How Apple Leverages Information Systems

¶ … services management of no less than Apple Corporation. Apple has established a level of basically unparalleled dominance in the form of its product offerings such as the iPhone, iTunes, the iPod and its line of computers and tablets. The points of analysis that have been conducted and that have revealed the sheer excellence and overall performance of Apple include its use of business intelligence, enterprise resource planning (ERP), customer relationship management (CRM), data mining and intelligent systems.

They have built a formidable and singular platform for their own business operations as well as for their consumers. They have even accommodated the preferences and wants of some consumers that are not Apple-exclusive. This would include the embracing of the common MP3 file format, integration with Windows products, the use of Intel chips that were solely or mostly the domain of Windows-based PC's in the past and so forth. Rather than try and create and maintain a solely proprietary system, Apple has also focused on looping in other customers.

Surely, this has allowed Apple to gain customers into its fold that come to the opinion that Apple computing and services are the best when Apple has an option for them and that would indeed be most of the time. Many of Apple's competitors have, as a result, done the same thing in reverse. For example, it is no accident that Microsoft Office is available on Mac OS X.

In much the same way, Microsoft and other competitors of Apple are willing to play on Apple's playing field so as to maximize customer counts and minimize defections of the same, even if it is a matter of degree. Apple's attention to what their consumers want while also nudging their consumer base in certain directions is timely and usually spot-on. Apple has had some media and market blunders here and there over the course of their history but they are in a very good position right now.

A review of recent financial performance will be at the end of the main body. Introduction As started by the executive summary above, this report will explore the formidable information services management structure that Apple has. This structure is both client-facing and internal to Apple's daily operations all at the same time. There are certainly strong elements of enterprise resource planning, customer relationship management and other information services structures in place at all times. Some of these structures are largely digital and abstract in nature (e.g.

iTunes) while others are based on tangible and physical goods that are used and harnessed by the consumer and Apple employees alike, such as computers, tablets, smartphones and so forth. As one might expect, most of those products are going to be Apple-made. The late Steve Jobs led the company out of many doldrums and to soaring heights before his untimely death in the last few years.

While Apple has some challenges to face in terms of managing their largesse and staying on the top of the proverbial mountain, they are doing a rather good job of staying in their elite position and about the only company or entity that could be the undoing of that is really themselves. Analysis As already noted in this report, business intelligence is a huge part of what has made Apple successful.

Just a scant twenty or thirty years ago, the internet was used a fraction as much as it is now and the use of business intelligence in general was much more primitive and slow in terms of updating and keeping data fresh.

Nowadays, real-time data (or very close to it) really has to be the norm and there is any number of metrics and analytics that could and should be used to keep up with the current market conditions, where products stand in terms of the product life cycle, where trends are taking the industry and so forth. The competitors that Apple faces are very aggressive even if they differ based on the product, physical or abstract, that is in question.

Further, sometimes the product is of Apple's own creation and updating while other products are marketed by other companies besides Apple concurrent to what Apple is doing. A sterling example of the latter would be MP3 file sales on iTunes or the sale of movies. Other vendors like Amazon and such are doing the same thing and Apple must use their business intelligence to sell the goods quicker, better and so forth.

The elements that must be watched over and minded include the design of the software that powers Apple's web operations, the quality and performance of Apple consumer products like iPhones and iPads and so on (Apple, 2016; Dice, 2016). Enterprise resource planning, or ERP, is the art of having a framework of software that is integrated and full cooperating in terms of inputs and outputs. Optimally, an ERP system will all be from vendor or will entirely be the creation of the company that needs it and has it operating.

Regardless, each iteration and manifestation of enterprise resource planning is unique as each company has different needs and desired deliverables. Concurrent to that is that the markets change and this leads to business needs changing. Software often has to be redesigned or massaged in a way that allows for the proper evolution with the conditions of the marketplace and the product life cycle (Apple, 2016; Microsoft, 2016). Customer relationship management (CRM) is yet another part of the equation that Apple must solve.

Indeed, CRM is often a part of a larger enterprise resource planning framework and is used to provide the best level of service to consumers. Whether it be returns, warranty issues, recalls or the needs of stores and the supplies they need, Apple has to have the software in place to manage and perfect the customer experience. Many times, there is a live Apple employee involved with the process.

Other times, the pre-designed software is meant to be self-service in nature and the shopper is able to look and peruse as they wish. Indeed, many a consumer has poked around on the iTunes website to see what they wish to buy now or save for later. A huge part of what makes that all work is data mining and getting a good clue as to what consumers are looking for. Amazon is a company that is exceedingly good at this and Apple is much the same way.

Much in line with what Amazon does, Apple uses data regarding what people look at and are ostensibly interested in to help market and suggest similar or different goods. For example, if someone looks at a Beatles album, the iTunes application will likely suggest other Beatles albums and/or albums that are from that same realm of music or that time era.

If someone looks at a certain color of "Beats" headphones (which is owned and controlled by Apple), there will probably be a listing of all the different colors and styles that are in the same general range in terms of price or color. In short, the consumer is given low-key suggestions about similar products just in case there are other options that are more preferable from a cost or aesthetic standpoint. Even the consumer goods of Apple can be marketed this way.

If someone is generally interested in an iPad, they can quite easily figure out, based on data mining and the design of Apple's site, what each model costs and the capabilities of each one (Apple, 2016; Rygelski, 2002). Another manifestation of Apple using data mining would be looking in on what their consumers watch while using the Apple TV streaming boxes. Much like what Amazon, Netflix and other streaming outlets do, Apple can suggest movies, television shows and what-not that coincide with what is being watched.

Of course, Apple is not telepathic and may not have the best and brightest suggestions for a given customer. However, Apple can use its business intelligence and data mining to see what patterns emerge. For example, if is found that that many to most people that like the Despicable Me movies also like Shrek, then people in the future that buy the Despicable Me movies can have the Shrek movies or television episodes marketed to them.

Another example would include that people that watch COPS likely also would enjoy shows such as Jail, Campus PD and so forth as the basis for these shows are very similar in nature (Apple, 2016; Moorman, 2012). The above is truly very automated and real-time in nature. There is no need for a person to manually tabulate what each person buys and what other things they like because information system frameworks can often do all that work for the employees at Apple.

There may need to be tweaking here and there but the systems involved are very intelligent. They just need to be told how to operate and they are then unleashed to do precisely that. Apple just needs to be careful that they do not cross ethical or other boundaries as they engage in their behaviors.

For example, even if there is a correlation between several kids' movies and some movies that are PG-13 in terms of rating, it is probably not the best idea to cross-market those movies as younger children are generally not allowed, at least not by all parents, to watch such shows (Fox, 2016). With that in mind, Apple enables and encourages their customers to manage the experience for their children.

Whether it be a block on watching movies of a certain rating, a limit on the amount of time that can be spent watching content or controls on what can be looked at or done on Apple computers, parents are often able to manage what their children can or cannot enjoy when they are not around.

Of course, parents cannot always be front and center with their children and the use of technology allows the times they are away from the children to be free of content that the parents do not want them to see. Adults and children alike can also manage their own experiences in a way that allows them to match their preferences.

This can be as simple as the computer screen wallpaper for the computer or it can be as complex as the creation of a database or fancy spreadsheet to help assemble and manage data. So much of what is personally and readily available to the common consumer nowadays was a pipedream in the past. Further, the devices we are using are typically much smaller and much more easy to manage in terms of size and so forth (Apple,2016).

Beyond that, the integration referenced early when it comes to different platforms like Windows and Macintosh actually goes far beyond computers. Indeed, there is a Chevrolet Malibu commercial making the rounds right now that shows that Apple iPhones can be used easily in concert with the car. For example, a customer can issue a verbal command to the car, rather than the phone, to open maps using the "Siri" voice command. Even five to ten years ago, this was exceedingly rare.

The fact that a smartphone can be integrated with a car used to be rare. The idea of having a GPS that did not have to be attached the car as an external device (e.g. like a Garmin or smartphone) also used to be uncommon. The different technologies and such in our life are slowly morphing together into an integrated package and Apple is absolutely on the forefront of that.

Based on the rumors that are making the rounds, the best is probably yet to come as Google, Amazon and Apple (just to name three companies) are all pushing the envelope extremely hard when it comes to the advancement of information technology, consumer technology in particular and the general use of information services (Huynh, 2016). In terms of financial performance, Apple is doing extremely well. Over the last five years, Apple did spike up in mod 2012 and then had a valley in 2013.

They then soared to a stock price of more than $125 per share during 2015 but have since swooned a bit to $96.91 as of the last day of trading. Even with the uneven stock price, Apple's revenue numbers are a sight to withhold. They are getting quite close to a quarter billion dollars of revenue per year and this is a sharp rise from where they were a scant two years ago. For 2013, Apple had a total revenue of $170 billion.