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Good morning. Members of the Board, Apple Executives, Fellow Shareholders,<br />
Fellow Employees. Welcome and thank you for coming.</p>
<p>Our annual Shareholders' Meeting this year falls on my first anniversary as<br />
your CEO. So it's an especially fitting time to reflect on the past year as<br />
well as what lies ahead.</p>
<p>As most of you know, I've dealt with troubled companies before. I am well<br />
acquainted with what it takes to bring them back to health. When I joined<br />
Apple, I said the journey back would take about three years. Today, we're<br />
about a third of the way there. We're working hard to move faster, but<br />
unfortunately there are no shortcuts, no magic bullets.</p>
<p>That aside for the moment, let me confess that I have never felt<br />
comfortable meeting with stockholders at a time when the stock is setting<br />
new lows. I am no happier about that than you. And you have my word, for<br />
both institutional and personal reasons, that I am highly motivated to take<br />
all necessary corrective steps to reverse our downward plunge.</p>
<p>I know and you know that Apple is worth a lot more than its present market<br />
price. But while public perception plays some role in market evaluation,<br />
the real driver is earnings. So let me assure you that my very highest<br />
priority as I stand here is to get this company in the black as quickly as<br />
possible. And to create a sustainable and growing earnings capability that<br />
will be fully recognized in the securities marketplace.</p>
<p>I want to assure you that I'm using all of my energy to reinvigorate the<br />
once-unbeatable Apple franchise and to restore profitability. Our goal is<br />
not just to survive, but to thrive; not just to get by, but to win. I<br />
repeat: not just to get by, but to win.</p>
<p>I know that you are disappointed, as I am, that our most recent quarter was<br />
not better. It's important, though, to realize that earnings are a lagging<br />
indicator. You have to be doing the right things for a while before it<br />
shows up on the bottom line. Your management team is working hard to get<br />
the fundamentals right. Our goal is not just to return to profitability,<br />
but to return to our position of pre-eminence and exceptional growth.</p>
<p>We are also conscious that we have a legacy to fulfill -- a responsibility<br />
to the fifty million Apple users around the world. I do not take this<br />
responsibility lightly.</p>
<p>Management tenacity will yield real progress not only in our results, but<br />
also in the way the financial market values us. It will yield real<br />
progress, also, in the confidence the marketplace demonstrates by buying<br />
our products.</p>
<p>I'm grateful for your support through this period, for the support of the<br />
Board of Directors and the dedicated efforts of Apple employees at all<br />
levels.</p>
<p>I want to talk with you today about three things:</p>
<p>First, where we stand in our efforts to transform Apple. We've made<br />
significant headway. While much work lies ahead, we've completed laying<br />
much of the structural, systems and foundation that will support our<br />
renewal and return us to growth. Second, the actions we're taking to<br />
sharpen our focus and meet the challenges we face going forward;<br />
specifically, how we will build a long-term, sound business on these<br />
foundations. and, finally, a look at my reasons for confidence and optimism<br />
about Apple's future.</p>
<p>When I came to Apple a year ago, my first task was to assess the situation.<br />
If I was to help the "patient" get better, I needed to start with a<br />
diagnosis.</p>
<p>Apple, clearly, was in crisis. And the crisis was serious - fundamentally<br />
threatening the sustainability of the company. After careful study, I found<br />
there were, in fact, five distinct crises to deal with.</p>
<p>First, we faced a pressing and immediate liquidity crisis.</p>
<p>Second, a quality crisis was affecting customer experience with some of our<br />
products. These quality issues, by the end of the year, would cost the<br />
company hundreds of millions of dollars in warranty repairs, lost sales,<br />
and goodwill. Most important, faulty products were undermining Apple's<br />
greatest asset, its loyal customer base.</p>
<p>Third, our operating system development was also in crisis. Upgrades to<br />
System 7 were not forthcoming. In fact, there were no plans for any System<br />
7 releases after 7.5.3. Copland, our intended next generation operating<br />
system, was slipping. Despite some excellent and ground-breaking work, the<br />
project was not delivering a shippable product.</p>
<p>Our fourth crisis was our corporate culture: too often undisciplined,<br />
unaccountable and unbusiness-like. I was astounded at the paralyzing lack<br />
of cohesion and alignment across functions.</p>
<p>And underlying all these crises was a fifth crisis: fragmentation. The<br />
company was simply doing too much, moving in too many directions - and not<br />
enough of it was profitable.</p>
<p>I sometimes think that, when it came to cool new projects, Apple's eyes<br />
were bigger than its stomach.</p>
<p>The product line had grown overly complex. We had lost focus on our real<br />
customers, the end-users, the Apple loyalists who had once made us the envy<br />
of our industry.</p>
<p>Our business systems were fragmented with no less than 7 different<br />
financial systems and a completely inadequate forecasting system.</p>
<p>Our forecasts were, therefore, unreliable and this served to undermine our<br />
efforts to restore profitability in a timely manner.</p>
<p>In general, we found ourselves with non-competitive pricing - even, in some<br />
cases, when we were selling below our costs. Overall, there was a lack of<br />
harmony in the enterprise.</p>
<p>The obvious result of our fragmentation was expenses out of line with<br />
achievable revenues. But, even more grim, without substantial change that<br />
would take time. there was little chance for improvement.</p>
<p>With so many efforts underway, many lacked enough investment to bring about<br />
an outcome that would have a real impact on the market and deliver<br />
sustainable profits for the company.</p>
<p>Worse, our lack of mature business systems gave only a cloudy view of where<br />
we stood on critical projects and thwarted our efforts to move quickly.</p>
<p>So, that was the diagnosis: five devastating crises that threatened the<br />
company's actual survival as a viable business.</p>
<p>Any one of these crises would have been a management challenge, but five<br />
defied comprehension. Predictably, my response was two-fold - to put in<br />
place a defense in order to survive and an offense in order to win.</p>
<p>We had an urgent need to start fixing problems and repairing damage.</p>
<p>But we also had to identify the company's strengths and amplify them. We<br />
had to begin moving forward again... to live up to the dreams and<br />
aspirations of our customer base.</p>
<p>My goal for Apple goes far beyond turning this company around.</p>
<p>I want to recreate the Apple that can once again turn this industry on its<br />
head. I want to recreate an Apple that shocks, amazes, and delights people<br />
all around the world with the power of high technology made easy and<br />
accessible.</p>
<p>My fervent belief is that this is, in fact, much more than Apple's legacy.<br />
It is our destiny as a company that's at the leading edge of the world's<br />
most exciting field of human endeavor. And we will not be denied by the<br />
slings and arrows of a few rough quarters.</p>
<p>With that in mind, let's look back over the past year and see how we did<br />
against each of the five crises.</p>
<p>When I came on board, Apple's cash position was precarious. We were broke.<br />
Our hands were tied when it came to serious investment spending -- not only<br />
for the future but also to correct existing problems. It left us no room to<br />
take any strategic steps.</p>
<p>We had barely enough cash to conduct day-to-day business - to meet payroll,<br />
to fund receivables, to pay bills. Instead of cash on the balance sheet, we<br />
were financing inventory.</p>
<p>Moreover, we didn't have a chief financial officer or a treasurer to help<br />
address these issues. Our corporate controller was clearly over worked and<br />
over stressed.</p>
<p>Finding a CFO and securing the financing to move us out of this cash crisis<br />
was clearly an urgent priority. It overshadowed all other efforts.</p>
<p>Today, we're in much better shape. We ended the first quarter with $1.8<br />
billion in cash. We slashed inventory by 75 percent. When I arrived Apple<br />
lagged the industry in inventory turns. Today, we've moved our quarterly<br />
turns up from less than 6 to 12. That's competitive with the industry<br />
leader.</p>
<p>The second crisis was in quality. Our PowerBook line was so severely<br />
faulted that we had to halt distribution. The quality issue was costing us<br />
directly in warranty repairs and, more important, in reputation and<br />
customer goodwill.</p>
<p>We responded by creating a dedicated quality organization ultimately<br />
reporting to Ellen Hancock. This group now conducts independent quality<br />
reviews before any product is shipped.</p>
<p>The data to date show a 90% drop in warranty claims on our current<br />
PowerBook 1400 models, compared to the 5300s We're also achieving a 90%<br />
drop in failures on the AppleVision 1710 Displays.</p>
<p>I am pleased to report we're well on the way to restoring Apple's<br />
historically strong reputation for quality..</p>
<p>Third, was the operating system crisis. Our customers and developers<br />
demanded - and deserved - a clear roadmap for how we planned to bring them<br />
into the future with System 7 upgrades and with a new, state-of-the -art<br />
OS. And we didn't have one.</p>
<p>Until we put a viable OS strategy in place, with clear transition path for<br />
customers, we could not have a viable future.</p>
<p>While excellent in some respects, Copland was bogged down in its own<br />
complexities of retaining backward compatibility and delivering the<br />
stability and performance of a fully modern OS. The plan in progress at the<br />
time would not fully accomplish either goal. In fact, the Copland spec even<br />
failed to address the full potential of the Internet.</p>
<p>We took some bold actions, redirecting the project strategy. Because this<br />
is so crucial to our future, I'm going to take a few minutes to talk about<br />
this in a bit more depth.</p>
<p>We needed to accomplish three goals:</p>
<p> * protect our customers' investment in System 7 applications and hardware</p>
<p> * deliver the benefits of pre-emptive multi-tasking, protected memory,<br />
and symmetrical multi-processing that move us to the next level of<br />
performance and stability.</p>
<p> * and preserve our own investment in Copland by incorporating as many of<br />
the Copland advances as possible.</p>
<p>With regard to the Mac OS our response was to plan releases every six<br />
months and to have at least three such releases defined at any given time.</p>
<p>With regard to a new OS, our response was to identify and define a new<br />
architecture and to implement that architecture in a timely fashion. We did<br />
a thorough and careful exploration of options. NeXT proved to be the answer<br />
- a clear winner.</p>
<p>The choice of NeXT gives us the state-of-the-art benefits we needed<br />
-stability, performance and predictability. In addition it gives us much<br />
more: advanced support for multimedia and an internet-centric design.</p>
<p>It also has superb internationalization capability, so it supports our<br />
worldwide customer base.</p>
<p>But one of the most appealing things about the NeXT environment is what it<br />
offers to developers.</p>
<p>By providing battle-tested, object-oriented tools for streamlining<br />
application development - the most advanced in the market today- our new OS<br />
can offer potentially huge savings in the development process. It's a way<br />
to reduce time. It's a way to reduce complexity. Furthermore, we can give<br />
developers a cross-platform opportunity to market their work - develop for<br />
Rhapsody and your application can also run on Wintel and UNIX boxes as<br />
well. NeXT also strengthens Apple in enterprise accounts. That adds up to a<br />
powerful story. And nothing else comes close to matching it. The Rhapsody<br />
architecture will run on the PowerPC computers we're selling today. So, it<br />
provides an upside for today's buyers -- simply put, it eliminates risk. In<br />
fact it maximizes the potential of their investment with a fully-native<br />
core OS.</p>
<p>We're also supporting Java, the language of the Internet, in a big way by<br />
working closely with Sun Microsystems. This puts us squarely into the<br />
emerging world of Internet-based, cross-platform application development.</p>
<p>But none of this would work for us if we couldn't provide continuity with<br />
today's software. This architecture lets us host System 7 simultaneously<br />
with the new system. This approach not only gives Apple users<br />
compatibility, but also performance that equals or exceeds the current<br />
version of the MacOS System 7.</p>
<p>The new system will be very Mac-like, and will draw the best from both NeXT<br />
and Apple interface design to create an advanced Apple look and feel. Here<br />
again, we are reliving our user friendly legacy.</p>
<p>At the same time we're building Rhapsody, we're continuing to develop<br />
System 7. Version 7.6-- which wasn't even defined 6 months ago--shipped -<br />
on time - two weeks ago. Our next scheduled operating system release, this<br />
summer, is planned to deliver the largest single advancement in the OS<br />
since 1984. This new release will integrate and deliver many advanced<br />
features originally developed for Copland including the new multi-threaded<br />
Finder, the first fully PowerPC-native Finder implementation. And updates<br />
are scheduled for early next year and beyond.</p>
<p>Our new OS, Rhapsody , is scheduled to ship to developers this summer, with<br />
the first customer releases next year. We have a strong transition and<br />
migration story for both customers and developers. And, already, developers<br />
are showing strong support for this move.</p>
<p>Let me share with you some of what they're telling us.</p>
<p>From Jim Barksdale, CEO of Netscape: "We're extremely excited about<br />
Rhapsody and this whole NeXT merger." From John Warnock, Chairman and CEO<br />
of Adobe Systems: "... best possible fit...NeXT's advanced OS design, when<br />
combined with Apple's leadership in ease-of-use and multimedia, will<br />
provide Adobe and other developers with a robust, compelling platform on<br />
which to build great next-generation software."</p>
<p>From Paul Moritz, Group VP, Software Products at Microsoft: "We look<br />
forward to working with Apple to understand the new opportunities in and<br />
around the Rhapsody platform."</p>
<p>From Eric Schmidt, Chief Technology Officer of Sun: "We congratulate you<br />
for the foresightedness to bring to all of us the very best operating<br />
system technology in the world"</p>
<p>With our new OS strategy developed during this fast moving year since I<br />
became CEO, we've clearly moved from crisis to opportunity. This is a move<br />
that can return Apple to its accustomed role-galvanizing a community of<br />
developers and customers to blaze new trails that expand quantumly the<br />
potential of the computer age.</p>
<p>The fourth crisis involved Apple's internal culture. When margins were over<br />
fifty percent, the company seemed to moved forward on sheer exuberance. But<br />
in today's world of competitive pressures and lower or even non-existing<br />
margins, the lack of cohesiveness and discipline was killing us. Apple<br />
acted less like a coherent organization than a loose coalition of projects;<br />
a collection of tribes instead of a modern industrial enterprise. And<br />
perhaps that is a generous description.</p>
<p>My response has been to build a seasoned management team - including Fred<br />
Anderson, George Scalise, Ellen Hancock and Marco Landi as well as Jack<br />
Douglas, Bob Calderoni and many others. We instituted management training<br />
at all levels. We welcomed back Steve Jobs and Steve Wozniak in advisory<br />
roles.</p>
<p>And the results are already becoming visible. I invite you to watch them<br />
unfold in the coming year. You'll see more coherence in our product plans<br />
and our financial controls. System 7.6 shipped on schedule, kicking off the<br />
most active new product year in our history. Right now, all projects are<br />
meeting schedule and will, with only a little luck, ship on time.</p>
<p>In the coming year, you'll see the results of our renewed culture in our<br />
marketing and channel plans as well. I cannot over-emphasize the importance<br />
of our distribution infrastructure to our success.</p>
<p>My aim in this is to harness Apple's culture, not stifle it.</p>
<p>I want to be clear that there is much I value-and much that you should<br />
value here: The incredible passion and resilience of our employees. Our<br />
insistence on creativity. And, yes, our sometimes evangelical fervor for<br />
the social value of our work. These are jewels you cannot create in<br />
management training seminars. I'm confident that they'll shine even<br />
brighter with the kind of mature management attention and nurturing we're<br />
giving them.</p>
<p>The fifth crisis - Apple's fragmentation - is largely in front of us. And<br />
it is the most urgent near-term management issue we have.</p>
<p>The lesson we are striving to teach is that the totality of our business is<br />
much greater than its individual parts. It is imperative that we have a<br />
single more focussed mission that reflects the myriad of talents throughout<br />
our vast organization.</p>
<p>We made significant headway over the past year: lowering our break-even<br />
point by more than a billion dollars, reducing headcount by 3565, and<br />
selling off facilities.</p>
<p>But as our first quarter indicated, we continue to deliver completely<br />
unacceptable results. It will be necessary to be even more disciplined in<br />
narrowing our focus. We plan to make further cutbacks in expenses to bring<br />
us to a sustainable financial position. I'll talk more about our plans in a<br />
moment when I discuss the year ahead.</p>
<p>But before concluding my review of the past year, I'd like to report on<br />
some of our moves on offense - initiatives we've undertaken to build on our<br />
strengths. These, of course, are just as important as our fix-it actions.<br />
Indeed, in the long-term, it is our strengths that provide value to the<br />
marketplace. It is our strengths that will drive the company forward.</p>
<p>Despite the traumas the company has faced, Apple's underlying strengths and<br />
values remain fundamentally sound and they align directly with major<br />
industry trends.</p>
<p>We have shipped 26 million Macs, with an estimated 50 to 60 million users.</p>
<p>We continue to hold a technology lead in ease-of-use, publishing, and media<br />
production. We have a world-class brand, and fiercely loyal customers. They<br />
give us high market share in key growth markets such as publishing,<br />
authoring including Internet content creation, education, and the home.</p>
<p>Much has been written about Apple's declining share of the general computer<br />
market. But the market isn't monolithic. Apple's share is concentrated in<br />
high-value sectors which continue to attract developer interest. We hold<br />
the loyalty of customers in our targeted markets by giving them advantages<br />
and distinct user values that they cannot match elsewhere. Let me give you<br />
just a few examples.</p>
<p>Let's start with our position in media production.</p>
<p>Since its introduction, QuickTime has established itself as the premiere<br />
technology for computer-based multimedia. In the past year, we combined<br />
QuickTime, QuickTimeVR, and QuickDraw 3D into a unified media layer we call<br />
the QuickTime Media Layer or QTML. More than 50% of the digital video data<br />
on the Internet is based on QuickTime technology.</p>
<p>We've used redirected Newton technologies and Apple Industrial Design to<br />
provide our education customers with one of the standout products of the<br />
year, the E-mate 300. It provides the basic productivity suite that a<br />
student needs, plus Internet access. It's rugged, portable,<br />
low-cost,easy-to-use and fun.</p>
<p>It's designed to work in a networked, client-server environment. And<br />
because it's priced well under a thousand dollars, it enables schools to<br />
stretch their budgets, while providing computer technology on more desks.</p>
<p>We've moved to bring Apple back into the mainstream of the industry,<br />
partnering closely with Sun and Netscape. And I've made significant<br />
progress in rebuilding our historical relationship with Microsoft.<br />
Microsoft and Apple have many mutual customers, and we're finding a number<br />
of areas of alignment where we can better serve those customers.</p>
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<LI>Our partners at MacUpdate, MacPrices.net and the Jobs Boards keep you up to date
<LI>Want to see all the news in one big list? Check out our new <a href="/firehose">Information Firehose</a>
<LI>And, don't forget the Apple Central area, and ads throughout the site. Advertisers are what make the site possible</UL>
We truly hope you <a href="/register">register</a> so that we can keep you up to date about new features as they are implemented. And, please use the BETA button in the top right to provide us any feedback, suggestions or bugs. We love to hear from you. </div>
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