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Please help! Could you please assist me with the environmental analysis of Apple

ID: 377390 • Letter: P

Question

Please help! Could you please assist me with the environmental analysis of Apple company? I specifically need help with the marketing enviroment's 6 forces. The format must follow the image below:

Thank you for your time and help, I truly appreciate it!

A. The Marketing Environment Competitive Forces. It is estimated that over 2000 companies worldwide manufacture bi- cycles and cycling related products for retail. Within that group, there are approximately 100 different brands available at retail at any given time. While the majority of the bicy- cles sold at retail are for either transportation or recreation, only about six percent are sold in the pro/luxury category. Economic Forces. While rising fuel costs may suggest a rise in bicycle expenditures, on the whole, consumers looking to save on transportation costs generally purchase ‘com- fort' bicycles at an average retail price of S350. Currently, FreeRiders' models range from $1,500 up to $10,000. 1. 2. Other economic forces include a shift in the high-end bicycle manufacturing industry toward outsourcing and overseas production, which thereby significantly decreases man ufacturing costs even with lower price tags at retail 3. Political Forces. As trade regulations are lifted in developing economies, nations such as China are providing lucrative incentives to US and European manufacturing firms FreeRiders' firm commitment to handcrafted, locally produced bikes places them at a competitive disadvantage with regard to manufacturing overseas.

Explanation / Answer

Apple comprises of ample resources and tremendous business potential in the world of electronics. Despite of capabilities several environmental factors act as threats for the organization. By performing timely scanning and appropriate planning to deal with the threats present in the environment, the impact of these threats on business can be minimized.

Environmental analysis of Apple Inc.: