Bus 599 Assignment 4 Capstone Project Apple and Samsung

1. Analyze the existing business strategies, domestic and global environments, industry, and internal capabilities for
both Apple and Samsung. Assess the significant manner in which each company’s mission and vision align with the
long-terms goals and strategic direction of the organization.
2. Analyze the business-level strategy of each company by conducting a SWOT (Strengths, Weaknesses,
Opportunities, and Threats) analysis. Next, determine the fundamental way in which each sector influences its
competitive position within the industry. Provide rationale to support the response.
3. Analyze the central manner in which the strategies of each company’s business leaders have adapted to cultural
differences in order to both facilitate effective operations within global markets and drive new strategic initiatives with
improved innovation excellence. Provide one (1) example of such strategies in use from each company to support
the response.
4. Evaluate the superiority of each company’s organizational competencies in terms of entrepreneurial capabilities,
organizational design capabilities, and strategic capabilities geared toward increased performance and profitability.
Include one (1) example of such superiority from each company to support the response.
5. Recommend one (1) appropriate new business strategy for each company that may maximize profitability and
improved competitiveness in the industry. Provide a detailed rationale for this strategy.
6. Evaluate the success of both companies’ corporate-level strategies in terms of horizontal integration, vertical
integration, strategic outsourcing, or diversification. Next, determine the type of strategy that contributed most
effectively to the creation of a successful and profitable multibusiness model. Provide a detailed rationale to support
the response.
7. Analyze the strategies that the internal leadership of both Apple and Samsung has taken to discourage unethical
behaviors. Provide at least three (3) examples of such leadership in action from both companies to support the
response.
8. Assume that both Apple and Samsung are in need of organizational change and must alter existing strategies.
Recommend three (3) specific ways in which Apple and Samsung could change functional, business, and corporate
strategies, as well as organizational structure and control in order to improve business performance and
competitiveness in their industry. Provide a rationale to support the response.
9. Use at least six (6) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify
as academic resources.

Executive Summary

The mobile phone industry as a whole is a one of the fastest growing industries in the world

and expanding globally rapidly as developing countries emerge. Cell phones have gone

through major changes since their introduction in 1994, are constantly evolving to meet

customer expectations. In January 2009 the total number of mobile phone subscriptions in the

world reached over 4 billion. Worldwide, sales to end users in first quarter of 2010 totalled

over 314 million units recording a 17% surge compared to the same period in 2009 from a

recent Gartner report. This growth was majorly driven by double-digit growth of smart phone

sales in more mature markets. According to a recent analysis, IDC has predicted that “the

sales of cell phones are going to grow by an additional 11% – 12% in the coming few

year(s).”

Concerning Porter’s Five Forces, buyer power is moderate/low, supplier power is

moderate/low, threat of new entrants is low, substitutes are low, and rivalry is high.
The global mobile phone industry is best defined by overall market share and price based

upon product type. The industry can be further defined into three different segments: low-

end, middle, and high-end. In the global mobile industry, scale and market share are

everything. The ability to expand globally is crucial as emerging markets arise and new

potential customers come forth. However, it is still possible to be profitable in the market

without expanding rapidly against fierce competition by creating your niche.

Samsung has upheld its mission statement that responds both to its own change, and to new

developments in the world. Samsung’s management philosophy represents strong

determination to contribute directly to the prosperity of people all over the world.

Apple’s history is marred by technological advances and innovation. Apple’s plodding

culture is contributed to its inability to deliver phones to market as quickly as competitors and

furthermore hindering its competitive strategy.

Answer 5

Future strategies proposed for Samsung:

 Provide latest in technology, innovation, and product design concerning smart phone

segment while attempting to be first to market and potentially creating a

differentiation advantage from a Cross Platform development perspective.

 Compete for market share on a global level while recognizing potential of emerging

markets

Future strategies proposed for Apple:

 Utilize distribution and process methods to continue success of capitalizing off of

emerging markets
Answer 1 and Answer 7

Introduction to business strategy of Apple and Samsung

Apple and Samsung, notably, utilize very different business strategies and models within the

marketplace; Apple releases few but highly anticipated high-end products while Samsung

inundates the market with a wide variety of products.

In the beginning, Apple was very careful about its mobile and tablet releases by originally

allowing for long development cycles that grow anticipation and showcased new innovations.

Dr. Panos Mourdoukoutas, a Professor and Chair of the Department of Economics at LIU

Post, succinctly describes the business model developed and utilized by Steve Jobs as, “based

on Schumpeterian entrepreneurship and churned out families of radically new products that

marry art and technology; and turning market niches into mass markets.”

The strategy of Apple was to develop and sell brand new, innovative products of which

blended art and technology in order to provide a simple and streamlined user experience; the

business strategy skyrocketed Apple to the forefront of smart phones making Apple a force to

be reckoned with beginning with their original release of the iPhone in 2007.

Apple’s strategy during Steve Jobs reign as Chief Executive Officer (CEO) was to use a long

development cycle that produced at least one large innovation each cycle. They would release

these products usually in a yearly selling period, while still marketing the earlier models at

cheaper prices. This allowed Apple to gain a large amount of anticipation for new products,

as consumers were expecting something new and innovative each time a new product was

announced while still offering cheaper alternatives to consumers via their old smart phone

models. Apple was also able to attract and keep many consumers by bundling their other

product offerings, such as iTunes, together with the use of the iPhone and iPad; the iPhone

can double as an iPod for all intents and purposes.

After Steve Jobs relinquished his position as CEO of Apple, the succeeding CEO became

Tim Cook who has seemingly adopted a new business model for Apple that is not necessarily

akin to Steve Jobs. While Tim Cook also believes in Steve Jobs’ former method of new and

innovative products, he has been utilizing Apple’s significantly sized market share of loyal

customers in order to provide only incrementally changed products while knowing the

company’s large and loyal user base will upgrade to the newest devices being produced. The

business model of Apple has shifted from the Steve Jobs to the Tim Cook era; Steve Jobs

emphasized the construction of brand new innovative technologies whereas Tim Cook has

only been producing slightly improved versions of existent Apple products.

Under Tim Cook, Apple has focused more on strengthening its already created products. For

example, instead of having any true innovation with the newly released iPhone 5, Cook

focused on tightening up many aspects of the existing smart-phone model, i.e. the iPhone 4;

he increased its size, allowing it to compete with other larger phones such as those created by

rival Samsung and cut Apple’s contract with Google for its Maps service and replaced it with

a proprietary map system.

As a result of these two differing philosophies, a pattern has arisen within Apple, which has

turned into a 2-3 year cycle for significantly new and improved products. The first product

that is released is the large new hardware upgrade. This upgrade brings new changes such as

larger screen, better camera, faster processor, etc. Around a year later, Apple then releases an

updated version of this hardware, mostly consisting of slight upgrades and new chips. Apple

often adds a keynote new feature to each iPhone release along with a hardware upgrade, e.g.

Siri, cloud storage, etc. In essence, the 2-3 year cycle of large hardware upgrades is

interspersed with small yearly hardware/software upgrades.

Samsung’s marketplace strategy, on the other hand, is to flood the market with a myriad of

products in a short period of time. Samsung appeals to more markets by providing a plethora

of gadgets such as cell phones, smart-phones, tablets, etc. to both low and high-end markets

meaning at least one of their products will, presumably, appeal to a person.

Samsung has done well in the low-end market, but has only recently begun increasing its

presence in the smart-phone market and has enjoyed a good amount of success thus far as a

result. Samsung’s rapid market share increase in the smart-phone marketplace can be

partially attributed to Samsung’s large amount of different devices as compared to Apple and

other competitors. Lastly, Samsung is not only the biggest adopter of Google’s Android

software, but they also have smart-phones running the Windows Phone OS as well. While

Apple is narrowed to its own iOS, Samsung is not held by these same boundaries; Samsung’s

flood the market strategy works so well because they are able to not only diversify their

hardware, but the software that runs on their smart-phones as well.

Apple is earning greater operating profits than all of Samsung Electronics, despite the fact

that Samsung operates across a lot of other businesses. Apple sets aside more for taxes, so it’s

reported net profit is slightly but not significantly lower, at least in the current currency

exchange. Samsung further breaks its overall earnings into three market segments: Consumer

Electronics (TVs and appliances), IT & Mobile communications (which includes handsets,

smartphones, tablets, PCs and network equipment) and Device Solutions (which includes

LCD and OLED screens, memory, and System LSI, the fab that builds Apple's A-series chips

for iOS devices).

Answer 2

SWOT analysis of Apple and Samsung

Apple's Strengths

 Amazing interfaces ahead of other companies.

 Powerful brand image associated with quality and superior design.

 Loyal user base.

 Billions in reserves to research, to invest and to expand.

 Can charge more for quality product.

 Expertise in hardware, software and services.

 Entire iPhone ecosystem

 Perceived to be the most stable OS

 Best designed phone in the market resulting in novelty factor for the phone

 Excellent branding and marketing

 Lots of apps and feature

 Launch of iPhone 5 with bigger screen

 Launch of latest operating system in a timely manner to keep the interest e.g. iOS 7

was recently announced.

Apple's Weaknesses

 Limited products so users with specific needs will switch.

 Forcing users to switch to latest product by reducing support of older ones.

 High prices compared to other smart phones with similar abilities.

 Newer technology has flaws.

 Decline in PC sales.

 Comes without Expandable memory

 Battery is Fixed

 Expensive accessories

 Lacks features e.g.- Bluetooth transfer , SMS forwarding, FM radio

  Comes only in one form factor

Apple's Opportunities

 Smartphone and tablet demand is growing.

 Making Apple products appealing to companies.

 Easy integration with iCloud.

 Huge untapped market

 More innovation, features and models

Apple's Threats

 Other Smartphone makers cut into Apple's market shares.

 Very limited choice or customization.

 Economic turmoil will cause higher prices to be less appealing.

 Mobile manufacturers using Android OS

 Lack of choice for consumers

 Threat from cheaper substitutes

Samsung's Strengths

 Samsung enjoys the widest range of products portfolio which includes

o Mobile Phones

o Tablet

o TV, Audio/Video, Camera, camcorder

o Home Appliances

o PCs, Laptops, peripherals, printers, memory card, and other accessories

 Hardware Integration with OS and software.

 Brand value through multiple sponsorships

 Excellence in engineering and production of hardware.

  Innovation and design.

 Focus on environment.

 Low production costs.

 Largest share in mobile phones and second in smartphones.

 Ability to market the brand

Samsung's Weaknesses

 Patent Infringement.

 Low Profit Margin.

 Main competitor is also largest buyer.

 Focus on too many products.

 Increasing competition.

 Customer perception of weak products.

Samsung's Opportunities

 India’s growing Smartphone market.

 Growing mobile advertising industry.

 Growing demand for application processor.

 Growth of tablet market.

 Obtaining patents through acquisition.

Samsung's Threats

 Saturated Smartphone market in developed countries.

 Low cost of Chinese Production.

 New nanotechnology may replace Samsung's Drum technologies advantage.

 Launch of Apple iTV

Porter’s Five Forces Analysis:

 Potential Entrants:

- Industry is highly concentrated

- 5 firms take up 76% of market
- Start up costs are high
- Threat of new entrant is low

Supplier Power: Rivalry: Buyer Power:

- Rise of open source software - Market dominated by top 3 - 2 Categories (Carriers and 3rd party
- Many hardware manufacturers - Niche markets retailers)
- Ever-changing market
- No threat of forward or backward integration - Buyer has superior knowledge
- Rivalry is moderate/high
- Supplier power is moderate/low - Early termination fees
- Buyer Power is moderate/low

Substitutes:

- Seen as a complementary product

- Brings all technologies into one device,
unlike nothing else
- High research and development to
continually evolve as a product
- Threat of substitutes is weak

The overall threat of new entrants in global mobile phone industry as a whole is low. The

Capital requirements for a start-up company are high as a large sum of money must be

heavily invested to be able to attain economies of scale that leading companies thrive on

dominating over 76% of the market (Chen, 2006). Much capital needs to be invested into

research and development, technology, and production facilities which in turn would be

costly (Marketline, 2009)

The easiest way for a company to enter the market would be if the company was involved in

similar operations and diversify into mobile production. This would reduce the impact of

spreading the company’s assets too thin and keeping its structure stable. Also, most raw

materials used in production are the same (Marketline, 2009). This strategy has best been

demonstrated by Apple in 2007 with addition of the iPhone into the marketplace, targeting

the smart phone segment.

Economies of scale play an important role in the top performing companies in the industry.

One major absolute cost advantage in the industry is a patent. Patents are abundant in the

mobile phone industry. All top competitors hold various patents, and continue to invest in

intellectual property to stay competitive. Apple’s iPhone is a recent and a prime example of

cost advantages through patent holding with recent lawsuits against HTC for infringing on 20

different Apple patents related to the iPhone’s user interface, underlying architecture and

hardware. “We think competition is healthy, but competitors should create their own original

technology, not steal ours,” said Steve Jobs CEO of Apple (Dowling, 2010). Patents add to

the high barrier of entry for the industry, are the core technology around mobile phones, and

make the industry appear attractive (Foxtrot, 2009).

Hardware differentiation has played a decreasing role in the value of mobile phones and

towards the development trends of smart phones. The major emphasis has recently been put

on differentiation in operating systems, applications, and content services. Application stores

have also become popular with Apple’s ‘App Store’ leading the way. The application store

business strategy is to compete for developers by making them money off your popularity

and high user base and to obtain competitive advantages in content and services (My News

Desk, 2010). Manufacturers have the ability to use their own proprietary software packages

and software platforms also adding to the high barrier of entry (Foxtrot, 2009).

Chipsets for mobile phones are developed and processed by multiple companies which

normally do not exclusively manufacture for a given cell phone manufacturer until recently.

Apple in the past year has started making in-house processors for its mobile devices.

Trademarked as the ‘A4,’ Apple’s processor boasts a 1GHZ speed, over 10 hours of battery

life, and has been featured in latest iPhone 4 (Miller, 2010).

Exit barriers are somewhat high based on the high costs that are involved with attempting to

exit out of this industry. This in turn increases rivalry (Foxtrot, 2009). Specialized assets
such as early mentioned spectrum licensees for network providers maintain a high resale

value, though from a manufacturing standpoint high exit costs exist and a merger has never

occurred in the United States (Byles, 2006).

The biggest and most influential resources for Samsung are the expertise of its employees and

the determination of its management. As stated before, Samsung takes massive pride in its

employees and their contributions to the company. Samsung’s talented employees utilize the

resources and assets they are given efficiently and effectively leading to such positive ROA

and R&D as a % Sales ratio for the company. The result is their extensive list of innovative

and state of the art products. Samsung has even established an educational system for the

entire company that touches on all aspects of the environment, products, and facilities further

pushes the cost driver, economies of learning. Fields of study include but are not limited to:

environmental awareness, legal education, and job-specific education. This in turn cultivates

a common ground and instills a Green Management mindset in all of Samsung employees

(Samsung Employee education). The determination of its management is also allows

Samsung to excel in the industry. Creativity, collaboration, and excellence are the hallmarks

of leadership and management at Samsung. It is management’s constant goal to attract the

world’s most talented, and continuously evolve the company’s culture to support them. It is

management’s belief that this will bring innovative ideas that advance technology and the

company’s strategy of creating the newest products that improve every day the life of

Samsung customers.

Value Chain
The key success factors of the industry are: technology, marketing, skill, and distribution.

Both firms utilize all four categories, but distribute different weight to each factor to achieve

their strategic fit. Samsung heavily relies on technology and innovation as it such an

important aspect to achieve success in the industry especially concerning smart phones. This

strategy is put forth in their recent Galaxy S line, releasing a top of the line smart phone on

every major U.S. carrier (Verizon, AT&T, Sprint, and T-Mobile). With customization of

open source Android software and in-house product design, Samsung is able to set itself apart

from the rest of the competition in the industry by continually innovating and product

differentiation. This competitive advantage is sustainable as long as the capital and resources

are available. All of this is able to be achieved through its skill, or employee expertise,
another key success factor in the industry and heavy spending on research and development

which can be seen as a comparative advantage for Samsung. Samsung’s employee’s have a

strong since of nationalism which helps contribute to their dedication and effectiveness in the

workplace (Countries and Their Cultures, 2000).

Answer 4

Samsung company’s strategies are as follows:

 Provide latest in technology, innovation, and product design concerning smart phone

segment while attempting to be first to market and potentially creating a

differentiation advantage from a Cross Platform development perspective.

 Compete for market share on a global level while recognizing potential of emerging

markets

Samsung’s patent application has been increasing sharply in the field of Wireless

Communication Networks (IPC code: H04W), whereas similar uptrend can be seen in

Apple’s Touch-Screen Display and Icons (including User Interface technology) patent

application (Locarno Classification 14-04).

Samsung filed a total of 1,142 cases of patent application in the field of Wireless

Communication Networks during the last ten-years. During 2007 to 2011, the number of

Wireless Communication Networks patent applications was nearly 14 times more than during

2002 to 2006. It is a radical growth size in this field compared to Samsung’s semiconductor

technology.

Samsung semiconductor technology is the main business activity of Samsung, but its patent

application has decreased by 74% during the year 2002 to 2006. Instead of the

Semiconductor area, Samsung’s mobile patent applications field; such as Wireless

Communication Networks (3G LTE), Near Field Communication (WIFI), and Cellular Phone

Web Browsing Technology (WAP), have increased during those 5 years. It is also worth

noting that fields such as Fuel Cell, Robot, Image Processing, and Nanotechnologies have

also increased rapidly. These technologies are highly related to Samsung’s top five future

business activities, namely Solar Cell, Automobile, Battery, LED, Bio-medicine, and Medical

Devices applications.

In contrast, Apple has been concentrating on securing design patent rights after launching i-

Phone. Apple applied 99 cases of patents related to screen displays and icon design field

(Locarno Classification 14-04) and 186 cases of patents relating to data processing equipment

as well as peripheral apparatus and devices design field (Locarno Classification 14-02) for

the last ten years. It is worth noting that the design patent including UI parts has increased 9

times during 2007 to 2011 than 2002 to 2006.

Answer 3

While having higher market share of any given market is not necessarily the best strategy, not

having a mid-priced smart-phone will hamper Apple’s ability to get users into the Apple

ecosystem. Since its users have a high likelihood of sticking with Apple, the potential

September 10 announcement of a more entry level smartphone could have major long-term

benefits for Apple.

One of the biggest game changers is Apple striking a deal with China Mobile CHL +1.05%

for the carrier to support the iPhone. While there are probably over 20 million China Mobile

customers who have bought an iPhone and hacked it onto China Mobile’s system the iPhones

run at 2G speeds for a suboptimal experience. If Apple can get China Mobile to carry the
iPhone, it will help stem market share losses to Android and create tens of millions of long-

term customers.

In 1990, Samsung was struggling to expand into overseas markets even though its products

were technologically equal to its competitors. The problem was that most of Samsung’s

managers were either unaware of or denied the existence of negative consumer perceptions

abroad, largely because Samsung’s products were doing so well in Korea. To force the

company to deal with the problem, chairman Kun-Hee Lee flew 100 senior managers to the

United States to show them how Samsung’s products were being treated. The visit was

traumatic. In prominent storefronts were Sony, Panasonic, Toshiba and other prestigious

companies. Samsung was located in the back of the store on the bargain sale tables gathering

dust. The moment of truth arrived and the executives immediately initiated a series of actions

that eventually led to a major turnaround of Samsung’s global consumer products business.

If companies are to use international expansion as part of their business plan, they also need

to invest in the management capabilities of their overseas units to provide pull from abroad.

Companies need offshore champions—often senior executives from the target market—who

can provide expertise with credibility and confidence, both internally and externally. Strong

and credible voices from abroad can greatly increase the likelihood that emerging

multinationals will have the courage to transfer organizational assets, resources, and

influence from outside their home country.

Answer 6
Vertical and Horizontal Strategies

Vertical integration dictates that one company controls the end product as well as its

component parts. In technology, Apple for 35 years has championed a vertical model, which

features an integrated hardware and software approach. For instance, the iPhone and iPad

have hardware and software designed by Apple, which also designed its own processors for

the devices. This integration has allowed Apple to set the pace for mobile computing. This

integration involves hardware and software different competencies and skill-sets in areas

such as manufacturing, procurement and supply chains.

The tech industry’s success in this type of integration is mixed. Samsung, a large technology

conglomerate, has thrived by making everything from LCD panels to processors, televisions

and smart-phones.

In its current form, Apple has found a way to balance vertical integration with an outsourcing

model. For instance, Apple focuses on design and integration. Apple has deployed a hybrid

model, where it has control over the product and supply chain, but uses contractors in many

areas.

Answer 3 and Answer 5

Handling of leadership in global culture

Apple: Because it places such high value on brand image, Apple carefully controls what its

customers see in every country. To illustrate, here’s a little Steve Jobs story from the days of

“Think different.” Apple has a unique advertisement and creative ideas which reflect the

philosophy of the company.

Samsung: Samsung does not share this value. The ad has virtually nothing in common with

the ads we see in other countries.

Apple controls its worldwide marketing efforts. Yet in this area control contributes greatly to

overall success. Samsung may yet learn to copy Apple again.

Adapting to the differences in culture is not very easy and some manufacturers are trying to

build value into their company name. This is being done in hopes that branding will

eventually equate with honesty, integrity, quality, and good service so that storefronts will not

be as necessary as they presenting are. Apple computer began opening storefronts in the

United States in effort to compete against the PC based companies. Their thought is that by

having it available for the customers some will eventually make the switch away from the

PC-based systems.

The largest socio-cultural hurdle for companies such as Apple is the lower educational

standards of many countries. While many are making great progress, they are limited in

number. Those that are progressing can take advantage of the outsourcing that is being done

by American companies.

Apple is the most successful service company on the planet. Samsung is a manufacturing and

innovation powerhouse.

1. Business is about the platform: Apple is no longer a product business, despite the

apparent dependency on the iPhone. It is a platform business and its leadership lies in

continuously developing the potential of its platform. Apple continues to win on profits

because it has mastered, indeed is inventing, platform and ecosystem business strategy.

Apple is innovating the platform and it has not been swayed by criticism of the product.

That’s how it keeps Samsung at bay.

Leaders need total focus on business transformation – from product to multiple services and

revenue streams built around platform and ecosystems where possible. It’s a really durable

competitive position to build.

2. Samsung has created an entirely new pace of innovation in hardware, turning technical

novelty into a commodity that only it has mastered. To do that though requires big calls on

future technologies. Samsung took 10 years to develop efficient production of OLED, its

display technology. The investments the company makes are mind-boggling, dwarfing Apple

and every other company. Its technology investment for 2012 was $41 billion according to

Reuters. OLED factories cost billions to set up and run. But investment muscle is sometimes

the only way to compete with an agile leader like Apple.

There is still scope for hardware innovation but the commitments are huge, beyond the

willingness of many western business leaders. Bigger investment risks need to come back on

the agenda.

3. Design has become a necessary but not a sufficient ingredient of success.

Companies can’t afford to overlook great design but nor can they rely on it. Good leaders will

be looking for the next design advantage – integrating service, software, hardware and

connection.

4. A development that is difficult for some Apple observers to accept is that the company is

going from strength to strength without the charismatic leadership of Steve Jobs. Tim Cook

has done a great job at Apple, involving teams to help him turn the tanker slowly around.

Samsung is able to respond because of its broad-based innovation capabilities. It can innovate

across chips, materials, displays, production processes, design, all with a view to

compensating for its lack of service skills. Those latter however have to be put in place soon
or Samsung will miss the value it is creating in its customer base. Both companies are

showing that large and growing enterprises are still relevant.

Innovation is a broadly based skill set, far removed from the old days when a good product

could meet a big marketing budget and win markets. It’s no longer about charisma either but

finding more social ways to bring innovations through to market.

Answer 1 and Answer 6

Apple and Samsung mission with respect to long term goals

The mission of both the companies involves the innovation and strong leadership.

Involvement matters to creativity, an important component of innovation. Apple and

Samsung driving innovation through highly involved employees invest in their employees,

promote empowerment and facilitate teamwork. They ensure freedom and capability to

develop new ideas. To foster innovation through involvement:

• Give employees resources and opportunities to be creative. For example, a prescribed

innovation timeout can be great for employees to play with new ideas.

• Promote teamwork and reward teams to enhance employee creativity.

• Let employees share their ideas and be open to bottom-up decision-making.

Regardless of the innovation culture style, consistency is needed to facilitate the

implementation of creative ideas. To foster consistency to support strengths in the other areas

and fuel innovation:

• Develop a system connecting various initiatives to facilitate coordination and integration.

Creative individuals need support from others and a system to realize their ideas.

• Create an environment that encourages knowledge flow and stimulates creativity.

• Agree to disagree. Value divergent thinking and encourage constructive confrontation.

Every organization must innovate to survive, and beyond that, to thrive. Developing the right

culture traits can foster innovation and help achieve better business outcomes.

If innovation is the goal, learning leaders could benefit from adding culture interventions to

their toolbox. By doing so, they can expand upon the impact of their work and add creative

capacity to their organizations.

References

 Byles, D. C. (2006, May 1). Vodafone Air Touch: The Acquisition of Mannesmann.

Virginia Commonwealth University, Virginia, Unitied States.

 Chen, Z. (2006, May 12). Cell Phone Industry Analysis.

 Dowling, S. (2010, March 2). Apple Sues HTC for Patent Infringement. Retrieved

October 6, 2010, from Apple:

http://www.apple.com/pr/library/2010/03/02patents.html

 Foxtrot, T. (2009). Communications Equipment Industry Mobile Devices Segment.

 Marketline. (2009, December). Global Mobile Phones. New York City, 245 Fifth

Avenue, United States.

 Miller, P. (2010, January 27). iPad powered by custom 1GHz Apple A4 chip.

Retrieved October 9, 2010, from Engadget:

http://www.engadget.com/2010/01/27/ipad-powered-by-custom-1ghz-apple-a4-chip/
 My News Desk. (2010, October 9). China Mobile Phone Design Industry Report,

2009-2010 . Retrieved October 9, 2010, from My News Desk:

http://www.mynewsdesk.com/us/view/pressrelease/china-mobile-phone-design-

industry-report-2009-2010-492604