After becoming the first company valued at over $700 billion, Apple's continued success under CEO Tim Cook is examined. Cook has overseen doubling of Apple's value since replacing Steve Jobs in 2011, quieting skeptics by delivering intensified demand, particularly in China. The document then provides historical context on Apple's founding and Jobs' return in 1997 to refocus the struggling company. It outlines Jobs' impact on Apple's culture of innovation and design excellence under his leadership.
This slide show you overall description about apple company, its history, SWOT analysis, its Competitor, Industry position, Hardware and software quality, Market position.
Steve Jobs and Steve Wozniak founded Apple Computers Inc. on April 1, 1976 to sell the Apple 1 personal computer kit. The first Apple logo was designed by Ron Wayne and depicted Sir Isaac Newton under an apple tree. In 1977, Jobs hired Rob Janoff to design a new simpler logo of a rainbow-colored apple with a bite taken out of it. In 1997, Jobs replaced this logo with a solid-colored version on new PowerBook computers. Apple is known for innovative hardware products like the Macintosh line of computers and the iPod as well as software like the Mac OS X operating system and iTunes media browser.
Apple has become a world leader in innovative new product launches over the past decade. The company's evolutionary product innovations include the iPod, iMac, iPhone, and iPad, which have transformed how people listen to music, communicate, and consume media. The iPod paved the way for Apple's success, demonstrating their new product development process. Subsequent launches of the iPhone and iPad applied this strategy and built on the iPod's popularity through multiple generations of each product. While Apple has seen great success, its next steps may include expanding into new areas like augmented and virtual reality as well as growing other existing product lines like the Apple Watch.
Apple is committed to producing high-quality products and providing high-quality service, setting industry standards for competitors. The company aims to bring the best computing experiences to students, educators, professionals and consumers worldwide through innovative hardware, software and internet offerings. Apple had $223 billion in revenue in 2015, spends $4.5 billion annually on R&D, and employs over 115,000 people worldwide.
Apple was founded in 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne. It introduced the Apple I and Apple II computers, igniting the personal computer revolution. Over the decades, Apple launched many innovative products including the Macintosh, iPod, iPhone, and iPad. It also operates retail stores and online services like the App Store. While facing competitors in personal computing and mobile devices, Apple remains a leader in innovation through its hardware, software, and ability to anticipate technology trends.
Steve Jobs, Steve Wozniak, and Mike Markkula formed Apple Computer on April 1, 1976. Apple is known for manufacturing innovative consumer electronic devices like computers, smartphones, and music players. In 2007, the company changed its name to Apple Inc. to reflect its expansion beyond computers into other consumer products and services. Apple has experienced both commercial successes like the iMac and iPhone as well as failures but has remained committed to delivering premium consumer electronics through innovation and distinctive design.
- Apple is known for innovative products like the Macintosh, iPod, iPhone, and iPad. Their core philosophies of continuous innovation, direct sales model, customer focus, and brand power have driven their success.
- Strong leadership and ability to develop desirable new products under Jobs and continuous platform development under Cook have kept Apple at the forefront of innovation. However, pricing remains a weakness as some find Apple products too expensive.
- In personal computers, tablets, and smartphones, Apple faces competition from Lenovo, HP, Dell, Samsung and Google but has maintained leadership through superior design and ecosystem lock-in. Continued new product introductions will be important to maintain this edge.
- Strengths include understanding customers
Apple Inc. is a multinational technology company headquartered in Cupertino, California. It specializes in consumer electronics, software, and online services. Some of Apple's most popular products include the iPhone, iPad, Mac computers, AirPods, and Apple Watch. Apple has experienced significant growth since its founding in 1976, becoming the world's largest company by market capitalization in 2021 at over $2 trillion. Apple is known for its innovation in mobile device technology, strong brand reputation, and loyal customer base.
This slide show you overall description about apple company, its history, SWOT analysis, its Competitor, Industry position, Hardware and software quality, Market position.
Steve Jobs and Steve Wozniak founded Apple Computers Inc. on April 1, 1976 to sell the Apple 1 personal computer kit. The first Apple logo was designed by Ron Wayne and depicted Sir Isaac Newton under an apple tree. In 1977, Jobs hired Rob Janoff to design a new simpler logo of a rainbow-colored apple with a bite taken out of it. In 1997, Jobs replaced this logo with a solid-colored version on new PowerBook computers. Apple is known for innovative hardware products like the Macintosh line of computers and the iPod as well as software like the Mac OS X operating system and iTunes media browser.
Apple has become a world leader in innovative new product launches over the past decade. The company's evolutionary product innovations include the iPod, iMac, iPhone, and iPad, which have transformed how people listen to music, communicate, and consume media. The iPod paved the way for Apple's success, demonstrating their new product development process. Subsequent launches of the iPhone and iPad applied this strategy and built on the iPod's popularity through multiple generations of each product. While Apple has seen great success, its next steps may include expanding into new areas like augmented and virtual reality as well as growing other existing product lines like the Apple Watch.
Apple is committed to producing high-quality products and providing high-quality service, setting industry standards for competitors. The company aims to bring the best computing experiences to students, educators, professionals and consumers worldwide through innovative hardware, software and internet offerings. Apple had $223 billion in revenue in 2015, spends $4.5 billion annually on R&D, and employs over 115,000 people worldwide.
Apple was founded in 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne. It introduced the Apple I and Apple II computers, igniting the personal computer revolution. Over the decades, Apple launched many innovative products including the Macintosh, iPod, iPhone, and iPad. It also operates retail stores and online services like the App Store. While facing competitors in personal computing and mobile devices, Apple remains a leader in innovation through its hardware, software, and ability to anticipate technology trends.
Steve Jobs, Steve Wozniak, and Mike Markkula formed Apple Computer on April 1, 1976. Apple is known for manufacturing innovative consumer electronic devices like computers, smartphones, and music players. In 2007, the company changed its name to Apple Inc. to reflect its expansion beyond computers into other consumer products and services. Apple has experienced both commercial successes like the iMac and iPhone as well as failures but has remained committed to delivering premium consumer electronics through innovation and distinctive design.
- Apple is known for innovative products like the Macintosh, iPod, iPhone, and iPad. Their core philosophies of continuous innovation, direct sales model, customer focus, and brand power have driven their success.
- Strong leadership and ability to develop desirable new products under Jobs and continuous platform development under Cook have kept Apple at the forefront of innovation. However, pricing remains a weakness as some find Apple products too expensive.
- In personal computers, tablets, and smartphones, Apple faces competition from Lenovo, HP, Dell, Samsung and Google but has maintained leadership through superior design and ecosystem lock-in. Continued new product introductions will be important to maintain this edge.
- Strengths include understanding customers
Apple Inc. is a multinational technology company headquartered in Cupertino, California. It specializes in consumer electronics, software, and online services. Some of Apple's most popular products include the iPhone, iPad, Mac computers, AirPods, and Apple Watch. Apple has experienced significant growth since its founding in 1976, becoming the world's largest company by market capitalization in 2021 at over $2 trillion. Apple is known for its innovation in mobile device technology, strong brand reputation, and loyal customer base.
Vaishali Singh from Apple Inc. presented information on the company. Apple is an American technology company headquartered in California that designs, develops, and sells consumer electronics. It was founded in 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne. Some of Apple's popular products include the iPhone, iPad, Mac computers, and Apple Watch. The presentation provided details on Apple's history, leadership, financial performance, products, competitors and competitive advantages.
The document provides an overview of Apple Inc. from its founding in 1976 to current operations. It discusses:
- Apple was founded in 1976 by Steve Jobs and Steve Wozniak in Jobs' parents' garage. Their first product was the Apple I computer.
- Over the decades, Apple introduced revolutionary products such as the Apple II, the first mass-market personal computer; the Macintosh, the first successful commercial PC to feature a graphical user interface; the iPod, which revolutionized digital music; the iPhone, which launched the smartphone industry; and the iPad, which launched the modern tablet computing market.
- Today, Apple is the most valuable company in the world and a leader in consumer electronics
Apple introduced the iPod in 2001, featuring a sleek design, large storage, and easy interface. It became a mass-market product appealing to teens and young adults. Apple differentiated the iPod into various models at different price points to target different segments. The iPod was marketed through mass media advertising campaigns portraying it as hip and urban, and distribution occurred through major retailers, Apple stores, and online stores.
Design Thinking and Innovation at Apple IncSHREYANSH VATS
Apple has continued to succeed under Tim Cook's leadership by launching innovative new products and addressing new challenges. Cook strengthened Apple's supply chain and culture while continuing Jobs' vision. New devices like the iPhone 6S/6S Plus and iPad Pro drove growth despite competition from Android and Chinese manufacturers. While Google Play now has more apps and Xiaomi rises in China, Apple remains focused on design, user experience, and integrating sustainability into its business under Cook's leadership.
Apple is a global technology company headquartered in Cupertino, California. It designs, develops, and sells consumer electronics, computer software, and online services. Some of Apple's major products include the iPhone, iPad, Mac computers, Apple Watch, Apple TV, and iTunes. Tim Cook currently serves as CEO. In 2017, Apple reported $229 billion in revenue and $48 billion in profits. Apple's main competitors are Samsung, Amazon, Microsoft, and Google. The company's vision is to be the global leader in the consumer electronics industry. Apple focuses on innovative hardware, software, and services, unique design, and creating an excellent customer experience through its products and services.
Apple was founded in 1976 by Steve Jobs and Steve Wozniak. They started out of Jobs' garage selling the Apple I computer. Since then, Apple has grown tremendously and become a leader in consumer electronics. Some key events include the introduction of the Apple II in 1977, the Macintosh in 1984, the iMac in 1998, and the iPhone in 2007. Today, Apple has over 500 retail stores worldwide and annual revenue of over $230 billion. Through innovative products and marketing, Apple has established itself as a top global brand known for its emphasis on design.
The document analyzes Apple using a SWOT analysis. It identifies Apple's strengths as superior products, pioneering in personal computers, controlling both hardware and software manufacturing, high quality standards, and loyal customers. Weaknesses include ensuring consistency and quality of advanced technology and potential risk from lack of debt. Opportunities include innovative products and expanding into users' lives. Threats include intense competition and global economic challenges.
This document provides a history of Apple Inc. from its founding in 1974 by Steve Jobs and Steve Wozniak. It outlines key events and product launches such as the first Apple computer in 1976, the introduction of the Macintosh in 1984, and the launches of the iMac, iPod, iPad, and iPhone in the late 1990s and 2000s. It also discusses Apple's competitors, production processes, management, financial performance, and brand strategy. The conclusion reflects on Apple's success being driven by its culture of innovation and pushing technological boundaries.
The presentation is made under the guidance of Professor Sameer Mathur, IIM Lucknow The presentation gives an insight about how the company works and what are its marketing strategies and how they implement them. It also tells what are the factors responsible for such tremendous growth of the company.
The document provides information about Apple Inc., including its history, products, founders Steve Jobs and Steve Wozniak, and competitors. It details the development of iconic Apple products from the original Apple I and II computers in the 1970s to the iPod, iPhone, iPad and Mac OS X operating system in the 2000s and 2010s. Major events in Apple's history discussed include Jobs leaving the company in 1985, his return in 1997, the introduction of the iPod in 2001 and the iPhone in 2007.
The document presents information on Apple Inc., including a history of the company from its founding by Steve Jobs and Steve Wozniak in 1976, a SWOT analysis noting strengths like brand loyalty and opportunities in growing markets but also weaknesses from lawsuits and threats from competition. It also discusses Apple's vision, mission, and a PESTEL analysis of political, economic, social, technological, environmental, and legal factors affecting the company.
Apple Inc. is a technology company founded in 1976 that specializes in consumer electronics, computer software, and online services. The document provides a history of Apple, interesting facts about the company, its current profile including revenue, employees and CEO. It also outlines Apple's mission to provide innovative computing products to students, educators and consumers worldwide. The SWOT analysis identifies Apple's strong brand, customers and financial performance as strengths but also threats such as rapid technology changes and increasing costs. The conclusion is that Apple will continue innovating by foreseeing future technology trends.
Apple was founded in 1976 by Steve Jobs and Steve Wozniak. It started in Jobs' garage and has since grown to be a global technology leader. Apple introduced many innovative products over the years like the Mac, iPod, iPhone and iPad that transformed entire industries. Under Jobs' leadership, Apple focused on innovative hardware, software and services with a simple and elegant user experience. It has a strong brand image and large customer base. However, Apple faces competition from other technology companies and depends on continued innovation.
Apple Inc. was founded in 1976 by Steve Jobs and Steve Wozniak. It grew rapidly in the 1980s by selling the Apple II computer but faced decline in the 1990s as Microsoft gained dominance in the PC market with its Windows operating system. Jobs was ousted from Apple in 1985 but returned as an advisor in 1996 and became interim CEO in 1997, helping turn the company around with products like the iMac and iTunes store that established Apple as a leader in personal technology and digital media.
This document provides an overview of Apple Inc., including a brief history starting from its founding in 1976, current company profile with key executives and financial details, market share and competitive analysis. It also outlines Apple's mission to provide innovative computing experiences globally and vision for setting high industry standards. The conclusion reflects on Apple's legacy of innovation and changing management to continue foreseeing technology and consumer trends into the future.
Apple is an American technology company founded in 1976 by Steve Jobs and Steve Wozniak. It produces consumer electronics, software, and personal computers. After Jobs' death in 2011, Tim Cook became CEO. While Apple continues innovating products under Cook's leadership, it has faced challenges maintaining the level of innovation set under Jobs. Apple's vision is to advance humankind through technology, and its mission is to design the best personal computing products. Its core competencies include product differentiation and innovation.
Steve Jobs and Steve Wozniak founded Apple Computers Inc. on April 1, 1976 to sell the Apple 1 personal computer kit. The name "Apple" was chosen by Jobs, and the first logo depicted Sir Isaac Newton under an apple tree. In 1977, Rob Janoff designed the iconic rainbow-colored Apple logo. The logo was simplified in 1997 to a solid color. Apple is committed to bringing innovative hardware, software, and internet offerings to students and consumers worldwide.
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
This document provides an overview of Apple Inc. including its history, leadership, products, strategy, and industry environment. Some key points:
1. Apple started in 1977 and is now the largest US company, known for innovating products like the Mac, iPod, iPhone, and iPad.
2. Its mission is to define the future of mobile media and computing devices. Core values include innovation through research-driven strategy and an intentional lack of external disclosure.
3. Apple faces opportunities like growing demand for education and mobility technologies, but also threats like intense competition and increasing regulations.
Vaishali Singh from Apple Inc. presented information on the company. Apple is an American technology company headquartered in California that designs, develops, and sells consumer electronics. It was founded in 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne. Some of Apple's popular products include the iPhone, iPad, Mac computers, and Apple Watch. The presentation provided details on Apple's history, leadership, financial performance, products, competitors and competitive advantages.
The document provides an overview of Apple Inc. from its founding in 1976 to current operations. It discusses:
- Apple was founded in 1976 by Steve Jobs and Steve Wozniak in Jobs' parents' garage. Their first product was the Apple I computer.
- Over the decades, Apple introduced revolutionary products such as the Apple II, the first mass-market personal computer; the Macintosh, the first successful commercial PC to feature a graphical user interface; the iPod, which revolutionized digital music; the iPhone, which launched the smartphone industry; and the iPad, which launched the modern tablet computing market.
- Today, Apple is the most valuable company in the world and a leader in consumer electronics
Apple introduced the iPod in 2001, featuring a sleek design, large storage, and easy interface. It became a mass-market product appealing to teens and young adults. Apple differentiated the iPod into various models at different price points to target different segments. The iPod was marketed through mass media advertising campaigns portraying it as hip and urban, and distribution occurred through major retailers, Apple stores, and online stores.
Design Thinking and Innovation at Apple IncSHREYANSH VATS
Apple has continued to succeed under Tim Cook's leadership by launching innovative new products and addressing new challenges. Cook strengthened Apple's supply chain and culture while continuing Jobs' vision. New devices like the iPhone 6S/6S Plus and iPad Pro drove growth despite competition from Android and Chinese manufacturers. While Google Play now has more apps and Xiaomi rises in China, Apple remains focused on design, user experience, and integrating sustainability into its business under Cook's leadership.
Apple is a global technology company headquartered in Cupertino, California. It designs, develops, and sells consumer electronics, computer software, and online services. Some of Apple's major products include the iPhone, iPad, Mac computers, Apple Watch, Apple TV, and iTunes. Tim Cook currently serves as CEO. In 2017, Apple reported $229 billion in revenue and $48 billion in profits. Apple's main competitors are Samsung, Amazon, Microsoft, and Google. The company's vision is to be the global leader in the consumer electronics industry. Apple focuses on innovative hardware, software, and services, unique design, and creating an excellent customer experience through its products and services.
Apple was founded in 1976 by Steve Jobs and Steve Wozniak. They started out of Jobs' garage selling the Apple I computer. Since then, Apple has grown tremendously and become a leader in consumer electronics. Some key events include the introduction of the Apple II in 1977, the Macintosh in 1984, the iMac in 1998, and the iPhone in 2007. Today, Apple has over 500 retail stores worldwide and annual revenue of over $230 billion. Through innovative products and marketing, Apple has established itself as a top global brand known for its emphasis on design.
The document analyzes Apple using a SWOT analysis. It identifies Apple's strengths as superior products, pioneering in personal computers, controlling both hardware and software manufacturing, high quality standards, and loyal customers. Weaknesses include ensuring consistency and quality of advanced technology and potential risk from lack of debt. Opportunities include innovative products and expanding into users' lives. Threats include intense competition and global economic challenges.
This document provides a history of Apple Inc. from its founding in 1974 by Steve Jobs and Steve Wozniak. It outlines key events and product launches such as the first Apple computer in 1976, the introduction of the Macintosh in 1984, and the launches of the iMac, iPod, iPad, and iPhone in the late 1990s and 2000s. It also discusses Apple's competitors, production processes, management, financial performance, and brand strategy. The conclusion reflects on Apple's success being driven by its culture of innovation and pushing technological boundaries.
The presentation is made under the guidance of Professor Sameer Mathur, IIM Lucknow The presentation gives an insight about how the company works and what are its marketing strategies and how they implement them. It also tells what are the factors responsible for such tremendous growth of the company.
The document provides information about Apple Inc., including its history, products, founders Steve Jobs and Steve Wozniak, and competitors. It details the development of iconic Apple products from the original Apple I and II computers in the 1970s to the iPod, iPhone, iPad and Mac OS X operating system in the 2000s and 2010s. Major events in Apple's history discussed include Jobs leaving the company in 1985, his return in 1997, the introduction of the iPod in 2001 and the iPhone in 2007.
The document presents information on Apple Inc., including a history of the company from its founding by Steve Jobs and Steve Wozniak in 1976, a SWOT analysis noting strengths like brand loyalty and opportunities in growing markets but also weaknesses from lawsuits and threats from competition. It also discusses Apple's vision, mission, and a PESTEL analysis of political, economic, social, technological, environmental, and legal factors affecting the company.
Apple Inc. is a technology company founded in 1976 that specializes in consumer electronics, computer software, and online services. The document provides a history of Apple, interesting facts about the company, its current profile including revenue, employees and CEO. It also outlines Apple's mission to provide innovative computing products to students, educators and consumers worldwide. The SWOT analysis identifies Apple's strong brand, customers and financial performance as strengths but also threats such as rapid technology changes and increasing costs. The conclusion is that Apple will continue innovating by foreseeing future technology trends.
Apple was founded in 1976 by Steve Jobs and Steve Wozniak. It started in Jobs' garage and has since grown to be a global technology leader. Apple introduced many innovative products over the years like the Mac, iPod, iPhone and iPad that transformed entire industries. Under Jobs' leadership, Apple focused on innovative hardware, software and services with a simple and elegant user experience. It has a strong brand image and large customer base. However, Apple faces competition from other technology companies and depends on continued innovation.
Apple Inc. was founded in 1976 by Steve Jobs and Steve Wozniak. It grew rapidly in the 1980s by selling the Apple II computer but faced decline in the 1990s as Microsoft gained dominance in the PC market with its Windows operating system. Jobs was ousted from Apple in 1985 but returned as an advisor in 1996 and became interim CEO in 1997, helping turn the company around with products like the iMac and iTunes store that established Apple as a leader in personal technology and digital media.
This document provides an overview of Apple Inc., including a brief history starting from its founding in 1976, current company profile with key executives and financial details, market share and competitive analysis. It also outlines Apple's mission to provide innovative computing experiences globally and vision for setting high industry standards. The conclusion reflects on Apple's legacy of innovation and changing management to continue foreseeing technology and consumer trends into the future.
Apple is an American technology company founded in 1976 by Steve Jobs and Steve Wozniak. It produces consumer electronics, software, and personal computers. After Jobs' death in 2011, Tim Cook became CEO. While Apple continues innovating products under Cook's leadership, it has faced challenges maintaining the level of innovation set under Jobs. Apple's vision is to advance humankind through technology, and its mission is to design the best personal computing products. Its core competencies include product differentiation and innovation.
Steve Jobs and Steve Wozniak founded Apple Computers Inc. on April 1, 1976 to sell the Apple 1 personal computer kit. The name "Apple" was chosen by Jobs, and the first logo depicted Sir Isaac Newton under an apple tree. In 1977, Rob Janoff designed the iconic rainbow-colored Apple logo. The logo was simplified in 1997 to a solid color. Apple is committed to bringing innovative hardware, software, and internet offerings to students and consumers worldwide.
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
This document provides an overview of Apple Inc. including its history, leadership, products, strategy, and industry environment. Some key points:
1. Apple started in 1977 and is now the largest US company, known for innovating products like the Mac, iPod, iPhone, and iPad.
2. Its mission is to define the future of mobile media and computing devices. Core values include innovation through research-driven strategy and an intentional lack of external disclosure.
3. Apple faces opportunities like growing demand for education and mobility technologies, but also threats like intense competition and increasing regulations.
Apple inc. Strategic Case Analysis PresentationMahy Helal
Apple Inc. is an American technology company headquartered in California. The document provides an overview of Apple, including its history, products, competitors, financial analysis, key success factors, and SWOT analysis. Recommendations for Apple include focusing on differentiated branding, expanding Apple stores internationally, and emphasizing its integrated product ecosystem in marketing. An action plan should prioritize tasks and monitor progress to efficiently implement strategies.
Apple Inc. is a multinational technology company founded in 1976. The document provides an analysis of Apple's management functions, including planning, organizing, leading, and controlling. It summarizes Apple's current strategies, past strategies, organizational structure, culture, leaders and leadership approaches, and control mechanisms. Apple differentiates itself through innovation while also pursuing low costs. Its unique organizational structure is hierarchical and emphasizes excellence, creativity, innovation, and secrecy in its culture.
This document summarizes information about the Bollywood horror film "1920 Evil Returns" and its social media marketing campaign. It discusses how the film's production company, ASA Productions, worked with IntelliAssist to design and execute a 45-day social media campaign on platforms like Facebook and YouTube to promote the film. The campaign was successful in generating video views and awareness, and the film went on to become a box office hit. IntelliAssist is now analyzing the campaign data and effectiveness to inform their strategy for the next film in the franchise.
This document provides a case study analysis of Apple Inc. It begins with a historical overview of Apple's founding in 1976 by Steve Jobs and Steve Wozniak. They built the first Apple computers in Jobs' family garage. The document then discusses Apple's early innovations including the development of its iconic logo, the creation of the graphical user interface with the Macintosh, and Jobs' departure to found NeXT. It provides details on Apple's organizational structure, current products, financial performance, and future plans to continue innovating in a greener and more connected way.
A brief study on the mini-case of Walmart presented in the book "Marketing Management" by Philip Kotler et al. This was done during the internship of "Marketing Management", offered by Prof. Sameer Mathur, IIM Lucknow.
This document provides advice for companies that want to sell their products to Walmart but may not be fully ready. It notes that 98% of companies that approach Walmart are unsuccessful and that companies need low costs as well as a track record of sales, financial stability, mass market appeal, an effective marketing plan, packaging, and prepared sales team. For companies that are not ready, it recommends focusing on their strengths, hiring experts, doing research, building a strong foundation, and waiting for the right time before approaching Walmart. It also provides contact information for a company that can help businesses be more successful with retailers.
1) The document discusses the competition between Android and iOS mobile operating systems in 2010. It notes that in Q1 2010, Android surpassed iOS in market share in the US, becoming the second largest behind Blackberry.
2) Key factors in Android's growth included it being open source versus the proprietary iOS, adoption by major handset makers, and popularity of Android smartphones over iOS and Blackberry models.
3) While Android was growing rapidly, the document notes the battle was not over as iOS still led in touch capabilities and the release of iOS4 could further challenge Android.
This document provides an overview of Amazon's strategy and performance. It describes how Amazon was founded as an online bookstore and has since expanded into many other product categories. While Amazon did not turn a profit for its first 5 years, it has seen steady revenue and profit growth in recent years. A key driver of this growth has been the popularity of Amazon Prime, which has doubled customer spending on the site. The document also outlines Amazon's 11-tenant strategy focused on customer obsession and innovation.
This document discusses alternatives for addressing Amazon's long term problems of cost reduction, growth, and maintaining profitability. It analyzes options of expanding into Scandinavia, developing tablets/smartphones, and expanding Amazon Web Services. The recommendation is to expand into Scandinavia by researching warehouse locations, tailored websites, and retailing books in local languages. This would align with Amazon's goals by achieving further low-cost leadership, increasing brand recognition and acquiring a larger customer base to enable long term growth.
Cisco Systems is the worldwide leader in networking for the Internet. Founded in 1984 by two computer scientists from Stanford University, Cisco shipped its first product in 1986 and is now a multi-national corporation with over 35,000 employees in 115 countries. Cisco's networking solutions connect people, computing devices, and computer networks, allowing access to information without regard to differences in location, time, or type of computer system.
Intel changed marketing history by developing an "ingredient branding" campaign in the 1990s that promoted its microprocessors. It launched the "Intel Inside" campaign to build awareness of its family of chips. This was novel at the time as people did not typically consider who made components inside devices. The campaign was a risk but was highly successful, with Intel investing hundreds of millions to ensure the label was seen everywhere. It transformed Intel into a household name brand. More recently, Intel created new consumer-focused products like the Classmate PC for students and Atom mobile chips. While it stopped the "Intel Inside" tagline as products became more integrated, the campaign established Intel as a leading innovator in marketing semiconductor technology to mainstream audiences.
This presentation talks about Innovation, how innovation changed the Apple Inc. & put it ahead of the competition. This also talks about leadership qualities of Sir Steve Jobs. Just great to watch. Initial introduction of Newton gives an idea how a simple fruit such as Apple has given two genius to mankind first is Sir Issac Newton & another Sir Steve Jobs. No matter, how much we talk about them & share information about them it will be always less.
Steve being one of the greatest leader IT world has ever seen.
A mini case study on Walmart,including its Marketing strategies and SWOT Analysis,created by Siddharth Suman,ISM Dhanbad,under a Marketing Internship by Prof.Sameer Mathur,IIM Lucknow.
Nokia vs. Apple - the ongoing war in the mobile industryMika Marjalaakso
One of my MBA assignments back in 2008. I don't know why I uploaded it here. It is not particularly good even ... but kind of nice PowerPoint template, eh?
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
- Walmart's supply chain helped lower costs through continuous cost control, asset utilization, and IT investments which supported its low price strategy. However, it may not be able to generate the same advantages in India's fragmented retail market.
- India's retail sector was highly fragmented and regulated, with 98% of the market being small, unorganized stores. The organized retail sector made up just 2% of the market.
- A SWOT analysis of the Bharti-Walmart joint venture found strengths in Walmart's supply chain capabilities and Bharti's local experience and brand, but weaknesses in facing competition from other Indian retailers and potential limits from evolving government policy.
Textbooks and SuppliesData and Computer Communications, 9E.docxtodd191
Textbooks and Supplies
:
Data and Computer Communications
, 9/E, William Stallings,ISBN
-
10:
0131392050 ,ISBN
-
13:
9780131392052, Publisher: Prentice Hall Copyright: 2011
Reference Books:
R
1.
Microwave and RF Design of Wireless Systems
, David M. Pozar, Wiley (2 lectures of
communication hardware
will
be from this book)
R
2.
Modern Digital an
d Analog Communication Systems
, B.P.Lathi, Oxford University Press
R
3.
Digital and Analog Communication Systems
, Leon W. Couch, II, Prentice Hall
(3
lectures of
communication hardware
will
be from this book)
Apple Inc. in 2010
On April 4, 2010, Apple Inc. launched its eagerly anticipated iPad amid great hype. The multimedia computer tablet was the third major innovation that Apple had released over the last decade. CEO Steve Jobs had argued that the iPad was another revolutionary product that could emulate the smashing success of the iPod and the iPhone. Expectations ran high. Even The Economist displayed the release of the iPad on its magazine cover with Jobs illustrated as a biblical figure, noting, “The enthusiasm of the Apple faithful may be overdone, but Mr. Jobs’s record suggests that
when he blesses a market, it takes off.”1
The company started off as “Apple Computer,” best known for its Macintosh personal computers (PCs) in the 1980s and 1990s. Despite a strong brand, rapid growth, and high profits in the late 1980s, Apple almost went bankrupt in 1996. Then Jobs went to work, transforming “Apple Computer” into “Apple Inc.,” with innovative non-PC products starting in the early 2000s. In fact, by 2010, the company viewed itself as a “mobile device company.”2 In fiscal year 2009, sales related to the iPhone
and the iPod represented nearly 60% of Apple’s total sales of $43 billion.3 Even in the midst of a severe economic recession, revenues and net income both soared (see Exhibits 1a through 1c). Meanwhile, Apple’s stock was making history of its own. The share price had risen more than 15-fold since 2003 (See Exhibit 2).
By almost any measure, Apple’s turnaround was a spectacular accomplishment. Yet Jobs knew that no company in the technology industry could relax. Challenges abounded. In 2009, for example, iPod sales were falling. At the same time, Microsoft introduced Window 7, which led to a resurgence in PC sales. Even though Macintosh (Mac) sales had grown faster than the industry in recent years, Apple’s share of the worldwide PC market had remained below 5% since 1997 (see Exhibit 3). In addition, there was great uncertainty about the iconic CEO’s health. Jobs had taken medical leave for a liver transplant in 2009, following treatment for pancreatic cancer a few years earlier. Many wondered, would Jobs remain at Apple and could the company thrive without him? Finally, would the iPhone continue its march to dominate smartphones in the face of growing competition from Google, RIM, and Nokia? And would Apple’s newest creation, the iPad, take the company to the next level?
Fo.
The document provides a research project summary on Apple Inc. It includes sections on the history of Apple, vision and mission statements, literature review on the company's products and competitors, industry and SWOT analyses, financial performance, strategies and recommendations. The key points are that Apple was founded in 1976 and introduced revolutionary products like the iPod, iPhone and iPad which led to major commercial success in the 2000s and 2010s. It analyzes Apple's position in industries like personal computers, online music and future strategies around strategic alliances and transitioning to Intel processors.
The document provides information about Apple Inc., including its history, products, founders Steve Jobs and Steve Wozniak, and major competitors. It details the development of iconic Apple products from the original Apple I and II computers in the 1970s to the iPod, iPhone, iPad and Mac OS X operating system in the 2000s. It also discusses Steve Jobs' return to Apple in 1997 and his leadership in the company's turnaround through partnerships with Microsoft and successful new products and services.
Steve Wozniak And The Apple Computer EssayLisa Martinez
Steve Jobs and Steve Wozniak founded Apple Computer in 1976. They incorporated the company as Apple Inc. in 1977 in Cupertino, California. After founding Apple, Jobs was fired in 1985 but returned as CEO in 1997. Under his leadership, Apple flourished again and introduced successful products like the iPod, iPhone, and iPad. However, Apple faced some challenges over the years including unclear marketing plans, employee issues, and financial/legal problems that hurt its reputation, but the company was able to address these issues and achieve long-term success.
Apple Computer was founded in 1976 and became one of the leading personal computer companies. It introduced many innovative products over the years such as the Macintosh in 1984, iPod in 2001, iPhone in 2007, and iPad in 2010. While Apple performed very well initially, its performance deteriorated from 1992-1997 due to management issues and lack of innovation. After Steve Jobs returned, Apple released successful new products and regained its dominance in the personal computer industry.
The document provides a history and overview of Apple Inc. It summarizes that Steve Jobs and Steve Wozniak founded Apple in 1976 and introduced the Apple II computer. It discusses key products released by Apple over the years like the Lisa, Macintosh, iMac, and iPod. It also covers Apple's leadership structure, vision/mission statements, competitors, and financial performance from 2008-2012 when revenues grew significantly.
Case analysis on successful and unsuccessful entrepreneurthakkar kathan
Steve Jobs was a visionary entrepreneur who co-founded Apple and led it to massive success with revolutionary products like the Macintosh, iPod, iPhone and iPad. After being ousted from Apple, he started NeXT which was later acquired by Apple, returning Jobs to the company. As CEO, he engineered a remarkable turnaround, returning Apple to profitability. However, Jobs resigned as CEO in 2011 for health reasons, having changed the technology industry. Reliance Industries shut all its petrol pumps as it could not match subsidized prices of public sector competitors, closing with negligible sales from pricing differentials.
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxShiraPrater50
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
PROJECT BY HARSH PANDEY of flower the.pptxpv351334
Apple was founded in 1976 by Steve Jobs and Steve Wozniak. They wanted to make computers small enough for personal use. The Apple II helped launch the company's success. In the 1980s, Apple introduced the Macintosh, the first computer with a graphical interface. Over time, Apple introduced popular products like the iPod, iPhone, iPad, and Apple Watch which have driven its continued success. Apple focuses on brand recognition through innovation and a unique customer experience.
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxaryan532920
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
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.
Steve Jobs co-founded Apple in 1976 and led it to massive success but resigned in 1985 due to a power struggle. After Jobs left, Apple struggled but was saved from bankruptcy when Jobs returned as CEO in 1997. Jobs helped turn Apple around by focusing on innovative new products like the iPod, iTunes, iPhone and iPad, and shifting Apple's emphasis from computers to mobile devices, which transformed Apple into one of the most successful companies in the world.
- Apple has experienced both great successes and failures throughout its history under Steve Jobs' leadership. When Jobs returned to Apple in 1997, the company had struggled without him but then experienced a turnaround.
- Key to Apple's recent success has been robust sales of the iPod music player, with over 62 million sold in 2008. Apple is also optimistic about partnerships with media companies like Disney.
- Apple often refines existing products like portable music players and notebooks rather than pioneering new categories. It increases appeal through stylish designs and functionality. Apple is now positioned to expand into home computing and create an integrated digital lifestyle.
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.
CASE 16 APPLE INC. STILL TAKING A BITE OUT OF THE COMPETIT.docxjasoninnes20
CASE 16 :: APPLE INC.: STILL TAKING A BITE OUT OF THE COMPETITION? C117
CASES
CASE 16
APPLE INC.: STILL TAKING A BITE OUT OF THE COMPETITION?*
On February 11, 2015, Apple Inc. made history by becom-
ing the first U.S. publicly traded company to close above
$700 billion in market value. This put Apple’s value nearly
double that of the next three largest companies in the S&P
500 Index,1 and it firmly established expectations for future
performance. Apple’s market value had grown more than
50,600 percent since its initial public offering in December
1980.2 To satisfy investors, consumers, and company enthu-
siasts, Apple would have to continue to deliver, and doing so
might not be easy. As Apple had grown, the pace of innova-
tion had slowed. There were still opportunities, but would
Apple be the company to see them through to fruition?
The year 2015 was not the first time Apple had wowed
investors. In September 2012 Apple stock had hit a price
high of $702.10, at that time making Apple the most valu-
able company in the world, but the company had not been
able to sustain that lofty valuation. September 2012 had also
marked Tim Cook’s first full year as CEO and the first full
year since the death of Apple’s visionary founder, Steve
Jobs. Although most Apple watchers had mourned Steve
Jobs’s death on October 5, 2011, most also realized that
Jobs’s appointed successor, Tim Cook, came to the position
as CEO with an impressive track record. Cook had contin-
ued to grow the company, and the 2012 year-end numbers
showed continued financial success across almost all prod-
uct lines. However, expectations were still very high, and
rumors of a reduction in Asian supplier component orders
for the iPhone for 2013 led investors to worry about a drop-
off in demand for the company’s flagship product. This
worry led to a subsequent drop in Apple’s stock price of
nearly 24 percent.3
CEO Cook subsequently defused concerns over supply
chain issues, but that didn’t stop analysts and media watch-
ers from wondering whether Apple had lost its luster.4 This
posed yet again the unavoidable question that had loomed
large over the then 35-year-old Apple: What happens to a
modern company whose innovations and inspirations are
so closely tied to the vision of one leader when that lead-
er’s influence is no longer present?5 By 2015, that question
appeared to have been definitively answered: Apple, under
CEO Cook, was not only the most valuable company in
the world but was poised to grow even more (see Exhibits
1 and 2).
Apple, Fortune magazine’s “world’s most admired
company” since 2008,6 had distinguished itself by excel-
ling over the years not only in product innovation but also
in revenue and margins (since 2006 Apple had consistently
reported gross margins of over 30 percent). Founded as
a computer company in 1976 and known early on for its
intuitive adaptation of the graphical user interface, or GUI
(via the first mouse and ...
Apple has experienced great success but also challenges in maintaining its position as a leader in innovation. Current CEO Tim Cook faces pressure to keep Apple fresh and ahead of competitors. While the iPhone and iPad were huge successes, competitors like Google and Microsoft threaten Apple's market share with their own smartphone and tablet offerings. The report recommends Apple continue exploring new technologies like smartwatches and better meet customer needs to remain innovative and capture more foreign market share.
Please revise the answer bellow.Q1. What historically have been Ap.pdffathimalinks
Please revise the answer bellow.
Q1. What historically have been Apple’s competitive advantages?
There have been many competitive advantages that have allowed Apple to be a consistent leader
in the PC market. One competitive advantage has been their innovative spirit. This was shown
with the initial release of the Apple 2. Steve Job’s mission of Apple was to bring an easy-to-use
computer to the market, and this is what he accomplished with the release of the Apple 2. The
Apple 2 was a revolutionary product that changed the PC world forever. The Apple 2 was
launched in 1978 and it lead the PC industry to $1 billion in annual sales in less than three years.
Another competitive advantage for Apple is that they have total control over all of the software,
hardware, and operations related to Apple products. The apple software is horizontally and
vertically integrated, meaning it relies on its own designs and does not license software to third
parties. Apple released the Mac in 1984, which featured an interface that was easy-to-use, a great
industrial design, and technical proficiency. The superior software allowed Apple to enter the
Mac into new markets, desktop publishing and education. In education, Apple grabbed almost
half of the market and by 1990, Apple had $1 billion in cash and was the most profitable PC
Company in the world. Furthermore, Apple hired Tim Cook to streamline the Apple supply
chain, and also Apple launched a website to set up direct sales. This has allowed Apple to be
successful by creating a comprehensive, unified culture with all aspects of the company. Their
most important competitive advantage was Steve Jobs. Being the co-founder, Steve Jobs had the
long-term vision of Apple and worked every day to live out the vision. Steve Jobs was forced out
of 1985, but returned as the interim CEO in 1997 when the company was near bankruptcy. Jobs
refocused Apple to only having 4 product categories, rather than 15 it had previously. Through
Steve Job’s leadership, Apple created the iMac in 1998, which allowed Apple’s sales to outpace
the industry average for the first time in many years. Steve Jobs made strategic decisions to make
Apple products the most competitive by bringing a new culture to Apple, and positively
changing the image and brand of Apple.
Q2. Analyze the personal computer industry. Why did Apple struggle historically in PCs?
It is true that Apple was the company who pioneered the personal computing devices, but IBM
was the company the mainstream PC’s. This was the biggest competitor to the early success of
Apple. The IBM PC operated on an “open” system that allowed producers to clone it. Another
reason why Apple struggled with PCs was the price. Macintosh did have a loyal customer base
which allowed them to sell it at a premium price. IBM- compatible prices started to drop, and the
high Macintosh’s looked unfeasible and too expensive. Another reason for the struggle of Apple
PCs was the rise of “Wintel”. “Wintel” was t.
The document provides an overview of Apple's history and business. It discusses Apple's founding in 1976 by Steve Jobs and Steve Wozniak, its rise in the 1970s-1980s with products like the Apple II and Macintosh, and Jobs' departure from and later return to the company. The document also analyzes Apple's strengths like product innovation, weaknesses like appealing to niche markets, opportunities in new products, and threats from technological changes and economic conditions.
Apple has developed several core competencies and competitive resources over time:
1) Innovation in engineering and product design which has led to the development of pioneering technologies and products.
2) A highly skilled workforce with expertise in areas like software development, engineering, and design.
3) Strong capabilities in areas like short product development cycles and innovative product functionality that deliver distinctive technologies.
4) Steve Jobs' visionary leadership and the integrated ecosystem of Apple hardware, software, and services, which together provide a sustainable competitive advantage.
Apple computer, inc. people and design create apple gçös future.docPRAJWALRASTOGI4
Apple Computer paradoxically exists as both one of America's greatest successes and failures, having ignited the personal computer industry but also representing opportunities lost. Founded in 1976 by Steve Jobs and Steve Wozniak, Apple saw early success with products like the Apple II but struggled against competition from IBM PCs in the 1990s until Jobs' return in 1996. Jobs reinvigorated Apple with innovative designs like the iMac and strategic partnerships while transitioning the company to focus more on software and digital lifestyle products and services. However, Apple remains a relatively small player dependent on new hits while addressing whether it can continue competing against dominant Windows PCs.
The document discusses various topics related to consumer behavior, including problem recognition, motivation, attitudes, and environmental influences. It defines consumer behavior and describes how marketers study factors that impact purchase decisions. It also covers motivation theories like Maslow's hierarchy of needs and how motivation research is used. Key environmental influences discussed are culture, subcultures, social class, and reference groups. Learning theories around behaviorism and cognitivism are also summarized.
The document discusses various aspects of developing an effective creative strategy for advertising. It states that one of the most important components of an integrated marketing communications program is the advertising message. It also discusses the importance of creativity in advertising and defines what creativity means in an advertising context. The document outlines the creative process, including preparation, incubation, illumination, and verification stages. It also discusses inputs to the creative process like background research qualitative research methods. Overall, the summary emphasizes that an effective creative strategy is key to determining the success of advertising for a product or service.
The document discusses various elements of promotional planning and persuasive messaging. It covers factors like source credibility, attractiveness, and power. It also discusses message elements such as structure, sidedness, appeals, and channels. The key takeaways are that source credibility, likability, and similarity to the audience can increase persuasiveness, as can clear conclusions, comparative ads, and managing fear responses. Multiple media channels and formats are reviewed along with how to reduce advertising clutter.
The communication process involves encoding a message by the sender and decoding it by the receiver. There are many potential barriers to effective communication, including differences in language, as well as noise that can interfere with the message. The communication process involves selecting a channel to deliver the message through, which may be personal like face-to-face interaction or non-personal like mass media. Receivers decode the message based on their own experiences and frame of reference. Feedback is also an important part of the communication process.
Chapter 3 of Principles of Advertising. Organizing for Advertising and Promotion: The Role of Ad Agencies and Other Marketing Communication Organizations. Belch and Belch
Amul, India's largest dairy cooperative, planned to launch camel milk in India by the end of 2015. Camel milk has been used for centuries in Middle Eastern cultures as a natural remedy for diabetes and is touted as a superfood. It contains more vitamins and nutrients than cow's milk. Amul was considering introducing camel milk exclusively for medical conditions like autism and diabetes or more broadly as a healthy option. However, India had not yet regulated camel milk consumption. Amul dominated the Indian dairy market but faced competition from companies like Mother Dairy, Britannia, and Nestle. The Indian dairy industry was growing with consumers switching to packaged, flavored, and nutrient-rich milk products.
This document summarizes information about Alpenliebe, a sugar candy brand owned by Perfetti Van Melle (India) Ltd. (PVMI) in the Indian market. It discusses how Alpenliebe became the largest selling sugar confectionery brand in India through strategic advertising and positioning. The document also provides context about the Indian sugar confectionery market, major competitors, and shifting dynamics in the early 2000s as new players entered.
Advertisement wars pappa john vs. pizza hutJawad Chaudhry
This document summarizes the legal battle between Pizza Hut and Papa John's over comparative advertising campaigns between 1997-2001. Papa John's launched ads claiming its ingredients and pizza were superior, leading Pizza Hut to sue for false advertising. A court initially ruled against Papa John's, but an appeals court found their slogans constituted puffery and were therefore permissible. The US Supreme Court declined to intervene, ending the two and a half year legal fight. Both chains continued disputing the implications of the ruling thereafter.
Social entertainment encompasses digital and social forms of entertainment media like social games, social music, and social television. Social games are multiplayer, goal-oriented activities played online that connect players. Alternate reality games (ARGs) are intensive social games that use multiple media to tell an interactive fictional story. Brands can market through social entertainment by advertising within games and other content, sponsoring games, or creating "advergames". Evaluating an ARG's effectiveness includes metrics like active players, traffic, and media impressions generated.
This document discusses social publishing and content optimization strategies for social media. It describes different types of content that can be published, such as blog posts, videos, and photos. It also discusses how to make content authentic and create an editorial calendar. The document then covers on-site and off-site optimization techniques for search engines and social media, such as optimizing titles, meta tags and URLs. It provides examples of writing titles to attract social shares and outlines factors to consider for social news campaigns.
Chapter 9 (social media for consumer insights)Jawad Chaudhry
This document discusses various methods that marketers can use to conduct research on social media, including both qualitative and quantitative approaches. It describes primary and secondary social media research methods such as observational research, ethnography, netnography, monitoring and tracking, sentiment analysis, and content analysis. The document also cautions that social media research faces challenges such as ensuring accuracy in analysis and avoiding errors and biases that can occur from nonresponse or inadequate sampling.
The document discusses key metrics for measuring social media performance, including reach, frequency, clickthroughs, and sales conversions. It emphasizes that numbers only become meaningful metrics when placed in context and compared to objectives. The document also outlines the DATA approach for social media measurement and optimization: define goals, assess costs and potential value, track actual results, and adjust strategies accordingly based on what is measured.
This document discusses social commerce and how it relates to e-commerce. Social commerce involves consumers interacting with others during online shopping experiences. Ratings, reviews, recommendations, and referrals provided by consumers can provide value to other consumers and retailers. Social media applications and tools can influence consumers as they progress through the decision-making process. Psychological factors like social proof, authority, and reciprocity also impact social shopping behavior. Best practices for retailers include enabling authentic consumer opinions and making it easy for them to be shared.
The document discusses social communities and social media marketing. It defines social networks and characteristics of social networking sites like audience specialization and social objects. It also discusses concepts like social networking activities, engagement, social fans, and how brands can utilize social media through social presence, earned media, and paid media. The key topics covered are the definitions of social networks and characteristics of social networking sites, how brands can engage with customers on social media, and different ways brands can leverage social communities through presence, media, and engagement.
The document discusses segmentation of social media consumers and behaviors on social media. It covers the bases used to group consumers, including geographic, demographic, psychographic, benefit, and behavioral segmentation. It also discusses how individuals build social identities online and the relevance of social identities to marketers. Finally, it summarizes some key segments of social media consumers identified in research, including social technographics segments and Pew Internet technology types.
Chapter 2 (social media marketing strategy)Jawad Chaudhry
The document discusses social media marketing planning and strategy. It begins by outlining where social media marketing planning fits within broader business and marketing plans. It then describes the typical stages of social media marketing maturity and lists the key steps in social media marketing planning, which include conducting a situation analysis, setting objectives, gathering audience insights, selecting social media channels, creating an experience strategy, establishing an activation plan, and measuring performance. The document provides details on each step and emphasizes the importance of developing a plan that tells a story, defines objectives and metrics, understands the marketplace, and establishes clear strategies. It also discusses considerations for social media policies and different organizational structures for managing social media marketing.
Social Media: Chapter 1 (horizontal revolution)Jawad Chaudhry
The document introduces key concepts in social media marketing. It defines social media as online communication and collaboration enabled by technology. It describes the major zones of social media like social communities, publishing, and entertainment. It explains how Web 2.0 added user participation, crowdsourcing and other features compared to Web 1.0. The document also outlines common marketing objectives for social media like increasing awareness and brand loyalty.
This document discusses secondary sources of brand knowledge, including ingredient branding, co-branding, licensing, celebrity endorsements, sponsoring events, and third-party endorsements. It provides guidelines for each secondary source. For ingredient branding, it notes that ingredients can reinforce differences or give commodities an advantage. For co-branding, both brands should have equal awareness and favorable, unique associations. Licensing guidelines warn against overexposure. Celebrity endorsements should provide a strategic fit but celebrities' actions can impact brands. Event sponsorships should create brand interactions and experiences in addition to promotions. Third parties like magazines can provide endorsements.
From Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptxBoston SEO Services
From Hope to Despair: The Top 10 Reasons Businesses Ditch SEO Tactics
Are you tired of seeing your business's online visibility plummet from hope to despair? When it comes to SEO tactics, many businesses find themselves grappling with challenges that lead them to abandon their strategies altogether. In a digital landscape that's constantly evolving, staying on top of SEO best practices is crucial to maintaining a competitive edge.
In this blog, we delve deep into the top 10 reasons why businesses ditch SEO tactics, uncovering the pain points that may resonate with you:
1. Algorithm Changes: The ever-changing algorithms can leave businesses feeling like they're chasing a moving target. Search engines like Google frequently update their algorithms to improve user experience and provide more relevant search results. However, these updates can significantly impact your website's visibility and ranking if you're not prepared.
2. Lack of Results: Investing time and resources without seeing tangible results can be disheartening. The absence of immediate results often leads businesses to lose faith in their SEO strategies. It's important to remember that SEO is a long-term game that requires patience and consistent effort.
3. Technical Challenges: From site speed issues to complex metadata implementation, technical hurdles can be daunting. Overcoming these challenges is crucial for SEO success, as technical issues can hinder your website's performance and user experience.
4. Keyword Competition: Fierce competition for top keywords can make it hard to rank effectively. Businesses often struggle to find the right balance between targeting high-traffic keywords and finding less competitive, niche keywords that can still drive significant traffic.
5. Lack of Understanding of SEO Basics: Many businesses dive into the complex world of SEO without fully grasping the fundamental principles. This lack of understanding can lead to several issues:
Keyword Awareness: Failing to recognize the importance of keyword research and targeting the right keywords in content.
On-Page Optimization: Ignorance regarding crucial on-page elements such as meta tags, headers, and content structure.
Technical SEO Best Practices: Overlooking essential aspects like site speed, mobile responsiveness, and crawlability.
Backlinks: Not understanding the value of high-quality backlinks from reputable sources.
Analytics: Failing to track and analyze data prevents businesses from optimizing their SEO efforts effectively.
6. Unrealistic Expectations and Timeframe: Entrepreneurs often fall prey to the allure of quick fixes and overnight success. Unrealistic expectations can overshadow the reality of the time and effort needed to see tangible results in the highly competitive digital landscape. SEO is a long-term strategy, and setting realistic goals is crucial for success.
#SEO #DigitalMarketing #BusinessGrowth #OnlineVisibility #SEOChallenges #BostonSEO
QuickBooks Sync Manager Repair Tool- What You Need to Knowmarkmargaret23
Occurrence of technical errors on QuickBooks is common but it can be resolved with the use of QuickBooks Sync Manager Tool . With the help of this too, users can sync the QuickBooks Desktop company file with the Intuit online server. It is compatible with versions QuickBooks Pro, Premier, or Enterprise. In case a user faces sync-related errors then they simply need this repair tool.
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.
janani Digital Marketer|Digital Marketing consultant|Marketing Promotion|Coim...janudm24
Myself Janani Digital marketing consultant located in coimbatore I offer all kinds of digital marketing services for your business requirements such as SEO SMO SMM SMO CAMPAIGNS content writing web design for all your business needs with affordable cost
Digital Marketing Services | Techvolt Software :
Digital Marketing is a latest method of Marketing techniques widely used across the Globe. Digital Marketing is an online marketing technique and methods used for all products and services through Search Engine and Social media advertisements. Previously the marketing techniques were used without using the internet via direct and indirect marketing strategies such as advertising through Telemarketing,Newspapers,Televisions,Posters etc.
List of Services offered in Digital Marketing |Techvolt Software :
Techvolt Software offers best Digital Marketing services for promoting your products and services through online platform on the below methods of Digital marketing
1. Search Engine Optimization (SEO)
2. Search Engine Marketing (SEM)
3. Social Media Optimization (SMO)
4. Social Media Marketing (SMM)
5. Campaigns
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3. Latest Technology development vs Business promotions
4. Creation of Social Branding
5. Promotion with less investment
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With Regards
Janani Digital Marketer
Coimbatore,Tamilnadu.
Conferences like DigiMarCon provide ample opportunities to improve our own marketing programs by learning from others. But just because everyone is jumping on board with the latest idea/tool/metric doesn’t mean it works – or does it? This session will examine the value of today’s hottest digital marketing topics – including AI, paid ads, and social metrics – and the truth about what these shiny objects might be distracting you from.
Key Takeaways:
- How NOT to shoot your digital program in the foot by using flashy but ineffective resources
- The best ways to think about AI in connection with digital marketing
- How to cut through self-serving marketing advice and engage in channels that truly grow your business
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.
This session will aim to comprehensively review the current state of artificial intelligence techniques for emotional recognition and their potential applications in optimizing digital advertising strategies. Key studies developing AI models for multimodal emotion recognition from videos, images, and neurophysiological signals were analyzed to build content for this session. The session delves deeper into the current challenges, opportunities to help realize the full benefits of emotion AI for personalized digital marketing.
The advent of AI offers marketers unprecedented opportunities to craft personalized and engaging customer experiences, evolving customer engagements from one-sided conversations to interactive dialogues. By leveraging AI, companies can now engage in meaningful dialogues with customers, gaining deep insights into their preferences and delivering customized solutions.
Susan will present case studies illustrating AI's application in enhancing customer interactions across diverse sectors. She'll cover a range of AI tools, including chatbots, voice assistants, predictive analytics, and conversational marketing, demonstrating how these technologies can be woven into marketing strategies to foster personalized customer connections.
Participants will learn about the advantages and hurdles of integrating AI in marketing initiatives, along with actionable advice on starting this transformation. They will understand how AI can automate mundane tasks, refine customer data analysis, and offer personalized experiences on a large scale.
Attendees will come away with an understanding of AI's potential to redefine marketing, equipped with the knowledge and tactics to leverage AI in staying competitive. The talk aims to motivate professionals to adopt AI in enhancing their CX, driving greater customer engagement, loyalty, and business success.
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.
Key Takeaways:
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.
Did you know that while 50% of content on the internet is in English, English only makes up 26% of the world’s spoken language? And yet 87% of customers won’t buy from an English only website.
Uncover the immense potential of communicating with customers in their own language and learn how translation holds the key to unlocking global growth. Join Smartling CEO, Bryan Murphy, as he reveals how translation software can streamline the translation process and seamlessly integrate into your martech stack for optimal efficiency. And that's not all – he’ll also share some inspiring success stories and practical tips that will turbocharge your multilingual marketing efforts!
Key takeaways:
1. The growth potential of reaching customers in their native language
2. Tips to streamline translation with software and integrations to your tech stack
3. Success stories from companies that have increased lead generation, doubled revenue, and more with translation
Dive deep into the cutting-edge strategies we're employing to revolutionize our web presence in the age of AI-driven search. As Gen Z reshapes the digital realm, discover how we can bridge the generational divide. Unlock the synergistic power of PPC, social media, and SEO, driving unparalleled revenues for our projects.
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...Demandbase
Delve into essential ABM ‘plays' that propel success while identifying and leaving behind tactics that no longer yield results. Led by ABM Experts, Jon Barcellos, Head of Solutions at Postal and Tom Keefe, Principal GTM Expert at Demandbase.
Are you struggling to differentiate yourself in a saturated market? Do you find it challenging to attract and retain buyers? Learn how to effectively communicate your expertise using a Free Book Funnel designed to address these challenges and attract premium clients. This session will explore how a well-crafted book can be your most effective marketing tool, enhancing your credibility while significantly increasing your leads and sales while decreasing overall lead cost. Unpacking practical steps to create a magnetic book funnel that not only draws in your ideal customers, but also keeps them engaged. Break through the noise in the marketing world and leave with a blueprint that will transform your sales strategy.
Breaking Silos To Break Bank: Shattering The Divide Between Search And SocialNavah Hopkins
At Mozcon 2024 I shared this deck on bridging the divide between search and social. We began by acknowledging that search-first marketers are used to different rules of engagement than social marketers. We also looked at how both channels treat creative, audiences, bidding/budgeting, and AI. We finished by going through how they can win together including UTM audits, harvesting comments from both to inform creative, and allowing for non-login forums to be part of your marketing strategy.
I themed this deck using Baldur's Gate 3 characters: Gale as Search and Astarion as Social
Yes, It's Your Fault Book Launch WebinarDemandbase
From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.
Tired of the perpetual tug-of-war between your sales and marketing teams? Come hear Demandbase Chief Marketing Officer, Kelly Hopping and Chief Sales Officer, John Eitel discuss key insights from their new book, “Yes, It’s Your Fault! From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.”
They’ll share their no-nonsense approach to bridging the sales and marketing divide to drive true collaboration — once and for all.
In this webinar, you’ll discover:
The underlying dynamics fueling sales and marketing misalignment
How to implement practical solutions without disrupting day-to-day operations
How to cultivate a culture of collaboration and unity for long-term success
How to align on metrics that matter
Why it’s essential to break down technology and data silos
How ABM can be a powerful unifier
2. 2
Apple Inc.
expertise in memory and processors. By 1982, IBM had increased its profitability and market share sub-
stantially, and Apple’s position was under attack. Apple responded two years later with the Macintosh,
which offered advanced capabilities with an intuitive graphical user interface (GUI), and which they
introduced via a dramatic television commercial during the third quarter of the 1984 Super Bowl.8
In
1985, Steve Jobs was forced out after a power struggle with CEO John Sculley, a professional manager
from Pepsi who was hired two years prior.9
Steve Jobs had to watch as the company he founded fell on
hard times. By 1996, Apple reported a mere $69 million in first-quarter revenue and massive layoffs of
30 percent of the company’s total work force of 13,400.10
Steve Jobs Returns
After his public firing from Apple, Steve Jobs pursued other interests (NeXT and Pixar). Apple’s pur-
chase of NeXT on December 20, 1996, for $429 million opened Steve’s return to Apple.11
Jobs became
CEO again in 1997 and took only a symbolic $1 salary. He later reminisced, “I didn’t see it then, but
it turned out that getting fired from Apple was the best thing that could have ever happened to me.
The heaviness of being successful was replaced by the lightness of being a beginner again. . . . It freed
me to enter one of the most creative periods of my life.”12
Apple largely survived based on a $150 mil-
lion investment from Microsoft in August 1997; the intent was to keep Apple and its operating system
viable to avoid monopoly antitrust concerns.13
However, it gave Steve Jobs needed time to have Apple
develop products that shaped future technology and to orchestrate one of the greatest corporate come-
backs in modern-day history.
Steve Jobs firmly believed that Apple could create major innovation breakthroughs that would
reshape future industries. Jobs’ attitude toward innovation as key to a successful strategy and competi-
tive advantage was revealed in an interview that UCLA professor Richard Rumelt conducted shortly
after Jobs returned to Apple in 1998:
I was interested in what Steve Jobs might say about the future of Apple. His survival strategy for Apple,
for all its skill and drama, was not going to propel Apple into the future. At that moment in time, Apple
had less than 4 percent of the personal-computer market. The de facto standard was Windows-Intel [later
“Wintel”] and there seemed to be no way for Apple to do more than just hang on to a tiny niche. I said,
“Steve, this turnaround at Apple has been impressive. But everything we know about the PC business says
that Apple cannot really push beyond a small niche position. The network effects are just too strong to
upset the Wintel standard. So what are you going to do in the longer term? What is your strategy?”
[Steve Jobs] did not attack my argument. He didn’t agree with it either. He just smiled and said, “I’m
going to wait for the next big thing.”14
(See Exhibits 2 and 3 product, geographic and financial performance).
Restructuring Apple
When Steve Jobs returned to Apple in 1997, he was ready and eager to shake things up. In a meet-
ing with Apple’s top executives, after hearing all their explanations as to why Apple was performing
poorly, Jobs infamously roared: “The products SUCK! There’s no SEX in them anymore!”15
Jobs swiftly
refocused the company that he had helped start and discontinued several products such as the Newton
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3. Apple Inc.
3
PDA, the LaserWriter printer line, and the Apple QuickTake camera—all now collector items for Apple
enthusiasts.
During this time of restructuring, Jobs outsourced manufacturing to Taiwan and scaled down the
distribution system by ending relationships with smaller outlets. With Jobs’ savvy insight for what con-
sumers wanted, he launched a new, revolutionary website to sell Apple products directly to customers
online. For the first time ever, he also opened Apple retail stores, tied to his build-to-order manufactur-
ing strategy. Although these moves seemed risky at the time, all of these operational improvements
helped to boost previously declining sales. For the first time in five years (since 1993), Apple once again
became profitable.
Jobs also realized the necessity of making Apple’s operating system more accessible for software
providers. He switched everything to the open-source, UNIX-based operating system, Mac OS X.
This proved to be a more stable operating environment and permitted the company to issue annual
upgrades in response to customer feedback. In 2005, Apple completed this transition by switching from
PowerPC to Intel processors, which meant that Apple computers could run not only the Mac OS X but
also any operating systems that used the x86 architecture. This marked the beginning of a truly open
era for Apple computers: They were now the most flexible, as well as the most attractive. As a result,
Apple’s stock price rose from $6 in 2003 to over $80 in 2006, surpassing even Dell’s market cap, the
then-number-one computer maker in the United States.16
Dell’s CEO, Michael Dell, was left retracting
the words he had very publicly spat nine years prior, “If I ran Apple, I would shut it down and give the
money back to shareholders.”17
Beyond changing the operating system, the most visible change Jobs instituted was leveraging
industrial design to produce more aesthetically pleasing computers. Jobs almost instantly revitalized
Apple’s image by pushing the limits of technology and design. He appointed Jonathan Ive, a British
designer, head of Apple’s in-house Industrial Design group (IDg). There have been several distinct
design themes in Jobs and Ive’s collaboration over the years: translucency, colors, minimalism, and
dark aluminum. Ive has been credited with being the chief designer of the iMac, the aluminum and
titanium PowerBook G4, the MacBook, unibody MacBook Pro, the iPod, iPhone, and iPad.18
Ive’s work
at Apple has won him a slew of awards and widespread recognition.
Jobs also started to brand Apple as a functionally appealing, hip alternative to other dull, clone-
like computers in the market. Known for his candor, Steve Jobs once accused Michael Dell of making
“un-innovative beige boxes.”19
Continuing in the same vein as the infamous 1984 television ad, Apple
launched its “Think Different” campaign in 1997. The aim of the campaign was to reflect the culture
of Apple, which comprised great people who think differently. The television advertisements featured
major artists, scientists, and politicians who were seen as independent thinkers, including Albert
Einstein, Martin Luther King, Jr., John Lennon, Thomas Edison, Amelia Earhart, Alfred Hitchcock,
Pablo Picasso, and Jerry Seinfeld. Similarly, Apple’s print advertisements had less to do with specific
products, and everything to do with company image. They simply featured a portrait of one of the
historic figures and a small Apple logo with the words “Think Different” in the bottom corner. In 2002,
Apple launched the “Switch” advertising campaign, which showed various celebrities and non-celeb-
rities talking about the reasons they switched from Windows computers to Apple computers. The “I’m
a Mac, I’m a PC” commercials in the last half of the decade, which featured young actor Justin Long as
a “Mac” and a middle-aged man (comic John Hodgman) in a suit as a “PC,” helped to fortify the image
of the Mac as young and hip and the PC as only suitable for business and not the creative needs of the
younger generation.
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4. 4
Apple Inc.
Apple’s Culture
As early as 1983, Steve Jobs coined the following motto at an offsite retreat: “It’s better to be a pirate
than join the navy.”20
Jobs’ Macintosh team had only 80 employees at the time, but already he sensed
that they were developing the group-think mentality that he detested. In response to “Captain” Jobs’
cry, programmers Steve Capps and Susan Kare painted a rainbow-colored Apple eye patch onto a
pirate flag and hung it above the Macintosh building. This iconic image became illustrative of Apple’s
unique corporate culture and also symbolic of Apple’s first inspired slogan in the late 1970s, “Byte into
an Apple.”
According to its website, working at Apple was “less of a job, more of a calling.”21
Apple looked for
employees who were on a mission to “change the world” and create “some of the best-loved technol-
ogy on the planet.”22
Apple promoted itself to prospective candidates as “a whole different thing” with
“corporate jobs without the corporate part.”23
Apple looked for people who were “smart, creative, up
for any challenge, and incredibly excited about what they do. In other words, Apple people. You know,
the kind of people you’d want to hang around with anyway.”24
From the start, Steve Jobs had been
more than instrumental in developing Apple’s envied corporate culture. Employees typically worked
60 to 70 hours a week, and no one complained.
Apple has been thought of as putting Silicon Valley on the map with its hard-working but relaxed,
casual atmosphere.25
This characterization would be an impossible contradiction in most other corpo-
rations in the United States, but not at Apple. When Jobs returned to Apple in 1997, he became famous
for his standard black turtleneck and jeans uniform, walking around the campus with, or sometimes
without, his sneakers. Jobs even went barefoot to a 1999 meeting to settle a patent dispute with execu-
tives from Microsoft.26
Jobs was the ultimate example of an “I’m-a-genius-and-I-don’t-care” attitude.
Apple employees embraced their hero and became convinced that, with confidence and creativity, they
too could become rich and leave a legacy—sans suit or shoes.
Apple’s rebel spirit not only attracted a long-lasting appreciation from loyal employees but also
created an almost cult-like following among customers who appreciated Apple’s propensity to think
differently. Millions of people wanted to be seen as unique individuals, and hence, millions of people
bought Apple products. The “Cult of Apple” was a group of rumored fanatical followers devoted to
all things Apple, but “while there are many customers who eat, think, and breathe Apple, members of
the Cult of Apple take their devotion one step further and believe in Apple.”27
The result was that Apple
had a conspicuous horde-like following walking down the streets of every major city in the world with
the signature white ear buds of Apple products attached to their heads. Apple products became so
trendy that other companies had to design their consumer electronics like Apple’s to have a hope of
selling. The loyalty of Apple customers has served the company well, and now it is not just the die-hard
fanatics who believe. Even people in the mainstream were becoming Apple converts.
Innovation at Apple under Steve Jobs: iPod/iPhone/iPad
The one competency that keptApple on the cutting edge, all the way from startup to survival and suc-
cess, has been innovation that others envy. “Innovation distinguishes between a leader and a follower,”
Jobs repeatedly said.28
Jobs believed that innovation is a process that can be cultivated and managed
within an organization. It begins with idea generation, then moves to idea adoption and development,
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5. Apple Inc.
5
and finally to idea implementation. All the while, the innovation process has been enabled by effective
leadership and a supportive organizational culture.
Apple’s top management was also critical in the effort to nurture an innovative organization because
employees needed to know that they would not be reprimanded for making risky choices when attempt-
ing a creative project. A high tolerance for failure and calculated risk-taking is necessary for employees
to feel comfortable bringing up new ideas in any organization.29
Apple’s work force appeared to have
embraced this attitude fully, as they proudly “[said] NO to 1,000 things.”30
Compared to its competitors, Apple spends less, but an increasing amount, on research and devel-
opment (R&D) with expenses of $6.0 billion, $4.5 billion, and $3.4 billion in 2014, 2013, and 2012 respec-
tively, which ranges between 2.2 to 3.3 percent of revenues (see Exhibit 4).31
Comparing the amount of
money spent at Apple with that of other technology giants shows how effectively Apple’s innovation
process works, making possible a significant return on R&D investment. In fact, Jobs was known to say:
“Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the
Mac, IBM was spending at least 100 times more on R&D. It’s not about money. It’s about the people you
have, how you’re led, and how much you ‘get it.’”32
(See Exhibit 5a for a historical timeline of Apple’s
product introductions and net income.)
THE iPOD
The big bang happened at Apple in October 2001 with the launch of the iPod, a portable digital
music player based on the MP3 music format. The sleek design and smart graphical user interface
bewitched consumers. The product was an instant hit, selling over 100 million units within six years.33
The profitability of the iPod was phenomenal, with margins estimated as high as 47.4 percent before
freight, marketing, and other costs.34
In April 2003, Apple provided iTunes as a complement for the iPod. iTunes was the first online store
from which customers could buy songs individually at 99 cents each, rather than purchasing entire
albums for upward of $15 to $20 or downloading songs illegally. Within three days of launch, iTunes
users had downloaded one million songs. By June 2008, iTunes had exceeded five billion downloads.35
On February 25, 2010, which was coincidentally Steve Jobs’ 55th birthday, Apple achieved the great
milestone of 10 billion iTunes downloaded. Apple had seemingly effortlessly established itself as the
newest icon of the digital age, revolutionizing the music industry and holding fast to its leadership
position in the technology race.
In keeping with its iconoclastic reputation, Apple promoted its iPod as a stylish alternative to
archetypal music technology products with the new “iPod People” campaign. Ads featured several
silhouetted people with white headphones in their ears dancing against a colorful background. Apple
advertising had always been creative by design, but its “iPod People” promotion brought in an unmis-
takable “coolness-factor” as the essence of the product. That desired attribute was directly transferred
to the customer upon purchase.
THE iPHONE
In June 2007, Apple launched the iPhone, and soon Apple’s share price passed the $100 mark.36
The
iPhone was a multifunction smartphone that provided the customer with a unique touch-based inter-
face and a revolutionary operating system delivering a computer-based experience. According to Jobs,
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6. 6
Apple Inc.
the iPhone was “the Internet in your pocket.”37
Apple partnered with AT&T to bring this device to the
market and make it affordable for consumers. AT&T was happy to subsidize the phones, as long as it
could ride the Apple wave of “coolness” and innovation.
One year later, Apple launched the iPhone 3G, which was advertised as twice as fast at half the
price. The iPhone 3G supported all Microsoft document formats and had full support for a Microsoft
Exchange server. Apple sold a record six million 3G iPhones in the first year, giving birth to a whole
new generation of smartphones. In the summer of 2010, Apple released the iPhone 4 with two built-in
cameras and higher resolutions. In that same year, Apple had captured 17.4 percent of the smartphone
market, with 82 percent sales growth since 2008. It had taken only two years for Apple to jump to sec-
ond place behind Nokia, with 32.7 percent market share. The iPhone 4S, an update to the iPhone 4 with
a voice assistant known as “Siri,” was released in October of 2011. The iPhone 5, which had a larger
screen and was the first 4G iPhone, was released in September of 2012. The iPhone 6 represented more
of an update and included the iPhone 6 Plus to better compete with larger phones from Samsung. The
larger size enables better battery life, and it comes with a better camera. However, combined with the
thin size the larger area has raised problems with the iPhone 6 bending.38
As of early 2015, only 15 per-
cent of customers have updated to the iPhone 6 providing room for additional sales.39
THE iPAD
On January 25, 2010, Jobs took his biggest gamble yet with the announcement of the iPad, a multime-
dia, tablet-style computer designed to take the place of a pencil and pad of paper.40
(See Exhibit 5a for
a historical timeline of Apple’s product introductions and net income.) The iPad ranks among the most
successful product launches ever, taking it only 28 days (compared to 74 for the iPhone 3) to sell more
than 1 million units.41
The idea of a keyboard-free, touchscreen portable computer tablet had been
around for more than two decades. Apple had even launched its own Newton MessagePad in 1993,
which became known less for its pioneering features and more for being ridiculed in “Doonesbury”
for the software’s problem in recognizing handwriting.42
At half-an-inch thick, weighing 1.5 pounds,
with a 9.7-inch “gorgeous, super-high quality display” and that was “multi-touch, super-responsive,
and super-precise,” Apple had come a long way since the Newton.43
The iPad offers Wi-Fi wireless
connectivity—enabling access to e-mail, photos, video, music, games, and e-books, as well as browsing
the web. Additionally, the iPad incorporates features like a calendar, photo manager, spreadsheets, and
presentations to take on a more multimedia look.44
There was concern the iPad would cannibalize sales of other Apple products, but Jobs believed there
was room for a third category between the laptop and smartphone, but acknowledged that “it must do
things far better than both existing devices.” Jobs argued that if the iPad could not do some tasks better
than laptops or smartphones, it was unnecessary.45
Unlike the iPhone, the initial iPad lacked a built-in
camera for taking photos. While Jobs hailed the iPad as “a dream to type on,” for many it was not as
easy as a typical keyboard with tactile keys to feel. This caused many customers to express disappoint-
ment with the iPad as doing less than the iPhone, but on a bigger screen.46
,47
In March 2011, Steve Jobs,
in typical showman fashion, unveiled the iPad2, a thinner and sleeker but higher-performing version
of the original iPad. The iPad2 also contained two cameras to facilitate online video chat.48
With the introduction of the iPad, Apple increasingly became a mobile-devices company, competing
against Sony, Samsung, and Nokia.49
At the same time, Apple faced direct competition from other com-
puter manufacturers, who were quick to jump on the iPad bandwagon, hoping to undercut Apple’s
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7. Apple Inc.
7
price to gain market share. For example, Hewlett-Packard announced its own keyboardless computer
called the “Slate,” and Dell, Acer, and Sony were all refining their own versions of the tablet. In addi-
tion, the iPad has faced increased competition from the new mini-laptops or “netbooks.” By the time
the iPad turned five in 2015, competing products in the form of tablets and larger phones led to the first
annual decline in tablet sales and iPad sales fell almost 18 percent.50
(Exhibit 5b shows Apple’s product
sales by category, 2006–2014).
Tim Cook, Apple’s New CEO
After going on his second medical leave in two years following a liver transplant in 2009, Steve Jobs
put Tim Cook in charge.51
Tim Cook was appointed CEO on August 24, 2011. A few weeks later, on
October 5, 2011, Steve Jobs lost his battle with cancer.
Tim Cook, who had an MBA from Duke University and a BS in Industrial Engineering from Auburn
University, had been Apple’s Chief Operating Officer (COO) since 2007. He directed the outsourcing
for most of Apple’s production in a business where obsolescence can decrease the value of unsold
goods by 2 percent a week.52
While Tim Cook’s leadership style clearly differs from that of Steve Jobs,
Cook’s attempt to balance things out reflects a keen awareness of Jobs’ impact on Apple. To keep a bal-
ance of the two styles of leadership, Cook kept Jobs’ office exactly how he left it, but also enacted initia-
tives to signal that someone different was in charge. Tim Cook’s first initiative was something Steve
opposed: matching Apple employee charitable donations up to $10,000 a year.53
Cook also announced
that the company would begin paying a dividend in 2012.
Maintaining Apple’s success without Steve Jobs was alone a singular challenge, but so was main-
taining innovation. In 2011 Apple’s most noticeable product changes involved color—popular prod-
ucts were now being offered in white. In 2012, Apple released the iPhone 5, which was thinner than
previous iPhones and had a larger screen. The new iPhone smashed pre-order records, but the release
was marred by the replacement of Google maps with Apple software, leading to the firing of Scott
Forstall, the head of mobile software. Forstall had clashed with other executives, and Steve Jobs was
not there to mediate.54
Tim Cook continues to face the challenges of maintaining a management team
and continuing to release innovative products. These challenges are reflected in the fact that Tesla,
which promises to maintain a culture like what Steve Jobs had created, has attracted more than 150
former Apple employees.55
iNext?
An area where the loss of Steve Jobs is still keenly felt is product innovation. Since 2010, with the
debut of the iPad, Apple has not introduced a new flagship product. Introducing new products to
maintain continued revenue growth and profitability is an evident concern for Tim Cook. He appears
to be trying to leverage Apple’s flagship product the iPhone, as well as developing new products.
Following are brief descriptions of Apple’s current efforts.
BEATS HEADPHONES
In 2014, Apple acquired Beats Electronics for $3 billion and will maintain it as a separate brand.56
Beats was co-founded by rapper Dr. Dre and its headphones and speakers emphasize bass or hearing
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8. 8
Apple Inc.
music as artists do. Prior to its acquisition, Beats Electronics had over $1 billion in sales. Beats head-
phones and portable speakers serve as complements to iPhones and iPods by delivering a superior
sound for music.
APPLE WATCH
In early 2015, Apple announced that it would begin selling the Apple Watch starting in April.
Originally envisioned as a health-monitoring device, many of those functions did not make it in the
initial product and it is unclear what consumer need the Apple Watch will fill.57
The Apple Watch costs
$350 dollars for the entry model, and it only works with an iPhone. The watch’s most obvious func-
tion is enabling a more discrete method of checking who is calling or texting a person.58
The Apple
smartwatch is positioned to be a luxury fashion accessory, with the 18-carat gold version version priced
around $17,000.59
APPLE PAY
Apple’s approach to mobile payment is called Apple Pay. While currently a small part of Apple’s
revenues, Apple Pay accounts for two-thirds of rapidly growing mobile payments.60
The number of
companies accepting payments is limited to the United States. However, even though Apply Pay was
accepted by only 15 companies in 2014, it is projected to grow to 53 by 2015.61
Still, Apple Pay continues
to depend on consumers conjointly using their iPhone 6 or iPhone 5 with Apple Watch.APPLE TVIn
March 2007, Steve Jobs introduced the first-generation Apple TV to the world, having referred to it
more as a “hobby” than a mainstream product. The first-generation model was a box that connected
to a user’s television set. It allowed the user to sync and then play his or her downloaded content from
the iTunes Store. The content could be rewound or fast-forwarded, making the Apple TV the equivalent
of the modern-day satellite or cable DVR.The 2012 generation of the Apple TV provided users with
more flexibility to view content from their iPhone, iPad, or iPod. Additionally, users can watch mov-
ies, play music, show off their videos and photos, and even mirror what’s on their device’s screen to
enjoy games, web pages, and more. Ultimately, Apple TV allows users to access all of the benefits of
their complementary Apple products from their living rooms. The latest generation model retails for
$99. However, the complexity of dealing and integrating with established broadcast cable providers
and hardware design and supply issues have held back Apple TV. Even with these holdups, Apple
continues to have an “intense interest” in television, and the company continues to test high-definition
TVs and possible partnerships with cable companies. There are consistent rumors about an Apple-
branded television (iTV), but the anticipated timelines continue to shift without an official product.
The biggest hint about an Apple TV came from the 2011 biography on Steve Jobs that indicated Apple
solved the television interface concept for a dedicated Apple television set. In 2013, Apple’s acquisition
of PrimeSense, the company behind the technology of Microsoft’s Kinect motion-control sensor for its
Xbox, implied it wanted to change how people interacted with televisions.62
APPLE CAR
Apple’s latest rumored project is an electric car under the code name “Titan” that resembles a mini-
van.63
Electric vehicles are costly to build and Apple’s efforts lag behind those of another Silicon Valley
firm, Tesla. The cost and performance of batteries for electric vehicles and the lack of an established
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9. Apple Inc.
9
standard limit the acceptance of electric cars; in 2014, Nissan’s Leaf led the market with just 40,000
cars sold.64
Further, the automobile industry has higher rivalry that relates to lower industry profit-
ability. Ford and Nissan understand the automobile industry well and have opened research labs in
Silicon Valley.65
It is also worth noting that several companies are developing driverless cars, including
Google, which revealed a prototype in 2014.66
However, government regulations, questions of liability
for crashes, and questions of customer acceptance sow progress on automated cars.
Current Competitors
Apple’s exceptional performance, brand loyalty, and innovation capabilities would make any CEO
envious. Also, as the industry continues to evolve, the lines between hardware, software, and search
engines have blurred as each company vies for market share and dominance. The following companies
pose the biggest threat to Apple and consistently seek opportunities to take market share away from
the industry giant. (See Exhibit 6 comparing Apple’s monthly stock performance versus selected com-
petitors between January 2010 and January 2015.)
AMAZON.COM
Founded in 1994 by Jeffrey Bezos as an online book retailer, Amazon’s sales grew from $20,000 in
1995 to over $74 billion in 2013.67
After the company went public in 1997, it rapidly diversified into
multiple product areas, undercutting existing specialty and brick-and-mortar retailers in price.68
In
1998, Amazon launched its online music and video store and began to sell toys as well as consumer
electronics; it added clothing in 2002. More recently, Amazon has engaged in a series of acquisitions to
further expand the breadth of products offered. The firm acquired the number one online shoe retailer,
Zappos, for $890 million in 2009. In 2010, Amazon added both Woot, a social shopping e-commerce
site, and Quidsi, the owner of Diapers.com and Soap.com, to its portfolio. By 2012, Amazon employed
51,300 people all over the world and had climbed to number 56 in the Fortune 500.69
The Kindle Fire tablet product line is seen as a direct competitor to the iPad. In January 2013, the
Kindle Fire accounted for 7.78 percent of web traffic from tablet computers in North America compared
to the iPad’s 81 percent.70
The Kindle Fire runs Google’s Android operating system and the Kindle
Fire HD was announced in September 2012 and comes in two different sizes: 7 inches and 8.9 inches.
However, Amazon’s share of the tablet market remains low with a 2.3 percent market share and an
annual decline of almost 70 percent between 2013 and 2014.71
Separately, Amazon’s Fire Phone that
launched in 2014 was not a success.
Apple’s iBookstore competes with Amazon’s Kindle, and Apple set the maximum e-book price at
the cost of printing the book, so publishers were able to charge anywhere from $12.99 to $14.99 for most
titles. Apple retained 30 percent of the sale price and returned the remaining 70 percent to the publish-
ers. The aspect that appealed to publishers was that they were able to determine the prices of e-content,
and this gave them leverage to negotiate higher prices for their content with Amazon. It was even pos-
sible that publishers would withhold titles from Amazon if they did not agree to raise their prices. As
a result, the competition between Apple and Amazon “is as intense a situation as the industry has ever
had. . . . It’s a huge chess match.”72
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10. 10
Apple Inc.
GOOGLE
In 1998, 24-year-old Sergey Brin and 25-year-old Larry Page founded Google. They met as gradu-
ate students in the computer science department at Stanford University where they began working
together on a web crawler, with the goal of improving online searches. What they developed was the
PageRank algorithm, which returns the most relevant web pages more or less instantaneously and
ranks them by how often they are referenced on other important web pages. A clear improvement over
early search engines such as AltaVista, Overture, and Yahoo, all of which were indexed by keywords,
the PageRank algorithm is able to consider 500 million variables and three billion terms. What started
as a homework assignment launched the two into an entrepreneurial venture when they set up shop in
a garage in Menlo Park, California.
Today, Google is the world’s leading online search and advertising company, with some 70 percent
market share of an industry estimated to be worth more than $25 billion a year, and growing quickly.
Google’s current operating system, Android, is used exclusively by Samsung Electronics, a Korean
electronics maker, in all of its smartphone devices. As an alternative to the iPhone, Android phones
created by Samsung, HTC, and others have rapidly stolen market share from Apple and BlackBerry.
Samsung especially has been able to create phones running Android that are viable alternatives to the
iPhone. In a move into the hardware space, Google acquired Motorola Mobility in 2011 and plans to
release its own phones and tablets running Android. Google would have more control over the hard-
ware and ideally be able to optimize the hardware for future Android features. By controlling the soft-
ware on mobile devices, Google plans to also control the ads shown to users, thus extending its hold on
the digital ads market, its main source of revenue. Android’s market share in smartphones worldwide
has grown from over 50 percent in 2011 to over 84 percent in 2014.73
Google is also moving into mobile
payments with Wallet; however, Google has less control over how its operating system is used and
retailers have been slow to adopt the system.74
Google’s Chromebook is a line of laptop computers running Google’s Chrome operating system.
The Chrome OS is designed to provide the user with the minimal amount of hardware and installed
applications needed. The user runs applications from the cloud and uses Google’s Chrome browser to
access these applications. Several manufacturers such as Samsung, Acer, and HP are partnering with
Google to create Chromebooks.
Google is also looking to develop more web-connected services for people’s homes, powered by
the Android operating system. In addition, Google is trying to enter the high-speed Internet market
so it can deliver its products to customers without having to worry about poor connection speeds or
being blocked by competitors. In 2012, it began wiring homes in Kansas City, both the Missouri and
Kansas sides, with plans to expand to other locations around the United States in 2013.75
Google is also
attempting to hold off both Facebook and Amazon by enabling retailers to reach consumers through
its search engine exclusively.
MICROSOFT
The partnership that Paul Allen and Bill Gates formed in 1975 started out small, but Gates had a
vision to one day put a computer in everyone’s home. During the next several decades, their company,
Microsoft, revolutionized the way people worked and played on their computers, as Microsoft domi-
nated the technology market with its Windows operating system in the 1990s and early 2000s.76
The
explosion of mobile devices led by Apple has Microsoft playing catch-up.
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11. Apple Inc.
11
To compete with the iPad, Microsoft released its Surface tablet in October of 2012 with a large cam-
paign focused on comparing it to the iPad. The Surface has an attachable keyboard/cover, a USB port,
and runs the Windows 8 operating system. Furthering Microsoft’s presence in the smartphone market
was Apple’s acquisition of Nokia devices and services in 2014 for more than $7 billion. This acquisition
returned Nokia’s CEO Stephen Elop to Microsoft as an executive vice president of the Microsoft Devices
Group—the same group responsible for Lumia smartphones and tablets, Nokia mobile phones, Xbox
hardware, Surface, and other products.77
Like Apple, Microsoft has opened its own stores to sell Microsoft and third-party products that
run Microsoft’s software. The company is also working on an update to its Windows operating sys-
tem—causing it to skip from the number 9 to the number 10 version in an attempt to emphasize the
significance of the upgrade. Microsoft plans to use Windows 10 across all its products (computers,
tablets, phones, and Xbox).78
It has also announced plans to offer free customer upgrades to Windows
10, which can boost their operating systems market share; this move suggests a shift in its business
model—one that may rely more on annual subscriptions for upgrades.79
SAMSUNG
On March 1, 1938, Byung-Chull Lee started Samsung, which means three stars in Korean, as a small
export business focusing primarily on fish, vegetables, and fruit. Within a little over 10 years, Samsung
would have its own manufacturing and sales operations. Today, the technology giant sells products
around the globe and is instantly recognized for its innovative, consumer-driven products.80
By 2012,
Samsung Electronics had become the global smartphone market leader, due mostly to its extremely
successful Galaxy S device and subsequent versions, which run on Google’s Android operating system.
The phone is comparable in both design and technical features to the iPhone and poses the biggest
competitive threat to Apple. It is estimated that Samsung holds roughly 24 percent of the smartphone
market, down from 32 percent in 2013, while Apple’s global market share has fallen to approximately
12 percent in 2014.81
Together, Samsung hardware and Google software have combined to provide a product comparable
in quality and experience to the iPhone. Competition between Apple and Samsung is extending into
mobile payments by offering LoopPay that works with over 10,000 banks.82
One of the main drivers of
Samsung’s rise has been its two-pronged pricing structure. Its premium products are priced similarly
to Apple’s in the United States, but the company also heavily discounts the prices of some phones,
sometimes to less than a quarter of the suggested retail price. Additionally, Samsung manufactures
all of its own smartphones, including the components, which gives it a distinct cost advantage over
its closest competitors. Even Apple uses Samsung to manufacture a portion of its iPhone product line.
For the low-end and emerging smartphone markets, Samsung also provides a competitive lower cost.
The intense competition between Apple and Samsung has led to many legal battles, mostly over pat-
ent infringement. In August 2012, a U.S. federal court ruled in favor of Apple in one such case, award-
ing it more than $1 billion in damages (later reduced to some $500 million). Separate infringement cases
are pending in various other countries around the world pertaining to the design and technology of
both companies’ devices.
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12. 12
Apple Inc.
Challenges Ahead
Despite Apple’s incredible performance over the last few years, Tim Cook knows all too well that
Apple faces significant challenges. Perhaps Apple’s greatest challenge involves investors and consum-
ers having big expectations. Despite Tim Cook dismissing the “law of big numbers,” it remains to be
seen from where the continued growth will come. In Apple’s record-breaking quarter at the end of
2014, the popular iPhone accounted for two-thirds of its $74.6 billion in revenue.83
This largely came
from success in selling iPhones in China; however, new sales to customers there and in established
markets will require convincing people with smartphones to replace them or buy products to comple-
ment them. For example, the Apple Watch represents an accessory to a device that performs existing
functions well, and it is unclear why consumers will need or want the device.84
Again we ask, from where will expected growth come? Will it involve a combination of products
or something entirely new, or new markets? In addition to success in China, Apple could pursue sales
in other emerging economies, such as India or Brazil. How should Apple compete in these markets?
Apple also needs to potentially be concerned about Chinese government policies that may impact it.
Any setback in China would hurt Apple. Moreover, Apple’s success has invited competition that is con-
stantly looking at new ways to take market share away from the company. How should Cook respond
to competitive pressure? Further, Apple’s success has brought the attention of activist investors that
want its $178 billion in cash returned as dividends or used to buy back shares.85
Tim Cook has some enormous strategic decisions to make in the short term, and he needs to decide
where and how Apple should compete in the long term. Given the blurring industry boundaries that
allow capable competitors to put pressure on Apple, Cook needs to carefully plan the company’s next
moves if he wants to sustain Apple’s competitive advantage and growth. As his MacBook Pro boots up,
Cook pops open a can of Diet Mountain Dew and begins to jot down some of his thoughts.
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13. Apple Inc.
13
EXHIBIT 1a Apple’s Market Cap in Billion $
EXHIBIT 1b Apple’s Stock Price vs. NASDAQ 100 Index (August 24, 2011 to February 10, 2015)
Source: Author’s depiction of publicly available data using YCHARTS, http://ycharts.com/.
Source: Author’s depiction of publicly available data using YCHARTS, http://ycharts.com/.
710.74B
725.00B
675.00B
625.00B
575.00B
525.00B
475.00B
425.00B
375.00B
325.00B
Jan 2012 July 2012 Jan 2013 July 2013 Jan 2014 July 2014 Jan 2015
AAPL Market Cap
August 24, 2011 (Tim Cook’s first day as CEO) to February 10, 2015 (Apple as the first company
to reach market cap of greater than $700 billion)
4281.16
115.00
105.00
95.00
85.00
75.00
65.00
55.00
Jan ‘12 July ’12 Jan ‘13 July ’13 Jan ‘14 July ’14 Jan ‘15
4031.25
3718.75
3406.25
3093.75
2781.25
2468.75
2156.25
122.02
AAPL Price
NASDAZ 100 Level
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14. 14
Apple Inc.
EXHIBIT 2A Apple’s Regional Sales, 2010–2014 (in $ millions)
Source: Apple Annual Reports 2010–2014.
a Includes iMac, Mac mini, and Mac Pro product lines (2008–2010 numbers also include Power Mac and Xserve product lines).
b Includes MacBook, iBook, MacBook Air, MacBook Pro, and PowerBook product lines.
c Includes sales from iTunes Store, App Store, and iBookstore, as well as sales of iPod services and Apple-branded and third-party iPod accessories.
d Includes revenue recognized from iPhone sales, carrier agreements, services, and Apple-branded and third-party iPhone accessories.
e Includes revenue recognized from iPad sales, services, and Apple-branded and third-party iPad accessories.
f Includes sales of displays, wireless connectivity and networking solutions, and other hardware accessories.
g Includes sales of Apple-branded operating system and application software, third-party software, and Mac and Internet services.
Source: Apple Annual Reports 2010–2014.
Net Sales by Operating Segment 2010 2011 2012 2013 2014
American net sales 24,498 38,315 57,512 62,739 65,232
European net sales 18,692 27,778 36,323 37,883 40,929
Japanese net sales 3,981 5,437 10,571 13,462 14,982
Asia-Pacific net sales 8,256 22,592 33,274 36,598 39,190
Retail net sales 9,798 14,127 18,828 20,228 21,462
Total net sales 65,225 108,249 156,508 170,910 181,795
EXHIBIT 2B Net Sales by Product, 2010–2014 (in $ millions)
Net Sales by Product 2010 2011 2012 2013 2014
Desktopsa
6,201 6,439 6,040
Portablesb
11,278 15,344 17,181
Total Mac net sales 17,479 21,783 23,221 21,483 24,079
iPod 8,274 7,453 5,615 4,411 2,286
Other music-related products and
servicesc
4,948 6,314 8,534 16,051 18,063
iPhone and servicesd
25,179 47,057 80,477 91,279 101,991
iPad and related productse
4,958 20,358 32,424 31,980 30,283
Peripherals and hardwaref 1,814 2,330 2,778
Software and service salesg
2,573 2,954 3,459 5,706 6,093
Total net sales 65,225 108,249 156,508 170,910 182,795
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15. Apple Inc.
15
EXHIBIT 2C Unit Sales by Product, 2010–2014 (in millions, except sales-per-unit-sold data)
Unit Sales by Product 2010 2011 2012 2013 2014
Desktopsa
4,627 4,669 4,656
Portablesb
9,035 12,066 13,502
Total Mac unit sales 13,662 16,735 18,158 16,341 18,906
Net sales per Mac unit soldc
$1,279 $1,301 $1,278 $1,315 $1,274
iPod units sold 50,312 46,620 35,165 26,379 14,377
Net sales per iPod unit soldc
$164 $174 $159 $167 $159
iPad units sold 7,458 32,394 58,310 71,033 67,977
Net sales per iPad unit sold $665 $628 $590 $450 $445
iPhone units sold 39,989 72,293 125,046 150,257 169,219
a Includes iMac, Mac mini, and Mac Pro product lines (2008–2010 numbers also include Power Mac and Xserve product lines).
b Includes MacBook, iBook, MacBook Air, MacBook Pro, and PowerBook product lines.
c Derived by dividing total product-related net sales by total product-related unit sales.
Source: Apple Annual Reports 2010–2014.
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16. 16
Apple Inc.
Source: Compustat and/or Apple Annual Reports 2010–2014.
EXHIBIT 3 Apple Financial Data, 2010–2014 (in $ millions, except EPS data)
Fiscal Year 2010 2011 2012 2013 2014
Cash and short-term investments 25,620 25,952 29,129 40,546 25,077
Receivables (total) 9,924 11,717 18,692 20,641 27,219
Inventories (total) 1,051 776 791 1,764 2,111
Property, plant, and equipment-total (net) 4,768 7,777 15,452 16,597 20,624
Depreciation, depletion, and amortization (accumulated) 2,466 3,991 6,435 11,922 18,391
Assets (total) 75,183 116,371 176,064 207,000 231,839
Accounts payable (trade) 12,015 14,632 21,175 22,367 30,196
Long-term debt 0 0 0 16,960 28,987
Liabilities (total) 27,392 39,756 57,854 83,451 102,292
Stockholders’ equity (total) 47,791 76,615 118,210 123,549 111,547
Sales (net) 65,225 108,249 156,508 170,910 182,795
Cost of goods sold 38,609 62,609 84,641 99,849 104,312
Selling, general, and administrative exp. 7,299 10,028 13,421 15,305 18,304
Income taxes 4,527 8,283 14,030 13,118 13,973
Income before extraordinary items 14,013 25,922 41,733 37,037 39,510
Net income (loss) 14,013 25,922 41,733 37,037 39,510
Earnings per share (basic) excluding extraordinary items 15.41 28.05 44.64 40.03 6.49
Earnings per share (diluted) excluding extraordinary items 15.15 27.68 44.15 39.75 6.45
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17. Apple Inc.
17
EXHIBIT 4 R&D Spending at Selected Tech Companies (in millions)
Company
R&D most recent four
Quarters Selected % of Revenue
Microsoft $11,381 13.1
Intel $11,537 20.6
IBM $5,437 5.85
Google $9,832 14.9
Amazon $9,275 10.4
Apple $6,000 3.28
Earnings per share (diluted) excluding extraordinary items 15.15 27.68
Source: Google Finance, Company Annual reports
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18. 18
Apple Inc.
EXHIBIT 5a Apple’s Net Income ($ millions) and Key Events over Time, 1978-2014
Source: Depiction of publicly available data.
45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
-5,000
1978 1982 1986 1990 1994 1998 2002 2006 2010 2014
Apple II
Apple
Macintosh LaserWriter
Steve Jobs
returns,
Powerbook G3
iPod
iMac
iTunes
Intel-based Macs
iPhone 1st
generation
iPhone 3G
iPhone 3GS, iPad
iPhone 4S
iPad Mini,
iPhone 5
iPhone 5S
iPhone 6, 6+
Tim Cook
appointed
CEO 8/24/11
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19. Apple Inc.
19
EXHIBIT 5b Apple’s Product Sales by Category, 2006-2014
Source: Author’s depiction of publicly available data from Statista.com.
90
80
70
60
50
40
30
20
10
0
iPadiPhoneiPod
2006 2007 2008 2009 2010 2011 2012 2013 2014
01 02 03 04 01 02 03 04 01 02 03 04 01 02 03 04 01 02 03 04 01 02 03 04 01 02 03 04 01 02 03 04 01 02 03 04
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20. 20
Apple Inc.
Exhibit 6 Comparison of Selected Apple Competitors Stock Prices, January 2010–January 2015
700
600
500
400
300
200
100
0
Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015
Google
Microsoft
Apple
Samsung
Amazon
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21. Apple Inc.
21
Endnotes
1 Wakabayashi, D. (2015), “Apple: $710 billion and counting,” The Wall Street Journal, February 11.
2 Wakabayashi, D. (2015), “Staggering’ iPhone demand helps lift Apples’ quarterly profit by 38%,” The Wall Street
Journal, January 27.
3 Wakabayashi, D. (2015), “Apple: $710 billion and counting,” The Wall Street Journal, February 11.
4 The NASDAQ-100 is a stock market index of the 100 largest non-financial companies listed on the NASDAQ.
It includes many of the best-known tech companies such as Amazon, Baidu, Google, Intel, Microsoft, Netflix,
among others. Apple is also included in the NASDAQ.
5 “New mobile phone signals Apple’s ambition,” The New York Times, January 9, 2007.
6 Jobs, S., Crunchbase, http://www.crunchbase.com/person/steve-jobs.
7 Wakabayashi, D. (2015), “Apple: $710 billion and counting,” The Wall Street Journal, February 11.
8 “DoubleTwist remakes Apple’s classic 1984 ad with a new dictator: Steve Jobs,” TechCrunch, September 29,
2009.
9 Sculley, J., and J. A. Byrne (1987), Odyssey: Pepsi to Apple (New York: Harper & Row).
10 “Apple to trim jobs and its product line,” The New York Times, March 15, 1997.
11 “Apple Computer Inc. agrees to acquire NeXT Software Inc.,” Apple Inc., December 20, 1996.
12 Ibid.
13 Farzad, R. (2013), “Microsoft’s Apple investment: The worst deal of them all?” BloombergBusinessweek,
December 9.
14 Rumelt, R. P. (2011), Good Strategy. Bad Strategy. The Difference and Why It Matters (New York, NY: Crown
Business), p. 14.
15 “Steve Jobs’ Magic Kingdom,” BusinessWeek, February 2006.
16 “Dell: Apple should close shop,” CNET News, October 6, 1997.
17 Ibid.
18 “Jonathan Ive and Apple win again,” BusinessWeek, June 7, 2007.
19 “Look forward in anger,” The Economist, March 18, 2010.
20 Hertzfeld, A. (1983), “Pirate flag,” Folklore, August, http://www.folklore.org/StoryView.py?story _ Pirate_
Flag.txt.
21 “Jobs at Apple,” http://www.apple.com/jobs/us/.
22 Ibid.
23 Ibid.
24 Ibid.
25 “Growth by effort: The best company,” The Wise Nutrition, December 2008.
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22. 22
Apple Inc.
26 “Apple and Microsoft: Jobs barefoot under a tree,” Computergram International, January 26, 1999.
27 “Cult of Apple,” Uncyclopedia, http://uncyclopedia.wikia.com/wiki/Cult_of_Apple.
28 Jobs, S., Crunchbase, http://www.crunchbase.com/person/steve-jobs.
29 Hill, C.W.L., and F. T. Rothaermel (2003), “The performance of incumbent firms in the face of radical techno-
logical innovation,” Academy of Management Review 28 (2): 257–274.
30 “The seed of Apple’s innovation,” BusinessWeek, October 12, 2004.
31 Apple 2014 10-K.
32 “The second coming of Apple through a magical fusion of man—Steve Jobs—and company, Apple is becom-
ing itself again: The little anticompany that could,” Fortune, November 9, 1998.
33 “Apple enjoys ongoing iPod demand,” BBC News, January 18, 2006.
34 “iPod tear-down suggests high Apple margins,” Apple Insider, September 15, 2006.
35 “iTunes store tops five billion songs,” Apple Inc., June 19, 2008.
36 “AAPL surges past $100, target at $140,” MacNN, April 26, 2007.
37 “Apple’s Jobs: Mobile Internet is terrible; iPhone delivers the real Internet,” Information Week, May 31, 2007.
38 A failed $700 million investment with GT Advanced Technology to make sapphire crystals to be used in
iPhone screens likely contributed to this problem.
39 Hough, J. (2015), Apple shares could return 25% in a year, Barron’s, Febraury 23, p. 20.
40 “Apple takes big gamble on new iPad,” The Wall Street Journal, January 25, 2010.
41 Gelles, D. (2010), Apple shifts 1m iPads within first month, Financial Times: 4 May, p. 16.
42 “Just a touch away, the elusive tablet PC,” The New York Times, October 4, 2009.
43 Ibid.
44 “The Microsofting of Apple,” The New York Times, February 10, 2010.
45 Jobs, S., Keynote address to introduce iPad.
46 Ibid.
47 “Apple’s showman takes the stage,” The Wall Street Journal, March 3, 2011.
48 “Apple takes big gamble on new iPad.”
49 Jobs, S., Keynote address to introduce iPad.
50 Apple’s tablets aren’t a headache, The Wall Street Journal, February 3, 2015.
51 Goldman, D. (2011), “As Tim Cook takes over, Apple is poised to shatter sales record,” CNNMoney: http://
money.cnn.com/2011/01/17/technology/tim_cook_apple/index.htm.
52 Simons, R. (2010), Seven Strategy Questions: A Simple Approach for Better Execution. Harvard Business
Review Press: Boston, MA.
53 Vascellaro, J. (2011), “Apple in his own image,” The Wall Street Journal: 2 November.
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23. Apple Inc.
23
54 Lessin, J. (2012), “An Apple exit over maps,” The Wall Street Journal, 30 October.
55 Higgins, T., Hull, D. (2015), “Want Elon Musk to hire you at Tesla? Work at Apple.” Bloomberg Businessweek,
February 5.
56 Wakabayashi, D., (2014), “Tim Cook’s vision for ‘his’ Apple begins to emerge,” The Wall Street Journal, July, 8,
p. B1.
57 Wakabayashi, D. (2015), “Challenge of the Apple Watch: Defining its purpose,” The Wall Street Journal,
February 17, p. B1
58 Ray, T. (2015), “The Apple Watch could bring in $23 billion next year,” Barron’s, February, 16, p. 32.
59 Wakabayashi, D. (2015), “Smartwatch Pushes Apple Into High-End Fashion,” The Wall Street Journal, March 8.
60 CNBC: http://www.cnbc.com/id/102441925.
61 http://www.businessinsider.com/apple-pay-growth-in-5-months-2015-2.
62 http://www.forbes.com/sites/shelisrael/2013/11/25/why-would-apple-buy-primesense/.
63 Wakabayahshi, D, and Ramsey, M. (2015), “Apple secretly gears up to create car,” The Wall Street Journal,
February 14, p. A1.
64 The Economist. (2015), “Upsetting the Apple car,” February 21, pp. 61–62.
65 Ibid.
66 http://thinkprogress.org/climate/2014/12/27/3607036/
google-unveils-new-driverless-car-whats-holding-it-back/.
67 Amazon 2014 Annual Report.
68 Jannarone, J. (2011), “Forecast for Best Buy: Worst is yet to come.”
69 http://www.amazon.com, http://money.cnn.com/magazines/fortune/fortune500/2012/full_list/.
70 “Kindle Fire & Android gain, but Apple’s iPad holds commanding 81% tablet share,” AppleInsider, February 5,
2013.
71 http://www.zdnet.com/article/tablet-shipments-post-first-yearly-decline-apple-and-samsung-slip-idc/.
72 “Apple tablet portends rewrite for publishers,” The Wall Street Journal, January 27, 2010.
73 http://www.idc.com/prodserv/smartphone-os-market-share.jsp.
74 Bark, A. (2015), “To revive Wallet, Google ties to wrangle unruly partners,” The Wall Street Journal, February
20, p. B5
75 “2013 preview; Apple vs. Google vs. Facebook vs. Amazon; The lines between software and hardware con-
tinue to blur,” The Wall Street Journal (online), December 25, 2012.
76 http://windows.microsoft.com/en-US/windows/history.
77 Microsoft press release: http://news.microsoft.com/2014/04/25/
microsoft-officially-welcomes-the-nokia-devices-and-services-business/.
78 http://www.zdnet.com/article/microsofts-windows-10-whats-new-and-how-to-get-the-preview-bits/.
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24. 24
Apple Inc.
79 http://www.computerworld.com/article/2863400/microsofts-big-decision-who-gets-a-free-upgrade-to-
windows-10.html.
80 http://www.samsung.com/us/aboutsamsung/corporateprofile/history06.html.
81 http://www.idc.com/prodserv/smartphone-market-share.jsp.
82 http://www.gottabemobile.com/2015/02/19/galaxy-s6-vs-iphone-6-apple-pay-vs-looppay/
83 “iThrone” The Economist, January 31, 2015.
84 Wakabayashi, D. 2015. “Challenge of Apple Watch: Defining its purpose” Wall Street Journal, February 17,
2015, p. B1
85 “iThrone” The Economist, January 31, 2015.
This document is authorized for use only by Gregory Nelson (ASTRIL2013@OUTLOOK.COM). Copying or posting is an infringement of copyright. Please contact
customerservice@harvardbusiness.org or 800-988-0886 for additional copies.