Chief Executive Officer Fax: (301) 794-8665
Leading Global, Inc. jbierman@globalinitiatives.com
4604 College Avenue www.leadinglobal.com
College Park, MD 20740
Mr. Dan Riccio
Senior Vice President of Hardware Engineering
Apple Inc.
1 Infinite Loop
Cupertino, CA 95014
Dear Mr. Riccio,
It is common for people to forget to unplug their products on a daily basis, yet they are often surprised how expensive their electricity bills are. I am, among many consumers, addicted to my Apple devices and always feel compelled to buy every Apple product in the market. With increased dependence on portable electronic devices, like many Apple products, we have also seen a dramatic increase in total energy consumption. As people become more reliant on their devices, the need for longer battery life has also increased. For years, customers have experienced battery defects in a variety of manufactured products. My company, Leading Global, has created a smart charger that automatically disconnects electronic devices plugged into the outlet after the device has reached its maximum battery potential or is in stand-by mode. As Apple is one of the lead innovators in this industry, this would be a beneficial addition to your product line. This would give Apple an even greater competitive advantage over their competitors. My plan is to create a partnership with Apple. As a graduate student from the University of Maryland’s Robert H. Smith School of Business, I know my academic background will prove useful to successfully managing a partnership. Together we will combine our available resources to produce the best quality product for Apple to sell to its customers globally. I will go into detail throughout this report to illustrate the potential for this product.
Background and Goals
According to the latest research conducted at Stanford University, it is estimated that approximately
Bibliography: Christman, Jeanne. "The Case of the Burning Laptops." Journal of Case Studies 30.1 (2012): 88- 97 Business Review. Harvard Business School Publishing, Sept. 1993. Web. 12 Oct. 2012. <http://hbr.org>.