Question: How many iPods did the company that was hurt financially by Macintosh clones reveal it sold in April of 2007?

full_context: Document 1: 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 2: IPod: Since October 2004, the iPod line has dominated digital music player sales in the United States, with over 90% of the market for hard drive-based players and over 70% of the market for all types of players. During the year from January 2004 to January 2005, the high rate of sales caused its U.S. market share to increase from 31% to 65% and in July 2005, this market share was measured at 74%. In January 2007 the iPod market share reached 72.7% according to Bloomberg Online.
Document 3: 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 4: IPod: Before the release of iOS 5, the iPod branding was used for the media player included with the iPhone and iPad, a combination of the Music and Videos apps on the iPod Touch. As of iOS 5, separate apps named "Music" and "Videos" are standardized across all iOS-powered products. While the iPhone and iPad have essentially the same media player capabilities as the iPod line, they are generally treated as separate products. During the middle of 2010, iPhone sales overtook those of the iPod.
Document 5: IPod: On January 8, 2004, Hewlett-Packard (HP) announced that they would sell HP-branded iPods under a license agreement from Apple. Several new retail channels were used—including Wal-Mart—and these iPods eventually made up 5% of all iPod sales. In July 2005, HP stopped selling iPods due to unfavorable terms and conditions imposed by Apple.
Document 6: IPod: On January 22, 2008, Apple reported the best quarter revenue and earnings in Apple's history so far. Apple posted record revenue of US$9.6 billion and record net quarterly profit of US$1.58 billion. 42% of Apple's revenue for the First fiscal quarter of 2008 came from iPod sales, followed by 21% from notebook sales and 16% from desktop sales.
Document 7: 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 8: IPod: On October 21, 2008, Apple reported that only 14.21% of total revenue for fiscal quarter 4 of year 2008 came from iPods. At the September 9, 2009 keynote presentation at the Apple Event, Phil Schiller announced total cumulative sales of iPods exceeded 220 million. The continual decline of iPod sales since 2009 has not been a surprising trend for the Apple corporation, as Apple CFO Peter Oppenheimer explained in June 2009: "We expect our traditional MP3 players to decline over time as we cannibalize ourselves with the iPod Touch and the iPhone." Since 2009, the company's iPod sales have continually decreased every financial quarter and in 2013 a new model was not introduced onto the market.
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: IPod: On April 9, 2007, it was announced that Apple had sold its one-hundred millionth iPod, making it the biggest selling digital music player of all time. In April 2007, Apple reported second quarter revenue of US$5.2 billion, of which 32% was made from iPod sales. Apple and several industry analysts suggest that iPod users are likely to purchase other Apple products such as Mac computers.
Document 11: 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 12: IPod: On October 22, 2007, Apple reported quarterly revenue of US$6.22 billion, of which 30.69% came from Apple notebook sales, 19.22% from desktop sales and 26% from iPod sales. Apple's 2007 year revenue increased to US$24.01 billion with US$3.5 billion in profits. Apple ended the fiscal year 2007 with US$15.4 billion in cash and no debt.
Document 13: 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 14: 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 15: 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.
ground_truth: hundred million
sub_queries: Who did the Macintosh clones hurt financially? Answer: Apple
How many iPods did Apple reveal it sold in April of 2007? Answer: hundred million