Apple has historically followed 8 steps to gain a competitive advantage over rivals Microsoft and Google:
1) Believe in simplicity through minimalist yet elegant design.
2) Design a full, integrated experience across hardware and software.
3) Lock customers into the Apple ecosystem through services like iTunes.
4) Earn high profits through premium pricing of high-quality hardware.
5) Cross-sell the entire product line to loyal "iCustomers".
6) Balance control over the ecosystem with partnerships and open standards.
7) Think differently about new computing paradigms like mobile and cloud.
8) Continually assess risks from competition while emphasizing Apple's strengths.
case study of apple brand experience. this presentation analyses Apple`s consistent message across the different brand channels, from web to store to the device etc. This presentation is done part of my Master thesis and it includes my opinnions about Apple.
Blog.bestlaptopbattery.co.uk-Which user interface do you prefer? Apple vs. Mi...battery-fast. com
The document compares the user interfaces of Apple's iPhoto and Microsoft's Windows Live Photo Gallery. Both programs take similar approaches to browsing photos with a navigation pane and photo display area. However, iPhoto uses pull-down menus while Photo Gallery employs Microsoft's ribbon interface. The document examines how various common tasks like editing photos are accomplished in each program. It concludes that both programs make photo management accessible but that Microsoft's ribbon interface is not as cluttered as some claim.
Meier and Moorefield-Lang: Integrating iPads and Tablets into Library Service...ALATechSource
This document provides an overview of a two-part workshop on integrating tablets in libraries. It introduces the presenters and covers a brief history of tablets, why libraries are interested in tablets, comparisons of different tablet models, and case studies of tablets being used in academic, public, and school libraries such as the L.E. Phillips Memorial Public Library and Charlottesville Schools. Practical applications and challenges of tablet integration are also discussed.
This document analyzes Apple's brand building and rhetorical strategies under Steve Jobs. It discusses how Jobs aimed to convince consumers to buy products they didn't know they needed using multiple mediums like TV, print and the internet. The document examines the rhetorical appeals of ethos, pathos and logos that Jobs employed in his presentations and advertising. It provides examples of how Jobs established his credibility and authority (ethos), ignited passion in audiences (pathos), and helped consumers understand Apple's advantages (logos). The document also analyzes slogans and rhetorical devices Jobs used to market Apple's products to discriminating consumers.
Mobile-first is a simple idea with big implications: digital products should be designed for mobile first. Not the other way around.
These are the slides for my 12 minute presentation at IA day 2012. Just a quick introduction to the mobile-first concept.
Props to Luke Wroblewski and Brad Frost. I got most of the stuff in this presentation from their presentations and blogs.
Luke Wroblewski:
http://www.lukew.com/presos/preso.asp?26
Brad Frost:
http://bradfrostweb.com/blog/web/for-a-future-friendly-web/
Analysis on Apple's achievements, innovations and challenges presented by Tagbo Alex and Rohan Raut at the University of applied sciences Berlin in 2010
case study of apple brand experience. this presentation analyses Apple`s consistent message across the different brand channels, from web to store to the device etc. This presentation is done part of my Master thesis and it includes my opinnions about Apple.
Blog.bestlaptopbattery.co.uk-Which user interface do you prefer? Apple vs. Mi...battery-fast. com
The document compares the user interfaces of Apple's iPhoto and Microsoft's Windows Live Photo Gallery. Both programs take similar approaches to browsing photos with a navigation pane and photo display area. However, iPhoto uses pull-down menus while Photo Gallery employs Microsoft's ribbon interface. The document examines how various common tasks like editing photos are accomplished in each program. It concludes that both programs make photo management accessible but that Microsoft's ribbon interface is not as cluttered as some claim.
Meier and Moorefield-Lang: Integrating iPads and Tablets into Library Service...ALATechSource
This document provides an overview of a two-part workshop on integrating tablets in libraries. It introduces the presenters and covers a brief history of tablets, why libraries are interested in tablets, comparisons of different tablet models, and case studies of tablets being used in academic, public, and school libraries such as the L.E. Phillips Memorial Public Library and Charlottesville Schools. Practical applications and challenges of tablet integration are also discussed.
This document analyzes Apple's brand building and rhetorical strategies under Steve Jobs. It discusses how Jobs aimed to convince consumers to buy products they didn't know they needed using multiple mediums like TV, print and the internet. The document examines the rhetorical appeals of ethos, pathos and logos that Jobs employed in his presentations and advertising. It provides examples of how Jobs established his credibility and authority (ethos), ignited passion in audiences (pathos), and helped consumers understand Apple's advantages (logos). The document also analyzes slogans and rhetorical devices Jobs used to market Apple's products to discriminating consumers.
Mobile-first is a simple idea with big implications: digital products should be designed for mobile first. Not the other way around.
These are the slides for my 12 minute presentation at IA day 2012. Just a quick introduction to the mobile-first concept.
Props to Luke Wroblewski and Brad Frost. I got most of the stuff in this presentation from their presentations and blogs.
Luke Wroblewski:
http://www.lukew.com/presos/preso.asp?26
Brad Frost:
http://bradfrostweb.com/blog/web/for-a-future-friendly-web/
Analysis on Apple's achievements, innovations and challenges presented by Tagbo Alex and Rohan Raut at the University of applied sciences Berlin in 2010
Big M Conference - Future Mobile InnovationsPaul Golding
This document discusses future trends and opportunities in mobile innovation. It provides 10 tricks for succeeding in mobile, including: (1) Innovate where it matters by focusing on key trends, (2) Experiment and start even if most startups fail, and (3) Lower user friction by building towards customers' needs. It also examines shifts in the balance of power to experience platforms and cloud computing. Emerging areas like augmented reality, sensors, and identity/privacy are tipped as possible mobile 3.0 inflection points.
Ju-Chun Ko received his Ph.D. in Computer Science from National Taiwan University in 2012, with a background in digital media design. He co-founded an app company called Linkwish and organized developer workshops in Taiwan. Ko has received awards for his interactive works combining art and technology and has served as a consultant for the Taiwanese government. He is currently fulfilling his military service in Taiwan and is open to job and academic opportunities abroad after November 2013.
Mobile Learning Guide App: Webinar for Training MagazineLearnedadlmobile
The ADL Mobile Learning Team recently released a mobile version of their mLearning Guide on the web and in various mobile platforms and app stores using the jQuery Mobile framework and PhoneGap.
Apple is known for innovative products like the iPhone, iPad, and Mac computers. They follow an interactive innovation model that considers technology possibilities, market demands, and what customers desire. Under CEO Steve Jobs, Apple prioritized innovation through idea sourcing, design thinking, and a focus on the customer experience. Looking ahead, current CEO Tim Cook plans new products like an Apple smartwatch and TV while maintaining Apple's position as a leading innovator.
The document discusses the concept of a "tech-nowist" as someone who embraces change, experiments with new technologies, and leverages them for competitive advantage. It outlines a 4-step process for being a tech-nowist: understand available technology, experiment with it, learn from experiments, and leverage learnings. The rest of the document discusses forces driving change like the accelerating rate of technological growth and the rise of a new digital generation. It emphasizes the need for companies and leaders to think differently, inspire innovation, and prepare for an unpredictable future.
Doing Business in the Digital Era...Are You Mobile Ready?
Presentation given by Don Tomoff of Thornhill Financial at the Lakeland Small Business Symposium on May 15, 2012.
Women in Free Software (MUSAC, León, 2010)Miriam Ruiz
The document discusses women's participation in free and open source software communities. It notes that according to studies, women make up only about 10-15% of free software developers, compared to being over 50% of the general population. It explores some possible reasons for this disparity, such as influences from the educational system, social environment, lack of role models, and sexist attitudes within some communities. The document also discusses examples of influential women in technology history to counter common misconceptions. Overall, it aims to bring awareness to the lack of diversity in free software communities and potential barriers that may discourage greater participation from women.
From a talk on BlackBerries and iPods I gave for Mount Royal College’s Faculty Professional Development retreat in Banff. The two technologies were discussed somewhat separately. The focus of the Blackberry part of the presentation was the idea that this type of device allows for the withdrawal from co-present interactions to engage in technologically-mediated communication via these devices. The focus of the iPod portion of the presentation was on the way that iPods are used as a way of inhabiting the spaces that people move between. Using anthropologist Marc Auge’s idea of “ordeals of solitude” in non-places (spaces without meaning formed in relation to certains ends such as transport and commerce), I argued that iPods provide a way of aestheticizing the spaces their users move through and thus help them cope with an underwhelming environment.
Mashable.com how-tech-will-transform-the-traditional-classroomTL Lee
The document discusses how technology like the iPad can transform traditional classrooms. It provides examples of how the iPad can be used as a digital whiteboard, for typing assignments, and remote presentations. However, it also notes obstacles to progress like outdated teaching methods, political and cultural issues, and filtering policies. It argues technology alone cannot fix education and a holistic approach is needed that addresses core issues and allows new ways of learning.
The document summarizes the portfolio of an interactive design student named Matt Molloy. It includes examples of topics covered like web design, semiotics, graphic design, and ambient marketing strategies. It also describes how students are taught how interaction design relates to interface design and the expanded field of design. Students conduct research on designers working in interactive design and present on topics like Jonathan Ive, Don Norman, human factors, and ergonomics. The portfolio shows how interaction design aims to create meaningful relationships between people and the products/services they use.
The document discusses Apple's marketing strategies targeting college students. It provides insights from a survey of over 200 Apple users, including that half use their Macs 16-24 hours per week and look for long battery life. Advertising ideas are proposed, including showing a student unable to finish a paper on a dying PC but able to on a Mac. The creative brief outlines convincing students that MacBooks are worth the investment due to discounts, features like battery life, and quality.
This document summarizes key techniques used in Steve Jobs' presentations based on a live presentation by Carmine Gallo. It discusses how Jobs develops a messianic sense of purpose, plans in analog before using technology, introduces antagonists to engage audiences, uses simple visuals over words, creates emotionally charged "holy shit" moments, masters stage presence through practice, and has fun to inform and entertain audiences. The overall message is that adopting some of Jobs' storytelling and presentation techniques can help make ideas stand out.
Apple Study: 8 easy steps to beat Microsoft (and Google)Charles-Axel Dein
Apple has used 8 steps to beat competitors like Microsoft and Google:
1) Believe in simplicity through minimalist design.
2) Design a full integrated experience with their hardware, software, digital content and services.
3) Lock customers into their ecosystem through services like iTunes that encourage purchasing more Apple products.
4) Sell high-margin hardware products like the iPhone and iPad to generate most of their profits.
5) Cross-sell their various product lines to different customer segments through their appealing brand.
6) Balance control over their ecosystem with partnerships by allowing some third-party services and applications.
7) Think differently about the future of computing by pioneering new mobile devices and a more cloud
Apple Computer sued Microsoft and Hewlett-Packard for copyright infringement related to visual elements in the Apple Lisa and Macintosh operating systems that were similar to elements in Microsoft and HP's systems. The district court found that Apple had licensed Microsoft to use certain elements, so infringement could not be based on licensed similarities. The court also found that unlicensed similarities arose from common ideas or their logical extensions, not substantial copying of Apple's expression. Therefore, the court ruled against Apple's infringement claims.
This document outlines 7 steps for Apple to beat Microsoft: 1) believe in simplicity, 2) design full experiences, 3) sell at a premium, 4) balance control and freedom, 5) think different, 6) assess risks and competition, 7) make no mistakes. It discusses Apple's vision-driven design process and focus on user needs. Apple takes a holistic approach to business, products, UX, finance, and marketing. It focuses on a lean product line and manages technological and consistency risks. Apple's vertical integration hides technical complexity, ensures quality, and allows independent innovation. It sells high-margin hardware and has greater margins than competitors. The document also covers Apple's failures in the 1980s and vision for
Apple Inc. is an American technology company headquartered in Cupertino, California that designs, develops, and sells consumer electronics, computer software, and personal computers. It was founded in 1976 by Steve Jobs and Steve Wozniak. Some of Apple's major products include the Macintosh line of computers, the iPod, the iPhone, and the iPad. The company is organized into divisions focused on hardware, software, and services. Apple has a strong brand and loyal customer base due to its innovative design approach and emphasis on simplicity, usability, and user experience. It faces competition from other technology companies but has experienced significant growth in recent years.
Apple is a vertically integrated company that produces IT products like the IMac, iPad, iPhone, and iPod. It was founded by Steve Jobs and has become very popular globally. Apple faces competition from Microsoft, Dell, and Alienware in the PC and software development space. It has a wide demographic of customers but primarily targets males with busy social and work lives. Apple is involved in ongoing legal battles with companies like Samsung regarding patent infringement and design copying.
Big M Conference - Future Mobile InnovationsPaul Golding
This document discusses future trends and opportunities in mobile innovation. It provides 10 tricks for succeeding in mobile, including: (1) Innovate where it matters by focusing on key trends, (2) Experiment and start even if most startups fail, and (3) Lower user friction by building towards customers' needs. It also examines shifts in the balance of power to experience platforms and cloud computing. Emerging areas like augmented reality, sensors, and identity/privacy are tipped as possible mobile 3.0 inflection points.
Ju-Chun Ko received his Ph.D. in Computer Science from National Taiwan University in 2012, with a background in digital media design. He co-founded an app company called Linkwish and organized developer workshops in Taiwan. Ko has received awards for his interactive works combining art and technology and has served as a consultant for the Taiwanese government. He is currently fulfilling his military service in Taiwan and is open to job and academic opportunities abroad after November 2013.
Mobile Learning Guide App: Webinar for Training MagazineLearnedadlmobile
The ADL Mobile Learning Team recently released a mobile version of their mLearning Guide on the web and in various mobile platforms and app stores using the jQuery Mobile framework and PhoneGap.
Apple is known for innovative products like the iPhone, iPad, and Mac computers. They follow an interactive innovation model that considers technology possibilities, market demands, and what customers desire. Under CEO Steve Jobs, Apple prioritized innovation through idea sourcing, design thinking, and a focus on the customer experience. Looking ahead, current CEO Tim Cook plans new products like an Apple smartwatch and TV while maintaining Apple's position as a leading innovator.
The document discusses the concept of a "tech-nowist" as someone who embraces change, experiments with new technologies, and leverages them for competitive advantage. It outlines a 4-step process for being a tech-nowist: understand available technology, experiment with it, learn from experiments, and leverage learnings. The rest of the document discusses forces driving change like the accelerating rate of technological growth and the rise of a new digital generation. It emphasizes the need for companies and leaders to think differently, inspire innovation, and prepare for an unpredictable future.
Doing Business in the Digital Era...Are You Mobile Ready?
Presentation given by Don Tomoff of Thornhill Financial at the Lakeland Small Business Symposium on May 15, 2012.
Women in Free Software (MUSAC, León, 2010)Miriam Ruiz
The document discusses women's participation in free and open source software communities. It notes that according to studies, women make up only about 10-15% of free software developers, compared to being over 50% of the general population. It explores some possible reasons for this disparity, such as influences from the educational system, social environment, lack of role models, and sexist attitudes within some communities. The document also discusses examples of influential women in technology history to counter common misconceptions. Overall, it aims to bring awareness to the lack of diversity in free software communities and potential barriers that may discourage greater participation from women.
From a talk on BlackBerries and iPods I gave for Mount Royal College’s Faculty Professional Development retreat in Banff. The two technologies were discussed somewhat separately. The focus of the Blackberry part of the presentation was the idea that this type of device allows for the withdrawal from co-present interactions to engage in technologically-mediated communication via these devices. The focus of the iPod portion of the presentation was on the way that iPods are used as a way of inhabiting the spaces that people move between. Using anthropologist Marc Auge’s idea of “ordeals of solitude” in non-places (spaces without meaning formed in relation to certains ends such as transport and commerce), I argued that iPods provide a way of aestheticizing the spaces their users move through and thus help them cope with an underwhelming environment.
Mashable.com how-tech-will-transform-the-traditional-classroomTL Lee
The document discusses how technology like the iPad can transform traditional classrooms. It provides examples of how the iPad can be used as a digital whiteboard, for typing assignments, and remote presentations. However, it also notes obstacles to progress like outdated teaching methods, political and cultural issues, and filtering policies. It argues technology alone cannot fix education and a holistic approach is needed that addresses core issues and allows new ways of learning.
The document summarizes the portfolio of an interactive design student named Matt Molloy. It includes examples of topics covered like web design, semiotics, graphic design, and ambient marketing strategies. It also describes how students are taught how interaction design relates to interface design and the expanded field of design. Students conduct research on designers working in interactive design and present on topics like Jonathan Ive, Don Norman, human factors, and ergonomics. The portfolio shows how interaction design aims to create meaningful relationships between people and the products/services they use.
The document discusses Apple's marketing strategies targeting college students. It provides insights from a survey of over 200 Apple users, including that half use their Macs 16-24 hours per week and look for long battery life. Advertising ideas are proposed, including showing a student unable to finish a paper on a dying PC but able to on a Mac. The creative brief outlines convincing students that MacBooks are worth the investment due to discounts, features like battery life, and quality.
This document summarizes key techniques used in Steve Jobs' presentations based on a live presentation by Carmine Gallo. It discusses how Jobs develops a messianic sense of purpose, plans in analog before using technology, introduces antagonists to engage audiences, uses simple visuals over words, creates emotionally charged "holy shit" moments, masters stage presence through practice, and has fun to inform and entertain audiences. The overall message is that adopting some of Jobs' storytelling and presentation techniques can help make ideas stand out.
Apple Study: 8 easy steps to beat Microsoft (and Google)Charles-Axel Dein
Apple has used 8 steps to beat competitors like Microsoft and Google:
1) Believe in simplicity through minimalist design.
2) Design a full integrated experience with their hardware, software, digital content and services.
3) Lock customers into their ecosystem through services like iTunes that encourage purchasing more Apple products.
4) Sell high-margin hardware products like the iPhone and iPad to generate most of their profits.
5) Cross-sell their various product lines to different customer segments through their appealing brand.
6) Balance control over their ecosystem with partnerships by allowing some third-party services and applications.
7) Think differently about the future of computing by pioneering new mobile devices and a more cloud
Apple Computer sued Microsoft and Hewlett-Packard for copyright infringement related to visual elements in the Apple Lisa and Macintosh operating systems that were similar to elements in Microsoft and HP's systems. The district court found that Apple had licensed Microsoft to use certain elements, so infringement could not be based on licensed similarities. The court also found that unlicensed similarities arose from common ideas or their logical extensions, not substantial copying of Apple's expression. Therefore, the court ruled against Apple's infringement claims.
This document outlines 7 steps for Apple to beat Microsoft: 1) believe in simplicity, 2) design full experiences, 3) sell at a premium, 4) balance control and freedom, 5) think different, 6) assess risks and competition, 7) make no mistakes. It discusses Apple's vision-driven design process and focus on user needs. Apple takes a holistic approach to business, products, UX, finance, and marketing. It focuses on a lean product line and manages technological and consistency risks. Apple's vertical integration hides technical complexity, ensures quality, and allows independent innovation. It sells high-margin hardware and has greater margins than competitors. The document also covers Apple's failures in the 1980s and vision for
Apple Inc. is an American technology company headquartered in Cupertino, California that designs, develops, and sells consumer electronics, computer software, and personal computers. It was founded in 1976 by Steve Jobs and Steve Wozniak. Some of Apple's major products include the Macintosh line of computers, the iPod, the iPhone, and the iPad. The company is organized into divisions focused on hardware, software, and services. Apple has a strong brand and loyal customer base due to its innovative design approach and emphasis on simplicity, usability, and user experience. It faces competition from other technology companies but has experienced significant growth in recent years.
Apple is a vertically integrated company that produces IT products like the IMac, iPad, iPhone, and iPod. It was founded by Steve Jobs and has become very popular globally. Apple faces competition from Microsoft, Dell, and Alienware in the PC and software development space. It has a wide demographic of customers but primarily targets males with busy social and work lives. Apple is involved in ongoing legal battles with companies like Samsung regarding patent infringement and design copying.
Apple is a global technology company headquartered in Cupertino, California. It designs, develops, and sells consumer electronics, computer software, and online services. Some of Apple's major products include the iPhone, iPad, Mac computers, Apple Watch, Apple TV, and iTunes. Tim Cook currently serves as CEO. In 2017, Apple reported $229 billion in revenue and $48 billion in profits. Apple's main competitors are Samsung, Amazon, Microsoft, and Google. The company's vision is to be the global leader in the consumer electronics industry. Apple focuses on innovative hardware, software, and services, unique design, and creating an excellent customer experience through its products and services.
Apple Inc. is a multinational technology company that designs and sells consumer electronics, computer software, and personal computers. Some of Apple's most popular products include the Macintosh line of computers, the iPod, iPhone, and iPad. Over the past few decades, Apple has experienced both success and struggles but is now the largest technology company in the world by revenue. The presentation provides a history of Apple's innovations from 1976 to the present day under the leadership of Steve Jobs and Tim Cook.
Apple project presentation by zia mba 4Fiaz Hassan
Apple is an innovative company that manufactures and sells consumer electronic devices like computers, phones, and media players. It has developed many products that advanced technology and created new consumer needs. Apple's mission is to provide the best personal computing experience through innovative hardware, software, and internet offerings. It sells products like Macs, iPads, iPhones, Apple TVs, and software. Some famous ad campaigns include "Think Different" and "Get a Mac".
Here are the key advantages of using an iPod:
- Portability. iPods are compact, lightweight devices that allow users to carry their entire music library with them and listen on the go. This portability factor has been a major driver of iPod's popularity.
- Storage capacity. Modern iPods can store thousands of songs, audiobooks, videos, etc. This vast storage means users do not need to manage limited space on their devices.
- Ease of use. iPods have intuitive, user-friendly interfaces that make it simple to browse, select, and play content. Navigation is generally straightforward.
- Connectivity. iPods can connect to computers for sync
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.
This strategic management report analyzes Apple Inc. It provides an introduction to Apple's history and products. It then analyzes Apple's vision/mission, values, strategies over time, and culture. The report also performs a PESTEL analysis, identifying political, economic, social, technological, environmental, and legal factors impacting Apple. Finally, it presents a SWOT analysis, identifying Apple's strengths (innovative products, brand reputation), weaknesses (high prices, limited compatibility), opportunities (expanding into new markets), and threats (intense competition). The overall analysis examines Apple's past strategies and strategic challenges to understand how it achieved success competing in technology markets.
The user experience team focuses on improving user experiences through careful attention to visual design, information architecture, usability testing and other methods. This includes simplifying interfaces, ensuring key tasks can be accomplished easily and obsessively focusing on details. The goal is to make products more useful and usable for customers rather than simply adding new features.
Sock Le Blue restaurant needs to upgrade its POS system to address speed and usability issues. The owner wants to purchase Apple iPads but seeks an analysis comparing it to competitors. An analysis finds the iPad to be the frontrunner in touchscreen technology due to its speed, usability, and market leadership. While iPads have some weaknesses, such as cost and learning curve, the analysis recommends adopting iPads for the restaurant's POS system.
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.
Steve Wozniak co-founded Apple Inc. in 1976 with Steve Jobs. What began as a small startup in a garage grew to become one of the largest companies in the world thanks to Wozniak's engineering genius and Jobs' business savvy.
Steve Wozniak was a technical wizard who designed the first Apple computers that were small, affordable and easy to use. His innovative designs revolutionized the personal computer industry and helped launch the technology revolution. In 1976, Wozniak created the Apple I, the first personal computer, essentially creating the PC market. It was the
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.
Apple - The ‘Steve Jobs Magic’ In Product InnovationRahul Senapati
The document discusses Steve Jobs and his approach to product innovation at Apple. It describes how Jobs understood the target consumer community and designed products specifically for them. It discusses how Jobs wanted to create interconnected ecosystems of lifestyle devices and prioritized creating an emotional response in customers. Jobs focused on strong product differentiation, a small number of highly designed products, and innovating existing technologies to create "Wow" products, rather than inventing new ones.
The document analyzes Apple and Nokia across different dimensions of innovation using the "Service Innovation Triangle" framework, which includes resources, management, and value. It shows how Apple outperformed Nokia in areas like customer experience, technology, brand, business model, and ecosystem/value proposition. In contrast, Nokia struggled with aspects such as culture, service systems, and a focus on devices rather than platforms. This led to Apple's success with the iPhone and ecosystem while Nokia lost smartphone market share and was eventually acquired by Microsoft.
Fringe User Experience: Designing for the Future Kristin Low
Before Wearables and the Internet of Things (IoT), designing for Mobile was "the next big thing." While Mobile devices have proliferated faster than anyone anticipated, our practice as User Experience designers is still lagging: put simply, we're still figuring this out. But when the medium of our profession is advancing faster than the principles that underpin it, how do we evolve as practitioners? Is the future of UX tied to keeping up with the latest technology only, or is there something deeper to the practice of UX which needs to be identified and developed to help us make sense of the rapidly unfolding future?
In this keynote address, Hong Kong based User Experience practitioner, facilitator and trainer Kristin Low will explore the future of User Experience - Fringe UX - and what the rapid advances in technology mean for our practice as User Experience professionals.
Similar to Apple : 8 easy steps to beat Microsoft (and Google) (20)
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
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Apple : 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