Question: What was the original price of a battery replacement from the company that was hurt financially by the Macintosh clones?

full_context: Document 1: IPod: Originally, a FireWire connection to the host computer was used to update songs or recharge the battery. The battery could also be charged with a power adapter that was included with the first four generations.
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: 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 4: 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 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: 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 7: IPod: From the fifth-generation iPod on, Apple introduced a user-configurable volume limit in response to concerns about hearing loss. Users report that in the sixth-generation iPod, the maximum volume output level is limited to 100 dB in EU markets. Apple previously had to remove iPods from shelves in France for exceeding this legal limit. However, users that have bought a new sixth-generation iPod in late 2013 have reported a new option that allowed them to disable the EU volume limit. It has been said that these new iPods came with an updated software that allowed this change. Older sixth-generation iPods, however, are unable to update to this software version.
Document 8: IPod: The third generation began including a 30-pin dock connector, allowing for FireWire or USB connectivity. This provided better compatibility with non-Apple machines, as most of them did not have FireWire ports at the time. Eventually Apple began shipping iPods with USB cables instead of FireWire, although the latter was available separately. As of the first-generation iPod Nano and the fifth-generation iPod Classic, Apple discontinued using FireWire for data transfer (while still allowing for use of FireWire to charge the device) in an attempt to reduce cost and form factor. As of the second-generation iPod Touch and the fourth-generation iPod Nano, FireWire charging ability has been removed. The second-, third-, and fourth-generation iPod Shuffle uses a single 3.5 mm minijack phone connector which acts as both a headphone jack and a data port for the dock.
Document 9: 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 10: 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 11: IPod: On August 24, 2006, Apple and Creative announced a broad settlement to end their legal disputes. Apple will pay Creative US$100 million for a paid-up license, to use Creative's awarded patent in all Apple products. As part of the agreement, Apple will recoup part of its payment, if Creative is successful in licensing the patent. Creative then announced its intention to produce iPod accessories by joining the Made for iPod program.
Document 12: IPod: Many accessories have been made for the iPod line. A large number are made by third party companies, although many, such as the iPod Hi-Fi, are made by Apple. Some accessories add extra features that other music players have, such as sound recorders, FM radio tuners, wired remote controls, and audio/visual cables for TV connections. Other accessories offer unique features like the Nike+iPod pedometer and the iPod Camera Connector. Other notable accessories include external speakers, wireless remote controls, protective case, screen films, and wireless earphones. Among the first accessory manufacturers were Griffin Technology, Belkin, JBL, Bose, Monster Cable, and SendStation.
Document 13: 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 14: IPod: iPod batteries are not designed to be removed or replaced by the user, although some users have been able to open the case themselves, usually following instructions from third-party vendors of iPod replacement batteries. Compounding the problem, Apple initially would not replace worn-out batteries. The official policy was that the customer should buy a refurbished replacement iPod, at a cost almost equivalent to a brand new one. All lithium-ion batteries lose capacity during their lifetime even when not in use (guidelines are available for prolonging life-span) and this situation led to a market for third-party battery replacement kits.
Document 15: IPod: Apple announced a battery replacement program on November 14, 2003, a week before a high publicity stunt and website by the Neistat Brothers. The initial cost was US$99, and it was lowered to US$59 in 2005. One week later, Apple offered an extended iPod warranty for US$59. For the iPod Nano, soldering tools are needed because the battery is soldered onto the main board. Fifth generation iPods have their battery attached to the backplate with adhesive.
ground_truth: $99
sub_queries: Who did the Macintosh clones hurt financially? Answer: Apple
What was the original price for a replacement battery from Apple ? Answer: $99