Interviews and internal Apple documents provide a behind-the-scenes look at how the company made concessions to Beijing and won key legal exemptions. CEO Tim Cook personally lobbied officials over threats that would have hobbled its devices and services. His interventions paved the way for Apple’s unparalleled success in the country.
This document summarizes and compares two crises faced by major tech companies Apple and Microsoft against the US government. Apple refused an FBI request to unlock an iPhone belonging to a terrorist, citing security concerns. Microsoft was investigated in the 1990s for antitrust violations related to bundling Internet Explorer with Windows. Both companies risked damage to their reputation but used public opinion to their advantage. Apple's CEO published a clear letter explaining their stance, while experts and third parties supported their arguments. Microsoft initially underestimated regulators but later improved its presence in Washington D.C. Ultimately, both companies were able to resist government demands while maintaining customer and public support.
614 part 7 cases specifically (built in instant messagingAASTHA76
1. There should be a global standard for toy manufacturing to ensure child safety worldwide. Benefits include consistent safety levels and enforcement. Drawbacks could include costs of compliance for manufacturers and less flexibility for countries. Overall a standard would help prioritize child health over all others.
2. The US should place more emphasis on its relationship with China regarding toy exports since China manufactures 80% of US toys. The US could conduct more frequent and rigorous inspections of Chinese factories. It could also negotiate agreements with penalties if inspections find violations. Increased oversight would help ensure Chinese manufacturers follow safety standards.
3. All countries
This is the annual forecast created by Corum Group that dives into the various sectors and sub-sectors of Tech, with a specific focus on M&A, valuation arena, and what we will see this year.
Google reorganized into a holding company called Alphabet in 2015. Alphabet faces various risks from changes in its political, economic, social, technological, legal, and environmental (PESTLE) environment. Politically, it faces antitrust scrutiny and criticism over its control of information flows. Economically, its large cash holdings expose it to currency and market fluctuations. Socially, changing technology usage and distrust of Google pose challenges to maintaining its business model. Technological shifts like increased mobile usage and improved competitors also introduce uncertainties. Legal and regulatory issues arise from its expansion into new industries and ongoing antitrust actions. Environmental regulations around energy usage could increase Alphabet's costs.
The document summarizes efforts by tech workers at Microsoft to pressure the company to cancel its $19.4 million contract with US Immigration and Customs Enforcement (ICE) due to concerns over ICE's human rights violations against immigrant families and children. Over 100 Microsoft workers signed an internal letter to CEO Satya Nadella calling on the company to cancel its ICE contracts and establish a policy against working with clients that violate human rights. While Nadella downplayed Microsoft's role, employees found evidence the company actively marketed additional capabilities to ICE beyond basic services. The workers' actions put pressure on Microsoft to reconsider its business with ICE.
The document summarizes Apple's operations and challenges in China. It describes the design of Apple's flagship store in Shanghai, located near prominent Chinese buildings. It notes that Apple products are more expensive in China due to import taxes. While the iPhone was initially only available through one carrier, it will soon be released through the largest carrier, China Mobile. However, Apple has faced issues with the Chinese government over warranty policies and political controversies that have led to consumer backlash. The challenges reflect China's emphasis on maintaining control and influence over foreign companies operating within its market.
This document summarizes and compares two crises faced by major tech companies Apple and Microsoft against the US government. Apple refused an FBI request to unlock an iPhone belonging to a terrorist, citing security concerns. Microsoft was investigated in the 1990s for antitrust violations related to bundling Internet Explorer with Windows. Both companies risked damage to their reputation but used public opinion to their advantage. Apple's CEO published a clear letter explaining their stance, while experts and third parties supported their arguments. Microsoft initially underestimated regulators but later improved its presence in Washington D.C. Ultimately, both companies were able to resist government demands while maintaining customer and public support.
614 part 7 cases specifically (built in instant messagingAASTHA76
1. There should be a global standard for toy manufacturing to ensure child safety worldwide. Benefits include consistent safety levels and enforcement. Drawbacks could include costs of compliance for manufacturers and less flexibility for countries. Overall a standard would help prioritize child health over all others.
2. The US should place more emphasis on its relationship with China regarding toy exports since China manufactures 80% of US toys. The US could conduct more frequent and rigorous inspections of Chinese factories. It could also negotiate agreements with penalties if inspections find violations. Increased oversight would help ensure Chinese manufacturers follow safety standards.
3. All countries
This is the annual forecast created by Corum Group that dives into the various sectors and sub-sectors of Tech, with a specific focus on M&A, valuation arena, and what we will see this year.
Google reorganized into a holding company called Alphabet in 2015. Alphabet faces various risks from changes in its political, economic, social, technological, legal, and environmental (PESTLE) environment. Politically, it faces antitrust scrutiny and criticism over its control of information flows. Economically, its large cash holdings expose it to currency and market fluctuations. Socially, changing technology usage and distrust of Google pose challenges to maintaining its business model. Technological shifts like increased mobile usage and improved competitors also introduce uncertainties. Legal and regulatory issues arise from its expansion into new industries and ongoing antitrust actions. Environmental regulations around energy usage could increase Alphabet's costs.
The document summarizes efforts by tech workers at Microsoft to pressure the company to cancel its $19.4 million contract with US Immigration and Customs Enforcement (ICE) due to concerns over ICE's human rights violations against immigrant families and children. Over 100 Microsoft workers signed an internal letter to CEO Satya Nadella calling on the company to cancel its ICE contracts and establish a policy against working with clients that violate human rights. While Nadella downplayed Microsoft's role, employees found evidence the company actively marketed additional capabilities to ICE beyond basic services. The workers' actions put pressure on Microsoft to reconsider its business with ICE.
The document summarizes Apple's operations and challenges in China. It describes the design of Apple's flagship store in Shanghai, located near prominent Chinese buildings. It notes that Apple products are more expensive in China due to import taxes. While the iPhone was initially only available through one carrier, it will soon be released through the largest carrier, China Mobile. However, Apple has faced issues with the Chinese government over warranty policies and political controversies that have led to consumer backlash. The challenges reflect China's emphasis on maintaining control and influence over foreign companies operating within its market.
Clinical Interview Role-PlayAssignment ContentTop of FormRev.docxmccormicknadine86
Clinical Interview Role-Play
Assignment Content
Top of Form
Review materials on clinical interviewing and conducting a mental status exam with special populations.
Write a 10- to 15-minute role-play transcript where you conduct a mock clinical interview, which includes a mental status exam with an individual who fits into one of the special population categories. In your role-play mock interview, demonstrate the following:
· Setting the environment.
· Establishing rapport.
· Address two to three key elements of the clinical interview. Adapt these to meet the needs of the special population client you selected.
· Complete a mental status exam.
Bottom of Form
Running head: MANAGERIAL BEHAVIORS IN DIFFERENT COUNTRIES
MANAGERIAL BEHAVIORS IN DIFFERENT COUNTRIES
Managerial Behaviors in Different Countries
Angela Diaz
12/01/2019
Barry Univeristy
Apple Inc is a US multinational technology organization based in Cupertino, California. Apple designs, develop and sells computer software as well as consumer electronics, among others. The organization is ranked among the most prominent top four tech companies amongst Facebook, Goggle, and Amazon. Apple is one of the biggest electronic companies that “markets and manufactures personal computers, portable digital music player and media devices, and mobile communication." The reason why I picked China and Apple Inc. is that recently, the company has been trying to penetrate the Chinese market, and it has been an easy task. Moreover, most of the Apple products are manufactured in China.
The company sells a lot of products apart from devices; they include varied products associated with softwares, third-party digital contents, network solutions, and peripherals services that can be availed through the company's devices. However, the company has famously known products, including iPad, Macintosh computers, iPhone, and iPod. Macintosh is one of the most famous devices in the company, and it was first developed in 1984. Macintosh was the first computer to apply a graphic user interface that allowed the user to activate the pictures on the device by use of the mouse (Schmidpeter, Stehr, & Huang, 2015). The triumphant story of Macintosh encouraged a lot of development in the computer industry, and all modern computers apply a graphic user interface. iPhone was also the first smartphone the company created. iPhone has similar functionality just like a computer; however, it is small. Apart from acting like a computer iPhone is a mobile phone as such receive calls as well as text messages. Besides browsing and checking emails, the phone also allows it can store music and audio files. The videos can be downloaded into the device as well. One of the popular features the iPhone enjoys is taking the image directly from the device.
Apple is an American company; however, today, the company outsources its product from China. Most people believe that Apple is only operating in China to maximize profit. How ...
A ride-hailing giant’s spoiled IPO. An app store ban. A government probe. Didi Global’s fall from grace is one of the most remarkable in a series of comedowns the Chinese government has forced on its domestic internet stars.
Dubai hosting the 2020 World Expo is expected to have both benefits and challenges for Dubai's economy and residents. The major benefits include a projected $23 billion boost to GDP, over 250,000 new jobs created, and increased tourism and investment. However, major infrastructure projects to prepare for the Expo will cause short-term disruptions through traffic and noise. There are also concerns over potential housing bubbles and environmental impacts if developments are not sustainable long-term. While residents may face difficulties during construction, hosting the Expo is assessed to have a largely positive impact on Dubai's economy and global profile in the long-run.
By a dusty stretch of the deafening road from Chennai to Ben.pdfaakarinterio
By a dusty stretch of the deafening road from Chennai to Bengaluru lie three colossal, anonymous
buildings. Inside, away from the din of traffic, is a high-tech facility operated by Foxconn, a
Taiwanese manufacturer. A short drive away Pegatron, another Taiwanese tech firm, has erected
a vast new factory of its own. Salcomp, a Finnish gadget-maker, has set one up not far away.
Farther west is a 500-acre campus run by Tata, an Indian conglomerate. What these closely
guarded facilities have in common is their client: a demanding and secretive American firm known
locally as the fruit company.
The mushrooming of factories in southern India marks a new chapter for the worlds biggest
technology company. Apples extraordinarily successful past two decadesrevenue up 70-fold,
share price up 600-fold, a market value of $2.4trnis partly the result of a big bet on China. Apple
banked on China-based factories, which now churn out more than 90% of its products, and wooed
Chinese consumers, who in some years contributed up to a quarter of its revenue. Yet economic
and geopolitical shifts are forcing the company to begin a hurried decoupling. Its turn away from
China marks a big shift for Apple, and is emblematic of an even bigger one for the world economy.
Apples packaging proclaims Designed by Apple in California, but its gadgets are assembled along
a supply chain that stretches from Amazonas to Zhejiang. At the centre is China, where 150 of
Apples biggest suppliers operate production facilities. Tim Cook, who was Apples head of
operations before he became chief executive in 2011, pioneered the firms approach to contract
manufacturing. A regular visitor to China, Mr Cook has maintained good relations with the Chinese
government, obeying its requirements to remove apps and to hold Chinese users data locally,
where it is available to the authorities.
Now a change is under way. Big tech is showing strains. On October 25th Alphabet and Microsoft
presented disappointing quarterly results. Meta, which lost another fifth of its value after reporting
the second straight quarter of declining sales, is a shadow of its former self. Apples latest
earnings, due out after The Economist went to press on October 27th, may be dented by creaky
Chinese supply chains and softening demand from Chinese consumers. So Mr Cook, who has not
been seen in China since 2019, is wooing new partners. In May he entertained Vietnams prime
minister, Pham Minh Chinh, at Apples futuristic headquarters. Next year Apple is expected to open
its first physical store in India (whose prime minister, Narendra Modi, is a fan of gold iPhones).
The two countries are the main beneficiaries of Apples strategic shift. In 2017 Apple listed 18 large
suppliers in India and Vietnam; last year it had 37. In September, to much local fanfare, Apple
started making its new iPhone 14 in India, where it had previously made only older models. The
previous month it was reported that Apple would soon start making its Ma.
Tim Cook strategically moved Apple's manufacturing operations to China in 2004 to capture the growing demand from China. This allowed factories to meet demand faster than in the U.S. and supply chains could scale up and down as needed. Cook also built strong relationships with China's three largest carriers to distribute the iPhone, leading to 99.7% unit growth in China from 2013-2014. However, the cheaper iPhone 5C did not perform well in China as its culture viewed the iPhone as a luxury, high-status good. Despite legal, cultural and counterfeiting challenges, Cook's strategies generated profits for Apple in China, with revenue growing from $6.2B in 2014 to $13.2B in 2015.
Insights into doing business in China from the Financial Times now of particular interest as Australia draws near to negotiating an FTA with its largest trading partner.
Global Dialogue 2014 provided insights into China's rapid transformation. Delegates heard that China plans vast infrastructure expansion like 55 new airports and 177 urban rail networks. China leads the world in areas like solar, wind and nuclear power but still faces issues of pollution and an aging population. Investing in China presents both opportunities and challenges - the mainland stock markets are cheaper than other Asian markets but investing in Chinese equities requires navigating an opaque regulatory system and differences from Western markets. While China's growth is expected to slow, its economy will still double in size within 12 years based on 6% annual growth.
1.Pick two tactics Mr. Blevins uses to drive supplier costs down a.docxjeremylockett77
1.Pick two tactics Mr. Blevins uses to drive supplier costs down at Apple. Explain how these tactics work and why they result in lower costs for Apple.
2.Summarize the benefits for Apple from Mr. Blevins' supplier management tactics.
3.Provide one example of when suppliers chose not to support Apple and Mr. Blevins' tactics. What was the impact on the supplier that resulted from this choice?
4.Do you think Apple and Mr. Blevins' supplier management approach would be as effective if the company was not as successful as it currently is? Why or why not?
5.If Mr. Blevins left Apple and you took his place, how would you feel about continuing his tactics? Why? Would you change anything? Why or why not?
Jobs, Cook, Ive—Blevins? The Rise of Apple’s Cost CutterApple procurement executive Tony Blevins’s job is to stare down suppliers and slash prices to the bone, an increasingly vital role
By
Tripp Mickle
Jan. 23, 2020 1:26 pm ET
To understand Apple Inc.’s AAPL -0.29% evolving place in the tech world, consider that one of its most important executives today is a guy whose job is badgering suppliers to get costs down.
Tony Blevins, vice president of procurement, will stop at little to get a favorable deal. He has paraded manufacturers past competitors in Apple’s lobby and spurned a UPS contract by sending it back to UPS executives through FedEx. He persuaded subcontractors not to pay a chip maker that Apple was in litigation with, depriving the chip company of $8 billion, according to court documents and people who recall the case.
The supply chain was always a critical piece of the Apple formula—alongside, if duller than, the design magic of leaders like Steve Jobs and Jony Ive. Apple Chief Executive Tim Cook built the supplier network and instilled rigorous frugality in it as he did so.
Today the supply chain looms larger than ever at Apple. Slowing iPhone sales, combined with the increasing cost of new features, make the job of hammering down expenses critical for a company mining its marquee products for profits as it transitions to a future more focused on selling services.
The result is a company less identified with visionary leaders and more of an operations juggernaut with rich profit margins it intends to keep. At the center of that effort is Mr. Blevins, a vice president of procurement, known as the Blevinator.
A Texas facility of Finisar Corp., which makes optical components for iPhones. PHOTO: APPLE
For years, Mr. Blevins wore a tourist trinket from Hawaii, a cheap puka-shell necklace he had negotiated to a $2 price from $5. It was a reminder to his staff that nothing should fetch full price, said Helen Wang, who worked on his procurement team for years.
“If he’s like that for himself, you can only imagine how he is with company money,” she said.
Mr. Blevins has pushed beyond shrewd negotiations. He enforces manufacturing deadlines that help the company fill orders on time around the world. He manages semiconductor suppliers, making ...
While many companies have feared moving manufacturing out of China as it becomes more developed, there are still key reasons it remains a viable option. Costs have stabilized or decreased in China, and quality and professional standards have improved with a more educated workforce and anti-corruption reforms. China also has large infrastructure and an growing domestic middle class market. Despite issues, China will likely remain a top global manufacturing hub.
Running head COMPARING CAPITAL EXPENDITURE2COMPARING CAPITAL.docxhealdkathaleen
Running head: COMPARING CAPITAL EXPENDITURE 2
COMPARING CAPITAL EXPENDITURE 2
Comparing Capital Expenditures
Reginald Whimbush
BUS650: Managerial Finance
Dr. Dana
November 25, 2019
Comparing Capital Expenditures
The two selected companies for comparison are Dell Technologies and Apple Inc. These companies are electronic companies that engage in production of electronics ranging from computers to phones to tablets among other computing device. Both companies focus on development and expansion of their strategic products for productivity and to remain competitive in the markets. Both companies have experienced remarkable growth over years and continue to compete against each other in the markets. This paper aims at comparing the capital expenditure of these two companies to better understand how each operates when it comes to capital spending.
The capital spending for the two companies has been associated with funds to upgrade, acquire as well as maintain physical assets among others. Based on the financial reports of the companies obtained from Yahoo finance, Dell’s capital spending for the past three years is as follows; $482,000 in 2016, $906,000 in 2017, and $1,581,000 in 2018 (Dell Technologies Inc., 2019). On the other hand, capital spending for Apple is $13,548,000 in 2016, $13,313,000 in 2017 and $12,795,000 in 2018 (Apple Inc. (AAPL), 2019). From this information, it is clear that both Apple’s and Dell’s capital expenditure tends to be consistent.
Dell has minimal differences on capital spending amount across the three years. The difference is $424,000 between 2017 and 2016 and $674,000 between 2017 and 2018 (Dell Technologies Inc., 2019) It is worth noting that the apple’s capital spending decreased slightly in 2017 but increased in 2018. On the other hand, Apple has significant differences in capital expenditure amount. The difference is $235,000 between 2017 and 2016 and $518,000 between 2017 and 2018 (Apple Inc. (AAPL), 2019). These results are achieved through simple calculation where we subtract the capital expenditure of one year from the other. Unlike Apple whose capital expenditure decreased in 2017, Dell’s capital spending increased in 2017.
The companies were both engaged in repurchase of common stock and payment of dividends. They were also engaged in purchase of investments, investment of property and plant over the three years. However, Apple spend much more on investment as compared to Dell. Dell spends much more on debt repayment compared to Apple. This could be as a result of the low net income it generates compared to Apple resulting to more borrowing to facilitate its activities and operations.
There are several factors to consider when making capital expenditure decisions These include availability of funds and expected returns from the investment among others. Management considers these factors when making corporate investment decisions (Good man et al, 2014). Apple could be investing more d ...
Social, Mobile, Social TV, Digital, Internet far reaching consequences & Tren...Rajendra Singh
NBC has agreed to pay $7.65 billion for the broadcast rights to air the Olympics on television and online from 2022 to 2032. This is a large bet by NBC that it can profit from the Olympics over the next 18 years, despite uncertainties around future media consumption habits. NBC sees value in airing the Olympics beyond just money, as it benefits other programming, but it will need to expand coverage across cable and digital to capitalize further. The new deal represents a 40% increase in cost per Olympics compared to NBC's previous contract.
This document provides background information on Apple and discusses its strategy to grow in the Chinese market. It summarizes Apple's business model of focusing on software, services and user experience through innovative hardware. However, Apple faces challenges in China from fast-growing local competitors adopting disruptive business models. The upcoming iPhone 8 is discussed as an opportunity for Apple to strengthen its position through new features, but Chinese brands may beat Apple to market with similar technologies.
The article discusses the growing start-up scene in Beijing, China. Many ambitious Chinese entrepreneurs who studied or worked abroad are returning to China to start companies, bringing global experience and networks. Beijing is emerging as a major start-up hub to rival Silicon Valley, with support from the government and investors. The article profiles several Chinese start-ups founded by returnees, including a cloud computing platform and a location-based photo sharing app. It notes the advantages and challenges of founding companies in China compared to places like the United States.
W16147 apple and its suppliers corporate socSALU18
This document provides background information on Apple, its suppliers, and issues related to corporate social responsibility. It discusses Apple's large supplier Foxconn and issues with labor violations that occurred there in 2009 and 2010. It then discusses another major Apple supplier, Pegatron, and a 2013 report alleging many legal and ethical violations at Pegatron factories in China. The document questions whether Apple has fully addressed the nature and scale of its CSR challenges in its supply chain.
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 ...
In the last years, the competition in the economic field between United States and China have increased. This achieved a new level when former US President Trump began a so called “trade war” against China after decreeing an increase in tariffs against a range of goods. With the new Biden administration there were some expectations that a kind of “truce” could be achieved, but this did not happen. Instead of that, not only the trade restrictions are in place, but the Biden administration is imposing a new range of measures to counter China.
These measures include new restrictions on the sale of goods deeming to be of high technology. Especially these measures look for to deny China the capacity to produce high end semiconductors, which are deemed to be the “brain” of every product, from a washing machine to a fighter jet. Currently the countries or economies considered to produce most of the high-end semiconductors (and the machinery, and parts and components needed to do that) are South Korea, Taiwan, US, and Japan. A U.S. initiative tries to bring them together and control the technology needed to produce them, in the so called “Chip 4 Alliance”. It seems the United States is embarking now in a “tech war” against China.
In this report the so called “Chip 4 Alliance” will be analysed. First, a review to the state of the semiconductor industry is given; second, a look is given to the feasibility of the initiative becoming a reality; third, the possible impact in China capacity to produce high end semiconductors is analysed; and fourth, the consequences for the rest of the world is assessed.
The document discusses the non-economic factors in Apple's business environment including political, social, technological, legal and environmental factors. Politically, Apple is dependent on manufacturing in China and could face increased costs due to trade policies or unrest. Socially, Apple will need to appeal to new markets with different preferences than current customers. Technologically, competitors rapidly copy Apple's innovations and cybersecurity risks increase. Legally, regulations around finance, autos and intellectual property expose Apple to compliance costs and litigation. Environmentally, disposal of electronics and supply chain pollution pose issues.
Google's $1.65 billion acquisition of YouTube sparked optimism in tech circles about a potential new bubble in the industry, though some investors remain cautious. The article profiles several new internet companies founded by young entrepreneurs in the Web 2.0 era and examines whether the current boom shares similarities with the dot-com bubble of the late 1990s. While start-up costs are much lower today, many companies still face challenges proving they can build profitable, sustainable businesses from their free websites and user-generated content models.
W16147 apple and its suppliers corporate socUMAR48665
- The document discusses corporate social responsibility challenges facing Apple related to labour conditions at its suppliers in China. It provides background on Apple's suppliers Foxconn and Pegatron and previous issues uncovered at their factories.
- A new BBC documentary alleged continued labour rights violations at a Pegatron factory in Shanghai that assembles iPhones, questioning if Apple has fully addressed the structural issues.
- Apple faces challenges in managing its complex global supply chain across different countries and balancing supplier demands for lower costs with expectations for improved labour standards.
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
Clinical Interview Role-PlayAssignment ContentTop of FormRev.docxmccormicknadine86
Clinical Interview Role-Play
Assignment Content
Top of Form
Review materials on clinical interviewing and conducting a mental status exam with special populations.
Write a 10- to 15-minute role-play transcript where you conduct a mock clinical interview, which includes a mental status exam with an individual who fits into one of the special population categories. In your role-play mock interview, demonstrate the following:
· Setting the environment.
· Establishing rapport.
· Address two to three key elements of the clinical interview. Adapt these to meet the needs of the special population client you selected.
· Complete a mental status exam.
Bottom of Form
Running head: MANAGERIAL BEHAVIORS IN DIFFERENT COUNTRIES
MANAGERIAL BEHAVIORS IN DIFFERENT COUNTRIES
Managerial Behaviors in Different Countries
Angela Diaz
12/01/2019
Barry Univeristy
Apple Inc is a US multinational technology organization based in Cupertino, California. Apple designs, develop and sells computer software as well as consumer electronics, among others. The organization is ranked among the most prominent top four tech companies amongst Facebook, Goggle, and Amazon. Apple is one of the biggest electronic companies that “markets and manufactures personal computers, portable digital music player and media devices, and mobile communication." The reason why I picked China and Apple Inc. is that recently, the company has been trying to penetrate the Chinese market, and it has been an easy task. Moreover, most of the Apple products are manufactured in China.
The company sells a lot of products apart from devices; they include varied products associated with softwares, third-party digital contents, network solutions, and peripherals services that can be availed through the company's devices. However, the company has famously known products, including iPad, Macintosh computers, iPhone, and iPod. Macintosh is one of the most famous devices in the company, and it was first developed in 1984. Macintosh was the first computer to apply a graphic user interface that allowed the user to activate the pictures on the device by use of the mouse (Schmidpeter, Stehr, & Huang, 2015). The triumphant story of Macintosh encouraged a lot of development in the computer industry, and all modern computers apply a graphic user interface. iPhone was also the first smartphone the company created. iPhone has similar functionality just like a computer; however, it is small. Apart from acting like a computer iPhone is a mobile phone as such receive calls as well as text messages. Besides browsing and checking emails, the phone also allows it can store music and audio files. The videos can be downloaded into the device as well. One of the popular features the iPhone enjoys is taking the image directly from the device.
Apple is an American company; however, today, the company outsources its product from China. Most people believe that Apple is only operating in China to maximize profit. How ...
A ride-hailing giant’s spoiled IPO. An app store ban. A government probe. Didi Global’s fall from grace is one of the most remarkable in a series of comedowns the Chinese government has forced on its domestic internet stars.
Dubai hosting the 2020 World Expo is expected to have both benefits and challenges for Dubai's economy and residents. The major benefits include a projected $23 billion boost to GDP, over 250,000 new jobs created, and increased tourism and investment. However, major infrastructure projects to prepare for the Expo will cause short-term disruptions through traffic and noise. There are also concerns over potential housing bubbles and environmental impacts if developments are not sustainable long-term. While residents may face difficulties during construction, hosting the Expo is assessed to have a largely positive impact on Dubai's economy and global profile in the long-run.
By a dusty stretch of the deafening road from Chennai to Ben.pdfaakarinterio
By a dusty stretch of the deafening road from Chennai to Bengaluru lie three colossal, anonymous
buildings. Inside, away from the din of traffic, is a high-tech facility operated by Foxconn, a
Taiwanese manufacturer. A short drive away Pegatron, another Taiwanese tech firm, has erected
a vast new factory of its own. Salcomp, a Finnish gadget-maker, has set one up not far away.
Farther west is a 500-acre campus run by Tata, an Indian conglomerate. What these closely
guarded facilities have in common is their client: a demanding and secretive American firm known
locally as the fruit company.
The mushrooming of factories in southern India marks a new chapter for the worlds biggest
technology company. Apples extraordinarily successful past two decadesrevenue up 70-fold,
share price up 600-fold, a market value of $2.4trnis partly the result of a big bet on China. Apple
banked on China-based factories, which now churn out more than 90% of its products, and wooed
Chinese consumers, who in some years contributed up to a quarter of its revenue. Yet economic
and geopolitical shifts are forcing the company to begin a hurried decoupling. Its turn away from
China marks a big shift for Apple, and is emblematic of an even bigger one for the world economy.
Apples packaging proclaims Designed by Apple in California, but its gadgets are assembled along
a supply chain that stretches from Amazonas to Zhejiang. At the centre is China, where 150 of
Apples biggest suppliers operate production facilities. Tim Cook, who was Apples head of
operations before he became chief executive in 2011, pioneered the firms approach to contract
manufacturing. A regular visitor to China, Mr Cook has maintained good relations with the Chinese
government, obeying its requirements to remove apps and to hold Chinese users data locally,
where it is available to the authorities.
Now a change is under way. Big tech is showing strains. On October 25th Alphabet and Microsoft
presented disappointing quarterly results. Meta, which lost another fifth of its value after reporting
the second straight quarter of declining sales, is a shadow of its former self. Apples latest
earnings, due out after The Economist went to press on October 27th, may be dented by creaky
Chinese supply chains and softening demand from Chinese consumers. So Mr Cook, who has not
been seen in China since 2019, is wooing new partners. In May he entertained Vietnams prime
minister, Pham Minh Chinh, at Apples futuristic headquarters. Next year Apple is expected to open
its first physical store in India (whose prime minister, Narendra Modi, is a fan of gold iPhones).
The two countries are the main beneficiaries of Apples strategic shift. In 2017 Apple listed 18 large
suppliers in India and Vietnam; last year it had 37. In September, to much local fanfare, Apple
started making its new iPhone 14 in India, where it had previously made only older models. The
previous month it was reported that Apple would soon start making its Ma.
Tim Cook strategically moved Apple's manufacturing operations to China in 2004 to capture the growing demand from China. This allowed factories to meet demand faster than in the U.S. and supply chains could scale up and down as needed. Cook also built strong relationships with China's three largest carriers to distribute the iPhone, leading to 99.7% unit growth in China from 2013-2014. However, the cheaper iPhone 5C did not perform well in China as its culture viewed the iPhone as a luxury, high-status good. Despite legal, cultural and counterfeiting challenges, Cook's strategies generated profits for Apple in China, with revenue growing from $6.2B in 2014 to $13.2B in 2015.
Insights into doing business in China from the Financial Times now of particular interest as Australia draws near to negotiating an FTA with its largest trading partner.
Global Dialogue 2014 provided insights into China's rapid transformation. Delegates heard that China plans vast infrastructure expansion like 55 new airports and 177 urban rail networks. China leads the world in areas like solar, wind and nuclear power but still faces issues of pollution and an aging population. Investing in China presents both opportunities and challenges - the mainland stock markets are cheaper than other Asian markets but investing in Chinese equities requires navigating an opaque regulatory system and differences from Western markets. While China's growth is expected to slow, its economy will still double in size within 12 years based on 6% annual growth.
1.Pick two tactics Mr. Blevins uses to drive supplier costs down a.docxjeremylockett77
1.Pick two tactics Mr. Blevins uses to drive supplier costs down at Apple. Explain how these tactics work and why they result in lower costs for Apple.
2.Summarize the benefits for Apple from Mr. Blevins' supplier management tactics.
3.Provide one example of when suppliers chose not to support Apple and Mr. Blevins' tactics. What was the impact on the supplier that resulted from this choice?
4.Do you think Apple and Mr. Blevins' supplier management approach would be as effective if the company was not as successful as it currently is? Why or why not?
5.If Mr. Blevins left Apple and you took his place, how would you feel about continuing his tactics? Why? Would you change anything? Why or why not?
Jobs, Cook, Ive—Blevins? The Rise of Apple’s Cost CutterApple procurement executive Tony Blevins’s job is to stare down suppliers and slash prices to the bone, an increasingly vital role
By
Tripp Mickle
Jan. 23, 2020 1:26 pm ET
To understand Apple Inc.’s AAPL -0.29% evolving place in the tech world, consider that one of its most important executives today is a guy whose job is badgering suppliers to get costs down.
Tony Blevins, vice president of procurement, will stop at little to get a favorable deal. He has paraded manufacturers past competitors in Apple’s lobby and spurned a UPS contract by sending it back to UPS executives through FedEx. He persuaded subcontractors not to pay a chip maker that Apple was in litigation with, depriving the chip company of $8 billion, according to court documents and people who recall the case.
The supply chain was always a critical piece of the Apple formula—alongside, if duller than, the design magic of leaders like Steve Jobs and Jony Ive. Apple Chief Executive Tim Cook built the supplier network and instilled rigorous frugality in it as he did so.
Today the supply chain looms larger than ever at Apple. Slowing iPhone sales, combined with the increasing cost of new features, make the job of hammering down expenses critical for a company mining its marquee products for profits as it transitions to a future more focused on selling services.
The result is a company less identified with visionary leaders and more of an operations juggernaut with rich profit margins it intends to keep. At the center of that effort is Mr. Blevins, a vice president of procurement, known as the Blevinator.
A Texas facility of Finisar Corp., which makes optical components for iPhones. PHOTO: APPLE
For years, Mr. Blevins wore a tourist trinket from Hawaii, a cheap puka-shell necklace he had negotiated to a $2 price from $5. It was a reminder to his staff that nothing should fetch full price, said Helen Wang, who worked on his procurement team for years.
“If he’s like that for himself, you can only imagine how he is with company money,” she said.
Mr. Blevins has pushed beyond shrewd negotiations. He enforces manufacturing deadlines that help the company fill orders on time around the world. He manages semiconductor suppliers, making ...
While many companies have feared moving manufacturing out of China as it becomes more developed, there are still key reasons it remains a viable option. Costs have stabilized or decreased in China, and quality and professional standards have improved with a more educated workforce and anti-corruption reforms. China also has large infrastructure and an growing domestic middle class market. Despite issues, China will likely remain a top global manufacturing hub.
Running head COMPARING CAPITAL EXPENDITURE2COMPARING CAPITAL.docxhealdkathaleen
Running head: COMPARING CAPITAL EXPENDITURE 2
COMPARING CAPITAL EXPENDITURE 2
Comparing Capital Expenditures
Reginald Whimbush
BUS650: Managerial Finance
Dr. Dana
November 25, 2019
Comparing Capital Expenditures
The two selected companies for comparison are Dell Technologies and Apple Inc. These companies are electronic companies that engage in production of electronics ranging from computers to phones to tablets among other computing device. Both companies focus on development and expansion of their strategic products for productivity and to remain competitive in the markets. Both companies have experienced remarkable growth over years and continue to compete against each other in the markets. This paper aims at comparing the capital expenditure of these two companies to better understand how each operates when it comes to capital spending.
The capital spending for the two companies has been associated with funds to upgrade, acquire as well as maintain physical assets among others. Based on the financial reports of the companies obtained from Yahoo finance, Dell’s capital spending for the past three years is as follows; $482,000 in 2016, $906,000 in 2017, and $1,581,000 in 2018 (Dell Technologies Inc., 2019). On the other hand, capital spending for Apple is $13,548,000 in 2016, $13,313,000 in 2017 and $12,795,000 in 2018 (Apple Inc. (AAPL), 2019). From this information, it is clear that both Apple’s and Dell’s capital expenditure tends to be consistent.
Dell has minimal differences on capital spending amount across the three years. The difference is $424,000 between 2017 and 2016 and $674,000 between 2017 and 2018 (Dell Technologies Inc., 2019) It is worth noting that the apple’s capital spending decreased slightly in 2017 but increased in 2018. On the other hand, Apple has significant differences in capital expenditure amount. The difference is $235,000 between 2017 and 2016 and $518,000 between 2017 and 2018 (Apple Inc. (AAPL), 2019). These results are achieved through simple calculation where we subtract the capital expenditure of one year from the other. Unlike Apple whose capital expenditure decreased in 2017, Dell’s capital spending increased in 2017.
The companies were both engaged in repurchase of common stock and payment of dividends. They were also engaged in purchase of investments, investment of property and plant over the three years. However, Apple spend much more on investment as compared to Dell. Dell spends much more on debt repayment compared to Apple. This could be as a result of the low net income it generates compared to Apple resulting to more borrowing to facilitate its activities and operations.
There are several factors to consider when making capital expenditure decisions These include availability of funds and expected returns from the investment among others. Management considers these factors when making corporate investment decisions (Good man et al, 2014). Apple could be investing more d ...
Social, Mobile, Social TV, Digital, Internet far reaching consequences & Tren...Rajendra Singh
NBC has agreed to pay $7.65 billion for the broadcast rights to air the Olympics on television and online from 2022 to 2032. This is a large bet by NBC that it can profit from the Olympics over the next 18 years, despite uncertainties around future media consumption habits. NBC sees value in airing the Olympics beyond just money, as it benefits other programming, but it will need to expand coverage across cable and digital to capitalize further. The new deal represents a 40% increase in cost per Olympics compared to NBC's previous contract.
This document provides background information on Apple and discusses its strategy to grow in the Chinese market. It summarizes Apple's business model of focusing on software, services and user experience through innovative hardware. However, Apple faces challenges in China from fast-growing local competitors adopting disruptive business models. The upcoming iPhone 8 is discussed as an opportunity for Apple to strengthen its position through new features, but Chinese brands may beat Apple to market with similar technologies.
The article discusses the growing start-up scene in Beijing, China. Many ambitious Chinese entrepreneurs who studied or worked abroad are returning to China to start companies, bringing global experience and networks. Beijing is emerging as a major start-up hub to rival Silicon Valley, with support from the government and investors. The article profiles several Chinese start-ups founded by returnees, including a cloud computing platform and a location-based photo sharing app. It notes the advantages and challenges of founding companies in China compared to places like the United States.
W16147 apple and its suppliers corporate socSALU18
This document provides background information on Apple, its suppliers, and issues related to corporate social responsibility. It discusses Apple's large supplier Foxconn and issues with labor violations that occurred there in 2009 and 2010. It then discusses another major Apple supplier, Pegatron, and a 2013 report alleging many legal and ethical violations at Pegatron factories in China. The document questions whether Apple has fully addressed the nature and scale of its CSR challenges in its supply chain.
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 ...
In the last years, the competition in the economic field between United States and China have increased. This achieved a new level when former US President Trump began a so called “trade war” against China after decreeing an increase in tariffs against a range of goods. With the new Biden administration there were some expectations that a kind of “truce” could be achieved, but this did not happen. Instead of that, not only the trade restrictions are in place, but the Biden administration is imposing a new range of measures to counter China.
These measures include new restrictions on the sale of goods deeming to be of high technology. Especially these measures look for to deny China the capacity to produce high end semiconductors, which are deemed to be the “brain” of every product, from a washing machine to a fighter jet. Currently the countries or economies considered to produce most of the high-end semiconductors (and the machinery, and parts and components needed to do that) are South Korea, Taiwan, US, and Japan. A U.S. initiative tries to bring them together and control the technology needed to produce them, in the so called “Chip 4 Alliance”. It seems the United States is embarking now in a “tech war” against China.
In this report the so called “Chip 4 Alliance” will be analysed. First, a review to the state of the semiconductor industry is given; second, a look is given to the feasibility of the initiative becoming a reality; third, the possible impact in China capacity to produce high end semiconductors is analysed; and fourth, the consequences for the rest of the world is assessed.
The document discusses the non-economic factors in Apple's business environment including political, social, technological, legal and environmental factors. Politically, Apple is dependent on manufacturing in China and could face increased costs due to trade policies or unrest. Socially, Apple will need to appeal to new markets with different preferences than current customers. Technologically, competitors rapidly copy Apple's innovations and cybersecurity risks increase. Legally, regulations around finance, autos and intellectual property expose Apple to compliance costs and litigation. Environmentally, disposal of electronics and supply chain pollution pose issues.
Google's $1.65 billion acquisition of YouTube sparked optimism in tech circles about a potential new bubble in the industry, though some investors remain cautious. The article profiles several new internet companies founded by young entrepreneurs in the Web 2.0 era and examines whether the current boom shares similarities with the dot-com bubble of the late 1990s. While start-up costs are much lower today, many companies still face challenges proving they can build profitable, sustainable businesses from their free websites and user-generated content models.
W16147 apple and its suppliers corporate socUMAR48665
- The document discusses corporate social responsibility challenges facing Apple related to labour conditions at its suppliers in China. It provides background on Apple's suppliers Foxconn and Pegatron and previous issues uncovered at their factories.
- A new BBC documentary alleged continued labour rights violations at a Pegatron factory in Shanghai that assembles iPhones, questioning if Apple has fully addressed the structural issues.
- Apple faces challenges in managing its complex global supply chain across different countries and balancing supplier demands for lower costs with expectations for improved labour standards.
Similar to Facing hostile Chinese authorities, Apple CEO signed $275 billion deal with them (20)
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
OpenAI, Google and Meta ignored corporate policies, altered their own rules and discussed skirting copyright law as they sought online information to train their newest artificial intelligence systems.
I have never seen any movie like it, ever. There are no words. Simply, “The Zone of Interest” is the greatest meditation ever made on film about the banality of evil and the capacity of human beings to be indifferent towards cruelty that beggars imagination.
Kai-Fu Lee, an AI expert and prominent investor who helped Google and Microsoft get established in China, says his new startup 01.AI will create the first “killer apps” of generative AI.
This document is the first part of a three-part series exploring issues with measuring and evaluating AI systems. It discusses how AI was traditionally evaluated by benchmarks like chess games, but that benchmarks are limited for large language models like GPT-3. Old tests like the Turing Test are no longer relevant as newer models can mimic humans. The document examines the history of focusing on data-driven approaches to progress AI and how that led to more complex models that are difficult to properly evaluate. It introduces the need to address challenges in evaluating large language models to help guide their development and impact.
Google introduced its new AI model Gemini this week, which showed impressive capabilities. However, Google exaggerated in its promotional video for Gemini by speeding up responses, shortening outputs, and using still images rather than video. While hype videos often take artistic license, people in the AI community felt Google's exaggerations went too far. The misleading marketing tactics damaged Google's credibility with developers and onlookers, though its parent company Alphabet's stock still rose following the announcement.
Previously redacted portions of the Federal Trade Commission’s lawsuit against Amazon allege Bezos gave the go-ahead to make search results worse in favor of increasing advertising revenue
This article discusses 16-year-old Alexandra Duarte's decision to undergo bariatric surgery to address her severe obesity. It describes her struggles over many years trying different diets and programs, as well as bullying due to her weight. The article provides context on the rise of childhood obesity in the US and debates around new guidelines recommending more aggressive treatment, including drugs and surgery. It also explores the biological factors that influence appetite and weight regulation in the brain and genes.
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The US and EU finalized a long-awaited data-sharing agreement that will allow personal data to continue flowing freely between the two regions. The deal establishes an independent review body for Europeans to appeal potential improper data collection by US intelligence agencies. It also outlines more clearly when intelligence agencies can access personal data of EU residents and how Europeans can appeal such collection. Some privacy advocates and EU lawmakers remain skeptical that it does enough to curb US mass surveillance.
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Facing hostile Chinese authorities, Apple CEO signed $275 billion deal with them
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Apple CEO Tim Cook. Photo collage by Haejin Park. Photos by Bloomberg
By
By
Dec. 7, 2021 6:00 AM PST
Facing Hostile Chinese Authorities, Apple
CEO Signed $275 Billion Deal With Them
Interviews and internal Apple documents provide a behind-the-scenes look at how the
company made concessions to Beijing and won key legal exemptions. CEO Tim Cook
personally lobbied officials over threats that would have hobbled its devices and
services. His interventions paved the way for Apple’s unparalleled success in the
country.
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A
pple’s iPhone recently became the top-selling smartphone in China, its second-biggest market after the U.S., for the first
time in six years. But the company owes much of that success to CEO Tim Cook, who laid the foundation years ago by
secretly signing an agreement, estimated to be worth more than $275 billion, with Chinese officials promising Apple
would do its part to develop China’s economy and technological prowess through investments, business deals and worker training.
Cook forged the five-year agreement, which hasn’t been previously reported, during the first of a series of in-person visits he made to
the country in 2016 to quash a sudden burst of regulatory actions against Apple’s business, according to internal Apple documents
viewed by The Information. Before the meetings, Apple executives were scrambling to salvage the company’s relationship with
Chinese officials, who believed the company wasn’t contributing enough to the local economy, the documents show. Amid the
government crackdown and the bad publicity that accompanied it, iPhone sales plummeted.
THE TAKEAWAY
• Apple hasn’t disclosed multibillion-dollar investment pledge
• Internal Apple documents reveal concessions to Beijing
• Apple’s dependence on Cook in China worried executives
Throughout that pivotal year, Cook, who was the architect of Apple’s supply chain in China, personally lobbied officials over threats
that would have hobbled the company’s devices and services, including Apple Pay, iCloud and the App Store, the documents show.
He often succeeded, and his previously unreported interventions, along with the multibillion-dollar agreement he signed with a
powerful Chinese government agency, paved the way for Apple’s unparalleled success in the country. The revelations also suggest
Apple’s dependence on Cook for government affairs could present risks down the road if he were to step down as CEO.
Many of Apple’s dealings with the Chinese government have been hidden from view because of the authoritarian regime’s opaque
nature and the company’s penchant for secrecy. Interviews with people familiar with Apple’s interactions with Chinese officials, as
well as a review of the internal Apple documents, provide an unprecedented behind-the-scenes look at how the world’s most
valuable company navigated its complex government relationships, made concessions to Beijing and won key legal exemptions from
Chinese regulators who had turned hostile five years ago.
Apple’s experience also offers lessons for other foreign companies entering China—including Tesla, whichhas encountered
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challenges with regulators
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challenges with regulators on multiple fronts as its sales boom in the country, similar to what Apple went through in 2016.
Apple’s choice to keep its China agreement confidential was politically savvy, said Victor Shih, a political economist who researches
elite politics and the Chinese financial system at the University of California, San Diego. “Apple as a global company needs to
appease the Chinese government because China is a large market and a large production base for Apple. But at the same time, the
vast majority of its consumers are still located outside of China—especially the ones who have the buying power to buy Apple
products—and their opinion of China has increasingly turned negative,” he said. “Apple likely wanted to avoid the optics of
groveling to the Chinese government.”
The cornerstone of Cook’s strategy was a memorandum of understanding between Apple and the National Development and Reform
Commission, China’s powerful economic planning agency. The 1,250-word agreement was originally conceived by Apple’s
government affairs team in China as a way to improve relations with Beijing and win an audience with senior leaders, according to a
person familiar with the agreement. Face-to-face meetings with top Chinese officials became a priority for Apple brass after
regulators shut down iTunes books and movies in April 2016, the person said.
To mollify authorities, Cook in May announced an unprecedented $1 billion investment in Didi Global, then China’s most valuable
startup, giving Didi an edge in its grueling ride-hailing war against U.S.-based Uber.
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Five days later in Beijing, Cook, along with Chief Operating Officer Jeff Williams and government affairs head Lisa Jackson, met
publicly with senior government officials at the country’s secretive leadership compound, Zhongnanhai. Neither side disclosed
details of the visit, but they were there in part to sign the economic deal, which committed Apple to aiding roughly a dozen causes
favored by China. They included a pledge to help Chinese manufacturers develop “the most advanced manufacturing technologies”
and “support the training of high-quality Chinese talents.”
Apple's Tim Cook, Jeff Williams and Lisa Jackson at Zhongnanhai in 2016. Photo: China state media
In addition, Apple promised to use more components from Chinese suppliers in its devices, sign deals with Chinese software firms,
collaborate on technology with Chinese universities and directly invest in Chinese tech companies—akin to the Didi investment.
Apple promised to invest “many billions of dollars more” than what the company was already spending annually in China. Some of
that money would go toward building new retail stores, research and development centers and renewable energy projects, the
agreement said.
According to separate internal documents, Apple’s China pledge would amount to more than $275 billion in spending over five
years. The agreement said the deal would automatically extend for an additional year, through May 2022, if neither side had
objections in the future. The Chinese embassy in Washington didn’t respond to a request for comment.
‘Grow Together’
‘Grow Together’
Apple’s promises coincided with China’s just-released 13th Five-Year Plan, an economic blueprint issued every five years to mobilize
the country to reach new economic and industrial targets. Apple pledged that as part of the agreement, it would “grow together with
Chinese enterprises to achieve mutual benefits and a win-win situation,” promote science and technology, education and
environmental protection, and help develop China’s information technology industries.
Apple also made a commitment to “strictly abide by Chinese laws and regulations,” a phrase it would later repeat when publicly
responding to criticism over censorship and privacy issues related to China. Although both parties signed the agreement, the
Chinese government offered almost nothing concrete in return except that it was willing to provide Apple with “necessary support
and assistance.”
Such agreements between U.S. companies and Chinese authorities are usually publicly disclosed as part of elaborate signing
ceremonies during high-profile visits by company executives to China. Sometimes the deals simply reflect what the companies had
already been planning to do in China. Microsoft signed similar agreements with the Chinese government in2002
2002
2002
2002
2002
2002
2002 and2006
2006
2006
2006
2006
2006
2006, the
latter of which included a commitment to spend $3.7 billion in China over five years on manufacturing. When senior Cisco Systems
executives visited Beijing in 2015, the companysigned
signed
signed
signed
signed
signed
signed an agreement with the Chinese government promising to invest $10 billion
over “several years” in broad areas such as equity investments and R&D.
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These agreements are technically nonbinding, but Chinese officials take them more seriously than officials in other countries do,
said Dan Harris, an international attorney at law firm Harris Bricken who writes about Chinese law. “They are more binding than you
would think,” he said. Foreign companies generally hope that if they sign these agreements, authorities will treat them better, he
said.
The deal helped Apple rejuvenate its tattered ties with the Chinese government, the documents show. Officials felt that Apple had
grown too arrogant in its dealings with them and neglectful of its obligations to China when compared with other foreign firms such
as Microsoft and Intel. Unlike Apple, those firms had invested heavily in R&D facilities and joint ventures in the country.
While the benefits of the Apple-China agreement weren’t immediately tangible, Cook received a personal invitation from China’s No.
2 official, Premier Li Keqiang, to meet in the southern city of Shenzhen later that year. The invitation strengthened Apple’s
negotiating power with Chinese regulators, according to internal documents and a person familiar with the visit.
What’s more, China still hasn’t retaliated against Apple even though U.S. sanctions in recent years have effectively killed the
smartphone business of Huawei, China’s flagship telecom company. Apple has been one of the biggest beneficiaries of Huawei’s
pain.
Bigger Islands
Bigger Islands
Apple has a long history of making concessions to Chinese regulators—and sometimes winning concessions from them too. For
example, Apple for years delayed releasing new iPhones in China because it worried about leaks from government-run labs that test
and approve the devices before they go on sale in the country. But in 2013, Apple convinced regulators to grant it special
dispensation: The testing would be conducted inside Apple’s own facilities. Starting with the iPhone 5S, Apple agreed to make its
phones available in China on the same day as in the rest of the world, internal documents show.
Within a few years, Apple’s sales in China were soaring. Chinese consumers bought so many iPhones that Cook publicly predicted
China would eventually become the company’s top market.
Yet problems emerged behind the scenes. Sometime in 2014 or early 2015, China’s State Bureau of Surveying and Mapping told
members of the Apple Maps team to make the Diaoyu Islands, the objects of a long-running territorial dispute between China and
Japan, appear large even when users zoomed out from them. Chinese regulators also threatened to withhold approval of the first
Apple Watch, scheduled for release in 2015, if Apple didn’t comply with the unusual request, according to internal documents.
Some members of the team back at Apple’s headquarters in Cupertino, Calif., initially balked at the demand. But the Maps app had
become a priority for Apple, so eventually the company complied. The Diaoyu Islands, when viewed in Apple Maps in mainland
China, continue to appear on a larger scale than surrounding territories.
Conditions soured for Apple in 2016. In early April, the month before Cook signed the five-year agreement, Chinese regulators
ordered Apple to shut down its iTunes Store for China—six months after it had launched—because the company didn’t have the
necessary content licenses. To obtain those licenses, Apple would have needed to operate the store jointly with a local Chinese
company and censor its content. (The iTunes store never reopened.)
Later that month, China’s State Encryption Management Bureau, which approves encryption technology used for Chinese citizens,
blocked Apple’s ability to use hardware security modules in its data centers to store Chinese customer encryption keys for Apple Pay,
according to an internal document and three people familiar with the incident. That posed a threat to the service, which had
launched in China two months earlier. Chinese regulators were concerned that the encryption method wasn’t secure enough, one of
the people said. (Apple later resolved the issue by bringing outside experts to meet with the authorities to convince them the tech
was safe, this person said.)
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Cook’s Diplomacy
Cook’s Diplomacy
Internally, some Apple executives believed government officials were trying to send a message that Apple needed to better follow
Chinese laws and stop operating its services out of compliance with local regulations. For example, the iTunes Store wasn’t the only
service Apple operated in a legal gray area. Apple also operated iCloud, its data storage and email service, and the App Store without
the necessary local licenses and partners, according to internal documents.
To counter the barrage from regulators, Cook jumped into diplomacy mode. He flew to China three times that year to build goodwill
with Chinese officials. After the Didi announcement, Cook signed the MOU on his first visit in May. He met with China’s then–No. 7
official, ranking Vice Premier Zhang Gaoli, on his second visit three months later, according to internal documents, Chinese state
media and two people familiar with the visits.
Cook with China’s then–No. 7 official, Zhang Gaoli, August 2016. Photo: China state media
Cook’s third visit, in October, with Premier Li yielded promising results. A year earlier, the Ministry of Industry and Information
Technology, the country’s primary tech regulator, had released draft legislation requiring all smartphone makers to make pre-
installed apps deletable. The regulator wanted Apple to make iCloud a deletable app on the iPhone, according to internal documents
and two people familiar with the episode. Apple initially lobbied the regulator to change the wording of the legislation, writing
multiple letters to argue the new rules would hurt the Chinese user experience and lead to security vulnerabilities, one of the people
said.
While the benefits of the Apple-China agreement weren’t immediately tangible, Cook
received a personal invitation to meet China’s No. 2 official, Li Keqiang. The invitation
strengthened Apple’s negotiating power with Chinese regulators, according to internal
documents.
Apple later sent Jackson, its head of government affairs, and Cook to lobby the regulators face-to-face against the proposed rules.
Neither of them was successful, this person said. But after Apple informed the regulator that Cook planned to raise the issue with
Premier Li in October, the regulators allegedly backed down and agreed to change the legislation specifically for Apple, according to
the person and an internal Apple document that discussed the matter. Publicly, regulators reworded the proposed rules in a way that
allowed Apple and other smartphone makers to continue offering certain apps integral to the “safe use” of smartphones without
including the ability to delete them.
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Cook’s meetings with Chinese officials around this time also helped Apple win an exemption from authorities who had been asking it
to provide source code for its mobile operating system, The Information previouslyreported
reported
reported
reported
reported
reported
reported
reported
reported
reported
reported
reported.
Apple’s reliance on Cook’s charm, however, caused concern among some Apple executives in China. While his visits helped prevent
serious damage to Apple’s business and elicited positive public statements from Chinese officials about Apple’s commitment to the
country, they believed the company could be vulnerable if other senior executives or local China managers didn’t also forge such
relationships for moments when Cook wasn’t available, one internal document said.
Sometimes, though, Cook’s off-the-cuff remarks to Chinese officials created headaches for Apple’s government affairs team. During
his October visit, Cook dined with the Communist Party chief and the mayor of Shenzhen at a local Four Seasons hotel. He reportedly
told them Apple would open an R&D center in the city, a key Chinese manufacturing hub, according toChinese media
Chinese media
Chinese media
Chinese media
Chinese media
Chinese media
Chinese media
Chinese media
Chinese media
Chinese media
Chinese media
Chinese media. Apple’s
China team initially didn’t want the existence of the facility broadly known because it wasn’t going to be a large office, according to
an internal document and two people familiar with the episode. Cook’s accidental announcement sent his team scrambling to
manage expectations with Shenzhen officials, who wanted more details about the center, and also Shanghai officials, who wanted
their own Apple R&D facility. Apple, which had a separate economic investment agreement with the Shanghai government,
announced an R&D center in Shanghai a few months later.
Other Roadblocks
Other Roadblocks
Even after Apple signed the China agreement, executives still encountered roadblocks. In July 2016, Chinese authorities conducted
an unusual audit of Apple Pay, including an onsite inspection of the service at Apple’s China offices, internal documents show. Apple
separately faced delays importing components from South Korea to China, as Chinese customs agents upped their inspections of
cargo originating from South Korea in retaliation for that country’s decision to install a U.S. missile-defense system, which Beijing
saw as a threat, according to another document.
At the same time, Apple faced reputational problems in the local press after the Chinese Academy of Social Sciences, a government
think tank, repeatedly gave the company an abysmal score for corporate social responsibility efforts in China. In October 2016,
Apple ranked No. 31 among 100 top foreign companies for CSR, far below Samsung, ranked No. 1. On orders from executives in
Cupertino, Apple managers met with the academy to persuade it to raise the score, but they were rebuffed, according to an Apple
document. The academy criticized Apple’s lack of disclosures about its environmental and philanthropic activities in China, its
outdated Chinese website, its string of earlier negative publicity in China, and its lack of response to public inquiries about its local
CSR efforts, according to the document, which didn’t elaborate on the criticisms.
The following year, Apple began releasing an annual CSR report written in Chinese about its efforts in China and overhauled its local
website to tout its achievements and environmental projects in the country. The initiatives worked: Apple’s ranking rose to No. 12 in
2017 and has risen even higher, to No. 6, in recent years.
Throughout 2016, Chinese officials pressured Apple to hand over control of iCloud to a Chinese partner to comply with new telecom
laws preventing foreign companies from operating their own cloud services. Sometime in the second half of 2016, Apple executives
met with Chinese regulators to propose building an Apple data center without a local partner, arguing that the rules didn’t apply to
Apple because its consumer cloud services differed from those of Amazon and Microsoft, whose data centers primarily served
corporate customers. The regulator disagreed, Apple’s internal documents said.
In response, Apple executives agreed to partner with Chinese companies in Guizhou and Inner Mongolia, locations where they
believed Apple would have more influence with local authorities. Apple hoped the authorities could then lobby central government
officials to accept compromises to the arrangements, according to internal documents and two people familiar with the episode. The
strategy apparently worked: Apple, rather than its Chinese partners, controls the hardware security modules that store customer
encryption keys required to unlock iCloud content in China, the company has said.
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Telco ‘Influence’
Telco ‘Influence’
Apple also faced pressure from Chinese regulators to work more with state-owned companies. In the second half of 2016, the
Ministry of Industry and Information Technology proposed that Apple partner with China Telecom, one of the country’s telcos, to
power its iCloud service in China. Shanghai officials, meanwhile, recommended Apple work with another telco, China Mobile, to
operate the servers that would power its App Store in China. Apple executives, however, wanted to run these services on their own,
and they suspected the companies had lobbied the various officials to propose the deals, the documents show.
“We believe China Telecom or other carriers have played an influence here,” an Apple document said. China Mobile and China
Telecom didn’t respond to a request for comment. Apple has managed to avoid partnering with a local company to operate the App
Store, meaning it’s still in a legal gray zone.
The same regulators exerted pressure on Apple in other ways that benefited China’s telcos, the documents and a person familiar with
the episode said. The regulators challenged CallKit, an Apple feature that let app developers such as Tencent’s WeChat integrate
internet calling into the iPhone’s Phone app. The ministry told Apple in October 2016 that before they could bless the feature, Apple
would need to close a major loophole in its China App Store that made internet calling apps such as Microsoft-owned Skype
available for iPhones in China without first obtaining regulatory approvals. The regulator told Apple it wouldn’t approve the
upcoming iPhone 7 models for use in China unless Apple shut down CallKit for Chinese apps, including WeChat, while waiting on a
decision about the feature. Apple eventually complied, and it later removed Skype from its China App Store in 2017. But the
regulator never approved CallKit in China.
Cook at the opening ceremony of the Fourth World Internet Conference in Wuzhen, 2017. Photo: AP
Navigating Relationships
Navigating Relationships
Apple’s relationships with Chinese officials require careful navigation, and the company has occasionally stumbled due to
miscommunication between executives in Cupertino and in Beijing. Leading up to November 2016, Apple’s China team accepted a
personal invitation from the chief of the Cyberspace Administration of China to showcase Siri, Apple’s voice-activated assistant, at
the country’s state-sponsored World Internet Conference, internal documents show.
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But Apple executives in Cupertino later told the team to withdraw from the conference over concerns its participation might have an
impact on the company’s public image, according to the documents. The documents didn’t elaborate on the concern, but critics have
said one of the event’s goals is to legitimize China’s vision of a tightly controlled and censored internet. Apple’s China team felt
pressure to salvage the relationship with the CAC, which had become the country’s most powerful technology regulator under
Chinese President Xi Jinping, according to the document.
During a subsequent meeting, CAC officials told Apple managers they needed to be more proactive and better prepared for next
year’s conference. Apple obliged: Cook attended and gave a speech at the event in 2017.
Since then, Apple has fulfilled most of the promises of its 2016 agreement with Chinese officials. The company announced a deal
before the end of that year with China’s largest wind turbine maker, Xinjiang Goldwind Science and Technology, to co-develop
renewable energy projects. In 2017, Apple announced more R&D centers and a deal to move iCloud operations to China. It also
created an executive role to oversee its China business, signaling to Beijing that the country was so important it would get its own
representative. In 2018, Apple established a $300 million clean energy fund with Chinese suppliers and established a research
center with Tsinghua University. And since signing the MOU with China, Apple has opened 11 additional retail stores in mainland
China andincreased cooperation
increased cooperation
increased cooperation
increased cooperation
increased cooperation
increased cooperation
increased cooperation
increased cooperation
increased cooperation
increased cooperation
increased cooperation
increased cooperation with Chinese manufacturers such as Luxshare Precision Industry, the first Chinese company to
win a contract to assemble the iPhone.
Renewed Momentum
Renewed Momentum
After two straight years of declining China sales due to nationalist movements to buy Chinese phone brands and supply chain
constraints amid the Covid-19 pandemic, Apple this year regained momentum. The company’s revenue from Greater China, which
includes Hong Kong, Taiwan and Macau, rose to a record $68 billion in the 12 months ending in September. China now represents
nearly 19% of Apple’s total sales, up from around 15% a year earlier. According to Counterpoint Research, Apple became the largest
smartphone brand in China in October for the first time in six years. Apple has started opening new retail stores in China after a
three-year pause.
Nicole Peng, an analyst at Canalys, said Apple is one of the only international brands doing well in China right now. Apple’s
marketing and communications practices have improved in China over the past five years, she said. The company, for example, has
adapted better to Chinese consumers by offering more discounts and has been more vocal about its philanthropic and charitable
efforts.
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“In terms of public relations, they are responding quite fast,” she said.
Apple also has continued to comply with Chinese laws that have led to increased censorship of its App Store in areas such as news,
virtual private networking and LGBTQ-related apps, and thewithholding
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Apple said it would comply with a new Chinesedata security law
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Wayne Ma is a reporter covering U.S. tech in Asia, from Apple's supply chain to Facebook's and Google's operations in the region. He
previously worked for The Wall Street Journal. He is based in Hong Kong and can be found on Twitter at@waynema
@waynema
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@waynema.
Some of Apple’s China initiatives have faced criticism in the U.S., reflecting the tightrope the company continues to walk. BuzzFeed
earlierreported
reported
reported
reported
reported
reported
reported
reported
reported
reported
reported
reported that Xinjiang Goldwind, which has partnered with Apple on wind farms, had been in talks to use suspected forced
labor from the Xinjiang region, home to a Uyghur Muslim population that the U.S. says is the victim of genocide by the Chinese
government. The Information, meanwhile,reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
reported that multiple Chinese manufacturers of Apple devices including Luxshare
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs
have participated in suspected Uyghur forced labor programs.