If the company launches an immediate public relations campaign to improve its public perception, it might be able to turn this situation around. This is a definite possibility, given Palm Inc.'s access to the deep pockets of Hewlett Packard. The best strategy will be to try to expand market share at the expense of Apple's iPhone 4. This would provide it with an immediate increase in market share. The

Five Forces Analysis of Palm Palm's Strategy Palm's corporate strategy is what Michael Porter would call Cost Leadership. According to Gavin Reid, "Cost leadership is often driven by company efficiency, size, scale, scope and cumulative experience (learning curve). A cost leadership strategy aims to exploit scale of production, well defined scope and other economies (e.g. A good purchasing approach), producing highly standardized products, using high technology." In the first element of its

Apple Inc. The Apple II Company Background Mission & Vision Apple's Five Force Model Current Rivalry Threat of New Entrants Bargaining Power of Suppliers Bargaining Power of Buyers Threat of Substitute Products Apple Inc. is the world's most formidable company. The company has grown to become one the world's most admirable companies through a deep dedication to innovation. The strategy in the last decade has revolved around the "digital hub" strategy that places the computer in the center of a

Organizational Outputs HP and Palm Inc.: Organizational Outputs On July 31, 2010, Hewlett Packard purchased Palm Inc. Palm exclusively makes handheld devices such as smartphones, and mini-computing devices. Palm is a mobile operator system that would allow Hewlett Packard to compete with operating systems such as Symbian, iPhone, and Linux (Berry, p.1). The following organizational analysis will examine the organizational outputs of the combined company after the merger. Organizational Outputs When HP acquired Palm

In the short run, the company has an uphill battle to establish itself in a tough market -- Palm's past successes in the industry are almost irrelevant at this point -- but in the long run the potential exists for HP/Palm to develop game-changing technology. The overall strategic fit therefore is only partially congruent. Internally, the three factors are congruent with each other. The resources, environments and histories of these

diffusion and adoption of new personal electronic devices. Specifically, the marketing efforts, market penetration for DVDs and Palm Pilots in addition, the use of DVDs and Personal Data Assistants will be reviewed, and a brief analysis of early, middle, and late users will be undertaken. For the purpose of this paper, the terms PDA and Palm Pilot will be used interchangeably. New technologies are anticipated to revolutionize how we spend