through a court order, to assist in retrieving information from an iPhone that was used by one of the alleged terrorists in the San Bernardino shootings.
In this instance, Apple realized that, rather than letting the conversation about the issue be controlled by others, it has proactively entered the fray. CEO Tim Cook wrote an open letter to customers, explaining why the case has wider repercussions for the safety and security of storing private information on iPhones. In the letter, Cook explains in detail the company’s stance to its customers. He also made the case in a video and in an interview on national TV in the USA In this particular case, Apple has the difficult challenge of explaining its pro-privacy stance in the balance between privacy and national security without appearing uncooperative with law enforcement or unsympathetic to the San Bernardino victims and their families.
However, by employing Tim Cook as its spokesperson and through using open, transparent communication that educates its customers and the general public about why it is unwilling to do what the FBI asks, the company is actively trying to manage and protect its reputation. Questions for reflection Discuss the communication challenges for Apple: will the company be able to ride out the recent storm of criticism and requests for more transparency on the back of its strong reputational position, or do you think it now needs to engage more systematically with its stakeholders on various issues and talking points? Source: Cornelissen, J.P. (2013) ‘Portrait of an entrepreneur: Vincent van Gogh, Steve Jobs and the entrepreneurial imagination’, Academy of Management Review, 38 (4): 700–9; Gardise, Juliette (2013) ‘Tim Cook defends Apple’s use of tax loopholes’, The Guardian, 29 May; and Vanian, Jonathan (2016) ‘Cracked Apple iPhone by FBI puts spotlight on Apple security’, Fortune, 28 March.
Paper for above instructions
MemorandumTo: CEO, [Health Services Organization Name]
From: [Your Name], [Your Position]
Date: [Current Date]
Subject: Assessment of Developments Affecting Our Organization's Success
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1. Prevalent Health Concerns in the Community
Hampton, Virginia is characterized by a diverse population with varying health needs. The prevalent health concerns in Hampton, as highlighted by recent studies, include chronic diseases such as diabetes, hypertension, and obesity (Virginia Department of Health, 2021). The socio-economic factors impacting health outcomes are significant as well, with a considerable portion of the population living below the poverty line, which exacerbates health disparities (U.S. Census Bureau, 2020). Furthermore, mental health issues have been recognized as a rising concern, particularly due to the pressures stemming from the COVID-19 pandemic (Hampton Roads Community Health Needs Assessment, 2022).
The community also faces public health challenges related to substance abuse, particularly opioid addiction. This epidemic has been recognized nationally, but local data suggest it has penetrated our community extensively, leading many individuals to seek urgent care for overdoses and related mental health issues (Substance Abuse and Mental Health Services Administration, 2021).
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2. Issues Related to Cost, Quality, and Access
The mission of our organization is to provide high-quality healthcare to all community members; however, systemic issues related to cost, quality, and access threaten our objectives. Cost remains a significant barrier for many residents, particularly uninsured or underinsured individuals, which limits their access to essential services (Berchick, Barnett, & Upton, 2019). The Affordable Care Act has expanded coverage; yet, many individuals are still unable to afford co-pays and out-of-pocket expenses, thus delaying their treatment and leading to worse health outcomes (Gonzalez, 2020).
Quality of care remains a crucial concern, especially in managing chronic diseases. Reports indicate variability in treatment adherence and patient outcomes across healthcare providers in the region (Virginia Health Information, 2022). Efforts to standardize care protocols and equitably distribute resources are essential to improve healthcare quality.
Accessibility is compounded by infrastructural limitations, with many residents lacking reliable transportation to healthcare facilities (Miller & Wherry, 2019). Telehealth, which expanded during the pandemic, offers a solution to mitigate geographic barriers but requires greater internet access and digital literacy, which remains a hurdle for some demographics (Nouri et al., 2020).
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3. Competitors and Effective Practices in the Community
In our analysis of business competitors within Hampton, organizations such as Riverside Health System and Sentara Healthcare present notable competition due to their extensive healthcare networks and established community trust. These organizations have actively engaged in patient-centered care models that emphasize preventative care and chronic disease management (Harrison, 2019). For instance, Riverside's focus on health education and promotion has seen positive results in managing diabetes and hypertension rates among community members.
Learning from these successful organizations, our organization can adopt similar strategies that prioritize patient engagement and education. Developing partnerships with local nonprofits to increase outreach efforts for underserved populations can be a practical strategy to tap into community resources effectively.
Additionally, investing in telemedicine infrastructure, as did many competitors during the COVID-19 pandemic, can enhance our accessibility and allow for remote monitoring of patients, especially those with chronic conditions (Cohen & Mendez, 2020).
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4. Demographic and Health Reform Impacts in the Next 5 Years
Demographic shifts in the Hampton area indicate an aging population, which will inevitably necessitate changes in how we deliver care (U.S. Census Bureau, 2020). As older adults typically require more extensive healthcare services, our organization must prepare to meet increased demand while ensuring that we maintain quality standards.
Furthermore, ongoing health reforms, particularly those tied to the implications of the Affordable Care Act, indicate that funding for preventive care and mental health services will likely continue to increase, although challenges may arise in navigating reimbursement models (Buchmueller et al., 2020). The emphasis on value-based care will require us to adopt metrics that closely monitor patient outcomes and develop proactive management strategies to prevent chronic disease escalation.
In conclusion, we find a critical challenge ahead for our organization that revolves around responding to community health needs driven by cost, quality, and access barriers. By adopting best practices from competitors, increasing stakeholder engagement, and preparing for demographic shifts, we can position our organization for success in the rapidly changing health care landscape.
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References
1. Berchick, E. R., Barnett, J. C., & Upton, R. D. (2019). Health Insurance Coverage in the United States: 2018. U.S. Census Bureau.
2. Buchmueller, T. S., Grumbach, J., & Liu, H. (2020). The Effects of the Affordable Care Act on Health Insurance Coverage and Access to Care. New England Journal of Medicine, 382, 1465-1466.
3. Cohen, R., & Mendez, D. J. (2020). Telehealth Expansion During COVID-19: Key Implications for Policy and Practice. Health Affairs, 39(6), 990–995.
4. Gonzalez, N. A. (2020). The Impact of COVID-19 on Healthcare Access. Journal of Public Health, 42(1), 1-4.
5. Harrison, J. (2019). Innovations in Patient Care: The Riverside Health System Approach. Virginia Medical Journal, 43(3), 125-130.
6. Hampton Roads Community Health Needs Assessment. (2022). Community Health Needs Assessment Report. Retrieved from [URL].
7. Miller, J. W., & Wherry, L. R. (2019). The Impact of Transportation Access on Healthcare Utilization. American Journal of Public Health, 109(1), 67-73.
8. Nouri, S. S., et al. (2020). The Digital Divide in the Era of COVID-19: The Case for Telehealth. Health Affairs, 39(4), 674-681.
9. Substance Abuse and Mental Health Services Administration. (2021). Key Substance Use and Mental Health Indicators in the United States: Results from the 2020 National Survey on Drug Use and Health. Retrieved from [URL].
10. Virginia Department of Health. (2021). Health Equity in Virginia: Trends and Data Summary. Retrieved from [URL].
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This memorandum outlines critical insights into the evolving health landscape within the Hampton community and presents actionable strategies designed to enhance our organization's effectiveness moving forward.