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Formerly Known as Apple Computer Inc.

Established on April 1, 1976 in Cupertino, California, and incorporated January 3, 1977 Founders Steve Jobs and Steve Wozniak.

Apple Computer has been predominantly a manufacturer of personal computers.

Faced rocky sales and low market share during the 1990s.

Jobs, who had been ousted from the company in 1985, returned to become Apple's CEO in 1996.

Apple established itself as a leader in the consumer electronics industry, dropping "Computer" from its name.

Apple seems obsessed with making things simple and easy. The product “just works”.Apple’s mission statement from their website (Jan 2011):Quality doesn’t mean “good” – it means BEST.  Apple makes “the best personal computers in the world.” Good service means nothing. Everyone offers “good” service.  Service only counts if you’ve got the BEST service.   And if you’ve got the BEST quality and service, the price doesn’t have to be the lowest.  No-one expects the BEST to cost the least.  The philosophy is simple, but putting it into action isn’t easy.

American multinational corporation that designs and markets :

consumer electronics

computer software

personal computers digital distribution

Mac (Pro, Mini · iMac · MacBook, Air, Pro · Xserve)

iPod (Shuffle, Nano, Classic, Touch)

iPhone (Original · 3G · 3GS · 4)

iPad, Apple TV, accessories

Mac OS X (Server), iLife, iWork, iOS

Stores (retail, online, App, iTunes, iBooks)

MobileMe

Microsoft

Samsung

Dell

Hp

Nokia

International sales accounted for 62% of Apple’s Q1 2011 revenue

Apple set another quarterly Mac sales record with portables leading the way

Mac portables accounted for $3.7 billion in revenue on sales of 2.9 million units while Desktop Macs accounted for $1.7 billion in revenue on sales of 1.2 million units.

Mac portable sales are fueled by strong demand for the MacBook Air and MacBook Pro

16.24 million iPhones sold is another company record and accounted for $10.5 billion of Apple’s quarterly revenue

ASP for the iPhone was an impressive $625 with 88 of the Fortune 100 companies now deploying the device

Apple notes they could have sold even more iPhones if they could have manufactured them quicker

iPad sales accounted for $4.6 billion in revenue for the quarterASP of the iPad is $600.iPod sales from Q1 2010 to Q1 2011 dipped from 21 million to

19.4 million. iPod sales accounted for $3.4 billion in revenue.The iPod Touch continues to do well and grew 27% year over

year and represents more than 50% of all iPods sold

Strengths.Apple is a very successful company. Sales of its iPod music

player had increased its second quarter profits to $320 (June 2005). The favorable brand perception had also increased sales of Macintosh computers. So iPod gives the company access to a whole new series of segments that buy into other parts of the Apple brand. Sales of its notebooks products is also very strong, and represents a huge contribution to income for Apple.

Brand is all-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 a powerful loyalty means that Ample not only recruits new customers, it retains them i.e. 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.

Weaknesses.It is reported that the Apple iPod Nano may have a faulty

screen. The company has commented that a batch of its product has screens that break under impact, and the company is replacing all faulty items. This is in addition to problems with early iPods that had faulty batteries, whereby the company offered customers free battery cases.

There is pressure on Apple to increase the price of its music download file, from the music industry itself. Many of these companies make more money from iTunes (i.e. downloadable music files) than from their original CD sales. Apple has sold about 22 million iPod digital music players and more than 500 million songs though its iTunes music store. It accounts for 82% of all legally downloaded music in the US. The company is resolute, but if it gives in to the music producers, it may be perceived as a commercial weakness.

Early in 2005 Apple announced that it was to end its long-standing relationship with IBM as a chip supplier, and that it was about to switch to Intel. Some industry specialists commented that the swap could confuse Apple's consumers.

Weaknesses. Continued.Dell is where Apple once was at the top of the PC stack. But Dell got there by

specializing in cost control, controlling the customer experience and being the first to do direct-PC purchasing right. Both companies are profitable.

Dell has learned one thing that Apple hasn't, and that is to choose powerful partners to leverage. No other company leverages Microsoft (Nasdaq: MSFT) and Intel (Nasdaq: INTC) as well as Dell does.

Opportunities.Apple has the opportunity to develop its iTunes and music

player technology into a mobile phone format. The Rokr mobile phone device was developed by Motorola. It has a colour screen, stereo speakers and a advance camera system. A version of Apple's iTunes music store has been developed for the phone so users can manage the tracks they store on it. Downloads are available via a USB cable, ands software on the handset pauses music if a phone call comes in. New technologies and strategic alliances offer opportunities for Apple.

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.

Threats.The biggest threat to IT companies such as Apple is the very

high level of competition in the technology markets. Being successful attracts competition, and Apple works very hard on research and development and marketing in order to retain its competitive position. The popularity of iPod and Apple Mac are subject to demand, and will be affected if economies begin to falter and demand falls for their products.

There is also a high product substitution effect in the innovative and fast moving IT consumables market. So iPod and MP3 rule today, but only yesterday it was CD, DAT, and Vinyl. Tomorrow's technology might be completely different. Wireless technologies could replace the need for a physical music player.

In 2005 Apple won a legal case that forced Bloggers to name the sources of information that pre-empted the launch of new Apple products. It was suspect that Apple's own employees had leaked confidential information about their new Asteroid product. The three individuals prosecuted, all owned Apple tribute sites, and were big fans of the company's products. The blogs had appeared on their sites, and they were forced to reveal their source. The ruling saw commercial confidentiality as more important as the right to speech of individuals. Apple are vulnerable to leaks that could cost them profits.

In June 2007, Apple upgraded the MacBook Pro, replacing cold cathodefluorescent lamp (CCFL) backlit LCD displays with mercury-free LED backlit LCD displays and arsenic-free glass,

In June 2009, Apple's iPhone 3GS was free of PVC, arsenic, BFRs and had an efficient power adapter,

In October 2009, Apple upgraded the iMac and MacBook, replacing the cold cathode fluorescent lamp (CCFL) backlit LCD displays with mercury-free LED backlit LCD displays and arsenic-free glass.[174] This means all Apple computers have mercury free LED backlit displays, arsenic-free glass and are without PVC cables. All Apple computers also have EPEAT Gold status.

Apple's ability to innovate is legendary.

fully half of Apple's revenues come from music and iPods.

The place is divided by product but also by function along what COO Tim Cook calls "very faint lines." Collaboration is key. So is a degree of perfectionism. Apple hires people who are never satisfiedThe place is loaded with engineers, but it's not just the skills that are important, it's the ability to emote. ("Emotive" is a big word here.) Apple is brutal about culling past hits: The company dropped its most popular iPod, the Mini, on the day it introduced the Nano (a better product, higher margins why dilute your resources?)."Apple's DNA has always been to try to democratize technology," says Jobs, in the belief that if you make something "really great, then everybody will want to use it.“Apple ranks No. 1 among Fortune 500 companies for total return to share-holders over both the past five years (94%) and the past ten (51%).

Where Apple really stands out is in marketing. The company simply seems to understand what will get people excited about its products, and then it executes on that vision. You don't see the company mainly talking about features or technology, but about how the computer will make your life better.

Steve Jobs CEO

Steve Jobs CEO

Peter Hoppenheimer

SVP & CFO

Peter Hoppenheimer

SVP & CFO

Philip SchillerSVP, Worldwide

Product Marketing

Philip SchillerSVP, Worldwide

Product Marketing

Timothy Cook

COO

Timothy Cook

COO

Bertland Serlet

SVP , Software Engineering

Bertland Serlet

SVP , Software Engineering

Bruce Sewell

SVP and general Counseil

Bruce Sewell

SVP and general Counseil

Jonathan Ive

SVP , Design

Jonathan Ive

SVP , Design

Ronald Johnson

SVP Retail

Ronald Johnson

SVP Retail

Sina Tamaddon

SVP Applications

Sina Tamaddon

SVP Applications

John Brandon

VP , Americas &Asia Pacific

John Brandon

VP , Americas &Asia Pacific

Susan Gallagher

Apple Care AppleAmericas

Susan Gallagher

Apple Care AppleAmericas

Will Stroup

Mgr. refurb

Will Stroup

Mgr. refurb

Merill stuart

Mgr. Apple Online Store

Merill stuart

Mgr. Apple Online Store

Kpttie Alder

Executive Assistant

Kpttie Alder

Executive Assistant

Sussane Burger

WW TelesalesDirector

Sussane Burger

WW TelesalesDirector

Tom Berning

Manager 3rd Party Products

Tom Berning

Manager 3rd Party Products

Helena Paulin

Mgr Consumer & EDU

Helena Paulin

Mgr Consumer & EDU

Grant Levin VP Operations

Grant Levin VP Operations

Michel Burt

Hardware

Michel Burt

Hardware

Scott Fredrickson

Director VAR/Distribution

Scott Fredrickson

Director VAR/Distribution

Jeff Hansen

Sr. director ChannelSales

Jeff Hansen

Sr. director ChannelSales

Bob Shanahan

Sr. Director Of Sales

Bob Shanahan

Sr. Director Of Sales

Michel Pinkman

Sr. Director Direct Marketers

Michel Pinkman

Sr. Director Direct Marketers

Paddy Wong

Operations

Paddy Wong

Operations