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Secrets at Apple's Core [Entire Talk]
Stanford eCorner Secrets at Apple's Core [Entire Talk] Adam Lashinsky, Author May 23, 2012 Video URL: http://ecorner.stanford.edu/videos/2973/Secrets-at-Apples-Core-Entire-Talk Adam Lashinsky, Fortune senior editor-at-large, shares an insider look at Apple, one of the world's most iconic and secretive companies. Based on his research into the technology giant's internal processes and approaches to leadership and building products, Lashinsky offers insights and surprises from his book, Inside Apple: How America's Most Admired--and Secretive-- Company Really Works. Transcript Almost exactly a year-ago this week I published an article in Fortune magazine with the same title as you see in front of you, Inside Apple. We decided at Fortune that in Apple we had a company that the entire world thought they knew a lot about because the world knew about Apple's products. And they knew about Apple's advertising and its image and its brand and its logo and so on. When in fact the world knew and really still does know very little about how Apple does what it does, what goes on inside Apple? There is a reason for that and it's a major part of my thesis and what I've learned in researching this company intensely over the last year and that is that Apple doesn't want us to know what goes on inside Apple. Apple is professionally focused on telling us, telling you about its products. Not about it. As a business journalist, my job is not to be concerned with what Apple is interested in us knowing, but what my readers at Fortune magazine ought to know and want to know. -
300Tage Tim Cook
300 Tage Tim Cook Wie führt er Apple? Tim Cook führt Apple bei Redaktionsschluss seit 300 Tagen. Erste eigene Schritte hat Cook an der Spitze des desig- nverliebten Unternehmens mit den kühnen Produktvisionen absolviert, sein eigenes Profil hat er noch nicht gefunden. Dirk Kunde Tim Cook stellt die dritte Generation des iPad im Yerba Buena Center in San Francisco vor. FOTO: Getty Images / Kevork Djansezian Redaktionelles News & Trends Headliner Testlabor Mac Help Mac Life 109 ungenannter Branchenexperte in einem der wenigen Artikel, die man über Cook in US-Archiven findet. Die Summe ist natürlich zu hoch gegriffen, doch so ein Gerät unter 1.000 Dollar anbieten zu können, ist eine Meisterleistung. Genau für diese Aufgabe wirbt ihn Jobs im Frühjahr 1998 bei Compaq ab. Zu diesem Zeit- punkt betreibt Apple eigene Fabriken. Cook senkt die Zahl der Zulieferer von mehreren Hundert auf 24. Für Produkte wie Drucker oder den Newton kommt das as hat selbst Steve Aus. Neun von zehn Lagerhäuser werden geschlos- Jobs beeindruckt. Der sen. Bis dahin stehen für zwei Monate fertige Pro- sonst so ruhige und dukte in den Regalen. Cook senkt das auf zwei Tage. stille Tim Cook stei- Der Schnitt entschlackt die Bilanz um 500 Millionen gert sich in einer Tele- US-Dollar, denn Inventar ist totes Kapital. Just-In-Time- fonkonferenz in ein Produktion ist das Schlagwort Ende der 90er Jahre und minutenlanges Apple- somit ist die Auslagerung nach Asien unausweichlich. Glaubensbekenntnis. Jobs will Kontrolle über die Produkte von der Entwick- Es fallen Sätze wie lung bis zum Verkauf, und so treibt Cook den Aufbau D „Wir sind auf der Erde, eigener Läden voran. -
Apple Inc. This Article Is About the Technology Company
Apple Inc. This article is about the technology company. For other companies named "Apple", see Apple (disambiguation). Apple Inc. Type Public Traded as NASDAQ: AAPL NASDAQ-100 Component S&P 500 Component Industry Computer hardware Computer software Consumer electronics Digital distribution Founded April 1, 1976 (incorporated January 3, 1977 as Apple Computer, Inc.) Founder(s) Steve Jobs Steve Wozniak Ronald Wayne[1] Headquarters Apple Campus, 1 Infinite Loop, Cupertino, California, U.S. Number of 357 retail stores(as of October 2011) locations Area served Worldwide Key people Tim Cook (CEO) Arthur Levinson (Chairman)[2] Sir Jonathan Ive (SVP, Industrial Design) Steve Jobs (Chairman, 1976-1985/2011; CEO, 1997– 2011) Products Products list[show] Services Services list[show] [3] Revenue US$ 108.249 billion (FY 2011) [3] Operating income US$ 33.790 billion (FY 2011) [3] Profit US$ 25.922 billion (FY 2011) [3] Total assets US$ 116.371 billion (FY 2011) [3] Total equity US$ 76.615 billion (FY 2011) Employees 60,400 (2011)[4] Subsidiaries Braeburn Capital FileMaker Inc. Anobit Website Apple.com Apple Inc. (NASDAQ: AAPL ; formerly Apple Computer, Inc.) is an American multinational corporation that designs and sellsconsumer electronics, computer software, and personal computers. The company's best-known hardware products are the Macintoshline of computers, the iPod, the iPhone and the iPad. Its software includes the Mac OS X operating system; the iTunes media browser; the iLife suite of multimedia and creativity software; the iWork suite of productivity software; Aperture, a professional photography package; Final Cut Studio, a suite of professional audio and film-industry software products; Logic Studio, a suite of music production tools; the Safari web browser; and iOS, a mobile operating system. -
Apple 1 Crisis Communication Plan #2: Technical-Error Harm Purpose
Crisis Communication Plan #2: Technical-Error Harm Purpose: In the event that iTunes user accounts and the servers are hacked, we must take immediate action to respond and inform all our publics of the situation. We will provide systematic tips and preventative measures to ensure other user accounts are not hacked or fraudulent use of a user account occurs. Apple’s focus is to respond to this crisis through ensuring all parties have the most available information. This will allow information to be communicated consistently, openly, and accurately to all parties. The resolution to the crisis can be obtained through an efficient and quick response, leading to open communication with all parties at all times. This path will allow all communication barriers to cease and stop any other problems at the source. Objectives: 1. Assess the crisis situation: a. Locate source of problem. 2. Assemble the CMT (Crisis Management Team) as outlined in the staff directory. 3. Setup Crisis Control Center and start preparation of all-important materials needed for the response. 4. CMT will take the assessments and data gathered to determine the appropriate strategies to respond to the situation. 5. CMT Lead will assign and implement the use of the Methods of Communication Chart to the appropriate key publics. 6. CMT Lead will need to be the first to be notified of the situation. CMT will refer to List of key publics to know who takes priority to contact from first to last. 7. Have a data and system analyst collect all available data from the network and all other available resources. -
Apple Inc. (AAPL) Resuming Coverage with CL-Buy: Platform Opportunity
December 12, 2010 ACTION Buy Apple Inc. (AAPL) Return Potential: 34% Equity Research Resuming coverage with CL-Buy: platform opportunity still nascent Source of opportunity Investment Profile We are resuming coverage of Apple with a Buy rating and 12-month target Low High price of $430 and placing it on our Americas Conviction List. We believe Growth Growth Apple’s platform-centric business model is the secret sauce that has Returns * Returns * Multiple Multiple enabled it to quickly capture market share in new computing segments Volatility Volatility while simultaneously enjoying considerable margin leverage. Percentile 20th 40th 60th 80th 100th Furthermore, we believe significant growth and profit opportunities for Apple Inc. (AAPL) this platform still lie ahead. As a result, we expect revenue and earnings Americas Technology Peer Group Average * Returns = Return on Capital For a complete description of the expectations to continue to trend upward, and we view the shares as investment profile measures please refer to attractive at current levels. the disclosure section of this document. Catalyst Key data Current Price ($) 320.56 Apple’s recent gross margin trends and guidance have caused some 12 month price target ($) 430.00 concerns among the investing community. Our analysis of Apple’s Market cap ($ mn) 293,623.4 platform history not only suggests that this gross margin erosion is 9/10 9/11E 9/12E 9/13E normal, but also that we have probably already seen the worst of it. Revenue ($ mn) New 65,225.1 91,807.0 110,772.6 122,389.7 Indeed, we believe Apple’s margins have already bottomed, and we expect Revenue ($ mn) Old-------- EPS ($) New 15.15 19.86 24.91 28.29 the company to resume its leverage-driven upside in coming quarters. -
You Can't Innovate Like Apple — Pragmatic Marketing, World's Most Popular Produc
You Can't Innovate Like Apple — Pragmatic Marketing, world's most popular produc ... Page 1 of 11 You Can't Innovate Like Apple When what you teach and develop every day has the title “Innovation” attached to it, you reach a point where you tire of hearing about Apple. Without question, nearly everyone believes the equation Apple = Innovation is a fundamental truth. Discover what makes them different. By Alain Breillatt Note: Experience tells me I must start with the disclaimer that I admire Apple, but I am not a Macaholic or a Windows Geek. I don’t care who has the better OS—except to the extent that it provides examples for successful or poor innovation. Apple! Apple! Apple! Magazines can’t possibly be wrong, so Apple is clearly the “Most Admired,” the “Most Innovative," and the “Master at Design.”(1, 2, 3, 4, 5) Let me tell you, when what you teach and develop every day has the title “Innovation” attached to it, you reach a point where you tire of hearing about Apple. Without question, nearly everyone believes the equation Apple = Innovation is a fundamental truth—akin to the second law of thermodynamics, Boyle’s Law, or Moore’s Law. But ask these same people if they understand exactly how Apple comes up with their ideas and what approach the company uses to develop blockbuster products—whether it is a fluky phenomenon or based on a repeatable set of governing principles—and you mostly get a dumbfounded stare. This response is what frustrates me most, because people worship what they don’t understand. -
Oral History of Kenneth Kocienda and Richard Williamson, Part 2
Oral History of Kenneth Kocienda and Richard Williamson, part 2 Interviewed by: Hansen Hsu Marc Weber Recorded November 13, 2017 Mountain View, CA CHM Reference number: X8367.2018 © 2017 Computer History Museum Oral History of Kenneth Kocienda and Richard Williamson, part 2 Hsu: All right, it is November 13th. I am Hansen Hsu with Marc Weber. And we are here with Ken Kocienda and Richard Williamson, again, for part two. So, let’s get back to where we were and start where we left off. So, we were talking about sort of working on iPhone 1.0. And one thing that I didn’t get to ask is what was sort of the experience like of being on that team and working in secret and the long hours and that general sort of the feeling or the life of working on that project. Williamson: Do you want to go first? Kocienda: Sure, I’ll go first. It was intense. There was a lot of pressure. It was fun because we had something that, from the very beginning, seemed like it could really be big, important for the company. I don’t know [that I] quite thought that it would be important for the world, but important for the world of technology, I think. Williamson: And important for humanity. You don’t have to be modest. Kocienda: Yeah, it is important for humanity. Well, I think we hoped that it might be. And the people were just terrific. It was very inspiring all the time to be surrounded by people who were so smart and so good at making the software that we were trying to make. -
The Innovative Success That Is Apple, Inc. 1
Marshall University Marshall Digital Scholar Theses, Dissertations and Capstones 1-1-2012 The nnoI vative Success that is Apple, Inc. Katherine Johnson [email protected] Yang Li [email protected] Hang Phan [email protected] Jason Singer Hoang Trinh [email protected] Follow this and additional works at: http://mds.marshall.edu/etd Part of the Advertising and Promotion Management Commons, Business Administration, Management, and Operations Commons, Marketing Commons, and the Technology and Innovation Commons Recommended Citation Johnson, Katherine; Li, Yang; Phan, Hang; Singer, Jason; and Trinh, Hoang, "The nnoI vative Success that is Apple, Inc." (2012). Theses, Dissertations and Capstones. Paper 418. This Capstone is brought to you for free and open access by Marshall Digital Scholar. It has been accepted for inclusion in Theses, Dissertations and Capstones by an authorized administrator of Marshall Digital Scholar. For more information, please contact [email protected]. The Innovative Success that is Apple, Inc. 1 The Innovative Success that is Apple, Inc. Katherine Johnson Yang Li Hang Phan Jason Singer Hoang Trinh Introduction- The Birth of a Brain Child Apple, Inc. started out as an idea of one man. This man was Steve Jobs. Jobs and his friend, Steve Wozniak, were two high school drop outs living in the Silicon Valley with extremely innovative and intelligent minds (Santa Clara Historical Society, 2012). The pair teamed up, while working for Hewlett Packard, to start Apple, Inc. from the basement of Jobs’ home (Santa Clara Historical Society, 2012). The pair created the first Apple computer on April 1, 1976 (Santa Clara Historical Society, 2012). -
SSMUG August 2013 Newsletter
August 2013 Notable features: Calendar is now location, travel time, weather aware and adds local weather and Meeting Notice travel time directly to calendar events. Safari is All meetings, except for the December, will be at the much faster and comes with some handy sidebar Grande Prairie Library at 3479 W 183rd St., Hazel improvements to Bookmarks, Reading Lists and Crest. The December meeting will be held at the Shared Links. A new dedicated Maps application Homewood Public Library. features bookmarks, real-time traf!c and one-click send to iOS. A surprising omission is full Siri Meetings are held at the Flossmoor Station Brew support. Pub on the second Tuesday of the month at 7:30 PM. iOS 7 Walter Palmer, Editor The most anticipated software announcement was iOS 7, the next major release of the OS that powers the iPhone and iPad. New features include Control Center, iTunes Radio, AirDrop and major updates $95 billion (editorial) to Noti!cation Center, Multitasking, Siri, Camera, Photos and Safari. Like Mavericks, iOS got the "at Companies have been suing Apple right and left, treatment, but even more dramatically. The entire countries are reviewing how much Apple pays in OS has a more subdued and subtle look and feel taxes. My advice is that they make large donations and all of the Apple icons are simpler and cleaner. to charity or they will loose more then the any donation to charity to all kinds of people. Notable features: Control Center provides a slide up tray with quick access to AirPort, Bluetooth, brightness, music, AirDrop, AirPlay and a welcome World Wide Developer’s Conference 2013 built-in "ashlight. -
Apple Short-Sell Pitch
APPLE SHORT-SELL PITCH Apple, Inc. (NASDAQ: AAPL) Equity Analysts: Ashkon Farhangi, Armaan Ali, Katherine McMullen, Paolo McCarty, Sabeek Pradhan Associate: Saam Motamedi Company & Industry Overview Apple Inc. manufactures, and markets Ticker WBMD mobile communication and media devices, Current Price 595.32 personal computers, and portable digital Ticker HPQ (NYSE) music players. Its products and services Market Cap 559B include iPhone, iPad, Mac, iPod, Apple 52-Week 363.32-705.07 TV, the iOS and Mac OS X operating Current Price 27.29 systems, iCloud, and various accessory Range and support offerings, as well as a range MarketAvg Cap Daily $54.0718.38M B of consumer and professional software Volume applications. 52-WeekDividend $21.50-- – Range 49.39 Current Price: 595.32 Industry: Personal Computers Target Price: ? AvgCompetitors: Daily 11,294,845 Volume Personal Computers: IBM, Dell, HP Dividend 0.48 (1.70%) Smartphones: Google, Microsoft, Samsung Institutional OwnershipSoftware: Microsoft 71.5% Tablets: Amazon, Microsoft, Google Historical Stock Performance Ticker HPQ (NYSE) -After a marked decline in September 2008, Apple’s stock gradually rose until a sharp increase in 2012. -Apple stock has fallen from its 2012 peak. Recent Company History • October 18, 2011: Q1 2012 Guidance above Analysts’ Estimates • January 24, 2012: Q2 2012 Guidance Above Analysts Estimates • February 29, 2012: Market Cap tops $500 Billion • March 7, 2012: Apple unveils new HD iPad • March 15, 2012: Apple Stock tops $600 • April 24, 2012: Q3 2012 Guidance Below -
Table of Contents
TABLE OF CONTENTS ENTREPRENEURSHIP GO GO GO LOCAL Author: Karl Appel Faculty Mentor: Professor Ken Williams SWIFT THRIFT Author: Meredith Baade Faculty Mentor: Professor Ken Williams THE GOTTA GO BUTTON: A NEW WAY TO TRAIN YOUR DOG Author: Chad Bingo Faculty Mentor: Professor Ken Williams TOFF Author: Vincent Crocitto Faculty Mentor: Professor Ken Williams ECONOMICS THE AFFORDABLE CARE ACT: NOT SO AFFORDABLE Authors: Audrey Sabatini, Jordyn Torchia Faculty Mentor: Dr. Ashley Provencher THE ARRA AND THE RECOVERY OF THE US ECONOMY Author: Joseph Abed El Latif Faculty Mentor: Dr. Martha Olney DOES MONEY AFFECT THE OUTCOME OF ELECTIONS? Author: James Pepe Faculty Mentor: Dr. Scott Trees GLOBAL LITERACY RATES AND INTERNET USAGE: AN ECONOMY ANALYSIS AND WHY IT MATTERS Author: Meredith Baade Faculty Mentor: Dr. Scott Trees IMPACT OF THE GREAT RECESSION ON THE BOYS & GIRLS CLUB OF AMERICA: A STUDY OF THE FINANCIAL EFFECTS Authors: Mayowa Adelugba, Oderah Anosike, William Ryan, Mehvish Bhatti Faculty Mentor: Dr. Arindam Mandal 8th Annual Siena College Student Conference in Business April 19, 2013 FINANCE STOCK PICKING STRATEGIES ON A SMALL-CAP STOCK Author: Kyle Brownell Faculty Mentor: Dr. Tina Sun GOOGLE’S IPO – A MODIFIED DUTCH AUCTION Author: Richmond Kwame Amponsah Faculty Mentor: Dr. Jenny Zhao MARKETING THAT’S A TECHNICAL FOUL! SPORTS FAN IDENTIFICATION AND BUYER BEHAVIOR OF COUNTERFEIT SPORTS MERCHANDISE Author: Christopher T. Weaver Faculty Mentor: Dr. Cheryl L. Buff PRELIMINARY EXAMINATION OF CONSUMER SELF-HANDICAPPING IN PURCHASE DECISIONS Author: Nicholas R. Stark Faculty Mentor: Dr. Raj Devasagayam FROM FACEBOOK TO FEARFUL: PROPOSING A SCALE TO MEASURE THE FEAR OF MISSING OUT Author: Jessica P.