For an entrepreneurial company such as Apple, where in the beginning investors were employed (CNN, 1998) to its current state where the company is considered to be in a period of stability, its centralized decision-making structure transcended the use of more sophisticated decision-making procedures (Blank, 2006) in the form of broader organizational strategies. At this stage, the revenue generated from the sale of the company's products and services remains fairly constant. The company is said to have used up all available resources and cannot expand further unless new management steps in to help it develop new business ideas and innovate. This may result in a change in company strategies and vision or also in merger and acquisition direction to gain more ground in new ventures and expansion of operations.5. Management and ExecutionFor this part of the entrepreneurial life cycle, we look to the future development of Apple by undertaking the management concepts and execution of its measures to achieve future success not only from a scalable business, but which will enable it to continue to grow amidst the ever-changing competitive landscape. This can be done across several key areas.• Destructor