Intro vision mission

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Apples History
Apple Inc. is an American multinational technology company headquartered
in Cupertino, California, that designs, develops, and sells consumer
electronics, computer software, and online services.
Apple was founded by Steve Jobs, Steve Wozniak, and Ronald Wayne on April 1,
1976, to develop and sell personal computers.
Apple is the world's largest information technology company by revenue, the world's
largest technology company by total assets. In November 2014, Apple became the
first U.S. company to be valued at overUS$700 billion. The company employs
115,000 permanent full-time employees as of July 2015.
Apple's worldwide annual revenue totaled $233 billion for the fiscal year ending in
September 2015.[3] The company enjoys a high level of brand loyalty
Apple was established to sell the Apple I personal computer kit. The Apple I kits were
computers single handedly designed and hand-built by Wozniak. The Apple I went
on sale in July 1976 and was market-priced at $666.66 ($2,772 in 2016 dollars,
adjusted for inflation).
During the first five years of operations revenues grew exponentially, doubling about
every four months. Between September 1977 and September 1980 yearly sales
grew from $775,000 to $118m, an average annual growth rate of 533%. [27]
Jobs was convinced that all future computers would use a graphical user interface
(GUI), and development of a GUI began for the Apple Lisa. In 1982, however, he was
pushed from the Lisa team due to infighting. Jobs took over a low-cost-computer
project, the Macintosh. A race broke out between the Lisa team and the Macintosh
team over which product would ship first. Lisa won the race in 1983 and became the
first personal computer sold to the public with a GUI, but was a commercial failure
due to its high price tag and limited software titles.
In 1984, Apple launched the Macintosh
In 1985, a power struggle developed between Jobs and CEO John Sculley, who had
been hired two years earlier. [45] The Apple board of directors instructed Sculley to
"contain" Jobs and limit his ability to launch expensive forays into untested products.
Jobs resigned from Apple and founded NeXT Inc. the same year.[46]
After Jobs' departure, the Macintosh product line underwent a steady change of
focus to higher price points, the so-called "high-right policy"
This policy began to backfire in the last years of the decade as new desktop
publishing programs appeared on PC clones that offered some or much of the same

functionality of the Macintosh but at far lower price points. The company lost its
monopoly in this market
1989 and 1991 as the "first golden age" of the Macintosh.
199197: Decline, restructuring, acquisitions
Apple relied on high profit margins and never developed a clear response; instead,
they sued Microsoft for using a GUI similar to the Apple Lisa in Apple Computer, Inc.
v. Microsoft Corp..[52] The lawsuit dragged on for years before it was finally
dismissed. At this time, a series of major product flops and missed deadlines sullied
Apple's reputation, , and Sculley was replaced as CEO by Michael Spindler
In 1994, Apple allied with IBM and Motorola in the AIM alliance with the goal of
creating a new computing platform which would use IBM and Motorola hardware
coupled with Apple software.
In 1996, Spindler was replaced by Gil Amelio as CEO. Amelio made numerous
changes at Apple, including extensive layoffs and cut costs. Amelio chose to
purchase NeXT and its NeXTSTEP operating system and bring Steve Jobs back to
Apple.
1997now: Return to profitability
On July 9, 1997, Amelio was ousted by the board of directors after overseeing a
three-year record-low stock price and crippling financial losses. Jobs acted as the
interim CEO and began restructuring the company's product line
On November 10, 1997, Apple introduced the Apple Online Store, which was tied to
a new build-to-order manufacturing strategy. [61][62]
In 2003, Apple's iTunes Store was introduced. The service offered online music
downloads for $0.99 a song and integration with the iPod. The iTunes store quickly
became the market leader in online music services, with over 5 billion downloads by
June 19, 2008.
on April 3, 2010, the iPad was launched in the US. It sold more than 300,000 units on
its first day, and 500,000 by the end of the first week. [106] In May of the same year,
Apple's market cap exceeded that of competitor Microsoft for the first time since
1989.[107]
On August 24, 2011, Jobs resigned his position as CEO of Apple. [123] He was replaced
by Cook and Jobs became Apple's chairman
On October 5, 2011, Apple announced that Jobs had died
From 2011 to 2012, Apple released the iPhone 4S and iPhone 5
Apple also released a third-generation 13-inch MacBook Pro with a Retina display
and new iMac and Mac Mini computers

In 2016, it was revealed that Apple would be making its first original scripted series,
[174]
a six-episode drama about the life of Dr. Dre. Music Video director Paul
Hunter will direct the series.

Apples during jobs

Ok no
The genius Jobs
The failure to innovate generally comes in two guises :

The first of these is the failure to imagine the future. This imagination
relies on people. Free thinkers, who accept the responsibility of
innovation, perhaps even creating new markets in the process, are
attracted by companies that will allow them to indulge their creative
side.

The second failure to innovate is in the execution of innovation.

The importance of leadership in managing change for innovation :

Internal conflicts due to change :

Operational and creative people cannot agree on the importance of

implementing the change.

Steve Jobs had the magic formula. He understood the need to produce profit
today and innovate for profit tomorrow. Under his leadership, Apple focused
on one product launch at a time while Jobs himself stayed on top of the whole
business.
How steve suceeded at change management

Introduce new features slowly

Apple follows their own release cycle. They dont release any feature or function prematurely just to beat out their competition or to catch up with the industry. Apple isnt a
perfect company and they do make mistakes. However, in general, they release features
only when they are ready. For example, when the first iPhone was released, the App
Store was not yet a function. They wanted a fully tested environment before releasing it
to the general users.

Updates and changes happen often, couple times a year. Unlike Windows where
version releases take years, Apples iOS changes functions often but slightly. Since
2007, the iOS system has not undergone any major upgrades.

Not being caught up in fads

When their competitors were releasing larger screens, all types of functionality, all in one
devices with everything including the kitchen sink, Apple was releasing features slowly.
Apple released 3G when it was ready. Apple still refuses to release a larger screen while
everyone else is rushing out to have the biggest screens. Apple doesnt claim to have 8
megapixel cameras when it knows that average users dont even use all those pixels.
Apple builds systems for the general population, not niche groups.

Making design and user experience a priority

The iOS has grown slowly from version 1.0 to the current version 4.0. Each release
include very subtle and very minute changes. As users adopt the system, Apple is slowly
introducing the users to a common system that works across all its devices: iPods,
iPhones, Apple TV, and soon Macs.
Notice how these devices dont come with extensive user manuals. It doesnt require
instructions. A well designed operating system and applications should be so intuitive
that a user can pick it up and simply use it.

Apple during cook

What shocked the Apple AAPL -0.17% investors that day was that
CEO Tim Cook popped into the room about 20 minutes into
Oppenheimers talk, quietly sat down in the back of the room, and
did something unusual for a CEO of Apple: He listened. He didnt
check his e-mail once. He didnt interrupt.

After the CFO finished, Cook, at that point chief executive of Apple
for all of five months, stood to offer his remarks.
Partership with facebook and amazon
Meeting investors was one of Tim Cooks tasks as chief operating
officer. Its a subtle but significant change investors now have
the CEOs ear for the first time in years
As a 14-year veteran of the company, Cook is maintaining, by
words and actions, most of Apples unique corporate culture. But
shifts of behavior and tone are absolutely apparent; some of them
affect the core of Apples critical product-development process. In
general, Apple has become slightly more open and considerably
more corporate. In some cases Cook is taking action that Apple
sorely needed and employees badly wanted. Its almost as if he is
working his way through a to-do list of long-overdue repairs the
previous occupant (Jobs) refused to address for no reason other
than obstinacy.
Cook consistently pays homage to the legacy of Jobs, but he
doesnt apologize for charting a new course.
He seems, at the end of the day, to be honoring one of Jobs dying
requests: that Apples management not ask What would Steve
do? and instead do whats best for Apple.
Considering the widespread handwringing over how rudderless
Apple would be without Jobs, it is remarkable how steadily the
company has sailed along without him. Wall Street in particular
has good reasons billions of them, actually to love the Cook
regime.
The companys market value, for example, is up some $140 billion
since Cook took over. At a market cap of about $500 billion
Future plans
Biting into a Greener Apple

Today, while most companies primary strategies include increasing revenue

and cutting costs, Apples focus is on transforming every aspect of their
business process to operate more efficiently. In other words, Apple is
becoming greener. When asked about the companys plans to become more
environmentally conscious and reduce their carbon footprint, Steve Jobs
explains: It is generally not Apples policy to trumpet our plans for the
future; we tend to talk about the things we have just accomplished.
Unfortunately this policy has left our customers, shareholders, employees
and the industry in the dark about Apples desires and plans to become
greener. Apple plans to reduce and eventually eliminate the use of mercury
by transitioning to LED backlighting for all displays when technically and
economically feasible. Apple has recycling initiatives implemented in 95%
of the countries that sell their products. In 2008, the company recycled 33
million pounds of electronic waste (e-waste), accounting for 41.9% of their
products sold world-wide.
A Mobile Society of Constant Connection
Humans are social creatures. As such, we thrive on the ability to remain
constantly connected through a variety of our beloved mobile
communications devices. Realizing this, Apple is synergizing their products
and services (iPod, iPhone, iTunes, etc.) with all types of mixed-media content
(music, videos, photos, applications, etc.). As Apple continues to bring
convergence to a now-digital world, consumers can expect extensive
improvements with each Apple product release.
Development and Operations
Apples future operations depend largely on the companys ability to continue
developing high-quality components of mobile communication devices, such
as: microprocessors, nonvolatile (NAND) flash memory, dynamic random
access memory (DRAM), liquid crystal displays (LCDs), and many moreall in
sufficient quantities made available to consumers at competitive prices.47
The company plans to continually stimulate demand for certain products by
implementing new design, operability, and user-friendly features. Apple also
plans to continue lowering product prices, despite the fact that doing so
would affect the companys gross margins unfavorably. Due to their
significant international operating locations, fluctuations with resources,
exchange rates, and taxes can also affect their future financial results and
operational strategies.48 Apples future also depends on third-party
developers and their ability to continue creating software applications that
are both powerful and useful for Apples products. Companies like Microsoft,
Dell, Sony, Hewlett-Packard, and other manufacturers of electronic
communication devices could pose a major threat if third-party Apple
software development should decrease or cease in production.

Conclusion
Ok .
Debate topics
Expliquer objectif : tout les visions ne se valent pas
1 Scheduled obsolescence
2 Think different as everyone does
A *Mass manipulation using a feeling (sense) of belonging
*Conter culture : computer => military
B* Personnal Use of computer come from couter cultur => hope to
build a universal consciosness.
i have a computer, i am connected to the world and i can be even
more myself in this world thanks to my computer

https://prezi.com/y-d1hkoos-qu/apple-case-study/#
http://homepages.wmich.edu/~gershon/courses/4480/APPLE%20-%20A%20Case
%20Study%20Analysis%202010-01-28.pdf
https://en.wikipedia.org/wiki/Apple_Inc.
http://fr.slideshare.net/NightDev/apple-strategic-management-study-case
http://daniellock.com/innovation/change-management-lessons-from-microsoft-andapple/
http://www.danielhoang.com/2010/10/16/why-apple-has-mastered-changemanagement/
http://fortune.com/2012/05/24/how-tim-cook-is-changing-apple/