Table of Contents

garage where William Hewlett and David Packard began their company, HP

Steve Jobs

Microsoft Corporation

Apple Inc.

American company

Also known as: Apple Computer, Inc.

Written bySteven Levy,Karl Montevirgen

Fact-checked byThe Editors of Encyclopaedia Britannica

Updated: May 28, 2024

Steve Wozniak (left) and Steve Jobs holding an Apple I circuit board, c. 1976.

Courtesy of Apple Computer, Inc.

formerly:: Apple Computer, Inc.

Date:: 1976 - present

Ticker:: AAPL

Share price:: $192.25 (mkt close, May. 31, 2024)

Market cap:: $2.93 tr.

Annual revenue:: $381.62 bil.

Earnings per share (prev. year):: $6.43

Sector:: Technology

Industry:: Computer

CEO:: Timothy D. Cook

Key products and services

Mac computers. Evolving since 1984, the Mac line has set standards in the world of personal computing.
iPhone. Essentially a sophisticated computer packaged in a flat cube, the iPhone was a game changer in mobile technology, altering the way people communicate and consume media.
iPad. Bridging the gap between smartphones and laptops, the iPad opened up a new market for digital tablets since its debut in 2010.
iPod. A digital music player, the likes of which hadn’t been seen since the Sony Walkman, the iPod revolutionized the music industry in 2001, transforming the way listeners consume music.
Apple Watch. Launched in 2015, the Apple Watch is among the most dominant products in the wearable tech sector.
MacBook. Apple’s brand of laptop computer, the MacBook has become a mainstay in personal and professional environments.
Apple TV+. As Apple’s entry into the streaming entertainment services, Apple TV+ has become a dominant player in the subscription-based entertainment sector.
AirPods. Since the product’s launch in 2016, AirPods have become a leader in the wireless audio market.

1976: Garage days and the first Apple computer

The genesis of Apple Inc. sprang, not from a vision of an ambitious venture, but from a more modest aspiration: Stephen G. Wozniak had a lifelong dream of building his own personal computer.

Wozniak was inspired by the Altair 8800, the first commercially successful microcomputer launched in 1975. Further encouraged by his friends at the Homebrew Computer Club, a hobbyist group, he quickly developed a simple gaming motherboard: his first personal computer.

The first Apple computer.

Courtesy of Apple Computer, Inc.

The Apple II.

Courtesy of Apple Computer, Inc.

Wozniak, then a 26-year-old engineering intern at Hewlett-Packard, presented his design to his employer. When the company expressed no interest, Wozniak teamed up with a former high school classmate, 21-year-old Steve Jobs. The two decided to set up their operations in the Jobs family garage, founding Apple Inc. on April 1, 1976, along with Ronald Wayne, an experienced tech industry executive who would play a role in helping facilitate and integrate the young founders’ company vision and operational pursuits.

Jobs and Wozniak each held a 45% stake in the company; Wayne had a 10% partnership stake. To fund their venture with working capital, Jobs sold his Volkswagen minibus and Wozniak his programmable calculator.

With the help of its first angel investor and Intel Corporation veteran Armas Clifford “Mike” Markkula, the company unveiled its inaugural product, the Apple I, in July 1976 at a Homebrew Computer Club meeting. Selling for $666.66, the Apple I was a bare motherboard with a basic CPU, random access memory (RAM), and video capabilities, but no keyboard or monitor. Nevertheless, the company’s first product marked the garage start-up’s first success—however minor—selling 200 units that year. Later that year, Ronald Wayne decided to leave the fledgling company, selling back his 10% share for $800.

1977–1978: Apple II and early commercial success

In January 1977, with Markkula providing his expertise and seed funding of $250,000, Apple Inc. was incorporated.

Apple II, the company’s next product, was released in April 1977 and became the first widely distributed microcomputer. It was a commercial success; some 5 or 6 million units were sold over the next decade.

This new iteration hinted at a slight design breakthrough with its custom-molded plastic casing, a departure from the steel-encased designs of the time. The Apple II also included color graphics, sound, and television plug-in capabilities. Selling for a base price of $1,298, it was perceived as a user-friendly product, contributing to its success among general consumers.

Having achieved its first milestone in the larger consumer market, the company boosted its competitive position when Wozniak introduced a disk controller enabling an affordable floppy disk drive. This inclusion enhanced Apple II’s data storage and retrieval, making it faster and more reliable.

1979: Innovations—GUI, mice, and icons

In 1979, Jobs led a team of engineers to see the innovations created at the Xerox Corporation’s Palo Alto Research Center (PARC) in California.

Apple's Lisa computer, introduced in 1983, featured a graphical user interface.

Courtesy of Apple Computer, Inc.

At PARC, they were shown three features that would serve as the company’s game-changing innovations:

The functional graphical user interface (GUI), featuring on-screen windows
A pointing device known as a mouse
The use of icons (pictographs) in place of awkward command line instructions

These features would be integrated into two key projects in development: the Apple Lisa (released in 1983) and the Apple Macintosh (1984). (Xerox would later sue Apple in 1989, claiming it stole the idea for its graphical user interface. The lawsuit was dismissed in 1990 on technical grounds, with the court saying Xerox chose the wrong venue to argue most of its legal points.)

The idea was to develop low-cost and user-friendly personal computers that would introduce the two innovative features—the GUI and mouse—to mass consumers. Although both computers sported these new features, they were designed to appeal to different audiences. The Lisa was geared toward business professionals, while the Macintosh targeted the broader consumer market.

1980–1985: Competition from IBM, Macintosh, and Steve Jobs’ exit

Apple’s profits and size grew at a historic rate. By 1980 the company netted over $100 million and had more than 1,000 employees. In December 1980, Apple went public, offering 4.6 million shares at $22 each.

Apple’s initial public offering (IPO) was the biggest since 1956 when Ford Motor Company went public. Further, by the end of 1980, Apple’s nearly $2 billion valuation was greater than Ford’s.

IBM enters the PC market. As a formidable contender in the emerging PC market, Apple would soon face competition from IBM, the computer industry’s leading player.

IBM launched its own version of the personal computer in 1981, breaking with its tradition of using only proprietary hardware components and software. Instead, IBM built its PC using readily available components, including an Intel microprocessor and a disk operating system (DOS) from Microsoft Corporation.

Because other manufacturers could use the same hardware components that IBM used and license DOS from Microsoft, new software developers could count on a wide IBM PC–compatible market for their software. The system soon had a new spreadsheet program, Lotus 1-2-3, that changed computing and created what would later be known as a “killer app”: a software program (application) so useful that it propels hardware sales.

IBM’s PC won instant support and popularity in the business community, and the Apple II was unable to dislodge IBM’s position. Flanked by its existing suite of business computing products, IBM’s new offering struck a fatal blow to the yet-to-be-released Apple Lisa.

Upon its debut in 1983, the Lisa’s $9,995 price tag was more than five times the cost of an IBM PC. If cost alone didn’t guarantee its commercial underperformance compared to IBM, the Lisa also had numerous hardware issues and incompatibilities that made its performance sluggish compared to its competition.

The Lisa was an epic failure for the company’s foray into the business computing market. But Apple fared better in the general consumer market with the release the following year of a product that might even be considered iconic, culturally perhaps more so than functionally.

Apple launches the Macintosh. Following its failed Lisa launch, Apple prepared for a second product release, hoping to gain a stronger, if not dominant, position in the market. The new product was the Macintosh computer.

Although Jef Raskin led the Macintosh research project as early as 1979, Steve Jobs took over the project in 1981, having been removed from the Lisa project due to collaborative tensions. Jobs’ intervention and contentious disagreements with Raskin on the project’s vision and direction prompted Raskin to leave the company in 1982.

Introduced to the world via television commercial during Super Bowl XVIII on January 22, 1984, Apple immediately became a household name. The commercial, directed by Ridley Scott, struck a hard, albeit symbolic, blow against IBM, associating it with the dystopian and villainous authority of George Orwell’s novel 1984.

In contrast, the ad portrayed Apple as the countercultural hero of the story—a symbol of freedom, progress, and innovation.

The Macintosh’s integration of a user-friendly GUI, all-in-one design, and affordable price of $2,500 made it accessible and appealing to businesses and technical users but also, and perhaps more importantly, to general consumers. Although the ad profoundly affected viewers, becoming one of the most iconic commercials in Super Bowl history, it generated more cultural buzz than commercial sales.

1985–1997: Leadership struggles after Jobs and Wozniak

Despite ecstatic media reaction, the Macintosh initially sold below Apple’s expectations. The Mac, as it came to be known, had insufficient memory and storage capacity. It lacked essential features like cursor keys and a color display, both of which were considered standard amenities for PCs at the time.

Furthermore, skeptics doubted that adults would ever want to use a machine that relied on the GUI, condemning it as “toylike” and wasteful of computational resources.

In the wake of the poor sales performance, Jobs was ousted from the company in September 1985 by chief executive officer (CEO) John Sculley. (Wozniak had left Apple in February 1985 to become a teacher.)

Upon exiting Apple, Jobs founded another computer company, NeXT Inc., in 1985. The next year, he purchased Lucasfilm’s Computer Graphics Division to create Pixar Animation Studios. The founding of both companies, although outside the scope of Apple’s development at the time, would prove instrumental to the company’s forthcoming era of innovation in technology (NeXT’s technology was the foundation of macOS) as well as design and user experience (what is now called UX).

Under Sculley, Apple made steady improvements to the Mac—most notably, the introduction of an affordable laser printer along with Aldus Corporation’s PageMaker, the Mac’s first killer app (1985). Together, these two innovations launched the desktop publishing revolution for consumers and businesses alike. The graphic arts and publishing industries quickly became the Mac’s single most important market.

In 1987, the Mac II and Mac SE were introduced. The Mac II was the first of the Mac line to incorporate color graphics and a modular design, while the Mac SE was the first of its series to offer an expansion slot (later including a hard drive bay as a standard feature).

Although these products boosted Apple’s popularity among consumers, as evidenced by its growing base of one million users, the company would soon be mired in legal challenges that impeded its pace and progress.

Apple litigates while PCs innovate. The Mac’s incompatibility with Apple II software, a problem the company initially ignored, slowed educational sales and compelled the company to retain its outmoded Apple II line through 1993, hampering its progress as an industry innovator.

Consumer sales suffered as Apple discouraged game development out of fear that the Mac would not be taken seriously in the business community. Moreover, Microsoft, after an unsuccessful attempt to secure an agreement to market the Mac OS on the Intel processor, introduced Windows, its own graphical operating system.

Apple litigated for years, in vain, to stop Microsoft from copying the “look and feel” of its operating system, although the Mac OS itself drew upon Xerox’s PARC GUI. Meanwhile, as successive versions of Windows improved and competition among multiple PC manufacturers led to greater innovation and lower prices, fewer consumers were willing to pay the premium Apple had commanded owing to its reputation for quality.

As the 1980s drew to a close, Apple would find itself facing a few more legal headwinds (including its legal battle with Xerox over the graphical user interface):

In 1989, Apple Corps Ltd., the Beatles’ record label, sued Apple for trademark issues related to the company’s name and logo. The legal battle spanned several years; it escalated in the 2000s when Apple introduced iTunes and the iPod, thereby entering the music industry.
Also in 1989, Apple disposed of unsold Lisa units in a landfill in Logan, Utah. This event became part of tech lore, a symbol of the company’s biggest innovative flop. Meanwhile, Jobs released the NEXTSTEP operating system—a significant development, as it would later serve as the basis for Apple’s Mac OS X upon Jobs’ return to the company.

Apple-IBM rapprochement. In a surprising move, Apple and IBM announced an alliance in 1991. In addition to signing a technology agreement with Motorola, Inc. to develop a next-generation chip, known as the PowerPC, Apple and IBM created two new software companies to develop operating system software: Taligent, Inc., and Kaleida Labs, Inc.

Taligent was expected to enable versions of both the Mac OS and the IBM OS/2 to run on a new computer hardware standard, the common hardware reference platform (CHRP). Kaleida Labs was to develop multimedia software.

But as both companies began to quarrel over CHRP engineering specifications and costs mounted to about $400 million for Taligent and $200 million for Kaleida Labs, Apple pulled out with little to show for its investment.

Apple’s Newton and Claris flops. Sculley also promised more than Apple could deliver with Newton, a personal digital assistant (PDA) that suffered from poor handwriting recognition and diverted company engineering and financial resources.

In addition, the company vacillated over Claris Corporation, its software division, first reorganizing it as an independent company and then reabsorbing it when it began shifting more resources to Windows software.

Apple continues to flounder. In 1993, Sculley was replaced by Michael Spindler as CEO. Spindler’s most notable achievements were the successful migration of the Mac OS to the PowerPC microprocessor and the initiation of a shift away from Apple’s proprietary standards.

Nevertheless, Apple struggled with marketing projections, accumulating large unsalable inventories of some models while simultaneously unable to meet a billion dollars in orders for other models.

Combined with drastic quality control problems, notably a defective line of monitors and some highly publicized combustible portable computers, these failings brought Spindler’s reign to an end in early 1996 with the appointment of Gilbert F. Amelio.

1997–2010: Renaissance and reinvention

In 1996, Apple made a pivotal move that would profoundly affect its strategic direction. After several attempts to develop a replacement for its aging Mac operating system, Apple purchased NeXT Software, Inc., the company that Jobs had founded after being ousted from Apple in 1985.

Building on this move, Apple, under Amelio’s leadership, began cutting operating costs and reestablishing quality controls. Despite these efforts, only a small percentage of new computer buyers were choosing Macs over Windows machines. Apple’s financial situation was dire toward the end of its second decade.

Jobs, now an advisor to Apple’s embattled CEO, quickly became disenchanted with the company’s direction, selling all but one share of the Apple stock he had received in the NeXT sale.

When Apple failed to become profitable under Amelio and its worldwide market share fell to roughly 3%, the board of directors in mid-1997 recruited a surprising temporary replacement: Jobs, who for the first time became the undisputed leader of the company he cofounded.

The return of Jobs: iMac, iTunes, iPod, iPhone, and iPad. Upon retaking the helm, Jobs immediately set about revitalizing the company, announcing an alliance with erstwhile foe Microsoft, ending the half-hearted (and profit-draining) program to license the Mac OS, streamlining the company’s multiple (and confusing) product lines, and launching the iMac, the first of many affordable and innovative products to come from the now-revitalized company.

1998 photo of Steve Jobs, CEO of Apple (Apple Computer), which he co-founded in 1976.

Courtesy of Apple

Apple branded its products as part of an upscale lifestyle, or “iLife,” by emphasizing sleek, minimalist, and aesthetically pleasing designs (like the iMac) that looked more like modern art than machinery.

Designed to revive Apple’s consumer and educational appeal, the iMac quickly became the all-time best-selling Mac, lifting Apple’s U.S. market share to roughly 13.5% in August 1998 from a record low of 2.6% in December 1997. Moreover, Apple had a profitable fiscal year in 1998, its first since 1995.

Apple marketed its products as part of an upscale lifestyle, or “iLife,” by emphasizing designs, such as the iMac, that took up less space and looked more like modern art than machinery.

In 2001 Apple introduced iTunes, a media player and library software to store, organize, and play digital audio files converted to MP3 format. Later the same year, Apple began selling the iPod, a portable MP3 player, which quickly became the market leader. (The term podcast, combining iPod and broadcast, is used as both a noun and a verb to refer to audio or video material downloaded for portable or delayed playback.) Later models added larger storage capacities or smaller sizes, color screens, and video playback features.

In 2003 Apple began selling downloadable copies of major record company songs in MP3 format over the Internet. The iPod Nano digital music player, one-fifth the size of the original iPod, was introduced by Apple in 2005. By 2006 more than one billion songs and videos had been sold through Apple’s website.

In 2007 Apple introduced the touch screen iPhone, a cellular telephone with capabilities for playing MP3s and videos and accessing the Internet. More than just a mobile computer and media player merged with a phone, it pioneered multi-touch features that shaped the way users interact with technology.

The iPod Nano digital music player, one-fifth the size of the original iPod, was introduced by Apple in 2005.

Courtesy of Apple

Although the iPhone was designed for the broader consumer market, one of its biggest competitors—BlackBerry, designed by the Canadian company Research in Motion (RIM)—was the dominant mobile communications device among business users.

Apple's touch screen iPhone, released in 2007.

Courtesy of Apple

In response, Apple sought to dislodge RIM’s position in 2007–2009 by differentiating the iPhone and innovating mobile functionalities that changed consumers’ needs and expectations, including:

Multi-touch screen functionalities that allowed users to swipe, pinch (zoom), and type on a digital keyboard. This was a significant departure from RIM’s products, which had physical keys.
Combining text and email—the functionalities the BlackBerry specialized in—with phone, Internet browsing, and iPod capabilities.
Compatibility with Mac computers, giving the iPhone integrative capabilities that far exceeded those of the BlackBerry.
Upgrading the iPhone in 2008 to make it compatible with 3G wireless networks and retrofitting it with global positioning system (GPS) capabilities.
Creating an ecosystem of third-party apps (Apple’s App Store) that accelerated the iPhone’s extended capabilities beyond devices, like the BlackBerry, that relied on in-house development.

Apple’s dual focus on consumer needs and business integration, positioning the iPhone as a daily extension of home and work life, eventually gained market share from RIM.

By June 19, 2009, when Apple released the iPhone 3GS (which sold one million units in the first three days), the company’s share of the smartphone market had reached about 20% (compared with about 55% for the BlackBerry line of smartphones).

In addition to hardware changes such as a three-megapixel digital camera that could record digital videos and an internal digital compass capable of working with various mapping software, the iPhone 3GS included a new operating system, the iPhone OS 3.0.

The new system included support for voice-activated controls and peer-to-peer (P2P) play of electronic games with other iPhone users over Wi-Fi Internet connections. The latter feature was part of Apple’s strategy to compete in the portable gaming market with the Nintendo Company’s DS and the Sony Corporation’s PSP. The iPhone can also be used for reading electronic books, or e-books. E-books in iPhone-compatible formats can be purchased over the Internet from electronic book dealers such as the iTunes store and Amazon.com.

In 2010 Apple unveiled the iPad, a touch screen device whose size and function bridged the gap between a laptop computer and a smartphone. The iPad was a multimedia tablet that allowed users to operate it with the same set of finger gestures as the iPhone. Designed with a touch screen capable of displaying high-definition video, the iPad also provided access to apps via iTunes and the App Store.

The iPad was released in 2010.

Courtesy of Apple

In 2011 Apple introduced iCloud, a cloud computing service in which a user’s applications, photographs, documents, calendars, and recently purchased music would be stored on iCloud servers and automatically updated on a user’s devices. Some analysts saw iCloud as Apple’s plan for a future in which users could dispense with the personal computer as the primary place to store data.