apple company overview presentation

• Lifestyles & Social Issues
• Philosophy & Religion
• Politics, Law & Government
• World History
• Health & Medicine
• Browse Biographies
• Birds, Reptiles & Other Vertebrates
• Bugs, Mollusks & Other Invertebrates
• Environment
• Fossils & Geologic Time
• Geography & Travel
• Entertainment & Pop Culture
• Sports & Recreation
• Visual Arts

• Introduction

Key products and services

1976: garage days and the first apple computer, 1977–1978: apple ii and early commercial success, 1979: innovations—gui, mice, and icons, 1980–1985: competition from ibm, macintosh, and steve jobs’ exit, 1985–1997: leadership struggles after jobs and wozniak, 1997–2010: renaissance and reinvention.

• 2011–present: Tim Cook as CEO and the first trillion-dollar company

Apple Inc. is an American multinational technology company that revolutionized the technology sector through its innovation of computer software , personal computers , mobile tablets, smartphones , and computer peripherals.

One of the most recognizable brands in the world, Apple created the first commercially successful personal computer and was also the first to bring the graphical user interface (GUI) into mass adoption.

Founded by Steve Jobs and Steve Wozniak in 1976, Apple set new benchmarks in product innovation, user-centric functionality, aesthetics and design, and multiproduct integration. Apple redefined and transformed the capabilities of modern computing. Further, Apple innovated the industry by establishing a marketplace ecosystem for third-party application developers, leveraging this new economy to expand its products’ functionalities and strengthen its position. The company is headquartered in Cupertino, California .

• Mac computers. Evolving since 1984, the Mac line has set standards in the world of personal computing.
• iPhone. Essentially a sophisticated computer packaged in a flat cube, the iPhone was a game changer in mobile technology, altering the way people communicate and consume media.
• iPad. Bridging the gap between smartphones and laptops, the iPad opened up a new market for digital tablets since its debut in 2010.
• iPod. A digital music player, the likes of which hadn’t been seen since the Sony Walkman, the iPod revolutionized the music industry in 2001, transforming the way listeners consume music.
• Apple Watch. Launched in 2015, the Apple Watch is among the most dominant products in the wearable tech sector.
• MacBook. Apple’s brand of laptop computer, the MacBook has become a mainstay in personal and professional environments.
• Apple TV+. As Apple’s entry into the streaming entertainment services, Apple TV+ has become a dominant player in the subscription-based entertainment sector.
• AirPods. Since the product’s launch in 2016, AirPods have become a leader in the wireless audio market.

The genesis of Apple Inc. sprang, not from a vision of an ambitious venture, but from a more modest aspiration: Stephen G. Wozniak had a lifelong dream of building his own personal computer.

Wozniak was inspired by the Altair 8800, the first commercially successful microcomputer launched in 1975. Further encouraged by his friends at the Homebrew Computer Club, a hobbyist group, he quickly developed a simple gaming motherboard: his first personal computer.

Wozniak, then a 26-year-old engineering intern at Hewlett-Packard , presented his design to his employer. When the company expressed no interest, Wozniak teamed up with a former high school classmate, 21-year-old Steve Jobs. The two decided to set up their operations in the Jobs family garage, founding Apple Inc. on April 1, 1976, along with Ronald Wayne, an experienced tech industry executive who would play a role in helping facilitate and integrate the young founders’ company vision and operational pursuits.

Jobs and Wozniak each held a 45% stake in the company; Wayne had a 10% partnership stake. To fund their venture with working capital, Jobs sold his Volkswagen minibus and Wozniak his programmable calculator.

With the help of its first angel investor and Intel Corporation veteran Armas Clifford “Mike” Markkula, the company unveiled its inaugural product, the Apple I, in July 1976 at a Homebrew Computer Club meeting. Selling for $666.66, the Apple I was a bare motherboard with a basic CPU , random access memory (RAM), and video capabilities, but no keyboard or monitor. Nevertheless, the company’s first product marked the garage start-up’s first success—however minor—selling 200 units that year. Later that year, Ronald Wayne decided to leave the fledgling company, selling back his 10% share for $800.

In January 1977, with Markkula providing his expertise and seed funding of $250,000, Apple Inc. was incorporated .

Apple II, the company’s next product, was released in April 1977 and became the first widely distributed microcomputer. It was a commercial success; some 5 or 6 million units were sold over the next decade.

This new iteration hinted at a slight design breakthrough with its custom-molded plastic casing, a departure from the steel-encased designs of the time. The Apple II also included color graphics, sound, and television plug-in capabilities. Selling for a base price of $1,298, it was perceived as a user-friendly product, contributing to its success among general consumers.

Having achieved its first milestone in the larger consumer market, the company boosted its competitive position when Wozniak introduced a disk controller enabling an affordable floppy disk drive. This inclusion enhanced Apple II’s data storage and retrieval, making it faster and more reliable.

In 1979, Jobs led a team of engineers to see the innovations created at the Xerox Corporation ’s Palo Alto Research Center (PARC) in California.

At PARC, they were shown three features that would serve as the company’s game-changing innovations:

• The functional graphical user interface (GUI), featuring on-screen windows
• A pointing device known as a mouse
• The use of icons (pictographs) in place of awkward command line instructions

These features would be integrated into two key projects in development: the Apple Lisa (released in 1983) and the Apple Macintosh (1984). (Xerox would later sue Apple in 1989, claiming it stole the idea for its graphical user interface. The lawsuit was dismissed in 1990 on technical grounds, with the court saying Xerox chose the wrong venue to argue most of its legal points.)

The idea was to develop low-cost and user-friendly personal computers that would introduce the two innovative features—the GUI and mouse—to mass consumers. Although both computers sported these new features, they were designed to appeal to different audiences. The Lisa was geared toward business professionals, while the Macintosh targeted the broader consumer market.

Apple’s profits and size grew at a historic rate. By 1980 the company netted over $100 million and had more than 1,000 employees. In December 1980, Apple went public, offering 4.6 million shares at $22 each.

Apple’s initial public offering (IPO) was the biggest since 1956 when Ford Motor Company went public. Further, by the end of 1980, Apple’s nearly $2 billion valuation was greater than Ford’s.

IBM enters the PC market. As a formidable contender in the emerging PC market, Apple would soon face competition from IBM , the computer industry’s leading player.

IBM launched its own version of the personal computer in 1981, breaking with its tradition of using only proprietary hardware components and software. Instead, IBM built its PC using readily available components, including an Intel microprocessor and a disk operating system (DOS) from Microsoft Corporation .

Because other manufacturers could use the same hardware components that IBM used and license DOS from Microsoft, new software developers could count on a wide IBM PC–compatible market for their software. The system soon had a new spreadsheet program, Lotus 1-2-3, that changed computing and created what would later be known as a “killer app”: a software program (application) so useful that it propels hardware sales.

IBM’s PC won instant support and popularity in the business community, and the Apple II was unable to dislodge IBM’s position. Flanked by its existing suite of business computing products, IBM’s new offering struck a fatal blow to the yet-to-be-released Apple Lisa.

Upon its debut in 1983, the Lisa’s $9,995 price tag was more than five times the cost of an IBM PC. If cost alone didn’t guarantee its commercial underperformance compared to IBM, the Lisa also had numerous hardware issues and incompatibilities that made its performance sluggish compared to its competition.

The Lisa was an epic failure for the company’s foray into the business computing market. But Apple fared better in the general consumer market with the release the following year of a product that might even be considered iconic, culturally perhaps more so than functionally.

Apple launches the Macintosh. Following its failed Lisa launch, Apple prepared for a second product release, hoping to gain a stronger, if not dominant, position in the market. The new product was the Macintosh computer.

Although Jef Raskin led the Macintosh research project as early as 1979, Steve Jobs took over the project in 1981, having been removed from the Lisa project due to collaborative tensions. Jobs’ intervention and contentious disagreements with Raskin on the project’s vision and direction prompted Raskin to leave the company in 1982.

Introduced to the world via television commercial during Super Bowl XVIII on January 22, 1984, Apple immediately became a household name. The commercial, directed by Ridley Scott , struck a hard, albeit symbolic, blow against IBM, associating it with the dystopian and villainous authority of George Orwell’s novel 1984 .

In contrast, the ad portrayed Apple as the countercultural hero of the story—a symbol of freedom, progress, and innovation.

The Macintosh’s integration of a user-friendly GUI, all-in-one design, and affordable price of $2,500 made it accessible and appealing to businesses and technical users but also, and perhaps more importantly, to general consumers. Although the ad profoundly affected viewers, becoming one of the most iconic commercials in Super Bowl history, it generated more cultural buzz than commercial sales.

Despite ecstatic media reaction, the Macintosh initially sold below Apple’s expectations. The Mac, as it came to be known, had insufficient memory and storage capacity. It lacked essential features like cursor keys and a color display, both of which were considered standard amenities for PCs at the time.

Furthermore, skeptics doubted that adults would ever want to use a machine that relied on the GUI, condemning it as “toylike” and wasteful of computational resources.

In the wake of the poor sales performance, Jobs was ousted from the company in September 1985 by chief executive officer (CEO) John Sculley. (Wozniak had left Apple in February 1985 to become a teacher.)

Upon exiting Apple, Jobs founded another computer company, NeXT Inc., in 1985. The next year, he purchased Lucasfilm’s Computer Graphics Division to create Pixar Animation Studios . The founding of both companies, although outside the scope of Apple’s development at the time, would prove instrumental to the company’s forthcoming era of innovation in technology (NeXT’s technology was the foundation of macOS) as well as design and user experience (what is now called UX).

Under Sculley, Apple made steady improvements to the Mac—most notably, the introduction of an affordable laser printer along with Aldus Corporation’s PageMaker, the Mac’s first killer app (1985). Together, these two innovations launched the desktop publishing revolution for consumers and businesses alike. The graphic arts and publishing industries quickly became the Mac’s single most important market.

In 1987, the Mac II and Mac SE were introduced. The Mac II was the first of the Mac line to incorporate color graphics and a modular design, while the Mac SE was the first of its series to offer an expansion slot (later including a hard drive bay as a standard feature).

Although these products boosted Apple’s popularity among consumers, as evidenced by its growing base of one million users, the company would soon be mired in legal challenges that impeded its pace and progress.

Apple litigates while PCs innovate. The Mac’s incompatibility with Apple II software, a problem the company initially ignored, slowed educational sales and compelled the company to retain its outmoded Apple II line through 1993, hampering its progress as an industry innovator.

Consumer sales suffered as Apple discouraged game development out of fear that the Mac would not be taken seriously in the business community. Moreover, Microsoft , after an unsuccessful attempt to secure an agreement to market the Mac OS on the Intel processor, introduced Windows , its own graphical operating system .

Apple litigated for years, in vain, to stop Microsoft from copying the “look and feel” of its operating system, although the Mac OS itself drew upon Xerox’s PARC GUI. Meanwhile, as successive versions of Windows improved and competition among multiple PC manufacturers led to greater innovation and lower prices, fewer consumers were willing to pay the premium Apple had commanded owing to its reputation for quality.

As the 1980s drew to a close, Apple would find itself facing a few more legal headwinds (including its legal battle with Xerox over the graphical user interface):

• In 1989, Apple Corps Ltd., the Beatles’ record label, sued Apple for trademark issues related to the company’s name and logo. The legal battle spanned several years; it escalated in the 2000s when Apple introduced iTunes and the iPod , thereby entering the music industry.
• Also in 1989, Apple disposed of unsold Lisa units in a landfill in Logan, Utah. This event became part of tech lore, a symbol of the company’s biggest innovative flop. Meanwhile, Jobs released the NEXTSTEP operating system—a significant development, as it would later serve as the basis for Apple’s Mac OS X upon Jobs’ return to the company.

Apple-IBM rapprochement. In a surprising move, Apple and IBM announced an alliance in 1991. In addition to signing a technology agreement with Motorola, Inc. to develop a next-generation chip, known as the PowerPC, Apple and IBM created two new software companies to develop operating system software: Taligent, Inc., and Kaleida Labs, Inc.

Taligent was expected to enable versions of both the Mac OS and the IBM OS/2 to run on a new computer hardware standard, the common hardware reference platform (CHRP). Kaleida Labs was to develop multimedia software.

But as both companies began to quarrel over CHRP engineering specifications and costs mounted to about $400 million for Taligent and $200 million for Kaleida Labs, Apple pulled out with little to show for its investment.

Apple’s Newton and Claris flops. Sculley also promised more than Apple could deliver with Newton, a personal digital assistant ( PDA ) that suffered from poor handwriting recognition and diverted company engineering and financial resources.

In addition, the company vacillated over Claris Corporation, its software division, first reorganizing it as an independent company and then reabsorbing it when it began shifting more resources to Windows software.

Apple continues to flounder. In 1993, Sculley was replaced by Michael Spindler as CEO. Spindler’s most notable achievements were the successful migration of the Mac OS to the PowerPC microprocessor and the initiation of a shift away from Apple’s proprietary standards.

Nevertheless, Apple struggled with marketing projections, accumulating large unsalable inventories of some models while simultaneously unable to meet a billion dollars in orders for other models.

Combined with drastic quality control problems, notably a defective line of monitors and some highly publicized combustible portable computers, these failings brought Spindler’s reign to an end in early 1996 with the appointment of Gilbert F. Amelio.

In 1996, Apple made a pivotal move that would profoundly affect its strategic direction. After several attempts to develop a replacement for its aging Mac operating system, Apple purchased NeXT Software, Inc., the company that Jobs had founded after being ousted from Apple in 1985.

Building on this move, Apple, under Amelio’s leadership, began cutting operating costs and reestablishing quality controls. Despite these efforts, only a small percentage of new computer buyers were choosing Macs over Windows machines. Apple’s financial situation was dire toward the end of its second decade.

Jobs, now an advisor to Apple’s embattled CEO, quickly became disenchanted with the company’s direction, selling all but one share of the Apple stock he had received in the NeXT sale.

When Apple failed to become profitable under Amelio and its worldwide market share fell to roughly 3%, the board of directors in mid-1997 recruited a surprising temporary replacement: Jobs, who for the first time became the undisputed leader of the company he cofounded.

The return of Jobs: iMac, iTunes, iPod, iPhone, and iPad. Upon retaking the helm, Jobs immediately set about revitalizing the company, announcing an alliance with erstwhile foe Microsoft, ending the half-hearted (and profit-draining) program to license the Mac OS, streamlining the company’s multiple (and confusing) product lines, and launching the iMac, the first of many affordable and innovative products to come from the now-revitalized company.

Apple branded its products as part of an upscale lifestyle, or “iLife,” by emphasizing sleek, minimalist, and aesthetically pleasing designs (like the iMac) that looked more like modern art than machinery.

Designed to revive Apple’s consumer and educational appeal, the iMac quickly became the all-time best-selling Mac, lifting Apple’s U.S. market share to roughly 13.5% in August 1998 from a record low of 2.6% in December 1997. Moreover, Apple had a profitable fiscal year in 1998, its first since 1995.

In 2001 Apple introduced iTunes , a media player and library software to store, organize, and play digital audio files converted to MP3 format. Later the same year, Apple began selling the iPod , a portable MP3 player, which quickly became the market leader. (The term podcast , combining iPod and broadcast , is used as both a noun and a verb to refer to audio or video material downloaded for portable or delayed playback.) Later models added larger storage capacities or smaller sizes, color screens, and video playback features.

In 2003 Apple began selling downloadable copies of major record company songs in MP3 format over the Internet . The iPod Nano digital music player, one-fifth the size of the original iPod, was introduced by Apple in 2005. By 2006 more than one billion songs and videos had been sold through Apple’s website .

In 2007 Apple introduced the touch screen iPhone , a cellular telephone with capabilities for playing MP3s and videos and accessing the Internet. More than just a mobile computer and media player merged with a phone, it pioneered multi-touch features that shaped the way users interact with technology.

Although the iPhone was designed for the broader consumer market, one of its biggest competitors— BlackBerry , designed by the Canadian company Research in Motion (RIM)—was the dominant mobile communications device among business users.

In response, Apple sought to dislodge RIM’s position in 2007–2009 by differentiating the iPhone and innovating mobile functionalities that changed consumers’ needs and expectations, including:

• Multi-touch screen functionalities that allowed users to swipe, pinch (zoom), and type on a digital keyboard. This was a significant departure from RIM’s products, which had physical keys.
• Combining text and email—the functionalities the BlackBerry specialized in—with phone, Internet browsing, and iPod capabilities.
• Compatibility with Mac computers, giving the iPhone integrative capabilities that far exceeded those of the BlackBerry.
• Upgrading the iPhone in 2008 to make it compatible with 3G wireless networks and retrofitting it with global positioning system (GPS) capabilities.
• Creating an ecosystem of third-party apps (Apple’s App Store) that accelerated the iPhone’s extended capabilities beyond devices, like the BlackBerry, that relied on in-house development.

Apple’s dual focus on consumer needs and business integration, positioning the iPhone as a daily extension of home and work life, eventually gained market share from RIM.

By June 19, 2009, when Apple released the iPhone 3GS (which sold one million units in the first three days), the company’s share of the smartphone market had reached about 20% (compared with about 55% for the BlackBerry line of smartphones).

In addition to hardware changes such as a three-megapixel digital camera that could record digital videos and an internal digital compass capable of working with various mapping software, the iPhone 3GS included a new operating system, the iPhone OS 3.0.

The new system included support for voice-activated controls and peer-to-peer ( P2P ) play of electronic games with other iPhone users over Wi-Fi Internet connections. The latter feature was part of Apple’s strategy to compete in the portable gaming market with the Nintendo Company ’s DS and the Sony Corporation ’s PSP. The iPhone can also be used for reading electronic books, or e-books. E-books in iPhone-compatible formats can be purchased over the Internet from electronic book dealers such as the iTunes store and Amazon.com .

In 2010 Apple unveiled the iPad, a touch screen device whose size and function bridged the gap between a laptop computer and a smartphone. The iPad was a multimedia tablet that allowed users to operate it with the same set of finger gestures as the iPhone. Designed with a touch screen capable of displaying high-definition video, the iPad also provided access to apps via iTunes and the App Store.

In 2011 Apple introduced iCloud, a cloud computing service in which a user’s applications, photographs, documents, calendars, and recently purchased music would be stored on iCloud servers and automatically updated on a user’s devices. Some analysts saw iCloud as Apple’s plan for a future in which users could dispense with the personal computer as the primary place to store data.

Newly Launched - AI Presentation Maker

AI PPT Maker

Powerpoint Templates

PPT Bundles

Kpi Dashboard

Professional

Business Plans

Swot Analysis

Gantt Chart

Business Proposal

Marketing Plan

Project Management

Business Case

Business Model

Cyber Security

Business PPT

Digital Marketing

Digital Transformation

Human Resources

Product Management

Artificial Intelligence

Company Profile

Acknowledgement PPT

PPT Presentation

Reports Brochures

One Page Pitch

Interview PPT

All Categories

Apple Company Profile Powerpoint Presentation Slides CP CD

A corporate profile is a comprehensive snapshot of an organization, aiding investors and stakeholders in assessing its worth and performance. Explore our professionally crafted Apple Company Profile PowerPoint presentation. In this presentation, you will find an array of crucial components. To begin with, it covers essential aspects like the executive summary, company introduction, mission and vision, core values, business model, global footprint, significant historical milestones, and more. Additionally, the profile provides insights into the leadership team, key statistical data, and revenue growth from 2018 to 2022. Furthermore, the Business Profile templates delve into the financial facets, encompassing gross profit, operating profit, net profit, assets and liabilities, cash flow, and more. It also outlines the strategies adopted, including product differentiation, marketing, and distribution strategies. Lastly, the IT Company Profile slides include a SWOT analysis to evaluate business performance, highlight future expectations, and showcase the organizations commitment to corporate social responsibility CSR. It concludes with practical examples of Apples real world accomplishments. Download our fully editable and customizable template, compatible with Google Slides, to tailor it to your needs.

• Add a user to your subscription for free

You must be logged in to download this presentation.

PowerPoint presentation slides

Deliver this complete deck to your team members and other collaborators. Encompassed with stylized slides presenting various concepts, this Apple Company Profile Powerpoint Presentation Slides CP CD is the best tool you can utilize. Personalize its content and graphics to make it unique and thought-provoking. All the forty nine slides are editable and modifiable, so feel free to adjust them to your business setting. The font, color, and other components also come in an editable format making this PPT design the best choice for your next presentation. So, download now.

People who downloaded this PowerPoint presentation also viewed the following :

• Company Profiles , Electronics , Telecommunications media and technology services
• Business Profile ,
• IT Company Profile ,
• Apple Inc Business Outline ,
• Iphone Corporate Profile ,
• Business Financials

Content of this Powerpoint Presentation

Slide 1 : This slide introduces Apple Company Profile. State your company name and begin. Slide 2 : This slide shows Table of Content for the presentation. Slide 3 : This slide provides executive summary of business which present company overview, products and services offered, CRS spending, and key statistics. Slide 4 : This slide exhibits Apple company overview illustrating details such as company name, industry types, founded year, chief executive etc. Slide 5 : This slide provides information about Apply company mission and vision statement. It further illustrates multiple core values such as accessibility etc. Slide 6 : This slide displays information about key statistics associated with Apple Inc. products. Slide 7 : This slide provides detailed insights into companies business model which comprises of key partners, key activities, resources etc. Slide 8 : This slide illustrates company history and milestones achieved from inauguration to current year. Slide 9 : This slide provides information about various products offered by Apple Inc. Its products comprise of mobile range, Mac range etc. Slide 10 : This slide displays information about various services offered by Apple Inc. Its services such as advertising, Apple care etc. Slide 11 : This slide shows Apple company global presence along with number of store in different countries. Slide 12 : This slide showcases Apple executive officers team maintaining high standards of responsibilities and ethics in organisation. Slide 13 : This slide demonstrates company organisation structure to provide insights into various management positions in organization. Slide 14 : This slide provides insights into Apple employee base and revenue earned per employee. Slide 15 : This slide showcases Apple employee base diversification on multiple bases. It includes diversification based on gender and on different roles. Slide 16 : This slide provides information about Apple business partners in consultancy, system integration, and business application for service improvement. Slide 17 : This slide outlines Apple Inc. subsidiaries in multiple countries. It includes counties such as US, Mexico, Ireland etc. Slide 18 : This slide displays company primary customer base. It comprises of general consumers, small and mid-size businesses, education, enterprises etc. Slide 19 : This slide provides insights into customer feedback for various product and services offered by Apple. Slide 20 : This slide presents information about company competitors by various segments. It includes competitors by laptops/Pc, Smartphones, and electronic products. Slide 21 : This slide demonstrates comparative assessment of Apple Inc. with various competitors on multiple basis such as entity types, founded year etc. Slide 22 : This slide displays Apple company previous five years revenue along with year on year growth and decline. Slide 23 : This slide demonstrates Apple revenue distribution by products and services such as iPhone, Mac, iPad, wearables, homes & accessories, and Apple services. Slide 24 : This slide provides information about revenue distribution by multiple reporting segments. Slide 25 : This slide presents information about gross profits earned by Apple in last five years. It includes key elements such as yearly gross profit, gross profit margin etc. Slide 26 : This slide displays Apple operating expenses in US$ and operating margin. It includes key elements such as yearly operating expenses etc. Slide 27 : This slide provides information about Apple operating income earned during last five years. It includes key elements such as yearly operating profit etc. Slide 28 : This slide demonstrates Apple net income along with net margin for recent years. It includes key elements such as yearly net profit growth, net margin, and key insights. Slide 29 : This slide presents diversification of Apple assets in current and non-current assets along with Apple liabilities split as current and non-current liabilities. Slide 30 : This slide demonstrates statistics highlighting business cash flow split by operating, investing, and financing activities. Slide 31 : This slide provides insights into Apple Segmentation strategy. It provides detailed information about geography, demographics, behavioral, and psychological segmentation. Slide 32 : This slide displays information about the product differentiation strategy adopted by Apple for enhancing business sales. Slide 33 : This slide provides information about Apple’ marketing mix strategy to attract and retain the target audience. Slide 34 : This slide displays information about Apple distribution strategy. It includes information about subcategories of distribution channels etc. Slide 35 : This slide provides information about Apple strengths, weaknesses, opportunities and threats to determine business position in international market. Slide 36 : This slide presents insights into Apple future launches for 2023. it includes key points such as MacBook launch, AR/VR headset launch etc. Slide 37 : This slide provides insights into CSR (Corporate Social Responsibility) initiatives taken by Apple to improve global environment. Slide 38 : This slide displays insights into environment improvement goals set by Apple Inc. for future years. Slide 39 : This slide provides information about various key partners of Apple in Corporate social responsibility management. Slide 40 : This slide provides insights into Laura Canada case study. It includes key points such as goals, strategy to adopt Apple Product and final results. Slide 41 : This slide shows all the icons included in the presentation. Slide 42 : This slide is titled as Additional Slides for moving forward. Slide 43 : This slide presents Roadmap with additional textboxes. Slide 44 : This is a financial slide. Show your finance related stuff here. Slide 45 : This slide provides Clustered Column chart with two products comparison. Slide 46 : This slide shows Post It Notes for reminders and deadlines. Post your important notes here. Slide 47 : This is Our Team slide with names and designation. Slide 48 : This slide depicts Venn diagram with text boxes. Slide 49 : This is a Thank You slide with address, contact numbers and email address.

Apple Company Profile Powerpoint Presentation Slides CP CD with all 57 slides:

Use our Apple Company Profile Powerpoint Presentation Slides CP CD to effectively help you save your valuable time. They are readymade to fit into any presentation structure.

Ratings and Reviews

by Derick Meyer

November 8, 2023

by Li Stewart

November 7, 2023

Pardon Our Interruption

As you were browsing something about your browser made us think you were a bot. There are a few reasons this might happen:

• You've disabled JavaScript in your web browser.
• You're a power user moving through this website with super-human speed.
• You've disabled cookies in your web browser.
• A third-party browser plugin, such as Ghostery or NoScript, is preventing JavaScript from running. Additional information is available in this support article .

To regain access, please make sure that cookies and JavaScript are enabled before reloading the page.

• My presentations

Auth with social network:

Download presentation

We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!

Presentation is loading. Please wait.

Published by Earl Sparks Modified over 6 years ago

Similar presentations

Presentation on theme: "APPLE."— Presentation transcript:

Steve Wozniak, Steve Jobs, and Ronald Wayne

Brad Kauffman. Why Steve Jobs is still an influence to people todayWhy Steve Jobs is still an influence to people today Childhood Early Career Apple I.

Apple Computer Inc. Case Analysis.

Maria Verros /2/09 stock trends jump to “ignited the personal computer revolution” “reinvented the personal computer” “ lead the industry in.

A PPLE I NC.. What is Apple Inc.? Apple Inc. is an American multinational corporation Design electronics and computer software As of January of 2010,

Tracy Wang Computer8 December 2010 Apple. 1.Apple company 2.Mac 3.iPod 4.iPhone 5.iPad 6. Apple TV.

Cesar Ruiz CPET 575 Prof LIN Apple Inc Case Study Maintaining Years of Innovation.

Apple Prepared by: Maksym Tonkoshnur Andrii Kalenichenko.

H ISTORY OF THE APPLE BUSINESS By: Jessica Randhawa.

Becca Stroud and Matt Albion.  Apple was founded in April 1, 1976  Steve Jobs and Steve Wozniak  Originally a manufacturer of personal computers for.

Industry Classification Computer Hardware and Related Software iMac MacBooks Mac Pro Desktops iPad Mac Displays Time Capsule Xserve/ Mac Pro Servers Mac.

Apple 2006 Ellen Suprun Julie O’Halloran Wojciech Jagiello

Mission Statement Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork, and professional software. Apple leads the.

Apple’s iPad Ze Ling Goh Verna Aguilar Anne Zimmerman.

Apple Computer Team 4: Richmond Bautista, David Broggie, Scott McLaughlin, Michael Stewart, Austin Wakeman, Evan Wong 1 Team #4/Spring 2009.

Apple Inc. （ NASDAQ: AAPL ） is an American multinational corporation that designs and markets consumer electronics, computer software, and personal computers.

MARKETING MANAGEMENT II

Industry Classification

COMPANY ANALYSIS: IPHONE Nicole Webb. NATURE OF APPLE: Established 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne as Apple Computer Publicly –Traded.

Apple Inc. Apple Biography Apple Computer INC. was co-founded in 1976 by the CEO of Apple Steve P. Jobs, and it was incorporated in California On January.

About project

© 2024 SlidePlayer.com Inc. All rights reserved.

INTRODUCTION

APPLE'S INC.  is an American multinational corporation that designs and markets consumer electronic, software and personal computers. The mission statement of Apple is “Apple designs Macs, the best personal computers in the world, along the OS X, iLife, iWork, and professional software. Apple leads the digital music revolution with its iPod’s and iTunes online store. Apple reinvented the mobile phone with its revolutionary iPhone and App Store, and has recently introduced its magical iPad which is defining the future of mobile media and computing devices.” The vision of the company is “To make a contribution to the world by making tools for the mind that advance humankind.”       Apple operates 300 retail stores in ten countries; they also have an online store where hardware, software products are sold. Apple products include Mac (desktop computers /laptops ), iPod, iPhone, iPad, iTunes, and other products.

Some ways that Apple uses the Web:

• To advertise their products (Mac, iPod, iPhone, iPad, iTunes,  and other products).
• To see their products.
• To have other services to assist you.
• To have videos to help you set up your Apple 

        products.

• To download data software, updates for Apple
• To communicate with other Apple users around the world.
• To contact them for further information.

Introduction (cont.)

Apple is a consumer based industry. The success or failure depends upon how well the products are received by the customers. SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats.Strengths and Weaknesses are internal factors that affect company’s success or failure. Opportunities and Threats are external factors the impact the company’s growth. SWOT analysis is performed on each segment individually. It also states and evaluates how well the product meets the consumer's needs and comparing itwith the competitors and focusing on the current and future market.

• Brand – is extremely important. Apple is one of the most established and healthy IT brands in the world, and has a very loyal set of enthusiastic customers that advocate the brand. Such powerful loyalty means that Apple not only recruits new customers, it retains them. This means they come back for more products and services from Apple, and the company also has the opportunity to extend new products to them, for example the iPod.
• Design and Innovation  – Apple’s design teams’ primary motivation is to make intuitive products that will allow users to be up and running without having to read instruction books. They set the standard for designing hardware and software products. Apple computers are experts in developing their own software and hardware products.

Strengths (cont'd) :

• Retail  – In addition to having their online iTunes store, Apple has opened an additional online store called the App Store. These online stores are strengths in that they allow Apple to maintain a continual stream of revenue rather than having to wait solely upon new product development.

Weaknesses :

• Faulty products – It is reported that the Apple iPod Nano may have a faulty screen. The company has commented instantly that a batch of its product has screens that break under impact, and the company is replacing all faulty items
• Very proprietary and controlling – Apple would not open their operating system to outsiders to develop hardware to work with other company products, keeping hardware sales to itself.
• To much reliance on CEO Steve Jobs.

Opportunites:

• Technological Innovations – Apple has the opportunity to develop its iTunes and music player technology into a mobile phone format. A version of Apple's iTunes music store has been developed for the phone so users can manage the tracks they store on it. New technologies and strategic alliances offer opportunities for Apple.
• Extend new products to loyal customers – Expanding loyal customer base with the release of iPod and the iPhone and later the iPad.
• Podcasts – are downloadable radio shows that can be downloaded from the Internet, and then played back on iPods and other MP3 devices at the convenience of the listener. The listener can subscribe to Podcasts for free, and ultimately revenue could be generated from paid for subscription or through revenue generated from sales of other downloads.
• Competition – The biggest threat to IT companies such as Apple is the extremely high level of competition in the technology markets. Since they are a successful company, they attract competition from Dell, HP, Sony, and Toshiba. Apple puts emphasis on researching and developing and marketing in order to retain its competitive position. The popularity of Apple’s iPods’ and Macs’ (computers) are subject to demand. If economies begin to weaken, it will affect demand negatively.
• Substitute products – There is a high substitution effect of products in the innovative and fast moving IT consumables market. Technology is changing rapidly in the markets. Just yesterday it was CD’s, now its iPod’s. Tomorrow’s technology might be entirely different.
• Low prices of the competitors – Apple price itself out of the personal computer industry, which is a big problem. This leads to competitors selling their product at a lower price than an apple product.
• Technical advancements – Microsoft launched Microsoft Vista, Windows 7 which is gaining market share.

APPLE'S CULTURE

The culture of Apple was based on the fact that individuals who are self-motivated will do more work if they do not have a manager/supervisor examining their every action. The unique structure of Apple had allowed it to grow and react more quickly to changes than its competitors. The reason for this quick response is because it is easier to get a project started if there are only a few people to obtain approval from. Apple initially grew fast, because decisions were made at the lowest possible level.

• Corporate/Company Culture:

Apple has a startup level urgency when the direction comes from Steve. If you have a project that Steve is not involved in, it will take months of meetings to move further. If Steve wants it done, it will be done as fast as possible. The best way to get any work done was to say it’s for Steve and you would probably have it the same day.

For Apple, design is everything. Steve Jobs strongly believes this. When you have a leader that knows and believes in the impact of design, it is easier to make everyone else follow. When the entire company focuses on the design of a product, the result is breathtaking products. This is exactly how Apple does it; they strive for perfection. If at any point in time they make a mistake with a product, or if it’s not perfect in its own unique way, it’s simple, they would not let it go to the public.

APPLE'S STRUCTURE

The organizational structure of Apple was focused on placing decision making in the hands of the people in the field. Apple was doing exceedingly well and had gotten the attention of many people around the world because the company was performing extremely well and was very responsive to changes that were made. However, after years of success, Apple found themselves in a financial nightmare. Apple suffered problems specifically in the accountability of spending and in economic decision-making. With employees making decisions at different levels of the organization, it is difficult for the corporate office to keep track of spending and purchasing.

Organisational Structure of Apple's Inc

ENVIRONMENT

The environment in Apple is one that changes really quickly.

• Economic Environment

     Apple is not the market leader of the computer industry although, it is only 7%. In the computer industry Apple has many competitors, like Dell, HP, Sony and Toshiba. Due to the economic crisis, Hong Kong has a very high inflation rate. People will not want to purchase such an expensive product like Macbook, but with an increase on their income level might just change their mind. It will increase the willingness of the public to purchase the Apple products.

• Technological and Information Environment:

      Apple has many well-known software programs, like iOS and iWork. All of them are particularly designed for the Mac computers, there are the comparative advantage of Apple. Apple also make good use of the technology to develop many multi-functional products, and improving the existing programs.

BUSINESS STRATEGY

 Apple’s business strategy is to “Think Different”. 

Apple’s ability to align marketing strategy and 

business strategy with product development

leaves competitors in the dust. Their strategy is

product differentiation and strategic alliances.

• Product Differentiation:

Product differentiation is a viable strategy, especially if the company uses theoretical distinctions for product differentiation.  Those that are relevant to Apple are product features, product mix, and their reputation. Apple prides itself on its innovation. Apple established a reputation as an innovator by offering some easy-to-use products that cover a broad range of segments.

A company’s differentiated product will appear more attractive comparing to substitutes, thus reducing the threat of substitutes.  If suppliers increase their prices, a company with a differentiated product can pass that cost to its customers, thus reducing the threat of suppliers. A company attempts to make its strategy a sustained competitive advantage.  For this to occur, a product differentiation strategy that is economically valuable must also be uncommon, difficult to imitate, and the company must have the organization to take advantage of this.

• Strategic Alliances:

                        There is economic value in strategic alliances. In the case of Apple, there was the opportunity to manage risk and share costs, facilitate tacit collusion, and manage uncertainty.  It would have been applicable to the industries in which Apple operated.  Tacit collusion is a valid source of economic value in network industries, which the computer industry is.  Managing uncertainty, managing risk, and sharing costs are sources of economic value in any industry.  Although Apple eventually realized the economic value of strategic alliances, it should have occurred earlier.

VALUE CHAIN

                The value chain highlights specific activities in the business where competitive strategies and information systems will have the greatest impact. The chain analyzes the firm as a series of primary and support activities that add value to a firm’s products or services. Primary activities are directly related to production and distribution, whereas support activities make the delivery of primary activities possible.

Primary Activities

Support Activities

COMPETITIVE STRATEGIES

There are four types of Competitive Strategies:

• Low Cost Leadership

      This strategy involves the firm winning market share by appealing to customers. This is achieved by having the lowest prices in the target market segment, or at least the lowest price to value ratio. To succeed at offering the lowest price while still achieving profitability and a high return on investment, the firm must be able to operate at a lower cost than its rivals. There are three main ways to achieve this:

• The first approach is achieving a high asset turnover.
• The second dimension is achieving low direct and indirect operating costs.
• The third dimension is control over the supply/procurement chain to ensure low costs.
• Differentation

        A differentiation strategy is appropriate where the target customer segment is not price-sensitive, the market is competitive or saturated, customers have very specific needs which are possibly under-served, and the firm has unique resources and capabilities which enable it to satisfy these needs in ways that are difficult to copy. These could include patents or other Intellectual Property (IP), unique technical expertise, talented personnel, or innovative processes. Successful brand management also results in perceived uniqueness even when the physical product is the same as competitors. This way, Starbucks could brand coffee, and Nike could brand sneakers. Fashion brands rely heavily on this form of image differentiation.

• Focus on market Niche
•   Marketing niche strategy based on customer needs and wants are the most sustainable – this usually arises when the mass-market product does not produce the item required.
• Marketing niche strategy can also be created if there are social and cultural differences within a single community that may require that changes may be required to be made to a product or service. This regularly gives rise to a niche market.
•    Marketing niche strategy is also created through exclusive rights – such as brands, trademarks, patents etc. For example under the main brand a niche brand can be created to serve special customer needs e.g. Marketing niche strategy is also achieved through adopting particular delivery channels.
• Strengthen Customer and Supplier Intimacy

     Customer and supplier intimacy strategy uses information systems to develop strong ties and loyalty with customers and suppliers. Strengthening customer and supplier intimacy can be an extremely effective strategy in itself. Through making transactions and conditions in general, easier and more user friendly for customers and suppliers, the intimacy of the firm and customer/supplier will increase. This offers great incentive for both customer and supplier to continue doing business with the firm. Customer intimacy is a concept from marketing, which describes the ability of a supplier to become accepted and known as the regular partner with its customer. Customer intimacy is the largest source of your growth, sustainable competitive advantage, and profit. Strengthen Customer and Supplier Intimacy: apply information systems to tighten long-term relationship and create brand loyalty with customers and suppliers, including increasing switching costs.

The Strategies that affect Apple Inc. are:

•           Differentiation
•           Focus on Market Niche
•           Strengthen Customer  and Supplier Intimacy
•   Differentiation

                    Apple Inc. can use differentiation as a competitive strategy to fight the competitive forces, since they have a range of products that stand out against all other products in the electronic industry. For example Apple's design skills or Pixar's animation prowess is one way of showing that this company sis different. This business approaches the non-price sensitive customer and delivers exactly what the customer need.  

• Focus on Market Niche

    Apple Inc. can also use this competitive strategy since, this company uses high ‘modern-day’ technology that assist the ‘modern-day’ man in every aspect of life. Apple designs products with a unique style that will satisfy the customer that wants a particular feature which the mass product will not entail. 

Apple Inc. can also use this strategy since, they are a well-known organization and although they may be a part of brand loyalty, in order to fight other competitive forces, they may need to keep in touch with their customers and even suppliers. This method helps both customer and supplier to keep doing business with the firm and also assist in company growth, sustainable competitive advantage and increase in profits.

There are three types of information systems that affect Apple Inc. ability to effectively execute the specific strategies:

•           Transaction Processing Systems
•           Management Information Systems
•           Decision Support Systems
• TRANSACTION PROCESSING SYSTEMS (TPS): 

         Transaction processing systems (TPS) automate the handling of data about business activities or transactions. The analysis and design of TPS, means focusing on the firm’s current procedures for processing transactions, whether those procedures are manual or automated. The goal of TPS development is to improve transaction processing by speeding it up, using fewer people, improving efficiency and accuracy, integrating it with other organizational information systems or providing information not previously available. Therefore, this is a suitable information system that will assist Apple Inc. to effectively execute the competitive strategies discussed above.

• MANAGEMENT INFORMATION SYSTEMS (MIS):

       A management information system (MIS) is a system that provides information needed to manage organizations efficiently and effectively. Management information systems involve three primary resources: technology, information, and people. It's important to recognize that, the most important resource is people. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization. Hence, management information systems can be used in Apple Inc. to assist in effectively executing the competitive strategies identified above.

• DECISION SUPPORT SYSTEMS (DSS):

A decision support system (DSS) is a computer-based information system that supports business or organizational decision-making activities. DSSs serve the management, operations, and planning levels of an organization and help to make decisions, which may be rapidly changing and not easily specified in advance. A properly designed DSS is an interactive software-based system intended to help decision makers compile useful information from a combination of raw data, documents, personal knowledge, or business models to identify and solve problems and make decisions. Typical information that a decision support application might gather and present are:

·         Inventories of information assets (including legacy and relational data sources, cubes, data warehouses, and data marts),

·         Comparative sales figures between one period and the next,

·         Projected revenue figures based on product sales assumptions.

Therefore, this type of information system is definitely needed in a business such as Apple Inc. 

iOS 18 is available today, making iPhone more personal and capable than ever

More Customization Than Ever

The Biggest Photos Redesign

Powerful Ways to Stay Connected in Messages and Phone

Intelligent Categorization in Mail

Distraction-Free Browsing with Safari

The Brand-New Passwords App

Privacy Features Designed to Empower Users

The First Set of Apple Intelligence Features Available Next Month

Additional Features

• In Apple Maps , users can browse thousands of hikes across U.S. national parks and easily create their own custom walking routes, which they can access offline. Users can also save their favorite national park hikes, custom walking routes, and locations to an all-new Places Library, and add personal notes about each spot.
• Game Mode enhances the gaming experience with more consistent frame rates, especially during long play sessions, and makes AirPods, game controllers, and other wireless accessories even more responsive.
• Users get new ways to pay with Apple Pay online and in apps on iPhone and iPad. Starting today, eligible U.S. users will be able to redeem rewards with Discover credit cards, 6 as well as apply for loans directly through Affirm, and eligible U.K. users will be able to access installments with Monzo Flex right at checkout when they use Apple Pay. 7 With Tap to Cash, users can send and receive Apple Cash by simply holding their iPhone near another iPhone or Apple Watch. 8 And with the new ticket experience in Apple Wallet , fans can access even more information about their events, such as venue maps, local weather forecasts, recommended Apple Music playlists, and much more. 9
• In the  Notes app , math formulas and equations entered while typing are solved instantly. New collapsible sections and highlighting make it easier to emphasize what’s important.
• Calendar becomes even more helpful by showing both events and tasks from Reminders . Users can create, edit, and complete reminders right from Calendar, and the updated month view provides an overview of events and tasks at a glance.
• In Journal , an all-new insights view helps users keep track of their journaling goals, the ability to search and sort entries makes it easy to enjoy past memories, and a Journal widget lets users quickly start an entry from the Home Screen or Lock Screen. Time spent journaling can be saved as mindful minutes in the Health app, and users can log their state of mind right in Journal.
• The Home app introduces guest access, providing users with easy ways to grant guests control of locks, garage doors, and security systems; set schedules for when guests can access the home; and more. With convenient updates to the Energy category, the Home app also makes it easier for eligible users to access, understand, and make more informed decisions about their home electricity use.
• Emergency SOS Live Video allows users to share context through streaming video and recorded media. In the middle of an emergency call, participating emergency dispatchers can send a request for a user to share live video or media from the user’s camera roll over a secure connection, making it easier and faster to get help.
• Updates coming to AirPods will transform the way users take calls, respond to Siri, and immerse themselves in their favorite games with AirPods 4, AirPods 4 with Active Noise Cancellation, and AirPods Pro 2. Voice Isolation helps the caller’s voice be heard in loud or windy environments, while Siri Interactions allow users to nod or shake their head to respond to Siri announcements. AirPods updates also provide the best wireless audio latency Apple has ever delivered for mobile gaming, and add Personalized Spatial Audio for all AirPods models for even more immersive gameplay.
• Later this fall, AirPods Pro 2 add a clinical-grade, over-the-counter Hearing Aid capability for users with perceived mild to moderate hearing loss. Based on results from an intuitive, clinically validated Hearing Test users can take from the comfort of their own home using AirPods Pro 2 and a compatible iPhone or iPad, this new feature seamlessly transforms AirPods Pro into a personalized hearing aid set to meet the specific needs of the user, making access to hearing assistance easier than ever at an approachable price point. 10
• In the Health app , Medical ID has been redesigned to make it even easier for first responders to find the most important information in an emergency. The Health app helps users better understand their data during pregnancy by making adjustments and recommendations to reflect changes in their physical and mental health.
• The Fitness app on iPhone now offers users the ability to customize the Summary tab, and Apple Fitness+ has been redesigned with personalized workout and meditation recommendations in For You, more powerful search, and enhanced awards for extra motivation.
• New accessibility features include Eye Tracking, a built-in option for navigating iPhone with just eyes; Music Haptics, a new way for users who are deaf or hard of hearing to experience music using the Taptic Engine in iPhone; Vocal Shortcuts that enable users to perform tasks by making a custom sound; and Vehicle Motion Cues, which helps reduce motion sickness for passengers using iPhone in a moving vehicle. Accessibility features are now available for CarPlay, including Voice Control, Sound Recognition, Color Filters, and Bold Text.

Text of this article

September 16, 2024

iOS 18 is now available, bringing iPhone users around the world new ways to personalize their iPhone with deeper customization to the Home Screen and Control Center; the biggest-ever redesign to Photos, making it even easier to find and relive special moments; and major enhancements to Messages and Mail. Starting next month, iOS 18 will introduce Apple Intelligence, the personal intelligence system that combines the power of generative models with personal context to deliver intelligence that is incredibly useful and relevant while protecting users’ privacy and security. 1

In iOS 18, users can customize their Home Screen in exciting new ways by placing app icons and widgets to frame the wallpaper or create the ideal layout on each page. Users can also choose how the app icons and widgets are presented — light, dark, or with a colored tint — or make app icons appear larger for a new streamlined look. Control Center is redesigned to be even more flexible. Powerful groups of controls — including favorites, media playback, Home controls and connectivity, and the new controls gallery featuring options from third-party apps — can be organized so that they’re always just a swipe away. Users can also access their favorite controls from the Action button, and for the first time, users can change the controls on the Lock Screen or remove them entirely.

The biggest-ever update to Photos makes it easier to find and relive special moments. The beautiful, simplified layout puts the library into a unified yet familiar view. New collections like Recent Days, People & Pets, and Trips automatically keep the library organized with on-device intelligence, so users can spend less time searching and more time enjoying their memories. Users can personalize their experience with a customizable layout that reflects what is most important to them and pin favorite collections to keep them easily accessible.

Messages offers major updates to the ways users express themselves and stay connected. Formatting options like bold, italic, underline, and strikethrough let users better convey tone; all-new text effects bring words, phrases, and sentences to life; emoji and sticker Tapbacks give users endless ways to react in a conversation; and users can compose an iMessage to send later. For times when cellular and Wi-Fi connections aren’t available, Messages via satellite connects users to a satellite in space right from the Messages app to send and receive texts, emoji, and Tapbacks over iMessage and SMS. 2 When messaging contacts who do not have an Apple device, the Messages app now supports RCS for richer media and more reliable group messaging compared to SMS and MMS. 3

The Phone app helps users stay organized with the ability to record and transcribe live calls, making it easier to recall important details later. 4 Call participants are notified before a recording begins, and transcripts are conveniently saved to the Notes app, allowing users to quickly search and review what was discussed.

Available later this year, categorization in Mail organizes messages to help users stay on top of their inbox. The Primary category lets users focus on the messages that matter most or contain time-sensitive information. Transactions, Updates, and Promotions are grouped by sender in a new digest view that pulls together all relevant emails from a business, allowing users to quickly scan for what’s important in the moment.

Safari is the world’s fastest browser, and with iOS 18, it offers even more capabilities for browsing the web. 5 Highlights intelligently surface key information — like a location’s address, a summary, or more information about a movie, TV show, or song — after a webpage is loaded. The redesigned Reader brings more ways to enjoy articles with a streamlined view, a summary, and a table of contents for longer articles. With Distraction Control, users can hide items on a webpage that they may find disruptive to their browsing, such as sign-in banners or content overlays within a website.

Passwords is a new app built on the foundation of Keychain that makes it even easier for users to access their passwords and see all their credentials — like passwords, passcodes, and verification codes — all in one place. Passwords is backed by incredibly secure end-to-end encryption; seamlessly syncs across devices; and alerts users when a password could be easily guessed, has been used multiple times, or has appeared in a known data leak.

iOS 18 gives users tools to manage who can see their apps, how their contacts are shared, and how their iPhone connects to accessories. Locked and hidden apps offer users peace of mind that information they want to keep private, such as app notifications and content, will not inadvertently be seen by others. Users can now lock an app, and for additional privacy, they can also hide an app, moving it to a locked, hidden apps folder. When an app is locked or hidden, content like messages or emails inside the app are hidden from search, notifications, and other places across the system. In addition, iOS 18 lets users share only specific contacts with an app, and developers can offer users a more seamless and private experience when connecting third-party accessories with iPhone.

Apple Intelligence is deeply integrated into iOS 18, harnessing the power of Apple silicon to understand and create language and images, take action across apps, and draw from personal context to simplify and accelerate everyday tasks — all while protecting users’ privacy and security. The first set of Apple Intelligence features will be available next month, delivering experiences that are delightful, intuitive, easy to use, and specially designed to help users do the things that matter most to them.

With Writing Tools, users can refine their words by rewriting, proofreading, and summarizing text nearly everywhere they write, including Mail, Notes, Pages, and third-party apps. In Photos, the Memories feature now enables users to create the movies they want to see by simply typing a description. In addition, natural language can be used to search for specific photos, and search in videos gets more powerful with the ability to find specific moments in clips. The new Clean Up tool can identify and remove distracting objects in the background of a photo — without accidentally altering the subject. And in the Notes and Phone apps, users can record, transcribe, and summarize audio. When a recording is initiated while on a call in the Phone app, participants are automatically notified, and once the call ends, Apple Intelligence generates a summary to help recall key points.

Siri becomes more natural, flexible, and deeply integrated into the system experience. It has a brand-new design with an elegant glowing light that wraps around the edge of the screen when active on iPhone. Users can type to Siri at any time on iPhone, and can switch fluidly between text and voice as they use Siri to accelerate everyday tasks. With richer language-understanding capabilities, Siri can follow along when users stumble over their words and can maintain context from one request to the next. In addition, with Siri’s extensive product knowledge, it can now answer thousands of questions about the features and settings of Apple devices.

With many Apple Intelligence models running entirely on device, as well as the introduction of Private Cloud Compute — which extends the privacy and security of Apple devices into the cloud to unlock even more intelligence — Apple Intelligence represents an extraordinary step forward for privacy in artificial intelligence.

Availability

iOS 18 is a free software update that is available starting today for iPhone Xs and later. For more information, visit apple.com/ios/ios-18 . Some features may not be available in all regions, all languages, or on all iPhone models. For more information, visit apple.com/ios/feature-availability .

• Apple Intelligence will be available as a free software update. The first set of Apple Intelligence features will be available in beta next month as part of iOS 18.1, iPadOS 18.1, and macOS Sequoia 15.1, with more features rolling out in the months to come. It will be available on iPhone 16, iPhone 16 Plus, iPhone 16 Pro, iPhone 16 Pro Max, iPhone 15 Pro, iPhone 15 Pro Max, and iPad and Mac with M1 and later, with device and Siri language set to U.S. English. Later this year, Apple Intelligence will add support for localized English in Australia, Canada, New Zealand, South Africa, and the U.K. Over the course of the next year, Apple Intelligence will expand to more platforms and languages, like Chinese, English (India), English (Singapore), French, German, Italian, Japanese, Korean, Portuguese, Spanish, Vietnamese, and others.
• Apple’s satellite features are included for free for two years starting at the time of activation of a new iPhone 14 or later. For Emergency SOS via satellite availability, visit support.apple.com/en-us/HT213426 . Messages via satellite will be available in the U.S. and Canada in iOS 18. SMS availability will depend on carrier. Carrier fees may apply. Users should check with their carrier for details. Satellite network provided by Globalstar Inc. and its affiliates or third-party network providers.
• RCS messaging on iPhone is available in specific markets and requires support from the carrier. Users should check with their carrier for details.
• Call recording and transcription will be available later this year. Transcription will be available in English (U.S., Australia), Spanish (U.S., Mexico), Mandarin Chinese (China mainland), Cantonese (Hong Kong), and Korean (South Korea).
• Testing was conducted by Apple in August 2024. See apple.com/safari  for more information.
• Redemptions used with Discover credit cards will be reflected as a statement credit on a customer’s account.
• These new Apple Pay features are offered by participating lending providers in certain markets. Subject to eligibility and approval. More issuers and lenders to come in the future.
• Apple Cash services are provided by Green Dot Bank. Member FDIC. Apple Payments Services LLC, a subsidiary of Apple Inc., is a service provider of Green Dot Bank for Apple Cash accounts. Neither Apple Inc. nor Apple Payments Services LLC is a bank. Learn more about the Terms and Conditions . Only available in the U.S. on eligible devices.
• Ticket enhancements in Apple Wallet are available for events from participating ticket issuers.
• Coming this fall, the Hearing Test and Hearing Aid features will be available in more than 100 countries and regions — including the U.S., Germany, and Japan — where marketing authorization has been received. The Hearing Test and Hearing Aid features are intended for people 18 years old or older, and the Hearing Aid feature is intended for people with perceived mild to moderate hearing loss. The Hearing Test and Hearing Aid features will be supported on AirPods Pro 2 with the latest firmware paired with a compatible iPhone or iPad with iOS 18 or iPadOS 18 and later.

Press Contacts

Nadine Haija

[email protected]

Tania Olkhovaya

[email protected]

Apple Media Helpline

[email protected]

Images in this article

Dmj Presentations LLC

Active saint petersburg, fl, dmj presentations llc overview, who own dmj presentations llc.

Corporate Filings for Dmj Presentations LLC

Florida department of state.

Create Account

You must be signed in to print., once signed in, look for the pdf button..