Please read the article Value Disciplines that explains how companies create val
ID: 3881515 • Letter: P
Question
Please read the article Value Disciplines that explains how companies create value for their customers. After reading the article, identify a company that is focused on either: (a) the customer experience (customer intimacy), (b) the most innovative products (product leadership), or (c) lowest cost (operational excellence). Do NOT list a company posted by another student or one that is mentioned in the article. Explain why you chose a particular company. Discuss how IT could be used by used by the company to support its strategic focus. Cite your sources. Internet sources are OK if you provide the hyperlink.
Explanation / Answer
1.Apple Inc.
Apple has mastered both Customer Intimacy and Product leadership. The main motive of Apple has been innovation in technology for years.Apple strives hard to to touch its customers with help of its products. Any of the services provided, it is made sure that customer returns satisfied. This makes a special connection between company and customer.
Talking about Product Leadership, Apple rules over its rivals due to its reputation. Its reputation is taken care by its periodic launch of its devices that keep its customers exited and ready to own that device.
This company does not fit into third disclipline i.e. Lowest Cost as the devices/prooducts made are not that cheap as other companies. But its the valuable trust of customers it has gained over the years that sets the company at the top in market.
2.OnePlus
Oneplus is focused on all the three principles listed above. It has reached its customers in short period of time as compared to other and is also responsible for special relationship with them. The main reason behind the success of this company is that it provided innovation in its products at lowest prices among the rivals.
This strategy made people believe in the company and as a result of this it established itself in the market by setting its own standards.
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