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Interview Analysis - Research Paper Example

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Summary
The author of the following paper presents an analysis of the interview that concerns an "Apple" customer. As the author puts it, when a person is purchasing a product, he or she looks for certain features that they believe will meet their needs. …
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Interview Analysis
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Interview Analysis When a person is purchasing a product, he or she looks for certain features that they believe will meet their needs. This was not exceptional to the interviewee since he was compelled by several factors to purchase Apple MacBook Air. To begin with, this ultra-modern model of a laptop comes with inbuilt applications, which make the social life of a student easier. The speed of the processor makes it easier for one to run several applications without necessarily slowing down the computer. Unlike other laptops, Apple MacBook Air does not require one to buy certain applications such as Antivirus software. Therefore, in purchasing this laptop the consumer was killing two birds with one stone. The reason behind this argument is that one would save money that otherwise would have been used to buy these computer applications. Despite this computer, costing more than other models in the market it has a longer life span and as such, it lasts longer than other types of computers. Buying an Apple MacBook Air also enhanced a persons social status within the university. This is the latest computer that is produced by Apple and owning a new product always makes a person to feel satisfied. Everyone will want to know the efficiency of the laptop, thus, he or she will be the centre of attention. This is among various reasons why people purchase products that have just been rolled out into the market. The light emitted by this laptop has been set at such a level that it does not negatively affect the eyes of the users. These are the main factors that led the interviewee to purchase this type of computer. The brand name played a vital role in purchasing the laptop. Apple is a household name not only in the US but also across the globe. Everyone recognizes that the products produced or manufactured by Apple are world class. Apple as a company is the best company that deals with computers, phones and other electronic devices. Apart from these devices, Apple is well known for its operating system, Mac OS. Its line of laptops is respected for being the best in the market. In developed countries, virtually everyone is using a MacBook as his or her most trusted laptop. MacBook is a brand name on its own and when combined with Apple it becomes a force to reckon with in the world of laptops. The name indeed played a major role when choosing the type of a laptop to purchase. From the interviewee, it is apparent that the speed and graphics of this computer model were the main reason for buying the laptop. Therefore, my advice to the marketing manager will revolve around these two factors and mainly on the processor speed. For Apple to continue enjoying the leader role in the computer market, it has to continue producing these kinds of computers. If possible, the management should improve the current model in terms of speed since their competitors are doing their best to lure customers to buy their products. To keep up with a competitive and open market one has to make high-quality computers that are not only defined by their speed but also their graphics. Presently, Apple is performing extremely well in this sector. However, this should not make the research team as well as the management to relax on their job. They should devote more resources towards researching on the way to improve the speed and graphics of the next MacBook computer model. Reference Ari Backholm. 1999. Corporate Venturing: An Overview, Helsinki University of Technology, Department of Industrial Engineering and Management, Institute of Strategy and International Business. Burgelman, R A. 1983. A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy. Academy of Management Review, 8. Pp. 61 – 70. Burgelman, R A. 1983. Corporate entrepreneurship and strategic management: Insights from a process study. Management Science, 29(12). Pp. 1349 – 1363. Schumpeter, J A. 1934. The Theory of Economic Development. Harvard University Press, Cambridge, MA. Lumpkin, G T & Dess, G G. 1996. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21(1). Pp. 135 – 172. Gartner, W B. 1985. A conceptual framework for describing the phenomenon of new venture creation. Academy of Management Review, 10(4). Pp. 696 – 706. Jennings, D F & Lumpkin, J R. 1989. Functioning modeling corporate entrepreneurship: An empirical integrative analysis. Journal of Management, 15(3). Pp. 485 - 502. Boris, B., Fredrik, H., and Pius, B., 2013. The State of Corporate Venturing: Insights from a Global Study: A Global Study of Leading Corporate Venture Units Offers Some Insights into Current Venturing Strategies and Practices, Research-Technology Management, 56(1), pp. 34-45. Deal, E.T., and Kennedy, A.A., 2000.The New Corporate Cultures: Revitalizing the Workplace after Downsizing, Mergers, and Reengineering, Cambridge: Perseus Publishing. Dine, J., 2000. The Governance of Corporate Groups, Cambridge: Cambridge University Press. Douglas, C., Grant, F., and Armin, S., 2009. Corporate Relocation in Venture Capital Finance, Entrepreneurship: Theory and Practice, 33(5), pp. 09-23. Epstein, J.M., and Birchard, B., 2000. Counting What Counts: Turning Corporate Accountability to Competitive Advantage, Cambridge: Perseus. Gaughan, A.P., 1999. Mergers, Acquisitions, and Corporate Restructurings, New York: Wiley. Godley, A., 2001. Jewish Immigrant Entrepreneurship in New York and London, 1880-1914: Enterprise and Culture, New York: Palgrave. Jakob, J.N., Tim, M., 2011. Corporate Venture Capital Investments for Enhancing Innovation: Challenges and Solutions, Research-Technology Management, 54(2), pp. 12-34. Jean-Sébastien, L., Jean-Michel, and Frédéric, T., 2011. What is the Real Role of Corporate Venture Capital? International Journal of Business, 16(4), pp. 23-34. Jerome, S.E., 2011. Accelerating Corporate Innovation: Lessons from the Venture Capital Model, Research-Technology Management, 54(3), pp. 10-20. Lipartito, K., and Sicilia, B.D., 2004. Constructing Corporate America: History, Politics, Culture, New York: Oxford University Press. McNally, K., 1997. Corporate Venture Capital: Bridging the Equity Gap in the Small Business Sector, London: Routledge. Mendenhall, E.M., Kuhlmann, M.T., and Stahl, K.G., 2001. Developing Global Business Leaders: Policies, Processes, and Innovations, Westport: Quorum Books. Miles, E.R., Miles, G., and Snow, C.C., 2005. Collaborative Entrepreneurship: How Communities of Networked Firms Use Continuous Innovation to Create Economic Wealth, Stanford: Stanford University Press. Patricia, G.G., Candida, G.B., and Myra, M.H., 1999. The Corporate Venture Champion: A Resource-Based Approach to Role and Process, Entrepreneurship: Theory and Practice, 23(3), pp. 20-35. Robert, W., and George, D., 2006. Corporate Research and Venture Capital Can Learn from Each Other, Research-Technology Management, 49(2), pp. 11-32. Smith, C.R., and Walter, I., Governing the Modern Corporation: Capital Market, Corporate Control and Economic Performance, New York: Oxford University Press. Stephen, K.M., Stuart, T.G, David, H., Ram, R., and Angus, I.K., 2005. Strategies and Tactics for External Corporate Venturing: Use Venture Capital Funds and Practices to Bring New Technologies into Your Company by Making External Investments, Research-Technology Management, 48(2), 20-25. Stern, J.A., and Hicks, T., 2000.The Process of Business/Environmental Collaborations: Partnering for Sustainability, Westport: Quorum Books. Tolentino, E.P., 2000. Multinational Corporations: Emergence and Evolution, London: Routledge. Wettstein, F., 2009.Multinational Corporations and Global Justice: Human Rights Obligations of a Quasi-Governmental Institution, Stanford: Stanford Business Books. Wright, M., and Robbie, K., 1999. Management Buy-Outs and Venture Capital: Into the Next Millenium, Northampton: Edward Elgar. Block, Z & Ruff, G. 1986. Corporate venturing in Sweden: A survey of practices, attitudes, obstaclesand performance. Frontiers of Entrepreneurship Research. Babson College. Pp. 701 – 707. Block, Z & Subba Narasimha, P N. 1989. Corporate Venturing: Practices and Performance in the U.S.and Japan. Working Paper, New York University Bower, J L. 1970. Managing the Resource Allocation Process. Harvard University Press, Boston. Brown, J & Duguid, S. 1991. Organizational learning and communities of practice.OrganizationalScience, 2(1). Pp. 40 – 57. Burgelman, R A & Maidique, M A. 1988. Strategic Management of Technology and Innovation. Irwin. Burgelman, R A & Sayles L R. 1986. Inside Corporate Innovation – Strategy, Structure, and ManagerialSkills.The Free Press, New York. Burgelman, R A. 1980. Managing innovating systems: A study of the process of internal corporateventuring. Doctoral dissertation, Columbia University. Burgelman, R A. 1983. A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy. Academy of Management Review, 8. Pp. 61 – 70. Cooper, A C, Willard, G E & Woo, C Y. 1986. Strategies of high-performing new firms: A reexaminationof the niche concept. Journal of Business Venturing, 1(3). PP. 247 – 260. Covin, J G & Slevin, D P. 1988. New venture competitive strategy: An industry life-cycle analysis.In: Kirchoff, B A, Long, W A, McMullan, W E, Vesper, K H & Wetzel, W Jr (editors). Frontiers of Entrepreneurship Research 1988. Babson College. Pp. 446 – 460. Covin, J G & Slevin, D P. 1989. Strategic management of small firms in hostile and benign environments.Strategic Management Journal, 10. Pp. 75 – 87. Case Study: Pech, R.2009. Entrepreneurial courage,audacity, and genius,: Mongolia Page 118 Case Study: Pech, R. 2009. Entrepreneurial courage,audacity, and genius: Bill Day Page 58 Appendix 1 Interviewer: Why did you consider purchasing this Apple MacBook Air and not any other model? Consumer: Well, this model is very efficient and effective. Interviewer: How is the model efficient to you? Consumer: It is faster, with forth generation Intel Core in-built processor, meaning the processor speed is high. Interviewer: Why is the high processor speed an important aspect to you? Consumer: The nature of my job requires a machine with high processor speed. Interviewer: Just to understand better, what is the nature of your job? Consumer: I deal with graphics design, the job entails using applications with heavy graphics, and so only, a computer with high speed can support such graphics effectively. Interviewer: What else was important in your consideration? Consumer: the machine has ultrafast storage and stunning graphics. I need to store huge amounts of data and various projects; therefore, a large storage capacity would be appropriate. Interviewer: What can say about the stunning graphics of this device? Consumer: Graphics design needs a machine that has quality output and high graphics display. Interviewer: Any other reason for your choice of this computer? Consumer: It supports many applications and comes with built-apps as well. Interviewer: Thank you so much for your time. I appreciate Appendix 1 Decision Making Stages Identifying the problem: for designing high-quality graphics, there is need for a high-speed machine, with perfect graphics. Search for relevant information: Checked macmail.com and bestbuy.com for the best deals Evaluating the alternatives: Comparison of the Apple MacBook Air with other laptop models Choice decision: Apple MacBook Air Purchase: Purchased at Mac Mail Post-purchase use and Re-evaluation: It was possible to do graphics design faster and store more projects than before. It is serving me well. Appendix 2 Associative network A kind of a Enables Has Read More
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