assignment about apple company

Apple: Strengths, Weaknesses, Opportunities And Threats

• I explore Apple using a Strengths, Weaknesses, Opportunities, and Threats (SWOT) model.
• Strengths include the ecosystem, brand recognition and customer loyalty, and management and culture.
• Weaknesses include overreliance on iPhone revenue, declining global smartphone market share, and few successful product innovations over the last decade.
• Opportunities include AR & VR, Wearables market, and Autonomous Vehicles.
• Threats include litigation over App Store fees, smartphones and tablets becoming commodities, and international economic and political risk.

I have a bachelor's degree in Finance and the other day I was thinking about my college courses. One of the projects that came to mind was a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. I remembered it was a project I enjoyed and a good way to summarize a company.

I decided to do the project again, with none other than the biggest company in the world, Apple ( NASDAQ: AAPL ). Due to the size of Apple, it has many SWOTs; therefore, I’ll cover the three that I think are most important from each category to make an assessment on the company.

1) The Ecosystem

This one probably won’t come as a surprise to those familiar with Apple (likely everybody). If you have one Apple product, it’s likely you have multiple Apple products and services. I mean, who do you know with just the iPhone and no other Apple products or services? And once you buy two or more Apple devices, there’s really no going back. The ecosystem is successful due to the ease of use of products and how well they integrate with each other and the services of the company.

One of the most recent additions to the ecosystem and one of the most important is the M1 Macs. Not only does Apple not have to rely on Intel ( INTC ) anymore for processors but the performance and battery life is much better. The M1 Mac has been labeled as “reset” for the laptop industry where competitors need to recalibrate to keep up with Apple. That’s innovation.

However, Apple hasn’t really been known for innovative products over the last decade except of course the AirPods and I’d argue the M1 processor. So how does it keep people in the ecosystem without truly being innovative? One way is by killing its competition.

A recent example is Apple AirTag. They allow you to track devices that you place the AirTag in/on. But Bluetooth trackers are not new; companies including Tile have already made them. Nonetheless, AirTags have a massive advantage because their network isn’t just using the Tile app, it’s all the stuff on Apple’s Find My network (iPhones, iPads, Macs, etc.). Apple essentially plugged a feature into the iPhone and killed its competition. And this is not the first time and it won't be the last. Ask yourself, what are you going to use? A device that seamlessly integrates with your other Apple devices or go out of your way to buy a Tile Bluetooth tracker? I know my answer! That is truly the power of the ecosystem.

2) Brand Recognition & Customer Loyalty

Apple is ranked as the world’s most valuable brand by multiple sources like Forbes and Brand Finance . No matter what corner of the world you are in, most people know about Apple. Apple is recognized world-wide but also demands loyalty due to the way it sells its products. Simon Sinek made the concept of starting with 'why' instead of 'what' popular through his Golden Circle concept. I usually start with coffee, but this makes more sense. If you’re not familiar with the concept, I recommend you take a look .

From Apple’s famous “Think Different” campaign to its recent App Tracking Transparency ad , Apple is starting with why. They are not selling products but ideas:

They challenge the status quo and believe in thinking differently. Don’t you want to think differently?

They are proponents of privacy in a world where everyone wants to track you. Don’t you want privacy?

But guess what? "Privacy. That's iPhone." And once you buy an iPhone, the ecosystem pulls you into the rest of the products and services. Do they have the best phone product in the market? Not necessarily . Does it matter? Absolutely not. There’s no doubt the company’s customers are the most loyal in the industry and with more privacy features, I believe Apple will attract even more users to its ecosystem.

3) Management and Culture

It was hard to choose the 3rd biggest strength. I could have easily chosen the exceptional balance sheet or efficient R&D spend but I believe the 3rd biggest strength is the management and culture of the company. Nothing is possible if the management and the culture of a company are not good enough.

There’s no doubt Steve Jobs was a visionary leader but you have to give credit to Tim Cook. Imagine how hard it must have been to take over the company after Jobs. Under his leadership, Apple has transformed into a juggernaut not only focusing on the iPhone but expanding into Wearables, Services, and more all while building a strong corporate culture. There’s a reason the company is consistently ranked one of the best places to work year after year (#31 in 2021).

Weaknesses:

1) overreliance on iphone revenue.

Apple made $274B in revenue in 2020. However, 50% of that was from iPhone sales. Apple’s overreliance on its iPhone sales is one of its biggest weaknesses. It's hard to say that when the company made $137B in revenue from iPhones but the iPhone has particular sales cycles and revenue can be sporadic. If for some reason (economic, political, social, etc.) Apple can’t sell as many phones in a particular quarter or year, it will likely have a material impact on results.

Source - Author (using 10-K data)

The company has recognized this over time and is changing. As I mentioned earlier, Apple has turned into a juggernaut by introducing other products over time and particularly through its Services and Wearables, Home, and Accessories categories, both of which now represent 20% and 11% of total revenue in 2020. And both are still showing healthy growth with Services growing 16% Year over Year (YoY) in 2020 and Wearables, Home, and Accessories growing 25% YoY.

Source - Author (Using company filings)

*Other Growth is equivalent to Wearables, Home, and Accessories

2) Declining Global Smartphone Market Share

Over the last 3 years, Apple’s global smartphone market share has stayed relatively flat while other carriers continue to take share. China is the world’s largest smartphone market and Apple has competed successfully with other carriers. However, as the market has matured, that has changed.

Apple’s revenue growth continues to slow down in China due to rivals like Huawei, Xiaomi, OPPO, and Vivo who are able to manufacture high quality smartphones at cheaper prices than Apple. Not only that, but consumer preferences continue to evolve with many Chinese consumers preferring local brands to Apple. Whether this is a longer term trend or gets better depends on Apple's China strategy moving forward.

Source - Author (using company filings)

Revenue in Billions

3) Few Successful Product Innovations Introduced Over the Past Decade

Apple has been considered one of the most innovative technology companies in the world but should it still be? I don’t particularly think so. At least, not when it comes to product innovation. The company has been known for releasing breakthrough products like the iPod, iPhone, and iPad. But over the last decade, only two innovative products come to mind: AirPods and the most recent M1 processor.

Nonetheless, innovation isn’t just about product innovation. It can come in many forms. Some may consider what Apple has done with its ecosystem, services, or the recent App Tracking Transparency feature innovative. However, it’s still hard to deny that Apple needs to do more for product innovation to stay successful especially as hardware products become more commoditized.

Opportunities

1) augmented and virtual reality.

There is no doubt Augmented and Virtual Reality (AR and VR) markets are poised to grow over the next decade. ARK Invest even added Virtual worlds as a new idea in their annual Big Ideas publication for 2021. Although VR is an opportunity for Apple, AR is even bigger. ARK is forecasting the AR smartphone and glasses market to reach approximately $130B in revenue by 2030.

Apple currently has the world’s largest AR platform . The company has one of the best opportunities to capture this market with the introduction of the Apple headset and eventually Apple glasses. There have been rumours of the headset release sometime in 2022 and glasses release by 2025. It’s hard to say when this will happen, but it will with Apple touting AR and VR for a long time. Tim Cook believes “AR and ML will be key to delivering the right information to the right person at the right time.”

There is tremendous competition in this space with the likes of Facebook ( FB ), Microsoft ( MSFT ), Snapchat ( SNAP ), and others all focusing on AR and VR in one way or another. For example, Snapchat recently announced new Spectacles and acquired AR display maker WaveOptics for $500M plus. Apple needs to be diligent about taking on this opportunity, but I believe they hold the advantage due to their ability to integrate the headset and glasses with their ecosystem of products and services.

2) Wearables Market

According to research done in September 2020 by IDC, the wearables market will grow at a compounded annual growth rate (CAGR) of 12.4% through 2024 with hearables leading the way and the watch coming in second.

Here is how 2020 actually performed :

Total shipments grew 28.4% to reach 445M YoY.

Apple shipped 151M of all wearables with growth of 36% YoY.

Apple market share of wearables reached 34% in 2020, increasing ~2 pts YoY.

The second largest competitor (Xiaomi) has a market share of 11.5%.

Apple is clearly the leader in this category and is growing at a brisk pace. They should continue to dominate this space and grow with the market especially as demand for health-related wearables continues to increase.

3) Autonomous Vehicles?

Although Apple’s potential venture into autonomous vehicles has been the buzz, I chose to put it last in the opportunities categories. Why? Well nobody knows if Apple will actually build an electric vehicle on its own, partner with a manufacturing company to provide software, or serve as a mobility company. Let’s explore each a bit further and what might be the best option.

Apple builds its own electric vehicle: this would represent what Apple does best - using its own hardware and software and integrating the two to create an ecosystem. However, it could take decades to build an electric vehicle that is safe to use, requiring manufacturing, testing, and servicing.

Apple partners with another manufacturer to provide software: there were initial reports of Apple partnering with Hyundai and Kia and now with LG. If Apple does partner with a car manufacturer that could significantly shorten the process of Apple bringing its own car to market. However, will other manufacturers let Apple control their manufactured product? We’ll have to see. There’s no doubt this is Apple’s bread and butter with the company already designing the types of microchips and sensors needed for autonomous vehicles.

Apple serves as a mobility company: Self-driving taxi services are the future but arguably there’s no clear leader yet. The competition is intense with the likes of Google’s ( GOOGL ) Waymo and Amazon’s ( AMZN ) Zoox. However, this could be a realistic option for Apple to create something that it controls with the help of another automaker.

No matter what route Apple takes, it’s hard to deny the opportunity ahead. We’ll have to wait and see if Apple can take advantage.

1) Litigation over App Store Fees

Any Apple follower will know the company just wrapped up its trial against Epic Games over the 15% or 30% fee charged to app developers. No one knows whether the ruling will be in Apple’s favor or Epic Games. But it is fairly certain any decision will likely be challenged by either Apple or Epic Games and the issue could take a long time to resolve. If Apple is essentially ruled a monopoly, it could mean a couple of things:

Loss of revenue if Apple loses out on the 15% or 30% commission. The cost of running the App Store could outweigh the profit.

Apple lowers the commission. It’s hard to say what Apple would lower to if it had to, but it would have to be low enough to keep developers happy and high enough to keep shareholders happy.

The company might have to enable third-party payment systems through the app store. They have argued they don’t allow that due to privacy and other concerns but this could be a potential possibility. Once again, Apple would miss out on its usual commission if users elect to use the third-party payment system. Apple could lose its users’ trust if anything goes wrong related to privacy.

In addition to the above, there’s a couple of other possible outcomes . Whatever happens with the trial, it doesn’t seem like this is something that will go away easily. Apple will likely have to consider changes at some point.

2) Smartphone and Tablets = Commodities

What’s the biggest difference between Apple phones and tablets compared to other phones and tablets today? Software. To me, it’s the only major differentiator. Most of the other phones and tablets have similar or even better hardware than Apple phones but the iOS operating system and the ecosystem that comes with it is what differentiates the iPhone from other phones.

In the U.S., the mobile operating system market is led by iOS with 59% market share. However, the global mobile operating system market is dominated by Android with 72.2% of market share as of April 2021.

If Android can close the quality and user experience gap with iOS, consumers could shift preferences to Android phones. However, that is a big if as the “walled gardens” of Apple are not easy to climb.

3) International Economic and Political Risk

To be honest, it was hard to come up with a 3rd major threat. The company doesn’t face many. However, Apple earned the majority (55%) of its 2020 revenue ($274B) from outside the U.S. Greater China, Japan, and Rest of Asia Pacific made up ~30% of the company’s revenue. With these countries comes greater economic and political risk than the likes of the U.S. and Europe. If anything negative were to happen, it could certainly have a sizable impact on Apple’s revenue.

Wrapping Up

I believe the strengths and opportunities outweigh the weaknesses and threats of Apple. To me, the company should be a cornerstone position in any long-term portfolio. Warren Buffett recently said trimming his Apple stake was probably a mistake . However, he still has ~40% of his wealth in Apple. If one of the greatest investors of our time is happy holding Apple with such concentration, what's stopping you?

Let me know in the comments what your view is, notably the following aspects:

Do you think the strengths and opportunities of Apple outweigh the weaknesses and threats?

Do you agree with the SWOTs chosen? If not, what would you change/add?

Is there another company you’d like to see a SWOT analysis for?

This article was written by

Analyst’s Disclosure: I am/we are long AAPL. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.

Seeking Alpha's Disclosure: Past performance is no guarantee of future results. No recommendation or advice is being given as to whether any investment is suitable for a particular investor. Any views or opinions expressed above may not reflect those of Seeking Alpha as a whole. Seeking Alpha is not a licensed securities dealer, broker or US investment adviser or investment bank. Our analysts are third party authors that include both professional investors and individual investors who may not be licensed or certified by any institute or regulatory body.

Recommended For You

About aapl stock.

More on AAPL

Related stocks.

Trending Analysis

Trending news.

About Stanford GSB

• The Leadership
• Dean’s Updates
• School News & History
• Commencement
• Business, Government & Society
• Centers & Institutes
• Center for Entrepreneurial Studies
• Center for Social Innovation
• Stanford Seed

About the Experience

• Learning at Stanford GSB
• Experiential Learning
• Guest Speakers
• Entrepreneurship
• Social Innovation
• Communication
• Life at Stanford GSB
• Collaborative Environment
• Activities & Organizations
• Student Services
• Housing Options
• International Students

Full-Time Degree Programs

• Why Stanford MBA
• Academic Experience
• Financial Aid
• Why Stanford MSx
• Research Fellows Program
• See All Programs

Non-Degree & Certificate Programs

• Executive Education
• Stanford Executive Program
• Programs for Organizations
• The Difference
• Online Programs
• Stanford LEAD
• Seed Transformation Program
• Aspire Program
• Seed Spark Program
• Faculty Profiles
• Academic Areas
• Awards & Honors
• Conferences

Faculty Research

• Publications
• Working Papers
• Case Studies

Research Hub

• Research Labs & Initiatives
• Business Library
• Data, Analytics & Research Computing
• Behavioral Lab

Research Labs

• Cities, Housing & Society Lab
• Golub Capital Social Impact Lab

Research Initiatives

• Corporate Governance Research Initiative
• Corporations and Society Initiative
• Policy and Innovation Initiative
• Rapid Decarbonization Initiative
• Stanford Latino Entrepreneurship Initiative
• Value Chain Innovation Initiative
• Venture Capital Initiative
• Career & Success
• Climate & Sustainability
• Corporate Governance
• Culture & Society
• Finance & Investing
• Government & Politics
• Leadership & Management
• Markets and Trade
• Operations & Logistics
• Opportunity & Access
• Technology & AI
• Opinion & Analysis
• Email Newsletter

Welcome, Alumni

• Communities
• Digital Communities & Tools
• Regional Chapters
• Women’s Programs
• Identity Chapters
• Find Your Reunion
• Career Resources
• Job Search Resources
• Career & Life Transitions
• Programs & Webinars
• Career Video Library
• Alumni Education
• Research Resources
• Volunteering
• Alumni News
• Class Notes
• Alumni Voices
• Contact Alumni Relations
• Upcoming Events

Admission Events & Information Sessions

• MBA Program
• MSx Program
• PhD Program
• Alumni Events
• All Other Events
• Operations, Information & Technology
• Organizational Behavior
• Political Economy
• Classical Liberalism
• The Eddie Lunch
• Accounting Summer Camp
• California Econometrics Conference
• California Quantitative Marketing PhD Conference
• California School Conference
• China India Insights Conference
• Homo economicus, Evolving
• Political Economics (2023–24)
• Scaling Geologic Storage of CO2 (2023–24)
• A Resilient Pacific: Building Connections, Envisioning Solutions
• Adaptation and Innovation
• Changing Climate
• Civil Society
• Climate Impact Summit
• Climate Science
• Corporate Carbon Disclosures
• Earth’s Seafloor
• Environmental Justice
• Operations and Information Technology
• Organizations
• Sustainability Reporting and Control
• Taking the Pulse of the Planet
• Urban Infrastructure
• Watershed Restoration
• Junior Faculty Workshop on Financial Regulation and Banking
• Ken Singleton Celebration
• Marketing Camp
• Quantitative Marketing PhD Alumni Conference
• Presentations
• Theory and Inference in Accounting Research
• Stanford Closer Look Series
• Quick Guides
• Core Concepts
• Journal Articles
• Glossary of Terms
• Faculty & Staff
• Subscribe to Corporate Governance Emails
• Researchers & Students
• Research Approach
• Charitable Giving
• Financial Health
• Government Services
• Workers & Careers
• Short Course
• Adaptive & Iterative Experimentation
• Incentive Design
• Social Sciences & Behavioral Nudges
• Bandit Experiment Application
• Conferences & Events
• Get Involved
• Reading Materials
• Teaching & Curriculum
• Energy Entrepreneurship
• Faculty & Affiliates
• SOLE Report
• Responsible Supply Chains
• Current Study Usage
• Pre-Registration Information
• Participate in a Study

The Rise of Apple

Learning objective.

• See the Current DEI Report
• Supporting Data
• Research & Insights
• Share Your Thoughts
• Search Fund Primer
• Affiliated Faculty
• Faculty Advisors
• Louis W. Foster Resource Center
• Defining Social Innovation
• Impact Compass
• Global Health Innovation Insights
• Faculty Affiliates
• Student Awards & Certificates
• Changemakers
• Dean Jonathan Levin
• Dean Garth Saloner
• Dean Robert Joss
• Dean Michael Spence
• Dean Robert Jaedicke
• Dean Rene McPherson
• Dean Arjay Miller
• Dean Ernest Arbuckle
• Dean Jacob Hugh Jackson
• Dean Willard Hotchkiss
• Faculty in Memoriam
• Stanford GSB Firsts
• Annual Alumni Dinner
• Class of 2024 Candidates
• Certificate & Award Recipients
• Dean’s Remarks
• Keynote Address
• Teaching Approach
• Analysis and Measurement of Impact
• The Corporate Entrepreneur: Startup in a Grown-Up Enterprise
• Data-Driven Impact
• Designing Experiments for Impact
• Digital Marketing
• The Founder’s Right Hand
• Marketing for Measurable Change
• Product Management
• Public Policy Lab: Financial Challenges Facing US Cities
• Public Policy Lab: Homelessness in California
• Lab Features
• Curricular Integration
• View From The Top
• Formation of New Ventures
• Managing Growing Enterprises
• Startup Garage
• Explore Beyond the Classroom
• Stanford Venture Studio
• Summer Program
• Workshops & Events
• The Five Lenses of Entrepreneurship
• Leadership Labs
• Executive Challenge
• Arbuckle Leadership Fellows Program
• Selection Process
• Training Schedule
• Time Commitment
• Learning Expectations
• Post-Training Opportunities
• Who Should Apply
• Introductory T-Groups
• Leadership for Society Program
• Certificate
• 2024 Awardees
• 2023 Awardees
• 2022 Awardees
• 2021 Awardees
• 2020 Awardees
• 2019 Awardees
• 2018 Awardees
• Social Management Immersion Fund
• Stanford Impact Founder Fellowships
• Stanford Impact Leader Prizes
• Social Entrepreneurship
• Stanford GSB Impact Fund
• Economic Development
• Energy & Environment
• Stanford GSB Residences
• Environmental Leadership
• Stanford GSB Artwork
• A Closer Look
• California & the Bay Area
• Voices of Stanford GSB
• Business & Beneficial Technology
• Business & Sustainability
• Business & Free Markets
• Business, Government, and Society Forum
• Second Year
• Global Experiences
• JD/MBA Joint Degree
• MA Education/MBA Joint Degree
• MD/MBA Dual Degree
• MPP/MBA Joint Degree
• MS Computer Science/MBA Joint Degree
• MS Electrical Engineering/MBA Joint Degree
• MS Environment and Resources (E-IPER)/MBA Joint Degree
• Academic Calendar
• Clubs & Activities
• LGBTQ+ Students
• Military Veterans
• Minorities & People of Color
• Partners & Families
• Students with Disabilities
• Student Support
• Residential Life
• Student Voices
• MBA Alumni Voices
• A Week in the Life
• Career Support
• Employment Outcomes
• Cost of Attendance
• Knight-Hennessy Scholars Program
• Yellow Ribbon Program
• BOLD Fellows Fund
• Application Process
• Loan Forgiveness
• Contact the Financial Aid Office
• Evaluation Criteria
• GMAT & GRE
• English Language Proficiency
• Personal Information, Activities & Awards
• Professional Experience
• Letters of Recommendation
• Optional Short Answer Questions
• Application Fee
• Reapplication
• Deferred Enrollment
• Joint & Dual Degrees
• Entering Class Profile
• Event Schedule
• Ambassadors
• New & Noteworthy
• Ask a Question
• See Why Stanford MSx
• Is MSx Right for You?
• MSx Stories
• Leadership Development
• How You Will Learn
• Admission Events
• Personal Information
• GMAT, GRE & EA
• English Proficiency Tests
• Career Change
• Career Advancement
• Career Support and Resources
• Daycare, Schools & Camps
• U.S. Citizens and Permanent Residents
• Requirements
• Requirements: Behavioral
• Requirements: Quantitative
• Requirements: Macro
• Requirements: Micro
• Annual Evaluations
• Field Examination
• Research Activities
• Research Papers
• Dissertation
• Oral Examination
• Current Students
• Education & CV
• International Applicants
• Statement of Purpose
• Reapplicants
• Application Fee Waiver
• Deadline & Decisions
• Job Market Candidates
• Academic Placements
• Stay in Touch
• Faculty Mentors
• Current Fellows
• Standard Track
• Fellowship & Benefits
• Group Enrollment
• Program Formats
• Developing a Program
• Diversity & Inclusion
• Strategic Transformation
• Program Experience
• Contact Client Services
• Campus Experience
• Live Online Experience
• Silicon Valley & Bay Area
• Digital Credentials
• Faculty Spotlights
• Participant Spotlights
• Eligibility
• International Participants
• Stanford Ignite
• Frequently Asked Questions
• Founding Donors
• Program Contacts
• Location Information
• Participant Profile
• Network Membership
• Program Impact
• Collaborators
• Entrepreneur Profiles
• Company Spotlights
• Seed Transformation Network
• Responsibilities
• Current Coaches
• How to Apply
• Meet the Consultants
• Meet the Interns
• Intern Profiles
• Collaborate
• Research Library
• News & Insights
• Databases & Datasets
• Research Guides
• Consultations
• Research Workshops
• Career Research
• Research Data Services
• Course Reserves
• Course Research Guides
• Material Loan Periods
• Fines & Other Charges
• Document Delivery
• Interlibrary Loan
• Equipment Checkout
• Print & Scan
• MBA & MSx Students
• PhD Students
• Other Stanford Students
• Faculty Assistants
• Research Assistants
• Stanford GSB Alumni
• Telling Our Story
• Staff Directory
• Site Registration
• Alumni Directory
• Alumni Email
• Privacy Settings & My Profile
• Event Registration Help
• Success Stories
• The Story of Circles
• Support Women’s Circles
• Stanford Women on Boards Initiative
• Alumnae Spotlights
• Insights & Research
• Industry & Professional
• Entrepreneurial Commitment Group
• Recent Alumni
• Half-Century Club
• Fall Reunions
• Spring Reunions
• MBA 25th Reunion
• Half-Century Club Reunion
• Faculty Lectures
• Ernest C. Arbuckle Award
• Alison Elliott Exceptional Achievement Award
• ENCORE Award
• Excellence in Leadership Award
• John W. Gardner Volunteer Leadership Award
• Robert K. Jaedicke Faculty Award
• Jack McDonald Military Service Appreciation Award
• Jerry I. Porras Latino Leadership Award
• Tapestry Award
• Student & Alumni Events
• Executive Recruiters
• Interviewing
• Land the Perfect Job with LinkedIn
• Negotiating
• Elevator Pitch
• Email Best Practices
• Resumes & Cover Letters
• Self-Assessment
• Whitney Birdwell Ball
• Margaret Brooks
• Bryn Panee Burkhart
• Margaret Chan
• Ricki Frankel
• Peter Gandolfo
• Cindy W. Greig
• Natalie Guillen
• Carly Janson
• Sloan Klein
• Sherri Appel Lassila
• Stuart Meyer
• Tanisha Parrish
• Virginia Roberson
• Philippe Taieb
• Michael Takagawa
• Terra Winston
• Johanna Wise
• Debbie Wolter
• Rebecca Zucker
• Complimentary Coaching
• Changing Careers
• Work-Life Integration
• Career Breaks
• Flexible Work
• Encore Careers
• Join a Board
• D&B Hoovers
• Data Axle (ReferenceUSA)
• EBSCO Business Source
• Global Newsstream
• Market Share Reporter
• ProQuest One Business
• RKMA Market Research Handbook Series
• Student Clubs
• Entrepreneurial Students
• Stanford GSB Trust
• Alumni Community
• How to Volunteer
• Springboard Sessions
• Consulting Projects
• 2020 – 2029
• 2010 – 2019
• 2000 – 2009
• 1990 – 1999
• 1980 – 1989
• 1970 – 1979
• 1960 – 1969
• 1950 – 1959
• 1940 – 1949
• Service Areas
• ACT History
• ACT Awards Celebration
• ACT Governance Structure
• Building Leadership for ACT
• Individual Leadership Positions
• Leadership Role Overview
• Purpose of the ACT Management Board
• Contact ACT
• Business & Nonprofit Communities
• Reunion Volunteers
• Ways to Give
• Fiscal Year Report
• Business School Fund Leadership Council
• Planned Giving Options
• Planned Giving Benefits
• Planned Gifts and Reunions
• Legacy Partners
• Giving News & Stories
• Giving Deadlines
• Development Staff
• Submit Class Notes
• Class Secretaries
• Board of Directors
• Health Care
• Sustainability
• Class Takeaways
• All Else Equal: Making Better Decisions
• If/Then: Business, Leadership, Society
• Grit & Growth
• Think Fast, Talk Smart
• Spring 2022
• Spring 2021
• Autumn 2020
• Summer 2020
• Winter 2020
• In the Media
• For Journalists
• DCI Fellows
• Other Auditors
• Academic Calendar & Deadlines
• Course Materials
• Entrepreneurial Resources
• Campus Drive Grove
• Campus Drive Lawn
• CEMEX Auditorium
• King Community Court
• Seawell Family Boardroom
• Stanford GSB Bowl
• Stanford Investors Common
• Town Square
• Vidalakis Courtyard
• Vidalakis Dining Hall
• Catering Services
• Policies & Guidelines
• Reservations
• Contact Faculty Recruiting
• Lecturer Positions
• Postdoctoral Positions
• Accommodations
• CMC-Managed Interviews
• Recruiter-Managed Interviews
• Virtual Interviews
• Campus & Virtual
• Search for Candidates
• Think Globally
• Recruiting Calendar
• Recruiting Policies
• Full-Time Employment
• Summer Employment
• Entrepreneurial Summer Program
• Global Management Immersion Experience
• Social-Purpose Summer Internships
• Process Overview
• Project Types
• Client Eligibility Criteria
• Client Screening
• ACT Leadership
• Social Innovation & Nonprofit Management Resources
• Develop Your Organization’s Talent
• Centers & Initiatives
• Student Fellowships

• History & Society
• Science & Tech
• Biographies
• Animals & Nature
• Geography & Travel
• Arts & Culture
• Games & Quizzes
• On This Day
• One Good Fact
• New Articles
• Lifestyles & Social Issues
• Philosophy & Religion
• Politics, Law & Government
• World History
• Health & Medicine
• Browse Biographies
• Birds, Reptiles & Other Vertebrates
• Bugs, Mollusks & Other Invertebrates
• Environment
• Fossils & Geologic Time
• Entertainment & Pop Culture
• Sports & Recreation
• Visual Arts
• Demystified
• Image Galleries
• Infographics
• Top Questions
• Britannica Kids
• Saving Earth
• Space Next 50
• Student Center

Apple Inc. summary

Explore the history of apple inc. and its innovative products.

Apple Inc. , formerly Apple Computer, Inc. , Microcomputer design and manufacturing company, the first successful personal-computer company. It was founded in 1976 by Steven P. Jobs and Stephen G. Wozniak , whose first computer was manufactured in the Jobs family’s garage. The Apple II (1977), with its plastic case and colour graphics, launched the company to success, earning Apple over $100 million by 1980, the year the company first offered stock to the public. The Macintosh, introduced in 1984, was the first personal computer to use a graphical user interface and a mouse. The “Mac” initially sold poorly, and Jobs left the company in 1985, but eventually it found its niche in the desktop publishing market. Apple recalled Jobs in 1997. He returned the company to profitability by introducing more innovative products, such as the iMac. Apple introduced iTunes, software for playing music that has been converted to the MP3 format, and the iPod portable MP3 music player in 2001; in 2003 the company began selling downloadable copies of major record company songs in MP3 format over the Internet . Apple introduced the iPhone, a touch-screen smartphone, in 2007 and the iPad, which created a new market for tablet computers, in 2010.

• About / Contact
• Privacy Policy
• Alphabetical List of Companies
• Business Analysis Topics

Apple’s Organizational Structure & Its Characteristics (An Analysis)

Apple Inc.’s organizational structure contributes to effective and rapid innovation, which is a critical success factor of the business in the information technology, online services, and consumer electronics industries. The company’s organizational structure or corporate structure is the combination of workforce groups, resources, and interconnections among these groups and resources in the business. The organizational design determines how the organizational structure is developed and managed. In this business analysis case of Apple Inc., the company structure supports strategies that push for further technological innovation. The computer technology company’s structural characteristics maintain a traditional hierarchy, with some key elements from other types of organizational structure. Business success and the satisfaction of Apple’s mission statement and vision statement are linked to innovation and organizational leadership, and its business structure is partly responsible for ensuring support for such leadership. With Tim Cook’s leadership, Apple has changed its company structure to suit current global market and industry demands.

Apple’s organizational structure is effective in supporting business performance to ensure leadership in the industry, especially with regard to competitors, including the information technology, consumer electronics, and online services of Google (Alphabet) , Samsung , Microsoft , Amazon , and Sony . Apple TV Plus also competes with the video streaming services of Netflix , Disney , and Facebook (Meta) . The Five Forces analysis of Apple Inc. determines that these competitors impose a strong force in the company’s external environment. Through its company structure, Apple continues to improve its capabilities and competitive advantages, such as in rapid and creative innovation and product design for competitiveness in the international market for smartphones, tablets, laptops, and online services.

Apple’s Organizational Structure Type and Characteristics

Apple has a hierarchical organizational structure , with notable divisional characteristics and a weak functional matrix. The company’s hierarchy is a traditional structural feature in business organizations. The divisional characteristics refer to the product-based grouping within Apple, such as for iOS and macOS. The weak functional matrix involves inter-divisional collaboration, while the company’s hierarchy is preserved. The following are the main characteristics of Apple’s structure:

• Spoke-and-wheel hierarchy
• Product-based divisions
• Weak functional matrix

Spoke-and-Wheel Hierarchy . A bird’s-eye view of Apple’s organizational structure shows a considerable hierarchy that revolves around the company’s headquarters. In the past, everything went through the office of Steve Jobs, who made all the major strategic management decisions. Today, under Tim Cook’s leadership, this hierarchy in Apple’s company structure has slightly changed. The company now has more collaboration among various offices, departments, and teams in the organization, such as software teams and hardware teams. Apple’s vice presidents have more autonomy, which was limited and minimal under Jobs. Thus, the company’s organizational structure is now less rigid, but still has a spoke-and-wheel hierarchy where Tim Cook is at the center. The upper tier (innermost tier in the spoke-and-wheel circle) of the business structure has function-based grouping, which is an element derived from the functional type of organizational structure. Senior vice presidents who report to Tim Cook handle departments based on business functions. For example, Apple has a senior vice president for retail, and a senior vice president for worldwide marketing. In this structural feature, the company’s top leaders address business needs in terms of business function areas.

Product-based Divisions . The upper and lower tiers of Apple’s business structure have product-based divisions, which is an element derived from the divisional type of organizational structure. There are senior vice presidents and vice presidents for different outputs or products. For example, Apple has a Senior Vice President for Software Engineering (iOS and macOS), a Senior Vice President for Hardware Engineering (Mac, iPhone, and iPad), and a Senior Vice President for Hardware Technologies (hardware components). The distribution channels in Apple’s marketing mix or 4P are linked to this structural characteristic. This aspect of the company structure is used to manage specific products or product components that the business organization delivers to its target customers.

Weak Functional Matrix . Apple’s weak functional matrix refers to the collaborative interactions among various components of the business. In a weak functional matrix, top management determines project direction, while project heads have limited authority and control. For example, Apple’s business structure allows hardware teams to collaborate with software teams. In this way, the company facilitates information dissemination that is necessary for innovation processes. This structural feature contributes to effective and rapid innovation processes, which are a major business strength shown in the SWOT analysis of Apple Inc . Through this characteristic of the organizational structure, the company maintains strong innovation processes that support brand development and the use of premium-pricing strategies.

Apple’s Structure: Advantages, Disadvantages, Recommendations

Strong Corporate Control . The hierarchy in Apple’s organizational structure supports strong management control in the organization. Theoretically, hierarchy empowers top leaders, like Tim Cook, to control everything in the organization. Through this hierarchy, business functions and product-based groups are effectively controlled through the decisions of the CEO and other top executives. This advantage of Apple’s corporate structure facilitates rapid and effective strategic management implementation and helps in establishing coherence throughout the entire company.

Limited Organizational Flexibility . Apple’s company structure has the downside of low or limited flexibility. Hierarchy typically prevents lower levels of the structure to flexibly respond to current business needs and market demands. For example, Apple’s product-based divisions must wait for directives from the CEO or other top executives to proceed in implementing changes that address trends in the market for consumer electronics. However, Tim Cook has already made slight improvements by increasing collaboration among various parts of the firm. Such collaboration improves organizational flexibility. Still, Apple’s organizational structure does not support rapid changes in business processes because everything must go through Tim Cook and the top management team.

• Albert, D. (2023). What do you mean by organizational structure? Acknowledging and harmonizing differences and commonalities in three prominent perspectives. Journal of Organization Design , 1-11.
• Apple Inc. – Form 10-K .
• Apple Inc. Leadership .
• Doan, T. N. T., & Nguyen, H. H. (2022). Value creation and value capture: Analysis of Apple company. International Journal of Current Science Research and Review, 5 (4), 1089-1095.
• Xia, Y., Li, X., & Wang, X. (2023). The influence of organizational structure on the dynamic capability of enterprises: The regulating effect of technological innovation. Science, 11 (2), 57-66.
• Copyright by Panmore Institute - All rights reserved.
• This article may not be reproduced, distributed, or mirrored without written permission from Panmore Institute and its author/s.
• Educators, Researchers, and Students: You are permitted to quote or paraphrase parts of this article (not the entire article) for educational or research purposes, as long as the article is properly cited and referenced together with its URL/link.

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

Apple assignment

Loading Preview

Sorry, preview is currently unavailable. You can download the paper by clicking the button above.

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

International HRM Case Study: Apple Inc.

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

Apple HRM Case Study: Abstract

Apple’s hrm, apple’s experience in international hrm: case study, apple human resource management: conclusion.

International human resource management has become a necessary undertaking in many multinational corporations. Globalization, a major driver of international trade, is one of the factors behind this development. Success in international ventures is significantly driven by the input of expatriates or international assignees.

In this paper, some issues relating to these assignees were highlighted. They include such issues as the various aspects of pre-departure training, recruitment, and selection criteria. Staffing strategies were also reviewed in this study. The author of this paper proposed a system of measuring return on international assignments.

The topics mentioned above were analyzed in the context of Apple Inc., a top ranking multinational corporation. The success of this organization is one of the reasons why it was selected for this study.

Key words: International human resource management, international assignees, multinational corporations, Apple Inc.

In the recent past, there has been an increase in the number of multinational corporations operating in the world. Such companies are heavily investing in the global market. A number of factors have influenced the growth of these organizations.

They include dynamics of international trade, amalgamation of the financial markets, and human migration. Other factors include speedy movement of capital as a result of globalization. All these factors have facilitated trade on the international arena.

Human resource management entails the activities carried out by organizations to effectively utilize their human resource. Consequently, effective human resource management at the global level is a major determinant of success in international trade.

Human resource development at the international level has largely focused on the formulation of effective and highly skilled workforce. By doing this, individual employees and the organization at large can realize their ultimate goals of serving customers.

Apple Inc. is a competitive global company in the communications and electronics industry. It is a leading designer, manufacturer, and marketer of communications and media devices.

It is also involved in the manufacture and distribution of digital music players and portable computers. The company has operations in different parts of the world. It has an elaborate international human resource management system.

The current study addresses the element of international human resource management with regards to Apple Inc. Various aspects related to management of personnel in this organization are reviewed.

They include, among others, training of employees, deployment across the world, and return on investment. The author of this paper holds that effective management of human resource at Apple Inc. has contributed to the success of the organization.

Components of Pre-Departure Training

Overview. According to Avril and Magnini (2007), pre-departure training provides expatriates with the knowledge and skills required to survive following their immediate arrival at the destined country of work. Essentially, employees going to work in another country require information on various aspects of the host nation before they leave home.

Some of the things they need to know include the culture and customs of the host country. They also need to be aware of the language and dress code appropriate to the new environment. In addition, international assignees need information on business etiquette in the new country (Avril & Magnini, 2007).

Information on verbal and non-verbal communication, taboos, rules, decision-making techniques, and business management structures should be provided to international employees during pre-departure training.

Culture and customs of the new country. Training on host country’s customs is essential in ensuring that the expatriates adapt to the local culture. It is noted that business operations would be negatively affected if the behavior patterns of the new employees conflict with the cultural expectations in the host country.

For instance, a US citizen working for Apple Inc. may be deployed to Saudi Arabia. Such an employee should be aware of how Saudi nationals regard alcohol. In addition, female employees would be expected to conform to the societal expectations with regards to their dress code.

Language. Language is an essential component of communication in international business. Expatriates and inpatriates require more than just basic knowledge on the host country’s language for effective execution of their assignments. In addition, they should be aware of non-verbal communication techniques. Such awareness would facilitate communication in foreign countries.

Business etiquette in the new environment. Business etiquette may vary between countries. In some parts of the world, governments regulate business policies. For instance, such elements as tax policies, power distance, and human resource management may differ from one country to the other (Katz & Seifer, 1996).

An expatriate manager at Apple Inc. would be required to understand the variation of such policies. Failure to comply with the new rules and regulations would most likely jeopardize the operations of the corporation in the host market.

Business management structures and decision-making techniques. Different countries adopt different approaches in relation to business structures and decision-making techniques. For instance, decision making in high-power distance cultures differs with that in low-power distance communities.

As such, a manager working for Apple’s branch in Korea should be aware of the best approach to adopt in directing employees. The same applies to a German employee working in Africa, where decisions usually come from the top management.

Rationale for Utilizing the Pre-Departure Training Components

Managers are expected to effectively handle employees from different cultural backgrounds. The ability of such managers as far as the employees are concerned affects the profitability of the company. People from different countries express their nationality and dress codes differently.

The approach used by international assignees when dealing with certain problems may also differ. Such issues as the need to interpret actions and comments, predict behaviors, and resolve conflicts may arise. As a result, focusing on the various components of pre-departure training would harmonize Apple’s operations with the reality in the host country.

Performance Assessment among Expatriates

Introducing assessment. Assessing the performance of expatriates is a major element in international human resource management. The performance can be reviewed using a number of criteria. Such criteria include determining strategy implementation and attainment of competitive advantage.

According to Caligiuri (1997), there are three criteria commonly used in evaluating expatriates. They include completion of foreign assignments, performance on the foreign assignment, and cross-cultural adjustment. The criteria apply to all employees irrespective of the operations of a particular organization.

Completion of foreign assignments. It is an important behavioral measurement. It is used in reviewing the results of tasks assigned to foreign employees. Success under this criterion is determined by the ability of the employee to complete their assignment without seeking for transfer to another country (Caligiuri, 1997).

Premature termination translates to failure in relation to the performance of the expatriate. In most cases, premature termination occurs when the expatriate requests for transfer to home country before completion of the assignment. The assignee may also be requested to return home before they have completed their work.

Cross-cultural adjustment. Adjustment to foreign culture also determines the success of the assignee (Caligiuri, 1997). Inability to adjust to the host country means failure in the assignment. Successful adjustment indicates that the employee is psychologically comfortable working and living in the new country.

Adjusted assignees are comfortable with the local culture. On their part, maladjusted employees find it hard to survive in the new environment. The failed employees may prematurely terminate their assignments (Suutari & Brewster, 2000).

Performance on the foreign assignment. Multinational corporations expect their employees to adjust culturally and remain in their foreign posts. In addition, the expatriates are expected to successfully execute their assignments. According to Caligiuri (1997), a large number of maladjusted foreign employees fail to achieve the envisaged outcomes in their work.

There are various measures of performance with regards to foreign assignments. They include establishing working relationships with the locals. Others include transfer of information and the language and cultural proficiency of the foreign employee (Caligiuri, 1997). The measures are in relation to the benefits of expatriates to the multinational corporation.

Recruitment and Selection Strategy for Apple Inc.’s International Assignments

According to Suutari and Brewster (2000), international assignments entail three discrete phases. The first is the pre-assignment stage. It involves the selection and preparation of employees for deployment.

The second is the ‘actual’ assignment. It involves the ‘actual’ stay of the expatriate in the new country. The last is the post-assignment stage. It is also commonly known as repatriation.

Recruitment and selection of expatriates is a multifaceted process. It takes into account both personal characteristics and interpersonal skills. Caligiuri (1997) postulates that most international organizations use knowledge of company systems and technical competencies in the selection process.

The strategy is the most suitable recruitment and selection criteria for Apple Inc. It is noted that measuring relevant cross-cultural and interpersonal abilities is a difficult task for many organizations. In addition, most expatriate postings rely on personal recommendations.

Such recommendations are derived from either line managers or specialist personnel (Suutari & Brewster, 2000). As such, Apple should rely on the proposed recruitment and selection policy. The strategy would reduce chances of failure in the assigned job.

Staffing Alternatives for Foreign Operations

There are several approaches used in resolving the issue of human resource in relation to international assignments. The strategies include ethnocentric and polycentric staffing approaches. Others are regiocentric and geocentric staffing strategies (Dowling, Welch & Schuler, 2004).

The ethnocentric approach involves filling all the key positions in the organization with local experts. The polycentric approach, on the other hand, proposes the use of host country’s nationals in managing subsidiaries. However, in this approach, key positions in the corporation’s headquarters are held by nationals of the parent country (Dowling et al., 2004).

The regiocentric approach is a mixed staffing strategy. Here, executives are transferred between regions. Operations of the company are divided according to geographical regions.

Apple should adopt the geocentric policy to address its staffing needs. The approach disregards the nationality and location of the candidate. It is appropriate for Apple Inc. since the corporation has a vast international experience and a global structure that is well developed.

Importance of a High Quality Mentoring System for International Assignees

Mentorship refers to a form of developmental relationship. In this case, an experienced employed assists less experienced members of staff in performing their tasks. The mentors can function as guides in the exploration of career interests. They provide support to international assignees deployed by multinational organizations.

Mentoring systems for expatriates can be formal or informal. The former describes established procedures and specified targets. The latter, on the other hand, is initiated whenever the assignees seek advice from their superiors or from external professionals.

A high quality mentoring system is very important to any multinational organization. It determines the success or failure of foreign employees. In most cases, the programs provide the management with an opportunity to support the assignees.

The support is especially important during departure or repatriation phases of the assignment. As such, the programs are powerful means of strategically retaining valuable employees with international experience.

High quality mentoring programs also help the employees to adjust to their new environment. It improves their productivity and overall performance in their new posts.

In addition, the programs provide continuous communication on changes in the company and the state of affairs back at home. As a result, the expatriates can effectively cope with transfers, expatriation, and repatriation.

The current global economic meltdown has led to cost constraints in most organizations. As such, it is important for organizations to have the right people at the right place. High quality mentorship programs are very essential in the management of talent and employees.

To this end, Apple Inc. employees should always have a mentor irrespective of their position in the foreign country. The mentors should supervise the assignee with a view to support their development.

They should assist the new employee for a given period of time. Prior to the assignment, the employee must undergo an extensive pre-departure training. The training will help them settle down in the host country.

Measuring Return on Investment in International Assignments

Every business undertaking requires a mechanism to determine its subsequent return on investment. The same applies to international assignments in multinational organizations. The companies should analyze the profitability or importance of international assignments to the parent organization.

Studies conducted with the aim of measuring return on investment with regards to international human resource have focused on numerical results of foreign deployments. In most cases, the costs and returns associated with the investment are used to determine its profitability (Caligiuri, 1997).

To determine Apple Inc.’s return on investment, one should take into consideration a number of factors. The various aspects of international human resource management would help in assessing the profitability of foreign employees. The factors include identification of the assignment’s purposes, cross-cultural training costs (Dowling et al., 2004), and compensation.

In addition, performance management and repatriation outcomes should be factored in. Calculation of return on investment would eventually be ascertained by analyzing the financial and non-financial costs and benefits of the venture. The costs and benefits are then linked to the expenditure incurred with regards to the assignment.

International human resource management differs with domestic management of employees in several ways. Managing employees at the international level is characterized by different labor markets, varying management practices, and dynamic labor laws. Economic and other cultural barriers make international management of human resource a complex affair.

Managing international employees may differ from one organization to the other. However, according to this author, the underlying principles are similar in all organizations. As a result, effective management of assignees and their related assignments is a major determinant of the success of these international ventures.

Avril, A., & Magnini, V. (2007). A holistic approach to expatriate successes. International Journal of Contemporary Hospitality Management, 19 (1), 53-64.

Caligiuri, P. (1997). Assessing expatriate success: Beyond just “being there”. New Approaches to Employee Management, 4 (1), 117-140.

Dowling, P., Welch, D., & Schuler, R. (2004). International human resource management: Managing people in a multicultural context (4th ed.). Cincinnati, OH: Southwestern College Publishing.

Katz, J., & Seifer, D. (1996). It is a different world out there: Planning for expatriate success through selection, pre-departure training, and on-site socialization. Human Resource Planning, 19 (2), 32-47.

Suutari, V., & Brewster, C. (2000). Making their own way: International experience through self-initiated foreign assignments. Journal of World Business, 35 (4), 417-436.

• Hertzberg Theory: Application at the Workplace
• Critical Perspective on Management and Leadership
• Contract Law: Sand Diego Case
• A Discussion of the Organizational Members in Multinational Corporations
• Difference between domestic and international human resource management
• Corporate Culture, Employee Motivation and Workforce Diversity
• How Many Fast Subjects Can Live On Planet Earth?
• Using Crowdsourcing to develop new products and services
• Operations Management Practices of Emirates Airline
• Strategic Planning for International Business: The ARJMST Jewelry Company Is Going Global
• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2019, April 23). International HRM Case Study: Apple Inc. https://ivypanda.com/essays/international-hrm-a-case-study-of-apple-inc-essay/

"International HRM Case Study: Apple Inc." IvyPanda , 23 Apr. 2019, ivypanda.com/essays/international-hrm-a-case-study-of-apple-inc-essay/.

IvyPanda . (2019) 'International HRM Case Study: Apple Inc'. 23 April.

IvyPanda . 2019. "International HRM Case Study: Apple Inc." April 23, 2019. https://ivypanda.com/essays/international-hrm-a-case-study-of-apple-inc-essay/.

1. IvyPanda . "International HRM Case Study: Apple Inc." April 23, 2019. https://ivypanda.com/essays/international-hrm-a-case-study-of-apple-inc-essay/.

Bibliography

IvyPanda . "International HRM Case Study: Apple Inc." April 23, 2019. https://ivypanda.com/essays/international-hrm-a-case-study-of-apple-inc-essay/.

IvyPanda uses cookies and similar technologies to enhance your experience, enabling functionalities such as:

• Basic site functions
• Ensuring secure, safe transactions
• Secure account login
• Remembering account, browser, and regional preferences
• Remembering privacy and security settings
• Analyzing site traffic and usage
• Personalized search, content, and recommendations
• Displaying relevant, targeted ads on and off IvyPanda

Please refer to IvyPanda's Cookies Policy and Privacy Policy for detailed information.

Certain technologies we use are essential for critical functions such as security and site integrity, account authentication, security and privacy preferences, internal site usage and maintenance data, and ensuring the site operates correctly for browsing and transactions.

Cookies and similar technologies are used to enhance your experience by:

• Remembering general and regional preferences
• Personalizing content, search, recommendations, and offers

Some functions, such as personalized recommendations, account preferences, or localization, may not work correctly without these technologies. For more details, please refer to IvyPanda's Cookies Policy .

To enable personalized advertising (such as interest-based ads), we may share your data with our marketing and advertising partners using cookies and other technologies. These partners may have their own information collected about you. Turning off the personalized advertising setting won't stop you from seeing IvyPanda ads, but it may make the ads you see less relevant or more repetitive.

Personalized advertising may be considered a "sale" or "sharing" of the information under California and other state privacy laws, and you may have the right to opt out. Turning off personalized advertising allows you to exercise your right to opt out. Learn more in IvyPanda's Cookies Policy and Privacy Policy .