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How Apple Is Organized for Innovation

• Joel M. Podolny
• Morten T. Hansen

When Steve Jobs returned to Apple, in 1997, it had a conventional structure for a company of its size and scope. It was divided into business units, each with its own P&L responsibilities. Believing that conventional management had stifled innovation, Jobs laid off the general managers of all the business units (in a single day), put the entire company under one P&L, and combined the disparate functional departments of the business units into one functional organization. Although such a structure is common for small entrepreneurial firms, Apple—remarkably—retains it today, even though the company is nearly 40 times as large in terms of revenue and far more complex than it was in 1997. In this article the authors discuss the innovation benefits and leadership challenges of Apple’s distinctive and ever-evolving organizational model in the belief that it may be useful for other companies competing in rapidly changing environments.

It’s about experts leading experts.

Idea in Brief

The challenge.

Major companies competing in many industries struggle to stay abreast of rapidly changing technologies.

One Major Cause

They are typically organized into business units, each with its own set of functions. Thus the key decision makers—the unit leaders—lack a deep understanding of all the domains that answer to them.

The Apple Model

The company is organized around functions, and expertise aligns with decision rights. Leaders are cross-functionally collaborative and deeply knowledgeable about details.

Apple is well-known for its innovations in hardware, software, and services. Thanks to them, it grew from some 8,000 employees and $7 billion in revenue in 1997, the year Steve Jobs returned, to 137,000 employees and $260 billion in revenue in 2019. Much less well-known are the organizational design and the associated leadership model that have played a crucial role in the company’s innovation success.

When Jobs arrived back at Apple, it had a conventional structure for a company of its size and scope. It was divided into business units, each with its own P&L responsibilities. General managers ran the Macintosh products group, the information appliances division, and the server products division, among others. As is often the case with decentralized business units , managers were inclined to fight with one another, over transfer prices in particular. Believing that conventional management had stifled innovation, Jobs, in his first year returning as CEO, laid off the general managers of all the business units (in a single day), put the entire company under one P&L, and combined the disparate functional departments of the business units into one functional organization.

See more HBR charts in Data & Visuals

The adoption of a functional structure may have been unsurprising for a company of Apple’s size at the time. What is surprising—in fact, remarkable—is that Apple retains it today, even though the company is nearly 40 times as large in terms of revenue and far more complex than it was in 1998. Senior vice presidents are in charge of functions, not products. As was the case with Jobs before him, CEO Tim Cook occupies the only position on the organizational chart where the design, engineering, operations, marketing, and retail of any of Apple’s main products meet. In effect, besides the CEO, the company operates with no conventional general managers: people who control an entire process from product development through sales and are judged according to a P&L statement.

Business history and organizational theory make the case that as entrepreneurial firms grow large and complex , they must shift from a functional to a multidivisional structure to align accountability and control and prevent the congestion that occurs when countless decisions flow up the org chart to the very top. Giving business unit leaders full control over key functions allows them to do what is best to meet the needs of their individual units’ customers and maximize their results, and it enables the executives overseeing them to assess their performance. As the Harvard Business School historian Alfred Chandler documented, U.S. companies such as DuPont and General Motors moved from a functional to a multidivisional structure in the early 20th century. By the latter half of the century the vast majority of large corporations had followed suit. Apple proves that this conventional approach is not necessary and that the functional structure may benefit companies facing tremendous technological change and industry upheaval.

Apple’s commitment to a functional organization does not mean that its structure has remained static. As the importance of artificial intelligence and other new areas has increased, that structure has changed. Here we discuss the innovation benefits and leadership challenges of Apple’s distinctive and ever-evolving organizational model, which may be useful for individuals and companies wanting to better understand how to succeed in rapidly changing environments.

Why a Functional Organization?

Apple’s main purpose is to create products that enrich people’s daily lives. That involves not only developing entirely new product categories such as the iPhone and the Apple Watch but also continually innovating within those categories. Perhaps no product feature better reflects Apple’s commitment to continuous innovation than the iPhone camera. When the iPhone was introduced, in 2007, Steve Jobs devoted only six seconds to its camera in the annual keynote event for unveiling new products. Since then iPhone camera technology has contributed to the photography industry with a stream of innovations: High dynamic range imaging (2010), panorama photos (2012), True Tone flash (2013), optical image stabilization (2015), the dual-lens camera (2016), portrait mode (2016), portrait lighting (2017), and night mode (2019) are but a few of the improvements.

Apple leaders need deep expertise, immersion in details, and collaborative debate.

To create such innovations, Apple relies on a structure that centers on functional expertise. Its fundamental belief is that those with the most expertise and experience in a domain should have decision rights for that domain. This is based on two views: First, Apple competes in markets where the rates of technological change and disruption are high, so it must rely on the judgment and intuition of people with deep knowledge of the technologies responsible for disruption. Long before it can get market feedback and solid market forecasts, the company must make bets about which technologies and designs are likely to succeed in smartphones, computers, and so on. Relying on technical experts rather than general managers increases the odds that those bets will pay off.

Second, Apple’s commitment to offer the best possible products would be undercut if short-term profit and cost targets were the overriding criteria for judging investments and leaders. Significantly, the bonuses of senior R&D executives are based on companywide performance numbers rather than the costs of or revenue from particular products. Thus product decisions are somewhat insulated from short-term financial pressures. The finance team is not involved in the product road map meetings of engineering teams, and engineering teams are not involved in pricing decisions.

We don’t mean to suggest that Apple doesn’t consider costs and revenue goals when deciding which technologies and features the company will pursue. It does, but in ways that differ from those employed by conventionally organized companies. Instead of using overall cost and price targets as fixed parameters within which to make design and engineering choices, R&D leaders are expected to weigh the benefits to users of those choices against cost considerations.

In a functional organization, individual and team reputations act as a control mechanism in placing bets. A case in point is the decision to introduce the dual-lens camera with portrait mode in the iPhone 7 Plus in 2016. It was a big wager that the camera’s impact on users would be sufficiently great to justify its significant cost.

One executive told us that Paul Hubel, a senior leader who played a central role in the portrait mode effort, was “out over his skis,” meaning that he and his team were taking a big risk: If users were unwilling to pay a premium for a phone with a more costly and better camera, the team would most likely have less credibility the next time it proposed an expensive upgrade or feature. The camera turned out to be a defining feature for the iPhone 7 Plus, and its success further enhanced the reputations of Hubel and his team.

It’s easier to get the balance right between an attention to costs and the value added to the user experience when the leaders making decisions are those with deep expertise in their areas rather than general managers being held accountable primarily for meeting numerical targets. Whereas the fundamental principle of a conventional business unit structure is to align accountability and control, the fundamental principle of a functional organization is to align expertise and decision rights.

Thus the link between how Apple is organized and the type of innovations it produces is clear. As Chandler famously argued, “structure follows strategy”—even though Apple doesn’t use the structure that he anticipated large multinationals would adopt.

Now let’s turn to the leadership model underlying Apple’s structure.

Three Leadership Characteristics

Ever since Steve Jobs implemented the functional organization, Apple’s managers at every level, from senior vice president on down, have been expected to possess three key leadership characteristics: deep expertise that allows them to meaningfully engage in all the work being done within their individual functions; immersion in the details of those functions; and a willingness to collaboratively debate other functions during collective decision-making. When managers have these attributes, decisions are made in a coordinated fashion by the people most qualified to make them.

Deep expertise.

Apple is not a company where general managers oversee managers; rather, it is a company where experts lead experts. The assumption is that it’s easier to train an expert to manage well than to train a manager to be an expert. At Apple, hardware experts manage hardware, software experts software, and so on. (Deviations from this principle are rare.) This approach cascades down all levels of the organization through areas of ever-increasing specialization. Apple’s leaders believe that world-class talent wants to work for and with other world-class talent in a specialty. It’s like joining a sports team where you get to learn from and play with the best.

Early on, Steve Jobs came to embrace the idea that managers at Apple should be experts in their area of management. In a 1984 interview he said, “We went through that stage in Apple where we went out and thought, Oh, we’re gonna be a big company, let’s hire professional management. We went out and hired a bunch of professional management. It didn’t work at all….They knew how to manage, but they didn’t know how to do anything. If you’re a great person, why do you want to work for somebody you can’t learn anything from? And you know what’s interesting? You know who the best managers are? They are the great individual contributors who never, ever want to be a manager but decide they have to be…because no one else is going to…do as good a job.”

One current example is Roger Rosner, who heads Apple’s software application business, which includes work-productivity apps such as Pages (word processing), Numbers (spreadsheets), and Keynote (presentations) along with GarageBand (music composition), iMovie (movie editing), and News (an app providing news content). Rosner, who studied electrical engineering at Carnegie Mellon, joined Apple in 2001 as a senior engineering manager and rose to become the director of iWork applications, the vice president of productivity apps, and since 2013 the VP of applications. With his deep expertise gained from previous experience as the director of engineering at several smaller software companies, Rosner exemplifies an expert leading experts.

In a functional organization, experts leading experts means that specialists create a deep bench in a given area, where they can learn from one another. For example, Apple’s more than 600 experts on camera hardware technology work in a group led by Graham Townsend, a camera expert. Because iPhones, iPads, laptops, and desktop computers all include cameras, these experts would be scattered across product lines if Apple were organized in business units. That would dilute their collective expertise, reducing their power to solve problems and generate and refine innovations.

Immersion in the details.

One principle that permeates Apple is “Leaders should know the details of their organization three levels down,” because that is essential for speedy and effective cross-functional decision-making at the highest levels. If managers attend a decision-making meeting without the details at their disposal, the decision must either be made without the details or postponed. Managers tell war stories about making presentations to senior leaders who drill down into cells on a spreadsheet, lines of code, or a test result on a product.

Of course, the leaders of many companies insist that they and their teams are steeped in the details. But few organizations match Apple. Consider how its senior leaders pay extreme attention to the exact shape of products’ rounded corners. The standard method for rounding corners is to use an arc of a circle to connect the perpendicular sides of a rectangular object, which produces a somewhat abrupt transition from straight to curve. In contrast, Apple’s leaders insist on continuous curves, resulting in a shape known in the design community as a “squircle”: The slope starts sooner but is less abrupt. An advantage of hardware products without abrupt changes in curvature is that they produce softer highlights (that is, little to no jump in light reflection along the corner). The difference is subtle, and executing on it isn’t simply a matter of a more complicated mathematical formula. It demands that Apple’s operations leaders commit to extremely precise manufacturing tolerances to produce millions of iPhones and other products with squircles. This deep immersion in detail isn’t just a concern that is pushed down to lower-level people; it is central at the leadership level.

Having leaders who are experts in their areas and can go deep into the details has profound implications for how Apple is run. Leaders can push, probe, and “smell” an issue. They know which details are important and where to focus their attention. Many people at Apple see it as liberating, even exhilarating, to work for experts, who provide better guidance and mentoring than a general manager would. Together, all can strive to do the best work of their lives in their chosen area.

Willingness to collaboratively debate.

Apple has hundreds of specialist teams across the company, dozens of which may be needed for even one key component of a new product offering. For example, the dual-lens camera with portrait mode required the collaboration of no fewer than 40 specialist teams: silicon design, camera software, reliability engineering, motion sensor hardware, video engineering, core motion, and camera sensor design, to name just a few. How on earth does Apple develop and ship products that require such coordination? The answer is collaborative debate. Because no function is responsible for a product or a service on its own, cross-functional collaboration is crucial.

When debates reach an impasse, as some inevitably do, higher-level managers weigh in as tiebreakers, including at times the CEO and the senior VPs. To do this at speed with sufficient attention to detail is challenging for even the best of leaders, making it all the more important that the company fill many senior positions from within the ranks of its VPs, who have experience in Apple’s way of operating.

However, given Apple’s size and scope, even the executive team can resolve only a limited number of stalemates. The many horizontal dependencies mean that ineffective peer relationships at the VP and director levels have the potential to undermine not only particular projects but the entire company. Consequently, for people to attain and remain in a leadership position within a function, they must be highly effective collaborators.

That doesn’t mean people can’t express their points of view. Leaders are expected to hold strong, well-grounded views and advocate forcefully for them, yet also be willing to change their minds when presented with evidence that others’ views are better. Doing so is not always easy, of course. A leader’s ability to be both partisan and open-minded is facilitated by two things: deep understanding of and devotion to the company’s values and common purpose, and a commitment to separating how right from how hard a particular path is so that the difficulty of executing a decision doesn’t prevent its being selected.

The development of the iPhone’s portrait mode illustrates a fanatical attention to detail at the leadership level, intense collaborative debate among teams, and the power of a shared purpose to shape and ultimately resolve debates. In 2009 Hubel had the idea of developing an iPhone feature that would allow people to take portrait photos with bokeh —a Japanese term that refers to the pleasing blurring of a background—which photography experts generally consider to be of the highest quality. At that time only expensive single-lens reflex cameras could take such photos, but Hubel thought that with a dual-lens design and advanced computational-photography techniques, Apple could add the capability in the iPhone. His idea aligned well with the camera team’s stated purpose: “More people taking better images more of the time.”

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Apple Is More Like a Band Than a Company

As the team worked to turn this idea into reality, several challenges emerged. The first attempts produced some amazing portrait pictures but also a number of “failure cases” in which the algorithm was unable to distinguish between the central object in sharp relief (a face, for instance) and the background being blurred. For example, if a person’s face was to be photographed from behind chicken wire, it was not possible to construct an algorithm that would capture the chicken wire to the side of the face with the same sharpness as the chicken wire in front of it. The wire to the side would be as blurred as the background.

One might say, “Who cares about the chicken wire case? That’s exceedingly rare.” But for the team, sidestepping rare or extreme situations—what engineers call corner cases —would violate Apple’s strict engineering standard of zero “artifacts,” meaning “any undesired or unintended alteration in data introduced in a digital process by an involved technique and/or technology.” Corner cases sparked “many tough discussions” between the camera team and other teams involved, recalls Myra Haggerty, the VP of sensor software and UX prototyping, who oversaw the firmware and algorithm teams. Sebastien Marineau-Mes, the VP to whom the camera software team ultimately reported, decided to defer the release of the feature until the following year to give the team time to better address failure cases—“a hard pill to swallow,” Hubel admits.

To get some agreement on quality standards, the engineering teams invited senior design and marketing leaders to meet, figuring that they would offer a new perspective. The design leaders brought an additional artistic sensibility to the debate, asking, “What makes a beautiful portrait?” To help reassess the zero-artifacts standard, they collected images from great portrait photographers. They noted, among other things, that these photos often had blurring at the edges of a face but sharpness on the eyes. So they charged the algorithm teams with achieving the same effect. When the teams succeeded, they knew they had an acceptable standard.

Another issue that emerged was the ability to preview a portrait photo with a blurred background. The camera team had designed the feature so that users could see its effect on their photos only after they had been taken, but the human interface (HI) design team pushed back, insisting that users should be able to see a “live preview” and get some guidance about how to make adjustments before taking the photo. Johnnie Manzari, a member of the HI team, gave the camera team a demo. “When we saw the demo, we realized that this is what we needed to do,” Townsend told us. The members of his camera hardware team weren’t sure they could do it, but difficulty was not an acceptable excuse for failing to deliver what would clearly be a superior user experience. After months of engineering effort, a key stakeholder, the video engineering team (responsible for the low-level software that controls sensor and camera operations) found a way, and the collaboration paid off. Portrait mode was central to Apple’s marketing of the iPhone 7 Plus. It proved a major reason for users’ choosing to buy and delighting in the use of the phone.

As this example shows, Apple’s collaborative debate involves people from various functions who disagree, push back, promote or reject ideas, and build on one another’s ideas to come up with the best solutions. It requires open-mindedness from senior leaders. It also requires those leaders to inspire, prod, or influence colleagues in other areas to contribute toward achieving their goals.

While Townsend is accountable for how great the camera is, he needed dozens of other teams—each of which had a long list of its own commitments—to contribute their time and effort to the portrait mode project. At Apple that’s known as accountability without control: You’re accountable for making the project succeed even though you don’t control all the other teams. This process can be messy yet produce great results. “Good mess” happens when various teams work with a shared purpose, as in the case of the portrait mode project. “Bad mess” occurs when teams push their own agendas ahead of common goals. Those who become associated with bad mess and don’t or can’t change their behavior are removed from leadership positions, if not from Apple altogether.

Leadership at Scale

Apple’s way of organizing has led to tremendous innovation and success over the past two decades. Yet it has not been without challenges, especially with revenues and head count having exploded since 2008.

As the company has grown, entering new markets and moving into new technologies, its functional structure and leadership model have had to evolve. Deciding how to organize areas of expertise to best enable collaboration and rapid decision-making has been an important responsibility of the CEO. The adjustments Tim Cook has implemented in recent years include dividing the hardware function into hardware engineering and hardware technologies; adding artificial intelligence and machine learning as a functional area; and moving human interface out of software to merge it with industrial design, creating an integrated design function.

Another challenge posed by organizational growth is the pressure it imposes on the several hundred VPs and directors below the executive team. If Apple were to cap the size or scope of a senior leader’s organization to limit the number and breadth of details that the leader is expected to own, the company would need to hugely expand the number of senior leaders, making the kind of collaboration that has worked so well impossible to preserve.

Cognizant of this problem, Apple has been quite disciplined about limiting the number of senior positions to minimize how many leaders must be involved in any cross-functional activity. In 2006, the year before the iPhone’s launch, the company had some 17,000 employees; by 2019 that number had grown more than eightfold, to 137,000. Meanwhile, the number of VPs approximately doubled, from 50 to 96. The inevitable result is that senior leaders head larger and more diverse teams of experts, meaning more details to oversee and new areas of responsibility that fall outside their core expertise.

In response, many Apple managers over the past five years or so have been evolving the leadership approach described above: experts leading experts, immersion in the details, and collaborative debate. We have codified these adaptions in what we call the discretionary leadership model, which we have incorporated into a new educational program for Apple’s VPs and directors. Its purpose is to address the challenge of getting this leadership approach to drive innovation in all areas of the company, not just product development, at an ever-greater scale.

When Apple was smaller, it may have been reasonable to expect leaders to be experts on and immersed in the details of pretty much everything going on in their organizations. However, they now need to exercise greater discretion regarding where and how they spend their time and efforts. They must decide which activities demand their full attention to detail because those activities create the most value for Apple. Some of those will fall within their existing core expertise (what they still need to own ), and some will require them to learn new areas of expertise. Activities that require less attention from the leader can be pushed down to others (and the leaders will either teach others or delegate in cases where they aren’t experts).

Rosner, the VP of applications, provides a good example. Like many other Apple managers, he has had to contend with three challenges arising from Apple’s tremendous growth. First, the size of his function has exploded over the past decade in terms of both head count (from 150 to about 1,000) and the number of projects underway at any given time. Clearly, he cannot dive into all the details of all those projects. Second, the scope of his portfolio has widened: Over the past 10 years he has assumed responsibility for new applications, including News, Clips (video editing), Books, and Final Cut Pro (advanced video editing). Although apps are his core area of expertise, some aspects of these—among them editorial content for News, how book publishing works, and video editing—involve matters in which Rosner is not an expert. Finally, as Apple’s product portfolio and number of projects have expanded, even more coordination with other functions is required, increasing the complexity of collaborating across the many units. For instance, whereas Rosner is responsible for the engineering side of News, other managers oversee the operating system on which it depends, the content, and the business relationships with content creators (such as the New York Times ) and advertisers.

To cope, Rosner has adapted his role. As an expert who leads other experts, he had been immersed in details—especially those concerning the top-level aspects of software applications and their architecture that affect how users engage with the software. He also collaborated with managers across the company in projects that involved those areas.

But with the expansion of his responsibilities, he has moved some things from his owning box—including traditional productivity apps such as Keynote and Pages—into his teaching box. Now he guides and gives feedback to other team members so that they can develop software applications according to Apple’s norms. Being a teacher doesn’t mean that Rosner gives instruction at a whiteboard; rather, he offers strong, often passionate critiques of his team’s work. (Clearly, general managers without his core expertise would find it difficult to teach what they don’t know.)

The second challenge for Rosner involved the addition of activities beyond his original expertise. Six years ago he was given responsibility for the engineering and design of News. Consequently, he had to learn about publishing news content via an app—to understand news publications, digital advertising, machine learning to personalize news content, architecting for privacy, and how to incentivize publishers. Thus some of his work fell into the learning box. Here managers face a steep learning curve to acquire new skills. Given how demanding this is, only critical new activities should fall into this category. Over six years of intense learning, Rosner has mastered some of these areas, which are now in his owning box.

As long as a particular activity remains in the learning box, leaders must adopt a beginner’s mindset, questioning subordinates in a way that suggests they don’t already know the answer (because they don’t). This differs starkly from the way leaders question subordinates about activities in the owning and teaching boxes.

Finally, Rosner has delegated some areas—including iMovie and GarageBand, in which he is not an expert—to people with the requisite capabilities. For activities in the delegating box, he assembles teams, agrees on objectives, monitors and reviews progress, and holds the teams accountable: the stuff of general management.

Whereas Apple’s VPs spend most of their time in the owning and learning boxes, general managers at other companies tend to spend most of their time in the delegating box. Rosner estimates that he spends about 40% of his time on activities he owns (including collaboration with others in a given area), about 30% on learning, about 15% on teaching, and about 15% on delegating. These numbers vary by manager, of course, depending on their business and the needs at a given time.

The discretionary leadership model preserves the fundamental principle of an effective functional organization at scale—aligning expertise and decision rights. Apple can effectively move into new areas when leaders like Rosner take on new responsibilities outside their original expertise, and teams can grow in size when leaders teach others their craft and delegate work. We believe that Apple will continue to innovate and prosper by being organized this way.

Apple’s functional organization is rare, if not unique, among very large companies. It flies in the face of prevailing management theory that companies should be reorganized into divisions and business units as they become large. But something vital gets lost in a shift to business units: the alignment of decision rights with expertise.

Why do companies so often cling to having general managers in charge of business units? One reason, we believe, is that making the change is difficult. It entails overcoming inertia, reallocating power among managers, changing an individual-oriented incentive system, and learning new ways of collaborating. That is daunting when a company already faces huge external challenges. An intermediate step may be to cultivate the experts-leading-experts model even within a business unit structure. For example, when filling the next senior management role, pick someone with deep expertise in that area as opposed to someone who might make the best general manager. But a full-fledged transformation requires that leaders also transition to a functional organization. Apple’s track record proves that the rewards may justify the risks. Its approach can produce extraordinary results.

• Joel M. Podolny is the dean and vice president of Apple University in Cupertino, California. The former dean of the Yale School of Management, Podolny was a professor at Harvard Business School and the Stanford Graduate School of Business.
• MH Morten T. Hansen is a professor at the University of California, Berkeley, and a faculty member at Apple University, Apple. He is the author of Great at Work and Collaboration and coauthor of Great by Choice . He was named one of the top management thinkers in the world by the Thinkers50 in 2019. MortentHansen

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4 Powerful Presentation Lessons from Apple

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Chelsi Nakano May 02, 2016

With the upcoming Apple announcement only a day away, the business world is buzzing in anticipation. What will Tim Cook unveil next—and how will it impact our lives? Whether tomorrow’s announcements harken a new iPhone or a wearable device, we can be certain of one thing: the presentations will be of the highest caliber.

Over the past three decades, Apple’s executives have delivered some of the best presentations in the business. From Steve Jobs’ unveiling of the first iMac in 1998 to Tim Cook’s keynote at last year’s Worldwide Developers’ Conference, Apple has served as an exemplary model for effective content and delivery for years.

As we get ready for the next big product launch from Cupertino, let’s look back at some of the presentation techniques that have made past Apple announcements so great. If you want to present like Steve Jobs, make note of this list in the prezi below and follow these tips next time you get up on stage.

1. KEEP YOUR MAIN MESSAGE SIMPLE—AND TWEETABLE.   (TWEET THIS!)

Apple sticks to sleek, simple design when it comes to its devices—and its presentations are no different. From the language to the visuals, everything in an Apple presentation is designed to convey one message at a time as clearly as possible. This dedication to clarity and simplicity ensures that Apple’s audiences come away from these presentations with the exact message that Apple wants to spread. Communications expert Carmine Gallo praises Apple executives for going so far as to make sure that their headlines are less than 140 characters long, so media outlets and audience members can tweet them out exactly as they said on stage. Take a look at Twitter after tomorrow’s announcement—you might just notice the same headlines, straight from Tim Cook’s mouth, making the rounds.

2. BRING YOUR DATA TO LIFE WITH VISUALS.   (TWEET THIS!)

Steve Jobs understood the importance of powerful imagery. When he announced the launch of the MacBook Air on stage in 2008, Jobs wanted to highlight just how thin Apple’s newest laptop computer was. Instead, however, of simply telling his audience the impressive dimensions of the computer, he showed them, using an image of a manilla envelope .

“It’s so thin,” he said, “it even fits inside one of these envelopes we’ve seen floating around the office.” With this powerful image, Jobs was able to get his message across in a much more compelling way than he would have with numbers and text alone.

Visuals are scientifically proven to help your audience remember your message. Several studies have shown that when combined with images, text-based information is  42% more memorable .

3. PREPARE FOR THE UNEXPECTED.   (TWEET THIS!)

At the Macworld Conference in 2007, Steve Jobs’ clicker famously failed him. Instead of throwing the wretched piece of plastic on the ground or storming off the stage, Steve kept his cool. He made a joke to put the audience at ease, and then launched into a story about his adventures with Apple co-founder Steve Wozniak in high school.

In a matter of minutes—which can feel like hours when you’re up on stage with no backup—the clicker was working again, and Steve was able to continue with his talk. Steve seemed like a natural on stage, but in fact he was meticulous about his preparation—which included preparing anecdotes to tell when clickers stopped working.

4. PLAN FOR A “WOW” MOMENT.   (TWEET THIS!)

Steve Jobs was famous for his audacious statements and bold choices, especially when it came to presenting. Jobs knew how to work an audience—and how to delight them with the unexpected. A great example of this kind of “wow” moment is from Jobs’ introduction of the iPhone in 2007.

“Today, we’re introducing three revolutionary products,” Steve began. “The first one is a widescreen iPod with touch controls. The second is a revolutionary mobile phone. And the third is a breakthrough Internet communications device.” He repeats these lines as the audience begins to cheer. “Are you getting it? These are not three separate devices. This is one device.” And the crowd went wild.

By baking a surprising “wow” moment into every presentation, you’ll be able to keep your audience engaged and enthused—because they’ll never know what to expect next.

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Apple - The Development Of iEcosystem

Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. The content in this post has been approved by Apple.

The Apple logo is very identifiable whether you're walking down a crowded street in a major city or travelling through the highways. Whenever you spot a MacBook, an iPad, or an iPhone, you immediately recognize the logo and know who built it. Apple has accomplished more than just technological domination. The corporation has achieved something that many people strive for: international name recognition and a reputation that will outlast everyone alive today.

The company's tagline from 1997 to 2002, "Think Different," may have contributed to Apple's success. While not always hailed as a triumph, it is the result of foresight in the current competitive market. While many of us possess Apple devices, few are familiar with their history. When did Apple get its start, and how popular was it at its inception? When did Apple become well-known? And why did Apple come so close to going bankrupt? However, such achievement does not happen instantly and is difficult to duplicate. So, what is this mysterious Apple sauce? Let's have a look.

Apple - Company Highlights

About Apple, and How it Works? Apple - Industry Apple - Name, Logo, and Tagline Apple - Founders Apple - Startup Story Apple - Apple without Jobs Apple - The Fall Apple - When Did It Become A Big Name? Apple - Vision, and Mission Apple - Business Model Apple - Investments Apple - Acquisitions Apple - Competitors Apple - Future Plans

About Apple, and How it Works?

Apple Inc. is a global technology company headquartered in Cupertino, California, that specialises in portable electronics, software applications, and internet services. Apple is the fourth-largest personal computer vendor by unit sales, the world's second-most valuable company, the largest information technology company by revenue (totalling US$365.8 billion in 2021) and the second-largest mobile phone manufacturer. Along with Amazon, Alphabet, Microsoft, and Meta, it is one of the five American behemoths in information technology businesses.

Apple Inc. produces, builds, and sells computers and associated computing and communication devices, as well as services, software, networking solutions, and peripherals. Apple distributes its goods through its online shops, retail locations, direct sales representatives, resellers, and third-party wholesalers all around the globe.

The iPhone is Apple's series of cell phones that run on Apple's operating system called iOS. The Mac range of computers is centered also on the business's macOS operating system.

The iPad is a range of multi-purpose tablets from Apple that run on the iPad OS operating system. Apple TV, Air Pods, Apple Watch, Home Pod, Beats products, iPod touch, and other Apple-branded and third-party accessories are included under Home, Wearables, and Accessories.

The Company's wireless headphones that interface with Siri are known as Air Pods. The Apple Watch is the firm's smartwatch series. AppleCare, Advertising, Cloud Services, Digital Content, and Payment Services are among its offerings.

Apple - Industry

The worldwide economy has been severely impacted by the COVID-19 pandemic . Many end-user sectors, including electronics manufacturing, have been impacted. According to data from an IPC study conducted in March 2020, 40% of global electronics manufacturers and suppliers polled anticipate that the COVID-19 outbreak will have the greatest impact on consumer electronics. Another 24% of respondents said that industrial electronics would be the worst hit, with 19% predicting that the automotive electronics category would be the most brutal damage.

Electronic computers, such as mainframes, laptops, pcs, workstations, and software services, as well as computer peripheral devices, are manufactured by companies in this business. Apple, Hewlett Packard Enterprise, Dell, IBM, Lenovo (Hong Kong), ASUS (Taiwan), and Canon (Japan) are the companies that belong to this sector or industry. Annual global unit sales for 2021 hit 340 million units, up 15% from the previous year. With large exports, Europe, Africa, and the Middle East, as well as the Asia Pacific, excluding Japan, led to the rise of this industry. During the projected period, which is 2021-2026, the Electronics Manufacturing Services Market is estimated to grow at a CAGR of 9%.

Apple - Name, Logo, and Tagline

Jobs revealed in his biography written down by Walter Isaacson that he was now on one of his fruitarian diets. He was driving back from an apple farm when he came up with the name for the firm that would transform his life. Steve Wozniak's book, "iWoz: Computer Geek to Cult Icon," confirms this. Wozniak, who drove Jobs home from the airport following that trip, claimed that the firm name came to him during the journey. According to Jobs, the "apple orchard" he mentioned was a commune.

According to Jobs' biography, he believed the name "Apple Computer" sounded "energetic, fun, and not intimidating" - all crucial elements for a firm that intended to transform computing and make it far more approachable. And, that's where the logo came from.

Apple's tagline says, "Think Different."

Apple - Founders

Steve Jobs, Ronald Wayne, and Steve Wozniak founded Apple Computers Company as a business deal on April 1, 1976.

Steve Jobs was the co-founder and former CEO of Apple and Pixar Animation Studios. Jobs attended Reed College in Portland, Oregon after graduating from Homestead High School in Cupertino, California in 1972. He dropped out after one semester and went on to study philosophy and other cultures.

Steve Jobs had a keen passion for technology, therefore he went to work for Atari Inc, a major video game producer at the time. He became acquainted with Steve Wozniak, a fellow designer, and attended Homebrew Computer Club meetings with him. On August 24, 2011, Jobs resigned as Apple's CEO and became Chairman of the Board of Directors. Jobs passed away on October 5, 2011.

Ronald Wayne

Ronald G. Wayne is mainly remembered as one of the co-founders of the Apple tech firm, with Steve Jobs and Steve Wozniak, the company's primary drivers. It was a brief journey compared to the years he spent inventing and manufacturing slot machines and other professional gaming devices. He's a skilled innovator with over a dozen US patents under his belt, covering a wide spectrum of essential concepts.

Steve Wozniak

For the past three decades, Steve Wozniak has been a Silicon Valley star and philanthropist. His design of Apple's original line of devices, the Apple I and II, impacted the popular Macintosh.

With Wozniak's Apple I personal computer, Wozniak and Steve Jobs launched Apple Computer Inc. in 1976. He unveiled his Apple II personal computer the next year, which had a central processing unit, a keyboard, colour graphics, and a floppy disc drive.

Wozniak was active in several corporate and humanitarian endeavours after leaving Apple in 1985, concentrating mostly on computer capabilities in schools and emphasising hands-on learning and promoting student creativity.

Apple - Startup Story

Steve Jobs, Steve Wozniak, and Ronald Wayne created Apple in 1976 to sell Wozniak's hand-built PC, the Apple 1. The Apple 1 was supplied as a motherboard that had a Central processing unit, RAM, and some rudimentary textual-video chips. It had no built-in keyboard, monitor, casing, or other Human Interface Devices at the time.

The Apple 1 was released in July 1976 and sold for $666.66. Only a few weeks after the firm was created, Wayne chose to quit. He accepted an $800 check, which was worth about $72 billion forty years later. Wayne was the one who hand-drew the initial Apple logo, which was later replaced with Rob Janoff's bitten apple symbol in 1977.

On January 3rd, 1977, Apple Computer Inc. was founded. Mike Markkula, who was interested in the Apple-1, gave the team the necessary funds and commercial acumen. Mike Markkula, the third employee, owned a third of the firm. He nominated Michael Scott as the company's first president and CEO because he believed Steve was too young and not responsible enough to handle the role.

The Apple II, designed by Wozniak, was released in 1977. The Apple II computers were able to stay on top of market leaders Tandy and Commodore PET thanks to VisiCalc (the world's first 'killer-app'), a revolutionary spreadsheet and computing software. Because of its office compatibility, VisiCalc provided customers with another reason to acquire the Apple II. The Apple II was able to change the computer industry by introducing colour graphics. Apple had a genuine office with many workers by 1978, as well as an Apple II production sector.

Revenues for Apple doubled every four months in the following years. Between September 1977 and September 1980, their annual revenues increased from $775,000 to $118 million (an average annual growth rate of 533 per cent).

On December 12, 1980, Apple came out publicly for $22 per share. Apple's $4.6 million shares sold out very instantly, raising more money than just about any other IPO since Ford Motor Company in 1956. Steve Jobs , the largest shareholder, gained $217 million from the IPO. The company's IPO also made 300 additional people millionaires overnight.

Apple - Apple without Jobs

As tensions between Jobs and John Sculley, the company's third CEO, developed, Jobs sought to depose Sculley through a revolt, which collapsed. Apple's board of directors sided with Sculley and relieved Jobs of his work responsibilities. Jobs subsequently left his position and started NeXT, a firm that makes powerful workstations. Around the same time, Steve Wozniak sold most of his stock, and left the company, claiming that the firm was heading in the wrong way.

With Jobs gone, the board members were willing to decide what type of computers Apple might create. They chose to sell more costly Macs to high-end clients. Because Steve Jobs was resistant to raising prices, this strategy could not be implemented until after he had departed. They concluded that even if lesser units are sold, profitability will be comparable or greater. This approach was known as "55 or die," and Jean-Louis Gassée required that the Macintosh II had to make at least 55% profit per unit. Sculley hired Gassée to take the role of Steve Jobs.

Although Apple computers were more costly than other computers on the market, they offered advantages such as the UI that attracted customers. In 1991, Apple released the PowerBook laptop with the System 7 operating system. System 7 was responsible for providing the Macintosh OS colour, and it was utilised until 2001 when OS X was introduced.

Apple attempted to expand into new areas throughout the 1990s. Gassée was also involved in the creation of innovative products like the eMate and the Newton MessagePad, with the hope that they would propel the business to an unprecedented level.

Apple - The Fall

When IBM clones became inexpensive and Microsoft's influence grew in the latter part of the decade, Apple's "55 or die" strategy failed. Even while Macs had an extensive software library, they were constrained. On the other hand, Windows 3.0 was on sale for low-cost commodity machines.

Apple intended to re-enter the industry, so they released a new range of devices called the Quadra, Centris, and Performa. Because Apple computers were only accessible by mail or authorised dealers at the time, the Performa was designed to be a stocking item for lifestyle merchants and department stores. Back then, there has been no Apple Stores. Customers, on the other hand, were confused by this since they didn't comprehend the differences among the variants.

Apple has tried portable CD audio players, digital cameras, speakers, TV appliances, and other items, but they all failed. Apple's stock price and market share dropped sharply. To compound the error, Sculley spent a significant amount of time and money porting System 7 to the new IBM/ Motorola PowerPC CPU rather than the Intel processor. Apple had no luck regaining market share since most software was designed on Intel CPUs, which were cheaper.

The Apple board had enough with the very disappointing line of devices and the pricey choice to switch to PowerPC. Sculley was then replaced as CEO by Michael Spindler, a German expatriate who had worked with Apple since the 1980s. Gil Amelio succeeded Spindler as CEO in 1996.

Amelio implemented significant reforms, including mass layoffs and cost reductions. His term was also marred by the shares of Apple hitting a 12-year low. In February 1997, Amelio chose to buy Jobs' NeXT Computer for $429 million, bringing Steve Jobs back to Apple.

Apple - When Did It Become A Big Name?

The iPod, another Apple invention, was introduced in 2001. It was advertised as having thousands of music tracks worth of memory on its 5GB hard drive, which was an astonishing accomplishment for an MP3 player at that very time.

In 2003, Apple launched the iTunes Music Store to augment this. This followed the introduction two years before of iTunes, Apple's digital music software solutions. In 2003, Apple introduced a variant for Windows, and over the next several years, it began moving out to the rest of the globe. The iTunes Music Store was a convenient method for US residents to legally purchase music online; in 2006, it changed its name to the iTunes Store to include video services too. In 2005, Apple computers had Intel chips, allowing them to run Windows. All Apple PC hardware, including iMacs and MacBook Pros, will be Intel-based in the future.

In 2007, Apple Computer Inc. changed its name to Apple Inc. to reflect its expanded product line. 270,000 iPhones were ordered during the first 30 hours after its release, earning it the moniker "Apple's destiny changer."

The debut of the iPhone, iPod Touch, and iPad devices were met with overwhelming success. Apple introduced the App Store in July 2008 to offer third-party iPhone and iPod-Touch software. The App Store sold 60 million apps in a month and generated an average daily income of $1 million. Because of the iPhone's success, Apple became the world's third-largest mobile device provider.

In October 2010, Apple stock achieved an all-time high of $300. On August 24, 2011, Steve Jobs stepped down from his role as CEO owing to health concerns and was succeeded by Tim Cook . Jobs died on October 5, 2011, bringing an end to a great period for Apple and a major shift in the company's history.

Apple, on the other hand, continues to dominate the market with ground-breaking technical marvels.

Apple - Vision, and Mission

Apple's mission is “ to bring the best user experience to its customers through its innovative hardware, software, and services .”

Apple - Business Model

Apple's business model is divided into two parts: products and services. In 2021, Apple earned more than $365 billion in revenue, with $191.9 billion coming from iPhone sales, and $38.3 billion from accessories and wearables (AirPods, Apple TV, Apple Watch, Beats products, Home Pod, iPod touch, and accessories),  $35.2 billion from Mac sales, $31.86 billion from iPad sales, and $68.4 billion from services.

• Products - iPhone, Mac, iPad, as well as wearables, home, and accessory devices, are among the product lines (Air Pods, Apple-Watch and more)
• Services -  AppleCare+, Digital Content Stores and Streaming Services, and the AppleCare Protection Plan, Apple's Cloud Services, Licensing, and other services like Apple ArcadeTM, Apple News+, Apple CardTM, and Apple Pay, a cashless payment service, are all part of the services business.

Apple - Investments

Apple - acquisitions, apple - competitors.

Microsoft, Samsung, Lenovo, Dell, Sony, HP, Xiaomi, Asus, Huawei, and Oppo are the top competitors of Apple.

Apple - Future Plans

Every year in June, Apple has its global Annual Developers Conference, and in 2022, the keynote will be held on June 6. Apple will use the event to debut its next-generation software, which will be available in the autumn.

Apple is said to be developing a folding iPhone with a screen size of 7.5 to 8 inches and a release date of 2023 at the utmost. Apple is reported to be working on interactive virtual goggles with an inbuilt processor, dedicated high-end displays, and a Reality Operating System. The gadget will combine hand gestures, touch panels, and voice activation for interaction, and it is projected to cost around $3,000. In 2023, the AR/VR headset is projected to be released.

Apple is working on upgraded 14-inch and 16-inch MacBook Pro models with M2 Pro and M2 Max processors. The M2 Max processor will include a 12-core CPU and a 38-core GPU, and the new computers will be available in 2023.

The storyline of Apple's electric vehicle research has undergone numerous plot twists, but reliable Apple analyst Ming-Chi Kuo claims that the company is still targeting a completely autonomous automobile, instead of just a technology offering, with a launch date between 2023 and 2025.

Apple - FAQs

What does apple do.

Apple Inc. is a global software company headquartered in Cupertino, California, that specialises in portable electronics, software applications, and internet services

When was Apple founded?

Which companies do apple compete with.

Microsoft, Samsung, Lenovo, Dell, Sony, HP, Xiaomi, Asus, Huawei, and Oppo are some of the companies Apple competes with.

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INTRODUCTION

APPLE'S INC.  is an American multinational corporation that designs and markets consumer electronic, software and personal computers. The mission statement of Apple is “Apple designs Macs, the best personal computers in the world, along the OS X, iLife, iWork, and professional software. Apple leads the digital music revolution with its iPod’s and iTunes online store. Apple reinvented the mobile phone with its revolutionary iPhone and App Store, and has recently introduced its magical iPad which is defining the future of mobile media and computing devices.” The vision of the company is “To make a contribution to the world by making tools for the mind that advance humankind.”       Apple operates 300 retail stores in ten countries; they also have an online store where hardware, software products are sold. Apple products include Mac (desktop computers /laptops ), iPod, iPhone, iPad, iTunes, and other products.

Some ways that Apple uses the Web:

• To advertise their products (Mac, iPod, iPhone, iPad, iTunes,  and other products).
• To see their products.
• To have other services to assist you.
• To have videos to help you set up your Apple 

        products.

• To download data software, updates for Apple
• To communicate with other Apple users around the world.
• To contact them for further information.

Introduction (cont.)

Apple is a consumer based industry. The success or failure depends upon how well the products are received by the customers. SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats.Strengths and Weaknesses are internal factors that affect company’s success or failure. Opportunities and Threats are external factors the impact the company’s growth. SWOT analysis is performed on each segment individually. It also states and evaluates how well the product meets the consumer's needs and comparing itwith the competitors and focusing on the current and future market.

• Brand – is extremely important. Apple is one of the most established and healthy IT brands in the world, and has a very loyal set of enthusiastic customers that advocate the brand. Such powerful loyalty means that Apple not only recruits new customers, it retains them. This means they come back for more products and services from Apple, and the company also has the opportunity to extend new products to them, for example the iPod.
• Design and Innovation  – Apple’s design teams’ primary motivation is to make intuitive products that will allow users to be up and running without having to read instruction books. They set the standard for designing hardware and software products. Apple computers are experts in developing their own software and hardware products.

Strengths (cont'd) :

• Retail  – In addition to having their online iTunes store, Apple has opened an additional online store called the App Store. These online stores are strengths in that they allow Apple to maintain a continual stream of revenue rather than having to wait solely upon new product development.

Weaknesses :

• Faulty products – It is reported that the Apple iPod Nano may have a faulty screen. The company has commented instantly that a batch of its product has screens that break under impact, and the company is replacing all faulty items
• Very proprietary and controlling – Apple would not open their operating system to outsiders to develop hardware to work with other company products, keeping hardware sales to itself.
• To much reliance on CEO Steve Jobs.

Opportunites:

• Technological Innovations – Apple has the opportunity to develop its iTunes and music player technology into a mobile phone format. A version of Apple's iTunes music store has been developed for the phone so users can manage the tracks they store on it. New technologies and strategic alliances offer opportunities for Apple.
• Extend new products to loyal customers – Expanding loyal customer base with the release of iPod and the iPhone and later the iPad.
• Podcasts – are downloadable radio shows that can be downloaded from the Internet, and then played back on iPods and other MP3 devices at the convenience of the listener. The listener can subscribe to Podcasts for free, and ultimately revenue could be generated from paid for subscription or through revenue generated from sales of other downloads.
• Competition – The biggest threat to IT companies such as Apple is the extremely high level of competition in the technology markets. Since they are a successful company, they attract competition from Dell, HP, Sony, and Toshiba. Apple puts emphasis on researching and developing and marketing in order to retain its competitive position. The popularity of Apple’s iPods’ and Macs’ (computers) are subject to demand. If economies begin to weaken, it will affect demand negatively.
• Substitute products – There is a high substitution effect of products in the innovative and fast moving IT consumables market. Technology is changing rapidly in the markets. Just yesterday it was CD’s, now its iPod’s. Tomorrow’s technology might be entirely different.
• Low prices of the competitors – Apple price itself out of the personal computer industry, which is a big problem. This leads to competitors selling their product at a lower price than an apple product.
• Technical advancements – Microsoft launched Microsoft Vista, Windows 7 which is gaining market share.

APPLE'S CULTURE

The culture of Apple was based on the fact that individuals who are self-motivated will do more work if they do not have a manager/supervisor examining their every action. The unique structure of Apple had allowed it to grow and react more quickly to changes than its competitors. The reason for this quick response is because it is easier to get a project started if there are only a few people to obtain approval from. Apple initially grew fast, because decisions were made at the lowest possible level.

• Corporate/Company Culture:

Apple has a startup level urgency when the direction comes from Steve. If you have a project that Steve is not involved in, it will take months of meetings to move further. If Steve wants it done, it will be done as fast as possible. The best way to get any work done was to say it’s for Steve and you would probably have it the same day.

For Apple, design is everything. Steve Jobs strongly believes this. When you have a leader that knows and believes in the impact of design, it is easier to make everyone else follow. When the entire company focuses on the design of a product, the result is breathtaking products. This is exactly how Apple does it; they strive for perfection. If at any point in time they make a mistake with a product, or if it’s not perfect in its own unique way, it’s simple, they would not let it go to the public.

APPLE'S STRUCTURE

The organizational structure of Apple was focused on placing decision making in the hands of the people in the field. Apple was doing exceedingly well and had gotten the attention of many people around the world because the company was performing extremely well and was very responsive to changes that were made. However, after years of success, Apple found themselves in a financial nightmare. Apple suffered problems specifically in the accountability of spending and in economic decision-making. With employees making decisions at different levels of the organization, it is difficult for the corporate office to keep track of spending and purchasing.

Organisational Structure of Apple's Inc

ENVIRONMENT

The environment in Apple is one that changes really quickly.

• Economic Environment

     Apple is not the market leader of the computer industry although, it is only 7%. In the computer industry Apple has many competitors, like Dell, HP, Sony and Toshiba. Due to the economic crisis, Hong Kong has a very high inflation rate. People will not want to purchase such an expensive product like Macbook, but with an increase on their income level might just change their mind. It will increase the willingness of the public to purchase the Apple products.

• Technological and Information Environment:

      Apple has many well-known software programs, like iOS and iWork. All of them are particularly designed for the Mac computers, there are the comparative advantage of Apple. Apple also make good use of the technology to develop many multi-functional products, and improving the existing programs.

BUSINESS STRATEGY

 Apple’s business strategy is to “Think Different”. 

Apple’s ability to align marketing strategy and 

business strategy with product development

leaves competitors in the dust. Their strategy is

product differentiation and strategic alliances.

• Product Differentiation:

Product differentiation is a viable strategy, especially if the company uses theoretical distinctions for product differentiation.  Those that are relevant to Apple are product features, product mix, and their reputation. Apple prides itself on its innovation. Apple established a reputation as an innovator by offering some easy-to-use products that cover a broad range of segments.

A company’s differentiated product will appear more attractive comparing to substitutes, thus reducing the threat of substitutes.  If suppliers increase their prices, a company with a differentiated product can pass that cost to its customers, thus reducing the threat of suppliers. A company attempts to make its strategy a sustained competitive advantage.  For this to occur, a product differentiation strategy that is economically valuable must also be uncommon, difficult to imitate, and the company must have the organization to take advantage of this.

• Strategic Alliances:

                        There is economic value in strategic alliances. In the case of Apple, there was the opportunity to manage risk and share costs, facilitate tacit collusion, and manage uncertainty.  It would have been applicable to the industries in which Apple operated.  Tacit collusion is a valid source of economic value in network industries, which the computer industry is.  Managing uncertainty, managing risk, and sharing costs are sources of economic value in any industry.  Although Apple eventually realized the economic value of strategic alliances, it should have occurred earlier.

VALUE CHAIN

                The value chain highlights specific activities in the business where competitive strategies and information systems will have the greatest impact. The chain analyzes the firm as a series of primary and support activities that add value to a firm’s products or services. Primary activities are directly related to production and distribution, whereas support activities make the delivery of primary activities possible.

Primary Activities

Support Activities

COMPETITIVE STRATEGIES

There are four types of Competitive Strategies:

• Low Cost Leadership

      This strategy involves the firm winning market share by appealing to customers. This is achieved by having the lowest prices in the target market segment, or at least the lowest price to value ratio. To succeed at offering the lowest price while still achieving profitability and a high return on investment, the firm must be able to operate at a lower cost than its rivals. There are three main ways to achieve this:

• The first approach is achieving a high asset turnover.
• The second dimension is achieving low direct and indirect operating costs.
• The third dimension is control over the supply/procurement chain to ensure low costs.
• Differentation

        A differentiation strategy is appropriate where the target customer segment is not price-sensitive, the market is competitive or saturated, customers have very specific needs which are possibly under-served, and the firm has unique resources and capabilities which enable it to satisfy these needs in ways that are difficult to copy. These could include patents or other Intellectual Property (IP), unique technical expertise, talented personnel, or innovative processes. Successful brand management also results in perceived uniqueness even when the physical product is the same as competitors. This way, Starbucks could brand coffee, and Nike could brand sneakers. Fashion brands rely heavily on this form of image differentiation.

• Focus on market Niche
•   Marketing niche strategy based on customer needs and wants are the most sustainable – this usually arises when the mass-market product does not produce the item required.
• Marketing niche strategy can also be created if there are social and cultural differences within a single community that may require that changes may be required to be made to a product or service. This regularly gives rise to a niche market.
•    Marketing niche strategy is also created through exclusive rights – such as brands, trademarks, patents etc. For example under the main brand a niche brand can be created to serve special customer needs e.g. Marketing niche strategy is also achieved through adopting particular delivery channels.
• Strengthen Customer and Supplier Intimacy

     Customer and supplier intimacy strategy uses information systems to develop strong ties and loyalty with customers and suppliers. Strengthening customer and supplier intimacy can be an extremely effective strategy in itself. Through making transactions and conditions in general, easier and more user friendly for customers and suppliers, the intimacy of the firm and customer/supplier will increase. This offers great incentive for both customer and supplier to continue doing business with the firm. Customer intimacy is a concept from marketing, which describes the ability of a supplier to become accepted and known as the regular partner with its customer. Customer intimacy is the largest source of your growth, sustainable competitive advantage, and profit. Strengthen Customer and Supplier Intimacy: apply information systems to tighten long-term relationship and create brand loyalty with customers and suppliers, including increasing switching costs.

The Strategies that affect Apple Inc. are:

•           Differentiation
•           Focus on Market Niche
•           Strengthen Customer  and Supplier Intimacy
•   Differentiation

                    Apple Inc. can use differentiation as a competitive strategy to fight the competitive forces, since they have a range of products that stand out against all other products in the electronic industry. For example Apple's design skills or Pixar's animation prowess is one way of showing that this company sis different. This business approaches the non-price sensitive customer and delivers exactly what the customer need.  

• Focus on Market Niche

    Apple Inc. can also use this competitive strategy since, this company uses high ‘modern-day’ technology that assist the ‘modern-day’ man in every aspect of life. Apple designs products with a unique style that will satisfy the customer that wants a particular feature which the mass product will not entail. 

Apple Inc. can also use this strategy since, they are a well-known organization and although they may be a part of brand loyalty, in order to fight other competitive forces, they may need to keep in touch with their customers and even suppliers. This method helps both customer and supplier to keep doing business with the firm and also assist in company growth, sustainable competitive advantage and increase in profits.

There are three types of information systems that affect Apple Inc. ability to effectively execute the specific strategies:

•           Transaction Processing Systems
•           Management Information Systems
•           Decision Support Systems
• TRANSACTION PROCESSING SYSTEMS (TPS): 

         Transaction processing systems (TPS) automate the handling of data about business activities or transactions. The analysis and design of TPS, means focusing on the firm’s current procedures for processing transactions, whether those procedures are manual or automated. The goal of TPS development is to improve transaction processing by speeding it up, using fewer people, improving efficiency and accuracy, integrating it with other organizational information systems or providing information not previously available. Therefore, this is a suitable information system that will assist Apple Inc. to effectively execute the competitive strategies discussed above.

• MANAGEMENT INFORMATION SYSTEMS (MIS):

       A management information system (MIS) is a system that provides information needed to manage organizations efficiently and effectively. Management information systems involve three primary resources: technology, information, and people. It's important to recognize that, the most important resource is people. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization. Hence, management information systems can be used in Apple Inc. to assist in effectively executing the competitive strategies identified above.

• DECISION SUPPORT SYSTEMS (DSS):

A decision support system (DSS) is a computer-based information system that supports business or organizational decision-making activities. DSSs serve the management, operations, and planning levels of an organization and help to make decisions, which may be rapidly changing and not easily specified in advance. A properly designed DSS is an interactive software-based system intended to help decision makers compile useful information from a combination of raw data, documents, personal knowledge, or business models to identify and solve problems and make decisions. Typical information that a decision support application might gather and present are:

·         Inventories of information assets (including legacy and relational data sources, cubes, data warehouses, and data marts),

·         Comparative sales figures between one period and the next,

·         Projected revenue figures based on product sales assumptions.

Therefore, this type of information system is definitely needed in a business such as Apple Inc. 

Free Google Slides Apple Template for PowerPoint Presentation

Good presentation skills are important in the workplace. They can make or break a deal, provide information for an audience, or strengthen your argument. Finding the right PowerPoint template is crucial to presenting well and ensuring you give off the best impression. Download this amazing free Apple template and create a lasting impression on your audience.

Unlock the world of creativity with these captivating “Apple Elegance” themes – a tribute to the innovative spirit of Apple Inc. This free Apple presentation template is a perfect blend of sleek design and intuitive functionality, embodying the essence of Apple’s iconic style.

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Whether you’re a tech aficionado, a creative professional, or an educator aiming to inspire, the “Apple Elegance” template empowers you to craft presentations that mirror Apple’s captivating ethos. From boardroom presentations to educational seminars, this template is your gateway to showcasing your ideas in a way that’s as cutting-edge as the Apple brand itself.

This free Google Slides Apple template for PowerPoint presentation – a perfect design for your next business meeting, conference, or training session. This Apple version of the PowerPoint template has a sleek and professional theme with the right amount of detail to make it stand out from other templates on the web. The Apple logo and iPhone 13 mockups give the deck a professional appeal. Finding the right PowerPoint template is crucial to presenting well and ensuring you give off the best impression. Stand out from the corporates in the meeting room and present an outstanding presentation using these Free Google Slides Apple template for PowerPoint presentations. Find out the more interesting business deck template here at our Business Pitch Deck library.

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Apple Events 2023: Apple’s event calendar and details of the next Apple keynote

Apple doesn’t often participate in big industry-wide events such as CES or E3. The most valuable company in the world holds its own events, thank you very much. Several times a year, Apple invites the press and industry professionals to Apple Park to hear all about its latest products and services. Apple calls these “events,” and streams them live online to millions of watchers.

In 2022, there were three such events: A spring event on March 8, WWDC on June 6, and the iPhone 14 launch on September 7. An additional event was expected in October or November but never materialized.

So far in 2023, we’ve had just one event: WWDC in June. We expect two more Apple events before the year is over. Read on to find out what events and new Apple product launches the company has in store for 2023 and 2024.

When is Apple’s next event?

The next event in Apple’s calendar is the iPhone 15 launch on September 12, 2023. This is now official, following the sending out of invitations near the end of August. (At least, the event is official. The announcements themselves will remain secret until the last possible moment, and Apple is referring to the event by the tagline “Wonderlust” rather than as the iPhone 15 launch.)

We have lots of information about Apple’s September 2023 iPhone 15 event in a separate story.

What time will the next Apple event start?

Apple’s keynotes tends to start at 10 am in California (where Apple is based), and the “Wonderlust” event on September 12 is no exception.

Here’s what that translates to in the countries where most of our readers live:

• U.S.: at 10 am (PST/PDT), 11 am (MST/MDT), noon (CST/CDT), 1 pm (EST/EDT)
• Canada: as above, and 2 pm (AST/ADT)
• U.K.: at 6 pm (GMT/BST)
• Europe: at 7pm (CET/CEST)
• India: at 10.30 pm (IST)
• Australia: Following day at 1 am (AWST/AWDT), 2.30 am (ACST/ACDT), 3 am (AEST/AEDT)
• New Zealand: next day at 5 am (NZST/NZDT)

How long does an Apple event last?

Apple keynotes usually last between one and two hours and feature CEO Tim Cook along with various other Apple executives including Craig Federighi, John Ternus, and Erin Turullols. WWDC and the September event tend to be longer keynotes; the spring and late-fall events can be slightly shorter.

When does Apple hold events?

Apple holds three or four live or live-streamed events throughout the year where the company unveils its latest products and plans during a keynote address. They are usually held during similar times of the year:

• March/April: Spring event
• June: WWDC (Worldwide Developers Conference)
• September: Fall event (aka iPhone launch event)
• October/November: Late-fall event(s)

This event calendar is by no means set in stone, though, with the spring and October events being less regular. Some years, Apple doesn’t hold a spring event at all, as was the case in 2023.

The summer and September events are more predictable, with software coming at WWDC in June and iPhones and Apple Watches in September. The October event often sees Apple launch new Macs, but this is another one that changes from year to year.

What Apple events will take place in 2023?

Based on past history and recent rumors, here are the events we expect to see across the remainder of 2023:

iPhone 15 launch event: September 12, 2023

Apple always holds an event in September, and almost always uses this to announce a new iPhone. (The only exception in recent memory was in 2020, as a result of Covid-related production issues. That year the iPhone was announced in October.) Here are the past few Apple September event dates:

2022: Wednesday, September 7 2021: Tuesday, September 14 2020: Tuesday, September 15 2019: Tuesday, September 10 2018: Wednesday, September 12 2017: Tuesday, September 12

And we know when the next one will take place, too. Apple has sent out invitations to an event on September 12, 2023, and we’re expecting to see the iPhone 15 , iPhone 15 Plus, iPhone 15 Pro, and possibly a new iPhone 15 Ultra to replace the iPhone 14 Pro Max. We’re also likely to see the launch of the Apple Watch Series 9 . Could there be new AirPods ? We’ll have to wait and see.

Late-fall event: October/November 2023

Apple’s late-fall event, held in October or November as a follow-up to the usually bigger September launch, isn’t guaranteed to happen. In 2022, for example, there were rumors about an October event, but Apple opted instead to issue press releases for the new 10th-gen iPad and M2 iPad Pro. Over the past six years, Apple has held a total of four late-fall events (including a double-header in 2020), so it’s anyone’s guess whether it’ll happen this year.

• 2022: No event
• 2021: Monday, October 18
• 2020: Tuesday, October 13 and Tuesday, November 10
• 2019: No event
• 2018: Tuesday, October 30
• 2017: No event

Apple traditionally uses its late-fall event to unveil new Macs and iPads, in contrast to the September event’s usual focus on the iPhone and Apple Watch. In 2023, that could mean the launch of the M3 chip, which could appear in the new 24-inch iMac , but we may be waiting until 2024 for that. Another contender for the late 2023 event is a rumored 14-inch iPad Pro.

What Apple events will take place in 2024?

Here are the events we expect to see in 2024, and what could launch.

Spring event 2024

There were no Apple spring events in 2023 or 2020, but when they do happen, they can be significant. In spring 2022, Apple announced the iPhone SE 2, iPad Air, and Mac Studio and Studio Display; in 2021, we got the iMac, AirTag, and Apple TV 4K. And in 2019, the event was devoted to Apple’s services: Apple TV+, Apple News+, and Apple Arcade. Could there be an Apple spring event in 2024? It looks likely.

If there is, the event will most likely take place on a Monday or Tuesday in March or April. Here’s when Apple has held its past few spring events:

• 2023: No event
• 2022: Tuesday, March 8
• 2021: Tuesday, April 20
• 2020: No event due to Covid
• 2019: Monday, March 25
• 2018: Tuesday, March 27

We already know that Apple’s Vision Pro headset is set to launch in “early 2024” so a spring launch is entirely feasible. What else could we see? New AirPods, a HomePod with a screen , a gaming device ?

WWDC: June 2024

WWDC usually takes place in the first or second week of June. In 2023 the opening keynote was held on Monday, June 5. Apple announced three new Macs and the Vision Pro headset as well as revealing the features coming up in the various operating systems.

Following the keynote on the Monday, developer events and sessions will run throughout the week. You can read more about WWDC date, times and everything you need to know in a separate article.

• WWDC 2023: June 5-9
• WWDC 2022: June 6-10
• WWDC 2021: June 7-11
• WWDC 2020: June 22-26
• WWDC 2019: June 3-7
• WWDC 2018: June 4-8
• WWDC 2017: June 5-9

Apple uses WWDC each year to unveil the latest versions of its operating systems, so in 2024 we’ll get a preview of iOS 18, iPadOS 18, macOS 15, watchOS 11, and tvOS 18, and possibly an update to Apple’s realityOS. New hardware sometimes makes an appearance at WWDC as well, as was the case in 2023.

Fall event(s): September/October/November 2024

The cycle will complete with the big iPhone event in September 2024 (there are rumors that the iPhone 16 will be a major overhaul) and, possibly, iPad and Mac events in October and/or November. But this is a long way off so we won’t get into too much detail just yet.

Author: Karen Haslam , Editor

Macworld editor since 2008, Karen has worked on both sides of the Apple divide, clocking up a number of years at Apple's PR agency prior to joining Macworld two decades ago. 

Karen's career highlights include interviewing Apple's Steve Wozniak and discussing Steve Jobs’ legacy on the BBC. Her focus is Mac, but she lives and breathes Apple.

Recent stories by Karen Haslam:

• iPhone 15: Everything you need to know about the next iPhone
• How to back up an iPhone or iPad
• macOS 13 Ventura superguide: Everything you need to know

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Mar 17, 2019

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Apple Inc. A Global Business Case Study (I could talk about this for hours) By Victoria Huxtable BCom Dip Ed COGE. Apple Overview. Apple Overview. Who is Jonathan Schwartz? What about Larry Ellison, Olli-Pekka Kallasvuo, Steve Ballmer or Eric E Schmidt?

• market share
• michael dell
• experiencing apple products
• apple experienced sharp fall

Presentation Transcript

Apple Inc. A Global Business Case Study (I could talk about this for hours) By Victoria Huxtable BCom Dip Ed COGE

Apple Overview

Apple Overview • Who is Jonathan Schwartz? What about Larry Ellison, Olli-Pekka Kallasvuo, Steve Ballmer or Eric E Schmidt? • Perhaps you’ve heard of Steven Jobs?

Apple Overview • Steven P. Jobs - CEO and co-founder of Apple Computer Inc (with Steve Wozniak) in 1976 (Jobs and Woz) • 2007 name changed to Apple Inc. • Steve Jobs 132nd on Forbes Rich List ($5.7 billion) • What is it about Steve Jobs and Apple that has this man and his company trumpeted as the technology industry’s answer to the Terminator?

Apple Origins

Apple’s Origins: • Jobs and Woz - 20 something college drop outs, founded Apple Computer on April Fools Day 1976. • Worked out of Jobs’ garage and built computer circuit board named Apple I • Sales reached 200 in first few months • Formal business plan sets goal to increase sales to $500 million in 10 years.(REASONS FOR EXPANSION: INCREASE SALES)

Apple’s Origins: • New partner - Mike Markkula Jr (millionaire recently retired from Intel) • Attracted venture capital • Woz - tech genius • Jobs - visionary seeking to “change the world through technology” • Apple moves from Jobs' garage to a building in Cupertino Calif (current global HQ in Silicon Valley)

Apple’s Global Expansion

Apple’s Global Expansion • Apple II launched in 1977. • In only its second year, sales increased tenfold • Dealer network grown to over 300. • Unveiling at first West Coast Computer Fair (largest booth and projection). Markkula walks floor to sign up dealers. • 1979 Apple employs 250 people working in 4 buildings

Apple’s Global Expansion • By December 1980, Apple was the industry leader. • Apple II’s business ready platform containing “VisiCalc” contributed to its success • Apple launched a successful IPO (Initial Public Offering). • IPO generated more money than any IPO since Ford Motor Company in 1956 • Apple facilities occupy more than half a million square feet in the US and Europe. • Apple employee count breaks 1000 • 800 independent retailers in US + Canada, plus 1000 abroad.

Apple’s Falling Market Share • IBM entered PC market in 1981, fundamentally changing Apple’s position. • IBMs were able to be cloned by other producers and used DOS operating system (OS) • IBM = open system • Apple = private and closed • Interestingly, Apple experienced sharp fall in market share (6.2% in 1982) • Yet Apple’s revenue continued to grow in 1982 (a “billion dollar (sales) party was thrown for employees in 1982)

Introducing the Apple Macintosh • The Macintosh was hailed a breakthrough PC in terms of ease of use, industrial design and technical elegance. • This was greatly needed as the company was in crisis in 1983-84, with net income falling 17%. • Apple became a household name in the third quarter of SuperBowl XVIII when it aired the enormously popular 1984 ad promoting the upcoming release of the Macintosh Click on image

Introducing the Apple Macintosh • Steve Jobs was responsible for developing the Mac (and Lisa) computers • Production was based on the VERTICAL INTEGRATION model • Apple facilitates all aspects of its hardware and creates its own operating system that is pre-installed on all Macs. • This is in contrast to IBM PC compatibles • First PC to feature mouse and graphical user interface.

Job’s NeXT Step • Macintosh not entirely successful • Net income was down by 17%, despite launch of the Macintosh and Lisa (a disaster and eventually discontinued in 1985) in PCs in January 1984.

Jobs’ NeXT Step • Jobs’ leadership at the Macintosh project was short-lived. • After an internal power struggle with new CEO John Sculley (ex Pepsi man), Jobs angrily resigned from Apple in 1985, went on to found NeXT, another computer company, and did not return until 1997.

1985-1997 • Sculley (1985-1993) • Desktop publishing and education • Apple into the corporate world • Desktop publishing (Aldus Pagemaker) • Networking and connectivity • 1990 market share stabilised at 8% • Education market actually 50% market share • Apple customers “love their Macs”vs IBM users “put up with” their machines • Apple and IBM formed a JOINT VENTURE to create a new OS and other software.

1985-1997 • M Spindler and G Amelio (1993-1997) • Reinvigorate core markets (education K-12 and desktop publishing) as market share was 60% and 80% • Scrapped Sculley’s plan to put Mac OS on Intel chips ($500 mill) • Apple would LICENSE a handful of companies to make Mac clones ($50 per copy of a MacOS license) • Spindler lost momentum (140 corporate buyers would not consider buying a Mac) • $69 mill loss and more layoffs • Amelio lost $1.6 billion, worldwide market share went from 6-3%

The second coming of Steve Jobs (1997-present) • Yes the allusion to Jesus is deliberate!

The Apple Turnaround • Jobs • Ended licensing plan to an abrupt end (clones were 20% of Mac sales, and value of Mac fell 11%) • Focus on Microsoft Office for the Mac • iMac launched 1998 (plug and play peripherals) - sold 6 million in 3 years (300 million PCs sold in same time) • Re-energize Apple’s image (Jobs retained role as CEO of his company Pixar to this end)

Apple’s Turnaround • Shortly after Mr. Jobs returned to Apple in 1997 as part of the company's acquisition of NeXT,Dell's founder and chairman, Michael Dell, was asked at a technology conference what might be done to fix Apple, then deeply troubled financially. • (Michael Dell - pictured)

Apple’s Turnaround • "What would I do?" Mr. Dell said to an audience of several thousand information technology managers. • "I'd shut it down and give the money back to the shareholders."

Steve Jobs’ Email Mr. Jobs sent a brief e-mail message to Apple employees, soon after, which read: "Team, it turned out that Michael Dell wasn't perfect at predicting the future. Based on today's stock market close, Apple is worth more than Dell. Stocks go up and down, and things may be different tomorrow, but I thought it was worth a moment of reflection today. Steve."

Lessons from Apple’s Marketing • Interbrand Study (2008) Ranks Apple's Brand as 24th most valuable in the world. • Coca - Cola remained the #1 global brand. • IBM traded places with Microsoft to rise from #3 to #2. • Nokia (#5), Intel (#7), Google (#10), HP (#12), Cisco (#17), Samsung (#21), and Oracle (#23) are the other tech companies ahead of Apple in the rankings.

Perceptions of Apple • Apple has enjoyed since founding in 1976 a prominence out of proportion to its modest share of the PC market • Leaders have cultivated the image that Apple is hip, stylish and humane - “the computer for the rest of us” • 1984 ad promised a machine that would liberate mankind from the tyranny of large, impersonal computer companies

Perceptions of Apple • “We started out to get a computer in the hands of everyday people, and we succeeded beyond our wildest dreams.”—Steve Jobs

Apple’s Marketing Lessons • Make the product king • Quality products that offer customers exceptional value. • Macintosh has a significantly longer life-span than PC's is testament to Apple's commitment to quality • Quality and innovation waned after the departure of Jobs and Woz for a decade • Apple's turnaround is largely owing to the return of innovative products like the iMac and iPod.

Apple’s Marketing Lessons • Make the customer king • Apple customers have tremendous brand loyalty. • Mac users (Mac Marines) would protest to journalists who wrote derogatory articles about the iPod’s shorter than expected battery life that many journalists would avoid writing about Apple's struggles altogether. • Mac User Groups were vocal in their attempt to keep Apple executives focused on quality when they perceived the company was lowering its standards. • Apple patrons feel as if they are part of a community - the result of the "us against them" mentality. Customers are loyal and have a sense of independence and an anti-establishment perspective.

Apple’s Marketing Lessons • Break the marketing mould • Company motto • Jobs did away with “Big Box” stores • Opened 1st retail store in Virginia in 2001 • June 2008 - 215 stores • Global chains (Australia, Canada, China, Italy, Japan, UK) • Retail strategy a huge success - the “Nordstrom of technology” • 1997 Macworld Expo Conference that Apple would be selling Microsoft 5% of the company for a $150 million, and be working with their archrival on new projects (Microsoft)

Apple’s Marketing Lessons • Other observed features of Apple’s marketing: • Product Placement (Sex in the City) • Celebrity endorsement (U2, Madonna, Seinfeld is rumoured to be next big celebrity in “Get a Mac” advert) • High level of secrecy/active rumour mill • No “hard sell” - the products sell themselves, emphasis on experiencing Apple products • Pivotal role of Apple Stores • STANDARDISED • Zen look and feel of stores (stainless steel, granite, wood)

Apple’s Marketing Lessons • Other observed features of Apple’s marketing - the Apple Store • Glass staircase suspended from roof • Genius Bar - son-in-law for hire • Training/classes • All amounting to the attractive Apple design factors (Designs that turn heads), ease of use (it just works), security (114000 viruses - not on a Mac), high quality bundled software (awesome out of the box)

iPod and iPhone halo effect • The halo effect is disputed, though there is strong evidence for its existence. • iPhone and iPod are many consumers first exposure to Apple, leading them to purchase other Apple products • Technology debuts in Oceania before USA • It’s a great test market - as Australians are early adopters • 98% of population has access to 3G network • In the USA it’s more like 20% (NY, Boston, LA and San Francisco are the major 3G hubs)

Appstore • Originally, Apple had planned on establishing a Venture Capital fund to promote iPhone Apps • Taken off guard by a hundred thousand or so downloads of the kit on Day 1 • Surprised that there were 15000 for sale by the time iPhone was launched. • Must deliver customer value • I am Rich - Ruby picture pulled ($999.99) • 70% revenue to Apple Developers, 30% to Apple • Examples Shazam, Mi Do Mi

Employment Relations • 1981 - Loan- to Loan Program for employees (each Apple employee can borrow an Apple II to use at home, then after a year was theirs to keep) - provides an insight into the Apple philosophy • Apple (an anti-establishment company) nurtures talents so that great things could be accomplished. Rules were things meant to be broken, as symbolized by the pirate flag Jobs raised before team meetings. • In retrospect, Apple's mistake wasn't bringing on a new CEO in 1983 to help manage the company's growth.. .the mistake was bringing in a CEO who wasn't a good fit with the company culture.

Employment Relations • Apple is really “Apple-centric” in its staffing. • Approx 50% of Apple store staff come from pre-exiting stores (such as the US and UK for the Sydney store) • Positions at the Apple store are part time initially • In retrospect, Apple's mistake wasn't bringing on a new CEO in 1983 to help manage the company's growth.. .the mistake was bringing in a CEO who wasn't a good fit with the company culture. • 21,600 employees work at Apple • Talented senior executives and product managers who share a common vision for what the company is about. • One of Jobs' talents is hiring and grooming talented people who are committed to executing that vision.

Employment Relations • The majority of Apple's employees have been located in the United States but Apple has substantial manufacturing, sales, marketing, and support organisations worldwide, and some engineering operations in Paris and Tokyo. • Training for Apple stores occurs at Cupertino HQ • Apple celebrates diverse experience and backgrounds - focuses on finding the best talent • Apple seeks certain personality types and those enthusiastic about technology • Daily and quarterly staff briefings

Employment Relations • Cupertino HQ employs in the following areas: • Engineering • Marketing • Sales • Legal • HR • AppleCare

Marketing advertises as follows: “prompting the competition to emulate us. As the only company that designs the hardware, the software, and the operating system, we stand alone in our ability to innovate beyond the status quo.” Part of what drives this innovation is our challenging and creative environment and the fierce dedication and talent of our team. In marketing, you have the unique opportunity to work on revolutionary products from concept to launch with the best creative minds in the industry. Employment Relations

AMR Research released its fifth-annual "Supply Chain Top 25" list, and leading the supply chain pack this year is Apple. "Apple is No. 1 in 2008, signifying an epic shift away from the 20th-century production-efficiency mentality to a new era of value based on ideas, design and content," notes the AMR Research report. The iconic iPod and iPhone maker took the top spot due to "an intoxicating mix of brilliant industrial design, transcendent software interfaces and consumable goods that are purely digital," write AMR's Tony Friscia, Kevin O’Marah, Debra Hofman and Joe Souza in the report. Operations

"The mechanical and financial benefits of this approach include extremely high inventory turns, minimal material or capacity limitations to growth, and excellent margins." Apple’s "outstanding" financials proved impressive in all the categories AMR used to calculate the Top 25 rankings. AMR determines the top supply chains by analyzing a combination of corporate financial measures, inventory data, and peer company and AMR analyst opinion. Operations

Apple is deliberately vague and conservative when talking about their financials, so revealing this info is rather extraordinary. Analysts and pundits have constantly criticised Apple for poor corporate governance by not breaking out their revenue streams more clearly. For example, how many Mac Pros Apple sells? No one knows, and Apple won't tell. There is a lot of info on iPhone deferred sales and income however, due to GAAP (Generally Accepted Accounting Principles) rules. All Apple’s pricing is set in Cupertino and remains same until new release. Takes into account exchange rates, size in market, potential sales Accounting and Finance

The non-GAAP financial results are truly stunning. By eliminating subscription (of iPhones) accounting, adjusted sales for the quarter were $11.68 billion, 48% higher than the reported revenue of $7.9 billion, while adjusted income was $2.44 billion, 115% higher than the reported income; Jobs - “If this isn’t stunning, I don’t know what is — all due to the incredible success of the iPhone 3G.” 2008 revenues at Apple Inc. totaled $32.5B, while annual earnings equaled $5.36 per share. Quarter 1 2009, Apple reports $1.78 a share in earnings, beating analysts forecasts. Accounting and Finance

iTunes store • Free download of iTunes system for Mac and PC (loss leader) • Key element of the iPod system • Launched in April 2003 • From 99cents/song • 5 major record labels - guards INTELLECTUAL PROPERTY of artists • By mid-2007, users had downloaded 500 mill copies of the Windows version of iTunes • By June 2008, sold 5 billion songs - a galvanic impact on iPod sales

Legal Issues • VBST in BC Canada - trademark dispute with Apple • Matter is on-going • Click here to see more about the issue

Legal Issues • Beatles owns Apple Music • Apple Inc. has reached an agreement with Apple Corps Ltd., the record label started by The Beatles in 1968, concerning the use of the name "Apple" and related logos.

iPhone - Regulation Issues in China • “The two big ones we just didn’t have a chance to get closed were Russia and China… and I think you’ll see those happen later this year… we have to get through the regulatory bodies in China, which we’re in the process of doing, and I think later on this year you’ll hear some announcements. 70 countries is a lot of countries and we’re launching 22 of the biggest on July 11th 2008” - Jobs 2007

Environment/Green Apple • Apple has unveiled the Green MacBoook • The new MacBook family embodies Apple’s continuing environmental commitment. Each new MacBook is designed with the following features to reduce its environmental footprint:

Environment/Green Apple • Arsenic-free glass • Mercury-free LED-backlit display • Brominated flame retardant-free internal components • PVC-free internal cables • Highly recyclable aluminium and glass enclosure • Up to 41 percent smaller packaging • See Greenpeace’s criticisms of Apple

Thank you! • (This is how Steve Jobs closed a press conference in 2005 to stop further questions about his health) www.getbusinesssmart.com.au

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Apple iPhone 15 countdown: Apple's 'Wonderlust' YouTube event page is now live

This year's September Apple Event , dubbed "Wonderlust," is scheduled to take place on September 12 at 10:00 a.m. PT/1:00 p.m. ET. Apple is anticipated to unveil the iPhone 15 at the event.

Visiting the YouTube event page also allows visitors to enable in-browser and in-app notifications for when the live stream begins.

The event will be streamed live on YouTube as well as Apple's dedicated Events page and the Apple TV app.

While it's a safe bet that we'll see the iPhone 15, iPhone 15 Plus, iPhone 15 Pro, and iPhone 15 Pro Max, we may see other releases as well.

Last year's "Far Out" event saw the debut of the iPhone 14 line, the Apple Watch Series 8 , the second-generation Apple Watch SE, and the new Apple Watch Ultra . The event also heralded Apple's second-generation AirPods Pro .

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How to Stream Apple's Wonderlust Event: Don't Miss the Latest Reveals

Apple is expected to announce the iPhone 15, Apple Watch Series 9 and more next week. Here's how you can watch.

Apple's next big event will take place on Sept. 12 at Apple Park in Cupertino, California next week. The Wonderlust event  will be livestreamed starting at 10 a.m. PT -- and there are several ways that you can watch from home.

Apple is expected to announce several new products, including the iPhone 15 series , the Apple Watch Series 9 and the next-generation ‌Apple Watch Ultra (which made its debut in 2022). The iPhone 15 will probably make the biggest splash -- barring any unexpected announcements -- with a rumored switch to USB-C and a new periscope lens (for longer optical zoom) exclusively on the iPhone 15 Pro Max.

• Apple Announces 'Wonderlust' Event for Sept. 12
• iPhone 15: Latest Apple Rumors
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Apple is also expected to announce the release date of its next mobile operating system, iOS 17 , which features contact posters , live voicemails and an improved autocorrect . The last couple years, Apple has released its latest iOS update a little less than a week after its September event. CNET's  Zachary McAuliffe predicts that Apple will release iOS 17 on Monday, Sept. 18.

Apple's September event will take place at the Steve Jobs Theater at the company's headquarters, and will likely include hands-on demos for select media with whichever devices Apple announces. CNET will be covering Apple's September event with a live blog featuring an on-site team and our global team of reporters.

Be sure to check out all of the  rumors about the Apple event and the iPhone 15 before the big presentation next month.

How to watch the Apple Wonderlust event

The Wonderlust event will be held on Tuesday, Sept. 12, starting at 10 a.m. PT (1 p.m ET, 6 p.m. BST, 3 a.m. AEST).

You can watch Apple's event livestream on: 

• Apple's website
• Apple TV app (search for "Apple event")

You can also follow along live with CNET as we provide full coverage of the event.

For more, check out whether or not your iPhone will support iOS 17 and how you can download iOS 17 right now .

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Apple's 'Wonderlust' Event: New Products to Expect Beyond the iPhone 15

Apple is expected to hold its annual fall event this year on Tuesday, September 12 , when it will announce its new flagship iPhone 15 lineup, but there are a few more products expected to be unveiled as well.

Apple Watch Series 9

This year, Apple is expected to release the Apple Watch Series 9, an iterative update on the current Series 8. The refresh is expected to focus on updating the cores within the device's S-series chip, delivering a notable performance improvement, but the rest of the device is likely to be effectively the same as the Apple Watch Series 8.

Apple Watch Ultra 2

The Apple Watch Ultra is Apple's top-of-the-line Apple Watch, priced at $800. At 49mm, it is also the largest, designed for outdoor enthusiasts who need more durability and a wider range of niche features than those who wear the standard Apple Watch.

The second-generation version of the Apple Watch Ultra could potentially be lighter than the first-generation model . A rumor from Weibo user Setsuna Digital claims that the new Apple Watch Ultra will have a reduced weight, which could be due to the 3D printed parts Apple is rumored to be using.

New iPhone Cases and Apple Watch Bands

As is typical of September Apple events, it's likely that new iPhone cases and Apple Watch bands will be released in a variety of fresh colors. The new cases and bands sometimes become available to order on Apple's online store just minutes after the event ends.

Meanwhile, several sources have claimed that Apple will not offer leather iPhone 15 cases this year, as it has done for annual iPhone releases since 2013. Instead, it has been suggested the company will offer leather-like cases that use more eco-friendly materials.

USB-C AirPods Pro Case

Apple will to release a USB-C charging case for AirPods Pro alongside the launch of the iPhone 15, according to Bloomberg 's Mark Gurman and Apple analyst Ming-Chi Kuo .

iPhone 15 Color-Matching USB-C Cables

This year, Apple is expected to ship iPhone 15 models with a color-matched braided USB-C to USB-C cable in the box rather than a plain white cable. Rumors suggest that each cable would be available in a color that would match with the shade of the iPhone 15 model.

• When Will the iPhone 15 Be Released?

iPhone 15 Pro Thunderbolt Cable Accessory

Apple may offer a USB-C data transfer accessory cable for iPhone 15 Pro models that is capable of Thunderbolt or USB4 speeds of up to 40Gbps, according to leakers . The length of the cable is said to be 0.8 meters, which is shorter than Apple's existing Thunderbolt 4 Pro cable (1.8m) . Apple will allegedly sell the cable separately.

New Software for Apple Products

iOS 17 for the iPhone, iPadOS 17 for iPad, watchOS 10 for the Apple Watch, and tvOS 17 for the Apple TV are all expected to be released in September following several months of beta testing, and Apple will likely provide release dates for these software updates. Sometimes the updates are released within days of the event.

For all the details on the new software features you can expect, check out our dedicated roundups for iOS 17 , iPadOS 17 , watchOS 10 , and tvOS 17 .

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Apple event 2023: How to watch the livestream, date, start time, what to expect

This year’s Apple event is just around the corner.

The event will be held on Apple’s campus at the Steve Jobs Theater in Cupertino, California, Tuesday at 1 p.m. ET, where presenters are expected to unveil the new iPhone 15 lineup and the new Apple Watches.

Apple has not officially announced a release date for the iPhone 15, but they are usually available for preorder the Friday after the event and are delivered a week later.

Here’s what to know about the Apple event, including how to watch the event on live stream, what time it starts and what to expect.

When is the Apple event in September 2023?

The event is on Tuesday, Sept. 12.

What time does the Apple event start?

The Apple event starts at 1 p.m. ET, or 10 a.m. PT if you're on the West Coast.

How to watch Apple event livestream

Apple will live stream the event on its YouTube channel Tuesday.

You can also watch the event on apple.com or on the Apple TV app.

iPhone 15 release date

The iPhone is usually available for preorder the Friday after the event.

Apple event rumors: What is Apple releasing in September 2023?

The new iPhone is rumored to have multiple changes, including the lightning port being replaced by a USB-C port on the iPhone 15 and the iPhone 15 Plus. 

The iPhone 15 Pro and 15 Pro Max is rumored to have titanium frames and have an A17 processor.

The phones will have an A16 chip, Dynamic Island interface and a 48-megapixel rear camera, according to Bloomberg .

Contributing: Jessica Guynn, USA TODAY

Apple's September Event name looks like a cryptic Apple Watch Ultra 2 reference

Apple could already be hinting at the next Watch Ultra

In case you missed the big announcement, Apple has confirmed that this year's Apple September event will take place on Tuesday, September 12, and we've been dissecting Apple's invite for clues as to what we can expect to see unveiled.

We’re likely to see a plethora of new devices, including the iPhone 15 and 15 Plus, two higher-end models, presumably a Pro and Pro Max, and next gen AirPods. However, in my capacity as TechRadar’s Fitness, Wellness and Wearables Editor, I’m most interested in the Apple Watch 9 and Apple Watch Ultra 2 , both of which are reportedly landing this year.

I believe the tagline Apple has chosen for the even – 'Wonderlust', an obvious play on 'wanderlust' – is a veiled reference to, at the very least, the Ultra 2. The original Apple Watch Ultra impressed us enough to earn a place on our list of the best Apple Watch entries last year due to its sturdy, rugged construction, improved GPS capabilities and new action button mechanic. 

This action button was engineered for use during exercise or adventuring, making it easier to operate the watch while wearing gloves, control the watch while underwater (especially if you’re a diver – the watch is also a working dive computer), or signal for help thanks to its programmable functionality. 

Thanks to leaks from notable sources such as Bloomberg’s Mark Gurman, we’re pretty sure an Ultra 2 is on the cards for this year’s presentation alongside the Watch 9. It’s likely to be a fairly minor upgrade, but I believe Apple will be leaning pretty heavily on the adventuring aspects of the Watch, even if I have nothing else to go on other than the logo and that cryptic tagline. 

Wanderlust – defined as 'a strong desire to travel' – is a word that’s become a touchstone or keyword for travel bloggers everywhere, and those who love the scent of adventure in their nostrils will have their interest piqued by Apple's play on it. It’s not hard to believe that the Ultra 2 will be packing even more adventurous features. It’s likely to be lighter thanks to 3D-printed parts, for one, retaining the same tough titanium construction and hardened glass. 

The hardened glass could be referenced by the Apple logo dissolving into grains of sand, or it might be a reference to being able to use the Watch in ever-more extreme environments, such as snowy or desert climes. The GPS is getting as good as it can be, and it’s certainly up there with the systems on the best Garmin watches , but one key area where the Ultra 2 could improve, as ever, is battery life. Most Garmin , Coros, Polar and other watches that are tailor-made for adventure and triathlons are engineered to last for weeks, not 36 hours. 

To see the Apple Watch Ultra 2 get 48 hours battery life, and 52 hours on a reduced ‘expedition’ mode, would mean it would last over the course of a multi-day event in the wilderness involving camping or hiking, pushing the limits of what’s been possible for Apple in the past. This upgrade is top of my list, and although it’s ambitious, it would certainly cement the Ultra’s place in the adventure watch canon . As things stand, battery anxiety would prevent me using it on a camping trip, swapping to my trusty Garmin Instinct Crossover instead.  

The emphasis on travel and wanderlust, if my guesses are correct, is also likely to extend to the iPhone 15’s camera setup, which could offer new ways to capture impressive-looking landscape shots. If the iPhone 15’s high-end models are just as robust as the watch, you’d have a combination of devices that you can take into any climate, ready to measure your progress, navigate your surroundings, and capture inspiring content. 

Of course, this is all conjecture, speculation, guesswork, and, in some cases, a bit of a pipe-dreaming. But at the very least I think it's likely that the Apple Watch Ultra 2 will be a bit lighter, and that the quoted battery life will extend to 42 hours from 36. Those upgrades alone would cement its place among the best running watches .

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Matt is TechRadar's expert on all things fitness, wellness and wearable tech. A former staffer at Men's Health, he holds a Master's Degree in journalism from Cardiff and has written for brands like Runner's World, Women's Health, Men's Fitness, LiveScience and Fit&Well on everything fitness tech, exercise, nutrition and mental wellbeing.

Matt's a keen runner, ex-kickboxer, not averse to the odd yoga flow, and insists everyone should stretch every morning. When he’s not training or writing about health and fitness, he can be found reading doorstop-thick fantasy books with lots of fictional maps in them.

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