...Nokia 105 has been released in some Asian markets. As Nokia battles to catch Apple and Samsung Electronics in the market for smartphones costing US$500 or more, it's counting on a bare-bones handset that sells for just US$20 to give it an edge. Priced 97 per cent below the latest iPhone, the Nokia 105 features preloaded games, a colour screen, a radio, a speaking clock and a torch. The phone, Nokia's cheapest, has been available for a few weeks in India and Indonesia and will soon start selling in Europe. Even with its bargain-basement price, the 105 is critical to Nokia's entire handset business. Nokia reported on April 18 that it sold about 11 million fewer mobile phones in the first quarter than analysts had projected, with sales of basic phones plunging 21 per cent to 55.8 million units. A failure to revive the low-end business would leave Nokia without an important source of cash as it seeks to develop challengers to the iPhone and Samsung handsets that run Android. Falling sales of simpler phones were "definitely worrisome", said Mika Heikkinen, a fund manager at FIM Asset Management in Helsinki."They have to get this under control." Nokia chief executive Stephen Elop points to the 105 as a signal that the low-end business can recover after a difficult quarter. While demand for the iPhone and Android devices have made smartphones the fastest-growing part of the market, basic handsets still make up more than half of units sold. That means hundreds of millions of phones...
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...[CHAPTER 2] Case Study: Collaboration and Innovation at Procter and Gamble 1. What is Procter & Gamble's business strategy? What is the relationship of collaboration and innovation to that business strategy? P&G’s business operations are divided into three main units: Beauty Care, Household Care, and Health and Well-Being, each of which are further subdivided into more specific units. In each of these divisions, P&G has three main focuses as a business: * maintain the popularity of its existing brands, via advertising and marketing; * extend its brands to related products by developing new products under those brands; * innovate and create new brands entirely from scratch. Having R&D teams spread throughout 30 sites globally, P&G is in strong need of collaboration tools that allow researchers, marketers, and managers to easily gather, store, and share knowledge and information. At 3.4 percent of revenue, P&G spends more than twice the industry average on innovation to support its business strategies. 2. How is P&G using collaboration systems to execute its business model and business strategy? List and describe the collaboration systems and technologies it is using and the benefits of each. To support the business strategy of innovating and creating new brands entirely from scratch, P&G must find the right tools to support collaboration and innovation. Some of the collaboration system the company's employees and partners...
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...MANAGEMENT INFORMATION SYSTEMS: BUSINESS DRIVEN mis INFORMATION IS EVERYWHERE. INFORMATION IS A STRATEGIC ASSET. WITHOUT INFORMATION, AN ORGANIZATION SIMPLY COULD NOT OPERATE. THIS CHAPTER INTRODUCES STUDENTS TO SEVERAL CORE BUSINESS STRATEGIES THAT FOCUS ON USING INFORMATION TO GAIN A COMPETITIVE ADVANTAGE, INCLUDING: • The core drivers of the information age • Data, information, business intelligence, knowledge • Systems thinking • Competitive advantages • Porter’s Five Forces model • Porter’s three generic strategies • Value chain analysis Many of these concepts and strategies will be new to your students. Be sure to explain to your students that this chapter offers an introduction to these concepts and they will gain a solid understanding of the details of these concepts as they continue reading the text. SECTION 1.1 – BUSINESS DRIVEN MIS Competing in the Information Age The Challenge: Departmental Companies The Solution: Management Information Systems SECTION 1.2 – BUSINESS STRATEGY Identifying Competitive Advantages The Five Forces Model – Evaluating Industry Attractiveness The Three Generic Strategies – Choosing a Business Focus Value Chain Analysis – Executing Business Strategies | | |SECTION 1.1 ...
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...the iPad The iPad is a line of tablet computers designed and marketed by Apple Inc., primarily as a platform for audio-visual media including books, periodicals, movies, music, games, apps and web content. Its size and weight fall between those of contemporary smartphones and laptop computers. The iPad runs on iOS, the same operating system used on Apple's iPod Touch and iPhone, and can run its own applications as well as iPhone applications. Without modification, the iPad will only run programs approved by Apple and distributed via the Apple App Store (with the exception of programs that run inside the iPad's web browser). Like iPhone and iPod Touch, the iPad is controlled by a multitouch display—a departure from most previous tablet computers, which used a pressure-triggered stylus—as well as a virtual onscreen keyboard in lieu of a physical keyboard. History: Apple released the first iPad in April 2010, selling 300,000 units on the first day[22] and selling 3 million in 80 days.[23] During 2010, Apple sold 14.8 million iPads worldwide,[7][8][9] representing 75% of tablet PC sales at the end of 2010.[24] By the release of the iPad 2 in March 2011, more than 15 million iPads had been sold[25]—selling more than all other tablet PCs combined since the iPad's release.[26] In 2011, it took approximately 73% of the tablet computing market share in the United States.[27] During the fourth quarter of 2011, Apple sold 15.4 million iPads. Before launch Apple's first tablet computer...
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...the iPad The iPad is a line of tablet computers designed and marketed by Apple Inc., primarily as a platform for audio-visual media including books, periodicals, movies, music, games, apps and web content. Its size and weight fall between those of contemporary smartphones and laptop computers. The iPad runs on iOS, the same operating system used on Apple's iPod Touch and iPhone, and can run its own applications as well as iPhone applications. Without modification, the iPad will only run programs approved by Apple and distributed via the Apple App Store (with the exception of programs that run inside the iPad's web browser). Like iPhone and iPod Touch, the iPad is controlled by a multitouch display—a departure from most previous tablet computers, which used a pressure-triggered stylus—as well as a virtual onscreen keyboard in lieu of a physical keyboard. History: Apple released the first iPad in April 2010, selling 300,000 units on the first day[22] and selling 3 million in 80 days.[23] During 2010, Apple sold 14.8 million iPads worldwide,[7][8][9] representing 75% of tablet PC sales at the end of 2010.[24] By the release of the iPad 2 in March 2011, more than 15 million iPads had been sold[25]—selling more than all other tablet PCs combined since the iPad's release.[26] In 2011, it took approximately 73% of the tablet computing market share in the United States.[27] During the fourth quarter of 2011, Apple sold 15.4 million iPads. Before launch Apple's first tablet computer...
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...REPORT ON APPLE iOS 4 In DEPARTMENT OF COMPUTER SCIENCE & ENGG. HARYANA COLLEGE OF TECHNOLOGY AND MANAGEMENT, KAITHAL-136027 Session (Aug - Dec 2010) SUBMITTED BY: SUBMITTED TO: MAYUR BHOLA Mr. Arvind Kumar 7th semester [C.S.E. 1707372 Department] ABSTRACT iOS is Apple's mobile operating system developed originally for the iPhone, and later deployed on the iPod Touch and iPad as well. It is derived from Mac OS X, with which it shares the Darwin foundation, and is therefore a Unix-like operating system, by nature. In iOS, there are four abstraction layers: the Core OS layer, the Core Services layer, the Media layer, and the Cocoa Touch layer. The operating system uses roughly 500 megabytes of the device's storage. Version 4, announced in April 2010, introduced multitasking as well as several business-oriented features, including encryption for email and attachments. At the WWDC 2010 keynote on June 7, 2010, Apple announced that iPhone OS had been renamed iOS. Apple licenses the trademark for "iOS" from Cisco Systems (who own IOS), the same company with which Apple had earlier settled a dispute over the "iPhone" trademark. iOS 4...
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...The Presentation Secrets of Steve Jobs How to Be Insanely Great in Front of Any Audience Carmine Gallo Columnist, Businessweek.com New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2010 by Carmine Gallo. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. ISBN: 978-0-07-163675-9 MHID: 0-07-163675-7 The material in this eBook also appears in the print version of this title: ISBN: 978-0-07-163608-7, MHID: 0-07-163608-0. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. To contact a representative please e-mail us at bulksales@mcgraw-hill.com. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this work...
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...Chapter 1 Case Study: Harmonix Embrace Your Inner Rock Star Little more than three years ago, you had probably never heard of Harmonix. In 2005, the video game design studio released Guitar Hero, which subsequently became the fastest video game in history to top $1 billion in North American sales. The game concept focuses around a plastic guitar-shaped controller. Players press colored buttons along the guitar neck to match a series of dots that scroll down the TV in time with music from a famous rock tune, such as the Ramones’ “I Wanna Be Sedated” and Deep Purple’s “Smoke on the Water.” Players score points based on their accuracy. In November 2007, Harmonix released Rock Band, adding drums, vocals, and bass guitar options to the game. Rock Band has sold over 3.5 million units with a $169 price tag (most video games retail at $50 to $60). In 2006, Harmonix’s founders sold the company to Viacom for $175 million, maintaining their operational autonomy while providing them greater budgets for product development and licensing music for their games. Harmonix’s success, however, did not come overnight. The company was originally founded by Alex Rigopulos and Eran Egozy in 1995, focused around some demo software they had created in grad school and a company vision of providing a way for people without much musical training or talent to experience the joy of playing and creating music. The founders believed that if people had the opportunity to create their own music, they would jump...
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...Chapter 1 Case Study: Harmonix Embrace Your Inner Rock Star Little more than three years ago, you had probably never heard of Harmonix. In 2005, the video game design studio released Guitar Hero, which subsequently became the fastest video game in history to top $1 billion in North American sales. The game concept focuses around a plastic guitar-shaped controller. Players press colored buttons along the guitar neck to match a series of dots that scroll down the TV in time with music from a famous rock tune, such as the Ramones’ “I Wanna Be Sedated” and Deep Purple’s “Smoke on the Water.” Players score points based on their accuracy. In November 2007, Harmonix released Rock Band, adding drums, vocals, and bass guitar options to the game. Rock Band has sold over 3.5 million units with a $169 price tag (most video games retail at $50 to $60). In 2006, Harmonix’s founders sold the company to Viacom for $175 million, maintaining their operational autonomy while providing them greater budgets for product development and licensing music for their games. Harmonix’s success, however, did not come overnight. The company was originally founded by Alex Rigopulos and Eran Egozy in 1995, focused around some demo software they had created in grad school and a company vision of providing a way for people without much musical training or talent to experience the joy of playing and creating music. The founders believed that if people had the opportunity to create their own music, they would jump...
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...Student Information: Dennis Momanyi Makori. Student ID #: 647540. Semester: Fall 2015. Lecturer: Dr. Peter Kiriri. Case Study: Samsung Electronics Co. Ltd Purpose of Paper: Identify an organization of my choice and evaluate the company’s marketing philosophy and application of the core concepts of marketing, SWOT Analysis, Marketing strategies and Plans- Including the Marketing mix, STP- Segmentation, Targeting and positioning, Product, Price and distribution strategies and IMCs. Table of Contents Company background: 3 Values & Philosophy 4 Vision 4 Samsung is dedicated to developing innovative technologies and efficient processes that create new markets, enrich people's lives and continue to make Samsung a digital leader. 4 Samsung Performance 4 History 5 The Samsung Philosophy 5 Samsung Values 5 People 5 Excellence 5 Change 5 Integrity 6 Co-Prosperity 6 Vision 2020 6 Samsung’s Core concepts: 7 What Is Marketing in Samsung 7 Samsung as Brand 7 Key Markets that Samsung Electronics Position its products to 7 Samsung Electronics Marketing Concepts: 8 Samsung’s Marketing Mix 11 An environmental scan and SWOT analysis for Samsung Electronics 14 Microenvironments 15 Macro environments 16 SWOT 20 Samsung SWOT analysis 20 Strengths 20 Weaknesses 20 Opportunities 20 Threats 20 Strengths 20 Weaknesses 21 Opportunities 22 Threats 22 STP MARKETING 23 SEGMENTATION: 23 TARGETING: 26 POSITIONING: 27 Samsung marketing mix 27 Product 27 ...
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...Google and apple Leadership styles There are a number of different approaches, or 'styles' to leadership and management that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others. * Charismatic Leadership * Participative Leadership * Situational Leadership * Transactional Leadership * Transformational Leadership * The Quiet Leader * Servant Leadership Charismatic Leadership Disciplines > Leadership > Leadership styles > Charismatic Leadership Assumptions | Style | Discussion | See also Assumptions Charm and grace are all that is needed to create followers. Self-belief is a fundamental need of leaders. People follow others that they personally admire. Style The Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority. The searchlight of attention It is interesting to watch a Charismatic Leader 'working the room' as they move from person to person. They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world. Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and are good at picking up the moods and...
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...Study Guide Taylor’s University Undergraduate Business Programmes BUS1604/ECN60104 Microeconomics March Semester 2016 ______________________________________________________________ TUTORIAL 1 (WEEK 2): INTRODUCTION - THE NATURE AND METHOD OF ECONOMICS. THE ECONOMIZING PROBLEM (CHAPTER 1&2) CLASS ACTIVITIES: • Recap Lecture 1 • Tutorial exercises LEARNING OUTCOMES: Understand the meaning and significance of economics. Distinguish between microeconomics and macroeconomics. Explain various types of economic choices and to appreciate the concept of opportunity cost. Understand the marginal concepts and how they relate to rational choices. Construct, interpret a production possibility curve and understand its significance within the micro and macro perspectives. Describe economic efficiency. Understand the importance of ceteris paribus assumption. Distinguish between positive and normative statements. TUTORIAL EXERCISES. Question 1 In a paper written by Bentley College economists Patricia M. Flynn and Michael A. Quinn, the authors state: We find evidence that Economics is a good choice of major for those aspiring to become a CEO. When adjusting for size of the pool of graduates, those with undergraduate degrees in Economics are shown to have had a greater likelihood of becoming an S&P 500 CEO than any other major. A list of famous economics majors published by Marietta College includes business leaders Warren Buffet, Donald...
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...1. The different between push and pull supply chain. Answers: 1. A “push” promotional strategy makes use of a company's sales force and trade promotion activities to create consumer demand for a product. The producer promotes the product to wholesalers, the wholesalers promote it to retailers, and the retailers promote it to consumers. A good example of "push" selling is mobile phones, where the major handset manufacturers such as Nokia promote their products via retailers such as Carphone Warehouse. Personal selling and trade promotions are often the most effective promotional tools for companies such as Nokia - for example offering subsidies on the handsets to encourage retailers to sell higher volumes. A "push" strategy tries to sell directly to the consumer, bypassing other distribution channels (e.g. selling insurance or holidays directly). With this type of strategy, consumer promotions and advertising are the most likely promotional tools. Pull A “pull” selling strategy is one that requires high spending on advertising and consumer promotion to build up consumer demand for a product. If the strategy is successful, consumers will ask their retailers for the product, the retailers will ask the wholesalers, and the wholesalers will ask the producers. A good example of a pull is the heavy advertising and promotion of children's’ toys – mainly on television. Consider the recent BBC promotional campaign for its new pre-school programme – the Fimbles. Aimed...
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...FROM THE AUTHOR OF THE BESTSELLING BIOGRAPHIES OF BENJAMIN FRANKLIN AND ALBERT EINSTEIN, THIS IS THE EXCLUSIVE BIOGRAPHY OF STEVE JOBS. Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. At a time when America is seeking ways to sustain its innovative edge, Jobs stands as the ultimate icon of inventiveness and applied imagination. He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering. Although Jobs cooperated with this book, he asked for no control over what was written nor even the right to read it before it was published. He put nothing offlimits. He encouraged the people he knew to speak honestly. And Jobs speaks candidly, sometimes brutally so, about the people he worked with and competed against. His friends, foes, and colleagues provide an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped his approach to business and...
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...Telecommunications Foreword Today, it seems eBooks and eReaders provide more questions than answers for the book industry: • Will the industry face the same issues that music publishers did during its digital transformation several years ago – primarily digital piracy and a loss of revenue as customers discovered new methods of acquiring content and adopted new listening habits? Publishers, Internet bookstores, and companies that manufacture eReaders have high expectations for the digital future of the book industry. A new generation of eReaders may, at last, achieve the long-awaited breakthrough that lures consumers away from paper and ink. In the United States, Amazon has revolutionized the market by producing an eReader that is easy to use and making it easy for customers to purchase a wide variety of books at competitive prices. While some people herald the advent of digital reader technology as an opportunity to open new target markets and create customers, others mourn the end of traditional books and doubt the industry will be able to retain control over pricing and content. • Who will purchase eReaders? Will they be designed to appeal to a broad group of customers or only to those who have a high degree of comfort with technology? Will people who read once in a while want to buy an eReader, or will they only be purchased by the small group of customers who buy and read a high volume of books? • Will publishers be able to use eBooks and...
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