Apple Inc.’s Operations Plan and Quality Control

Structure of operations and quality control

The product development variables at the Apple Inc Company are connected at the central point of strategic planning which encompasses cost, speed, quality, flexibility, and dependability that create a smooth continuous operation tracking model that operates like a computer from one segment to another in the competitive PC industry (Apple Inc par. 7). Therefore, the major part of the success puzzle for operations management strategy delivery operates on the periphery of the soft skills involving the timeless vision of organizational principles, defining the value of the business, determining requirements, clarifying the vision, building teams, mitigating task, resolving issues, and providing direction as incorporated in the operations management system of Apple Company (Smithson 163).

The company’s corporate strategies are based on production, marketing, human resource, and efficiency monitoring units that are distributed to meet global business standards. Apple has been able to open an average of 40 stores per year across the world since 2003. This is a clear indicator of growth in the company’s market share. This has been made possible through the introduction of the unique iPhone brand that has won the heart of customers across the world. Through this, the company’s revenues have grown by 32% (Apple Inc par. 4).

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Supply chain, value chain, and controls

The company has developed highly structured supply chain channels that operate independently of the mother company. The value chain of Apple comprises four stages, which are knowledge acquisition, storage, dissemination, and application. The company formulates strict branding restrictions for these stakeholders. The regulations dictate how the advertisements will look like, and the information passed across to the consumers. In return, the mobile operators are allowed to inform their customers that they have an Apple product (Smithson 164).

Apple Company relies on data mining for the creation of knowledge. It uses data mining techniques and software to obtain customers’ information and use this data in modifying the products to suit the demands of the clients. The company has a relatively stable functionality within a competitive advantage parameter. The existing system monitoring strategies are periodically upgraded to introduce multiple operating system models. As part of the operation management function, the model is compatible with tracking and analyzing quality aspects in the company (Mallin and Finkle 66). To implement the strategy, the management balances both the short term and long term strategic goals.

PDSA Cycle Analysis

The PDSA cycle theory proposed by Deming is an important tool for analyzing the potential for market growth and diversification by improving market penetration and product development. The target market consists of families and individuals who need the various PC products offered by the company. The market segments consist of companies, colleges, hospitals, retailers, government agencies, and private ventures using Apple products daily. To improve market growth, diversification, penetration, and product development, the Apple Company should adopt the product proliferation strategy to create opaque barriers for their competitors. Through this approach, the market share for the company will automatically have the discretion to reap maximum benefits ahead of its closest competitors (Lashinsky 57). For instance, this strategy may be beneficial for the Apple Company when it modifies the online music services through its creative iPod and iTunes products to reach conservative markets such as China and Africa.


The US is one of the most promising business places with remarkable expansion in the corporate world. The Apple Company has taken advantage of the favorable US economic condition to expand its market niche. The stable economy of the US has been a pull factor for the company’s products since the purchasing power of many of its potential customers is high, especially for its iPhone brand. The Apple Company is a registered business entity that is licensed to operate in the US. In this industry, laws on commerce, certificate of compliance to taxes are issued to a business that remits their returns accurately form which taxes are deducted.

This has created an easy environment for Apples’ business activities since it is tax compliant. The recent economic boom in the US has resulted in the growth of many businesses due to increased demand for products and services. Being one of the most strategically located businesses, the Apple Company is positioned to benefit from the economies of scale and improved revenues since it has several brands within the US and other parts of the globe (Gelder 17).

PC products and services provided by the firm are aligned with the socio-cultural needs of customers in the US and other parts of the globe. For instance, the iPhone product has become a lifestyle statement among the customers. As one of the leading PC companies in the US, Apple has launched the iPhone, iTunes, and other applications that incorporate the latest technology. Besides, the company has an online shopping portal and live consumer support center. All aspects of the firm, such as sales, purchases, marketing, management, and operations, have been aligned to appropriate and sustainable technology (Mallin and Finkle 69).

Works Cited

Apple Inc. Business Application Development. 2014. Web.

Gelder, Van. Global brand strategy: Unlocking branding potential across countries cultures and markets, London: Kogan Page Publishers, 2005. Print.

Lashinsky, Adam. Inside Apple: How America’s Most Admired-and Most Secretive- Company Really Works, New York: Business Plus, 2012. Print.

Mallin, Michael and Todd Finkle. “Product Portfolio Analysis: The Case of Apple, Inc.” Journal of International Academy for Case Studies 17.7 (2011): 63-74. Print.

Smithson, Samuel. “Analysing Information Systems Evaluation: Another Look at an Old Problem.” European Journal of Information Systems, 7.3 (2008): 158-174. Print.

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