Apple Inc.

Contents Abstract 3 Introduction 3 Apple’s Methodology (Steve Jobs’ Methodology): 3 Vision of the future 3 Objectives of study: 4 Data Analysis: 4 Business Strategy of Apple inc. 4 Operating System of the Company 5 Economic growth of Apple Inc. 6 Unit Sales of iPhone in 2011-2012 : 7 Apple computer company statistics: 8 Total annual revenue: 9 Total financial asset: 10 Sales of Share: 10 Revenue Contribution from the Divisions of Apple Inc: 11 Impact of Apple Inc in Home country and Host Country 12 Retail Store visitors of Apple Inc: 13 The Marketing System of Apple Inc 14 A. The company’s market and market orientation: 14 Macro environmental forces that shape the marketing environment: 14 Micro environmental forces: 15 SWOT Analysis : 15 Market Segment: 16 Target market: 16 Targeting strategy and -positioning strategy: 16 The environmental changes: 16 B. The chosen product: 17 Service of Apple Inc: 17 Marketing mix: 17 Changes in the next 5 to 10 years: 18 Why buy from the particular supplier: 18 Management System of Apple Inc 18 System Advantages 19 System Objectives 20 Implementation: 21 References : 21

APPLE INC Abstract
Apple is the world 's second-largest information technology company by revenue after Samsung Electronics, and the world 's third-largest mobile phone market after Samsung and Nokia. Fortune magazine named Apple the most admired company in the United States in 2008, and in the world from 2008 to 2012. However, the company has received criticism for its contractors ' labor practices, and for Apple 's own environmental and business practices. Apple (AAPL) is unique among the world 's mega caps due in part to the company 's extraordinary rates of revenue growth and extraordinary rates of revenue growth matched with consistently high gross margin .
Introduction
Apple Inc., formerly Apple Computer, Inc., is an American multinational corporation headquartered in Cupertino, California that designs, develops, and sells consumer electronics, computer software and personal computers. Its best-known hardware products are the Mac line of computers, the iPod music player, the iPhone Smartphone, and the iPad tablet computer. Its software includes the OS X and iOS operating systems, the iTunes media browser, the Safari web browser, and the iLife and iWork creativity and production suites. The company was founded on April 1, 1976, and incorporated as Apple Computer, Inc. on January 3, 1977. The word "Computer" was removed from its name on January 9, 2007, reflecting its shifted focus towards consumer electronics after the introduction of the iPhone.
As of November 2012, Apple maintains 394 retail stores in fourteen countries as well as the online Apple Store and iTunes Store. It is the second-largest publicly traded corporation in the world by market capitalization, with an estimated value of US$414 billion as of January 2013. As of September 29, 2012, the company had 72,800 permanent full-time employees and 3,300 temporary full-time employees worldwide. Its worldwide annual revenue in 2012 totalled $156 billion.
Apple’s Methodology (Steve Jobs’ Methodology):
Vision of the future
Steve Jobs was a person of huge vision.
He believed that the computer was eventually going to become a consumer product. That was an outrageous idea back in the early 1980 's.
He felt that the computer was going to change the world.
The most recent example of this ability to know what people might need is the Tablet PC. At the end of our article, the links show the reaction of some journalist to the announcement of this new object: "People do not need a Tablet PC." Sales prove otherwise.

The secret of Apple 's success according to Steve Jobs: Just a few products.
Objectives of study:
The objectives of this project paper are as follows: 1. To present the business strategy of Apple Inc. 2. To present the operating systems of Apple Inc. 3. To present marketing and management strategy of the company.

Data Analysis:

The statistical tools that have been used in the study are- a) Trend analysis: For trend analysis, time series analysis has been used. b) Standard deviation has been used for measuring dispersion from the mean result. c) Regression is used to identify the relationship among the variables. Business Strategy of Apple inc.
The Company is committed to bringing the best user experience to its customers through its innovative hardware, software, peripherals, and services. The Company’s business strategy leverages its unique ability to design and develop its own operating systems, hardware, application software, and services to provide its customers new products and solutions with superior ease-of-use, seamless integration, and innovative design. The Company believes continual investment in research and development and marketing and advertising is critical to the development and sale of innovative products and technologies. As part of its strategy, the Company continues to expand its platform for the discovery and delivery of third-party digital content and applications through the iTunes Store. As part of the iTunes Store, the Company’s App Store and iBookstore allow customers to discover and download applications and books through either a Mac or Windows-based computer or through “iOS devices,” namely iPhone, iPad and iPod touch ® . In January 2011, the Company opened the Mac App Store to allow customers to easily discover, download and install applications for their Macs. The Company also supports a community for the development of third-party software and hardware products and digital content that complement the Company’s offerings. The Company’s strategy also includes expanding its distribution network to effectively reach more customers and provide them with a high-quality sales and post-sales support experience.

Operating System of the Company

While most high-tech firms focus on one or two sectors, Apple does all of them at once. Apple makes its own hardware (iBooks and iMacs), it makes the operating system that runs on that hardware (Mac OS X), and it makes programs that run on that operating system (iTunes, iMovie, Safari Web browser, etc.). It also makes the consumer-electronics devices that connect to all those things (the rapidly multiplying iPod family), and it runs the online service that furnishes content to those devices (iTunes Music Store). If you smooshed together Microsoft, Dell and Sony into one company, you would have something like the diversity of the Apple technological biosphere.
Under the traditional, capitalist, Adam Smithian model, new and better things arise as a result of freedom and open competition, but Apple is essentially operating its own closed miniature techno-economy. What is this, Soviet Russia? Why not license Mac OS X to Dell, see what hardware it comes up with and let the market decide whose ride is flyest? Is Steve Jobs afraid of a little healthy wrasslin ' in the great American bazaar?
And yet ... this is the company that gave us three of the signature technological innovations of the past 30 years: the Apple II, the Macintosh and the iPod. In the past six weeks alone, Apple has shipped three impressive new products: an ultra-tiny iPod called the nano, the video iPod and a nifty feature called Front Row that lets you run your computer from across the room, lying on a sofa, clicker in hand, without crouching over a keyboard. That is cool stuff.
Here is a figure of Cost and Operating Systems including cost of sales , Research and Development, Selling, general and Administrative.

Economic growth of Apple Inc.

Apple has just released its fiscal Q1 2013 financials, and they’re a sight to behold. Apple reported $54.5 billion in revenue (up 17.7% from the year-ago quarter), $13.1 billion in profit (flat from the year-ago quarter), and earnings of $13.81 per share.
Investors, analysts, and pundits of all stripes were expecting the Cupertino company to put up some crazy numbers — after all, the year-ago quarter was the one where Apple reported an astonishing $46.3 billion in revenue, along with quarterly profits of $13.06 billion. This time around the general Wall Street consensus (as per Bloomberg) was that Apple would report earnings of $13.55 per share on revenues of $54.9 billion. Apple handily beat the earnings expectations, but couldn’t quite beat revenue estimates.
“We’re thrilled with record revenue of over $54 billion and sales of over 75 million iOS devices in a single quarter,” CEO Tim Cook noted in the earnings release. “We’re very confident in our product pipeline as we continue to focus on innovation and making the best products in the world.”

As you would expect, Apple’s strong financial performance this time around had a lot to do with the company’s booming hardware business. Shortly before Apple’s fiscal Q1 officially kicked off, the company unleashed a slew of upgrades and new additions to its product portfolio. The timing really couldn’t have been better — putting the iPhone 5 aside for a moment, the introduction of the iPad mini (not to mention some attractively refreshed iPods and MacBooks) meant that Apple was a force to be reckoned with once the holiday buying frenzy kicked off in earnest.
We’ve gotten some limited glimpses at Apple’s hardware sales over these past few weeks thanks to some related earnings releases — during Verizon’s recent earnings call, it was revealed that nearly half of the 6.4 million iPhones it sold this past quarter were iPhone 5s — but Apple has finally revealed some more solid figures. Jordan and Darrell have some more nuanced takes on Apple’s iDevice and Mac sales performance for this quarter, so here’s the short version: Apple sold 12.7 million iPods, 47.8 million iPhones, and 22.9 million iPads.
Unit Sales of iPhone in 2011-2012 : iStock compared worldwide search volume intensity for the keyword iPhone for October through December for 2011 and 2012. We can use 2012 Q1 smartphone sales and the change in year-over-year search volume to guesstimate iPhone sales for Q1 2013.
On January 24, 2012, Apple announced, "the Company sold 37.04 million iPhones in the [2012 's first] quarter." And if Google Trends are correct, iStock would anticipate that iPhone sales for 2013 's first quarter will rival 2012, falling short of the consensus of 47.5 million units.
Trends for 2011 and 2012 are mirror images, intertwining like a strand of rope. The two years are nearly identical. See for yourself:

Despite Apple’s generally strong financial performance this past year, the company’s stock price has been on a bit of a rollercoaster ride. After starting off the calendar year hovering in the low $400 range, Apple’s stock price eventually soared to $705 in mid-September 2012 before taking a downward trajectory and ultimately dipping below $500/share earlier this month. Perhaps one of the biggest questions on people’s minds in the days leading up to this release was whether or not Apple would be able to coax its stock back upward with a reasonably strong quarterly report. The long-term effects remain to be seen but at time of writing, Apple’s stock is down over 5% from its closing position in after-hours trading.

Apple computer company statistics:
Research date: September 22, 2012 Apple products sold | Total units sold | iPod | 350,000,000 | iPhone | 192,600,000 | iPad | 84,000,000 | Apple TV | 2,400,000 | Macintosh computers(both dektop & laptops) | 212,000,000 | Total numbers of Apple stores | 361 | iTunes songs downloaded | 16.5 billion | Total number of iPhone app store downloads | 2 billion | Select legacy computer system sales | | Machintosh | 1000000 | Apple lll | 65000 | Apple ll | 2000000 | Apple l | 175000 | LIsa | 100000 | Total annual revenue | Revenue | 2011 Revenue | $108,249,000000 | 2010 Revenue | $ 65,225,000000 | 2009 Revenue | $ 42,905,000000 | Total Financial Assets | Value | 2011 Total | $116,371,000000 | 2010 Total | $75,183,0000000 | 2009 Total | $47,501,000000 | Sales of share | Price/share | Sept 11, 2012 | $700.09 | Feb 10,2011 | $ 493.42 | May 21, 2010 | $ 242.23 | Dec 21, 2007 | $ 193.31 | June 6 , 2003 | $ 8.57 | Jan 23, 1981 | $ 4.09 |
This statistics report shows the rapid economical growth of Apple Incorporation since 1981 to 2011 and now at present.

Total annual revenue:

Figure: Total annual revenue

Total financial asset:

Figure: Total Financial Asset
Sales of Share:

Figure: Sales of share

Revenue Contribution from the Divisions of Apple Inc:

Impact of Apple Inc in Home country and Host Country
Apple released a list of its 748 suppliers last month. According to a new data visualization by ChinaFile, more than 600 of them are in Asia, and more than half of those are in China.
That’s not surprising: we know Apple sources a lot of product — in fact almost all of its products — from Asia, where the company has had significant challenges with suppliers maintaining legal and ethical labor standards, in spite of efforts by CEO Tim Cook and others to improve working conditions.
But it is interesting to see the breakdown. Here’s a partial list of the countries Apple sources product from:

Apples suppliers in Asia * Mainland China: 331 supliers * Japan : 148 suppliers * United States : 76 suppliers * Taiwan : 35 suppliers * Malaysia : 27 suppliers * Singapore : 25 suppliers * Philippines : 23 suppliers * Thailand : 17 suppliers * United Kingdom : 7 suppliers * Israel : 5 suppliers * Austria : 4 suppliers .
The definition of a multination corporation right there. Overall, with 88 percent of Apple’s supply chain in Asia, only 11 percent of Apple’s suppliers are in its home country of the United States, and even fewer — seven percent — of Apple’s suppliers are in Europe and the Middle East.
Apple has planned to bring some manufacturing back to the United States. Tim Cook announced last last year that Apple would be spending over $100 million to bring some manufacturing back to the U.S., a move that some have derided as a mere publicity stunt. A bit expensive for a stunt, perhaps. That manufacturing appears to be for Apple’s desktop lineup of iMacs, a product category that makes up a tiny fraction of its overall $55 billion in sales last quarter. In contrast, iPhone, iPad, and iPod account for over three quarters of Apple’ revenue — 76 percent, in fact. But it does represent a start. And one that American workers probably would appreciate.

Retail Store visitors of Apple Inc:
By comparing the four-quarter moving average visitors per store, Wolf demonstrates that Apple retail stores have seen retail visitor spikes for each of its post-PC products: the iPod, the iPhone and the iPad. A significant rise in the number of visitors per store in 2006 correlates with the height of the "iPod craze," Wolf said, while another spike in visitors in 2008 stemmed from the popularity of the iPhone. Finally, a third rise in visitors that began in the third quarter of fiscal 2010 can be attributed to the release of the iPad.

The Marketing System of Apple Inc
Apple Computers Inc is considered to be one of the innovators in the computer industry. It brought about different changes to the industry; these changes are still visible in the present. The company’s products were used as a basis by other computer companies in designing the specifications and physical characteristics of their product. It also serves as a meter of how products are designed. The company offers various products for the different market it targets. The products made by the company offer something different. The paper will discuss about Apple Inc and its’ products, and the markets it serves. The paper will analyze how forces in the marketing environment have resulted in changes in the last 5 to 10 years to the organization’s marketing mix. The paper will also evaluate what further environmental changes might arise in the next 5 to 10 years and consider their effect.
A. The company’s market and market orientation:
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.
SWOT Analysis :
‘S’ Strength : * International popularity * Strong brand name * Effective advertising that company uses * Its website is easy to use and that is informative and attractive.
‘W’ Weakness : * Health issues when products are partaken. * Inability to restrict certain age from using their product.
‘O’ Opportunities : * To create products that can give not only satisfaction to clients but health benefits as well. * To find out more ways to give a distinctive look and features to their product. * To reach newer territories where it can offer its products and services.
‘T’ Threats: * 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.
Market Segment:
The market segment of the company is divided into 4 classes. Each class represents a certain economic standing of people in the society. The company makes sure that they cover all the segments in the society they are operating in. The company has specialized prices for the different market segment, this will ensure that the clients will have lesser doubts about taking a look at the company’s product and the products that they can afford.
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.
The environmental changes:
When there is increase in the changes in the environment there should be increase on learning for an organization. As changes happen new development and learning’s should be craved by a company so that it can be prepared for the possible effects of the change. The changes in the environment can give the company benefits but it may also give a company its problems. The changes in the environment include, introduction of newer technologies that has more capabilities and unique features. Another change in the environment is the increase of the prices of materials used in creating the product. The increase in prices of materials can be due to the changing world economy. The increase in prices of materials can mean increase in the market price of the product thus there would be drop of clients purchasing the product.
B. The chosen product:
Product ranges offered by businesses have to be managed within the context of an ever-changing business environment. . Apple Computers Inc is considered to be one of the innovators in the MP3 industry. The company’s products were used as a basis by other computer companies in designing the specifications and physical characteristics of their product. It also serves as a meter of how products are designed. The company’s I-pod mp3 player is one of the most popular mp3 players available in the market. It has evolved from a simple mp3 player into a portable device wherein the user can watch movies or videos through it. Apple Computers Inc and its product showed that with the use of proper strategy and use of its varied opportunities the company can achieve fast growth and development in a short period of time.
Service of Apple Inc:
The company provides support service for its entire product. In the company’s website, downloads and other support systems are available for clients who have purchased their product. The company’s website has a section where helpful information about the products can be found. This section contains what the client can do once a product is not functioning properly. The section also co ntains additional instructions on how the product can be used well. Within this section are the specifications and capacities of the product. The website also features a section where clients can contact designated personnel of the company to address certain issues with the product and other kinds of inquiries. The company has installed different service centers on different places in the world; they can assist anybody who has problems with their products. The company has also allowed resellers to provide repairs on products they may find defective. Moreover the company offers self repair courses for companies or individuals who want to learn about fixing their products that have some issues.
Marketing mix:
Success in the market place depends not only on an ability to identify customer wants and needs but also upon an ability to be able to satisfy those wants and needs better than competitors are able to do. This implies that organizations need to look for ways of achieving a differential advantage in the eyes of the customer. The differential advantage is often achieved through the product or service itself but sometimes it may be achieved through other elements of the marketing mix. Marketers have to understand cultural values in all aspects of implementing the marketing concept and managing the marketing mix (Proctor 2000). The whole of the marketing mix is important in developing effective positioning, as attributes of the offering must be closely in line with the targeted customers’ expectations and needs, as must the associated price points and channels of distribution. However, promotional activity is one of the fundamental elements of creating an effective positioning, as it is through promotion that the positioning is communicated to the target audience (Proctor 2000).

Changes in the next 5 to 10 years:
In the next 5 to 10 years the marketing mix will put its focus on providing more use other marketers. The focus of marketing mix will continue to increase and it will be able to reach more marketers. In the next 5 to 10 years the marketing mix will be able to provide a deeper analysis of marketing problems and it can provide more direct solutions to the marketing problems. The marketing mix can serve as an analytical tool that can sort out solutions for various marketing problems.
Why buy from the particular supplier:
The supplier was chosen because they gave discounts on certain products. The supplier made sure that the products were priced well and certain discounts were added to some of the products. The supplier’s product also has the best quality and has minimal instances of defective features. This shows the dedication of the supplier in its chosen field. The supplier also provided a direct line of communication in cases of problems with a product. The supplier wanted to make sure that they can maintain good relations with the company.
Management System of Apple Inc
The APPLE Management System (AMS) simplifies quality and performance initiatives found in local governments. The acronym “APPLE” standards for Accountable Program Performance for Leadership Excellence. The primary purpose of system development was to avoid the high cost of formal, award-based quality programs, which can take years to implement and tens or hundreds of thousands of dollars in staff time, while still providing their inherent advantages. This can be achieved through Program Performance Based Budgeting Systems and citizen engagement. This is accomplished by minimizing the focus on factors that already should be present in any local government and especially in high performance local government (“DNA factors”).

The AMS injects the potentially missing element of cost effectiveness into the pursuit of excellence since some local government policy boards and managers may be more driven by the pursuit of the award rather than cost effective program outcomes. The APPLE Management System’s key goal is to pursue and achieve efficiency benefits without the substantial overhead costs of award achievements. Although conceptual elements of quality systems are found in the APPLE Management System, performance, cost efficiency and citizen engagement are key objectives. The following is a list of some of the resources and concepts used in AMS development: * Malcolm Aldridge National Quality Award Program * Governor’s Sterling Award, State of Florida * Government Finance Officer 's Association (GFOA) Best Practices * Program and Performance Based Budgeting Systems * Program measures, metrics and service unit cost calculations * Citizen engagement through participation in Program and Budget Prioritization
The key motivator of development of the AMS was to develop a way to make sound policy decisions based on data. The APPLE Management System is, therefore, a performance-based decision making tool that achieves the goal of evaluating competing budget priorities while also considering past performance and costs. The system improves upon performance measurement and management initiatives that are still relatively new to the public sector environment. Although it was created to assist local government policy making bodies in rendering policy and allocation decisions during fiscally constrained periods, it can and should be used under all financial conditions to identify opportunities to enhance performance and cost effectiveness using a continuous improvement philosophy.

Another system feature that is unique to the system is budget program prioritization. The prioritization process occurs prior to the local government’s adoption of their annual operating budget. Inter-department comparisons and prioritization are necessary so that difficult budget policy decisions can be simplified and more efficiently rendered. Given the current economy and emerging efforts to develop citizen-informed performance measures, citizen participation in the prioritization process is recommended, but is optional in nature. Program prioritization can be performed by the city/county/town’s management team, the policy board, and/or combined with public workshops that will allow the policy makers to receive citizen input before their final budget policy decisions are made.
System tools include a general assessment of a local government’s performance via the Local Government Performance Rating (LGPR) process. This unique tool provides a performance assessment rating as a precedent to more detailed evaluation of program activities between and within local government departments. This tool will help a local government identify their strengths, weaknesses, opportunities and threats (SWOT analysis), but in doing so utilizes objective and well-defined review criteria.

System Advantages
The APPLE Management System can be used by both large and small agencies and is adaptable for use in cities, counties and towns with established, sophisticated governance processes as well as those jurisdictions with less sophisticated or no current strategic planning or business plan tools or systems. A key value of the system is that it utilizes a local government’s business metrics to determine future activities via the budget allocation process, a concept used by the private sector on a daily basis. The four key advantages of the APPLE Management System over the typical government operating budget approval process are: 1. It assesses a local government’s general performance based on objective criteria developed from many local government professional organizations focusing on five key areas: a. Governance and performance Management b. Fiscal Responsibility c. Public Facilities d. Public Safety e. Quality of life 2. It provides the executive management team and policy board with the necessary comparative data and performance analysis necessary to render effective budget policy decisions. 3. It transforms the budget preparation and policy making process into an informed, communicative effort so that decisions and options are sufficiently reviewed before the formal adoption process commences, and 4. It enhances a local government’s knowledge and ability to implement substantial service level adjustments and organizational to anticipate and correct inefficiency in order to improve long-term fiscal stability.
Besides providing a general performance assessment tool via the LGPR system, the AMS provides additional tools as well as a methodical approach that moves through various service levels. It is not solely an accountability tool, but is a set of different tools that can be used independently while considering the fact that local government’s management systems range from the very basic to sophisticated.
System Objectives
Many governments measure performance in one manner or another; however, the APPLE Management System is the only integrated, systematic approach to assist a government in achieving a multitude of performance objectives. Use of the system’s tools and methods can help a local government achieve the following five, key objectives: 1. Program Identification: Know what you do by identifying areas where program unit costs and performance levels have excessive overhead, inefficiency, or under performance. 2. Program Performance Evaluation: Assist the chief executive and management team (absent or in conjunction with an existing Business Plan) with general and/or detailed reviews of performance via the Local Government Performance Rating and program metrics development that include financial performance, overhead costs and unit cost indicators, 3. Program Prioritization: Assist the policy making board with developing a consensus direction in Program Service Areas (PSA’s) that have widely diverse and unrelated program objectives yet are competing for scarce financial resources, 4. Policy Analysis: Evaluate whether or not the strategic vision is truly representative of the policy board’s current program priorities (when a strategic plan or business plan is in place), and 5. Efficiency Optimization: Restructure/simplify the government’s organizational structure to enhance efficiency.
The objectives desired by each jurisdiction are selectable and scalable. They are achievable through the various services and tools that are available in the APPLE Management System. The tools and services available are defined in the various system service levels (Level 1 through Level 5).

Implementation: Compare preliminary country demographics to determine suitability for marketing our product by researching the World Bank, UN trade and development documents, the State Department, and other sources in emerging markets that Apple has not yet entered. Select emerging markets with high-tech capabilities and a culture predisposed to utilizing our product. Investigate the trade and legal environments in the selected countries. Determine the advantages of a Greenfield initiative vs. an acquisition in each of the selected countries. Investigate financing alternatives and secure financing. Retain legal representation in selected countries. Contact realty agency in selected countries to assist in searching for retail space in high density population centers. Coordinate minor adaptations of product to suit market. Tailor marketing and advertising strategies based upon cultural influences. Lease property, begin marketing, develop retail space, hire and train workforce, schedule opening, and ship inventory. References :
1.http://appleinsider.com/articles/11/05/04/apple_store_visitor_figures_show_iphone_ipad_and_mac_on_a_roll_report
2. http://www.impactlab.net/2013/02/19/88-of-apples-suppliers-are-in-asia-11-in-u-s/
3. http://www.statisticbrain.com/apple-computer-company-statistics/
4. http://www.istockanalyst.com/finance/story/6220579/solving-apple-s-aapl-q1-iphone-sales-estimates-riddle-with-google-trends#
5. http://barefigur.es/#
6. http://www.time.com/time/magazine/article/0,9171,1118384,00.html
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References: : 1.http://appleinsider.com/articles/11/05/04/apple_store_visitor_figures_show_iphone_ipad_and_mac_on_a_roll_report 2. http://www.impactlab.net/2013/02/19/88-of-apples-suppliers-are-in-asia-11-in-u-s/ 3. http://www.statisticbrain.com/apple-computer-company-statistics/ 4. http://www.istockanalyst.com/finance/story/6220579/solving-apple-s-aapl-q1-iphone-sales-estimates-riddle-with-google-trends# 5. http://barefigur.es/# 6. http://www.time.com/time/magazine/article/0,9171,1118384,00.html -------------------------------------------------