Apple - portal.futurethink.com · Apple has already reverse that trend. Innovation in areas like Artificial Intelligence as well as Virtual and Augmented Reality will be critical

Case Study: Apple

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CASE STUDY: APPLE

The Four Innovation Capabilities FutureThink’s Innovation Case Studies are designed to provide insights on today’s leading innovators. For each featured company, we cover four key innovation capabilities: Strategy, Ideas, Process, and Climate.

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 The notion of “serendipitous innovation” is dangerously outdated.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

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

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

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

FutureThink analysts develop case studies by drawing from a mix of extensive research, organizational and customer interviews, and firsthand interactions with the organization. Many thanks to the individuals who contributed to this case study and deepened our understanding of Apple’s innovation process.

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CASE STUDY: APPLE

Keeping the “i” in Innovation Ask anyone in business—or anyone on the street—to name an innovative company, and they’ll most likely mention “Apple.” From its founding in 1977, Apple, Inc. has been on the cutting edge of technology, always seeking new ways to put innovative products into consumers’ hands. Apple routinely sits at the top of Fortune’s list of The World’s Most Admired Companies.

With the success of products like Apple TV, iPhone, and iPad, Apple has become a legendary innovator in this era. The company has managed to sustain its reputation with calculated, consistent increases in R&D spending and rapid relaunches of new products, regular updates, and the hundreds of thousands of apps that personalize and enhance those products. Apple’s continued success is no accident. The company defines new market categories for others to follow. It continues to bring products to market quickly, efficiently, and stylishly.

But despite predictions that Apple will become the first company to pass the $1 trillion valuation, 2016 was a bump on the road to that milestone. For the first time since 2001, Apple experienced its first annual revenue decline, due to slowing iPhone demand, which accounts for two thirds of all sales.1

Apple has already reverse that trend. Innovation in areas like Artificial Intelligence as well as Virtual and Augmented Reality will be critical to keep up with competitors. It’s also likely that Apple will enter the automotive category—challenging Tesla and titans like Ford and BMW.2

Another big area for Apple will be innovation in Services. CEO Tim Cook has shifted any negative narrative from the 2016 fiscal decline by pointing to the company’s increased revenue from Services, up 24 percent to $6.3 billion in the fourth quarter compared to the same period in 2015— thanks to cloud services, streaming software, and App Store purchases.3

Apple’s ability to purchase key innovative patents and hire top specialists away from their competitors helps, but it is undeniably important for the company to prove they can bounce back when they face tough competition.


CASE STUDY: APPLE

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

Historically, Apple has a knack for staying ahead of the game. In the ’80s and early ’90s, products such as the Macintosh and the (palm-sized portable) Newton hit the market. After a few quiet years, Apple launched the iPod and iTunes, almost single-handedly changing the landscape of the music industry. Then the company took on Hollywood and Telecom with Apple TV and the iPhone, respectively. Through the iPad, it’s now changing the face of the publishing world and the way consumers use and interact with media.

“…When you buy our products, and three months later you get stuck on something, you quickly figure out [how to get past it]. And you think, ‘Wow, someone over there at Apple actually thought of this!’”

— Steve Jobs, Former Apple Chairman and CEO4

More often than not, Apple’s innovative ideas achieved legendary success because the company continues to pay close attention to the needs and desires of its customers. It sounds simple, but this is something on which Apple places relentless focus, and it does it better than any of its competitors. From the first time consumers realized they could carry their music collections with them at all times or zoom in on an image, customers are continually delighted by Apple’s features.

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

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

Experience and Value Capture Is Everything It’s widely agreed upon that Apple products are highly designed with a sleek, minimalist aesthetic. Apple also emphasizes the importance of integration across both software and hardware devices. Integration of its products allows Apple to create value around a fantastic experience and also value capture for their bottom line profits. It has managed to evolve the idea of a product- and service-based value capture.


CASE STUDY: APPLE

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

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

The innovation was both an evolution of the user experience and also Apple’s business model. It became the first tech company to successfully verticalize their business model by selling both products and content.5 This also gave the company tremendous pricing power and revenue margins.

By April of 2008, Apple surpassed Wal-Mart to become the largest music retailer in the world. The iTunes store continued to grow steadily, and in February of 2011, Apple announced that the 10 billionth song had been downloaded, awarding a $10,000 iTunes gift card to the individual who downloaded it.

Apple quickly extended the iTunes model beyond music to include millions of music videos, movies, TV episodes, games, books, and podcasts.

When Apple launched the iPhone in 2007, it was widely hailed for its beautiful design, intuitive user interface, and simplicity. It represented a significant leap forward for smartphones, and made even the latest BlackBerry models seem clunky by comparison. But perhaps the most interesting aspect of the iPhone was the creation of a new platform: the app.

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

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

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


CASE STUDY: APPLE

This ease-of-use has helped propel Apple into becoming the best-stocked app store of any platform in the world. In 2019, the App Store passed the 1.8 billion app mark, solidifying Apple’s dominance in the software application marketplace. It ushered consumers from a program-based world to an app-based world, and most app users agree that these mini-software applications are the way forward.

More than 205 billion apps have been downloaded from the App Store since its launch in 2008. Over the past decade the company has paid developers more than $30 billion dollars in shared revenues.6 Apple remains the favored brand and operating system for many of the world’s leading application developers. It is likely to continue to capture revenue growth coming from these non-employee developers for years to come.

Mainstreaming the Age of the Tablet. The iPad, in many ways, is an evolutionary product. It doesn’t do very much that an iPhone or MacBook doesn’t do, but its form factor is revolutionary.

On any given day, many activities for which we use computers are not work-related. In the iPad ad campaigns, you’ll see people using the tablet while reclining—without having to balance a laptop. The iPad is designed for comfort and context with a touchscreen that incorporates mouse functionality.

“The iPad is the best Websurfing experience, the best email experience, the best photo and moviewatching experience. It’s going to change the way we do the things we do every day.”

–Phil Schiller, Apple’s Senior VPof Worldwide Product Marketing7

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

Despite its success, competition exists from Android-based tablets. Apple has responded to consumers’ shifting tastes for varied screen sizes by releasing an iPad mini and larger iPhone 6 “phablet” version. This was a rare example where Apple innovation did not lead the market transition.

The Apple Store: The Church of Mac Apple Retail Stores bring customers together and arm them with the tools they need to get comfortable in the world of Apple. Bright, open, and airy, featuring Apple’s hallmark minimal design, Apple Stores offer few distractions from the products. They are constantly buzzing with customers and onlookers, some of whom might just be there to check their email or browse Safari.


CASE STUDY: APPLE

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

Apple has expanded its retail presence greatly over the last few years, from just two stores in 2001 to 506 in 24 countries as of 2019. The retail locations average over $6,500 of revenue per square foot (the most of any American retailer, and twice that of Tiffany and Co.). 8

In addition to customers, the stores attract attract enthusiastic Apple experts who are thrilled to work there too. The company received over 5,000 applications for the 300 jobs at its Fifth Avenue flagship store in Manhattan when it opened in 2006. Apple is now executing a $1 billion retail expansion, which will expand 20 current stores and launch 30 to 35 new stores, all of which will be outside of the U.S.9

Apple at Work (or Enterprise Innovation) Despite Apple’s runaway success with mainstream consumers, its software and hardware has struggled on adoption and market growth inside the workplace or enterprise environment. In 2015, Apple established a unique partnership with IBM as it evolves the apps landscape for business enterprise environments.10 IBM benefited from a mobilefirst strategy of developing integrated analytics to its customers, and together IBM and Apple developed over 100 wide-ranging applications for healthcare, financial services, transportation, utilities, and retail.

But the deal got sweeter in 2016 when Apple and SAP, the world’s largest maker of enterprise business applications, teamed up. IBM and SAP are already partners in cloud services, and SAP’s partnership with Apple enabled development of custom business applications for iOS devices, iPads, and iPhones.11

It also gave tools to SAP’s 2.5-million global developers to write their own custom iOS apps using Swift, Apple’s programming language. This important move put Apple products directly in the hands of over 310,000 SAP worldwide customers, the majority being large enterprise businesses with thousands of employees. With the launch of the iPad Pro in 2015 to appeal to the demands of graphic designers and media producers, all three companies have pushed innovation while utilizing the strengths made possible from the partnerships.12

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


CASE STUDY: APPLE

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

Apple Pay embodies what we expect from the company: simple to use, elegantly designed, and touch-based security features. Released in late 2014, Apple Pay was initially limited to the United States and integrated into existing contactless point of sale systems run by Visa, Mastercard, and American Express.

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

In the case of Apple Pay, their innovation strategy was not to be first to market, but ready when the market was ready for massive adoption. In 2016, Apple Pay transactions were up 500 percent, with an impressive 35 percent of merchants accepting the payment, compared to only four percent in 2014. The month of September 2016 alone saw more Apple Pay transactions than all of fiscal year 2015.13

Taking Calculated RisksThe release of iPhone 7 prompted one of Apple’s largest controversies in recent history: removal of the headphone jack and introduction of Airpods. The initial reaction was akin to hysteria in the die-hard Apple community. Before it even officially launched, online petitions with thousands of signatures pleaded for Apple to retain the headphone jack.14 Despite providing a solution to owners with wired headphones by offering a Lightning adapter, an interesting move was Apple’s decision to keep the headphone port in their new Macbook Pro laptops. This was a new position for Apple to be in: creating a solution for a problem they created. But in creating it, they also created a new product: the Apple Airpods, which retail for $160 but also come with the iPhone 7. This also created a way for Apple to push their partnered products like Beats, Sonos, BOSE, Ultimate Ears, and others available through its stores and websites.15

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

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

Over the last few years, touch screens on the iPhone, iPod, and iPad have been upgraded to enable even better interactivity, including tapping, sliding, and pinching. “Reach out and tap it” and “pinch it open” were among the directives from Jobs when he showed off the iPad to a national audience. These little extras delighted consumers—and this degree of functionality quickly become the standard.

The Cult of Mac Apple is famous for its product line, but perhaps equally as famous are the lines of fanatical customers that camp outside of Apple’s retail outlets in advance of a new product launch. Few brands enjoy the dedicated, vocal, even evangelical customers that Apple claims. Part of this zeal is due to the quality of Apple’s products and the functions they serve in people’s lives. They have “badge value,” bestowing a sense of pride to their owners. Of course, the accessibility that has given rise to the “Cult of Mac” means Apple has lost the exclusivity formerly associated with its brand. (Wearing those white headphones today isn’t the status symbol it once was.)


CASE STUDY: APPLE

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

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

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

Driving Innovation by Hiring Outsiders These days Apple is looking outside its own walls—and industry—for senior leadership in fashion and tech to compete in the era of wearable computing. The 2016 update of the Apple Watch with the Series 2 speaks to the trend of activity and health trackers like Fitbit, smart watches like Pebble, and eyewear like Google Glass.16

Electronics are already being woven into textiles and with eyewear products now equipped with Augmented Reality (AR) or Virtual Reality (VR) capabilities, wearables will continue to be an important area of innovation.17

So why look for senior leadership outside the electronics industry? Apple realizes that wearables require new thinking on design. Apple views wearable devices as more of a luxury accessory than an essential communication device, so it seeks to hire fashion innovators to understand consumer motivation around accessories.

Apple’s integrated leadership strategy means hiring for manufacturing, retail, and marketing. To this end, it hired an innovative manufacturing leader in Ben Shaffer, a former Nike designer who led efforts on new tooling techniques used in Nike’s woven Flyknit shoe product. For its innovative retail leader, it hired Angela Ahrendts, former CEO of Burberry. Ahrendts is charged with keeping both online and Apple Store experiences relevant to consumers of accessory and luxury products.

For its innovative marketing leader, Apple hired Paul Deneve, who was the CEO of Yves Saint Laurent. Deneve is leading marketing efforts as Apple explores growth beyond its successful campaigns to sell iPods, iPhones, and iPads into wearable category products.

Another notable staff addition outside the fashion industry but relevant to the wearable category is Apple’s hiring of Yury Petrov from Oculus, Facebook’s VR arm. Petrov joined Apple as a research scientist, and is one of the leaders of the hardware and software being developed in the wearables category of AR and VR.18

Apple’s hiring of industry outsiders suggests that the company remains willing to take smart, calculated risks to prepare for industry transitions. As the wearables industry grows to a projected 25 billion in 2022, the hope is that new leadership can help Apple capture a significant portion of this expanding product category.19


CASE STUDY: APPLE

Counter-Culture When most gurus discuss best practices for a culture of innovation, they include phrases like “be open” and “invite collaboration.” Apple, however, preaches—and sometimes practices—the opposite.

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

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

Be Secretive: From developing projects in an outbuilding that flies a pirate flag to erecting walls around off-limits “lockdown rooms,” Apple encourages secrecy around innovation projects that builds a sense of excitement and ownership among teams.

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

The coming year will likely see Apple pushing into the space of “Connected Devices” and “Internet of Things” as its HomeKit platform is used to bring everything from refrigerators, heating and cooling systems, and light bulbs onto the web and into Apple’s ecosystem.20 The question will remain as to whether Apple can push ahead of Amazon’s Echo and Google’s Home Speaker.21

Apple will also push further into the Augmented and Virtual Reality space, looking for a piece of the multi-billion dollar industry that competitors like Facebook, Google, and Amazon have already joined.22

Expect Apple to take on Tesla by answering the call to the automotive industry with a product of their own.23

To keep its services revenue strong, Apple will continue to innovate in places where competitors dominate. For example, Apple is looking to overtake Google in the Maps market by using drones to capture indoor spaces like airport terminals or monitor changes in roads due to construction to give more detailed information.24

Given the breadth of these new market innovations, recent concerns about CEO Tim Cooks’ ability to follow in the footsteps of Apple’s visionary founder have faded somewhat especially with the departure of Jonathon Ive, star designer of Apple phones and related products. Apple’s growth continues and many expect it might become the world’s first $1 trillion company in terms of market valuation. Lingering issues include Apple’s unwillingness to go down-market with lower-priced products that are currently driving global growth, and its ability to remain an innovation leader. Whatever happens next, Apple’s hyperfocus on the end-user experience will continue to drive each new product.


CASE STUDY: APPLE

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

● What are the guiding principles that define innovation for your organization?● What unmet or latent needs exist among your customers?

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IDEAS Think differently to develop original ideas that drive business value. Among its many competitive edges, Apple integrates software, hardware, and services to create and capture value.

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

● How can you leverage digitalization trends in your industry and capture the value of integration?

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PROCESS Create a streamlined and flexible approach to shepherd innovative ideas to market. Apple is known for dramatically unveiling new products and, once those products are in the marketplace, continuing to tweak, improve, and upgrade them for consumers.

● How can you revitalize your existing suite of offerings by building in regular upgrades, updates, andimprovements?

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

● How do you keep your employees excited and engaged in innovation projects?● How can you inspire a messianic zeal in your employees and customers?

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CASE STUDY: APPLE

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5 Knowledge@Wharton. “Vertical Integration Works for Apple — But It Won’t for Everyone.” http://knowledge.wharton.upenn. edu/article/vertical-integration-works-for-apple-but-it-wont-for-everyone/ (accessed May 11, 2017).

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

7 Speaking Frog. “iPad Introduction, 2010: Video.” Speakingfrog.com. http://speakingfrog.com/?tag=business#. WWt1ThPyuRt (accessed July 14, 2017).

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9 Dilger, Daniel Eran. “Apple to spend $10 billion on innovation, expansion in 2013” AppleInsider.com. http://appleinsider. com/articles/13/01/24/apple-to-spend-10-billion-on-innovation-expansion-in-2013 (accessed December 17, 2015).

10 Apple. “Apple and IBM Forge Global Partnership to Transform Enterprise Mobility.” Apple.com. https://www.apple.com/pr/ library/2014/07/15Apple-and-IBM-Forge-Global-Partnership-to-Transform-Enterprise-Mobility.html (accessed December 17, 2015).

11 Clancy, Heather. “Why IBM Is Excited About the ‘Special Partnership’ Between Apple, SAP.” Fortune.com. http://fortune. com/2016/05/06/why-ibm-is-excited-about-the-special-partnership-between-apple-sap/ (accessed December 18, 2016).

12 Bort, Julie. “Here’s why Apple’s partnership with SAP is amazingly strategic and smart.” BusinessInsider.com. http://www. businessinsider.com/why-apple-sap-partnership-is-smart-2016-5 (accessed December 18, 2016) .

13 MacRumors. “Apple Pay.” MacRumors.com. https://www.macrumors.com/roundup/apple-pay/ (accessed March 8, 2017).

14 McGregor, Jay. “iPhone 7 Headphone Jack Anger Erupts.” Forbes.com. https://www.forbes.com/sites/ jaymcgregor/2016/01/07/iphone-7-headphone-jack-anger-erupts/#38b78de91abd (accessed March 8, 2017).

15 Apple. “Headphones & Speakers.” Apple.com. http://www.apple.com/shop/accessories/all-accessories/headphonesspeakers (accessed March 8, 2017).

16 MacRumors. “Apple Watch Series 2: Faster, Waterproof, Available Now.” MacRumors.com. https://www.macrumors.com/ roundup/apple-watch/ (accessed March 31, 2017).

17 Gurman, Mark, Alex Webb, and Ian King. “Apple Considers Wearables Expansion With Digital Glasses.” Bloomberg. com. https://www.bloomberg.com/news/articles/2016-11-14/apple-said-to-explore-smart-glasses-in-deeper-wearablespush (accessed December 18, 2016).

18 Leswing, Kif. “Apple is loading up talent for its push into Google Glass territory.” BusinessInsider.com. http://www. businessinsider.com/apple-hires-oculus-researcher-magic-leap-engineer-2016-9 (accessed December 18, 2016).

19 Lamkin, Paul. “Smart Wearables to be Double by 2022" https://www.forbes.com/sites/paullamkin/2018/10/23/smart-wearables-market-to-double-by-2022-27-billion-industry-forecast/#50c136222656 (accessed June 27, 2019)

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CASE STUDY: APPLE

20 Dilger, Daniel Eran. “Apple Tripling Size of Its Crowded San Francisco Stonestown Store.” AppleInsider.com. appleinsider.com/articles/13/04/01/apple-tripling-size-of-its-crowded-sf-stonestown-store (accessed December 17, 2015).

21 News Republic. “Apple getting its ‘internet of things’ clock cleaned by Amazon.” Newscdn.newsrep.net. http:// newscdn.newsrep.net/h5/nrshare.html?r=3&lan=en_US&pid=14&id=K0a27f85dRH_us&app_lan=&mcc=&declared_ lan=en_US&pubaccount=ocms_0&showall=1 (accessed May 18, 2017).

22 Keach, Sean. “Apple VR Headset: A complete guide to all the Apple virtual reality and AR rumours.” TrustedReviews.com. http://www.trustedreviews.com/news/apple-virtual-reality-vr-headset-ar-augmented-realityglasses- release-date-news-rumours (accessed March 8, 2017).

23 MacRumors. “Apple Car.” MacRumors.com. https://www.macrumors.com/roundup/apple-car/ (accessed March 8, 2017).

24 DeNisco, Alison. “Apple to use drones to improve Maps service, compete with Google.” TechRepublic.com. http:// www.techrepublic.com/article/apple-to-use-drones-to-improve-maps-service-compete-with-google/ (accessed March 8, 2017).


Apple - portal.futurethink.com · Apple has already reverse that trend. Innovation in areas like Artificial Intelligence as well as Virtual and Augmented Reality will be critical

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