Apple Inc in Consumer Electronics

APPLE INC IN CONSUMER ELECTRONICS (WORLD)
December 2011
SCOPE OF THE REPORT
Scope
This profile of Apple Inc focuses on its operations in consumer electronics as
well as its product distribution lines, and examines future opportunities and
challenges for the company globally.
Apple Inc
Consumer
electronics
Retailing
Portable computers
Electronics and appliance

specialist retailers
Portable media players
Internet retailing
Disclaimer
Much of the information in this
briefing is of a statistical nature and,
while every attempt has been made
to ensure accuracy and reliability,
Euromonitor International cannot be
held responsible for omissions or
errors.
Figures in tables and analyses are
calculated from unrounded data and
may not sum. Analyses found in the
briefings may not totally reflect the
companies opinions, reader
discretion is advised.
This profile of Apple Inc

examines the companys
operations in consumer
electronics and retailing, with a
focus on forward looking
analysis of its prospects in
computers and portable
consumer electronics. A brief
overview of Apple Incs content
retailing and operational
specifics is provided to
supplement the core analysis.
Smartphones
Euromonitor International
CONSUMER ELECTRONICS: APPLE INC
PASSPORT 2
STRATEGIC EVALUATION
COMPETITIVE POSITIONING
MARKET ASSESSMENT
CATEGORY OPPORTUNITIES
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
Key company facts

Apple Inc
Headquarters
Cupertino, CA
Regional Involvement
Worldwide
Category Involvement
Smartphones, computers,
portable media players
World smartphone
share (2010)
16.1%
70,000
16,000
60,000
14,000
12,000
50,000
10,000
40,000
8,000
30,000
6,000
20,000
4,000
10,000
2,000
0
2006
2007
2008
Net sales
2009
2010
Net profit
US$ million
US$ million
Apple Inc Net Sales vs Net Profit

2006-2010
Apple`s performance in 2010 improved

significantly with sales increasing by 52%, to
US$65,225 million. The main factor of the
increase in growth was the continued success of
the iPhone.
2010 followed a more moderate performance in
2009, when the company was transitioning from
sales of desktops, laptops and media players to
focusing on the iPhone and iPad as its core
products.
Asia Pacific emerged as the fastest growth area
for Apple with sales rising by 160%. However,
growth was from a low base as the region was
traditionally dominated by Japanese, Korean, and
Taiwanese brands like Sony, Samsung and Acer.
In actual terms, Europe contributed most to
growth, with sales rising by 58%. Japan grew
faster at 75%. The Americas remained the most
important market for Apple, with US$24.5 billion
(excluding retail). The iPhone continued to be
Apples strongest performer in FY2009; in actual
value terms, it accounted for over 50% of Apples
net sales growth, with sales rising by 93%.
PASSPORT 4
Financial assessment
Quarterly Performance
US$ million
Net sales
Operating profit
Operating margin
Q1 2011
Q1 2010
% Y-o-Y
Growth
FY 2010
FY 2009
2010 on 2009
% growth
28,571
15,700
82
65,225
42,905
52
9,379
4,234
122
14,013
8,235
70
32.8%
27%
+5.8pp
21.5%
19.2%
+2.3pp
Source: Apple Inc
The success of the iPhone 4 and iPad 2 models

was instrumental in driving revenues and growing
profitability in 2011.
Yearly Performance by Product Line

US$ million
2010
2009
2010 on 2009
% growth
Aside from revenue from hardware sales both

products serve as important content delivery
devices through which third party providers sell
content and applications from which Apple Inc
derives an increasing revenue stream.
iPad
4.948
n/a
n/m
iPhone
25,179
13,033
93
Mac (total)
17,479
13,859
26
Music (iTunes)
4,948
4,036
23
In Q2 2011, Apple Inc introduced its iCloud cloud

storage service, which allows users to store and
access media via the internet on the companys
devices. The move follows similar product
launches from companies like Amazon Inc.
Peripherals
1,814
1,475
13
Software
2,573
2,411
iPod
8,274
8,091
Source: Apple Inc
PASSPORT 5
SWOT: Apple Inc

STRENGTHS
Strong brand image
WEAKNESSES
Cross-industry presence
Narrow product portfolio
Developing markets
Sleek, easy-to-use
Apple is present in
products and a vast
consumer electronics
ecosystem of content and with a strong ecosystem
applications have made
of products and services
Apple a desirable brand
in addition to the Apple
in portable electronics
retail operations, Apple
and computers with
Stores iOS App Store
exceptional brand loyalty. and iTunes Store.
Apple Inc has been

Apple Inc has left itself
reliant on the iPhone
under-exposed to key
and iPad to drive
growth markets such as
revenues, but while
Brazil, India, and China
successful so far this
largely due to the high
strategy carries a
price point of its core
significant risk of lost
product ranges.
market share as growth
shifts to new markets.
OPPORTUNITIES
THREATS
Economy range
In-home entertainment
To capitalise on
As integration of content
opportunities in
on in-home and portable
developing markets and devices increases in
late adopters in
importance, the
developed ones, Apple
company needs a
needs to develop low
stronger presence in inprice ranges in computers home electronics, than
and smartphones.
Apple TV.
Hardware price erosion

In the increasingly
crowded smartphone
and tablet markets,
Apple Incs main
competitors are quickly
cutting prices and
accelerating price
erosion.
Lack of IP in
telecommunications
Apple Inc started out as
a computer
manufacturer which
resulted in a very
narrow IP portfolio in
telecommunications
bringing about
numerous law suits.
PASSPORT 6
Key strategic objectives and challenges

Expanded price range
In order to continue growing
Apple will need to increase its
presence in emerging markets,
which in turn makes it less
dependent on the US market.
It is taking steps in the right
direction, with Asia Pacific sales
rising by 160% in FY2010.
Although impressive, the growth
is from a low base and the
region still only accounts for
15% of sales.
Sales of the iPhone were the
main component of the strong
growth, but having exhausted
demand from early adopters
and wealthier consumers, Apple
Inc needs to create an
affordable smartphone to gain
access to a vast base of
consumers who use pre-paid
mobile service.
In-home electronics
In the developed world, Apple
Inc must work to develop a
presence in in-home consumer
electronics. This is particularly
important as consumers want a
platform that allows them to
easily access their content on a
variety of in-home electronics,
computers, and portable
devices. While Apple Inc has
been successful in both
computers and smartphones it
has not been able to make
significant inroads into in-home
electronics. This makes it
vulnerable to competition from
Google Inc whose Android 4.0
platform will likely be installed
on internet-enabled TVs and
set-top-boxes in addition to
tablets and smartphones.
Cloud-based services
A key component of creating a
unified experience across
different types of devices is
cloud computing. Apple Inc is
very well positioned with all the
necessary ground work in place:
wide install-base of iOS in
computers and portable
consumer electronics, strong
services portfolio and a wide
distribution network.
The iCloud service is a followon to Apple Incs previous cloud
services iTools and MobileMe,
and allows users to store and
download data to their devices.
A crucial missing component is
in-home entertainment as at the
time of writing the service was
not available on internetenabled televisions.
PASSPORT 7
MARKET ASSESSMENT
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
Changing the product mix paves way to current success

Apple Incs line of iPod music players was instrumental in bringing it out of obscurity that it found itself in in
the late 1990s and early 2000s. Hoping to build on the success of the media players Apple Inc released the
iPhone in 2007, which was a significant departure from the smartphones of the time. The key difference
was that the iPhone was media and consumer centric, while smartphones running on BlackBerry, Windows
and Palm OS were mainly tailored for productivity-related tasks and the corporate customer.
This departure proved to be a successful gamble and the iPhone along with the iOS App Store emerged as
key revenue growth drivers as demand for computers and media players stagnated since 2008. Demand for
the iPhone has increased with every refresh cycle, and in 2010 Apple Inc released the iPad which has
enjoyed a virtual monopoly through most of 2010 and into 2011 when Samsung Corp and Motorola Mobility
Inc among others released competing products.
Apple Inc: Global Retail Sales by Category 2008-2010
120
Million units
100
Smartphones
Portable Media Players
80
Peripherals
60
Tablets
Netbooks
40
Laptops
20
0
2008
Desktops
2009
2010
PASSPORT 9
Apple Inc has limited penetration within desktops and laptops

Computers: Top 5 Global Companies by
Category Volume Share 2010
% volume share
100
80
60
40
20
0
Desktops
Laptops
Apple Inc
Acer Inc
Hewlett-Packard Development Co LP
Netbooks
Lenovo Group Ltd
Dell Inc
Tablets
Demand for Mac computers is mostly confined to the

developed markets, with nearly half of 2010 laptop
volume sales accounted for by North America.
Although the brand is widely known, its computers are
not price competitive, which makes penetrating mass
markets in developing countries very difficult.
A similar pattern has been observed in the sales of the
iPad with 74% of iPad volume sales accounted for by
North America. The iPad distribution picture in 2010 is
heavily skewed by the fact that the iPad was launched
much earlier in the US, with a global roll-out lasting
through 2010.
Apple Inc remained far behind it main

competitors in computers, in desktops and
laptops, and had a negligible presence in
netbooks in 2010. Although Mac computers
have gained popularity they remain priced
higher than most of the Windows-based
competition with a narrower software portfolio
and therefore remains a niche brand.
The situation is reversed in tablets, where Apple
Inc operated as a virtual monopoly through most
of 2010 as competing products did not enter the
market until late 2010 and early 2011.
Apple Inc: Retail Laptop Sales by
Volume Distribution 2010
North America
Western Europe
Japan
ROW
PASSPORT 10
Apple Inc dominates within portable consumer electronics
Million units
60
40
20
0
MP3 Players
Koninklijke Philips Electronics NV
Creative Technology Ltd
Apple Inc
Multimedia Players
Samsung Corp
Sony Corp
Aside from being an important source of revenue

for Apple Inc in 2001-2010, the iPod line provided a
foundation for the iPhone. Unlike the competition in
2007, the iPhone was largely centered around
media consumption in a smartphone and built to
closely resemble the user experience of the iPod
line, building on the content distribution Apple Inc
established with the iTunes store, expanding it to
applications in the iOS App Store. The content
distribution became an integral part of Apples
ecosystem of devices and services, a major selling
point for its devices.
Following its launch in 2001 the iPod quickly

emerged as the biggest selling portable media
player globally. However, the brand is having
difficulties gaining mass acceptance in key
developing markets like China and Russia
particularly with the iPod Touch line of portable
multimedia players which have to compete with
lower-priced brands and Apple Incs iPhone, a
product that is functionally equivalent to the iPod
Touch with the telephony added. The iPod brand is
also less popular in markets where content piracy
is more prevalent as the iTunes store is much less
of a competitive advantage in those markets.
iPhone: Global Volume Sales 2007-2010
50
Million units
Media Players: Global Retail Sales by Top

Brands 2010
40
30
20
10
0
2007
2008
2009
2010
PASSPORT 11
Online services is key to Apples success

Retailing forms a major part of Apple`s overall operation as the companys content distribution platforms
(iTunes and iOS App Store) are its key competitive advantages. Although its retailing operations, especially
Apple Stores, saw increasing sales in 2010, its share of the companys turnover declined as hardware
sales, especially the iPhone and iPad, grew significantly faster.
Apple Stores
Apple currently operates a global network of almost 293 retail outlets.
Apple outlets are located in flagship locations, like New York`s 5th Avenue and Tokyo`s Ginza Street or
high-profile shopping malls, like London`s Westfield.
The outlet network is dominated by the US, where 207 of the outlets are located; thus the vast majority of
its retail revenue is derived from the US market.
While important in increasing brand visibility, Apple Store sales are lagging behind its online retailing.
Apple Inc: Retailing by Segment 2007-2010

25,000
US$ mn, excl VAT
iTunes and iOS App Store

The two retailing brands are at the heart of the
companys content distribution operations.
iTunes distributes music, films, shows and other
multimedia content, while the App Store retails
downloadable applications for the companys
range of iPod Touch, iPhone and iPad.
Both services are an integral part of the
companys offering drawing in content providers
and application developers to provide third party
content for iOS devices.
20,000
15,000
10,000
5,000
0
2007
Internet retailing
2008
2009
2010
Store-based retailing
PASSPORT 12
MARKET ASSESSMENT
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
MARKET ASSESSMENT
Tablet volume sales to overtake laptops
Million units
Increased reliance on cloud computing will likely make more powerful laptop computers less necessary and
the category will likely stagnate. Network data coverage is expected to continue expanding rapidly, meaning
that the global population as a whole will be increasingly reliant on the internet as a primary means of
obtaining information, creating demand for a low-cost device to access this content. The devices will likely
be highly dependent on cloud services for data storage and processing, so the expansion of cloud services
will facilitate volume growth and price erosion by decreasing the need for high-performance internal
components in tablets.
Global Volume Sales in the Main Computer
By 2013, tablets will overtake
Categories 2010-2015
laptops as the dominant form-factor
180
in portable computers. Growth will
160
be primarily driven by: growth in
140
availability and accessibility of data
120
networks, expansion of consumerorientated cloud computing services
100
and rapid price erosion of hardware.
80
Apple Inc has started to build on its
60
content retail brands to branch out
40
into cloud computing with the
20
launch of its iCloud virtual media
storage service in 2011, but is likely
0
2010
2011
2012
2013
2014
2015
to face an increasing number of
Tablets
Laptops
competitors in this lucrative market.
PASSPORT 14
MARKET ASSESSMENT
Growth shifting to developing markets in smartphones

The switchover from feature phones to smartphones will continue fuelling growth in the latter market across
the world, as global smartphone volume sales are predicted to grow by 42% in 2011 and 33% in 2012, to
reach 540 million units sold in the latter year.
Asia Pacific will be the most important driving force in the global market, as North American and Western
European markets approach saturation. The biggest growth drivers in the region will be China, India,
Indonesia and Philippines. These populous markets have experienced rapid economic development and
have developed a demand propensity for feature phones over the review period. A similar picture will take
shape in Latin America and Middle East and Africa, where countries like Brazil, Argentina and Nigeria are
expected to drive smartphone growth. Despite the recent growth, large portions of the population in these
developing markets remain poor and will likely be looking for economy-priced smartphones with basic
feature sets, as they have done with feature phones.
% 2011-2012 volume growth
Regions of Greatest Expected Smartphone Growth in 2011 and 2012

70
Latin America
60
50
Middle East and Africa
Western Europe
40
Asia Pacific
30
Australasia
20
North America
10
0
0
10
20
30
40
50
60
% 2010-2011 volume growth

Size of bubble represents 2010 volume size. Range shown: 4.5-86 million units
PASSPORT 15
MARKET ASSESSMENT
Store-based retailing to remain dominant

Electronics and Appliance: Retailing by Channel 2005-2015
1,200
US$ billion
1,000
800
Internet retailing
600
Specialist retailers
400
200
0
2005
2006
2007
2008
2009
Despite dynamic growth in electronics and

appliance internet retailing, store-based
specialist retailers will remain the main
distribution channel for consumer
electronics globally. This is due in large part
to the likely slow growth of consumer
electronics internet retailing in developing
markets compared to the growth of
consumer electronics in those markets.
Problems with infrastructure and concerns
about criminality are likely to continue
fueling distrust toward internet retailing in
developing markets despite rapid growth in
overall consumer electronics sales.
2010
2011
2012
2013
2014
2015
Revenue by Market as a Percentage of Total Global Sales

2010/2015
2015
2010
Total CE
CE
Internet
Retailing
0%
50%
Japan
100%
North America
0%
Western Europe
50%
100%
ROW
PASSPORT 16
MARKET ASSESSMENT
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
Sharp dip in prices projected within smartphones

Growth in smartphones is shifting toward developing markets and late adopters in developed ones. This
makes lower-cost smartphones instrumental for growth in 2012-2015. China, for example, will emerge as a
key market, but in 2010 just less than 1% of Chinese households had a disposable income exceeding
US$65,000 (compared to almost 50% of US households), although this is set to increase by almost 70% by
2014. It will still represent 5.7 million households, a market smaller than the Netherlands.
Lowering device costs is key to capitalising on growth in developing markets where phones are
predominantly purchased as part of a pre-paid plan, or phone-only. Low-cost smartphones are becoming
increasingly important in developed markets like the US, where an increasing number of consumers have
switched to pre-paid price plans faced with prolonged financial difficulties. Without moving into lower pricebands, Apple Inc will face an uphill battle for mainstream consumers in the biggest developing markets,
where competing smartphone brands have a wide product portfolio including low-cost handsets to
capitalise on the decline in the popularity of the Symbian OS.
Smartphones by OS 2010
Mobile Phones by Type of Contract US

2002-2010
100%
120
90%
80%
100
Symbian
60%
Android
50%
40%
BlackBerry
30%
iOS
20%
Million units
Other
70%
80
60
40
20
0
10%
2002
2003
2004
2005
2006
2007
2008
2009
2010
0%
China
India
Russia
Brazil
US
Monthly Contract
Pay As You Go
Phone Only
PASSPORT 18
An Apple ultra-tablet?
The iPad was a big part of Apples financial success in 2010 and 2011, but its power as a revenue source
is fading fast as competitors enter the market and cut prices. In the long run, this price erosion will drive the
tablets market, which will largely replace the netbook as a low-cost computer. In laptops, computer
manufacturers will turn to ultrabooks: slim, low-voltage, clamshell computers that incorporate some
touchscreen capabilities.
Apple Inc has an opportunity to build a touch-centric ultrabook, largely a more powerful version of the iPad
with an optional keyboard to differentiate from other tablets and maintain margins. The key competitor in
these hybrid products will be Microsoft Corps Windows 8 OS. Due out in 2012 it is a platform that is touted
to be equally well-suited for touchscreen and traditional clamshell portable computers.
Global Tablets Market Volume Sales vs Price 2010-2015
200
180
600
160
500
140
400
120
100
300
80
200
60
Million units
US$, constant 2010 prices
700
40
100
20
0
2010
2011
2012
Average unit price
2013
2014
2015
Retail volume
PASSPORT 19
Harnessing the health and wellness potential in media players

Apple Incs line of iPod portable media players played a crucial part in the companys growth over 20002010, but demand for portable media players is declining due primarily to competition from smartphones.
Spending on health and wellness products has been growing dynamically in food and non-alcoholic drinks
with related products also reaping the benefits. Garmin Incs in-car navigation business has also faced
declining demand with growing smartphone sales, but the companys Forerunner line of watch-sized, GPSenabled, personal fitness computers became increasingly popular in 2011.
Demand for health and wellness-related products is on the rise in the US, where much of the attention is
focused on combatting obesity, but the trend is quickly proliferating to some of the largest developing
markets. iPods remain very popular globally, and adding a line of rugged, fitness-orientated models with
integrated GPS and heart-rate monitors would be the best way to maintain margins and volume demand by
differentiating from smartphones.
Health and Wellness: Spending by Country 2005-2015
800
700
US$ billion
600
500
400
300
200
100
0
2005
2006
ROW
2007
2008
US
2009
Brazil
2010
Russia
2011
Indonesia
2012
2013
India
2014
2015
China
PASSPORT 20
MARKET ASSESSMENT
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
BRAND STRATEGY
Building the Apple name

A key to the success of Apple Inc has been its unified approach to the consumer experience creating an
ecosystem around its core products consisting of:
Hardware
Services
Content
Computers
Portable
Consumer
Electronics
PASSPORT 22
BRAND STRATEGY
Apple Incs hardware

Apple Inc designs its hardware in a polished minimalist look. While usually not a record setter in terms of
hardware performance, the companys devices are slim, ergonomic, user-friendly and tend to command a
price premium over most competing products.
Pros
Cons
The companys products are among the most user-friendly,

emphasising simplicity in operation and a minimalist design,
along with key performance features like battery life.
Most criticism of the products stems from the sacrifice in

functionality for design. Notably the launch of the iPhone 4
was accompanied by allegations that the phones antenna
malfunctioned when the phone was held a certain way.
PASSPORT 23
BRAND STRATEGY
Apple Incs software

The iOS mobile operating system is centered around media consumption and third party applications. The
platform was a significant departure from smartphone platforms of 2007 when it was launched, as it focused
on user friendliness instead of native productivity applications and multitasking.
Services
Apple Incs primary content offerings are at the core of its

delivery platform. Films and music are primarily purchased
through iTunes, but an increasing number of on-demand
music services have been made available on iOS devices via
applications downloadable via the App Store.
Content
A key competitive advantage for iOS is the wide selection of

software. The company has a significant following in the
developer community with most applications being written for
iOS first, with subsequent releases for Android and Windows
Phone 7.
PASSPORT 24
MARKET ASSESSMENT
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
OPERATIONS
Productions and sourcing strategies

All manufacturing operations outsourced to third parties
Apple outsources the manufacturing of all its products. The majority of the manufacturing is conducted by a
small circle of large suppliers including: Samsung Corp, Hon Hai Precision Industry Co Ltd and Quanta
Computer Inc.
Amid litigation over patent infringement with Samsung Corp and the bad press Hon Hai Precision Industry
Co Ltd received over a string of worker suicides, it is increasingly likely that Apple Inc will broaden its
supplier base with possible candidates including LG Corp and Taiwan Semiconductor Manufacturing
Company.
Final assembly conducted by Apple and selected outsourced partners
Apple owns a manufacturing facility in Cork, Ireland, which is used primarily for the final assembly of Apple
products such as iPods, iPhones, etc.
Other outsourced assembly operations are located in the US, China, the Czech Republic and South Korea.
Warehousing, distribution and other operations
Apple owns one warehousing facility in California, USA, and outsources warehousing operations in the rest
of the world.
Company headquarters are located in Cupertino, California, and there is also a data centre in Newark,
California, with a second data centre expected to be opened in North Carolina over the next few years.
PASSPORT 26
MARKET ASSESSMENT
BRAND STRATEGY
OPERATIONS
RECOMMENDATIONS
RECOMMENDATIONS
Hardware diversification
Low-cost smartphones
Fitness-orientated line of iPods
Ultratablets
The iPhone has performed well

since the device was initially
launched in 2007, but with the
emergence of a wide variety of
Android phones, Apple Inc risks
missing out on growth in
smartphone demand among
low-income consumers in
developed markets and
mainstream consumers in
developing countries.
Affordability will be key for
consumers especially in
markets where phones are
primarily bought outside of
service contracts. The absence
of low-cost mobile phones is the
main threat facing the company
over the foreseeable future as
smartphone growth is shifting to
developing markets.
With sales of portable media

players expected to continue
falling, Apple Inc along with its
major competitors shifted their
focus to smartphones and
tablets. This leaves an
opportunity to take advantage of
the growing health and wellness
trend with a line of media
players that incorporate GPS
and biometric sensors to track
and aid workouts. Apple Inc
remains the leader in portable
media players and has a
significant following among
young, urban consumers
making it more likely than not
that a line of Apple-branded,
fitness-orientated portable
media players would be
successful.
The iPad has been successful

in 2010 and managed to
maintain an edge on the
competition in 2011, but the
market is fast developing and
the emergence of low-voltage
touch-orientated clamshell
computers will likely present a
significant challenge forcing
tablet manufacturers to
concentrate more on facilitating
content creation and productivity
in tablets, rather than just
content consumption. This will
likely require a hybrid
laptop/tablet device that
incorporates the functionality of
a laptop and the battery
performance portability of a
tablet.
PASSPORT 28
RECOMMENDATIONS
Filling the gaps

Aside from diversifying its hardware line-up, Apple Inc needs to address two major shortfalls in its current
strategy to stay competitive in the long run. While Apple Inc has been successful in the consumer market, it
risks becoming complacent in the current business model and leave room for competing platforms by
leaving two key areas unaddressed:
iOS: Focus on security
Move into in-home
While the companys success in the consumer

market has driven revenues since the launch of the
iPhone, its sub-standard security credentials have
largely kept it out of securing major enterprise and
government contracts.
On the consumer side of the market, the iOS

ecosystem is missing a key component: in-home
content delivery. The company has released Apple
TV, but without support for 1080p video and a
limited content library the set-top box is far behind
competitors like Boxee and Roku.
BlackBerry-branded products are certified for

transmission of sensitive data by regulatory
agencies of most major governments and NGOs
like NATO. Apple Inc largely ceded the enterprise
and government market to Research in Motion Ltd,
as it focused on the consumer market, but rapid
comodisation of smartphones will continue
squeezing hardware margins making enterpriseorientated products and services increasingly
attractive.
The lack of a compelling in-home content delivery

system leaves room for Google Incs Android 4.0 to
enter the market and create a unified experience
with a single platform running on smartphones, settop boxes, internet-enabled TVs and tablets.
PASSPORT 29
REPORT DEFINITIONS
Definitions
Historic value data are given in US$ year-on-year exchange rates, unless otherwise stated.
Forecast value data are given in real (constant), US$ terms using fixed 2009 exchange rates, unless
otherwise stated.
Historic volume data are given in '000 units, unless otherwise stated.
Profile coverage:
Portable Computers
Laptops: Personal computers (PCs) meant for mobile use and must incorporate an external power
source, usually a rechargeable battery pack.
Other Portable Computers: includes mobile internet-enabled devices that do not fit the definitions for
laptops and netbooks capable of multimedia playback and running software applications.
Portable Consumer Electronics
Portable Media Players: portable players that support digital audio, video playback, text and images.
Portable Media Players includes: E-Book, Portable MP3 Players, Portable Multimedia Players, Other
Portable Media Players.
Smartphones: a device capable of voice communication over a cellular network that fulfills all three of
the below criteria:
Has an identifiable operating system (e.g., Android, BlackBerry OS, iOS, Symbian, Windows).
Allows installation of software applications.
Has a screen size of <5.
PASSPORT 30
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Apple Inc in Consumer Electronics

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Apple Inc in Consumer Electronics

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APPLE INC IN CONSUMER ELECTRONICS (WORLD)

SCOPE OF THE REPORT

Electronics and appliance

Portable media players

This profile of Apple Inc

CONSUMER ELECTRONICS: APPLE INC

Key company facts

Apple Inc Net Sales vs Net Profit

Apple`s performance in 2010 improved

CONSUMER ELECTRONICS: APPLE INC

Source: Apple Inc

The success of the iPhone 4 and iPad 2 models

Yearly Performance by Product Line

Aside from revenue from hardware sales both

In Q2 2011, Apple Inc introduced its iCloud cloud

Source: Apple Inc

CONSUMER ELECTRONICS: APPLE INC

SWOT: Apple Inc

Strong brand image

Narrow product portfolio

Apple Inc has been

Hardware price erosion

CONSUMER ELECTRONICS: APPLE INC

Key strategic objectives and challenges

CONSUMER ELECTRONICS: APPLE INC

Changing the product mix paves way to current success

CONSUMER ELECTRONICS: APPLE INC

Apple Inc has limited penetration within desktops and laptops

Demand for Mac computers is mostly confined to the

Apple Inc remained far behind it main

CONSUMER ELECTRONICS: APPLE INC

Apple Inc dominates within portable consumer electronics

Aside from being an important source of revenue

Following its launch in 2001 the iPod quickly

Media Players: Global Retail Sales by Top

CONSUMER ELECTRONICS: APPLE INC

Online services is key to Apples success

Apple Inc: Retailing by Segment 2007-2010

iTunes and iOS App Store

CONSUMER ELECTRONICS: APPLE INC

Tablet volume sales to overtake laptops

CONSUMER ELECTRONICS: APPLE INC

Growth shifting to developing markets in smartphones

% 2011-2012 volume growth

Regions of Greatest Expected Smartphone Growth in 2011 and 2012

Middle East and Africa

% 2010-2011 volume growth

CONSUMER ELECTRONICS: APPLE INC

Store-based retailing to remain dominant

Despite dynamic growth in electronics and

Revenue by Market as a Percentage of Total Global Sales

CONSUMER ELECTRONICS: APPLE INC

Sharp dip in prices projected within smartphones

Mobile Phones by Type of Contract US

CONSUMER ELECTRONICS: APPLE INC

US$, constant 2010 prices

CONSUMER ELECTRONICS: APPLE INC

Harnessing the health and wellness potential in media players

CONSUMER ELECTRONICS: APPLE INC

Building the Apple name

CONSUMER ELECTRONICS: APPLE INC

Apple Incs hardware

The companys products are among the most user-friendly,

Most criticism of the products stems from the sacrifice in