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 ...
Reply to each of the following 5 discussions – Label each response.docxchris293
Reply to each of the following 5 discussions – Label each response
1 – PJ
I can think of two things right of the bet when thinking about Google's successes and failures of the company's innovations. One of the biggest successes that I saw and have used countless times and still continue on using it is "Google Maps." This has helped me get places I need to go when I need directions to get there. It is super easy to use and helpful and it shows some great details on the maps you look at it as well. I think this was a great innovation when talking about Google's success over the years. This was introduced on February 8, 2005. As of now it’s been 14 years, and it is still a huge success in my opinion. The data doesn’t lie when it comes to Riley Panko. Panko (2018) stated the percentages: 77% of people use Google Maps, the second highest is Waze (12%), then Apple Maps (11%), and finishing the top four is MapQuest (8%). Surveys stated the reasons for people using their favorite navigation app is because of clearer directions (25%), preferred features (20%), user-friendly design/interface (20%), best directions for non-drivers (17%), and never used another navigation app (14%) (Panko, 2018).
The second thing that I thought about being a big failure for Google was the Google Glass wear product. It was not a great looking product, it was bulky, and created a lot of attention to the face because it looked so weird to everyone that wasn't wearing them. However, for the first people to pay for this product spent $1,500 each for early access to the newest tech product created by Google (Metz, 2014, para. 1). According to Metz (2014), it had a lot of great features attached to the product, but the problem with it was that none of them really worked well at all (para. 4). "Glass does a handful of things—it can take videos, give you turn-by-turn directions, make phone calls, or search the Web—but it doesn’t do any of them all that well" (Metz, 2014, para. 4). Another reason that caused it to fail because it was not fashionable. Isabelle Olsson, the lead designer for Glass, said "...the prospect of having more fashionable options “sounds kind of banal in a way” but is even more important than miniaturizing the technology... if you can pick the frame that you would normally pick and that you’re normally comfortable with, it’s going to look more like you" (Metz, 2014, para. 18-19). Google Glass was introduced for the first time as "Google Explorers" on April 15, 2013 for $1,500 and later became available to the public on May 15, 2014.
Resources:
Metz, R. (2014, November 26). Google Glass is dead; long live smart glasses. MIT Technology Review. Retrieved from https://www.technologyreview.com/s/532691/google-glass-is-dead-long-live-smart-glasses/
Panko, R. (2018, July 10). The popularity of Google Maps: trends in navigation apps in 2018. The Manifest. Retrieved from https://themanifest.com/app-development/popularity-google-maps-trends-navigat.
This report investigates the current state of Apple Inc. which an American corporation that specializes in consumer electronics and software and examines the predicted future advancements of Apple Inc. Brief history of Apple Inc. and its current profile is initially outlined. The discussion then focuses on the founder (Steve Jobs), Products, Competitors and Strategic alliances of apple Inc. The performance of Apple Inc. is examined in relation to two main criteria: external (Porter’s Five Forces Model) and internal analysis (SWOT). It is recommended that they must scale up its production capabilities and Build or buy a cellular carrier for further continuation and growth. It also suggests that continuing a stable commitment to licensing, pushing for economies of scope between media and computers, and becoming a learning organization will help to succeed and will continue to outperform their peers.
You can have the presentation regarding this report from my profile.
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 ...
Presentation Description:
These Slides is helpful for all my FRIENDS who want to make a Final Project on any Multinational Company. If you are Impressive from my slides then should be contact with me my E-mail RIASATMINHAS@YAHOO.COM and Contact No 923044164216. I wait your suggestions.
· Describe strategies to build rapport with inmates and offenders .docxgerardkortney
· Describe strategies to build rapport with inmates and offenders in a correctional treatment or supervision program.
· Describe the effect of group dynamics on facilitating programs.
· Describe techniques for establishing a therapeutic environment.
Generalist Case Management
Woodside and McClam
https://phoenix.vitalsource.com/books/9781483342047/pageid/44
https://phoenix.vitalsource.com/#/books/9781323128800
https://phoenix.vitalsource.com/#/books/9781483342047
https://phoenix.vitalsource.com/#/books/9781133795247
https://phoenix.vitalsource.com/#/books/1259760413
Use book and two outside sources.
At least 100 words per question
THANKS
1 The Role of the Correctional Counselor CHAPTER OBJECTIVES After reading this chapter, you will be able to: 1. Identify the functions and parameters of the counseling process. 2. Discuss the competing interests between security and counseling in the correctional counseling process. 3. Know common terms and concerns associated with custodial corrections. 4. Understand the role of the counselor as facilitator. 5. Identify the various personal characteristics associated with effective counselors. 6. Be aware of the impact that burnout can have on a counselor’s professional performance. 7. Identify the various means of training and supervision associated with counseling. PART ONE: A BRIEF INTRODUCTION TO COUNSELING AND CORRECTIONS There are many myths concerning the concept of counseling. Although the image of the counseling field has changed dramatically over the past two or three decades, much of society still views counseling and therapy as a mystic process reserved for those who lack the ability to handle life issues effectively. While the concept of counseling is often misunderstood, the problem is exacerbated when attempting to introduce the idea of correctional counseling. Therefore, the primary goal of this chapter is to provide a working definition of correctional counseling that includes descriptions of how and when it is carried out. In order to understand the concept of correctional counseling, however, the two words that derive the concept must first be defined: “corrections” and “counseling.” In addition, a concerted effort is made to identify the myriad of legal and ethical issues that pertain to counselors working with offenders. It is very difficult to identify a single starting point for the counseling profession. In essence, there were various movements occurring simultaneously that later evolved into what we now describe as counseling. One of the earliest connections to the origins of counseling took place in Europe during the Middle Ages (Brown & Srebalus, 2003). The primary objective was assisting individuals with career choices. This type of counseling service is usually described by the concept of “guidance.” In the late 1800s Wilhelm Wundt and G. Stanley Hall created two of the first known psychological laboratories aimed at studying and treating individuals with psychological and e.
· Debates continue regarding what constitutes an appropriate rol.docxgerardkortney
· Debates continue regarding what constitutes an appropriate role for the judiciary. Some argue that federal judges have become too powerful and that judges “legislate from the bench.”
1. What does it mean for a judge to be an activist?
2. What does it mean for a judge to be a restrainist?
· Although conservatives had long complained about the activism of liberal justices and judges, in recent years conservative judges and justices have been likely to overturn precedents and question the power of elected institutions of government.
3. When is judicial activism appropriate? Explain.
· To defenders of the right to privacy, it is implicitly embodied in the Constitution in the First, Fourth, Fifth, Ninth, and Fourteenth Amendments. To opponents, it is judge-made law because there is no explicit reference to it under the Constitution. The right to privacy dates back to at least 1890, when Boston attorneys Samuel Warren and Louis Brandeis equated it with the right to be left alone from journalists who engaged in yellow journalism.
4. In short, do you believe a right to privacy exists in the federal Constitution. Why or why not?
.
· Critical thinking paper · · · 1. A case study..docxgerardkortney
· Critical thinking paper
·
·
· 1.
A case study.
Deborah Shore, aged 45, works for a small corporation in the Research and Development department.
When she first became a member of the department 15 years ago, Deborah was an unusually creative and productive researcher; her efforts quickly resulted in raises and promotions within the department and earned her the respect of her colleagues. Now, Deborah finds herself less interested in doing research; she is no longer making creative contributions to her department, although she is making contributions to its administration.
She is still respected by the coworkers who have known her since she joined the firm, but not by her younger coworkers.
Analyze the case study from the psychoanalytic, learning, and contextual perspectives: how would a theorist from each perspective explain Deborah's development? Which perspective do you believe provides the most adequate explanation, and why?
2. Interview your mother (and grandmothers, if possible), asking about experiences with childbirth. Include your own experiences if you have had children. Write a paper summarizing these childbirth experiences and comparing them with the contemporary experiences described in the text.
3. Identify a "type" of parent (e.g., single parent, teenage parent, low-income parent, dual-career couple) who is most likely to be distressed because an infant has a "difficult" temperament. Explain why you believe that this type of parent would have particular problems with a difficult infant. Write an informational brochure for the selected type of parent. The brochure should include an explanation of temperament in general and of the difficult temperament in particular, and give suggestions for parents of difficult infants.
4. Plan an educational unit covering nutrition, health, and safety for use with preschoolers and kindergartners. Take into account young children's cognitive and linguistic characteristics. The project should include (1) an outline of the content of the unit; and (2) a description of how the content would be presented, given the intellectual abilities of preschoolers. For example, how long would each lesson be? What kinds of pictures or other audiovisual materials would be used? How would this content be integrated with the children's other activities in preschool or kindergarten?
5. Visit two day care centers and evaluate each center using the information from the text as a guide. Request a fee schedule from each center. Write a paper summarizing your evaluation of each center.
Note:
Unless you are an actual potential client of the center, contact the director beforehand to explain the actual purpose of the visit, obtain permission to visit, and schedule your visit so as to minimize disruption to the center's schedule.
6. Watch some children's television programs and advertising, examine some children's toys and their packaging, read some children's books, and listen to some children's recor.
· Coronel & Morris Chapter 7, Problems 1, 2 and 3
· Coronel & Morris Chapter 8, Problems 1 and 2
A People’s History of Modern Europe
“A fascinating journey across centuries towards the world as we experience it today. ... It is
the voice of the ordinary people, and women in particular, their ideas and actions, protests
and sufferings that have gone into the making of this alternative narrative.”
——Sobhanlal Datta Gupta, former Surendra Nath Banerjee
Professor of Political Science, University of Calcutta
“A history of Europe that doesn’t remove the Europeans. Here there are not only kings,
presidents and institutions but the pulse of the people and social organizations that shaped
Europe. A must-read.”
——Raquel Varela, Universidade Nova de Lisboa
“Lively and engaging. William A Pelz takes the reader through a thousand years of
European history from below. This is the not the story of lords, kings and rulers. It is the
story of the ordinary people of Europe and their struggles against those lords, kings and
rulers, from the Middle Ages to the present day. A fine introduction.”
——Francis King, editor, Socialist History
“This book is an exception to the rule that the winner takes all. It highlights the importance
of the commoners which often is only shown in the dark corners of mainstream history
books. From Hussites, Levellers and sans-culottes to the women who defended the Paris
Commune and the workers who occupied the shipyards during the Carnation revolution in
Portugal. The author gives them their deserved place in history just like Howard Zinn did
for the American people.”
——Sjaak van der Velden, International Institute of Social History, Amsterdam
“The author puts his focus on the lives and historical impact of those excluded from
power and wealth: peasants and serfs of the Middle Ages, workers during the Industrial
Revolution, women in a patriarchic order that transcended different eras. This focus not
only makes history relevant for contemporary debates on social justice, it also urges the
reader to develop a critical approach.”
——Ralf Hoffrogge, Ruhr-Universität Bochum
“An exciting story of generations of people struggling for better living conditions, and for
social and political rights. ... This story has to be considered now, when the very notions of
enlightenment, progress and social change are being questioned.”
——Boris Kagarlitsky, director of Institute for globalization studies and social
movements, Moscow, and author of From Empires to Imperialism
“A splendid antidote to the many European histories dominated by kings, businessmen
and generals. It should be on the shelves of both academics and activists ... A lively and
informative intellectual tour-de-force.”
——Marcel van der Linden, International Institute of Social History, Amsterdam
A People’s History
of Modern Europe
William A. Pelz
First published 2016 by Pluto Press
345 Archway Road, London N6 5AA
www.pluto.
· Complete the following problems from your textbook· Pages 378.docxgerardkortney
· Complete the following problems from your textbook:
· Pages 378–381: 10-1, 10-2, 10-16, and 10-20.
· Pages 443–444: 12-7 and 12-9.
· Page 469: 13-5.
· 10-1 How would each of the following scenarios affect a firm’s cost of debt, rd(1 − T); its cost of equity, rs; and its WACC? Indicate with a plus (+), a minus (−), or a zero (0) whether the factor would raise, lower, or have an indeterminate effect on the item in question. Assume for each answer that other things are held constant, even though in some instances this would probably not be true. Be prepared to justify your answer but recognize that several of the parts have no single correct answer. These questions are designed to stimulate thought and discussion.
Effect on
rd(1 − T)
rs
WACC
a. The corporate tax rate is lowered.
__
__
__
b. The Federal Reserve tightens credit.
__
__
__
c. The firm uses more debt; that is, it increases its debt ratio.
__
__
__
d. The dividend payout ratio is increased.
__
__
__
e. The firm doubles the amount of capital it raises during the year.
__
__
__
f. The firm expands into a risky new area.
__
__
__
g. The firm merges with another firm whose earnings are countercyclical both to those of the first firm and to the stock market.
__
__
__
h. The stock market falls drastically, and the firm’s stock price falls along with the rest.
__
__
__
i. Investors become more risk-averse.
__
__
__
j. The firm is an electric utility with a large investment in nuclear plants. Several states are considering a ban on nuclear power generation.
__
__
__
· 10-2 Assume that the risk-free rate increases, but the market risk premium
· 10-16COST OF COMMON EQUITY The Bouchard Company’s EPS was $6.50 in 2018, up from $4.42 in 2013. The company pays out 40% of its earnings as dividends, and its common stock sells for $36.00.
· a. Calculate the past growth rate in earnings. (Hint: This is a 5-year growth period.)
· b. The last dividend was D0 = 0.4($6.50) = $2.60. Calculate the next expected dividend, D1, assuming that the past growth rate continues.
· c. What is Bouchard’s cost of retained earnings, rs?
· 10-20WACC The following table gives Foust Company’s earnings per share for the last 10 years. The common stock, 7.8 million shares outstanding, is now (1/1/19) selling for $65.00 per share. The expected dividend at the end of the current year (12/31/19) is 55% of the 2018 EPS. Because investors expect past trends to continue, g may be based on the historical earnings growth rate. (Note that 9 years of growth are reflected in the 10 years of data.)
The current interest rate on new debt is 9%; Foust’s marginal tax rate is 40%, and its target capital structure is 40% debt and 60% equity.
· a. Calculate Foust’s after-tax cost of debt and common equity. Calculate the cost of equity as rs = D1/P0 + g.
· b. Find Foust’s WACC
· 12-7SCENARIO ANALYSIS Huang Industries is considering a proposed project whose estimated NPV is $12 million. This estimate assumes that economic conditions wi.
· Consider how different countries approach aging. As you consid.docxgerardkortney
· Consider how different countries approach aging. As you consider different countries, think about the following:
o Do older adults live with their children, or are they more likely to live in a nursing home?
o Are older adults seen as wise individuals to be respected and revered, or are they a burden to their family and to society?
· Next, select two different countries and compare and contrast their approaches to aging.
· Post and identify each of the countries you selected. Then, explain two similarities and two differences in how the countries approach aging. Be specific and provide examples. Use proper APA format and citation. LSW10
.
· Clarifying some things on the Revolution I am going to say som.docxgerardkortney
· Clarifying some things on the Revolution
I am going to say something, and I want you to hear me.
I am a scholar of the Revolution. That's the topic of my dissertation. Please believe me when I say that I know a lot about it.
I also happen to know--and this is well-supported by historians--that the Revolution was a civil war in which, for the first several years, Revolutionaries and Loyalists were evenly matched.
I will repeat that. Evenly matched. Loyalists were not merely too cowardly to fight, and they were not old fogies who hated the idea of freedom. Most had been in the Colonies for generations. Many of them took up arms for their King and their country. And when they lost, you confiscated their homes and they fled with the clothes on their back to Canada, England, and other places of the Empire. Both sides--both sides--committed unspeakable atrocities against civilians whom they disagreed with.
Now, a lot of you love to repeat some very fervent patriotic diatribe about how great the Revolution was. That's not history. That's propaganda. Know the difference.
History has shades of gray. History is complex and ambiguous. Washington, for instance, wore dentures made from the teeth of his slaves. Benjamin Franklin's son was the last royal governor of New Jersey. Did you know that the net tax rate for Americans--they always conveniently leave this out of the textbooks--was between 1.9 and 2.1%, depending on colony.? And that was if they had paid the extra taxes on tea and paper.
And, wait for it, people who support California independence use the same logic and arguments as they did in 1775. Did you know that the Los Angeles and Washington are only a few hundred miles closer than Boston and London? That many of the same issues, point by point, are repeating here in California? So put yourself in those shoes. How many of you would have sided with the Empire (whether American or British) based on the fact that you don't know how this will shake out? Would you call someone who supports Calexit a Patriot? Revolutionary? Nutcase? Who gets to own that word, anyway?
You can choose that you would have supported the revolutionaries--but think. Think about the other side. They matter, and their experiences got to be cleansed out of history to make you feel better about the way the revolutionaries behaved during the War. Acknowledge that they are there, and that their point of view has merit, even if you not agree with it.
· Clarifying Unit III's assignment
I have noticed a few consistent problems with the letter in the Unit III issue. Here are some pointers to make it better.
1. Read the clarifying note I wrote above. Note that the taxes aren't actually as high as you have been led to believe, but the point is that they should not be assigned at all without your consent.
2. Acknowledge that this is a debate, that a certain percentage are radicalized for independence, but there are is also a law-and-order group who find this horrific, and want .
More Related Content
Similar to _______ ProfessoHBS casillustrat Copyrig7685, .docx
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 ...
Reply to each of the following 5 discussions – Label each response.docxchris293
Reply to each of the following 5 discussions – Label each response
1 – PJ
I can think of two things right of the bet when thinking about Google's successes and failures of the company's innovations. One of the biggest successes that I saw and have used countless times and still continue on using it is "Google Maps." This has helped me get places I need to go when I need directions to get there. It is super easy to use and helpful and it shows some great details on the maps you look at it as well. I think this was a great innovation when talking about Google's success over the years. This was introduced on February 8, 2005. As of now it’s been 14 years, and it is still a huge success in my opinion. The data doesn’t lie when it comes to Riley Panko. Panko (2018) stated the percentages: 77% of people use Google Maps, the second highest is Waze (12%), then Apple Maps (11%), and finishing the top four is MapQuest (8%). Surveys stated the reasons for people using their favorite navigation app is because of clearer directions (25%), preferred features (20%), user-friendly design/interface (20%), best directions for non-drivers (17%), and never used another navigation app (14%) (Panko, 2018).
The second thing that I thought about being a big failure for Google was the Google Glass wear product. It was not a great looking product, it was bulky, and created a lot of attention to the face because it looked so weird to everyone that wasn't wearing them. However, for the first people to pay for this product spent $1,500 each for early access to the newest tech product created by Google (Metz, 2014, para. 1). According to Metz (2014), it had a lot of great features attached to the product, but the problem with it was that none of them really worked well at all (para. 4). "Glass does a handful of things—it can take videos, give you turn-by-turn directions, make phone calls, or search the Web—but it doesn’t do any of them all that well" (Metz, 2014, para. 4). Another reason that caused it to fail because it was not fashionable. Isabelle Olsson, the lead designer for Glass, said "...the prospect of having more fashionable options “sounds kind of banal in a way” but is even more important than miniaturizing the technology... if you can pick the frame that you would normally pick and that you’re normally comfortable with, it’s going to look more like you" (Metz, 2014, para. 18-19). Google Glass was introduced for the first time as "Google Explorers" on April 15, 2013 for $1,500 and later became available to the public on May 15, 2014.
Resources:
Metz, R. (2014, November 26). Google Glass is dead; long live smart glasses. MIT Technology Review. Retrieved from https://www.technologyreview.com/s/532691/google-glass-is-dead-long-live-smart-glasses/
Panko, R. (2018, July 10). The popularity of Google Maps: trends in navigation apps in 2018. The Manifest. Retrieved from https://themanifest.com/app-development/popularity-google-maps-trends-navigat.
This report investigates the current state of Apple Inc. which an American corporation that specializes in consumer electronics and software and examines the predicted future advancements of Apple Inc. Brief history of Apple Inc. and its current profile is initially outlined. The discussion then focuses on the founder (Steve Jobs), Products, Competitors and Strategic alliances of apple Inc. The performance of Apple Inc. is examined in relation to two main criteria: external (Porter’s Five Forces Model) and internal analysis (SWOT). It is recommended that they must scale up its production capabilities and Build or buy a cellular carrier for further continuation and growth. It also suggests that continuing a stable commitment to licensing, pushing for economies of scope between media and computers, and becoming a learning organization will help to succeed and will continue to outperform their peers.
You can have the presentation regarding this report from my profile.
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 ...
Presentation Description:
These Slides is helpful for all my FRIENDS who want to make a Final Project on any Multinational Company. If you are Impressive from my slides then should be contact with me my E-mail RIASATMINHAS@YAHOO.COM and Contact No 923044164216. I wait your suggestions.
Similar to _______ ProfessoHBS casillustrat Copyrig7685, .docx (14)
· Describe strategies to build rapport with inmates and offenders .docxgerardkortney
· Describe strategies to build rapport with inmates and offenders in a correctional treatment or supervision program.
· Describe the effect of group dynamics on facilitating programs.
· Describe techniques for establishing a therapeutic environment.
Generalist Case Management
Woodside and McClam
https://phoenix.vitalsource.com/books/9781483342047/pageid/44
https://phoenix.vitalsource.com/#/books/9781323128800
https://phoenix.vitalsource.com/#/books/9781483342047
https://phoenix.vitalsource.com/#/books/9781133795247
https://phoenix.vitalsource.com/#/books/1259760413
Use book and two outside sources.
At least 100 words per question
THANKS
1 The Role of the Correctional Counselor CHAPTER OBJECTIVES After reading this chapter, you will be able to: 1. Identify the functions and parameters of the counseling process. 2. Discuss the competing interests between security and counseling in the correctional counseling process. 3. Know common terms and concerns associated with custodial corrections. 4. Understand the role of the counselor as facilitator. 5. Identify the various personal characteristics associated with effective counselors. 6. Be aware of the impact that burnout can have on a counselor’s professional performance. 7. Identify the various means of training and supervision associated with counseling. PART ONE: A BRIEF INTRODUCTION TO COUNSELING AND CORRECTIONS There are many myths concerning the concept of counseling. Although the image of the counseling field has changed dramatically over the past two or three decades, much of society still views counseling and therapy as a mystic process reserved for those who lack the ability to handle life issues effectively. While the concept of counseling is often misunderstood, the problem is exacerbated when attempting to introduce the idea of correctional counseling. Therefore, the primary goal of this chapter is to provide a working definition of correctional counseling that includes descriptions of how and when it is carried out. In order to understand the concept of correctional counseling, however, the two words that derive the concept must first be defined: “corrections” and “counseling.” In addition, a concerted effort is made to identify the myriad of legal and ethical issues that pertain to counselors working with offenders. It is very difficult to identify a single starting point for the counseling profession. In essence, there were various movements occurring simultaneously that later evolved into what we now describe as counseling. One of the earliest connections to the origins of counseling took place in Europe during the Middle Ages (Brown & Srebalus, 2003). The primary objective was assisting individuals with career choices. This type of counseling service is usually described by the concept of “guidance.” In the late 1800s Wilhelm Wundt and G. Stanley Hall created two of the first known psychological laboratories aimed at studying and treating individuals with psychological and e.
· Debates continue regarding what constitutes an appropriate rol.docxgerardkortney
· Debates continue regarding what constitutes an appropriate role for the judiciary. Some argue that federal judges have become too powerful and that judges “legislate from the bench.”
1. What does it mean for a judge to be an activist?
2. What does it mean for a judge to be a restrainist?
· Although conservatives had long complained about the activism of liberal justices and judges, in recent years conservative judges and justices have been likely to overturn precedents and question the power of elected institutions of government.
3. When is judicial activism appropriate? Explain.
· To defenders of the right to privacy, it is implicitly embodied in the Constitution in the First, Fourth, Fifth, Ninth, and Fourteenth Amendments. To opponents, it is judge-made law because there is no explicit reference to it under the Constitution. The right to privacy dates back to at least 1890, when Boston attorneys Samuel Warren and Louis Brandeis equated it with the right to be left alone from journalists who engaged in yellow journalism.
4. In short, do you believe a right to privacy exists in the federal Constitution. Why or why not?
.
· Critical thinking paper · · · 1. A case study..docxgerardkortney
· Critical thinking paper
·
·
· 1.
A case study.
Deborah Shore, aged 45, works for a small corporation in the Research and Development department.
When she first became a member of the department 15 years ago, Deborah was an unusually creative and productive researcher; her efforts quickly resulted in raises and promotions within the department and earned her the respect of her colleagues. Now, Deborah finds herself less interested in doing research; she is no longer making creative contributions to her department, although she is making contributions to its administration.
She is still respected by the coworkers who have known her since she joined the firm, but not by her younger coworkers.
Analyze the case study from the psychoanalytic, learning, and contextual perspectives: how would a theorist from each perspective explain Deborah's development? Which perspective do you believe provides the most adequate explanation, and why?
2. Interview your mother (and grandmothers, if possible), asking about experiences with childbirth. Include your own experiences if you have had children. Write a paper summarizing these childbirth experiences and comparing them with the contemporary experiences described in the text.
3. Identify a "type" of parent (e.g., single parent, teenage parent, low-income parent, dual-career couple) who is most likely to be distressed because an infant has a "difficult" temperament. Explain why you believe that this type of parent would have particular problems with a difficult infant. Write an informational brochure for the selected type of parent. The brochure should include an explanation of temperament in general and of the difficult temperament in particular, and give suggestions for parents of difficult infants.
4. Plan an educational unit covering nutrition, health, and safety for use with preschoolers and kindergartners. Take into account young children's cognitive and linguistic characteristics. The project should include (1) an outline of the content of the unit; and (2) a description of how the content would be presented, given the intellectual abilities of preschoolers. For example, how long would each lesson be? What kinds of pictures or other audiovisual materials would be used? How would this content be integrated with the children's other activities in preschool or kindergarten?
5. Visit two day care centers and evaluate each center using the information from the text as a guide. Request a fee schedule from each center. Write a paper summarizing your evaluation of each center.
Note:
Unless you are an actual potential client of the center, contact the director beforehand to explain the actual purpose of the visit, obtain permission to visit, and schedule your visit so as to minimize disruption to the center's schedule.
6. Watch some children's television programs and advertising, examine some children's toys and their packaging, read some children's books, and listen to some children's recor.
· Coronel & Morris Chapter 7, Problems 1, 2 and 3
· Coronel & Morris Chapter 8, Problems 1 and 2
A People’s History of Modern Europe
“A fascinating journey across centuries towards the world as we experience it today. ... It is
the voice of the ordinary people, and women in particular, their ideas and actions, protests
and sufferings that have gone into the making of this alternative narrative.”
——Sobhanlal Datta Gupta, former Surendra Nath Banerjee
Professor of Political Science, University of Calcutta
“A history of Europe that doesn’t remove the Europeans. Here there are not only kings,
presidents and institutions but the pulse of the people and social organizations that shaped
Europe. A must-read.”
——Raquel Varela, Universidade Nova de Lisboa
“Lively and engaging. William A Pelz takes the reader through a thousand years of
European history from below. This is the not the story of lords, kings and rulers. It is the
story of the ordinary people of Europe and their struggles against those lords, kings and
rulers, from the Middle Ages to the present day. A fine introduction.”
——Francis King, editor, Socialist History
“This book is an exception to the rule that the winner takes all. It highlights the importance
of the commoners which often is only shown in the dark corners of mainstream history
books. From Hussites, Levellers and sans-culottes to the women who defended the Paris
Commune and the workers who occupied the shipyards during the Carnation revolution in
Portugal. The author gives them their deserved place in history just like Howard Zinn did
for the American people.”
——Sjaak van der Velden, International Institute of Social History, Amsterdam
“The author puts his focus on the lives and historical impact of those excluded from
power and wealth: peasants and serfs of the Middle Ages, workers during the Industrial
Revolution, women in a patriarchic order that transcended different eras. This focus not
only makes history relevant for contemporary debates on social justice, it also urges the
reader to develop a critical approach.”
——Ralf Hoffrogge, Ruhr-Universität Bochum
“An exciting story of generations of people struggling for better living conditions, and for
social and political rights. ... This story has to be considered now, when the very notions of
enlightenment, progress and social change are being questioned.”
——Boris Kagarlitsky, director of Institute for globalization studies and social
movements, Moscow, and author of From Empires to Imperialism
“A splendid antidote to the many European histories dominated by kings, businessmen
and generals. It should be on the shelves of both academics and activists ... A lively and
informative intellectual tour-de-force.”
——Marcel van der Linden, International Institute of Social History, Amsterdam
A People’s History
of Modern Europe
William A. Pelz
First published 2016 by Pluto Press
345 Archway Road, London N6 5AA
www.pluto.
· Complete the following problems from your textbook· Pages 378.docxgerardkortney
· Complete the following problems from your textbook:
· Pages 378–381: 10-1, 10-2, 10-16, and 10-20.
· Pages 443–444: 12-7 and 12-9.
· Page 469: 13-5.
· 10-1 How would each of the following scenarios affect a firm’s cost of debt, rd(1 − T); its cost of equity, rs; and its WACC? Indicate with a plus (+), a minus (−), or a zero (0) whether the factor would raise, lower, or have an indeterminate effect on the item in question. Assume for each answer that other things are held constant, even though in some instances this would probably not be true. Be prepared to justify your answer but recognize that several of the parts have no single correct answer. These questions are designed to stimulate thought and discussion.
Effect on
rd(1 − T)
rs
WACC
a. The corporate tax rate is lowered.
__
__
__
b. The Federal Reserve tightens credit.
__
__
__
c. The firm uses more debt; that is, it increases its debt ratio.
__
__
__
d. The dividend payout ratio is increased.
__
__
__
e. The firm doubles the amount of capital it raises during the year.
__
__
__
f. The firm expands into a risky new area.
__
__
__
g. The firm merges with another firm whose earnings are countercyclical both to those of the first firm and to the stock market.
__
__
__
h. The stock market falls drastically, and the firm’s stock price falls along with the rest.
__
__
__
i. Investors become more risk-averse.
__
__
__
j. The firm is an electric utility with a large investment in nuclear plants. Several states are considering a ban on nuclear power generation.
__
__
__
· 10-2 Assume that the risk-free rate increases, but the market risk premium
· 10-16COST OF COMMON EQUITY The Bouchard Company’s EPS was $6.50 in 2018, up from $4.42 in 2013. The company pays out 40% of its earnings as dividends, and its common stock sells for $36.00.
· a. Calculate the past growth rate in earnings. (Hint: This is a 5-year growth period.)
· b. The last dividend was D0 = 0.4($6.50) = $2.60. Calculate the next expected dividend, D1, assuming that the past growth rate continues.
· c. What is Bouchard’s cost of retained earnings, rs?
· 10-20WACC The following table gives Foust Company’s earnings per share for the last 10 years. The common stock, 7.8 million shares outstanding, is now (1/1/19) selling for $65.00 per share. The expected dividend at the end of the current year (12/31/19) is 55% of the 2018 EPS. Because investors expect past trends to continue, g may be based on the historical earnings growth rate. (Note that 9 years of growth are reflected in the 10 years of data.)
The current interest rate on new debt is 9%; Foust’s marginal tax rate is 40%, and its target capital structure is 40% debt and 60% equity.
· a. Calculate Foust’s after-tax cost of debt and common equity. Calculate the cost of equity as rs = D1/P0 + g.
· b. Find Foust’s WACC
· 12-7SCENARIO ANALYSIS Huang Industries is considering a proposed project whose estimated NPV is $12 million. This estimate assumes that economic conditions wi.
· Consider how different countries approach aging. As you consid.docxgerardkortney
· Consider how different countries approach aging. As you consider different countries, think about the following:
o Do older adults live with their children, or are they more likely to live in a nursing home?
o Are older adults seen as wise individuals to be respected and revered, or are they a burden to their family and to society?
· Next, select two different countries and compare and contrast their approaches to aging.
· Post and identify each of the countries you selected. Then, explain two similarities and two differences in how the countries approach aging. Be specific and provide examples. Use proper APA format and citation. LSW10
.
· Clarifying some things on the Revolution I am going to say som.docxgerardkortney
· Clarifying some things on the Revolution
I am going to say something, and I want you to hear me.
I am a scholar of the Revolution. That's the topic of my dissertation. Please believe me when I say that I know a lot about it.
I also happen to know--and this is well-supported by historians--that the Revolution was a civil war in which, for the first several years, Revolutionaries and Loyalists were evenly matched.
I will repeat that. Evenly matched. Loyalists were not merely too cowardly to fight, and they were not old fogies who hated the idea of freedom. Most had been in the Colonies for generations. Many of them took up arms for their King and their country. And when they lost, you confiscated their homes and they fled with the clothes on their back to Canada, England, and other places of the Empire. Both sides--both sides--committed unspeakable atrocities against civilians whom they disagreed with.
Now, a lot of you love to repeat some very fervent patriotic diatribe about how great the Revolution was. That's not history. That's propaganda. Know the difference.
History has shades of gray. History is complex and ambiguous. Washington, for instance, wore dentures made from the teeth of his slaves. Benjamin Franklin's son was the last royal governor of New Jersey. Did you know that the net tax rate for Americans--they always conveniently leave this out of the textbooks--was between 1.9 and 2.1%, depending on colony.? And that was if they had paid the extra taxes on tea and paper.
And, wait for it, people who support California independence use the same logic and arguments as they did in 1775. Did you know that the Los Angeles and Washington are only a few hundred miles closer than Boston and London? That many of the same issues, point by point, are repeating here in California? So put yourself in those shoes. How many of you would have sided with the Empire (whether American or British) based on the fact that you don't know how this will shake out? Would you call someone who supports Calexit a Patriot? Revolutionary? Nutcase? Who gets to own that word, anyway?
You can choose that you would have supported the revolutionaries--but think. Think about the other side. They matter, and their experiences got to be cleansed out of history to make you feel better about the way the revolutionaries behaved during the War. Acknowledge that they are there, and that their point of view has merit, even if you not agree with it.
· Clarifying Unit III's assignment
I have noticed a few consistent problems with the letter in the Unit III issue. Here are some pointers to make it better.
1. Read the clarifying note I wrote above. Note that the taxes aren't actually as high as you have been led to believe, but the point is that they should not be assigned at all without your consent.
2. Acknowledge that this is a debate, that a certain percentage are radicalized for independence, but there are is also a law-and-order group who find this horrific, and want .
· Chapter 9 – Review the section on Establishing a Security Cultur.docxgerardkortney
· Chapter 9 – Review the section on Establishing a Security Culture. Review the methods to reduce the chances of a cyber threat noted in the textbook. Research other peer-reviewed source and note additional methods to reduce cyber-attacks within an organization.
· Chapter 10 – Review the section on the IT leader in the digital transformation era. Note how IT professionals and especially leaders must transform their thinking to adapt to the constantly changing organizational climate. What are some methods or resources leaders can utilize to enhance their change attitude?
.
· Chapter 10 The Early Elementary Grades 1-3The primary grades.docxgerardkortney
· Chapter 10: The Early Elementary Grades: 1-3
The primary grades are grades 1-3.
Although educational reform has had an effect on all children, it is most apparent in the early elementary years. Reform and change comes from a number of sources and the chapter begins by reminding you of this. Let’s examine a few of these sources...
Diversity. There has been a rise in the number of racial and ethnic minority students enrolled in the nation's public schools; this number will (most likely) continue to rise. Teaching children from different cultures and backgrounds is an important piece to account for when planning curriculum.
Standards. Standards is a reason for reform. We've already looked at standards; these are something you must keep in mind when planning lessons.
Data-Driven Instruction may sound new, but it is not a new concept to you. We’ve done a great deal of discussing the outcomes of test-taking and assessments. You've probably all heard "teaching to the test."
Technology. Today’s students have had much experience with technology, therefore, it’s important to provide them with opportunities to learn with technology. It may take a while for you to be creative and think of ways to use it in your teaching (if you haven’ t been).
Health and Wellness. Obesity is a major concern in this country. Therefore, it is important to make sure that children have the opportunity to be active. Unfortunately, due to the pressure of academics, many schools have been taking physical education/activity time out of the curriculum.
Violence: One issue that I notice this new edition of the text has excluded is violence. However, I think that this topic is important; we need to keep children safe when they are at school. As a result of 9/11 (and, not to mention that many violent events have happened on school campuses in recent years), many school districts now have an emergency system in place that they can easily use if there is any type of incident in which the children’s safety is at risk.
WHAT ARE CHILDREN IN GRADES ONE TO THREE LIKE?
Your text explains that the best way to think of a child’s development during this time is: slow and steady. During this stage, there is not much difference between boys and girls when it comes to physical capabilities. Although it is always important to not stereotype based on one’s gender, it is especially important during these years. These children are also entering into their "tween" years, thus; being sensitive to the children's and parents' needs in regards to such changes is important.
It is important to remember that children in the primary grades are in the Concrete Operations Stage. This stage is children ages 7 to 12. The term operation refers to an action that can be carried out in thought as well as executed materially and that is mentally and physically reversible.
These children are at an age in which they can compare their abilities to their peers. And, therefore, children may develop learned helplessnes.
· Chap 2 and 3· what barriers are there in terms of the inter.docxgerardkortney
· Chap 2 and 3
· what barriers are there in terms of the interpersonal communication model?
Typically, communication breakdowns result from lack of understanding without clarification; often, there wasn't even an attempt at clarification. If barriers to interpersonal communication are not acknowledged and addressed, workplace productivity can suffer.
Language Differences
Interpersonal communication can go awry when the sender and receiver of the message speak a different language -- literally and figuratively. Not everyone in the workplace will understand slang, jargon, acronyms and industry terminology. Instead of seeking clarification, employees might guess at the meaning of the message and then act on mistaken assumptions. Also, misunderstandings may occur among workers who do not speak the same primary language. As a result, feelings may be hurt, based on misinterpretation of words or of body language.
Cultural Differences
Interpersonal communication may be adversely affected by lack of cultural understanding, mis-perception, bias and stereotypical beliefs. Workers may have limited skill or experience communicating with people from a different background. Many companies offer diversity training to help employees understand how to communicate more effectively across cultures and relate to those who may have different background experiences. Similarly, gender barriers can obstruct interpersonal communication if men and women are treated differently, and held to different standards, causing interpersonal conflicts in the workplace.
Personality Differences
Like any skill, some people are better at interpersonal communication than others. Personality traits also influence how well an individual interacts with subordinates, peers and supervisors. Extraversion can be an advantage when it comes to speaking out, sharing opinions and disseminating information. However, introverts may have the edge when it comes to listening, reflecting and remembering. Barriers to interpersonal communication may occur when employees lack self-awareness, sensitivity and flexibility. Such behavior undermines teamwork, which requires mutual respect, compromise and negotiation. Bullying, backstabbing and cut throat competition create a toxic workplace climate that will strain interpersonal relationships.
Generational Differences
Interpersonal communication can be complicated by generational differences in speech, dress, values, priorities and preferences. For instance, there may be a generational divide as to how team members prefer to communicate with one another. If younger workers sit in cubicles, using social networking as their primary channel of communication, it can alienate them from older workers who may prefer face-to-face communication. Broad generalizations and stereotypes can also cause interpersonal rifts when a worker from one generation feels superior to those who are younger or older. Biases against workers based on age can constitute a form of disc.
· Case Study 2 Improving E-Mail Marketing ResponseDue Week 8 an.docxgerardkortney
· Case Study 2: Improving E-Mail Marketing Response
Due Week 8 and worth 160 points
Read the following case study.
A company wishes to improve its e-mail marketing process, as measured by an increase in the response rate to e-mail advertisements. The company has decided to study the process by evaluating all combinations of two (2) options of the three (3) key factors: E-Mail Heading (Detailed, Generic); Email Open (No, Yes); and E-Mail Body (Text, HTML). Each of the combinations in the design was repeated on two (2) different occasions. The factors studied and the measured response rates are summarized in the following table.
Write a two to three (2-3) page paper in which you:
1. Use the data shown in the table to conduct a design of experiment (DOE) in order to test cause-and-effect relationships in business processes for the company.
2. Determine the graphical display tool (e.g., Interaction Effects Chart, Scatter Chart, etc.) that you would use to present the results of the DOE that you conducted in Question 1. Provide a rationale for your response.
3. Recommend the main actions that the company could take in order to increase the response rate of its e-mail advertising. Provide a rationale for your response.
4. Propose one (1) overall strategy for developing a process model for this company that will increase the response rate of its e-mail advertising and obtain effective business process. Provide a rationale for your response.
Your assignment must follow these formatting requirements:
. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
. Build regression models for improving business processes.
. Design experiments to test cause-and-effect relationships in business processes.
. Use technology and information resources to research issues in business process improvement.
. Write clearly and concisely about business process improvement using proper writing mechanics.
Read each discussion 1-4 and then write a 200 word response for each.
With your response, you can either expand on the initial post with similar, formally cited, specific examples or additional information regarding the original example(s) (be sure the additional information isn’t simply a re-statement of what has already been posted) or you can respond with a well-supported (based on formally cited information) counter point.
APA FORMAT
Response should have 1 source for each discussion
1. A message in sports is brought to sports economists in Jeremiah 29:11. This verse states, “For I.
· Briefly describe the technologies that are leading businesses in.docxgerardkortney
· Briefly describe the technologies that are leading businesses into the third wave of electronic commerce.
· In about 100 words, describe the function of the Internet Corporation for Assigned Names and Numbers. Include a discussion of the differences between gTLDs and sTLDs in your answer.
· In one or two paragraphs, describe how the Internet changed from a government research project into a technology for business users.
· In about 100 words, explain the difference between an extranet and an intranet. In your answer, describe when you might use a VPN in either.
· Define “channel conflict” and describe in one or two paragraphs how a company might deal with this issue.
· In two paragraphs, explain why a customer-centric Web site design is so important, yet is so difficult to accomplish.
· In about two paragraphs, distinguish between outsourcing and offshoring as they relate to business processes.
· In about 200 words, explain how the achieved trust level of a company’s communications using blogs and social media compare with similar communication efforts conducted using mass media and personal contact.
· Write a paragraph in which you distinguish between a virtual community and a social networking Web site
· Write two or three paragraphs in which you describe the role that culture plays in the development of a country’s laws and ethical standards.
QUESTION 1
Lakota peoples of the Great Plains are notably:
nomadic and followed the buffalo herds
Sedentary farmers, raising corn, northern beans, and potatoes
peaceful people who tried to live in harmony with neighboring tribes and the environment
religious and employed a variety of psychoactive plants during religious ceremonies
QUESTION 2
Tribal peoples of the Great Plains experienced greater ease at hunting and warfare after the introduction of:
Hotchkiss guns
smokeless gunpowder
horses
Intertribal powwows
all of the above
QUESTION 3
The Apaches and Navajos (Dine’) of the southwestern region of North America speak a language similar to their relatives of northern California and western Canada called:
Yuman
Uto-Aztecan
Tanoan
Athabaskan
Algonkian
QUESTION 4
The Navajo lived in six or eight-sided domed earth dwellings called:
wickiups
kivas
hogans
roadhouses
sweat lodge
QUESTION 5
Pueblo Indians, such as the Zuni and Hopi tribes, are descendants of the ancient people known as the:
Anasazi
Ashkenazi
Athabaskan
Aztecanotewa
Atlantean
2 points
QUESTION 6
1. Kachinas, or spirits of nature, were believed to:
Assist in the growth of crops and send rain
Help defend the Navajo against all foreign invaders
Provide medical assistance to the Hopi when doctors were not available
Combat evil spirits such as Skin-walkers or Diablitos
All of the above
2 points
QUESTION 7
1. The preferred dwellings among the Lakota Sioux were:
wickiups
adobe pueblos
pit houses
teepees
buffalo huts
2 points
QUESTION 8
1. Native Americansbenef.
· Assignment List· My Personality Theory Paper (Week Four)My.docxgerardkortney
· Assignment List
· My Personality Theory Paper (Week Four)
My Personality Theory Paper (Week Four)
DUE: May 31, 2020 11:55 PM
Grade Details
Grade
N/A
Gradebook Comments
None
Assignment Details
Open Date
May 4, 2020 12:05 AM
Graded?
Yes
Points Possible
100.0
Resubmissions Allowed?
No
Attachments checked for originality?
Yes
Top of Form
Assignment Instructions
My Personality Theory Paper
Instructions:
For this assignment, you will write a paper no less than 7 pages in length, not including required cover and Reference pages, describing a single personality theory from the course readings that best explains your own personality and life choices. You are free to select from among the several theories covered in the course to date but only one theory may be used.
Your task is to demonstrate your knowledge of the theory you choose via descriptions of its key concepts and use of them to explain how you developed your own personality. It is recommended that you revisit the material covered to date to refresh your knowledge of theory details. This is a "midterm" assignment and you should show in your work that you have studied and comprehended the first four weeks of course material. Your submission should be double-spaced with 1 inch margins on all sides of each page and should be free of spelling and grammar errors. It must include source crediting of any materials used in APA format, including source citations in the body of your paper and in a Reference list attached to the end. Easy to follow guides to APA formatting can be found on the tutorial section of the APUS Online Library.
Your paper will include three parts:
I. A brief description of the premise and key components of the theory you selected. You should be thorough and concise in this section and not spend the bulk of the paper detailing the theory, but rather just give enough of a summary of the key points so that an intelligent but uniformed reader would be able to understand its basics. If you pick a more complicated theory, you should expect explaining its premise and key components to take longer than explaining the same for one of the simpler theories but, in either case, focus on the basics and keep in mind that a paper that is almost all theory description and little use of the theory described to explain your own personality will receive a significant point deduction as will the reverse case of the paper being largely personal experience sharing with little linkage to clearly described key theory components.
II. A description of how your chosen theory explains your personality and life choices with supporting examples.
III. A description of the limitations of the theory in explaining your personality or anyone else’s.
NOTE: Although only your instructor will be reading your paper, you should still think about how much personal information you want to disclose. The purpose of this paper is not to get you to share private information, but rather to bring one .
· Assignment List
· Week 7 - Philosophical Essay
Week 7 - Philosophical Essay
DUE: Mar 22, 2020 11:55 PM
Grade Details
Grade
N/A
Gradebook Comments
None
Assignment Details
Open Date
Feb 3, 2020 12:05 AM
Graded?
Yes
Points Possible
100.0
Resubmissions Allowed?
No
Attachments checked for originality?
Yes
Top of Form
Assignment Instructions
Objective: Students will write a Philosophical Essay for week 7 based on the course concepts.
Course Objectives: 2, 3, & 4
Task:
This 4 - 5 full page (not to exceed 6 pages) Philosophical Essay you will be writing due Week 7 is designed to be a thoughtful, reflective work. The 4 - 5 full pages does not include a cover page or a works cited page. It will be your premier writing assignment focused on the integration and assessment relating to the course concepts. Your paper should be written based on the outline you submitted during week 4 combined with your additional thoughts and instructor feedback. You will use at least three scholarly/reliable resources with matching in-text citations and a Works Cited page. All essays are double spaced, 12 New Times Roman font, paper title, along with all paragraphs indented five spaces.
Details:
You will pick one of the following topics only to do your paper on:
· According to Socrates, must one heed popular opinion about moral matters? Does Socrates accept the fairness of the laws under which he was tried and convicted? Would Socrates have been wrong to escape?
· Consider the following philosophical puzzle: “If a tree falls in the forest and there's no one around to hear it, does it make a sound?” (1) How is this philosophical puzzle an epistemological problem? And (2) how would John Locke answer it?
· Evaluate the movie, The Matrix, in terms of the philosophical issues raised with (1) skepticism and (2) the mind-body problem. Explain how the movie raises questions similar to those found in Plato’s and Descartes’ philosophy. Do not give a plot summary of the movie – focus on the philosophical issues raised in the movie as they relate to Plato and Descartes.
· Socrates asks Euthyphro, “Are morally good acts willed by God because they are morally good, or are they morally good because they are willed by God?” (1) How does this question relate to the Divine Command Theory of morality? (2) What are the philosophical implications associated with each option here?
· Explain (1) the process by which Descartes uses skepticism to refute skepticism, and (2) what first principle does this lead him to? (3) Explain why this project was important for Descartes to accomplish.
Your paper will be written at a college level with an introduction, body paragraphs, a conclusion, along with in-text citations/Works Cited page in MLA formatting. Students will follow MLA format as the sole citation and formatting style used in written assignments submitted as part of coursework to the Humanities Department. Remember - any resource that is listed on the Works Cited page must .
· Assignment 3 Creating a Compelling VisionLeaders today must be .docxgerardkortney
· Assignment 3: Creating a Compelling Vision
Leaders today must be able to create a compelling vision for the organization. They also must be able to create an aligned strategy and then execute it. Visions have two parts, the envisioned future and the core values that support that vision of the future. The ability to create a compelling vision is the primary distinction between leadership and management. Leaders need to create a vision that will frame the decisions and behavior of the organization and keep it focused on the future while also delivering on the short-term goals.
To learn more about organizational vision statements, do an Internet search and review various vision statements.
In this assignment, you will consider yourself as a leader of an organization and write a vision statement and supporting values statement.
Select an organization of choice. This could be an organization that you are familiar with, or a fictitious organization. Then, respond to the following:
· Provide the name and description of the organization. In the description, be sure to include the purpose of the organization, the products or services it provides, and the description of its customer base.
· Describe the core values of the organization. Why are these specific values important to the organization?
· Describe the benefits and purpose for an organizational vision statement.
· Develop a vision statement for this organization. When developing a vision statement, be mindful of the module readings and lecture materials.
· In the vision statement, be sure to communicate the future goals and aspirations of the organization.
· Once you have developed the vision statement, describe how you would communicate the statement to the organizational stakeholders, that is, the owners, employees, vendors, and customers.
· How would you incorporate the communication of the vision into the new employee on-boarding and ongoing training?
Write your response in approximately 3–5 pages in Microsoft Word. Apply APA standards to citation of sources.
Use the following file naming convention: LastnameFirstInitial_M1_A3.doc. For example, if your name is John Smith, your document will be named SmithJ_M1_A3.doc.
By the due date assigned, deliver your assignment to the Submissions Area.
Assignment 3 Grading Criteria
Maximum Points
Chose and described the organization. The description included the purpose of the organization, the products or services the organization provides, and the description of its customer base.
16
Developed a vision statement for the organization. Ensured to accurately communicate the goals and aspirations of the organization in the vision statement.
24
Ensured that the incorporation and communication strategy for the vision statement is clear, detailed, well thought out and realistic.
28
Evaluated and explained which values are most important to the organization.
24
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate r.
· Assignment 4
· Week 4 – Assignment: Explain Theoretical Perspectives for Real-life Scenarios
Assignment
Updated
Top of Form
Bottom of Form
For each of the following three scenarios, use a chart format to assess how each traditional theoretical perspective would best explain the situation that a social worker would need to address. You may create your charts in Word or another software program of your choice. An example chart follows the three scenarios.
Scenario 1
You are a hospital social worker who is working with a family whose older adult relative is in end-stage renal failure. There are no advanced directives and the family is conflicted over what the next steps should be.
Scenario 2
You are a caseworker in a drug court. Your client has had three consecutive dirty urine analyses. She is unemployed and has violated her probation order.
Scenario 3
You are a school social worker. A teacher sends her 9-year-old student to you because he reports that he has not eaten in 2 days and there are no adults at home to take care of him.
Chart Example:
Your client, an 11-year-old girl, was removed from home because of parental substance abuse. She is acting out in her foster home, disobeying her foster parents and not following their rules.
Theory
Explanation for Scenario – please respond to the questions below in your explanation
Systems Theory
What systems need to be developed or put in place to support the child? Would Child Protective Services need to become involved? What other systems would support her and a successful outcome for being in foster care?
Generalist Theory
What is the best intervention or therapy to use based on this child’s situation? Given her circumstances, how could you best improve her functioning?
Behavioral Theory
What behaviors are being reinforced? What behaviors are being ignored or punished? What would you suggest to maintain this placement? Would this involve working with the foster parents?
Cognitive Theory
How would you help your client to examine her thinking, emotions, and behavior? What would this entail from a cognitive developmental framework?
Support your assignment with a minimum of three resources.
Length: 3 charts, not including title and reference pages
Your assignment should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards where appropriate. Be sure to adhere to Northcentral University's Academic Integrity Policy.
Assignement 3
State the function of each of the following musculoskeletal system structures: Describe the structures of the musculoskeletal system.
Skeletal muscle
Tendons
Ligaments
Bone
Cartilage
Describe each of the following types of joints:
Ball-and-socket
Hinge
Pivot
Gliding
Saddle
Condyloid
Newspaper Rubric
CATEGORY
4
3
2
1
Headline & Byline & images
16 points
Article has a .
· Assignment 2 Leader ProfileMany argue that the single largest v.docxgerardkortney
· Assignment 2: Leader Profile
Many argue that the single largest variable in organizational success is leadership. Effective leadership can transform an organization and create a positive environment for all stakeholders. In this assignment, you will have the chance to evaluate a leader and identify what makes him/her effective.
Consider all the leaders who have affected your life in some way. Think of people with whom you work—community leaders, a family member, or anyone who has had a direct impact on you.
· Choose one leader you consider to be effective. This can be a leader you are personally aware of, or someone you don’t know, but have observed to be an effective leader. Write a paper addressing the following:
· Explain how this leader has influenced you and why you think he or she is effective.
· Analyze what characteristics or qualities this person possesses that affected you most.
· Rate this leader by using a leadership scorecard. This can be a developed scorecard, or one you develop yourself. If you use a developed scorecard, please be sure to cite the sources of the scorecard. Once you have identified your scorecard, rate your leader. You decide what scores to include (for example, scale of 1–5, 5 being the highest) but be sure to assess the leader holistically across the critical leadership competencies you feel are most important (for example, visioning, empowering, strategy development and communication).
· Critique this individual’s skills against what you have learned about leadership so far in this course. Consider the following:
· How well does he/she meet the practices covered in your required readings?
· How well has he/she adapted to the challenges facing leaders today?
· If you could recommend changes to his/her leadership approach, philosophy, and style, what would you suggest? Why?
· Using the assigned readings, the Argosy University online library resources, and the Internet including general organizational sources like the Wall Street Journal, BusinessWeek, or Harvard Business Review, build a leadership profile of the leader you selected. Include information from personal experiences as well as general postings on the selected leader from Internet sources such as blogs. Be sure to include 2–3 additional resources not already included in the required readings in support of your leadership profile.
Write a 3–5-page paper in Word format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
By the due date assigned, deliver your assignment to the Submissions Area.
Assignment 2 Grading Criteria
Maximum Points
Explained how this leader has been influential and why you think the leader is effective showing analysis of the leader’s characteristics or qualities.
16
Analyzed the characteristics or qualities the leader possesses that have affected you most..
16
Rated your leader using a leadership scorecard and supported your rationale for your rating.
32
Criti.
· Assignment 1 Diversity Issues in Treating AddictionThe comple.docxgerardkortney
· Assignment 1: Diversity Issues in Treating Addiction
The complexities of working with diverse populations in treating disorders, such as addictions, require special considerations. Some approaches work better with some populations than with others. For example, Alcoholics Anonymous (AA) programs are spiritually based and focus on a higher power. Some populations have difficulty with these concepts and are averse to participating in such groups.
Select a population—for example, African Americans; Native Americans; or lesbians, gays, or bisexual individuals. Research your topic by using articles from the supplemental readings for this course or from other resources such as the Web, texts, experience, or other journal articles related to diversity issues and addictions.
Write a three- to five-page paper discussing the following:
· Some specific considerations for working with your chosen population in the area of addiction treatment
· Whether your research indicates that 12-step groups work with this population
· Any special problems associated with this population that make acknowledging the addiction and seeking treatment more difficult
· Any language or other barriers that this population faces when seeking treatment
Prepare your paper in Microsoft Word document format. Name your file M4_A1_LastName_Research.doc, and submit it to the Submissions Area by the due date assigned Follow APA guidelines for writing and citing text.
Assignment 1 Grading Criteria
Maximum Points
Discussed some specific considerations for working with your chosen population in the area of addiction.
8
Discussed whether your research indicates that 12-step groups work with your chosen population.
8
Discussed any special problems associated with this population that make acknowledging the addiction and seeking treatment more difficult .
8
Discussed any language or other barriers that this population faces when seeking treatment.
8
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources, displayed accurate spelling, grammar, and punctuation.
4
Total:
36
· M4 Assignment 2 Discussion
Discussion Topic
Top of Form
Due February 9 at 11:59 PM
Bottom of Form
Assignment 2: Discussion Questions
Your facilitator will guide you in the selection of two of the three discussion questions. Submit your responses to these questions to the appropriate Discussion Area by the due date assigned. Through the end of the module, comment on the responses of others.
All written assignments and responses should follow APA rules for attributing sources.
You will be attempting two discussion questions in this module; each worth 28 points. The total number of points that can be earned for this assignment is 56.
Minority Groups
Many minority groups experience stress secondary to their social surroundings. For example, a family living in poverty may face frequent violence. Limited income makes meeting the day-to-day need.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
3. esign Th
hink different.
y the beginnin
ined in the U
cial strength a
the worst rec
n and annua
General Elec
firms had larg
ned to Apple,
Jobs, after all
as coming bac
ore commitme
nce being fou
uter hardwa
hone, and re
els. Moreover
ublishing bus
r and its appl
hs after launc
one who used
miliar object. So
pple’s succes
g. It came fro
ire to develop
c within the f
dreams of mi
its eyes on the
4. s Apple ven
etitors, the r
any often def
_______________
and independent r
solely as the basis
ineffective manage
resident and Fellow
ness School Publish
otherwise reprodu
hinkin
ng of March
US$ 200 range
and future gr
cession since
l sales appro
ctric and exce
ger revenue b
, the company
l, had already
ck when the c
ent to produc
unded in 197
are and softw
tail operation
r, the just intr
siness. Apple
5. lications (App
ch (in 2007). S
the Apple II
omehow the n
s was not ju
om a deep com
p “insanely gr
firm. At the
illions of cust
e core compu
ntured into
oots of its su
fied conventi
_______________
researcher Barbara
for class discussio
ement.
ws of Harvard Colle
hing, Boston, MA
uced, posted, or tran
g and I
2010, weeks
, where it had
rowth prospec
the Great De
6. oaching $50 b
eeded the val
bases. All the
y’s share pric
y been fired fr
company was
ct design and
76, Apple has
ware. By 20
ns through it
roduced iPad
e stores had s
p) store for th
Surprisingly,
in 1978 and
new device w
st the result
mmitment to
reat products
same time, th
tomers. And,
ter business.
new busines
uccess puzzle
ional busines
________________
a Feinberg prepare
on. Cases are not in
7. ege. To order copi
02163, or go to ww
nsmitted, without t
Innova
after the dra
d hovered fo
cts as world e
epression. Wit
billion, Apple
lue of Sony C
more amazin
ce had hovere
rom the firm
s nearly writte
development
s been consid
10, it had fu
ts sleek prod
d tablet comp
ome of the h
he iPhone had
Apple’s radi
then picked u
was the same
of clever str
understandin
8. s.” The iPod fa
his enthusias
, for all these
sses and fac
ed many ind
s logic and w
_______________
ed this case. This c
ntended to serve a
ies or request perm
ww.hbsp.harvard.e
the permission of H
tion at
— Apple
matic debut
r more than f
economies, an
th a market c
e was now w
Corporation b
ngly, a scant 1
ed around $5
he co-founde
en off. Even s
t had stayed a
9. dered a lead
undamentally
ducts, innova
puter might a
highest revenu
d achieved on
ical innovatio
up an iPhone
as the old one
rategic moves
ng how peop
amously aros
sm remarkabl
e new marke
ced an ever
dustry experts
was not afraid
_______________
case was developed
as endorsements, so
mission to reproduc
edu/educators. Th
Harvard Business S
Apple
e Advertising
10. of its iPad, A
for six month
nd businesses
capitalization
worth more t
by a factor of
2 years earlie
and the futur
ed almost a d
so, through th
alive.
ing designer
y changed t
ative stores, a
accelerate the
ues per squar
ne billion dow
ons also came
three decade
e: different, b
s or an innat
ple used comp
se from the al
ly matched th
ts that were
r-increasing
s and techno
d to experime
9-609-
R E V : M A R C H 4
11. ________________
d from published
ources of primary
ce materials, call 1-8
his publication may
School.
Slogan, 1997
Apple’s share
hs—signaling
s, continued t
of nearly US
than the indu
five, even th
er, when Steve
re was uncert
decade earlier
hat difficult pe
and integrat
the music, m
and new bus
transformati
re foot in the
wnloads only
e with consist
es later would
ut the same.
te sense of m
12. puting device
ll-pervasive lo
he needs, abi
conquered, A
number of
ology pundits
ent outside its
-066
4 , 2 0 1 0
______
sources.
data, or
800-545-
y not be
7–2002
price
g solid
to reel
S$ 200
ustrial
hough
e Jobs
tain at
r, and
eriod,
tor of
mobile
siness
13. ion of
retail
y nine
tency.
d find
market
es and
ove of
ilities,
Apple
fierce
s. The
s core
609-066 Design Thinking and Innovation at Apple
2
markets. It built retail stores when competitors were moving to
direct sales and distribution models,
and its products were rarely first to market. There was,
however, a surprising consistency in the way
the company worked. Simply put, the “Apple Way” was a set of
principles with a deep commitment
to great products and services at its core: design thinking, clear
development strategy and execution,
its CEO as chief innovator, and the rational courage to conduct
bold business experiments.
Design Thinking
14. Those of us on the [original] Macintosh team were really
excited about what we were doing. The result was
that people saw a Mac and fell in love with it. . . . There was an
emotional connection . . . that I think came from
the heart and soul of the design team.
— Bill Atkinson,1 Member of Apple Macintosh Development
Team
It was not evident that falling in love with computers was
something that made sense at the time
when these were machines for data processing and automation.
Moreover, in the mid-1970s, when
Apple entered the scene, computer equipment was typically
housed in discrete locations within
company headquarters and government facilities, guarded and
used only by specialists. The notion
of personal computers as a tool for individual work was
unimaginable. Corporations and
governmental agencies controlled how work functioned and, by
extension, influenced the creation of
tools that were to be deployed to control it. The business
processes and systems that evolved were
eventually captured in enterprise software, with its emphasis on
automating tasks.
To Steve Jobs and the original cadre of Apple developers,
however, the goal was to design a
computer that both supported and fostered individual work.
Moreover, they reasoned, potential
customers would have to fall in love with computers if they
were to master the machine’s apparent
complexity and spend a lot of money to do so. People would
have to see how this tool would benefit
15. them and want that benefit for themselves. Apple’s products
would target people with this appeal.
From the beginning, Apple addressed individual users (“the rest
of us”), believing that products that
were intended to be useful to people would in fact so be. For
that to happen, the level of complexity
needed to be reduced dramatically.
Simplicity in Design and Use
Helping people “love” their equipment and the experience of
using it animated—and continues to
motivate—how Apple products were and are designed today.
Cordell Ratzlaff, a major architect of
the Mac OS X operating system (circa 1990), noted:
We did the design first. We focused on what we thought people
would need and want, and
how they would interact with their computer. We made sure we
got that right, and then we
went and figured out how to achieve it technically. In a lot of
cases when we came up with a
design that we knew really worked for people, we didn’t know
how we were going to build it.
We had a design target, and we worked with engineering to
reach it. We ended up doing a lot
of things that we initially thought were impossible, or would
take a long time to do. It was
great because we were applying a lot of creativity and ingenuity
on the design side and then
pushing the engineers to use the same kind of creativity and
innovation to make that happen.2
From the beginning, Apple products were conceived of as being
highly interactive. To that end,
said Jonathan Ive, Apple’s senior vice president of industrial
16. design, who spearheaded the iPod’s
development (late 1990s), “So much of what we do is worry
about the smallest of details . . . [while] I
Design Thinking and Innovation at Apple 609-066
3
don’t think all the people using the product notice or care in a
conscious way about every little detail,
I do think in the aggregate it’s really important, and it
contributes to why people like the product.”3
Worrying about the smallest detail, which includes even the
packaging of Apple products, has
helped realize co-founder Steve Jobs’ design sensibility: that
simplicity is the ultimate sophistication.
Distinct from organizations whose notion of “detail” is often
conflated with “features,” Apple
products are often noteworthy for what they do not contain.
Years ago, the slot for inserting diskettes
was eliminated from Mac computers (you would have to add an
external device); reviewers criticized
Apple for its arrogance and omission of must-have features.
Other companies soon followed Apple’s
lead, however, and external devices were quickly developed to
plug into ports that Apple products
contained. In other words, when the smallest detail is
scrutinized, it’s possible to discover what can
be lived without—and what can be developed elsewhere. Here’s
how Paul Mercer, whose Pixo
company implemented iPod’s user interface software,
characterized the phenomenon:
17. [T]he iPod is very simple-minded . . . it really doesn’t do much
other than let you navigate
your music. That tells you two things . . . [first] that the
simplification that went into the design
was very well thought through, and, second, that the capability
to build it is not
commoditized. The fact that nobody has been able to duplicate
the capabilities . . . means that
the building blocks may be difficult to come by, and that the
design sense, to create a simple
and easy-to-adopt solution, does not exist in most product
development organizations
worldwide.4
This “design sense” was evident in the iPod Mini, which
actually reduced the amount of music that
could be played but took advantage of new hard drive
technology. “The mini was designed with
exactly the same philosophy [as the original iPod]”, explained
Ive:
We were trying to take advantage of and exploit the fact that it
was a smaller drive and
really understand the difference. We made one model taking an
approach [similar to the
original], using that design vocabulary and form factor, and it
was just completely wrong.
Then we started to explore very different materials and
approaches. We realized we could
make this in aluminum. Unlike with stainless steel, you could
blast it and then anodize it—
which is a form of dyeing—and then you could do color in an
unusual way.5
Thus the Mini, with a quarter fewer songs that could be played
yet with a mere $50 price
18. “reduction” from the original iPod—but it came in colors!—
became, against near universal wisdom, a
wildly popular product that was both an extension of the
original and a unique item purchased for its
own sake. Apple’s ability to draw upon exactly the same
philosophy but adapt it to new technologies
and different materials was equally evident in the Nano and
Shuffle, which even further reduced the
amount of music that could be played, as well as the size of the
product. These, too, took off. The idea
was that people would want a “portfolio” of iPods—and so they
did. Moreover, an entire industry
sprang up to surround the iPod, with accessories, “stations,” and
links to other devices.
Beyond Fashion
Given the sleek appearance of iPods, iPhones, the iPad and Mac
computers, and all these
products’ prominence in media depictions, it’s tempting to
attribute their popularity to Apple’s
ability to tap into a zeitgeist—a sense of what is popular,
fashionable, trendy at the moment. But there
is more to coolness than fashion. In fact, Apple goes beyond
superficial trends and gets to the essence
of customer experience such that its “design” seems to happen
from the inside out, while the outside
continues to be deeply appealing and, ineffably, “cool.”
According to Steve Levy, who’s written
609-066 Design Thinking and Innovation at Apple
4
19. extensively about Apple, the iPod managed the amazing feat of
being deemed individually cool
while also being deemed cool for millions upon millions of
users.
The appearance of Apple products is thus “the result of
painstaking attention to detail,” according
to Ive. “The thing that all of our competitors are missing is that
they think it’s about fashion, they
think it’s about surface appearance. . . . And they couldn’t be
further from the truth.” Ive was talking
about the vivid iMacs that debuted in mid-1998 and signaled
Jobs’ return to the company:
The iMac [wasn’t] about candy-colored computers. The iMac
[was] about making a
computer that is really quiet, that doesn’t need a fan, that wakes
up in fifteen seconds, that has
the best sound system in a consumer computer, a superfine
display. It’s about a complete
computer that expresses it on the outside as well.6
In fact, Ive could have been citing almost any product the
company released in the past decades,
including the ones that did not succeed in the marketplace—for
example the G4 Cube. Apple CEO
Steve Jobs described that product as: “. . . the coolest computer
ever made . . . it’s our vision of what
technology should be and how it should work and what it can do
for you. We make progress by
eliminating things. It’s a much more courageous approach,
much harder than living with all this
[cheaper] stuff.”7 The outside of the (expensive and ultimately
unsuccessful) elegant cube exhibited,
Jobs believed, the integrity of the entire product’s design, from
its “intention” through its concept
20. development, through the process of making it and, ultimately,
to the user’s experience of working
with it—such that the simplicity that resulted becomes the
ultimate sophistication.
This notion of design-as-product-integrity seems clearly driven
by Jobs himself, powerfully
suggested by the product his “next” venture created after he was
ousted from Apple (in 1985): the
NeXT computer workstation, which Jobs targeted to the
education market. (Apple bought the
company, NeXT Software, in 1996, triggering Jobs’ subsequent
return.) Although the product was not
a commercial success, the NeXTStep architecture became the
basis of Apple’s subsequent OS X
computer operating system and the machine ended up being the
development platform Sir Timothy
Berners-Lee used to create the client for the World Wide Web
(in late 1990).
Wrote Berners-Lee: “The NeXT interface was beautiful, smooth,
and consistent. It had great
flexibility, and other features that would not be seen on PCs till
later, such as voice e-mail, and a
built-in synthesizer. It also had software to create a hypertext
program.”8 At a point when he faced
an early decision of reprogramming the Word Wide Web on
another system, given the fact that NeXT
machines were hardly prolific, Berners-Lee noted, “Trading in
the NeXT for some ordinary computer
would have been like trading in a favorite sports car for some
truck. . . . I decided to stick with the
NeXT.”9
Significantly, the beautiful, smooth, and consistent interface
didn’t sacrifice features, some of
21. which would not be seen on other PCs until years later. Apple’s
vision of simplicity, one that arises
from a thorough understanding of elegance and the integration
of sophisticated features and
functionality, did not imply an inherent tradeoff between these
elements. There was no compromise
between simplicity of use (beautiful, smooth, and consistent)
and functionality, which included
“prescient” features (like hypertext), compared to products that,
in the guise of simplicity, in fact did
only one thing (the “one-button” approach tried for cameras and
phones, for example). Rather, the
simplicity-sophistication outcome captured in NeXT and Apple
products generally stemmed from a
critical point: the design team kept on going until they found
the key underlying principle of a
problem—which, in turn, could then be built upon. At Apple,
problems were moving targets, not
something that was to be solved once and for all.
Design Thinking and Innovation at Apple 609-066
5
Innovation, Product Development Strategy, and Execution
You can see a lot by just observing.
— Yogi Berra, Major League Baseball Player and Manager
At Apple, innovation, product development, and execution have
been deeply intertwined with
the firm’s history and co-founder Steve Jobs’ pivotal influence
22. on it. For instance, the Mac was never
intended to be only a computing device; it instead exemplified a
way of how people could (and
should) work with a computing device. So powerful was this
vision that Apple’s computers managed
to retain a considerable amount of their design integrity, and
fanatical “fan” base, during the
tumultuous period between 1985, when Jobs left the firm, and
1997, when he returned to eventually
become its chief once again. Nevertheless, Apple floundered
during that period.
Jobs and Steve Wozniak founded the company in 1976, and
were soon joined by Mike Markkula,
Jr., who helped in accessing venture capital. Its first personal
computer, the radical Apple II,
premiered in 1978, and the firm had a successful IPO two years
later. IBM shortly thereafter entered
the market and though its machines had none of the combined
simplicity and pizzazz of Apple’s,
they could be cloned. In contrast, Apple’s were essentially
developed from scratch and featured a
proprietary operating system as well as unique hardware. In
1984, Apple brought out the Macintosh,
famously in conjunction with a Super Bowl advertisement
(inspired by George Orwell’s 1984) that
even now remains a stunning feat of promotion and fundamental
statement of the company’s
commitment. But the cloning continued, and Apple’s market
share (and eventually profits) began a
long decline that did not fundamentally reverse until a year
after the advent of the iPod.
In April 1985, the Board axed Jobs’ operational role at Apple,
and he left shortly afterwards, to
found NeXt and then to co-found the animation production
23. company Pixar Studios. From 1985 to
1993, Apple would be run by John Sculley, PepsiCo’s former
CEO and a marketing expert. Jobs had
lured him to Apple in 1983, reportedly with the challenge: “Do
you want to sell sugared water all
your life?” Under Sculley’s tenure, Apple, facing massive
competition from IBM-clones, as well as
rapid changes in technology and an explosion in venture capital-
driven investment that fueled new
competitors, grappled with which markets to target—and hence,
what products the firm should
develop. When those decisions were not successfully resolved,
Michael Spindler (an engineer and
Apple’s president under Sculley) took over, from 1993-1996. He
was replaced by Gilbert Amelio, a
PhD physicist and former CEO of National Semiconductor, who
reigned from 1996 to 1997. Shifts in
strategy accompanied each new regime.
The debates within Apple during this period revolved around
not only whether to license the Mac
operating system and begin to compete in the “cloning space,”
but also about the importance of the
business market, which had almost zero penetration by Apple.
(By contrast Apple had nearly 50% of
the “education” market and dominated “artistic” enterprises,
e.g., in graphics, advertising, movies,
animation, and music.) The business market was almost entirely
a combination of the Windows
operating system and Intel processors (then known as Wintel).
Products and projects at Apple
proliferated in consequence of these various strategies—and
failings. Some, like the PowerBook
(1990) laptop computer, were big successes, but many others,
like an attempt to create set-top boxes
for TVs, were flops—as was the Newton, Apple’s personal
24. digital assistant (PDA) entry that became
the butt of endless jokes for its hand-writing analysis errors.
Apple eventually did embark on a
licensing program, which by 1997 represented 20% of Mac unit
sales.
The creative core of technology development had managed to
exist during this period of Apple
upheaval, but the process became more “traditional” and
resembled approaches found at other
609-066 Design Thinking and Innovation at Apple
6
companies. Don Norman, a well-known expert on design who
worked as vice president of advanced
technology at the company from 1993 to 1998, described it this
way:
There were three evaluations required at the inception of a
product idea: a marketing
requirement document, an engineering requirement document,
and a user-experience
document. . . . These [three documents] would be reviewed by a
committee of executives, and
if approved, the design group would get a budget, and a team
leader. . . . [T]he team would
work on expanding the documents, inserting plans on how they
hoped to meet the marketing
engineering, and user-experience needs—figures for the release
date, ad cycle, pricing details,
and the like. It was a consultative process, [but it led] to a lack
of cohesion in the product.10
25. There were, Norman noted, more than 70 Macintosh Performa
(computer) models between 1992 and
1997. Critics noted that the rapid proliferation of models
confused customers and increased
complexity at Apple.
Excellence in Execution
The system is that there is no system. That doesn’t mean we
don’t have process. Apple is a very disciplined
company, and we have great processes. But that’s not what it’s
about. Process makes you more efficient. But
innovation comes from people meeting up in the hallways or
calling each other at 10:30 at night with a new
idea, or because they realized something that shoots holes in
how we’ve been thinking about a problem. It’s ad
hoc meetings of six people called by someone who thinks he has
figured out the coolest new thing ever and who
wants to know what other people think of his idea. And it comes
from saying no to 1,000 things to make sure we
don’t get on the wrong track or try to do too much. We’re
always thinking about new markets we could enter,
but it’s only by saying no that you can concentrate on the things
that are really important.11
— Steve Jobs
Jobs took immediate action upon his return to the company in
August 1997: stopping the licensing
program, closing two divisions, eliminating 70% of new
projects, shutting facilities (and moving
manufacturing abroad), changing the distribution system, and
launching a website for direct sales.
Product lines were drastically reduced (from 15 to 3) and the
26. sophisticated marketing, characteristic
of Jobs’ tenure before, resumed. On the design, development,
and execution levels, many things were
likewise revived: the quest for “insanely great products” was
picked up anew, as Jobs put himself
back into the innovation process. The iMac debuted in August
1998.
Working alongside Jobs was Tim Cook, Apple’s chief operating
officer. Cook joined the company
in 1998, having previously worked at IBM and Compaq, with
the assignment to “clean up the
atrocious state of Apple’s manufacturing, distribution, and
supply apparatus,” an effort that enabled
inventory to drop from literally months to a few days.
According to Fortune Magazine,
Apple routinely pulls off the miraculous: unveiling
revolutionary products that have been
kept completely secret until they magically appear in stores all
over the world. The iPhone, the
iPod, any number of iMacs and MacBooks—the consistently
seamless orchestration of Apple’s
product introductions and delivery is nothing short of
remarkable. . . . In 2006 Apple
transitioned its entire computer line to running on processors
made by Intel. . . . Cook’s
team . . . made sure there was nary a blip in sales.12
When Steve Jobs took a leave of absence in 2009 to receive a
liver transplant, Cook ran the
company. The products rolled on, the stock went up, Jobs came
back, and the iPad debuted.
Significantly, at the same time that “atrocious” operations were
being cleaned up in the late 1990s, the
core approach to development remained consistent: working
27. intimately with manufacturers and
Design Thinking and Innovation at Apple 609-066
7
being completely attuned to customers. “Apple [still] takes an
amazing interest in material selection
and how things are manufactured,” according to Mark Rolston,
senior vice president at FrogDesign,
which worked closely with Apple in the 1980s. “They
continuously [today] ask what a manufacturer
can do for them . . . [they] will change a whole factory’s
process.”13
Platform Strategy
Apple has been notoriously tight-lipped about both its strategy
and operations—an approach that
has turned into marketing magic and high expectations among
its followers. But the company’s
approach to innovation has been more complex than just
designing exciting products: its streamlined
product portfolio and extensive reuse within product families
suggests that Apple has a clear
platform strategy. The OSX operating system, for example, is
used in all of Apple’s computers as well
as in the iPhone. And the iPhone and iPod Touch clearly come
from the same platform, as does most
of the iPod family, and now comes the iPad.
Broadly, firms that follow platform strategies envision a family
(or generation) of products at the
earliest stages of product concept and planning. At this point
28. they think ahead to not only what
would be needed for the initial product’s release, but also what
would be required subsequently—
and when that should happen. With all this in mind to one
degree of specificity or another,
companies then design the initial product as a platform, with an
architecture that will accommodate
the development and production of the (derivative) products
envisioned.
A platform strategy offers big advantages and benefits to a
company, its suppliers, and its
customers. For companies, like Apple, who put a premium on
design, resources and time invested
into the initial product is leveraged across derivative products;
these can be developed and ramped
up more quickly because they build on and make use of existing
design elements in the platform.
This is efficient, as well. With high levels of sharing and reuse
of assemblies, sub-assemblies, and
parts, the result is greater reliability and lower costs, benefiting
company and suppliers alike.
Company employees benefit too, through the knowledge they
gain in designing, producing, and
supporting the platform (i.e., initial) product. That in turn can
be efficiently transferred to derivatives.
And finally, customers benefit from a company’s effective use
of a platform strategy. More stable
and reliable designs mean products that require less repair,
maintenance, and service, in general and
particularly for first-time users. Commonality of user interfaces
and design elements means that
repeat customers face less of a training hurdle; they are
applying their knowledge of how the product
family “works.”
29. Iterative Customer Involvement
From the outset, Apple insisted on integrating customer’s
experience into its design and
development processes. This is how Larry Tessler, who in 1980
migrated to Apple and invented the
cut-and-paste and editable dialog box, designed the Smalltalk
browser [and] simplified the use of the
mouse, described his efforts back then:
What I realized [is] the best way to design software [at Apple]
is with the customer, which
is now called participatory design. With [art students] . . . I
watched how they used it and saw
when they got confused. . . . That was my first experience with
what we call usability tests
today, people can see what the problem was and how to fix it,
and I realized that I could make
something simpler.14
609-066 Design Thinking and Innovation at Apple
8
Tessler elaborated:
In the user interface design, it was a lot of trial and error. We
tried different things and
found out what did and didn’t work. A lot of it was empirically
driven. I kept bringing new
stuff in and saying, “What about this?” and [we would] set up
tests so that different people
could try it. For example, if you have a scroll bar . . . which
30. way should [the arrows] be? When
you scroll toward the bottom of a document, the document
moves up, so there’s some reason
to think of a down arrow, and some reason to think of an up
arrow. A really good question is,
“What do people expect? When people see an arrow, which way
do they think it will move?”
What I found mattered much more than whether the arrow went
down or up was where the
arrow was: if the arrow was at the top, they expected to see
more of what was above, whereas
if it was at the bottom, they expected to see more of what was
below.15
Another example, from Bill Atkinson recalling his work on an
early Apple graphics application
(mid-1980s), MacPaint:
I think that the more user testing a piece of software has, the
smoother it can become. The
process of software design really is one where you start with a
vague notion of what you’re
trying to make, and that . . . slowly . . . gets better defined. As
you work with it more, it gets to
the point where it is something, but as you try it you realize,
“You know, I’ve kind of missed
the mark here.” For example, first you pit and pat it . . . then
you throw away all of the code
and build . . . from scratch and you’ve got a clear, clean model.
Then you start pitting it and
patting it, and adding things that people want, and it gets a little
lopsided and difficult, and
you realize after a while, “You know, what I’m really building
here is more like a cobbler’s
bench.” That’s when you have to put it aside and build a
cobbler’s bench deliberately, and craft
31. it to be right for a cobbler’s bench. You iterate like that,
testing, and then being willing to set
aside and build from scratch again.16
The idea that design should be driven first by user needs and
desires is reinforced by Cordell
Ratzlaff, referring to the development of Apple’s operating
system OS X (circa 2000):
There is nothing that I would not consider changing; I think an
interface really has to be
appropriate for the people who are using it. People don’t use a
computer to enjoy the operating
system. . . . They use a computer because they want to create
something. . . . The computer is
just a tool . . . it’s about what people want to do . . . you have to
know who those people are
and what they are really trying to accomplish.17
Beautiful Products
The “beautiful object” is never far from mind, but it, too, can be
changed. Consider that the
original iPod’s design was so powerfully connected to its
pristine color (white), relating it to the
polymer finish that accomplished the look. Having determined
that “intense” white was the object’s
color, researcher and author Steve Levy describes how Ive
describes the translation process:
Ive [sketches] how they laid the polycarbon plastic in the rear
steel cladding to get “quite a
strong, almost sort of halo around the product. . . . The surface
itself is a ‘double-shot
polycarbonate,’ a two-layered concoction wherein an injection
molding procedure binds a
32. transparent plastic coating over a layer of solid white.”18
As Levy recounts, Ive waxed rhapsodic (“pouring his heart
out”) over the importance and beauty
of this pristine “snow-colored skin.” Yet just a few years later,
polycarbon plastic and “snow” were
Design Thinking and Innovation at Apple 609-066
9
superseded by a new material (aluminum) and the advent of
colors as the Mini was triumphantly
introduced. The original iPod was not discontinued but sold
alongside the new one and continued to
flourish. “I remember doing over the model with Jon,” said
Jobs. “We were giddy. People had told us
it was impossible when we showed them the layouts. This was
not easy, but we pulled it off.”19
Apple’s ability to change from the passionate advocate of
pristine white to the driving force
behind colors and new materials suggests the importance of
design as a motivation to continued
innovation, rather than as a static approach that assumes a
single conclusion. It also suggests a
passion for and close attention to new materials and
manufacturing processes, which can offer new
opportunities for product innovation. This passion enables a
paradox. As Jobs noted, Apple’s
explosive growth is not an excuse to “play it safe. That’s the
most dangerous thing we can do. We have to
get bolder. . . .”20
33. The CEO as Chief Innovator
When [Steve] Jobs was still in his twenties, he once explained
his vision of design to me, using as a symbol
the object whose name he appropriated to name his computer
company. “Fruit—an apple,” he said. “That
simplicity is the ultimate sophistication . . . when you start
looking at a problem and it seems really simple with
all these simple solutions, you don’t really understand the
complexity of the problem. And your solutions are
way too oversimplified. Then you get into the problem, and you
see it’s really complicated. And you come up
with all these convoluted solutions . . . that’s where most people
stop, and the solutions tend to work for a while.
But the really great person will keep on going and find . . . the
key, underlying principle of the problem. And
come up with a beautiful elegant solution that works.”21
— Steve Levy, Author, The Perfect Thing
Steve Jobs and Apple seem like interchangeable terms: a
discussion of the company in any forum
immediately segues into the man and his influence. Convincing
research reveals that company
founders essentially imprint their organizations with their own
personality characteristics, and
Apple-Jobs is no exception. Given the unusual situation of Jobs’
being the chief of the company twice,
it’s possible to see his influence evolve over the 12-year gap
between his two periods of hands-on
influence. The company evolved even without his actual
presence.
From his earliest days at Apple, Jobs’ “design sense” was
34. confident and refined; his sensibility
predominated at the company, reinforced as like-minded people
were hired and as design work there
evolved. Jobs had no formal design training, just as he had no
engineering (or business) education.
Yet those, who have had both the formal training and extensive
experience in these fields, are
impressed by both his talent and his ability to inspire others.
His well-known temperament, often
characterized as dictatorial, may in fact reflect demands that
arise from a distinct vision of the
meaning of the company, its products and how that can be
achieved. This vision has been a demand
to across-the-board excellence; in aesthetics, it is Jobs’ own
ideas of what constitutes design
perfection, but in other areas, superior operations are the result.
Products are launched on time and
with high quality. Product concepts and early prototypes are
never shown in public. Apple’s promise
is an integral part of its relationship with customers: once the
company introduces a product in
public, it would become commercially available through its
retail and on-line stores. This excellence
and commitment is demanding—“the really great person” who
digs into a problem and finds the
“beautiful elegant solution that works” works very hard indeed.
More broadly and without the connotation of beautiful, elegant
solutions are the result. Problem-
solving work began to characterize a growing proportion of
economic activity in the U.S. by the late
609-066 Design Thinking and Innovation at Apple
35. 10
1970s and early 1980s. Such “knowledge work” distinguished
these activities from those of “manual
work,” i.e., tasks routinely performed, with the dominating
image being an assembly line. Jobs’
vision held that Apple products were to be personal tools that
enabled and enhanced individual
efforts for such problem solving. It seems that he has continued
to see consistency between the
problem-solving efforts within Apple product development and
the work that customers would
themselves be undertaking. The appeal has not been to select
organizations or businesses as
customers; it has been one that puts individuals (and their
problem-solving efforts) first. This is
becoming a familiar notion today; it is hard to overstate how
radical it was in the early 1980s, when
companies were overwhelmingly preoccupied with creating
“enterprise solutions.”
Beyond the vision, the drive, the total hands-on involvement in
decision-making, from strategy to
product and service design to packaging, Jobs has been the face
of the company. Products are not
rolled out; they are presented to the public by Apple’s
management team in periodic extravaganzas
that are shrouded in elaborate (and much-ridiculed) secrecy
beforehand. To penetrate it, even web
cams have been deployed dockside to scrutinize shipments
coming in from factories in Asia in an
attempt to determine what will be unveiled. This cat-and-mouse
game, going on for more than a
decade, has propelled Jobs into what one analyst called the
Princess Diana of business leaders. Unlike
other popular “front men,” however, Jobs has used his
36. prominence to effectively, dramatically, and
boldly move his company into new spaces, all of which, when
looked at in retrospect, seem like
totally evident changes. When the iPhone debuted, Apple
Computer was renamed Apple, perhaps
signaling “[T]hat simplicity is the ultimate sophistication.” In
November 2009, Fortune Magazine
named Jobs CEO of the decade.
Bold Business Experimentation
A towering example of boldness was the decision to move into
retail. Now that there are
hundreds of Apple Stores worldwide, it’s hard to recall how
controversial the entire idea was at the
time. Not only was the company’s first store opened in May
2001, just as the “technology bubble”
was bursting, but it followed on the heels of similar attempts,
most notably the computer company
Gateway, that had spectacularly failed. Apple Stores of course
were to be created with the same
painstaking focus on detail that characterizes all the company’s
products (and hence were expensive
ventures): as indeed they are Apple products, not simply outlets
for purchasing them. Thus, they
occupy prime real estate in upscale malls and/or freestanding
locations and are considered
“architectural statements.”
Yet at the time this move was being finalized, stores, any
stores, derided as physical “bricks,”
were, experts assured us, to succumb to Internet “clicks,” and
Dell’s endlessly praised Web-based
purchasing approach was considered best-practice. That
Internet-based model allowed customers to
create their own products by providing various combinations
37. that could be swiftly built and shipped
through the firm’s super-efficient manufacturing and delivery
processes. Along with analysts and
business pundits, the magazine BusinessWeek was a strong
advocate for Dell’s model:
By 2002, Dell offered a full line of desktops, notebooks,
workstations, and servers, in
addition to software, service, and support. The company had
$31.9 billion in sales,
approximately half of which was generated by its Web site. Dell
executives attributed their
success to the company’s distinctive business model, which
centered on direct sales and built-
to-order manufacturing. Dell needed only 36 hours after taking
an order to ship a computer
out the door … Customers could use Dell’s Web site to design
the exact configuration of
hardware and software that they required and find out
immediately how much it would cost.22
Design Thinking and Innovation at Apple 609-066
11
By contrast, customers visiting an Apple Store found products
already configured at prices
distinctly higher than those at Dell’s website (and elsewhere);
there were no workstations and
servers, and limited software for sale. There were, in fact, not
that many products at all. Tech repair
and support were provided by “geniuses” at a “bar” within the
store, an approach that eventually
proved its worth but definitely was considered quirky at the
38. time. Also at the outset of this adventure
in retail, there was no iPod mania to attach to—the iPod
debuted five months after the first store, in
McLean, Virginia, opened. Macintosh computers, while having
a fanatical fan base, still represented a
minuscule percentage of the market (around 3%). Who would be
coming to an Apple Store? For what
reason?
The bet was on “foot traffic,” deemed ridiculous by analysts at
the time. Yet foot traffic is exactly
what the stores generated, as curious non-Apple customers,
along with Apple fans, were drawn into
elegant surroundings that hosted beautiful objects whose utility
could be immediately accessed.
Seven years later Apple Stores had become “destinations,” the
retailing Holy Grail, as Apple
products, so well showcased, grew in both numbers and
popularity. In turn, these destination
shoppers attracted more foot traffic, and a virtual circle was
established. The prominent inclusion of
the “genius bar,” wherein repair work was publicly undertaken,
helped seal the company as being
beyond cool. The results spoke for themselves: Apple stores
eventually generated the highest revenue
per square foot in the entire retail sector.
The move into retail operations was, of course, not the first
“store” Apple created; the iPod
transitioned from being an iTunes-based device to one that
accessed a repository of music in an
iTunes Music Store. More recently, the company launched the
iPhone Apps Store, with the iPad
bookstore surely to follow. More than ten billion songs and
three billion Apps have been downloaded
from its stores. The entire music industry was forced to
39. accommodate Jobs’ vision of easily accessible
and inexpensive music that could be “shuffled” any way the
user wanted. The movie industry,
likewise, is slowly being brought into the fold. Thus, not only
Apple, but also entire industries have
been evolving their business models based on Jobs’ simplicity
equals sophistication notion.
Against Conventional Wisdom
The exhaustive press on all things “Apple” and “Jobs”
(representing more than 100 million
Google references) contains considerable, often vociferous,
comments on the company’s “failure” to
respond to what is going on in the world. The open source
movement (catalyzed in Linux) has been
mostly ignored by Apple. The company insists on developing,
and integrating, its own hardware and
software. It has announced that it will be designing its own
chips for iPods, iPhones and iPads, a
backward migration that appears very much out of step with
how the computer industry has been
evolving. The original “locked” iPhone generated miles of
furious writing. The company attacks Web
sites that dare to speculate on what the company is planning, in
some cases even suing the authors.
At the same time, Apple has “opened” up to outside developer
communities, in its own way, and has
invented the “App Store,” along with the other “stores” it set
up. In fact, very few apps have been
developed by Apple employees.
Apple suppliers keep their mouths closed about what they’re
doing, having learned that a slip of
the tongue can forfeit business. The web cams focusing on
landing docks to discern the products that
40. come in from manufacturers elsewhere are there because the
company provides no clues to what is
happening. In a world that currently celebrates open platforms,
collaboration, third-party developers,
“community” design, and transparency, Apple seems clearly an
outlier. Somehow, of course, the
company manages to create products that people want—that win
design awards and garner
worldwide kudos for the company and its leader.
609-066 Design Thinking and Innovation at Apple
12
This apparent—and clearly successful—flouting of trends,
having gone on for so long and in so
many arenas, should raise questions about whether assumptions
of what is open and closed, what
transparency means, what customer-first/development-first
imply, etc., are sufficiently
comprehensive. Perhaps there are other ways of considering
how “insanely great” products can arise.
Constant Learning and Adaptation
“We make progress by eliminating things,” Jobs has
emphasized, and the simplicity of Apple
products has been heralded from the company’s origin. It was
the commercial rationale for making
products that the “rest of us could use,” as Apple ads famously
stated early on. But eliminating
things and “simplicity” are not identical as either motive or
objective. It is naive to assume that
deciding “what to take out” automatically creates the appealing
41. and useable products that Apple and
Jobs strive for and so often create. Making something “simple”
to use does not imply eliminating
functionality; making something elegant does not suggest that
“features” are absent.
Moreover, these products evolve and go on to include things
that were previously eliminated. The
iPod, as we’ve seen, was resolutely in one material and color in
its beginning, and then, as a product,
“became” another version in another material and an array of
colors. The iMac, starting in 1998 in an
array of colors and in one determined shape, “became” in
ensuing years a machine in white only,
now is offered in vastly different configurations—and who
knows what will happen next year? The
iPhone, never to be opened, now has a developer platform and
countless dedicated applications; the
digital rights agreement that animated the entire iTunes Store
logic has been discontinued. New
possibilities seem always available and incorporated, over time.
Yet there is one approach that seems
to hold steady—in the look of the products and in their use.
Perhaps the most dramatic example is how the virulent “anti-
business” company, vividly on
display in its 1984 Super Bowl ad for Macintosh, eventually
embraced the very platform of the
enemy. During Jobs’ absence, the intervening CEOs all debated
various strategies for so-called PC
and Windows-compatibility, in the pursuit of the business
market. While Jobs nixed the licensing
arrangement upon his return, he also accelerated the
development of OS X, based on the NeXT
architecture he spearheaded after his ousting from Apple and
which ultimately was able to
42. accommodate Windows. Apple had enabled Windows users to
(seamlessly) access the iPod as part of
that thrust. And even before that, in his first MacWorld on his
return to the company, Jobs
announced a $150 million “investment” from Microsoft. The
zealots hissed but Wall Street cheered.
As noted, such moves seem utterly obvious in retrospect. Of
course a device as popular as an iPod
would have to ensure that “everyone” had access to it. Of
course, if you want your computers to be
for everyone, you have to ensure that they accommodate
everyone.
It was Jobs who built a company with the rational courage for
bold experimentation. But can there
be an Apple without Jobs? At Pixar, he left behind a company
that was successful without strong
personalities. During his brief medical leave, Apple continued
to launch products and deliver
impressive financial results. What is Apple’s future as it enters
the second decade of the 21st century?
Design Thinking and Innovation at Apple 609-066
13
Endnotes
1 Bill Moggridge, Designing Interactions (Cambridge MA: MIT
Press, 2007) p. 101.
2 Moggridge, Designing Interactions, p. 144.
43. 3 Steve Levy, The Perfect Thing: How the iPod Shuffles
Commerce, Culture and Coolness (New York: Simon &
Shuster Paperbacks, 2007), p. 100.
4 Moggridge, Designing Interactions, p. 315.
5 Levy, The Perfect Thing, p. 102.
6 Levy, The Perfect Thing, pp. 95–6.
7 Levy, The Perfect Thing, pp. 95–6.
8 Tim Bernars-Lee, Weaving the Web: The Original Design and
Ultimate Destiny of the World Wide Web by Its
Inventor (New York: HarperCollins, 1999) p. 28.
9 Berners-Lee, Weaving the Web, p. 31.
10 Daniel Turner, “The Secret of Apple Design,” Technology
Review, May 2007.
11 Peter Burrows, “The Seed of Apple’s Innovation,” Business
Week, December 12, 2004.
12 Adam Lashinsky, “The Genius Behind Steve Jobs,” Fortune
Magazine, November 10, 2008.
13 Turner, “Secret of Apple Design.”
14 Moggridge, Designing Interactions, p. 60.
15 Moggridge, Designing Interactions, p. 89.
16 Moggridge, Designing Interactions, p. 102.
17 Moggridge, Designing Interactions, p. 146.
44. 18 Levy, The Perfect Thing, pp. 99–100.
19 Levy, The Perfect Thing, p. 222.
20 Levy, The Perfect Thing, p. 222.
21 Levy, The Perfect Thing, pp. 93–94.
22 Gary McWilliams, “Whirlwind on the Web,” BusinessWeek,
April 7, 1997.
<<
/ASCII85EncodePages false
/AllowTransparency false
/AutoPositionEPSFiles true
/AutoRotatePages /None
/Binding /Left
/CalGrayProfile (Gray Gamma 2.2)
/CalRGBProfile (sRGB IEC61966-2.1)
/CalCMYKProfile (U.S. Web Coated 050SWOP051 v2)
/sRGBProfile (sRGB IEC61966-2.1)
/CannotEmbedFontPolicy /Error
/CompatibilityLevel 1.3
/CompressObjects /Off
/CompressPages true
/ConvertImagesToIndexed true
/PassThroughJPEGImages true
/CreateJDFFile false
/CreateJobTicket false
/DefaultRenderingIntent /Default
/DetectBlends true
/DetectCurves 0.0000
/ColorConversionStrategy /LeaveColorUnchanged
/DoThumbnails true
/EmbedAllFonts true
60. 8b2e4002e>
/NLD (Gebruik deze instellingen om Adobe PDF-documenten
te maken waarmee zakelijke documenten betrouwbaar kunnen
worden weergegeven en afgedrukt. De gemaakte PDF-
documenten kunnen worden geopend met Acrobat en Adobe
Reader 5.0 en hoger.)
/NOR
<FEFF004200720075006b0020006400690073007300650020006
9006e006e007300740069006c006c0069006e00670065006e0065
002000740069006c002000e50020006f007000700072006500740
0740065002000410064006f006200650020005000440046002d00
64006f006b0075006d0065006e00740065007200200073006f006
d002000650072002000650067006e0065007400200066006f0072
0020007000e5006c006900740065006c006900670020007600690
073006e0069006e00670020006f00670020007500740073006b00
7200690066007400200061007600200066006f007200720065007
4006e0069006e006700730064006f006b0075006d0065006e0074
00650072002e0020005000440046002d0064006f006b0075006d0
065006e00740065006e00650020006b0061006e002000e5007000
6e00650073002000690020004100630072006f006200610074002
00065006c006c00650072002000410064006f0062006500200052
0065006100640065007200200035002e003000200065006c006c0
0650072002e>
/PTB
<FEFF005500740069006c0069007a00650020006500730073006
1007300200063006f006e00660069006700750072006100e700f5
0065007300200064006500200066006f0072006d0061002000610
0200063007200690061007200200064006f00630075006d006500
6e0074006f0073002000410064006f00620065002000500044004
600200061006400650071007500610064006f0073002000700061
0072006100200061002000760069007300750061006c0069007a0
06100e700e3006f002000650020006100200069006d0070007200
650073007300e3006f00200063006f006e0066006900e10076006
50069007300200064006500200064006f00630075006d0065006e
0074006f007300200063006f006d0065007200630069006100690
073002e0020004f007300200064006f00630075006d0065006e00