2125276- Business plan

And weaknesses ........................................................................................................................................ 19 4.1 Market Analysis .............................................................................................................................. 19 4.2 Strengths of the Company ............................................................................................................. 20 4.3 Weaknesses ...................................................................................................................................... 21 4.4 Threats to the Company ................................................................................................................ 22 5.0 Product / Service ................................................................................................................................ 23 5.1 Product life cycle ............................................................................................................................ 23 6.0 Management Plan .............................................................................................................................. 23 6.1 Organizational Structure ............................................................................................................... 23 7.0 Marketing strategy ............................................................................................................................ 26 7.1 Competitor Analysis ....................................................................................................................... 26 7.2 Target Market ................................................................................................................................. 27 7.3 Apple's marketing strategy distribution ...................................................................................... 28 7.4 Apple's marketing plan promotions ............................................................................................. 29 7.5 4Ps or marketing mix of Apple Inc ............................................................................................... 30 7.5.1 Price .......................................................................................................................................... 30 7.5.2 Product distribution ................................................................................................................ 31 7.5.3 Product promotion .................................................................................................................. 31 7.5.4 Place .......................................................................................................................................... 32 8.0 operations plan ................................................................................................................................... 33 9.0 Financial analysis ............................................................................................................................... 33 9.1 Revenue from past sales ................................................................................................................. 35

 Sustainable implementation of an established supply chain.  We are moving to more recent developments, like the market for electronic cars. Financial goals  Increased product lines and high product and software requirements.  Expanding sales and provision of professional services continually. 2.3 Vision As it appears on its website, Apple, Inc.'s mission is that Apple will provide its revolutionary hardware, software, and internet services to students, educators, creative professions, and consumers worldwide. 2.4 Values The values of Apple, Inc. may also be accessed on its corporate website and include: We think we're making excellent items on the face of the earth. We trust the simple, not the difficult. We believe that the leading technology underpinning the things we produce must be owned and controlled. We only participate in markets where we can make a significant impact. We think that we say no to tens of thousands of initiatives so that we may focus on the handful that matter to us. We trust that our groups will work together closely and pollute each other to create so that others can't. In every group in the Company, we are nothing short of excellence, and we have the honesty to admit that when we are mistaken and courageous to change. 2.5 Company Description Apple Inc. was begun by Wozniak and Steve Jobs, who were then college abandoners, as a modest technological start-up. In 1976, the technology and innovation industry constantly stabilized from causes including several technical restrictions (Rawlinson, 2015). The firm almost bankrupted in 1996, despite its revenues and earnings showed a promising future. However, Apple gained a strong foothold when producing technologically capable and advanced non-PC instruments (Lusted, 2012). Apple Inc. was founded as the Apple Computers brand from the earlier identity. This was when methods for producing advanced non-PC technological gadgets were developed (Rawlinson, 2015). The

as one of the biggest TV publicities ever by TV Guide. CNN has been named a masterpiece for Apple's success. Macintosh originally had solid sales but within the first three months started to shrink drastically owing to its expensive cost, slowing down performance, and a restricted variety of applications offered. At the beginning of 1985, this sales slump led to a power struggle between Steve Jobs and John Sculley. He had already been hired for jobs two years earlier using the famous line, "Would you like sugar water for the rest of your life to be sold or come with me to change the world?" The board directed Sculley to provide jobs and to make costly excursions into unproven products. Jobs tried to get him out of his leadership roles in Apple instead of being led by Sculley. According to Jean- Louis Gassée, Sculley found out that Jobs was trying to plan a coup, which caused the Apple executive to join the Sculley team and remove jobs from all operational tasks. Jobs quit Apple in September 1985 and brought NeXT Inc. to find several Apple workers. Decline and reorganization occurred during 1991-1997. The Pen Lite is the earliest Apple tablet prototype. The project was created in 1992 to put the Mac OS on a tablet - however, it is canceled for the Newton. The popularity of the low-cost consumer models of Apple, notably the LC, has also led to their more expensive machines being cannibalized. Management created numerous new marks and sold almost identical equipment at various pricing points for different regions to deal with this problem. These were the Quadra-high-end, the Centris-high-end, and the Performa-consumer range. This led to substantial market confusion since buyers did not comprehend the difference between models. Apple also experimented with various failed consumer-oriented devices during the 1990s, including digital cameras, portable CD audio players, speakers, video consoles, the e-World online service, and TV appliances. In the troubled Newton Division, enormous resources were also committed based on the imaginary market projections of John Sculley. The Company later experienced a downfall. Studies of Apple's history reveal that Apple has encountered upstream and upstream and the entire trip, as is the case for most firms. By 1996, the Company's outstanding reputation seemed to stop over time. No new items were available on the market. In addition, there was a massive rivalry between everyday objects and other firms that were on the market.

In 1996, NeXT won an offer for Apple to develop firmware for the operating system (Apple History, 2015). NeXT was purchased soon afterward, and Steve Jobs returned to Apple (Apple History, 2015). He was named temporary CEO one year after his return four years later. He became permanent. The return of Jobs was a time-changing business for Apple owing to its new concept of design and unrivaled goods (Apple History, 2015). In 1997, Microsoft CEO Bill Gates and Steve Jobs resolved to settle a long-term legal struggle over the breach by putting the office suite onto Apple devices to become the default browser for Apple Macs (Arthur, 2011). Apple utilized this investment to make its goods more innovative and engage in the education industry (Apple History, 2015). Finally, the iMac was launched, an all-new computer with an appealing, colorful plastic shell design (Apple History, 2015). 2001 was packed with Apple's important events. It has begun with the introduction of Mac OSX, a brand-new and easy-to-use computer firmware, which was revolutionary in its days owing to its stability and the quality of the visuals on the interface (Apple History, 2015). Later in May, Apple announced establishing a chain of retail locations aimed at helping to build direct relationships with its consumers and better promotion for their goods because Apple products had not been displayed by third-party retailers (Apple History, 2015). In October, the most significant event was announced, and the iPod, the digital music player, was launched (Apple History, 2015). In the first quarter of 2000, this iPod had crashed sales and brought Apple's overall income from $1.9 billion to $3.2 billion in the same period 2001. (Apple History, 2015). Apple said three years later that it owned 76% of the music player market. Apple launched the iTunes store; a digital media library centered on music to meet the demand for digital music songs (Apple History, 2015). In only three years from its inception, Apple sold 1,000,000 pieces on iTunes and 10,000,000 tracks by 2010. (Apple History, 2015). In 2007, Apple joined the cell phones industry with the introduction of the iPhone, which is widely praised for its unique appearance (Apple History, 2015)—followed up by the iPhone in 2010, which was essentially a larger iPhone without calling capability, which targets those who are searching for a lightweight, large-screen devices that can perform most of the work on their PCs (Apple History, 2015). An

competitors Samsung and Microsoft, a step further by doing so. In other words, by bringing drones to its consumers, it will make more income 3.1.5 Competitive advantage analysis Apple and other computer developers are relying on providers' software and other components. Processors are the fundamental elements of computers, as the basic computer performance is typically linked to the processor speed. The merger between Apple and Intel enabled rapid development of the CPU. Intel builds new central processor units every three months. To offer environments for diverse applications, computers also need operating system software. Microsoft Inc. dominates the operating systems' market share and emerges as Apple's principal opponent. Microsoft Windows is used as OS by more than 90 percent of personal computers. A monopoly competition is characterized as the structure of the PC industry. It is simple for rivals to enter the market, while the current businesses make some differentiations. There are also minimal obstacles to admission. Apple has a stronger competitive position in smartphones, tablet computers, and media players based on industry assessments. Sadly, Apple has been lagging in the establishment of absolute market domination in personal computer manufacture. An industry evaluation serves to analyze the position of Apple in a variety of goods; PCs, tablets, media players, and smartphones in computer and technology devices industries. While technology has progressively gone beyond the scope of tablets and laptops, Apple's PC offering in the years 2000, 2007, and 2009 was not commercially viable. After 2009, however, the firm has undertaken a successful and significant transformation with innovative technology - app store, software, iPods, wristwatch, and TV. This achievement preserves the position and prestige of the firm in the highly competitive industry (McGrath, 2013). For ten years now, Apple has been evaluated for core skills as the most successful inventive Company (beginning 2006). This is due to the emergence of different iPods, iMac, and iPhone devices. These goods are distinctive, following the present hypocrisy of the high-tech computing and communication gadgets that rely primarily upon. Apple acquires important brand accreditation via the creation of electronic, film, video, and music recordings. Apple may create and adhere to the product and brand line of Macintosh. The firm designs the consumer and ultra-thin MacBook, for instance. It is also highly portable and has outstanding functionality on a laptop.

Apple has controlled the industry with popular and occasionally groundbreaking product designs and utilities, and the analysis mentioned above of its IP business indicates further surprises. But is it the revolutionary pioneer or the patent strategist committed to success in its final legacy? Apple takes a lot of effort to preserve and utilize its IP for a competitive edge, from concealing trademarks and patent applications to launching legal proceedings for rival technology companies. Innovation is the Company's boast, yet originality and ingenuity may be undermined in the domain of technology. 3.2.3 Failures in the industry Steve Jobs was famous for his deep perfectionism in Apple's early days. Apple has developed the initial Macintosh computer for over three years because Jobs has asked for every aspect to be endorsed. This search for what he saw as perfection led him to terminate talented workers without reluctance to his aesthetics and scrape almost-finished projects that did not match his elegance requirements. While Steve's focus on detail and his unwavering determination undoubtedly helped the firm produce some of the world's finest technical products, his leadership style was less than desirable at the start. It negatively impacted the people who worked in the company. Ultimately, the behavior of Jobs and his internal power struggle over differences between himself and CEO John Sculley resulted in his withdrawal from the firm. This episode was catastrophic in the view of Jobs. 3.3 Products and services In addition to the line positioning, difference points, and target markets, this portion specifies the marketing projections and product objectives for Apple Inc. Apple Inc runs the consumer electronics market. The Company is one of the world's major mobile and personal computer manufacturers. Its renowned goods like Mac book, iPhone, iPad, tablets, and iPod make it a well-known choice. It now offers cloud solutions like I Cloud, iTunes Store, the Mac App Store, and IOS Store to extend its product portfolio (Lashinsky, 2012). The Company also sells various software for personal computers and smartphones such as OS X, iWork, or Life. This Company's central market is in the US and portions of North America. However, the Company has entered specific new needs successfully, including China, India, and Brazil (Sutherland, 2012). The brand also has confidence in its worth in European markets. The Company extended its product portfolio on the market, as

Environmental management is one of the critical problems this business has not handled adequately (Reilly, 2004). The goods of this Company are recognized to be very environmentally hazardous. The atmosphere is challenging with old handsets, computers and other goods. Apple Inc.'s global market activities provide a wide range of options. A vast untapped market in Third World nations is one of the opportunities this business has had. Stable economic development in the leading economies implies that this Company is increasingly able to extend its sales in nations like Europe and the US. With this economic development, customers will always spend enough on luxury products, like iPhones and iPads. In the market for superiority, the Samsung Galaxy Note 10.1 and the Apple iPad 3 compete. Some dangers are worth considering in this business (Phillips, 2012). The greatest threat that the Company confronts in this business is perhaps technology. It's a horror to see what specific competitors can achieve with the same technology. The tough competition of the other companies is another challenge to this Company. 4.2 Strengths of the Company Classes Product ranges - Apple offers a variety of products which makes it profitable. Mac, iPod, iPhone, iPad, Apple Watch, Apple TV, Software, Electric Vehicles, Apple Energy are among the product lines. Apple guarantees that it can give its consumers contemporary technology with this diverse portfolio. Some are cash cows, among these items. This indicates that these goods are the most popular product and earn the most income. The diverse portfolio also guarantees revenue stabilization. For a certain period, one product may fail, while at the same time, another might be sold well. Apple also controls the risks of product failure by offering a range of goods. Apple is exceptionally mindful of hiring honest and reassuring workers who work hard to assure quality when recruiting. Careful staff selection. Apple strives to identify those staff that is incredibly committed and idealist. "Apple seeks positive thinking people who do not say "no," people who can think out of the box, and people who can make it hard to achieve," according to

Forbes. Apple, therefore always remains high in quality and offers its consumers innovative and creative goods. This allows Apple to retain a strong image of the brand. New product development - Apple does not end when a final product is launched. Shortly after completion and launch, they begin working on producing a new product. By tracking the sales of your goods, they do not spend time. "We are already working on the next one when we debut a product. And perhaps the next, or the next." - Apple's CEO Tim Cook said. [5] This is one of the highest findings in our Apple Inc. analysis. Strong Brand Image — Apple has provided its customers and consumers with great products from the start. A customer purchased an iPhone without any internal difficulties for a long time. With this particular provision of quality, it has been well known for the brand. "Apple has as much worth as Microsoft," according to Forbes Magazine. Apple is placed #1 among the most beloved brands on its ranking. Computer World says: "Apple is the most successful corporation in history." "Apple's the world of the computer." Some facts were listed. Apple has created records, solved phone theft issues, and has a vast collection of apps on the market. Apple is one of the most valuable companies in history. Strength Financing – It has a solid financial base, enabling it to finance its investments and research to develop its products and services. Apple announced revenues of $74.6 billion in February 2015 and a quarterly profit of $18 billion in February 2015. The highest income in history is claimed to be. It has a lot of money as its income is kept. As of September 2016, it was worth USD 96 36 trillion. This retained income account can help you recover from any future financial downtime. It may also be utilized as support towards a more robust R&D department. 4.3 Weaknesses Price higher than other intelligent phones – Since Apple utilizes a pricing approach, the costs of Apple products are constantly outside the reach of the general public, mainly iPhones. The product prices were consistently higher on the market than any other well-known brand like

Samsung, HTC, etc. For middle-class folks, there is a large market. To retain its brand image, Apple avoids this area. Limitations - When you wish to link it with devices from different brands, it is not versatile. You cannot install the software from other sources than your suppliers on Apple iPhone. Fewer variations in the phone design - iPhone 1 and iPhone 7 don't change much regarding their appearance. Their first look didn't differ much. This provides the sensation that, years after years, identical items are used. Conversely, other manufacturers offer HTC, ASUS, and Samsung goods with distinctive and beautiful smartphones. The narrow line of products - We found the product line relatively limited in the vulnerability part of Apple Inc. SWOT. The same looks like iPhones with updated functions have been developed over the last decade. Niche Customer Target - The niche markets of a firm are tiny. In this example, the smartphone or computer industry is not significant in Apple's market. Apple Inc. targets mainly high-end consumers, which prevents medium-sized customers who are genuinely a large market. Niche Customer Target - The niche markets of a firm are tiny. In this example, the smartphone or computer industry is not significant in Apple's market. Apple Inc. targets mainly high-end consumers, which prevents medium-sized customers who are genuinely a large market. 4.4 Threats to the Company The Tablet and Smartphone Market potential – As I said before, demand for smartphones has decreased by 3% in smartphone sales. Some reasons appeared most significant. There are several reasons. This means that if a person gets a smartphone, they will use it for 2.5 to 3 years. No new grounds can be seen for spending a significant amount of money on a new mobile telephone while the current one works quite effectively. Selling the smartphone is slowed down.

New rivals - The most significant danger is emerging powerful competitors that provide a reduced rate of the same sort of items. Alternatives are available. Samsung offers both luxury items and inexpensive gadgets. Sony, Asus, and Nokia are also developing bigger competitors. Aggressive competition among Blue-Chip businesses, which makes the sector more competitive, is the rising number of Blue-Chip companies. China offers items of the highest quality at a meager price compared to Apple products. Imitation - The danger to renowned brands throughout history has always been significant. When Apple presents a new product, another company introduces a duplicate of a substitute product. Technology is sometimes robbed. Many counterfeit items are also available on the market. In the Chinese market manufactured by Chinese producers, 6 6 fake iPhones have been recently uncovered. 5.0 Product / Service 5.1 Product life cycle At this stage of its product life cycle, Apple's iPhone is growing. Quarterly profits from Apples continue to rise and exceed market forecasts. The iPhone continues year after year to surpass their competition and meet the expectations of the streets concerning the sales of products. In addition to beating the figures for items sold, the iPhone has increased sales to other nations beyond the US. In the first quarter of the fiscal year 2015, China was the largest consumer for iPhones. Apple virtually doubled its revenues over the last year due to the new arrangement with the Chinese. It is only the beginning of the iPhone that will become every successful smartphone. As soon as the firm keeps improving the product, the iPhone will continue to expand. One of the most delicate things ever produced by consumers is the design team at Apple. Once the product is no longer attractive to the consumer, it will enter the maturity stage. The iPhone is now a brand that must be owned and has the upper hand over many other smartphone manufacturers with its repeated buyers. As long as Apple continues to innovate and listen to the consumer, there is no reason why it will soon reach the mature stage.

6.0 Management Plan 6.1 Organizational Structure The structure of Apple's organization may be defined as hierarchical and functional. The founding member and former CEO Steve Jobs established such a framework to guarantee his creative ideas and clear corporate strategy were carried out in a concentrated way. Since Tim Cook took the leadership post in August 2011, Apple's organizational structure was subject to significant changes. In particular, Mr. Cook has to a certain extent, adopted a decentralizing decision-making approach to promoting innovation and creativity at many levels. The organization, however, remains mainly hierarchical. The format depicted in the following image now is the Apple organizational structure: Figure 1 Management structure The hierarchical structure of the organization. While Tim Cook brought significant modifications to Apple's business organization after reaching the highest position in 2015, the system remains very

hierarchical with numerous management layers. A large group of 132,000 full-time equivalent employees worldwide requires compliance with the hierarchical organizational structure. Apple's hierarchical organizational structure benefits from close control over all elements of the Company by top management. In addition, promotional possibilities encourage staff to do well, and the degree of competence and responsibility is evident. The hierarchical organizational structure of Apple on the negative side can make the Company flexible to adapt to changes in the global market environment. In addition, communication across various departments is less successful in hierarchical companies than in flat organizations. Intensive and successful partnership across different groups and divisions of Apple Inc. Apple Inc. The collaboration across the product groups is the outcome of each product within the Apple portfolio, such as iPad, iPhone, iPad, Apple TV, and iWatch. Apple Inc. is made up of eight board members with strong industry leadership backgrounds. Three acting CEO members and two past CEOs of multinational businesses are members of the Group. In addition to the established leadership, including former US vice president, Albert Gore Jr., the former Chief Financial Officer, and Corporate President, the Boeing Company, James A. Given the Company's problems, such as fast reducing technological goods life cycles and lowering the sales of iPhones, iPads, and Mac products, it may be claimed that Apple's organizational structure may undergo some adjustments in the medium term. More specifically, the structural components of the matrix organization structure and the design of the division organization may be included in Apple Inc. to improve the efficiency of new product development procedures. Another essential feature of the Apple structure is its functionality. Although the product-based grouping is, as mentioned above, a necessary part of the organization, senior vice presidents reporting to the CEO is responsible for the functions and not for products. For behemoths like Apple, the functional organizational structure is unusual, yet the tech giant benefits from contemporary corporate structure patterns. In particular, Apple's leaders of product divisions do not struggle for resources, unlike many other major firms.

Furthermore, the technology giant might disregard short-term financial goals while creating new products that need significant expenditures in functional organizational structures. Significantly, the compensation of senior R&D managers is based on the Company's economic success and not income from specific products. For this reason, Apple managers are called upon to treat the business as a whole, comparable to small business enterprises. 7.0 Marketing strategy The marketing strategy is a procedure that helps companies to focus their limited resources in the best possible ways to achieve a sustained competitive advantage and increase sales or profitability (Ferrell & Hartline). Apple's marketing approach is based on differentiated smartphone positioning. In addition to OS X, I Life, work, and professional software, Apple designs Macs, the world's most excellent personal computers. With its iPods and iTunes online store, Apple leads the digital music revolution. With its innovative iPhone and App Store, Apple has redesigned the mobile phone and defines the future of iPad mobile media and computing devices. They feel they are making amazing things on the planet's surface, and that doesn't change. They focus on innovation continually. They don't trust the complicated in the simple. They think that they require and only operate in markets where we can make a meaningful contribution, own and control the technology underpinning the items they produce. Thousands of projects think they say no, so that they may focus genuinely on the few that are essential and meaningful. We believe in our groups being involved and pollinated to create in a way that others do not. And honestly, in every group in the firm, we are no less than greatness, and we have the honesty to say if we are wrong and the bravery to change. And I believe that irrespective of who these ideals are in this firm (Sahoo, 2012).

7.1 Competitor Analysis There is no doubt that Apple is leading the way in both innovation and sales when it comes to the smartphone market. Apple has seized the market share of everyone, including its major rival Samsung, with its newest model iPhone 6S and 6S plus. In the smartphone business, Samsung became a powerhouse and was at the number one place until recently. With the debut of the iPhone 6 and 6 plus, however, all this has changed. The two new iPhones are available with a more prominent display, as the user wishes. Apple has managed the smartphone market in the United States in the last quarter of 2014 by gaining 48% of its market share. The second position was 38 percent for Samsung, followed by third place for Windows. In 2013 Samsung was the industry leader, so it is the most competitive smartphone business in Apple. FY14 smartphone sales Blackberry Windows Apple Samsung Apple will undoubtedly keep its number one place in the smartphone industry by bringing the iPhone into the business-to-business sector. 7.2 Target Market Apple is a product with a broad spectrum. They provide all users with innovation, creativity, and quality technology. Their products have various areas of demand. Their items, therefore, also establish their market objective. They have over 1.5 billion consumers, and their product release expands every year. Air Pods, Apple TVs, Apple Watch, iMac, iPad, iPhone, MacBook, etc., are the main hardware items available. At the same time, I Message, iMovie, iTunes, and more software applications can be found in these areas. So, how does the target market look like for Apple? Let's find out. Let's find it out (Wilkin, 2013). In terms of age, the age of loneliness is 22-55. This group is a market for the Company conveniently. However, the age dimension differs with various goods. Similar to clever, small gadgets, 20-45 age groups, are increasingly utilized. The age range 18-30 is used for iTunes, Apple Pay, the app store, and the iTunes store. And last but not least, consumers of apples, telephones, and accessories are from over 20-45 years of age.

Regarding gender, until 2011, the market itself was not controlled by gender. The user ratio for males and females was about 1:1 (53/48). But the number of male users rose fast, and soon almost 2:1. Soon. The current rate between male and female users is 60.8% and 39.2%. Therefore, the target market naturally expands in the male market. Apple focuses on the market for households or people between medium and high income. Research indicated that half of the users make $100,000 from home. Thus, Apple Inc's target market is unquestionably maintained among high-wage folks near to the norm. And the individual average income of a user is about $98,000, far greater than the standard demographics of gadget owners. Most of the consumers of Apple are highly educated thousands of years. They work and professionally have a social life. Apple Inc.'s primary target market is students, managers, professionals. Apple product consumers are generally 64% university graduates. We may say it is more affluent, better educated, and older than any other mobile phone customer since it offers a premium service. The company also targets young people, particularly young people, as a firm target market. For various reasons, the youthful market group uses iPods. Some of the causes are twitting, MSN, Facebook, music listening, and interacting with others. Various gaming applications meet the demands of young people. Apple targets university and university students. Students will rapidly capture their study notes using their goods, such as iPhones, MacBooks, and iPads. The letters are saved and arranged on such devices. In addition, Apple devices are low in weight, making it much easier to move from and to institutions. The items supplied by Apple Inc. are intriguing to business people. Apple gadgets, including MacBook, iPad, and iPhone, have a formal company quality to improve their usability. The devices are more efficient and easier to use in the finishing process. It is very straightforward and orderly to submit papers. Young children are also a critical Apple product target market. The rationale is because devices like iPads and iPods have accessible user

interfaces, as can be observed via the quality of the touch screen model. Download and teach small kids games is very easy. 7.3 Apple's marketing strategy distribution Apple has a brilliant retail configuration. In the US, there are around 450 shops. And these retail shops are so focused that they can enable the consumer to make it easy to use Apple instead of selling the goods and re-stuffing the product. The Apple genius bar has also been introduced. It is a walk-in service facility that can aid any client in MacBook, iPhone, or IPad difficulties. The retail and service departments operated by the firm are generally outstanding. Apple has also established business partners such as Ingram Micro and Redington to sell and distribute the brands alongside companies' storefronts. These business partners will acquire the brand in quantity and then promote the product. Therefore, Apple is present in various modern and premium retail locations and its retail outlets. Their retail partners are responsible for these stores. Apple's presence online e-commerce is excellent. The Company promotes most e- commerce platforms itself, as they know that the brand is in great demand. Besides this, the price penetration in Apple is significantly lower. Thus Channel partners and E-commerce platforms are glad too because they don't have to battle the price. Apple's total market reach is provided through the mix of retail, distribution, and e-commerce (Yoffie, 2012). 7.4 Apple's marketing plan promotions Apple is one of the most beautiful advertisers in newspapers in print advertising. Apple advertisements are generally seen in their messaging as clean and sharp. The background is white, and the print ad shows a sprinkling of colors introducing or distinguishing the item. This is one of the brand's great strengths. Apple is so distinguished that a wide variety of advertising is available, all designed to differentiate the items it offers. Print advertising is not all the same, even video commercials. They tell you a point that emphasizes the qualities of the goods. This is one of the brand's great strengths. Apple is so distinguished that a wide variety of advertising is

available, all designed to differentiate the items it offers. Print advertising is not all the same, even video commercials. They tell you a point that emphasizes the qualities of the goods. In general, when a new product starts, Apple advertisements and promotions are ten times used. The resulting buzz is so high that you cannot ignore it. And that excitement continues till the end of the product. Since the number of Apple goods is lower, it is clear that it wants to target every one of its items. Apple has a terrific online e-commerce presence. The majority of e-commerce platforms promote the brand itself as they know it is in high demand. In addition, price penetration in Apple is much lower, and thus channel partners and e-commerce portals are also glad since they do not have to battle for the cost. From your home page. Apple has total market reach with the mix of retail, distribution, and e-commerce 7.5 4Ps or marketing mix of Apple Inc. The marketing mix (4P) of Apple Inc. illustrates how it adapts its operations to the worldwide IT, consumer electronics, and online services market circumstances. A marketing mix of a firm includes strategies and techniques for carrying out a marketing plan. The marketing mix focuses on the 4P variables: product, location, promotion, and price. The marketing mix in this situation is particular to Apple's business technology. Apple Inc. utilizes a high-quality branding strategy. This strategy entails capitalizing on the premium brand and guaranteeing a strong brand image by all 4P aspects. Apple's prices, for instance, mirror its premium brand and its associated customer view that matches the high value and quality of its products. Such a market reaction, strengthened by suitable 4Ps, allows the company to maintain its broad profit margin. This helps meet the corporate vision and purpose declarations of Apple Inc. (Hangen, 2010). 7.5.1 Price This factor in the marketing mix influences the company's outputs. In this example, the product mix from Apple consists of items and services categorized as or involving IT. However, the firm continues to grow

its product mix, allowing non-IT items to be included in this 4P aspect. The Mac product range comprises computers of different sizes for various market sectors, including desktop and laptop. On the other hand, mobile devices with some comparable Mac products have iPad, iPhone, iPod, and APPLE Watch. The fact that the firm works in consumer electronics items is evident in its marketing mix. The Digital Content product line comprises digital music, movies, e-books, and games under the company's current strategic management strategy. Apple TV, mobile applications, among other things, through digital content. 7.5.2 Product distribution Selecting the right areas or locations where the firm distributes its products includes this aspect of the marketing combination. The business case of Apple Inc. includes companies and other parties authorized by Apple Inc. to distribute its goods. In the distribution plan of Apple, the following sites are included:  Locations in the Apple Store  Company's desktop and mobile websites and online shops  Sellers’ licenses  Companies of telecommunications Apple has a clever store configuration. In the United States, it has about 450 shops. The department stores are so focused that they enable the consumer to comfortably use Apple rather than sell the goods and fill the product in the throat of their clients. Apple has also created a walk-in service center, Apple Genius Bar, which can aid any client in MacBook, iPhone, or IPad difficulties. The retail and service locations operated by the firm are generally excellent. Apple has placed business partners such as Ingram Micro and Redington in charge of the sales and distribution of brands and corporate ownership shops. These trading partners would acquire the brand in quantity and distribute it on the market. Apple is therefore found in various modern and premium retail establishments in addition to its retail locations. The retail partners are responsible for these shops.

7.5.3 Product promotion This marketing mix factor defines the communication techniques used by the firm to achieve their target customers, also called the marketing communication mix. Apple Inc. advertises its products in numerous ways through multiple channels and parties. The firm stresses the premium brand image and quality of its products while addressing this 4P aspect. Promotion merely sensitizes clients about the products and services of the firm. Apart from relationships and personal sales, it advertises its products or services through numerous avenues. In terms of private sales, clients in Apple stores are provided with the information they need on business products and services in a well- trained, lively, and very instructive manner. These sellers additionally convince potential clients to acquire the items of the firm. Apple can nonetheless enhance its brand recognition through partnerships with brands or celebrities. These persons have a well-known public and can promote the products and services of the firm. The Marketing Mix of Apple Inc. is advertising on Google's digital advertising network and websites for technology news. The firm is committed to promoting Apple goods through collaborations with different notable Web sites. In addition to this, Apple Shop staff are using personal sales to convince store visitors to purchase product-specific information. 7.5.4 Place Where the firm sells its products and delivers its services, the location within the marketing mix is. By using several distribution channels, Apple aims to make its products available to everyone. "The Company distributes its products through its retail locations and online shops globally, and through its direct sales force and cellular network operators, distributors, merchants, and resellers," according to Apple's 10-k form (Apple, 2018). However, the firm should grow its retail shops, especially in Africa, where very few are available, given the enormous want for Apple products. The firm can also collaborate in other countries, other than America, with third-party cellular network providers so that the items can be freely accessible to customers. In addition,

the firm can also collaborate in countries other than America with third-parties mobile network providers to enable users to access the goods. 8.0 operations plan For the next ten years, Apple Inc. has had essential goals. The three main aims are to reach the middle-income class through a new product line, improve service offerings, and improve the distribution network. By targeting low-income workers, the firm will improve its revenue base. It is already implemented, and in the next five years, the project will be implemented (O'Grady, 2008). This action is intended to improve the company's revenue base. In addition to the items it presently sells, the firm wants to enhance its service offering. Apple Inc. is now providing two services, including Apps, iTunes, and Apps. The firm will increase its income base and diversify its goods and services on the market by extending services such as financial services, Apple TV, and Apple Music. Finally, via the collaboration of various retail locations, the firm wishes to increase its distribution network. This method will provide simple access to enterprise products, leading to more income and firm profitability (Bach, 2007). 9.0 Financial analysis The financial overviews of Apple regarding marketing efforts are explained in this section. In 2018, net sales climbed 16% or €36.4 billion, as compared to 2017, due to hipper net sales of iPhones, services, and other products, according to Apple's 2018 Form 10-K. In addition, in each of the geographically reported categories, the firm's net sales rose year on year. Apple launched a new $100 billion return-capital program in May 2018, and in May 2018, Apple boosted its dividend from $0.63 to $0.73 per share. In 2018, it spent $73.1 billion repurchasing shareholdings of its ordinary stock and dividend equivalents and $13.7 billion in dividends equivalents (Apple, 2018) With a net profit of $53.4 trillion, Apple declared the most significant gain in its history. The newest set of data available for the fiscal year 2015, the overall revenues of the entire year of Apple totaled $233.7 Billion, and net revenues nearly reached $53.4 billion, up 26 percent from last year's total

sales of $39.5 billion, as indicated in Apple's 10-K financial reports. This has been driven by the growth of various products and services on the worldwide market. The enormous growth in iPhone 6 and iPhone 6 in recent years has pushed the increase in sales. The product has proved to be a landmark in the mobile device sector, dominating the Samsung and Nokia market. This was motivated by the nature of the product since many people throughout the world appeal to the style and application features. The firm has also provided the marketing department with a lot of resources. As a result, market share has risen in overseas markets, and sales of iPhones and sales have also increased. This is obvious because overseas sales of miscellaneous items generated 62 percent of the Company's overall income. This demonstrates that the world market is changing with more individuals wanting to get apple products. Other goods, such as the Apple watch and mac, have also been sold. These goods have also contributed substantially to the Company's substantial success by increasing its sales. After the last quarter of 2015, the Mac was released with excellent new features attracted worldwide by technology fans. This means that this year it has a great deal of potential to achieve higher results. This might lead to more significant product revenues and favorable outcomes for 2016. Apples' asset return and net profit margin ratios grew by almost 1.3 percent apiece in 2015 compared to the previous year. Asset sales in 2015 were the same as in 2014, while stock sales grew somewhat in 2015, explaining that the firm was doing very well compared to 2014. But 2013 saw a modest improvement in assets and inventory turnover compared to 2015. This is why it expanded in 2013 in the acquisition of more inventory. These stocks were conducive to the Company's future success. As the Company concentrated more on the production process, inventories decreased in 2014. This work led to the 2015 Mac computer manufacturing, an enormous increase in sales in the firm. The year 2015 saw the manufacturing of the world's hits in iPhone 6 and iPhone 6S. 2015 was a busy year for the firm, leading to the launching of new goods on the market and establishing future companies leading to the company's development (Heracleous, 2013).

Figure 2 Balance sheet 9.1 Revenue from past sales In the trimester between September 2005 and September 2014, Apple has steadily increased its sales revenues. The 10-year rise in income is 7.08% (Sep 05 revenue was $13931 and Sep 13795 was $182795). (Guru Focus, 2015). The constant rise in income is mainly due to strong pricing and promotional strategies consistent with the firm's values.

9.2 Projections for five years In the next five years, the experts after Apple predict the firm to expand at an average annual rate of around 13, 97 percent in 2015 in terms of revenue per share. In the year under review, industry analysts estimate that their income would rise by approximately 39.95% compared to the previous year's statistics. In the current financial year, the growth rate of earnings is anticipated to be 6.04 percent. Figure 3 Growth projection 9.3 Capital Source The Board and the CEO are primarily accountable for decision-making, while main activities encompass sponsors, purchases discovery, marketing, and supplier connections. Apple, Inc. can present the idea to its investors and the board of directors about long-term investment capital project such as the acquisition of Netflix since this will have a direct impact on financial stability because of the price per stock of its investors ($183.64; a total of$53 billion) (Nasdaq, 2017). The firm can thus also issue stocks and bonds and acquire extra funding because the debt will need more significant expenditure. In addition to high risk, but the price per share of

Apple is relatively high ($159.6), and it is fair to utilize it as a vehicle for financing generation (60%) and debt (40%). (MarketWatch, 2017). It is, therefore, logical to rely on that notion as it will contribute to boosting capital project profitability. 10. Plan for Implementation Apple should contemplate the spectacular development of changing product offers in the amount to which the organization's financial performance (PC) is worried. The organization should carry out inventive improvements in design and usefulness. This must be done to assure the reliability of a variety of goods and customer dependency. Buyers should be convinced that Apple's PCs are more efficient, effective, and competent than Dell, HP, or other prospective rivals through innovative use. As McGrath points out, the system of an organization should face market competition and be able to change products for profitability (McGrath, 2013). Therefore, it is possible to use budgetary exposures to reflect Mac PC's deception so far as rivalries are concerned. This is the most significant way to update and evaluate the overall system of a company. 11. Conclusion and Recommendations In this SWOT analysis, internal and external variables show Apple Inc. has strong strengths to respond to the organization's weaknesses successfully. The firm may also take advantage of such strengths, such as the growth of its distribution network for consumer goods. In addition, the firm can effectively create and launch new technological product lines with its strong brand image and quick innovation procedures. However, Apple faces threats to aggressive rivalry, imitation, and distribution of digital content services, which pose challenges to participants worldwide for consumer electronics, computer hardware, and software. Based on the strategic concerns revealed in this SWOT analysis by Apple Inc., the advice is that the firm develops its goods further aggressively and rapidly. Technological innovation decreases imitation's harmful consequences. In addition, Apple is suggested that its manufacturing processes be further automated and that the manufacturers' automation be supported to offer a solution to growing labor costs. Also, collaborations with other suppliers are recommended to enhance the total market reach of consumer e-products.

Although the Company is a significant focus on PC devices and the linked goods, certain companies – particularly those in control and assessment – could be considered business practices by Apple Inc. The Company should adopt iPads, as part of the review, by reverting to the structure and utility of the working framework. Evaluation should be carried out to ensure that clients can access the essential aspects of different brands (Spender, 2014). Apple should nonetheless aim to shift the game against competitors in the business sector. In the Apple Pay story, the New York Times recommends the international movement for innovation to drive Apple Pay to enable customers to access mobile telephones alone (Isaac, 2014). The business should essentially make progress with iPads by thoughtful selections that its customers can regularly use. The gadget should be given a more substantial role in the most critical marketplaces, with variety and vast business. This control will ensure that the iPad becomes a player in the overall execution of Apple.

12.0 References Bach, B. (2007). Implications of Enabling Technologies for Apple Inc. BoD–Books on Demand. Bajarin, T. (2012). Three ways Apple sets itself apart from the competition. Retrieved June 17, 2015, from http://techland.time.com/2012/07/30/3-things-that-set-Apple-apartfrom-the-competition/ Cornille, A., Gladieux, P., Smulders, M. J., Roldan-Ruiz, I., Laurens, F., Le Cam, B. ... & Giraud, T. (2012). New insight into the history of domesticated apple: secondary contribution of the European wild apple to the genome of cultivated varieties. PLoS genetics, 8(5), e1002703. Duan, N., Bai, Y., Sun, H., Wang, N., Ma, Y., Li, M. ... & Chen, X. (2017). Genome re-sequencing reveals the history of apple and supports a two-stage model for fruit enlargement. Nature Communications, 8(1), 1- 11. Denardi, F., Kvitschal, M. V., & Hawerroth, M. C. (2019). A brief history of the forty-five years of the Epagri apple breeding program in Brazil. Crop Breeding and Applied Biotechnology, 19, 347-355. Finkle, T. A., & Mallin, M. L. (2010). STEVE JOBS AND APPLE, INC. Journal of the International Academy for Case Studies, 16(7), 31. Gamble, J., Peteraf, M. A., & Thompson, A. A. (2015). Essentials of Strategic Management: The Quest for Competitive Advantage. Gillam, S. (2008). Steve Jobs: Apple icons: Apple icon. ABDO. Guru Focus. (2015). Apple Inc. Retrieved June 17, 2015, from http://www.gurufocus.com/financials/AAPL&affid=45223 Hangen, N. (2010). Seven key strategies that you must learn from Apple’s marketing. Retrieved June 17, 2015, from https://blog.kissmetrics.com/7-strategies-Applemarketing Heracleous, L. (2013). Quantum strategy at apple inc. Organizational Dynamics, 42(2), 92-99. Isaac, Mike. (9th September 2014). With Apple Pay, a Push Into Mobile Payments. New York Times. Retrieved from Johnson, K., Li, Y., Phan, H., Singer, J., & Trinh, H. (2012). The Innovative Success that is Apple, Inc.

http://www.nytimes.com/2014/09/10/technology/Apples-ambitious-bet-beyondthe-devices.html?_r=0 Lashinsky, A. (2012). Inside Apple: How America's most admired--and secretive--company works. Hachette UK. Lusted, M. A. (2012). Apple: The Company and Its Visionary Founder, Steve Jobs: The Company and Its Visionary Founder, Steve Jobs. ABDO. Malynovska, A. Y. (2019). Features of company management by the example of Apple Inc. McGrath, R. G. (2013). The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business. Boston, Massachusetts: Harvard Business Review Press. Nasdaq. (2015). Apple inc. Analyst forecasts earnings growth. Retrieved June 17, 2015, From http://www.nasdaq.com/symbol/aapl/earnings-growth Phillips, J. (2011). Project Management for Small Business: A Streamlined Approach from Planning to Completion. AMACOM Div American Mgmt Assn. Purcher, J. (2014). Apple’s value proposition is still the best in the industry. Retrieved June 17, 2015, from http://www.patentlyApple.com/patentlyApple/2014/03/Apples-value-proposition-is-still- the-best-in-the-industry.html Rawlinson, N. (2015). History of Apple: how Apple came to lead the tech industry. Retrieved June 17, 2015, from http://www.macworld.co.uk/feature/apple/historyof-apple-steve-jobs-3606104/ Sahoo, D. (2012). Strategic Change of Campaign at Apple Inc. View at, 5(2), 38. Spender, J.-C. (2014). Business Strategy: Managing Uncertainty, Opportunity, and Enterprise. Oxford: Oxford University Press Sutherland, A. (2012). The story of Google. The Rosen Publishing Group, Inc. Wilkin, C. (2013). FT Essential Guide to Writing a Business Plan: How to Win Backing to Start Up or Grow Your Business, Vaughan Evans. Teaching Business & Economics, 17(1), 26. Yoffie, D. (2012). Apple Inc. in 2012, John Wiley & Sons Publishers, Hoboken.