any was able to cut a niche in the market since it is molded in the counterculture phenomenon and it is characterized by innovative and revolutionary practices that has shaped its uniqueness, successes, strategies, products identity, and above all, its failures (Gallo, 2013).
In 1990’s the failures of Apple’s strategies and brand loyalty was fast deteriorating. The company had lost millions in profits and jobs had been lost as the company tried to cut spending on personnel. Their popularity had further been worsened by their previous advertisement campaign which was perceived by the market to be way below their expectations. Furthermore, there was no single practical strategy that was working for the company at that time given that even their technological advancement was not ahead of other technological companies. Steve Jobs, the cofounder of Apple, returned to the company in 1997, displeased at the rate in which the company was sinking in his absence. Under his leadership, a new advertisement campaign was devised to restore the glory of the company, restore its market share and encroach into new markets for the personal computers.
In the technological industry, especially where electronics are concerned, consumers were no longer interested in the basic features or acquiring products that everyone else has. Consumers wanted high quality products that are differentiated to define, not only what they say, but also to be the brand that defines what they drive, what they wear and what they possess. They wanted technological products that fit their lifestyles and add to the psychological meaning of what they possess already. Apple’s products gave the consumers products that had the potential to define their lives and needed an advertisement campaign that reminded them that (Yeshin, 2006).
Apple’s Think Different campaign was pioneered by Jobs in an attempt to restore the counter-culture brand image that the company had lost.