JAIN UNIVERSITY KOCHI

TOPIC : APPLE Inc

SUBMITTED BY: ADWAID RAJAN

COURSE: BBA AVIATION
APPLE Inc
 CERTIFICATE

This is to certify that ADWAID RAJAN, a

student of BBA AVIATION has successfully
completed the research on the project APPLE
INC under the guidance of MS.HEERAH JOSE
during the year 2019-2020.
 ACKNOWLEDGEMENT

I would like to express my special thanks and

gratitude to Ms. Heerah Jose , who gave me the
golden opportunity to do this wonderful project
on “APPLE COMPANY” , Who also helped me in
completing my project . I came to know about so
many things I am really thankful to them.
Secondly I would also like to thank my parents
and friends who helped me a lot in finalizing this
project within the limited time frame.

ADWAID RAJAN
BBA AVIATION
 INDEX
1. TOPIC
2. CERTIFICATE
3. ACKNOWLEDGEMENT
4. INTRODUCTION
5. HISTORY
6. MISSION AND VISION
7. MARKETING & STRATERGY
8. SWOT ANALYSIS
9. CONCLUSION
10. BIBLIOGRAPHY
INTRODUCTION
Apple Computer's 30-year history is full of highs and lows, which is what we
would expect in a highly innovative company. They evolved throughout the
years into an organization that is very much a representation of its leader,
Steven Jobs. Apple made several hugely successful product introductions over
the years. They have also completely fallen on their face on several occasions.
They struggled mightily while Jobs was not a part of the organization. Apple
reached a point where many thought they would not survive. When asked in
late 1997 what Jobs should do as head of Apple, Dell Inc.'s CEO Michael S.
Dell said at an investor conference: "I'd shut it down and give the money back
to the shareholders."
Well, times changed. Less than 10 years later, Business Week ranked Apple
as the top performer in its 2012 Business Week 50. Apple attributes their
recent success to robust sales of iPod music players (79 million in 2011). They
are optimistic about the economies of scope with media giants, such as Disney
and Pixar.
Apple rarely introduces a new type of product. Thus, instead of being the
pioneer, they are an expert "second mover" by refining existing products
Portable music players and notebook computers are examples.
Apple increases the appeal of these products by making them stylish and more
functional. They now appear poised to make significant strides in the home
computer market and to creating a total digital lifestyle whereby the home is a
multimedia hub.
 HISTORY
Apple Inc., formerly Apple Computer, Inc., American manufacturer of
personal computers, computer peripherals, and computer software. It was the
first successful personal computer company and the popularizer of the
graphical user interface. Headquarters are located in Cupertino, California.

Apple founder Steve Job , Ronald Wayne , Steve wozniak

Garage start-up
Apple Inc. had its genesis in the lifelong dream of Stephen G. Wozniak to build
his own computer—a dream that was made suddenly feasible with the arrival
in 1975 of the first commercially successful microcomputer, the Altair 8800,
which came as a kit and used the recently invented microprocessor chip.
Encouraged by his friends at the Homebrew Computer Club, a San Francisco
Bay area group centred around the Altair, Wozniak quickly came up with a
plan for his own microcomputer. In 1976, when the Hewlett-Packard Company,
where Wozniak was an engineering intern, expressed no interest in his design,
Wozniak, then 26 years old, together with a former high-school classmate, 21-
year-old Steven P. Jobs, moved production operations to the Jobs family
garage—and the Silicon Valley garage start-up company legend was born.
Jobs and Wozniak named their company Apple. For working capital, Jobs sold
his Volkswagen minibus and Wozniak his programmable calculator. Their first
model was simply a working circuit board, but at Jobs’s insistence the 1977
version was a stand-alone machine in a custom-molded plastic case, in
contrast to the forbidding steel boxes of other early machines. This Apple II
also offered a colour display and other features that made Wozniak’s creation
the first microcomputer that appealed to the average person.
 APPLE I
Though he was a brash business novice whose appearance still bore traces of
his hippie past, Jobs understood that in order for the company to grow, it would
require professional management and substantial funding. He convinced Regis
McKenna, a well-known public relations specialist for the semiconductor industry, to
represent the company; he also secured an investment from Michael Markkula, a
wealthy veteran of the Intel Corporation who became Apple’s largest shareholder
and an influential member of Apple’s board of directors. The company became
an instant success, particularly after Wozniak invented a disk controller that
allowed the addition of a low-cost floppy disk drive that made information storage
and retrieval fast and reliable. With room to store and manipulate data, the Apple
II became the computer of choice for legions of amateur programmers. Most
notably, in 1979 two Bostonians—Dan Bricklin and Bob Frankston—introduced
the first personal computer spreadsheet, VisiCalc, creating what would later be
known as a “killer app” (application): a software program so useful that it propels
hardware sales.

While VisiCalc opened up the small-business and consumer market for the Apple
II, another important early market was primary educational institutions. By a
combination of aggressive discounts and donations , Apple established a
commanding presence among educational institutions, contributing to its
platform’s dominance of primary-school software well into the 1990s.
Apple’s profits and size grew at a historic rate: by 1980 the company netted over
$100 million and had more than 1,000 employees. Its public offering in December
was the biggest since 1956, when the Ford Motor Company had gone public.
(Indeed, by the end of 1980, Apple’s valuation of nearly $2 billion was greater
than Ford’s.) However, Apple would soon face competition from the computer
industry’s leading player, International Business Machines Corporation. IBM had
waited for the personal computer market to grow before introducing its own line
of personal computers, the IBM PC, in 1981. IBM broke with its tradition of using
only proprietary hardware components and software and built a machine from
readily available components, including the Intel microprocessor, and used DOS
(disk operating system) from the Microsoft Corporation. Because other
manufacturers could use the same hardware components that IBM used, as well
as license DOS from Microsoft, new software developers could count on a wide
IBM PC-compatible market for their software. Soon the new system had its own
killer app: the Lotus 1-2-3 spreadsheet, which won an instant constituency in the
business community—a market that the Apple II had failed to penetrate.

Macintosh and the first affordable GUI

Apple had its own plan to regain leadership: a sophisticated new generation of
computers that would be dramatically easier to use. In 1979 Jobs had led a team
of engineers to see the innovations created at the Xerox Corporation’s Palo Alto
(California) Research Center (PARC). There they were shown the first functional
graphical user interface (GUI), featuring on-screen windows, a pointing device
known as a mouse, and the use of icons, or pictures, to replace the awkward
protocols required by all other computers. Apple immediately incorporated these
ideas into two new computers: Lisa, released in 1983, and the lower-cost
Macintosh, released in 1984. Jobs himself took over the latter project, insisting that
the computer should be not merely great but “insanely great.” The result was a
revelation—perfectly in tune with the unconventional, science-fiction-esque
television commercial that introduced the Macintosh during the broadcast of the
1984 Super Bowl—a $2,500 computer unlike any that preceded it.

apple Macintosh
Desktop publishing revolution
Despite an ecstatic reaction from the media, the Macintosh initially sold below
Apple’s expectations. Critics noted that the Mac, as it came to be known, had
insufficient memory and storage and lacked standard amenities such as cursor
keys and a colour display. (Many skeptics also doubted that adults would ever
want to use a machine that relied on the GUI, condemning it as “toylike” and
wasteful of computational resources.) In the wake of the poor sales
performance, Jobs was ousted from the company in September 1985 by its
chief executive officer (CEO), John Sculley. (Wozniak had left Apple in
February 1985 to become a teacher.) Under Sculley, Apple steadily improved
the machine. However, what saved the Mac in those early years was Apple’s
1985 introduction of an affordable laser printer along with Aldus Corporation’s
PageMaker, the Mac’s first killer app. Together these two innovations launched
the desktop publishing revolution. Suddenly, small businesses and print shops
could produce professional-looking brochures, pamphlets, and letters without
having to resort to expensive lithographic processes. The graphic arts and
publishing industries quickly became the Mac’s single most important market.
Another innovation was a software database called HyperCard, which
Apple included free with every Macintosh starting in 1987. Using a
technique called hyperlinking, this program, written by Bill Atkinson, was
employed by many teachers to organize multimedia elements for classroom
presentations—an idea that anticipated the HTML (hypertext markup
language) underpinnings of the World Wide Web.

Apple litigates while PCs innovate

This was a golden age for Apple; the company’s revenues approached $10
billion, and it sold more than a million computers a year. Still, Apple’s profits
obscured the fact that its share of the market was falling, despite the
technological superiority of its products. The Mac’s incompatibility with Apple II
software, a problem initially ignored, slowed educational sales and compelled the
retention of the outmoded Apple II line through 1993. Consumer sales suffered
as the company discouraged game development out of fear that the Mac would
not be taken seriously in the business community. Moreover, Microsoft, after an
unsuccessful attempt to secure an agreement to market the Mac OS on the Intel
processor, introduced Windows, its own graphical operating system. Apple
litigated for years, in vain, to stop Microsoft from copying the “look and feel” of its
operating system, though the Mac OS itself drew upon the PARC GUI.
Meanwhile, as successive versions of Windows were improved and as
competition among multiple PC manufacturers led to greater innovation and
lower prices, fewer people were willing to pay the premiums that Apple had been
able to command owing to its reputation for quality.
Apple – IBM alliance
In a rather surprising development, Apple and IBM announced an alliance in
1991. In addition to signing a technology agreement with Motorola, Inc., to
develop a next-generation RISC (reduced-instruction-set computing) chip,
known as the PowerPC, Apple and IBM created two new software companies,
Taligent, Inc., and Kaleida Labs, Inc., for the development of operating system
software. Taligent was expected to enable versions of both the Mac OS and the
IBM OS/2 to run on a new computer hardware standard, the common hardware
reference platform (CHRP), and Kaleida Labs was to develop multimedia
software. However, as Apple and IBM began to quarrel over CHRP’s
engineering specifications and as costs mounted to approximately $400 million
for Taligent and $200 million for Kaleida Labs, Apple pulled out with little to show
for its investment.
Sculley also promised more than Apple could deliver with Newton, a
personal digital assistant (PDA) that suffered from poor handwriting
recognition and that diverted company engineering and financial resources.
In addition, the company vacillated over Claris Corporation, its software
division, first reorganizing it as an independent company and then
reabsorbing it when it began shifting more resources to Windows software.

Apple continues to flounder

Sculley was replaced by Michael Spindler in 1993. Spindler’s most notable
achievements as CEO were the successful migration of the Mac OS to the
PowerPC microprocessor and the initiation of a shift away from Apple’s
proprietary standards. Nevertheless, Apple struggled with marketing projections,
accumulating large unsalable inventories of some models while simultaneously
being unable to meet a billion dollars in orders for other models. Combined with
drastic quality control problems, notably a defective line of monitors and some
highly publicized combustible portable computers, these failings brought an end
to Spindler’s reign in early 1996 with the appointment of Gilbert F. Amelio.

The return of Jobs

Apple cut operating costs and reestablished quality controls, but by that time only
a small percentage of new computer buyers were choosing Macs over machines
running Windows, and Apple’s financial situation was dire. In December 1996, in
order to secure a replacement for the Mac’s aging operating system following the
collapse of CHRP and the company’s protracted inability to produce one
internally, Apple purchased NeXT Software, Inc., the company formed by Jobs
after his 1985 departure. Jobs himself was retained as an advisor to the CEO,
but he quickly became disenchanted and sold all but one share of the Apple
stock he had received in the NeXT sale. When Apple failed to become profitable
under Amelio and its worldwide market share fell to roughly 3 percent, the board
of directors, in mid-1997, recruited a surprising temporary replacement: Jobs, for
the first time the undisputed leader of the company he cofounded.

Apple refocuses on key markets

Jobs set about revitalizing the company. He quickly announced an alliance with
erstwhile foe Microsoft; ended a half-hearted (and profit-draining) program to
license the Mac OS; streamlined what had become a confusing product line to
focus on the company’s traditional markets of education, publishing, and
consumers; and helped oversee the introduction of more affordable computers,
notably the distinctively designed all-in-one iMac.
Before the introduction of the iMac in 1998, all Macs were built with a special
read-only memory (ROM) chip that contained part of Apple’s operating system and
enabled the Mac OS to run only on particular machines. The new machine, based
in part on the scuttled CHRP design, with PC-standard memory and peripheral
interface, was a continuation of Apple’s shift away from hardware-specific, or
proprietary, standards. With built-in high-speed networking capabilities, the iMac
was designed to revive Apple’s consumer and educational market sales.

Apple I mac manufacturing plant

The iMac quickly became the all-time best-selling Mac and lifted Apple’s U.S.
market share from a record low of 2.6 percent in December 1997 to roughly 13.5
percent in August 1998. Moreover, Apple had a profitable fiscal year in 1998, its
first since 1995.
In 2001 Apple introduced iTunes, a computer program for playing music and for
converting music to the compact MP3 digital format commonly used in computers
and other digital devices. Later the same year, Apple began selling the iPod, a
portable MP3 player, which quickly became the market leader (the term
podcasting, combining iPod and broadcasting, is used as both a noun and a verb
to refer to audio or video material downloaded for portable or delayed playback).
Later models added larger storage capacities or smaller sizes, colour screens,
and video playback features. In 2003 Apple began selling downloadable copies
of major record company songs in MP3 format over the Internet. By 2006 more
than one billion songs and videos had been sold through Apple’s Web site.

Apple I pod

In 2007 Apple introduced the touch-screen iPhone, a cellular telephone with

capabilities for playing MP3s and videos and for accessing the Internet. The
first models were available only in conjunction with AT&T’s wireless service and
could not be used over the latest third-generation (3G) wireless networks. Apple
rectified the latter limitation in 2008 with the release of the iPhone 3G, or iPhone
2.0, which also included support for the global positioning system (GPS). Like
other “smartphones” such as the BlackBerry, from the Canadian company
Research in Motion, the new iPhone included features geared toward business
users. In particular, the storage memory in the units could be remotely “wiped” if
the unit were lost. As with the original iPhone, demand was very high, and the
new iPhone 3G sold one million units in the first three days after its introduction.
By June 19, 2009, when Apple released the iPhone 3G S, which also sold one
million units in the first three days after its release, the company’s share of the
smartphone market had reached about 20 percent (compared with about 55
percent for the BlackBerry line of smartphones). In addition to hardware
changes such as a three-megapixel digital camera that can record digital videos
and an internal digital compass (capable of working with various mapping
software), the iPhone 3G S included a new operating system, the iPhone OS
3.0. The new system included support for voice-activated controls and peer-to-
peer (P2P) play of electronic games with other iPhone users over Wi-Fi Internet
connections. The latter feature was part of Apple’s strategy to compete in the
portable gaming market with the Nintendo Company’s DS and the Sony
Corporation’s PSP. The iPhone can also be used for reading electronic books,
or e-books. E-books in iPhone-compatible formats can be purchased over the
Internet from electronic book dealers, such as the iTunes store and Amazon.com.
 First i phone in 2007
In 2010 Apple unveiled the iPad, a touch-screen device intermediate in size
between a laptop computer and a smartphone with a display that measured 9.7
inches (24.6 cm) diagonally. It was about 0.5 inch (1.2 cm) thin and weighed
1.5 pounds (0.7 kg). The iPad was operated with the same set of finger
gestures that were used on the iPhone. The touch screen was capable of
displaying high-definition video. The iPad also had such applications as iTunes
built in and could run all applications that were available for the iPhone. In
partnership with five major publishers—Penguin, HarperCollins, Simon and
Schuster, Macmillan, and Hachette—Apple developed for the iPad its own e-
book application, iBooks, as well as an iBook store accessible through the
Internet.
 Apple i pad

Apple in 2011 introduced iCloud, a cloud computing service in which a user’s

applications, photographs, documents, calendars, and recently purchased
music would be stored in iCloud and automatically updated in the user’s other
devices. Some analysts saw iCloud as Apple’s plan for a future in which users
could dispense with the personal computer as the main place to store data.
Because of ill health, Jobs resigned as CEO in August 2011 and was
succeeded by chief operating officer Tim Cook; Jobs died that October. In the
early years of Cook’s tenure, Apple did not introduce any all-new products but
rather brought out new versions of previous products, such as the iPhone 4S,
which contained a personal assistant program, Siri, that could respond to
spoken commands and questions (2011), and the iPad Mini, a smaller version
of the iPad (2012). In 2014 Apple made its largest acquisition by buying the
headphone manufacturer and music-streaming company Beats for $3 billion.
The following year Apple introduced a smartwatch, the Apple Watch.

Apple watch
 MISSION STATEMENT OF APPLE :
According to the Economist, Steve Job’s mission for Apple in 1980
was :
“To make a contribution to the world by making tools for the mind
that advance humankind”

VISION STATEMENT OF APPLE :

“Apple is committed to bringing the best personal computing experience
to students, educators, creative professionals and consumers around
the world through its innovative hardware, software and Internet
offerings.”

VALUE STATEMENT :
The value statement of apple is “THINK DIFFERENT.”

APPLE LOGO:
According to Steve Jobs, the company's name was inspired by his visit to
an apple farm while on a fruitarian diet. Jobs thought the name "Apple" was
"fun, spirited and not intimidating".
Apple's first logo, designed by Ron Wayne, depicts Sir Isaac Newton sitting
under an apple tree. It was almost immediately replaced by Rob Janoff's
"rainbow Apple", the now-familiar rainbow-colored silhouette of an apple with a
bite taken out of it. Janoff presented Jobs with several different monochromatic
themes for the "bitten" logo, and Jobs immediately took a liking to it. However,
Jobs insisted that the logo be colorized to humanize the company. The logo
was designed with a bite so that it would not be confused with a cherry. The
colored stripes were conceived to make the logo more accessible, and to
represent the fact the Apple II could generate graphics in color. This logo is
often erroneously referred to as a tribute to Alan Turing, with the bite mark a
reference to his method of suicide. Both Janoff and Apple deny any homage to
Turing in the design of the logo.
On August 27, 1999 (the year following the introduction of the iMac G3),
Apple officially dropped the rainbow scheme and began to use monochromatic
logos nearly identical in shape to the previous rainbow incarnation. An Aqua-
themed version of the monochrome logo was used from 1998 to 2003, and a
glass-themed version was used from 2007 to 2013.
 Steve Jobs and Steve Wozniak were Beatles fans, but Apple Inc. had name
and logo trademark issues with Apple Corps Ltd., a multimedia company
started by the Beatles in 1968. This resulted in a series of lawsuits and tension
between the two companies. These issues ended with the settling of their
lawsuit in 2007.

APPLE MARKETING AND STRATEGY

Market orientation was evident in the idea to involve staff in making the kinds
of internal changes to policies and procedures that could be linked to market
place performance that external customers would value. This involves more
than traditional marketing skills. The more orthodox marketing approach to try
to change staff attitudes by formal communications alone was rejected as
superficial and unidirectional. The shift to market orientation and customers
first meant that the logic of existing organizational knowledge was reframed,
seen from a different perspective. Thus, new knowledge was indeed
‘discovered’ in a new patterning of the verities (Lewis & Varey 2000). An
organization’s strategic values are the rationale for the viability of a business
and link the organization to its environment. These values are reflected in, and
are a reflection of, the prevailing culture within the organization (Lewis &
Varey 2000).

The market of Apple Inc is students and professionals who need computers
and other digital technologies. This market is the one that needs devices that
can keep their records and other personal or business information. This
market is the one that needs devices that can give them entertainment even if
they are not in their own homes. This market is the one that would want
devices that would not cause them to waste their time. The marketing
orientation that the company tries to implement is deeper customer focus. This
type of orientation provides assistance for the company to achieve their goals
and provide effective service compared to competitors.

Macro environmental forces that shape the marketing environment

When it comes to the law component of the macro environment Apple

Computers Inc make sure they comply with what the law states in the country;
they make sure that they comply with the regulated standards of the country.
When it comes to the economy the company tries to adjust to the economic
situation of their market. When it comes to the technology aspect of the macro
environment, the company makes use of various technological innovations
that help in increasing productivity and improving the quality of their products.
The demography aspect of the macro environment is used as a method of
determining their target market. The culture aspect of the macro environment
provides Apple computers Inc the information it needs to create products that
most people will like and purchase. The society aspect of the macro
environment dictates how long the company will stay in the industry. Nature as
an aspect of the macro environment is used as a way for the company to
improve its image to its clients.

Micro environmental forces

The micro environmental forces of the company include potential entrants. The
influence of potential entrants to the companies is weak. But to ensure that no
other problem arise the company maintains low cost of unit production, this
helps in making sure that the new entrant will not have advantage over them.
Another micro environmental force is the competitive rivalry. Competitive rivalry
affects the decisions made by the companies. Different things are done by both
companies to ensure that they have advantage over their competitors.
Moreover substitute which is a micro environmental force that gives high
influence to the companies since substitutes can make a company lose the
clients it has. Both companies make sure that the substitutes won’t give them
much problem. Lastly the micro environmental force of bargaining power of
buyers and sellers highly influences both companies.

Target market

The target market of the company involves almost all sectors of the society.
They want to provide Apple Computers Inc to young or old, boy or girl. This
target market is a larger source of income. The company has different
marketing strategies that can cater to the taste and appeal of such
markets. The company makes sure that its stores and branches are located
in the most profitable places where clients can easily see the store and they
can be encouraged to visit the store and buy products. The company also
makes sure that competition in the location they want to put up the branch
will not be too heavy.

Targeting strategy and positioning strategy

The targeting strategy of Apple Computers Inc is concentrated on

undifferentiated strategy wherein the entire market is targeted and a simple
marketing mix is used on such market. The needs of the market are nearly
similar thus this targeting strategy is used. The positioning strategy of Apple
computers Inc. is concentrated on comparing what they can do to what their
competitors can do. The information that they will acquire from the
comparison of their capabilities assist them in determining the actions they
will take in competing with their rivals and knowing their place in the market.
 SWOT ANALYSIS
Apple’s strength is the international popularity it has. The company is known
throughout the world. Another strength of the company is the strong brand
name they have. The strong brand name is what makes the company and its
products popular. Furthermore a strength of the company is the effective
advertising the company uses. Lastly a strength of environment Apple
Computers Inc is its website that is easy to use, attractive, and informative.
The main weakness of the company is the health issues when their product
is partaken. The products they have can cause health problems when the
user focus too much on using the product and forgets to do other important
things. Lastly a weakness of the company is its inability to restrict certain
age from using their product. Young children might use their product to see
things they should really not see at their age. Opportunity for the company is
to create products that can give not only satisfaction to clients but
health benefits as well. The company can create a product that will not
cause much harm to the user’s health. An opportunity for the company is to
find out more ways to give a distinctive look and features to their product. By
doing this the company will have competitive advantage over other firms.
Lastly an opportunity for the company is to reach newer territories where it
can offer its products and services. The company can reach more territories
not yet reached by its competitors. The threat to the company includes the
laws in the country they are operating in. Another threat to the company is
the tariffs and taxes that the company has in different countries, each
countries has its own rate of taxes and tariff. Lastly a threat to the company
is complaints to the health problems that their product may cause. Its
products may have some effect not liked by people.

Conclusion
The main conclusion that can be drawn is we found to be the most interesting about
Apple is how they are very innovative and early adapters. Apple is usually the first
company to come out with a new product line before anyone else. This is very risky
but it seems to be working to Apples advantage. This shows that taking risks can
sometimes make or break you and Apple has great potential and has a lot to improve.
Currently, Apple is demonstrating negative aspects of TNCs, contributing to
international debt crisis through exploitation of workers. In a way, Apple is promoting
debt crisis in LDCs by accessing their labour and raw materials on the cheapest
possible terms. If it is willing to play the role of a beneficial TNC, the global economy
can certainly benefit. Furthermore, people in the least developed countries, and the
environment, will benefit as well. This requires a change from all stakeholders: the
company itself, the consumers, the shareholders, and the workers. It is important for a
TNC to progress towards beneficial behaviour because this can determine people's
view on progressing towards further globalization, as influenced by neo-liberalism.
BIBLIOGRAPHY

www.wikipedia.com

www.scribed.com

www.slideshare.com

www.britanica.com

www.apple.com

www.macworld.com
www.assignmentpoint.com

www.forbes.com

www.youtube.com