Component_2.docx(1) FIN504 CLC Project: Analysis of Fundamentals Component 2 Grand Canyon University FIN504: Finance Principles Introduction Apple Inc. aims to simplify products, manufacturing, and support through
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Component_2.docx(1) FIN504 CLC Project: Analysis of Fundamentals Component 2 Grand Canyon University FIN504: Finance Principles Introduction Apple Inc. aims to simplify products, manufacturing, and support through strategic investments. Investing in research and development, inventory, equipment, and acquisitions, allows Apple to ensure strategic annual growth that aligns with their business strategy. Continued company growth and premium product branding inspires a halo effect on consumers and sells Apple products and services as a lifestyle that customers want to maintain (Pineda, 2019). To encompass a corporation's vision as dominant as Apple, understanding key objectives such as business investment, imminent revenue probability, and the competitive market in which they thrive, will showcase the business objective. Investments to Support the Business Unit Strategy Apple spent $18.75 billion on development and research in 2020, resulting in a 16% increase in year-over-year expenditure. Defending their research and development investment in 2020s SEC annual report, Apple explains that the increase was, “driven primarily by increases in headcount-related expenses and material costs to support expanded R&D activitiesâ€. It is imperative that Apple remains focused towards innovation to grow within an extremely competitive market by continuing to make their brand top of the line. By creating products to replace their own, before competitors can surpass them, Apple remains ahead of the cu. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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