apple case study part 1

Dr John Sullivan Talent Management Thought Leadership

Talent management lessons from apple: a case study of the world’s most valuable firm (part 1 of 4).

September 12, 2011

This past August Apple became the most valuable corporation in the world based on market capitalization, surpassing every firm in the technology industry and every other industry! As a consumer products company, its prolonged growth spurt is even more amazing because it has continued through economic times when consumers are reluctant to spend what little they have. Considering that Apple was near bankruptcy in 1997, its story is both extraordinary and noteworthy.

The extraordinary valuation is not a result of 30+ years of stellar performance. Apple has failed at many things. Its success isn’t the result of access to special equipment, manufacturing capability, or a great location, but rather superior leadership, access to great talent, and unusual talent management approaches.

Almost everyone in business is aware of Apple’s amazing product success and the extraordinary leadership of Steve Jobs. Some authors have described the firm’s approach to HR, but few have analyzed the firm close enough to identify why the approaches work. Visits to the headquarters and interviews with HR leaders convinced me that there are lessons to be learned from this company. After two decades of researching and analyzing Apple’s approach to talent management, I have compiled a list of the key differentiators.

Apple Talent Management Approaches to Emulate

This three-part case study covers the many talent management factors that contributed to Apple’s extraordinary success in workforce productivity and innovation. It does not focus on the many important things that Steve Jobs did at Apple, because such things are not easily copied by others. It also focuses primarily on the approaches used within Apple’s corporate facilities versus those of Apple’s retail operations.

Agility Allows for Innovation into Completely New Areas

Many firms develop the capability to dominate their industry. Procter & Gamble, Intel, and Toyota are excellent examples. Apple is in a different league, however, because it has demonstrated the ability to shift into and dominate completely new industries every few years. For most of its history, Apple was a computer company (and its name used to be Apple Computer), but in the last decade Apple tackled the music industry with the iPod device and iTunes distribution channel. Next Apple conquered and dominated the smartphone industry with the iPhone and “App Store.” Most recently Apple challenged the PC as we know it and is in the process of disrupting the publishing industry. This ability to successfully shift from one industry to another in a few short years is known as agility. In my book, even wildly successful firms like Google, Facebook, Toyota, or Procter & Gamble can’t come close to matching Apple’s agility track record.

A great deal of Apple’s agility comes from the direction and vision of its senior leadership and its corporate culture, which reinforces the need to get ready for “the next big thing.” While Apple looks for agility in talent, the real key to Apple’s agility occurs post onboarding. At Apple, there is a cultural expectation that after succeeding in one task, you will immediately move on to something completely different. You know that you will have to retool and learn quickly. The expectation of radical change eliminates resistance and sends a message that employees can’t rest on their laurels. That means that they must mentally prepare for (and even look forward to) the next extraordinary challenge, even though you will get almost no “career path” help in determining which is the next best challenge for you. Apple employees work in numerous disconnected team silos, competing against one another with little or no foresight into the purpose or intended use date of their work.

The rapidly shifting work load means than an employee bored with their work won’t be for long because the work and the focus will change, a major attraction factor that brings in recruits desiring the challenge of radical change. Looking at the big picture, Apple’s ability to move into and dominate completely unrelated industries is only possible because of its extraordinary talent, the way that it manages it, and its approach to building an image that attracts the new skills needed to successfully move into completely new product areas.

A “Lean” Talent Management Approach Contributes to Extraordinary Productivity

Most firms strive to have a productive workforce. One of the best ways to measure workforce productivity is revenue per employee. Apple produces what can only be considered extraordinary revenue per employee; $2 million. A second measure of workforce productivity is profit per employee: nearly $478,000 for Apple (unbelievable considering it has a retail workforce).

If you are familiar with the concept of lean management, then you’ll understand the prime drivers for Apple’s extraordinary employee productivity. For years, the leadership of Apple has followed the philosophy that having less is more, meaning that by purposely understaffing and operating with reduced funding, you can make the team more productive and innovative.

Innovation at most firms is expensive because you must pay for a lot of trial and error. The lean approach, however, can improve innovation because with everything being tried, there simply isn’t enough time or money for major misses and re-do’s. “Unrealistic deadlines” at Apple mean that you have to get project problems solved early on, because there isn’t time to redo things over and over. Being lean forces the team to be more cohesive. Even providing a lean schedule forces everyone to be productive because they know there is no room for slippage. At Apple, the lean approach means that even with its huge cash resources, every employee must adopt the mentality of leanness. If you understand the lean concept and its advantages, you shouldn’t be surprised that numerous innovations have been developed in “garages,” the ultimate lean environment.

Build and Reinforce a Performance Culture

Any business analysis of Apple will reveal its laser focus on producing industry-leading results. While some feel the performance emphasis comes solely from Steve Jobs, the “performance culture” is continually reinforced by operational processes and practices. For example, having stock as a primary motivator forces employees to focus on the performance of the company and its stock. The rewards and recognition programs at Apple don’t include a component for effort or trying — only final results. Rather than celebrating numerous product milestones, only the final product unveiling is worthy of a major celebration.

A performance culture requires significant differentiation based on performance, and it’s clear that in this culture, the top performers and those who are working on mission-critical products are treated significantly differently. In fact, current and former employees frequently complained about the special treatment given to those designated as the “top 100 most important employees.”

Treating top performers differently may cause some employees to be disgruntled, but treating all employees exactly the same will frustrate your high-impact top performers and cause them to leave. Functions receive different funding also, based on their potential impact. Overhead functions that don’t directly produce product (i.e. HR) are often underfunded compared to product producing functions like engineering and product design.

Although there is certainly politics at Apple (where marketing seems to rule), having a degree from a prestigious school or past success on other products won’t get you far in the highly competitive culture at Apple. Jobs has no degree at all. The internal competition is fierce (even though they don’t know what other teams are doing) to develop or contribute to the most-talked about feature for the next WOW product.

Rather Than a Work/Life Balance, Emphasize the Work

Numerous HR functions proudly and prominently push work/life balance. Like them, Apple is proud of its long-established culture. You won’t find the term “balance” anywhere on the career site; instead, Apple makes it clear it is looking for extremely hard-working and committed individuals. On the website, for example, it proudly states: “ This isn’t your cushy corporate nine-to-fiver .” It reinforces the “hard work” message several times, including “ Making it all happen can be hard work. And you could probably find an easier job someplace else. But that’s not the point, is it ?

And: “ We also have a shared obsession with getting every last detail right. So leave your neckties, bring your ideas .”

If you don’t care about getting every precise detail perfect, great work, and a lot of it, Apple makes it crystal clear that this is not the place for you.

Next week: Part 2 — more talent management approaches to copy and learn from.

Talent Management Lessons From Apple … A Case Study of the World’s Most Valuable Firm (Part 2 of 4)

In Part 2 of this case study on Apple’s talent management practices, I look at its approach to innovation, compensation, and benefits, careerpathing, and online recruitment (its career site). Some approaches discussed are unique to sub-factions within Apple, as would be expected in any organization of significant size. It’s also quite rare for organizations that design, manufacture, and sell through direct retail to have consistent approaches across all units.

Talent Management Lessons To Learn and Copy (continued)

You should not be surprised to learn that the firm that made the term “think different” a brand uses talent management approaches that are well outside the norm. In addition to the lessons presented in Part 1 , some approaches other firms can learn from Apple include:

Career paths reduce self-reliance and cross-pollination — in most organizations, HR helps to speed up employee career progression. The underlying premise is that retention rates will increase if career progression is made easy. The Apple approach is quite different; it wants employees to take full responsibility for their career movement. The concept of having employees “own their career” began years ago when Kevin Sullivan was the VP of HR. Apple doesn’t fully support career path help because it doesn’t want its employees to develop a “sense of entitlement” and think that they have a right to continuous promotion.

Apple believes career paths weaken employee self-reliance and indirectly decrease cross-departmental collaboration and learning. Absent a career path, employees actively seek out information about jobs in other functions and business units. In a company where creativity and innovation are king, you don’t want anything reducing your employee’s curiosity and the cross-pollination between diverse functions and units. Automatically moving employees up to the next functional job may also severely narrow the range of internal movement within the organization, which could reduce the level of diverse thinking in some groups.

Create and manage a culture of innovation — most firms have a culture with a singular focus on one attribute like performance, quality, customer service, or cost-containment. Apple is unique in that it has two dominant cultural attributes that exist side-by-side. The first (discussed in part one) is “performance,” with the second being “innovation”; the latter may actually be the strongest of the two. The dual emphasis works at Apple because the firm operates in the consumer technology field, where there is a universal expectation for “disruptive” performance.

Producing $2 million-plus in revenue per employee certainly establishes Apple as a performer, but it is its industry-dominating product innovation that differentiates it from competitors like HP, Sony, Microsoft, and IBM. Three factors drive the innovation attribute, including the expectation of continuous innovation, extreme secrecy within the product development process, and continuous brainstorming/challenge meetings (even at play just days before a product launch).

“I expect a pony”

Apple’s culture of innovation is unique because the goal is to produce a “pony, not a real horse but instead something so desirable that everyone wants it and considers it ‘gorgeous.’” Simple evolution doesn’t cut it — only extraordinary industry-leading innovation that results in WOW products does. To accomplish that, Apple doesn’t do what most consumers assume it does. Instead of developing completely new industry technologies, Apple takes existing technologies and then bundles numerous small developments on top to produce what appears to the public as giant step forward. It takes a powerful culture and group of managers to delay taking great work public faster, but Apple knows that numerous small releases don’t produce the same media and consumer buzz.

The expectation of innovation permeates the culture

The expectation of innovation is driven by Apple’s history of innovation, its leaders (who forbid the use of “that’s not possible”), and the peer pressure among employees to be among the contributors to the final product that the customer sees. In order to generate this expectation of innovation, it doesn’t rely on posters or motivational slogans (although they have those too … around here, changing the world just comes with the job description ). Instead, every communication, process, product launch event, and even advertising slogans ( Think Different, Imagine the Possibilities, Here’s to the crazy ones. The misfits. The rebels. Etc. ) make it crystal-clear that innovation is at the heart of Apple’s success. Innovation has driven Apple’s past and current successes, and it will continue to drive future success. After walking in the door of the corporate offices in Cupertino, California, you can literally “feel” the expectation to innovate.

Secrecy drives internal competition

The second critical driver of innovation is the product development process. This innovation process is unique in that it doesn’t rely on a formal “ideation” type model; instead, it has been described as an “iteration” process energized by peer competition and Apple’s famous siloed/secret approach to teams. Apple does many things using small development teams, as many firms do, but doesn’t rely on a single team to design each product element. Multiple teams may be assigned to the same area (or they may accidentally wander into the same area). The approach has been called 10 to 3 to 1 because 10 teams may work on a product area independently. When work is ready for review a formal peer review, it will whittle 10 mockups to three and eventually down to one. It is an approach that is unique to Apple. Outsiders may consider it expensive and slow, but they can’t argue it isn’t effective.

Apple is well known for its obsession with secrecy in order to heighten the impact during a product release. Secrecy is also the most unique element in its innovation process. In order to maintain secrecy, development and design teams are intentionally siloed. As a result of these communication barriers, team leaders may not be initially aware of how many teams they’re competing against and what those other teams are working on. The level of open collaboration that you might find at other firms like Google is not possible under this process, but neither is early-stage groupthink. Once possible feature solutions move forward to peer review, the organization benefits from broader scope best-practice sharing and collaboration. While it may seem counterintuitive, Apple has turned “team silos” that would be a negative factor at most firms into a positive force.

Paired design meetings force free-thinking to continue until the end of the design

Another element of the design and innovation process is the holding of weekly “paired design meetings.” Every design team is expected to hold two meetings each week. The first is a traditional production meeting where small refinements are discussed and made. The second is a “go crazy” meeting, in which everyone brainstorms and uses free-thinking to scope out parameters. Most organizations stop these brainstorming meetings once the design parameters are clear, but Apple continues them long into the development cycle to guarantee that completely new ideas will constantly raise the innovation bar.

The talent management lessons to learn in the area of innovation include the concept that intense competition may produce innovation faster than any formal ideation process. In addition, peer vetting of ideas, delaying collaboration until toward the end of the development process, and requiring the continuous use of brainstorming processes may result in bolder innovations and higher levels of risk-taking.

Tying economic rewards to overall company success can reduce selfish behavior – You won’t find anyone who will publicly argue that Apple pays well with regard to base compensation. Economic rewards at Apple are significant, but largely tied to the company’s valuation. The primary monetary motivator at Apple is “the opportunity for wealth creation” as a result of stock ownership. Most employees at Apple get periodic stock grants to reward their contribution. By putting the focus on the stock, they send every employee a clear message that individual accomplishments are important only if they directly contribute to the overall success of the company. This approach, coupled with the firm’s famous “product focus,” keeps everyone focused on product success rather than individual results and individual rewards. Individual rewards are provided based on performance and consist of stock grants and cash bonuses up to 30% of base salary. Apple’s retail employees also have stock opportunities. They are paid on an hourly basis and do not receive a sales commission.

Benefits and even pay play a secondary role in recruiting and retention — at Apple, the primary long-term attraction and retention factors are stock growth and exciting work. Because of the importance of these two factors, its message on benefits is clear. If you’re doing the best work of your life and having a major impact on the world, do you really need sushi in the cafeteria? (It has that also.) Although most talent competitors to Apple spend huge amounts of money on benefits, Apple’s offerings are spartan when compared to Google, Facebook, and Microsoft. While Apple’s health plan is well-funded, and it has good food and an on-campus gym, neither the food nor the gym is free. One perk that does excite potential applicants (especially in retail) is the employee discount on Apple products which is given to every employee. These discounts further support and reinforce Apple’s companywide emphasis on the product.

Your corporate jobs website should boldly inspire — because the primary goal of most corporate career/jobs websites is simply to provide company and job information to potential candidates, most corporate job pages are chock-full full of information. Apple’s website is lean on information but strong on inspiration. As a result, after exploring the site, the potential applicant comes away inspired rather than with a pile of information about the company.

There are two categories of inspirational messages on the site, and each one is bold. The first group of corporate messages makes it clear that Apple is “anti-corporate.” In fact, the first bold headline you see is “ corporate jobs, without the corporate part .” They also highlight what they are proud not to have including endless meetings, being bureaucratic, having executive perks and managers wearing suits . Instead they boldly tell you “ don’t expect business as usual .”

The second category of inspiration on the website concentrates on openness, innovation, and changing the world. Key phrases include “ open minds, collaboration, and of course innovation .” You will also find the phrase “ there’s plenty of open space — and open minds ” (obviously perfect sentence structure isn’t a high priority either). Finally, they promise to “ give you a license to change the world ” and “ be inspired .”

Its focus on inspiration is so strong that for a tech firm, there is a surprising lack of technology-speak on the page . You will not find blogs, videos, or any mention of Apple’s availability on Twitter or Facebook easily. When it comes to mobile access, the site will render fine on the latest smartphones, but receives a 1.51/5.0 with regard to meeting mobile standards. If you visit the site, you might even find links that don’t work and features that load very slowly. What you will find is inspiration — loads of it.

I’ll leave you with this introductory statement from its career site:

“There’s the typical job. Punch in, push paper, punch out, repeat. Then there’s a career at Apple. Where you’re encouraged to defy routine. To explore the far reaches of the possible. To travel uncharted paths. And to be a part of something far bigger than yourself. Because around here, changing the world just comes with the job description.”

Next week, Part 3: Employer branding, recruiting, retention, and other talent management approaches to copy and learn from.

Talent Management Lessons From Apple… A Case Study of the World’s Most Valuable Firm (Part 3 of 4)

Want to impress your CEO? Few CEOs wouldn’t mind having the innovation track record of Apple, so there is probably no quicker way to become an “instant hero” then by learning how Apple’s talent management practices have contributed to its success and applying those practices relevant to your organization. In this installment of the case study, we’ll look at internal branding, employer branding, and recruiting.

Internal Brand Encourages Fighting the Status Quo

Steve Jobs and the management team at Apple have worked tirelessly to build a unique internal brand image at Apple that positions employees (at least mentally) as revolutionaries and rebels. Many years ago the organization influenced this internal brand by challenging employees to think how much more exciting it would be to be a pirate, rather than someone who followed the formal protocol of the regular Navy. It even flew a pirate flag over its corporate headquarters. The tradition of being revolutionaries is upheld even today with many supportive slogans including “Part career, part revolution.”

Apple is well known for using T-shirts, parties, and celebrations to build cohesion and to reinforce the internal brand as a ragtag group of revolutionaries. By getting employees to view their role as attacking the status quo, it helps to spur continuous and disruptive innovation. It has been successful in maintaining that internal brand image despite the fact that the top-down approach and intense secrecy run counter to its hatred of bureaucracy and all things “too corporate.” The external image further supports the internal brand.

You Can Have a Strong External Employer Brand Without an Employer Branding Program

Many among us dream of working at Apple, but unlike Google and Facebook, it’s pretty difficult to find out what it’s actually like to work there. A quick search on the Internet reveals that apart from a few alumni, most who have roamed the halls are pretty tight-lipped about their experience. While that silence is probably largely driven by Apple’s widespread use and vigilantly enforced non-disclosure agreements, even the corporation itself is relatively mum. You won’t find a great deal of employment advertising or find the Apple name on any one of a dozen or more best-company-to-work-for lists covering the technology sector, even though competitors like Google, Microsoft, and Intel are regularly listed.

Despite the silence, most would agree that Apple has a great “employer brand image”; Universum ranks Apple No. 10 among global engineering companies. The lesson to be learned is simple: use management practices that support your desired brand and elaborate brand management work will be unnecessary. Get your potential applicants to admire your firm for who and what the firm does by being the admirable firm.

Your Product Brand Should Serve Double-duty as Your Employer Brand

Instead of spending millions on building an employer brand, Apple lets its product brand do all the talking. Apple works hard on building and maintaining its product brand, which is ranked as the #1 global brand according to BrandZ ranking. Although product brand messages are intended primarily for customers, the messaging which emphasizes innovation and thinking differently also hasa major impact on potential applicants and employees. The logic is that if your organization lives up to its product promises, then it is natural to expect that the company’s jobs would also live up to the firm’s brand promise. In their minds, potential applicants make the connection between great products and a great place to work. In addition, because Apple’s products are talked about by everyone, there is a lot of brand association power lauded on those who work at Apple.

This public awareness and admiration can, coupled with a strong employee referral program, make generating a high volume of quality applicants easy. That same attention and curiosity will also enhance a firm’s retention rates because your employees will realize that the public sees them as collectively changing the world. Having employees believe that they are likely doing “the best work of their lives” is a powerful situation that most companies can’t easily mimic.

Being a Most-admired Firm May Be Enough

Apple does receive some notoriety in the press as the world’s “most admired firm.” In fact, Apple has been No. 1 for four years running on the list. That is an amazing feat. Apple dominates this list by being ranked first in eight out of the nine possible ranking factors. Those eight categories include factors that impress potential applicants, including people management, quality of management team, innovativeness, and social responsibility. The most admired list is based on the perceptions of business people and executives, something that Apple excels at managing. Having your firm admired garners enormous publicity in addition to increasing employee pride, engagement, and retention. The lesson to be learned by other firms is that if you don’t offer great benefits (which Apple doesn’t) you can get the same or even larger impact if you manage the perceptions of executives at other firms.

We want our people to be on the leading edge, so that everyone wants them… and then we must treat them right so they will stay, no matter what offers come along! – Apple Senior Manager

Aggressively Recruit the Best From Other Firms

The pirate-raiding mentality at Apple certainly carries over into recruiting. Apple has a long history of recruiting away top talent from other firms. In fact, the development of its iPod probably wouldn’t have occurred if it wasn’t for importing external talent from firms that didn’t appreciate the value of this new technology. Steve Jobs himself has been known to get directly involved in recruiting top talent. Apple has a top-grading type philosophy in that it targets top performers. Jay Elliot, its former VP of HR, cites one of Apple’s core principles as: ”Always… hire the best ’A’ people. As soon as you hire a B, they start bringing in Bs and Cs.”

Apple’s recruiting approach is evolving because it has recently imported a team of recruiting leaders from Electronic Arts, but historically, despite the aggressive philosophy, its recruiting methods were pedestrian. It uses job boards and has an employee referral program that has paid up to $5,000, but its candidate experience is far from perfect. Glassdoor users rate Apple interviews 3.0/5.0 with regard to difficulty. Its college recruiting effort isn’t exceptional, with the exception of using recent college hires to help recruit the new crop. The key lesson for other firms to learn is that you can generate huge volumes of high-quality applicants if your firm is highly admired and if potential employees believe that they will be working on leading-edge products that everyone will be talking about.

In the retail group, there are two notable recruiting practices. The first has been the naming of the “ Genius Bar ,” where technical support is provided. Many applicants and employees in the retail area seem to be willing to put up with the relative drudgery of retail work simply for the opportunity to someday work their way up to becoming certified as a “genius.” The second is the use of employee referral cards that are well-designed and powerful. They reinforce the companywide focus that originated with Steve Jobs on recruiting the best from other firms. Recruiters and employees who witness great customer service at other retail and customer service outlets hand the card to those few individuals who provide impressive service. The front of the referral cards say “You’re amazing. We should talk.”

The back praises the individual and their work with a near perfect narrative … “ Your customer service just now was exceptional. I work for the Apple store and you’re exactly the kind of person we’d like to talk to. If you’re happy where you are, I’d never ask you to leave. But if you’re thinking about a change, give me a call. This could be the start of something great .”

Next week, Part 4 : Apple’s approach to training and development, management, leadership, and other difficult-to-categorize talent management lessons to learn from.

Talent Management Lessons From Apple… A Case Study of the World’s Most Valuable Firm (Part 4 of 4)

The purpose of this case study was not to say that you should copy everything Apple does, but rather to point out that with relentless execution and focus on key factors even a firm near bankruptcy can fight its way back to the top. In 13 years Apple has transformed itself from an organization of the verge of collapse to the world’s most valuable firm, amassing a phenomenal innovation record in the process. While Apple’s approach wouldn’t work for every firm, there are lessons to be learned that can influence program design regardless of industry, firm size, or location.

In part 4 of this case study (here’s parts 1 , 2 , and 3 ) on talent management lessons, the attention is on development practices, role of management, and inspirational leadership.

Make your employees “own” their learning, training and development — because Apple frequently produces new products requiring expertise in completely different industries (i.e. computers, music devices, media sales, and telephony), its employee skill set requirements change faster than at almost any other tech firm. While there is plenty of training available, there is no formal attempt to give every employee a learning plan. Just as with career progression, employee training and learning are primarily “owned” by employees. The firm expects employees to be self-reliant. Its retail salesforce for example receives no training on how to sell, a practice that is certainly unconventional in the retail environment. The lesson is simple: providing target competencies and prescribing training can weaken employee self-reliance, an attribute problematic in a fast-changing environment. Employee ownership of development encourages employees to continuously learn in order to develop the skills that will be required for new opportunities.

Make managers undisputed kings — Apple is not a democracy. Most direction and major decisions are made by senior management. “Twenty percent time” like that found at Google doesn’t exist. While in some organizations HR is powerful when it comes to people management issues, at Apple, Steve Jobs has a well-earned reputation for deemphasizing the power of HR. Although Apple was the first firm to develop an HR 411 line, I have concluded that most of the talent management innovations at Apple emanate from outside of the HR function. There is a concerted effort to avoid having decisions made by “committees.” Putting the above factors together, it is clear that at Apple, managers are the undisputed kings. The resulting decrease in overhead function interference, coupled with the increased authority and accountability, helps to attract and retain managers that prefer control. Unfortunately, concentrating the authority has resulted in having some managers being accused of micromanagement and abusing team members.

Having a product focus drives focus, cooperation, and integration – Apple is notably famous in the business press for its “product-focused” approach (versus a functional or regional focus). Everything from strategy to budgets to organizational design and talent management functions are designed around “the product.” One of the primary goals of talent management is to ensure that the workforce is focused on the strategic elements that drive company success. That focus can be distracted with selfish or self-serving behavior that instead shifts the emphasis to the individual, a business function, a particular business unit or even a region. Although deciding to have a product focus is normally a business decision, it turns out that Apple’s strong product focus also has significant positive impacts on talent management.

This laser focus on producing a product makes it easy for everyone to prioritize and focus their efforts. A product focus is so powerful because it’s easy for employees to understand that final products can never be produced without everyone being on the same page. A product focus increases coordination, cooperation, and integration between the different functions and teams because everyone knows that you can’t produce a best-selling product without smooth handoffs and a lack of silos and roadblocks. With a singular focus on producing product, there is simply less confusion about what is important, what should be measured, what should be rewarded, and what precisely is defined as success. A product focus increases the feeling of “we’re all in this together” for a single clear purpose: the product.

Apple purposely offers only a relative handful of products, so employee focus isn’t dispersed among hundreds of products as it is at other firms. By releasing products only when it can have a major market impact, Apple essentially guarantees that every employee can brag that they contributed to an industry-dominating product that everyone is aware of. This focus on product helps to contribute to employees feeling that they are “changing the world.” This focus may also reduce the chance that employees will notice that the day-to-day work environment with its politics and the required secrecy may be less than perfect. And because Apple is no longer a small firm, with nearly 50,000 employees, a unifying and inspiring theme is required to maintain cohesion and a single sense of purpose.

Find a passionate and inspirational leader — although Steve Jobs is no longer the CEO, no analysis of Apple would be complete without mentioning his importance in the firm’s success and the design of its talent management approach. He influenced nearly every aspect of the talent management approach. Not only is he one of the highest-rated CEOs by the public (he is ranked number three on the glassdoor.com list) but as a role model, he has had a huge impact on innovation, productivity, retention, and recruiting. His value is indisputable. The day after he resigned, Apple’s stock value fell by as much as $17.7 billion. It is too early to tell whether the new CEO, Tim Cook, who is markedly less inspirational, will be able to maintain the momentum that Jobs created. He has already shifted some executives and changed the company’s philanthropy approach by instituting a matching gift program for charitable donations.

Other miscellaneous talent management issues — Apple executives are certainly in high demand at other firms that seek to be equally as innovative (for example, the head of the retail operation recently left to become CEO at JCPenney). Despite this demand, Apple certainly doesn’t have any significant turnover problems. You can, however, find plenty of negative comments about Apple on sites like glassdoor.com. Some describe Apple’s approach toward employees as a bit arrogant, and employees are certainly pushed to their limits. If you don’t “bleed six colors,” you simply won’t enjoy your experience at Apple for long. Although originally the firm emphasized employee recognition, it is not easy for those outside the firm to connect recent product successes to a single individual or team.

Apple is a team environment. Although many teams are forced to operate in isolation, that actually helps to build team cohesion. The competition between the different development teams is also intense, but that also helps to further strengthen cohesion. Like most engineering organizations, its decision-making model is certainly focused on data. Apple management likes to control all aspects of its products, but despite that, it is one of the best at using outsourcing to cover areas like manufacturing, which it has determined is not a core corporate competency.

Final Thoughts

Although Apple clearly produces extraordinary results, its approach to talent management is totally different than that of Google and Facebook, which also produce industry-dominating results. As Apple has grown larger, its rigor around sustainable innovation has grown as well, a feat that proves impossible for most organizations including the likes of HP, Microsoft, and Yahoo.

The three “big picture” learnings I hope you walk away from this case study with include:

Focus on “the work” — it is management’s responsibilty to do whatever is necessary to keep work exciting and compelling.
Strive for continuous innovation — Apple’s emphasis on being “different” is so strong that it can’t be overlooked by any employee or applicant. It delivers industry-dominating innovation levels because everyone is expected to.
Deliver on your brand — Apple works hard to make sure that potential applicants, employees, and even competitors admire its products, the firm, and how it operates.

These three factors are not easy to copy, but they are certainly worth emulating. If you can bring them and the results that they produce to your firm, there is no doubt that you will be a hero.

Author’s Note : If this article stimulated your thinking and provided you with actionable tips, please take a minute to follow and/or connect with Dr. Sullivan on LinkedIn .

Alert – Those Great Interview Answers May Be Generated By AI (Identifying “AI boosted” interview answers)

After hearing brilliant interview answer after answer, you might be shocked to learn that AI …

SUGGESTED TOPICS
The Magazine
Newsletters
Managing Yourself
Managing Teams
Work-life Balance
The Big Idea
Data & Visuals
Reading Lists
Case Selections
HBR Learning
Topic Feeds
Account Settings
Email Preferences

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.

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

Partner Center

Harvard Business School →
Faculty & Research →
HBS Case Collection

Apple Inc. in 2020

Format: Print
| Language: English
| Pages: 31

About The Author

David B. Yoffie

Related work.

December 2020
Faculty Research
January 2022

Apple Inc. in 2020 – Select Market Data

Apple Inc. in 2020 By: David B. Yoffie
Apple Inc. in 2020 – Select Market Data By: David B. Yoffie

McCombs School of Business

Español ( Spanish )

Videos Concepts Unwrapped View All 36 short illustrated videos explain behavioral ethics concepts and basic ethics principles. Concepts Unwrapped: Sports Edition View All 10 short videos introduce athletes to behavioral ethics concepts. Ethics Defined (Glossary) View All 58 animated videos - 1 to 2 minutes each - define key ethics terms and concepts. Ethics in Focus View All One-of-a-kind videos highlight the ethical aspects of current and historical subjects. Giving Voice To Values View All Eight short videos present the 7 principles of values-driven leadership from Gentile's Giving Voice to Values. In It To Win View All A documentary and six short videos reveal the behavioral ethics biases in super-lobbyist Jack Abramoff's story. Scandals Illustrated View All 30 videos - one minute each - introduce newsworthy scandals with ethical insights and case studies. Video Series

Case Study UT Star Icon

The FBI & Apple Security vs. Privacy

How can tech companies and government organizations strike a balance between maintaining national security and protecting user privacy?

In December 2015, the FBI attained the iPhone of one of the shooters in an ISIS-inspired terrorist attack that killed 14 people in San Bernardino, California. As part of the investigation, the FBI attempted to gain access to the data stored on the phone but was unable to penetrate its encryption software. Lawyers for the Obama administration approached Apple for assistance with unlocking the device, but negotiations soon broke down. The Justice Department then obtained a court order compelling Apple to help the FBI unlock the phone. Apple CEO, Timothy Cook, publicly challenged the court in an open letter, sparking an intense debate over the balance between maintaining national security and protecting user privacy.

Apple and its supporters, including top technology companies such as Google and Facebook, made the case on several fronts that the court order threatened the privacy of all individuals. First, according to Apple, the order effectively required the company to write code, violating its First Amendment right to free speech by forcing the company to “say” something it did not want to say. Previous court cases had already established computer code as legally protected speech. Second, such a backdoor, once created, could fall into the wrong hands and threaten the privacy of all iPhone owners. Finally, it would set a dangerous precedent; law enforcement could repeatedly require businesses such as Apple to assist in criminal investigations, effectively making technology companies an agent of government.

Representatives from both sides of the political aisle offered several arguments in favor of the Justice Department’s efforts and against Apple’s stance. Their central claim was that the U.S. legal system establishes constraints on the government’s access to private information which prevent abuse of search and surveillance powers. At the same time, the law still allows authorities to gain access to information that facilitates prevention and prosecution of criminal activities, from terrorism to drug trafficking to child pornography. Critics of Apple also rejected the slippery slope argument on the grounds that, if Apple cooperated, it could safeguard the code it created and keep it out of the hands of others, including bad actors such as terrorists or criminal groups. Moreover, Apple was accused of being too interested in protecting its brand, and even unpatriotic for refusing to comply with the court order.

Ultimately, the FBI dropped the case because it was able to circumvent the encryption on the iPhone without Apple’s help.

Discussion Questions

1. What harms are potentially produced by the FBI’s demand that Apple help it open an iPhone? What harms are potentially produced by Apple’s refusal to help the FBI?

2. Do you think Apple had a moral obligation to help the FBI open the iPhone in this case because it involved terrorism and a mass shooting? What if the case involved a different type of criminal activity instead, such as drug trafficking? Explain your reasoning.

3. Apple argued that helping to open one iPhone would produce code that could be used to make private information on all iPhones vulnerable, not only to the American government but also to other foreign governments and criminal elements. Do you agree with Apple’s “slippery slope” argument? Does avoiding these harms provide adequate justification for Apple’s refusal to open the phone, even if it could reveal crucial information on the terrorist shooting?

4. Politicians from across the political spectrum, including President Obama and Senator Ted Cruz, argued that technology preventing government access to information should not exist. Do you agree with this limit on personal privacy? Why or why not?

5. Ultimately, the FBI gained access to the iPhone in question without the help of Apple. Does this development change your assessment of the ethical dimensions of Apple’s refusal to help the FBI? Why or why not? Should the FBI share information on how it opened the iPhone with Apple so that it can patch the vulnerability? Explain your reasoning.

Incrementalism

Referred to as the slippery slope, incrementalism describes how we unconsciously lower our ethical standards over time through small changes in behavior.

Bibliography

Apple Fights Order to Unlock San Bernardino Gunman’s iPhone http://www.nytimes.com/2016/02/18/technology/apple-timothy-cook-fbi-san-bernardino.html

How they line up on Apple vs. the FBI https://www.washingtonpost.com/graphics/business/fbi-apple/

Why Apple Is Right to Challenge an Order to Help the F.B.I. http://www.nytimes.com/2016/02/19/opinion/why-apple-is-right-to-challenge-an-order-to-help-the-fbi.html

Apple’s Rotten Core: CEO Tim Cook’s Case for Not Aiding the FBI’s Antiterror Effort Looks Worse than Ever http://www.wsj.com/articles/apples-rotten-core-1456696736

Obama, at South by Southwest, Calls for Law Enforcement Access in Encryption Fight http://www.nytimes.com/2016/03/12/us/politics/obama-heads-to-south-by-southwest-festival-to-talk-about-technology.html

U.S. Says It Has Unlocked iPhone Without Apple http://www.nytimes.com/2016/03/29/technology/apple-iphone-fbi-justice-department-case.html

Stay Informed

Support our work.

Brought to you by:

Apple Inc. in 2020

By: David B. Yoffie, Daniel Fisher

Length: 31 page(s)
Publication Date: Apr 6, 2020
Discipline: Strategy
Product #: 720454-PDF-ENG

What's included:

Teaching Note
Educator Copy

$4.95 per student

degree granting course

$8.95 per student

non-degree granting course

Get access to this material, plus much more with a free Educator Account:

Access to world-famous HBS cases
Up to 60% off materials for your students
Resources for teaching online
Tips and reviews from other Educators

Already registered? Sign in

Student Registration
Non-Academic Registration
Included Materials

After a decade as CEO, Tim Cook is facing one of his biggest strategic transitions of his tenure. While Apple had performed spectacularly well under Cook, Apple's core business was maturing. Sales of iPhones, iPads, and Macs were flat or down. However, Apple's new hardware-Apple Watch and Airpods-as well as services were growing rapidly. This case explores Apple's history and Cook's strategic options for driving new hardware and services into Apple's mainstream in the next decade.

Learning Objectives

This case can be used for several purposes, including industry analysis, introduction of complementary assets, sustaining competitive advantage and expanding corporate scope.

Apr 6, 2020

Discipline:

Harvard Business School

720454-PDF-ENG

We use cookies to understand how you use our site and to improve your experience, including personalizing content. Learn More . By continuing to use our site, you accept our use of cookies and revised Privacy Policy .

Talent Management Lessons From Apple… A Case Study of the World’s Most Valuable Firm (Part 4 of 4)

Talent Management

In part 4 of this case study (here’s parts 1 , 2 , and 3 ) on talent management lessons, the attention is on development practices, role of management, and inspirational leadership.

Having a product focus drives focus, cooperation, and integration — Apple is notably famous in the business press for its “product-focused” approach (versus a functional or regional focus). Everything from strategy to budgets to organizational design and talent management functions are designed around “the product.” One of the primary goals of talent management is to ensure that the workforce is focused on the strategic elements that drive company success. That focus can be distracted with selfish or self-serving behavior that instead shifts the emphasis to the individual, a business function, a particular business unit or even a region. Although deciding to have a product focus is normally a business decision, it turns out that Apple’s strong product focus also has significant positive impacts on talent management.

Final Thoughts

The three “big picture” learnings I hope you walk away from this case study with include:

Focus on “the work” — it is management’s responsibilty to do whatever is necessary to keep work exciting and compelling.
Strive for continuous innovation — Apple’s emphasis on being “different” is so strong that it can’t be overlooked by any employee or applicant. It delivers industry-dominating innovation levels because everyone is expected to.
Deliver on your brand — Apple works hard to make sure that potential applicants, employees, and even competitors admire its products, the firm, and how it operates.

These three factors are not easy to copy, but they are certainly worth emulating. If you can bring them and the results that they produce to your firm, there is no doubt that you will be a hero.

Product details

CodersOnFire—Blog

The Most Versatile Nearshore Software Development Company

How Apple Achieved a Legendary $2.98 Trillion Fortune by Outsourcing | Case Study

In the annals of technological innovation, Apple Inc. stands as a testament to what strategic decisions and visionary leadership can achieve. From its humble beginnings in a garage to becoming a three trillion-dollar behemoth, Apple’s success narrative is a tale woven with threads of innovation, design excellence, and a shrewd approach to outsourcing. In this extensive case study, we embark on a journey to dissect the intricate layers of outsourcing strategy to extract valuable lessons for businesses aiming at sustainable growth.

Apple’s evolution is a saga of perpetual reinvention. Founded in 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne, the company started as a player in the personal computer industry. [ 1 ] Fast forward to the present day, and Apple Inc. has transformed into a global powerhouse, setting industry benchmarks and captivating consumers with its innovative products.

#1: outsourcing: apple inc.’s manufacturing backbone, a: challenge: scaling up production.

As Apple Inc. ventured into the realm of consumer electronics with products like the iPhone, iPad, and MacBook, the challenge of meeting unprecedented demand emerged. In response, Apple strategically embraced outsourcing, forging key partnerships to tackle this manufacturing conundrum.

Foxconn, also known as Hon Hai Precision Industry Co., Ltd., emerged as Apple’s manufacturing linchpin. With its headquarters in Taiwan, Foxconn became the largest electronics contract manufacturer globally. The statistics tell a compelling story—Foxconn’s revenue in 2021 reached a staggering $214 billion, ranked 20th in the 2023 Fortune Global 500—a significant portion of which was attributed to its collaboration with Apple.

B: Benefit: Cost Savings and Efficiency

The outsourcing strategy wasn’t merely about meeting demand but a calculated move to optimize costs. According to industry reports, the cost of manufacturing an iPhone X was estimated to be around $370, with the device retailing at $999. This exemplifies the cost-effectiveness achieved through outsourcing, particularly with partners like Foxconn, renowned for their efficiency in mass production. In 2023, Apple Inc. launched the titanium-based iPhone 15 Pro Max, manufactured at $558 and currently retailing from $1199 to $1599.

#2: Leveraging Global Talent and Expertise

A: challenge: the pursuit of excellence.

Apple’s commitment to excellence extends beyond its sleek product designs to encompass the entire user experience. To provide this seamless experience, Apple Inc. strategically tapped into a global talent pool, seeking specialized expertise through outsourcing.

Beyond manufacturing, Apple’s collaboration extended to specialized components. For instance, Apple Inc. sourced its A-series chips from Taiwan Semiconductor Manufacturing Company (TSMC), a world leader in semiconductor manufacturing. In 2022, TSMC’s revenue soared to $63 billion, a testament to its pivotal role in Apple’s supply chain.

B: Benefit: Innovation and Quality Assurance

Outsourcing to experts meant that Apple could integrate cutting-edge technology seamlessly. The A-series chips, fabricated by TSMC, consistently pushed the boundaries of performance, ensuring that Apple’s devices were aesthetically pleasing and technological marvels. This collaborative approach contributed to Apple’s reputation for innovation and quality assurance.

#3: The Design Imperative

A: challenge: nurturing creativity.

Apple’s design philosophy is synonymous with elegance and innovation. Outsourcing became a tool to liberate internal resources, allowing Apple’s design team to focus solely on what they do best—creating iconic products.

By outsourcing components and manufacturing, Apple’s in-house design team gained the freedom to innovate without being bogged down by production intricacies. Statistics reveal the impact—Apple’s design-led approach contributed to a brand value of $263.4 billion in 2022, making it the most valuable brand globally.

B: Benefit: Unleashing Creativity

This focus on design resulted in visually stunning products and fostered a culture of innovation within Apple Inc. The iPhone’s iconic design, for instance, not only captured the market but set a new standard for the entire industry. The freedom to innovate became a catalyst for Apple’s success.

#4: Outsourcing in the Digital Age

Outsourcing is Apple Inc.'s secret to $3 Trillion networth

A: Challenge: Navigating the Digital Landscape

As the digital landscape evolved, Apple Inc. faced the challenge of staying at the forefront of software development. The solution lies in strategic outsourcing partnerships that complement Apple’s internal capabilities.

Apple’s collaboration extended to software development, with partnerships and acquisitions reinforcing its commitment to excellence. For instance, the acquisition of Beats Electronics in 2014 for $3 billion not only bolstered Apple’s presence in the audio industry but also brought the expertise of Beats’ software engineers into the Apple ecosystem.

B: Benefit: Software Synergy

Outsourcing software development allowed Apple to harness the collective expertise of a global talent pool. The collaborative synergy translated into user-friendly interfaces, seamless integration across devices, and a robust app ecosystem. The strategic outsourcing of software development became a key ingredient in Apple’s recipe for success in the digital age.

#5: Ethical Considerations and Corporate Responsibility

A: challenge: balancing success and responsibility.

While the outsourcing strategy contributed significantly to Apple’s success, it also brought attention to ethical considerations and corporate responsibility. Reports of challenging working conditions at some manufacturing partners prompted Apple to reevaluate its approach.

Apple’s response to these ethical concerns showcased adaptability and a commitment to responsible business practices. According to Apple’s Supplier Responsibility Progress Report in 2022, the company conducted over 1,100 supplier assessments, addressing issues related to labor practices, environmental impact, and ethical sourcing.

B: Benefit: Ethical Leadership

Addressing ethical concerns associated with outsourcing elevated Apple’s corporate image. The commitment to responsible business practices resonated with consumers and set a precedent for the industry. This ethical leadership became a crucial element in Apple’s success story.

Final Verdict: The Outsourcing Symphony

In the grand symphony of Apple’s success, outsourcing plays a pivotal role as a harmonious melody that elevates the entire composition. The strategic outsourcing of manufacturing, expertise, design, and software development has propelled Apple to unprecedented heights and is currently worth almost $3 trillion. This in-depth exploration attests to the transformative power of strategic outsourcing.

* Lessons Learned: A Call to Action

1. Strategic Partnerships : Identify and cultivate strategic outsourcing partnerships that align with your business goals and values. Partnering with industry giants like Foxconn and TSMC gave a solid foundation.

2. Focus on Core Competencies : Outsourcing allows you to concentrate on your core competencies, whether design, innovation, or marketing. As exemplified above, streamlining the design process can lead to market-leading products.

3. Global Talent Pool : Tap into a global talent pool to access specialized expertise and stay at the forefront of innovation. Partnerships with global leaders, such as TSMC in semiconductor manufacturing, were proven to be instrumental.

4. Ethical Outsourcing : Prioritize ethical considerations and corporate responsibility in your outsourcing practices to build a positive brand image. As demonstrated above, regular assessments and a commitment to transparency can set industry standards.

5. Adaptability : Be adaptable and responsive to challenges, iterating your outsourcing strategy to meet evolving demands. Responsiveness to ethical concerns showcases the importance of adaptability in sustaining success.

In the business landscape, the outsourcing symphony can be the key to sustained success. As businesses consider their growth strategies, the above case study serves as a compelling testament to the transformative power of strategic outsourcing. Embrace the symphony, conduct it with precision, and let the echoes of success reverberate through the corridors of your organization.

Get in touch with us at CodersOnFire and start outsourcing your software development projects to gain monumental success in your business.

Outsourcing Software Projects Made IBM an Amazing $135 Billion | Case Study

Apple Case Study

Executive summary, introduction, measuring capability performance, options, recommendations and implementations, list of references.

Since Apple was established in mid 1970s, its popularity has become immense especially in computer technology industry. Its full potential was realised when it shifted its focus from marketing and promotion of computer products to development of innovative industrial design in modern electronics, unique hardwares, operation system and application softwares and services. It provides customers with new products and solutions that are easy to use and seamless integration.

The relevant competitive models chosen for this assessment includes the Michael Porte’s five forces such as entry of competition, threats to substitutes, bargaining power, power of suppliers and rivalry, SWOT and Industrial analysis as well as micro analysis in order to assess Apple Inc. strategic capabilities and suggest future directions for the business. Apple assessment also analyses the results of a study presented to examine how it utilises customer satisfaction data obtained from formal feedback mechanism.

Company background

Apple was founded in 1970s by Steven Jobs who then became the company CEO. Apple first started as a computer company in 1976 and was fast recognised for its intuitive adaptation approach of graphical user interface that saw the adoption of the first mouse and first onscreen windows.

Steven Job innovative approach focused more on specialised products and by 2001, its full inventions came into play with the introduction of iPod, a product that ranked top in the market leader in music players. Eventually, iPhone came into play in 2008, followed by iMac, iPad and iTunes which have also been widely successful. This meant that electronic products combined with eminent good customer support throughout its product base were slowly becoming the company’s primary objectives.

Summary of Macro Analysis

Macro analysis also known as PESTLE is an analysis of the external macro environment in which a business operates. PESTEL analysis includes factors such as political, economic, social, technological, legal and environmental issues. For a detailed analysis, the following table illustrates the macro environment of Apple Inc:

Apple Case Analysis

Apple ranged top in customer satisfaction with phone-based technical support, feedback, face-to-face communication, email communication, and information exchange in the American Consumer Satisfaction index (ASCI) in the second quarter of 2009. These companies were credited for offering the best technical customer satisfaction service within the Personal Computers category with a base score of 77 on a 100 point scale and earned 83 points in the second quarter of 2006.

Business analysts have argued that the companies’ ability to focus on product innovation and customer satisfaction has won the company loyal customers compared to other PC vendors. Quality of customer service is always the determining factor for success of any company and not its products, and the three companies for this case have gained tremendously from such strategy.

Van Amburg, the managing director of the American Customer Satisfaction Index (ACSI) argues that customers from other service providers were very frustrated with company’s customer service despite the quality of its PC hence loss of loyal customers and the services continued to deteriorate as years went by (Moore & Knight 2010; Keizer 2009).

In ensuring quality satisfaction in information collection, Apple launched Consumer Privacy Policy that ensured the collection, use and disclosure of personal information regarding customer issues are kept at optimum security. The company pledges to safeguard personal information collected when visiting the company’s website, purchase of products and services and when a customer calls the sales team or support associates.

Personal information collected here is aimed at helping the company deliver higher customer service and provide convenient access to company’s products and services. Information collected from customer’s reviews also helps the company implement and post the latest product announcement on special offers, software and events (Apple 2010; Levitan 2004; Prasaad 2009).

Summary of Industry Analysis

Porter’s analysis focuses on the threat of new entrants, bargaining power of suppliers and buyers, power of substitutes and rivals on profitability in an industry.

The following table presents Porter’s five forces analysis of the micro environment of Apple Inc.

The industry analysis of our company in the market displays strong competition in the computer technologies and electronics. Apple maintained its competitive edge by progressively innovating product designs and operational execution.

Its product lines were also diversified and supplied its products to retail stores and eliminated third-party retailers. The company also opened up to 247 stores including 19 internal locations averaging to $29.9 million in sales revenues. The company has numbers of loyal, & the customer base reports the permanent growth (Keizer 2009).

Suppliers have helped Apple diversify their products. Apple entered into a multi year agreement requiring its major key components that included dynamic random access memory DRAM, LCD displays, NAND flash memory and microprocessors that included partners such as Hynix Semi-conductor, Intel Corporation, Samsung, Micron Technology and Toshiba Corporation. It also partnered with other corporations internationally to ensure final assembly of its products are concentrated on quality issues (Keizer 2009).

On market research aspect, Apple was reported to collect personal information on various occasions for market research purposes. This information is aimed at gaining better understanding of customers needs, improve products and determine how best to provide useful information (Apple 2010; Hewlett-Packard Development Company 2010).

Apple partnered with other service vendors such as MobileMe and iTunes stores to help in collection of information by requiring customers to customer’s to create an “phone company ID” before purchase of products.

The ID is strategy is designed to help customers have easier access to web services and saves them time since they don’t have to give their personal information when requesting for services. The procedure requires creation of personal profiles by adding the name, phone number, email address or credit card number together with a suitable password that will be used to access the profile.

Once the signing up procedure is completed, the customer is allocated personal ID and a password that the system generates automatically. Therefore next time the customer enters the website to re-purchases products is welcomed by personal greetings by mentioning his name and is able to access up to date information regarding the product purchased which can be used wherever the client goes (Apple 2010).

In order to survive in the competitive environment, company’s have to device a number strategies to beat their competitors like changing the price of the product-which is in fact a temporary solution, improving product features- key to success, creatively using channels of distribution and exploiting relationship with suppliers. When we look at these examples, brand recognition seemed to cut down costs of advertisements.

On this perspective, Apple diversified to digital consumer electronics such as iPod, iPhone, iMac among others widened its product markets. Apple dominated computer markets introducing itself a premier provider of technology solutions for educators, web designers and graphic artists, to digital entrainment company. The software iPod was later integrated into windows version of iTunes making it easier for everyone one to purchase and use (Keizer 2009).

Apple introduction of feedback system and outreach programs enabled customers to report on defective machines and the company to attend to problems before they occur. For example, one of the Company’s products “iMac” was widely reported for to be giving clients problems and the company responded by giving 15% refund bonuses to all faulty 27 inch iMac in the UK and was also reported to extend $300 apologies to all its aggrieved customers in the US.

In resolving the issue, the company responded quickly by offering free repairs to all the affected machines and launched a support page where it described how minor problems could be resolved and the resulting warranty extension for each affected machine. The company also reimbursed customers who used their own money to repair the faulty machines and advised them take their drives to official Apple repair channels (Moore & Knight 2010; O’Reilly & Anderson 1980).

On bargaining power of suppliers’ aspect, Apple’s primary segments included America, Europe, Africa, Japan and Middle East and other retail divisions Italy, Canada and the United Kingdom. It offered its customers wide range of products and invested heavily on R&D year after year. Apple’s products were distributed all over US retail stores where customers could easily access and report of defective devices (Mank & Nystrom 2000, p.504).

Summary of Internal Analysis

Internal Analysis also known as SWOT analysis determines company’s competitors and develops sales & marketing strategies for the company that allow it to achieve its marketing & strategic objectives.

The SWOT Analysis of the Apple Inc. position in the market is necessary for the development of the marketing plan.

Resources Analysis

Amidst the financial crisis, Apple continued to introduce strongest products lines, with most talented employees and best customers with sales revenue totalling to $10 billion in quarterly revenue of 2009 and $25 billion in cash safety bank with zero debt. Demographic & socio-economical factors like population distribution changes & increase/decrease in income levels of social group also affected the company to a considerable extent (Apple reports 2008; Hesseldahl 2009).

Dynamic Capability Analysis

Dynamic analysis refers to the innovative strategies a firm employs to gain competitive advantage over its competitors. In other words, what Apple is doing different that sets it apart from other companies. For instance, the company has progressively applied technological advancement and business diversification over the years.

Apple continues to diversify its product line from PCs inventions, to iPods, iPhones, iTunes and other peripherals. Also, the 2007 smart phone technology that saw the integration of wireless phone, music player, video player as well as internet browsing demonstrated how the company continues to diversify in our markets (Apple reports 2008).

Strategic Capability Analysis

Apple’s strategy to integrate Intel-based iMac desktop and the MacBook Pro portable softwares increased its company’s market share. Also, the introduction of feedback system and outreach programs that enabled customers to report on defective machines seemed to have gained the company a competitive edge over its competitors. The company also introduced support centre strategically designed to attend to software problems before they occur (Apple reports 2008).

Apple’s recent merger with software developers and leading voice-entry technology providers demonstrated its strong command and reputation in information technology. However, Apple should take adequate time in testing its products before rushing to introduce them to the markets like case for MacBook Air that left many customers disappointed (Apple reports 2008).

Gap analysis and assessment of current strategy

Gap analysis is a methodology that helps a company identify gaps and decide upon marketing strategies and tactics. The company has moved beyond personal computer industry to music, videos, movies, and television. Diversification is in it itself a good marketing strategy, but the company should concentrate on development of quality products to cut down on increased numbers of defective products and recalls.

Apples hiring John Sculley from PepsiCo spearheaded marketing and operations of the company while Steven Job focused on technology that lead to the introduction of more creative products like Macintosh in 1984. The new CEO enabled breakthrough in electronic products in terms of elegant design and easy use. The company should employ the same strategy in future to in employing competent workforce that will turn boost company sales revenues.

How does strategy match the macro environment?

For Apple, there is a large gap between product strategy and socio-economic and demographic changes. Keeping in pace with technology helped the company gain competitive advantage over its competitors and the uniqueness of goods and services offered facilitated the further strengthening of market position. However, its inability to adjust to socio-economic and demographic changes might undermine its market position in future.

How does strategy match the industry environment?

Apple engaged in a head to head competition with Dell in the computer markets with company CEO Steve Jobs claiming that market shares weren’t everything. This statement is in itself contradictory since company’s engage in business activities for profits. Dell was able to dominate the markets due to its efficient supply chain management although Apple outperformed it in inventions and other metrics. Apple should look into fixing sufficient price flexibility and adjustment to socio-economic changes.

Since compatible software were introduced in the markets, IBM prices dropped and Apples costs for R&D were higher industry costs since the company spend a considerable amount of its sales revenue on R&D. Scully innovative efforts were not enough to sustain the company’s poor performance. Apple could have taken time to study its markets demands before heavily investing in unprofitable deals. Since Michael Spindler came into play in 1993 introducing PowerMac, Apple moved to price-performance edge.

The new CEO’s strategy was to let other companies manufacture Mac clones, a strategy that saw many clones stealing 20% of the Macintosh unit sales. For this case, Apple should be seeking a CEO that upholds their key capabilities and strengths, whilst being able to improve in other areas that are deficient (Mank & Nystrom 2000, p.501).

Apple’s current strategy of launching more new products to expand the markets should be sustained. However, the company should also try to promote its products through media advertising and offering products at discounted price to increase the satisfaction level of the customers. Apple never seemed to experience intense competition since it had strong market power and had the ability to introduce new products.

Its strategies to beat the markets severely stretched its budgets that amounted to further losses. For example, when Macintosh was first introduced in the markets quickly became people’s favourite with large graphics but had slow performance and could not be integrated with many softwares in the markets. NeXT Computer introduced after Macintosh proved costly and did not yield the company any profits. For this case, Apple should incorporate through market analysis to avoid sipping in market shares.

Apple., 2010, ‘ Apple Customer Privacy Policy ’. Web.

Apple reports fourth quarter results, 2008. Quarterly results. Web.

Hesseldahl, A., 2009. Apple’s impressive quarterly numbers . BusinessWeek. Web.

Hewlett-Packard Development Company, 2010. Overcoming the no. 1 challenge in data center transformation . Web.

Keizer, G., 2009. Apple still can strive, sans Job. Computer World, 56 (2), pp.1-4.

Levitan, B., 2004. Improving customer loyalty through proactive communication. Consumer Interaction Solution . Web.

Mank, D. & Nystrom, H., 2000. The relationship between R&D spending and shareholder returns in the computer industry. Management of Society Proceeding , 20, pp.501-504.

Moore, C. & Knight, D., 2010. Apple Retains Lead in Customer Satisfaction, iMac Screen Problem Resolved, 64 GB for Mac Pro and More . Web.

O’Reilly, C. & Anderson, J., 1980. Trust and the Communication of Performance Appraisal Information: The Effect of Feedback on Performance and Satisfaction. Human Communication Research , 6, pp.290-298.

Prasaad, S., 2009. Establishing successful customer relationships through effective communication: An Indian perspective. Marketing and Management Communication , 64, pp.1-71.

Chicago (A-D)
Chicago (N-B)

IvyPanda. (2024, March 17). Apple Case Study. https://ivypanda.com/essays/apples-case-study/

"Apple Case Study." IvyPanda , 17 Mar. 2024, ivypanda.com/essays/apples-case-study/.

IvyPanda . (2024) 'Apple Case Study'. 17 March.

IvyPanda . 2024. "Apple Case Study." March 17, 2024. https://ivypanda.com/essays/apples-case-study/.

1. IvyPanda . "Apple Case Study." March 17, 2024. https://ivypanda.com/essays/apples-case-study/.

Bibliography

IvyPanda . "Apple Case Study." March 17, 2024. https://ivypanda.com/essays/apples-case-study/.

The Cloud Security Problems
Language Teaching Through Information Technology
Apple Company History and Competitors
Nike "The Sweat Shop Debate"
Google Company Strategies on the China’s Market
Nike: Measurements Analysis
Business Report Outline: DELL & ASUS
Strategic Marketing: Dell and ASUSTeK Computer Inc.

Apple unveils stunning new iPad Pro with the world’s most advanced display, M4 chip, and Apple Pencil Pro

Thinnest Apple Product Ever

World’s Most Advanced Display

The Ultra Retina XDY display showcasing beautiful landscape scenery on the new iPad Pro.

Only Possible with M4

Outrageously Powerful Device for AI

Pro Cameras

Pro Connectivity

Apple Pencil Pro

All-New Magic Keyboard and Smart Folio

Powerful iPadOS Features

Logic Pro for iPad 2

Final Cut Pro for iPad 2

iPad Pro and the Environment

Customers can order the new iPad Pro with M4 starting today, May 7, at apple.com/store , and in the Apple Store app in 29 countries and regions, including the U.S., with availability in stores beginning Wednesday, May 15.
The new 11-inch and 13-inch iPad Pro will be available in silver and space black finishes in 256GB, 512GB, 1TB, and 2TB configurations.
The 11-inch iPad Pro starts at $999 (U.S.) for the Wi-Fi model, and $1,199 (U.S.) for the Wi-Fi + Cellular model. The 13-inch iPad Pro starts at $1,299 (U.S.) for the Wi-Fi model, and $1,499 (U.S.) for the Wi-Fi + Cellular model. Additional technical specifications, including nano-texture glass options, are available at apple.com/store .
For education, the new 11-inch iPad Pro is available for $899 (U.S.) and the 13-inch iPad Pro is $1,199 (U.S.). Education pricing is available to current and newly accepted college students and their parents, as well as faculty, staff, and home-school teachers of all grade levels. For more information, visit apple.com/us-hed/shop .
The new Apple Pencil Pro is compatible with the new iPad Pro. It is available for $129 (U.S.). For education, Apple Pencil Pro is available for $119 (U.S.).
Apple Pencil (USB-C) is compatible with the new iPad Pro. It is available for $79 (U.S.) and $69 (U.S.) for education.
The new Magic Keyboard is compatible with the new iPad Pro. It is available in black and white finishes. The new 11-inch Magic Keyboard is available for $299 (U.S.) and the new 13-inch Magic Keyboard is available for $349 (U.S.), with layouts for over 30 languages. For education, the 11-inch Magic Keyboard is available for $279 (U.S.) and the 13-inch Magic Keyboard is available for $329 (U.S.).
The new Smart Folio is available for $79 (U.S.) in black, white, and denim finishes for the new 11-inch iPad Pro and $99 (U.S.) for the new 13-inch iPad Pro.
Logic Pro for iPad 2 is available on May 13 as a free update for existing users, and for new users, it is available on the App Store for $4.99 (U.S.) per month, or $49 (U.S.) per year, with a one-month free trial. Logic Pro for iPad 2 requires iPadOS 17.4 or later. For more information, visit apple.com/logic-pro-for-ipad .
Final Cut Pro for iPad 2 will be available later this spring on the App Store for $4.99 (U.S.) per month, or $49 (U.S.) per year, with a one-month free trial.
Apple offers great ways to save on the latest iPad. Customers can trade in their current iPad and get credit toward a new one by visiting the Apple Store online , the Apple Store app, or an Apple Store location. To see what their device is worth, and for terms and conditions, customers can visit apple.com/shop/trade-in .
Customers in the U.S. who shop at Apple using Apple Card can pay monthly at 0 percent APR when they choose to check out with Apple Card Monthly Installments, and they’ll get 3 percent Daily Cash back — all upfront.

Text of this article

May 7, 2024

PRESS RELEASE

Featuring a new thin and light design, breakthrough Ultra Retina XDR display, and outrageously fast M4 performance with powerful AI capabilities, the new iPad Pro takes a huge leap forward

CUPERTINO, CALIFORNIA Apple today unveiled the groundbreaking new iPad Pro in a stunningly thin and light design, taking portability and performance to the next level. Available in silver and space black finishes, the new iPad Pro comes in two sizes: an expansive 13-inch model and a super-portable 11-inch model. Both sizes feature the world’s most advanced display — a new breakthrough Ultra Retina XDR display with state-of-the-art tandem OLED technology — providing a remarkable visual experience. The new iPad Pro is made possible with the new M4 chip, the next generation of Apple silicon, which delivers a huge leap in performance and capabilities. M4 features an entirely new display engine to enable the precision, color, and brightness of the Ultra Retina XDR display. With a new CPU, a next-generation GPU that builds upon the GPU architecture debuted on M3, and the most powerful Neural Engine yet, the new iPad Pro is an outrageously powerful device for artificial intelligence. The versatility and advanced capabilities of iPad Pro are also enhanced with all-new accessories. Apple Pencil Pro brings powerful new interactions that take the pencil experience even further, and a new thinner, lighter Magic Keyboard is packed with incredible features. The new iPad Pro, Apple Pencil Pro, and Magic Keyboard are available to order starting today, with availability in stores beginning Wednesday, May 15.

“iPad Pro empowers a broad set of pros and is perfect for anyone who wants the ultimate iPad experience — with its combination of the world’s best displays, extraordinary performance of our latest M-series chips, and advanced accessories — all in a portable design. Today, we’re taking it even further with the new, stunningly thin and light iPad Pro, our biggest update ever to iPad Pro,” said John Ternus, Apple’s senior vice president of Hardware Engineering. “With the breakthrough Ultra Retina XDR display, the next-level performance of M4, incredible AI capabilities, and support for the all-new Apple Pencil Pro and Magic Keyboard, there’s no device like the new iPad Pro.”

The new iPad Pro — the thinnest Apple product ever — features a stunningly thin and light design, taking portability to a whole new level. The 11-inch model is just 5.3 mm thin, and the 13-inch model is even thinner at a striking 5.1 mm, while both models are just as strong as the previous design. The 11-inch model weighs less than a pound, and the 13-inch model is nearly a quarter pound lighter than its predecessor — allowing pro users to extend their workflows in new ways and in more places. The new iPad Pro is available in two gorgeous finishes — silver and space black — both with 100 percent recycled aluminum enclosures.

The new iPad Pro debuts the Ultra Retina XDR, the world’s most advanced display, to provide an even more remarkable visual experience. The Ultra Retina XDR display features state-of-the-art tandem OLED technology that uses two OLED panels and combines the light from both to provide phenomenal full-screen brightness. The new iPad Pro supports an incredible 1000 nits of full-screen brightness for SDR and HDR content, and 1600 nits peak for HDR. No other device of its kind delivers this level of extreme dynamic range. Tandem OLED technology enables sub-millisecond control over the color and luminance of each pixel, taking XDR precision further than ever. Specular highlights in photos and video appear even brighter, and there’s more detail in shadows and low light than ever before on iPad — all while delivering even more responsiveness to content in motion. For pro users working in high-end, color-managed workflows or challenging lighting conditions, a new nano-texture glass option comes to iPad Pro for the first time. 1 Nano-texture glass is precisely etched at a nanometer scale, maintaining image quality and contrast while scattering ambient light for reduced glare. With its breakthrough tandem OLED technology, extreme brightness, incredibly precise contrast, brilliant colors, and nano-texture glass option, the new Ultra Retina XDR display is the world’s most advanced display, giving iPad Pro customers an unparalleled viewing experience.

The incredibly thin and light design and game-changing display of the new iPad Pro is only possible with M4, the next generation of Apple silicon that delivers a huge leap in performance. M4 is built on second-generation 3-nanometer technology that’s even more power efficient, which is perfect for the design of the new iPad Pro. With an entirely new display engine, M4 introduces pioneering technology for the stunning precision, color, and brightness of the Ultra Retina XDR display. The new CPU offers up to four performance cores and now six efficiency cores, 2 with next-generation machine learning (ML) accelerators, to deliver up to 1.5x faster CPU performance over M2 in the previous-generation iPad Pro. 3 M4 builds on the GPU architecture of M3 — the 10-core GPU includes powerful features like Dynamic Caching, and hardware-accelerated mesh shading and ray tracing, which come to iPad for the first time. Coupled with higher unified memory bandwidth, pro rendering apps like Octane will see up to 4x faster performance than M2. 3 M4 also delivers tremendous gains and industry-leading performance per watt. Compared to M2, M4 can deliver the same performance using just half the power, and compared to the latest PC chip in a thin and light laptop, M4 can deliver the same performance using just a quarter of the power. 4 A new advanced Media Engine includes support for AV1 decode, providing more power-efficient playback of high-resolution video experiences from streaming services.

The new iPad Pro with M4 features Apple’s most powerful Neural Engine ever, capable of 38 trillion operations per second, which is 60x faster than Apple’s first Neural Engine in the A11 Bionic chip. Combined with next-generation ML accelerators in the CPU, a high-performance GPU, more memory bandwidth, and intelligent features and powerful developer frameworks in iPadOS, the Neural Engine makes the new iPad Pro an outrageously powerful device for AI. With iPad Pro with M4, users can perform AI-enabled tasks even faster, like easily isolate a subject from its background in 4K video with just a tap with Scene Removal Mask in Final Cut Pro. With this advanced level of performance, the Neural Engine in M4 is more powerful than any neural processing unit in any AI PC today.

iPadOS also has advanced frameworks like Core ML that make it easy for developers to tap into the Neural Engine to deliver phenomenal AI features locally, including running powerful diffusion and generative AI models, with great performance on device. iPad Pro also supports cloud-based solutions, enabling users to run powerful productivity and creative apps that tap into the power of AI, such as Copilot for Microsoft 365 and Adobe Firefly.

The updated camera system on the new iPad Pro delivers even more versatility, and with its rich audio from four studio-quality mics, users can shoot, edit, and share all on one device. The 12MP back camera captures vibrant Smart HDR images and video with even better color, improved textures, and detail in low light. It also now features a new adaptive True Tone flash that makes document scanning on the new iPad Pro better than ever. Using AI, the new iPad Pro automatically identifies documents right in the Camera app, and if a shadow is in the way, it instantly takes multiple photos with the new adaptive flash, stitching the scan together for a dramatically better scan.

On the front, the TrueDepth camera system moves to the landscape location on the new iPad Pro. The Ultra Wide 12MP camera with Center Stage makes the experience of video conferencing in landscape orientation even better, especially when iPad is attached to a Magic Keyboard or Smart Folio.

iPad Pro includes a high-performance USB-C connector with support for Thunderbolt 3 and USB 4, delivering fast wired connectivity — up to 40Gb/s. Thunderbolt supports an extensive ecosystem of high-performance accessories, including external displays like the Pro Display XDR at its full 6K resolution, and external storage, all connected using high-performance cables and docks. iPad Pro supports Wi-Fi 6E for super-fast Wi-Fi connections for pro workflows on the go. Wi-Fi + Cellular models with 5G allow users to access their files, communicate with colleagues, and back up their data in a snap while on the go. Cellular models of the new iPad Pro are activated with eSIM, a more secure alternative to a physical SIM card, allowing users to quickly connect and transfer their existing plans digitally, and store multiple cellular plans on a single device. Customers can easily get connected to wireless data plans on the new iPad Pro in over 190 countries and regions around the world without needing to get a physical SIM card from a local carrier.

Apple Pencil Pro features even more magical capabilities and powerful new interactions that take the Apple Pencil experience even further. A new sensor in the barrel can sense a user’s squeeze, bringing up a tool palette to quickly switch tools, line weights, and colors, all without interrupting the creative process. A custom haptic engine delivers a light tap that provides confirmation when users squeeze, use double-tap, or snap to a Smart Shape for a remarkably intuitive experience. A gyroscope allows users to roll Apple Pencil Pro for precise control of the tool they’re using. Rotating the barrel changes the orientation of shaped pen and brush tools, just like pen and paper. And with Apple Pencil hover, users can visualize the exact orientation of a tool before making a mark.

With these advanced features, Apple Pencil Pro allows users to bring their ideas to life in entirely new ways, and developers can also create their own custom interactions. Apple Pencil Pro brings support for Find My for the first time to Apple Pencil, helping users locate Apple Pencil Pro if misplaced. It pairs, charges, and is stored on the side of iPad Pro through a new magnetic interface. iPad Pro also supports Apple Pencil (USB-C), ideal for note taking, sketching, annotating, journaling, and more, at an incredible value.

Designed for the new iPad Pro, an all-new thinner and lighter Magic Keyboard makes it more portable and versatile than ever. The new Magic Keyboard opens to the magical floating design that customers love, and now includes a function row for access to features like screen brightness and volume controls. It also has a gorgeous aluminum palm rest and larger trackpad that’s even more responsive with haptic feedback, so the entire experience feels just like using a MacBook. The new Magic Keyboard attaches magnetically, and the Smart Connector immediately connects power and data without the need for Bluetooth. The machined aluminum hinge also includes a USB-C connector for charging. The new Magic Keyboard comes in two colors that perfectly complement the new iPad Pro: black with a space black aluminum palm rest, and white with a silver aluminum palm rest.

The new Smart Folio for iPad Pro attaches magnetically and now supports multiple viewing angles for greater flexibility. Available in black, white, and denim, it complements the colors of the new iPad Pro.

iPadOS is packed with features that push the boundaries of what’s possible on iPad. With Reference Mode, iPadOS can precisely match color requirements of the Ultra Retina XDR display for tasks in which accurate colors and consistent image quality are critical — including review and approve, color grading, and compositing. Stage Manager enables users to work with multiple overlapping windows in a single view, resize windows, tap to switch between apps, and more. With full external display support of up to 6K, iPad Pro users can also extend their workflow, as well as use the built-in camera on an external display for enhanced video conferencing. Users can take advantage of the powerful AI capabilities in iPad Pro and intelligent features in iPadOS, including Visual Look Up, Subject Lift, Live Text, or Live Captions and Personal Voice for accessibility.

With iPadOS 17 , users can customize the Lock Screen to make it more personal — taking advantage of the larger display on iPad — and interactive widgets take glanceable information further with the ability to get tasks done right in the moment with just a tap. The Notes app gives users new ways to organize, read, annotate, and collaborate on PDFs, and working with PDFs is also easier with AutoFill, which intelligently identifies and fills fields in forms.

Logic Pro for iPad 2 , available starting Monday, May 13, introduces incredible studio assistant features that augment the music-making process and provide artists help right when they need it — all while ensuring they maintain full creative control. These features include Session Players, which expand on popular Drummer capabilities in Logic to include a new Bass Player and Keyboard Player; ChromaGlow, to instantly add warmth to tracks; and Stem Splitter, to extract and work with individual parts of a single audio recording.

Final Cut Pro for iPad 2 , available later this spring, introduces Live Multicam, a new feature that transforms iPad into a mobile production studio, allowing users to view and control up to four connected iPhone and iPad devices wirelessly. 5 To support Live Multicam, an all-new capture app also comes to iPad and iPhone, Final Cut Camera, 6 giving users control over options like white balance, ISO, and shutter speed, along with monitoring tools like overexposure indicators and focus peaking. Final Cut Camera works as a standalone capture app or with Live Multicam. Final Cut Pro for iPad 2 also allows users to create or open projects from external storage, giving editors even more flexibility, and offers new content options. 7

The new iPad Pro is designed with the environment in mind, including 100 percent recycled aluminum in the enclosure, 100 percent recycled rare earth elements in all magnets, and 100 percent recycled gold plating and tin soldering in multiple printed circuit boards. The new iPad Pro meets Apple’s high standards for energy efficiency, and is free of mercury, brominated flame retardants, and PVC. The packaging is 100 percent fiber-based, bringing Apple closer to its goal to remove plastic from all packaging by 2025.

Today, Apple is carbon neutral for global corporate operations, and by 2030, plans to be carbon neutral across the entire manufacturing supply chain and life cycle of every product.

Pricing and Availability

Nano-texture glass is an option on the 1TB and 2TB configurations of the 11-inch and 13-inch iPad Pro models.
iPad Pro models with 256GB or 512GB storage feature the Apple M4 chip with a 9‑core CPU. iPad Pro models with 1TB or 2TB storage feature the Apple M4 chip with a 10‑core CPU.
Testing was conducted by Apple in March and April 2024. See apple.com/ipad-pro for more information.
Testing was conducted by Apple in March and April 2024 using preproduction 13-inch iPad Pro (M4) units with a 10-core CPU and 16GB of RAM. Performance was measured using select industry‑standard benchmarks. PC laptop chip performance data is from testing ASUS Zenbook 14 OLED (UX3405MA) with Core Ultra 7 155H and 32GB of RAM. Performance tests are conducted using specific computer systems and reflect the approximate performance of iPad Pro.
Final Cut Pro for iPad 2 is compatible with iPad models with the M1 chip or later, and Logic Pro for iPad 2 will be available on iPad models with the A12 Bionic chip or later.
Final Cut Camera is compatible with iPhone X S and later with iOS 17.4 or later, and iPad models compatible with iPadOS 17.4 or later.
External project support requires iPadOS 17.5 or later.

Press Contacts

Tara Courtney

[email protected]

Apple Media Helpline

[email protected]

Images in this article

IMAGES

Apple case study: How Apple builds everything around simplicity
Apple Case Study
Apple case study
Apple Case Study 1
APPLE CASE STUDY by Ronald Everson on Prezi
apple-CASE STUDY

VIDEO

Algorithm Design Case Study
Jmeter Tutorial 18
dell latitude 3460 case study part 1
How Uber uses Machine Learning
kulula case study part 1
Business studies project on, "case study of apple"

COMMENTS

Talent Management Lessons From Apple: A Case Study of the World's Most
In Part 2 of this case study on Apple's talent management practices, I look at its approach to innovation, compensation, and benefits, careerpathing, and online recruitment (its career site). Some approaches discussed are unique to sub-factions within Apple, as would be expected in any organization of significant size. ...
How Apple Is Organized for Innovation
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 ...
Talent Management Lessons From Apple: A Case Study of the World's Most
If you are a manager at another organization and you want to duplicate its results, this case study will give you direction. Apple Talent Management Approaches to Emulate. This three-part case study covers the many talent management factors that contributed to Apple's extraordinary success in workforce productivity and innovation.
Apple Inc. in 2020
Abstract. After a decade as CEO, Tim Cook is facing one of his biggest strategic transitions of his tenure. While Apple had performed spectacularly well under Cook, Apple's core business was maturing. Sales of iPhones, iPads, and Macs were flat or down. However, Apple's new hardware—Apple Watch and Airpods—as well as services were growing ...
Organizational Analysis (A Case Study of Apple Inc.)
Abstract. The essential components of carrying out an organizational analysis (a case study on Apple Inc) include evaluating external factors that can affect the organization's performance as well ...
Apple case study: How Steve Jobs built Apple around simplicity
The Apple case study uses the brand idea for Apple is "making technology so simple that everyone can be part of the future." Most importantly, Steve Jobs insisted they take a consumer-first mentality as they transformed leading technology advancements into "consumer-accessible" technology, helping fuel the perception among the mass ...
The FBI & Apple Security vs. Privacy
The Justice Department then obtained a court order compelling Apple to help the FBI unlock the phone. Apple CEO, Timothy Cook, publicly challenged the court in an open letter, sparking an intense debate over the balance between maintaining national security and protecting user privacy.
Apple Inc. in 2020
After a decade as CEO, Tim Cook is facing one of his biggest strategic transitions of his tenure. While Apple had performed spectacularly well under Cook, Apple's core business was maturing. Sales of iPhones, iPads, and Macs were flat or down. However, Apple's new hardware-Apple Watch and Airpods-as well as services were growing rapidly. This case explores Apple's history and Cook's strategic ...
Talent Management Lessons From Apple… A Case Study of the World ...
While Apple's approach wouldn't work for every firm, there are lessons to be learned that can influence program design regardless of industry, firm size, or location. In part 4 of this case study (here's parts 1, 2, and 3) on talent management lessons, the attention is on development practices, role of management, and inspirational ...
Innovation at Apple
This case is designed for MBA/MS level students, and is intended to be part of a general management/strategic management curriculum. The case will enable students to: 1) Study Apple's innovation strategy; 2) analyze the key factors which have contributed to the creation of a unique culture focused on innovation and creativity at Apple; 3 ...
Apple Brand Strategy
Apple Brand Strategy | Branding Case Study [Part 1]In 1996 on the verge of bankruptcy with dwindling market share and a lackluster brand strategy that was co...
Apple
Part A. Apple's mission is to be at the forefront of everyday technology. From student and business computers, to everyday mobile use, Apple is aiming toward being the ideal device to accomplish any task a person needs, whether pleasure or for business: "Apple has reinvented the mobile phone with its revolutionary Iphone and App store, and is defining the future of mobile media and ...
Apple Case Study Flashcards
1) Declining differentiation - the Windows exploit reduced the advantages of Apple products. 2) Application software: software developers prefer OS with a large number of users. 3) Operating system- microsoft breaks-even the investment to develop a new OS in months, Apple needs years.
Apple, Inc Case Study for Strategic Management
Strategic Analysis Case Study for Strategic Management for the Spring Semester of 2021 for the 2020-2021 academic year. apple, inc. sources of differentiation. ... In part this is due to Apple's ability to exploit the competencies that leads to their competitive advantages with complete commitment and attention to detail. Apple, like many ...
Apple Case Study Flashcards
Apple Case Study. 37 terms. alansmith1990. MGT 491 Unit 4. 80 terms. BethanieDixon. Case Study Test 1- Apple iProblem. 13 terms. Sommerkennedy. Sets found in the same folder ... (an ovum, produced in the ovaries) is commonly organized spatially, as manifested in part by asymmetries in the cell membrane. These asymmetries include non-uniform ...
How Apple Inc. Made $2.98 Trillion By Outsourcing
By outsourcing components and manufacturing, Apple's in-house design team gained the freedom to innovate without being bogged down by production intricacies. Statistics reveal the impact—Apple's design-led approach contributed to a brand value of $263.4 billion in 2022, making it the most valuable brand globally.
Apple Case Study Flashcards
Only fully apple owned manufacturing facility in the world Apple was lured to locate in ireland because of the 12.5% corporation tax Positive impacts of Apple in Ireland Employs 4000 workers Presence in Cork has now generated a further 2500 jobs Company as contributed to infrastructural development in city
(PDF) Apple iPhone: A Market Case Study
Apple iPhone: A Market Case Study. Daylin Van De Vliert. Abstract. Founde d in 1976, Apple inc. quickly became one ofhe biggest companies in the world. Throughout the years, Apple has been a part ...
Apple Case Study
Executive Summary. Since Apple was established in mid 1970s, its popularity has become immense especially in computer technology industry. Its full potential was realised when it shifted its focus from marketing and promotion of computer products to development of innovative industrial design in modern electronics, unique hardwares, operation system and application softwares and services.
Solved Case Study 1.1 Apple Inc: Acting in Character The
He fostered individuality and excellence, Case Study 1.1 Apple Inc: Acting in Character. The story of Apple and its phenomenal success since the early 2000s is intertwined with the visionary ability, determination and marketing acumen of one its co-founders, Steve Jobs. Jobs instilled a culture in the company that reflected Jobs' own ...
Solved Case Study Assignment 1 Case Study Assigned: Apple,
Case Study Assignment 1 Case Study Assigned: Apple, Inc. Overview This is your first case study assignment out of four. For this assignment, you will need to access the full-length case study you have been assigned at the top of this page within your Case Studies eText. You are required to read and analyze this case study.
Apple Case Study (docx)
Business document from National University College, 17 pages, Student numbers The module name and number Word counts -2952 The coursework titles - The Case Study of Apples Inc: MACS Analysis The Case Study of Apple Inc: MACS analysis Introduction Since its founding in 1976, Apple Inc., a revolutionary force in inn
Apple Case Study
Part 3fghjgfhnhgfhgfgh; Related documents. The National Defense Agency; 2 Intro Note 2023 09; Eong Eong105 - kjkj; ... Apple Case Study 1.) Suppose you were appointed as a new CEO of Apple, succeeding Gilbert Amelio in 1998, when the company was on the verge of bankruptcy: a) How would you diagnose the problem of Apple in terms of Value, Profit ...
Globalisation
Study with Quizlet and memorize flashcards containing terms like 'Green my Apple' campaign, Apple now uses 75% renewable energy. Apple has invested in large solar farms to power data centres. Removed PVC plastics from products. Promoted the recycling of products. Apple has now moved up the Green Electronics ranking from 11th in 2006 to 6th in 2012, 50, Stylish and well-designed products, slick ...
Apple unveils stunning new iPad Pro with M4 chip and Apple Pencil Pro
CUPERTINO, CALIFORNIA Apple today unveiled the groundbreaking new iPad Pro in a stunningly thin and light design, taking portability and performance to the next level. Available in silver and space black finishes, the new iPad Pro comes in two sizes: an expansive 13-inch model and a super-portable 11-inch model. Both sizes feature the world's most advanced display — a new breakthrough ...
2024 AP Exam Dates
The AP Physics C: Electricity and Magnetism Exam in Alaska must begin between 1 and 2 p.m. local time. AP African American Studies Exam Pilot: For the 2024 AP Exam administration, only schools that are participating in the 2023-24 AP African American Studies Exam Pilot can order and administer the exam.
Highly Pathogenic Avian Influenza A(H5N1) Virus Infection in a Dairy
Sporadic human infections with highly pathogenic avian influenza (HPAI) A(H5N1) virus, with a wide spectrum of clinical severity and a cumulative case fatality of more than 50%, have been reported ...

Dr John Sullivan Talent Management Thought Leadership

Apple Talent Management Approaches to Emulate

Agility Allows for Innovation into Completely New Areas

A “Lean” Talent Management Approach Contributes to Extraordinary Productivity

Build and Reinforce a Performance Culture

Rather Than a Work/Life Balance, Emphasize the Work

Talent Management Lessons From Apple … A Case Study of the World’s Most Valuable Firm (Part 2 of 4)

Talent Management Lessons To Learn and Copy (continued)

Talent Management Lessons From Apple… A Case Study of the World’s Most Valuable Firm (Part 3 of 4)

Internal Brand Encourages Fighting the Status Quo

You Can Have a Strong External Employer Brand Without an Employer Branding Program

Your Product Brand Should Serve Double-duty as Your Employer Brand

Being a Most-admired Firm May Be Enough

Aggressively Recruit the Best From Other Firms

Talent Management Lessons From Apple… A Case Study of the World’s Most Valuable Firm (Part 4 of 4)

Final Thoughts

Share this:

Alert – Those Great Interview Answers May Be Generated By AI (Identifying “AI boosted” interview answers)

How Apple Is Organized for Innovation

Idea in Brief

One Major Cause

The Apple Model

Partner Center

Apple Inc. in 2020

About The Author

David B. Yoffie

Apple Inc. in 2020 – Select Market Data

The FBI & Apple Security vs. Privacy

Discussion Questions

Related Videos

Incrementalism

Bibliography

Stay Informed

Apple Inc. in 2020

Learning Objectives

Talent Management Lessons From Apple… A Case Study of the World’s Most Valuable Firm (Part 4 of 4)

Final Thoughts

Product details

How Apple Achieved a Legendary $2.98 Trillion Fortune by Outsourcing | Case Study

Table of Contents

B: Benefit: Cost Savings and Efficiency

#2: Leveraging Global Talent and Expertise

B: Benefit: Innovation and Quality Assurance

#3: The Design Imperative

B: Benefit: Unleashing Creativity

#4: Outsourcing in the Digital Age

A: Challenge: Navigating the Digital Landscape

B: Benefit: Software Synergy

#5: Ethical Considerations and Corporate Responsibility

B: Benefit: Ethical Leadership

Final Verdict: The Outsourcing Symphony

* Lessons Learned: A Call to Action

Leave a Reply Cancel reply

Related Posts

Outsourcing Software Projects Made IBM an Amazing $135 Billion | Case Study

Apple Case Study

Company background

Summary of Macro Analysis

Apple Case Analysis

Summary of Industry Analysis

Summary of Internal Analysis

Resources Analysis

Dynamic Capability Analysis

Strategic Capability Analysis

Gap analysis and assessment of current strategy

How does strategy match the macro environment?

How does strategy match the industry environment?

Press Contacts

IMAGES

VIDEO

COMMENTS