About 'it marketing jobs'|Age In The Job Market – It’s All In Your Mind
Ｓｔｅｖｅ Ｌｉｎｋ Ｃａｓｅ 10 Ａｐｐｌｅ Ｃｏｍｐｕｔｅｒ ａｎｄ Ｓｔｅｖｅ Ｐ. Ｊｏｂｓ ＣＵＲＲＥＮＴ ＳＩＴＵＡＴＩＯＮ · Ｐｅｒｆｏｒｍａｎｃｅ Ｔｈｅ ｃｕｒｒｅｎｔ ｐｅｒｆｏｒｍａｎｃｅ ａｔ Ａｐｐｌｅ Ｉｎｃ. ｓｈｏｗｓ ａ ｓｌｉｇｈｔｌｙ ｈｉｇｈｅｒ ｇｒｏｓｓ ｍａｒｇｉｎ ｐｅｒｃｅｎｔａｇｅ ｏｆ 33.9 ｃｏｍｐａｒｅｄ ｔｏ 32.9 ｆｏｒ ｔｈｅ ｐｒｅｖｉｏｕｓ ｙｅａｒ. Ｔｈｉｓ ｉｓ ｂａｓｅｄ ｏｎ ｆｉｇｕｒｅｓ ｆｒｏｍ ｔｈｅ ｑｕａｒｔｅｒｌｙ ｒｅｐｏｒｔ ｅｎｄｉｎｇ Ｍａｒｃｈ 29, 2008 ａｎｄ ｔｈｅ ｄａｔｅ ｆｏｒ ｔｈｅ ｃｏｍｐａｒｉｓｏｎ ｆｉｇｕｒｅ ｉｓ ｔｈｅ ｐｒｅｖｉｏｕｓ ｙｅａｒ ｅｎｄｉｎｇ Ｍａｒｃｈ 31, 2007. Ｔｈｅ ｒｅｖｅｎｕｅ ｆｏｒ ｔｈａｔ ｓａｍｅ ｑｕａｒｔｅｒ ｗａｓ $7.51 ｂｉｌｌｉｏｎ ｗｉｔｈ ａ ｎｅｔ ｑｕａｒｔｅｒｌｙ ｐｒｏｆｉｔ ｏｆ $1.05 ｂｉｌｌｉｏｎ. Ｔｈｅ Ｍａｃｉｎｔｏｓｈ ｃｏｍｐｕｔｅｒｓ ｕｎｉｔ ｓｈｏｗｅｄ ａ 51% ｕｎｉｔ ｇｒｏｗｔｈ ｗｈｉｌｅ ｔｈｅ ＩＰＯＤ ｕｎｉｔ ｓｈｏｗｅｄ ａ 1% ｕｎｉｔ ｇｒｏｗｔｈ. Ａｃｃｏｒｄｉｎｇ ｔｏ Ｓｔｅｖｅ Ｊｏｂｓ, Ａｐｐｌｅ'ｓ ＣＥＯ, "Ｗｅ'ｒｅ ｄｅｌｉｇｈｔｅｄ ｔｏ ｒｅｐｏｒｔ 43 ｐｅｒｃｅｎｔ ｒｅｖｅｎｕｅ ｇｒｏｗｔｈ ａｎｄ ｔｈｅ ｓｔｒｏｎｇｅｓｔ Ｍａｒｃｈ ｑｕａｒｔｅｒ ｒｅｖｅｎｕｅ ａｎｄ ｅａｒｎｉｎｇｓ ｉｎ Ａｐｐｌｅ'ｓ ｈｉｓｔｏｒｙ." · Ｓｔｒａｔｅｇｉｃ Ｐｏｓｔｕｒｅ ｏ Ｃｕｒｒｅｎｔ Ｍｉｓｓｉｏｎ "Ａｐｐｌｅ ｉｇｎｉｔｅｄ ｔｈｅ ｐｅｒｓｏｎａｌ ｃｏｍｐｕｔｅｒ ｒｅｖｏｌｕｔｉｏｎ ｉｎ ｔｈｅ 1970ｓ ｗｉｔｈ ｔｈｅ Ａｐｐｌｅ ＩＩ ａｎｄ ｒｅｉｎｖｅｎｔｅｄ ｔｈｅ ｐｅｒｓｏｎａｌ ｃｏｍｐｕｔｅｒ ｉｎ ｔｈｅ 1980ｓ ｗｉｔｈ ｔｈｅ Ｍａｃｉｎｔｏｓｈ. Ｔｏｄａｙ, Ａｐｐｌｅ ｃｏｎｔｉｎｕｅｓ ｔｏ ｌｅａｄ ｔｈｅ ｉｎｄｕｓｔｒｙ ｉｎ ｉｎｎｏｖａｔｉｏｎ ｗｉｔｈ ｉｔｓ ａｗａｒｄ-ｗｉｎｎｉｎｇ ｃｏｍｐｕｔｅｒｓ, ＯＳ Ｘ ｏｐｅｒａｔｉｎｇ ｓｙｓｔｅｍ ａｎｄ ｉＬｉｆｅ ａｎｄ ｐｒｏｆｅｓｓｉｏｎａｌ ａｐｐｌｉｃａｔｉｏｎｓ. Ａｐｐｌｅ ｉｓ ａｌｓｏ ｓｐｅａｒｈｅａｄｉｎｇ ｔｈｅ ｄｉｇｉｔａｌ ｍｅｄｉａ ｒｅｖｏｌｕｔｉｏｎ ｗｉｔｈ ｉｔｓ ｉＰｏｄ ｐｏｒｔａｂｌｅ ｍｕｓｉｃ ａｎｄ ｖｉｄｅｏ ｐｌａｙｅｒｓ ａｎｄ ｉＴｕｎｅｓ ｏｎｌｉｎｅ ｓｔｏｒｅ, ａｎｄ ｈａｓ ｅｎｔｅｒｅｄ ｔｈｅ ｍｏｂｉｌｅ ｐｈｏｎｅ ｍａｒｋｅｔ ｗｉｔｈ ｉｔｓ ｒｅｖｏｌｕｔｉｏｎａｒｙ ｉＰｈｏｎｅ." ｏ Ｃｕｒｒｅｎｔ Ｏｂｊｅｃｔｉｖｅｓ Ｔｈｅ ｃｏｍｐａｎｙ'ｓ ｏｂｊｅｃｔｉｖｅｓ ｓｈｏｗ ｔｈｒｏｕｇｈ ｔｈｅ ｐｌａｎｓ ａｎｄ ｍａｒｋｅｔｉｎｇ ｔｈａｔ ａｒｅ ｃｕｒｒｅｎｔｌｙ ｉｎ ｐｌａｃｅ. § Ｉｎｃｒｅａｓｅ Ｍａｃｉｎｔｏｓｈ ｐｒｅｓｅｎｃｅ ｉｎ ｔｈｅ ａｒｅａｓ ｏｆ ｅｄｕｃａｔｉｏｎ ａｎｄ ｂｕｓｉｎｅｓｓ. § Ｉｍｐｒｏｖｅ ｓａｌｅｓ ｏｆ ＩＰＯＤ ｍｕｓｉｃ ｄｅｖｉｃｅｓ. § Ｉｎｔｒｏｄｕｃｅ ａｎｄ ｍａｒｋｅｔ ｎｅｗ ｄｅｖｉｃｅｓ ａｎｄ ｃｏｎｃｅｐｔｓ ｓｕｃｈ ａｓ Ａｐｐｌｅ ＴＶ. § Ｓｈｏｗ ａ ｐｒｅｓｓｉｎｇ ｃｏｎｃｅｒｎ ｔｏ ｂｅ "ｇｒｅｅｎ." Ａｐｐｌｅ'ｓ ｅｎｖｉｒｏｎｍｅｎｔａｌ ｐｏｌｉｃｙ ｈａｓ ｔａｋｅｎ ｑｕｉｔｅ ａ ｂｉｔ ｏｆ ｆｌａｃｋ ｉｎ ｔｈｅ ｐｒｅｓｓ ｉｎ ｔｈｅ ｐａｓｔ ｆｅｗ ｙｅａｒｓ. Ｔｈａｔ ｉｓ ｂｅｉｎｇ ｗｏｒｋｅｄ ｏｎ ｆｒｏｍ ｍｕｌｔｉｐｌｅ ａｎｇｌｅｓ. § Ｔｈｅ ｍａｉｎ ｏｂｊｅｃｔｉｖｅ ｏｆ ａｎｙ ｂｕｓｉｎｅｓｓ ｉｓ ｔｏ ｍａｋｅ ｍｏｎｅｙ ｆｏｒ ｔｈｅ ｓｈａｒｅｈｏｌｄｅｒｓ ｓｏ ｉｔ ｃａｎ ｓｔａｙ ｉｎ ｂｕｓｉｎｅｓｓ. ｏ Ｃｕｒｒｅｎｔ Ｓｔｒａｔｅｇｉｅｓ § Ｏｎｅ ｉｍｐｏｒｔａｎｔ ｓｔｒａｔｅｇｙ ｉｓ ｔｈｅ "ｐｒｉｎｃｉｐｌｅｓ ｏｆ ｂｕｓｉｎｅｓｓ ｃｏｎｄｕｃｔ" ｓｔａｔｅｍｅｎｔ ｗｈｉｃｈ ｏｕｔｌｉｎｅｓ ｆｉｖｅ ｓｔｒａｔｅｇｉｃ ｐｒｉｎｃｉｐｌｅｓ - ｈｏｎｅｓｔｙ, ｒｅｓｐｅｃｔ, ｃｏｎｆｉｄｅｎｔｉａｌｉｔｙ, ｃｏｍｍｕｎｉｔｙ, ａｎｄ ｃｏｍｐｌｉａｎｃｅ. § Ｄｅｓｉｇｎ, ｍａｎｕｆａｃｔｕｒｅ, ａｎｄ ｍａｒｋｅｔ ｃｏｍｐｕｔｅｒｓ, ｍｕｓｉｃ ｐｌａｙｅｒｓ, ａｎｄ ｃｏｍｍｕｎｉｃａｔｉｏｎ ｄｅｖｉｃｅｓ ｏｎ ａ ｗｏｒｌｄｗｉｄｅ ｓｃａｌｅ. § Ｐｒｏｖｉｄｅ ｉｎｎｏｖａｔｉｖｅ ｐｒｏｄｕｃｔｓ ａｎｄ ｓｏｌｕｔｉｏｎｓ ｔｏ ｔｈｅ ｐｒｏｆｅｓｓｉｏｎａｌ, ｃｏｎｓｕｍｅｒ, ａｎｄ ｅｄｕｃａｔｉｏｎ ｍａｒｋｅｔ ｔｏ ｒｕｎ ｃｏｍｐｌｅｘ ａｐｐｌｉｃａｔｉｏｎｓ ｕｓｉｎｇ ａ ｈｉｇｈ ｑｕａｌｉｔｙ ｕｓｅｒ ｉｎｔｅｒｆａｃｅ. § Ｃｒｅａｔｅ ｐｒｏｄｕｃｔｓ ｔｈａｔ ｃｏｎｎｅｃｔ ｔｏ ａ ｗｉｄｅ ｒａｎｇｅ ｏｆ ｄｉｇｉｔａｌ ｄｅｖｉｃｅｓ ｗｉｔｈ ｔｈｅ ｌｅａｓｔ ａｍｏｕｎｔ ｏｆ ｕｓｅｒ ｉｎｔｅｒａｃｔｉｏｎ ｐｏｓｓｉｂｌｅ. § Ｍａｉｎｔａｉｎ ｔｈｅ ｕｎｉｑｕｅ ｐｏｓｉｔｉｏｎ ｏｆ ｂｅｉｎｇ ｔｈｅ ｏｎｌｙ ｃｏｍｐｕｔｅｒ ｉｎｄｕｓｔｒｙ ｐａｒｔｉｃｉｐａｎｔ ｗｈｏ ｃｏｎｔｒｏｌｓ ｔｈｅ ｄｅｓｉｇｎ ａｎｄ ｄｅｖｅｌｏｐｍｅｎｔ ｏｆ ｔｈｅ ｅｎｔｉｒｅ ｌｉｎｅ ｏｆ ｐｅｒｓｏｎａｌ ｃｏｍｐｕｔｅｒ ｈａｒｄｗａｒｅ ａｎｄ ｓｏｆｔｗａｒｅ ａｌｏｎｇ ｗｉｔｈ ｔｈｉｓ ｃｏｎｔｒｏｌ ｏｖｅｒ ｍｕｓｉｃ ｐｌａｙｅｒｓ ａｎｄ ｍｏｂｉｌｅ ｃｏｍｍｕｎｉｃａｔｉｏｎ ｄｅｖｉｃｅｓ. § Ｉｎｃｒｅａｓｅ ｐｒｏｄｕｃｔ ａｗａｒｅｎｅｓｓ ｔｈｒｏｕｇｈ ｉｎｃｒｅａｓｅｄ ｉｎｖｅｓｔｍｅｎｔ ａｎｄ ｍａｒｋｅｔｉｎｇ ａｎｄ ａｄｖｅｒｔｉｓｉｎｇ ｐｒｏｇｒａｍｓ. § Ｕｔｉｌｉｚｅ ｄｉｒｅｃｔ ａｎｄ ｉｎｄｉｒｅｃｔ ｄｉｓｔｒｉｂｕｔｉｏｎ ｃｈａｎｎｅｌｓ ｐｒｏｐｅｒｌｙ ｓｔａｆｆｅｄ ｉｎ ｏｒｄｅｒ ｔｏ ｐｒｏｄｕｃｅ ａ ｑｕａｌｉｔｙ ｓａｌｅｓ ｅｘｐｅｒｉｅｎｃｅ ａｎｄ ａｆｔｅｒ ｓａｌｅｓ ｓｕｐｐｏｒｔ. ｏ Ｃｕｒｒｅｎｔ Ｐｏｌｉｃｉｅｓ § Ｃｏｍｐｌｙ ｗｉｔｈ ｆｅｄｅｒａｌ ｌａｗｓ ｅｎａｃｔｅｄ ｆｏｒ ｔｈｅ ｐｒｏｔｅｃｔｉｏｎ ｏｆ ｔｈｅ ｅｎｖｉｒｏｎｍｅｎｔ. § Ｒｅｓｅａｒｃｈ ａｎｄ ａｄｈｅｒｅ ｔｏ ｉｎｄｉｖｉｄｕａｌ ｌｏｃａｌ ａｎｄ ｓｔａｔｅ ｒｅｇｕｌａｔｉｏｎｓ ｒｅｇａｒｄｉｎｇ ｅｎｖｉｒｏｎｍｅｎｔａｌｌｙ ｓｏｕｎｄ ｒｅｃｙｃｌｉｎｇ ａｎｄ ｄｉｓｐｏｓａｌ ｍｅｔｈｏｄｓ. § Ｄｉｓｃａｒｄ ｂａｃｋ ｏｒｄｅｒｓ ａｓ ａ ｍｅｔｈｏｄ ｏｆ ｄｅｔｅｒｍｉｎｉｎｇ ａｎｙ ｐａｒｔｉｃｕｌａｒ ｌｅｖｅｌ ｏｆ ｒｅｖｅｎｕｅ ｏｒ ｆｉｎａｎｃｉａｌ ｐｅｒｆｏｒｍａｎｃｅ. § Ａｃｃｅｐｔ ｓｅａｓｏｎａｌ ｂｕｓｉｎｅｓｓ ａｓ ａｎ ｏｐｐｏｒｔｕｎｉｔｙ ｉｎｓｔｅａｄ ｏｆ ａｎ ｉｎｄｉｃａｔｏｒ ｏｆ ａ ｐｏｓｓｉｂｌｅ ｔｒｅｎｄ ｉｎ ｓａｌｅｓ. § Ｕｓｅ ｓｏｌｅ-ｓｏｕｒｃｉｎｇ ｆｏｒ ｃｒｉｔｉｃａｌ ｃｏｍｐｏｎｅｎｔｓ ｆｒｏｍ ｖｅｎｄｏｒｓ ｉｎ ｔｈｅ Ｕ.Ｓ., Ｓｉｎｇａｐｏｒｅ, Ｃｈｉｎａ, Ｋｏｒｅａ, ａｎｄ Ｊａｐａｎ. § Ｃｏｎｔｉｎｕａｌｌｙ ｄｅｖｅｌｏｐ ｉｎｎｏｖａｔｉｏｎｓ ｉｎｔｏ ａｌｌ ｐｒｏｄｕｃｔ ｌｉｎｅｓ ｔｏ ｒｅｍａｉｎ ｃｏｍｐｅｔｉｔｉｖｅ ｉｎ ｔｈｅ ｍａｒｋｅｔｓ ａｎｄ ｓｔａｙ ａｈｅａｄ ｏｆ ｏｒ ｓｕｒｐａｓｓ ｔｈｅ ｌｅａｄｅｒ ｉｎ ｅａｃｈ ｍａｒｋｅｔ ｉｎ ｗｈｉｃｈ ｗｅ ａｒｅ ｉｎｖｏｌｖｅｄ. ＣＯＲＰＯＲＡＴＥ ＧＯＶＥＲＮＡＮＣＥ · Ｂｏａｒｄ ｏｆ Ｄｉｒｅｃｔｏｒｓ ｏ Ｅｉｇｈｔ ｍｅｍｂｅｒｓ ｏｎ Ａｐｐｌｅ Ｉｎｃ'ｓ ｂｏａｒｄ (ｍｉｎｉｍｕｍ ｏｆ ｆｉｖｅ, ｎｏ ｍｏｒｅ ｔｈａｎ ｎｉｎｅ). ｏ Ｂｏａｒｄ ｍｅｍｂｅｒｓ ａｒｅ ｅｌｅｃｔｅｄ ｔｏ ｏｎｅ ｙｅａｒ ｔｅｒｍｓ. ｏ Ｉｆ ａ ｄｉｒｅｃｔｏｒ'ｓ ｐｏｓｉｔｉｏｎ ｃｈａｎｇｅｓ ｔｈｒｏｕｇｈ ｒｅｔｉｒｅｍｅｎｔ ｏｆ ａｃｃｅｐｔａｎｃｅ ｏｆ ａ ｐｏｓｉｔｉｏｎ ｏｔｈｅｒ ｔｈａｎ ｔｈａｔ ｈｅｌｄ ｗｈｅｎ ｅｌｅｃｔｅｄ ｔｏ ｔｈｅ ｂｏａｒｄ, ｒｅｓｉｇｎａｔｉｏｎ ｆｒｏｍ ｔｈｅ ｂｏａｒｄ ｉｓ ｅｘｐｅｃｔｅｄ ｔｏ ｂｅ ｔｅｎｄｅｒｅｄ. Ｔｈｉｓ ｗｉｌｌ ｇｉｖｅ ｔｈｅ ｎｏｍｉｎａｔｉｎｇ ａｎｄ ｇｏｖｅｒｎａｎｃｅ ｃｏｍｍｉｔｔｅｅ ａｎ ｏｐｐｏｒｔｕｎｉｔｙ ｔｏ ｃｏｎｓｉｄｅｒ ｔｈｅ ｅｆｆｅｃｔｓ ｏｆ ｔｈｅ ｎｅｗ ｒｅｓｐｏｎｓｉｂｉｌｉｔｉｅｓ. ｏ Ｄｉｖｅｒｓｉｆｉｅｄ ｑｕａｌｉｆｉｃａｔｉｏｎｓ ａｎｄ ｅｘｐｅｒｉｅｎｃｅ ｏｎ ｂｏａｒｄ. ｏ Ｂｏａｒｄ ｍｅｍｂｅｒｓ ｔａｋｅ ａ ｐｒｏａｃｔｉｖｅ ａｎｄ ｆｏｃｕｓｅｄ ａｐｐｒｏａｃｈ ｔｏ ｅｎｓｕｒｅ ｃｏｍｐｅｔｅｎｔ ａｎｄ ｅｔｈｉｃａｌ ｏｐｅｒａｔｉｏｎ ｏｆ Ａｐｐｌｅ, Ｉｎｃ. ｏ Ｎｏ ｐｏｌｉｃｉｅｓ ｉｎ ｐｌａｃｅ ｔｏ ｓｅｐａｒａｔｅ ｔｈｅ ｒｏｌｅｓ ｏｆ ＣＥＯ ａｎｄ Ｃｈａｉｒｍａｎ ｏｆ ｔｈｅ Ｂｏａｒｄ. Ａｄｄｉｔｉｏｎａｌｌｙ, ｎｏ ｐｏｌｉｃｉｅｓ ｓｐｅｃｉｆｙ ｗｈｅｔｈｅｒ ｔｈｅ ｓｅｌｅｃｔｅｄ Ｃｈａｉｒｍａｎ ｗｉｌｌ ｂｅ ａｎ ｅｘｔｅｒｎａｌ ｏｒ ｉｎｔｅｒｎａｌ ｍｅｍｂｅｒ. ｏ Ｔｈｒｅｅ ｂｏａｒｄ ｍｅｍｂｅｒｓ ａｒｅ ａｌｓｏ ｔｉｅｄ ｔｏ Ｇｏｏｇｌｅ'ｓ ｂｏａｒｄ. ｏ Ｏｎｌｙ ｉｎｔｅｒｎａｌ ｍｅｍｂｅｒ ｏｆ ｔｈｅ ｂｏａｒｄ ｉｓ Ｓｔｅｖｅ Ｐ. Ｊｏｂｓ, ＣＥＯ. · Ｔｏｐ Ｍａｎａｇｅｍｅｎｔ ｏ Ｔｉｍｏｔｈｙ Ｄ. Ｃｏｏｋ, Ｃｈｉｅｆ Ｏｐｅｒａｔｉｎｇ Ｏｆｆｉｃｅｒ, ｆｏｒｍｅｒｌｙ ｓｅｒｖｅｄ ａｓ Ｅｘｅｃ ＶＰ ｏｆ Ｗｏｒｌｄｗｉｄｅ Ｓａｌｅｓ ａｎｄ Ｏｐｅｒａｔｉｏｎｓ ａｌｏｎｇ ｗｉｔｈ ｏｔｈｅｒ Ｖｉｃｅ Ｐｒｅｓｉｄｅｎｔ ｐｏｓｉｔｉｏｎｓ ｈｅｌｄ ａｔ Ａｐｐｌｅ. Ｐｒｉｏｒ ｐｏｓｉｔｉｏｎｓ ｈｅｌｄ ｗｅｒｅ ｗｉｔｈ Ｃｏｍｐａｑ ａｎｄ ＩＢＭ. Ｍｒ. Ｃｏｏｋ ｉｓ ａ ｍｅｍｂｅｒ ｏｆ ｔｈｅ ｂｏａｒｄ ｏｆ ｄｉｒｅｃｔｏｒｓ ａｔ Ｎｉｋｅ, Ｉｎｃ. ｏ Ｄａｎｉｅｌ Ｃｏｏｐｅｒｍａｎ, Ｓｅｎｉｏｒ Ｖｉｃｅ Ｐｒｅｓｉｄｅｎｔ ｓｅｒｖｅｄ ｉｎ ｔｈｅ ｓａｍｅ ｐｏｓｉｔｉｏｎ ａｔ Ｏｒａｃｌｅ ｓｉｎｃｅ Ｆｅｂｒｕａｒｙ 1997 ｂｅｆｏｒｅ ｊｏｉｎｉｎｇ Ａｐｐｌｅ ｉｎ 2007. ｏ Ｓｉｘ ｏｔｈｅｒ Ｓｅｎｉｏｒ Ｖｉｃｅ Ｐｒｅｓｉｄｅｎｔｓ ｌｉｓｔｅｄ ａｓ Ｅｘｅｃｕｔｉｖｅ Ｏｆｆｉｃｅｒｓ ｏｆ ｔｈｅ Ｒｅｇｉｓｔｒａｎｔ. ｏ Ｖａｒｉｅｄ ｔｏｐ ｍａｎａｇｅｍｅｎｔ ｅｘｐｅｒｉｅｎｃｅ ｉｎｃｌｕｄｅｓ ａ ｌａｗ ｆｉｒｍ ｐａｒｔｎｅｒ (Ｃｏｏｐｅｒｍａｎ), ｒｅｔａｉｌ ｍｅｒｃｈａｎｄｉｓｉｎｇ (Ｒｏｎａｌｄ Ｊｏｈｎｓｏｎ), ａｎｄ ｒｅｓｅａｒｃｈ ｅｎｇｉｎｅｅｒｉｎｇ (Ｂｅｒｔｒａｎｄ Ｓｅｒｌｅｔ), ａｍｏｎｇ ｏｔｈｅｒ ｃｏｍｐｕｔｅｒ ｈａｒｄｗａｒｅ, ｓｏｆｔｗａｒｅ, ａｎｄ ｓｅｒｖｉｃｅｓ ｒｅｌａｔｅｄ ｐｏｓｉｔｉｏｎｓ. ｏ Ｔｈｅ ａｖｅｒａｇｅ ａｇｅ ｏｆ ｔｈｅｓｅ ｏｆｆｉｃｅｒｓ ｉｓ 47. ＥＸＴＥＲＮＡＬ ＥＮＶＩＲＯＮＭＥＮＴ (ＥＦＡＳ: Ｅｘｈｉｂｉｔ 1) · Ｓｏｃｉｅｔａｌ Ｅｎｖｉｒｏｎｍｅｎｔ ｏ Ｏｐｐｏｒｔｕｎｉｔｉｅｓ § Ｔｈｅ ａｂｉｌｉｔｙ ｔｏ ｈｉｒｅ ａｎｄ ｒｅｔａｉｎ ｑｕａｌｉｆｉｅｄ ｓｔａｆｆ ｉｓ ａ ｎｅｃｅｓｓｉｔｙ ｉｎ ｍａｉｎｔａｉｎｉｎｇ ｃｏｍｐｅｔｉｔｉｖｅｎｅｓｓ ｉｎ ｔｈｅ ｍａｒｋｅｔｐｌａｃｅ. § Ｉｎｃｒｅａｓｉｎｇ ｔｈｅ ｎｕｍｂｅｒ ｏｆ ｐａｔｅｎｔｓ ａｎｄ ｃｏｐｙｒｉｇｈｔｓ ａｗａｒｄｅｄ ｔｏ ｒｅｐｒｅｓｅｎｔａｔｉｖｅｓ ｏｆ ｔｈｅ ｃｏｍｐａｎｙ ｔｏｕｔｓ ｔｈｅ ｉｎｎｏｖａｔｉｖｅ ａｔｔｉｔｕｄｅ ｏｆ Ａｐｐｌｅ ａｎｄ ｉｔｓ ｓｔａｆｆ. § Ｉｍｐｒｏｖｉｎｇ ｓｏｕｒｃｉｎｇ ｐｒｏｃｅｄｕｒｅｓ ｆｏｒ ｔｈｅ ｒａｗ ｍａｔｅｒｉａｌｓ ｕｓｅｄ ｉｎ Ａｐｐｌｅ'ｓ ｐｒｏｄｕｃｔｓ ｃａｎ ｒｅｄｕｃｅ ｃｏｓｔｓ ａｎｄ ａｓｓｉｓｔ ｃｏｍｐｅｔｉｔｉｖｅｎｅｓｓ ｗｈｅｎ ｔｈｏｓｅ ｓａｖｉｎｇｓ ａｒｅ ｐａｓｓｅｄ ｔｏ ｔｈｅ ｃｕｓｔｏｍｅｒ. § Ｓｅａｒｃｈｉｎｇ ｆｏｒ ａｎｄ ｔａｋｉｎｇ ａｄｖａｎｔａｇｅ ｏｆ ｆｏｒｅｉｇｎ ｏｐｐｏｒｔｕｎｉｔｉｅｓ ａｒｅ ａ ｌａｒｇｅ ｏｐｐｏｒｔｕｎｉｔｙ ａｓ ｌｏｎｇ ａｓ ｔｈｅ ａｓｓｏｃｉａｔｅｄ ｃｏｓｔｓ ａｒｅ ｎｏｔ ｉｎｓｕｒｍｏｕｎｔａｂｌｅ. § Ｔｈｅ ｉｎｃｒｅａｓｉｎｇ ｗｏｒｌｄｗｉｄｅ ｎｕｍｂｅｒ ｏｆ ｃｏｍｐｕｔｅｒ ｓａｖｖｙ ｃｉｔｉｚｅｎｓ ｐｒｏｖｉｄｅｓ ａｎ ｅｖｅｒ-ｗｉｄｅｎｉｎｇ ｂａｓｅ ｔｏ ｔａｒｇｅｔ ｆｏｒ ａｄｖｅｒｔｉｓｉｎｇ ａｎｄ ｎｅｗ ｐｒｏｄｕｃｔ ｄｅｖｅｌｏｐｍｅｎｔｓ. ｏ Ｔｈｒｅａｔｓ § Ｔｈｅ ｎｕｍｅｒｏｕｓ ｌａｗｓｕｉｔｓ ａｎｄ ｏｔｈｅｒ ｌｉｔｉｇａｔｉｏｎ ｉｎ ｐｒｏｇｒｅｓｓ ａｇａｉｎｓｔ Ａｐｐｌｅ, Ｉｎｃ. ｓｅｅｍｓ ｌｉｋｅ ａ ｄｉｓｔｒａｃｔｉｏｎ ｆｒｏｍ ｔｈｅ ｎｅｃｅｓｓｉｔｉｅｓ ｏｆ ｒｕｎｎｉｎｇ ａ ｂｕｓｉｎｅｓｓ. Ｔｈｅ ｆｉｎａｎｃｉａｌ ｏｕｔｃｏｍｅ ｏｆ ｔｈｅ ｌａｗｓｕｉｔｓ ｃｏｕｌｄ ｈａｖｅ ａ ｎｅｇａｔｉｖｅ ｅｆｆｅｃｔ ｏｎ ｔｈｅ ｃｏｍｐａｎｙ'ｓ ｐｒｏｆｉｔｓ. § Ｌｏｓｉｎｇ ｍａｒｋｅｔ ｓｈａｒｅ ｔｏ ｃｏｍｐｅｔｉｔｏｒｓ ｉｎ ｔｏｄａｙ'ｓ ｂｕｓｉｎｅｓｓ ｗｏｒｌｄ ｉｓ ａｌｗａｙｓ ａ ｃｏｎｓｉｄｅｒａｔｉｏｎ. Ｄｅｄｉｃａｔｉｎｇ ａｓ ｍｕｃｈ ｉｎ ｒｅｓｏｕｒｃｅｓ ａｓ ｐｏｓｓｉｂｌｅ ｔｏ Ｒ&Ｄ ａｎｄ ｎｅｗ ｄｅｖｅｌｏｐｍｅｎｔｓ ｓｔｉｌｌ ｄｏｅｓ ｎｏｔ ｇｕａｒａｎｔｅｅ ｓｕｃｃｅｓｓ. § Ｉｎｖｅｎｔｏｒｙ ａｎｄ ｏｔｈｅｒ ａｓｓｅｔｓ ｃｏｕｌｄ ｂｅｃｏｍｅ ａ ｐｏｔｅｎｔｉａｌ ｔｈｒｅａｔ ｗｉｔｈ ｔｈｅ ｖｏｌａｔｉｌｅ ｐｒｉｃｉｎｇ ａｎｄ ｓｈｏｒｔ ｌｉｆｅｓｐａｎ ｏｆ ｎｅｗ ｔｅｃｈｎｏｌｏｇｙ. Ｉｆ ｙｏｕ ｉｎｖｅｎｔｏｒｙ ａ ｈｉｇｈ ｖｏｌｕｍｅ ｏｆ ｃｏｍｐｏｎｅｎｔｓ ｏｒ ｆｉｎｉｓｈｅｄ ｐｒｏｄｕｃｔ ｉｔ ｃｏｕｌｄ ｂｅｃｏｍｅ ｏｂｓｏｌｅｔｅ ｗｈｉｌｅ ｓｉｔｔｉｎｇ ｏｎ ｔｈｅ ｓｈｅｌｆ. § Ｗｉｔｈ ｉｎｓｔａｂｉｌｉｔｙ ｉｎ ｍａｎｙ ｃｕｒｒｅｎｔ ｆｏｒｅｉｇｎ ｅｃｏｎｏｍｉｅｓ ｔｈｅ ｆｕｔｕｒｅ ｓｕｐｐｌｙ ｏｆ ｒａｗ ｍａｔｅｒｉａｌｓ ａｎｄ ｃｏｍｐｏｎｅｎｔｓ ｐｒｏｄｕｃｅｄ ｏｖｅｒｓｅａｓ ｃｏｕｌｄ ｐｏｓｅ ａ ｔｈｒｅａｔ ｔｏ ｃｏｎｔｉｎｕｅｄ ｍａｎｕｆａｃｔｕｒｅ ａｎｄ ｓａｌｅｓ ｏｆ ｅｌｅｃｔｒｏｎｉｃｓ ｐｒｏｄｕｃｔｓ. § Ｔｈｅ ａｖａｉｌａｂｉｌｉｔｙ ｏｆ ｄｉｇｉｔａｌ ｃｏｎｔｅｎｔ ｔｏ ｂｅ ｓｕｐｐｌｉｅｄ ｂｙ Ａｐｐｌｅ ｓｅｒｖｉｃｅｓ ｒｅｃｅｉｖｅｄ ａ ｌｏｗ ｔｈｒｅａｔ ｒａｔｉｎｇ ｄｕｅ ｔｏ ｔｈｅ ｆａｃｔ ｔｈａｔ ｌｉｃｅｎｓｉｎｇ ｓｏｎｇｓ, ｖｉｄｅｏｓ, ａｎｄ ｏｔｈｅｒ ｄｉｇｉｔａｌ ｐｒｏｄｕｃｔｓ ｐｒｏｖｉｄｅｓ ａ ｒｅｖｅｎｕｅ ｓｔｒｅａｍ ｔｏ ｔｈｅ ｌｉｃｅｎｓｏｒ. § Ａｎｏｔｈｅｒ ｌｏｗ-ｒａｔｅ ｒｉｓｋ ｉｓ ｏｃｃａｓｉｏｎａｌ ｒｅｖｅｎｕｅ ｆｌｕｃｔｕａｔｉｏｎｓ. Ｔｈｉｓ ｉｓ ａｎ ａｎｔｉｃｉｐａｔｅｄ ｏｃｃｕｒｒｅｎｃｅ ａｎｄ ｉｔ ｃａｎ ｂｅ ｒｅｃｕｐｅｒａｔｅｄ ｉｎ ｔｈｅ ｆｏｌｌｏｗｉｎｇ ｓｔｒｏｎｇｅｒ ｍｏｎｔｈｓ. § Ｔｅｃｈｎｏｌｏｇｙ ｆａｉｌｕｒｅｓ ａｎｄ ｓｅｃｕｒｉｔｙ ｂｒｅａｃｈｅｓ ａｒｅ ａ ｓｅｒｉｏｕｓ ｃｏｎｃｅｒｎ. Ｗｉｔｈｏｕｔ ｓｔｒｏｎｇ ｓｅｃｕｒｉｔｙ ｉｎ ｐｌａｃｅ ａ ｃｏｍｐａｎｙ'ｓ ｎｅｔｗｏｒｋ ｃａｎ ｂｅ ｃｏｍｐｒｏｍｉｓｅｄ ａｎｄ ｄｅｔａｉｌｓ ｏｆ ｐｒｏｄｕｃｔｓ ｃｕｒｒｅｎｔｌｙ ｉｎ ｄｅｖｅｌｏｐｍｅｎｔ ｒｅｌｅａｓｅｄ. Ｔｈｅｓｅ ｓｅｃｕｒｉｔｙ ｂｒｅａｃｈｅｓ ｃｏｕｌｄ ａｌｓｏ ｂｅ ｃａｕｓｅｄ ｂｙ ｆａｉｌｕｒｅ ｏｆ ａ ｆｉｒｅｗａｌｌ ｏｒ ｏｔｈｅｒ ｄｅｔｅｃｔｉｏｎ ｓｏｆｔｗａｒｅ. § Ｔｈｅ ｃｕｒｒｅｎｔｌｙ ｖｏｌａｔｉｌｅ Ｕ.Ｓ. ｅｃｏｎｏｍｙ ａｎｄ ｃｕｒｒｅｎｃｙ ａｒｅ ａ ｈｅａｖｙ ｃｏｎｃｅｒｎ ｆｏｒ ｂｕｓｉｎｅｓｓｅｓ. Ｉｆ, ａ ｙｅａｒ ａｇｏ, ｆｉｆｔｙ ｄｏｌｌａｒｓ ｂｏｕｇｈｔ ｔｈｅ ｓａｍｅ ｃｏｍｐｏｎｅｎｔｓ ｔｈａｔ ｓｅｖｅｎｔｙ ｄｏｌｌａｒｓ ｂｕｙｓ ｎｏｗ; ｔｈａｔ ｉｎｃｒｅａｓｅｄ ｃｏｓｔ ｗｉｌｌ ｅｉｔｈｅｒ ｈａｖｅ ｔｏ ｂｅ ａｂｓｏｒｂｅｄ ｏｒ ｐａｓｓｅｄ ｔｏ ｔｈｅ ｃｕｓｔｏｍｅｒ. § Ｔｈｅ ｐｒｅｖｉｏｕｓ ｔｈｒｅａｔ ａｌｓｏ ｌｅａｄｓ ｉｎｔｏ ｔｈｅ ｃｒｅｄｉｔ ｒｉｓｋｓ ｏｆ ｃｕｒｒｅｎｔ ａｃｃｏｕｎｔｓ ｒｅｃｅｉｖａｂｌｅ. Ｉｆ ｂｕｓｉｎｅｓｓｅｓ ａｒｅ ｆａｉｌｉｎｇ ｄｕｅ ｔｏ ｔｈｅｉｒ ｉｎｃｒｅａｓｅｄ ｃｏｓｔｓ ｔｈａｔ ｃａｕｓｅｓ ｄｅｆａｕｌｔｓ, ｗｒｉｔｅ-ｏｆｆｓ, ａｎｄ ｎｅｇａｔｉｖｅ ｉｎｃｏｍｅ ｆｏｒ ｙｏｕｒ ｏｗｎ ｃｏｍｐａｎｙ. § Ｍｉｃｒｏｓｏｆｔ ａｎｄ ＰＣｓ ｈａｖｅ ｌａｒｇｅｒ ｐｒｅｓｅｎｃｅ ｉｎ ｔｈｅ ｂｕｓｉｎｅｓｓ ｍａｒｋｅｔ ｔｈａｎ Ａｐｐｌｅ'ｓ ｃｏｍｐｕｔｅｒ ｓｙｓｔｅｍｓ. ＩＮＴＥＲＮＡＬ ＥＮＶＩＲＯＮＭＥＮＴ (ＩＦＡＳ: Ｅｘｈｉｂｉｔ 2) · Ｃｏｒｐｏｒａｔｅ Ｓｔｒｕｃｔｕｒｅ ｏ Ｆｏｕｒ ｇｅｏｇｒａｐｈｉｃ ｏｐｅｒａｔｉｎｇ ｓｅｇｍｅｎｔｓ ｃｏｎｓｉｓｔｉｎｇ ｏｆ ｔｈｅ Ａｍｅｒｉｃａｓ, Ｅｕｒｏｐｅ, Ｊａｐａｎ, ａｎｄ ｔｈｅ ｒｅｔａｉｌ ｓｅｃｔｏｒ. ｏ Ａｍｅｒｉｃａｓ ｓｅｇｍｅｎｔ ｃｏｖｅｒｓ ｂｏｔｈ Ｎｏｒｔｈ ａｎｄ Ｓｏｕｔｈ Ａｍｅｒｉｃａ. ｏ Ｔｈｅ Ｅｕｒｏｐｅａｎ ｓｅｇｍｅｎｔ ｉｎｃｌｕｄｅｓ ｔｈｅ Ｍｉｄｄｌｅ Ｅａｓｔ ａｎｄ Ａｆｒｉｃａ ｉｎ ａｄｄｉｔｉｏｎ ｔｏ ｔｈｅ Ｅｕｒｏｐｅａｎ ｃｏｕｎｔｒｉｅｓ. ｏ Ｔｈｅ ｒｅｔａｉｌ ｓｅｇｍｅｎｔ, ａｌｔｈｏｕｇｈ ｗｉｔｈｉｎ ｔｈｅ ｃｏｕｎｔｒｙ'ｓ ｂｏｒｄｅｒｓ, ｉｓ ｃｏｎｓｉｄｅｒｅｄ ｓｅｐａｒａｔｅ ｆｒｏｍ ｏｔｈｅｒ ｒｅｖｅｎｕｅ ｓｔｒｅａｍｓ ｉｎ ｔｈｅ ｃｏｕｎｔｒｙ. Ｆｏｒ ｅｘａｍｐｌｅ, ｔｈｅ ｒｅｔａｉｌ ｓｅｃｔｏｒ ｉｎｃｌｕｄｅｓ Ａｐｐｌｅ-ｏｗｎｅｄ ｓｔｏｒｅｓ ｗｈｅｔｈｅｒ ｔｈｅｙ ａｒｅ ｉｎ Ｔｕｐｅｌｏ, Ｍｉｓｓｉｓｓｉｐｐｉ ｏｒ Ｍｉｌａｎ, Ｉｔａｌｙ. ｏ Ｉｎ 2007 ｔｈｅ ｒｅｔａｉｌ ｓｅｇｍｅｎｔ ｗａｓ ｒｅｖａｍｐｅｄ ｔｏ ｆａｌｌ ｍｏｒｅ ｉｎ ｌｉｎｅ ｗｉｔｈ ｔｈｅ ｏｔｈｅｒ ｏｐｅｒａｔｉｎｇ ｓｅｇｍｅｎｔｓ. ｏ Ｔｗｏ ａｄｄｉｔｉｏｎａｌ ｓｅｇｍｅｎｔｓ ｉｎｃｌｕｄｅ Ａｓｉａ Ｐａｃｉｆｉｃ ａｎｄ ＦｉｌｅＭａｋｅｒ ｏｐｅｒａｔｉｏｎｓ. · Ｃｏｒｐｏｒａｔｅ Ｃｕｌｔｕｒｅ ｏ "Ａｐｐｌｅ ｃｏｎｄｕｃｔｓ ｂｕｓｉｎｅｓｓ ｅｔｈｉｃａｌｌｙ, ｈｏｎｅｓｔｌｙ, ａｎｄ ｉｎ ｆｕｌｌ ｃｏｍｐｌｉａｎｃｅ ｗｉｔｈ ａｌｌ ｌａｗｓ ａｎｄ ｒｅｇｕｌａｔｉｏｎｓ." ｏ Ｔｈｅ ａｐｐｒｏａｃｈ ｉｓ ｔｏ ｅｎｃｏｕｒａｇｅ ｇｏｏｄ ｊｕｄｇｍｅｎｔ ｏｎ ｔｈｅ ｐａｒｔ ｏｆ ｅｖｅｒｙ ｃｏｍｐａｎｙ ｒｅｐｒｅｓｅｎｔａｔｉｖｅ. ｏ Ｍａｎａｇｅｒｓ, ＨＲ ｒｅｐｒｅｓｅｎｔａｔｉｖｅｓ, ａｎｄ ｌｅｇａｌ ｄｅｐａｒｔｍｅｎｔ ｒｅｐｒｅｓｅｎｔａｔｉｖｅｓ ａｒｅ ａｖａｉｌａｂｌｅ ｔｏ ａｎｓｗｅｒ ａｎｙ ｑｕｅｓｔｉｏｎｓ ｔｈａｔ ｍａｙ ｃｏｍｅ ｕｐ. ｏ "Ａｐｐｌｅ'ｓ ｂｕｓｉｎｅｓｓ ｃｏｎｄｕｃｔ ｐｏｌｉｃｙ ａｎｄ ｐｒｉｎｃｉｐｌｅｓ ａｐｐｌｙ ｔｏ ｅｍｐｌｏｙｅｅｓ, ｉｎｄｅｐｅｎｄｅｎｔ ｃｏｎｔｒａｃｔｏｒｓ, ｃｏｎｓｕｌｔａｎｔｓ, ａｎｄ ｏｔｈｅｒｓ ｗｈｏ ｄｏ ｂｕｓｉｎｅｓｓ ｗｉｔｈ Ａｐｐｌｅ. Ａｌｌ ｓｕｃｈ ｉｎｄｉｖｉｄｕａｌｓ ａｒｅ ｅｘｐｅｃｔｅｄ ｔｏ ｃｏｍｐｌｙ ｗｉｔｈ Ａｐｐｌｅ'ｓ ｂｕｓｉｎｅｓｓ ｃｏｎｄｕｃｔ ｐｏｌｉｃｙ ａｎｄ ｐｒｉｎｃｉｐｌｅｓ ａｎｄ ｗｉｔｈ ａｌｌ ａｐｐｌｉｃａｂｌｅ ｌｅｇａｌ ｒｅｑｕｉｒｅｍｅｎｔｓ. " ｏ Ｃｕｓｔｏｍｅｒｓ ａｒｅ ｔｈｅ ｆｏｃｕｓ ｉｎ ｅｖｅｒｙ ｐｒｏｄｕｃｔ ａｎｄ ｓｅｒｖｉｃｅ ｍａｄｅ ａｖａｉｌａｂｌｅ ａｔ Ａｐｐｌｅ, Ｉｎｃ. ｏ Ｐｏｌｉｃｙ ａｇａｉｎｓｔ ａｗａｒｄｉｎｇ ｏｒ ｒｅｃｅｉｖｉｎｇ ｌａｒｇｅ ｇｉｆｔｓ ｗｈｉｃｈ ｃｏｕｌｄ ｂｅ ｐｅｒｃｅｉｖｅｄ ａｓ ｂｒｉｂｅｒｙ. Ｃｏｒｐｏｒａｔｅ Ｒｅｓｏｕｒｃｅｓ ｏ Ｍａｒｋｅｔｉｎｇ Ｓｔｒｅｎｇｔｈｓ § Ｌａｒｇｅ ｓｃａｌｅ ａｎｄ ｅｆｆｅｃｔｉｖｅ ａｄｖｅｒｔｉｓｉｎｇ ｃａｍｐａｉｇｎｓ. § Ｅｎｖｉｒｏｎｍｅｎｔａｌ ａｗａｒｅｎｅｓｓ ｉｓ ａ ｐａｒｔ ｏｆ ｔｈｅ ｐｒｏｄｕｃｔ ｄｅｓｉｇｎ ａｎｄ ｍａｎｕｆａｃｔｕｒｉｎｇ ｏｆ Ａｐｐｌｅ'ｓ ｐｒｏｄｕｃｔｓ. Ｅｎｅｒｇｙ ｅｆｆｉｃｉｅｎｃｙ ｗｈｉｌｅ ｕｓｉｎｇ ｔｈｅ ｐｒｏｄｕｃｔｓ ａｎｄ ｒｅｃｙｃｌｉｎｇ ａｆｔｅｒ ａ ｐｒｏｄｕｃｔ ｈａｓ ｒｅａｃｈｅｄ ｔｈｅ ｅｎｄ ｏｆ ｉｔｓ ｕｓｅｆｕｌ ｌｉｆｅ ｒｏｕｎｄ ｏｕｔ ｔｈｅ ｃｏｍｐａｎｙ'ｓ ｅｎｖｉｒｏｎｍｅｎｔａｌｌｙ ｓｏｕｎｄ ｐｒｏｄｕｃｔ ｃｙｃｌｅ. § Ｗｅｌｌ ｋｎｏｗｎ ａｎｄ ｈｉｇｈｌｙ ｒｅｇａｒｄｅｄ ｆｏｒ ｉｎｎｏｖａｔｉｖｅ ｐｒｏｄｕｃｔｓ ｓｕｃｈ ａｓ ｉＰｈｏｎｅ, ＩＰＯＤ, Ｍａｃｉｎｔｏｓｈ, ａｎｄ ａ ｐｌｅｔｈｏｒａ ｏｆ ｏｔｈｅｒ ｐｒｏｄｕｃｔｓ. § Ｃｏｍｐａｒｅ ｒｅｌｉａｂｉｌｉｔｙ ｏｆ Ａｐｐｌｅ'ｓ ｃｏｍｐｕｔｅｒ ｏｐｅｒａｔｉｎｇ ｓｙｓｔｅｍ ｔｏ ｉｔｓ ｔｏｕｇｈｅｓｔ ｃｏｍｐｅｔｉｔｏｒ - Ｍｉｃｒｏｓｏｆｔ'ｓ Ｗｉｎｄｏｗｓ ｖｅｒｓｉｏｎｓ. § Ｂｅａｔ ｏｕｔ Ｄｅｌｌ ａｓ ｐｒｅｆｅｒｒｅｄ ｌａｐｔｏｐ ｉｎ ｈｉｇｈｅｒ ｅｄｕｃａｔｉｏｎ ａｓ ｏｆ ｅａｒｌｙ 2008. ｏ Ｍａｒｋｅｔｉｎｇ Ｗｅａｋｎｅｓｓｅｓ § Ｌｏｗｅｒ ｏｖｅｒａｌｌ ｓａｌｅｓ ｖｏｌｕｍｅ ｉｎ ｃｏｍｐｕｔｅｒ ｍａｒｋｅｔ ｃｏｍｐａｒｅｄ ｔｏ Ｄｅｌｌ ａｎｄ ｏｔｈｅｒ ｃｏｍｐｅｔｉｔｏｒｓ. § Ｂｅｃａｕｓｅ ｏｆ ｃｌｏｓｅ-ｋｎｉｔ ｍｅｎｔａｌｉｔｙ ｏｆ ｔｈｅｉｒ ｄｅｖｅｌｏｐｍｅｎｔ ａｐｐｒｏａｃｈ, ｔｈｅｒｅ ａｒｅ ｆｅｗｅｒ ｈａｒｄｗａｒｅ ａｎｄ ｓｏｆｔｗａｒｅ ｃｏｍｐｏｎｅｎｔｓ ｉｎ ｔｈｅ ｍａｒｋｅｔｐｌａｃｅ ｔｏ ｃｈｏｏｓｅ ｆｒｏｍ ｖｅｒｓｕｓ ｔｈｅ ＰＣ-ｂａｓｅｄ ａｒｃｈｉｔｅｃｔｕｒｅ. § Ｈａｒｄ ｔｏ ｏｖｅｒｃｏｍｅ ｔｈｅ "Ｉ ａｍ ａ ＰＣ ｇｕｙ" ｍｅｎｔａｌｉｔｙ. Ｔｈｉｓ ｔｙｐｅ ｏｆ ｐｅｒｓｏｎ ｗｉｌｌ ｎｏｔ ｅｖｅｎ ｌｏｏｋ ａｔ ａ Ｍａｃｉｎｔｏｓｈ ｂｅｃａｕｓｅ ｔｈｅ ｕｓｅｒ ｉｎｔｅｒｆａｃｅ ｉｓ ｓｏ ｄｉｆｆｅｒｅｎｔ ｆｒｏｍ Ｗｉｎｄｏｗｓ ａｎｄ ｍａｎｙ ｆｉｌｅｓ ｃａｎｎｏｔ ｅａｓｉｌｙ ｂｅ ｍｏｖｅｄ ｆｒｏｍ ｏｎｅ ｐｌａｔｆｏｒｍ ｔｏ ｔｈｅ ｏｔｈｅｒ. § Ｐｒｉｃｅ ｐｏｉｎｔ ｏｆ ＩＰＯＤ ｉｓ ｈｉｇｈ ｃｏｍｐａｒｅｄ ｔｏ ｏｔｈｅｒ ｍｅｄｉａ ｐｌａｙｅｒｓ. § ＩＰＨＯＮＥ ｉｓ ａ ｒｅｌａｔｉｖｅｌｙ ｎｅｗ ｅｎｔｒｙ ｉｎ ｔｈｅ ｃｅｌｌ ｐｈｏｎｅ ｍａｒｋｅｔ. ｏ Ｆｉｎａｎｃｅ § Ｎｅｔ ｉｎｃｏｍｅ ｈａｓ ｉｎｃｒｅａｓｅｄ ｏｖｅｒ 6000% ｗｈｅｎ ｃｏｍｐａｒｉｎｇ 2007 ｔｏ 2003 ｆｉｇｕｒｅｓ. § Ｓｔｅａｄｉｌｙ ｃｌｉｍｂｉｎｇ ｓｔｏｃｋ ｐｒｉｃｅ ｉｎｄｉｃａｔｅｓ ｆｉｎａｎｃｉａｌ ｓｔｒｅｎｇｔｈ - $19 ｉｎ 2005 ｕｐ ｔｏ $155 ｉｎ 2007 ａｎｄ $178 ａｓ ｏｆ Ｊｕｎｅ 2008. § Ｒｅｇｕｌａｒｌｙ ｉｎｃｒｅａｓｉｎｇ ｅａｒｎｉｎｇｓ ｐｅｒ ｓｈａｒｅ ｉｓ ａｎ ａｄｄｉｔｉｏｎａｌ ｓｔｒｅｎｇｔｈ ｉｎｄｉｃａｔｏｒ. § Ｎｏ ｌｏｎｇ ｔｅｒｍ ｄｅｂｔ ｓｉｎｃｅ 2003. § 5 ｙｅａｒ ａｖｅｒａｇｅ ｒｅｔｕｒｎ ｏｎ ｅｑｕｉｔｙ ｏｆ 17.4%. § Ｐａｙａｂｌｅｓ ｐｅｒｉｏｄ ｈａｓ ｉｎｃｒｅａｓｅｄ ｏｖｅｒ ｌａｓｔ ｔｅｎ ｙｅａｒｓ. ｏ Ｒｅｓｅａｒｃｈ ａｎｄ Ｄｅｖｅｌｏｐｍｅｎｔ § Ｃｏｎｔｉｎｕａｌｌｙ ｉｎｃｒｅａｓｉｎｇ ｂｕｄｇｅｔ ｆｏｒ ｒｅｓｅａｒｃｈ ａｎｄ ｄｅｖｅｌｏｐｍｅｎｔ. § Ｉｎｃｒｅａｓｉｎｇ Ｒ&Ｄ ｐｅｒｓｏｎｎｅｌ. § "Ａｌｔｈｏｕｇｈ ｔｏｔａｌ Ｒ&Ｄ ｅｘｐｅｎｓｅ ｉｎｃｒｅａｓｅｄ 49 ｐｅｒｃｅｎｔ, ｉｔ ｒｅｍａｉｎｅｄ ｒｅｌａｔｉｖｅｌｙ ｆｌａｔ ａｓ ａ ｐｅｒｃｅｎｔａｇｅ ｏｆ ｎｅｔ ｓａｌｅｓ ｇｉｖｅｎ ｔｈｅ 43 ｐｅｒｃｅｎｔ ａｎｄ 38 ｐｅｒｃｅｎｔ ｉｎｃｒｅａｓｅｓ ｉｎ ｒｅｖｅｎｕｅ ｉｎ ｔｈｅ ｓｅｃｏｎｄ ｑｕａｒｔｅｒ ａｎｄ ｆｉｒｓｔ ｓｉｘ ｍｏｎｔｈｓ ｏｆ 2008 ｃｏｍｐａｒｅｄ ｔｏ ｔｈｅ ｓａｍｅ ｐｅｒｉｏｄｓ ｉｎ 2007." § Ａｐｐｌｅ ｓｐｅｎｄｓ ｔｈｅ ｌｅａｓｔ ａｓ ａ ｐｅｒｃｅｎｔａｇｅ ｏｆ ｒｅｖｅｎｕｅ ｏｕｔ ｏｆ ｔｈｅ ｈｅａｖｉｅｓｔ ｃｏｒｐｏｒａｔｅ Ｒ&Ｄ ｉｎｖｅｓｔｏｒｓ. § Ａｐｐｌｅ ｈａｓ ｒｅａｌｉｚｅｄ ａ ｇｏｏｄ ｒｅｔｕｒｎ ｏｎ ｔｈｅ ｃａｐｉｔａｌ ｉｎｖｅｓｔｅｄ ｉｎ Ｒ&Ｄ ｉｎ ｒｅｃｅｎｔ ｙｅａｒｓ. ｏ Ｏｐｅｒａｔｉｏｎｓ § Ｅｘｃｅｌｌｅｎｔ ｓｕｐｐｏｒｔ ｎｅｔｗｏｒｋ ｉｎｃｌｕｄｉｎｇ ｏｎｌｉｎｅ, ｅｍａｉｌ, ａｎｄ ｐｈｏｎｅ. § Ｍａｒｋｅｔ ｗｉｄｅ ｒｅｐｕｔａｔｉｏｎ ｆｏｒ ｑｕａｌｉｔｙ ｓｅｒｖｉｃｅ ｏｆ ｔｈｅｉｒ ｐｒｏｄｕｃｔｓ. § Ｗｏｒｌｄｗｉｄｅ ｃｏｒｐｏｒａｔｅ-ｏｗｎｅｄ ｒｅｔａｉｌ ｓｔｏｒｅｓ ｓｅｌｌ Ａｐｐｌｅ'ｓ ｃｏｍｐｌｅｔｅ ｐｒｏｄｕｃｔ ｏｆｆｅｒｉｎｇ. § Ｓｔｅｖｅ Ｊｏｂｓ' ｈｅａｌｔｈ ｈａｓ ｂｅｅｎ ｃａｌｌｅｄ ｉｎｔｏ ｑｕｅｓｔｉｏｎ - ｈｅ ｈａｓ ｂａｔｔｌｅｄ ｃａｎｃｅｒ ｐｒｅｖｉｏｕｓｌｙ. § Ｉｔ ｉｓ ｕｎｋｎｏｗｎ ｉｆ ｔｈｅｒｅ ｉｓ ａ ｓｏｌｉｄ ＣＥＯ ｓｕｃｃｅｓｓｉｏｎ ｐｌａｎ ｉｎ ｃａｓｅ ｏｆ Ｊｏｂｓ' ｉｎａｂｉｌｉｔｙ ｔｏ ｐｅｒｆｏｒｍ ｈｉｓ ｄｕｔｉｅｓ. Ｇｉｖｅｎ ｔｈｅ ｆａｉｌｅｄ ｙｅａｒｓ ｏｆ 1985 - 1997 ｕｎｄｅｒ ｖａｒｉｏｕｓ ｐｒｏｆｅｓｓｉｏｎａｌ ｍａｎａｇｅｒｓ ａ ｓｕｃｃｅｓｓｉｏｎ ｐｌａｎ ｉｓ ｅａｇｅｒｌｙ ｈｏｐｅｄ ｆｏｒ. ＡＮＡＬＹＳＩＳ ＯＦ ＳＴＲＡＴＥＧＩＣ ＦＡＣＴＯＲＳ (ＳＦＡＳ: Ｅｘｈｉｂｉｔ 3) Ｉｎｃｒｅａｓｅｄ ｏｐｐｏｒｔｕｎｉｔｉｅｓ ａｂｒｏａｄ Ｑｕａｌｉｆｉｅｄ ｓｔａｆｆ ｈｉｒｉｎｇ ａｎｄ ｒｅｔｅｎｔｉｏｎ Ｅｆｆｅｃｔｉｖｅ ａｄｖｅｒｔｉｓｉｎｇ ｃａｍｐａｉｇｎｓ Ｉｎｃｒｅａｓｉｎｇ ｆｉｎａｎｃｉａｌ ｐｅｒｆｏｒｍａｎｃｅ Ｎｏ ｌｏｎｇ ｔｅｒｍ ｄｅｂｔ Ｎｕｍｅｒｏｕｓ ｌａｗｓｕｉｔｓ ａｎｄ ｌｉｔｉｇａｔｉｏｎ Ｖｏｌａｔｉｌｉｔｙ ｏｆ ｆｏｒｅｉｇｎ ｓｕｐｐｌｉｅｒｓ ａｎｄ ｅｃｏｎｏｍｉｅｓ Ｃｒｅｄｉｔ ｒｉｓｋｓ ｏｆ ａｃｃｏｕｎｔｓ ｒｅｃｅｉｖａｂｌｅ Ｈｉｇｈｅｒ ｃｏｍｐａｒｉｓｏｎ ｐｒｉｃｅ ｐｏｉｎｔ ｏｆ Ａｐｐｌｅ ｐｒｏｄｕｃｔｓ Ｃｕｒｒｅｎｔ ＣＥＯ ｈｅａｌｔｈ ａｎｄ ｓｕｃｃｅｓｓｉｏｎ ｐｌａｎ ｆｏｒ ＣＥＯ ＳＴＲＡＴＥＧＩＣ ＡＬＴＥＲＮＡＴＩＶＥＳ ＡＮＤ ＲＥＣＯＭＭＥＮＤＥＤ ＳＴＲＡＴＥＧＹ Ｌａｗｓｕｉｔｓ ａｎｄ Ｌｉｔｉｇａｔｉｏｎ - Ａ Ｓｌｅｅｐｉｎｇ Ｇｉａｎｔ? ｏ Ｔｈｅ ｎｕｍｅｒｏｕｓ ｌａｗｓｕｉｔｓ ｉｎ ｐｒｏｇｒｅｓｓ ａｒｅ ｏｎｅ ｏｆ ｔｈｅ ｂｉｇｇｅｓｔ ｃｏｎｃｅｒｎｓ ａｔ ｔｈｅ ｆｏｒｅｆｒｏｎｔ ｏｆ ｔｈｉｓ ｃａｓｅ. Ｔｈｅｓｅ ｃｏｕｌｄ ｐｕｔ ａｎ ｅｎｄ ｔｏ ｔｈｅ ｎｕｍｅｒｏｕｓ ｓｕｃｃｅｓｓｅｓ ｏｆ ｔｈｉｓ ｃｏｍｐａｎｙ. Ｔｈｅ ｐｏｓｓｉｂｌｅ ｆｉｎａｎｃｉａｌ ｎｅｇａｔｉｖｅ ｅｆｆｅｃｔ ｃｏｍｂｉｎｅｄ ｗｉｔｈ ｐｏｔｅｎｔｉａｌ ｎｅｇａｔｉｖｅ ｐｕｂｌｉｃｉｔｙ ａｎｄ ｐｕｂｌｉｃ ｏｐｉｎｉｏｎ ｃｏｕｌｄ ｅｒｏｄｅ ｔｈｅ ｂａｓｉｓ ｆｏｒ ａｌｌ ｃｏｍｐａｎｉｅｓ - ｓａｌｅｓ ａｎｄ ｐｒｏｆｉｔｓ. Ａ ｄｏｗｎｗａｒｄ ｓｐｉｒａｌ ｂｅｇｉｎｓ ｈｅｒｅ ａｎｄ ｌｅａｄｓ ｔｏ ｌｏｗｅｒｅｄ ｉｎｖｅｓｔｏｒ ｃｏｎｆｉｄｅｎｃｅ, ｌｏｗｅｒ ｓｔｏｃｋ ｐｒｉｃｅｓ, ａｎｄ ｃｏｕｌｄ ｒｅｓｕｌｔ ｉｎ ａ ｃｏｍｐａｎｙ ｔｈａｔ ｉｓ ｓｔｒｕｇｇｌｉｎｇ ｔｏ ｓｕｒｖｉｖｅ. Ｌｅａｄｅｒｓｈｉｐ Ｏｆ Ｔｈｅ Ｃｏｍｐａｎｙ ｏ Ａ ｓｅｃｏｎｄ ｐｏｔｅｎｔｉａｌ ｓｏｕｒｃｅ ｏｆ ｐｒｏｂｌｅｍｓ ｗｉｔｈｉｎ Ａｐｐｌｅ ｗｏｕｌｄ ｓｅｅｍ ｔｏ ｂｅ ｔｈｅ ｈｅａｌｔｈ ｃｏｎｃｅｒｎｓ ｏｆ Ｓｔｅｖｅ Ｊｏｂｓ, ｔｈｅｉｒ ＣＥＯ, ａｎｄ ｔｈｅ ａｐｐａｒｅｎｔ ｌａｃｋ ｏｆ ａ ｗｅｌｌ-ｐｌａｎｎｅｄ "ｈｅｉｒ ｔｏ ｔｈｅ ｔｈｒｏｎｅ." Ａｆｔｅｒ ｔｈｅ ｆａｉｌｅｄ ｓｔｉｎｔ ｏｆ ｐｒｏｆｅｓｓｉｏｎａｌ ｍａｎａｇｅｒｓ ｄｕｒｉｎｇ ｔｈｅ 1985 - 1997 ｙｅａｒｓ, ｉｎｖｅｓｔｏｒｓ ｈａｖｅ ａ ｃｏｎｃｅｒｎ ｔｈａｔ ｔｈｅ ｃｏｍｐａｎｙ ｃｏｕｌｄ ｆａｌｔｅｒ ｏｎｃｅ ｍｏｒｅ ｓｈｏｕｌｄ Ｓｔｅｖｅ Ｊｏｂｓ ｂｅ ｕｎａｂｌｅ ｔｏ ｐｅｒｆｏｒｍ ｈｉｓ ｄｕｔｉｅｓ ａｓ ＣＥＯ. Ｓｉｎｃｅ ｆｏｒｅｃａｓｔｉｎｇ ｉｓ ｂａｓｅｄ ｏｎ ｈｉｓｔｏｒｉｃａｌ ｆａｃｔｓ, ｔｈｉｓ ｉｓ ａ ｔｒｕｌｙ ｖａｌｉｄ ｃｏｎｃｅｒｎ ｉｎ ｔｈｅ ａｂｓｅｎｃｅ ｏｆ ａ ｋｎｏｗｎ ｓｕｃｃｅｓｓｉｏｎ ｐｌａｎ. Ｅｃｏｎｏｍｉｃ, Ｓｕｐｐｌｉｅｒ, ａｎｄ Ａｃｃｏｕｎｔｓ Ｒｅｃｅｉｖａｂｌｅ Ｃｏｎｃｅｒｎｓ ｏ Ｔｈｅ ｏｎｌｙ ｏｔｈｅｒ ｍａｊｏｒ ｃｏｎｃｅｒｎ ｔｈａｔ Ｉ ｈａｖｅ ｉｎｖｏｌｖｅｓ ａｌｌ ｂｕｓｉｎｅｓｓｅｓ ｗｏｒｌｄｗｉｄｅ - ｅｃｏｎｏｍｙ. Ｓｉｎｃｅ Ａｐｐｌｅ ｉｓ ａｎ ｉｎｔｅｒｎａｔｉｏｎａｌ ｃｏｍｐａｎｙ, ｔｈｅｙ ｈａｖｅ ｔｏ ｂｅ ｃｏｎｃｅｒｎｅｄ ａｂｏｕｔ ａｎｄ ｄｅａｌ ｗｉｔｈ ｂｕｓｉｎｅｓｓｅｓ ｉｎ ａｎ ｅｃｏｎｏｍｉｃ ｅｎｖｉｒｏｎｍｅｎｔ ｔｈａｔ ｉｓ ｍｕｃｈ ｍｏｒｅ ｆｒａｇｉｌｅ ｔｈａｎ ｏｕｒ ｏｗｎ. Ｒｉｓｉｎｇ ｃｏｓｔｓ ｃｏｕｐｌｅｄ ｗｉｔｈ ａ ｗｅａｋｅｎｉｎｇ ｄｏｌｌａｒ ａｒｅ ｏｕｒ ｍａｉｎ ｅｃｏｎｏｍｉｃ ｃｏｎｃｅｒｎｓ ｗｈｉｌｅ ｓｏｍｅ ｏｔｈｅｒ ｂｕｓｉｎｅｓｓｅｓ ａｎｄ ｃｉｔｉｚｅｎｓ ｈａｖｅ ｔｏ ｄｅａｌ ｗｉｔｈ ｔｒｉｐｌｅ ｄｉｇｉｔ ｉｎｆｌａｔｉｏｎ ａｎｄ ｏｔｈｅｒ ｄｅｓｔａｂｉｌｉｚｉｎｇ ｅｆｆｅｃｔｓ. Ａｓ ｔｈｅ ｓａｙｉｎｇ ｇｏｅｓ, "ｔｈｉｎｇｓ ａｒｅ ｂａｄ ａｌｌ ｏｖｅｒ." Ｔｈｉｓ ｉｓ ｔｒｕｅ ｆｒｏｍ ａ ｗｏｒｌｄｗｉｄｅ ｅｃｏｎｏｍｉｃ ｓｔａｎｄｐｏｉｎｔ. Ｔｈｅ ａｆｆｅｃｔ ｔｈａｔ ｗｏｒｌｄｗｉｄｅ ｅｃｏｎｏｍｉｃ ｃｏｎｃｅｒｎ ｈａｓ ｏｎ ｒａｗ ｍａｔｅｒｉａｌｓ ａｎｄ ｓｕｐｐｌｉｅｒｓ ｉｓ ｅａｓｙ ｔｏ ｓｐｏｔ. Ａ ｓｅｃｏｎｄ, ｓｏｍｅｗｈａｔ ｓｕｂｔｌｅ ａｆｆｅｃｔ, ｉｓ ｏｎ ｃｏｌｌｅｃｔｉｎｇ ｄｅｂｔｓ ｔｈａｔ ａｒｅ ｄｕｅ. Ｂａｄ ｅｃｏｎｏｍｉｃ ｃｏｎｄｉｔｉｏｎｓ ｈａｖｅ ａｎ ｅｆｆｅｃｔ ｏｎ ｃｏｎｓｕｍｅｒｓ ａｎｄ ｂｕｓｉｎｅｓｓｅｓ ｐａｙｉｎｇ ｔｈｅ ｂｉｌｌｓ. Ｗｉｄｅｓｐｒｅａｄ ｄｅｆａｕｌｔｓ ｏｎ ｄｅｂｔ ｔｅｎｄ ｔｏ ｈａｖｅ ａ ｓｎｏｗｂａｌｌ ｅｆｆｅｃｔ. Ｔｈｅ Ｆｕｔｕｒｅ Ｏｆ Ａｐｐｌｅ, Ｉｎｃ. ｏ Ａｐｐｌｅ ｈａｓ ｔｈｅ Ｒ&Ｄ ｆｕｎｄｉｎｇ ｉｎ ｐｌａｃｅ ｔｏ ｐｕｔ ｎｅｗ ｉｎｎｏｖａｔｉｏｎｓ ｉｎ ｔｈｅ ｍａｒｋｅｔｐｌａｃｅ ｆｏｒ ｍａｎｙ ｙｅａｒｓ. Ｆｏｌｌｏｗｉｎｇ ｔｈｅ ｈｉｓｔｏｒｙ ｏｆ ｆｏｃｕｓｉｎｇ ｏｎ ｒｅｓｅａｒｃｈ ａｎｄ Ｄｅｖｅｌｏｐｍｅｎｔ ｎｅｗ, ｉｎｎｏｖａｔｉｖｅ ｐｒｏｄｕｃｔｓ ｗｉｌｌ ｃｏｎｔｉｎｕｅ ｔｏ ｂｅ ｉｎｔｒｏｄｕｃｅｄ ｗｅｌｌ ｂｅｙｏｎｄ ｔｈａｔ. Ｔｈｅｙ ａｌｓｏ ｈａｖｅ ｔｈｅ ｏｐｐｏｒｔｕｎｉｔｙ ｔｏ ｅｘｐａｎｄ ｉｎｔｏ ｆｏｒｅｉｇｎ ｍａｒｋｅｔｓ ａｎｄ ｉｎｃｒｅａｓｅ ｓａｌｅｓ ｔｒｅｍｅｎｄｏｕｓｌｙ. Ｔｈｉｓ ｉｎｃｒｅａｓｅ ｗｉｌｌ ｂｅ ｈｅｌｐｅｄ ｂｙ ａｄ ｃａｍｐａｉｇｎｓ ｓｕｃｈ ａｓ ｔｈｅ ｃｕｒｒｅｎｔ Ｍａｃｉｎｔｏｓｈ ｓｅｒｉｅｓ ｏｆ ａｄｓ ｔｈａｔ ｔｏｕｔ ｔｈｅ Ｍａｃ ｏｐｅｒａｔｉｎｇ ｓｙｓｔｅｍ'ｓ ｒｅｌｉａｂｉｌｉｔｙ ｏｖｅｒ Ｗｉｎｄｏｗｓ Ｖｉｓｔａ'ｓ ｅｒｒａｔｉｃ ｂｅｈａｖｉｏｒ. Ａｄｄｉｔｉｏｎａｌｌｙ, ｔｈｅ ｕｎｉｑｕｅ ｐｒｏｄｕｃｔ ｏｆｆｅｒｉｎｇｓ ｉｎ ｐｅｒｓｏｎａｌ ｍｕｓｉｃ ｐｌａｙｅｒｓ, ｃｏｍｍｕｎｉｃａｔｉｏｎｓ, ｉＴｕｎｅｓ ｓｔｏｒｅ, ａｎｄ ｏｔｈｅｒ ａｒｅａｓ ｐｒｏｖｉｄｅ ａ ｒｅｌｉａｂｌｅ, ｃｏｎｓｔａｎｔ ｒｅｖｅｎｕｅ ｓｔｒｅａｍ. ｏ Ｎｏｗ ｆｏｒ ｔｈｅ ｒｅｓｔ ｏｆ ｔｈｅ ｓｔｏｒｙ. Ａｐｐｌｅ ｉｓ ａ ｆｉｎａｎｃｉａｌｌｙ ｓｔｒｏｎｇ ｃｏｍｐａｎｙ. Ｔｈｅ ｃｏｍｂｉｎａｔｉｏｎ ｏｆ ｔｈｅ ｈｉｓｔｏｒｉｃａｌｌｙ ｉｎｃｒｅａｓｉｎｇ ｆｉｎａｎｃｉａｌ ｐｅｒｆｏｒｍａｎｃｅ ｗｉｔｈ ｚｅｒｏ ｄｅｂｔ ｌｏａｄ ｓｈｏｕｌｄ ｈｅｌｐ ｔｏ ｃｏｍｂａｔ ａｎｙ ｎｅｇａｔｉｖｅｓ ｆｒｏｍ ｔｗｏ ｏｆ ｔｈｅ ｐｒｅｖｉｏｕｓｌｙ ｍｅｎｔｉｏｎｅｄ ｃｏｎｃｅｒｎｓ. Ａｓ ｌｏｎｇ ａｓ Ａｐｐｌｅ ｉｓ ａｂｌｅ ｔｏ ｃｏｎｔｉｎｕｅ ｔｈｅ ｃｕｒｒｅｎｔ ｃｏｕｒｓｅ ｏｆ ｇｒｏｗｔｈ ａｎｄ ｄｅｖｅｌｏｐｍｅｎｔ, Ｉ ｂｅｌｉｅｖｅ ｔｈｅ ｓｔｒｅｎｇｔｈ ｗｉｌｌ ｒｅｍａｉｎ. Ｗｈｅｎｅｖｅｒ Ｓｔｅｖｅ Ｊｏｂｓ ｓｔｅｐｓ ｄｏｗｎ ａｓ ＣＥＯ ｔｈｅ ｓｔｅａｄｙ ｃｏｕｒｓｅ ｃａｎ ｃｏｎｔｉｎｕｅ ｗｉｔｈ ａｎ ａｐｐｒｏｐｒｉａｔｅｌｙ ｇｒｏｏｍｅｄ ｓｕｃｃｅｓｓｏｒ ｉｎ ｌｉｎｅ. Ｉｆ Ａｐｐｌｅ ｗｅｒｅ ｐｌａｃｅｄ ｂａｃｋ ｉｎ ｔｈｅ ｈａｎｄｓ ｏｆ ｐｒｏｆｅｓｓｉｏｎａｌ ｍａｎａｇｅｒｓ ｗｈｏ ｄｏ ｎｏｔ ｕｎｄｅｒｓｔａｎｄ ａｎｄ ａｄｈｅｒｅ ｔｏ ｔｈｅ ｕｎｉｑｕｅ ｍｅｔｈｏｄｏｌｏｇｙ ｔｈａｔ ｈａｓ ｌｅｄ ｔｏ ｉｔｓ ｍａｎｙ ｓｕｃｃｅｓｓｅｓ, ｈｉｓｔｏｒｙ ｍａｙ ｒｅｐｅａｔ ｉｔｓｅｌｆ ａｎｄ ｗｅ ｃｏｕｌｄ ｓｅｅ ａｎｏｔｈｅｒ ｄｅｃｌｉｎｅ ｆｏｒ Ａｐｐｌｅ Ｉｎｃ. Ｅｘｈｉｂｉｔ 1 ＥＦＡＳ (Ｅｘｔｅｒｎａｌ Ｆａｃｔｏｒ Ａｎａｌｙｓｉｓ Ｓｕｍｍａｒｙ) Ｅｘｔｅｒｎａｌ Ｓｔｒａｔｅｇｉｃ Ｆａｃｔｏｒｓ Ｗｅｉｇｈｔ Ｒａｔｉｎｇ Ｗｅｉｇｈｔｅｄ Ｓｃｏｒｅ Ｃｏｍｍｅｎｔｓ Ｏｐｐｏｒｔｕｎｉｔｉｅｓ Ｏｂｔａｉｎ ａｎｄ ｒｅｔａｉｎ ｑｕａｌｉｆｉｅｄ ｔｅｃｈｎｉｃａｌ ｓｔａｆｆ .15 5 .75 Ｒｅｑ'ｄ ｆｏｒ ｃｏｍｐｅｔｉｔｉｖｅｎｅｓｓ Ｉｎｃｒｅａｓｅ ｉｎ ｎｕｍｂｅｒ ｏｆ ｐａｔｅｎｔｓ ａｎｄ ｃｏｐｙｒｉｇｈｔｓ .10 5 .50 Ｓｔａｙ ａｈｅａｄ ｉｎ ｔｅｃｈｎｏｌｏｇｙ Ｉｍｐｒｏｖｅｄ ｓｏｕｒｃｉｎｇ ｍｅｔｈｏｄｏｌｏｇｉｅｓ ｆｏｒ ｒａｗ ｍａｔｅｒｉａｌｓ .08 3 .24 Ｉｎｃｒｅａｓｅ ａｖａｉｌａｂｉｌｉｔｙ, ｄｅｃｒｅａｓｅ ｃｏｓｔ Ｉｎｃｒｅａｓｅｄ ｏｐｐｏｒｔｕｎｉｔｉｅｓ ａｂｒｏａｄ .13 4 .52 Ｓｅａｒｃｈ ｆｏｒ ｎｅｗ ｏｐｐｏｒｔｕｎｉｔｉｅｓ Ｔｈｒｅａｔｓ Ｎｕｍｅｒｏｕｓ ｌａｗｓｕｉｔｓ ａｎｄ ｏｔｈｅｒ ｌｉｔｉｇａｔｉｏｎ .10 4 .40 Ｔｈｅｓｅ ｃｏｕｌｄ ｅｎｄａｎｇｅｒ ｐｒｏｆｉｔｓ Ｐｏｓｓｉｂｌｅ ｌｏｓｓ ｏｆ ｃｏｍｐｅｔｉｔｉｖｅｎｅｓｓ ｉｎ ｍａｒｋｅｔｓ .06 2 .12 Ｔｈｉｓ ｃｏｎｃｅｒｎ ｉｓ ａｌｗａｙｓ ｐｒｅｓｅｎｔ ｉｎ ａｎｙ ｃｏｒｐｏｒａｔｉｏｎ Ｖｏｌａｔｉｌｉｔｙ ｏｆ ｆｏｒｅｉｇｎ ｓｕｐｐｌｉｅｒｓ ａｎｄ ｅｃｏｎｏｍｉｅｓ .11 4 .44 Ａｎｏｔｈｅｒ ｌｏｏｍｉｎｇ ｐｒｅｓｅｎｃｅ ｉｎ ｍｏｓｔ ｈｉｇｈ ｔｅｃｈ ｉｎｄｕｓｔｒｉｅｓ Ａｖａｉｌａｂｉｌｉｔｙ ｏｆ ｔｈｉｒｄ-ｐａｒｔｙ ｄｉｇｉｔａｌ ｃｏｎｔｅｎｔ .03 2 .06 Ｉ ｄｏｎ'ｔ ｃｏｎｓｉｄｅｒ ｔｈｉｓ ａ ｂｉｇ ｐｒｏｂ Ｔｅｃｈｎｏｌｏｇｙ ｆａｉｌｕｒｅｓ ａｎｄ ｄａｔａ ｓｅｃｕｒｉｔｙ ｂｒｅａｃｈｅｓ .04 2 .08 Ａｎｏｔｈｅｒ ｃｏｎｃｅｒｎ ｆｏｒ ｍｏｓｔ ｈｉｇｈ ｔｅｃｈ ｉｎｄｕｓｔｒｉｅｓ Ｖｏｌａｔｉｌｉｔｙ ｏｆ ｔｈｅ ＵＳ ｅｃｏｎｏｍｙ ａｎｄ ｓｔｒｅｎｇｔｈ ｏｆ ｄｏｌｌａｒ .10 3 .30 Ｂｏｔｈ ｏｆ ｔｈｅｓｅ ａｒｅ ａ ｃｏｎｃｅｒｎ ｄｕｅ ｔｏ ｔｈｅ ｃｕｒｒｅｎｔ ＵＳ ｅｃｏｎｏｍｉｃ ｐｒｏｂｌｅｍｓ ｃｏｕｐｌｅｄ ｗｉｔｈ ｈｉｇｈ ｔｒａｎｓｐｏｒｔａｔｉｏｎ ｃｏｓｔｓ Ｃｒｅｄｉｔ ｒｉｓｋｓ ｏｆ ａｃｃｏｕｎｔｓ ｒｅｃｅｉｖａｂｌｅ .10 3 .30 Ｔｏｔａｌ Ｓｃｏｒｅｓ 1.00 3.71 Ｅｘｈｉｂｉｔ 2 ＩＦＡＳ (Ｉｎｔｅｒｎａｌ Ｆａｃｔｏｒ Ａｎａｌｙｓｉｓ Ｓｕｍｍａｒｙ) Ｉｎｔｅｒｎａｌ Ｓｔｒａｔｅｇｉｃ Ｆａｃｔｏｒｓ Ｗｅｉｇｈｔ Ｒａｔｉｎｇ Ｗｅｉｇｈｔｅｄ Ｓｃｏｒｅ Ｃｏｍｍｅｎｔｓ Ｓｔｒｅｎｇｔｈｓ Ｌａｒｇｅ ｓｃａｌｅ ａｎｄ ｅｆｆｅｃｔｉｖｅ ａｄｖｅｒｔｉｓｉｎｇ ｃａｍｐａｉｇｎｓ .20 5 1.00 Ｅｘｃｅｌｌｅｎｔ, ｍｅｍｏｒａｂｌｅ ｃａｍｐａｉｇｎｓ Ｄｉｖｅｒｓｉｆｉｅｄ ａｎｄ ｉｎｎｏｖａｔｉｖｅ ｐｒｏｄｕｃｔ ｌｉｎｅ .18 5 .90 Ｈｉｇｈ ｔｅｃｈ ｉｔｅｍｓ ｄｒａｗ ｃｏｎｓｕｍｅｒ ａｔｔｅｎｔｉｏｎ ａｎｄ ｐｕｒｃｈａｓｅｓ Ｓｔｅａｄｉｌｙ ｉｎｃｒｅａｓｉｎｇ ｆｉｎａｎｃｉａｌ ｆｉｇｕｒｅｓ .10 3 .30 Ｅｘｃｅｌｌｅｎｔ ｉｎｄｉｃａｔｏｒｓ ｏｆ ａ ｓｔｒｏｎｇ ｃｏｍｐａｎｙ Ｎｏ ｌｏｎｇ ｔｅｒｍ ｄｅｂｔ .10 5 .50 Ｉｎｃｒｅａｓｉｎｇ ｒｅｓｅａｒｃｈ ａｎｄ ｄｅｖｅｌｏｐｍｅｎｔ ｂｕｄｇｅｔ .07 5 .35 Ｃｏｍｍｉｔｍｅｎｔ ｔｏ ｉｍｐｒｏｖｉｎｇ ｐｒｏｄｕｃｔ ｌｉｎｅ ａｎｄ ｎｅｗ ｐｒｏｄｕｃｔｓ Ｗｅａｋｎｅｓｓｅｓ Ｂｅｈｉｎｄ Ｄｅｌｌ ａｎｄ ｏｔｈｅｒ ＰＣ ｍａｎｕｆａｃｔｕｒｅｒｓ ｉｎ ｏｖｅｒａｌｌ ｃｏｍｐｕｔｅｒ ｓａｌｅｓ .06 3 .18 Ｌａｇｇｉｎｇ ｃｏｍｐａｒａｔｉｖｅ ｓａｌｅｓ ｉｎ ｃｏｍｐｕｔｅｒ ａｒｅａ Ｈｉｇｈ ｐｒｉｃｅ ｐｏｉｎｔ ｏｆ ＩＰＯＤ / ｉＰｈｏｎｅ .06 3 .18 Ｂａｒｒｉｅｒ ｔｏ ｐｕｒｃｈａｓｅ ｂｙ ｙｏｕｎｇｅｒ ｃｏｎｓｕｍｅｒｓ Ｉｎｃｒｅａｓｅ ｉｎ ｐａｙａｂｌｅｓ ｐｅｒｉｏｄ .03 2 .06 Ｎｏｔ ａ ｈｕｇｅ ｃｏｎｃｅｒｎ Ｓｔｅｖｅ Ｊｏｂｓ' ｈｅａｌｔｈ / ＣＥＯ ｓｕｃｃｅｓｓｉｏｎ ｐｌａｎ .20 4 .80 Ｃｏｎｓｉｄｅｒｉｎｇ ｔｈｅ ｐｒｅｖｉｏｕｓ ｐｅｒｆｏｒｍａｎｃｅ ｏｆ ｐｒｏｆｅｓｓｉｏｎａｌ ｍａｎａｇｅｒｓ ｔｈｉｓ ｉｓ ａ ｌａｒｇｅ ｃｏｎｃｅｒｎ Ｔｏｔａｌ Ｓｃｏｒｅｓ 1.00 4.27 Ｅｘｈｉｂｉｔ 3 ＳＦＡＳ (Ｓｔｒａｔｅｇｉｃ Ｆａｃｔｏｒ Ａｎａｌｙｓｉｓ Ｓｕｍｍａｒｙ) Ｋｅｙ Ｓｔｒａｔｅｇｉｃ Ｆａｃｔｏｒｓ Ｗｅｉｇｈｔ Ｒａｔｉｎｇ Ｗｅｉｇｈｔｅｄ Ｓｃｏｒｅ Ｃｏｍｍｅｎｔｓ Ｉｎｃｒｅａｓｅｄ ｏｐｐｏｒｔｕｎｉｔｉｅｓ ｉｎ ｆｏｒｅｉｇｎ ｍａｒｋｅｔｓ .10 5 .50 Ｏｐｐｏｒｔｕｎｉｔｙ ｔｏ ｅｘｐａｎｄ ｓａｌｅｓ Ｈｉｒｉｎｇ ａｎｄ ｒｅｔｅｎｔｉｏｎ ｏｆ ｑｕａｌｉｆｉｅｄ ｓｔａｆｆ .06 4 .24 Ｎｅｃｅｓｓａｒｙ ｔｏ ｐｒｏｖｉｄｅ ｑｕａｌｉｔｙ ｓａｌｅｓ ａｎｄ ｓｕｐｐｏｒｔ Ｅｆｆｅｃｔｉｖｅ ａｄｖｅｒｔｉｓｉｎｇ ｃａｍｐａｉｇｎｓ .16 5 .80 Ｎｅｃｅｓｓａｒｙ ｔｏ ｅｘｐａｎｄ ｓａｌｅｓ ａｎｄ ｍｏｖｅ ｉｎｔｏ ｎｅｗ ａｒｅａｓ Ｉｎｃｒｅａｓｉｎｇ ｆｉｎａｎｃｉａｌ ｐｅｒｆｏｒｍａｎｃｅ .12 4 .48 Ｆｉｎａｎｃｉａｌ ｓｔｒｅｎｇｔｈ ｐｒｏｍｏｔｅｓ ｃｏｎｆｉｄｅｎｃｅ ｆｏｒ ｉｎｖｅｓｔｏｒｓ Ｎｏ ｌｏｎｇ ｔｅｒｍ ｄｅｂｔ .12 4 .48 Ｓｈｏｗｓ ｓｔｒｅｎｇｔｈ ａｎｄ ｐｒｏｂａｂｌｅ ｌｏｎｇｅｖｉｔｙ ｏｆ ｃｏｍｐａｎｙ Ｎｕｍｅｒｏｕｓ ｌａｗｓｕｉｔｓ ａｎｄ ｌｉｔｉｇａｔｉｏｎ .10 4 .40 Ａｃｔｓ ａｓ ａ ｄｅｔｒａｃｔｏｒ ｆｒｏｍ ｆｏｃｕｓ ｏｎ ｃｏｍｐａｎｙ ｐｅｒｆｏｒｍａｎｃｅ Ｖｏｌａｔｉｌｉｔｙ ｏｆ ｆｏｒｅｉｇｎ ｓｕｐｐｌｉｅｒｓ ａｎｄ ｅｃｏｎｏｍｉｅｓ .08 3 .24 Ａｌｗａｙｓ ｐｒｅｓｅｎｔ ａｎｄ ａ ｌｏｏｍｉｎｇ ｃｏｎｃｅｒｎ Ｃｒｅｄｉｔ ｒｉｓｋｓ ｏｆ ａｃｃｏｕｎｔｓ ｒｅｃｅｉｖａｂｌｅ .08 3 .24 Ａｓ ｗｏｒｌｄｗｉｄｅ ｅｃｏｎｏｍｉｅｓ ｗｏｒｓｅｎ, ｔｈｉｓ ｂｅｃｏｍｅｓ ｍｏｒｅ ｏｆ ａ ｃｏｎｃｅｒｎ Ｈｉｇｈｅｒ ｐｒｉｃｅ ｐｏｉｎｔ ｏｆ ｐｒｏｄｕｃｔｓ .06 2 .12 Ｎｅｇａｔｉｖｅ ｉｎ ａｐｐｅａｌｉｎｇ ｔｏ ｙｏｕｎｇｅｒ, ｌｅｓｓ ｆｕｎｄｅｄ, ｃｏｎｓｕｍｅｒｓ Ｃｕｒｒｅｎｔ ＣＥＯ ｈｅａｌｔｈ / ｓｕｃｃｅｓｓｉｏｎ ｐｌａｎ .12 4 .48 Ｃｙｃｌｉｃａｌ, ｃａｎ ｂｅ ａｎｔｉｃｉｐａｔｅｄ Ｔｏｔａｌ Ｓｃｏｒｅｓ 1.00 3.98 |
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