This file includes the Top 10 Marketing Campaign by Apple wich includes "1984" Super Bowl, THINK DIFFERENT, GET A MAC, SWITCH, APPLE iPOD CAMPAIGN, DIGITAL HUB, DO NOT DISTURB, FACE TIME EVERYDAY, MUSIC EVERYDAY, PHOTO EVERY DAY,
We are pleased to offer you this review of Apple Inc. (NASDAQ: AAPL). This review provides an overview of the post-Jobs era, a period during which Apple has become the world’s most valuable by market capitalization. The review also discusses the challenges for and changes by CEO Tim Cook at Apple since he took the helm in 2011 ...
Apple has been able to triumph through staggering growth and the broad vision of its founder to create a comprehensive and closed ecosystem that imposes its own industrial standards. This has resulted in an extremely powerful brand. However, with its founder gone just over five years ago, can it remain the Apple in the eye of the consumer?
This file includes the Top 10 Marketing Campaign by Apple wich includes "1984" Super Bowl, THINK DIFFERENT, GET A MAC, SWITCH, APPLE iPOD CAMPAIGN, DIGITAL HUB, DO NOT DISTURB, FACE TIME EVERYDAY, MUSIC EVERYDAY, PHOTO EVERY DAY,
We are pleased to offer you this review of Apple Inc. (NASDAQ: AAPL). This review provides an overview of the post-Jobs era, a period during which Apple has become the world’s most valuable by market capitalization. The review also discusses the challenges for and changes by CEO Tim Cook at Apple since he took the helm in 2011 ...
Apple has been able to triumph through staggering growth and the broad vision of its founder to create a comprehensive and closed ecosystem that imposes its own industrial standards. This has resulted in an extremely powerful brand. However, with its founder gone just over five years ago, can it remain the Apple in the eye of the consumer?
A management analysis for Apple Inc within the framework of Strategic Management course for the MSc in Oil & Gas Technology of School of Engineering Technology
Department of Petroleum & Natural Gas Technology - KavTech.
(Graham Brown mobileYouth) Blackberry, Beachheads, Students and FanspottingGraham Brown
Graham Brown of www.YouthResearchPartners.com shares how Blackberry can extend its Beachhead strategy into the student market and win this influential segment. This presentation is from the Webinar (click to view recorded presentation)
http://www.brighttalk.com/webcast/21067
This presentation is an exploration of the effects of interactive language DVDs on an adolescent's ability to speak and learn languages through a variety of research methods.
Presented by Ryan Giviens.
Each technological age has been marked by a shift in how the industrial platform enables companies to rethink their business processes and create wealth. In the talk I argue that we are limiting our view of what this next industrial/digital age can offer because of how we read, measure and through that perceive the world (how we cherry pick data). Companies are locked in metrics and quantitative measures, data that can fit into a spreadsheet. And by that they see the digital transformation merely as an efficiency tool to the fossil fuel age. But we need to stretch further…
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxShiraPrater50
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxaryan532920
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
A management analysis for Apple Inc within the framework of Strategic Management course for the MSc in Oil & Gas Technology of School of Engineering Technology
Department of Petroleum & Natural Gas Technology - KavTech.
(Graham Brown mobileYouth) Blackberry, Beachheads, Students and FanspottingGraham Brown
Graham Brown of www.YouthResearchPartners.com shares how Blackberry can extend its Beachhead strategy into the student market and win this influential segment. This presentation is from the Webinar (click to view recorded presentation)
http://www.brighttalk.com/webcast/21067
This presentation is an exploration of the effects of interactive language DVDs on an adolescent's ability to speak and learn languages through a variety of research methods.
Presented by Ryan Giviens.
Each technological age has been marked by a shift in how the industrial platform enables companies to rethink their business processes and create wealth. In the talk I argue that we are limiting our view of what this next industrial/digital age can offer because of how we read, measure and through that perceive the world (how we cherry pick data). Companies are locked in metrics and quantitative measures, data that can fit into a spreadsheet. And by that they see the digital transformation merely as an efficiency tool to the fossil fuel age. But we need to stretch further…
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxShiraPrater50
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxaryan532920
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
• What is the company offering consumers by launching this product? What segment and
target are served? What needs are covered?
• What variables have been used for market segmentation? Is there any niche?
• Is something extremely different in the new product or just an improvement of a
previous one? Is there any negative attribute that the product is introducing to the
market? Why?
• Is the brand showing/communicating its competitive advantage to consumers? How?
• In your opinion, what are the key aspects that made the launch a success?
• When a new service or product succeeds, competitors react by launching similar
products or services. In this case, do you think that entry barriers for new competitors are
high or low? Why? Analyze competitors’ reactions.
• Go further: What other marketing initiatives could be implemented?
CASE 16 APPLE INC. STILL TAKING A BITE OUT OF THE COMPETIT.docxjasoninnes20
CASE 16 :: APPLE INC.: STILL TAKING A BITE OUT OF THE COMPETITION? C117
CASES
CASE 16
APPLE INC.: STILL TAKING A BITE OUT OF THE COMPETITION?*
On February 11, 2015, Apple Inc. made history by becom-
ing the first U.S. publicly traded company to close above
$700 billion in market value. This put Apple’s value nearly
double that of the next three largest companies in the S&P
500 Index,1 and it firmly established expectations for future
performance. Apple’s market value had grown more than
50,600 percent since its initial public offering in December
1980.2 To satisfy investors, consumers, and company enthu-
siasts, Apple would have to continue to deliver, and doing so
might not be easy. As Apple had grown, the pace of innova-
tion had slowed. There were still opportunities, but would
Apple be the company to see them through to fruition?
The year 2015 was not the first time Apple had wowed
investors. In September 2012 Apple stock had hit a price
high of $702.10, at that time making Apple the most valu-
able company in the world, but the company had not been
able to sustain that lofty valuation. September 2012 had also
marked Tim Cook’s first full year as CEO and the first full
year since the death of Apple’s visionary founder, Steve
Jobs. Although most Apple watchers had mourned Steve
Jobs’s death on October 5, 2011, most also realized that
Jobs’s appointed successor, Tim Cook, came to the position
as CEO with an impressive track record. Cook had contin-
ued to grow the company, and the 2012 year-end numbers
showed continued financial success across almost all prod-
uct lines. However, expectations were still very high, and
rumors of a reduction in Asian supplier component orders
for the iPhone for 2013 led investors to worry about a drop-
off in demand for the company’s flagship product. This
worry led to a subsequent drop in Apple’s stock price of
nearly 24 percent.3
CEO Cook subsequently defused concerns over supply
chain issues, but that didn’t stop analysts and media watch-
ers from wondering whether Apple had lost its luster.4 This
posed yet again the unavoidable question that had loomed
large over the then 35-year-old Apple: What happens to a
modern company whose innovations and inspirations are
so closely tied to the vision of one leader when that lead-
er’s influence is no longer present?5 By 2015, that question
appeared to have been definitively answered: Apple, under
CEO Cook, was not only the most valuable company in
the world but was poised to grow even more (see Exhibits
1 and 2).
Apple, Fortune magazine’s “world’s most admired
company” since 2008,6 had distinguished itself by excel-
ling over the years not only in product innovation but also
in revenue and margins (since 2006 Apple had consistently
reported gross margins of over 30 percent). Founded as
a computer company in 1976 and known early on for its
intuitive adaptation of the graphical user interface, or GUI
(via the first mouse and ...
What smartphones teach us about the radical future of technology, business, ...David Wood
Presentation given by David Wood at Technology Ventures Conference on 23rd June 2014, hosted by CUTEC (Cambridge University Technology Enterprise Club). See http://tvc2014.cutec.org/ for more details about TVC2104.
The 3rd issue of the 1st volume of Magma. This issue covers Government bans export of cotton, Android market rebranded as Google Play, Nokia’s new 41 MP camera phone, IPL Carnival, Winners’ Loss, Innovating for the Community, The second P: Price.
The social life of ideas: From innovation to profitHay Group India
The main challenge in organizational innovation lies in its execution, and not in having more ideas. Top companies create supportive cultures that transform ideas into profitable investments.
Companies need innovation to survive. In fact, there is no shortage of clever people and smart ideas. Hence the competitive edge comes from having the best execution – from the time the idea is first identified, shepherded through the corporate maze, and into the hands of the paying customer.
And yet, in many companies, the chase for short-term profitability can become the Achilles heel of long-term business sustainability. The way to avoid this is to have a deep-rooted culture that promotes innovation and new ideas to filter up and sideways.
KODAK is the world's first portable camera that introduced us into the world of photography. Here are the detailed information about the downfall of "KODAK" and reasons behind
it's bankruptcy.
The Human Communication Playbook by Graham Brown (Get the PDF) Graham Brown
Leadership Storytelling Podcast in the Era of the Machine. 7 Storytelling strategies for leaders in the 2020s by Graham D Brown.
- Transformation Storytelling
- Data Storytelling
- Authentic Storytelling
- Customer Storytelling
- Many to Many Storytelling
- Culture Storytelling
- Agile Storytelling
The Asia Matters Report by Graham D BrownGraham Brown
Asia is a $27 trillion economy, 50% bigger than the EU and the US. Here's why it matters.
Graham Brown
Asia Tech Podcast
http://www.ATP.show
Asia Matters Institute
http://www.AsiaMattersInstitute.org
Ebook: 10 Tips to Grow Your Business in 2017 (Download)Graham Brown
10 Tips to Grow Your Business in 2017 by Graham Brown from Up.School. Tips, tricks and hacks to help you become a better lifestyle entrepreneur and grow your business. If you find this Ebook useful, don't forget to LIKE and DOWNLOAD.
(Asia Tech Podcast) 7 Ways to Stay Motivated when launching your businessGraham Brown
Asia Tech Podcast http://www.ATP.show
Asia Tech Research http://www.AsiaTechResearch.com
How do you stay motivated as an entrepreneur? In this Up.School presentation I'll share hacks and techniques I use to stay productive (even when you're not feeling it)
http://www.Up.School
(Asia Tech Podcast) 25 Inspiring Quotes for Startup FoundersGraham Brown
Asia Tech Podcast http://www.ATP.show
Asia Tech Research http://www.AsiaTechResearch.com
From Mark Zuckerberg to Peter Drucker. Who inspires you? Don't forget to check out my free webinar series (link in the file)
(Asia Tech Podcast) 60 Inspiring Quotes for Entrepreneurs Graham Brown
Asia Tech Podcast http://www.ATP.show
Asia Tech Research http://www.AsiaTechResearch.com
From Seth Godin to Richard Branson, words of wisdom from entrepreneurs, rabble rousers and change makers.
http://www.Up.School
Experience is the Brand (How to Build a Brand Worth Talking About)Graham Brown
Asia Tech Podcast http://www.ATP.show
Asia Tech Research http://www.AsiaTechResearch.com
We are in the business of selling emotions not stuff. Stuff is cheap and easy to copy. Emotion, however is a priceless, individual, unique experience. In this presentation, I explain why the future of marketing lies in creating powerful EXPERIENCES that customers can share and conversations that define our brands. There is also a link in this presentation telling you how to get the PDF file.
How to fix a Broken Brand (McDonalds Case Study 2015)Graham Brown
It's not all sunshine and rainbows in marketing.
What happens when your brand is broken?
What happens when you have one of the most globally recognized brands but your sales are flat even though you're spending $1.5 billion on advertising?
What happens when you're losing the youth market and competitors like Starbucks, Chipotle and Shake Shack are eating away at your market share?
Forget brand makeovers, rebrands and a better ad campaign. What McDonalds needs to stay relevant is something far more radical.
In this case study presentation I look at McDonalds. What is the root cause of the McDonalds brand marketing strategy? Why is more "branding" and more of the old ad agency model going to create more of the same problem? And how can McDonalds fix its brand through building a powerful Frontline Brand Experience?
In this presentation, I look at the shift from Branding to Brand Experience and the 3 areas McDonalds needs to focus on to fix its broken brand.
How Starbucks Became the Apple of CoffeeGraham Brown
If you owned stock in Starbucks and Apple, you'd be sitting on a 1000% return on your investment over the last 7 years.
The phenomenal rise of these two companies is the result of clear focus on their brand marketing strategy, one which required a conscious split from traditional BRANDING based advertising, to marketing fit for the 21st century: BRAND EXPERIENCE.
In this presentation, we'll look at the success story from the Starbucks side: a case study of how Starbucks became a loved brand like Apple and the 5 factors that underpin its class-leading marketing strategy.
The 6 Ways Starbucks Kills it on Social MediaGraham Brown
Did you know Starbucks gets more tags on social media sites like Instagram than McDonalds, Apple and Coke COMBINED?
No kidding. 19 million tags on Instagram - that's a lot of people sharing the Starbucks experience without the need for advertising.
In this new presentation I look at how Starbucks generates massive "earned media" with its legendary Brand Experience.
Branding is Dead: Long Live Brand ExperienceGraham Brown
What is brand in 2015? Brand is no longer what the ad agency says about your product or service but what customers say, share and experience about your company.
That means how your retail staff interact with customers or how your marketing team creates conversations at your events is more important than what's said in an advertising campaign.
This is the reality of the sharing economy in 2015. Experience is only real when shared and if customers aren't sharing your brand, you might as well be invisible.
Click here to find out more about Brand Experience and why the era of Branding is dead...
The 7 Awesome Ways GoPro Wins in the Sharing Economy (GrahamDBrown)Graham Brown
Enjoy my latest presentation about how GoPro built its brand to a multi billion dollar business with virtually no money spent on Big Idea advertising. The 7 Awesome Ways GoPro Wins in the Sharing Economy (GrahamDBrown)
Download a sample of my latest book here
http://www.grahamdbrown.com/digital-ape-slideshare
10 Facts about Gen Y and Social Media Privacy (Total Youth Research)Graham Brown
Do Gen Y Millennials really care about social media privacy? According to our latest day they care a lot more than you think. 10 Facts about Gen Y and Social Media Privacy (Total Youth Research)
Brand Democracy: How to Tell Stories in the Social Era by Graham BrownGraham Brown
Brand Democracy: How to Tell Stories in the Social Era by Graham Brown
Brand Democracy is a bottom-up approach to marketing practiced by brands like GoPro, Zappos, Instagram, Lego and Monster Energy Drinks. Where brand management focuses on top-down brand positioning, Brand Democracy seeks to create the brand through customer conversations and interactions. Rather than managing the brand, the company curates this peer-to-peer communication by giving customers tools and a platform to share their individual stories.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Neuro-symbolic is not enough, we need neuro-*semantic*
Kodak vs Apple
1. Kodak vs Apple: Key lessons for the mobile
industry when focusing on youth
By GRAHAM BROWN on JANUARY 26, 2012
Kodak Could Have Been in the Mobile Business by Now
This week was a tale of two brands.
On the one hand, Kodak. Kodak could have been the Apple of photography but last week, the iconic American brand filed for
bankruptcy protection. On the other, Apple’s latest earnings figures surpassed analyst expectations. The difference? Not
“design thinking” or great products, but contrasting attitudes towards the youth market and how those attitudes sowed the
seeds of both failure and success in their organizations.
Kodak could have been, in so many ways. Kodak could have been in the phone business by now. It could be Instagram. It could
have its own iPod but instead it had print and film.
In this article, I want to find out why. Why did Kodak fail? Why is Apple a sustainable success? What role did youth and the
youth vision play in these organizations?
Students are a key Beachhead for Apple
(c) Flickr Jon Ingay
Apple’s Story: 20 Years of Youth Focus
Apple caught everyone by surprise. Jobs had gone and flagship products iPad and the iPhone were now into successive
generations. Despite the weight of the analyst community pointing to an unsustainable run of profits, Apple delivered – record
profits of $13bn for Q4 2011 making it, once again, the most valuable company in the world by market cap.
http://www.mobileYouthReport.com
2. It wasn’t all iPad and iPhone 4S; Mac sales were up 26% too. Beneath the iPad headlines lay a story of customers migrating
between Apple products, from iPod to iPhone, from iPhone to Mac and Mac to iPad. It’s this story that underpins Cupertino’s
wider fundamental success and perhaps explains why products like the iPad3 will merely be icing on the cake.
Back in the mid 90s, when the world was buying its first desktop PC with Windows 95 installed, Apple published this remarkable
video clearly demonstrating a long-term vision to capture the youth segment. Apple wasn’t selling concept technology but an
idea of how the company could make the education and learning experience for young people better. It’s a vision that persists
until today; Apple recently announced a suite of products aimed at helping young learners from a revamped iTunesU
(University) to its new iBooks app for the iPad.
When I went to University, everyone used PC. To use a Mac you must have been left handed/an artist/socially dysfunctional or
all of the above. Now, every almost every student owns a Mac – and most of them MacBook Pros. Apple’s clear focus on youth
and education has yielded significant dividends over the last decade. Policies focused on educating teens and teachers through
its K-12 education strategy, Apple Camp and discounts offered to students have slowly but surely won over a market that would
mature in the current decade and turn customers into fans.
Kodak and Apple share many virtues. They were both pioneers in their respective fields: Apple the first to launch the home PC,
Kodak the first to give the world a cheap, portable camera. But, Kodak is nearly a century older than Apple and its legacy
perhaps was also its own downfall.
Kodak’s Story: Focusing on Great Products
When Kodak should have been focusing on the next generation of young customers in 2000, it found itself spouting
enthusiastically about becoming a “world leader in digital cameras.” Unfortunately for Kodak, it was the very customers they
had ignored that also helped make it irrelevant. 27% of all photos taken now are on phones and the most popular “camera” by
volume of submissions reported on Flickr, isn’t Kodak or Canon, but the iPhone 3G.
When you look at Kodak you see a warning sign for the mobile industry; failure is hidden in the blueprint of the
company culture. CEO Perez complained that Kodak was so hierarchical that he couldn’t get anyone to disagree with him. It’s a
culture that isolated decision makers from the reality of the street by using focus groups (what would now be called “market
research communities“) rather than immersion or ethnography and by employing creative agencies to override the company’s
own instinct. The more the company speaks to itself, the less it becomes relevant, existing in a world of denial.
http://www.mobileYouthReport.com
3. “FYI Kodak’s not dead yet, guys. You can still buy their amazing film. #believeinfilm @kodakCB”
CEO Perez identified the problem back in 2003 in a Business Week article where he lamented, “If I said it was raining outside my
board would agree with me.” And, it’s here in this culture of top-down innovation that Kodak’s blueprint for failure is found.
The Apple-Youth Relationship
A decade of working closely with students meant Apple was sensitive to their needs. It was no coincidence that the first non-PC
product they launched in the Jobs era was a small music player aimed at a market that had fallen out of love with the music
industry. From iPod they made the iPhone and the rest is history. Without this close association with youth and without the
frontline feedback garnered from their in-store Genius crew, Apple would – like Kodak and many IT players now – be at the
mercy of the “Big Ideas” of their design or creative agency.
Kodak: The Perils of Design Thinking
Rather than develop solutions for a generation that wanted to share “memories” digitally, Kodak turned to film and printers.
Who in their right mind would invest in a mass market photo printer these days? Kodak did. Stuck in their culture of denial,
compounded by steep authority gradients that protected the company from the reality of what the next generation wanted,
Kodak continued to toot their PR trumpet even while the ship was sinking.
“Kodak Hero Inkjet printers getting attention at CES – so many ways to print! – Google Cloud, smart phones!” tweeted their
Chief Blogger on twitter, just days before the Chapter 11 filings. The same week, photo sharing website Instagram announced
they were receiving 26 new photos and signing up 1 new user every second.
If Kodak had engaged youth back in the 90s, Kodak would have dumped print and film and be working on exciting products that
would break new grounds. They would have given us a device for photos the equivalent of what the iPod was for music. Kodak
could have created Instagram or The Flip but they didn’t. Like many tech brands today they were intent on becoming a global
leader in selling their device.
Herein lies many of the challenges facing the mobile industry today – Design Thinking. Design Thinking prioritizes design and
the product rather than the needs of the customer. While we all wax lyrical about Apple design, the interface etc, we forget
that the reason Apple products are where they are today isn’t design but a solid understanding of customer need.
I’m often challenged in presentations because a lot of what I share is a message of change. “But…” IT managers will say, “We
need results now, we can’t wait 20 years like Apple.”
http://www.mobileYouthReport.com
4. Well, that’s where the culture of the organization contains the blueprint for failure. $13bn in profits didn’t happen in a vision
from last quarter – that vision happened back in the 90s when Apple made a conscious decision to improve the lives and
education of the next generation of customers.
There is an old Chinese proverb that reads:
“The best time to plant a tree is 20 years ago. The second best time is today.”
http://www.mobileYouthReport.com