Arab Academy for Science Technology and

Maritime Transport

Research & Business Reporting

Business Modelling
Courses
DBA program

Under supervision of: Dr. Mona Kadry

Dr. Raafat Youssef

Presented by:

Dalia El-kholey

Hassan El-Ebiary

Omar

Shaimaa Akeel

Yasmine El-Guindy
 Apple Innovation Road Map
Abstract

This paper aims to analyze the innovative road map of the Apple inc. as the technology market
leader. Apple inc. always inspired their employees through the leadership of the organization. In order
to do so the study identifies information about researchers, models, frameworks and tools focused on
the chosen themes. This research used quantitative approach methodology, in order to examine the
term “Innovation” and “customer experience”. Which can give indicator of the ROI of apple and the
market share growth vs. the rivalry. The Findings can be summarized as Apple always the market leader
in shaping the future of technology. Our recommendation is to keep investing in the invading the
technology through the R&D team and providing best user experience as always done by Apple.

Keywords
Innovation, Leadership, Apple Inc., Technology, user experience, echo system.

Introduction
COMPANY OVERVIEW

Apple Inc. is one of the most valuable businesses in the world. Established in 1976 in California, the
firm has become a symbol of innovation and elegance in design. Apple, Inc. stands for innovation in
personal computing and digital media distribution. Apple is the largest IT Company in the world by
revenue and total assets and the second-largest mobile phone manufacturer. The company also sells a
variety of related software, services, accessories, networking solutions and third-party digital content
and applications. The company aims for nothing short of a revolution when designing, developing, and
distributing its line of products. Apple’s products range from a host of desktop and portable computers
geared for the consumer and education markets, digital music players (iPod), online music store
(iTunes), and Smartphone (iPhone). Applications are designed for user convenience and
productivity. The Company also designs, manufactures and markets a variety of related software,
services, accessories and third-party digital content and applications. The Company’s products and
services include iPhone®, iPad®, Mac®, Apple Watch®, AirPods®, Apple TV®, a portfolio of consumer and
professional software applications, iOS, macOS®, watchOS® and tvOS™ operating systems, iCloud®,
Apple Pay® and a variety of other accessory, service and support offerings. The Company sells and
delivers digital content and applications through the App Store®, Mac App Store, TV App Store, Book
Store and Apple Music® (collectively “Digital Content and Services”).
 Fig. Apple corporate

On August 2, 2018, Apple made history by becoming the world’s first $1 trillion company measured
by market capitalization. While it see-sawed in the second half of the year, losing over $450 billion in the
last quarter of 2019, it has since recovered most of that amount and now stands at $967.87 billion as of
September 2020. As of September 2018, the Apple had approximately 132,000 full-time equivalent
employees (Annual Report, 2018). The net sales of the world’s largest IT company by revenue increased
16% during 2018 compared to 2017. The Company sells its products worldwide through its retail stores,
online stores and direct sales force, as well as through third-party cellular network carriers, wholesalers,
retailers and resellers. In addition, the Company sells a variety of third-party Apple-compatible products,
including application software and various accessories, through its retail and online stores. Apple
business strategy comprises focusing on design and capabilities of products and ever-strengthening the
company’s ecosystem. In short-to-medium term perspective, Apple is working towards decreasing
dependence of the business on the sales of iPhones. Leadership style at Apple is known to be
democratic.

MISSION

“To bringing the best user experience to its customers through its innovative hardware, software and
services.”

The company’s corporate mission provides information about products, market and technology. But
the statement is not containing information about corporate philosophy, corporate image and
employees among other components of the business.

VISION

“We believe that we are on the face of the earth to make great products and that’s not changing. We
are constantly focusing on innovating. We believe in the simple not the complex. We believe that we
need to own and control the primary technologies behind the products that we make, and participate
only in markets where we can make a significant contribution. We believe in saying no to thousands of
projects, so that we can really focus on the few that are truly important and meaningful to us. We
believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way
that others cannot. And frankly, we don’t settle for anything less than excellence in every group in the
company, and we have the self-honesty to admit when we’re wrong and the courage to change. And I
think regardless of who is in what job those values are so embedded in this company that Apple will do
extremely well.”

Apple’s vision statement is comprehensive and detailed enough to show the firm’s future direction. It
satisfies many of the ideal corporate’s vision statement characteristics. The company’s vision statement
is inspiring and stable to reveal the future of the business.

COMPANY STRATEGY

Apple Inc.’s generic strategy is broad differentiation. This generic strategy focuses on key features
that differentiate the company and its information technology products from competitors. Through the
broad differentiation generic strategy, Apple stands out in the market. For example, elegant design and
user-friendliness of products, combined with high-end branding, effectively differentiate the technology
business. This generic strategy means that Apple always aims to set itself apart from competitors not by
price but by competitive advantages based on product design that attracts customers. Such design
includes seamless connectivity among devices and cutting-edge aesthetics.

The Company’s business strategy reflects its unique ability to design and develop its own operating
systems, hardware, application software and services to provide its customers products and solutions
with superior innovative designs, superior ease-of-use and seamless integration. As part of its strategy,
the Company continues to expand its platform for the discovery and delivery of digital content and
applications through its Digital Content and Services, which allows customers to discover and download
or stream digital content, iOS, Mac, Apple Watch and Apple TV applications, and books through either a
Mac or Windows personal computer or through iPhone, iPad and iPod touch® devices (“iOS devices”),
Apple TV, Apple Watch and HomePod.

The Company also supports a community for the development of third-party software and hardware
products and digital content that complement the Company’s offerings. The Company believes a high-
quality buying experience with knowledgeable salespersons who can convey the value of the Company’s
products and services greatly enhances its ability to attract and retain customers. Therefore, the
Company’s strategy also includes building and expanding its own retail and online stores and its third-
party distribution network to effectively reach more customers and provide them with a high-quality
sales and post-sales support experience. The Company believes ongoing investment in research and
development (“R&D”), marketing and advertising is critical to the development and sale of innovative
products, services and technologies.

PRODUCTS PORTFOLIO

1. iPhone is the Company’s line of smartphones based on its iOS operating system. iPhone includes
Siri®, an intelligent assistant, and Apple Pay, Touch ID® and Face ID® on qualifying devices. iPhone
works with the iTunes Store, App Store, Book Store and Apple Music for purchasing, organizing and
playing digital content and apps.
2. iPad is the Company’s line of multi-purpose tablets based on its iOS operating system. iPad includes
Siri, Apple Pay and Touch ID. iPad works with the iTunes Store, App Store, Book Store and Apple
Music for purchasing, organizing and playing digital content and apps.
3. Mac is the Company’s line of desktop and portable personal computers based on its macOS operating
system. Mac includes Siri and supports Apple Pay, and also includes Touch ID on qualifying devices.
4. Operating Systems iOS is the Company’s mobile operating system that serves as the foundation for
iOS devices. Devices running iOS are compatible with both Mac and Windows personal computers
and Apple’s iCloud services.
5. MacOS is the Company’s desktop operating system and is built on an open-source UNIX-based
foundation and provides an intuitive and integrated computer experience. Support for iCloud is built
into macOS so users can access content and information from Mac, iOS devices and other supported
devices and access downloaded content and apps from the iTunes Store
6. WatchOS is the Company’s operating system for Apple Watch which helps users stay healthy and
connected with new features including Activity Sharing competitions, auto-workout detection,
advanced running features, Walkie-Talkie, Apple Podcasts and third-party apps on the Siri watch face.
7. TvOS is the Company’s operating system for Apple TV. The tvOS operating system is based on the
Company’s iOS platform and enables developers to create new apps and games specifically for Apple
TV and deliver them to customers through the Apple TV App Store. tvOS incorporates Siri capabilities
that allow searching across apps and services.
8. Services
 Digital Content and Services The iTunes Store, available for iOS devices, Mac and Windows
personal computers and Apple TV, allows customers to purchase and download or stream music
and TV shows, rent or purchase movies and download free podcasts. The App Store, available
for iOS devices, allows customers to discover and download apps and purchase in-app content.
The Mac App Store, available for Mac computers, allows customers to discover, download and
install Mac applications. The TV App Store allows customers access to apps and games
specifically for Apple TV. The Book Store, available for iOS devices and Mac computers, features
e-books from major and independent publishers. Apple Music offers users a curated listening
experience with on-demand radio stations that evolve based on a user’s play or download
activity and a subscription-based internet streaming service that also provides unlimited access
to the Apple Music library.
 iCloud is the Company’s cloud service which stores music, photos, contacts, calendars, mail,
documents and more, keeping them up-to-date and available across multiple iOS devices, Mac
and Windows personal computers and Apple TV. iCloud services include iCloud Drive®, iCloud
Photos, Family Sharing, Find My iPhone, iPad or Mac, Find My Friends, Notes, iCloud Keychain®
and iCloud Backup for iOS devices.
 AppleCare The Company offers a range of support options for its customers. These include
assistance that is built into software products, electronic product manuals, online support
including comprehensive product information as well as technical assistance, AppleCare +
(“AC+”) and the AppleCare® Protection Plan (“APP”). AC+ and APP are fee-based services that
extend the coverage of phone support eligibility and hardware repairs. AC+ offers additional
coverage for instances of accidental damage and is available in certain countries for certain
products. Additionally, AC+ with theft and loss protection is available for iPhone in the U.S.
 Apple Pay is the Company’s cashless payment service available in certain countries that offers
an easy, secure and private way to pay. Apple Pay allows users to pay for purchases in
participating stores accepting contactless payments and to pay for purchases within
participating apps on qualifying devices.
9. Apple TV connects to consumers’ TVs and enables them to access digital content directly for
streaming video, playing music and games, and viewing photos. Content from Apple Music and other
media services is also available on Apple TV. Apple TV allows streaming digital content from Mac and
Windows personal computers through Home Sharing and from compatible Mac and iOS devices
through AirPlay®.
10. Apple Watch is a personal electronic device that combines the watchOS user interface and
technologies created specifically for a smaller device, including the Digital Crown®, a unique
navigation tool that allows users to seamlessly scroll, zoom and navigate, and Force Touch, a
technology that senses the difference between a tap and a press and allows users to access controls
within apps. Apple Watch enables users to communicate from their wrist, track their health and
fitness through activity and workout apps, and includes Siri and Apple Pay.
11. Other The Company also sells AirPods, Beats® products, HomePod, iPod touch and other Apple-
branded and third-party accessories. AirPods are the Company’s wireless headphones that interact
with Siri.
12. Developer Programs The Company’s developer programs support app developers with building,
testing and distributing apps for iOS, macOS, watchOS and tvOS. Developer program membership
provides access to beta software and advanced app capabilities (e.g., CloudKit®, HealthKit™ and
Apple Pay), the ability to test apps using TestFlight®, distribution on the App Store, access to App
Analytics and code-level technical support.

Fig. Apple products portfolio

MARKETS AND DISTRIBUTION

The Company’s customers are consumer, small and mid-sized business, education, enterprise and
government markets. The Company sells its products and the third-party products in most of its markets
directly to consumers and small and mid-sized businesses through its retail, online stores and its direct
sales force. The Company also employs a variety of indirect distribution channels, such as third-party
cellular network carriers, wholesalers, retailers and resellers. During 2018, the Company’s net sales
through its direct and indirect distribution channels accounted for 29% and 71%, respectively, of total
net sales.
 The Company believes that sales of its innovative and differentiated products and services are
enhanced by the salespersons who can deliver the value of the hardware and software integration and
demonstrate the innovative solutions that are available on its products. The Company further believes
providing direct contact with its targeted customers is an effective way to reveal the advantages of its
products over those of its competitors and providing a high-quality sales and after-sales support
experience is critical to attracting new and retaining existing customers.

The Company continues to build and improve its distribution capabilities by expanding the number of
its own retail stores worldwide to ensure a high-quality buying experience for its products. The
Company’s retail stores are typically located at high-traffic locations in quality shopping malls. By
locating them in desirable high-traffic locations the Company is better positioned to ensure a first-class
customer buying experience and attract new customers. The retail stores employ experienced and
knowledgeable personnel who provide product advice, service and training and offer a wide selection of
third-party hardware, software and other accessories that complement the Company’s products.

The Company has also invested in programs to enhance reseller sales by placing high-quality Apple
fixtures, merchandising materials and other resources within selected third-party reseller locations.
Through the Apple Premium Reseller Program, certain third-party resellers focus on the Apple platform
by providing a high level of product expertise, integration and support services.

The Company also sells its hardware and software products to enterprise and government customers
in each of its reportable segments. The Company’s products are deployed in these markets because of
their performance, productivity, ease-of-use and seamless integration into information technology
environments. The Company’s products are compatible with thousands of third party business
applications and services, and its tools enable the development and secure deployment of custom
applications as well as remote device administration.

Fig. Apple world sales

EXTERNAL ENVIRONMENT ANALYSIS

INDUSTRY COMPETITION ANALYSIS

Porter’s Five Forces analysis gives insights about the external factors influencing the company’s
success. It is a strategic management tool for evaluating the five forces affecting the business
organization: customers, suppliers, substitutes, new entrants, competition and the newly added part is
other stakeholders that affect the competition.

This Forces analysis of external factors in Apple Inc.’s industry environment points to competitive
rivalry or intensity of competition and the bargaining power of buyers or customers as the primary
forces for consideration in the company’s strategic formulation. Nonetheless, all of the forces influence
the company’s business situation, together with the effects of others external factors, of the PESTEL
analysis of Apple Inc. These forces can limit the firm’s market share, revenues, profitability, and business
development potential.

COMPETITIVE RIVALRY

Apple faces the high force of competitive rivalry or competition. In Apple’s case, this influence is
based on the following external factors:
 High aggressiveness of firms (high force)
 Low differentiation of products (high force)
 Low switching cost (high force)

Companies like Samsung and LG aggressively compete with Apple. Such aggressiveness is observable
in rapid innovation, aggressive advertising and imitation that impose a high force in the industry
environment. Moreover, in terms of product differentiation, available products in the market are
generally similar in fulfilling specific purposes. So this condition creates a high force by making it easy for
customers to switch to other brand name. as the switching cost is low. Not only the cost which facilitate
the switching but also the function, accessibility, network externalities and all technology related
concerns; these consequently leads to tough competitive rivalry that shall be considered among the
most significant considerations in Apple’s strategic management.

BARGAINING POWER OF BUYERS

The bargaining power of buyers is high which affects Apple’s business. In Apple Inc.’s case, buyers’
high power is based on the following external factors:
 Low switching cost (high force)
 Large number of individual buyers (weak force)
 High buyer’s knowledge (high force)

It is easy for customers to change brands, thus make them powerful in compelling companies. On the
other hand, each buyer’s purchase is small compared to the company’s total revenues, that makes
customers weak at the individual level. However, the availability of detailed comparative information
about competing products’ features empowers buyers to shift from one provider to another. This
external factor enables buyers to exert a high force on Apple and other brands. Thus, Apple must
include the bargaining power of buyers or customers as one of the most significant strategic variables in
the business.

BARGAINING POWER OF SUPPLIERS

Apple Inc. experiences the weak force of the bargaining power of suppliers. In Apple’s case, suppliers
have a weak bargaining power based on the following external factors:
 Moderate to large number of suppliers (weak force)
 Small and medium scale supplier (weak force)
 High ratio of firm concentration to supplier concentration (weak force)

The global size of its supply chain allows Apple Inc. to access many suppliers around the world. That
resulted a high number of suppliers which presents a weak to moderate force against the company. In
relation, the moderate to high overall supply of inputs, such as semiconductors, makes individual
suppliers weak in imposing their demands on firms like Apple. Also, the ratio of firm concentration to
supplier concentration further limits suppliers’ power and influence in the industry. So, this part shows
that the bargaining power of suppliers is a minor issue in developing Apple Inc.’s strategies for supply
chain management, value chain effectiveness, innovation, and industry leadership.

THREAT OF SUBSTITUTES

The competitive threat of substitution is weak in affecting Apple Inc.’s computing technology,
consumer electronics, and online services business. This component of Porter’s Five Forces framework
determines the strength of substitute products in attracting customers. In Apple’s case, substitutes exert
a weak force based on the following external factors:
 Moderate to high availability of substitutes (Moderate force)
 Moderate to High Performance of substitutes (high force)
 Low buyer appealing to substitute (Moderate force)

Some substitutes to Apple products are readily available in the market. For example, instead of using
iPhones, people can use digital cameras to take pictures. So the overall this evaluation of this force is
moderate in such industry environment. However, these substitutes have low performance because
they have limited features. Many customers would rather use Apple products based on convenience and
advanced functions. This condition makes substitution a weak force in impacting the company’s
business. So, Apple do not need to prioritize the threat of substitution, specifically in management
decisions in business processes like marketing, market positioning, and product design and
development.

THREAT OF NEW ENTRANTS

Apple Inc. experiences the moderate force of the threat of new entrants. In Apple’s case, new
entrants exert a moderate force based on the following external factors:
 High capital requirements (weak force)
 High cost of brand development (weak force)
 Capacity of potential new entrants (high force)

Establishing a business to compete against firms like Apple Inc. requires high capitalization. Also, it is
extremely costly to develop a high brand to compete such large companies like Apple. These external
factors make new entrants weak to moderate. However, there are large firms with the financial capacity
to enter the market. For example, Google has already done so through products like Nexus
smartphones. So there are large companies that have the potential to directly compete against Apple
Inc. Thus, the overall threat of new entry is moderate. So, Apple must maintain its competitive
advantage through innovation and marketing to remain high against new entrants’ moderate
competitive force.
 Fig. Apple Inc. porter forces

Apple must focus its attention on competitive rivalry and the bargaining power of buyers. This
external analysis supports the company’s current position of continuous innovation. Through rapid and
continuous innovation, Apple effectively addresses the five forces in its external environment, although
much of the company’s effort is to strengthen its position against competitors and to keep attracting
customers to Apple products. An applicable recommendation is to intensify research and development
for innovation to develop novel products that will complement the iPhone, the iPad, and other existing
products.

PESTEL ANALYSIS

POLITICAL FACTORS

 Better Free trade policies and Integrated agreements.

 Stable politics in developed countries an opportunity for apple to grow.
 Trade disputes, especially between the U.S. and China (Tariffs issues- Apple Stock Could Fall 15%
In Our Downside Scenario in china)
 Dispute with US Federal Bureau of Investigations (KSA Absher App women rights-iPhone hack)
 Impact of global political factors (Tim Cock homosexual impact on Russian sales)

ECONOMIC FACTORS

 Currency exchange rate 63% of its total sales from international markets and this negatively
affects the Government tendency to strengthen the US Dollar.
 Weak US Dollar will supercharge Apple's already hot overseas revenues.
 Increasing Interest rates would affect Apple revenues to a significant extent, Thus, there are
negative tariff impacts on most affected U.S. stock prices.
 Labor Cost/ cost-efficiency of resources in general and cheaper human resources. 1.62 per hour
(if made in USA cost jumps from 375 to about 2000 $) apple soars workers suffer.
 Tax rate: Apple’s corporate tax rate in fell to 13.3 % from 22.9 % the prior year.

SOCIAL FACTORS

 Rumors of Decline the need for mobile Phones, rising need for IoT devices (Alexa-Google
Assistant)
 Increasing dependence on digital systems.
 Anti-Apple group (apple is not green as it seems: Apple’s shift toward non-upgradable, Non-
Maintainable Products.)
 Down heads syndromes impact.

TECHNOLOGICAL FACTORS

 Increasing cloud computing demand (cloud services offering)

 Increasing technological integration in businesses.
 Growing technological capabilities of competitors (Old Strategy: Innovating Your Way to Success
-- New Strategy: Milking a Dying Product).
 Readiness for 5 G technology.

ENVIRONMENTAL FACTORS

 Business sustainability trend Missing the Forest for the Trees, Apple’s shift toward non-
Upgradable, Non-Maintainable Products.
 Climate Change and Energy efficiency: apple park Initiative: 100% of renewable energy
 Liam the Recycling Robot: deconstructing and recycling iPhones, Liam can take apart 1.2 million
iPhones each year.

LEGAL FACTORS

 Increasing privacy regulations (GDPR)

 Legal challenges against Apple’s policies and practices
 Breaking international roles: Apple denies claims it broke Chinese labor laws in the iPhone
factory
 Battles with Qualcomm 1 $ billion lawsuits in the U.S
 The legal issues of Apple continue to pile up, with the latest problem being a court order to pay
the University of Wisconsin-Madison $506 million due to patent infringement.
 HOW APPLE INC.SHAPED THE TECHNOLOGY MARKET

The Apple-1 (no more switches, no more lights.) – This was the first modern personal computer. Before
this, computers were sold in kit form, not in assembled machines. They also used switches and lights
instead of keyboards and monitors for their input and output. You still had to bring some of your own
bits, such as a power supply, keyboard and display, but as Apple promised, “initial setup is essentially
‘hassle-free’ and you can be running within minutes.” The Apple-1’s low upkeep made it a desirable
item.

iMac (chic, not geek) – The original iMac was important for three main reasons. First, it was the first
legacy-free PC, killing off the floppy disk, and relied on USB connections instead of expansion cards.
Second, it was designed as an internet-focused computer, with Apple describing it as “the ultimate
internet appliance” and “the first computer to bring the ease of use long associated with Macintosh
computers to the arcane world of the internet”. Third, it looked completely different to any other PC on
the market, with its bright, translucent plastics and swooping curves. The iMac inspired not just other
computer manufacturers, but makers of grilling machines, games consoles, steam irons and many other
consumer products.
iPhone (an iPod, a phone, an internet mobile communicator) – When the iPhone was first introduced in
2007, it was completely different than any other phone ever created. Before the iPhone, smartphones
either looked like big bulky BlackBerries or an unattractive device from Nokia. After the iPhone,
BlackBerries and Nokias soon had a similar look and function as the iPhone. The iPhone transformed the
industry too, with BlackBerry and Nokia left behind and Microsoft binning its mobile platform
altogether.
It changed the way we go online and it’s transformed Apple, too – thanks to its worldwide sales Apple is
now the world’s richest technology company.
The iPhone was and continues to be very popular and highly influential.
iPod and iTunes (1,000 songs in your pocket) – The iPod made digital music mainstream. The original
2001 iPod didn’t have the impressive tech specs of the Creative Nomad MP3 player – but the Creative
Nomad didn’t have the iPod’s stunning good looks and ease of use, and neither did any other MP3
player. They didn’t have Apple’s clever marketing either.
iTunes made it easy to transfer music you downloaded to your iPod, but there was a piece of the jigsaw
missing. That piece turned up in iTunes 4 in the form of the iTunes Store. iTunes made it easy to get
music, and effectively locked you to the iPod – copy protection meant you couldn’t take your music with
you to rival devices. That protection is gone, but the business model with Apple providing the player, the
software and the shop – continues to work well for the company in music, movies and apps.
Although other MP3 players were good, none offered the whole package like Apple did.
GUI (a radical change in how users work with computers) – The graphical user interface, or GUI for
short, was a huge leap forward. Instead of trying to remember commands and their syntax, you could
control your computer by pointing, clicking and moving things around with a mouse. Apple didn’t invent
the idea – some of its GUI was based on a system by Xerox PARC, who invested in Apple – but it was the
first company to ship a commercial GUI-based computer, the 1983 Apple Lisa.
Apple’s GUI was refined for the Macintosh, the first popular computer with a GUI. Its MacPaint software
brought digital art to ordinary computer users, and its GUI enabled the creation of programs such as
PageMaker and Photoshop, apps that would go on to transform publishing.
iPad (a truly magical and revolutionary product) – Before the iPad, if you wanted to do something on a
computer you needed to learn how to use the computer first. With the iPad, you just do what you want
to do. Play piano? The iPad’s a piano. Write a letter? It’s a typewriter. Read a book? It’s a book. Fire
exploding birds? It’s a catapult.
The iPad created a new category of computer, which has been bad news for Intel and Microsoft.
Analysts agree that sales of tablets will outnumber sales of laptops within one or two years. Apple could
remain the biggest single manufacturer of tablet computers, meaning people are buying devices running
ARM/Apple processors and Apple’s OS, not Intel chips and Windows. The whole personal computing
landscape is gradually changing.
As those at Apple would say, “You didn’t know you needed a tablet until Apple made one.”
Stevenotes (“…and there’s one more thing.”) – Steve Job’s keynote speeches were legendary, and
they’ve been widely imitated. Why? Because Jobs was an extraordinary and disciplined showman. He
focused on the details, refining and simplifying and using positive language, real-world scenarios,
humour and passion to get the message across. Whenever you see a CEO deliver a three-act
presentation with numbers at the beginning, a simple, positive message, then a big reveal at the end,
you’re watching someone who has watched Jobs.
For the launch of the original MacBook Air, other presenters would have stuck a spec sheet on a slide,
showing its dimensions. Steve Jobs put the Air in an envelope and showed that instead.
As Apple set the pattern for tech, its founder showed the way for business leaders.
The App Store (we’re going to put it on every single iPhone) – The iPhone launched without apps a
decision that was quickly reversed. Tim Cook says that “the average customer is now using over 100
apps.” iOS and its App Store is the same closed-ecosystem model as the iPod and iTunes one, and, like
that ecosystem, the App Store has been copied by everyone else.
Apple’s approvals process can sometimes seem a bit heavy-handed, but that policy has kept malware
and scams away.
The combination of safe apps and low prices encourages people to buy more software, and Apple has
helped drive that by pricing its own apps at exceptionally low prices. As the ads put it back in the 1970s,
“our philosophy is to provide software for our machines free or at minimal cost.” Apple has also now
brought the model to OS X.
Every hardware producer wants their own app store, and Apple got there first.
AirPort (it’s a liberating experience) – A favorite Steve Jobs moment was when he showed off the new
iBook at the MacWorld Expo in 1999. He started web browsing, picked up the computer, took it for a
walk and then passed it through a hula hoop.
Apple didn’t invent Wi-Fi, but it worked with Lucent to give the nascent IEEE 802.11b Direct Sequence
WLAN technology a new name. The result was AirPort and the innovative AirPort Wireless Base Station.
Before AirPort, wireless networking was too expensive for the home. Now you could do it for only $299
– and because it was Apple, it just worked.
Apple made it possible for even the average person to bring wireless into their own home, changing the
way we use the internet forever.
 iOS 6 (maps take a whole new turn) – iOS 6’s Maps app changed the world, but not in the way Apple
expected: Apple’s replacement for Google Maps came with a lovely interface, turn-by-turn navigation –
 and maps of a strange, not-quite-Earth planet where familiar landmarks morphed into sinister, surreal
shapes. This was not a good thing.
The map’s errors made it a laughing stock. The mess was reported by Mad Magazine, which revisited an
iconic New Yorker cover and claimed to use Apple Maps data: in its version, New York’s 9th Avenue
joined the Champs-Élysées, just down the road from the Sea of Galilee, Kuala Lumpur and Chad. One
wag on the London Underground wrote on a poster: “For the benefit of passengers using Apple iOS 6,
local area maps are available from the booking office.”
SWOT ANALYSIS

Apple Inc.’s success is linked to the ability to use business strengths to overcome weaknesses and
threats, and to capitalize opportunities in the industry environment. A SWOT analysis of the company
gives intuitions on the strategic actions of the business, especially in maximizing its growth based on its
strengths and opportunities. The SWOT analysis of Apple Inc. scans the business for relevant strengths,
weaknesses, opportunities and threats with reference to various industries and markets. As the
company is involved in the computing technology (hardware and software), consumer electronics, cloud
computing services, and online digital content distribution services industries, so Apple must develop a
diverse set of strategies to ensure its competitiveness and business growth.

STRENGTHS

This part of the analysis identifies the strengths that enable the company to overcome weaknesses,
yield advantage of opportunities and resist threats in its business environment. These strengths are
internal factors within the business organization. So the most remarkable strengths of Apple Inc. are:

1. High profit margins: Apple can use premium pricing strategy as an internal strategy which maximize the
profit margins.
2. Leadership position: apple is one of the leading technology company and the market leaders in
smartphones manufacturers.

3. Large Product Portfolio:  Apple, now has a large portfolio of products and services. They include iPhone,
iPad, Mac, Apple Watch, AirPods, Apple TV, HomePod, a portfolio of consumer and professional
software applications, iOS, macOS, watchOS and tvOS operating systems, iCloud, Apple Pay and a large
range of other accessories, services and support offerings.

4. Globally Iconic: Apple is one of the most reliable company when it comes to personalized advanced
computers and smart technology devices. They have billions of customers with steady increment. In pre-
market Apple Inc. (AAPL) closed at $169.60 / +1.11 (+0.66%) and pre-market started at $171.0 / +1.60
(0.94%) – Dec. 2018.

5. Top Technology& Effective Rapid innovation: Apple was the first to introduce some of the
most innovative products that have changed the world (iPhones, iPads). Apple is still determined to
build and craft better, more proficient technology devices.

6. Brand of Choice: It isn’t big news that Apple is a demanded brand in corporate offices. Apple has a
specific business page that offers top quality technology solutions for every corporation’s needs.

7. High level of Security: apple offers its users ultimate safety and privacy of their data.

8. Branding: Apple’s branding activities are innovative and engaging to its users and potential users.
9. Store Design: Apple stores design offers friendliness, comfort and interaction with the audience which
encourages them to stay longer in stores.

10. Customer Service: Apple offers superior customer service for its products globally and are continuously
launching new solutions to support that such as Apple Care.

11. System Lock In: with apple products being incompatible with any other products even in Bluetooth
transfer this makes their products irreplaceable as well as the easy back up and storage between apple
products pushes the audience to keep buying apple.

12. Proficient Research: Apple puts a lot of effort & dedication into its product designs. Careful study is
initiated and further research is performed to help understand customer needs and requirements.

13. Sustainability made Possible through Liam: Liam is an iPhone recycling robot that breaks down and
dissects an iPhone. It strips them all the way down to a single bolt. Most parts of an iPhone can be
reused. Liam is designed to yield as many reusable parts as possible. These reusable parts are then
categorized and safely stored so they can be used for new manufacturing.

WEAKNESSES

This part reflects the inadequacies of the company. Weaknesses are internal factors that are
obstacles to business growth. So the most notable weaknesses that influence Apple are:

1. Limited distribution network: due to the company’s policy of exclusivity as they are selecting the
authorized sellers carefully. This weakness exists despite exclusivity’s advantages, such as Apple’s high
control on the distribution of products.
2. High Priced Products: because of the company’s premium pricing strategy, only middle or high-class
individuals can afford their products.

3. Incompatibility with other software: Apple’s products do not support other software or technologies
making them incompatible with other devices. Customers have to exclusively purchase Apple apps or
accessories to continue using their Apple products.

4. Dependence of sales on high-end market segments: High prices attract customers from the middle- and
high-income brackets, while preventing customers from low-income brackets to easily purchase the
company’s products.

5. Lack of marketing and promotions: due to customer’s loyalty Apple does not feel to have any additional
investments towards marketing funds.
6. Fluctuating sales of Iphone: There was a major difference in the net sales of iPhones during the second
quarters of fiscal 2018 and 2019. In the second quarter of 2019, the net sales of iPhone came down to
around $31 billion compared to $37.6 billion during the same period last year. 
7. Meeting the customers’ expectations: the high innovation of Apple leads the customer’s expectations
to its roof.

OPPORTUNITIES

These points focus on the most significant opportunities that are available to the business. So the
most available opportunities that can be capitalized by Apple are:
1. Expansion of the distribution network: Apple Inc. has the opportunity to expand its distribution
network. Such opportunity directly relates to the weakness of the company’s limited distribution
network. And maybe if they changed the distribution strategy so they can reach more customers in the
global market.
2. Higher sales volumes: based on rising demand this can done by aggressive marketing campaigns.

3. Development of new product lines: the current product lines are very successful but a little
development in the products like what happened in ipods and airpods.

4. Market growth: there’s still place for them to grow and to decrease the market share of competitors.

5. Technological improvement: In any technology industry, technological advancement is always

an opportunity.

6. Qualified Professionals: Availability of a lot of external consultancies that can provide any assistance in
our product development according to the market needs. With the expansion of their team, Apple can
continuously build new opportunities.

7. Utilize Artificial intelligence: Apple should utilize artificial intelligence to increase its profit margins and
have a high market position.

THREATS

These points focus on the most significant threats that the company experiences from many sources.
So the most significant threats that must be faced by Apple are:

1. Aggressive competition: Because of the aggressive behaviors of competing firms, it is necessary to have
high fundamentals for maintaining competitive advantages
2. Imitation: This threat is significant because of the large number of local and multinational firms that
imitate the design and features of Apple’s products.

3. Rising labor cost in various countries: that reduce profit margins or push selling prices even higher.

4. Aggressive pricing practices: Competition in this highly competitive market faces overcoming aggressive
pricing practices, frequent new product introductions, shortened product life cycles, new industry
standards, continuous product improvements, rapid technological changes, consumer price sensitivity
and abundance of competitors.

5. Trade wars: The trade wars between China and United States have kept intensifying resulting in higher
pressure on both American and Chinese technology firms.

6. Market Penetration: There has been a significant change in market penetration by other brands in the
smartphone market.
7. Economic fluctuations: Currency fluctuations and economic changes also affect the business of
international technology brands like Apple.

The internal and external factors discussed in this SWOT analysis indicate that Apple Inc. possesses
major strengths to effectively address organizational weaknesses. The company can also use these
strengths to capitalize opportunities, such as the expansion of its distribution network. Moreover, the
company can use its high brand image and rapid innovation processes to successfully develop and
launch new product lines. However, Apple faces the significant threats of aggressive competition and
imitation, which are major challenges affecting players in the global market for consumer smart phones
and online digital content distribution services.

Based on the strategic issues highlighted in this SWOT analysis of Apple Inc., a recommendation is to
continue the aggressive and rapid innovation involved in developing the company’s products. Such
innovation reduces the adverse effects of imitation on revenues. Also, it is recommended that the
company further enhance the automation of its production processes and support the automation of its
contract manufacturers, as a way of addressing the rising labor costs involving Apple product
manufacturers. Another recommendation is to establish partnerships with more distributors to improve
the overall market reach of the company’s distribution network.

Research Statement

The research aim is to achieve a comprehensive understanding and investigating the innovative road
map of Apple and its influence on shaping the technology market. The research need to find the most
important factors that attracts the customers and gave them an extraordinary user experience. The
company focus on the customer’s experience. Also how Apple inc. always marketing themselves as the
technology leader with I-products.

Research Objectives – (KPIs – Smart)

Research Objectives 

1- Highlight apple continuity of creating ground break product to it’s market that enrich people's lives

2- Study apple Innovations that shaped the current and future technology map

3-Discuss how they Build hype and anticipation for new upcoming products.

4-Analyze the impact of Apple’s increment strategic decisions that expanded the company revenue from
customers who didn’t experience Apple products before.

Research Questions 

1. What is Apple position in Market?

2. What are the most products/features that is liked by Apple users?

3. What makes Apple products appealing to customers technologically?

4. How Apple R&D lead the innovation?

5. How strategic decision shape apple road map?

6. How Apple created a harmonical echo system?

Literature Review
We can describe Apple’s strategy in terms of product differentiation and blue ocean strategy.
Apple’s business strategy is to design and to develop operating systems, hardware, application software,
and services to deliver superior new products and solutions which are differentiated by their ease of
use, seamless integration, and innovative industrial design. Apple focuses on revealing radical customer
expectations and appealing designs to making its products different. Its differentiation is helpful in
increasing brand loyalty and being awarded of the Apple Brand name in customers’ minds. With the blue
ocean strategy, Apple continues to introduce groundbreaking new products timed perfectly to achieve
first mover advantages. Then, Apple continually re-invents itself to enter new product categories and
avoid being obsolete in regards to the competition of maturing product markets.
Apple is a unique electronic manufacturer because they have an approach of product launches that is
more similar to fast moving consumer goods companies with new products every six month or a year.
When a product is launched, that product will be supported by an advertising campaign, and the result
is to generate a large amount of sales (Worstall, 2012). This approach makes people excited about
Apple’s products and keeps Apple as a leader of technology industry. They have been a leader in
innovation for a long time. They may not be the first to introduce the product, but many times they are
the first to lower the price and mass produce the product. Once they have taken the product to this new
level, they then raise prices and watch the business roll in (Worstall et al. 2012). successful with their
marketing. According to Technology news, it is believed that Apple’s strongest competitive advantage is
its marketing strategy: “The Company simply seems to understand what will get people excited about its
products, and then it executes on that vision”(Enderle, 2004). Instead of talking about product features
or technology, Apple is showing that they are about their consumers’ lifestyles (Enderle et al. 2004).
They advertise their products in a way that offers a better life to customers and makes the trend of
aesthetics and lifestyle appeal important (Enderle et al. 2004). Apple’s products were launched with
these attributes and outstanding functionality. in information and technology industry ( Khan, 2015). It is
an industry that uses computing through software, services, infrastructure as well as hardware’s in
different forms to achieve different objectives. The sector involves the development, implementation,
maintenance, and utilization of information technology (Khan et al. 2015). It is an industry that employs
close to 5.73 million workers in technical as well as non-technical positions within the firms. Companies,
government agencies as well as nonprofit organizations have information technology department with
85% of the workers in this unit being technical workers. Information and technology is an industry that
requires strong analytical skills and creativity to keep up with the latest technology.
- Introducing a successful product in the market involves a team effort (Kleinschmidt, 1995).
Designers take responsibility for the usability of a product, and its utility and user experience is
dependent on different factors that lead to success or failure of the new product. One of the critical
features associated with the development of a new product is support from the top management.
Top managers decide on the product to support and the one not to (Bullinger, Fähnrich & Meiren
2003). Support from senior organizational management is essential to the success of a new
product. Lack of management support implies that the product will lack resources as well as the
budget needed and thus making it development to fail. Top management influences the marketing
strategy as it looks for the appropriate plan that will ensure that the product reaches as many
customers as possible. Development of the product features is another factor related to new
product development. A new product should have features that distinguish it from the others, as
this is what attracts customers.

- Promotion is another critical feature associated with the development of a new product
(Kleinschmidt, 1995). Companies should look for ways to promote their customers. This will enable
 a company to use the marketing strategy of getting the prevailing customers to purchase more
while bringing in more customers (Bullinger et al. 2003).

- Distribution is another feature associated with the development of new products. Companies
should ensure that they make a new product available to the potential customers. This makes the
customer make use of increased market share marketing strategy, as it will be in a position to reach
many customers through vigorous distribution. Increased distribution will also enable the company
to expand its sales due to the availability of the product to many buyers. Evolution of a new
product needs a firm to be sensitive to its pricing. The price should not be too high as compared to
the prevailing market rates and should not be too low as well (Kleinschmidt, 1995). Having a
reasonable price will enable the company to make use of improving customer loyalty marketing
strategy since the customers will have confidence in the company and the product.

Different features have different impacts on the development of a new product. Top
management support ensures that the introduction of the new product receives support and
thus making its debut smooth. It ensures that the new product receives support and hence
making its implementation fast. Development of a product features provides that the product
becomes competitive in the market by outdoing other products. It means that customers get
satisfaction from the product features and hence winning their loyalty (Kleinschmidt, 1995).
Distribution ensures that customers can gain access to the product at any time thus making it
easy for them to access the product. The promotion makes the customers feel motivated to buy
the product, which makes them feel motivated to use the product.

Trends
One of the trends related to the development of product features is continuous innovation (Griffin,
1997). The leading companies are in the constant evolution of products to meet the ever-changing
customer demands. In the information and technology industry, mobile phones have been evolving and
becoming sleeker each day with the introduction of new functionalities.
Value-based pricing is a trend associated with pricing. A trend involves the perception of customer
value. It looks at what a customer is willing to pay for an extra product feature compared to others.
Companies have moved away from cost-based pricing and are looking at what customers are willing to
pay which results in more profits to the firms. Another trend is the employment of dedicated pricing
managers. The pricing managers are given the responsibilities of managing pricing performance and are
tasked with critical pricing issues. They advise on the rate at which the company is achieving an increase
in price, the profitability of its promotion among other matters. Growth in technology is one trend
associated with the development of new products (Griffin, 1997). Technology is one of the fastest
growing areas globally, and people are into things related to technology. Most companies are using the
ever-increasing technology in doing their promotion using social media, websites as well as another
platform. Another trend is that advertisements are focusing on the demand for retail products that are
used as promotional merchandise. The majority of the promotions are carried out by a young generation
with the majority of the advertisements shifting towards promoting a brand alongside a product that is
already established in the market.

Apple, Inc.’s Organizational Structure

Apple organizational structure is one of the key factors which make it very successful. Under Apple,
Inc.’s CEO, there are eleven executives of departments which will work directly under the company’s top
leader (Apple, Inc., 2012). Apple’s CEO has power to control all of departments that are headed by the
Senior Vice Presidents of CFO, COO, Legal, Design, iOS software, Operations, Retail, Software
Engineering, Product Marketing, and Global Communication (Apple, Inc., 2012). Simplicity is a key of the
company’s structure approach. Top executives’ responsibility is straight forward to departments without
any matrix relationship. Apple, Inc.’s approach of structure clearly engages in centralized decision-
making (Bajarin, 2011). The CEO and board of directors of Apple, Inc. “glue” all the decisions together
and their decisions will go straight down the line to every employee of the company (Lashinsky, 2011).
Says one former insider from the days of Steve Jobs’ leadership: "You can ask anyone in the company
what Steve wants and you'll get an answer, even if 90% of them have never met Steve." (Lashinsky,
2011). Also, any corporation itself will find difficulty when it needs an immediate change decision related
to products and services. Apple, Inc. is different. Through the straight approach, any decision from the
top executives of Apple, Inc. is instantaneous. It helps Apple quickly grab any opportunities if the board
of director identifies any missing obvious ideas of the company products.

Digital Asset Management

Apple displayed smart strategy when they invested in digital asset management. Apple became one of
the biggest digital retailers in the world with 100 million consumer credit accounts through iTunes
(Lessin, 2012). Consumer psychology told us that when a consumer sets up an account and gives credit
card information that means those customers will make purchases in the future (Lessin, 2012).It also
keeps customer using Apple’s products because once they purchase digital contents, they can have it in
every other smart product of Apple. This is one of Apple’s strength, and it helps not only increase sales
in the digital market but also keep Apple Inc.’s customers continuing use of their future products.

Product differentiation

Apple’s strength is in its differentiated products. Apple’s computer operating system is highly secured
and is not subject to viruses and hackers which tend to affect the Windows software of Microsoft (Kan,
2012). Furthermore, Apple’s products are designed to address the concerns about consumers’ lifestyles
which make the graphic system and design of Apple’s products superior to their rivals’ products in the
same market segment (Nudd, 2011). While Apple Inc.’s software is different from other competitors, its
products’ hardware is also in the upper class. All Apple’s products are made of high quality material,
such as aluminum, combined with comfortable designs (Nudd, 2011). All of these features in their vast
array of products make customers feel that they have a valuable product when they have an Apple, Inc.
product.

Protective strategy

After successful period since the iPhone, the iPod, the iPad, were introduced, Apple seems to have
decided to play a safer strategy. Instead of focusing more on innovation, top executives of Apple, Finally,
to cover all question in one statement The key factor for everything that Apple, Inc. does is technology.
Technological innovation can help a top company create competitive advantages and bring more
competitors to the market. We believe that the main reason behind Apple's success that is the
compatibility of Apple’s products.

Research Hypothesis

We built this theoretical deductive reasoning model to assess the impact of the major factors that
makes Apple as the market leader from revenue and innovation perspectives.
The Frame work model will be based on:
  Apple innovative products as Dependent Variable.
 Apple R&D team as Independent Variable (H1): Positive Impact
R&D team is acting as Mediator between Apple products & Funds. R&D is the key factor that can
promote Apple products and to be one of the most luxuries products that are technology
oriented.
These products can easy up the customer’s life from time management applications and social
media applications
 Budget as Independent Variable (H2) & (H4): Positive Impact
Funds has an indirect impact on Apple products although it is always a key factor. By assigning
appropriate budget to R&D team for innovation and development no revenues can be reached.
 Organization Leadership as Independent Variable (H3): Indirect Impact
The leadership style is one of the main factors that always impacts organization goals.
Technology oriented industries always inspired by the leadership that can build an environment
that encourages innovation.
 Customer Experience as Independent Variable (H6): Positive Impact
Customer Experience is a major reason that Apple is one of the most successful and influential
companies in the world. By measuring customer’s feedback and listening & giving them exactly
what they wanted and expected, Apple was able to adapt the results and make its products
simpler and easier to use.

Apple Innovative
Products
H2
H6
H1

Budget R&D Team Customer

H4 (Mediator) H5 Experience
H3

Organization
Leadership

Research design

Research methodology/approach

This research used quantitative approach methodology, uses quantitative methodology which is existed
and adopted for the purpose of the research.

Data gathering techniques/types of data

This research uses data analysis and interpretation technique, uses quantitative methodology in order to
collect the most comprehensive data regarding the research questions by analyzing the collected data
about Apple revenue and market share through two databases: Emerald Insight and Science Direct that
considered as secondary data which is existed and adopted for the purpose of the research.

Data Analysis/interpretation

As per our survey we can conclude the following:

The technology and features customer experience survey:

Would you recommend Apple product to a friend or colleague? (Yes/No)

15%

85%

How satisfied or dissatisfied are with Apple products?

 5%

10%

25%
60%

Around 60% of the apple users are very satisfied with the product and services provided by Apple inc.
and 25% are somehow satisfied and the minority are not sataisfied from the product.

Which part of the products attracts you?

5% 20%
3%

7%

55%

Most of people that answered the survey where highlighting that the most attractive in the apple
products is the quality and followed by the user friendly operating system and sure the product
reputation.
What new feature of the IOS/iPad new Operating system do you like the best?

The controversial “App Tracking Transparency” feature, which help the users to allow apps to track
them across other apps and websites, almost 36% picking it as their favorite. “Unlock with Apple
Watch” a pandemic-friendly feature, and almost 23% of the users consider that it is the second most
popular feature as it lets masked users unlock their iPhone using an Apple Watch.

Meanwhile, “Apple Maps” new Waze-like feature that let crowd-sourced reporting of accidents which
is polled at 13% and consider one of the best features of iOS 14.5. And 8% consider the best thing
about the new release is the updated “Find My” app, while 6.9% are excited about the added support
for PS5 and Xbox Series X controllers.

Do you agree with Apple’s new privacy policies or do you think that they are taking it too far?

A majority 73% agree with Apple’s new privacy policies. Meanwhile, 18% don’t agree with that. In
addition, to 9% aren’t sure what is the benefits beyond new privacy policies.

Do you intend to buy an Apple AirTag?

Almost over 60% of iPhone and iPad users intend to buy the new Apple AirTag. while 40% aren’t
interested in the product

** AirTag is a super-easy way to keep track of your stuff. Attach one to your keys, slip another in your
backpack. And just like that, they’re on your radar in the Find  My app, where you can also track down
your Apple devices and keep up with friends and family.

Do you intend to buy the new 2022 iPad Pro with M1 chipset?

Only 75.2% intend to buy a new iPad Pro model. However, 24.9% aren’t interested in the new Apple
tablet.

What is the one main thing you would like to see in the upcoming iPhone?
The received answers are as follows, Return of Touch ID – 21% - Higher refresh rate display (120Hz) –
17% - Smaller notch / Notch-less design – 15% - Return of in-box charger – 12% - Bigger battery – 11%
- Better camera features – 8.2% - Faster processor – 6.8% - Compact phone – 5% - Better
waterproofing – 2.2% - Foldable design – 1% - Removal of lightning port – 0.8%

The new 2021 iMac is available in six other color variants besides the standard silver, which is your
preferred color option?

The received answers are as follows; Blue – 33.4%, Silver – 30.1%, Green – 13.4%, Purple – 8.9%,
Yellow – 6.8%, Pink – 4.1%, Orange – 3.3%.

As Apple adds new features and new products to its ecosystem, would you ever consider switching
away from apple to Android?
A majority percentage of 92.6% are locked into the Apple ecosystem and don’t ever intend to switch
to an Android brand. And only 7.4% would consider moving to Android.

Research Findings

1- Apple user are enjoying the experience and always recommend apple products to non apple
users.

2- It is clear that the controversial privacy feature has been well received by IOS and iPadOS
users.

3- The survey also revealed that the majority 73% agree with Apple’s new privacy policies, and
18% who don’t. In addition, to 9% aren’t sure what to make of it.

4- The survey shows that up to 60% of iPhone users intend to buy AirTags, while 40% aren’t
interested.

5- The survey also shows that only 14% intend to buy the new iMac with M1 chipset, while the
majority which is 86% aren’t interested.

6- A whopping 92.6% are locked into the Apple ecosystem and would never consider switching
away to Android

Conclusion

By recognizing the way Apple has changed the technology world, it allows market to take the next
level as well as imagine the endless possibilities, products and features provide to users. All
technology market competitors are looking forward to what Apple comes up with next so we can see
how they can implement their ideas into their own products.

The high-quality products and good brand awareness of Apple Inc allow this company to attract an
increasing number of potential customers and strengthen their loyalties. It is very important for a
company to capture the market shares from other strong competitors.
Apple Inc. from previously discussed perspectives always focus on the technology. So they are working
precisely to reach the highest customer satisfaction by always having surveys about the user
experience after each version of their products.

Recommendation / Implications & future work

The future work can include studies on different variables that impacts the company culture also the
impact of leadership inside the company that can inspire people. Also an actual result for a people
already experiencing other products that are not owned by apple will reflect the true impact of the
technology from different perspective.

References

Bullinger, H. J., Fähnrich, K. P., & Meiren, T. (2003). Service engineering—methodical development of new
service products. International Journal of Production Economics, 85(3), 275-287. Cooper, R. G., & Griffin, A.
(1997). PDMA research on new product development practices: Updating trends and benchmarking best
practices. Journal of product innovation management, 14(6), 429-458.
Hoyer, W. D., Chandy, R., Dorotic, M., Krafft, M., & Singh, S. S. (2010). Consumer cocreation in new product
development. Journal of service research, 13(3), 283-296.
Khan, U. A., Alam, M. N., & Alam, S. (2015). A critical analysis of internal and external environment of Apple
Inc. International Journal of Economics, Commerce, and Management, 3(6), 955-961.
Kleinschmidt, E. J. (1995). Benchmarking the firm's critical success factors in new product development.
Journal of product innovation management, 12(5), 374-391.
Oliva, R., & Kallenberg, R. (2003). Managing the transition from products to services. International journal
of service industry management, 14(2), 160-172.
Wind, J., & Mahajan, V. (1997). Issues and opportunities in new product development: An introduction to
the special issue. Journal of Marketing Research, 34(1), 1-12.
Bertolucci, J. (2009, 02). Reliability report card: grading tech's biggest brands. PC World, 27(2).
Chan, J. (2010, November 4). Retrieved October 12, 2012, from World Socialist Web Site:
http://wsws.org/articles/2010/nov2010/foxn-n04.shtml.
Child Trend. (2012). Home Computer Use and Internet Access. http://www.childtrendsdatabank.org/?
q=node/298.
Cho Mu-hyun, Kim Yoo-chul. (2012, October 22). The Korea Times. Retrieved October 23, 2012, from The
Korea Times: http://www.koreatimes.co.kr/www/news/tech/2012/10/129_122835.html.
Cohan, P. (2012, October 26). Forbes business. Retrieved October 27, 2012, from Forbes:
http://www.forbes.com/sites/petercohan/2012/10/26/apple-cant-innovate-or-managesupply chain/?
utm_source=twitterfeed&utm_medium=twitter.
Copeland, Michael, V. (2010, 03 22). The iPad changes everything. Fortune, 161(4).
Dan, G. (2012). Os x global market share passes windows vista . Retrieved from
http://www.bgr.com/2012/09/03/windows-os-x-market-share-august-2012/.
Einstein, D. (2012, October 11). Retrieved October 12, 2012, from Forbes:
http://www.forbes.com/sites/netapp/2012/10/11/windows-8-release-date-tabletmicrosoft-
cloud/.
Emarketer. (2012). Apple.http://www.emarketer.com/newsroom/index.php/tag/apple/.
Enderle, Rob. (2004). HP’s iPod will Outsell Apple. The Mac Observer.
http://www.macobserver.com/tmo/article/Rob_Enderle_HPs_iPod_Will_Outsell_Apple.
Fast company.(2011). (Vol. Issue 2, pp. 106-146).
Gartner. (2012). Apple and Samsung Exploded in Q2 While Blackberry Sales Slid 37%.
http://bgr.com/2012/08/14/mobile-phone-q2-2012-market-share-sales/.
Gross, D. (2012, September 26). CNN Tech. Retrieved October 04, 2012, from CNN:
http://www.cnn.com/2012/09/26/tech/mobile/iphone-5-complaints/index.html.
Hess, M. and N.M. Coe (2006) “Making Connections: Global Production Networks, Standards, and
Embeddedness in the Mobile-Telecommunications Industry”, Environment and
Planning (38), pp. 1205–1227.
Horn, L. (2012, 01). PC Magazine. P1-1, 1p. DOI: Leslie_Horn@pcmag.com.
How Tim Cook is changing Apple - Fortune Tech. (n.d.). Retrieved November 8, 2012, from
http://tech.fortune.cnn.com/2012/05/24/apple-tim-cook-ceo/.
IDC Community Insights. (2011). www.idcinsights-community.com.
Inc., A. (2012). Apple Supplier Responsibility 2012 Progress Report. Apple Inc.
Kahn, Jordan. (2012). New Apple stores coming to UK, France, Canada, and more.

Appendix

Appendix I

Apple Users questionnaire

1- Would you recommend Apple product to a friend or colleague? (Yes/No)

2- How satisfied or dissatisfied are with Apple products?

 - Very satisfied

- Somewhat satisfied

- Somewhat dissatisfied

- Very dissatisfied

3- Which part of the products attracts you?

- User-friendly

- Product Quality

- Product Integration

- Customer Service

- Brand Reputation

4- What new feature of the IOS/iPad operating systems do you like the best?

5- Do you intend to buy an Apple AirTag?

6- Do you agree with Apple’s new privacy policies or do you think that they are taking it too far?

7- As Apple adds new features and new products to its ecosystem, would you ever consider
switching away from apple to Android?

8- What is the one main thing you would like to see in the upcoming iPhone?

9- Do you intend to buy the new 2021 iPad Pro with M1 chipset?

10- The new 2021 iMac is available in six other color variants besides the standard silver, which is
your preferred color option?