...Mac vs. PC Bill Gates: “There may be a few….similarities.” Steve Jobs: “Similarities? Similarities? Try theft.” (from “Pirates of Silicon Valley”) Everyone knows of the popular household names Apple and Microsoft. Apple was started by Steve Jobs and Steve Wozniak. They created the first Apple computer in Jobs’ parents garage in the 1970’s. They knew that they had created something great so they called their company Apple. Bill Gates on the other hand created Microsoft. He never made a computer; what he did was create software and put it on other computers. Allegedly, Bill Gates stole Apple’s Macintosh prototype software from Steve Jobs. Gates only received the prototypes because Jobs thought he could trust Gates, but he was sorely mistaken. These two popular household names are similar, but they have differences such as ability to customize, operating system, price, and virus protection. Apple and Microsoft are alike in they were created at the same time and both had great ideas. Some similarities they share are products such as portable media players and smart phones, tablet devices, and retail stores. They both have portable media players. Apple has the iPod and Microsoft has the Zune. They both do the same thing, but have completely different functions within the device. Zune is all tiled and more cut and dry verses the iPod ,which is sleek, creative, and allows more wiggle room than the Zune. Apple wins over people with the iPhone; it functions just like their iPod...
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...selected this theory opposed to one of the other ones, I feel that first I need to explain exactly what Blue Ocean Strategy is and who has used it and gained enormous amounts of success. While there are many people who believe taking down the competition is the best plan for their company and will result in huge success, Blue Ocean Strategy does not even factor it into their decision making process as a way to reach success. To discuss Blue Ocean Strategy, we also have to understand Red Ocean Strategy. Red oceans are all other strategies that are currently trying to out-compete one another in hopes of being the one on top. The first thing that comes to mind when I think of a situation such as this is the results of Apple first launching the iPod. All a sudden a portable music player like this was what everyone wanted, so other companies...
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...meeting the requirements of a European Directive, you can sell in any country in the European Economic Area. • Promote innovation - The shared knowledge and network benefits they afford help reduce costs and associated risks, allowing a business to: increase speed to market, create interoperability, shape and develop a new market What is Standards War? 2 or more incompatible technologies struggle to become a de facto standard What the book talks about? Classification of Standards War: 1. Rival Evolutions Technologies from both parties involved in the war are backwards compatible but mutually incompatible. E.g. Blu-ray Vs HD-DVD. Both players can play DVD format but cannot play each other. 2. Rival Revolutions Both technologies are neither backwards compatible nor mutually compatible. E.g. GSM Vs CDMA. 3. Revolution Vs Evolution (or vice versa) One of the technologies supports backward compatibility (evolution) while the other would not be backwards compatible but offers superior performance...
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...how Apple competes with the rest of the PC, MP3 player and smartphone markets, along with challenges the company faces (at the time of the study). It will also discuss the leadership of Steve Jobs and the direction Apple has gone in since his departure from the company. Apple vs. the PC In the Beginning When 21-year-old college dropout Steve Jobs and his two friends Steve Woznizk and Ronald Wayne would hang out in Jobs’ parents’ garage, it wasn’t a band they were contemplating forming, but the future of computers as we know them today. On April 1, 1976, the three incorporated Apple Computer. Originally a do-it-yourself kit, sans a case, the Apple 1 was the first all-in-one microcomputer. Eventually, the Macintosh was introduced in 1984. Continuing through to 2010, Apple has continually improved on its version of the personal computer, creating faster machines and a bigger and bigger customer following. Competing in the PC Market In 2010, while Apple produced multiple items, it considered itself more as a mobile device company, due to the success of the iPhone. After all, 60% of the company’s sales were due to the iPhone and iPod. Boasting itself the forefather of the usable personal computing device, Apple introduced the world to the idea of having a computer in one’s own home. However, over time, and with the...
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...Focus is what develops a Brand We Seem to Be Confusing Product Brands and Company Brands It's obvious that Procter & Gamble is a company brand, but what's an Apple? Like P&G, Apple is a company brand. But unlike P&G, the Apple company brand is a powerful motivating force for buying Apple product brands including the iPod, the iPhone and the iPad. Every company should have a powerful company brand, but they don't. Except for a handful of companies like Johnson & Johnson, most company brands influence very few consumers. How many consumers go out of their way to buy Procter & Gamble products? Or Unilever products? Or PepsiCo products? Or General Motors products? Not very many. How do you build a company brand? Many marketing pundits have a lot to say about this subject. Some typical approaches include: * Communicating culture, concern for the environment and sustainability programs. * Purpose-driven marketing, based on social responsibility and standing for something that inspires consumers. * Through innovation, by launching new products and services that are on the cutting edge of design and performance. All of these things are worth doing, but they don't do much to build a company brand. The problem is the noise level. It's not just the Fortune 500 that are causing the problem. That's just the tip of the corporate iceberg. It's the Fortunate 17,509. There's nowhere near enough room in the average consumer's mind to file away facts...
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...posted results that ratified the success of its leap beyond the PC business: In its third quarter, Apple earned a net profit of $1.07 billion on $7.46 billion in revenue, for a 38% increase on year-ago quarterly sales. Annual results were also impressive. Sales in the 2007 fiscal year topped $24 billion, up 24% from the previous year. (See Exhibit 1a—Apple Inc.: Selected Financial Information, plus Exhibit 1b and Exhibit 1c.) Investors, meanwhile, sent Apple’s stock to new heights: Despite a sharp drop in early 2008, its share price had risen more than 15-fold since 2003 and now hovered near its all-time high. (See Exhibit 2—Apple Inc.: Daily Closing Share Price.) Non-PC product lines drove much of Apple’s financial performance. The company’s iPod line of portable music players, together with its iTunes Store, had upended the music business. With the iPhone, a multifunction handheld device released in June 2007, Apple aimed to do the same for the mobile phone market. The launch of the iPhone 3G, in July 2008, involved major changes to the offering—a revamped pricing model, a new retail channel advanced, and a platform for third-party applications, along with 3G network service—that promised to make it still more competitive. “Apple Inc.” was thriving to a degree that was seemingly far beyond the capacity of “Apple Computer.” Yet critical aspects of the...
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...|Creative technology ltd | |[pic] | |Creative Zii Egg Plaszma | | | | | Table of Contents 1. Executive summary 4 2. Introduction 5 3. External Environment 6 3.1 Market Demographic Environment 6 3.2 Market Economics Environment 7 3.3 Market Technological Environment 8 4. Internal Environment 8 4.1 Internal Resources 8 4.2 Potential Market 9 4.3 Competitors 9 5. Internal Analysis 11 5.1 SWOT Analysis 11 5.1.1 Strength 12 5.1.2 Weaknesses 12 5.1.3 Opportunities 12 5.1.4 Threats 12 6. Mission Statement and Objectives 13 6.1 Mission Statement 13 6.2 Objectives 13 6.2.1 Quantitative Objectives 13 6.2.2 Qualitative Objectives 13 7. Selection and Measuring of Target Market 13 7.1 Outline of Marketing Research 13 7.2 Assessment of Potential Market 14 7.3 Market Segmentation (in relation...
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...|Gates vs. Ballmer: Leadership at Microsoft | |Thought Exercise 6 | |HRM 601 | |Vickii Bacchetta | |April 5, 2009 | Broadly defined, a leader is someone who sets a direction for a company. This vision needs to be created and then fiercely believed and upheld. The leader must inspire others to work toward the vision. To do this well, a leader has to first be followed, trusted, and respected by their subordinates. Typically leaders have this vision because they also have a strong aspiration to make their mark on things. They aren’t happy with the way things are and believe they can make a substantial change. These characteristics may seem to make a person egotistical and arrogant but a good leader is still able to admit to and learn from faults or mistakes. What is Bill Gates’ leadership style? Bill Gates was great at setting direction for the company. He had a vision of the world and successfully moved Microsoft in that direction. That vision was “a computer on every desk and in every home”. Gates started the first major software company at a time when personal computing hardly existed – a radical change that has helped lead us into the Information Era. Gates believes, “it will...
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...1013 Aurora Blvd., Quezon City ------------------------------------------------- THE BEST SMARTPHONE OPERATING SYSTEM: AN ANALYTICAL STUDY AMONG THE INDUSTRY LEADERS (WINDOWS, IOS AND ANDROID) An Analytical Report Presented to MS. MARCIA ROLIZA M. DEL MUNDO, MA Faculty Member, General Education Department In partial fulfillment Of the requirements in BUSINESS WRITING For the course BACHELOR OF SCIENCE IN INFORMATION AND TECHNOLOGY BACHELOR OF SCIENCE IN COMPUTER ENGINEERING Presented by IBRAHIM ESTOESTA IRYNNE GAE FERNANDEZ ANDRIAN VILLADELREY KYLE VILLANUEVA March 2016 ACKNOWLEDGEMENT We would like to express our special thanks of gratitude to the following people: * Our teacher, Ms. Marcia Roliza Del Mundo, who gave us the golden opportunity to do this wonderful project on the topic, “The Best Smartphone Operating System: An Analytical Study Among the Industry Leaders”, which helped us in doing a lot of research and we came to know about so many new things; * Our parents and our friends, who helped us a lot in finalizing this project within the limited time frame; and lastly * Our God, for giving us strength and for guiding us in everything we’ve done for the past months in doing this project. From the bottom of our hearts, thank you. Ibrahim Estoesta Irynne Gae Fernandez Andrian Villadelrey Kyle Villanueva TABLE OF CONTENTS Cover Page Acknowledgement BEST SMARTPHONE OPERATING...
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...School/Portfolio | The Business School | Course Code/ID | BSMAN3007 | Course Title | International Business Management | Program(s) | Bachelor of Applied Management | Lecturer | Chirs Pan | Author | Wang Lin yu | Email | lynne.lowkey@gmail.com | FIN | G0961866Q | Date | 10 Jan 2013 | 1. Exective summary This case study discusses the business strategies used by Apple, Microsoft and Google in internet industry。Everyone know the Internet has developed into an enormous information infrastructure. This new economy is driven by a relentless force of technological and conceptual innovations stemming from an innumerable number of parties scattered around the globe. Its speed of change and innovation make it to a highly competitive arena. Apple, Microsoft and Google have been the most successful companies within this arena for a long time. Throughout the previous decades, they have internalized the economic laws and technological characteristics of the Internet in their business thinking. Their strategies and competitive moves did not only form the information economy as we know it today, but do also provide showcase examples of how profitable market positions can be achieved in the Internet. Table of content Introduction My report answers some questions: How did Apple, Microsoft and Google successfully navigate and define the competitive arena of the Internet? Which roles did their unique strengths play for their business strategies? Which...
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...the iPad was another revolutionary product that could emulate the smashing success of the iPod and the iPhone. Expectations ran high. Even The Economist displayed the release of the iPad on its magazine cover with Jobs illustrated as a biblical figure, noting that, “The enthusiasm of the Apple faithful may be overdone, but Mr. Jobs’s record suggests that when he blesses a market, it takes off.”1 The company started off as “Apple Computer,” best known for its Macintosh personal computers (PCs) in the 1980’s and 1990’s. Despite a strong brand, rapid growth, and high profits in the late 1980s, Apple almost went bankrupt in 1996. Then Jobs went to work, transforming “Apple Computer” into “Apple Inc.” with innovative non-PC products starting in the early 2000’s. In fact, by 2010, the company viewed itself as a “mobile device company.”2 In the 2009 fiscal year, sales related to the iPhone and the iPod represented nearly 60% of Apple’s total sales of $43 billion.3 Even in the midst of a severe economic recession, revenues and net income both soared (see Exhibits 1a through 1c). Meanwhile, Apple’s stock was making history of its own. The share price had risen more than 15fold since 2003 (See Exhibit 2). By almost any measure, Apple’s turnaround was a spectacular accomplishment. Yet Steve Jobs knew that no company in the technology industry could relax. Challenges abounded. In 2009, for example, iPod sales were falling. At the same time, Microsoft introduced Window 7, which led to a resurgence...
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...Jobs, and more. Here are excerpts. On the birth of the iPhone "We all had cellphones. We just hated them, they were so awful to use. The software was terrible. The hardware wasn't very good. We talked to our friends, and they all hated their cellphones too. Everybody seemed to hate their phones. And we saw that these things really could become much more powerful and interesting to license. It's a huge market. I mean a billion phones get shipped every year, and that's almost an order of magnitude greater than the number of music players. It's four times the number of PCs that ship every year. "It was a great challenge. Let's make a great phone that we fall in love with. And we've got the technology. We've got the miniaturization from the iPod. We've got the sophisticated operating system from Mac. Nobody had ever thought about putting operating systems as sophisticated as OS X inside a phone, so that was a real question. We had a big debate inside the company whether we could do that or not. And that was one where I had to adjudicate it and just say, 'We're going to do it. Let's try.' The smartest software guys were saying they can do it, so let's give them a shot. And they did." On Apple's connection with the consumer "We did iTunes because we all love music. We made what we thought was the best jukebox in iTunes. Then we all wanted to carry our whole music libraries around with us. The team worked really hard. And the reason that they worked so hard is because we all wanted...
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...[pic] FACULTY OF BUSINESS AND GOVERNMENT Assignment Coversheet | Student ID numbers | u3015661,u3040937, u3056105, u3049098 | |Student names | Chen Yew Wai, Edmund (u3015661) | | |Chew Tze Yong, Jackson (u3040937) | | |Tan Hui Guang (u3056105 ) | | |Thiam Yee Hwa, Clara (u3049098 ) | |Unit name | Strategic Management | |Unit number | 7371 | |Name of UC lecturer/ Local tutor | Dr Majharul Talukder / Mr Sadanand Varma | |Program | BBA | |Assignment name | Strategic Management – Case Analysis (Apple) | |Due date ...
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...Music Piracy and its Effects on the Demand, Supply, and Prosperity of the Music Industry Abstract In an era where pop culture and technology are rapidly growing, intertwining and becoming embedded in the everyday lives of Americans, it was inevitable that their paths would cross. Possibly the most affected medium of pop culture is the music industry. The growth and development of the internet is either their biggest gift or biggest curse. Modern technology has made wide-scale trading of music possible in the form of MP3 files available over the internet for free. Users can simply upload the files to these sharing sites and millions of others at any given time have the ability to download it from them. The Recording Industry Association of America, however, doesn’t share the enthusiasm about these file sharing practices. To them, it is stealing from the record company and from the artist themselves. Consumers don’t tend to see it that way. The issue that arises here is whether or not should music be accessible for free trade over the internet. On the one hand, it is thought that MP3 downloads reduce sales of legitimate CDs. On the other hand, it can be argued that downloading free MP3s could actually encourage someone to buy a CD which they may not have purchased had they not heard it in its entirety. This is known as the sampling effect. The focus of this research paper will be to paper analyze the impact of music file sharing on the demand, supply, and prosperity...
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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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