Question: After the company that lost the lawsuit vs. Microsoft and Hewlett-Packard failed at desktop sales, what products drove their sales growth?

full_context: Document 1: 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 2: 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.
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: Starting in 2002, Apple moved to eliminate CRT displays from its product line as part of aesthetic design and space-saving measures with the iMac G4. However, the new iMac with its flexible LCD flat-panel monitor was considerably more expensive on its debut than the preceding iMac G3, largely due to the higher cost of the LCD technology at the time. In order to keep the Macintosh affordable for the education market and due to obsolescence of the iMac G3, Apple created the eMac in April 2002 as the intended successor; however the eMac's CRT made it relatively bulky and somewhat outdated, while its all-in-one construction meant it could not be expanded to meet consumer demand for larger monitors. The iMac G4's relatively high prices were approaching that of laptops which were portable and had higher resolution LCD screens. Meanwhile, Windows PC manufacturers could offer desktop configurations with LCD flat panel monitors at prices comparable to the eMac and at much lower cost than the iMac G4. The flop of the Power Mac G4 Cube, along with the more expensive iMac G4 and heavy eMac, meant that Macintosh desktop sales never reached the market share attained by the previous iMac G3. For the next half-decade while Macintosh sales held steady, it would instead be the iPod portable music player and iTunes music download service that would drive Apple's sales growth.
Document 5: Macintosh: In 1985, the combination of the Mac, Apple's LaserWriter printer, and Mac-specific software like Boston Software's MacPublisher and Aldus PageMaker enabled users to design, preview, and print page layouts complete with text and graphics—an activity to become known as desktop publishing. Initially, desktop publishing was unique to the Macintosh, but eventually became available for other platforms. Later, applications such as Macromedia FreeHand, QuarkXPress, and Adobe's Photoshop and Illustrator strengthened the Mac's position as a graphics computer and helped to expand the emerging desktop publishing market.
Document 6: Macintosh: In 1988, Apple sued Microsoft and Hewlett-Packard on the grounds that they infringed Apple's copyrighted GUI, citing (among other things) the use of rectangular, overlapping, and resizable windows. After four years, the case was decided against Apple, as were later appeals. Apple's actions were criticized by some in the software community, including the Free Software Foundation (FSF), who felt Apple was trying to monopolize on GUIs in general, and boycotted GNU software for the Macintosh platform for seven years.
Document 7: Macintosh: Microsoft Windows 3.0 was released in May 1990, and according to a common saying at the time "Windows was not as good as Macintosh, but it was good enough for the average user". Though still a graphical wrapper that relied upon MS-DOS, 3.0 was the first iteration of Windows which had a feature set and performance comparable to the much more expensive Macintosh platform. It also did not help matters that during the previous year Jean-Louis Gassée had steadfastly refused to lower the profit margins on Mac computers. Finally, there was a component shortage that rocked the exponentially-expanding PC industry in 1989, forcing Apple USA head Allan Loren to cut prices which dropped Apple's margins.
Document 8: Macintosh: The Macintosh (pronounced as / ˈmækɪnˌtɒʃ / MAK - in - tosh; branded as Mac since 1998) is a family of personal computers designed, manufactured, and sold by Apple Inc. since January 1984. The original Macintosh was the company's first mass - market personal computer that featured a graphical user interface, built - in screen and mouse. Apple sold the Macintosh alongside its popular Apple II family of computers for almost ten years before they were discontinued in 1993.
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 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 11: 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 12: Macintosh: As for Mac OS, System 7 was a 32-bit rewrite from Pascal to C++ that introduced virtual memory and improved the handling of color graphics, as well as memory addressing, networking, and co-operative multitasking. Also during this time, the Macintosh began to shed the "Snow White" design language, along with the expensive consulting fees they were paying to Frogdesign. Apple instead brought the design work in-house by establishing the Apple Industrial Design Group, becoming responsible for crafting a new look for all Apple products.
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: Macintosh: Burrel's innovative design, which combined the low production cost of an Apple II with the computing power of Lisa's CPU, the Motorola 68K, received the attention of Steve Jobs, co-founder of Apple. Realizing that the Macintosh was more marketable than the Lisa, he began to focus his attention on the project. Raskin left the team in 1981 over a personality conflict with Jobs. Team member Andy Hertzfeld said that the final Macintosh design is closer to Jobs' ideas than Raskin's. After hearing of the pioneering GUI technology being developed at Xerox PARC, Jobs had negotiated a visit to see the Xerox Alto computer and its Smalltalk development tools in exchange for Apple stock options. The Lisa and Macintosh user interfaces were influenced by technology seen at Xerox PARC and were combined with the Macintosh group's own ideas. Jobs also commissioned industrial designer Hartmut Esslinger to work on the Macintosh line, resulting in the "Snow White" design language; although it came too late for the earliest Macs, it was implemented in most other mid- to late-1980s Apple computers. However, Jobs' leadership at the Macintosh project did not last; after an internal power struggle with new CEO John Sculley, Jobs resigned from Apple in 1985. He went on to found NeXT, another computer company targeting the education market, and did not return until 1997, when Apple acquired NeXT.
Document 15: Macintosh: In early 2001, Apple began shipping computers with CD-RW drives and emphasized the Mac's ability to play DVDs by including DVD-ROM and DVD-RAM drives as standard. Steve Jobs admitted that Apple had been "late to the party" on writable CD technology, but felt that Macs could become a "digital hub" that linked and enabled an "emerging digital lifestyle". Apple would later introduce an update to its iTunes music player software that enabled it to burn CDs, along with a controversial "Rip, Mix, Burn" advertising campaign that some felt encouraged media piracy. This accompanied the release of the iPod, Apple's first successful handheld device. Apple continued to launch products, such as the unsuccessful Power Mac G4 Cube, the education-oriented eMac, and the titanium (and later aluminium) PowerBook G4 laptop for professionals.
ground_truth: the iPod portable music player and iTunes music download service
sub_queries: How was the lawsuit decided for Apple vs. Microsoft and Hewlett-Packard? Answer: against Apple
After against Apple 's failed desktop sales, what products drove their sales growth? Answer: the iPod portable music player and iTunes music download service