We've got the best product pipeline that I've seen in my 25 years at Apple.
Our acquisition strategy is very clear: 3x3. Three continents - Asia, Africa and South America, and in three categories where we have strong positions - personal wash, household care and hair care.
PepsiCo is a $63 billion company. Half the company is snacks, and half the company is beverages. We have a glorious snacks business and a glorious beverage business. We are extremely profitable. We are growing.
When you start losing market share, it's really tough to gain it back; you need the product portfolio and presence in many markets.
Goodrich is a perfect addition to our Hamilton Sundstrand business. And with a strong portfolio of complementary products, Goodrich also brought great leadership balance, great opportunities to provide more integrated systems.
There is a wide range of opportunities for us and we see a main part of our strategy as being a company that supplies products across a range of different end applications and indeed we have quite a wide product portfolio which we enhance each year.
Well, we are expanding in all of our segments of the market.
My job is to make sure that as our customers' priorities change, as the environment changes, we shift that portfolio of products to meet them.
Our company is very diversified, both in terms of geography and in terms of products.
But, when we started our product portfolio, we focused the mixed signal requirements first for image processing devices and then in audio applications, targeting our technology into the growing use of digital technology in consumer markets.
