executive summary for apple case study

Apple Case Study

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

Executive Summary

Introduction, measuring capability performance, options, recommendations and implementations, list of references.

Since Apple was established in mid 1970s, its popularity has become immense especially in computer technology industry. Its full potential was realised when it shifted its focus from marketing and promotion of computer products to development of innovative industrial design in modern electronics, unique hardwares, operation system and application softwares and services. It provides customers with new products and solutions that are easy to use and seamless integration.

The relevant competitive models chosen for this assessment includes the Michael Porte’s five forces such as entry of competition, threats to substitutes, bargaining power, power of suppliers and rivalry, SWOT and Industrial analysis as well as micro analysis in order to assess Apple Inc. strategic capabilities and suggest future directions for the business. Apple assessment also analyses the results of a study presented to examine how it utilises customer satisfaction data obtained from formal feedback mechanism.

Company background

Apple was founded in 1970s by Steven Jobs who then became the company CEO. Apple first started as a computer company in 1976 and was fast recognised for its intuitive adaptation approach of graphical user interface that saw the adoption of the first mouse and first onscreen windows.

Steven Job innovative approach focused more on specialised products and by 2001, its full inventions came into play with the introduction of iPod, a product that ranked top in the market leader in music players. Eventually, iPhone came into play in 2008, followed by iMac, iPad and iTunes which have also been widely successful. This meant that electronic products combined with eminent good customer support throughout its product base were slowly becoming the company’s primary objectives.

Summary of Macro Analysis

Macro analysis also known as PESTLE is an analysis of the external macro environment in which a business operates. PESTEL analysis includes factors such as political, economic, social, technological, legal and environmental issues. For a detailed analysis, the following table illustrates the macro environment of Apple Inc:

Apple Case Analysis

Apple ranged top in customer satisfaction with phone-based technical support, feedback, face-to-face communication, email communication, and information exchange in the American Consumer Satisfaction index (ASCI) in the second quarter of 2009. These companies were credited for offering the best technical customer satisfaction service within the Personal Computers category with a base score of 77 on a 100 point scale and earned 83 points in the second quarter of 2006.

Business analysts have argued that the companies’ ability to focus on product innovation and customer satisfaction has won the company loyal customers compared to other PC vendors. Quality of customer service is always the determining factor for success of any company and not its products, and the three companies for this case have gained tremendously from such strategy.

Van Amburg, the managing director of the American Customer Satisfaction Index (ACSI) argues that customers from other service providers were very frustrated with company’s customer service despite the quality of its PC hence loss of loyal customers and the services continued to deteriorate as years went by (Moore & Knight 2010; Keizer 2009).

In ensuring quality satisfaction in information collection, Apple launched Consumer Privacy Policy that ensured the collection, use and disclosure of personal information regarding customer issues are kept at optimum security. The company pledges to safeguard personal information collected when visiting the company’s website, purchase of products and services and when a customer calls the sales team or support associates.

Personal information collected here is aimed at helping the company deliver higher customer service and provide convenient access to company’s products and services. Information collected from customer’s reviews also helps the company implement and post the latest product announcement on special offers, software and events (Apple 2010; Levitan 2004; Prasaad 2009).

Summary of Industry Analysis

Porter’s analysis focuses on the threat of new entrants, bargaining power of suppliers and buyers, power of substitutes and rivals on profitability in an industry.

The following table presents Porter’s five forces analysis of the micro environment of Apple Inc.

The industry analysis of our company in the market displays strong competition in the computer technologies and electronics. Apple maintained its competitive edge by progressively innovating product designs and operational execution.

Its product lines were also diversified and supplied its products to retail stores and eliminated third-party retailers. The company also opened up to 247 stores including 19 internal locations averaging to $29.9 million in sales revenues. The company has numbers of loyal, & the customer base reports the permanent growth (Keizer 2009).

Suppliers have helped Apple diversify their products. Apple entered into a multi year agreement requiring its major key components that included dynamic random access memory DRAM, LCD displays, NAND flash memory and microprocessors that included partners such as Hynix Semi-conductor, Intel Corporation, Samsung, Micron Technology and Toshiba Corporation. It also partnered with other corporations internationally to ensure final assembly of its products are concentrated on quality issues (Keizer 2009).

On market research aspect, Apple was reported to collect personal information on various occasions for market research purposes. This information is aimed at gaining better understanding of customers needs, improve products and determine how best to provide useful information (Apple 2010; Hewlett-Packard Development Company 2010).

Apple partnered with other service vendors such as MobileMe and iTunes stores to help in collection of information by requiring customers to customer’s to create an “phone company ID” before purchase of products.

The ID is strategy is designed to help customers have easier access to web services and saves them time since they don’t have to give their personal information when requesting for services. The procedure requires creation of personal profiles by adding the name, phone number, email address or credit card number together with a suitable password that will be used to access the profile.

Once the signing up procedure is completed, the customer is allocated personal ID and a password that the system generates automatically. Therefore next time the customer enters the website to re-purchases products is welcomed by personal greetings by mentioning his name and is able to access up to date information regarding the product purchased which can be used wherever the client goes (Apple 2010).

In order to survive in the competitive environment, company’s have to device a number strategies to beat their competitors like changing the price of the product-which is in fact a temporary solution, improving product features- key to success, creatively using channels of distribution and exploiting relationship with suppliers. When we look at these examples, brand recognition seemed to cut down costs of advertisements.

On this perspective, Apple diversified to digital consumer electronics such as iPod, iPhone, iMac among others widened its product markets. Apple dominated computer markets introducing itself a premier provider of technology solutions for educators, web designers and graphic artists, to digital entrainment company. The software iPod was later integrated into windows version of iTunes making it easier for everyone one to purchase and use (Keizer 2009).

Apple introduction of feedback system and outreach programs enabled customers to report on defective machines and the company to attend to problems before they occur. For example, one of the Company’s products “iMac” was widely reported for to be giving clients problems and the company responded by giving 15% refund bonuses to all faulty 27 inch iMac in the UK and was also reported to extend $300 apologies to all its aggrieved customers in the US.

In resolving the issue, the company responded quickly by offering free repairs to all the affected machines and launched a support page where it described how minor problems could be resolved and the resulting warranty extension for each affected machine. The company also reimbursed customers who used their own money to repair the faulty machines and advised them take their drives to official Apple repair channels (Moore & Knight 2010; O’Reilly & Anderson 1980).

On bargaining power of suppliers’ aspect, Apple’s primary segments included America, Europe, Africa, Japan and Middle East and other retail divisions Italy, Canada and the United Kingdom. It offered its customers wide range of products and invested heavily on R&D year after year. Apple’s products were distributed all over US retail stores where customers could easily access and report of defective devices (Mank & Nystrom 2000, p.504).

Summary of Internal Analysis

Internal Analysis also known as SWOT analysis determines company’s competitors and develops sales & marketing strategies for the company that allow it to achieve its marketing & strategic objectives.

The SWOT Analysis of the Apple Inc. position in the market is necessary for the development of the marketing plan.

Resources Analysis

Amidst the financial crisis, Apple continued to introduce strongest products lines, with most talented employees and best customers with sales revenue totalling to $10 billion in quarterly revenue of 2009 and $25 billion in cash safety bank with zero debt. Demographic & socio-economical factors like population distribution changes & increase/decrease in income levels of social group also affected the company to a considerable extent (Apple reports 2008; Hesseldahl 2009).

Dynamic Capability Analysis

Dynamic analysis refers to the innovative strategies a firm employs to gain competitive advantage over its competitors. In other words, what Apple is doing different that sets it apart from other companies. For instance, the company has progressively applied technological advancement and business diversification over the years.

Apple continues to diversify its product line from PCs inventions, to iPods, iPhones, iTunes and other peripherals. Also, the 2007 smart phone technology that saw the integration of wireless phone, music player, video player as well as internet browsing demonstrated how the company continues to diversify in our markets (Apple reports 2008).

Strategic Capability Analysis

Apple’s strategy to integrate Intel-based iMac desktop and the MacBook Pro portable softwares increased its company’s market share. Also, the introduction of feedback system and outreach programs that enabled customers to report on defective machines seemed to have gained the company a competitive edge over its competitors. The company also introduced support centre strategically designed to attend to software problems before they occur (Apple reports 2008).

Apple’s recent merger with software developers and leading voice-entry technology providers demonstrated its strong command and reputation in information technology. However, Apple should take adequate time in testing its products before rushing to introduce them to the markets like case for MacBook Air that left many customers disappointed (Apple reports 2008).

Gap analysis and assessment of current strategy

Gap analysis is a methodology that helps a company identify gaps and decide upon marketing strategies and tactics. The company has moved beyond personal computer industry to music, videos, movies, and television. Diversification is in it itself a good marketing strategy, but the company should concentrate on development of quality products to cut down on increased numbers of defective products and recalls.

Apples hiring John Sculley from PepsiCo spearheaded marketing and operations of the company while Steven Job focused on technology that lead to the introduction of more creative products like Macintosh in 1984. The new CEO enabled breakthrough in electronic products in terms of elegant design and easy use. The company should employ the same strategy in future to in employing competent workforce that will turn boost company sales revenues.

How does strategy match the macro environment?

For Apple, there is a large gap between product strategy and socio-economic and demographic changes. Keeping in pace with technology helped the company gain competitive advantage over its competitors and the uniqueness of goods and services offered facilitated the further strengthening of market position. However, its inability to adjust to socio-economic and demographic changes might undermine its market position in future.

How does strategy match the industry environment?

Apple engaged in a head to head competition with Dell in the computer markets with company CEO Steve Jobs claiming that market shares weren’t everything. This statement is in itself contradictory since company’s engage in business activities for profits. Dell was able to dominate the markets due to its efficient supply chain management although Apple outperformed it in inventions and other metrics. Apple should look into fixing sufficient price flexibility and adjustment to socio-economic changes.

Since compatible software were introduced in the markets, IBM prices dropped and Apples costs for R&D were higher industry costs since the company spend a considerable amount of its sales revenue on R&D. Scully innovative efforts were not enough to sustain the company’s poor performance. Apple could have taken time to study its markets demands before heavily investing in unprofitable deals. Since Michael Spindler came into play in 1993 introducing PowerMac, Apple moved to price-performance edge.

The new CEO’s strategy was to let other companies manufacture Mac clones, a strategy that saw many clones stealing 20% of the Macintosh unit sales. For this case, Apple should be seeking a CEO that upholds their key capabilities and strengths, whilst being able to improve in other areas that are deficient (Mank & Nystrom 2000, p.501).

Apple’s current strategy of launching more new products to expand the markets should be sustained. However, the company should also try to promote its products through media advertising and offering products at discounted price to increase the satisfaction level of the customers. Apple never seemed to experience intense competition since it had strong market power and had the ability to introduce new products.

Its strategies to beat the markets severely stretched its budgets that amounted to further losses. For example, when Macintosh was first introduced in the markets quickly became people’s favourite with large graphics but had slow performance and could not be integrated with many softwares in the markets. NeXT Computer introduced after Macintosh proved costly and did not yield the company any profits. For this case, Apple should incorporate through market analysis to avoid sipping in market shares.

Apple., 2010, ‘ Apple Customer Privacy Policy ’. Web.

Apple reports fourth quarter results, 2008. Quarterly results. Web.

Hesseldahl, A., 2009. Apple’s impressive quarterly numbers . BusinessWeek. Web.

Hewlett-Packard Development Company, 2010. Overcoming the no. 1 challenge in data center transformation . Web.

Keizer, G., 2009. Apple still can strive, sans Job. Computer World, 56 (2), pp.1-4.

Levitan, B., 2004. Improving customer loyalty through proactive communication. Consumer Interaction Solution . Web.

Mank, D. & Nystrom, H., 2000. The relationship between R&D spending and shareholder returns in the computer industry. Management of Society Proceeding , 20, pp.501-504.

Moore, C. & Knight, D., 2010. Apple Retains Lead in Customer Satisfaction, iMac Screen Problem Resolved, 64 GB for Mac Pro and More . Web.

O’Reilly, C. & Anderson, J., 1980. Trust and the Communication of Performance Appraisal Information: The Effect of Feedback on Performance and Satisfaction. Human Communication Research , 6, pp.290-298.

Prasaad, S., 2009. Establishing successful customer relationships through effective communication: An Indian perspective. Marketing and Management Communication , 64, pp.1-71.

• Criminal Justice: Cases of Offenders in Trafficking
• The Cloud Security Problems
• Apple Company History and Competitors
• Nike "The Sweat Shop Debate"
• Google Company Strategies on the China’s Market
• Nike: Measurements Analysis
• Business Report Outline: DELL & ASUS
• Strategic Marketing: Dell and ASUSTeK Computer Inc.
• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2019, February 7). Apple Case Study. https://ivypanda.com/essays/apples-case-study/

"Apple Case Study." IvyPanda , 7 Feb. 2019, ivypanda.com/essays/apples-case-study/.

IvyPanda . (2019) 'Apple Case Study'. 7 February.

IvyPanda . 2019. "Apple Case Study." February 7, 2019. https://ivypanda.com/essays/apples-case-study/.

1. IvyPanda . "Apple Case Study." February 7, 2019. https://ivypanda.com/essays/apples-case-study/.

Bibliography

IvyPanda . "Apple Case Study." February 7, 2019. https://ivypanda.com/essays/apples-case-study/.

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

How Apple Is Organized for Innovation

• Joel M. Podolny
• Morten T. Hansen

When Steve Jobs returned to Apple, in 1997, it had a conventional structure for a company of its size and scope. It was divided into business units, each with its own P&L responsibilities. Believing that conventional management had stifled innovation, Jobs laid off the general managers of all the business units (in a single day), put the entire company under one P&L, and combined the disparate functional departments of the business units into one functional organization. Although such a structure is common for small entrepreneurial firms, Apple—remarkably—retains it today, even though the company is nearly 40 times as large in terms of revenue and far more complex than it was in 1997. In this article the authors discuss the innovation benefits and leadership challenges of Apple’s distinctive and ever-evolving organizational model in the belief that it may be useful for other companies competing in rapidly changing environments.

It’s about experts leading experts.

Idea in Brief

The challenge.

Major companies competing in many industries struggle to stay abreast of rapidly changing technologies.

One Major Cause

They are typically organized into business units, each with its own set of functions. Thus the key decision makers—the unit leaders—lack a deep understanding of all the domains that answer to them.

The Apple Model

The company is organized around functions, and expertise aligns with decision rights. Leaders are cross-functionally collaborative and deeply knowledgeable about details.

Apple is well-known for its innovations in hardware, software, and services. Thanks to them, it grew from some 8,000 employees and $7 billion in revenue in 1997, the year Steve Jobs returned, to 137,000 employees and $260 billion in revenue in 2019. Much less well-known are the organizational design and the associated leadership model that have played a crucial role in the company’s innovation success.

• Joel M. Podolny is the dean and vice president of Apple University in Cupertino, California. The former dean of the Yale School of Management, Podolny was a professor at Harvard Business School and the Stanford Graduate School of Business.
• MH Morten T. Hansen is a professor at the University of California, Berkeley, and a faculty member at Apple University, Apple. He is the author of Great at Work and Collaboration and coauthor of Great by Choice . He was named one of the top management thinkers in the world by the Thinkers50 in 2019. MortentHansen

Partner Center

• Harvard Business School →
• Faculty & Research →
• HBS Case Collection

Apple Inc. in 2020

• Format: Print
• | Language: English
• | Pages: 31

About The Author

David B. Yoffie

Related work.

• December 2020
• Faculty Research
• January 2022

Apple Inc. in 2020 – Select Market Data

• Apple Inc. in 2020  By: David B. Yoffie
• Apple Inc. in 2020 – Select Market Data  By: David B. Yoffie

• Content Writing Services
• Get in Touch

How to Write an Executive Summary for a Case Study

Updated February 2022: The first thing you do when faced with any study or report is read the executive summary or overview—right? Then you decide if reading the rest of the material is worth your time. This is why it is so important for you to learn how to write an executive summary for a case study.

The executive summary of your case study serves exactly the same function. If the reader sees nothing beyond this section, they will still walk away with a good understanding of your service.

A great summary might even be enough for a reader to pass the information along to the decision-makers in their organization.

In this post, we’ll discuss what makes a compelling executive summary for case studies, and provide you with 4 examples from leading B2B SaaS companies. This is the third post in a 9-part series on how to write a case study .

Every word counts when writing an executive summary

When thinking about how to write an executive summary for a case study, you need to create 2 or 3 crucial sentences that provide a concise overview of the case study. It must be informative and:

• summarize the story by introducing the customer and their pain points
• explain what your organization did
• highlight the key results, including 1 or 2 statistics that drive home the takeaway message

Write the executive summary first to help you focus the rest of the case study. But don’t be too rigid: in the process of reviewing the interview transcript or writing the main copy, another point or statistic may emerge as having more impact than what you’ve chosen to highlight. Revisit your executive summary after writing the case study to make sure it’s as strong and accurate as possible.

If you need a hand with your SaaS case studies, have a look at our case study writing service .

Executive summaries can be short and sweet

This executive summary example from Segment is just a headline followed by a glorified subhead—but it does the trick!

Here’s another great example of a quick, yet helpful executive summary for Plaid’s case study:

Sometimes you may need a longer executive summary

For complex case studies, you may need a more in-depth executive summary to give readers an overview of the case study.

Here’s a more fleshed-out executive summary from Segment:

It’s a bit lengthy, but it effectively introduces the challenge. This executive summary could be more powerful if it included a section for results.

Sometimes executive summaries miss the mark entirely

This is not an executive summary. It is merely an introduction. We have no idea what the problem or solution is, and there’s nothing to motivate us to read further.

You can do better with your executive summaries

Be precise. Impress the reader with key results. Let them see that you offer solutions that matter.

Get the help you need

As a SaaS company, you need to partner with someone who “gets it”. We are a SaaS content marketing agency that works with high-growth companies like Calendly, ClickUp and WalkMe. Check out our done-for-you case study writing service .

As the founder of Uplift Content, Emily leads her team in creating done-for-you case studies, ebooks and blog posts for high-growth SaaS companies like ClickUp, Calendly and WalkMe. Connect with Emily on Linkedin

Sign up for the Content Huddle newsletter

Learn from Emily’s 17 years of aha moments, mistakes, observations, and insights—and find out how you can apply these lessons to your own marketing efforts.

You can unsubscribe any time. Visit our  Terms of Use  for information on our privacy practices.

Sample details

• Views: 1,903

Related Topics

• General Motors

Executive Summary for Apple, Inc.

Apple Inc. is a corporation that focuses on computer hardware, software, and consumer electronic products. They offer Macintosh computers, iTunes media applications, and iPod music players. Steven Wozniak and Steve Jobs founded the company in April 1976 after leaving college. In that year, they made the Apple I computer for a hobbyist club but it did not have a keyboard or power supply. Wozniak then worked on creating the Apple II during the summer to target a larger market.

Initially, the Apple II utilized cassette tapes to read and store data, but this approach was deemed inefficient and sluggish. In 1978, Wozniak unveiled the Apple Disk II, which emerged as the swiftest and most budget-friendly disk drive alternative for computers during that period. This advancement facilitated the creation of software tailored specifically for the Apple II. As stated by Funding Universe (2011), when Apple presented the Apple II at a consumer electronics exhibition along with a user manual, it represented their expansion from catering solely to hobbyists to producing goods for consumers.

ready to help you now

Without paying upfront

Apple experienced rapid growth in the late 1970s and became one of the fastest-growing companies in the United States. By the end of 1978, their products were carried by over 100 dealers (Company Histories, para. 1-8). In December 1980, Apple went public and their stock (ticker symbol: AAPL) started trading on the NASDAQ exchange (Common Stock). According to Funding Universe (2011), they offered a total of 4.6 million shares at a price of twenty-two dollars each, which sold out within minutes. They also had a second offering of 2.6 million shares that quickly sold out in May 1981 (Company Histories, para. 1-8).

In 1998, Apple released the iMac and in 2001, they released Mac OS X, an operating system that appealed to both consumers and professionals. The combination of iMac computers with Mac OS X helped Apple regain success.

The introduction of the iPod portable digital audio player was a significant addition to Apple’s product line (Funding Universe, 2011).

Apple, Inc. (APPL) follows a fiscal year accounting period that lasts for 52 (or 53) weeks and concludes on the last Saturday of September.

Apple concluded its annual reporting period for 2009 and 2010 on September 25. To align its fiscal quarters with calendar quarters, the company includes an extra week in its first fiscal quarter every six years. In the Form 10-K report submitted to the SEC, Apple reveals that it possessed total assets worth $47,501 in fiscal year 2009 and $75,183 in fiscal year 2010. Moreover, during those two years, its primary asset consisted of $18,201 in short-term marketable securities in 2009 and $25,391 in long-term marketable securities in 2010.

Apple’s Annual Report revealed that the accounts payable rose from $5,601 million in 2009 to $12,015 million in 2010. These amounts are all measured in millions of dollars. It is worth mentioning that Apple does not disclose the taxes collected from customers and paid to governmental authorities. In the 2010 annual report, cash, cash equivalents, and marketable securities amounted to $51,011 million compared to $33,992 million in 2009. The total current assets for 2010 were valued at $41,678 million while they were valued at $31,555 million for 2009. The order in which the current assets are listed depends on how easily they can be converted into cash.

Apple’s liabilities were $27,392 million in 2010 and $15,861 million in 2009. These liabilities consist of cash and cash equivalents, short-term marketable securities, as well as accounts and notes receivable. Apple is renowned for its technological dominance attained through the production and sale of products such as the Mac computer, iPhone, and iPad. Revenue recognition for Apple occurs when products are ordered (purchased), shipped, priced, and expected to be collected.

The recognition of revenue for online product orders and prepaid agreements is delayed by Apple until the customer receives the product due to shipping risks. According to Marketwatch.com (2009), Apple had approximately $40 billion in cash and marketable securities as of December 2009, accounting for over 61% of their total current assets. Marketable securities are categorized as short-term or long-term based on maturity dates – less than 12 months or one to five years respectively (Phx.corporate.ir.net). In recent years, Apple has consistently seen growth in net income. It reached $6,119 million in 2008, increased to $8,235 million in 2009, and doubled that amount to reach $14,013 million in 2010.

Apple’s net revenue in 2010 was $14,013 million and its liabilities were $15,861 million. The main contributors to these liabilities were accounts payable and accrued expenses. In the 2009 reporting period, Apple’s net revenue was $8,235 million and its liabilities amounted to $27,392 million, with accrued expenses and accounts payable being the major factors. Furthermore, in 2008, Apple’s net revenue was $6,119 million. It is important to note that these financial figures are overseen by the company’s external auditors.

Ernst & Young, LLP is an independent registered public accounting firm that audits the financial information of Apple, Inc. They audit the consolidated balance sheets, statement of operations, shareholders’ equity, and cash flows of Apple, Inc. dated 9/29/09 and 9/25/10 in accordance with the Public Company Accounting Oversight Board of the United States.

The purpose of these audits is to ensure accuracy and absence of misstatements in the financial statements. Ernst & Young LLP also reviews Apple, Inc.’s management’s accounting principles used and estimates made.

After reviewing the financial statements, Ernst & Young LLP confirms compliance with Generally Accepted Accounting Principles (GAAP) guidelines.

In conclusion, Apple Inc., established in 1976 by Steve Jobs and Steve Wozniak, offers innovative designs for computer hardware such as MacBooks and iMacs), software like iOS operating systems (such as macOS), and consumer electronic products including iPhones. Despite economic instability over its history with ups-and-downs in sales figures due to market competition or recession periods like post-2008 global crisis survival challenge), the company has maintained profitability thanks to strong brand loyalty from devoted customers worldwide who appreciate their high-quality products.

Apple, Inc. (2010). United States Securities and Exchange Commission. Retrieved from: http://phx.corporate-ir.net/phoenix.zhtml?c=107357&p=irol-reports . Funding Universe. (2011). Apple Computer, Inc. Retrieved from http://www.fundinguniverse.com/company-histories . Marketwatch.com (2010): Apple CEO Jobs says Cash Hoard Provides Security. Retrieved from: www.marketwatch.com/story/apple-ceo-jobs-says-cash-hoard-provides-security-2010-02-25 . Weygandt, J. J. (2008). Financial accounting (6th ed.). Hoboken, NJ: John Wiley & Sons.

Cite this page

https://graduateway.com/executive-summary-for-apple-inc/

You can get a custom paper by one of our expert writers

• Burger King
• Walt Disney

Check more samples on your topics

Apple marketing plan – executive summary.

Marketing Plan

Apple’s new iPad Marketing Plan Made by: Vu Tien Thanh Bouy Yang Shi Lei QiaoLing Ma 2012 Executive Summary Although facing fierce competition from other companies, Apple is still indisputably at the top of the tablet market (54. 7% market share in the 4th quarter of 2011). The company has sold nearly 33 millions iPad

Executive Summary Revenue Recognition and Wareham Sc Systems, Inc.

EXECUTIVE SUMMARY Revenue Recognition and Wareham SC Systems, Inc. Wareham SC Systems, Inc. consists of three divisions: the Glendale Division, the Advanced Technology Division and the Technical Devices Division (Anthony, Hawkins, & Merchant, 2011, p. 137). In 1999, Somai Desai, the company’s CFO, was informed by the SEC about new revenue recognition and reporting guidelines

Executive Summary A Highlevel Summary

Business Process

Entertainment

The Alliance Cosmetic Group launched SALESGIRL in June 2005, adding new excitement to the landscape of color cosmetics in the mass retail market. SALESGIRL offers a complete range of high quality color cosmetics that will meet the needs of discerning consumers in both the urban and suburban markets. Salesgirl's brand personality is fun, young, colorful

Apple – Design Thinking and Innovation at Apple

markets. It built retail stores when competitors were moving to direct sales and distribution models, and its products were rarely first to market. There was, however, a surprising consistency in the way the company worked. Simply put, the “Apple Way” was a set of principles with a deep commitment to great products and services at

Apple’s Beethoven. Steve Jobs, Former CEO of Apple Computer

Apple’s Beethoven This case focuses on Steve Jobs, current (and former) CEO of Apple Computer. The case describes how Apple is using the success of the iPod to reemerge as a serious competitor in the computer industry. Topics covered include creativity, personality, leadership, and motivation. Primary emphasis is placed on creativity by detailing how the

Apple Incorporated: How Is Apple Resolving Ethical Issues?

Most of the things that people use today have become automated, and people have changed their lifestyles. Nowadays, people want devices that can simply their life and save them time. They want innovative mobile devices that will enable them to do their work and communicate without restrictions. Many companies have realized this, and they are

The Apple Apple’s Mission Statement Case Analysis

Apple Computer's standard industrial classification (SIC) is 3571. SIC 3571 is used for companies that manufacture computer hardware. The top computer hardware manufacturers by sales are IBM, Hewlett-Packard, Compaq, Dell Computer, Cisco Systems, Sun Microsystems, Xerox, EMC, Seagate, and Gateway. Growth in the computer hardware industry in the United States is predicted to be slow

Apple Inc. Designs – Revenue Recognition

Apple Inc. designs, manufactures, and markets personal computers, mobile communication devices, and portable digital music and video players and sells a variety of related software, services, peripherals, and networking solutions. The Company sells its products worldwide through its online stores, its retail stores, its direct sales force, and third-party wholesalers, resellers, and value-added resellers. (Source:

Business operational plan of Apple Inc

Fiscal policy

Apple Inc. designs industries and markets the personal computing machines along with other nomadic communicating services, music and digital participants. It besides provides hardware, package and webs solutions and peripherals. Apple Inc. sells its merchandises throughout the universe on its retail shops, online shops, through the 3rd party jobbers and its direct gross revenues force.

Hi, my name is Amy 👋

In case you can't find a relevant example, our professional writers are ready to help you write a unique paper. Just talk to our smart assistant Amy and she'll connect you with the best match.

• Search for:
• Apple iWorks
• Software Testing
• White Paper Templates
• Business Process Design
• Software Development
• A-Z (Apple)
• Writing Tips
• Action Plan Writing
• Business Plan Writing

No products in the cart.

Return to shop

Case Study Templates

How to write the executive summary for case studies.

The Executive Summary of your Case Study must make the right impression on your readers. It’s the first section they read. However, the Executive Summary must be the last part of the document you write.

How to Write a Case Study

When writing this section, remember this is your best chance to interest the reader—and get them to take action! For example: call your Sales team and get more information about your products, sign up for a newsletter, download a trial product, or request more information about your product line.

What’s the Purpose of an Executive Summary?

Executive Summaries should give readers a high-level overview of your Case Study.

This is NOT the introduction to your document; rather this sets the scene and describes your company, vision and product offering. In your mind’s eye, see the Executive Summary and the Case Study are two separate documents. Approach each one with a different ‘writer’s hat’.

The tone, style, and language may be different. In general, the Executive Summary will be tightly-written, direct, and high-level. You dive into these points in the case study itself. This applies to in-depth case studies over five pages. Shorter case studies may not require the same background information.

Best Practice: Writing your Executive Summary

Write your Executive Summary as though it were standalone document . It’s usually best to do this when the proposal is finished as you will then have digested the material and have a fuller grasp of the business objectives.

The Executive Summary as a ‘document’ introduces your business, principles, products, and people.

When writing your Case Study’s executive summary provide brief summaries of the following:

• Business operations
• Company’s background
• Competitors
• Customer list
• Financial projections
• Flagship products
• Industry awards
• Key services
• Management team
• Market share
• Marketing and sales objectives
• Office locations
• Partnerships
• Strategic alliances
• Vision Statement

Case study for Architecture projects

Guidelines: Writing the Executive Summary

The Executive Summary should be no more than one or two pages.

I’ve seen very concise and persuasive introductions that were less than three-hundred words. The business writers knew how to introduce the key points, ignore/relegate less important material, and use a writing style that made the reader want to read the rest of the document.

This applies to in-depth case studies over five pages. Shorter case studies may not require the same background information.

Don’t resort to clichés and hackneyed phrases. Your customers read business documents all day. Make sure yours stands out.

Note : This applies to in-depth case studies. Shorter case studies may not require the same background information.

• Company – Describe your company background, with details of your industry position, physical location and number of employees.
• Management – Introduce the key members of the senior management team. Where possible, give their name, position, age, prior employer, experience in similar activities, degrees etc. Use common sense here and move these to a later section in the document if it takes too much space. When writing a Case Study, I often add a section called Pen Portraits and add profiles of the management team in there.
• Product Offering – If you’re discussing a specific product offering, for example, software for selling digital goods online, then outline the three main benefits. Where appropriate, discuss key features, customers, competitors and industry awards.
• Value Proposition – Describe what is unique about this product, for example, if it can it be patented, localized, scaled, used over the web, on mobile devices.
• Financials – This is required if you’re seeking funding, looking for partners, or applying for a grant. Keep it short. Check the figures more than once!
• Funding – Describe your current position, use of funds to date, prior funding. Also break out the investment you’ve received to date, investors’ names, business valuation, and details of the exit strategy. (This section may not apply to all Case Studies.)
• Contact Information – Add your name, position, company, address, phone, fax, email and website address.

What else should go into the Executive Summary?

Anthony James

Username or email address  *

Password  *

Remember me Log in

Lost your password?

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Running head: Apple Case Study Apple Strategic Plan Insert Name Here Insert Affiliation Here

Related Papers

Journal of the International Academy for Case Studies

TODD A FINKLE

The Apple Computer Company is arguably one of the most innovative technology companies to emerge in the last three decades. Apple, Inc. is responsible for bringing to market such products as the Macintosh desktop and the portable computer, iPod and iTunes, and most recently, the iPhone. The success of the company can be traced to the ingenuity of their founder and CEO, Steven Jobs. His philosophy has always been to create products that consumers find easy to use and integrate innovative technology. Throughout Apple’s history it has accomplished these goals. However, with a growing line of products, a competitive market landscape, and an unpredictable technology life cycle curve, the company faces challenges as to the direction of its product lines. The case gives an overview of a tool that is used to analyze a company’s product line portfolio and applies it to Apple, Inc.’s array of products. Questions for discussion are provided to enable students to use critical thinking skills in applying the case material.

International Journal of Case Studies in Business, IT and Education (IJCSBE)

Srinivas Publication

Over the last 30 years, Apple has taken growth hence computer device design to developingcustomer electronics. Steve Jobs, Steve Woznaik, and Ronald Wayne founded the Apple Inc.in 1970’s. Tim Cook is the current CEO of the company. Apple uses many types of internetbusiness patterns. Business to Business E-Commerce used in the marketing of electronicinventions to help operate daily proficiency in other business. Business to Consumer ECommerce is the marketing of iPods, Computer, and other productions to vary individualsrather than Business. Apple’s product line has developed rapidly in last few years. They areselling the products in the following categories: input device, output device, storage device,computers, and connecting devices. Apple is known to use a network called Airport Extreme Card picks up a Wi-Fi signal rather than a broadcast network. Apple is related Bonjor Connection. It is an automatic connection where computers and devices automatically transmit their own services and listen for services offered for the uses for the others. AirPortutility for Mac guides you through the process of connecting to the internet, and you willhave your network up and running in minutes. Apple provides the four fundamental ofnetwork security by offering a valid source of confidentiality with their terms and agreementstatement. Apple has their terms and agreement, which explains their integrity andavailability. Whether looking up online or calling the store via phone any answer to anyquestion answered honestly. Their security and access controls explain MAC OS X Server isbuilt on an advanced architecture to deliver the features you want with the security you need

NZ Collection

Journal of International Business and Management

Usman Ali Khan

Apple Inc. is a famous information technology firm in the global market. The organization has a wide range of products which consists of MacBook, iPhones, Apple TV, iPad and Apple watch. In this era of globalization with technologies, Apple’s users seek for unique performance products that are aesthetically pleasing as well as emphasize good product qualities. In 1976, Apple was established by Steve Jobs and his partners to develop modern technology products. In order to assess Apple’s strategic capabilities, Osterwalder’s Business Model Canvas is applied in this case study. There is several competitive analysis tools are written in this article including Internal Factor and External Factor Evaluation matrix, SWOT and SPACE Matrix, Boston Consulting Group (BCG) analysis as well as Internal-external (IE) analysis to evaluate Apple’s competitive intelligence. Throughout the report, every component in the evaluation model reflects the direction of how Apple overcomes the hurdles and ho...

Scot King , Bruce Holman , Marilyn Gates

Majed Madani

Tanvir Apon

Samuel Roscoe

Hemerson M Ramos

In December 1980, Apple Inc. went public presenting an initial price share of $22. Within minutes, the company’s market price was worth $1.78bn, marking a financial trend that culminated in Apple’s actual worth value of $1 trillion (Neate, 2015). The company’s core values, base for the formulation of Apple’s strategies, are undoubtedly responsible for its current success in the high-tech market, being perceived by stakeholders worldwide as a disruptive company in terms of innovation, technology and design (Gustin, 2015). Gendron (2012) notes that in order to evaluate the success of a company, it becomes imperative the utilisation of business analysis tools. Therefore, this report will discuss how Apple’s strategies have been used to build and sustain competitive advantage, allowing the company to become a benchmark to all players in the technological market. Moreover, while not offering recommendations, this paper intends not only to highlight Apple’s strategies for success, but also to present some of the issues faced by the company in the adoption of certain strategic decisions. Finally, the methodology employed in this investigation consists in the utilisation of theoretical tools such as SWOT, Porter’s Five Forces, Value Chain and Three Horizons. An evaluation of the usefulness of these strategic tools is presented, proposing a discussion in relation to the effectiveness of frameworks created in an ‘analogic’ world in the current ever-changing reality we live in.

Lina Malfona

Focusing on the relationship among architectural form, global market, and digital technologies, this essay investigates the controversial nature of the corporation, between real and virtual, local and global space. The writing contains two intersecting paths of reading. On the one hand, it focuses on the latest building of the Apple enterprise, which is analyzed through a formal as well as metaphorical comparison with some previous architectural experiences, including both the Stanford academic campus and the Royal Saltworks of Chaux. On the other hand, the paper focuses on the strategies used by Apple Computers in the construction of its competitive image, and passing through a reading of primary data, such as early experiences, products, commercials, and buildings, it analyzes the proper company’s style, that we can define as “Apple Architecture”.

RELATED PAPERS

MapPapers 1-IV, 2014, pp. 5-10

Francesco Ripanti

Bruno Conde Salas

Frontiers in Neurology

Lars Oddsson

Liliana Chavarría-Duriaux , Georges Duriaux

Betul Karagoz Yerdelen

Change: The Magazine of Higher Learning

Yuliya Epifantseva

Molecular Therapy

Daniela Tomasoni

James Young

Olga Burlyuk

فصلنامه رفاه اجتماعی

abbas aminifard

Physical Review D

Sujoy Saha Poddar

2021 IEEE/CVF Conference on Computer Vision and Pattern Recognition (CVPR)

Revista Teias

Milene Figueiredo

Nicolas Chauvin

Clinical Imaging

Irwin Beckman

Parasitology International

Florencia Cremonte

Achilles Alves

Mariela Sofía Pérez

Ralph Heinrich

European Journal of Gastroenterology & Hepatology

Kelly Tilleman

SPIE Proceedings

Jose Antonio Martin Pereda

Working Papers

Luca De Benedictis

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

MGMA Insights: Developing Your Team Through HR Strategies for Employee Growth, Performance Management, and Recruitment MGMA Podcasts

In this MGMA Member Spotlight Podcast episode, host Daniel Williams speaks with Tony Schier, Executive Director of Cheyenne Obstetrics and Gynecology, about implementing successful human resources practices. They discuss strategies for developing employee skills, tracking performance goals, conducting effective interviews, and onboarding new hires. Tony contributed to MGMA's newest book, Advanced Strategy for Medical Practice Leaders: Human Resources Management Edition.  Summary: Tony shares how his practice evaluates staff annually and encourages career development through certifications and training. He explains how setting organizational, department, and individual goals tied to key metrics helps improve performance in areas like patient satisfaction. Tony also discusses prioritizing integrity and cultural fit when interviewing candidates. The conversation provides insights on developing employees, implementing performance reviews, and strengthening recruitment practices at small medical offices. Takeaways: - Performance reviews focus on open-ended questions about accomplishments rather than a 1-5 scale to encourage dialogue. Goals are set to improve patient satisfaction scores and financial metrics like days in AR. - When hiring, integrity and cultural fit are priorities. Schirer assesses soft skills during interviews and ensures fairness. - New hires complete onboarding materials online and receive orientation, training, and shadowing with a mentor. Sources:Cheyenne Obstetrics and GynecologyAdvanced Strategy for Medical Practice Leaders: Human Resources Management Edition MGMA Sources: Ask an Advisor MGMA Membership MGMA Consulting WE WANT TO HEAR FROM YOU Let us know if there's a topic you want us to cover, an expert you would like us to interview, or if you'd like to appear on the member spotlight podcast. Email us at [email protected]. If you have a question for our senior advisor, Cristy Good, email [email protected]. Support for this podcast comes from ilumedilumed helps Medicare providers practice better medicine so they can get paid in up to three ways. Whether you’re just starting your value-based-care journey or ready to take it to the next level, ilumed can help you do more for your patients while earning more. ilumed offers simple solutions for a complicated industry. Let’s heal healthcare together. Visit ilumed.com to learn more. Today’s podcast is also sponsored by RingCentral  RingCentral brings staff, patients, and payers together with compliant cloud communications and a modern call center on any device. A free new ebook from RingCentral and MGMA focuses specifically on the payer-provider relationship. With all-too-familiar patient reviews, must-see statistics, and a transformative case study, this eBook illustrates how easily cloud communications can bring patients, providers, and payers together. Download your copy at go.ringcentral.com/mgma-healthcare.html.

• Episode Website
• More Episodes
• All rights reserved

Top Podcasts In Business

Official websites use .gov

A .gov website belongs to an official government organization in the United States.

Secure .gov websites use HTTPS

A lock ( ) or https:// means you've safely connected to the .gov website. Share sensitive information only on official, secure websites.

Technical Report: Highly Pathogenic Avian Influenza A(H5N1) Viruses

Updated June 5, 2024

This report provides an update to the April 26, 2024, report to include three additional sporadic human cases (1 in Australia and 2 in the United States) and recent activity in wild birds, poultry, and other animals, including the multi-state outbreak in U.S. dairy cattle, and updated information on monitoring for human infections with highly pathogenic avian influenza A(H5N1) virus infections in the United States. CDC continues to believe that the overall risk to human health associated with the ongoing outbreaks of highly pathogenic avian influenza A(H5N1) viruses has not changed and remains low to the U.S. general public at this time.

Executive summary

A small number of sporadic human cases of highly pathogenic avian influenza (HPAI) A(H5N1) have been identified worldwide since 2022, amidst a panzootic of these viruses in wild birds and poultry. Nearly all   human cases reported globally since 2022 were associated with poultry exposures, and no cases of human-to-human transmission of HPAI A(H5N1) virus have been identified. Three human cases of HPAI A(H5N1) virus infection in dairy farm workers were reported during April and May 2024 in the United States and were attributed to exposures to dairy cattle. One previous human case was detected in the United States in 2022 during poultry culling work. In a few cases, the source of exposure to HPAI A(H5N1) virus was unknown. To date, HPAI A(H5N1) viruses currently circulating most commonly in birds and poultry, with spillover to mammals and humans, do not have the ability to efficiently bind to receptors that predominate in the human upper respiratory tract. This is a major reason why the current risk to the public from HPAI A(H5N1) viruses remains low. However, because of the potential for influenza viruses to rapidly evolve and the wide global prevalence of HPAI A(H5N1) viruses in wild birds and poultry outbreaks and following the identification and spread among dairy cattle in the United States, additional sporadic human infections are anticipated. Continued comprehensive surveillance of these viruses in wild birds, poultry, mammals, and people worldwide, and frequent reassessments are critical to determine the public health risk, along with ongoing preparedness efforts.

• CDC is actively working on the domestic outbreak of clade 2.3.4.4b HPAI A(H5N1) viruses in wild birds, with outbreaks in poultry and backyard flocks, and infections of other animals, including dairy cattle. Response activities include conducting surveillance among people with relevant exposures and preparing for the possibility that contemporary HPAI A(H5N1) viruses gain the ability for increased transmissibility to and among people.
• CDC, along with state and local public health partners, continues to monitor people in the United States who have been exposed to infected birds, poultry, dairy cattle, or other animals for 10 days after their last exposure. To date, more than 9,000 people in 52 jurisdictions have been monitored since 2022.
• H5 candidate vaccine viruses (CVVs) produced by CDC are expected to provide good protection against current clade 2.3.4.4b HPAI A(H5N1) viruses detected in birds and mammals, including dairy cattle. These H5 CVVs are available and have been shared with vaccine manufacturers.
• Because influenza viruses are constantly changing, CDC performs ongoing analyses of HPAI A(H5N1) viruses to identify genetic changes that might allow for: spread more easily to and between people, more serious illness in people, reduced susceptibility to antivirals, changes in the sensitivity of diagnostic assays, or reduced neutralization of the virus by vaccine induced antibodies. To date, few genetic changes of public health concern have been identified in HPAI A(H5N1) viruses circulating in wild birds and poultry worldwide and detected in dairy cattle in the United States.
• Currently, HPAI A(H5N1) viruses circulating in birds and U.S. dairy cattle are believed to pose a low risk to the general public in the United States; however, people who have job-related or recreational exposures to infected birds or mammals are at higher risk of infection and should take appropriate precautions outlined in CDC guidance .
• Comprehensive surveillance and readiness efforts are ongoing, and CDC continually takes preparedness measures to be ready in case the risk to people from HPAI A(H5N1) virus or from other novel influenza A viruses changes.

HPAI A(H5N1) viruses in wild birds and poultry

Hpai a(h5n1) virus infections among mammals, human cases of a(h5n1), table 1. global reported a(h5n1) human cases, january 2022 through june 4, 2024, figure 1. epidemic curve of human cases of a(h5n1) by illness onset date, 1997-2024 by country (n=912), monitoring of persons exposed to hpai a(h5n1) viruses in the united states, u.s. influenza surveillance for human infections with novel influenza a viruses, including hpai a(h5n1) virus, cdc and u.s. government preparedness activities, limitations of the report, conclusions, previous h5n1 technical reports.

Since 2005, HPAI A(H5N1) viruses have undergone extensive genetic diversification including the formation of hundreds of genotypes following reassortment with other avian influenza A viruses. Clade 2.3.4.4b HPAI A(H5N1) viruses emerged in 2020 and were introduced into North America in late 2021 [1,2] and spread to Central and South America, resulting in wild bird infections (in terrestrial, seabird, shorebird, and migratory species) and poultry outbreaks in many countries [3-8]. In Fall 2023, the first detections of HPAI A(H5N1) viruses in birds in the Antarctica region were reported [9]. Globally, this 2.3.4.4b clade of HPAI A(H5N1) viruses has become widespread causing record numbers of bird outbreaks in wild, backyard, village, and farm birds.

In the United States,  USDA APHIS monitors for avian influenza A viruses in wild, commercial, and backyard birds. From January 2022 through June 4, 2024, APHIS reported HPAI A(H5)/A(H5N1) virus detections in more than 9,300 wild birds in 50 states or territories and more than 1,140 commercial and backyard flocks affecting more than 96.5 million birds in 48 states.

Sporadic HPAI A(H5N1) virus infections of mammals have been reported since 2003-2004 during HPAI A(H5N1) virus outbreaks in poultry or wild birds [ 10-12 ]. HPAI A(H5) viruses are known to occasionally infect mammals that eat (presumably infected) birds or poultry and mammals that are exposed to environments with a high concentration of virus.

Globally, sporadic HPAI A(H5N1) virus infections and outbreaks in a wide range of mammal species were reported by countries in different regions of the world to the  World Organisation for Animal Health  since January 2022. HPAI A(H5N1) virus infections of mammals have included a polar bear in the United States , farmed mink in  Spain  and  farmed foxes and other mammals in Finland,  harbor and gray seals in the United States,  sea lions in Peru , Argentina , and  Chile , elephant seals in Argentina , baby goats in the United States , alpacas in the United States , and domesticated pets such  as cats in Poland ,  France , South Korea, and the  United States , and dogs in  Italy . During March through June 4, 2024, the United States reported HPAI A(H5N1) virus infections of dairy cows at more than 80 farms in nine states . Spread from dairy farm-to-dairy farm was reported , and routes of transmission are under investigation. In the United States, from May 2022 through June 4, 2024, USDA APHIS reported HPAI A(H5N1) virus detections in wild mammals comprising a wide range of different species in 31 states.

Experimental studies have used the ferret model to assess transmissibility and disease severity of HPAI A(H5N1) clade 2.3.4.4b viruses. One study used a recombinant virus that was based upon a virus isolated from a mink during a mink farm outbreak in Spain in 2022. When ferrets were experimentally infected with the recombinant HPAI A(H5N1) clade 2.3.4.4b virus, transmission to co-housed susceptible ferrets through direct contact was observed, but transmission through respiratory droplets to separated ferrets was less efficient [ 13 ]. In another study, ferrets experimentally infected with a HPAI A(H5N1) clade 2.3.4.4b virus isolated from a human case in Chile in 2023 transmitted to susceptible ferrets by direct contact but not through respiratory droplets or fomites [ 14 ]. Importantly, in this study, all experimentally infected ferrets experienced fatal disease [ 14 ].

While HPAI A(H5N1) viruses are currently circulating widely in wild birds and poultry in many geographic regions, relatively few human cases of HPAI A(H5N1) have been reported in recent years [ Figure 1 ]. From January 2022 through June 4, 2024, 29 sporadic human cases of A(H5N1) were reported from nine countries, including 15 cases of severe or critical illness, and seven deaths, six cases of mild illness, and eight asymptomatic cases [ Table 1 ].

One human case of HPAI A(H5N1) was reported in the United States in April 2022 while exposed to poultry . The individual reported fatigue without other symptoms during poultry culling activities at a farm with confirmed HPAI A(H5N1) virus infection of poultry, and a low level of A(H5N1) viral RNA was detected in a single upper respiratory tract specimen. It is possible that detection of A(H5N1) viral RNA resulted from deposition of non-infectious viral material in the upper respiratory tract of the individual and did not represent true infection, similar to the environmental contamination that was attributed to two asymptomatic cases in poultry workers reported in Spain [15]. Transient environmental deposition may also explain the detection of A(H5N1) viral RNA in cases of A(H5N1) reported in asymptomatic poultry workers in the U.K. that were investigated as part of a surveillance study [ 16-18 ].

One human case of A(H5N1) was reported in the United States in April 2024 in an adult dairy farm worker . The individual worked at a farm with sick cows presumed to be infected with HPAI A(H5N1) virus in an area in which cows at other dairy farms were confirmed with HPAI A(H5N1) virus infection in Texas [ 19 ]. The worker only experienced conjunctivitis without any other signs or symptoms of illness. HPAI A(H5N1) virus was detected in conjunctival and nasopharyngeal swab specimens, and sequence data confirmed clade 2.3.4.4b, genotype B3.13 , and close genetic relatedness to viruses detected in other dairy cattle farms in Texas. Oseltamivir was provided for treatment of the individual and for post-exposure prophylaxis of household contacts. Conjunctivitis resolved without other symptoms and household contacts remained well [ 19 ]. No additional human cases related to this case were detected.

One human case of A(H5N1) was reported in the United States in May 2024 in an adult dairy farm worker . The individual worked at a farm with sick cows confirmed to be infected with HPAI A(H5N1) virus in Michigan. The worker only experienced conjunctivitis. HPAI A(H5N1) virus was detected in a conjunctival swab specimen, and sequence data confirmed clade 2.3.4.4b, genotype B3.13, closely related to genotype B3.13 viruses detected in dairy cows were sequenced and shared by USDA. Oseltamivir was offered to the worker and household contacts. No additional human cases related to this case were detected.

One human case of A(H5N1) was reported in the United States in May 2024 in an adult farm worker . The individual worked at a farm with sick cows confirmed to be infected with HPAI A(H5N1) virus in Michigan. The worker experienced upper respiratory symptoms. HPAI A(H5N1) virus was detected in a nasopharyngeal swab specimen, and partial HA and full-length NA sequence data confirmed clade 2.3.4.4b, closely related to viruses detected in dairy cows. Oseltamivir was provided for treatment of the individual and for post-exposure prophylaxis of household contacts. No additional human cases related to this case were detected.

Most human cases of HPAI A(H5N1) reported since January 2022 had recent exposure to sick or dead poultry, and no cases of human-to-human HPAI A(H5N1) virus transmission were identified. Fifteen cases (8 children, 7 adults) had severe or critical illness, and seven (3 children, 4 adults) died. Fourteen cases were associated with clade 2.3.4.4b HPAI A(H5N1) virus in 7 countries, and eleven cases were associated or assumed to be associated with clade 2.3.2.1c HPAI A(H5N1) viruses in Cambodia and Vietnam. Of the 7 cases of clade 2.3.4.4b HPAI A(H5N1) virus infections that were symptomatic (conjunctivitis or respiratory illness), 4 had severe or critical illness (57%) and one of the 4 died (25%). One case of severe illness in a child in Australia in March 2024 with recent travel history to India was associated with clade 2.3.2.1a HPAI A(H5N1) virus. None of the HPAI A(H5N1) virus genetic sequences contained any known markers of reduced susceptibility to currently recommended FDA-approved influenza antiviral medications.

Genetic data have revealed that when some mammals, including humans, are infected with HPAI A(H5N1) virus, the virus may undergo intra-host evolution resulting in genetic changes that allow more efficient replication in the lower respiratory tract or extrapulmonary tissues [20-22]. Some HPAI A(H5N1) viruses that have infected humans in 2023 and 2024 have also shown the same or similar genetic changes as those identified in wild and captive mammals. For example, sequencing of viruses from specimens collected from human cases identified in Cambodia during October and November 2023, in Vietnam in 2024 and in the dairy farm worker in Texas in April 2024 revealed the presence of the polymerase basic protein 2 (PB2) 627K marker, which is often associated with mammalian adaptation during infection [ 23 ]. The HPAI A(H5N1) virus sequenced from the human case in Chile identified in March 2023 had different genetic changes (PB2 591K and 701N) that are also associated with mammalian adaptation [ 24 ]. Sequencing of the HPAI A(H5N1) virus from the first dairy farm worker case in Michigan did not identify the PB2 627K marker but revealed the presence of PB2 M631L, that is known to be associated with viral adaptation to mammalian hosts, and which has been detected in 99% of dairy cow sequences but only sporadically in birds [25]. PB2 M631L has been identified as resulting in enhancement of virus replication and disease severity in mice during studies with avian influenza A(H10N7) viruses [ 26 ]. The remainder of the genome of A/Michigan/90/2024 was closely related to sequences detected in infected dairy cows and strongly suggests cow-to-human transmission.

Although these genetic changes may impact mammalian disease outcome, they have not been associated with enhanced transmissibility of the virus to humans. HPAI A(H5N1) viruses preferentially bind to α2,3-linked sialic acid receptors that are prevalent in the respiratory and intestinal tracts of waterfowl and poultry, and in the human lower respiratory tract but do not currently have the ability to easily infect cells and bind efficiently to α2,6-linked sialic acid receptors that are predominant in the human upper respiratory tract [ 2 ].  The ability to bind efficiently to α2,6-linked sialic acid receptors would be needed to increase the risk of transmission to people [ 27,28 ]. Using recombinantly expressed hemagglutinin, analysis of receptor binding of the HPAI A(H5N1) virus identified in the dairy farm worker from Texas (A/Texas/37/2024) revealed binding only to avian-type α2,3-linked sialic acid receptors.

Since 1997, a total of 912 sporadic human A(H5N1) cases have been reported from 24 countries, caused by different HPAI A(H5N1) virus clades [29,30], with a cumulative case fatality proportion of greater than 50%. Human A(H5N1) cases peaked in 2006 (115 cases, 9 countries) and 2015 (145 cases, 4 countries) primarily due to a large epidemic in Egypt with 136 cases [ Figure 1 ].

Nearly all reported human A(H5N1) cases had poultry exposures, such as to sick or dead poultry or visiting live poultry markets. Rare, limited, and non-sustained instances of human-to-human HPAI A(H5N1) virus transmission likely occurred in a small number of family members following prolonged, close unprotected exposure with a symptomatic case-patient during 2004-2007 in multiple countries [ 31-34 ].

Although few human cases have occurred recently, given widespread infection among poultry and wild birds, people who have job-related or recreational exposures to infected birds or sick or dead mammals are at higher risk of infection.

CDC, in collaboration with state, territorial, and local public health partners, has monitored people exposed to infected birds and poultry, cattle, or other animals beginning with their first exposure and for 10 days after their last exposure, from February 2022 through June 4, 2024:

• Total monitored: more than 9,000 people in 52 jurisdictions.
• Total illnesses reported among monitored persons: nearly 200 people.
• Number positive for influenza A(H5N1) virus: 3 people (1 additional case was detected in a dairy farm worker not being monitored).

Of the nearly 200 monitored people showing symptoms who were tested for novel influenza A and seasonal influenza viruses along with other respiratory viruses, HPAI A(H5N1) virus was detected in specimens from 3 persons. HPAI A(H5N1) virus genetic material was detected at a low level in a respiratory specimen from one person in Colorado who experienced fatigue without any other illness signs or symptoms while participating in poultry culling activities. HPAI A(H5N1) virus was detected in a conjunctival swab specimen from one person in Michigan who experienced conjunctivitis without any other illness signs or symptoms while working with sick dairy cattle confirmed with HPAI A(H5N1) virus infection. HPAI A(H5N1) virus genetic material was detected in a nasopharyngeal swab specimen from one person in Michigan who experienced acute respiratory illness while working with sick dairy cattle confirmed with HPAI A(H5N1) virus infection. HPAI A(H5N1) virus was detected in conjunctival swab and nasopharyngeal swab specimens in one person in Texas who was not being monitored who experienced conjunctivitis without any other illness signs or symptoms while working with sick dairy cattle presumed to be infected with HPAI A(H5N1) virus. [See above section on “ Human cases of A(H5N1) .”]

Human infection with a novel influenza A virus, including HPAI A(H5N1) virus, is a nationally notifiable condition (case definition: Novel Influenza A Virus Infections 2014 Case Definition | CDC)

Influenza testing is widely available in clinical laboratories and health care facilities. Assays in these settings would detect A(H5N1) virus infections as influenza A virus positive, and a subset of assays would be able to also determine that they are not influenza A virus subtypes H1 or H3 that commonly circulate among humans. Specimens from persons possibly exposed to HPAI A(H5N1) virus or that test positive for influenza A virus but negative for A(H1) and A(H3) subtypes should be forwarded to the appropriate state or local public health laboratory for further testing. CDC should be notified immediately in the event that any clinical specimens from suspected cases test positive for a novel influenza A virus or if the testing results of clinical specimens from suspected cases are inconclusive . Currently, CDC recommends testing for HPAI A(H5N1) virus infection in symptomatic persons with relevant exposure history . Human infection with a novel influenza A virus is a nationally notifiable condition, and currently confirmatory testing is being done only at CDC. Very few specimens have been submitted to CDC for H5 testing since January 2022.

• Seasonal influenza virus detection assays that can also detect novel influenza A viruses are used in 128 public health laboratories in all 50 U.S states.
• Specific diagnostic assays to detect A(H5) viruses are available at 99 public health laboratories in all 50 states.

Per long-standing protocols, upon detection of a virus that tests positive for influenza A virus but is negative for human H1 or H3 genes, the public health laboratory will rapidly contact CDC and ship the specimen to CDC.  Specimens that are influenza A virus positive but negative for human H1 or H3 genes may also be tested for H5 by state public health laboratories and are rapidly sent to CDC for a diagnostic result.  An investigation of the case will be initiated, and a case report form will be submitted to CDC through the novel influenza A reporting module.

Global surveillance and rapid response to human infections

CDC’s Influenza Division supports surveillance in live bird markets, backyard farms, and wild birds and/or their environments in Bangladesh, Cambodia, China, Guatemala, Kenya, Lao PDR, Peru, Thailand, and Vietnam. Surveillance data highlight the high prevalence and wide range of avian influenza A viruses in birds and help to describe the changing epidemiology of avian influenza A viruses. In 2022, the Influenza Division tracked more than 50 human infections with avian influenza A viruses reported to the WHO from seven countries in four WHO regions. Most recently, CDC Influenza Division field staff assisted in the rapid response investigations of four human A(H5N1) cases in Cambodia during October and November 2023.

CDC systems that monitor national, state, and local level influenza data are being used during the current HPAI A(H5N1) virus situation .

• Influenza virus and illness activity are monitored year-round through a collaborative effort between CDC and many partners, including state, local, and territorial health departments; public health and clinical laboratories; clinics; and emergency departments.
• Human cases of novel influenza A virus infection, which are human infections with non-human influenza A viruses that are different from currently spreading seasonal human influenza A viruses, are nationally notifiable. Every identified case is investigated and reported to CDC.
• CDC is actively looking at multiple influenza indicators during the current situation to monitor for HPAI A(H5N1) viruses, including looking for spread of the virus to, or among people, in jurisdictions where the virus has been identified in people or animals.

Virological assessments

Because influenza viruses have a high error rate during replication and rapidly evolve, CDC continually conducts genetic analyses of viruses to identify changes that may impact virus phenotypes such as antigenicity, antiviral susceptibility, transmissibility, and/or pathogenesis. Genetic analysis also is performed to assess changes that may impact diagnostic test performance.

Diagnostics

Various CDC influenza virus diagnostic real time RT-PCR tests detect typical human (seasonal) viruses or novel influenza A viruses (e.g., H5, H7) that may infect people through zoonotic transmission.  These diagnostic tests are used in all 50 U.S states and globally. Additionally, there are CDC diagnostic tests that specifically detect A(H5) viruses, which are available in public health laboratories in all 50 U.S. states and international laboratories.

Most commercial assays used for human influenza virus testing are likely to detect HPAI A(H5N1) viruses as influenza A viruses because they target conserved proteins.

Candidate vaccine virus development

The development of influenza candidate vaccine viruses (CVVs), coordinated by WHO, remains an essential component of the overall global strategy for influenza pandemic preparedness. A library of H5 candidate vaccine viruses (CVV) has been produced with additional recommendations for development during bi-annual vaccine consultation meetings (See Table and  https://www.who.int/teams/global-influenza-programme/vaccines/who-recommendations/zoonotic-influenza-viruses-and-candidate-vaccine-viruses ). The  CDC Influenza Risk Assessment Tool  is also used to help  prioritize HPAI A(H5) viruses for development of CVVs .

This report is subject to the following limitations. First, the number of reported human infections with HPAI A(H5N1) viruses is small. Conclusions regarding virus characterization analyses, transmissibility from animals to people, transmissibility among people, and clinical spectrum of illness in people should be interpreted in light of this small number. Second, detailed exposure information was not available for all exposed persons or for those being monitored for illness after exposure to HPAI A(H5N1) virus-infected wild birds, poultry, backyard flocks, and other animals, including dairy cattle in the United States. As of the date of this report, understanding of HPAI A(H5N1) virus infections of cattle is very limited. Thus, we are not able to assess the impact of exposure variables such as duration of exposure, nature of exposure (e.g., direct vs. indirect contact), and use of personal protective equipment on infection risk among persons with confirmed HPAI A(H5N1) virus infection or those being monitored after exposures to any animals confirmed or suspected with HPAI A(H5N1) virus infection.

• To date, CDC analyses of clade 2.3.4.4b HPAI A(H5N1) viruses detected in wild birds, poultry, and sporadically in mammals, including in dairy cattle, since late 2021 indicate that these viruses all have a high degree of genetic identity with each other and no significant mammalian adaptive substitutions, insertions, or deletions have been identified, particularly in the HA gene, which is important for zoonotic and subsequent human-to-human transmission.
• Considering the high prevalence of HPAI A(H5N1) viruses in wild birds and poultry worldwide, spillover into mammals (including carnivores that may feed on infected animals) and additional sporadic zoonotic infections are anticipated among people with exposures to infected sick or dead poultry, wild birds, or other infected animals.
• Clade 2.3.4.4b HPAI A(H5N1) viruses currently circulating in wild birds and poultry worldwide lack the ability to preferentially bind to the types of sialic acid receptors that are predominant in the upper respiratory tract of humans and therefore do not currently have the ability to easily infect or transmit among people.
• Despite extensive worldwide spread of HPAI A(H5N1) viruses in wild birds and poultry in recent years, only a small number of sporadic human infections with clade 2.3.4.4b or clade 2.3.2.1c viruses have been reported since 2022; nearly all cases had recent exposure to poultry and no cases of human-to-human transmission of HPAI A(H5N1) virus have been identified.
• In 2024, 3 sporadic epidemiologically unrelated human infections with clade 2.3.4.4b HPAI A(H5N1) viruses have been detected in U.S. dairy farm workers exposed to cows presumed or confirmed to be infected with HPAI A(H5N1) virus. All 3 workers experienced clinically mild illnesses and recovered fully. For cases with genome sequencing available, no known markers of reduced susceptibility to currently recommended FDA-approved influenza antiviral medications were detected, and no changes to receptor binding tropism were identified that would increase the risk of transmission to and among people. Given the ongoing outbreak of clade 2.3.4.4b HPAI A(H5N1) viruses among dairy cattle in 9 states to date, additional sporadic human infections in exposed dairy farm workers are anticipated.

While CDC’s assessment is that the current overall threat of clade 2.3.4.4b HPAI A(H5N1) viruses to public health is low, the widespread geographic prevalence of infected birds and poultry, with spillover into a wide range of mammal species, and ongoing spread of clade 2.3.4.4b viruses, including among dairy cattle in the United States, raises the potential for more  mammals to be infected that could result in viral evolution or reassortment events which might change the current risk assessment. Similar to human infections with HPAI A(H5N1) viruses since 1997, sporadic clade 2.3.4.4b HPAI A(H5N1) virus infections have resulted in a wide clinical spectrum, ranging from conjunctivitis and acute respiratory illness to severe and critical illness with fatal outcome. Additional sporadic human infections with HPAI A(H5N1) viruses with a wide clinical spectrum (mild to severe and critical illness) resulting from exposure to infected animals are anticipated worldwide. Vigilance and ongoing surveillance of HPAI A(H5N1) viruses circulating in wild birds, poultry, and in mammals and infected persons worldwide is critical to monitor the public health risk and to detect genetic changes (particularly in the HA gene) that would change CDC’s risk assessment.

• Bevins SN, Shriner SA, Cumbee JC Jr, Dilione KE, Douglass KE, Ellis JW et al. Intercontinental Movement of Highly Pathogenic Avian Influenza A(H5N1) Clade 2.3.4.4 Virus to the United States, 2021. Emerg Infect Dis. 2022 May;28(5):1006-1011.
• Kandeil A, Patton C, Jones JC, Jeevan T, Harrington WN, Trifkovic S et al. Rapid evolution of A(H5N1) influenza viruses after intercontinental spread to North America. Nat Commun. 2023 May 29;14(1):3082.
• World Health Organization. Antigenic and genetic characteristics of zoonotic influenza A viruses and development of candidate vaccine viruses for pandemic preparedness. February 2023.  https://cdn.who.int/media/docs/default-source/influenza/who-influenza-recommendations/vcm-northern-hemisphere-recommendation-2023-2024/20230224_zoonotic_recommendations.pdf?sfvrsn=38c739fa_4  [1.17 MB, 12 pages]
• European Food Safety Authority, European Centre for Disease Prevention and Control, European Union Reference Laboratory for Avian Influenza. Avian influenza overview March – April 2023. EFSA J 2023 Jun 7;21(6):e08039.
• Ariyama N, Pardo-Roa C, Muñoz G, Aguayo C, Ávila C, Mathieu C, Almonacid LI, Medina RA, Brito B, Johow M, Neira V. Highly Pathogenic Avian Influenza A(H5N1) Clade 2.3.4.4b Virus in Wild Birds, Chile. Emerg Infect Dis. 2023 Sep;29(9):1842-1845. Doi: 10.3201/eid2909.230067. Epub 2023 Jul 24. PMID: 37487166; PMCID: PMC10461661
• Leguia M, Garcia-Glaessner A, Muñoz-Saavedra B, Juarez D, Barrera P, Calvo-Mac C, Jara J, Silva W, Ploog K, Amaro L, Colchao-Claux P, Johnson CK, Uhart MM, Nelson MI, Lescano J. Highly pathogenic avian influenza A (H5N1) in marine mammals and seabirds in Peru. Nat Commun. 2023 Sep 7;14(1):5489. Doi: 10.1038/s41467-023-41182-0. PMID: 37679333; PMCID: PMC10484921.
• Pan American Health Organization. Epidemiological Update Outbreaks of avian influenza caused by influenza A(H5N1) in the Region of the Americas. 9 August 2023.  https://www.paho.org/en/documents/epidemiological-update-outbreaks-avian-influenza-caused-influenza-ah5n1-region-americas-0
• Global Avian Influenza Viruses with Zoonotic Potential situation update, 28 March 2024. https://www.fao.org/animal-health/situation-updates/global-aiv-with-zoonotic-potential/en
• World Organisation for Animal Health. Wildlife under threat as avian influenza reaches Antarctica. 13 March 2024. https://www.woah.org/en/wildlife-under-threat-as-avian-influenza-reaches-antarctica/
• Keawcharoen J, Oraveerakul K, Kuiken T, Fouchier RAM, Amonsin A, Payungporn S et al. Avian influenza H5N1 in tigers and leopards. Emerg Infect Dis. 2004 Dec;10(12):2189-91.
• Songserm T, Amonsin A, Jam-on R, Sae-Heng N, Pariyothorn N, Payungporn S et al. Fatal avian influenza A H5N1 in a dog. Emerg Infect Dis. 2006 Nov;12(11):1744-7.
• Songserm T, Amonsin A, Jam-on R, Sae-Heng N, Meemak N, Pariyothorn N et al. Avian influenza H5N1 in naturally infected domestic cat. Emerg Infect Dis. 2006 Apr;12(4):681-3.
• Restori KH, Septer KM, Field CJ, Patel DR, VanInsberghe D, Raghunathan V, Lowen AC, Sutton TC. Risk assessment of a highly pathogenic H5N1 influenza virus from mink. Nat Commun. 2024 May 15;15(1):4112. doi: 10.1038/s41467-024-48475-y. https://pubmed.ncbi.nlm.nih.gov/38750016/
• Pulit-Penaloza JA, Brock N, Belser JA, Sun X, Pappas C, Kieran TJ, Thakur PB, Zeng H, Cui D, Frederick J, Fasce R, Tumpey TM, Maines TR. Highly pathogenic avian influenza A(H5N1) virus of clade 2.3.4.4b isolated from a human case in Chile causes fatal disease and transmits between co-housed ferrets. Emerg Microbes Infect. 2024 Mar 17:2332667. doi: 10.1080/22221751.2024.2332667. Online ahead of print. https://pubmed.ncbi.nlm.nih.gov/38494746/
• Aznar E, Casas I, González Praetorius A, Ruano Ramos MJ, Pozo F, Sierra Moros MJ et al.Influenza A(H5N1) detection in two asymptomatic poultry farm workers in Spain, September to October 2022: suspected environmental contamination. Euro Surveill. 2023 Feb;28(8):2300107. Doi: 10.2807/1560-7917.ES.2023.28.8.2300107. https://pubmed.ncbi.nlm.nih.gov/36820643/
• World Health Organization. Avian Influenza A(H5N1) – United Kingdom of Great Britain and Northern Ireland. 30 May 2023. Accessed at:  https://www.who.int/emergencies/disease-outbreak-news/item/2023-DON468
• Capelastegui F, Smith J, Kumbang J, Humphreys C, Padfield S, Turner J et al. Pilot of asymptomatic swabbing of humans following exposures to confirmed avian influenza A(H5) in avian species in England, 2021/2022. Influenza Other Respir Viruses. 2023 Aug 23;17(8):e13187. Doi: 10.1111/irv.13187  https://pubmed.ncbi.nlm.nih.gov/37638093/
• UK Health Security Agency. Investigation into the risk to human health of avian influenza (influenza A H5N1) in England: technical briefing 5. Updated 14 July 2023. Accessed at:  Investigation into the risk to human health of avian influenza (influenza A H5N1) in England: technical briefing 5 – GOV.UK (www.gov.uk)
• Uyeki TM, Milton S, Abdul Hamid C, Reinoso Webb C, Presley SM, Shetty V, Rollo SN, Martinez DL, Rai S, Gonzales ER, Kniss KL, Jang Y, Frederick JC, De La Cruz JA, Liddell J, Di H, Kirby MK, Barnes JR, Davis CT. Highly Pathogenic Avian Influenza A(H5N1) Virus Infection in a Dairy Farm Worker. N Engl J Med. 2024 May 3. doi: 10.1056/NEJMc2405371. Online ahead of print.
• Gabriel G, Czudai-Matwich V, Klenk HD. Adaptive mutations in the H5N1 polymerase complex. Virus Res. 2013 Dec 5;178(1):53-62. Doi: 10.1016/j.virusres.2013.05.010.
• Bogs J, Kalthoff D, Veits J, Pavlova S, Schwemmle M, Mänz B et al. Reversion of PB2-627E to -627K during replication of an H5N1 Clade 2.2 virus in mammalian hosts depends on the origin of the nucleoprotein. J Virol. 2011 Oct;85(20):10691-8. Doi: 10.1128/JVI.00786-11.
• Agüero M, Monne I, Sánchez A, Zecchin B, Fusaro A, Ruano MJ et al. Highly pathogenic avian influenza A(H5N1) virus infection in farmed minks, Spain, October 2022. Euro Surveill. 2023 Jan;28(3):2300001. Doi: 10.2807/1560-7917.ES.2023.28.3.2300001.
• CDC. Technical Update: Summary Analysis of Genetic Sequences of Highly Pathogenic Avian Influenza A(H5N1) Viruses in Texas. April 2, 2024. Accessed at: https://www.cdc.gov/flu/avianflu/spotlights/2023-2024/h5n1-analysis-texas.htm
• CDC. Human Infection with highly pathogenic avian influenza A(H5N1) virus in Chile. Accessed at: https://www.cdc.gov/flu/avianflu/spotlights/2022-2023/chile-first-case-h5n1-addendum.htm
• Nguyen TQ, Hutter C, Markin A, Thomas M, Lantz K, Killian ML, Janzen GM, Vijendran S, Wagle S, Inderski B, Magstadt DR, Li G, Diel DG, Frye EA, Dimitrov KM, Swinford AK, Thompson AC, Snevik KR, Suarez DL, Spackman E, Lakin SM, Ahola SC, Johnson KR, Baker AL, Robbe-Austerman S, Torchetti MK, Anderson TK. Emergence and interstate spread of highly pathogenic avian influenza A(H5N1) in dairy cattle bioRxiv 2024.05.01.591751; doi: https://doi.org/10.1101/2024.05.01.591751
• Zhang X, Xu G, Wang C, Jiang M, Gao W, Wang M, Sun H, Sun Y, Chang KC, Liu J, Pu J. Enhanced pathogenicity and neurotropism of mouse-adapted H10N7 influenza virus are mediated by novel PB2 and NA mutations. J Gen Virol. 2017 Jun;98(6):1185-1195. doi: 10.1099/jgv.0.000770. Epub 2017 Jun 8. PMID: 28597818.
• Van Riel D, den Bakker MA, Leijten LM, Chutinimitkul S, Munster VJ, de Wit E et al. Seasonal and pandemic human influenza viruses attach better to human upper respiratory tract epithelium than avian influenza viruses. Am J Pathol. 2010 Apr;176(4):1614-8. Doi: 10.2353/ajpath.2010.090949.
• Shinya K, Ebina M, Yamada S, Ono M, Kasai N, Kawaoka Y. Avian flu: influenza virus receptors in the human airway. Nature. 2006 Mar 23;440(7083):435-6. Doi: 10.1038/440435a.
• Lai S, Qin Y, Cowling BJ, Ren X, Wardrop NA, Gilbert M et al. Global epidemiology of avian influenza A H5N1 virus infection in humans, 1997-2015: a systematic review of individual case data. Lancet Infect Dis. 2016 Jul;16(7):e108-e118. Doi: 10.1016/S1473-3099(16)00153-5. https://pubmed.ncbi.nlm.nih.gov/27211899/
• World Health Organization. Cumulative number of confirmed human cases for avian influenza A(H5N1) reported to WHO, 2003-2024, 3 May 2024. Accessed at: https://www.who.int/publications/m/item/cumulative-number-of-confirmed-human-cases-for-avian-influenza-a(h5n1)-reported-to-who–2003-2024-3-may-2024
• Ungchusak K, Auewarakul P, Dowell SF, Kitphati R, Auwanit W, Puthavathana P et al. Probable person-to-person transmission of avian influenza A (H5N1). N Engl J Med. 2005 Jan 27;352(4):333-40. Doi: 10.1056/NEJMoa044021. https://pubmed.ncbi.nlm.nih.gov/15668219/
• Wang H, Feng Z, Shu Y, Yu H, Zhou L, Zu R et al. Probable limited person-to-person transmission of highly pathogenic avian influenza A (H5N1) virus in China. Lancet. 2008 Apr 26;371(9622):1427-34. Doi: 10.1016/S0140-6736(08)60493-6. https://pubmed.ncbi.nlm.nih.gov/18400288/
• WHO Disease Outbreak News. 2006 – Indonesia. 31 May 2006. Accessed at: https://www.who.int/emergencies/disease-outbreak-news/item/2006_05_31-en
• World Health Organization. Human cases of avian influenza A (H5N1) in North-West Frontier Province, Pakistan, October-November 2007. Wkly Epidemiol Rec. 2008 Oct 3;83(40):359-64.
• How CDC is monitoring influenza data among people to better understand the current avian influenza A (H5N1) situation | Avian Influenza (Flu)
• Highly Pathogenic Avian Influenza A(H5N1) Virus in Animals: Interim Recommendations for Prevention, Monitoring, and Public Health Investigations | Avian Influenza (Flu) (cdc.gov)
• Case Definitions for Investigations of Human Infection with Avian Influenza A Viruses in the United States
• Recommendations for Worker Protection and Use of Personal Protective Equipment (PPE) to Reduce Exposure to Novel Influenza A Viruses Associated with Severe Disease in Humans | Avian Influenza (Flu) (cdc.gov)
• Interim Guidance on Influenza Antiviral Chemoprophylaxis of Persons Exposed to Birds with Avian Influenza A Viruses Associated with Severe Human Disease or with the Potential to Cause Severe Human Disease
• Interim Guidance on Follow-up of Close Contacts of Persons Infected with Novel Influenza A Viruses and Use of Antiviral Medications for Chemoprophylaxis
• Brief Summary for Clinicians: Evaluating and Managing Patients Exposed to Birds Infected with Avian Influenza A Viruses of Public Health Concern
• Interim Guidance on Testing and Specimen Collection for Patients with Suspected Infection with Novel Influenza A Viruses with the Potential to Cause Severe Disease in Humans
• Interim Guidance for Infection Control Within Healthcare Settings When Caring for Confirmed Cases, Probable Cases, and Cases Under Investigation for Infection with Novel Influenza A Viruses Associated with Severe Disease | Avian Influenza (Flu) (cdc.gov)
• Interim Guidance on the Use of Antiviral Medications for Treatment of Human Infections with Novel Influenza A Viruses Associated with Severe Human Disease
• Technical Report: Highly Pathogenic Avian Influenza A(H5N1) Viruses (cdc.gov) – December 29, 2023
• Technical Report: Highly Pathogenic Avian Influenza A(H5N1) Viruses (cdc.gov)  – October 27, 2023
• Technical Report: Highly Pathogenic Avian Influenza A(H5N1) Viruses (cdc.gov)  – October 5, 2023
• Technical Report: Highly Pathogenic Avian Influenza A(H5N1) Viruses (cdc.gov)  – July 7, 2023
• Addendum:  Human Infection with highly pathogenic avian influenza A(H5N1) virus in Chile (cdc.gov)  – April 17, 2023
• Technical Report: Highly Pathogenic Avian Influenza A(H5N1) Viruses (cdc.gov) – March 17, 2023
• Bird Flu Current Situation Summary | Avian Influenza (Flu) (cdc.gov)
• Novel Influenza A Virus Infections (cdc.gov) An interactive dashboard of all novel influenza A virus infections in humans reported in the United States since 2010
• Reported Human Infections with Avian Influenza A Viruses
• Past Examples of Probable Limited, Non-Sustained, Person-to-Person Spread of Avian Influenza A Viruses
• Highlights in the History of Avian Influenza (Bird Flu) Timeline – 2020-2024
• Information for People Exposed to Birds Infected with Avian Influenza Viruses
• Prevention and Antiviral Treatment of Bird Flu Viruses in People
• Recommendations for Worker Protection and Use of Personal Protective Equipment (PPE) to Reduce Exposure to Novel Influenza A Viruses Associated with Severe Disease in Humans
• CDC Health Advisory, April 29, 2022 – Highly Pathogenic Avian Influenza A(H5N1) Virus: Recommendations for Human Health Investigations and Response
• Public Health Monitoring Plan for USDA/APHIS Responders to Detections of Avian Influenza Virus in Poultry  [353 KB, 18 pages]

References to non-CDC sites are provided as a service and do not constitute or imply endorsement of these organizations or their programs by CDC or the U.S. Department of Health and Human Services. CDC is not responsible for the content of pages found at these sites. URL addresses listed were current as of the date of publication.

Descargo de responsabilidad: Es posible que en este sitio encuentre algunos enlaces que le lleven a contenido disponible sólo en inglés. Además, el contenido que se ha traducido del inglés se actualiza a menudo , lo cual puede causar la aparición temporal de algunas partes en ese idioma hasta que se termine de traducir (generalmente en 24 horas). Llame al 1-800-CDC-INFO si tiene preguntas sobre la influenza estacional, cuyas respuestas no ha encontrado en este sitio. Agradecemos su paciencia.

To receive email updates about this page, enter your email address:

• Swine/Variant
• Influenza in Animals

Exit Notification / Disclaimer Policy

• The Centers for Disease Control and Prevention (CDC) cannot attest to the accuracy of a non-federal website.
• Linking to a non-federal website does not constitute an endorsement by CDC or any of its employees of the sponsors or the information and products presented on the website.
• You will be subject to the destination website's privacy policy when you follow the link.
• CDC is not responsible for Section 508 compliance (accessibility) on other federal or private website.

AI on Trial: Legal Models Hallucinate in 1 out of 6 (or More) Benchmarking Queries

A new study reveals the need for benchmarking and public evaluations of AI tools in law.

Artificial intelligence (AI) tools are rapidly transforming the practice of law. Nearly  three quarters of lawyers plan on using generative AI for their work, from sifting through mountains of case law to drafting contracts to reviewing documents to writing legal memoranda. But are these tools reliable enough for real-world use?

Large language models have a documented tendency to “hallucinate,” or make up false information. In one highly-publicized case, a New York lawyer  faced sanctions for citing ChatGPT-invented fictional cases in a legal brief;  many similar cases have since been reported. And our  previous study of general-purpose chatbots found that they hallucinated between 58% and 82% of the time on legal queries, highlighting the risks of incorporating AI into legal practice. In his  2023 annual report on the judiciary , Chief Justice Roberts took note and warned lawyers of hallucinations. 

Across all areas of industry, retrieval-augmented generation (RAG) is seen and promoted as the solution for reducing hallucinations in domain-specific contexts. Relying on RAG, leading legal research services have released AI-powered legal research products that they claim  “avoid” hallucinations and guarantee  “hallucination-free” legal citations. RAG systems promise to deliver more accurate and trustworthy legal information by integrating a language model with a database of legal documents. Yet providers have not provided hard evidence for such claims or even precisely defined “hallucination,” making it difficult to assess their real-world reliability.

AI-Driven Legal Research Tools Still Hallucinate

In a new  preprint study by  Stanford RegLab and  HAI researchers, we put the claims of two providers, LexisNexis (creator of Lexis+ AI) and Thomson Reuters (creator of Westlaw AI-Assisted Research and Ask Practical Law AI)), to the test. We show that their tools do reduce errors compared to general-purpose AI models like GPT-4. That is a substantial improvement and we document instances where these tools provide sound and detailed legal research. But even these bespoke legal AI tools still hallucinate an alarming amount of the time: the Lexis+ AI and Ask Practical Law AI systems produced incorrect information more than 17% of the time, while Westlaw’s AI-Assisted Research hallucinated more than 34% of the time.

Read the full study, Hallucination-Free? Assessing the Reliability of Leading AI Legal Research Tools

To conduct our study, we manually constructed a pre-registered dataset of over 200 open-ended legal queries, which we designed to probe various aspects of these systems’ performance.

Broadly, we investigated (1) general research questions (questions about doctrine, case holdings, or the bar exam); (2) jurisdiction or time-specific questions (questions about circuit splits and recent changes in the law); (3) false premise questions (questions that mimic a user having a mistaken understanding of the law); and (4) factual recall questions (questions about simple, objective facts that require no legal interpretation). These questions are designed to reflect a wide range of query types and to constitute a challenging real-world dataset of exactly the kinds of queries where legal research may be needed the most.

Figure 1: Comparison of hallucinated (red) and incomplete (yellow) answers across generative legal research tools.

These systems can hallucinate in one of two ways. First, a response from an AI tool might just be  incorrect —it describes the law incorrectly or makes a factual error. Second, a response might be  misgrounded —the AI tool describes the law correctly, but cites a source which does not in fact support its claims.

Given the critical importance of authoritative sources in legal research and writing, the second type of hallucination may be even more pernicious than the outright invention of legal cases. A citation might be “hallucination-free” in the narrowest sense that the citation  exists , but that is not the only thing that matters. The core promise of legal AI is that it can streamline the time-consuming process of identifying relevant legal sources. If a tool provides sources that  seem authoritative but are in reality irrelevant or contradictory, users could be misled. They may place undue trust in the tool's output, potentially leading to erroneous legal judgments and conclusions.

Figure 2:  Top left: Example of a hallucinated response by Westlaw's AI-Assisted Research product. The system makes up a statement in the Federal Rules of Bankruptcy Procedure that does not exist (and Kontrick v. Ryan, 540 U.S. 443 (2004) held that a closely related bankruptcy deadline provision was not jurisdictional). Top right: Example of a hallucinated response by LexisNexis's Lexis+ AI. Casey and its undue burden standard were overruled by the Supreme Court in Dobbs v. Jackson Women's Health Organization, 597 U.S. 215 (2022); the correct answer is rational basis review. Bottom left: Example of a hallucinated response by Thomson Reuters's Ask Practical Law AI. The system fails to correct the user’s mistaken premise—in reality, Justice Ginsburg joined the Court's landmark decision legalizing same-sex marriage—and instead provides additional false information about the case. Bottom right: Example of a hallucinated response from GPT-4, which generates a statutory provision that has not been codified.

RAG Is Not a Panacea

Figure 3: An overview of the retrieval-augmentation generation (RAG) process. Given a user query (left), the typical process consists of two steps: (1) retrieval (middle), where the query is embedded with natural language processing and a retrieval system takes embeddings and retrieves the relevant documents (e.g., Supreme Court cases); and (2) generation (right), where the retrieved texts are fed to the language model to generate the response to the user query. Any of the subsidiary steps may introduce error and hallucinations into the generated response. (Icons are courtesy of FlatIcon.)

Under the hood, these new legal AI tools use retrieval-augmented generation (RAG) to produce their results, a method that many tout as a potential solution to the hallucination problem. In theory, RAG allows a system to first  retrieve the relevant source material and then use it to  generate the correct response. In practice, however, we show that even RAG systems are not hallucination-free. 

We identify several challenges that are particularly unique to RAG-based legal AI systems, causing hallucinations. 

First, legal retrieval is hard. As any lawyer knows, finding the appropriate (or best) authority can be no easy task. Unlike other domains, the law is not entirely composed of verifiable  facts —instead, law is built up over time by judges writing  opinions . This makes identifying the set of documents that definitively answer a query difficult, and sometimes hallucinations occur for the simple reason that the system’s retrieval mechanism fails.

Second, even when retrieval occurs, the document that is retrieved can be an inapplicable authority. In the American legal system, rules and precedents differ across jurisdictions and time periods; documents that might be relevant on their face due to semantic similarity to a query may actually be inapposite for idiosyncratic reasons that are unique to the law. Thus, we also observe hallucinations occurring when these RAG systems fail to identify the truly binding authority. This is particularly problematic as areas where the law is in flux is precisely where legal research matters the most. One system, for instance, incorrectly recited the “undue burden” standard for abortion restrictions as good law, which was overturned in  Dobbs (see Figure 2). 

Third, sycophancy—the tendency of AI to agree with the user's incorrect assumptions—also poses unique risks in legal settings. One system, for instance, naively agreed with the question’s premise that Justice Ginsburg dissented in  Obergefell , the case establishing a right to same-sex marriage, and answered that she did so based on her views on international copyright. (Justice Ginsburg did not dissent in  Obergefell and, no, the case had nothing to do with copyright.) Notwithstanding that answer, here there are optimistic results. Our tests showed that both systems generally navigated queries based on false premises effectively. But when these systems do agree with erroneous user assertions, the implications can be severe—particularly for those hoping to use these tools to increase access to justice among  pro se and under-resourced litigants.

Responsible Integration of AI Into Law Requires Transparency

Ultimately, our results highlight the need for rigorous and transparent benchmarking of legal AI tools. Unlike other domains, the use of AI in law remains alarmingly opaque: the tools we study provide no systematic access, publish few details about their models, and report no evaluation results at all.

This opacity makes it exceedingly challenging for lawyers to procure and acquire AI products. The large law firm  Paul Weiss spent nearly a year and a half testing a product, and did not develop “hard metrics” because checking the AI system was so involved that it “makes any efficiency gains difficult to measure.” The absence of rigorous evaluation metrics makes responsible adoption difficult, especially for practitioners that are less resourced than Paul Weiss. 

The lack of transparency also threatens lawyers’ ability to comply with ethical and professional responsibility requirements. The bar associations of  California ,  New York , and  Florida have all recently released guidance on lawyers’ duty of supervision over work products created with AI tools. And as of May 2024,  more than 25 federal judges have issued standing orders instructing attorneys to disclose or monitor the use of AI in their courtrooms.

Without access to evaluations of the specific tools and transparency around their design, lawyers may find it impossible to comply with these responsibilities. Alternatively, given the high rate of hallucinations, lawyers may find themselves having to verify each and every proposition and citation provided by these tools, undercutting the stated efficiency gains that legal AI tools are supposed to provide.

Our study is meant in no way to single out LexisNexis and Thomson Reuters. Their products are far from the only legal AI tools that stand in need of transparency—a slew of startups offer similar products and have  made   similar   claims , but they are available on even more restricted bases, making it even more difficult to assess how they function. 

Based on what we know, legal hallucinations have not been solved.The legal profession should turn to public benchmarking and rigorous evaluations of AI tools. 

This story was updated on Thursday, May 30, 2024, to include analysis of a third AI tool, Westlaw’s AI-Assisted Research.

Paper authors: Varun Magesh is a research fellow at Stanford RegLab. Faiz Surani is a research fellow at Stanford RegLab. Matthew Dahl is a joint JD/PhD student in political science at Yale University and graduate student affiliate of Stanford RegLab. Mirac Suzgun is a joint JD/PhD student in computer science at Stanford University and a graduate student fellow at Stanford RegLab. Christopher D. Manning is Thomas M. Siebel Professor of Machine Learning, Professor of Linguistics and Computer Science, and Senior Fellow at HAI. Daniel E. Ho is the William Benjamin Scott and Luna M. Scott Professor of Law, Professor of Political Science, Professor of Computer Science (by courtesy), Senior Fellow at HAI, Senior Fellow at SIEPR, and Director of the RegLab at Stanford University. 

More News Topics