Free Essay

Market Plan

In:

Submitted By rbaker12
Words 8471
Pages 34
Richard S. Baker
Marketing Plan: iPad Ultimate
MM522- Market Management
Professor: George Coley
August 22, 2011

1.0 Executive Summary Apple Inc. is preparing to launch the new version of the iPad Ultimate, has already produced over $50 billion of iPads’ market ($7.5M per year in the specific market segment of electronic devices). Apple Corporation can compete with all the other competitors in the market segment because the iPad Ultimate offers unique combination of features and functionality in tablet at a competitive value-added price. Apple is taking full advantage with the fact that the tablet market will increase by 100% over the next 10 years Apple is targeting the Generation Y/Millennium and Generation Z/Boomlets’ generation, because they spend about $5 billion a year on new electronic devices that will improve and help their consumer needs for the best product on the market. The tablet computer can be used for web browsing, reading and sending emails, viewing photos, watching videos, listening to music, playing games and reading eBooks. Apple’s primary marketing objective is to sell around a million iPad Ultimate in the first year and hopes that it will to continue to grow modestly by 15% a year over the next 5 years. The goal of Apple is to maintain the table at least 35% this year and attain a 15% growth in the next five years in the market segment of tablets. Apple’s primary financial objective is to reach over $10 million in gross sales revenue over the next first 5 years, equating to about $6 million in net profit.
2.0 Situation Analysis Apple Computer, Inc. was founded by Steve Jobs in which he co-founded with Steve Wozniak in 1976 and later it was changed to Apple Inc. Apple is leading the consumer technology in the world with its revolutionary iPad and the App Store, in which the family of iPad media players where the first version of media players with capabilities to link with Apple iTunes media store to download various Application (Apps). When Apple introduces the first generation of the iPad it was a breakthrough for the Internet and digital media device with iTunes, App Store functions and a plus the iBook store App. In the past Apple’s main objectives for the consumer has been providing various electronics designed to help consumers achieve the goals of surfing the internet and provide media playing devices. Apple has established a unique reputation in the consumer electronics industry, by always coming up with the best and newly developed hardware or software before any other electronic company could think of the idea and act on the thoughts of the developers. This includes a customer base that is devoted to the company and its brand, particularly in the United States. In the era of other electronic companies are trying to stay in completion with Apple with computers, and other media devices, there is a need to stay ahead of the competition with providing the best and most reliable iPad tablet that would stand out from all other types of tablets from other electronic companies. The iPad was developed for the consumer to be able to get internet access while at airports, bus stations, and etc without having to carrying a laptop around with them. The iPad Ultimate is a massive important over the iPad 2 with several new functions and features that will let consumers enjoy the new iPad with several functions without the weight and bulky electronics. Apple will carefully use a selected test market and will use the Apple outlets in order to measure the success of the iPad Ultimate to determine future consumer demand. Most of the functionality and appearance remains the same in both the iPad versions. The tablet computer can be used for web browsing, reading and sending emails, viewing photos, watching videos, listening to music, playing games and reading eBooks. Further, both versions have a battery backup of 10 hours and can be used for a month on standby without charge.
2.1 Market Summary Apple’s market consists of consumers that want to the bang for their buck with a electronic device that can access internet, play media files (all types), to be able to transfer pictures or files from their computer to the device by using USB 2.0/3.0, FireWire 400/800, SDXC and Express card. These consumers want the versatility and convenience of all the hardware that can enable them to move files, pictures and anything else that the consumer would like to transfer between devices. With the ‘Generation Y/Millennium and Generation Z/Boomlets’ these generation kids or adults are technology savvy and like the best devices that they can buy. Apple is targeting this generation because they spend about $5 billion a year on new electronic devices that will improve and help their consumer needs for the best product on the market. These generations have already their own cell phones and this is growing rapidly, and they have never been without a computer since attending school. They are savvy consumers and they know what they want and how to get it and they are over saturated with other brands of this product. iPad sales are still growing - shipments rose to 8.73 million in the latest quarter, up 35 percent from a year earlier- even though there's some serious competition out there now for the world's most popular digital music player. Apple (up $0.43 to $79.42, Charts) shares, which traded around $9 five years ago, have risen nearly nine-fold since then.
[pic]

Today’s trading

|Previous close |366.05 |
|Today’s open |362.17 |
|Day’s range |356.00 - 367.00 |
|Volume |27,710,078 |
|Average volume (3 months) |18,837,623 |
|Market cap |$330.1B |
|Dividend yield |-- |

Growth & Valuation

|Earnings growth (last year) |+140.86% |
|Earnings growth (this year) |+80.73% |
|Earnings growth (next 5 years) |+18.00% |
|Revenue growth (last year) |+79.32% |
|P/E ratio |17.0 |
|Price/Sales |4.09 |
|Price/Book |5.60 |

Competitors

| |Today’s |Today’s |
| |change |% change |
|Hewlett Packard Co |-5.91 |-20.03% |
|Dell Inc |+0.24 |+1.74% |
| | |

2.2 SWOT Analysis Strengths: 1. Expertise and Quality – Apple has the lead in developing a device that plays all types of media and computers that have wireless internet and the quality of all Apple products last and have fewer problems than other electronic companies cannot stand against Apple in new products. 2. Location and Distribution – Apple has retail store at most malls, will help to be able to test and have consumers try the new product. 3. Products and World Class Service – Apple has the best quality and service for all types of Apple’s products. Apple’s products offer reasonable and competitive price for the type of electronic products that provide the type of hardware and software for the consumer to use at home or work. 4. Strong research and Innovation - The technology industry is one of the leading industries with respect to strong research and innovation. And when it comes to setting the pace using innovation as leverage; Apple have held their leadership position using innovation as a competitive advantage. Weaknesses: 1. Indifferently Product – The only weaknesses that I see about Apple iPad Ultimate would be if the company does not provide the exact product that the consumer are looking for in a tablet and media player devices. 2. Brand Popularity – Apple has been recognized as a respected brand, however Samsung, and Sony is brand name as leverage to break into new markets in completely new territories. Opportunities: 1. Generation Y and Generation Z - these generation kids or adults are technology savvy and like the best devices that they can buy. They are savvy consumers and they know what they want and how to get it and they are over saturated with other brands of this product. This is the best area to focus the marketing on for the new iPad Ultimate. 2. Market of an ineffective competitor – There are no other electronic companies that can stand head to toe along with Apple in any of their product, especially the iPad technology for wireless access and media player display.

Threats: 1. Competition – There are some well know companies that offer the same type of device that Apple provides such as the iPad and other media devices and other companies offering similar products with less features and functionality. 2. Similar product purchases – there already exist a market for these types of devices from other companies and Apple that provide the type of player and internet access, which may influence the consumer with purchasing Apple product of the iPad which could sway the consumer part of this market. 3. Low pricing – Samsung at the time is offering the same type of tablet at a lower price. Which will make the tablet a strong source of competitive?
2.3 Competition There are so many different types of products on the market, the other companies offer similar products, however they do not offer the best product with the most impressive hardware and display that a tablet or reading device can give the consumers with years of experience in this field of technology. Since the tablets are all very similar, how do companies set themselves apart? It’s not the operating system. On the other hand, Apple controls the operating system and hardware of the product that they sell, other companies use other companies to build the software or hardware. If Apple makes advances in the technology they share this new information with no other company. That is what makes Apple the best company on the new devices of the future.
The following is a list of the biggest competitors in the tablet market: 1. Dell – “This Company is the third largest manufacture for computers and electronic devices the tablets are reportedly called the Streak series. The Streak 5 (formerly known as the Mini 5) will reportedly launch with Dell’s Aero Smart Phone on the AT&T network in June. The Streak series, like the Aero, will be powered by Google's Android smart phone and MID operating system. The Streak 7 will arrive late this year and the 10-in. Streak 10 will arrive in early 2011." (www.dailytech.com) 2. SmartQ – “A Chinese manufacturer smart device SmartQ-R10 impresses with its iPad-similar look-alike. At a single third of iPad cost, the SmartQ-R10 is a little where nearby an Apple inscription as distant as for facilities endangered. The section comes with a 9.7 inch screen that has identical fortitude as that of an iPad during 1024 x 768 pixels; solely it is formed upon a resistive touch screen technology. Where we can regularly save interpretation in mixed micro SD label as good as it allows for enlargement to up to 32 GB. The inscription can bond to an internet around both Wi-Fi and 3G, with USB 2.0, a 3.5mm earphone port, and a mic along with tall peculiarity stereo loudspeaker. (www.leasefinance.info) 3. Samsung – “The Samsung Galaxy Tab 10.1. It has a WXGA-TFT screen that redefines high resolution performance with sharper movies, better game graphics, and crystal clear video chats. Android 3.1, Honeycomb provides open access to over 150,000 Marketplace Apps and an immersive, lightning fast web browsing experience. And with a sleek design that is only .34" thin, the amazingly lightweight Galaxy Tab 10.1 is sure to be the envy of all your friends.” (www.samsung.com) 4. Toshiba - is reportedly cooking up an Android-driven iPad competitor that might debut early next month. Like a bunch of other slates luring would-be buyers with beefy hardware, Toshiba’s slate allegedly sports an HDMI video output, two USB ports, a memory card reader, and a forward-facing webcam for videoconferencing. The device top contains a 3.5mm headphone jack and both a regular and a mini-USB port. (www.geek.com)
2.4 Product (Service) Offering The Apple iPad Ultimate will incorporate the following features that will not be offered by any other company with the same type of product on the current market. It will truly be the Ultimate tablet that any consumer will want; it could one day replace your desktop and laptop computers. It will eliminate the need for consumers to purchase more one type of tablet to be able to any function that the consumer wants to do with the iPad Ultimate. The iPad Ultimate will feature: 1. HDMI output 2. One USB 2.0 or 3.0 input/output 3. One Firewire 400 or 800 input/output 4. Express or 5 in1 media card reader 5. 12 hour battery life 6. 10.5” touch screen with 1024 x 768 pixels 7. Dual Core Chip 1.5Ghz A7 chip 8. 16GB, 32GB, 64GB or 128GB memory 9. Wireless printing 10. Two cameras front and back with 8MP capabilities 11. Wi-Fi internet access 12. 3G/4G with AT&T or Verizon for internet connection 13. Weight of only 1.5 pounds If the consumer can have all of the items or hardware on the iPad Ultimate than they will not need any other tablet to do the jobs or task that the consumer is looking for to help their life at home and work.
2.5 Keys to Success Apple Inc. has several factors that will help the company to a successful marketing of the iPad Ultimate: 1. The success of the iPad 1 and iPad 2 generation that are offered at reasonable market price. 2. The know quality of the Apple iPad product. 3. Setting up an appealing, modern, interactive web-site, so that the consumers can see and play with what the new iPad will have to offer to consumers. 4. Having an access point on the website so that consumers can rate and give feedback by utilizing the on-line surveys that will be available.
2.6 Critical Issues Apple Inc. could have some possible issues in reaching the right consumers and being able to achieving the marketing success with the iPad Ultimate: 1. Not being able select the correct market locations to test the product, the best locations would be in the malls locations at the Apple retail stores. If this is not provided correctly, the product will be able to be viewed and tested by the consumers before the product comes out on the market, this will have to be handled and planned by the marketing team. 2. Not being able to offer all of the new features that Apple has stated that it will provide to the new iPad Ultimate generation. 3. Not being able to expand the target market by attracting the younger and young adults to this product and what it has to offer that no other tablet will be able to offer the consumers.
3.0 Marketing Strategy Apple budgeting for the new development of Apple’s iPad Ultimate will be around five million dollars, which will be broken into different areas during the development. Apple’s marketing strategy will be adding several new and unique to iPad Ultimate to the iPad 2 features to add access to HDMI output, 5-in-1 media reader, Firewire 800 input/output functions. Apple’s target markets are Working, Middle, Lower-Upper and Upper class marketers, skilled workers, office workers, managers, professionals, and executive professional are most likely to want to own the new iPad Ultimate to be able to web search, watch movies and do able to work with Microsoft Office Suite. Apple’s secondary market is the college students that would want to have the iPad Ultimate because it gives the student social and belonging needs for the esteem and self-actualization. Apple will advertise in Apple locate retail stores and use the television adverting to draw in the working and specially the students into wanted the new Apple device for school and working class, hope once some consumers will pass on the unique features in the iPad Ultimate by word of mouth, when consumers are using Yahoo and Google search engines that Apple’s iPad Ultimate is listing in the top searches for marketing methods. Apple’s market pricing strategy will be the same starting price as the iPad 2, with four different versions with 16GB, 32GB, 64GB or 128GB of storage memory.
3.1 Mission Apple Corporation mission is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings. Apple has added unique features such as HDMI output, One USB 2.0 or 3.0 input/output, One Firewire 400 or 800 input/output, Express or 5 in1 media card reader, 12 hour battery life, 10.5” touch screen with 1024 x 768 pixels, Dual Core Chip 1.5Ghz A7 chip, 128GB memory, Wireless printing, two cameras front and back with 8MP capabilities and capabilities to be connected to the internet by using both Wi-Fi and 3G/4G together. Apple is committed to protecting the environment, health and safety of our employees, customers and the global communities with our products. We recognize that by integrating sound environmental, health and safety management practices into all aspects of our business, we can offer technologically innovative products and services while conserving and enhancing resources for future generations. Apple strives for continuous improvement in our environmental, health and safety Apple’s motto is “Think Different about a magical and revolutionary device at an unbelievable price that is Thinner, Lighter, Faster, Smart Covers, 12 hour battery with Face-time and Tweeter.” 2. Marketing Objectives Our marketing and pricing approach is market premium will be offered at a consistently pricing at the high end of the possible price range to help attract status-conscious consumers. By using the high pricing of premium product is used to enhance and reinforce a product's luxury image. By adding several and unique components if the iPad Ultimate will reflect the increased cost of production, however the price will be the same as the iPad 2. Apple has always produced high quality devices as the Mac notebook, iPod, iPhone and now with the iPad with flawless performance in this product for web surfing, watching movies and Microsoft applications. This new type of iPad will better than any of the competition will be able to produce and sell to the consumer with the quality and performance of the past iPad. Apple Corporation wants to be able to gain at least 5% profit from the iPad Ultimate note pads within a year it starts to selling the product. Apple’s target markets are Working, Middle, Lower-Upper and Upper class marketers, skilled workers, office workers, managers, professionals, and executive professional are most likely to want to own the new iPad Ultimate to be able to web search, watch movies and do able to work with Microsoft Office Suite. Apple will advertise in Apple locate retail stores and use the television adverting to draw in the working and specially the students into wanted the new Apple device for school and working class, hope once some consumers will pass on the unique features in the iPad Ultimate by word of mouth, when consumers are using Yahoo and Google search engines that Apple’s iPad Ultimate is listing in the top searches for marketing methods.
3.3 Financial Objectives By viewing the financial statement, balance e sheet and cash flow sheets, we can see that ever since the iPad was introduced back the early 2010, a multi-purpose mobile device for browsing the web, reading and sending email, viewing photos, watching videos, listening to music, playing games, reading e-books and more. IPad is based on the Company’s Multi-Touch technology and allows customers to connect with their applications and content in a more interactive way, the iPad allows customers to access the iTunes Store to download audio and video files, as well as a variety of other digital content and applications. In addition to the Apple’s own iPad accessories, third-party iPad compatible products are available through the Apple’s online and retail stores and from third parties websites.

Apple’s Income Statement
| |2010 |2009 |2008 |2007 |2006 |
|Period End Date |09/25/2010 |09/26/2009 |09/27/2008 |09/29/2007 |09/30/2006 |
|Period Length |52 Weeks |52 Weeks |52 Weeks |52 Weeks |53 Weeks |
|Stmt Source |10-K |10-K/A |10-K/A |10-K/A |10-K |
|Stmt Source Date |10/27/2010 |01/25/2010 |01/25/2010 |01/25/2010 |12/29/2006 |
|Stmt Update Type |Updated |Updated |Restated |Reclassified |Updated |
|Revenue |65,225.0 |42,905.0 |37,491.0 |24,578.0 |19,315.0 |
|Total Revenue |65,225.0 |42,905.0 |37,491.0 |24,578.0 |19,315.0 |
| | | | | | |
|Cost of Revenue, Total |39,541.0 |25,683.0 |24,294.0 |16,426.0 |13,717.0 |
|Gross Profit |25,684.0 |17,222.0 |13,197.0 |8,152.0 |5,598.0 |
| | | | | | |
|Selling/General/Administrative Expenses, Total |5,517.0 |4,149.0 |3,761.0 |2,963.0 |2,433.0 |
|Research & Development |1,782.0 |1,333.0 |1,109.0 |782.0 |712.0 |
|Depreciation/Amortization |0.0 |0.0 |0.0 |0.0 |0.0 |
|Interest Expense (Income), Net Operating |0.0 |0.0 |0.0 |0.0 |0.0 |
|Unusual Expense (Income) |0.0 |0.0 |0.0 |0.0 |0.0 |
|Other Operating Expenses, Total |0.0 |0.0 |0.0 |0.0 |0.0 |
|Operating Income |18,385.0 |11,740.0 |8,327.0 |4,407.0 |2,453.0 |
| | | | | | |
|Interest Income (Expense), Net Non-Operating |0.0 |0.0 |0.0 |0.0 |0.0 |
|Gain (Loss) on Sale of Assets |0.0 |0.0 |0.0 |0.0 |0.0 |
|Other, Net |-156.0 |-81.0 |-33.0 |-48.0 |-29.0 |
|Income Before Tax |18,540.0 |12,066.0 |8,947.0 |5,006.0 |2,818.0 |
| | | | | | |
|Income Tax - Total |4,527.0 |3,831.0 |2,828.0 |1,511.0 |829.0 |
|Income After Tax |14,013.0 |8,235.0 |6,119.0 |3,495.0 |1,989.0 |
| | | | | | |
|Minority Interest |0.0 |0.0 |0.0 |0.0 |0.0 |
|Equity In Affiliates |0.0 |0.0 |0.0 |0.0 |0.0 |
|U.S. GAAP Adjustment |0.0 |0.0 |0.0 |0.0 |0.0 |
|Net Income Before Extra. Items |14,013.0 |8,235.0 |6,119.0 |3,495.0 |1,989.0 |
| | | | | | |
|Total Extraordinary Items |0.0 |0.0 |0.0 |0.0 |0.0 |
|Net Income |14,013.0 |8,235.0 |6,119.0 |3,495.0 |1,989.0 |
| | | | | | |
| | | | | | |
|[pic]Total Adjustments to Net Income |0.0 |0.0 |0.0 |0.0 |0.0 |
|Preferred Dividends |
|0.0 |
|0.0 |
|0.0 |
|0.0 |
|0.0 |
| |
|General Partners' Distributions |
|0.0 |
|0.0 |
|0.0 |
|0.0 |
|0.0 |
| |
| | | | | | |
|Basic Weighted Average Shares |909.46 |893.02 |881.59 |864.6 |844.06 |
|Basic EPS Excluding Extraordinary Items |15.41 |9.22 |6.94 |4.04 |2.36 |
|Basic EPS Including Extraordinary Items |15.41 |9.22 |6.94 |4.04 |2.36 |
| | | | | | |
|Diluted Weighted Average Shares |924.71 |907.01 |902.14 |889.29 |877.53 |
|Diluted EPS Excluding Extraordinary Items |15.15 |9.08 |6.78 |3.93 |2.27 |
|Diluted EPS Including Extraordinary Items |15.15 |9.08 |6.78 |3.93 |2.27 |
| | | | | | |
|Dividends per Share - Common Stock Primary Issue |0.0 |0.0 |0.0 |0.0 |0.0 |
|Gross Dividends - Common Stock |0.0 |0.0 |0.0 |0.0 |0.0 |
|Depreciation, Supplemental |815.0 |606.0 |387.0 |259.0 |213.0 |
| | | | | | |
|Normalized EBITDA |19,317.0 |12,424.0 |8,787.0 |4,714.0 |2,678.0 |
|Normalized EBIT |18,385.0 |11,740.0 |8,327.0 |4,407.0 |2,453.0 |
|Normalized Income Before Tax |18,540.0 |12,066.0 |8,947.0 |5,006.0 |2,818.0 |
|Normalized Income After Taxes |14,013.0 |8,235.0 |6,119.0 |3,495.0 |1,989.0 |
|Normalized Income Available to Common |14,013.0 |8,235.0 |6,119.0 |3,495.0 |1,989.0 |
| | | | | | |
|Basic Normalized EPS |15.41 |9.22 |6.94 |4.04 |2.36 |
|Diluted Normalized EPS |15.15 |9.08 |6.78 |3.93 |2.27 |
|Amortization of Intangibles |117.0 |78.0 |73.0 |48.0 |12.0 |

Apple’s Balance Sheet
|2010 |2009 |2008 |2007 |2006 |
|Period End Date |09/25/2010 |09/26/2009 |09/27/2008 |09/29/2007 |09/30/2006 |
| | | | | | |
|Stmt Source |10-K |10-K/A |10-K/A |10-K |10-K |
|Stmt Source Date |10/27/2010 |01/25/2010 |01/25/2010 |11/05/2008 |11/15/2007 |
|Stmt Update Type |Updated |Updated |Restated |Reclassified |Reclassified |
| | | | | | |
|Assets | | | | | |
|[pic]Cash and Short Term Investments |25,620.0 |23,464.0 |22,111.0 |15,386.0 |10,110.0 |
|Cash & Equivalents |
|11,261.0 |
|5,263.0 |
|11,875.0 |
|9,352.0 |
|6,392.0 |
| |
|Short Term Investments |
|14,359.0 |
|18,201.0 |
|10,236.0 |
|6,034.0 |
|3,718.0 |
| |
|[pic]Total Receivables, Net |9,924.0 |5,057.0 |4,704.0 |4,029.0 |2,845.0 |
|[pic]Accounts Receivable - Trade, Net |
|5,510.0 |
|3,361.0 |
|2,422.0 |
|1,637.0 |
|1,252.0 |
| |
|Accounts Receivable - Trade, Gross |
|5,565.0 |
|3,413.0 |
|2,469.0 |
|1,684.0 |
|1,304.0 |
| |
|Provision for Doubtful Accounts |
|-55.0 |
|-52.0 |
|-47.0 |
|-47.0 |
|-52.0 |
| |
| |
| |
|Receivables - Other |
|4,414.0 |
|1,696.0 |
|2,282.0 |
|2,392.0 |
|1,593.0 |
| |
|Total Inventory |1,051.0 |455.0 |509.0 |346.0 |270.0 |
|Prepaid Expenses |0.0 |309.0 |475.0 |417.0 |208.0 |
|Other Current Assets, Total |5,083.0 |2,270.0 |2,207.0 |1,778.0 |1,076.0 |
|Total Current Assets |41,678.0 |31,555.0 |30,006.0 |21,956.0 |14,509.0 |
| | | | | | |
|Property/Plant/Equipment, Total - Net |4,768.0 |2,954.0 |2,455.0 |1,832.0 |1,281.0 |
|Goodwill, Net |741.0 |206.0 |207.0 |38.0 |38.0 |
|Intangibles, Net |342.0 |353.0 |352.0 |382.0 |139.0 |
|Long Term Investments |25,391.0 |10,528.0 |2,379.0 |0.0 |0.0 |
|Note Receivable - Long Term |0.0 |0.0 |0.0 |0.0 |0.0 |
|Other Long Term Assets, Total |2,263.0 |1,905.0 |772.0 |1,139.0 |1,238.0 |
|Other Assets, Total |0.0 |0.0 |0.0 |0.0 |0.0 |
|Total Assets |75,183.0 |47,501.0 |36,171.0 |25,347.0 |17,205.0 |
| | | | | | |
|Liabilities and Shareholders' Equity | | | | | |
|Accounts Payable |12,015.0 |5,601.0 |5,520.0 |4,970.0 |3,390.0 |
|Payable/Accrued |0.0 |0.0 |0.0 |0.0 |0.0 |
|Accrued Expenses |1,593.0 |1,293.0 |1,320.0 |772.0 |803.0 |
|Notes Payable/Short Term Debt |0.0 |0.0 |0.0 |0.0 |0.0 |
|Current Port. of LT Debt/Capital Leases |0.0 |0.0 |0.0 |0.0 |0.0 |
|Other Current Liabilities, Total |7,114.0 |4,612.0 |4,521.0 |3,538.0 |2,250.0 |
|Total Current Liabilities |20,722.0 |11,506.0 |11,361.0 |9,280.0 |6,443.0 |
| | | | | | |
|Total Long Term Debt |0.0 |0.0 |0.0 |0.0 |0.0 |
|Deferred Income Tax |4,300.0 |2,216.0 |999.0 |619.0 |381.0 |
|Minority Interest |0.0 |0.0 |0.0 |0.0 |0.0 |
|Other Liabilities, Total |2,370.0 |2,139.0 |1,514.0 |916.0 |397.0 |
|Total Liabilities |27,392.0 |15,861.0 |13,874.0 |10,815.0 |7,221.0 |
| | | | | | |
|Redeemable Preferred Stock |0.0 |0.0 |0.0 |0.0 |0.0 |
|Preferred Stock - Non Redeemable, Net |0.0 |0.0 |0.0 |0.0 |0.0 |
|Common Stock |10,668.0 |8,210.0 |7,177.0 |5,368.0 |4,355.0 |
|Retained Earnings (Accumulated Deficit) |37,169.0 |23,353.0 |15,129.0 |9,101.0 |5,607.0 |
|Other Equity, Total |-46.0 |77.0 |-9.0 |63.0 |22.0 |
|Total Equity |47,791.0 |31,640.0 |22,297.0 |14,532.0 |9,984.0 |
| | | | | | |
|Total Liabilities & Shareholders’ Equity |75,183.0 |47,501.0 |36,171.0 |25,347.0 |17,205.0 |
| | | | | | |
| | | | | | |
|Total Common Shares Outstanding |915.97 |899.81 |888.33 |872.33 |855.26 |
|Total Preferred Shares Outstanding |0.0 |0.0 |0.0 |0.0 |0.0 |

Apple’s Cash Flow
|2010 |2009 |2008 |2007 |2006 |
|Period End Date |09/25/2010 |09/26/2009 |09/27/2008 |09/29/2007 |09/30/2006 |
|Period Length |52 Weeks |52 Weeks |52 Weeks |52 Weeks |53 Weeks |
|Stmt Source |10-K |10-K/A |10-K/A |10-K/A |10-K |
|Stmt Source Date |10/27/2010 |01/25/2010 |01/25/2010 |01/25/2010 |12/29/2006 |
|Stmt Update Type |Updated |Updated |Reclassified |Reclassified |Updated |
| | | | | | |
|Net Income/Starting Line |14,013.0 |8,235.0 |6,119.0 |3,495.0 |1,989.0 |
|Depreciation/Depletion |1,027.0 |734.0 |496.0 |327.0 |225.0 |
|Amortization |0.0 |0.0 |0.0 |0.0 |0.0 |
|Deferred Taxes |1,440.0 |1,040.0 |398.0 |73.0 |53.0 |
|[pic]Non-Cash Items |903.0 |736.0 |538.0 |254.0 |174.0 |
|Unusual Items |
|24.0 |
|26.0 |
|22.0 |
|12.0 |
|11.0 |
| |
|Other Non-Cash Items |
|879.0 |
|710.0 |
|516.0 |
|242.0 |
|163.0 |
| |
|[pic]Changes in Working Capital |1,212.0 |-586.0 |2,045.0 |1,321.0 |-221.0 |
|Accounts Receivable |
|-4,860.0 |
|-939.0 |
|-785.0 |
|-385.0 |
|-357.0 |
| |
|Inventories |
|-596.0 |
|54.0 |
|-163.0 |
|-76.0 |
|-105.0 |
| |
|Other Assets |
|-1,634.0 |
|-153.0 |
|15.0 |
|-994.0 |
|-2,666.0 |
| |
|Accounts Payable |
|6,307.0 |
|92.0 |
|596.0 |
|1,494.0 |
|1,611.0 |
| |
|Other Liabilities |
|1,995.0 |
|360.0 |
|2,382.0 |
|1,282.0 |
|1,296.0 |
| |
|Cash from Operating Activities |18,595.0 |10,159.0 |9,596.0 |5,470.0 |2,220.0 |
| | | | | | |
|[pic]Capital Expenditures |-2,121.0 |-1,213.0 |-1,199.0 |-986.0 |-657.0 |
|Purchase of Fixed Assets |
|-2,005.0 |
|-1,144.0 |
|-1,091.0 |
|-735.0 |
|-657.0 |
| |
|Purchase/Acquisition of Intangibles |
|-116.0 |
|-69.0 |
|-108.0 |
|-251.0 |
|0.0 |
| |
|[pic]Other Investing Cash Flow Items, Total |-11,733.0 |-16,221.0 |-6,990.0 |-2,263.0 |1,014.0 |
|Acquisition of Business |
|-638.0 |
|0.0 |
|-220.0 |
|0.0 |
|0.0 |
| |
|Sale/Maturity of Investment |
|46,718.0 |
|30,678.0 |
|16,243.0 |
|9,424.0 |
|8,312.0 |
| |
|Purchase of Investments |
|-57,811.0 |
|-46,825.0 |
|-23,003.0 |
|-11,736.0 |
|-7,280.0 |
| |
|Other Investing Cash Flow |
|-2.0 |
|-74.0 |
|-10.0 |
|49.0 |
|-18.0 |
| |
|Cash from Investing Activities |-13,854.0 |-17,434.0 |-8,189.0 |-3,249.0 |357.0 |
| | | | | | |
|[pic]Financing Cash Flow Items |345.0 |188.0 |633.0 |374.0 |6.0 |
|Other Financing Cash Flow |
|345.0 |
|188.0 |
|633.0 |
|374.0 |
|6.0 |
| |
|Total Cash Dividends Paid |0.0 |0.0 |0.0 |0.0 |0.0 |
|Issuance (Retirement) of Stock, Net |912.0 |475.0 |483.0 |365.0 |318.0 |
|Issuance (Retirement) of Debt, Net |0.0 |0.0 |0.0 |0.0 |0.0 |
|Cash from Financing Activities |1,257.0 |663.0 |1,116.0 |739.0 |324.0 |
| | | | | | |
|Foreign Exchange Effects |0.0 |0.0 |0.0 |0.0 |0.0 |
|Net Change in Cash |5,998.0 |-6,612.0 |2,523.0 |2,960.0 |2,901.0 |
| | | | | | |
| | | | | | |
|Net Cash - Beginning Balance |5,263.0 |11,875.0 |9,352.0 |6,392.0 |3,491.0 |
|Net Cash - Ending Balance |11,261.0 |5,263.0 |11,875.0 |9,352.0 |6,392.0 |

Income Statement - 10 Year Summary (in Millions)
| |Sales |EBIT |Depreciation |Total Net Income |EPS |Tax Rate (%) |
|09/10 |65,225.0 |18,540.0 |932.0 |14,013.0 |15.15 |24.42 |
|09/09 |42,905.0 |12,066.0 |684.0 |8,235.0 |9.08 |31.75 |
|09/08 |37,491.0 |8,947.0 |460.0 |6,119.0 |6.78 |31.61 |
|09/07 |24,578.0 |5,006.0 |307.0 |3,495.0 |3.93 |30.18 |
|09/06 |19,315.0 |2,818.0 |225.0 |1,989.0 |2.27 |29.42 |
|09/05 |13,931.0 |1,808.0 |179.0 |1,328.0 |1.55 |26.55 |
|09/04 |8,279.0 |370.0 |150.0 |266.0 |0.34 |28.11 |
|09/03 |6,207.0 |92.0 |113.0 |68.0 |0.09 |26.09 |
|09/02 |5,742.0 |87.0 |114.0 |65.0 |0.09 |25.29 |
|09/01 |5,363.0 |-52.0 |100.0 |-37.0 |-0.05 |0.0 |

Balance Sheet - 10 Year Summary (in Millions)
| |Current Assets |Current Liabilities |Long Term Debt |Shares Outstanding |
|09/10 |75,183.0 |27,392.0 |0.0 |916.0 Mil |
|09/09 |47,501.0 |15,861.0 |0.0 |899.8 Mil |
|09/08 |36,171.0 |13,874.0 |0.0 |888.3 Mil |
|09/07 |25,347.0 |10,815.0 |0.0 |872.3 Mil |
|09/06 |17,205.0 |7,221.0 |0.0 |855.3 Mil |
|09/05 |11,516.0 |4,088.0 |0.0 |835.0 Mil |
|09/04 |8,050.0 |2,974.0 |0.0 |782.9 Mil |
|09/03 |6,815.0 |2,592.0 |0.0 |733.5 Mil |
|09/02 |6,298.0 |2,203.0 |316.0 |717.9 Mil |
|09/01 |6,021.0 |2,101.0 |317.0 |701.8 Mil |

[pic]
Assumptions:
- Our marketing and pricing approach is market premium will be offered at a consistently pricing at the high end of the possible price range to help attract status-conscious consumers. By using the high pricing of premium product is used to enhance and reinforce a product's luxury image.
- By adding several and unique components if the iPad Ultimate will reflect the increased cost of production, however the price will be the same as the iPad 2.
- Apple Corporation wants to be able to gain at least 5% profit from the iPad Ultimate note pads within a year it starts to selling the product.
3.4 Target Markets Apple’s target markets are Working, Middle, Lower-Upper and Upper class marketers, skilled workers, office workers, managers, professionals, and executive professional are most likely to want to own the new iPad Ultimate to be able to web search, watch movies and do able to work with Microsoft Office Suite. Apple will advertise in Apple locate retail stores and use the television adverting to draw in the working and specially the students into wanted the new Apple device for school and working class, hope once some consumers will pass on the unique features in the iPad Ultimate by word of mouth, when consumers are using Yahoo and Google search engines that Apple’s iPad Ultimate is listing in the top searches for marketing methods. By using the high pricing of premium product is used to enhance and reinforce a product's luxury image. By adding several and unique components if the iPad Ultimate will reflect the increased cost of production, however the price will be the same as the iPad 2. Apple Corporation wants to be able to gain at least 3% profit from the iPad Ultimate note pads within a year it starts to selling the product.
3.5 Positioning Apple has positioned itself to a certain type of customer, wealthy people, innovators, people with good jobs, good lifestyle, etc. If Apple targets the poor man type, the trendy guys will stop buying Apples, because everybody can and Apple is not the Porsche of the computers anymore, this would hurt more the brand than maybe the increasing sales because of lower prices, and in good times, where everybody has more money, Apple would have the problem that they cannot raise prices, because everybody expects a cheap Apple (the macroeconomics deflation problem). It is widely recognized that Apple is a premium brand that demands and earns a price premium. Apple's positioning is aligned with targeting a less price sensitive customer. As a result, Apple's culture and internal activities are structured to meet the needs of these customers; strategists call this needs-based positioning. Apple has thus created a culture and a set of activities to differentiate it from rivals in order to meet the needs of their target customers. If Apple were to attempt to compete for all customer segments, it would have to lower product prices. The danger with such an approach is that it would not only undermine and erode the company's premium brand image but it would also undermine the company's culture and internal activities.

3.6 Strategies In strategic terms, Apple has conducted a trade-off. Continue to appeal to customers that have a willingness to pay instead of appealing to a wide range of customer segments that have varying price sensitivities. A larger customer base would not only undermine the company's strategic position but it would also be misaligned with the company's internal activities. At a basic level of analysis, a price reduction will set a precedent that will not be easily reversed. More damaging however is the potential for brand erosion and customer confusion about the brand. Then there's the confusion that is likely to arise amongst Apple's employees. Digging deeper into the strategy, the trade-off protects Apple's unique position. By maintaining its price premium at the expense of unit volume, Apple has created an imitation barrier that competitors cannot easily cross. With Apple innovative and stylish products, is able to sell their products at a higher price than all the others. Apple's competitors will not be able to transform their brand image overnight. Any such effort will take considerable amount of time on numerous dimensions ranging from product design to marketing. This leads to the second issue, cost. Any transformation undertaken by a competitor will cost tens or perhaps hundreds of millions of dollars in a sustained re-branding and advertising campaign. In today's marketplace, a cost of this magnitude is not feasible.
3.7 Marketing Mix Apple’s marketing mix for the improvement to the iPad 2. Marketing Mix is the set of controllable, tactical marketing tools that the firm blends to produce the response it wants in the target market. Price, product, place and promotion are the 4 P's or components that make up a marketing mix.

Product The Apple’s iPad Ultimate tablet device that has several features new and unique features such as different versions of the iPad Ultimate at launch with different hard drive capacities and with or without 3G/4G capability, HDMI output, One USB 2.0 or 3.0 input/output, One Firewire 400 or 800 input/output, Express or 5 in1 media card reader, 12 hour battery life, 10.5” touch screen with 1024 x 768 pixels, Dual Core Chip 1.5Ghz A7 chip, 16GB, 32GB, 64GB and 128GB memory, Wireless printing, two cameras front and back with 8MP capabilities and capabilities to be connected to the internet by using both Wi-Fi and 3G/4G together and the dimensions are 9.56 in x 7.47 in. This product has the ability to surf the internet, listen and purchase music, watch videos, view photos, read e-mail, read and purchase e-books and execute multiple applications. The iPad Ultimate will also feature the latest Bluetooth profile and will have an on-screen keyboard for inputs, with internet access, play media files (all types), to be able to transfer pictures or files from their computer to the device by using USB 2.0/3.0, FireWire 400/800, SDXC and Express card.
Price
The iPad Ultimate can be purchased at multiple prices with base model (16 GB) without 3G/4G capability is the cheapest at $499, 32 GB at $599, 64 GB at $699, and 128 GB will retail for $799. If a customer wants 3G/4G capability they will have to pay an additional $125 on top of the base price. The consumer also has the option to sign up for AT&T or Verizon data plan that allows them to have access to the internet virtually anywhere and in areas without Wi-Fi connections. As far as discounts go, Apple is known for charging higher, premium prices however; they usually offer $100 off certain products to college students. They also do special bundles for purchasing certain products during different times of the year.
Place
The iPad Ultimate will most likely be sold in place where other Apple products are sold. There several retail outlets that carry various Apple products so purchasing this product should not be difficult. There are multiple Apple stores across the United States, in which these products will be sold. Customers can also order the product online in Apple's website. Best Buy, one of Apple's partners, also sells Apple products and also has a large retail footprint in the United States. Amazon, one of the largest online retailers, also carries Apple products. Apple should gauge consumer demand and produce enough in order to satisfy the market. Apple’s strategy in the future will be having their iPad Ultimate to be sold in all Wal-Mart stores.
Promotion
Apple will hold a press conference next week to debut the product. Several of the major techblogs and websites (zdnet, gizmodo, engadget) also covered the event. Given Apple's track record of heavy promotion and advertisement of its marquee products, the IPad Ultimate has a high probability of getting the same advertising treatment. The iPad Ultimate will be highlighted on the front page of Apple website and the hour long keynote by Steve Jobs regarding the iPad Ultimate is also available on the website. Apple is working on a TV ad for the iPad Ultimate that be advertized next Monday as it is released to the market, I anticipate heavy promotion within the upcoming months as the iPad Ultimate is due to be released around first week of September.
3.8 Marketing Research Apple’s research will be marketed towards the college students, skilled workers, office workers, managers, professionals, and executive professional after six months to see if the consumer would produce the iPad Ultimate again in the future or would recommend the iPad Ultimate to friends, family members and co-workers about the product. Apple has decided after the iPad 2, that the company would develop a research department to help Apple to learn if the product is drawing in the required consumers to make the Apple iPad Ultimate as the best tablet. Apple will make it easy for consumers to leave feedback for the iPad Ultimate and how the consumers like or disliked the product that Apple has produced. Apple began a campaign called "Apple Customer Pulse" to gather market research from select customers through periodic surveys. Apple's Market Research department hopes that most consumers will take time to take the survey on Apple products that they have bought. Apple values all consumers’ opinions and invites everyone to participate in a survey about your Apple products. The survey should take three to five minutes or less to complete. Apple's new website for the Apple Customer Pulse panel, the program will be "an online community of Apple product users who provide input on a variety of subjects and issues concerning
4.0 Controls The purpose of Apples’ marketing plan is to serve as a guide for the company. The following areas will be monitored to keep tabs on the product performance for Apple Company. Revenue – annual and monthly balance and income reports Expenses - annual and monthly balance and income reports Consumer satisfaction feedback
4.1 Implementation
|Milestones |Start Date |End Date | Budget |
|Initial Assessment |9/1/2011 |10/1/2011 | $ 150,000 |
|Proof of Concept |10/1/2011 |11/1/2011 | $ 75,000 |
|Marketing plan completion |11/1/2011 |12/1/2011 | $ - |
|Pilot Program |12/1/2011 |2/1/2012 | $ 275,000 |
|Web site completion |12/1/2011 |2/1/2012 | $ 100,000 |
|Television Advertising |12/1/2011 |4/1/2012 | $ 1,000,000 |
|Internet Advertising |4/1/2012 |7/1/2012 | $ 1,500,000 |
|Development of the retail channel |9/1/2011 |7/1/2012 | $ - |
|Totals | | | $ 3,100,000 |

|Marketing Expense Budget |2009 |2010 |
|Web site | $ 50,000 | $ 75,000 |
|Advertisements | $ 3,000,000 | $ 2,500,000 |
|Printed Material | $ 5,000 | $ 10,000 |
|Totals Sales/Marketing Expenses | $ 3,055,000 | $ 2,585,000 |
|Percent of Sales |7.54% |5.65% |
|Contribution Margin | $ 2,750,000 | $ 3,250,000 |
|Contribution Margin/Sales |75.42% |71.26% |

4.2 Marketing Organization V.P. Chief Marketing Officer – iPad, iPhone, iTouch Marketing Director – iPad Marketing Managers – marketing the iPad Product Marketing Manager – developing the iPad product Product Specialist – developer of the iPad family
4.3 Contingency Planning Difficulties and Risks 1. The development team might not be able to estimate the work time, preventing customers from deciding priorities effectively. 2. Some developers may leave the project before it is finished. 3. The system as delivered may have low take-up because of a lack of confidence in its correctness. 4. The stated requirements might not match the customers' desires and ambitions for the system. Worst-Case Risks 1. Stakeholders’ goals may conflict. 2. Communication problems in development team. They are dispersed among several sites, and have not worked together before. 3. Customer may accept delivery of the system although it does not really meet their goals. 4. The total features requested may be beyond what the development team can deliver in the time available.
5.0 Conclusion Apple Inc. is preparing to launch the new version of the iPad Ultimate, compete with other competitors in the market segment taking advantage with the fact that the tablet market will increase by 100% over the next 10 years Apple is targeting the Generation Y/Millennium and Generation Z/Boomlets’ generation. Apple’s primary marketing objective is to sell around a million iPad Ultimate in the first year and hopes that it will to continue to grow modestly by 15% a year over the next 5 years. Apple’s primary financial objective is to reach over $10 million in gross sales revenue over the next first 5 years, equating to about $6 million in net profit. The iPad Ultimate is a massive important over the iPad 2 with several new functions and features that will let consumers enjoy the new iPad with several functions without the weight and bulky electronics. The SWOT analysis consists of strengths: Expertise and, Location and Distribution, Products and World Class Service and Strong research. Weaknesses: Indifferently Product and Brand. Opportunities: Generation Y and Generation Z and Market of an ineffective competitor. Threats: Competition, Similar product purchases and Low pricing. There are so many different types of products on the market, the other companies offer similar products, however they do not offer the best product with the most impressive hardware and display that a tablet or reading device can give the consumers with years of experience in this field of technology. Apples’ biggest competitors in the tablet market are Dell, SmartQ, Samsung and Toshiba. Apple Inc. has several factors that will help the company to a successful marketing of the iPad Ultimate: The success of the iPad 1 and iPad 2 generation that are offered at reasonable market price. The know quality of the Apple iPad product. Setting up an appealing, modern, interactive web-site, so that the consumers can see and play with what the new iPad will have to offer to consumers. Apple budgeting for the new development of Apple’s iPad Ultimate will be around five million dollars, which will be broken into different areas during the development. Apple’s marketing strategy will be adding several new and unique to iPad Ultimate to the iPad 2 features. Our marketing and pricing approach is market premium will be offered at a consistently pricing at the high end of the possible price range to help attract status-conscious consumers.

References
About.com - Laura-Schneider (2011). Steve Jobs Biography Information. Retrieved on 8 July, 2011 from http://jobsearchtech.about.com/od/historyoftechindustry/a/SteveJobs.htm.

Applehistory.com – Glen Sanford (2011). Apple History. Retrieved on 6 June, 2011 from http://www.apple-history.com.

About.com – Sam Costello (2011). What Are iPad Sales to Date? Retrieved from http://ipod.about.com/od/ipadmodelsandterms/f/ipad-sales-to-date.htm.

Jim Dalrymple (February 26, 2011). Apple's iPad Still Has No Competition? Retrieved from http://techcrunch.com/2011/02/26/ipad-no-competition. Jason Mick (April 16, 2010). Photos of Dell's Android Powered iPad Look-Alikes Leak. Retrieved from http://www.dailytech.com/Photos+of+Dells+Android+Powered+iPad+LookAlikes+Leak/article18154.htm.

Jason Mick (April 16, 2010). iPad look-alike identical Tablet during a single third cost ? SmartQ R10 Android Tablet. Retrieved from http://leasefinance.info/ipad-look-alike-similar-tablet-at-one-third-price-smartq-r10-android-tablet.htm.

Samsung (2011). Samsung Galaxy Tab™ 10.1. Retrieved from http://www.samsung.com/us/mobile/galaxy-tab/GT-P7510MAYXAR?cid?cid=ppc_gtb_goo_C-Competitors_Competitor_ipad.

Christian Ziberg (August 23, 2010). Toshiba’s 10-inch iPad look-alike. Retrieved from http://www.geek.com/articles/mobile/toshibas-10-inch-ipad-lookalike-due-in-two-weeks-20100823/.

MSN Money (August 2010). Financial Results - AAPL. Retrieved from http://moneycentral.msn.com/investor Apple Corporation (August 2010). Financial History. Retrieved from http://investor.apple.com/financials.cfm Apple Corporation (August 2010). Marketing Example. Retrieved from http://uwmktg301.blogspot.com/2010/01/integrated-marketing-mix-4-ps.html [pic][pic][pic]

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