Apple Inc. (Exact Name of Registrant As Specified in Its Charter)
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Understanding Digital Content and Services Ecosystems the Role of Content and Services in Boosting Internet Adoption
Understanding digital content and services ecosystems The role of content and services in boosting Internet adoption Strategy& is part of the PwC network Contacts Beirut Düsseldorf Madrid Seattle Chady Smayra Dr. Roman Friedrich José Arias Mathias Herzog Partner Partner Partner Principal, PwC US +961-1-985-655 +49-211-38900 +34-91-411-8450 +1-206-398-3000 chady.smayra roman.friedrich j.arias mathias.herzog @strategyand.ae.pwc.com @strategyand.de.pwc.com @strategyand.es.pwc.com @strategyand.us.pwc.com Rami Maalouf Frankfurt Milan Shanghai Manager +961-1-985-655 Olaf Acker Luigi Pugliese Sarah Butler rami.maalouf Partner Partner Partner @strategyand.ae.pwc.com +49-69-97167-0 +39-02-72-50-91 +86-21-2323-2020 olaf.acker luigi.pugliese butler.sarah Delhi @strategyand.de.pwc.com @strategyand.it.pwc.com @strategyand.au.pwc.com Ashish Sharma Helsinki Paris Vienna Partner +91-124-499-8700 Santeri Kirvelä Pierre Péladeau Klaus Hölbling sharma.ashish Partner Partner Partner @strategyand.pwc.com +358-20-787-7000 +33-1-5657-58590 +43-1-518-22-900 santeri.kirvela pierre.peladeau klaus.hoelbling Doha @strategyand.fi.pwc.com @strategyand.fr.pwc.com @strategyand.at.pwc.com Bahjat El-Darwiche Jakarta Riyadh Partner +974-44026-777 Abhijit Navalekar Hilal Halaoui bahjat.eldarwiche Partner Partner @strategyand.ae.pwc.com +62-21-521-2901 +966-11-249-7781 abhijit.navalekar hilal.halaoui Dubai @strategyand.ae.pwc.com @strategyand.ae.pwc.com Jayant Bhargava London São Paulo Partner +971-4-390-0260 Hugo Trepant Nuno Gomes jayant.bhargava Partner Partner @strategyand.ae.pwc.com +44-20-7583-5000 +55-11-3674-8736 hugo.trepant nuno.gomes Jad Hajj @strategyand.uk.pwc.com @strategyand.br.pwc.com Partner +971-4-390-0260 jad.hajj @strategyand.ae.pwc.com 2 Strategy& About the authors Bahjat El-Darwiche is a partner with Strategy&, part of the PwC network, and is based in Doha. -
Digital Distribution
HOW DIGITAL DISTRIBUTION AND EVALUATION IS IMPACTING PUBLIC SERVICE ADVERTISING Aggressive Promotion Yields Significant Results By Bill Goodwill & James Baumann It is no surprise to see that digital distribution of all media products is fast becoming the de facto standard for distribution of media content, particularly for shorter videos such as PSA messages. First let’s define the terms. Digital distribution (also called digital content delivery, online distribution, or electronic distribution), is the delivery of media content online, thus bypassing physical distribution methods, such as video tapes, CDs and DVDs. In additional to saving money on tapes and disks, digital distribution eliminates the need to print collateral materials such as storyboards, newsletters, bounce-back cards, etc. Finally, it provides the opportunity to preview messages online, and offers media high- quality files for download. The “Pull” Distribution Model In the pre-digital world, the media was spoiled because they had all the PSA messages they could ever use delivered right to their desktop, along with promotional materials explaining the importance of the campaigns. Today, the standard way for stations to get PSAs in the digital world is to go to a site created by the digital distribution company and download them from the “cloud.” Using a dashboard that has been created for PSAs, the media can preview the spots and download both the PSAs, as well as digital collateral materials such as storyboards, a newsletter and traffic instructions. This schematic shows the overall process flow for digital distribution. To provide more control over digital distribution, Goodwill Communications has its own digital distribution download site called PSA Digital™, and to see how we handle both TV and radio digital files, go to: http://www.goodwillcommunications.com/PSADigital.aspx. -
Neal Notes - Home
WEBINARS WHITEPAPERS SOLUTION CENTERS JOBS BOARD WHAT'S NEW EDUCATION NEWS MAGAZINES JOURNALS CONFERENCES SUBMISSIONS ABOUT HOME CLOUD BIG DATA MOBILE NETWORKING SECURITY SOFTWARE INSIGHTSINSIGHTS HOT TOPICS Neal Notes - Home Latest Posts Israeli Semiconductor Industry Continues to Thrive, but Some Clouds May Be on Horizon Neal Leavitt MAY 30, 2014 14:58 PM A- A A+ Back in 1974, Dov Frohman, one of Intel’s first employees and the inventor of EPROM, erasable programmable read only memory, decided to leave Silicon Valley and return to Israel, his adopted home since 1949. Frohman was charged with helping Intel establish a small chip design center in Haifa, which at the time, was Intel’s first outside the U.S. The rest, as the cliché goes, is history. In a little over a generation, the Israeli semiconductor industry has grown to now employ more than 20,000; annual revenues are about US $5 billion. Intel, for instance, now has about 9,900 employees in Israel and is planning to invest almost $6 billion in upgrading its Kiryat Gat fab facility. In fact, since 1974, Intel has invested about $10.8 billion in the Israeli semiconductor industry. “We’ve exported goods worth $35 billion most from our production centers in Kiryat Gat and Jerusalem,” said Intel VP and Intel Israel CEO Maxine Fassberg. Sol Gradman is editor of TapeOut, a publication covering the semiconductor industry, and also chairs ChipEx, the country’s largest annual semiconductor/microelectronics conference. Gradman said Israel’s semiconductor industry today comprises three types of companies – fabless, multinational design centers, and fabs. -
Biometrics - the Must-Have Tool for Payment Security
Biometrics - The Must-Have Tool for Payment Security A White Paper from Goode Intelligence www.goodeintelligence.com First Edition October 2015 Alan Goode has asserted his rights under the Copyright, Designs © Goode Intelligence and Patent Act 1988 to be identified as the author of this work All Rights Reserved The views expressed in this report are not necessarily those of the publisher. Whilst information, advice or comment is believed to be Published by: correct at time of publication, the publisher cannot accept any Goode Intelligence responsibility for its completeness or accuracy. Accordingly, the United Kingdom publisher, author, or distributor shall not be liable to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by what is contained in or left out of this publication. www.goodeintelligence.com All rights reserved. No part of this publication may be reproduced, [email protected] stored in a retrieval system or transmitted in any form or by any means, electrical, mechanical, photocopying and recording without the written permission of Goode Intelligence. CONTENTS Payments – The Driving Force for Consumer Biometric Adoption ......................................... 2 Biometrics – Delivering Payment Innovation ......................................................................... 3 Mobile Payments – Has Fingerprints Won? ....................................................................... 3 Wearable Payments – Matching the Biometric to the Device ............................................ -
Apple Park “Spaceship” Campus Now Completed $5 Bil Expansion Net New Above Existing Cupertino HQ
Industry Conference July 24, 2018 Introduction • Mark Kiehl, Air Services Development Manager • Drake Beaton, Principal Property Manager • Aaron Ushiro, Senior Architect • Magdelina Nodal, Senior Analyst • David Nissenson, Air Projects Consultant Courtesy • Please silence all cell phones Agenda • Air Traffic Update • Goals and Objectives • Prime Package Review • Expected Business Terms • The RFP Process Airport Traffic Update Presented by: Mark Kiehl SJC is Uniquely Located to Serve Silicon Valley Apple Employees: Residence Locations 60-70% of SV Company Employees Live in South Bay Contra Costa 1% San Francisco 14% OAK SFO Alameda 6% San Mateo 7% SJC Santa Clara 64% Santa Cruz 2% 7 Apple Park “Spaceship” Campus Now Completed $5 Bil Expansion Net New Above Existing Cupertino HQ Key Facts In Perspective − Additional facilities being built Diameter > Pentagon − Work space for 13,000 employees Area – would hold Levi’s 49ers Stadium − 2.8 million square feet floor space Office Sq. Ft > Empire State Building − 4.5 miles / 20 min drive from SJC Google Village Downtown San Jose Campus Plans Location is 2 Miles South of SJC 20,000 employee development in planning phases A combination of downtown San Jose parcels (enough for a mega-campus) has been acquired since late 2016 for over $135M. Planning for housing, retail, restaurants, open garden spaces. Site is also major transit hub for the region. 9 Adobe Systems’ Downtown San Jose Headquarters Example of “Google Village Effect” Adobe: Planning to dramatically expand its headquarters complex 4th -
Understanding Digital Content and Services Ecosystems
CHAPTER 1.3 Internet adoption continues to vary widely across countries. The average Internet penetration rate in Africa is 14 percent—vastly lower than the 85 percent rate in Understanding North America, according to the World Bank. Given the well-recognized role that wider Internet adoption plays in Digital Content and accelerating economic growth, raising Internet adoption rates is an imperative, particularly for developing Services Ecosystems: countries. Barriers to Internet adoption also vary across countries. Although the lack of affordable infrastructure The Role of Content is considered to be a major obstacle, a lack of local, relevant digital content and services is equally important. and Services in Boosting According to a Pew Research Center survey, 34 percent of offline individuals in the United States mentioned that Internet Adoption the Internet was not relevant to them.1 Eighty percent of the Wikipedia articles are written in just 28 languages, BAHJAT EL-DARWICHE whereas 80 percent of the world’s population speaks MATHIAS HERZOG one of 80 languages. Even the quantum of content MILIND SINGH available per user continues to be widely uneven. RAMI MAALOUF Akamai data show that in the United States, page views Strategy& in the media and entertainment category peak at 282 (formerly Booz & Company) per Internet user, while in Africa this number dips to 32 per user—highlighting the dearth of content relevant to African users.2 Ensuring a sustainable supply of local, relevant digital content creates incentives and reasons for subscribers to get online; such content is an imperative for driving Internet adoption for the 60 percent of the population not currently connected. -
Usiness Manager Terms and Conditions Carefully Before Using the Service
PLEASE READ THE FOLLOWING APPLE BUSINESS MANAGER TERMS AND CONDITIONS CAREFULLY BEFORE USING THE SERVICE. THESE TERMS AND CONDITIONS CONSTITUTE A LEGAL AGREEMENT BETWEEN INSTITUTION AND APPLE. BY CLICKING ON THE “AGREE” BUTTON, INSTITUTION, THROUGH ITS AUTHORIZED REPRESENTATIVE, IS AGREEING TO BE BOUND BY AND IS BECOMING A PARTY TO THIS AGREEMENT. IF INSTITUTION DOES NOT OR CANNOT AGREE TO THIS AGREEMENT, THEN CLICK THE “CANCEL” BUTTON. IF INSTITUTION DOES NOT AGREE TO THIS AGREEMENT, THEN INSTITUTION IS NOT PERMITTED TO PARTICIPATE. Apple Business Manager Agreement Purpose This Agreement permits You to participate in Apple Business Manager, which allows You to automate enrollment of Apple-branded devices for Mobile Device Management (MDM) within Your Institution, to purchase and manage content for such devices, to create Managed Apple IDs for Your users, and to access facilitation tools for related services. Note: You will need to have an MDM solution (e.g., Profile Manager from macOS Server or from a third-party developer) enabled within Your Institution so that you can utilize the features of this Service. An MDM solution enables You to configure, deploy, and manage Apple-branded devices. For more information, see https://www.apple.com/business/resources/. 1. Definitions Whenever capitalized in this Agreement: “Administrators” means employees or Contract Employees (or Service Providers) of Institution who have been added to the Service for purposes of account management, e.g., administering servers, uploading MDM provisioning settings, -
Maas360 and Ios
MaaS360 and iOS A comprehensive guide to Apple iOS Management Table of Contents Introduction Prerequisites Basics and Terminology Integrating MaaS360 with Apple’s Deployment Programs Deployment Settings Enrollment: Manual Enrollment Enrollment: Streamlined Apple Configurator Device View Policy App Management Frequently Asked Questions "Apple’s unified management framework in iOS gives you the best of both worlds: IT is able to configure, manage, and secure devices and control the corporate data flowing through them, while at the same time users are empowered to do great work with the devices they love to use.” -Apple Business “Managing Devices and Corporate Data on iOS” Guide IBM Security / © 2019 IBM Corporation 3 Types of iOS Management “Supervision gives your organization more control iOS supports 3 “styles” of management that will over the iOS, iPadOS, and tvOS devices you own, determine the MDM capabilities on the device. allowing restrictions such as disabling AirDrop or Apple Music, or placing the device in Single App Standard – an out-of-the-box device with no additional Mode. It also provides additional device configurations. Would be enrolled over-the-air via a Safari configurations and features, so you can do things URL or the MaaS360 agent. like silently install apps and filter web usage via a global proxy, to ensure that users’ web traffic stays Supervised – Supervision unlocks the full management within the organization’s guidelines. capabilities available on iOS. Can be automated via the Apple streamlined enrollment program or enabled manually By default, iOS, iPadOS, and tvOS devices are not via Apple configurator. Supervision of an existing device supervised. -
Apple Strategy Teardown
Apple Strategy Teardown The maverick of personal computing is looking for its next big thing in spaces like healthcare, AR, and autonomous cars, all while keeping its lead in consumer hardware. With an uphill battle in AI, slowing growth in smartphones, and its fingers in so many pies, can Apple reinvent itself for a third time? In many ways, Apple remains a company made in the image of Steve Jobs: iconoclastic and fiercely product focused. But today, Apple is at a crossroads. Under CEO Tim Cook, Apple’s ability to seize on emerging technology raises many new questions. Primarily, what’s next for Apple? Looking for the next wave, Apple is clearly expanding into augmented reality and wearables with the Apple Watch AirPods wireless headphones. Though delayed, Apple’s HomePod speaker system is poised to expand Siri’s footprint into the home and serve as a competitor to Amazon’s blockbuster Echo device and accompanying virtual assistant Alexa. But the next “big one” — a success and growth driver on the scale of the iPhone — has not yet been determined. Will it be augmented reality, healthcare, wearables? Or something else entirely? Apple is famously secretive, and a cloud of hearsay and gossip surrounds the company’s every move. Apple is believed to be working on augmented reality headsets, connected car software, transformative healthcare devices and apps, as well as smart home tech, and new machine learning applications. We dug through Apple’s trove of patents, acquisitions, earnings calls, recent product releases, and organizational structure for concrete hints at how the company will approach its next self-reinvention. -
Legal-Process Guidelines for Law Enforcement
Legal Process Guidelines Government & Law Enforcement within the United States These guidelines are provided for use by government and law enforcement agencies within the United States when seeking information from Apple Inc. (“Apple”) about customers of Apple’s devices, products and services. Apple will update these Guidelines as necessary. All other requests for information regarding Apple customers, including customer questions about information disclosure, should be directed to https://www.apple.com/privacy/contact/. These Guidelines do not apply to requests made by government and law enforcement agencies outside the United States to Apple’s relevant local entities. For government and law enforcement information requests, Apple complies with the laws pertaining to global entities that control our data and we provide details as legally required. For all requests from government and law enforcement agencies within the United States for content, with the exception of emergency circumstances (defined in the Electronic Communications Privacy Act 1986, as amended), Apple will only provide content in response to a search issued upon a showing of probable cause, or customer consent. All requests from government and law enforcement agencies outside of the United States for content, with the exception of emergency circumstances (defined below in Emergency Requests), must comply with applicable laws, including the United States Electronic Communications Privacy Act (ECPA). A request under a Mutual Legal Assistance Treaty or the Clarifying Lawful Overseas Use of Data Act (“CLOUD Act”) is in compliance with ECPA. Apple will provide customer content, as it exists in the customer’s account, only in response to such legally valid process. -
Knowledge-Driven Event Embedding for Stock Prediction
Knowledge-Driven Event Embedding for Stock Prediction Xiao Ding†∗, Yue Zhang‡, Ting Liu†, Junwen Duan† †Research Center for Social Computing and Information Retrieval Harbin Institute of Technology, China xding, tliu, jwduan @ir.hit.edu.cn { } ‡Singapore University of Technology and Design yue [email protected] Abstract Representing structured events as vectors in continuous space offers a new way for defining dense features for natural language processing (NLP) applications. Prior work has proposed effective methods to learn event representations that can capture syntactic and semantic information over text corpus, demonstrating their effectiveness for downstream tasks such as event-driven stock prediction. On the other hand, events extracted from raw texts do not contain background knowl- edge on entities and relations that they are mentioned. To address this issue, this paper proposes to leverage extra information from knowledge graph, which provides ground truth such as at- tributes and properties of entities and encodes valuable relations between entities. Specifically, we propose a joint model to combine knowledge graph information into the objective function of an event embedding learning model. Experiments on event similarity and stock market pre- diction show that our model is more capable of obtaining better event embeddings and making more accurate prediction on stock market volatilities. 1 Introduction Text mining techniques have been used to perform event-driven stock prediction (Ding et al., 2015). The main idea is to learn distributed representations of structured events (i.e. event embeddings) from text, and use them as the basis to generate textual features for predicting price movements in stock markets. Here the definition of events follows the open information extraction literature (Fader et al., 2011; Yates et al., 2007), which has seen applications in semantic parsing (Berant et al., 2013), information retrieval (Sun et al., 2015) and text mining (Ding et al., 2014). -
Ipad Educational Apps This List of Apps Was Compiled by the Following Individuals on Behalf of Innovative Educator Consulting: Naomi Harm Jenna Linskens Tim Nielsen
iPad Educational Apps This list of apps was compiled by the following individuals on behalf of Innovative Educator Consulting: Naomi Harm Jenna Linskens Tim Nielsen INNOVATIVE 295 South Marina Drive Brownsville, MN 55919 Home: (507) 750-0506 Cell: (608) 386-2018 EDUCATOR Email: [email protected] Website: http://naomiharm.org CONSULTING Inspired Technology Leadership to Transform Teaching & Learning CONTENTS Art ............................................................................................................... 3 Creativity and Digital Production ................................................................. 5 eBook Applications .................................................................................... 13 Foreign Language ....................................................................................... 22 Music ........................................................................................................ 25 PE / Health ................................................................................................ 27 Special Needs ............................................................................................ 29 STEM - General .......................................................................................... 47 STEM - Science ........................................................................................... 48 STEM - Technology ..................................................................................... 51 STEM - Engineering ...................................................................................