Customer Orientation and Performance †Free Samples to Students

Question: Discuss about the Customer Orientation and Performance. Answer: Introduction: Apple Inc. is an American corporation which was found in 1976 by Steve Jobs and Steven Wozniak. The company deals in the products like I pad, iPhone, I cloud, Apple TV, etc. (Lazonick, Mazzucato Tulum, 2013). Apple Inc. is a product orientation company. It is because it produces innovative products with quality to the customers which helps it in targeting maximum consumers. The company develop its products and make them attractive for the customers. The products of the company are produced by keeping in mind that they must edge over the products of the competitors. The products are made with unique and attractive features which capture the attention of the customers. The employees of the company are highly talented and skilled which focus on delivering new to the customers every time. They use their strengths and capabilities which produces high end quality products as a result (Maurya, et. al., 2015). The company tries to match up the expectations and needs of the customers with the help of its unique and technologically upgraded products. Apple has come up with its two new models recently in IPhone which are IPhone 8 and 10. The company is strongly oriented towards the product and strives for best position in the industry by serving the customers and making them satisfied through its products. The company also adopt differentiation and cost leadership strategies in order to improve its profits on the sale of its products (Maurya, et. al., 2015). This shows that the company is strongly product oriented. References Lazonick, W., Mazzucato, M., Tulum, . (2013, December). Apple's changing business model: What should the world's richest company do with all those profits?. InAccounting Forum(Vol. 37, No. 4, pp. 249-267). Elsevier. Maurya, U. K., Mishra, P., Anand, S., Kumar, N. (2015). Corporate identity, customer orientation and performance of SMEs: Exploring the linkages.IIMB Management Review,27(3), 159-174.