Apple in the digital age from the iPod to the iPad
Apple Inc. The Case Study 2000 - 2010
Foreward John Ashcroft
Welcome to this Apple case study. I have always been something of a computer geek. My first computer was a Commodore Pet in 1978. It had 8k of RAM and a cassette player for storage. Programmed effectively, a two dimensional pencil sketch of a rocket would take off and zoom off screen. Beyond that and a few simple games, I don’t recall it did much at all. My first experience of Apple was the Apple II in the early 1980’s. The combination of Apple and a Visicalc spreadsheet, greatly enhanced financial and business plan modelling. Business models were more easily produced and ...view middle of the document...
Educated at the London School of Economics, London Business School with a PhD in macro economics from Manchester Metropolitan University.
1 Company Background 2 Distribution and Market Segments 3 Business Strategy 4 The Digital Hub 5 Market Segmentation 6 Apple in 2001 7 Launch of the iPod 8 Here comes the Zune 9 Brand Development and Product Extension 10 Developments in Distribution 11 Strategic Alliances 12 The Launch of the iPhone 13 What next for Apple - the Apple Games Console? 14 Where next for Apple? The Apple Tablet Computer 15 Summary and Conclusions
Apple Inc. The Case Study 2000 - 2009 “Apple in the digital age”
1 Company Background
Apple Inc. and its wholly-owned subsidiaries design, manufacture, and market personal computers, portable digital music players, and mobile communication devices and sell a variety of related software, services, peripherals, and networking solutions.
4 The Digital Hub
In addition to evolving its personal computers and related solutions, the Company continues to capitalize on the convergence of the personal computer, digital consumer electronics and mobile communications markets by creating and refining innovations, such as the iPad, the iPod, iPhone, iTunes Store, and Apple TV®. The Company desires to support a community for the development of third-party products that complement the Company’s offerings through its developer programs. The Company offers various third-party software applications and hardware accessories for Mac® computers, iPods and iPhones through its retail and online stores, as well as software applications for the iPhone platform through its iTunes® App Store. The Company’s strategy also includes expanding its distribution network to effectively reach more of its targeted customers and provide them with a high-quality sales and post-sales support experience.
2 Distribution and Market Segments
The Company sells its products worldwide through its online stores, its retail stores, its direct sales force, and third-party wholesalers, resellers, and value-added resellers. The Company sells to consumer, small and mid-sized business, education, enterprise, government, and creative customers.
3 Business Strategy
The Company is committed to bringing the best personal computing, portable digital music and mobile communication experience to consumers, students, educators, businesses, and government agencies through its innovative hardware, software, peripherals, services, and internet offerings. The Company’s business strategy leverages its unique ability to design and develop its own operating system, hardware, application software, and services to provide its customers new products and solutions with superior ease-of-use, seamless integration, and innovative industrial design. The Company believes continual investment in research and development is critical to the development and enhancement of innovative products and technologies.