Apple
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▾ 🧱 Sum of the parts
| Name | Type | % stake | Paid | Annual rev | Now worth | ×% our share | Note |
|---|---|---|---|---|---|---|---|
| iPhone | 🧩 segment | 100.0% | — | $200.0B | $1,500.0B | $1,500.0B | Sales of iPhone devices. |
| Services | 🧩 segment | 100.0% | — | $90.0B | $1,000.0B | $1,000.0B | Includes App Store, Apple Music, iCloud, Apple Pay, AppleCare, advertising, etc. |
| Mac | 🧩 segment | 100.0% | — | $30.0B | $250.0B | $250.0B | Sales of Mac computers. |
| iPad | 🧩 segment | 100.0% | — | $28.0B | $200.0B | $200.0B | Sales of iPad devices. |
| Wearables, Home and Accessories | 🧩 segment | 100.0% | — | $40.0B | $300.0B | $300.0B | Includes Apple Watch, AirPods, HomePod, Apple TV, and other accessories. |
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"To me, marketing is about values. This is a very complicated world; it’s a very noisy world. And we’re not going to get a chance to get people to remember much about us. No company is. And so we have to be really clear on what we want them to know about us. Now, Apple fortunately is one of the half-a-dozen best brands in the whole world. Right up there with Nike, Disney, Coke, Sony, it is one of the greats of the greats. Not just in this country but all around the globe. And – but even a great brand needs investment and caring if it’s going to retain its relevance and vitality."
"Apple was the only technology company that I knew of—including the one I was working at and had worked at—where if a customer got angry with the company, they would yell and yell loudly but they would continue to buy. At Compaq, if people got angry at Compaq they would just buy from Dell. At Dell if they got angry at Dell they would just buy at that time from IBM. And so people were moving freely to and fro, but an Apple customer was a unique breed. And there was this emotion that is so... you just don't see it in technology in general. You could see it and feel it in Apple customers"
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