Presentation on apple explaining the evolution of the brand from its beginning to the current position in the world along with their competitors, strength and weakness.....steve jobs along with his life flow and about the apple market share worldwide and current ceo tim cook with the latest updates of the brand
Presentation on apple explaining the evolution of the brand from its beginning to the current position in the world along with their competitors, strength and weakness.....steve jobs along with his life flow and about the apple market share worldwide and current ceo tim cook with the latest updates of the brand
Within one year of its formation, the eLC (eLearning Consortium) has become one of the largest such organizations in the Region.
with 400+ entity members, covering all Stakeholders in eLearning, from Parents to Students to ISPs to Educators, to Publishers, to Hardware and software vendors. It has successfully run multiple campaigns and projects.
This document outline the vision and the core value of the organization
as well as its initiatives to drive the digital revolution in the Learning.
Within one year of its formation, the eLC (eLearning Consortium) has become one of the largest such organizations in the Region.
with 400+ entity members, covering all Stakeholders in eLearning, from Parents to Students to ISPs to Educators, to Publishers, to Hardware and software vendors. It has successfully run multiple campaigns and projects.
This document outline the vision and the core value of the organization
as well as its initiatives to drive the digital revolution in the Learning.
ALT-C 2012 Mainstreaming grass roots innovation in open educational practice:...Chris Follows
Process.arts, a grass roots web2.0 open educational environment for sharing day-to-day arts practice and research of staff and students, currently provides a new ‘open learning’ space to the University of the Arts London (UAL) that straddles the institution/educational (formal learning) environment and the social (informal learning) environment. It creates an ‘experimental’ space for open educational practitioners to develop and define a new language for open edu-social practice without conforming or being influenced by pre-existing academic structures and processes. The transition of process.arts into an official UAL service will test this model and raise questions as to how institutions successfully support and develop autonomous and independent grassroots innovation without homogenising innovation.
Background
Chris Follows initially developed Process.arts in 2008 with the support of UAL’s Centre for Learning and Teaching in Art and Design (CLTAD). Chris was awarded a secondment and fellowship to develop his ideas for creating an open educational web environment for arts staff and students to share and cluster rich media content and resources. Process.arts has been maintained and developed by Chris as a sustainable and independent system, through agile experimentation, small project support, voluntary support, stewardship and an open university SCORE fellowship project.
In 2012 UAL began the process of rebuilding its VLE framework, and process.arts was identified as a valuable resource that could fit into the University’s new portfolio of tools; consequently, process.arts is due to be officially introduced as a supported ‘service’ in September 2012.
However, the structure of process.arts does not map onto courses; meta data links user-generated pieces of openly licensed text, image, video and audio content together through individual profiles and subject specific interest groups. Like many web2.0 environments used for education, process.arts can neither really be described as a repository nor as a VLE. Because of this it provides a novel and alternative VLE environment that encourages and supports rich media experimentation and informal learning, a welcome alternative for many to commercial alternatives.
Conversion to a full service will provide a firm foundation for long term stability, integration wth other systems, support and growth. The project team is in the process of integrating the current informal agile development approach into a more formal in-house system. The team are addressing outstanding bugs, monitoring user interface changes and identifying outstanding functionality. There will inevitably be some loss of agile spontaneity although we aim to retain the overall grass root
Title: Mainstreaming grass roots innovation in open educational practice: benefits and challenges (ID 171)
Authors: Chris Follows
Affiliation: University of the arts London, DIAL & SCORE open University
Theme:
Makerspaces and the “maker movement” abroad are already widely known. SparkLab is set to be the first of it’s kind here in the Philippines – a makerspace complete with the needed machines and technical support ready to cater to startup businesses and students who wants to bring their ideas to life.
Building product ideas in collaboration with maker and startup community is now made possible with SparkLab.
This presentation is delivered as part of the Faculty training program at Kristu Jayanthi College, Bangalore. The intent was to help students build competency and contribute to open source projects. Also which will eventually help them to build professional career in open source connected domains.
This event was organized by the SODA Foundation and lots of fabulous speakers delivered the series. Thank you SODA!!!!
It Takes 2 to Make a Thing Go Right: Jessica L'Esperance and Erin Scime Talk ...Erin Scime
When it comes to building mobile products it takes a tight collaboration between content and design. Mobile users are task driven, want localized information, and have multiple elements around them competing for their attention. Design can't meet the users needs by merely creating a lovely interface, and content strategy can't tailor content independent of the device constraints.
Together, Content Strategists and Designers can optimize the user experience for mobile to ensure the products are useful and usable.
Through a case study, we share our method for co-owning the product creation and putting siloed design to bed.
Empowering Teachers with More Pluggable Educational TechnologyCharles Severance
Teachers are often greatly limited in the educational technology they can use in their classes because it becomes increasingly complex to use on the web software from many different vendors. Students must get a separate account for each new system, teachers need to jump between systems to assess and grade student work and transfer grades between the different systems.
Thorough the IMS Global Learning Consortium (www.imsglobal.org), the marketplace is developing standards that will allow course rosters and roles to be moved from one system to another and for graded to be moved between systems without rewiring hand-copying of data between systems. The new standard is called 'IMS Learning Tools Interoperability'. For example if your school uses Moodle and you would like to use www.chemvantage.org for Chemistry homework, you can simply 'plug' ChemVantage into Moodle and the rest is handled automatically.
This presentation will introduce IMS Learning Tools Interoperability at a very high level and show some demonstrations of it working with Sakai, Moodle, and Blackboard.
Speaker: Dr. Charles Severance
University of Michigan School of Information
http://www.dr-chuck.com/
twitter: @drchuck
Bio/Pictures: http://www.dr-chuck.com/dr-chuck/resume/bio.htm
Case of Apple following the Marketing lectureAbishekXavier2
Certainly! Here’s a 3000-character description of Apple's marketing strategy following a marketing lecture:
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Apple Inc., renowned for its innovative products and strong brand, provides an exemplary case study in effective marketing strategies. Following the principles of a marketing lecture, Apple's approach can be dissected into several key components:
1. **Product Differentiation and Innovation**:
Apple consistently focuses on differentiating its products through innovative technology and design. The company's flagship products, such as the iPhone, iPad, and MacBook, stand out in the market due to their unique features, sleek designs, and cutting-edge technology. This differentiation is not just in hardware but also in the seamless integration of software and services, creating a comprehensive ecosystem that enhances user experience.
2. **Brand Loyalty and Perception**:
Apple has cultivated a strong brand loyalty among its customers. This loyalty is built on a foundation of consistent quality, reliable performance, and a premium brand image. Apple’s marketing emphasizes the lifestyle and identity associated with its products, which resonates deeply with consumers. The "Think Different" campaign and the minimalist design of Apple stores contribute to a perception of exclusivity and sophistication.
3. **Customer-Centric Approach**:
Apple's marketing strategy is highly customer-centric. The company prioritizes understanding its customers' needs and preferences, often creating products that customers didn’t even know they needed. This proactive approach is supported by extensive market research and feedback mechanisms. Apple also excels in customer service, ensuring a positive experience at every touchpoint, from purchasing to after-sales support.
4. **Integrated Marketing Communications (IMC)**:
Apple employs a cohesive IMC strategy, ensuring that all marketing channels convey a consistent message. This includes advertising, public relations, social media, and in-store experiences. The launch events for new products are meticulously planned and executed, generating immense media coverage and consumer excitement. Apple’s advertisements focus on simplicity and emotion, highlighting the product’s benefits rather than technical specifications.
5. **Strategic Pricing**:
Apple adopts a premium pricing strategy, reflecting the high value and quality of its products. This strategy reinforces the brand’s premium image and ensures high profit margins. Despite the higher prices, Apple products are perceived as worth the investment due to their superior performance, design, and integration with the Apple ecosystem.
6. **Distribution Channels**:
Apple controls its distribution channels tightly to maintain the quality of the customer experience. Products are sold through Apple’s own retail stores, online store, and authorized resellers. The retail stores are not just points of sale but also brand ambassadors, offering a space.
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
1. Topic
Submitted to – Dr Ashwini K. Verma Sir
Submitted By – Rishikesh R. Lingayat
1
Apple
Inc.
2. Acknowledgements
A project is a golden opportunity for learning and self development. I
consider myself very lucky and honored to have so many wonderful people
lead me through in completion of this project.
My grateful thanks to (PAWAN.GODARA, B.B.A) who in spite of
being extraordinarily busy with his duties, took time out to hear, guide and
keep me on the correct path. I do not know where I would have been
without him. A humble ‘Thank you’
Prof.( Dr. ASHWINI K. VERMA) whose patience I have probably
tested to the limit. He was always so involved in the entire process, shared
his knowledge, and encouraged me to think. Thank you, Dear Sir.
I would like to thanks Mr.(RAM.BAJAJ,RNBGLOBAL
UNIVERSITY) for his efforts and help provided to me to get such an
excellent opportunity.
Last but not the least there were so many who shared valuable
information that helped in the successful completion of this project.
(RISHIKESH.R.LINGAYAT)
2
3. Table of contents
• Introduction…………………………………………………………………………4
• History…………………..…………………………………………………………….6
• Timeline of Apple product………………………………………………..……7
• Product Overview…………………………………………………………….…..8
• Corporate Strategy…..……………………………………………………….….10
• Distribution Channels and Strategy.……………………………………...12
• Environmental Record………………………………………………………….19
• Conclusions & Recommendations………………………………………….20
• References…………………………………………………………………………..21
3
4. Introduction
• Apple Inc. is an American multinational corporation that designs and
markets consumer electronics, computer software, and personal
computers. The company’s best-known hardware products include the
Macintosh line of computers, the iPod, the iPhone and the iPad. Apple
software includes the Mac OS X operating system, the iTunes media
browser; the iLife suite of multimedia and creativity software; the iWork
suite of productivity software. As of August 2011, Apple is the largest
company in the world by market capitalization and, therefore, also the
most valuable technology company in the world, ahead of Microsoft.
4
•Founded:1st April 1976; 41 years ago
•Headquarters: Apple Campus, 1 Infinite Loop,
Cupertino, California, U.S
•Founders: Steve Jobs, Steve Wozniak, Ronald
Wayne
•No. of locations: 498 retail stores (2017)
•Key people: Arthur D. Levinson (Chairman),
Tim Cook (CEO), Jonathan Ive (CDO), Luca
Maestri (CFO), Jeff Williams (COO)
5. • Apple Inc.’s world corporation headquarters are located
in the middle of Silicon Valley, at 1 Infinite Loop,
Cupertino, California. This Apple campus has six
buildings that total 850,000 square feet (79,000 m2)
and was build in 1933 by Sobrato Development Cos.
5
6. History
• 1969-1984: Jobs and Wozniak
• 1985-1997: Sculley, Spindler, Amelio
• 1997-2001: Apple’s comback
• 2001-2007: iPods, iTunes store, Intel transition
• 2007-2011: Apple Inc., iPhone, iOs, iPad
• 2011-present: Reconstruction and Apple Watch
6
10. Product Strategy
10
The company
leverages its
unique ability
to develop its
OS, hardware,
application SW
and services
Superior
ease to
use
Seamless
integratio
n
Innovatio
n
industrial
design
•Multi-touch
interface
•Click wheel
•Mac OS X
operative system
developed in-
house
•Dedicated
software and
drivers
•All time design
icon: iPod, iMac
•The greatest
electronic
company
11. Targets
11
Consumer & SME
Education
Enterprise, Gov. &
Creative
•75% of overall sales
•Short lived product
•Emotional Buying
•Highly sensible to purchasing
experience
•Emphasis on simplicity & reality
•Typical solutions consists in one laptop
for every student and teacher, along with
the installation of a wireless network
•Require high-power computing
performance
•Need high integrations & service level
12. Distribution channels & strategy
12
Apple
Online store Retail store
Final
Customer
Final
Customer
Final
Customer
Retailer
Final
Customer
Final
Customer
Added Value
Reseller
Retailer
Direct Sales
force
Third Party
Wholesaler
17. Apple’s goals
17
Growth
Convey value
Gold Standard
•95% of customers don’t even consider Apple
•Huge growth possibilities for superior products
•In shops products are fully exposed and
operational
•Matches perfectly the “hit product” strategy
•Set the standard for Apple buying experience
•Inspiration and support to Resselers
19. Environmental record
• Greenpeace, an environmental organization, has confronted
Apple on various environmental issues, including promoting a
global end-of-life take-back plan, non-recyclable hardware
components, and toxins within the iPhone hardware.
• In Greenpeace’s Guide to Greener Electronics that scores
electronics, manufactures on their policies regarding toxic
chemicals, recycling and climate change. Apple ranked 9th out
of 18 leading electronic makers on October 2010 with a score
of 4.9/10.
• All Apple computers also have EPEAT Gold status.
19
20. Conclusions & Recommendations
• The hardware market will be increasingly
undifferentiated
• Devices can be used as Trojan horse for introducing
standards (iTunes)
• A migration towards services could be inevitable
20