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Case StudyApple


Case StudyApple

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Ask anyone in business—or anyone on the street, for that matter—to name a few innovative companies, and they’ll almost surely say, “Apple.” From its founding in 1977, Apple, Inc. has been at the cutting edge of technology, always finding ways to put game-changing products into consumers’ hands. For the eighth year in a row, Apple sits at the top of Fortune’s list of The World’s Most Admired Companies. Year after year, on list after list, the company seems to outperform the competition thanks to its amazing ability to innovate and exceed expectations.

With the runaway success of its products—the iPod and iPhone, iTunes, the range of Macs and MacBooks, and the iPad—Apple has cemented its role as a legendary innovator. The company has managed to sustain its reputation with calculated, consistent increases in R&D spending and rapid-fire launches of new products, regular updates, and the hundreds of thousands of “apps” that personalize and enhance those products. Apple’s continued success is no accident. The company defines new market categories for others to follow. It continues to bring products to market quickly, efficiently, and always with style.

In 2015 the world’s most profitable company passed $700 billion in valuation and could pass the $1 trillion milestone in the years ahead.

In 2016, Apple will continue to push along two fronts. The company will continue to focus on enterprise solutions based on new product variations such as the iPad Pro, designed for business users and strategic partnerships with companies such as IBM and Cisco. The second push will be expanding ‘luxury’ varations of its products and services. Building on recent executive hires from non-technology brands, Apple has already established an iWatch partnership with Hermès and an iTunes partnership with Burberry on curated music streams.

Most importantly, Apple is trying to reposition itself strategically as a services company. As sales growth from the iPhone begin to slow, the company has considered how to grow from services rather than just products – and grow the service offerings much like Facebook, Google and Amazon.

Despite all of its recent success, the next few years may be the most challenging phase for Apple’s innovation culture to thrive in a rapidly changing marketplace and a maturing of the mobile smart device market the company redefined. Keeping the “i” in innovation will require the company to maintain its edge in thinking differently about products, business models, and the user experience.

Keeping the “i” in Innovation


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The Four Innovation Capabilitiesfuturethink’s Innovation Case Studies are designed to provide insights on today’s leading innovators. Information about each of the companies we feature covers the four key innovation capabilities: Strategy, Ideas, Process, and Climate.

Set a foundation that defines innovation objectives and mobilizes your efforts. The notion of “serendipitous innovation” is dangerously outdated. The secret to success lies in crafting an action-oriented strategy. It means setting a vision for your company to follow and viewing innovation as an expected result, not a lucky one. Innovation should be handled like any business initiative: with an eye on growth, results, and profit.

Think differently to develop original ideas that drive business value capture. In today’s economy, the ability to continually fuel innovation is what separates winning organizations from the rest. Idea generation should be managed, purposeful, and clearly linked to business objectives. Leading innovators succeed by balancing out-of-the-box thinking with sound management principles.

Create a streamlined and flexible approach to shepherd innovative ideas to market. The reality in every organization is that money is limited. To make sure you’re spending effectively, you must have a streamlined process for innovation. A good process will help to consistently identify your best projects and enable you to move them forward more efficiently.

Build a thriving work environment that drives innovation across your organization. We live in a world where the new replaces the old very quickly. Only organizations that keep pace with the shifting marketplace will be able to stay ahead. So how do the best companies adapt? They cultivate a climate in which employees are encouraged to innovate in a continuous and consistent manner. The companies that stay ahead have made innovation part of their DNA.

futurethink analysts develop case studies by drawing from a mix of extensive research, by conducting organizational and customer interviews, and by experiencing first-hand interactions with the organization. We want to thank those who contributed to this case study and provided the information found herein, which made the Apple story so fascinating.

We hope the information contained on the pages that follow offers insights and inspiration for innovation in your organization.


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Apple Defines What Many Others See in the Crystal BallWhile many organizations get bogged down in the day-to-day struggles of short-term performance, leading innovators stay ahead by looking toward the future. They allocate resources specifically toward activities that anticipate opportunities and generate ideas to build upon their understanding of tomorrow. Apple is able to influence the direction of change in consumer technologies and shape the conversation that others describe as ‘the future’.

Apple has always had a knack for staying ahead of the game. In the ’80s and early ’90s, products such as the Macintosh and the (palm-sized portable) Newton hit the market (interestingly, in the Newton’s case, not so successfully). After a few quiet years, Apple launched the iPod and iTunes, almost single-handedly changing the landscape of the music industry. Then the company took on Hollywood and Telecom with Apple TV and the iPhone, respectively, and it is now changing the face of the publishing world and the way consumers use and interact with media, with the iPad.

“…When you buy our products, and three months later you get stuck on something, you quickly figure out [how to get past it]. And you think, ‘Wow, someone

over there at Apple actually thought of this!’”

—Steve Jobs, Former Apple Chairman and CEO

More often than not, Apple’s innovative ideas achieved legendary success because the company continues to pay close attention to the needs and desires of its customers. It sounds simple, but this is something on which Apple places relentless focus, and it does it better than any of its competitors. From the first timeconsumers realized they could carry their music

collections with them at all times, to learning to zoom out on a touch screen by pinching the image with two fingers, consumers are continually amazed at what Apple does for them.

At Apple, new product development comes from the gut and from dialogues about what’s next. Discussions about the user-unfriendly features of cell phones, for example, morphed into the innovative concept that became the iPhone. Frustrations about the original iPod’s scroll wheels led to the development of touch screens.

According to the late Steve Jobs, Apple’s former Chairman and CEO, consumers are drawn to and stick with Apple products “because when you buy our products, and three months later you get stuck on something, you quickly figure out [how to get past it]. And you think, ‘Wow, someone over there at Apple actually thought of this!’” Apple is one of the most consumer-centric companies in technology. It understands that tech-users crave simplicity, quality, and cutting-edge design, and it consistently delivers products that meet these standards. In a way, Apple seems to create the future by delivering breakthrough offerings that answer consumers’ unmet needs.

Experience and Value Capture Is EverythingWhat is widely agreed upon and known is that Apple products are highly designed, with a certain sleek, minimalist aesthetic. Apple also emphasizes the importance of integration across both software and hardware devices. Integration of its products allows Apple to create value around a fantastic experience and also value capture for their bottom line profits. They have evolved the idea of product plus service based value capture.


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The iPod + iTunes Revolution: Product + Service Innovation. One could argue that Apple truly crossed over into mainstream success with the launch of the iPod in 2001. Other MP3 players already existed, but the iPod was infinitely more intuitive and easy to use, plus it integrated seamlessly with iTunes. (Originally, iTunes was a computer application that let users burn music from CDs onto their computers, and then organize and play it—it was not until 2003 that Apple launched the iTunes Music Store.) The new gadget looked like nothing consumers had ever seen before. Designed to be operated with just one hand, the scroll wheel and click button were revolutionary. The iPod wasn’t a thick block of plastic covered with buttons like so many cell phones of the time. It looked too simple to be able to navigate 1,000 songs or utilize features such as shuffle and repeat. But it worked, beautifully.

With the launch of the iTunes Store, Apple again enhanced the experience of the user while simultaneously making huge waves in the music industry. Consumers could easily find music they wanted and add it to their collections without having to first buy hardware (CDs), then transfer the files to the computer, and finally load them onto their iPods. Today there are more than 26 million songs available for download.

The innovation was both an evolution of the user experience and also Apple’s business model. It became the first technology company to successfully verticalize their business model selling both products and content. This gave the company tremendous pricing power and revenue margins.

By April of 2008, Apple had become the largest music retailer in the world (surpassing Wal-Mart). The store continues to grow at a fast clip, and in February of 2011, Apple announced that the 10 billionth song had been downloaded, awarding the man who downloaded it a $10,000 iTunes gift card.

Apple quickly extended the iTunes model beyond music. In short, if it is digital and downloadable, you can probably get it on iTunes. There are now millions of music videos, movies, TV episodes, games, books, and podcasts available.

When Apple launched the iPhone in 2007, it was widely hailed for so many of the things Apple is good at: beautiful physical design, intuitive user interface, simplicity, etc. This was truly a significant leap forward in light of the other MP3 phones in the market, and it made even the latest BlackBerry smartphones seem clunky by comparison. But perhaps the most interesting aspect of the iPhone was the creation of a new platform: the “app.”

Apps are, essentially, an entirely new way of delivering software to end-users. They’re low-cost (or free), are available on demand, are usable and sync-able across a variety of devices, require little space, are connected to the Web, and, most significantly, run on Apple’s revolutionary multitouch-based operating system.

iOS Operating System to Ecosystem Shortly after the iPhone was released, Apple announced that it would soon support third-party Web applications, and invited external developers to create these apps. It offered a slew of tools for developers, as well as a simple business model: all paid app revenue is split 70 percent and 30 percent between the developer and Apple; Apple hosts and sells free apps at no charge.

In 2008, Apple launched the Apple App Store, with more than 800 applications. The first weekend, more than 10 million apps were downloaded—a staggering response. Apple had suddenly given consumers the ability to customize their phones. It was no longer a static product that was “finished” upon purchase; it could be enhanced with programs such as maps with GPS navigation, recipe finders, to-do lists, addictive games, and so much more. The App Store facilitated this market, and Apple controlled the user experience every step of the way. With a few clicks, users were able to add new functionality to their devices, and it all seemed incredibly easy.


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It’s because of this ease-of-use and experience that Apple boasts the best-stocked app store of any “platform” in the world. In 2015, the App Store passed the 1.5 billion app mark, solidifying Apple’s dominance in the software application marketplace. Seemingly overnight, we went from a program-based world to an app-based world, and most app users agree that these mini-software applications are the way forward with our twenty-first-century-always-connected mobile lifestyle.

More than 100 billion apps have been downloaded from the App Store since its launch in 2008. Over the past decade the company has paid developers more than $30 billion dollars in shared revenues.i Apple remains the favored brand and operating system (OS) for many of the world’s leading application developers. It is likely to continue to capture revenue growth coming from these non-employee developers for years to come.

Mainstreaming the Age of the Tablet. The iPad, in many ways, is an evolutionary product. It doesn’t do very much that an iPhone or MacBook doesn’t do, but its form factor is revolutionary, and that alone is worth the investment to many consumers. It is, again, all about the user experience.

Many of the activities that people do on computers each day are not necessarily work-related—that is, they don’t need to be sitting upright at a desk with a mouse and a keyboard. People are reading articles, viewing photo albums, perusing Facebook, watching movies, and playing games. The iPad is designed to be used for these types of activities, in a way that is more comfortable and natural for users.

Look at any iPad advertisement and you’ll see people using the tablet as they’re reclining—leaning back and relaxing, without having to balance laptops on their laps while sitting on their couches. That’s what the iPad is all about—not to mention that the touch screen incorporates all kinds of functionality that make these activities more intuitive than clicking a mouse on a screen.

“The iPad is the best Web-surfing experience, the best

email experience, the best photo and movie-

watching experience. It’s going to change the way we do the

things we do every day.”–Phil Schiller,

Apple’s Senior VP of Worldwide Product Marketing


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Of course, like the iPhone, much of the innovation in the iPad exists within the apps available for users. From books and newspapers to medical diagnostic apps and mapping software, the iPad has proven itself useful in a wide array of both fun and serious situations.

The results speak for themselves and also to challenges ahead with competition from Android-based tablets. Apple has responded to shifting consumers tastes for varied screen sizes by releasing an iPad mini and larger iPhone 6 ‘phablet’ version. This has been a rare case where Apple innovation did not lead the market transition.

The Apple Store: The Church of MacApple Retail Stores bring customers together and arm them with the tools they need to get comfortable in the world of Apple. Bright, open, and airy, featuring Apple’s hallmark minimal design, Apple Stores offer few distractions from the products. They are constantly buzzing with people—customers and onlookers alike—some of whom might just be there to check their email or do a little Safari surfing. They may take a few minutes to check out the new iPad, and it translates into a taste of the hands-on Apple experience.

Salespeople are salaried, not on commission. They are knowledgeable and helpful, not pushy. They won’t try to upsell an expensive MacBook Pro if all a consumer needs is the much simpler Mac mini. As a result, people are comfortable coming in to browse and click and watch and listen, and at least some of them eventually make a purchase. When their iPods or MacBooks need tech support, customers can walk right back into the store for face-to-face help at the Genius Bar instead of navigating tech-support phone calls. It’s another way Apple keeps customers coming back.

Apple has expanded its retail presence greatly over the last few years, from just two stores in 2001 to almost 453 in sixteen countries as of 2015. The retail locations aver-age over $6,500 of revenue per square foot (the most of any American retailer, and twice that of Tiffany and Co.).ii

The stores attract more than customers who want to experience the brand and snatch up the products—they attract enthusiastic Apple experts who are thrilled to work there, too. The company received over 5,000 applications for the 300 jobs at its Fifth Avenue flagship store in Man-hattan when it opened in 2007. Apple is now executing a $1 billion retail expansion, which will expand 20 current stores and launch 30 to 35 new stores, all of which will be outside of the U.S.iii


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Apple at Work (or Enterprise Innovation)Despite Apple’s runaway success with mainstream consumers, its software and hardware has struggled on adoption and market growth inside the workplace or enterprise environment.

In 2015, Apple established a unique partnership with IBM as it evolves the Apps landscape for business enterprise environments.iv IBM benefits from a mobile-first strategy of developing integrated analytics to its customers.

Together IBM and Apple have committed to developing 100 applications designed for a wide range of sectors from healthcare, financial services, transportation, utilities and retail.

The first wave of IBM’s ‘mobile first’ iOS applicationsv include:

• Expert Seller which provides sales and customer relationship teams with key information about clients

• Hospital MD that provide physicians with patient data, task management and collaboration toolsvi

• Loan Advise which provides analytics driven guidance to mortgage loan officers

In addition to creating enterprise-specific Apps, the company released iPad Pro to compete against the successful adoption of Microsoft Surface Pro and an expanding option of lighter Google Chrome notebooks.

In the Fall of 2015, Apple launched iPad Pro to the delight of power users across the world. While the produce it geared towards the heavy use demands of graphic designers and media producers, it has the ability to integrate into more powerful mobile apps being developed with IBM.

Innovation at the Point of Sale: Apple Pay Enters Young, Crowded MarketThe vision of making retail payments with our mobile phones is not a new idea. Various platforms have been successfully implemented in high tech societies such as Japan and emerging economies such as Kenya with its MPesa platform. Yet for the vast majority of people on the planet paying by phone is still a novel form of transaction. Apple is now innovating in the payment transaction space and garnering a lot of attention for its approach to phone-based payments.

With its release of iPhone 6 Apple has made a significant push into the world of contactless payment based on ‘near field communication’ (NFC) technologies and integration with EMV (Europay, MasterCard® and Visa®) based fraud protection systems.

Apple Pay is what we would expect from the company. Simple to use. Based on elegant design and touch-based security features. Released in late 2014, the initial release has been limited to the United States and integrated into existing contactless point of sale systems run by Visa, Mastercard and AmEx.


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Apple’s innovation in the payment space has been wisely linked to regulatory shifts ahead. Retail merchants who do not support EMV-chip credit cards will be liable for fraudulent transactions that the EMV platform is designed to avoid.

In the case of Apple Pay, their innovation strategy was not to be first to market, but ready when the market was ready for massive adoption. In 2015, Apple formed unique partnerships with major retailers, banks and credit card providers (e.g. Mastercard) to expand access to payment readers and lower the cost of transaction settlements. In late 2015, Apple announced a partnership with AmEx to expand its international reach.vii

Continuous Innovation and Latent NeedsIn addition to much-hyped, breakthrough product launches, Apple is known—perhaps even notorious—for constantly launching product updates, enhancements, and upgrades. Each small enhancement increases a product’s value to the customer, and puts Apple another step ahead of its competition.

Once the iPhone came out, fun functionality features were added to the iPod. For example, shaking the phone shuffles the songs. It’s a small detail that makes the connection between a user and the device even stronger. Consumers may never have asked for this, but Apple spends a lot of time thinking beyond obvious needs (such as integrating a phone and an MP3 player into one device), and seeks out latent needs—things consumers can’t articulate but certainly appreciate.

Over the last few years, touch screens on the iPhone, iPod, and iPad have been upgraded to enable even better interactivity, including tapping, sliding, and pinching. “Reach out and tap it” and “pinch it open” were among the directives from Jobs when he showed off the iPad to a national audience. These little extras delight consumers, and quickly become the standard—even though a few years prior, no one would have imagined demanding such functionality.

The Cult of MacApple is famous for its product line, but perhaps equally as famous are the lines of fanatical customers that camp outside of Apple’s retail outlets each time a new product launches.

Few brands enjoy the dedicated, vocal, even evangelical customers that Apple claims. Part of this zeal is undoubtedly due to the quality of Apple’s products and the functions they serve in people’s lives. Apple’s products, whether they’re used for keeping in touch, movie editing, or reading electronic books, are well-designed, easy-to-use, and iconic. They have “badge value” in that they bestow a sense of pride and belonging in their owners.

Yet the sheer ubiquity of the so-called “Cult of Mac” means that Apple has lost a little bit of the exclusivity that made it cool years ago. Wearing those white headphones today isn’t as much of a statement as it used to be.

Virtually any negative mention of Apple in the media elicits a swift response from vocal Apple enthusiasts proud to defend the company against naysayers. Apple customers, tech-savvy by nature, freely fork over ideas, suggestions, comments, and complaints for the sake of helping their company do things a little better.

There are seemingly endless blogs and message boards dedicated to all things Apple, and users are eager to help one another find answers and solutions to their Apple-related problems. Apple fans act as unofficial salespeople and customer support specialists, adding a tremendous amount of value to the brand in ways that are difficult—if not impossible—to quantify.


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Gadget bloggers everywhere love to speculate on what upgrades might come their way as applications and programs are regularly introduced. In many ways, it’s the little things that are most appealing to the members of the cult and those watching from the sidelines. These enhancements—no matter how small-—keep Apple’s loyal customers satisfied and coming back for more.

Driving Innovation by Hiring Outsiders These days Apple is looking outside its own walls—and industry—to hire senior leadership from the world of fashion in order to align the company to a new transition for the consumer electronics sector: the era of wearable computing and the 2015 release of the Apple Watch.

Wearable devices include activity and health trackers (Fitbit; Up), smart watches (Pebble) and eye wear (e.g., Google Glass). Within a few years, electronics are expected to be woven into familiar textiles (e.g., scarves, gloves, etc.).

So, why look for senior leadership outside the electronics industry? The nature of design in consumer electronics is evolving. Despite Apple’s industry, defining leadership in product design for smartphones and tablets, its leaders realize that wearables require new thinking on design. Apple sees wearable devices as more of a nice-to-have accessory or luxury item than an essential mobile communication device.

To understand what motivates consumers around accessory products, it has hired some of the world’s leading innovators from the fashion industry.

Apple has a strategy of integrated leadership and hires around manufacturing, retail, and marketing. They hired an innovative manufacturing leader with Ben Shaffer, a former Nike designer who led efforts on new tooling techniques used in Nike’s woven Flyknit shoe product. Apple hired an innovative retail leader in Angela Ahrendts, former CEO of Burberry. Ahrendts will help to keep both online and Apple Store experiences relevant in the age of accessory and luxury product purchases.

The third significant hire was an innovative marketing leader, Paul Deneve, a former head of Yves St Laurent. Deneve will lead marketing efforts as Apple explores growth beyond its successful campaigns to sell iPods, iPhones, and iPads into wearable category products.

Apple’s desire to hire industry outsiders suggests the company is still willing to take smart, calculated risks to prepare for industry transitions. The hope is that this new leadership culture can help Apple capture a significant portion of growth in an expanding product category as wearables grow from a $1.3 billion industry in 2014 to $20 billion by 2017.viii


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Counter-CultureWhen most gurus discuss best practices for innovation culture-building, they include suggestions like ‘be open’ and ‘invite collaboration.’ However, Apple sometimes preaches—and practices—the opposite.

Extreme Accountability: For every task, they appoint a DRI, or Directly Responsible Individual. This person is the one ultimately accountable for the success of a project and in charge of all its moving parts.

Continually Challenge: The organization works to create a confrontational workplace culture where workers feel free to challenge others’ opinions.

Be Secretive: Sometimes, not being open about your innovation projects can be a good thing. Apple creates a system of secrecy that builds excitement and a sense of ownership — from launching projects in an outbuilding that flies a pirate flag, to erecting walls around off-limits “lockdown rooms.”

What’s Next for Apple? The mobile platform market, launched by Apple, is entering its mature phase often characterized by incremental innovation and slower growth in market adoption. New challenges could surface over the next year for Apple as it defines its vision for next generation consumer technology platforms.

2016 will be a test year for its ability to drive second year sales in the wearables category with its Watch product line and push further into the world of data-driven innovations related to wearables and health-wellness services.

The coming year might also see Apple pushing into the space of ‘Connected Devices’ and ‘Internet of Things’ as its HomeKit platform is used to bring everything from refrigerators, heating and cooling systems, and light bulbs onto the web and into Apple’s ecosystem.ix

Apple might also have to respond to new consumer technology platforms like Virtual Reality (e.g. Facebook’s Oculus Rift; Samsung Gear; HTC Vive) and augmented reality platforms (e.g. Microsoft Hololens).

Given the breadth of these new market innovations, recent concerns about CEO Tim Cooks’ ability to follow in the footsteps of Apple’s visionary founder have faded. Apple’s growth continues and many expect it might become the world’s first $1 trillion company in terms of market valuation. If there are lingering issues it is over Apple’s unwillingness to go ‘down market’ with lower priced products that are currently driving global growth.

Whatever happens, you can be sure that Apple’s unmatched focus on the end-user experience will drive each innovation. By refusing to compromise on this aspect, the organization has laid the foundation for many years of continued success.


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What Can You Learn from Apple?Set a foundation that defines innovation objectives and mobilizes your efforts.Apple is doggedly focused on answering unmet customer needs through design, interface, and ease-of-use.

• What are the guiding principles that define innovation for your organization?

• What unmet or latent needs exist among your customers?

Think differently to develop original ideas that create and capture business value. How can you use integration of software, hardware and services to create and capture value?

• What fundamental driving forces and paradigm shifts (social, technological, political, economic, and environmental) can your organization address today to succeed tomorrow?

• How can youlook at ‘digitalization’ trends in your industry and capture the value of integration?


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Create a streamlined and flexible approach to shepherd innovative ideas to market. Apple is all about the dramatic unveiling—and employees work tirelessly in order to meet release deadlines and new product launches. But once products are out in the marketplace, Apple continues to tweak, improve, and upgrade so that there’s always something new to look forward to.

• How can you revitalize your existing suite of offerings by building in regular upgrades, updates, and improvements?

Build a thriving work environment that drives innovation across your organization. Though few people really know what goes on behind closed doors at Apple, most employees consider their experiences with the company as a badge of honor—these employees believe they are part of something great.

• How do you keep your employees excited and engaged in innovation projects?

• How do you inspire a “messianic zeal” in your employees and customers?


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Additional ReadingApple Corporate Web site (www.apple.com)

Apple 2015 Annual Report (http://investor.apple.com/financials.cfm)

Apple and Cisco Partner to Deliver Fast Lane for iOS Enterprise Users. http://www.apple.com/pr/library/2015/08/31Apple-and-Cisco-Partner-to-Deliver-Fast-Lane-for-iOS-Enterprise-Users.html

Baig, Edward C. “Apple CEO Cook: More ‘Game Changers’ Ahead.” USA Today (29 May 2013). www.usatoday.com/story/tech/columnist/baig/2013/05/29/tim-cook-apple/2368383/

BI Intelligence. “Gauging Apple’s Opportunity in Luxury Wristwatch Market.” (March, 2015). http://www.businessinsider.com/apple-watchs-big-opportunity-in-the-luxury-wristwatch-market-2015-3

McIntyre, Hugh. Burberry Is The First Brand To Integrate With Apple Music. 15 Sept 2015. http://www.forbes.com/sites/hughmcintyre/2015/09/15/burberry-is-the-first-brand-to-integrate-with-apple-music/#291bf276409b6b0ed7a7409b

Colt, Sam “6 Hires Show Apple’s Evolution Into a Luxury Brand” (September 2014). http://www.businessinsider.com/tim-cook-luxury-executive-hires-2014-9

Isaacson, Walter. Steve Jobs. Simon & Schuster (October 24, 2011).

Krasny, Jill. “Apple CEO Tim Cook: Innovation Doesn’t Mean a New Gadget.” Inc.com (29 May 2013). www.inc.com/jill-krasny/tim-cook-apple-rivals.html

Lashinsky, Adam. Inside Apple: How America’s Most Admired—And Secretive—Company Really Works (14 Feb, 2012).

Neiger, Chris. “What is Apple’s New Strategy for Mobile Payments” (November 11, 2015). http://www.fool.com/investing/general/2015/11/18/whats-apples-new-strategy-for-mobile-payments.aspx

Ulanoff, Lance. “Inside Apple’s Plan to Automate Your Home.” (07 Jan. 2015). http://mashable.com/2014/06/06/apple-home-automation/

Wilhelm, Alex. “Apple: 380 Stores in 13 Countries Support 1 Million Visitors a Day.” The Next Web (12 September 2012).

ENDNOTESi Weber, Harrison. “Apple’s App Store Passes 100B Downloads and $30B Paid to Developers.” 8 June 2015. (17 Dec 2015). http://venturebeat.com/2015/06/08/apples-app-store-passes-100-billion-downloads/

ii Tunes Store. itunes.apple.com/us/app/the-daily/id411516732?mt=8

iii Hughes, Neil. “News Corp’s iPad Newspaper ‘The Daily’ Shutting Down Dec. 15.” AppleInsider (3 December 2012). appleinsider.com/articles/12/12/03/news-corps-ipad-newspaper-the-daily-shutting-down-dec-15

iv Apple + IBM. (17 Dec 2015). http://www.apple.com/business/mobile-enterprise-apps/

v IBM MobileFirst for iOS. (17 Dec 2015). http://www.ibm.com/mobilefirst/us/en/mobilefirst-for-ios/

vi Hospitcal MD. (17 Dec 2015). http://www.ibm.com/mobilefirst/us/en/mobilefirst-for-ios/industries/healthcare/hospital-md/


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vii Rao, Leena. “Apple Pay Partners with AmEx to Expand Internationally.” 27 Oct 2015. (17 Dec 2015). http://fortune.com/2015/10/27/apple-pay-amex-international/

viii Apple Press Info, Q4 2012 Earnings Report. www.apple.com/pr/library/2013/01/23Apple-Reports-Record-Results.html

ix Dilger, Daniel Eran. “Apple Tripling Size of Its Crowded San Francisco Stonestown Store.” Apple Insider (1 April 2013). appleinsider.com/articles/13/04/01/apple-tripling-size-of-its-crowded-sf-stonestown-store

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