This report investigates the current state of Apple Inc. which an American corporation that specializes in consumer electronics and software and examines the predicted future advancements of Apple Inc. Brief history of Apple Inc. and its current profile is initially outlined. The discussion then focuses on the founder (Steve Jobs), Products, Competitors and Strategic alliances of apple Inc. The performance of Apple Inc. is examined in relation to two main criteria: external (Porter’s Five Forces Model) and internal analysis (SWOT). It is recommended that they must scale up its production capabilities and Build or buy a cellular carrier for further continuation and growth. It also suggests that continuing a stable commitment to licensing, pushing for economies of scope between media and computers, and becoming a learning organization will help to succeed and will continue to outperform their peers.
You can have the presentation regarding this report from my profile.
This report investigates the current state of Apple Inc. which an American corporation that specializes in consumer electronics and software and examines the predicted future advancements of Apple Inc. Brief history of Apple Inc. and its current profile is initially outlined. The discussion then focuses on the founder (Steve Jobs), Products, Competitors and Strategic alliances of apple Inc. The performance of Apple Inc. is examined in relation to two main criteria: external (Porter’s Five Forces Model) and internal analysis (SWOT). It is recommended that they must scale up its production capabilities and Build or buy a cellular carrier for further continuation and growth. It also suggests that continuing a stable commitment to licensing, pushing for economies of scope between media and computers, and becoming a learning organization will help to succeed and will continue to outperform their peers.
You can have the presentation regarding this report from my profile.
Company Profile
Main Competitors by Business Fields
Sales Mix of Apple Core Products
Market Share by Tablet & Smartphone Vendors
Business Model Canvas
SWOT-Analysis
Porter's five forces on APPLE
Strategy Integration Model
Key to Success
Analyze how's Apple perceived.
If Apple became a person, what kind of person would be?
This is just an opinion from me.
Thank you for these following informations
- http://thefinancialbrand.com/14053/bank-credit-union-branding-personality-attributes/
- http://www.marketingminds.com.au/branding/apple_branding_strategy.html
The presentation is made under the guidance of professor Sameer Mathur, IIM lucknow. This presentation tells a few details about the apple company and how it begun and what its current position is, what are the current marketing aspects of the company and what are their future scopes of expansion. The presentation also describes why the company is such a good innovator.
A detail analysis of internal factors (SWOT Analysis) and external factors (PESTLE Analysis) affecting Apple Inc. along with company overview and recommendations to overcome weaknesses and avoid threats.
Company Profile
Main Competitors by Business Fields
Sales Mix of Apple Core Products
Market Share by Tablet & Smartphone Vendors
Business Model Canvas
SWOT-Analysis
Porter's five forces on APPLE
Strategy Integration Model
Key to Success
Analyze how's Apple perceived.
If Apple became a person, what kind of person would be?
This is just an opinion from me.
Thank you for these following informations
- http://thefinancialbrand.com/14053/bank-credit-union-branding-personality-attributes/
- http://www.marketingminds.com.au/branding/apple_branding_strategy.html
The presentation is made under the guidance of professor Sameer Mathur, IIM lucknow. This presentation tells a few details about the apple company and how it begun and what its current position is, what are the current marketing aspects of the company and what are their future scopes of expansion. The presentation also describes why the company is such a good innovator.
A detail analysis of internal factors (SWOT Analysis) and external factors (PESTLE Analysis) affecting Apple Inc. along with company overview and recommendations to overcome weaknesses and avoid threats.
A general Case Study/Presentation on Apple Inc. according to the years 2022 and 2023, the source is taken from Google and the Apple website itself, Prepared to showcase the work that can be done and modified according to universities and your knowledge.
It is made with a minimal effort just for considering it for your work.
Headquartered in Cupertino, California, Apple Inc. experienced many c.pdffaizul123
Headquartered in Cupertino, California, Apple Inc. experienced many challenges throughout its
business history. In 1997 Apple's share price was \$3.30. Fifteen years later its share price rose to
$705.07 (although its share price decreased to $425 the following year). In 2014 Apple split its
stock 7-1, meaning each share was worth a seventh of its previous value, and stockholders were
given seven extra shares of stock to make up the difference. Apple's stock price has become a
key benchmark for the technology sector. For the past eight years, Apple earned first place
among Fortune magazine's World's Most Admired Companies. To millions of consumers, the
Apple brand embodies quality, prestige, and innovation. Although companies tried to copy the
Apple business model, none have been able to discover what it is that makes Apple so unique.
Apple is ranked first in innovation by Fortune magazine and is a market leader in the
development and sales of mobile devices. Many believe Apple's success stems from a
combination of several factors, including the remarkable leadership skills of former CEO Steve
Jobs, a corporate culture of enthusiasm and innovation, and the high-tech products for which
Apple is known. These combining qualities allow Apple to revolutionize the technology and
retail industries. Apple's History Apple's first product, the Apple I, was vastly different from the
Apple products most are familiar with today. This first handmade computer kit was constructed
by Apple cofounder Steve Wozniak. It lacked a graphic user interface (GUI), and buyers had to
add their own keyboard and display. Cofounder Steve Jobs convinced Wozniak that it could be
sold as a commercial product. In 1976 the Apple I was unvelled at the Home Brew Computer
Club and put on sale for $666.66. Jobs and Wozniak continued to create innovative products.
Soon their new company, Apple Computer Inc., surpassed \$1 million in sales. However, the
mid-1980s brought difficult times for Apple. In 1983 the company introduced the Apple Lisa for
$10,000. The product flopped. In 1985 Steve Jobs was ousted after internal conflicts with the
Apple CEO. Its computer products the Mac I and the Newton were not successful, and the
company underwent several CEO changes. With declining stock prices, the future of Apple was
in jeopardy. 'This case was prepared by Jennifer Sawayda, Harper Baind. Danielle Jolley, and
Julian Mathias for and under the direction of O.C. Ferrell and Linda Ferrell. It was prepared for
classroom discussion rather than to illustrate either effective or ineffective handling of an
administrative, ethical, or legal decision by management. All sources used for this case were
obtained through publidy avalable material on the Apple website 62015.
Steve Jobs returned to Apple in 1997 to try and save the struggling company. The return of Jobs
introduced a new era for Apple. Jobs immediately began to change the company's corporate
culture. Before Jobs's return, employees were m.
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
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The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
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To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
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Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
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When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
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Influencer marketing isn't just for big brands or consumer products anymore. In 2024, marketers face hurdles like escalating paid channel costs, diminishing organic reach, and building trust in their ideal customer accounts. This session offers practical ways to bring influencer marketing into your organization, to provide cost-effective access to niche audiences, countering budget constraints and rising CPMs. We'll discuss the impact of social algorithms on reach, the trust deficit in traditional advertising and how influencer partnerships offer genuine connections with audiences. Attendees will gain actionable insights to integrate influencer marketing into their strategies, leveraging influencers for impactful campaigns in both B2B and B2C environments. Join us to unlock the potential of influencers in navigating the evolving marketing landscape of 2024 and driving meaningful business growth.
Key Takeaways:
- Educate on the various types of influence we can use as marketers
- Establish the problems that make influencers a priority
- Walk through some practical tactics on HOW to run a program leveraging several of these influence channels
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
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Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
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Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
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With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
2. APPLE
Apple Inc. is an American multinational corporation which designs and markets
consumer electronics, computer software, and personal computers. The best-known hardware
products of Apple Inc. include the Macintosh line of computers, the iPod, the iPhone and the
iPad. Apple software includes the Mac OS X operating system; the iTunes media browser; the
iLife suite of multimedia and creativity software; the iWork suite of productivity software;
Aperture, a professional photography package; Final Cut Studio, a suite of professional audio
and film-industry software products; Logic Studio, a suite of music production tools; the Safari
web browser; and iOS, a mobile operating system.
Apple Inc. was Established on April 1, 1976 in Cupertino, California, and incorporated
January 3, 1977. The previous name of Apple Inc. was Apple Computer, Inc., for its first 30
years, but removed the word "Computer" on January 9, 2007, to reflect the company's ongoing
expansion into the consumer electronics market in addition to the traditional focus on personal
computers.
Apple had 46,600 full time employees and 2,800 temporary full time employees
worldwide and had worldwide annual sales of $65.23 billion as of September 2010.
The Early Years Story:
Apple was established on April 1, 1976 by Steve Jobs, Steve Wozniak, and Ronald
Wayne, to sell the Apple I personal computer kit. They were hand-built by Wozniak and first
shown to the public at the Homebrew Computer Club. The Apple I was sold as a motherboard
(with CPU, RAM, and basic textual-video chips)—less than what is today considered a complete
personal computer. The Apple I went on sale in July 1976 and was market-priced at $666.66
($2,572 in 2011 dollars, adjusted for inflation.)
Apple was incorporated January 3, 1977 without Wayne, who sold his share of the company
back to Jobs and Wozniak for $800. Multi-millionaire Mike Markkula provided essential
business expertise and funding of $250,000 during the incorporation of Apple.
3. The Apple II was introduced on April 16, 1977 at the first West Coast Computer Faire. It
differed from its major rivals, the TRS-80 and Commodore PET, because it came with character
cell based color graphics and an open architecture. While early models used ordinary cassette
tapes as storage devices, they were superseded by the introduction of a 5 1/4 inch floppy disk
drive and interface, the Disk II.
The Apple II was chosen to be the desktop platform for the first "killer app" of the business
world—the VisiCalc spreadsheet program. VisiCalc created a business market for the Apple II,
and gave home users an additional reason to buy an Apple II—compatibility with the office.[31]
According to Brian Bagnall, Apple exaggerated its sales figures and was a distant third place to
Commodore and Tandy until VisiCalc came along.
By the end of the 1970s, Apple had a staff of computer designers and a production line. The
company introduced the ill-fated Apple III in May 1980 in an attempt to compete with IBM and
Microsoft in the business and corporate computing market.
Jobs and several Apple employees including Jef Raskin visited Xerox PARC in December 1979
to see the Xerox Alto. Xerox granted Apple engineers three days of access to the PARC facilities
in return for the option to buy 100,000 shares (800,000 split-adjusted shares) of Apple at the pre-
IPO price of $10 a share. Jobs was immediately convinced that all future computers would use a
graphical
Apple Inc. has many products. The products of Apple are Mac and accessories, iPad,
iPod, iPhone, Apple TV, Software.
I. Corporate
4. Apple was one of some highly successful companies founded in the 1970s which
bucked the traditional notions of what a corporate culture should look like in
organizational hierarchy (flat versus tall, casual versus formal attire, etc.). Other
highly successful firms with similar cultural aspects from the same period include
Southwest Airlines and Microsoft.
II. Users
Mac users would meet at the European Apple Expo and the San Francisco
Macworld Conference & Expo trade shows where Apple traditionally introduced
new products each year to the industry and public until Apple pulled out of both
events. When the conferences continue, Apple does not have official
representation there. Mac developers, in turn, continue to gather at the annual
Apple Worldwide Developers Conference.
III. Headquarters
World corporate headquarters of Apple Inc are located in the middle of Silicon
Valley, at 1-6 Infinite Loop, Cupertino, California. This Apple campus has six
buildings that total 850,000 square feet (79,000 m2) and was built in 1993 by
Sobrato Development Cos.
IV. Future plans
Apple announced its intention to build a second campus on 50 acres (200,000 m2)
assembled from various contiguous plots (east of N Wolfe Road between
Pruneridge Avenue and Vallco Parkway) in 2006. Later aquisitions increased this
to 175 acres. Steve Jobs gave a presentation to Cupertino City Council, detailing
the architectural design of the new building and its environs on June 7 , 2011. The
new campus is planned to house up to 13,000 employees in one central four-
storied circular building (with a café for 3,000 sitting people integrated)
surrounded by extensive landscape (with parking mainly underground and the rest
centralized in a parking structure).
Apple Future Plan:
5. Liquidmetal Technologies, Inc., a Delaware corporation (“Liquidmetal”), entered into a
Master Transaction Agreement with Apple Inc., a California corporation (“Apple”), pursuant to
which (i) Liquidmetal contributed substantially all of its intellectual property assets to a newly
organized special-purpose, wholly-owned subsidiary (the “IP Company”), (ii) the IP Company
granted to Apple a perpetual, worldwide, fully-paid, exclusive license to commercialize such
intellectual property in the field of consumer electronic products in exchange for a license fee,
and (iii) the IP Company granted back to Liquidmetal a perpetual, worldwide, fully-paid,
exclusive license to commercialize such intellectual property in all other fields of use (together
with all ancillary agreements, the “Master Transaction Agreement”).
SWOT ANALYSIS OF APPLE
1. STRENGTHS
A. Apple is a very successful company. In June 2005, Sales of iPod music player
increased its second quarter profits to $320. The favourable brand perception had also
increased sales of Macintosh computers. So, iPod gives the company access to a
whole new series of segments which buy into other parts of the Apple brand. Sales of
notebooks products of Apple is also very strong, and represents a large contribution to
income for Apple.
B. Brand is very important for Apple. Apple is one of the most established and healthy
IT brands in the World. Apple has a very loyal set of enthusiastic customers which
advocate the brand. Powerful loyalty means that Apple is not only recruits new
customers, they come back for more products and services from Apple, and the
company also has the opportunity to extend new products to them, for example the
iPod.
2. WEAKNESSES
A. It is reported that Apple iPod Nano may have a faulty screen. The company has
commented that a batch of its product has screens which break under impact and
Apple is replacing all faulty items. This is in addition to problems with early iPods
6. which had faulty batteries, whereby the company offered customers free battery
cases.
B. There is pressure on Apple to increase the price of the music download file, from the
music industry itself. Many of these companies make more money from iTunes (i.e.
downloadable music files) than from their original CD sales. Apple has sold about 22
million iPod digital music players and more than 500 million songs thorugh iTunes
music store. The accounts for 82% of all legally downloaded music in the US. The
company is resolute, but if it gives in to the music producers, it may be perceived as a
commercial weakness.
C. Apple announced that it was to end its long-standing relationship with IBM as a chip
supplier and that it was about to switch to Intel in the early 2005. Some industry
specialists commented that the swap could confuse the consumers of Apple.
3. OPPORTUNITIES
A. Apple has the opportunity to develop iTunes and music player technology into a
mobile phone format. The Rokr mobile phone device was developed by Motorola. It
has a colour screen, stereo speakers and an advance camera system. A version of the
iTunes music store of Apple has been developed for the phone so users can manage
the tracks they store on it. Downloads are available via a USB cable and software on
the handset pauses music if a phone call comes in. New technologies and strategic
alliances offer opportunities for Apple.
B. Podcasts are downloadable radio shows which can be downloaded from the Internet,
and then played back on iPods and other MP3 devices at the convenience of the
listener. The listener can subscribe to Podcasts for free, and ultimately revenue could
be generated from paid for subscription or through revenue generated from sales of
other downloads.
4. THREATS
A. The biggest threat to IT companies like Apple is the very high level of competition in
the technology markets. Being successful attracts competition and Apple works very
7. hard on research and development and marketing in order to retain the competitive
position. The popularity of iPod and Apple Mac are subject to demand and will be
affected if economies begin to falter and demand falls for their products.
B. There is also a high product substitution effect in the innovative and fast moving IT
consumables market. So, iPod and MP3 rule today, but only yesterday it was CD,
DAT, and Vinyl. The technology for tomorrow will be completely different. Wireless
technologies could replace the need for a physical music player.
C. Apple won a legal case that forced Bloggers to name the sources of information that
pre-empted the launch of new Apple products in 2005. It was suspect that own
employees of Apple had leaked confidential information about their new Asteroid
product. The three individuals prosecuted, all owned Apple tribute sites, and were big
fans of the company's products. The blogs had appeared on their sites, and they were
forced to reveal their source. The ruling saw commercial confidentiality as more
important as the right to speech of individuals. Apple are vulnerable to leaks that
could cost them profits.
Apple Future plan:
With the big investment like “Metal liquid” apple want to make their product very
strong, and long last product, the vision like making the device that “Understand”
you, and help you, for example like apple developed “Siri” to “understand” you
command through iphone4s may be in the next couple years, we can “type” just
by speaking, or our iphone can “write” everything we say,
Or the ipad that can compete the PC, and blockbuster PC, now if we buy apple
product, ex: ipod or iphone, we don’t have to “Connect” to pc anymore to activate
the device, just by connected the ipod through wifi and we can active the product
right to the product itself.