Professional Documents
Culture Documents
ON
TO
GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY
BY
RAJAT GUPTA
ENROLLMENT NO. 10290201712
UNDER THE GUIDANCE OF
Ms. Amanpreet Luthra
2011-2013
DECLARATION
I RAJAT GUPTA of BBA (GEN.) Course in SRI GURU TEGH BAHADUR
INSTITUTE
OF
TECHNOLOGY
MANAGEMENT
AND
INFORMATION
report entitled-
RAJAT GUPTA
ENROLLMENT NO.- 10290201712
CERTIFICATE
This is to certify that Mr. RAJAT GUPTA, Enrollment No. 10290201712 has
worked under my supervision to prepare this project report on CONSUMER
PREFERENCE TOWARDS APPLE PRODUCTS. The work embodied in
this report is original and is of the standard expected of a BBA (GEN.) student
and has not been submitted in part or full to this or any other university for the
award of any other degree or diploma. She has completed all requirements of
guidelines for research project and the work is fit for evaluation.
-------------------------------------SIGNATURE OF DIRECTOR
(Prof.) Dr. P.L.SETHI
-------------------------------------SIGNATURE OF TEACHER
INCHARGE
MS. INDERPREET KAUR
-------------------------------------SIGNATURE OF GUIDE
MS. AMANPREET LUTHRA
-------------------------------------PLACE: DELHI
SIGNATURE OF SCHOLAR
DATE:
RAJAT GUPTA
3
ACKNOWLEDGMENT
At the successful completion of our summer project I would like to express my
gratitude and thanks to Ms. Amanpreet Luthra for the guidance, support and
help, without which the completion of this project was not possible.
I would also like to take this opportunity to express my gratitude to all our
BBA (GEN.) Teachers, who were the source of inspiration and motivation all
through the diagram.
Finally, I would also like to take this opportunity to express my gratitude to all
the Faculty Members of S.G.T.B.I.M & I.T for sharing their helpful ideas during
this project.
--------------------------------------------SIGNATURE OF SCHOLAR
PLACE: DELHI
RAJAT GUPTA
DATE:
TABLE OF CONTENT
4
Chap No.
PARTICULARS
Page
No.
Declaration
ii
Certificate
iii
Acknowledgement
1
2
3
4
5
6
7
Introduction
Products and Market
Finance
Organisational Integrity
Research Methodology
Findings and Analysis
Conclusion
Annexure
Questionnaire
Bibliography
CHAPTER 1
INTRODUCTION
Apple Computers 30 years history is full of highs and lows, which is what we
would expect in a highly innovative company. They evolved throughout the
years into an organization that is very much a representation of its leader,
Steven Jobs. Apple made several hugely successful product introductions over
the years.
They have also completely fallen on their face on several occasions. They
struggled mightily while Jobs was not a part of the organization. Apple reached
a point where many thought they would not survive. When asked in late 1997
what Jobs should do as head of Apple, Dell Inc.'s (DELL) then-CEO Michael S.
dell said at an investor conference: Id shut it down and give the money back
to the shareholders. (Burrows, Grover , and Green).
Well, times changed. Less than 10 years later, Business Week ranked Apple as
the top performer in its 2008 Business Week 50. Apple attributes their recent
success to robust sales of iPod music players (62 million in 2008). They are
optimistic about the economies of scope with media giants, such as Disney and
Pixar.
Apple rarely introduces a new type of product. Thus, instead of being
the pioneer,
they
are
an expert
music players
second mover
and
notebook
by
refining
computers
are
examples. Apple increases the appeal of these products by making them stylish
and more functional. They now appear poised to make significant strides in the
6
home computer market and to creating a total digital lifestyle whereby the home
is a multimedia hub.
1.1 HISTORY
Apple was established on April 1, 1976
by Steve
Jobs, Steve
Wozniak,
the
public
at
the Homebrew
APPLE1
Apple was incorporated January 3, 1977 without Wayne, who sold his share of
the company back to Jobs and Wozniak for $800. Multi-millionaire Mike
Markkula provided essential business expertise and funding of $250,000 during
the incorporation of Apple.
The Apple II was introduced on April 16, 1977 at the first West Coast
Computer Faire. The Apple II was chosen to be the desktop platform for the
first "killer app" of the business world. By the end of the 1970s, Apple had a
staff of computer designers and a production line. The company introduced the
ill-fated Apple III in May 1980 in an attempt to compete with IBM and
Microsoft in the business and corporate computing market.
7
In 1984, Apple next launched the Macintosh. Its debut was announced by the
now famous $1.5 million television commercial "1984". It was directed
by Ridley Scott, aired during the third quarter of Super Bowl XVIII on January
22, 1984, and is now considered a watershed event for Apple's success and a
"masterpiece"
Having learned several painful lessons
after introducing the bulky Macintosh
Portable in
1989,
Apple
introduced
MACHINTOSH PORTABLE
On August 15, 1998, Apple introduced a new all-in-one computer reminiscent
of the Macintosh 128K: the iMac. The iMac design team was led by Jonathan
Ive, who would later design the iPhone. The iMac featured modern technology
and a unique design, and sold almost 800,000 units in its first five months.
In 1998, Apple announced the purchase ofMacromedia's Final Cut software,
signaling its expansion into the digital video editing market.
Mac OS X, based on NeXT's OPENSTEP and BSD Unix was released on March
24, 2001, after several years of development. Aimed at consumers and
professionals alike, Mac OS X aimed to combine the stability, reliability and
security of Unix with the ease of use afforded by an overhauled user interface.
8
On May 19, 2001, Apple opened the first official Apple Retail Stores in Virginia
and California.
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.
10
CHAPTER 2
PRODUCTS& MARKET
2.1Product
Personal Computers
MacBook Pro
MacBook
MacBook Air
Mac Pro
iMac
Mac mini
Xserve
Mobile Devices
iPhone
iPhone3G
iPhone3GS
iTunes 9
11
Apple TV
iLife 09
iWork 09
Final Cut Studio
Logic Studio
FileMaker Pro
Safari:
QuickTime
MobileMe
AppleCare
iPhone 3GS
the
AirPort
wireless
networking
products, Time
13
i PAD
On January 27, 2010, Apple
introduced
anticipated
their
much-
media tablet,
downloadable via Wi-Fi and optional 3G service or synced through the user's
computer.
On March 2, 2011, Apple introduced an updated iPad model which had a
faster processor and two cameras on the front and back respectively.
The iPad 2 also addedsupport for optional 3G service provided
by Verizon in addition to the existing offering by AT&T.
On March 7, 2012, Apple introduced the third generation iPad (dubbed
"the new iPad" by Apple). The third-generation iPad added LTEservice
from AT&T or Verizon and an upgraded
processor, the A5X.
The
dimensions
and
form
factor
new iPad being a fraction thicker and heavier than the previous version, and
minor positioning changes.
Since the tablet launched in 2010, iPad users have downloaded 3 billion
apps, while the total App Store downloads is up to over 25 billion
downloads.
i POD
On October 23, 2001,
Apple
introduced
include
various
of
different
the
traditional iPod
click
wheel.
i PHONE
16
At the Macworld Conference & Expo in January 2007, Steve Jobs revealed
the long anticipated iPhone, a convergence of an Internet-enabled smart
phone and iPod.
The original iPhone combined a 2.5G quad band GSM and EDGE cellular
phone with features found in hand held devices, running scaled-down
versions of Apple's Mac OS X (dubbed iOS, formerly iPhone OS), with
various Mac OS X applications such
as Safari and Mail. It also includes
web-based and Dashboard apps such
as Google
The
June
9,
2008,
June
overtook Nokia to
2011,
become
Apple
the
the
United
States,
Canada,
18
Apple sold 4 million iPhone 4S phones in the first three days after its
release, which made it not only the best iPhone launch in Apple's history, but
the most-successful launch of any mobile phone ever.
A new iPhone 5 back plate leaked in early May - they were acquired by 9to5
Mac, but look like the combination of a lot of the other rumours we've heard
about the shape and size of the new handset. These feature bigger speaker grills
as well as a four inch screen and a two-tone back with brushed aluminum.
Apple won its legal battle with Samsung, and in our eyes is the biggest victory
when it comes to its stock bump. Apple shares are up to a staggering $14 after
the smartphone firms win last Friday, this is where the iPhone 5 price alter and
stock bump comes into play, and there could be a possibility that Apple could
alter the price of the next-generation iPhone.
APPLE TV
sale of content from iTunes with high-definition televisions. The device links up
to a user's TV and syncs, either
via Wi-Fi or a wired network,
with
one
computer's
iTunes
iPhone.
The
memory
included in the device is the half of the iPhone 4 at 256 MB; the same as
the iPad, iPhone 3GS, iPod touch 3G, and iPod touch 4G. It has HDMI out
as the only video out source. Features include access to the iTunes Store to rent
movies and TV shows (purchasing has been discontinued), streaming from
internet video sources, including YouTube and Netflix, and media streaming
from an iTunes library.
2.2 MARKETING
Apple brand and brand community. Apples brands loyalty is considered
unusual for any product. At one time, Apple evangelists were actively engaged
by the company, but this was after the phenomenon was already firmly
established.
Steve Jobs, Apples co-Founder, described Apple as a mobile devices
company the largest one in the world (Apples revenues are bigger than
Nokia, Samsung, or Sonys mobility business).
20
NAME
According to Steve Jobs, Apple was so named because Jobs was coming back
from an apple farm, and he was on a fruitarian diet. He thought the name
was fun, spirited and not intimidating
21
LOGO
Apples first logo, designed by Ron Wayne, depicts Sir Isaac Newton sitting
under an apple tree.
This was replaced by Rob Janoffs rainbow Apple, the now-familiar
rainbow-colored silhouette of an apple with a bite taken out of it.
The Apple logo was designed with a bite so that it would not be recognized as
another fruit. The colored stripes were conceived to make the logo more
accessible, and to represent the fact the Apple II could generate graphics in
color.
In 1998, with the roll-out of the new iMac, Apple discontinued the rainbow
theme and began to use monochromatic themes, nearly identical in shape to its
previous rainbow incarnation, on various products, packaging and advertising.
An Aqua-themed version of the monochrome logo was used from 20012003,
and a Glass-themed version has been used since 2003.
22
SLOGANS
Apples first slogan, Byte into an Apple, was coined in the late 1970s.
From 19972002, Apple used the slogan Think Different in advertising
campaigns. Although the slogan has been retired, it is still closely associated
with Apple.
Apple also has slogans for specific product lines for example, iThink,
therefore iMac was used in 1998 to promote the iMac, and Say hello to
iPhone has been used in iPhone advertisements.
Hello was also used to introduce the original Macintosh, Newton, iMac
(hello (again)), and iPod.
ADVERTISING
Since the introduction of the Macintosh in 1984 with the 1984 Super Bowl
commercial to the more modern Get a Mac adverts, Apple has been
recognized in the past for its efforts towards effective advertising and marketing
for its products, though its advertising has been criticized for the claims of
some more recent campaigns, particularly 2005 Power Mac ads and iPhone ads
in Britain.
Apples product commercials gained fame for launching musicians into stardom
as a result of their eye-popping graphics and catchy tunes. First, the company
popularized Canadian singerFeists 1234 song in its ad campaign. Later,
Apple used the song New Soul by French-Israeli singer-songwriter Yael
Nam to promote the MacBook Air. The debut single shot to the top of the
charts and sold hundreds of thousands of copies in a span of weeks.
23
In the past two decades, Apple Inc. has become well known for its
advertisements. Its most significant ad campaigns include the 1984 Super
Bowl commercial, the 1990s Think Different campaign, and the iPod
people of the 2000s.
Since the original Macintosh Super Bowl commercial in 1984, which
mimicked imagery from George Orwells 1984, Apple has maintained a style of
homage to contemporary visual art in many of its more famous ad campaigns.
For example, the Think Different campaign linked Apple to famous social
figuresincluding artist John Lennon and freedom fighter Mahatma Gandhi.
Several lawsuits have been filed against Apple by artists and corporations alike,
such as visual artist Louie Psihoyos and shoe company Lugz.
In 1997 the Think Different campaign introduced a new Apples slogan. This
was followed in 2002 by the Switch campaign. Another recent advertising
campaign by Apple is Get a Mac.
24
CHAPTER 3
FINANCE
In its fiscal year ending in September 2011, Apple Inc. hit new heights
financially with $108 billion in revenues (increased significantly from $65
billion in 2010) and nearly $82 billion in cash reserves. Apple achieved these
results while losing market share in certain product categories.
On March 19, 2012, Apple announced plans for a $2.65 per share dividend
beginning in fourth quarter of 2012, per approval by their board of directors.
On August 20, 2012 Apple closed at a record share price of $665.15. With
936,596,000 outstanding shares (as of June 30, 2012), it had a market
capitalization of $622.98 billion. This is the highest nominal market
capitalization ever reached by a publicly traded company and surpasses a
record set by Microsoft in 1999.
25
Fig. 1.1
Apple 2012 1Q results continues to impress. Revenue has jumped from 24,7 bn.
$ to 39,2 bn.$ or by 59% compared to 2011 Q1. High revenue increase lead to
even more rapid Net Income before depreciation increase. Which has risen from
6,4 bn.$ to 12,4 bn.$ or almost dubbed. This was lead by slower revenue cost
(+43%) and operating cost increase (+36%) then revenue.
Gene Munster and Michael Olson of Piper Jaffray are the main analysts who
track Apple stock. Piper Jaffray estimate future stock and revenue of Apple
annually, and have been doing so for several years
26
Fig. 1.2
Companies sales by geography is good. 1/3 of sales are from US and 1/3 is from
Asia which are the regions with highest estimated growth. Europe takes 22% of
sales. Asia sales has dubbed compared to last year so this market has grown the
most. Most of companies iPad where revenue has increased by +132% and now
contains 17% of companies income, this is a defiantly income growth segment
while Mac and special y iPod (-25%) are the products of the past.
27
Fig. 1.5
3.1 STOCK
'AAPL'
is
the stock
symbol under
which Apple
Inc. trades
on
the NASDAQ stock market. Apple originally went public on December 12,
1980, with an initial public offering at US$22.00 per share. The stock has split 2
for 1 three different times on June 15, 1987, June 21, 2000 and February 28,
2005. Apple initially paid dividends from June 15, 1987 to December 15, 1995.
On March 19, 2012, Apple announced that it would again start paying a
28
dividend of $2.65 per quarter (beginning in the quarter that starts in July 2012)
along a $10 billion share buyback which would commence September 30,
2012, the start of its fiscal 2013 year.
Fig. 1.6
29
31
Table1
Financial
period
USD)
Revenue
Return on net
growth
sales
FY 1981
335
unknown
---
---
FY 1982
583
61
74%
10%
FY 1983
983
77
69%
8%
FY 1984
1,516
64
54%
4%
FY 1985
1,918
61
27%
3%
FY 1986
1,902
154
-1%
8%
FY 1987
2,661
218
40%
8%
FY 1988
4,071
400
53%
10%
FY 1989
5,284
454
30%
9%
FY 1990
5,558
475
5%
9%
FY 1991
6,309
310
12%
5%
FY 1992
7,087
530
12%
7%
FY 1993
7,977
87
13%
1%
FY 1994
9,189
310
46%
3%
FY 1995
11,062
424
20%
4%
FY 1996
9,833
-816
-11%
-8%
FY 1997
7,081
-1,045
-28%
-15%
32
FY 1998
5,941
309
-16%
5%
FY 1999
6,134
601
3%
10%
FY 2000
7,983
786
30%
10%
FY 2001
5,363
-25
-33%
0%
FY 2002
5,247
65
-2%
1%
FY 2003
6,207
57
18%
1%
FY 2004
8,279
266
33%
3%
FY 2005
13,931
1,328
68%
10%
FY 2006
19,315
1,989
39%
10%
FY 2007
24,578
3,495
27%
14%
FY 2008
37,491
6,119
53%
16%
FY 2009
42,905
8,235
14%
19%
Fig. 1.7
34
Fig. 1.8
Fig. 1.9
35
Fig. 1.10
Fig. 1.11
36
37
Fig. 1.12
38
Fig. 1.13
39
Fig. 1.14
CAPITAL STRUCTURE ANALYSIS
A capital structure analysis is used to show how well a company
can finance itself through the use of their own assets which are show by
the debt and equity of the firm
The most important capital structure ratio is the debt to equity ratio
which is shown below
40
Fig. 1.15
41
CHAPTER 4
ORGANISATIONAL INTEGRITY
4.1 ORGANISATINAL LIFE STYLE OF APPLE
Apple's
strategy
includes
growing its
geographic basis.
first and fourth quarters are substantially higher than the other two
quarters in the fiscal year.
foreign laws for the protection of the environment has no material effect
on Apple's capital expenditures, competitive position, or earnings.
However, in the future it could become material.
is customers having the ability to return the product at the end of its
useful life, making Apple responsible for environmentally safe
disposal or recycling of the products.
4.2.2 Production
Because Apple had long refused to license its operating system to external
entities,the bundled packages of Apple- developed hardware and software
became the cornerstone of Apples production process. Apple achieved
unparalleled performance via 64-bit architecture, integrated distinctive styling
with the multi-coloured translucent iMac cases, and redefined intuitive
operation with the iPod.
While every product introduction has not been a success (Lisa, Newton,
etc.),Apple treats component production as a natural extension of the design
process.
Rumor has it that Sharp has fallen behind schedule on production of screens for
Apple Inc.'s (NASDAQ: AAPL) latest iPhone, just weeks before a planned
launch. In fact, Sharp has not started mass producing screens for Apple's next44
How has Apple retained substantial cash reserves during the explosive growth
anddominance of P C s worldwide? Apple created a virtual love affair with their
customer bases by delivering technically superior products (iPods vs. other MP3
players, Macs vs. PCs, etc.)and aggressively pursuing hardware and
softwareupdates. Apple integrated their primary activities so well that it
is transparent tothe consumer where one activity begins and the other ends.
A perfect example of this is Apples willingness to develop software to run
Windows XP on its newIntel-based iMac and then post it online free to iMac
users. (Wingfield) In such anenvironment, customer service merely becomes the
realization of receiving a littlemore than expected.
Although Apple employs many resources and capabilities tosupport their
primary activities (human resources, supply procurement, etc.), themost
strategically relevant would be Legal Services.
Store,for
example,
continues
despite a
previously
reached
2001,
Apple
hit
another
important
historical
point
by
easy-to-
use products that cover a broad range of segments. However, its links with other
firmshave been limited, as we will discuss in the next section on strategic
alliances.
There is economic value in product differentiation, especially in the case of mon
opolistic
competition. The
primary
economic
value
of
product
if
thereare
product
development
and
product
management
teams. Combining the old with the new resolves the connection to the past
dilemma. Having a policy of experimentation and a tolerance for failure
resolves the commitment to marketvision dilemma. Managerial freedom within
broad decision-making guidelineswill resolve the institutional control dilemma.
Five leadership roles will facilitate the innovation process: Institutional Leader,
Critic, Entrepreneur, Sponsor, and Mentor. The institutional leader creates the
organizational infrastructure necessary for innovation. This role also resolves
disputes, particularly among the other leaders. The critic challenges
investments, goals, and progress. The entrepreneur manages the innovative
unit(s). The sponsor procures, advocates, and champions. The mentor coaches,
counsels, and advises. Apple had issues within its organization. In 1997, when
Apple was seeking a CEO acceptable to Jobs, Jean-Louis Gasse (then-CEO of
49
50
and
Newton).There
is
economic
value in
strategic
alliances. In the case of Apple, there was theopportunity to manage risk and
share costs facilitate tacit collusion, and manage certainty. It would have been
applicable to the industry in which Apple operated.
Tacit collusion is a valid source of economic value in network industries,which
the computer industry is. Managing uncertainty, managing risk, and
sharingcosts are sources of economic value in any industry. Although Apple
eventuallyrealized the economic value of strategic alliances, it should have
occurred earlier.The following are some comments about Apples no-licensing
policy.If Apple had licensed the Mac OS when it first came out,
Window wouldnt exist today.Jon van Bronkhorst, The computer was never
the problem. Thecompanys strategy was. Apple saw itself as a hardware
company; in order to protect our hardware profits, we didnt license our
operating system. We had themost beautiful operating system, but to get it you
had to buy our hardware at twicethe price. That was a mistake. What we should
have done was calculate anappropriate price to license the operating system. We
52
were also nave to think thatthe best technology would prevail. It often
doesnt.Steve Wozniak, Applecofounder If we had licensed earlier, we
would be the Microsoft of today.Ian W. Diery,Apple Executive VP, I am
aware that I am known as the Great Satan on licensingI was never for or
against licensing. I just did not see how it would make sense.But my approach
was stupid. We were just fat cats living off a business that hadno
competition.Jean-Louis Gasse, Be CEO and ex-CEO of Apple, admittinghe
made a strategic mistake.
A strategic alliance can be a sustained competitive advantage if it is rare,
difficult to imitate, and the company has an organization to exploit it. If the
number of competing firms implementing a similar strategic alliance is
relatively few, the strategy is rare. If there are socially complex relations among
partners and there isno direct duplication, the strategy is difficult to
imitate.When organizing for strategic alliances, a firm must consider whether
the alliance is non-equity or equity. A non-equity alliance should have explicit
contracts and legal sanctions. An equity alliance should have contracts
describing the equity investment. There are some substitutes for an equity
alliance, such as internal development and acquisitions. However, the
difficulties with these drive the formation of strategic alliances. It is vital to
remember, Commitment, coordination, and trust are all important determinants
of alliance success.
54
Fig. 1.16
STRENGTH
Apple is a very successful company. Sales of its iPod music
player had increased its second quarter profits to $320 (June 2005). The
favourable brand perception had also increased sales of Macintosh
computers. So iPod gives the company access to a whole new series of
segments that buy into other parts of the Apple brand. Sales of its
notebooks products is also very strong, and represents a huge contribution
to income for Apple.
Brand is all-important. Apple is one of the most established
and healthy IT brands in the World, and has a very loyal set of
enthusiastic customers that advocate the brand. Such a powerful loyalty
means that Ample not only recruits new customers, it retains them i.e.
they come back for more products and services from Apple, and the
company also has the opportunity to extend new products to them, for
example the iPod.
55
tolerant
of mistakes. While
the
pure
to
his absence
(1985-1996),
WEAKNESS
It is reported that the Apple iPod Nano may have a faulty
screen. The company has commented that a batch of its product has
screens that break under impact, and the company is replacing all faulty
items. This is in addition to problems with early iPods that had faulty
batteries, whereby the company offered customers free battery cases.
There is pressure on Apple to increase the price of its music
download file, from the music industry itself. Many of these companies
make more money from iTunes (i.e. downloadable music files) than from
56
their original CD sales. Apple has sold about 22 million iPod digital
music players and more than 500 million songs though its iTunes music
store. It accounts for 82% of all legally downloaded music in the US. The
company is resolute, but if it gives in to the music producers, it may be
perceived as a commercial weakness.
Early in 2005 Apple announced that it was to end its longstanding relationship with IBM as a chip supplier, and that it was about to
switch to Intel. Some industry specialists commented that the swap could
confuse Apple's consumers.
Market share: Apple has historically been strongest in the
US geographical and educational vertical markets. With the educational
market facing tightening budget constraints and the US approaching a PC
saturation point, Apple may need to burn cash more quickly and succumb
to market cos pressures on its product without a strategic innovation,
integration or divesture.
Steve Jobs: For virtually the same reasons Jobs is a strength,
he is simultaneously a weakness. The aggressive drive to bring innovative
visionsto life was noticeably absent and painfully felt (especially by
shareholders)during
his
departure. The
apparent
absence
of
OPPORTUNITY
Apple has the opportunity to develop its iTunes and music
player technology into a mobile phone format. The Rocker mobile phone
57
THREATS
The biggest threat to IT companies such as Apple is the very
high level of competition in the technology markets. Being successful
attracts competition, and Apple works very hard on research and
development and marketing in order to retain its competitive position.
The popularity of iPod and Apple Mac are subject to demand, and will be
affected if economies begin to falter and demand falls for their products.
CHAPTER 5
RESEARCH METHODOLOGY
The research methodology comprised of primary and secondary data collection
through questionnaires and various other means. The observations were specific
in nature and were subject to certain predefined attributes.
59
60
Questionnaires
61
62
5.4 LIMITATIONS
The main limitations are:
Sample Size: To know the market, the sample size of
customers should be big enough so that it represents the
POPULATION.
The above was not possible because of shortage of time and less number of
customers in the market who can give authentic information about Accord
segment market.
Area Covered: I covered our college, and Delhi region. The
analysis of this area was not enough to know the whole Indian Market.
Time factor: Research has been undertaken in 8 weeks time.
This is too less to study and analyze the market.
Cost factor: Questionnaire has been filled by those only
which could be easily accessed. Those who can be important to this
research may have been left out because of Cost constraints.
63
CHAPTER-6
FINDINGS AND ANALYSIS
Interpretation and Analysis On The Basis Of Above Data
1. Used Apple products?
Use Apple
Products
Percentage
Yes
57
No
43
Fig 1.17
INTERPRETATION
The above graph shows that a majority of 57% people have used the Apple
64
products, while a minority of 43% has not used the any of the Apple product
ever.
2. Usage duration of Apple Products
Usage Duration
Percentage
Less than 1 yr
33
1-2 years
34
3-4 years
23
5 years or more
10
Fig 1.18
INTERPRETATION:
The above graph shows that a majority of 34% people have been using the
Apple products from 1-2 years, while a minority of 10% has been using the
operating system from 5 years.
65
66
3. Product Satisfaction
Product
Percentage
Satisfaction
Yes
86
No
14
Fig 1.19
INTERPRETATION:
The above graph shows that a majority of 86% people are completely satisfied
with the Apple Devices, while minority of 14% people are still remain
unsatisfied with the Apple products and devices.
67
Percentage
Higher
35
Similar
58
Lower
Fig 1.20
INTERPRETATION:
The above graph shows that a majority of 58% people find the prices of Apple
product almost similar to that of products of other industries, while 7% people
find the prices of Apple product to be lower where as 35% consider Apple
products to be costlier than other firms Product.
68
69
Percentage
Fashionable Design
16
Appropriate Price
10
Multiple Functions
19
Fame of Brand
34
High Quality
26
Fig 1.21
INTERPRETATION:
The above graph shows that a majority of 34% people buy Apple products due
to its fame of Brand while only 10% people consider the Apple products to have
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appropriate price n buy on basis of it. Other 19% prefer it for multiple
functioning n 21% for its Quality.
6. Apple news
News
Percentage
Sometimes
53
Often
25
Never
22
Fig 1.22
INTERPRETATION:
The above graph shows that a majority of 53% people sometimes focus on
Apple news while a minority of 22% of people never focuses on Apple news.
71
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7. Apple firmware
Apple firmware
Percentage
iOS 3
11
iOS 4
25
Mac OSX
38
iOS 5
26
Fig 1.23
INTERPRETATION:
The above graph shows that a majority of 35% people like Mac OSX while a
minority of 5% of people likes Apple iOS 5 .
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8. Apples Competitor
Apple competitor
Percentage
Samsung
32
Dell
29
LG
11
Sony
21
Toshiba
Fig 1.24
INTERPRETATION:
The above graph shows that a majority of 32% people prefer Samsung devices
over Apple, while a minority 7% of people prefers Toshiba devices over Apple,
where as just 29% ; 11% ; 21% feel dell, LG and Sony to be its competitor
respectively.
74
75
Percentage
Yes
67
No
33
Fig 1.25
INTERPRETATION:
The above graph shows that a majority of 67% people will purchase an Apple
device in future, while a minority of 33% wont do so.
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10.
Percentage
Sony
25
Nokia
15
Samsung
50
Tata
10
INTERPRETATION
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Out of 100 sample 50% respondent were looking to Samsung, 25% to Sony, 15% to Nokia
and 10% were looking to Tata for better mobile performance.
CONCLUSION
Microsoft
Controls about 94% of Operating Systems
Makes products that last a long time, although not
hip
OS is compatible with everything
Hewlett-Packard
Top competitor in PC sales
Controls large segment of business market
Does not offer other products other than PCs and
accessories
Dell
Weakest competitor of top 3
Provides computers for businesses, schools
Behind HP in PC sales
Does not offer other products other than PCs and
accessories
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ANNEXURE
QUESTIONNAIRE
Rate the following on a scale
1. Have you ever owned any Apple products?
Y
es
N
o
ia
10.
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BIBLOGRAPHY
Books
and Business
Blunders
Broadway
www.apple.com/in/
http://www.google.co.in/#hl=en&sclient=psy-
Websites
ab&q=APPLE&oq
http://en.wikipedia.org/wiki/History_of_Apple_Inc.
http://apple-history.com/
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