...2015 - 12:00am MANILA, Philippines - Globe Telecom’s pioneering direct carrier billing service for apps on Google Play and Apple App Store has become a major driving force in the continuing shift to digital lifestyle, as more smartphone owners are now getting into the habit of purchasing apps for a richer mobile experience. The number of Globe customers per day who have either bought an app or bought items inside apps on the Google Play Store have more than doubled since the service was launched in October 2014. Meanwhile, there are over 300,000 customers using the GCash American Express Virtual Pay to date, allowing them to conveniently purchase apps from the Apple App Store, with iTunes App purchases comprising 27 percent of total GCash American Express Virtual Pay purchases in 2014. Total transaction growth of GCash American Express Virtual Pay from 2013 to 2014 was recorded at 65 percent. Globe introduced the direct carrier billing servicefor Android smartphone users last year to enable customers to purchase apps and charge their purchases to their postpaid bill or prepaid load without the need for a credit card. It has since attracted a significant number of customers to buy premium apps and other content on the Google Play Store. Aside from the direct carrier billing service for Google Play Store, customers were able to purchase apps, media, and games from the Apple Store using the GCash American Express® Virtual Pay since 2012. Customers just need to register their GCash...
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...field issue to every soldier, complete with combat-focused applications [1]. However, smartphones and tablets raise new security issues. They are more likely to be lost or stolen, exposing sensitive data. Malware risks are increased because they connect to the Internet directly rather than from behind corporate firewalls and intrusion-protection systems. Security of mobile devices focuses on controlling access through the use of device locks and hardware data encryption. While this may be sufficient for individual users, it is insufficient for defense needs. Many documented examples exist of hacking of the device lock, as well as defeats of the hardware-level encryption. Once the device is unlocked, there is generally unfettered access to all apps and their associated data. Military applications require additional application-level access controls to provide data security. Unfortunately, there are gaps in the application-level security model of the two predominant mobile operating systems: iOS from Apple and Google Android. Our ongoing research1 looks to address these gaps by developing innovative approaches for fine-grained data protection and access control, taking into account mobile device usage patterns, device characteristics, and usability. Mobile Applications Security Threat Vectors Many threat vectors for infecting personal computers arise from social-engineering attacks that bypass anti-virus defenses. Similar techniques are used in the smartphone and tablet world...
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...efforts. The iPad is a tablet form factor computing device running an upgraded version of the iPhone OS, built by Apple Inc. Connectivity is via Wi-Fi or 3G data network through one of the following enabled communications channels: • Email • Safari Web browser • iTunes Store • iBook store eBook content • Apple and third-party developed apps • Games • Social media • Utilities While email and Web are proven channels that can be used to reach core audiences, the iPad does not offer a truly unique differentiating feature for pharma from these channels. Similar to music and video stores, the iPad will not initially offer any differentiators over the existing delivery channels on the PC, Mac and iPhone/iPod Touch platforms. However, mobile applications (apps) in general continue to be a steady marketing performer, and health apps are growing very quickly. Currently, there are over 150,000 apps in the Apple iTunes app store for the iPhone and iPod touch platforms. When iPad launches, nearly all of these will be available for download. In addition to these legacy apps, the iPad also offers developers the ability to create iPad-specific apps featuring interactive long-form content. This additional functionality will allow apps to take advantage of a number of the iPad’s key features, including the larger color screen, support of HTML5 and faster processor. That’s why, for the purposes of pharmaceutical marketing, we are going to focus on this unique...
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...to get their hands on the newest Apple device. How did Apple take over the technology business? What can we learn from their continued success? According to Forbes, Apple is worth over $741.8 billion (Forbes.com). Apple dominates the computer hardware and Smartphone industries by designing, manufacturing and marketing high quality products. Apple keeps up with the fast paced changes in technology, constantly offering updates and releasing new devices. The purpose of this analysis is to determine best practice and lessons learned to apply to enterprise information systems management. Through a thorough investigation of the organization, I was able to determine that Apple, Inc attributes a great deal of its success to its heavy reliance upon their customer relationship management (CRM) system. Apple puts its customers at its forefront and designs its practices and products around their wants and needs. Apple also depends on its enterprise resource planning tool, SAP. SAP is interfaced throughout multiple parts of the organization including order confirmations, shipment confirmations and inventory management, allowing Apple to function like a well oiled machine. Apple did not get ahead by selling more products than its competitors; instead they offer higher quality products at higher prices. The analysis of Apple taught me that quality supersedes quantity in information systems management. Though Apple has dominated the technology industry, they have made several mistakes that...
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...(Nokia, RIM, Google, Apple) but more companies develop hardware. (b)Smartphones are highly perishable products that depreciates quickly in the market. Producers need to sell quickly, which intensifies rivalry. (c)The industry is still growing. Threats of Substitutes is high (a) While brands differentiate between different Smartphones to an extent, Smartphones in the same price range have mostly the same functions. Buyer Power is medium to weak (a)Weak: buyers are not concentrated and can not influence the price. (b)Medium: Buyers can purchase from a rival, but a rival will not necessarily present the buyer with better incentives or prices. (c)Weak: Some producers’ influences extend to their distribution channels. An example is Apple’s stores. Supplier Power (a) Omitted due to word count limitations Threats of New Entrants is low (a)Diffcult to enter: Smartphone production involves many patents and proprietary knowledge. Even established companies are embroiled in legal battles over patent issues. (b)Difficult to enter: New entrants lack popoular brands, which are important to...
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...is one of the biggest and most lucrative companies in the world. They bring out every part of the word innovation. Apple is always looking at satisfying their customers and continues to dominate in the technology world. It is crazy to think that Apple was on the verge of bankruptcy not too long ago. Now, according to consumer reports, they are on top in regards to reliability and consumer satisfaction. Alan Marsden has said that Apple has cemented its place among the world’s leading companies. (2011, p.45) “Apple designs Macs, the best personal computers in the world, along with OS X, iLife , iWorks and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple is reinventing the mobile phone with its revolutionary iPhone and App Store, and has recently introduced its magical iPad, which is defining the future of mobile media and computing devices.” (2011, 45) Competitive Advantage: At the end of Chapter 1 in Business Driven Information Systems, Baltzan explains a case on Apple and how they capitalize on the iPod, iPhone and iPad. He mentions, “The unique feature of Apple’s competitive advantages is that they come from customers and users, not Apple employees. The company welcomes products created by consumers to sell to consumers, a trend new to business.” (2012, 28-29) That is quite remarkable that a...
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...BU 415 Analysis: What did organization do well? * Connected all devices allowing for synergy between users devices, this also makes people buy all of their products since only their products are all connected (drives sales) * The syncing of all items (emails, documents etc) allows for business’ to have people work from home, vacation etc which increases workers satisfaction (the flexibility of being able to wdo work anywhere) * Information systems promote business cohesion, efficiency, globalized markets and workplace * iCloud API addition provides value for the developers of Mac Apps allowing them to integrate iCloud into their apps. Third party iOS and OS X developers who want to keep loyal users and attract new users, can engage consumers through iCloud’s network of users providing flexibility to reach thousands of apps regardless of the device they are using. What measures might have facilitated or improved the process? * Apple’s ultimate goal is to create a world of only Apple devices and their associated platforms where users can live and work. Apple’s vision creates a perception of exclusivity and builds a barrier to entry. However, this can either be viewed as facilitating the company’s underlying goal or hindering it. Apple operates in a closed system with proprietary hardware and software that is often incompatible with software applications used in the business realm. Keeping both short and long term sustainability in mind, the introduction...
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...received an operationally superior product and great customer service. Applying Porter’s Five Factors Model, Apple demonstrates its superiority in the smartphone/tablet industry. While the company does not dominate the global market, it does dominate in profits. As a result of large profits, Apple has more financial leverage in negotiations with suppliers and manufacturers. Rivalries and substitutes are generally not an issue among existing Apple device users. Brand loyalty is extremely strong among Apple users. The examination of Apple through Porter’s lens reveals a company that is sustainable. Do you agree or disagree that Apple’s iTunes, iPhone apps, and iPad apps give the company a competitive advantage? Be sure to justify your answer. I agree that Apple’s iTunes, iPhone apps, and iPad apps (App Store) do give Apple a competitive advantage. However, to understand why, I believe you have to understand the success of the Apple brand and its products. Steve Jobs first created a competitive...
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...A SEMINAR 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...
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...multibillion dollar company. Apple’s Mission and Vision include: Apple's Mission Statement “Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and has recently introduced iPad 2 which is defining the future of mobile media and computing devices. (Farfan, 2015)”. Apple's Vision Statement “Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings (Farfan, 2015)”. Apple’s current strategy and objectives were created by CEO Steve Jobs and have been reverberated by his successor CEO Tim Cook: 1. Offer a small number of products 2. Focus on the high end. 3. Give priority to profits over market share. 4. Create a halo effect that makes people starve for new Apple products. Apple has been at the forefront in technology innovation with the production of the MacBook, iTunes, iPod, iPhone, iCloud, App Stores, and future release of Apple Watch. The MacBook was the start of the newest advancement by Steve Jobs, who boasted its OS X does not get...
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...product the Playbook tablet is set to hit stores in early 20112 in an attempt to catch on to the tablet phenomenon. As this new market of tablets has competitors lining up to release their own versions of the tablet RIM is facing growing concerns of impeding competition in their steady enterprise market. They are faced with the growing technological convergence of communications, entertainment and business tools as well as the growing over lap of personal and business uses for these tools. RIM’s Palybook could potentially take a strong presence in the tablet market by focusing on the strengths that RIM has already established and taking advantage of the current gaps in Apple’s iPad model which currently dominants the tablet market. RIM has established themselves as the front-runners in the enterprise world. This was accomplished by meeting the extreme requirements of security and reliability needed to govern an entire business network3. The Playbook simple builds upon an IT structure that is already established in almost every major corporation by tethering to a BlackBerry on a short range, secure link. The Palybook even protects the user by only temporarily storing information from the BlackBerry and deleting the information when the connection is severed. The Playbook does not require any additional software or services and meets all 3 current enterprise security requirements. This will allow for an easy entrance into the enterprise market. Also...
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...changelog ios.txt iOS 4 Software Update This update contains over 100 new features, including the following: • Multitasking support for third-party apps* - Multitasking user interface to quickly move between apps - Support for audio apps to play in the background - VoIP apps can receive and maintain calls in the background or when device is asleep - Apps can monitor location and take action while running in the background - Alerts and messages can be pushed to apps using push and local notifications - Apps can complete tasks in the background • Folders to better organize and access apps • Home screen Wallpaper* • Mail improvements - Unified inbox to view emails from all accounts in one place - Fast inbox switching to quickly switch between different email accounts - Threaded messages to view multiple emails from the same conversation - Attachments can be opened with compatible thirdparty apps - Search results can now be filed or deleted - Option to select size of photo attachments - Messages in the Outbox can be edited or deleted • Support for iBooks and iBookstore (available from the App Store) • Photo and Camera improvements - 5x digital zoom when taking a photo** - Tap to focus during video recording** - Ability to sync Faces from iPhoto - Geo-tagged photos appear on a map in Photos • Ability to create and edit playlists on device • Calendar invitations can be sent and accepted wirelessly with supported CalDAV servers • Support for MobileMe calendar sharing • Suggestions and...
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...Apple’s Business Models Analysis and Suggestion with Web 2.0 Strategy Contents 1. Abstract 3 2. Apple’s Business Model 4 2.1. Elements of successful business model 4 2.2. Apple’s innovation on its business model 4 2.2.1. Customer Value Innovation 4 2.2.2. Profit Pattern Innovation 5 3. Challenges Analysis 6 3.1. Apple’s challenges 6 3.2. Porter’s Five Force Model analysis 6 3.2.1. Threat of new entrants 7 3.2.2. Threat of substitute products or services 7 3.2.3. Bargaining power of customers (buyers) 7 3.2.4. Bargaining power of suppliers 8 3.2.5. Intensity of competitive rivalry 8 3.3. Innovation Matrix 9 4. Suggestion and action plan 10 4.1. Apple’s Fishbone Diagram 10 4.2. Monetizing for Apple with Web 2.0 strategy 11 4.2.1. N-sided platform 11 4.2.2. Multiple revenue stream 11 4.3. Platform Innovation 11 4.3.1. Production 11 4.3.2. Creative and Media 11 4.3.3. Accessories 11 4.4. Online Promotion 12 4.4.1. Action Plan: 12 4.5. Sustainable Competitive Advantage 12 4.5.1. R&D input 12 4.5.2. Better customer value 12 4.5.3. Sustainable profit pattern 12 5. Business Model Canvas 13 Conclusion 14 Reference: 15 1. Abstract Apple’s huge success set off a global widely discussion on its secret. According to this essay, it is not difficult to find its success story was attributed to its unprecedentedly innovative business model, which was not rare in the typical case analysis...
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...consumers more. Price and quality need to be re-evaluated to compare current price competitiveness. Product differentiation and positioning is very important should also be conducted prior to repositioning. There also need to be a study conducted to establish product differentiation, so that the product will be distinguished from any other product, and some new attributes are needed to enhance these products. A New Service Component New component should be definitely added. An example is, The NOOK Media LLC, a subsidiary of Barnes & Noble, Inc., has launched its updated new product as of May 2013, NOOK for IOS app, making the most incredible reading experience for iPad, IPhone and IPod touch(R) even better. New to the NOOK for IOS app, customers can now download and read any of the more than 8,000 comics and graphic novels available in the expansive NOOK Store(TM), with full support for the spectacular Zoom View feature. (Business Wire, 2013) Discuss the Methods You Would Use to Increase Adoption Rates...
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...Mobile Apps Business Strategy Short Marketing Analysis of the Mobile Apps Market Every modern business needs its own mobile app in order to attract new customers and drive away the competitors without their own mobile apps. 36% of construction companies utilized more than 5 mobile business apps in 2014 (Business-Apps, 2015). In other words, software development becomes more profitable year by year. On the one hand, employers significantly reduced the paperwork and manual data processing with the help of the mobile apps. 23 percent of huge construction companies use ten or even more mobile business apps in 2014. Mobile apps cut costs on inspections (61%), checklists (31%) and work orders (49%). 69 percent of businesses want their apps to connect their data with Dropbox or Google Drive. Apps finally allow signature capture and image capture to happen. Cute image can attract a lot of new customers. Mobile apps help manufacturers to attract more return clients. Mobile apps can also help the small business to outrun the bigger one (Haselmayr, 2015). Mobile apps elaborate the customer loyalty since the contact between the product and the customer is better because an average customers uses his/her smartphone or tablet PC two hours a day. From this point of view, mobile apps are more effective than billboards, roadside banners, email spam, or websites. 1 General app development costs It usually takes most mobile leaders...
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