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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

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Apple Inc. in 2020

By: David B. Yoffie, Daniel Fisher

After a decade as CEO, Tim Cook is facing one of his biggest strategic transitions of his tenure. While Apple had performed spectacularly well under Cook, Apple's core business was maturing. Sales of…

• Length: 31 page(s)
• Publication Date: Apr 6, 2020
• Discipline: Strategy
• Product #: 720454-PDF-ENG

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After a decade as CEO, Tim Cook is facing one of his biggest strategic transitions of his tenure. While Apple had performed spectacularly well under Cook, Apple's core business was maturing. Sales of iPhones, iPads, and Macs were flat or down. However, Apple's new hardware-Apple Watch and Airpods-as well as services were growing rapidly. This case explores Apple's history and Cook's strategic options for driving new hardware and services into Apple's mainstream in the next decade.

Learning Objectives

This case can be used for several purposes, including industry analysis, introduction of complementary assets, sustaining competitive advantage and expanding corporate scope.

Apr 6, 2020

Discipline:

Harvard Business School

720454-PDF-ENG

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The Most Versatile Nearshore Software Development Company

How Apple Achieved a Legendary $2.98 Trillion Fortune by Outsourcing | Case Study

In the annals of technological innovation, Apple Inc. stands as a testament to what strategic decisions and visionary leadership can achieve. From its humble beginnings in a garage to becoming a three trillion-dollar behemoth, Apple’s success narrative is a tale woven with threads of innovation, design excellence, and a shrewd approach to outsourcing. In this extensive case study, we embark on a journey to dissect the intricate layers of outsourcing strategy to extract valuable lessons for businesses aiming at sustainable growth.

Apple’s evolution is a saga of perpetual reinvention. Founded in 1976 by Steve Jobs, Steve Wozniak, and Ronald Wayne, the company started as a player in the personal computer industry. [ 1 ] Fast forward to the present day, and Apple Inc. has transformed into a global powerhouse, setting industry benchmarks and captivating consumers with its innovative products.

Table of Contents

#1: outsourcing: apple inc.’s manufacturing backbone, a: challenge: scaling up production.

As Apple Inc. ventured into the realm of consumer electronics with products like the iPhone, iPad, and MacBook, the challenge of meeting unprecedented demand emerged. In response, Apple strategically embraced outsourcing, forging key partnerships to tackle this manufacturing conundrum.

Foxconn, also known as Hon Hai Precision Industry Co., Ltd., emerged as Apple’s manufacturing linchpin. With its headquarters in Taiwan, Foxconn became the largest electronics contract manufacturer globally. The statistics tell a compelling story—Foxconn’s revenue in 2021 reached a staggering $214 billion, ranked 20th in the 2023 Fortune Global 500—a significant portion of which was attributed to its collaboration with Apple.

B: Benefit: Cost Savings and Efficiency

The outsourcing strategy wasn’t merely about meeting demand but a calculated move to optimize costs. According to industry reports, the cost of manufacturing an iPhone X was estimated to be around $370, with the device retailing at $999. This exemplifies the cost-effectiveness achieved through outsourcing, particularly with partners like Foxconn, renowned for their efficiency in mass production. In 2023, Apple Inc. launched the titanium-based iPhone 15 Pro Max, manufactured at $558 and currently retailing from $1199 to $1599.

#2: Leveraging Global Talent and Expertise

A: challenge: the pursuit of excellence.

Apple’s commitment to excellence extends beyond its sleek product designs to encompass the entire user experience. To provide this seamless experience, Apple Inc. strategically tapped into a global talent pool, seeking specialized expertise through outsourcing.

Beyond manufacturing, Apple’s collaboration extended to specialized components. For instance, Apple Inc. sourced its A-series chips from Taiwan Semiconductor Manufacturing Company (TSMC), a world leader in semiconductor manufacturing. In 2022, TSMC’s revenue soared to $63 billion, a testament to its pivotal role in Apple’s supply chain.

B: Benefit: Innovation and Quality Assurance

Outsourcing to experts meant that Apple could integrate cutting-edge technology seamlessly. The A-series chips, fabricated by TSMC, consistently pushed the boundaries of performance, ensuring that Apple’s devices were aesthetically pleasing and technological marvels. This collaborative approach contributed to Apple’s reputation for innovation and quality assurance.

#3: The Design Imperative

A: challenge: nurturing creativity.

Apple’s design philosophy is synonymous with elegance and innovation. Outsourcing became a tool to liberate internal resources, allowing Apple’s design team to focus solely on what they do best—creating iconic products.

By outsourcing components and manufacturing, Apple’s in-house design team gained the freedom to innovate without being bogged down by production intricacies. Statistics reveal the impact—Apple’s design-led approach contributed to a brand value of $263.4 billion in 2022, making it the most valuable brand globally.

B: Benefit: Unleashing Creativity

This focus on design resulted in visually stunning products and fostered a culture of innovation within Apple Inc. The iPhone’s iconic design, for instance, not only captured the market but set a new standard for the entire industry. The freedom to innovate became a catalyst for Apple’s success.

#4: Outsourcing in the Digital Age

A: Challenge: Navigating the Digital Landscape

As the digital landscape evolved, Apple Inc. faced the challenge of staying at the forefront of software development. The solution lies in strategic outsourcing partnerships that complement Apple’s internal capabilities.

Apple’s collaboration extended to software development, with partnerships and acquisitions reinforcing its commitment to excellence. For instance, the acquisition of Beats Electronics in 2014 for $3 billion not only bolstered Apple’s presence in the audio industry but also brought the expertise of Beats’ software engineers into the Apple ecosystem.

B: Benefit: Software Synergy

Outsourcing software development allowed Apple to harness the collective expertise of a global talent pool. The collaborative synergy translated into user-friendly interfaces, seamless integration across devices, and a robust app ecosystem. The strategic outsourcing of software development became a key ingredient in Apple’s recipe for success in the digital age.

#5: Ethical Considerations and Corporate Responsibility

A: challenge: balancing success and responsibility.

While the outsourcing strategy contributed significantly to Apple’s success, it also brought attention to ethical considerations and corporate responsibility. Reports of challenging working conditions at some manufacturing partners prompted Apple to reevaluate its approach.

Apple’s response to these ethical concerns showcased adaptability and a commitment to responsible business practices. According to Apple’s Supplier Responsibility Progress Report in 2022, the company conducted over 1,100 supplier assessments, addressing issues related to labor practices, environmental impact, and ethical sourcing.

B: Benefit: Ethical Leadership

Addressing ethical concerns associated with outsourcing elevated Apple’s corporate image. The commitment to responsible business practices resonated with consumers and set a precedent for the industry. This ethical leadership became a crucial element in Apple’s success story.

Final Verdict: The Outsourcing Symphony

In the grand symphony of Apple’s success, outsourcing plays a pivotal role as a harmonious melody that elevates the entire composition. The strategic outsourcing of manufacturing, expertise, design, and software development has propelled Apple to unprecedented heights and is currently worth almost $3 trillion. This in-depth exploration attests to the transformative power of strategic outsourcing.

* Lessons Learned: A Call to Action

1. Strategic Partnerships : Identify and cultivate strategic outsourcing partnerships that align with your business goals and values. Partnering with industry giants like Foxconn and TSMC gave a solid foundation.

2. Focus on Core Competencies : Outsourcing allows you to concentrate on your core competencies, whether design, innovation, or marketing. As exemplified above, streamlining the design process can lead to market-leading products.

3. Global Talent Pool : Tap into a global talent pool to access specialized expertise and stay at the forefront of innovation. Partnerships with global leaders, such as TSMC in semiconductor manufacturing, were proven to be instrumental.

4. Ethical Outsourcing : Prioritize ethical considerations and corporate responsibility in your outsourcing practices to build a positive brand image. As demonstrated above, regular assessments and a commitment to transparency can set industry standards.

5. Adaptability : Be adaptable and responsive to challenges, iterating your outsourcing strategy to meet evolving demands. Responsiveness to ethical concerns showcases the importance of adaptability in sustaining success.

In the business landscape, the outsourcing symphony can be the key to sustained success. As businesses consider their growth strategies, the above case study serves as a compelling testament to the transformative power of strategic outsourcing. Embrace the symphony, conduct it with precision, and let the echoes of success reverberate through the corridors of your organization.

Get in touch with us at CodersOnFire and start outsourcing your software development projects to gain monumental success in your business.

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Outsourcing Software Projects Made IBM an Amazing $135 Billion | Case Study

Table of Contents

Apple target audience , marketing strategy of apple, 5 key takeaways from apple marketing strategy, a case study on apple marketing strategy.

Breaking through with several inventions in the world of technology, Apple Inc. has been carving infinite milestones ever since its inception. Even though its innovations speak for themselves, this highly-valued giant corporation has invested heavily in its marketing team to soar high up as a tech maestro. Apple Inc. realized the role of brand marketing in the success of a venture from the start as a crucial way to connect with its target audience. This brand's marketing is so vigorously carried out and well-thought that it is often an inspiration and a place of research for marketing professionals. Here we bring you a well-curated case study on Apple's marketing strategy, the key takeaways to learn from this venture, and how to incorporate the same in your business and marketing strategies. 

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To understand its key strategies for marketing Apple products, let's first understand what Apple's target audience is like. Apple's target audience consists of middle-class and upper-class users who can pay higher for products that provide them with an incredible user experience. This means that these users have a higher disposable income and are willing to pay more for as high-priced products as Apple's. 

Let's take a look at Apple's target audience with this comprehensive analysis sourced from Business Research Methodology's report on Apple Segmentation :

Besides this primary classification, Apple also explicitly targets professionals working in specialized software like music, video, photography and all kinds of design careers. These working professionals prefer Adobe’s Final Cut, Photoshop and related editing software which work well with Macbooks and IPads than other operating systems. 

Even better, business professionals prefer Apple products such as iPods and Macbooks for their day-to-day work. Products like iPads and Macbooks are lighter and portable, so they are often selected by students (upper-class), educational institutions and teaching. 

Now coming to the marketing strategy of Apple, it is a combination of well-designed products with the right user experience, promotional campaigns, distribution, and pricing. Let’s take a look at all these features of Apple marketing strategy in detail:

Focus on Finer User Experience

Apple’s branding strategy is based on its stylish, more straightforward and lush products that focus on providing a user interface that is very simple to use and learn. They are lighter, easy to carry as well as durable. This minimal look and user experience makes it a perfect sell to its target audience, which comes from the middle to upper class.

Suave Yet Simple Advertising

Storytelling is such an essential part of every Apple ad as well as a marketing campaign. Often these ads focus on minimal design as well as high-quality images. They are either blended with music or a simple story. Apple consciously ensures that its advertising and marketing don’t use too much jargon or filler language in its ads. Instead, it shines a light on the product to let it speak for itself without showing what the price is like or using complicated words for its features.

Targeting the Right Markets

Apple is excellent at tapping into its target audiences like a genuine tech witch who knows their aspirations, preferences and pain points! Its market research is always on-point and crystal clear in its products, curation, and features. 

Here are the major critical takeaways from Apple Marketing Strategy:

• Tapping into your target markets and audience is the key to curating and selling user experiences that value the preferences of its people. 
• With simplicity and finesse in design, the right products with minimal designs and features can create a perfect impact for your brand.
• Incorporating emotion in your advertising and marketing can also help you connect with your audience better. 
• Don’t exaggerate the copy and conceptualizing of your advertising and marketing campaigns and prefer the “less is more” approach. Create shorter yet emotional and empathetic ads to captivate your target audience.
• When you create an international brand value through quality and minimal, sophisticated design, you don’t need to compete in terms of price. Instead, your price will set you apart for your user experience and design features.

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Thus, we hope we have helped you understand what Apple’s marketing strategy is about! Want to read more case studies about top brands and their marketing strategies? Join Simplilearn’s specialized PGP Digital Marketing certification in collaboration with Meta Blueprint and Harvard Publishing. This certification can help you level up your career in digital marketing through case studies, industry projects, masterclasses from industry experts, ad marketing tools from Facebook, Google, and related marketing tools. 

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Apple - The Development Of iEcosystem

Sarika Anand

Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. The content in this post has been approved by Apple.

The Apple logo is very identifiable whether you're walking down a crowded street in a major city or travelling through the highways. Whenever you spot a MacBook, an iPad, or an iPhone, you immediately recognize the logo and know who built it. Apple has accomplished more than just technological domination. The corporation has achieved something that many people strive for: international name recognition and a reputation that will outlast everyone alive today.

The company's tagline from 1997 to 2002, "Think Different," may have contributed to Apple's success. While not always hailed as a triumph, it is the result of foresight in the current competitive market. While many of us possess Apple devices, few are familiar with their history. When did Apple get its start, and how popular was it at its inception? When did Apple become well-known? And why did Apple come so close to going bankrupt? However, such achievement does not happen instantly and is difficult to duplicate. So, what is this mysterious Apple sauce? Let's have a look.

Apple - Company Highlights

About Apple, and How it Works? Apple - Industry Apple - Name, Logo, and Tagline Apple - Founders Apple - Startup Story Apple - Apple without Jobs Apple - The Fall Apple - When Did It Become A Big Name? Apple - Vision, and Mission Apple - Business Model Apple - Investments Apple - Acquisitions Apple - Competitors Apple - Future Plans

About Apple, and How it Works?

Apple Inc. is a global technology company headquartered in Cupertino, California, that specialises in portable electronics, software applications, and internet services. Apple is the fourth-largest personal computer vendor by unit sales, the world's second-most valuable company, the largest information technology company by revenue (totalling US$365.8 billion in 2021) and the second-largest mobile phone manufacturer. Along with Amazon, Alphabet, Microsoft, and Meta, it is one of the five American behemoths in information technology businesses.

Apple Inc. produces, builds, and sells computers and associated computing and communication devices, as well as services, software, networking solutions, and peripherals. Apple distributes its goods through its online shops, retail locations, direct sales representatives, resellers, and third-party wholesalers all around the globe.

The iPhone is Apple's series of cell phones that run on Apple's operating system called iOS. The Mac range of computers is centered also on the business's macOS operating system.

The iPad is a range of multi-purpose tablets from Apple that run on the iPad OS operating system. Apple TV, Air Pods, Apple Watch, Home Pod, Beats products, iPod touch, and other Apple-branded and third-party accessories are included under Home, Wearables, and Accessories.

The Company's wireless headphones that interface with Siri are known as Air Pods. The Apple Watch is the firm's smartwatch series. AppleCare, Advertising, Cloud Services, Digital Content, and Payment Services are among its offerings.

Apple - Industry

The worldwide economy has been severely impacted by the COVID-19 pandemic . Many end-user sectors, including electronics manufacturing, have been impacted. According to data from an IPC study conducted in March 2020, 40% of global electronics manufacturers and suppliers polled anticipate that the COVID-19 outbreak will have the greatest impact on consumer electronics. Another 24% of respondents said that industrial electronics would be the worst hit, with 19% predicting that the automotive electronics category would be the most brutal damage.

Electronic computers, such as mainframes, laptops, pcs, workstations, and software services, as well as computer peripheral devices, are manufactured by companies in this business. Apple, Hewlett Packard Enterprise, Dell, IBM, Lenovo (Hong Kong), ASUS (Taiwan), and Canon (Japan) are the companies that belong to this sector or industry. Annual global unit sales for 2021 hit 340 million units, up 15% from the previous year. With large exports, Europe, Africa, and the Middle East, as well as the Asia Pacific, excluding Japan, led to the rise of this industry. During the projected period, which is 2021-2026, the Electronics Manufacturing Services Market is estimated to grow at a CAGR of 9%.

Apple - Name, Logo, and Tagline

Jobs revealed in his biography written down by Walter Isaacson that he was now on one of his fruitarian diets. He was driving back from an apple farm when he came up with the name for the firm that would transform his life. Steve Wozniak's book, "iWoz: Computer Geek to Cult Icon," confirms this. Wozniak, who drove Jobs home from the airport following that trip, claimed that the firm name came to him during the journey. According to Jobs, the "apple orchard" he mentioned was a commune.

According to Jobs' biography, he believed the name "Apple Computer" sounded "energetic, fun, and not intimidating" - all crucial elements for a firm that intended to transform computing and make it far more approachable. And, that's where the logo came from.

Apple's tagline says, "Think Different."

Apple - Founders

Steve Jobs, Ronald Wayne, and Steve Wozniak founded Apple Computers Company as a business deal on April 1, 1976.

Steve Jobs was the co-founder and former CEO of Apple and Pixar Animation Studios. Jobs attended Reed College in Portland, Oregon after graduating from Homestead High School in Cupertino, California in 1972. He dropped out after one semester and went on to study philosophy and other cultures.

Steve Jobs had a keen passion for technology, therefore he went to work for Atari Inc, a major video game producer at the time. He became acquainted with Steve Wozniak, a fellow designer, and attended Homebrew Computer Club meetings with him. On August 24, 2011, Jobs resigned as Apple's CEO and became Chairman of the Board of Directors. Jobs passed away on October 5, 2011.

Ronald Wayne

Ronald G. Wayne is mainly remembered as one of the co-founders of the Apple tech firm, with Steve Jobs and Steve Wozniak, the company's primary drivers. It was a brief journey compared to the years he spent inventing and manufacturing slot machines and other professional gaming devices. He's a skilled innovator with over a dozen US patents under his belt, covering a wide spectrum of essential concepts.

Steve Wozniak

For the past three decades, Steve Wozniak has been a Silicon Valley star and philanthropist. His design of Apple's original line of devices, the Apple I and II, impacted the popular Macintosh.

With Wozniak's Apple I personal computer, Wozniak and Steve Jobs launched Apple Computer Inc. in 1976. He unveiled his Apple II personal computer the next year, which had a central processing unit, a keyboard, colour graphics, and a floppy disc drive.

Wozniak was active in several corporate and humanitarian endeavours after leaving Apple in 1985, concentrating mostly on computer capabilities in schools and emphasising hands-on learning and promoting student creativity.

Apple - Startup Story

Steve Jobs, Steve Wozniak, and Ronald Wayne created Apple in 1976 to sell Wozniak's hand-built PC, the Apple 1. The Apple 1 was supplied as a motherboard that had a Central processing unit, RAM, and some rudimentary textual-video chips. It had no built-in keyboard, monitor, casing, or other Human Interface Devices at the time.

The Apple 1 was released in July 1976 and sold for $666.66. Only a few weeks after the firm was created, Wayne chose to quit. He accepted an $800 check, which was worth about $72 billion forty years later. Wayne was the one who hand-drew the initial Apple logo, which was later replaced with Rob Janoff's bitten apple symbol in 1977.

On January 3rd, 1977, Apple Computer Inc. was founded. Mike Markkula, who was interested in the Apple-1, gave the team the necessary funds and commercial acumen. Mike Markkula, the third employee, owned a third of the firm. He nominated Michael Scott as the company's first president and CEO because he believed Steve was too young and not responsible enough to handle the role.

The Apple II, designed by Wozniak, was released in 1977. The Apple II computers were able to stay on top of market leaders Tandy and Commodore PET thanks to VisiCalc (the world's first 'killer-app'), a revolutionary spreadsheet and computing software. Because of its office compatibility, VisiCalc provided customers with another reason to acquire the Apple II. The Apple II was able to change the computer industry by introducing colour graphics. Apple had a genuine office with many workers by 1978, as well as an Apple II production sector.

Revenues for Apple doubled every four months in the following years. Between September 1977 and September 1980, their annual revenues increased from $775,000 to $118 million (an average annual growth rate of 533 per cent).

On December 12, 1980, Apple came out publicly for $22 per share. Apple's $4.6 million shares sold out very instantly, raising more money than just about any other IPO since Ford Motor Company in 1956. Steve Jobs , the largest shareholder, gained $217 million from the IPO. The company's IPO also made 300 additional people millionaires overnight.

Apple - Apple without Jobs

As tensions between Jobs and John Sculley, the company's third CEO, developed, Jobs sought to depose Sculley through a revolt, which collapsed. Apple's board of directors sided with Sculley and relieved Jobs of his work responsibilities. Jobs subsequently left his position and started NeXT, a firm that makes powerful workstations. Around the same time, Steve Wozniak sold most of his stock, and left the company, claiming that the firm was heading in the wrong way.

With Jobs gone, the board members were willing to decide what type of computers Apple might create. They chose to sell more costly Macs to high-end clients. Because Steve Jobs was resistant to raising prices, this strategy could not be implemented until after he had departed. They concluded that even if lesser units are sold, profitability will be comparable or greater. This approach was known as "55 or die," and Jean-Louis Gassée required that the Macintosh II had to make at least 55% profit per unit. Sculley hired Gassée to take the role of Steve Jobs.

Although Apple computers were more costly than other computers on the market, they offered advantages such as the UI that attracted customers. In 1991, Apple released the PowerBook laptop with the System 7 operating system. System 7 was responsible for providing the Macintosh OS colour, and it was utilised until 2001 when OS X was introduced.

Apple attempted to expand into new areas throughout the 1990s. Gassée was also involved in the creation of innovative products like the eMate and the Newton MessagePad, with the hope that they would propel the business to an unprecedented level.

Apple - The Fall

When IBM clones became inexpensive and Microsoft's influence grew in the latter part of the decade, Apple's "55 or die" strategy failed. Even while Macs had an extensive software library, they were constrained. On the other hand, Windows 3.0 was on sale for low-cost commodity machines.

Apple intended to re-enter the industry, so they released a new range of devices called the Quadra, Centris, and Performa. Because Apple computers were only accessible by mail or authorised dealers at the time, the Performa was designed to be a stocking item for lifestyle merchants and department stores. Back then, there has been no Apple Stores. Customers, on the other hand, were confused by this since they didn't comprehend the differences among the variants.

Apple has tried portable CD audio players, digital cameras, speakers, TV appliances, and other items, but they all failed. Apple's stock price and market share dropped sharply. To compound the error, Sculley spent a significant amount of time and money porting System 7 to the new IBM/ Motorola PowerPC CPU rather than the Intel processor. Apple had no luck regaining market share since most software was designed on Intel CPUs, which were cheaper.

The Apple board had enough with the very disappointing line of devices and the pricey choice to switch to PowerPC. Sculley was then replaced as CEO by Michael Spindler, a German expatriate who had worked with Apple since the 1980s. Gil Amelio succeeded Spindler as CEO in 1996.

Amelio implemented significant reforms, including mass layoffs and cost reductions. His term was also marred by the shares of Apple hitting a 12-year low. In February 1997, Amelio chose to buy Jobs' NeXT Computer for $429 million, bringing Steve Jobs back to Apple.

Apple - When Did It Become A Big Name?

The iPod, another Apple invention, was introduced in 2001. It was advertised as having thousands of music tracks worth of memory on its 5GB hard drive, which was an astonishing accomplishment for an MP3 player at that very time.

In 2003, Apple launched the iTunes Music Store to augment this. This followed the introduction two years before of iTunes, Apple's digital music software solutions. In 2003, Apple introduced a variant for Windows, and over the next several years, it began moving out to the rest of the globe. The iTunes Music Store was a convenient method for US residents to legally purchase music online; in 2006, it changed its name to the iTunes Store to include video services too. In 2005, Apple computers had Intel chips, allowing them to run Windows. All Apple PC hardware, including iMacs and MacBook Pros, will be Intel-based in the future.

In 2007, Apple Computer Inc. changed its name to Apple Inc. to reflect its expanded product line. 270,000 iPhones were ordered during the first 30 hours after its release, earning it the moniker "Apple's destiny changer."

The debut of the iPhone, iPod Touch, and iPad devices were met with overwhelming success. Apple introduced the App Store in July 2008 to offer third-party iPhone and iPod-Touch software. The App Store sold 60 million apps in a month and generated an average daily income of $1 million. Because of the iPhone's success, Apple became the world's third-largest mobile device provider.

In October 2010, Apple stock achieved an all-time high of $300. On August 24, 2011, Steve Jobs stepped down from his role as CEO owing to health concerns and was succeeded by Tim Cook . Jobs died on October 5, 2011, bringing an end to a great period for Apple and a major shift in the company's history.

Apple, on the other hand, continues to dominate the market with ground-breaking technical marvels.

Apple - Vision, and Mission

Apple's mission is “ to bring the best user experience to its customers through its innovative hardware, software, and services .”

Apple - Business Model

Apple's business model is divided into two parts: products and services. In 2021, Apple earned more than $365 billion in revenue, with $191.9 billion coming from iPhone sales, and $38.3 billion from accessories and wearables (AirPods, Apple TV, Apple Watch, Beats products, Home Pod, iPod touch, and accessories),  $35.2 billion from Mac sales, $31.86 billion from iPad sales, and $68.4 billion from services.

• Products - iPhone, Mac, iPad, as well as wearables, home, and accessory devices, are among the product lines (Air Pods, Apple-Watch and more)
• Services -  AppleCare+, Digital Content Stores and Streaming Services, and the AppleCare Protection Plan, Apple's Cloud Services, Licensing, and other services like Apple ArcadeTM, Apple News+, Apple CardTM, and Apple Pay, a cashless payment service, are all part of the services business.

Apple - Investments

Apple - acquisitions, apple - competitors.

Microsoft, Samsung, Lenovo, Dell, Sony, HP, Xiaomi, Asus, Huawei, and Oppo are the top competitors of Apple.

Apple - Future Plans

Every year in June, Apple has its global Annual Developers Conference, and in 2022, the keynote will be held on June 6. Apple will use the event to debut its next-generation software, which will be available in the autumn.

Apple is said to be developing a folding iPhone with a screen size of 7.5 to 8 inches and a release date of 2023 at the utmost. Apple is reported to be working on interactive virtual goggles with an inbuilt processor, dedicated high-end displays, and a Reality Operating System. The gadget will combine hand gestures, touch panels, and voice activation for interaction, and it is projected to cost around $3,000. In 2023, the AR/VR headset is projected to be released.

Apple is working on upgraded 14-inch and 16-inch MacBook Pro models with M2 Pro and M2 Max processors. The M2 Max processor will include a 12-core CPU and a 38-core GPU, and the new computers will be available in 2023.

The storyline of Apple's electric vehicle research has undergone numerous plot twists, but reliable Apple analyst Ming-Chi Kuo claims that the company is still targeting a completely autonomous automobile, instead of just a technology offering, with a launch date between 2023 and 2025.

Apple - FAQs

What does apple do.

Apple Inc. is a global software company headquartered in Cupertino, California, that specialises in portable electronics, software applications, and internet services

When was Apple founded?

Which companies do apple compete with.

Microsoft, Samsung, Lenovo, Dell, Sony, HP, Xiaomi, Asus, Huawei, and Oppo are some of the companies Apple competes with.

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International HRM Case Study: Apple Inc.

1. introduction to international human resource management.

Business is no longer confined to a particular area or nation; instead, it is global with staff working worldwide. The result of this development gives International Human Resource Management (IHRM) importance and a wide range of operations in HRM. The skills of IHRM professionals in an organization are vital in the realization of strategic IHRM policies and practices. A global role of an HR professional should be multicentric and multidirectional, identifying and recognizing cultural differences, economic efficiencies, and being able to contribute collaboratively across a wide range of HR functions and services. Apple Inc. was chosen as the focus of this case study as the company is prominent within multinational corporations. Moreover, Apple Inc. has a stationary global workforce while still being accountable for company performance in a very dynamic and fast-changing global industry. A variety of international companies have been reviewed in relation to how or where decisions on Apple Inc.'s strategic positioning would be made. Furthermore, research into the financial performance of the world's multinational companies, such as Apple Inc., is also included in this research. Organizations such as these have a high propensity for creating global jobs in high-performing economies located in business capitals where international business is not prohibited. The impacts of the head office and the theories discovered in these large cities on a multinational's international human resource management practices, such as Apple Inc., are found in previous research. In this research, the focus is on cities with the highest key density. The methodologies used in these analyses are implemented within the research strategies of understanding performance in the case study of Apple Inc.

2. Overview of Apple Inc.

Apple Inc. (previously Apple Computer Inc.) was established in 1976 and is registered on the stock exchange as AAPL. The company produces some of the best information technology (IT) products that are for the consumption of the general public and for the corporate market. They also sell a few forms of digital content that are delivered through their iTunes online store. Apple Inc. has a huge challenge of production due to the different types of unique products they sell. They are expected to produce products that are of various quality grades, and they strive to produce some of the differentiating products in the market. Apple Inc. products are hardware, software, portable consumer systems, and IP applications to run on the consumers' systems. Apple Inc. serves the customers' needs both in the corporate and general public. They are designed to create value through product designs and management of the product to prove to the consumers that buying Apple products would be worth their spending plan. The company also receives various goods and services from the local economy when setting up its business activities in the respective communities. However, part of their service in return to accessing the local markets is to provide their corporate social responsibilities. Apple is known for being a leader in IT while also paying strict attention to information technology with their services. With the high development and innovations in technology, international markets are on the increase. They provide IT products to over 100 countries to meet the customer's requirements.

2.1. Company Background and Global Operations

Apple Inc. is a well-known American multinational company that focuses on consumer electronics, personal computers, and software. It was launched in 1976 in California by three partners, Steven Paul Jobs, Steve Wozniak, and Ronald Wayne, whose priority was to offer practical applications for mass-market use. Apple Inc. has repeatedly topped the Massachusetts Institute of Technology's list of the top 50 innovative companies worldwide. They currently operate more than 200 retail stores in North and South America, Europe, Asia, and Oceania, with a mixture of company-owned, partner, and licensed retail establishments. Apple's retail locations are run by its employees and are located in shopping districts, malls, and other high-traffic areas. Apple Inc. has kept up this growth even during tough financial times. Apple has the biggest market capitalization of any company created in the era of record-keeping, valued at nearly a trillion dollars. The iPhone, iPod, iMac, Apple TV, and their game-changing software and operating systems were among the technologies that helped Apple secure the best market capitalization in this list. Mr. Tim Cook, the current CEO at Apple Inc., has an extensive international background, as well as broad experience in establishing successful collaboration and network links across diverse business groups. Under the leadership of Mr. Cook, this business has developed a division for corporate social responsibility that includes better management of business groups engaged in executing more than two hundred initiatives focused on safeguarding the environment and preserving mixed standards. The globalization strategy implemented by Apple Inc. brought the manufacturing and distribution of its products to the level of a strategic asset utilized to have Apple products successfully stocked. The formative impact of technology transfer allowed Apple's interest in international development to increase, which triggered the opening of major R&D centers in Europe and Asia with the roles of spearhead models for launching local goals and projects. This study aims to improve our explicit understanding of Apple Inc.'s current handling of Human Resource Management throughout the above three evolutionary stages of globalization, especially with personnel, leadership, diversity, and international recruitment.

3. Key HRM Strategies at Apple Inc.

Since it was founded in 1976, Apple Computer has been one of the most admired companies in the world. It has been on the cutting edge of developing technologies and tools that enable consumers to connect to the internet and manage documents, music, video, and information with a range of personal digital devices. Much of its success can be attributed to its talented and motivated employees, and the company has developed a range of human resource management strategies and techniques to get the most out of their employees. These include, amongst others, executive support systems and career programs, teamwork between employees, flextime, and training programs. There are career development centers in the workplace and Apple University, which offers attractive courses and programs to the employees. One of these programs is AppleU, the corporate university which was established in 2008 and offers three core types of courses to employees. The first type is strategy and execution; the second, business, management, and leadership skills; the third, hardware, software, and services. All of these courses are designed to improve employees' knowledge and incorporate the company's business strategy, finest practices, policies, and culture. It offers training support to the employees to align with corporate culture, largely focusing on its diverse personnel. Flextime or flexible work hours is also another strategy that the company applies to the employees. It is a management strategy that offers flexible work hours or scheduled shifts as opposed to being locked in a 9 am to 5 pm schedule. This beneficial strategy not only allows employees to perform at a higher degree of expense but also fosters creative problem-solving, team or group interaction during core hours, better use of labor and equipment within existing hours, and increased employee morale and loyalty. Apple's employees also enjoy these benefits, which in return are referred to as performance. In the executive support system programs and career programs, part-time and full-time employees receive financial support through mentoring, coaching, and career development initiatives. At Apple, teams are engaged in daily activities, discussing issues such as development for performance, clarifying goals and objectives, identification of strengths and areas for improvement, and strategies for the creation of value. The company's executives communicate information covering: - The company's overall business situation - Major events, changes, and related reasons - Strategic, payer, and related objectives and changes - Leadership behavior, criteria, and policies - Performance of the team Congratulations, resources, and other information related to business objectives and strategies. Overall, Apple's senior leadership team message indicates that the company values everyone, wants employees to understand the business, and collaborate and make a difference. The communication model at Apple is based on Maslow's hierarchy theory of needs. The company acknowledges the ascension of fulfillment between employees, the higher standards of achievement that come from workers, and the need for empowerment. They encourage, develop, and retain employees and create styles and open, honest, and inclusive work environments. Their motive is to have unitary decision-making, communicate business initiatives and project completion within specified time frames as a result of high group morale for company success. The interrelationships of individuals, groups, secure loyalty, commitment, collaboration, trust, and synergy establish confidence and respect through shared vision. The organization's success derives from respectful behavior. Successful ongoing relationships are cultivated and experienced so employees are more receptive to taking on new challenges, learning, inspiring mutual satisfaction, and productive capability. This exemplary performance generates a relationship among coworkers, managers, and senior leadership teams.

4. Challenges and Successes in Apple's International HRM

Apple Inc. has been seen as a highly innovative and highly successful company. It has developed a worldwide reputation for being at the forefront of technology, has revolutionized a number of consumer products (e.g., music, computer, phone, tablet) and has developed a 'fan base' of customers who eagerly anticipate the company's next product. Clearly, the products which Apple develops would not be possible without an individual who is highly skilled and has the engineering 'smarts' to develop 'iconic' products. However, it is the case that Apple, and other major companies, could do a better job in tapping into a global labor market. This labor market should enable Apple, for example, to hire an engineer from India for their headquarters located in Cupertino and to hire a designer from China to help create the newest version of the iPhone. Challenges Challenges in HRM at Apple may be broadly divided into two categories, namely (1) Challenges of International HRM and (2) Challenges of managing the HRM function in an organization which has work units dispersed across the globe. Human resources professionals, even with the most liberal outlooks, will have to connect with a diverse and varied group of workers who will challenge the HRM policy and practices of even the best of organizations. Even in a company which is managing HRM in the US, HRM professionals will have to accommodate and understand gender, race, ethnicity, and other lines of difference in a country that is rapidly becoming more pluralistic. With Apple and its global workforce, changes in HRM will magnify.

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Market research for Apple

Apple, founded by Steve Jobs is one of the big four of technology, the other three being Google, Amazon and Facebook. Headquartered in California, USA, it deals with computer software, consumer electronics, and online services. Let us talk about how this multinational company uses marketing research to contribute to the marketing plans. The data pertaining to the marketing product and services is collected and analysed in a systemic manner .This process is known as marketing research.The complications arising in the business can be solved by marketing research. It helps the company to understand the need of new customers, for example why a customer chose a particular company over another.

Apple uses the process of marketing research to learn about the needs of its customers and get their feedback on the products. This helps in maintaining a good relationship between the customer and the company. For a smooth running of the organization, it is important to understand the needs of the customers, understanding the competitors and the market environment. Apple gets feedback from its customers to serve them better by releasing a new product or by updating the ios. The company could have suffered if they did not take into consideration the feedback of the customers. Getting regular feedback from the customers is an important part of marketing research and can save the company from enduring heavy losses. It is important to understand the competitors as Apple competes with big brands like Samsung. Both these companies closely keep an eye at each other, from analyzing the sales to the products launched. They try to compete with each other to such an extent that they both release the same type of products at almost the same price range. Let us take the example of the smartwatches released by both the companies.

Understanding the environment of the market helps the company during market research. It can be carried out by SWOT analysis, which is a method to identify threats, strengths, and weaknesses of a certain organization. SWOT analysis is undertaken by organizations to detect their internal strengths and weaknesses and also identify external opportunities and threats. Apple also uses this analysis as a part of its marketing strategy.

Let us discuss the SWOT analysis of Apple. Apple has a brand value of more than $234 billion and is a valuable brand of the world. Their brand value increases every year. They have launched many products like IPhone, IPod, IPad, MacBook, Apple watch for their customers to purchase. They always focus on the feedback of their customers whenever they design their products. This is the reason Apple has become so successful over the years. They care about the happiness and satisfaction of the customers and this has helped them to grow over the years. Apple is one of the most well-known brands of the world and thus it has done the advertising very well to catch everyone’s attention. Without proper advertisement, they would not have been half as successful as they are now. This is the strength of Apple.

The most prominent weakness of Apple is its price range. The price of the phones is more than that of its competitor, Samsung. The price of Samsung’s two latest phones S8 and S8+ both offering 64 GB of memory space are priced at 669 Pound and 779 Pound respectively. Whereas the two latest phones IPhone 8 and IPhone 8+ both offering 64 GB of memory spaced are priced at 699 Pound and 799 Pound respectively. The price ranges of Samsung is thus much cheaper than Apple and can be afforded by mediocre people. This is a drawback for the company as not all people prefer expensive phones. Moving on to the opportunities in Apple, it can be said that Apple is among the most valuable and successful brands in the World and has created many opportunities over the years. It has decided to launch its own car line to expand its business. This will attract new customers like people who are planning to buy a new car or people who are interested in cars. They are supposed to launch ‘Apple car’ in the year 2020 . They hope that this car line will be a success like it’s precious products MacBook, IPhone, IPad, IPod. Let us now discuss the threats to Apple.

Apple’s MacBook laptop has a tremendous amount of competition between rival companies like Dell, Lenovo, and Sony. These rival companies are successful and purchased by customers all over the world. So Apple has to keep launching newer and innovative products to combat the rival companies. Apple marketing strategy mainly focuses on an attractive value proposition, effective use of product placement and positive reviews in social media as well as traditional media. Apple does not have any complex nature of marketing strategy rather it believes in keeping the marketing as simple as possible. Customers and prospects do not need overflow of information. Apple aims to maintain its brand image, sustain brand loyalty through complimentary products as a part of its marketing strategy. The 4 P’s of marketing are product, place, promotion, and price and Apple follows this as a part of its marketing strategy. It promotes its products through commercials, print ads, and social media. Apple contributes proactively to create positive reviews in the media. For example, it sends new products to select technology and media before sale to allow them to publish reviews. Apple’s massive success can be attributed to its unique marketing strategy and brand loyalty. It has established a strong connection with its customers over the years.

The above picture depicts the growth curve of Apple over the last few decades and also some of its notable product releases. In the recent years, the growth of Apple has been phenomenal and this can be attributed to the innovative and unique marketing strategy of Apple. The annual revenue keeps on increasing every year and this a proof of a successful marketing research. Marketing research has helped the company to reach the crest of success.

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Apple pays $12.1 million fine for alleged app market abuse in Russia - Antimonopoly Service

MOSCOW (Reuters) -U.S. tech giant Apple has paid a 906 million rouble ($12.12 million) fine in a Russian antitrust case alleging abuse of its dominance in the mobile apps market, Russia's Federal Antimonopoly Service (FAS) said on Monday.

Apple, which did not immediately respond to a request for comment, has previously "respectfully disagreed" with a FAS ruling that Apple's distribution of apps through its iOS operating system gave its own products a competitive advantage.

The FAS determined in August 2020 that Apple had abused its dominant position, then issued a directive requiring Apple to remove provisions giving it the right to reject third-party apps from its App Store.

That move followed a complaint from cybersecurity company Kaspersky Lab, which had said a new version of its Safe Kids application had been declined by Apple's operating system.

"Apple has paid a 906 million rouble antitrust fine," the FAS said in a statement on its Telegram channel.

Apple had appealed the decision at various stages, but had been unsuccessful and ultimately complied with the order, the FAS said.

In a separate case, the FAS in January said it had fined Apple around $17.4 million for allegedly forcing Russian developers to use Apple's payment services with the iOS App Store.

Apple paused all product sales in Russia a year ago, after Moscow despatched its armed forces to Ukraine, and limited its Apple Pay service in Russia.

($1 = 74.7265 roubles)

(Reporting by Caleb Davis and Alexander Marrow; Editing by Kevin Liffey)

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More than $1.8 billion of that total was stopped in 2023, per Apple, which is down from the $2 billion in potentially fraudulent transactions Apple reported preventing in 2022 . It also said it blocked over 14 million stolen credit cards and more than 3.3 million accounts from transacting again between 2020 and 2023.

As with any self-reported corporate metrics, the aim is to shape a narrative: In Apple’s case it’s a longstanding claim that its mobile ecosystem sets “the standard for security, reliability, and user experience”, as its blog post puts it.

It’s worth noting that counter-narratives do exist, such as the developer lawsuit Apple settled back in fall 2022 , which had raised complaints about unfair app rejections, scams and fraud.

The timing of Apple’s blog post coincides — coincidentally or not — with the kick-off of Google’s developer confab, I/O . That’s interesting because, in recent months, Mountain View has been running a pilot of a new automated anti-fraud measure for its own app store, Google Play, suggesting competition to burnish mobile security cred is heating up thanks to AI.

Apple’s other pressure point on ecosystem integrity comes from regulators. In the European Union the iPhone maker has, since February , been forced into allowing third-party app stores and app sideloading under the bloc’s Digital Markets Act (DMA). It must also let developers use third-party payment tech (rather than its own) if they wish. Apple argues the DMA’s enforced openness is weakening the security of its iOS ecosystem.

The “fourth annual fraud prevention analysis” Apple has published today offers a retrospective look at where its App Store ecosystem stood on stopping scams and other problematic behaviors before meddling EU regulators got involved.

It also reads like a marketing pitch to developers who, in the EU at least, have an increasing array of choices about how to distribute their apps , rather than being forced to submit to the Apple’s App Store to reach iOS users.

App Store integrity in the frame

Reporting additional metrics for 2023, Apple said it rejected more than 1.7 million app submissions for failing to meet its “stringent” standards for privacy, security and content. It also said its efforts to stop and reduce App Store fraud led to it terminating nearly 374 million developer and customer accounts, and removing “close to” 152 million ratings and reviews over fraud concerns.

Also in 2023, Apple said it shuttered close to 118,000 developer accounts — which its blog post notes is a marked decrease from the 428,000 terminations in the prior year (2022). It credits “continued improvements” in preventing the creation of potentially fraudulent accounts in the first place with this decrease, without specifying the changes it’s made.

In further actions last year, Apple said it rejected more than 91,000 developer enrollments for “fraud concerns” — preventing these accounts from submitting what it couched as “problematic apps” to the App Store. 

Apple’s App Review team has over 500 staff who Apple said are tasked with evaluating every app submission. “On average, the team reviews approximately 132,500 apps a week, and in 2023, reviewed nearly 6.9M app submissions while helping more than 192,000 developers publish their first app onto the App Store,” it wrote.

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When Giveaways Get Out of Hand

Red Lobster’s endless shrimp promotion worked. How did it also help bankrupt the company? Poole College's Michael Stanko explains.

Poole College marketing professor Michael Stanko authored this analysis of the Red Lobster bankruptcy and the shrimp special that helped it.

This week, Red Lobster announced it was declaring bankruptcy, due in part to a disastrously successful $20 endless shrimp promotion. 

The Red Lobster situation is more than a little peculiar. Red Lobster’s largest investor, Thai Union, is a provider of seafood, and it reportedly installed a CEO who simultaneously eliminated other shrimp suppliers and turned bottomless shrimp from a limited-time offer into a permanent menu item.

That doubly stressed the restaurant’s supply chain while market forces turned up the pressure elsewhere. As Chick-Fil-A, Jersey Mike’s, Chipotle, and other fast casual chains have grown in recent years, the environment has gotten tough for traditional sit-down restaurants such as Red Lobster.  There’s also been significant turnover of both restaurant staff and corporate executives. 

The massive traffic spike that resulted from the bottomless shrimp campaign compounded those pressures by creating operational and customer service issues at Red Lobster restaurants across the U.S.

“We were expecting an increase of 20% in customer traffic, but the actual number was up to 40%,” Thai Union CEO Thiraphong Chansiri said.

Mind the Cost of Finding Customers

So, how can a promotion that succeeds wildly also shoulder the blame for an $11 million loss ?  Looking holistically at customer acquisition costs helps us find an answer.

There are many ways a company can acquire customers, and each comes with costs. Pay-per-click digital advertising is what many companies think of first when they consider customer acquisition cost.  

Loss-leader pricing is another approach; subsidizing all-you-can-eat shrimp is a classic use of this tactic. The intention would typically be to draw customers and their guests, who would then indulge in higher-margin menu items, such as alcoholic beverages.

But there’s always the risk that continuously running a price promotion results in shifting to a customer base of price-sensitive consumers who tend not to spend elsewhere on the menu. Groupon is an example: There’s evidence that customers of Groupon vouchers, who also tend to be price-sensitive, often fail to purchase other menu items .  

Customer acquisition costs sometimes make marketers pursue crazy-sounding tactics. For instance, Fanatics Sportsbook offered $1000 in “bonus bets” to attract new customers as online sports gambling became legal in North Carolina in March.

Knowing the value of their customers helps marketers set limits on what they can spend to profitably acquire each customer. 

A Quick Case Study in Comparative Acquisition Costs

Artsplosure, a big art festival in downtown Raleigh, happened this past weekend, and I observed something there that illustrates how marketers assess customer acquisition costs. 

At a State Farm booth, employees gave away free personalized bobbleheads to anyone willing to have an insurance quote sent to them.

How can State Farm afford to give custom bobbleheads to entire families just for getting a quote? You have to consider the cost of other approaches. Take pay-per-click advertising: “Insurance” is a very expensive keyword on Google Ads, at over $50 per click.

Fifty dollars buys a lot of bobbleheads. So, it may make sense for the free stuff to keep on coming.   

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Kids and adults gather at a Memorial Day parade to honor and celebrate veterans in South Portland. Sofia Aldinio/ Staff Photographer

BATH 10 a.m. Monday. Parade begins at 200 Congress Ave. and concludes at Library Park and will be followed by a wreath-laying service at 11 a.m.

BERWICK 11 a.m. Monday. Parade begins at Berwick Town Hall/Sullivan Square and proceeds to Lord’s Cemetery by way of Wilson and Allen streets. After a ceremony there, the parade will continue down Saw Mill Hill Street with a pause at the Somersworth-Berwick Bridge for a brief memorial service for those lost at sea. The parade ends at Sullivan Square with a memorial service honoring area veterans.

BIDDEFORD-SACO Opening ceremony at 9:55 a.m. Monday at Saco City Hall. Parade starts at 10 a.m. from Saco City Hall and proceeds along Main Street and down York Hill into Biddeford, continues along Main Street, onto Alfred Street and finishes at Veteran’s Memorial Park with a closing ceremony at 10:45 a.m.

BRUNSWICK-TOPSHAM 9 a.m. Monday. Parade proceeds from Topsham Town Hall, pauses for observances while crossing the Brunswick-Topsham bridge, and concludes at the Brunswick Mall.

CAPE ELIZABETH 9 a.m. Monday. Parade begins at the middle school parking lot, turns right on Scott Dyer Road, right onto Route 77 and ends at the village green adjacent to the town hall. A brief ceremony and laying of the wreath will be held at the Village Green after the parade.

CUMBERLAND 8 a.m. Monday. Kids run at Greely High School followed by 5K Run and Remember race at 8:30 a.m. Parade starts at 10 a.m. at Mabel I. Wilson School and ends at the veterans’ monument in Moss Side Cemetery in Cumberland Center, where a ceremony will be held at 10:30 a.m. Advertisement

FALMOUTH 10 a.m. Monday. Parade proceeds from 65 Depot Road (Falmouth American Legion) to Pine Grove Park, where a ceremony will be held.

FREEPORT 9:30 a.m. Monday. Parade proceeds from Holbrook Street, heads north on Main and makes a right onto School Street, then right onto Park Street, ending in Memorial Park. There will be a small ceremony in Memorial Park starting at 10 a.m.

GORHAM 11 a.m. Monday. Parade starts at Village School (12 Robie St.) and ends at Eastern Cemetery on Johnson Road.

GRAY 11:30 a.m. Monday. Parade leaves the Russell School (8 Gray Park), proceeds to Shaker Road and continues to the Soldiers Monument at the intersection of Routes 26 and 3 for a wreath-laying ceremony. Parade continues north to the American Legion Post (15 Lewiston Road) for a closing ceremony.

LYMAN 1 p.m. Monday. Parade starts at Waterhouse Road/Mill Pond in Goodwins Mills and ends at the Lyman Town Hall on South Waterboro Road.

NEW GLOUCESTER 9 a.m. Monday. Parade leaves from Memorial Elementary School (86 Intervale Road) and heads down Intervale Road to Route 100/202 to Veterans Park for a memorial service. The parade will reconvene and go down Peacock Hill Road, then take a left on Gilmore Road. Advertisement

OLD ORCHARD BEACH 1 p.m. Monday. Parade starts at the corner of Ballpark Way and E. Emerson Cumming Boulevard and proceeds down Saco Avenue, Old Orchard Beach Street to First Street and ends at Veteran’s Memorial Park.

PORTLAND 2 p.m. Monday. The procession starts at Longfellow School (432 Stevens Ave.) and ends at Evergreen Cemetery for a commemoration ceremony.

SANFORD 10 a.m. Monday. The parade starts at the Sanford Armory (88 William Oscar Emery Drive), proceeds up Gowen Park Drive and ends at Central Park.

SCARBOROUGH 10 a.m. Monday. Parade starts at Scarborough High School, turns onto Route 114 and then Route 1, past town offices to the Maine Veterans Home and concludes with a ceremony there.

SOUTH PORTLAND 10:30 a.m. Monday. Parade starts at Southern Maine Community College parking lot, proceeds down Broadway to the Veterans Monument for a short Memorial Day recognition service.

WELLS 9 a.m. Monday. Parade starts at Wells High School (200 Sanford Road) and proceeds to Ocean View Cemetery for a ceremony and musical performances. Advertisement

WESTBROOK 10 a.m. Monday. Parade proceeds down Main Street and will be followed by a ceremony in Riverbank Park.

WINDHAM 9 a.m. Monday. Parade starts at Windham Town Hall and proceeds onto Route 202 toward Windham High School. At 10 a.m., there will be a ceremony in front of Windham’s Veterans Memorial Flagpole at Windham High School.

YARMOUTH 10 a.m. Monday. Parade leaves from Yarmouth High School (286 West Elm St.) and proceeds to the Memorial Green at Town Hall for a ceremony.

YORK 10 a.m. Monday. Parade starts near St. Christopher’s Church (4 Barrell Lane) and proceeds down York Street to York Town Hall.

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