...Monograph on the Apple Business Model @2003 Introduction. In 1984, Apple and the Macintosh challenged the world with the dramatic portrayal of a revolutionary woman hurling a hammer at an image of the establishment. With the Twentieth Anniversary of that event approaching, now is a good time to take a look back at this revolution and take stock of the new revolution that the Mac OS X operating system offers. Despite Time Magazine's 80 Days That Changed The World, it would appear that Apple doesn't get much credit for the revolution it sparked in personal computing. As the leading innovator in the computer market, and with a balance sheet holding of four billion in cash, neither its stock value nor its market share is very high. Every few months or so, a journalist reports on impending trouble for Apple Computer. Part of the reason for this negative press is that its main competitor has a 95% market share and billions more in cash. By any other standards, Apple would be judged to be an astonishing success, but a bigger question remains: Why is the Apple market share so small when it has a superior product? Blaming Microsoft for the 'ills' of Apple really misses the point. Both companies were formed early in the computer age, both had product, innovation and opportunity at a critical time, but their history is vastly different. Apple's small market share must be the result of its business model. While the business model has failed the aspirations of the Macintosh Revolution...
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...Strategic Management Patricia Murtagh The University of Sunderland © 2014 The University of Sunderland First published January 2014, revised February 2014 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without permission of the copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK Copyright © 2014 University of Sunderland ii Contents vi Introduction Unit 1 1 2 5 7 Concepts, models and theories 20 Introduction 2.1 A comparison of concepts, models and theories relating to competitive advantage 2.2 An evaluation of concepts, models and theories relating to strategic choice Case Study: Ciba Vision 2.3 Concepts, models and theories relating to strategic evaluation Case Study: The University of Exeter...
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...Deep Learning more at http://ml.memect.com Contents 1 Artificial neural network 1 1.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.2 History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1.2.1 Improvements since 2006 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 1.3.1 Network function . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 1.3.2 Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 1.3.3 Learning paradigms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 1.3.4 Learning algorithms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 1.4 Employing artificial neural networks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 1.5 Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.5.1 Real-life applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.5.2 Neural networks and neuroscience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 1.6 Neural network software ...
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...ANNUAL REPORT 2014 reimagining energy TM Our Business Liquefied Natural Gas (LNG) • Export Sector • Power Sector • Industrial Sector Regasification Terminal • Power Sector • •Power Sector Industrial Sector • Industrial Sector Natural Gas Liquefaction Peninsular Gas Utilisation (PGU) System • Residential and Commercial Sectors • Residential Sector • Commercial Sector Processed Gas Exploration, Development & Production Processing Liquefied Petroleum Gas (LPG) Condensate • Industrial Sector - Ethylene, Methanol, MTBE, • Industrial Sector Polyethylene, Propylene, Urea and VCM Olefin & Derivatives, Fertiliser & Methanol Crude Oil Condensate Petrochemical Plants • Transportation Sector - Diesel, Gasoline, Jet Fuel • Transportation Sector and Lubricants Jet Fuel, Gasoline, Diesel, Fuel Oil & Lubricants Refining Petroleum Products UPSTREAM 2 PETRONAS ANNUAL REPORT 2014 DOWNSTREAM Our Presence Upstream Downstream Upstream Africa • Algeria – Development • Cameroon – Development • Egypt – Exploration, Development, Production & LNG • Mauritania – Exploration, Development & Production • Mozambique – Exploration • Republic of South Sudan – Exploration, Development & Production • Republic of Sudan – Exploration, Development & Production • Chad – Development & Production Asia Pacific • Australia – Exploration, Development, Production & LNG • Brunei – Exploration • China...
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...economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth, the evolution of global financial markets, the economic impact of technology and innovation, and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw on McKinsey’s global network of partners and industry and management experts. In addition, leading economists, including Nobel laureates, act as research advisers. The partners of McKinsey & Company fund MGI’s research; it is not commissioned by any business, government, or other institution. For further information about MGI and to download reports, please visit www.mckinsey.com/mgi....
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