A 10 page paper discussing Apple’s past performance and future outlook. Apple risks falling into total irrelevance in the personal computer market, particularly after the failure of the last few products it attempted to introduce. The line of “i” products have been well received among devotees, but they have not crossed many lines into Wintel territory. Apple will need to enhance its relevance in today’s market if it will break free of the niche label. Alternatively, Apple does very well as a niche player. It can be the best and be the leader there, and it likely should consider remaining there. Includes Five Force and SWOT analysis. Bibliography lists 7 sources.
Name of Research Paper File: CC6_KSappleFin.rtf
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Apple products typically have been amazingly user friendly but also expensive. The proprietary (closed) architecture that Apple refused to license to any significant publisher of business software resulted in
the entire Apple line being largely relegated to games and desktop publishing as business chose to remain with known software publishers rather than gamble on the ability of Apple to
keep up with business needs. Its continued arrogance toward the needs of the consumer and the value of its premium pricing nearly put Apple in the realm of "former"
businesses. Softening of that stance saved the company, as it formed alliances with Microsoft(r) and others so that major software titles could be used by either Apple or PC
hardware. In an era when PCs are selling for all-time low prices, the typically more costly Apple products are holding their own.
The Apple computer still is a tool of educators and graphics designers, however. The business market continues to elude it. History
Apple Computer (NAS AAPL) began its corporate life as an amazing creation envisioned and pursued by its creator, Steve Jobs. He and
a friend had created the silicon chips on which the Apple Computer would be based, but they at first had no idea of how the chip could be used.
After finding venture capital, Apple Computer took the early lead in the personal computer market long before IBM admitted that it could ever be anything more than a simple fad.
Steve Jobs was ousted as the company realigned itself with market realities, but he was then welcomed back several years ago. He
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