An overall view of Apple Inc.

Apple Inc. has more than 200 branded retail outlets spread in U. S. , Canada, U. K. , Italy and Japan. (Brooks 1). The Apple Inc. CEO Steve Jobs is very optimistic about their latest innovation and has hailed the other technology firms for their interest to contribute on this innovation. (Dalal 1) Hiawatha Bray of The Boston Globe noted that the Apple Inc.

iPhone product was a major innovation that enables customers to conveniently access web, e-mails, voicemails, download music as well as other key entertainment applications like games.

Edward C, Baig of USA Today also praised the hype that came with the iPhone technology as good enough.

Connie Guglielmo of Bloomberg. com agrees with this evaluation. Walter S. Mossberg and Katherine Boehret of The Wall Street Journal attested to the good experience they had with the Apple Inc. iPhone. Experience on using Apple Inc. products Immediately after the launch, the experience with iPhone is the inability to use other party software at the customers’ convenience.

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This feature was attributed to Apple Inc. software programming technology to block other parties from beaching their innovations security encryptions, to assure of good product service and reliability.

However, the consumption experience did not dampen over this definition. The consumption experience continued to move from one level of satisfaction to the next. Later, Apple Inc. introduced a Software Development Kit (SDK), which would allow consumers to modify their applications as need be according to the Apple Inc. press release on 6th March 2008. These applications were available globally. Still reflecting on the Apple Inc. eve of launch of the iPhone product, there are memories of seeing people spending the night outside the major outlets just to be the pioneer customers in owning a set.

This is reminiscent of fanaticism that accompanies the association with the Apple Inc. brands. To describe this experience as cultish is a cut above the normal definition of customer loyalty. The Apple Inc. strategic plan was careful in their though of product that has give consumer an experience of Apple Inc. culture. In the past, consumer experience about misinformation made it difficult to buy their products with preference going to other companies who promised a lot to the consumers. However, when Apple Inc.

dedicated a specific store for the delivery of their products, the customer satisfaction received a new level of technology that now other firm was offering. This Apple Inc. strategic decision led to a massive sway of customer from other firm brands to its products. The experience of the service at this store is friendly. Yet Apple Inc. allows other firms like PC world and Mac to interact with their customers and compare the technological experience. Experience shows that Apple Inc. products do not compete but support each other.

This is true as a consumer who purchases an iPod will not only be able to download iTunes but set up other supplementary applications. The fact that Apple Inc. owns most of the software and hardware give the consumer confidence and strong urge to be loyal. Besides, most consumers will get nearly everything they need from Apple Inc. to avoid migrating to outside firm products for product satisfaction. The experience with the Apple Inc. ‘I’m a Mac’ promotion was that of youthfulness and smart technology.

This is because the campaign had a smooth chap who exuded a lot of confidence with the PC being outdated, hence the query about which direction one would rather move. Apple Inc. has also offered its customers a lot of products to choose from. Even though most customers may not be in the position of acquiring Apple PC, they would certainly be encouraged to own an iPod or iPhone. The strategy of low cost leadership has enabled the consumers to own a piece of Apple Inc. Satisfied Apple Inc. customers have historically referred they colleagues to try out the same products. That’s when they become more confident to own Apple Inc. PC.