‘What You Don’t Know About Apple’.  Retrieved from the Ashford University Library

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What You Don’t Know About Apple’.  Retrieved from the Ashford University Library.In a three- to four-page paper (not including the title and reference pages):Discuss if Apple will continue its path to be the frontrunner in revolutionizing the digital marketplace.Discuss if Apple’s competition has increased their share of the marketplace at Apple’s expense.Discuss if Apple will succeed without Steve Jobs.You must use at least three scholarly sources from theAshford University Library, one of which must be peer reviewed, inaddition to the textbook. Your paper must be formatted according to APAstyle as outlined in the Ashford Writing Center.Here is the attached article>;;;;;;WHAT YOU DON’T KNOW ABOUT APPLE Contents TRUTH NO. 1: Apple has never been a nonstop, new-product machine. TRUTH NO. 2: The real driver of Apple’s success has been incremental innovation. TRUTH NO. 3: Apple’s distinctive reputation can hurt as much as help. TRUTH NO. 4: The legacy of Jobs is haunting the company. TRUTH NO. 5: Apple won’t give up the magic without a fight. Section: NEXTFIVE TRUTHS THAT EXPLAIN OUR LOVE-HATE AFFAIR WITH THE QUINTESSENTIALLY ICONIC COMPANY When Apple’s market cap soared to $660 billion last fall, the company was worth morethan Amazon, Facebook, Google, Microsoft, two Nokias, and threeBlackBerrys — combined. But then Apple’s share price tumpled 35%, andit lost its mantle as the world’s most valuable company. So what’s gonewrong?Couldit be that Apple’s best quarter ever — and the second most profitablein U.S. corporate history, at $13.1 billion — is a head-for-the-hillsdisaster? With margins declining and no imminent ‘insanely great’ newproducts (as Steve Jobs liked to call them), has the age of Apple comeabruptly to an end?Tounderstand what’s happening with Apple, it’s prudent to step back fromthe noise of Wall Street and recognize five essential truths aboutApple’s success. TRUTH NO. 1: Apple has never been a nonstop, new-product machine. Apple’sstock wouldn’t have plunged if expectations, financial and otherwise,hadn’t been so high. Apple is the market’s most emotionally drivenbrand, ‘the Super Bowl for stock lunatics,’ as Stock-Twits CEO HowardLindzon puts it. Every tech blogger, hedge-fund manager, and fan has afervent opinion about it. We have been emotionally conditioned tobelieve in Apple’s game-changing powers.Applethrived on this attention and the belief that the next revolutionaryproduct was coming: iPod, iPhone, iPad. What is too easily forgotten isthat Apple’s quantum leaps were never fast and furious. We forget thatsix years separated the launches of the iPod and the iPhone, and threeyears came between the iPhone and iPad. What is more, the pace ofadoption of these products, meteoric of late, was not always so. TheiPad took two years to sell 100 million units; the iPhone nearly fouryears; the iPod six.Isthere impatience about what’s coming next? Of course. Wall Street isindignant that Apple hasn’t announced a wearable computer, say, or avoice-controlled TV. As Lindzon says, ‘Apple’s problem is that it can’tdance to what Wall Street wants.’ But, frankly, it never has. TRUTH NO. 2: The real driver of Apple’s success has been incremental innovation. Ifthe magic of Steve Jobs was his aptitude for conceiving new productcategories, the marvel of Apple has been its seemingly inexhaustiblecapacity to pummel consumers again and again with product refinements.Apple has earned a distinctive reputation for thriving with only ahandful of products; often overlooked is how many different versions ofthese few products Apple continually rolls out.TheApple gadgets we know and love today are markedly different from theirfirst iterations. Yes, the 2001 launch of the iPod marked the beginningof a revolution in how we consume music. But most forget that iPod salesdidn’t explode until 2005, when Apple released the Nano. Apple releasedtwo dozen versions of the iPod — including generations of the Classic,Nano, Mini, Shuffle, Touch, even one branded and distributed byHewlett-Packard — and gobbled up 70% of the market.Applerepeated the trick with the iPhone and iPad. The iPhone launched in2007; sales surged in 2009, with the launch of the iPhone 3GS. Lastquarter, the iPhone 4, 4S, and 5 were among the top five best-sellingsmartphones in the United States. The iPad, launched in 2010, wentthrough four generations in two years, prolonging Apple’s stock surge;last quarter, 43% of tablets shipped were iPads.Apple’ssoftware innovations helped turn these products into objects of lust,as the iTunes Store did for the iPod and the App Store and Siri did forthe iPad Mini and iPhone 4S. TRUTH NO. 3: Apple’s distinctive reputation can hurt as much as help. ‘Applehas become a victim of its own success,’ says Piper Jaffray analystGene Munster. As the lore of Apple’s innovative prowess spreads throughthe culture, its iterative improvements have started to feel like toolittle, too late. Some consumers have begun to discount (or bedisappointed by) the latest product tweaks, waiting for revolutionarydisruptions that, in fact, come only rarely. Others feel burned byApple’s habit of holding back features to create demand for the nextgeneration (as Apple purportedly did by omitting the camera in theoriginal iPad).Theresult is that Apple doesn’t get full credit anymore for some greatproducts. Apple’s last major launch was the iPhone 5. It is thelightest, thinnest, and fastest-selling iPhone yet, with 5 millionsnapped up on its first weekend. But like Apple’s exceptional quarterlyearnings, the iPhone 5 drew lukewarm reaction from critics. Apple’ssuccess has led everyone to judge it by a different set of standards.It’s the M. Night Shyamalan effect: The more people expect theunexpected — and incessantly guess what’s coming — the harder it is tosurprise them. TRUTH NO. 4: The legacy of Jobs is haunting the company. Theimpatience with Apple isn’t driven solely by emotion. Tangible changesin the business are at issue too. When Jobs died, in late 2011, manyspeculated Apple’s unprecedented market run would end. Instead, itsshare price continued to swell, leading some to believe that the fearsabout Jobs’s passing were overblown.Inactuality, we’re seeing -Jobs slump today, a year later thanexpected. Why the delay? After his death, Apple continued to churn outhit products, and just as important, the outpouring of support for Jobsdevolved upon the company, which was seen to embody his spirit — thearchetypal American innovator. The halo effect is gone today; Apple isclearly Tim Cook’s company now. He has put his stamp on it mostnoticeably by ousting top executive Scott Forstall, who was one ofJobs’s closest confidants. Forstall was chiefly behind the company’ssuccess in mobile — but had since been named as responsible for Apple’sMaps fiasco.Inthe wake of Maps, and with no apparent breakthrough product coming,investors and consumers alike are wondering what -Jobs era willreally be like. TRUTH NO. 5: Apple won’t give up the magic without a fight. Apple’saura of Oz-like omniscience has always been carefully cultivated. Jobsfamously cloaked Apple in a mantle of paranoid secrecy, perpetuallygrooming the rumor mill to hype the Next Great Thing. With Jobs gone,Apple’s constituents (including carping Wall Streeters) are less patientwith this approach.Inthe meantime, competitors are filling the void, which explains whyGoogle has spent so much time talking up Google TV and Google Glass, itsfuturistic eye-wear project. Google’s openness about the projects onits docket differs markedly from the Apple model: The effect is both tosustain interest and to temper expectations — training followers thatwhen the company discusses a product, it isn’t necessarily just aroundthe corner. So if Google doesn’t introduce, say, a driverless car in thenext three years, nobody will be (too) disappointed.Thequestion is whether Apple can defy the odds and retain its sorcerer’shat or whether it will settle down into a life more ordinary. The latterhas been the fate of tech stars before Apple (witness Microsoft) andsince (witness Facebook). The transition would be a tough one for Apple;if it sheds its status as an agent of revolutionary change, there’s notelling how proponents — consumers and investors — will react.Butall will be forgiven, and the question forgotten, if Apple can indeeddeliver something unexpected and terrific. So will Apple produce anotheriPod? Another iPhone? Another iPad? We can only do what we have alwaysdone with Apple: wait and wonder.FLICKERING SNAPSHOT OF YAHOO’S FUTUREMYSPACE’S BIG PLAN (STOP LAUGHING)INNOVATING IN MICROSOFT’S GARAGEPHOTO (COLOR): CEO Tim Cook, now firmly in the spotlightPHOTO (BLACK & WHITE)~~~~~~~~By AUSTIN CARR SEPTEMBER 7, 2005 Apple releases the iPod Nano, its best-selling music player. JANUARY 9, 2007 Jobs introduces the iPhone, which generates $173 billion in revenue. JANUARY 14, 2009 Jobs goes on medical leave. JANUARY 27, 2010 Jobs unveils the iPad; it sells 100 million units in two years. SEPTEMBER 2012 Average adjusted closing price: $660.22; all-time peak of $705.07 came on September 21, 2012. NOVEMBER 2, 2012 Apple releases the iPad Mini. JANUARY 23, 2013 Apple reports its best quarterly earnings ever.
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