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 Study: 8 easy steps to beat Microsoft (and Google)Ouriel Ohayon
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
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.
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/
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.
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.
Analysis on Apple's achievements, innovations and challenges presented by Tagbo Alex and Rohan Raut at the University of applied sciences Berlin in 2010
Apple Study: 8 easy steps to beat Microsoft (and Google)Ouriel Ohayon
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
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.
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/
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.
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.
Analysis on Apple's achievements, innovations and challenges presented by Tagbo Alex and Rohan Raut at the University of applied sciences Berlin in 2010
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.
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.
Designing the New Android Experience - The Golden Age of AndroidMutual Mobile
Mutual Mobile's Android design tips for the new Android experience. Written by the author of the original Android Human Interface Guidelines, this piece explores how Ice Cream Sandwich and Jelly Bean (Android 4.0 - 4.2) have transformed everything we thought we knew about Android. For more on mobile design, development, and strategy, visit www.mutualmobile.com
The document discusses Microsoft Vista and its usability problems from multiple perspectives. It summarizes that while Vista had improvements, its usability issues negatively impacted adoption rates. This was due to poor first-time user experience, incompatibility with some software/hardware, and high system requirements. Security features like UAC were criticized for prioritizing protection over productivity and annoying users. Overall, Vista struggled to gain momentum due to usability perceptions spreading online and increased competition.
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.
This document provides an overview and recommendations for purchasing laptops, tablets, and interactive whiteboards for educational use. It includes terminology for key components and features of each technology. Reviews and specifications are given for sample products, such as the Apple iPad, HP Envy laptop, and MimioTeach interactive system. The document recommends the MacBook laptop for quality and software, waiting to purchase a tablet until updated models are released, and choosing the lower-cost Mimio system to outfit more classrooms with interactive whiteboards.
The document discusses how work is moving to a post-PC era with the rise of mobile devices. It notes that mobile internet usage and video traffic are growing rapidly. Organizations need to support collaboration on any device from anywhere. Cisco is positioned as a leader in unified communications and offers solutions like Cisco Jabber that allow collaboration from any device and integration with cloud partners.
This document provides information about designing mobile apps, including:
1. It discusses tools that can be used to create mock-up designs for mobile apps, such as paper, pen, and digital mock-up tools.
2. It outlines several key differences between designing for mobile versus desktop, such as smaller screens, touch interfaces, and varying operating systems and devices.
3. It emphasizes the importance of usability testing and designing for the specific affordances and guidelines of each mobile operating system. Tailoring designs for different platforms rather than using a "one size fits all" approach is recommended.
Anne Thomas Manes Using User ExperienceSOA Symposium
This document provides an agenda for a presentation on using user experience in service-oriented architecture. It discusses common user experience problems like feature saturation and application design issues. The document recommends integrating anthropologists into the development process to better understand users, and increasing system flexibility to manage complexity and decrease coupling.
Moglue is an interactive ebook creation platform that allows content creators to easily turn their content into interactive ebooks that can be published to iOS and Android. It aims to lower the cost and time required for creation while providing excellent interactivity and usability. Moglue has raised $1 million in funding and sees opportunities in growing markets like eLearning and Android tablets. It is currently seeking $3 million in Series A funding to expand its team and developer platform.
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.
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.
Google Chrome: Free Software as a launching platformCharles-Axel Dein
More information on http://d3in.org/en/pages/memoire
Google has chosen to release Chrome as Free and Open Source Software (FOSS) in order to achieve two goals.
Protect its businesses. FOSS is used to foster Chrome’s market penetration, which will in turn encourage the diffusion of innovation in the web value chain. It is in the firm’s interest to make the Internet grow: since it has been able to privatise the Internet, growth means increased audience, which will help Google sell advertisements (97% of its revenues) and gather information (via crowdsourcing and behavioural marketing).
Prepare an offensive in cloud computing. FOSS in Chrome shows that Google aims to be a leader in the cloud computing paradigm. It will be able to license its web-applications and diversify its revenues.
Chrome is FOSS because it will not generate value by itself. Its purpose is to serve as a launching platform for innovation in the Internet. These innovations will indirectly generate cash-flows.
The goal of this presentation is to broaden your knowledge of Python, exploring some concepts and techniques you might have never heard about. I won't go into too much detail, the goal is only to inspire you to research those features and patterns.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain that maximize cash flow. These digital advantages have allowed Amazon to outperform competitors and achieve massive growth over its history.
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.
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.
Designing the New Android Experience - The Golden Age of AndroidMutual Mobile
Mutual Mobile's Android design tips for the new Android experience. Written by the author of the original Android Human Interface Guidelines, this piece explores how Ice Cream Sandwich and Jelly Bean (Android 4.0 - 4.2) have transformed everything we thought we knew about Android. For more on mobile design, development, and strategy, visit www.mutualmobile.com
The document discusses Microsoft Vista and its usability problems from multiple perspectives. It summarizes that while Vista had improvements, its usability issues negatively impacted adoption rates. This was due to poor first-time user experience, incompatibility with some software/hardware, and high system requirements. Security features like UAC were criticized for prioritizing protection over productivity and annoying users. Overall, Vista struggled to gain momentum due to usability perceptions spreading online and increased competition.
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.
This document provides an overview and recommendations for purchasing laptops, tablets, and interactive whiteboards for educational use. It includes terminology for key components and features of each technology. Reviews and specifications are given for sample products, such as the Apple iPad, HP Envy laptop, and MimioTeach interactive system. The document recommends the MacBook laptop for quality and software, waiting to purchase a tablet until updated models are released, and choosing the lower-cost Mimio system to outfit more classrooms with interactive whiteboards.
The document discusses how work is moving to a post-PC era with the rise of mobile devices. It notes that mobile internet usage and video traffic are growing rapidly. Organizations need to support collaboration on any device from anywhere. Cisco is positioned as a leader in unified communications and offers solutions like Cisco Jabber that allow collaboration from any device and integration with cloud partners.
This document provides information about designing mobile apps, including:
1. It discusses tools that can be used to create mock-up designs for mobile apps, such as paper, pen, and digital mock-up tools.
2. It outlines several key differences between designing for mobile versus desktop, such as smaller screens, touch interfaces, and varying operating systems and devices.
3. It emphasizes the importance of usability testing and designing for the specific affordances and guidelines of each mobile operating system. Tailoring designs for different platforms rather than using a "one size fits all" approach is recommended.
Anne Thomas Manes Using User ExperienceSOA Symposium
This document provides an agenda for a presentation on using user experience in service-oriented architecture. It discusses common user experience problems like feature saturation and application design issues. The document recommends integrating anthropologists into the development process to better understand users, and increasing system flexibility to manage complexity and decrease coupling.
Moglue is an interactive ebook creation platform that allows content creators to easily turn their content into interactive ebooks that can be published to iOS and Android. It aims to lower the cost and time required for creation while providing excellent interactivity and usability. Moglue has raised $1 million in funding and sees opportunities in growing markets like eLearning and Android tablets. It is currently seeking $3 million in Series A funding to expand its team and developer platform.
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.
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.
Google Chrome: Free Software as a launching platformCharles-Axel Dein
More information on http://d3in.org/en/pages/memoire
Google has chosen to release Chrome as Free and Open Source Software (FOSS) in order to achieve two goals.
Protect its businesses. FOSS is used to foster Chrome’s market penetration, which will in turn encourage the diffusion of innovation in the web value chain. It is in the firm’s interest to make the Internet grow: since it has been able to privatise the Internet, growth means increased audience, which will help Google sell advertisements (97% of its revenues) and gather information (via crowdsourcing and behavioural marketing).
Prepare an offensive in cloud computing. FOSS in Chrome shows that Google aims to be a leader in the cloud computing paradigm. It will be able to license its web-applications and diversify its revenues.
Chrome is FOSS because it will not generate value by itself. Its purpose is to serve as a launching platform for innovation in the Internet. These innovations will indirectly generate cash-flows.
The goal of this presentation is to broaden your knowledge of Python, exploring some concepts and techniques you might have never heard about. I won't go into too much detail, the goal is only to inspire you to research those features and patterns.
Amazon has used three digital engines to reshape and dominate retail: 1) No limits on inventory through limitless categories and third-party sellers, 2) Customer care on steroids through data-driven personalization and service, 3) High margins and lowest prices through optimized logistics and supply chain that maximize cash flow. These digital advantages have allowed Amazon to outperform competitors and achieve massive growth over its history.
1) The AS 4360 Risk Management Framework provides a systematic process for identifying, analyzing, evaluating and treating risks. It involves establishing the context, identifying risks, analyzing risks, evaluating risks, and treating risks.
2) Tools for managing risks include risk matrices to assess likelihood and impact, and risk registers to document risks, mitigations, and residual risks over time.
3) Standards like ISO/IEC 27002 provide recommendations for managing risks related to data confidentiality, integrity and availability that are also relevant for e-learning projects.
Une présentation, adaptée de celle de Tunis le 26 février, de la problématique des MOOC avec développement de la partie sur les modèles économiques et, en particulier, une comparaison des coûts entre MOOC, SPOC et enseignement traditionnel.
Apple published an 8-step guide for how it beat Microsoft and Google. The steps included believing in simplicity, designing full experiences, locking customers into its ecosystem, selling at a premium through hardware margins, cross-selling its product line, balancing control with freedom through partnerships, thinking differently through innovations like the iPad, and assessing risks from competitors. Apple's focus on vertical integration, seamless user experiences, and high-quality products has driven its success against other tech giants.
Apple : 8 easy steps to beat Microsoft (and Google)Clement Ravouna
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.
Apple has historically taken an integrated, user-centric approach to beat competitors like Microsoft and Google. This involves designing simple yet powerful products, building full user experiences across hardware and software, and leveraging its brand appeal to lock customers into its ecosystem through complementary products. While tightly controlling its platform, Apple has learned to balance this with partnerships that enhance rather than restrict its offerings. It continues innovating by transitioning to new post-PC paradigms like mobile computing and cloud services.
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 by appealing to loyal "iCustomers".
6) Balance control over the ecosystem with partnerships where needed.
7) Think differently about new computing paradigms like mobile and cloud.
8) Continually assess risks from competition while emphasizing Apple's strengths.
Apple published an 8-step guide for how it beat Microsoft and Google. The steps included believing in simplicity, designing full experiences, locking customers into its ecosystem, selling at a premium through hardware margins, cross-selling its product line, balancing control with freedom through partnerships, thinking differently through innovations like the iPad, and assessing risks from competitors. Apple's focus on vertical integration, seamless user experiences, and high-quality products has driven its success against other tech giants.
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 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.
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".
YUDU iPad and iPhone apps for the travel industry - PresentationYUDU Media
Presentation made by YUDU CEO Richard Stephenson highlighting the benefits travel companies can receive from a YUDU developed iPad or iPhone app. The Presentation was made in February 2011 at the Travel Technology Show London.
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 vertically integrated company that produces IT products like the IMac, iPad, iPhone, and iPod. It was founded by Steve Jobs and has grown very popular worldwide. As a vertically integrated company, Apple controls the entire process from design to production to distribution. While this allows Apple to fully control its products, it also means the company is dependent only on itself. Apple faces competition from Microsoft, Dell, and Alienware in the PC and software space. It has a wide demographic of customers but particularly targets busy professionals.
Steve Jobs and Steve Wozniak founded Apple Computer in 1976. Jobs was the visionary who drove Apple's innovative product development while Wozniak was the technical genius. Apple dominates the online music industry with between 66-75% of music downloads and 80% of music players. However, Apple faces lawsuits alleging anti-competitive practices regarding its market dominance. The company's products include Mac computers, iPhones, iPads, iPods, Apple TV, and its software includes Mac OS X, iOS, iLife, and iWork.
Steve Jobs and Steve Wozniak founded Apple in 1976. Jobs was the visionary who drove sales while Wozniak was the technical genius. Apple dominates the online music industry with between 66-75% of music downloads and 80% of music players. However, Apple faces lawsuits alleging anti-competitive practices regarding its market dominance. The company's products include Mac computers, iPhones, iPads, iPods, Apple TV, and related software and services.
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.
Pass the i pad please - 5 Lessons for Creating Great Tablet ExperiencesAnswerLab
As the tablet market continues to grow, so does the need to keep pace with the interaction challenges and opportunities these devices provide. The tablet platform raises unique challenges for developing and testing digital experiences. As a guide for user experience professionals, developers, designers, and product managers, AnswerLab has identified three key trends across our tablet UX research and will provide five lessons for creating tablet experiences, as well as best practices for conducting tablet research.
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.
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
Apple Inc. started in a garage in 1976 and has since revolutionized personal computing and consumer electronics. It produces the iPhone, iPad, Mac computers and iPod. Its stores and online store sell hardware, software and services. Key milestones include the Apple I and II computers, the 1984 Macintosh launch, iPod in 2001, iPhone in 2007 and iPad in 2010. Under Steve Jobs, Apple focused on innovative design and user experience. It faces competition from Android but continues to see strong growth in smartphones and tablets.
Prototyping - 2015 PhillyCHI UX Workshop SeriesMatthew Thomas
Slides for prototyping workshop I facilitated for the 2015 PhillyCHI Workshop Series. Covers overview of prototyping, methods, and considerations when considering prototype fidelity.
Similar to Apple Study: 8 easy steps to beat Microsoft (and Google) (20)
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!
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
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
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
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.
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.
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.
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
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Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
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This case study covers various aspects, including:
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Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
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GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
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Apple Study: 8 easy steps to beat Microsoft (and Google)
1. Apple: 8 Easy Steps to Beat
Microsoft (and Google)
Paris, September 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.
..…….
September 2010 • Apple Study v2 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
..…….
September 2010 • Apple Study v2 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 September 2010 • Apple Study v2 4
5. Step #1: Believe in the simple
Apple: the arrogance of simplicity
..…….
September 2010 • Apple Study v2 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 envisions 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 September 2010 • Apple Study v2 6
7. Case study: iMac (1998)
Simplicity & choices
Simplicity
All-in-one computer
Setup & go
Choices
No floppy disk
No extension stack
..…….
September 2010 • Apple Study v2 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
September 2010 • Apple Study v2 8
9. Step #2: Design a full experience
Apple adopts a comprehensive
approach
..…….
UX: User experience September 2010 • Apple Study v2 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 integrates to UX2 technological choices
control its Financial and consistency at all
customers’ global Marketing layers
experience.
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
2 UX: User Experience
September 2010 • Apple Study v2 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.
..…….
September 2010 • Apple Study v2 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
• 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… September 2010 • Apple Study v2 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.
..…….
September 2010 • Apple Study v2 13
14. Step #3: Lock customers in
iTunes’ goal is to lock the consumer in
..…….
September 2010 • Apple Study v2 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 September 2010 • Apple Study v2 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 September 2010 • Apple Study v2 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 150 m
DRM software invented by Apple, iTunes accounts linked with credit
protecting videos, eBooks, apps2 card (painless buying experience)3
Great customer loyalty (user retention/walled garden)
1 Deutsche Bank. ..…….
2 Thereare no DRM on iTunes Music since 2009.
3 Source: Clayton Morris
September 2010 • Apple Study v2 17
18. Step #4: Sell at a premium
Apple’s revenues come from high
margin hardware products
..…….
September 2010 • Apple Study v2 18
19. Case study: Apple’s profit comes from
margins in hardware (iPad)
$499
Margin:
$200
40 %
$130 (Industry standards)
$70 Cost of sales
Costs of materials and
$2301 manufacturing
..…….
1 Source: iSuppli September 2010 • Apple Study v2 19
20. Big picture: hardware drives
Apple’s gross margin
vs.
iPod iPhone iPhone 3G iPad
40%
33%
28% 29%
23%
2001 2003 2005 2007 2009
Biggest gross margin growth in the industry
..…….
Source: Apple annual reports September 2010 • Apple Study v2 20
21. Step #5: Cross-sell your product line
Apple brand appeal drives its product
line
..…….
September 2010 • Apple Study v2 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. September 2010 • Apple Study v2 22
23. Case study: iPod and iPhone
drive Mac sales
Mac
14 60 iPod and
sales, m
Mac (left axis) iPhone
12 sales, m
iPod (right axis) 50
10 iPhone (right axis)
40
8
30
6
20
4
2 10
0 0
2002 2004 2006 2008 2010E
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 September 2010 • Apple Study v2 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
25% 300
% revenue from Apple’s retail stores
Number of Apple stores 250
20%
200
15%
150
10%
100
5%
50
0% 0
2002 2003 2004 2005 2006 2007 2008 2009
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 September 2010 • Apple Study v2 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
..…….
September 2010 • Apple Study v2 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 September 2010 • Apple Study v2 26
27. Step #6: Balance control vs. freedom
Apple needs an ecosystem
..…….
September 2010 • Apple Study v2 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
..…….
September 2010 • Apple Study v2 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 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 September 2010 • Apple Study v2 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) September 2010 • Apple Study v2 30
31. Case study: What is Apple’s vision about
mobile applications?
For 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.
..…….
September 2010 • Apple Study v2 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.” September 2010 • Apple Study v2 32
33. What was Apple’s vision of computing ?
Personal computer
= only digital hub
Applications and UX
= glue
Devices = media
consumption/creation
..…….
September 2010 • Apple Study v2 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.
..…….
September 2010 • Apple Study v2 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. September 2010 • Apple Study v2 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. September 2010 • Apple Study v2 36
37. Fostering a new Apple environment
Decentralisation
Glue = iTunes.com
and MobileMe
Variety of devices
..…….
September 2010 • Apple Study v2 37
38. Step #8: Assess risks and competition
Apple’s notion of control is the
company’s greatest risk
..…….
September 2010 • Apple Study v2 38
39. Overview of Apple, Microsoft and Google
..…….
Source: Google Finance, IPO September 2010 • Apple Study v2 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.
..…….
September 2010 • Apple Study v2 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”. Monetises web streams via ads.
Attacks
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
September 2010 • Apple Study v2 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 September 2010 • Apple Study v2 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
1 BusinessWeek
famous “1984” ads. 2 ..…….
2 Apple’s Mistake by Paul Graham
3 Integrated Development Environment
September 2010 • Apple Study v2 43
44. Conclusion: happily ever after Apple?
Step #9: you can’t afford to make the
slightest mistake?
..…….
September 2010 • Apple Study v2 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
..…….
September 2010 • Apple Study v2 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 redactors:
• Clément Ravouna
• Johan Ismaël
• Charles-Axel Dein
• To our faberNovel contributors:
• Sabrina Distinguin
• Estelle Specque
• Matthieu Lecomte
• Romain Perrier
..…….
September 2010 • Apple Study v2 47
48. Stéphane Distinguin Cyril Vart
Founder & CEO VP Strategy & Development
stephane.distinguin@fabernovel.com cyril.vart@fabernovel.com
Baptiste Benezet
Senior Project Designer
baptiste.benezet@fabernovel.com
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