Question: Since when has the company hurt financially by MacIntosh clones remained profitable?

full_context: Document 1: Macintosh: In 1998, after the return of Steve Jobs, Apple consolidated its multiple consumer-level desktop models into the all-in-one iMac G3, which became a commercial success and revitalized the brand. Since their transition to Intel processors in 2006, the complete lineup is entirely based on said processors and associated systems. Its current lineup comprises three desktops (the all-in-one iMac, entry-level Mac mini, and the Mac Pro tower graphics workstation), and four laptops (the MacBook, MacBook Air, MacBook Pro, and MacBook Pro with Retina display). Its Xserve server was discontinued in 2011 in favor of the Mac Mini and Mac Pro.
Document 2: Macintosh: In recent years, Apple has seen a significant boost in sales of Macs. This has been attributed, in part, to the success of the iPod and the iPhone, a halo effect whereby satisfied iPod or iPhone owners purchase more Apple products, and Apple has since capitalized on that with the iCloud cloud service that allows users to seamlessly sync data between these devices and Macs. Nonetheless, like other personal computer manufacturers, the Macintosh lines have been hurt by consumer trend towards smartphones and tablet computers (particularly Apple's own iPhone and iPad, respectively) as the computing devices of choice among consumers.
Document 3: Macintosh: Apple has generally dominated the premium PC market, having a 91 percent market share for PCs priced at more than $1,000 in 2009, according to NPD. The Macintosh took 45 percent of operating profits in the PC industry during Q4 2012, compared to 13 percent for Dell, seven percent for Hewlett Packard, six percent for Lenovo and Asus, and one percent for Acer. While sales of the Macintosh have largely held steady, in comparison to Apple's sales of the iPhone and iPad which increased significantly during the 2010s, Macintosh computers still enjoy high margins on a per unit basis, with the majority being their MacBooks that are focused on the ultraportable niche that is the most profitable and only growing segment of PCs. It also helped that the Macintosh lineup is simple, updated on a yearly schedule, and consistent across both Apple retail stores, and authorized resellers where they have a special "store within a store" section to distinguish them from Windows PCs. In contrast, Windows PC manufacturers generally have a wide range of offerings, selling only a portion through retail with a full selection on the web, and often with limited-time or region-specific models. The Macintosh ranked third on the "list of intended brands for desktop purchases" for the 2011 holiday season, then moved up to second in 2012 by displacing Hewlett Packard, and in 2013 took the top spot ahead of Dell.
Document 4: Macintosh: The Macintosh, however, was expensive, which hindered its ability to be competitive in a market already dominated by the Commodore 64 for consumers, as well as the IBM Personal Computer and its accompanying clone market for businesses. Macintosh systems still found success in education and desktop publishing and kept Apple as the second-largest PC manufacturer for the next decade. In the 1990s, improvements in the rival Wintel platform, notably with the introduction of Windows 3.0, then Windows 95, gradually took market share from the more expensive Macintosh systems. The performance advantage of 68000-based Macintosh systems was eroded by Intel's Pentium, and in 1994 Apple was relegated to third place as Compaq became the top PC manufacturer. Even after a transition to the superior PowerPC-based Power Macintosh (later renamed the PowerMac, in line with the PowerBook series) line in 1994, the falling prices of commodity PC components and the release of Windows 95 saw the Macintosh user base decline.
Document 5: Macintosh: Furthermore, Apple had created too many similar models that confused potential buyers. At one point, its product lineup was subdivided into Classic, LC, II, Quadra, Performa, and Centris models, with essentially the same computer being sold under a number of different names. These models competed against Macintosh clones, hardware manufactured by third parties that ran Apple's System 7. This succeeded in increasing the Macintosh's market share somewhat, and provided cheaper hardware for consumers, but hurt Apple financially as existing Apple customers began to buy cheaper clones which cannibalized the sales of Apple's higher-margin Macintosh systems, yet Apple still shouldered the burden of developing the Mac OS platform.
Document 6: Windows 8: However, according to research firm NPD, sales of devices running Windows in the United States have declined 21 percent compared to the same time period in 2011. As the holiday shopping season wrapped up, Windows 8 sales continued to lag, even as Apple reported brisk sales. The market research firm IDC reported an overall drop in PC sales for the quarter, and said the drop may have been partly due to consumer reluctance to embrace the new features of the OS and poor support from OEM for these features. This capped the first year of declining PC sales to the Asia Pacific region, as consumers bought more mobile devices than Windows PCs.
Document 7: Macintosh: When Steve Jobs returned to Apple in 1997 following the company's purchase of NeXT, he ordered that the OS that had been previewed as version 7.7 be branded Mac OS 8 (in place of the never-to-appear Copland OS). Since Apple had licensed only System 7 to third parties, this move effectively ended the clone line. The decision caused significant financial losses for companies like Motorola, who produced the StarMax; Umax, who produced the SuperMac; and Power Computing, who offered several lines of Mac clones, including the PowerWave, PowerTower, and PowerTower Pro. These companies had invested substantial resources in creating their own Mac-compatible hardware. Apple bought out Power Computing's license, but allowed Umax to continue selling Mac clones until their license expired, as they had a sizeable presence in the lower-end segment that Apple did not. In September 1997 Apple extended Umax' license allowing them to sell clones with Mac OS 8, the only clone maker to do so, but with the restriction that they only sell low-end systems. Without the higher profit margins of high-end systems, however, Umax judged this would not be profitable and exited the Mac clone market in May 1998, having lost USD$36 million on the program.
Document 8: Macintosh: Jobs stated during the Macintosh's introduction "we expect Macintosh to become the third industry standard", after the Apple II and IBM PC. Although outselling every other computer, it did not meet expectations during the first year, especially among business customers. Only about ten applications including MacWrite and MacPaint were widely available, although many non-Apple software developers participated in the introduction and Apple promised that 79 companies including Lotus, Digital Research, and Ashton-Tate were creating products for the new computer. After one year, it had less than one quarter of the software selection available compared to the IBM PC—including only one word processor, two databases, and one spreadsheet—although Apple had sold 280,000 Macintoshes compared to IBM's first year sales of fewer than 100,000 PCs.
Document 9: Macintosh: In response, Apple introduced a range of relatively inexpensive Macs in October 1990. The Macintosh Classic, essentially a less expensive version of the Macintosh SE, was the least expensive Mac offered until early 2001. The 68020-powered Macintosh LC, in its distinctive "pizza box" case, offered color graphics and was accompanied by a new, low-cost 512×384 pixel monitor. The Macintosh IIsi was essentially a 20 MHz IIci with only one expansion slot. All three machines sold well, although Apple's profit margin on them was considerably lower than that on earlier models.
Document 10: Macintosh: Statistics from late 2003 indicate that Apple had 2.06 percent of the desktop share in the United States that had increased to 2.88 percent by Q4 2004. As of October 2006, research firms IDC and Gartner reported that Apple's market share in the U.S. had increased to about 6 percent. Figures from December 2006, showing a market share around 6 percent (IDC) and 6.1 percent (Gartner) are based on a more than 30 percent increase in unit sale from 2005 to 2006. The installed base of Mac computers is hard to determine, with numbers ranging from 5% (estimated in 2009) to 16% (estimated in 2005).
Document 11: Macintosh: Historically, Mac OS X enjoyed a near-absence of the types of malware and spyware that affect Microsoft Windows users. Mac OS X has a smaller usage share compared to Microsoft Windows (roughly 5% and 92%, respectively), but it also has traditionally more secure UNIX roots. Worms, as well as potential vulnerabilities, were noted in February 2006, which led some industry analysts and anti-virus companies to issue warnings that Apple's Mac OS X is not immune to malware. Increasing market share coincided with additional reports of a variety of attacks. Apple releases security updates for its software. In early 2011, Mac OS X experienced a large increase in malware attacks, and malware such as Mac Defender, MacProtector, and MacGuard were seen as an increasing problem for Mac users. At first, the malware installer required the user to enter the administrative password, but later versions were able to install without user input. Initially, Apple support staff were instructed not to assist in the removal of the malware or admit the existence of the malware issue, but as the malware spread, a support document was issued. Apple announced an OS X update to fix the problem. An estimated 100,000 users were affected.
Document 12: Macintosh: From 2001 to 2008, Mac sales increased continuously on an annual basis. Apple reported worldwide sales of 3.36 million Macs during the 2009 holiday season. As of Mid-2011, the Macintosh continues to enjoy rapid market share increase in the US, growing from 7.3% of all computer shipments in 2010 to 9.3% in 2011. According to IDC's quarterly PC tracker, globally, in 3rd quarter of 2014, Apple's PC market share increased 5.7 percent year over year, with record sales of 5.5 million units. Apple now sits in the number five spot, with a global market share of about 6% during 2014, behind Lenovo, HP, Dell and Acer.
Document 13: MacOS: macOS (pronounced / ˌmækoʊˈɛs /; previously Mac OS X and later OS X) is the current series of Unix - based graphical operating systems developed and marketed by Apple Inc. designed to run on Apple's Macintosh computers (``Macs ''). It has been preinstalled on all Macs since 2002. Within the market of desktop, laptop and home computers, and by web usage, it is the second most widely used desktop OS after Microsoft Windows.
Document 14: Macintosh: By March 2011, the market share of OS X in North America had increased to slightly over 14%. Whether the size of the Mac's market share and installed base is relevant, and to whom, is a hotly debated issue. Industry pundits have often called attention to the Mac's relatively small market share to predict Apple's impending doom, particularly in the early and mid-1990s when the company's future seemed bleakest. Others argue that market share is the wrong way to judge the Mac's success. Apple has positioned the Mac as a higher-end personal computer, and so it may be misleading to compare it to a budget PC. Because the overall market for personal computers has grown rapidly, the Mac's increasing sales numbers are effectively swamped by the industry's expanding sales volume as a whole. Apple's small market share, then, gives the impression that fewer people are using Macs than did ten years ago, when exactly the opposite is true. Soaring sales of the iPhone and iPad mean that the portion of Apple's profits represented by the Macintosh has declined in 2010, dropping to 24% from 46% two years earlier. Others try to de-emphasize market share, citing that it is rarely brought up in other industries. Regardless of the Mac's market share, Apple has remained profitable since Steve Jobs' return and the company's subsequent reorganization. Notably, a report published in the first quarter of 2008 found that Apple had a 14% market share in the personal computer market in the US, including 66% of all computers over $1,000. Market research indicates that Apple draws its customer base from a higher-income demographic than the mainstream personal computer market.
Document 15: Macintosh: The sales breakdown of the Macintosh have seen sales of desktop Macs stayed mostly constant while being surpassed by that of Mac notebooks whose sales rate has grown considerably; seven out of ten Macs sold were laptops in 2009, a ratio projected to rise to three out of four by 2010. The change in sales of form factors is due to the desktop iMac moving from affordable (iMac G3) to upscale (iMac G4) and subsequent releases are considered premium all-in-ones. By contrast the MSRP of the MacBook laptop lines have dropped through successive generations such that the MacBook Air and MacBook Pro constitute the lowest price of entry to a Mac, with the exception of the even more inexpensive Mac Mini (the only sub-$1000 offering from Apple, albeit without a monitor and keyboard), not surprisingly the MacBooks are the top-selling form factors of the Macintosh platform today. The use of Intel microprocessors has helped Macs more directly compete with their Windows counterparts on price and performance, and by the 2010s Apple was receiving Intel's latest CPUs first before other PC manufacturers.
ground_truth: Steve Jobs' return
sub_queries: Who did the Macintosh clones hurt financially? Answer: Apple
Apple has remained profitable since what time? Answer: Steve Jobs' return