a comprehensive study on Apple considering strengths and weaknesses against other major contenders in the industry space
The same battle happens in Fintech against banks and crypto players like Binance and ZenGo
Apple INC.: Managing a Global Supply ChainAyesha Majid
As part of her analysis of Apple’s stock, she wanted to look at the company’s supply chain to see if she could gain some insight into the pros and cons of Apple as a key holding in BXE’s fund. When. Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike Markkula to manufacture and distribute desktop computers.
A short presentation about Apple, its history, evolution, management style, apple products, and market. May helpful for school projects and presentation.
Design Thinking and Innovation at Apple IncSHREYANSH VATS
The following presentation is based on a case on Apple Inc about how Apple goes about implementing innovation and design thinking at their firm, and how there's a shift with the arrival of Tim Cook. The case was a part of our course called BusinessInnovation in New Environment (BINE)
A detail analysis of internal factors (SWOT Analysis) and external factors (PESTLE Analysis) affecting Apple Inc. along with company overview and recommendations to overcome weaknesses and avoid threats.
Company Profile
Main Competitors by Business Fields
Sales Mix of Apple Core Products
Market Share by Tablet & Smartphone Vendors
Business Model Canvas
SWOT-Analysis
Porter's five forces on APPLE
Strategy Integration Model
Key to Success
Strategic Management Presentation - Apple Inc.Colby Nelson
The presentation slides for a Strategic Management class at Biola University. We presented on Apple Inc. and through a semester long study came up with recommendations for Apple to implement to create more sustainable competitive advantage.
Apple INC.: Managing a Global Supply ChainAyesha Majid
As part of her analysis of Apple’s stock, she wanted to look at the company’s supply chain to see if she could gain some insight into the pros and cons of Apple as a key holding in BXE’s fund. When. Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike Markkula to manufacture and distribute desktop computers.
A short presentation about Apple, its history, evolution, management style, apple products, and market. May helpful for school projects and presentation.
Design Thinking and Innovation at Apple IncSHREYANSH VATS
The following presentation is based on a case on Apple Inc about how Apple goes about implementing innovation and design thinking at their firm, and how there's a shift with the arrival of Tim Cook. The case was a part of our course called BusinessInnovation in New Environment (BINE)
A detail analysis of internal factors (SWOT Analysis) and external factors (PESTLE Analysis) affecting Apple Inc. along with company overview and recommendations to overcome weaknesses and avoid threats.
Company Profile
Main Competitors by Business Fields
Sales Mix of Apple Core Products
Market Share by Tablet & Smartphone Vendors
Business Model Canvas
SWOT-Analysis
Porter's five forces on APPLE
Strategy Integration Model
Key to Success
Strategic Management Presentation - Apple Inc.Colby Nelson
The presentation slides for a Strategic Management class at Biola University. We presented on Apple Inc. and through a semester long study came up with recommendations for Apple to implement to create more sustainable competitive advantage.
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
Apple inc. Strategic Case Analysis PresentationMahy Helal
Full strategic case analysis for Apple incorporation including industry , competitor's and firm's self analysis. It covers all the strategic issues facing the industry and Apple inc. as well as the recommended solutions for these issues on business and corporate levels.
The study shows the development on the Apple Inc. mission& vision and the strategic objectives over time.
A descriptive presentation about Apple Inc. Covering the History, company profile, Product line, competitors and SWOT analysis. Mostly all aspects are covered in it.
Recomendaciones 2015 de soporte vital básico y avanzado. European Resucitation Council. Documento original en inglés y otros en http://www.cercp.org/noticias/noticias-del-cercp/345-recomendaciones-erc-2015
Se trata de la presentación del taller de ASIS para estudiantes de postgrado del Servicio Autónomo Instituto de Altos Estudios Arnoldo Gabaldón, que se complementa con una asignación que es la aplicación del método en un contexto específico.
Blog.bestlaptopbattery.co.uk-Which user interface do you prefer? Apple vs. Mi...battery-fast. com
Everyone has an opinion about user interfaces, but most people don’t have enough experience to back those opinions up. That phenomenon makes any Mac-versus-Windows debate confusing. But there’s a nearly perfect test case to compare Apple and Microsoft UI design philosophies: Windows Live Photo Gallery 2011 versus iPhoto ‘11. I dive in.
Reply to each of the following 5 discussions – Label each response.docxchris293
Reply to each of the following 5 discussions – Label each response
1 – PJ
I can think of two things right of the bet when thinking about Google's successes and failures of the company's innovations. One of the biggest successes that I saw and have used countless times and still continue on using it is "Google Maps." This has helped me get places I need to go when I need directions to get there. It is super easy to use and helpful and it shows some great details on the maps you look at it as well. I think this was a great innovation when talking about Google's success over the years. This was introduced on February 8, 2005. As of now it’s been 14 years, and it is still a huge success in my opinion. The data doesn’t lie when it comes to Riley Panko. Panko (2018) stated the percentages: 77% of people use Google Maps, the second highest is Waze (12%), then Apple Maps (11%), and finishing the top four is MapQuest (8%). Surveys stated the reasons for people using their favorite navigation app is because of clearer directions (25%), preferred features (20%), user-friendly design/interface (20%), best directions for non-drivers (17%), and never used another navigation app (14%) (Panko, 2018).
The second thing that I thought about being a big failure for Google was the Google Glass wear product. It was not a great looking product, it was bulky, and created a lot of attention to the face because it looked so weird to everyone that wasn't wearing them. However, for the first people to pay for this product spent $1,500 each for early access to the newest tech product created by Google (Metz, 2014, para. 1). According to Metz (2014), it had a lot of great features attached to the product, but the problem with it was that none of them really worked well at all (para. 4). "Glass does a handful of things—it can take videos, give you turn-by-turn directions, make phone calls, or search the Web—but it doesn’t do any of them all that well" (Metz, 2014, para. 4). Another reason that caused it to fail because it was not fashionable. Isabelle Olsson, the lead designer for Glass, said "...the prospect of having more fashionable options “sounds kind of banal in a way” but is even more important than miniaturizing the technology... if you can pick the frame that you would normally pick and that you’re normally comfortable with, it’s going to look more like you" (Metz, 2014, para. 18-19). Google Glass was introduced for the first time as "Google Explorers" on April 15, 2013 for $1,500 and later became available to the public on May 15, 2014.
Resources:
Metz, R. (2014, November 26). Google Glass is dead; long live smart glasses. MIT Technology Review. Retrieved from https://www.technologyreview.com/s/532691/google-glass-is-dead-long-live-smart-glasses/
Panko, R. (2018, July 10). The popularity of Google Maps: trends in navigation apps in 2018. The Manifest. Retrieved from https://themanifest.com/app-development/popularity-google-maps-trends-navigat.
My presentation for Hack the Hackathon Istanbul. I edited the presentation and added some notes for readers.
Basically tells the meaning of user experience as it is supposed to be. Let's define it without boundaries, not stuck in digital life.
You will get what is it as a terminology, what is the main parts of experience, how to check and change it. The essentials of UX and basic fundamentals.
Why the iPad UI matters, And how it differs from the Tablet PC, but also from...Fabien Marry
A in-depth look at the iPad user interface with guidelines and examples.
What's new, and what lessons were learned from theTablet PC concept and the iPhone own user interface.
If you think the iPad is just a bigger iPod, this presentation is for you.
Slightly updated from the presentation I made at UXCampLondon 2010.
RIP seed phrases - the death and future of crypto walletsOuriel Ohayon
Seed Based crypto wallets have no future.
They are plagued by design no matter how you wrap them.
This presentation explains why and gives a glimpse at the future of wallet security
Stop losing your NFTs - introducing ZenGo ClearSign Firewall for web3Ouriel Ohayon
ZenGo crypto wallet is Introducing ClearSign:
the first ever secure wallet experience that informs, verifies transaction signatures and protects your from malicious Dapp transactions causing people to lose NFTs and crypto in hacks or in manipulation errors
What are crypto wallets? How different are they from exchanges? What is their job to be done? where are they weak? What is the potential and future they hold
Brought to you by @ZenGo
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Monitoring Java Application Security with JDK Tools and JFR Events
Apple Study: 8 easy steps to beat Microsoft (and Google)
1. Apple: 8 Easy Steps to Beat
Microsoft (and Google)
Paris, July 2010
2. This work is licensed under the Creative Commons to allow for further contributions by other
experts and web users in the coming months.
To view a copy of this Attribution – NonCommercial – ShareAlike 3.0 Unported license, visit
http://creativecommons.org/licenses/by-nc-sa/3.0/ or send a letter to Creative Commons, 1712nd
Street, Suite300, San Francisco, California, 94105, USA.
..…….
July 2010 • Apple Study 2
3. Table of contents
Introduction
Step #1: Believe in the simple
Step #2: Design a full experience
Step #3: Lock customers in
Step #4: Sell at a premium
Step #5: Cross-sell your product line
Step #6: Balance control vs. freedom
Step #7: Think different
Step #8: Assess risks and competition
Conclusion: happily ever after Apple?
Appendixes: Glossary
..…….
July 2010 • Apple Study 3
4. Why and how did Apple beat
Google & Microsoft?
Microsoft
Google
Apple
In 6 years, Apple’s market cap outweighed
both the new and old tech champions
..…….
Source: Bloomberg July 2010 • Apple Study 4
5. Step #1: Believe in the simple
Apple: the arrogance of simplicity
..…….
June 2010 • Apple Study v1.0 5
6. What is Apple’s design process?
“When you first start off trying to solve a problem, the first solutions you come up with
are very complex, and most people stop there. But if you keep going, […] you can often
times arrive at some very elegant and simple solutions.” Steve Jobs1
Apple identifies needs and use cases to make
decisions about function and technologies. Vision
Drops 20 % of non-required functionalities to
perfectly design 80 % of key user needs. Focus
Attention to details leads to excellence in user
experience. Global
..…….
1 Q&A: Jobs on iPod's Cultural Impact, Newsweek, 10/16/2010 July 2010 • Apple Study 6
7. Case study: iMac (1998)
Simplicity & choices
Simplicity
All-in-one computer
Setup & go
Choices
No floppy disk
No extension stack
..…….
July 2010 • Apple Study 7
8. Case study: why does making choices
implies constraint?
“It became an intense and almost religious argument about the purity of the system's
design versus the user's freedom to configure the system he liked.”
Christopher Espinosa (Apple employee #8) speaking about the Macintosh project, 1984
No sign of upcoming blu-ray
“YouTube now supports HD video.” Steve Jobs1
support on Apple computers.
“Other companies tried to do everything on the
Music can only be managed
device itself and made it so complicated that it
through iTunes.
was useless.” Steve Jobs2
“We created an approval process [to] avoid
App Store approval process
applications that degrade the core experience of
as a quality insurance.
the iPhone.” Apple Answers the FCC’s Questions
..…….
1 Emailon 04/14/2010
2 Q&A: Jobs on iPod's Cultural Impact, Newsweek, 10/16/2010
July 2010 • Apple Study 8
9. Step #2: Design a full experience
Apple adopts a comprehensive
approach
..…….
UX: User experience July 2010 • Apple Study 9
10. Apple re-legitimize vertical integration
Customer-centric Business design Focus
Apple goes against
the outsourcing Apple adopts a Apple focuses on a
trend. holistic approach to very lean product
its business. line.
Contrary to industrial
vertical integration, Products Risk management on
Apple uses it to UX technological choices
control the global Financial and consistency at all
experience of its Marketing layers
customers.
App Store contributed to only Apple advertisement are “We’ve reviewed the road map of
1 % in profit!1 designed internally. new products and axed more
than 70 percent of them, keeping
“Pure” financial management Mobile carriers are only allowed the 30 percent that were gems.”
would have required it to be to show their logo at the end.
outsourced as soon as possible. Steve Jobs upon his returning to
Apple in 1997
..…….
1 Source: Piper Jaffray July 2010 • Apple Study 10
11. Apple’s vertical integration offers three
competitive advantages
“Our competitors, Dell and Compaq, are distribution companies […].
They don’t create anything.”
Steve Jobs, Time, Oct 1999
Simplicity Quality Innovation
Apple does not
Apple acts as an depend on its
abstraction layer. Thanks to hardware suppliers’ technical
and software tight breakthroughs.
Technical complexity integration, Apple’s
hidden behind slick products offers great It can innovate on
and intuitive UI: quality. hardware and
seamless experience. software at its own
pace.
..…….
July 2010 • Apple Study 11
12. Case study: the digital music revolution
(2001-2004)
• Chose high-speed FireWire
instead of USB1
• Game-changing click wheel
• Apple’s design guidelines applied
• iTunes software
• Available on Mac & PC
• Simple and reliable software
• Agreements with the music industry
• Distribution
• DRM1
Apple provides a comprehensive music experience
..…….
1 Digital Rights Management (DRM): technologies used by content owners to control usage of music, movies… July 2010 • Apple Study 12
13. Case study: Apple’s vertical integration
in hardware for consumer electronics
Apple controls every step: it ensures that almost every hardware and
software parts are customized to perfectly fit its needs.
..…….
July 2010 • Apple Study 13
14. Step #3: Lock customers in
iTunes’ goal is to lock the consumer in
..…….
July 2010 • Apple Study 14
15. iTunes revenues are insignificant
$6.6 bn
Hardware iTunes Store
Software
37% Other software
82% 18%
63% $4.1 bn
$30 bn
Revenue Distribution in 2009
The iTunes Store represented only 11 % of Apple’s revenues in 2009.
..…….
Source: Apple annual reports July 2010 • Apple Study 15
16. Case study: App Store revenues
are a drop in the bucket
$6.8 bn Revenues generated by iPhone (hardware) sales in 2009
(22 % of Apple’s revenues)
$400 m Revenues generated by App Store sales since its creation
< 1% App Store contribution to gross profit since its creation
Apple authorizes and sometimes promotes apps competitors
to its iTunes Store during keynotes.
..…….
Source: Keynote WWDC 2010, Piper Jaffray July 2010 • Apple Study 16
17. Yet iTunes’ goal
is to lock the consumer in
iTunes-devices relationship is locked Consumers lock themselves in
One-way sync $100
(Palm controversy) spent per device on av.1
FairPlay 125 m
DRM software invented by Apple, iTunes accounts linked with credit
protecting videos, eBooks, apps2 card (painless buying experience)
Great customer loyalty (user retention/walled garden)
..…….
1 Deutsche Bank.
2 There are no DRM on iTunes Music since 2009.
July 2010 • Apple Study 17
18. Step #4: Sell at a premium
Apple’s revenues come from high
margin hardware products
..…….
July 2010 • Apple Study 18
19. Case study: Apple’s profit comes from
margins in hardware (iPad)
$499
$110 + Apple margin
Margin:
40 %
Average industry margin
$90 (approx. 30 %)
Cost of sales
$70 (approx. 30 %)
Cost of materials and
$230 manufacturing1
..…….
1 Source: iSuppli July 2010 • Apple Study 19
20. Big picture: hardware drives
Apple’s gross margin
vs.
iPod iPhone iPhone 3G iPad
Biggest gross margin growth in the industry
..…….
Source: Apple annual reports June 2010 • Apple Study v1.0 20
21. Step #5: Cross-sell your product line
Apple brand appeal drives its product
line
..…….
July 2010 • Apple Study 21
22. Who is the iCustomer?
Product line covers all markets, all price ranges, all needs with an accurate segmentation.
Market leader 100m iPhones sold by 2011 (est.) 8 % market share
+ Product lifecycle: each new product implements appealing new features, strongly inducing the
loyal iCustomer to buy new products (iPhone 3GS to iPhone 4)
The iCustomer needs all Apple products to maximize his user experience.
..…….
1 Pricesfor entry-level models.
Source: Apple, Morgan Stanley, Gartner. July 2010 • Apple Study 22
23. Case study: iPod and iPhone
drives Mac sales
Mac Mac (left axis) iPod and
sales, m iPhone
sales, m
iPod (right axis)
iPhone (right axis)
Halo effect1 + seamless experience with mobile devices requires a Mac
40 % of Apple revenues comes from Mac sales (desktop and laptop).
..…….
1 Haloeffect: e.g. a product (the iPod) has positive effects on our perception of something else (the Apple brand)
Source: Apple annual reports, Oppenheimer July 2010 • Apple Study 23
24. Integration reinforced by retail strategy
“We want to make the best buying experience in the world […]. It’s impossible to get
knowledge at the point of sale. We can’t thrive in that environment.” Steve Jobs, D2
% revenue from Apple’s retail stores
Number of Apple stores
Contribution to revenue starting to plateau (but profitability sacrificed to enhance buying
experience) but still Apple Stores are a place where the company can:
• showcase a 100 % Apple environment (to appeal the iCustomer)
• have a trained sales force selling its products.
Apple Stores fosters the brand appeal and consequently, the halo effect.
..…….
Source: Apple annual reports July 2010 • Apple Study 24
25. iCustomers will drive Apple’s sales
Apple’s main focus is the consumer market where “every person votes for themselves”
Steve Jobs, D8
However, thanks to its thriving success in B2C, Apple will be able to raise its
market share in B2B
..…….
July 2010 • Apple Study 25
26. How did Apple cross the chasm?
iPhone and iPod sales have enabled the Apple brand to cross the chasm.
Example: Amazon Kindle sold 3 m units in its first year. Apple’s iPad did the same in 80 days.
Killer products Immediate
+ mainstream
Brand leverage adoption
..…….
Source: Apple, Electronista July 2010 • Apple Study 26
27. Step #6: Balance control vs. freedom
Apple needs an ecosystem
..…….
July 2010 • Apple Study 27
28. Case study: how Apple failed in the 80’s
“We weren’t so good at partnering with people […]. If Apple could have a little more of
that in its DNA, it would have served it extremely well.” Steve Jobs, D5, 2007
1982: Steve Jobs forces Bill Gates to develop productivity software only for the
Mac
1985: Apple allows Microsoft to use Mac technologies in Windows in exchange of
a Word and Excel upgrade for Macintosh
1988-1995: 7-year legal battle lost by Apple
1995: Launch of Windows 95 has definitively dwarfed Apple’s share in the PC
market
..…….
July 2010 • Apple Study 28
29. Lessons learned!
Copyright owners Carriers
Apple: Crucial to iPhone’s success:
• understood their market • AT&T first allowed Apple,
structure which had no experience
• gave them what they wanted in this market, to make the phone
most (DRM for music, they wanted
price control for publishers) • Set a standard for others
Developers Google
Contrary to the Mac, Apple has attracted
Apple’s keeps partnering with its #1
developers on iOS
competitor because it’s the best at
• Ground breaking
certain services (native apps on iOS):
revenue sharing
• Search
• 56 % of US mobile dev
• Maps
on iPhone
• YouTube
(90 % are single-platform)1
Apple understood it needed to partner with other players.
..…….
1 Source: Millenial Media July 2010 • Apple Study 29
30. Mobile application paradigms:
Native Apps vs. Web Apps
Apple’s model put the emphasis on native apps (iPhone SDK), but also
promotes HTML5 (iAd, WebKit). Flash represents “the past”.
..…….
SaaS: Software as a service (see Wikipedia) June 2010 • Apple Study v1.0 30
31. Case study: What is Apple’s vision about
mobile applications?
To Apple HTML5 is a complement to the curated App Store model, providing
developers with liberty and an open architecture.
Near future
Long-term vision: promoting open standards will prevent other players from
excluding Apple, as Microsoft did with its Office proprietary formats.
..…….
July 2010 • Apple Study 31
32. Step #7: Think different
Apple uses the cloud to foster a
new computing paradigm.
..…….
From Wikipedia: “Cloud computing is Internet-based computing, whereby shared resources, software, and information
are provided to computers and other devices on demand, like the electricity grid.” June 2010 • Apple Study v1.0 32
33. What was Apple’s vision of computing ?
Personal computer
= only digital hub
Applications and UX
= glue
Devices = media
consumption/creation
..…….
July 2010 • Apple Study 33
34. iPad embodies the transition
to post-PC era
“We are scratching the surface on the kind of apps we can build for it. […] One can
create a lot of content on a tablet.” Steve Jobs, D8
New input Progress in
technologies + UI
People will turn to a more intimate and
direct relationship with content
Personal computers Other devices,
are trucks: most including tablets, will
people do not need be mainstream, just
such an extensive as cars are great for
interface. everyday life.
..…….
July 2010 • Apple Study 34
35. To make it happen Apple is investing
in cloud
Differentiation Independence
Without cloud computing, Apple
Without cloud computing, Apple
would lose ground before its
would fail to secure reliable
competitors.
infrastructure.
• Mobile resources are
• It would be dependent on
constraints (end of Moore’s
competitors (notably Google
law1, battery life), while cloud
and Amazon)
computing enables speech
• Entry barriers are increasing
recognition, unlimited storage…
(experience maintaining
• Competitors are already
security and scalability)
differentiating: Google Voice,
Microsoft Office Online…
..…….
1 Moore’s Law: see Wikipedia. July 2010 • Apple Study 35
36. Three upcoming features
to build an Apple cloud
“We’re working on it”, Steve Jobs, D8, June 2010
MobileMe Streaming New glue
Streaming as a new
The cloud is the new
paradigm for media
glue that links all Apple
consumption
Apple makes MobileMe devices
free for all Apple users
• Streamlined UX: no
• Unified storage (iDisk)
more downloading/buying
Devices will be synced • Streaming vs.
• Media & entertainment
wirelessly downloading
as a service
• Would greatly improve
• Monetisation: via
the iPad
Quattro Wireless1
Apple bought Lala (an online
music store) in 2009,
presumably to build up a
cloud-based iTunes.com
..…….
1 Quattro Wireless is a mobile advertising agency bought by Apple in January 2010. July 2010 • Apple Study 36
37. Fostering a new Apple environment
Decentralisation
Glue = iTunes.com
and MobileMe
Variety of devices
..…….
July 2010 • Apple Study 37
38. Step #8: Assess risks and competition
Apple’s notion of control is the
company’s greatest risk
..…….
June 2010 • Apple Study v1.0 38
39. Overview of Apple, Microsoft and Google
..…….
Source: Google Finance, IPO June 2010 • Apple Study v1.0 39
40. Will iOS vs Android be the revival of
Macintosh vs. Windows?
Apple: control and decide Microsoft & Google: dominate and divide
Focus on one strategic
Tight control on all
layer
aspects of UX
(Windows, Search)
The firm cannot support
They create competition
all development cost and
to let others innovate in
must focus on a few
all remaining layers
products.
(hardware, web…)
Microsoft Office (at the beginning only available 1985: Bill Gates begs Apple to consider licensing
for the Macintosh platform) was instrumental in the Macintosh: “Apple must make Macintosh a
fostering its sales. standard”.
1996: “If we had licensed earlier, we would be
the Microsoft of today” (Apple executive VP Ian
W. Diery)
The same year, Apple reports $740 m loss.
..…….
July 2010 • Apple Study 40
41. Differences in business models
explain why Google and Apple compete
Apple Google
Freely adapted from a comment by Dominique de Vito on affordance.info
Car dealer Road Toll
Apple sells “great products”. Attacks Monetises web streams via ads.
Differentiation: strives on selecting Volume: an Internet that is more
the best technologies available open increases the traffic, which
(Google’s when they’re the best). increases Google’s revenues.
“I’ve always wanted to own the […] “[We don’t want] a future with one
technology in everything I do” man, one company, one carrier”
Steve Jobs1 Vic Gundotra, Google VP, Engineering2
..…….
1 BusinessWeek Online, Oct. 12, 2004
2 Google I/O 2010
July 2010 • Apple Study 41
42. Worst-case scenario:
How could Android kill iOS?
Technological value User base Complementary goods
Android benefits from
Android Market
open innovation.
Android supports a fosters developers’
variety of devices. freedom.
Apple’s walled
garden prevents
Only Apple products App Store approval
others from innovating
can use iOS. process is not
in input method,
flexible.
hardware…
Swype, an alternative input Ford, GM announced a line of Developers’ opinion: Android best
method replacing the Android “Android cars” in the long term1
keyboard
Apple’s vertical integration prevents partnerships: why would Apple let
others compete with one of its layer?
..…….
1 Appcelerator study July 2010 • Apple Study 42
43. What are Apple’s main short-term risks?
Product Brand image Steve Jobs
Apple’s strategy is a
Apple’s strategy of strict Apple’s nightmare began
limited number of high
product control can come with Jobs’ departure and
quality products.
across as evil. ended with his return.
If a products had to be
Developer lock-in: Xcode Its capacity to focus may
recalled, it would
(only IDE3), Objective-C be significantly impeded
dramatically impact the
(only language) without him
brand.
Heating issue in Apple III released in “We have created for the first time in all “Apple desperately needs a great day-to-
1980, due to Steve Jobs’ insistence that history, a garden of pure ideology, where day manager, visionary, leader and
the computer should have no fans. each worker may bloom secure from the politician. The only person who’s
pests of contradictory and confusing qualified to run this company was
iPhone 4 antenna controversy truths.” crucified 2,000 years ago.”
Michael Murphy, San Francisco
Steve Jobs speaking about the App Chronicle, September 11, 1997
Store?
No. Dictator representing IBM in Apple’s
famous “1984” ads. 2 ..…….
1 BusinessWeek
2 Apple’s Mistake by Paul Graham 3Integrated Development Environment July 2010 • Apple Study 43
44. Conclusion: happily ever after Apple?
Step #9: you can’t afford to make the
slightest mistake?
..…….
July 2010 • Apple Study 44
46. Glossary
• Digital Rights Management (DRM): technologies used by content owners to
control usage of contents
• DX (D5, D8…): The Wall Street Journal’s D: All Things Digital conference
• Halo effect: a product (the iPod) has positive effects on our perception of something
else (the Apple brand)
• Moore’s law: “The number of transistors that can be placed inexpensively on an
integrated circuit has doubled approximately every two years.” (see Wikipedia)
• IDE: integrated development environment (see Wikipedia)
• iOS: iPhone OS (operating system)
• SaaS: Software as a Service (see Wikipedia)
• Software Development Kit (SDK): set of development tools that allows for the
creation of applications (from Wikipedia)
• UI: user interface
• UX: user experience
• Vendor lock-in: makes a customer dependent on a vendor for products and
services, unable to use another vendor without substantial switching costs (see
Wikipedia)
• WWDC: Apple WorldWide Developers Conference
..…….
July 2010 • Apple Study 46
47. Acknowledgements
• Mr. Gilles Dounès (MacPlus)
• Mr. Christophe Laporte (Mac Génération)
• Dr. Christian Chabrerie (Founder and CEO of MobiNear, professor at École Centrale
Paris)
• To our faberNovel contributors:
• Sabrina Distinguin
• Estelle Specque
• Matthieu Lecomte
• Romain Perrier
..…….
July 2010 • Apple Study 47
48. Stéphane Distinguin Cyril Vart
Founder & CEO VP Strategy & Development
stephane.distinguin@fabernovel.com cyril.vart@fabernovel.com
Baptiste Benezet Clément Ravouna
Senior Project Designer Project Analyst
baptiste.benezet@fabernovel.com clement.ravouna@fabernovel.com
Johan Ismaël Charles-Axel Dein
Project Analyst Assistant Project Analyst Assistant
johan.ismael@fabernovel.com charles-axel.dein@fabernovel.com
17, rue du faubourg du Temple 75010 Paris
Tél. : +33 1 42 72 20 04
Fax. : +33 1 42 72 20 03
www.fabernovel.com
..…….
July 2010 • Apple Study 48