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Apple will host the 2024 Annual Meeting of Shareholders on February 28, 2024 at 9:00 am P.T. in a virtual format. You can access the meeting by visiting www.virtualshareholdermeeting.com/AAPL2024 on the day of the meeting. The bank, broker, or other organization that holds your Apple shares will be issuing proxy materials to you that will include a unique control number. You’ll need that unique control number to access the meeting, and vote during the meeting. The record date for the meeting is January 2, 2024. Additional details about the meeting and the matters to be voted on are available in our proxy statement.

Apple will host the 2023 Annual Meeting of Shareholders on March 10, 2023 at 9:00 am P.T. in a virtual format. You can access the meeting by visiting  www.virtualshareholdermeeting.com/AAPL2023 on the day of the meeting. The bank, broker, or other organization that holds your Apple shares will be issuing proxy materials to you that will include a unique control number. You’ll need that unique control number to access the meeting, and vote during the meeting. The record date for the meeting is January 9, 2023. Additional details about the meeting and the matters to be voted on are available in our proxy statement. 

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INTRODUCTION

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

Some ways that Apple uses the Web:

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

        products.

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

Introduction (cont.)

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

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

Strengths (cont'd) :

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

Weaknesses :

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

Opportunites:

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

APPLE'S CULTURE

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

• Corporate/Company Culture:

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

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

APPLE'S STRUCTURE

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

Organisational Structure of Apple's Inc

ENVIRONMENT

The environment in Apple is one that changes really quickly.

• Economic Environment

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

• Technological and Information Environment:

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

BUSINESS STRATEGY

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

Apple’s ability to align marketing strategy and 

business strategy with product development

leaves competitors in the dust. Their strategy is

product differentiation and strategic alliances.

• Product Differentiation:

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

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

• Strategic Alliances:

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

VALUE CHAIN

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

Primary Activities

Support Activities

COMPETITIVE STRATEGIES

There are four types of Competitive Strategies:

• Low Cost Leadership

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

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

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

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

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

The Strategies that affect Apple Inc. are:

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

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

• Focus on Market Niche

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

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

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

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

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

• MANAGEMENT INFORMATION SYSTEMS (MIS):

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

• DECISION SUPPORT SYSTEMS (DSS):

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

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

·         Comparative sales figures between one period and the next,

·         Projected revenue figures based on product sales assumptions.

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

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• Introduction

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

How Apple Is Organized for Innovation

It’s about experts leading experts. by Joel M. Podolny and Morten T. Hansen

Summary .   

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.

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.

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How Apple Presenters Create Slides That Tell Stories in 3 Seconds or Less

Apple's presentation designers are experts at creating memorable and shareable messages--especially statistics..

If you want your audience to remember and share specific numbers, statistics and data points in your presentation, you're probably designing your slides all wrong. Overwhelming your audience with multiple charts, graphs, and words on one slide is the single worst way to deliver information, according to neuroscience .

The most effective way is the Apple approach . On Tuesday, Apple launched new products --including a new Macbook Air and iPad--at a press event in the Brooklyn Academy of Music. During the presentation, Apple CEO Tim Cook delivered some numbers he wanted everyone to know about. Many of the journalists and bloggers in the room ended up using the same statistic in their headlines: 100 million.

• "Apple hits 100 million active Macs" (Forbes)
• "There are now 100 million Macs in use" (TechCrunch)
• "Apple says there are 100 million Macs out in the wild" (CNET)

Why are these headlines calling attention to the same number? It's the way Apple wants it. Apple's presentation designers are experts at creating memorable and shareable messages--especially statistics.

The strategy is so effective that you shouldn't give another presentation without incorporating it. Here's the trick.

Stick to one number per slide and build up to it. 

Tim Cook didn't bury the statistic in the middle of a slide with other numbers on it. He built up to it, his voice starting soft and growing louder, before dropping it on the audience:

"The Mac continues to attract many new customers. In fact, over half of Mac buyers worldwide are new to Mac. We're adding millions and millions of new customers every quarter, bringing our total active installed base to a new major milestone--of 100 million Macs!"

Right on cue, the statistic "100 million" drops into the slide with animation to make it look like it's kicking up dust upon landing. It's that big a number that it figuratively lands with a thud. The font size took up the nearly the entire length of the slide. 

The human brain cannot absorb too many pieces of information at once. Give your audience too many numbers to remember at once and they're unlikely to remember any of them.

Apple speakers apply this rule to product specs, too. If you look up articles or reviews about the new Macbook Air, you'll likely find this statistic in nearly every one: 10 percent thinner. That, too, is on purpose.

When Apple executive Laura Legros introduced the new laptop on stage, she showed a slide with one image: the new computer side-by-side with the previous version. "It's incredibly thin. It's just 15.6 millimeters," she said.

That was the build-up. Next, she said: "That's 10 percent thinner than the previous air." 

In one photo and one statistic, you get the big picture. 

Some of the best professional designers in the business have told me that slides should be simple enough to get the key message across in about 2-3 seconds. That leaves very little room for too many words.

It's why the one message per slide rule works well. If you want people to remember one number, make it the only number on the screen. If you want your audience to associate the statistic with a product or company, attach the number to a photo. But that's it. 

One number per slide. It's a proven tip that will make your message instantly memorable. 

A refreshed look at leadership from the desk of CEO and chief content officer Stephanie Mehta

Privacy Policy

Apple debuts iPhone 16 Pro and iPhone 16 Pro Max

Built for Apple Intelligence

An Incredibly Light and Durable Design with Larger Displays

Introducing Camera Control

New Pro Creativity Across Photo, Video, and Audio

Industry-Leading Performance and Power Efficiency

Expanded Safety and Communication Capabilities

Better for the Environment 

• iPhone 16 Pro and iPhone 16 Pro Max will be available in black titanium, natural titanium, white titanium, and desert titanium, in 128GB, 256GB, 512GB, and 1TB storage capacities. iPhone 16 Pro starts at $999 (U.S.) or $41.62 (U.S.) per month, and iPhone 16 Pro Max starts at $1,199 (U.S.) or $49.95 (U.S.) per month. 5
• Apple offers great ways to save and upgrade to the latest iPhone. Customers can get $180 (U.S.) to $650 (U.S.) in credit when they trade in iPhone 12 or higher, or up to $1,000 (U.S.) in credits to put toward an iPhone 16 Pro with a carrier offer. Customers can take advantage of these offers by visiting the Apple Store online or an Apple Store location. For carrier offer eligibility requirements and more details, see apple.com/shop/buy-iphone/carrier-offers . To see what their device is worth and for trade-in terms and conditions, customers can visit apple.com/shop/trade-in .
• Customers in more than 58 countries and regions, including Australia , Canada , China , France , Germany , India , Japan , Malaysia , Mexico , South Korea , Türkiye, the UAE , the U.K ., and the U.S. , will be able to pre-order iPhone 16 Pro and iPhone 16 Pro Max beginning at 5 a.m. PDT this Friday, September 13, with availability beginning Friday, September 20.
• iPhone 16 Pro and iPhone 16 Pro Max will be available in Macao , Vietnam , and 19 other countries and regions beginning Friday, September 27.
• iOS 18 will be available as a free software update on Monday, September 16.
• Apple Intelligence will be available as a free software update. The first set of Apple Intelligence features will be available in beta next month as part of iOS 18.1, iPadOS 18.1, and macOS Sequoia 15.1, with more features rolling out in the months to come. It will be available on iPhone 16, iPhone 16 Plus, iPhone 16 Pro, iPhone 16 Pro Max, iPhone 15 Pro, iPhone 15 Pro Max, and iPad and Mac with M1 and later, with device and Siri language set to U.S. English. Later this year, Apple Intelligence will add support for localized English in Australia , Canada , New Zealand , South Africa , and the U.K. Over the course of the next year, Apple Intelligence will expand to more platforms and languages, like Chinese, English (India), English (Singapore), French, German, Italian, Japanese, Korean, Portuguese, Spanish, Vietnamese, and others.
• In addition to an iPhone 16 Pro and iPhone 16 Pro Max Clear Case, available for $49 (U.S.), a Silicone Case with MagSafe will be available for $49 (U.S.) in black, denim, fuchsia, lake green, plum, star fruit, stone gray, and ultramarine. Apple cases for the iPhone 16 lineup work seamlessly with Camera Control, featuring a sapphire crystal coupled to a conductive layer that communicates finger movements to the Camera Control. FineWoven Wallet with MagSafe will be available for $59 (U.S.) in black, blackberry, dark green, and deep blue.
• A new MagSafe Charger enables faster wireless charging up to 25W, is Qi2 certified, and is available in a 1-meter length for $39 (U.S.) or a 2-meter length for $49 (U.S.).
• AppleCare+ for iPhone provides unparalleled service and support. This includes unlimited incidents of accidental damage, battery service coverage, and 24/7 support from the people who know iPhone best.
• iCloud+ plans start at 50GB for $0.99 (U.S.) per month and offer up to 12TB for $59.99 (U.S.) per month, providing additional storage to keep files, photos, videos, and more safe in the cloud, accessible across devices, and easy to share with others. iCloud+ also gives access to premium features, including Private Relay, Hide My Email, Custom Email Domains, and HomeKit Secure Video support.
• Customers who purchase iPhone 16 Pro and iPhone 16 Pro Max will receive three free months of Apple Music, Apple Arcade, and Apple Fitness+ with a new subscription.

Text of this article

September 9, 2024

PRESS RELEASE

Powered by the A18 Pro chip and built for Apple Intelligence, the Pro lineup introduces larger display sizes, Camera Control, innovative pro camera features, and a huge leap in battery life

CUPERTINO, CALIFORNIA  Apple today introduced iPhone 16 Pro and iPhone 16 Pro Max , featuring Apple Intelligence, larger display sizes, new creative capabilities with innovative pro camera features, stunning graphics for immersive gaming, and more — all powered by the A18 Pro chip. With Apple Intelligence, powerful Apple-built generative models come to iPhone in the easy-to-use personal intelligence system that understands personal context to deliver intelligence that is helpful and relevant while protecting user privacy. Camera Control unlocks a fast, intuitive way to tap into visual intelligence and easily interact with the advanced camera system. Featuring a new 48MP Fusion camera with a faster quad-pixel sensor that enables 4K120 fps video recording in Dolby Vision, these new Pro models achieve the highest resolution and frame-rate combination ever available on iPhone. Additional advancements include a new 48MP Ultra Wide camera for higher-resolution photography, including macro; a 5x Telephoto camera on both Pro models; and studio-quality mics to record more true-to-life audio. The durable titanium design is strong yet lightweight, with larger display sizes, the thinnest borders on any Apple product, and a huge leap in battery life — with iPhone 16 Pro Max offering the best battery life on iPhone ever.

iPhone 16 Pro and iPhone 16 Pro Max will be available in four stunning finishes: black titanium, natural titanium, white titanium, and desert titanium. Pre-orders begin Friday, September 13, with availability beginning Friday, September 20.

“Powered by the faster, more efficient A18 Pro chip and built for Apple Intelligence, iPhone 16 Pro and iPhone 16 Pro Max are the most advanced iPhone models we’ve ever made,” said Greg Joswiak, Apple’s senior vice president of Worldwide Marketing. “Customers who are looking for the best possible iPhone will be able to take advantage of this huge step forward, whether they’re applying edits to a photo without lifting a finger, rewriting meeting notes for a more professional tone, or using the advanced camera system to capture their next masterpiece in 4K120 fps in Dolby Vision — all while enjoying extraordinary battery life.”

Apple Intelligence on the iPhone 16 lineup harnesses the power of Apple silicon and Apple-built generative models to understand and create language and images, take action across apps, and draw from personal context to simplify and accelerate everyday tasks. Apple Intelligence maintains the privacy and security of user data with Private Cloud Compute. This groundbreaking approach provides the ability to flex and scale computational capacity between on-device processing and larger, server-based models that run on dedicated Apple silicon servers — an extraordinary step forward for privacy in artificial intelligence. Apple Intelligence will be available as a free software update, with the first set of features rolling out next month in U.S. English for most regions around the world.

With systemwide Writing Tools, users can adjust notes or emails to be more friendly, more concise, or add a more professional tone to their writing; check for grammar, word choice, and sentence structure; and summarize selected text to make it more digestible. In the Notes and Phone apps, users can also record, transcribe, and summarize audio. When a recording is initiated while on a call in the Phone app, participants are automatically notified, and once the call ends, Apple Intelligence generates a summary to recall key points.

Apple Intelligence helps users prioritize with summarized notifications, along with Priority Messages in Mail, a feature that understands the content of emails and surfaces time-sensitive messages. Across a user’s inbox, summaries convey the most important information of each email instead of previewing the first few lines.

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

Additional Apple Intelligence features will roll out later this year and in the months following, including Image Playground, which allows users to create playful images in moments. Emoji will be taken to an entirely new level with the ability to create original Genmoji by simply typing a description, or by selecting a photo of a friend or family member. Siri will be able to draw on a user’s personal context to deliver intelligence that is tailored to them. It will also gain onscreen awareness to understand and take action with users’ content, as well as take hundreds of new actions in and across Apple and third-party apps. And while using iOS 18 features like Siri and Writing Tools, users will be able to easily access ChatGPT from OpenAI.

The new Pro lineup features the thinnest borders of any Apple product and introduces larger display sizes: 6.3 inches on iPhone 16 Pro and 6.9 inches on iPhone 16 Pro Max — the largest iPhone display ever. 1 The stunning Super Retina XDR displays with Always-On and ProMotion technologies help users accomplish more. Both models offer industry-leading durability with a strong, lightweight titanium design, as well as the latest-generation Ceramic Shield, which has an advanced formulation that is 2x tougher than glass on any other smartphone. The new mechanical architecture improves heat dissipation and efficiency for up to 20 percent better sustained performance. Along with the new internal design and advanced power management of iOS 18 , larger batteries are optimized to offer a huge leap in battery life.

Camera Control — a result of thoughtful hardware and software integration — makes the pro camera system more versatile with an innovative new way to quickly launch the camera, take a photo, and start video recording. It has a tactile switch that powers the click experience, a high-precision force sensor that enables the light press gesture, and a capacitive sensor that allows for touch interactions. A new camera preview helps users frame the shot and adjust other control options — such as zoom, exposure, or depth of field — to compose a stunning photo or video by sliding their finger on the Camera Control. Later this fall, Camera Control will be updated with a two-stage shutter to automatically lock focus and exposure on a subject with a light press, letting users reframe the shot without losing focus. Additionally, developers will be able to bring Camera Control to third-party apps such as Kino, which will offer users the ability to adjust white balance and set focus points, including at various levels of depth in their scene.

Later this year, Camera Control will unlock visual intelligence to help users learn about objects and places faster than ever before. Users can click and hold Camera Control to pull up the hours or ratings for a restaurant they pass, add an event from a flyer to their calendar, quickly identify a dog by breed, and more. Camera Control will also serve as a gateway into third-party tools with specific domain expertise, like when users want to search on Google to find where they can buy an item, or to benefit from ChatGPT’s problem-solving skills. Users are in control of when third-party tools are used and what information is shared.

With iPhone 16 Pro and iPhone 16 Pro Max, the world’s favorite camera gets even more powerful. Powered by A18 Pro, the upgraded camera system introduces a new 48MP Fusion camera with a faster, more efficient quad-pixel sensor and Apple Camera Interface, unlocking 4K120 fps video recording in Dolby Vision — the highest resolution and frame-rate combination ever available on iPhone, and a smartphone first. The quad-pixel sensor can read data 2x faster, enabling zero shutter lag for 48MP ProRAW or HEIF photos. A new 48MP Ultra Wide camera also features a quad-pixel sensor with autofocus, so users can take higher-resolution 48MP ProRAW and HEIF images when capturing uniquely framed, wider-angle shots or getting close to their subjects with macro photography. The powerful 5x Telephoto camera now comes on both iPhone 16 Pro and iPhone 16 Pro Max, allowing users to catch the action from farther away, no matter which model they choose. iPhone 16 Pro and iPhone 16 Pro Max now take spatial photos in addition to videos to help users relive memories with remarkable depth on Apple Vision Pro.

Users can capture 4K120 fps in Slo-mo or Video mode, and adjust the playback speed after capture in the Photos app, including a quarter-speed playback, a new half-speed option for a dreamy effect, and a fifth-speed option that corresponds to 24 fps. When coupled with the new image signal processor (ISP) of A18 Pro, users can do frame-by-frame cinema-quality color grading for 4K120 fps in Dolby Vision. Users can also capture 4K120 fps ProRes and Log directly to an external storage device for efficient pro workflows.

Both Pro models feature four new studio-quality mics that preserve true-to-life recorded sounds, and video can now be captured in Spatial Audio for immersive listening with AirPods, Apple Vision Pro, or a surround sound system. The iPhone 16 Pro lineup also introduces creative new ways to edit video sound with Audio Mix — allowing users to adjust their sound after capture to focus on the voice of the person on camera, make it sound like the video was recorded inside a professional studio, or position vocal tracks in the front and environmental noises in surround sound. With wind noise reduction, powerful machine learning (ML) algorithms reduce unwanted noise for better audio quality.

Next-generation Photographic Styles help users express their creativity and customize their photos by locally adjusting color, highlights, and shadows in real time. Styles also have a deeper understanding of skin undertones, so users can personalize how they appear in photos. Unlike filters, which often use a one-size-fits-all approach by adding a color to an entire scene, adjustments are applied to specific colors of a selected style. A wider set of styles offers more creative options for editing a photo’s aesthetic, and styles can be further personalized with an easy-to-use new control pad and intensity slider for simultaneous adjustments across tone and color. These adjustments can be rendered during live preview, applied after a photo is taken, or even reversed later.

Apple Intelligence takes the pro camera system to a new level. Coming later, Siri will be able to complete in-app requests and take action across apps, like pulling up a specific shot from a user’s Photos library and then applying an edit to the image in Darkroom. Siri can also help users fully utilize the wide range of photo and editing capabilities, such as asking how to adjust the blur in the background of a photo.

The new A18 Pro chip is designed with industry-leading compute power to propel Apple Intelligence, ushering in a new era of pro performance. Built with second-generation 3-nanometer technology and featuring a new architecture with smaller, faster transistors, A18 Pro delivers unprecedented efficiency. The new 16-core Neural Engine is faster and more efficient than the previous generation, powering remarkable on-device performance for Apple Intelligence. A 17 percent increase in total system memory bandwidth — the highest ever in iPhone — enables faster experiences when using Writing Tools and Image Playground, and helps deliver astounding graphics. The bandwidth increase also benefits the 6-core GPU, which is up to 20 percent faster than the previous generation, driving graphics rendering for Apple Intelligence and stunning visuals for gaming. Hardware-accelerated ray tracing gets up to 2x faster for even more realistic light sources and reflections, and Game Mode in iOS 18 unlocks more consistent frame rates while making AirPods, game controllers, and other wireless accessories incredibly responsive. A new 6-core CPU is the fastest in a smartphone, with two performance cores and four efficiency cores that can run the same workload as the previous generation 15 percent faster while using 20 percent less power. Next-generation ML accelerators are optimized for Apple Intelligence, and save power by handling high-efficiency, high-throughput, and low-latency computations on the CPU without engaging the Neural Engine.

A18 Pro enables Always-On and ProMotion technologies for an exceptional viewing experience on iPhone, as well as faster USB 3 speeds and ProRes video recording. A new ISP and video encoder process 2x the amount of data for faster video encoding and pro workflows.

The iPhone 16 Pro lineup features innovative ways to stay connected and provides enhanced safety capabilities for peace of mind. Powered by the same groundbreaking technology as Emergency SOS via satellite, users are able to connect to the nearest satellite to send and receive texts, emoji, and Tapbacks over iMessage and SMS while outside cellular and Wi-Fi coverage. 2 Messages via satellite in iOS 18 are end-to-end encrypted. Also new with iOS 18, Emergency SOS Live Video allows users to share a live video feed or photos with participating emergency dispatchers during an emergency call. 3 Later this fall, Roadside Assistance via satellite — which connects users to a roadside assistance provider if they have car trouble while off the grid — expands beyond the U.S. to the U.K.

iPhone 16 Pro and iPhone 16 Pro Max are designed with the environment in mind. As part of Apple 2030, the company’s ambitious goal to be carbon neutral across its entire carbon footprint by the end of this decade, Apple is prioritizing renewable electricity in manufacturing, and investing in wind and solar projects around the world to address the electricity used to charge all Apple products, including the iPhone 16 lineup. Today, all Apple facilities run on 100 percent renewable electricity — including the data centers that power Apple Intelligence.

To achieve Apple 2030, the company is also designing products with recycled and renewable materials. iPhone 16 Pro and iPhone 16 Pro Max feature more than 25 percent recycled content overall, including 100 percent recycled aluminum in the internal structural frame and 80 percent or more recycled steel across multiple components. The battery is made with 100 percent recycled cobalt and — in a first for iPhone — over 95 percent recycled lithium. 4 The iPhone 16 Pro lineup also meets Apple’s high standards for energy efficiency, and is free of mercury and PVC. The packaging is entirely fiber-based, bringing Apple closer to its goal of removing plastic from its packaging by next year.

Pricing and Availability

• The display has rounded corners that follow a beautiful curved design, and these corners are within a standard rectangle. When measured as a standard rectangular shape, the screen is 6.27 inches (iPhone 16 Pro) or 6.85 inches (iPhone 16 Pro Max) diagonally. Actual viewable area is less.
• Apple’s satellite features are included for free for two years starting at the time of activation of a new iPhone 14 or later. For Emergency SOS via satellite availability, visit support.apple.com/en-us/HT213426 . Messages via satellite will be available in the U.S. and Canada in iOS 18. SMS availability will depend on carrier. Carrier fees may apply. Users should check with their carrier for details. Roadside Assistance via satellite is currently available in the U.S. with AAA and Verizon Roadside Assistance, and is launching in the U.K. with Green Flag this fall. Participating roadside assistance providers may charge for services, and iPhone users who are not members can take advantage of their roadside assistance services on a pay-per-use basis. Apple’s satellite services were designed for use in open spaces with a clear line of sight to the sky. Performance may be impacted by obstructions such as trees or surrounding buildings.
• Emergency SOS Live Video will be available in the U.S. in iOS 18.
• All cobalt and lithium references are on a mass balance allocation.
• 128GB storage capacity is available on iPhone 16 Pro.

Press Contacts

Renee Felton

[email protected]

Alex Kirschner

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Apple Media Helpline

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The height of luxury begins at 400 Central. Anticipated to be one of the tallest residential buildings on the west coast of Florida, The Residences at 400 Central will soar 515 feet above downtown St. Petersburg’s vibrant Central Avenue, capturing breathtaking views from Tampa Bay to the Gulf of Mexico.

Completion summer 2025.

Discover an elevated approach to city living at The Residences at 400 Central — a 46-story, full-service, luxury condominium tower consisting of designer homes with modern amenities and conveniences. With contemporary elegance from sidewalk to skyline, 400 Central was designed for residents who enjoy an active urban lifestyle in the center of it all. Completion is now scheduled for Summer 2025.

Construction Images: August 1st, 2024

Residences at 400 Central

Balcony City View

Kitchen – Plan 26

Living & Dining Room – Plan26

Owners Bedroom

Observation Deck

400 Central 7th Level Pool Deck

400 Central Main Entrance

400 Central City View

Voices of Future Residents

400 Central’s Future Residents are drawn to the architecture of the iconic rising tower, a landmark development in St. Petersburg. They appreciate the thoughtful spacial planning, expansive terraces, and incomparable views of the city. Watch the video testimonial to hear why they were destined to call 400 Central home.

More than a Place to Live

400 Central is a community within a community. The tower’s prime location on Downtown St. Petersburg’s Central Avenue paves an accessible path to all the city has to offer. The ground level will offer a robust collection of independent shops, restaurants, and galleries — allowing you to fully immerse yourself in the 400 Central community.

The Visionaries Behind the Residences at 400 Central

Arquitectonica’s principal architect, Bernardo Fort-Brescia, met with Red Apple Group leaders — Founder, Chairman, and CEO John A. Catsimatidis Sr. and President and COO John Catsimatidis Jr. — to take in the evolving building and discuss their shared vision that it should reflect the personality of St. Petersburg, a city on the sea.

WHEN YOU LIVE IN THE SKY, THERE ARE NO LIMITATIONS

Take a look at the inspiration behind St. Petersburg’s most coveted tower

Immerse Yourself

#luxurylivinginthesky

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727-209-7848

• At 400 Central
• Neighborhood

Residences Starting at $1 Million

ORAL REPRESENTATIONS CANNOT BE RELIED UPON AS CORRECTLY STATING THE REPRESENTATIONS OF THE DEVELOPER. FOR CORRECT REPRESENTATIONS, MAKE REFERENCE TO THIS WEBSITE AND TO THE DOCUMENTS REQUIRED BY SECTION 718.503, FLORIDA STATUTES, TO BE FURNISHED BY A DEVELOPER TO A BUYER OR LESSEE.

This site is designed as a service to our customers and may be used for information purposes only. This site is meant to be used as an overview of the CONDOMINIUM RESIDENCES AT 400 CENTRAL and in no way whatsoever should the information contained in this Website be relied on for financial, tax, accounting, investment, business or legal advice. All items are subject to modification, change and/or being withdrawn at any time in the sole discretion of CATS RED APPLE ST. PETE, LLC. CATS RED APPLE ST. PETE, LLC, its subsidiaries, affiliates, contractors, agents, employees, licensees, and/or assigns are in no way responsible or liable for any damages whether they be direct, indirect, punitive, special, consequential, contribution or indemnity of any kind whatsoever, however caused, arising out of the use or non-availability of this Website. Additionally, access to other internet sites linked to this Website are at the user’s own risk and CATS RED APPLE ST. PETE, LLC is not responsible for the accuracy or reliability of any information, opinion, advise or statements made on these sites. The project graphics, renderings and text provided herein are copyrighted works owned by the Developer. © 2020, CATS RED APPLE ST. PETE, LLC. All rights reserved. Unauthorized reproduction, display or other dissemination of such materials is strictly prohibited and constitutes copyright infringement. No real estate broker is authorized to make any representations or other statements regarding the project, and no agreements with, deposits paid to or other arrangements made with any real estate broker are or shall be binding on the developer. Please refer to the developer’s official project brochures, website and materials and the documents furnished by the developer pursuant to state law for information regarding the project.

All communication or material transmitted by you through this Website shall be treated as non-confidential and non-proprietary. Any information posted on this Website is the property of CATS RED APPLE ST. PETE, LLC and may be used for purposes, including, without limitation, of reproduction, disclosure, transmission, broadcast and posting. This website may contain or reference trademarks, copyrighted materials, trade secrets, technologies, products, processes or other proprietary rights of the Developer and/or other parties. No license to or right in any such trademarks, copyrighted materials, trade secrets, technologies, products, processes and other proprietary rights of Developer and/or other parties is granted to or conferred upon youRANTED

NOTHING CONTAINED IN THIS WEBSITE IS INTENDED OR SHALL BE DEEMED TO BE AN OFFER TO SELL REAL ESTATE OR REAL ESTATE SECURITIES TO RESIDENTS OF THE STATE OF NEW YORK. IN FURTHERANCE OF THE FOREGOING, CATS RED APPLE ST. PETE, LLC “SPONSOR” OR “DEVELOPER”), SPONSOR HEREBY DISCLOSES THE FOLLOWING: (A) THE OFFERING IS NEITHER MADE IN THE STATE OF NEW YORK NOR MADE TO THE RESIDENTS OF THE STATE OF NEW YORK, (B) THE OFFERING IS NOT DIRECTED TO ANY PERSON OR ENTITY IN THE STATE OF NEW YORK BY, OR ON BEHALF OF, SPONSOR OR ANYONE ACTING WITH SPONSOR’S KNOWLEDGE; AND (C) NO OFFERING OR PURCHASE OR SALE OF THE SECURITY OR ANY UNIT SHALL TAKE PLACE AS A RESULT OF THIS OFFERING IN NEW YORK OR WITH A RESIDENT OF THE STATE OF NEW YORK, UNTIL ALL REGISTRATION AND FILING REQUIREMENTS UNDER THE MARTIN ACT AND THE NEW YORK ATTORNEY GENERAL’S REGULATIONS ARE COMPLIED WITH; A WRITTEN EXEMPTION IS OBTAINED PURSUANT TO AN APPLICATION IS GRANTED PURSUANT TO AND IN ACCORDANCE WITH COOPERATIVE POLICY STATEMENTS #1 OR #7; OR A “NO-ACTION” REQUEST IS GRANTED.

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• Saint Petersburg, Florida /
• Big Apple Buffet, 1030 58th St N

Big Apple Buffet

The menu of Chinese cuisine under the direction of the popular chef is great here. Here you will be able to taste perfectly cooked oysters , sashimi and seaweed salads . Enjoy good ice cream and tasty fruit salads this restaurant offers. You will be offered delicious wine . Great lemonade is the best drinks of Big Apple Buffet .

The warm atmosphere of this place makes customers feel relaxed and have a good time. The hospitable staff welcomes people all year round. Many guests say that the service is fine. Prices here are reported to be reasonable. The beautiful decor will satisfy the taste of every visitor. But this spot has been rated below average by Google.

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Dmj Presentations LLC

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Saint Petersburg

Saint Petersburg, formerly known as Petrograd and later Leningrad, is the second-largest city in Russia after Moscow. It is situated on the River Neva, at the head of the Gulf of Finland on the Baltic Sea. The city had a population of roughly 5.6 million residents as of 2021. Saint Petersburg is the fourth-most populous city in Europe, the most populous city on the Baltic Sea, and the world's northernmost city of more than 1 million residents.

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