Here's the continuation of the case study after the two images I attached.________________________________________________________________access to their phones to utilize the AR feature. iOS 11 was released at the end of September 2017. Analysts had predicted a mammoth upgrade “supercycle,” fueled in part by rumors of major form-factor changes such as a cutting-edge OLED (organic light-emitting diode) screen. The new phone was designed to support both augmented reality and virtual reality technologies, as well as artificial intelligence. On September 12, 2017, CEO Cook took the stage at the Steve Jobs Theater in Apple Park, the company’s new $5 billion campus, to launch the new line of phones. These devices included the iPhone 8 ($699) and iPhone 8 Plus ($799). The special-edition iPhone X, starting at $999, reflected Apple’s strategy of charging its most brand-loyal customers premium prices for hardware upgrades as the smartphone category entered the mature phase of the product life cycle. In 2018, the company launched HomePod, a $349 home speaker powered by Apple’s Siri voice assistant. Within the tech industry, some viewed the HomePod as Apple’s “late-to-the-game” response to Amazon’s wildly popular Echo digital assistant. Echo’s artificial-intelligence capabilities allow it to respond to the vocal prompt “Alexa,” followed by a verbal command or question. Despite the fact that Amazon commands roughly 70 percent of the market, Apple CEO Cook insists that the key to HomePod’s success will be a feature Echo lacks: high-quality music playback capability. “We’re hitting on something people will be delighted with. It’s gonna blow them away. It’s gonna rock the house,” Cook says._______________________________________________________________And these are the questions of the study. Kindly answer all these questions based on the concept of standardization and adaptation of global marketing. Explain all your answers in 8-12 paragraphs using simple terms. Thank you. 1-19. Are you an iOS user or an Android user? Which brand of smartphone did you buy, and why?1-20. Do you think Apple can continue to grow by developing breakthrough products that create new markets, as it did with the iPod, iPhone, and iPad?1-21. How has Samsung’s global marketing strategy enabled it to compete so effectively against Apple?1-22. Assess the prospects for the global success of HomePod.1-23. Do you think Apple should develop self-driving cars (i.e., hardware) or focus on self-driving systems (i.e., software)?1-24. Which uses for an AI-enabled iPhone can you think of?1-25. More than 1.3 billion Apple devices are in use worldwide. The company’s goal is to achieve 100 percent renewable energy and to generate and source 4 gigawatts of new clean energy by 2020. Dig deeper: What is the update on this initiative? Conduct some exploratory research, and write a short essay or present a brief oral report on your findings. Remember to cite your sources! CASE 1-3Apple versus Samsung: The Battle for SmartphoneSupremacy Heats UpSteve Jobs died in October 2011, the world lost one of thetowering figures of the modern business era (see Exhibit 1-14).Apple, the company Jobs cofounded, was a pioneer in the consumerelectronics world; its key product introductions included the Apple II(1977), the Macintosh (1984), the iPod and iTunes (2001), the AppleStore (2001), the iPhone (2007), and the iPad (2009). At the time ofJobs's death, Apple was the most valuable tech company in the world.By September 2012, Apple stock had soared to record levels, withits price briefly rising above $700 per share. In addition, Apple hadamassed more than $100 billion in cash, most of it held abroad asforeign earnings. Meanwhile, once-dominant tech industry giants suchas Nokia, Sony, Dell, and BlackBerry were struggling.Despite strong 2012 sales for the iPhone 5, industry observersegan to wonder whether Apple's hot streak of hit product introduc-tions was starting to cool. Apple's reputation was based on its provenability to disrupt existing markets (e.g., the music and telecommunica-tions industries) and to create new markets through the introductionof technical and design innovations. However, some viewed the 2012launch of the iPhone 5 as an evolutionary step rather than a revolution-ary breakthrough. In fact, many consumers opted to buy the slower,cheaper iPhone 4 or 45 rather than upgrade to the iPhone 5. WithoutJobs, who was considered by many to be the heart and soul of thecompany, were Apple's best days behind it?The Competitive ThreatAs growth in the key smartphone sector began to slow, Apple's mostformidable competitor was Samsung Electronics, a division of Koreanindustrial giant Samsung Group, whose products range from semicon-ductors to household appliances to smartphones. Samsung's popularGalaxy series of phones are powered by Android, an operating systemdeveloped by Google. Some Galaxy models, including the Galaxy Note(also known as a "phablet"), have larger screens than the iPhone-apoint of difference that has helped drive sales of those devices. TheCHAPTER 1. INTRODUCTION TO GLOBAL MARKETING 35Exhibit 1-14 Apple cofounder Steve Jobs wore many hats during his illustri-ous career, including inventor, entrepreneur, CEO, and visionary technolo-gist. He was also a master showman, a storyteller, and marketing genius.His appearances at product launches are the stuff of legend, and under hisguidance Apple's must-have products including the iPod, the iPhone, and theiPad-were, simply put, the epitome of "cool."Source: Paul Sakuma/Associated Press.rivalry between Apple and Samsung has been heated, with the twosides squaring off in court over alleged patent infringement.China and Europe are two of Samsung's key markets; in 2012,the company launched the Galaxy S III in Europe. In 2013, however,Samsung staged a lavish event at Radio City Music Hall in New York tolaunch the Galaxy S4. Why the change? As J. K. Shin, the executive incharge of Samsung's mobile business, noted, "We're a global player inthe smartphone market and a global company, and the U.S. is an impor-tant market for us.... I'm not satisfied with our U.S. market share."In many developing countries, there is strong demand for inexpen-sive mobile phones. Some Android-based models from Samsung andother companies sell for much less than Apple's cheapest models. Formany years, Apple did not offer a lower-cost version of the iPhone. Inthe United States, wireless carriers such as Verizon and AT&T subsidizedthe price of the iPhone for consumers who signed multiyear servicecontracts-a factor that explained why an American iPhone 5 sold for$199. By contrast, in other countries consumers paid the full, unsubsi-dized price of the iPhone but were not tied to a contract. Moreover, theiPhone 5 was the same in every world market. By contrast, Samsungmade several versions of the Galaxy S4-using different processors, forexample-to suit the needs of different regions.Not surprisingly, smartphone makers are setting their sights onChina, India, and other emerging markets. For example, Greater China,which includes China, Hong Kong, and Taiwan, is now Apple's second-largest market. In 2013, Cook announced that China Mobile, the larg-est carrier in the region and the world's largest carrier overall, wouldbegin selling the iPhone. Apple faces strong competition from localcompetitors such as Oppo and Xiaomi; Oppo's R9 bested the iPhone6 as the top-selling smartphone in 2016. Distribution is critical, andCook is aggressively expanding the number of outlets in China thatsell iPhones.As growth in China and Europe slows, India, the number 2 smart-phone market, is becoming increasingly important. Here, however,Apple's 3 percent market share means that it lags far behind Samsungand Chinese producers in terms of smartphone shipments. Two-thirdsof the phones sold in India cost less than $180. By contrast, Indian con-sumers pay about $300 for an iPhone 5S, the older model that Applelaunched in 2013. These devices are sold through small, independentretailers; for entry-level buyers, Apple's Web site offers only the iPhoneSE and iPhone 6. In May 2017, Apple began manufacturing the SE inIndia, bringing the price down to approximately $325. Local manufac-turing will also allow Apple to open its own flagship stores in India.Famously, Steve Jobs downplayed the importance of formal mar-ket research, saying that consumers don't know what they want. Bycontrast, Samsung Electronics relies heavily market research; it has60,000 staff members working in dozens of research centers in China,Great Britain, India, Japan, the United States, and elsewhere. Samsungdesigners have backgrounds in such diverse disciplines as psychology,sociology, and engineering. Researchers track trends in fashion andinterior design. Also, Samsung spends more advertising and promo-tion than does Apple.The Post-Jobs Era BeginsIn the months following Jobs's death, Cook made a number of key stra-tegic decisions. For example, he authorized the introduction of the iPadmini, a product that Jobs had opposed. It quickly became a bestseller. 36 PART 1. INTRODUCTIONIn fall 2013, in conjunction with the launch of the iPhone 5s and iOS 7,a long-rumored lower-priced iPhone model was unveiled. The iPhone5c featured a plastic case and was available in several colors, the pricewas approximately $100 lower than that of the new iPhone 5s. The 5cwas designed to appeal especially to consumers in emerging marketswho could not afford a top-of-the-line smartphone.China represented a major opportunity, with a catch: Estimates ofthe market's potential were tempered by the rapid emergence of low-costhandsets from Chinese manufacturers such as Xiaomi. As Cook noted inan interview with Bloomberg Businessweek, "We never had an objectiveto sell a low-cost phone. Our primary objective is to sell a great phone anda great experience, and we figured out a way to do it at a lower cost."Cook made key personnel decisions as well. Scott Forstall, theexecutive in charge of iOS mobile software, was fired. In his place,Cook named chief designer Jonathan Ive and software executive CraigFederighi. Going forward, Ive, who had been senior vice president forindustrial design, will be responsible for the "look and feel"-in otherwords, the user interface-for the iPhone and iPad. When Cook, Ive,and Federighi appeared together on the cover of Bloomberg Business-week in fall 2013, commentators noted that Steve Jobs would havenever shared the spotlight in this manner. In another key appoint-ment, Angela Ahrendts, the highly regarded CEO of Burberry PLC,was recruited to take over Apple's retail operations.Apple's Marketing Communications ProblemCook and his team also addressed the issue of Apple's marketing com-munications. It was widely reported that Phil Schiller, Apple's senior vicepresident for global marketing, was concerned that Apple's advertisinghad lost its edge. Apple had a long-standing relationship with a singleagency: Los Angeles-based Chiat/Day, which had created the legend-ary "1984" television spot that launched the original Macintosh. Inthe 1990s, that agency, now known as TBWA/Chiat/Day, created theiconic "Think Different" campaign. However, a "Genius Bar" campaigntimed to coincide with the 2012 Olympics was deemed a failure. In asubsequent e-mail to TBWA, Schiller admitted that he was impressedby arch-rival Samsung's 2013 Super Bowl ad; by contrast, he noted,Apple was "struggling to nail a compelling [creative] brief on iPhone."The marketing issue was pushed to the forefront during the Acad-emy Awards broadcast in spring 2014. Oscar host Ellen DeGeneres tooka star-studded selfie (featuring Bradley Cooper, Jennifer Lawrence, andBrad Pitt, among others) with a Samsung Galaxy phone and posted it onTwitter. The post then made social media history after being retweetedmore than 3.5 million times. It turns out that DeGeneres is an iPhoneowner; however, Samsung had paid $20 million to sponsor the broad-cast. Although there was some disagreement among industry insidersabout the monetary value the publicity the stunt generated, most agreedthat Samsung had gotten the better of Apple. Writing in Advertising Age,Mark Bergen summed up the situation bluntly when he noted, "Samsungis simply out-innovating its archrival when it comes to marketing."Spurred into action, Cook and Schiller authorized the formationof an in-house advertising agency at Apple. The company is hiring toptalent from some of the ad industry's best agencies to staff it. The in-house team has been tasked with creating new ads, it will competeagainst TBWA/Media Arts Lab, as TBWA is now known, in a processknown as a "creative shootout." Schiller has also beefed up Apple'sroster of agencies that specialize in digital marketing.CEO Tim Cook Asserts HimselfBy mid-2014, it was clear that CEO Tim Cook was stepping out ofthe shadow of his legendary predecessor (see Exhibit 1-15). In a movedesigned to make Apple's common stock more affordable to investors,Cook authorized a seven-for-one stock split. Simply put, if an investorheld 50 shares of the stock at a price of, say $500 per share before thesplit, after the split the investor would have 350 shares of stock pricedat $71.43 per share.In May 2014, Cook announced that Apple was acquiring BeatsElectronics for $3 billion. The deal brought two more key personnelinto the Apple fold-namely, hip-hop star Dr. Dre and music mogulJimmy lovine. The two had founded Beats in 2006 to market premiumheadphones; by the time the deal was announced in May 2014, theduo had also launched an online music streaming service, Beats Radio.Both Dre and lovine were added to the roster of Apple executives, andit was expected that their close ties to the music industry would be anasset. Moreover, the deal reflected the growing importance of wear-able technology; many believed that "fashion electronics" productssuch as Beats' $399 headphones were poised for explosive growth.In September 2014, CEO Cook and his team introduced the iPhone6 and iPhone 6 Plus, both of which featured larger screens than earlieriPhones. Apple Pay, a key feature of the new devices, promised tousher in a new era of secure mobile payments. Cook also presidedover the launch f a new wearable device, the Apple Watch, in 2015.In 2016, the iPhone 7 and the larger iPhone 7 Plus went on sale.Their launch coincided with the recall of Samsung's Galaxy Note 7,a situation that helped drive sales and revenues at Apple. Even so,trouble spots were apparent. In China, for example, Apple's handsetswere losing ground to local brands including Huawei, Oppo, and Vivo.Even as the iPhone continued to generate significant profits, Cookset the strategic goal of doubling revenues from Apple's services busi-ness, including the App Store and Apple Music, to $50 billion by 2020.To help achieve that goal, Apple began to experiment with originalvideo programming. As Apple Music chief Jimmy lovine said, "A musicservice needs to be more than a bunch of songs and a few playlists. I'mtrying to help Apple Music be an overall movement in popular culture."Among its projects: Carpool Karaoke, based on talk show host JamesCorden's popular feature, and Planet of the Apps from will.i.am.Apple and Autonomous CarsIn 2014, word began to circulate that Apple was developing autono-mous-driving technology for a new generation of automobiles. ProjectTitan, as the initiative was known, involved machine learning, artificialintelligence (AI), and other advanced technologies. Established auto-makers, including Ford and GM, were also speeding up their devel-opment efforts in this area in order to catch industry pioneer Tesla.For example, GM acquired Cruise Automation, an autonomous-carstartup; GM has also deployed more than 300 Chevrolet Bolt EVs. Fordinvested $1 billion in Argo Al. Meanwhile, other tech companies werejumping into the fray. Waymo, a division of Google, has been workingon driverless-car technology since 2009. In 2016, Waymo launched apartnership with Fiat Chrysler Automobiles (FCA). Ride-sharing pioneerUber also has projects in development.The iPhone Turns 10In 2017, anticipation was running high for the 10th-anniversary edi-tion of Apple's iconic iPhone. At Apple's Worldwide Developers confer-ence in June 2017, Apple launched ARKit, a technology platform thatenables developers to create new apps for the next-generation iOS 11.LEGO and IKEA are two of the first companies to develop augmented-reality (AR) apps. The IKEA app, for example, allows furniture shoppersto use the iPhone's camera to visualize 3D images of IKEA furnituresuperimposed on different rooms in their homes and apartments. Someindustry observers also predict that Apple will build AR technology andsensors into eyeglasses, in which case users would not need to have

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Here's the continuation of the case study after the two images I attached. ________________________________________________________________ access to their phones to utilize the AR feature. iOS 11 was released at the end of September 2017. Analysts had predicted a mammoth upgrade “supercycle,” fueled in part by rumors of major form-factor changes such as a cutting-edge OLED (organic light-emitting diode) screen. The new phone was designed to support both augmented reality and virtual reality technologies, as well as artificial intelligence. On September 12, 2017, CEO Cook took the stage at the Steve Jobs Theater in Apple Park, the company’s new $5 billion campus, to launch the new line of phones. These devices included the iPhone 8 ($699) and iPhone 8 Plus ($799). The special-edition iPhone X, starting at $999, reflected Apple’s strategy of charging its most brand-loyal customers premium prices for hardware upgrades as the smartphone category entered the mature phase of the product life cycle. In 2018, the company launched HomePod, a $349 home speaker powered by Apple’s Siri voice assistant. Within the tech industry, some viewed the HomePod as Apple’s “late-to-the-game” response to Amazon’s wildly popular Echo digital assistant. Echo’s artificial-intelligence capabilities allow it to respond to the vocal prompt “Alexa,” followed by a verbal command or question. Despite the fact that Amazon commands roughly 70 percent of the market, Apple CEO Cook insists that the key to HomePod’s success will be a feature Echo lacks: high-quality music playback capability. “We’re hitting on something people will be delighted with. It’s gonna blow them away. It’s gonna rock the house,” Cook says. _______________________________________________________________ And these are the questions of the study. Kindly answer all these questions based on the concept of standardization and adaptation of global marketing. Explain all your answers in 8-12 paragraphs using simple terms. Thank you. 1-19. Are you an iOS user or an Android user? Which brand of smartphone did you buy, and why? 1-20. Do you think Apple can continue to grow by developing breakthrough products that create new markets, as it did with the iPod, iPhone, and iPad? 1-21. How has Samsung’s global marketing strategy enabled it to compete so effectively against Apple? 1-22. Assess the prospects for the global success of HomePod. 1-23. Do you think Apple should develop self-driving cars (i.e., hardware) or focus on self-driving systems (i.e., software)? 1-24. Which uses for an AI-enabled iPhone can you think of? 1-25. More than 1.3 billion Apple devices are in use worldwide. The company’s goal is to achieve 100 percent renewable energy and to generate and source 4 gigawatts of new clean energy by 2020. Dig deeper: What is the update on this initiative? Conduct some exploratory research, and write a short essay or present a brief oral report on your findings. Remember to cite your sources!