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Samuele Guerrucci, a simple student of, Business of Fashion @ POLIMODA
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Index
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Heritage
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From 0 to 1
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Pestel Analysis
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Touch Points
46 Operations Data 50
Location & Touch Points
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Archetype
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Target Segmentation
62 Characters 74
Strategy Statement
126 Magic Leap 130 What is Magic Leap 132 The 2° Round 136 Strategy Statement 140 Business Model 144 Metaphors and Emotions 148 Swot Analysis
76 5 Forces of Porter 78
Metaphors
80 Emotions 90 Customer Relationship Management 94 Corporate Social Responsability 100 Bench Marks 108 Swot Analysis 110 Advertising Campaigns
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Index
152 The Idea 154 The Brand 156 Welcome & Tone of Voice 158 Logos 164 Typography 172 Strategy Statement 174 Business Model 178 Metaphors & Emotions 182 Swot Analysis
184 the eyeMagic 190 the Technology 196 Patents 204 Production Costs 206 Operation Costs 208 Forecasting 210 Corporate Strategies 212 Conclusions 5
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Let the story begin.
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theHeritage
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Jobs e Wozniak
had been friends in high school. They had both been interested in electronics, and both had been perceived as outsiders. They kept in touch after graduation, and both ended up dropping out of school and getting jobs working for companies in Silicon Valley. (Woz for Hewlett-Packard, Jobs for Atari) Wozniak had been dabbling in computer-design for some time when, in 1976, he designed what would become the Apple I. Jobs, who had an eye for the future, insisted that he and Wozniak try to sell the machine, and on April 1, 1976, Apple Computer was born. Hobbyists did not take the Apple I very seriously, and Apple did not begin to take off until 1977, when the Apple II debuted at a local computer trade show. The first personal computer to come in a plastic case and in-
clude color graphics, the Apple II was an impressive machine. Orders for Apple machines were multiplied by several times after its introduction. And with the introduction in early ‘78 of the Apple Disk II, the most inexpensive, easy to use floppy drive ever (at the time),
Apple sales further increased. With the increase in sales, however, came an increase in company size, and by 1980, when the Apple III was released, Apple had several thousand employees, and was beginning to sell computers abroad. Apple had taken on a number of more experienced mid-level managers and, more importantly, several new investors, who opted to take seats on the board of directors. Older, more conservative men, the new directors made sure that Apple became a “real company,” much to the dismay of many of its original employees.
In 1981, things got a bit more difficult. A saturated market made it more difficult to sell computers, and in February. Apple was forced to lay off 40 employees. Wozniak was injured in a plane crash. He took a leave of absence and returned only briefly.
Jobs became chairman of Apple Computer in March.
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1981 the historic visit to Xerox.
Jobs and several other engineers began to develop the Lisa, which would redefine personal computing. Jobs, however, proved to be a poor project manager, and was taken off the Lisa by Mike Markkula, then president of Apple, and one of the major stockholders. Jobs, who owned only 11% of Apple, decided to take over someone else’s project, and began working with the Macintosh--which had started as a $500 personal computer. Jobs made sure it was much more.
In 1981, IBM released its first PC. With the power of Big Blue behind it, the PC quickly began to dominate the playing field. Jobs’ team would have to work very quickly if they hoped to compete with IBM in the personal computer market. Jobs began to realize that Apple would have to become a “grownup” company, and realized he was not the man for the job.
In early 1983, Jobs began to court John Sculley, then president of Pepsi-Cola.
In April, he was successful and John Sculley became president and CEO of Apple Inc. Jobs believed Sculley would help Apple “grow up,” but had no idea how right he would turn out to be. Eventually, it cost him his jobs. Although a successful businessman, it soon became clear that Sculley did not know much about the computer industry. He and Jobs were at odds almost immediately. The announcement of the Macintosh drew closer, Jobs went into hyperdrive. He worked hard to get developers to write programs for the upcoming machine Jobs had realized that the Mac would ultimately be made or broken by the software industry.
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On January 22nd 1984, during the third quarter of the Super Bowl, Apple aired its infamous 60 second commercial (13.4 MB) introducing the Macintosh.
Directed by Ridley Scott, the Orwellian scene depicted the IBM world being shattered by a new machine.
Initially, the Mac sold very well, but by Christmas of 1984, was a fail.
It was around the beginning of 1985 that Jobs and Sculley began to argue. Sculley believed Jobs was dangerous and out of control; Jobs believed that Sculley knew nothing about the computer industry, and was making a poor effort to learn. In May of 1985 Jobs decided to make a play for control of the company. He enticed Sculley to schedule a meeting in China, and planned to stage a boardroom coup while Sculley was gone. At the last minute someone leaked the information to Sculley, and he decided to confront Jobs.
After a heated argument between the two, the board took a vote, and sided unanimously with Sculley. Jobs resigned that day, leaving Sculley as the head of Apple.
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Then when “What’s Next?” wasn’t a cool question.
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Sculley became de facto head of Apple in May 1985. Over the next few months, Apple was forced to lay off a fifth of its work force, some 1,200 employees. The company also posted its first quarterly loss. All this, and the resignation of Jobs, served to erode confidence in Sculley’s abilities as CEO of Apple. At the same time, Sculley became locked in a battle with Microsoft’s Bill Gates over the introduction of Windows 1.0, which had many similarities to the Mac GUI. Gates finally agreed to sign a statement to the effect that Microsoft would not use Mac technology in Windows 1.0--it said nothing of future versions of Windows, and Gates’ lawyers made sure it was airtight. Apple had effectively lost exclusive rights to its interface design. This would prove to be an important document in future lawsuits between Apple and Microsoft, involving the Windows interface.
In 1987, Apple introduced the Mac II. Built with expandablity in mind, the Mac II made the Macintosh line a viable, powerful family of computers. Apple was a “Wall Street darling” again, (Rolling Stone) shipping 50,000 Macs a month. It seemed in 1989 that Windows would be a flop, and the Mac would be riding high for the next decade.
And in 1990 it didn’t. The market was saturated with PC-clones of every conceivable configuration, and Apple was the only company selling Macs. In late May, Microsoft rolled out Windows 3.0, which could run on virtually all of the PCclones in the world. Apple was in trouble.
What brought Mac out of the hole.
Apple’s top idea for a solution was to license the Mac OS. “Good job!”
Were the twin introductions of the LaserWriter, the first affordable PostScript laser printer for the Mac, and PageMaker, one of the first Desktop Publishing programs ever. These two in tandem made the Mac an ideal solution for inexpensive publishing, and the Mac became an overnight success, again.
While many believed it would erode the quality of the Mac, or that it would create even more competition, it was becoming clear that Apple could not provide both the hardware and the software to drive an industry. There was also talk of porting the OS to run on Intel-based machines.
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In 1991 Michael Spindler, Apple’s new COO, who nixed the idea, saying that it was “too late to license.” Apple released its first generation of PowerBooks, which were an instant success. Work was being done on a new type of computer, the Personal Digital Assistant (PDA), which Apple called the Newton. Sculley took an immediate interest in the Newton, and drove the Newton to completion in August 1993. The first generation of Newtons had extremely poor hand-writing recognition (2.1 MB), and did not sell particularly well.
In 1994 Apple announced the PowerMac family. The first Macs to be based on the PowerPC chip, an extremely fast processor co-developed with IBM and Motorola. The PowerPC processor allowed Macs to compete with, and in many cases surpass, the speed of Intel’s newer processors. Spindler also decided to license the Mac OS to several companies, including Power Computing, one of the more successful Mac-clone makers. But many believe the Apple was too restrictive in its licensing agreements, and only a handful of companies ever licensed the Mac OS.
Sculley began to lose interest in the day to day operations of Apple.
Apple’s worst problem wasn’t selling computers-it was building them.
Eventually the Apple Board of Directors decided they’d had enough. In June of 1993, They relieved Sculley of his position as CEO, putting Spindler in the big chair. Sculley remained with the company as chairman for several months and then resigned. Spindler, by all accounts, was the wrong man for the job. A fairly impersonal man, Spindler’s office was nearly impossible to get into. However, in his two and a half years as CEO, Spindler oversaw several accomplishments.
By June 1995 Apple had $1 billion dollars in backorders--and did not have the parts to build them. Apple’s problems were added to by the late-summer release of Windows ‘95, which mimicked the Mac GUI better than ever. Apple took its worst plunge ever in the winter of 199596. Misjudging the market, Apple pushed low-cost Performas over mid-range PowerMacs, and failed to make a profit at all.
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Apple posted $68 million loss for that quarter. In January 1996, Spindler was asked to resign as CEO and was replaced by Gil Amelio, the former president of National Semiconductor.
Amelio made a strong effort to bring Apple back to profitability, but his efforts would prove to be largely unsuccessful. Following his first 100 days as CEO, Amelio announced broad changes in the corporate structure of the company. The company was to be split into 7 separate divisions, each responsible for its own profit or loss. He has also made an effort to keep developers and customers better informed about the day-to-day affairs of the company. Although the company announced a staggering $740 million loss for Q1 1996, they brought that loss down to $33 million for Q2, beating all estimates by the best financial experts. In Q3 Apple profited nearly $30 million, again astounding financial experts, who had predicted a loss of as much. (Apple lost considerably more in Q4.)
In late december 1996, Apple made an industry-shattering announcement that it would be acquiring NeXT, and that Steven Jobs would be returning to the fold.
The merger was brought about in order to acquire NeXTstep, which was to become the basis for Apple’s next-generation OS, Rhapsody, which was slated for a 1998 release. The Newton department was spun off into a wholly-owned subsidiary, Newton, Inc. In early July 1997, Apple announced the resignation of Gil Amelio, following another multi-million dollar quarterly loss. This came as a surprise to nearly everyone, and at this time a new CEO has yet to be announced.
Apple’s CFO, has been put in charge of day-to-day operation, and Steve Jobs was given an “expanded role” at Apple for the interim.
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Jobs’ presence was known almost as quickly as NeXT was acquired. The degree of Jobs’ “expanded role” soon became quite clear. With no CEO and Apple Stock lower than it had been in 5 years, there were many decisions to be made, and not much time to make them. Jobs began to make striking changes in the structure of Apple, including the canceling of the Newton spin-off. (The Newton was discontinued several months later.)
The time and place for the most ground breaking announcements, however, would be MacWorld Boston in August 1997. Jobs, who by now was being referred to as “interim CEO,” made the keynote speech, and spoke of the company’s upcoming aggressive advertising campaign, upcoming new Macs, and Rhapsody. He also announced an almost entirely new Board of Directors, including Larry Ellison, CEO of Oracle. But he saved the best for last. In a ground breaking decision, Jobs announced an alliance with Microsoft. In exchange for $150 million in Apple Stock, Microsoft and Apple would have a 5-year patent cross-license and, more importantly, a final set-
tlement in the ongoing GUI argument. Microsoft agreed to pay an unreleased sum of additional funds to quiet the allegations that it had stolen Apple’s intellectual property in designing its Windows OS. Microsoft also announced that Office ‘98, its popular office package, would be available for the Mac by years end.
These announcements gave Apple new life, but Jobs was not finished. There was one more big obstacle to tackle: Clones. Jobs felt that Clone Vendors such as Power Computing were cutting into Apple’s high-end market, where they traditionally made the most profit. Clones had failed to effectively expand the MacOS market, instead taking customers away from Apple. Jobs remedied this apparent failure of the Clone experiment by all but pulling its plug. In early Fall 1997, Apple announced its intention to buy out Power Computing’s MacOS license, and much of its engineering staff.
Power went out of business several months later, with Apple taking over its product support.
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Apple also bought out its MacOS licences from Motorola and IBM. Umax was allowed to stay in the game, but with the tacit understanding that it would fill the low-end market, with machines selling for under $1000. Umax sold its remaining inventory of Macs, and is now selling “Wintel” boxes.
The Apple Store was a runaway success, and within a week was the third-largest eCommerce site on the web. At MacWorld San Francisco in January, Jobs announced that Apple had, for the first time in more than a year, had a profitable First Quarter--to the tune of $44 Million. This far eclipsed analysts’ projections, and sent Apple’s stock back into the 20s. In April 1998, Jobs announced another profitable quarter ($57 Million), which came as a big surprise to nearly everyone. Jobs kept momentum moving, and in early May announced a new PowerBook G3, an Educational Apple Store, and an entirely new Mac design--the iMac. The iMac would be Apple’s answer to the low-end consumer question, with more than enough computing pow-
er for most people, at an affordable price. Later that month, in his keynote at the WWDC, Jobs announced a dramatic shift in Apple’s OS direction. Mac OS X would merge OS 8 and Rhapsody--Apple’s upcoming version of NeXTStep--into one robust OS, with all the features of a modern OS and backward compatibility with most OS 8 applications.
In July 1998 : Jobs announced that Apple had profited for the 3rd consecutive quarter--to the tune of $101 million. This helped to push Apple’s stock to several 52-week highs in just a few days. The iMac was the best-selling computer in the nation for most of the fall, and it drove Apple sales well beyond most predictions. In the fall, Jobs announced another profitable quarter, making a full year of profitability. In January 1999, Jobs announced a 5th consecutive profitable quarter, with year-over-year growth, and a sleek new PowerMac G3.
In July 1999, Steve Jobs filled the final quadrant in the “Apple Product Matrix” The consumer portable--when he introduced the iBook. Based on the same principles that had made iMac such a hot sell a year earlier, the iBook brought style to the low-end portable market.
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In a dramatic Keynote at MacWorld Expo SF in January 2000, Jobs unveiled Apple’s new Internet strategy: a suite of mac-only internet-based applications called “iTools” and an exclusive partnership with Earthlink as Apple’s recommended ISP.
Jobs also announced that he would be dropping the “interim” from his title, becoming the permanent CEO of Apple. Apple’s sales continued to rise, as did the stock price, which had climbed to 130 by early March.
In July 2000 : Apple announced a slew of new machines, including the PowerMac G4 Cube, which added a fifth category to Apple’s four-corner product strategy. The Cube was Apple’s answer to those who wanted an iMac without a monitor, as well as challenge to the computing industry to continue to minimize the size of computers while increasing their visual appeal. The iMac. It would turn out to be a resounding failure.
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From 0 to 1, to now.
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1991: PowerBook 100 is released; Revolutionizes portable computer line.
1981 : Mike Markkula named Apple CEO ; Jobs named chairman.
1993: Apple is ahead on its time in the tablet market with the release of Newton
1984 : The Apple Macintosh is released. External disk-drive required.
1986: Jobs establishes Pixar after purchasing LucasFilm’s computer graphics group for $10 million.
1985 : Steve Jobs exits Apple. Launches the softwere company, NeXT
1983 : John Scully takes over as president and CEO
1989: Mac Portable is released.
1993: Apple is ahead on its time in the tablet market with the release of Newton
1996: Gil Amelio join Apple as CEO; Apple acquires Jobs’ company NeXT
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2001 : the iPod is released. Open first retail store.
1997: Steve Jobs named interim 1998 : the iMac is CEO upon Amelio’s released. ousting. Title is made permanent one year later.
2007: the iPhone changes the way we use the phone. App Store follows one year later.
2015: the Apple Watch changes the way we are relate with the watch.
2003 : iTunes music store opens.
2010 : tablet market grow up with the iPad.
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First understandings.
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thePestelAnalysis
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Political
Economical
It’s reported that half of the sales came from abroad America
Inflation, recession and currency are three important economic factors that Apple noticed
Apple Inc manufactures a number of its parts and products from outside US, like Czech Republic, Ireland, China & Korea
Since Apple Inc products were viewed as luxury products, therefore customers started pending less on them
The bad political relations between US and the other world have bad outcomes for the company
US dollar value keeps flactuating, however the company has purchased itself foreign currencies and thus, the economic effects on the company are minimized
Social
Technological
As the world cannot be imagined without gadgets, thus Apple products have marked their presence on the international market
Technology has a short lifetime. That is why Apple needs to upgrade their product more often so they will outdo their competitors easily
As the purchasing power of the common has risen in various markets across the world the purchasing of luxury product have gone up Possessing these items are considered as status symbols in many societies which have also increased the sales of Apple products
Apple Inc has invested largely in its product R & D field and thus its products are the top of the new innovative product ranking One of the most innovative and technologically advanced products is the iPod which marked the demise of walkman, and then the iPhone which marked the demise of buttons in phones, became smartphones
Legal
Environmental
Apple has been a partecipant of various legal proceedings and claims since it began operation
From reporting the entire carbon footprint to finding ways to reduce that footprint, Apple takes a comprehensive approach to the environmental responsibility
In Ocotober 2009, Nokia Corporation sued Apple for Apple’s infringement of Nokia’s patents relating to wireless technology Apple is directly in a number of patent cases with players like HTC and Samsung
Apple’s commitment to the environment includes properly disposing of electronic equipment at the end of its useful life. It responsibly recycle your computers and displays On track towards achieving and ambitious goal : to power every Apple facility entirely with energy fron renewable sources – solar, wind, hydro and geothermal
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theLocation&TouchPoints
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theAppleStore
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The Apple retail store we know today nearly began as a place where you could grab coffee and a danish and do a little Web browsing on Mac.
Partner relationships are one of the big reasons Apple ventured into its own retail efforts in the first place. In the lead-up to Apple opening its own stores, the retail computing landscape was ruled by a handful of giants, few of which are still around today. They stocked their shelves with goods from a number of manufacturers, hired their own staff, and controlled where products went. This system wasn’t working for Apple, when at the time its main product was still computers. In 1998, the company began pulling out of several of these stores, including Best Buy, Circuit City, and Sears, to puts its focus into a “store within a store” concept it had with retailer CompUSA.
It’s time to take stock of just how successful Apple’s retail push has turned out to be, despite skepticism from tech pundits and--true story--a near false start selling tasty baked things.
It’s what’s on the inside.
Dial back to 1996, several years before the first retail store would ever open its door: Apple had a very different plan in mind to get its brand into the minds and wallets of consumers. Cyber cafes, with their high speed Internet access, software libraries, and nearby patrons and support staff were popping up in cities around the world.
The Big Boxe dilemma. B2B or not B2B.
The interior design of the modern Apple retail store varies by location. Some include movie theaters with podiums for training sessions, product promotion, and special events. Others include special areas for children to play games and use educational software. However one of the most iconic fixtures is the Genius Bar, a place where users can come get their Apple hardware and software problems fixed by company-certified repair technicians.
It takes customer relationships one step beyond what Apple originally intended with the unrealized cyber cafe concept by supporting those who have already bought into the company’s product ecosystem.
“We think of this as our largest product” Units Book.indd 37
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When Apple stores first opened up, they actually provided bottled water to visitors of the Genius Bar but halted the practice a few months later.
Apple calls that effort “The Studio” and staffs it with photographers and other creative professionals. Was the launch factor.
In a keynote speech at a design conference in 2004, Johnson said the practice was too expensive. He also noted the company had contemplated serving hot beverages too but was turned off by getting permits and having to train employees.
One of the areas where the advantages having your own retail stores can be seen is when it comes to launch a new product. Apple frequently updates its hardware, with some launches garnering more public attention than others.
Over the years, the Genius Bar has evolved to support all of Apple’s products, moving from just computers and computer accessories to iPods, iPhones, and iPads. Apple has also expanded the support offerings offered at Apple stores, with training and support programs for PC switchers, users of its pro software products, and small businesses using Apple software and hardware. These efforts go hand in hand with the company’s AppleCare support service, which can be done over the phone, and by mail.
While modest lines can form for new laptops or iPods, nothing’s had quite the effect of the iPhone and now iPad.
With Apple’s iconic New York “cube” store, the company spun off the Genius Bar, breaking out separate support bars for iPods and another for people working on creative projects.
Following the introduction of new versions of these devices, the place to go has become Apple’s retail stores, where buyers tend to have the best shot at grabbing a new product the day, or weekend it’s first out.
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Who is a Genius? 40
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The Genius Bar is a part of the Apple company’s store design that delivers on-site tech support for customers. In addition to other innovations like roaming cashier service, the Genius Bar is what helps set apart Apple stores apart from other computer retailers.
Apple staffs its Genius Bars with tech support professionals who have a lot of knowledge about Apple products. Genius Bar professionals will listen to customers and take information about Apple products such as iPhones, iPads or iPods to try to figure out the best solutions for repairs, warranty coverage and other issues. One of the specific ways that the Genius Bar works is by appointment. Apple customers are encouraged to booking appointments before visite the store in order to get quick and personalized service.
More recently, enterprises have adopted the Genius Bar and have set up similar services in company headquarters to help educate employees about the technology they use. In some cases, this practice has become controversial for customers who would prefer to get walk-in repair service. Nevertheless, the Genius Bar service is generally part of Apple’s reputation for superior customer service and its dominant position in the consumer hardware market.
For getting the right support, here’s a genius idea. In addition to the Genius Bar for hardware repairs, you have more immediate support options. Get your questions answered by an expert via phone, chat, email, or even Twitter. From setting up your device to recovering your Apple ID to replacing the screen, Apple Support has you covered.
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The App Store was launched one year after the iPhone release. An app store (or app marketplace) is a type of digital distribution platform for computer software, often in a mobile context. Apps provide a specific set of functions which, by definition, do not include the running of the computer itself. Apps are designed to run on specific devices, and are written for a specific operating system (such as iOS, macOS, Windows, or Android). Complex software designed for use on a personal computer, for example, may have a related app designed for use on a mobile device.
Such a mobile app may offer similar, if limited, functionality compared to the complete software running on the computer. Apps optimize the appearance of displayed data, taking into consideration the device screen size and resolution. Besides providing continuity of functionality over two different types of devices, such apps may also be capable of a file synchronization between two dissimilar devices, even between two different oper-
ating system platforms. App stores typically organize the apps they offer based on these considerations: the function(s) provided by the app (including games, multimedia or productivity), the device for which the app was designed, and the operating system on which the app will run.
App stores typically take the form of an online store, where users can browse through these different app categories, view information about each app (such as reviews or ratings), and acquire the app (including app purchase, if necessary - many apps are offered at no cost). The selected app is offered as an automatic download, after which the app installs. Some app stores may also include a system to automatically remove an installed program from devices under certain conditions, with the goal of protecting the user against malicious software.
Many app stores are curated by their owners, requiring that submissions of prospective apps go through an approval process.
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App Store
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The Apple TV in question or, more precisely, what the company is calling the new Apple TV, is the fourth iteration of a “hobby project” Steve Jobs started in 2006. Jobs’ vision was to create a dead-simple entertainment hub, one that could access your media in a few simple steps. That came to fruition in 2007 with the first Apple TV. (Apple wanted the name iTV, however the major British broadcast network of the same name threatened to take legal action should Jobs brand Apple’s new device using that moniker.) In the time since then we’ve seen two sequels that upgraded the internal Wi-Fi antenna from 802.11b to 802.11a/b/g/n before landing on 802.11ac for the latest build. The processor has been radically changed in that time, too, starting at a 1 GHz “Dothan” Pentium M equipped with 256 MB and ending on a vastly improved 64-bit Apple A8 processor.
If it existed in a bubble, Apple TV would be a stellar product. It offers a steady improvement over its three-yearstagnant predecessor - a device built for the then revolutionary new standard of 1080p - and comes with one of the most premium remotes on the market. If there was nothing to compare it to, it’d be hard to point out the number of flaws the system has. It doesn’t have nearly as much content as other streaming devices have, for example, and Siri recognises less than half the commands on the new Apple TV than it does on iOS, watchOS or OSX.
The situation is improving. Apple has been working with third-party content developers like Adobe, HBO and Twitch to add new apps every few days. But there still doesn’t seem to be the same outpouring of support for the Apple TV that the iPad and iPhone enjoy.
That’s not to mention the fact Siri is voiceless at the moment, relying text and graphics to respond to any inquiries you might have. Siri has had a major upgrade promised at WWDC 2016 however. Soon you’ll be able to use Siri to search for film categories, as well as to search YouTube or even channel live streams. The remote itself we really like, as do many of the developers I’ve spoken to about it.
But it isn’t the panacea Apple marketed it as. Entering text one letter at a time for a password is tedious, and even though you can now pair your Apple TV to your iPhone or iPad to enter text, it’s still not an intuitive solution.
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OperationsData
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theOperatingSales 48
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theMargins
theProductsSales 49
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theManufacturingPartners
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Accelerometer: Bosch in Germany. Invensense in the United States. Audio Chipsets and Codec: Cirrus Logic in the United States (outsourced for manufacturing). Baseband Processor: Qualcomm in the United States (outsourced for manufacturing). Batteries: Samsung in South Korea. Huizhou Desay Battery in China. Cameras: Sony in Japan. OmniVision in the United States produces the front-facing FaceTime camera chip but subcontracts TMSC (in Taiwan) for manufacturing. Chipsets and Processors: Samsung in South Korea and TSMC in Taiwan. Alongside their partner GlobalFoundries in the United States. Controller Chips: PMC Sierra and Broadcom Corp in the United States (outsourced for manufacturing). Display: Japan Display and Sharp in Japan. LG Display in South Korea. DRAM: TSMC in Taiwan. SK Hynix in South Korea. eCompass: Alps Electric in Japan. Fingerprint Sensor Authentication: Authentec makes it in China but outsources it to Taiwan for manufacturing. Flash Memory: Toshiba in Japan and Samsung in South Korea. Gyroscope: STMicroelectronics in France and Italy. Inductor Coils (audio): TDK in Japan. Main Chassis Assembly: Foxconn and Pegatron in China. Mixed-Signal Chips (Such as NFC): NXP in Netherlands. Plastic Constructions (for the iPhone 5c): Hi-P and Green Point in Singapore. Radio Frequency Modules: Win Semiconductors (module manufacturers Avago and RF Micro Devices) in Taiwan. Avago technologies and TriQuint Semiconductor in the United States. Qualcomm in the United States for LTE connectivity. Screen and Glass (for the Display): Corning (Gorilla Glass) in the United States. GT Advanced Technologies produces the sapphire crystals in the screens. Semiconductors: Texas Instruments, Fairchild and Maxim Integrated in the United States.vv Touch ID Sensor: TSMC and Xintec in Taiwan. Touchscreen Controller: Broadcom in the United States (outsourced for manufacturing). Transmitter and Amplification Modules: Skyworks and Qorvo in the United States (outsourced for manufacturing). 51
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BrandIdentity
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It’s time to go bold.
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Tech-Emotive
Change Together Primary Connections
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theBusinessModel
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theArchetype
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Archetype Family
Magician
Other Expressions
Enterpreneur, Innovator, Pioneer, Guide, Dreamer
Life Journey
To bring the future into the present, and sense the changing impulses of society
Unique Challange
To remain committed to a new vision in order to exploit it
Lesson to Learn
To believe in my vision, however great or small, and my creative potential to change lives
Defining Grace
Courage
Challange to Self
Envision new possibilities for humanity and recognize worthy ideas and rearranging my life
Visionaries can see what might be possible rather than what is. They can look into the future with their strong intuition and can see the possibilities as more real than the average person. Their talent is often used to bring forth creative endeavors that benefit societies and cultures. They always have the big picture in mind seeing what is just beyond the horizon. The light side of the Visionary is highly creative and optimistic seeing the future as full of hope rather than doom. This type is similar to the inventor but is less pragmatic and more of a dreamer. They see what will be important to the world just a bit before others. Their magic lies in their ability to envision the possibilities and help bring them into reality. Examples of Visionaries include Steve Jobs, Marie Curie, Walt Disney and others.
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theVisionary
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theTargetSegmentation
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Type of Segmentation
Geographic
Demographic
Devices: iPhone, iPad, Mac, iPod
Services: iTunes and the iTunes Store, Mac App Store, iCloud, Apple Pay,
Region
US and international
US and international
Density Age
Urban 20 – 45
Urban 18 – 30
Accessories: Operating Apple TV, Apple system & Watch and software: iOS, related OSX, iLife, iWork accessories US and US and international international Urban Urban 20 – 35 20 – 45
Gender
Males & Females
Males & Females
Males & Females Males & Females
Life-cycle stage
Bachelor Stage Newly Married Couples Full Nest I Full Nest II
Bachelor Stage Newly Married Couples
Bachelor Stage Newly Married Couples
Income
High earners
Occupation
Professionals, managers and executives
High earners Students Professionals, managers
High earners Professionals, managers and executives
Degree of loyalty
‘Hard core loyals’ ‘Switchers’
‘Hard core loyals’ ‘Switchers’
‘Hard core loyals’ ‘Hard core loyals’ ‘Switchers’ ‘Switchers’
Benefits sought
Sense of achievement and belonging Self-expression Speed of service Speed of service, advanced features Efficiency and capabilities
Personality
Determined and ambitious
Determined and ambitious
User status
Non-users, potential users
Users Users Non-users, potential Non-users, users potential users
Social class
Middle and upper classes
Middle and upper classes
Middle and upper Upper class classes
Lifestyle
Resigned Aspirer Succeeder Explorer
Aspirer Succeeder Explorer
Aspirer Succeeder Aspirer Explorer Explorer
Segmentation Criteria
Behavioural
Psychographic
Efficiency Speed of service
Bachelor Stage Newly Married Couples Full Nest I Full Nest II High earners Professionals, managers
Recreation Self-expression
Determined and Determined and ambitious ambitious Non-users, potential users
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theCharacters :
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Stephen (or Stephan) Gary “Steve” Wozniak (August 11, 1950), nicknamed “Woz”, is an American inventor, electronics engineer, programmer, and technology entrepreneur who co-founded Apple Inc. He is known as a pioneer of the personal computer revolution of the 1970s and 1980s, along with Apple co-founder Steve Jobs. Wozniak single-handedly developed the 1976 Apple I, which was the computer that launched Apple. He primarily designed the 1977 Apple II, while Jobs oversaw the development of its unusual case and Rod Holt developed the unique power supply. Steve Wozniak was born in San Jose, California, the son of Margaret Elaine (Kern) and Jacob Francis “Jerry” Wozniak. He is of Polish and Swiss-German ancestry. His father was from Bukovyna, Ukraine (Poland at the time)[citation needed] and his mother from German-Swiss background. The family emigrated to US. The name on Wozniak’s birth certificate is “Stephan Gary Wozniak”, but Steve’s mother said that she intended it to be spelled “Stephen”, and “Steve” is what he uses. Wozniak has been referred to frequently by the nickname “Woz”, “The Wonderful Wizard of Woz”, “The Second Steve”, or “The Woz”; “WoZ” (short for “Wheels of Zeus”) is also the name of a company Wozniak founded. The city of San Jose named a street “Woz Way” in his honour. In the early 1970s, Wozniak was also known as “Berkeley Blue” in the phone phreak community, after he made a blue box. Wozniak has mentioned that Star Trek was a source of inspiration for him starting Apple Inc. Just thanks to him we write something on a screen.
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SteveWozniak
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RonaldWayne
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Ronald Gerald Wayne (May 17, 1934) is an American retired electronics industry worker. He co-founded Apple Computer (now Apple Inc.) with Steve Wozniak and Steve Jobs, providing administrative oversight for the new venture. He soon, however, sold his share of the new company for $800 US dollars, and later accepted $1,500 to forfeit any claims against Apple (in total, equivalent to $9,296 in 2016). As of March 2017, if Wayne had kept his 10% stake in Apple Inc., it would have been worth over $75.5 billion. Wayne worked with Steve Jobs at Atari before he, Jobs, and Wozniak founded Apple Computer on April 1, 1976. Serving as the venture’s “adult supervision”, Wayne drew the first Apple logo, wrote the three men’s original partnership agreement, and wrote the Apple I manual. Wayne received a 10% stake in Apple but relinquished his equity for US$800 less than two weeks later, on April 12, 1976. Legally, all members of a partnership are personally responsible for any debts incurred by any partner; unlike Jobs and Wozniak, then 21 and 25, Wayne had personal assets that potential creditors could seize. The failure of a slot machine company that he had started five years earlier also contributed to his decision to exit the partnership.
The “good choice” man.
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Steve Jobs
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I wont explain this man. If you don’t know who he is.
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This project is useless to you.
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theStrategyStatement
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Vision People with passion can change the world
Mission Freedom and power to people through technology
Values Central : Aggregation Expressive : Dream Instrumental : Easyness
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“...because people who are crazy enough to think they can change the world, are the ones who actually do.�
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5ForcesOfPorter
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New Entrants Apple has strong brand image, innovation and customer service – making it difficult for new entrants to compete against. Tim Cook’s supply chain expertise is great defense against low end disruption from new entrants. New entrants will have difficulty matching or beating the supply chain cost structure.
Supplier Power
Rivalry
Buyer Power
Apple reduced the power of the chip makers by designing its own chips.
Apple had avoided price-based competition thus far by staying away from low end markets where price is the main differentiator
Apple keeps switching costs high by keeping critical products features same and easily transferable among devices, i.e. contacts, calendar, pages, numbers, icloud, iphoto, imovie, iOS.
Apple reduced the power of manufacturers, like Forconn, by buying manufacturing equipment and only allowing the equipment to be used for Apple products. Apple reduced the power of distributors by taking over retail distribution and product services through the Apple Stores.
Apple products never go on sale. By generating a superior product to the Android phones, rival tablets and eReaders, it compete based primarily on quality, service and unique ecosystem.
To increase Apple stickness, the company carefully broadens its innovative product flow.
Substitutors Apple mitigates this effect by selectively making products which might ultimately replace the MacBook or the iPhones. Ex. Wearables and simple, cheaper version of MacBook
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Metaphors
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Imagination
Innovate
Reality is not enough Bring vision to reality Building dreams Aspiration Alienation
Believe in changes Never give up Follow the vision Trust the human being
Passion
Brave
Progress Driven Unstoppable Give life for your beliefs Relentles
Innovate Disrupt Fight Willing
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Daring
Loving
Bringing forward Going further without fear Climbing adversity Fighting fears With trust.
Trust the mankind Aggregating societies Be together Be part of it and stand
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Emotions
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PositioningMaps
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Brand Extensions Different Internet of Things
Position Consistency
Price
Spread of Them
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Primary Benefits
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Strategic Groups
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Exclusive of Meaning
GDO
Luxury
Absence of Meaning
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“A lot of times, people don’t know what they want, until you show it to them.”
ProductPositioning
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Go inside.
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The other main reason why the stores are important is because they are the main contact point between the company and its customers.
As you can see, this contact is very strong. They have almost 1 million visitors a day if we add together the visit in every single store.
As a consequence of this number, those are one of the most profitable retail chain in the world, providing half of the sales of the company flagship product: the Mac. What is more important though, is that half of the sale are made to switchers. This means that 50% of new customers are attracted inside a store and convinced to buy and to switch system. Apple has realized over time that those stores are a key component in their strategy, so they’ve been always very focused on every detail. They created a chain where each shop is identical to the other. Same
intern design, same materials used during the realization. Products are displayed always in the same way, and customers can play with them for how long they want, in order to become familiar with the product before buying it. And if you are in trouble, a member of the staff is always there for you, ready to answer to all of your questions.
To see how people are committed to Apple’s products, I’ve done some research. People from different countries answered to my questionnaire. And when I’ve asked them if they did abroad purchases, here are the results. People looks for Apple’s products when traveling abroad. An Apple gadget, for some people, has become the new souvenir of the vacation. I would like now to talk about the main feature Apple has in its retail chain, one that really shows interest for the customers, that really satisfy them. The Genius Bar.
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CustomerRelationshipManagement
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The Genius Bar is a section of the store, always located at the end, where you can go if you need any kind of assistance. It’s free, you only need to book an appointment online, and than go to the nearest Apple Store. You will find a Genius, waiting for you, waiting to answer to all of your questions. The session can last 30 minutes, where you are face to face with a person that tries to help you. If your product need to be fixed and is without warranty, they will repair it in store, charging you with the costs.
To evaluate the success of the Genius Bar just look at those data.
The 15% of people that answered to my questionnaire said that they at least once used the services offered by the Genius Bar, and the 80% of the questions or fix required were successfully solved within one appointment at the Genius Bar.
Those are astonishing numbers to look at in term of customer care and satisfaction. I want to conclude this little analysis of the Apple’s CRM strategy with a quote of Eric Schmidt, the current CEO of Google:
“The rise of Google, the rise of Facebook, the rise of Apple, I think are proof that there is a place for computer science as something that solves problems that people face every day.
There was only one company that saw that a decade before anybody else and that company is Apple. There was almost no consumer use with the exception of Apple in people’s daily lives.”
This is a bright example of how Apple, since the beginning was always focused towards their customers, to provide them the better computing experience in their day to day.
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CorporateSocialResponsability
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A worker’s voice should be heard. With a goal of giving workers a platform to speak up if they believe their rights have been violated, Apple provided survey access at supplier sites allowing workers a way to anonymously report grievances. These surveys were delivered using social media and interactive voice response via phone calls that workers could make free of charge. The program began with three facilities in 2014, and has now grown to 29 locations, including final assembly sites and component manufacturing locations. In 2016, we received more than 22,000 survey responses. These responses enabled us to provide suppliers with direct input on areas for improvement at their facilities. It starts with mapping our supply chain. To help mining communities and protect the environment, we first need to identify where the minerals in our products come from. In 2010, we were the first to map our supply chain from finished product to smelter for 3TG. And we were also the first to transparently list all of the identified 3TG smelters in our supply chain. We continue to publish a list of our 3TG smelter and refiner names in
our supply chain. Similar to our work on 3TG, we have been extensively engaged with our cobalt supply chain. We began investigating risks surrounding cobalt in late 2014, and began mapping our cobalt supply chain down to the mine level in 2015. And for the first time, we are disclosing our cobalt smelters and refiners. We started by examining over 50 of the world’s leading social and environmental risk standards taken from several relevant industries. We then distilled these practices to a set of 24 key areas of ethical practices. We broke out each area with simple inquiries for suppliers to consider in their own businesses. By answering these questions, our suppliers can easily identify risks and report on how they manage challenges in their own operations. We call this a Risk Readiness Assessment (“RRA”). The RRA tool was used by 193 smelters and refiners in 2016, including a majority of our 3TG and cobalt smelters and refiners. These evaluations are used to assess threats to human rights and environmental protections, identify systemic risk on a geographic basis, and drive procurement decisions. Starting in 2017, RRA completion has become a mandatory requirement for our tin, tantalum, tungsten, gold, and cobalt smelters and refiners.
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We believe every company should have access to a comprehensive methodology for reporting their supply chain risk management. We presented the RRA method at the 2016 EICC and Conflict-Free Sourcing Initiative (“CFSI”) annual conferences. Through the EICC’s platform, the RRA will be made available for all members and interested parties. The RRA was designed for companies at all tiers within a supply chain and can be applied across industries. We aim to help other companies make informed sourcing choices as part of their own responsible sourcing. Each assessed supplier site is ranked on a 100-point scale based on its performance relative to our Code of Conduct. A score of 90 to 100 is representative of a high performer. A score less than or equal to 59 is representative of a low performer. A score of 60 to 89 is representative of a medium performer. In 2016, low-performing sites in our supply chain decreased by 31 percent, while the number of high-performing supplier sites increased by 59 percent. When we assess a supplier’s Code of Conduct performance, we uncover areas for improvement of varying degrees. We categorize our non-compliance findings in three degrees of severity: administrative non-compliance, violations, and core violations.
Administrative non-compliance denotes policy, procedure, training, or communication-related findings.
Examples include: • Inadequate record keeping • Inadequate documentation of policy or procedures • Insufficient training on policy Violations denote implementation-related findings. Examples include: • Insufficient provision of benefits • No or inadequate pre-placement/ on-job/post-employment occupational health check • No or inadequate environmental permits Core violations include what Apple considers the most serious breaches of compliance. These are issues for which we have zero tolerance. Examples include: • Underage workers, involuntary labor and employees • Document falsification • Intimidation of or retaliation against workers • Environmental and safety threats Our 2016 assessment results highlight our findings and resulting actions across Labor and Human Rights, Health and Safety, and Environment.
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Benchmarks, BCG
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&
Innovation Canvas
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Positioning
Concept
Avarage Price
iPhone
Sharp High, Exclusive
Sharp High, Sleek Design
799
Pixel
One Shot, High and Go
Access To Everything
499
S Series
Professionals Driven
Just More Open Tech
599
P Series
Middle Good Alternative
Photo Oriented
249
HTC10
Mass
Easy Marketers
199
Market Growth >
Product
Star
Question Mark
Cash Cow
Dead Dog
Market Shares >
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5
4
3
2
1
Freedom
Celebration
Abstract
Aggregation Extensions
Actual Apple Inc. Next Apple Inc. with Units 103
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SemioticMap
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Authority
Instinct
Method
Rebel
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Clean
Good
Bad
Dirty
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Ethic/AestethicMap
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theSWOTanalysis
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Strenghts
Weaknesses
Advertising capabilities, which increase brand awareness and create stronger demand for the company’s products
Overdependence on iPhone sales
Strong and extensive U.S. distribution channels
Low expenditure on research and development compared to other companies leads to fewer innovations and products introduced to the market
Vertical integration Brand awareness and reputation
Weak direct distribution channels in India
Sound financial performance with one of the strongest cash flows Incompatibility with other OS
Opportunities
Threats
The Internet of Things (IoT) market is expected to grow significantly over the next decade
Intensifying competition puts pressure on Apple’s market share, revenue and profits
Health-related wearable gadgets could be introduced to the market
The rising U.S. dollar exchange rate could negatively affect the company’s revenue and profits
Expanding mobile payments market
Lawsuits over patent infringements resulting in damaged brand reputation
The mobile enterprise app market will gain traction as more businesses shift toward buying subscription-based software
Risk of data breaches
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Adverstising Campaigns
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But
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Who makes the revolution?
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Hello, I'm Leap. Magic, Leap.
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You already own the world's most amazing computer. You are using it right now, to think with and blink with and maybe even smile with. It's your one of a kind mind. And with it, you can do incredible things. Magic things. Compare that to the Tech in your life. You know, those rectangular boxes that you spend the majority of your life staring into?
The ones that demand your attention. And keep you distracted from the things that really matter: Friends! Crew! Dragons!
With those things in mind, we decide to take a diverts path and rethink the relationship tech has with people. What we found was when you give the brain and the body what they want, suddenly the shackles are off, the rectangular boxes are tossed, and something magical experience like none you have ever seen.
Whales jump out of gym's floors, solar systems can be held in the palm of your hand, and you can share your world in completely new ways. We are so excited to show you what we are building. So while we work to get it exactly right for you, please keep in touch and know that magic is right around the corner.
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What is Magic Leap?
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As we can see from patent applications, the opticals used by Magic Leap afford real size advantages when compared to more traditional projection systems such as that found in HoloLens or Google Glass. The image above shows that the light source is separated from the main headset and it is how we can surmise that the pocket device will drive the light. Secondly, it shows a lens system that is very small. The image is clearly not meant to be to scale but must represent the approximate sizes of the components involved. The only component we have actually seen is the photonic chip. Comparing components 5, 6, 7 and 8 (above) to the width of the chip and we start to see the sizes involved. So what is going on here? How have they shrunk the optics so much while also claiming to achieve a light field display, high resolution and impressive field of view? The answer is two fold: The fiber scanning display and the photonic lightfield chip.
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Just a little 2nd round of fund raising.
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Magic Leap Announces $793.5 million in New Funding Alibaba Leads Investment Dania Beach, Florida, February 02, 2016 Magic Leap, Inc. ("Magic Leap") announced $793.5 million in new funding today, led by Alibaba Group. Continued investment comes from Google Inc., Qualcomm Incorporated, through its venture investment group, Qualcomm Ventures, and others. New investment also comes from Warner Bros. Financial institutions, including Fidelity Management and Research Company, J.P. Morgan Investment Management, Morgan Stanley Investment Management, funds and accounts advised by T. Rowe Price Associates, Inc., and Wellington Management Company. Here at Magic Leap we are creating a new world where digital and physical realities seamlessly blend together to enable amazing new experiences. This investment will accelerate bringing our new Mixed Reality LightfieldTM experience to everyone, said Rony Abovitz, Founder, President, and CEO of Magic Leap, Inc. We are excited to welcome Alibaba as a strategic partner to help introduce Magic Leaps breakthrough products to the over 400 million people on Alibaba's platforms. “We invest in forward-thinking, innovative companies like Magic Leap that are developing leading products and technologies,� said Joe Tsai, Executive Vice Chairman at Alibaba. We believe Alibaba can both provide support to and learn from such a partner, and we look forward to working with the Magic Leap team. Alibaba, Warner Bros., Fidelity Management and Research Company, J.P. Morgan , Morgan Stanley Investment Management, funds and accounts advised by T. Rowe Price Associates, Inc., Wellington Management Company, and others join Magic Leap's existing investors: Google Inc., Qualcomm Ventures, Legendary Entertainment, KKR, Vulcan Capt, Kleiner Perkins Caufield & Byers, Andreessen Horowitz, Obvious Ventures, and others. Allen & Company LLC served as financial advisors to Magic Leap in connection with the transaction.
About Magic Leap, Inc. Magic Leap is developing the next computing platform that will enable you to seamlessly combine and experience your digital and physical lives. Magic Leap is headquartered in Dania Beach, Florida, with locations in Santa Cruz, Los Angeles, Mountain View, Seattle, Austin, the UK, New Zealand, and Israel. Media Contacts: Andy Fouch Head of PR and Government Affairs Magic Leap, Inc. afouche@magicleap.com
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Strategy Statement
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Vision It is your one of a kind mind, and with it, you can do incredible things. Magic things.
Mission With those things in mind, we decided to take a different path and rethink the relationship technology has with people.
Values Central : Imaginality Expressive : Magic Instrumental : Mixed Reality
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Life's Wizards
Virtual Identity
Imaginality
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Business Model
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Metaphors
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Magic
Leap
Reality is not enough Make magic things Be a wizard Secret desires
Jump Dip Into the future Evolution
Passion
Codereality
Progress Driven Unstoppable Give life for your beliefs Relentless
Coding is creating This is just thanks to science But its real As real as reality
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Strenghts Fiber Photons Technology Chip/Lens Patents Holograms Patents Imagination Driven Eye Controlled Most Secretive StartUp of the World 1,3 Billions Invements 4,5 Billions NetWorth
Weaknesses Engineering Production Market Adoption Value Completely on Sotwere Microsoft Hololens No Operating Partners on HardWere
Opportunities
Threats
Change completely the way we live
Too early on time
Create a completely new market in a mixed real world
Too high expecations Too wide a step for mass
Change the way of campaigns Change the way of data sharing Change way of access in a world with endless possibilities of learn and growth, to the world for the better
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Swot Analysis
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the Idea
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theBrand
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Welcome to
Units
We help to connect your body to technology. Inside our identity guide you will find the images we use, the colors we choose, our logos, words and best practices.
Each has specific role to play, but the real magic happens when they are all used togheter. The following pages will help you to understand our brand, what it stands for and how to express it in the best possible way.
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Unit's Voice Think of Units as your friend who knows a lot about wearable future, changes, and movements and those cool tips from the world around you. When we speak, we keep the talk to a minimum, relate like human, are conversational, usefull.
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Masterbrand Logo The primary logo is our frontman. .First way to signify our presence in the world
.Used in consumer and business facing materials whenever possible as the first port of call
.Our clearest visual signpost in the brands scene and tech universe
.Works on dark and light backgrounds for print and digital both digital formats
.Do not reproduce the Units Facilities logo
.Pretty please with Units on top
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Brand Lockup .Sometimes our primary logo needs a hand to get our message across .The Units's Brand Lockup is for corporate communication and presentations, or when Units Facilities appears alongside other world based company logos. .Elements of the Lockup are fixed and must not be reproportioned, redrawn, or modified .Otherwise, we will send men in black suits to your desk
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identity guide
Vertical Lockup Having width issues with the Masterbrand Logo? .Vertical Lockup to the rescue. .Use it sparingly. .There can only be one vision.
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MONOCHROMATIC .Use the monochromatic logo and lockup when you need to go old school because full color versions can't be used .Don't apply a solid background color to the Masterbrand Logo. Switch it out for a 30% white fill.
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LockUp Relationship
identity guide
Partner Logos 1/3
Units bands together with lots companies. Use your best judgment when selecting which format to implement.
of
Horizontal Logo Relationship
1/3
.For horizontal or type based partner logos, use the Masterbrand Logo, match heights, and separate with a clearspace equal to half the height of the lockup.
Vertical Logo/Logo Only Relationship
1/2
.For vertical or graphic based partner logos, use the Masterbrand Logo, match heights, and separate with a clearspace equal to a third of the height of the lockup.
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identity guide
Partner Lockups When you need extra sizzle, partner logos can be paired with Units Lockup 1/2
Aight?Aight Horizontal Logo Relationship
1/3
.For horizontal or type based partner logos, use the Masterbrand Logo, match heights, and separate with a clearspace equal to half the height of the lockup.
Vertical Logo/Logo Only Relationship .For vertical or graphic based partner logos, use the Masterbrand Logo, match heights, and separate with a clearspace equal to a third of the height of the lockup.
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abcdefg Units Regular abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ 0123456789 Units Bold abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ 0123456789
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Typography Be a language. .Enpowering, bold, authentic, geometric, Units Axe mirrors the passion of discovery and should be used when designing or marketing Units. .Don't mix it with other fonts. They'll get jealous.
abcdefg 06/06/2017 12:25
ghIJKLMN I'm the big brother. 40pt with minus20 tracking and 36pt leading
Yo. I'm a headline at 24pt with minus20 tracking and 21.6pt leading I am the body copy sitting nicely at 15pt with minus20 tracking and +50% leading (18pt)
...and i'm the body copy sit nicely at 20pt with minus20 tracking and +50 leading (30pt) v
ghIJKLMNO Meet The Gang
Headlines
.Units Regular Black, uppercase, renged left .Leading is - 10% of the heading point size - when the point size of the text is 40pt the leading becomes 40 minus 10% (4pt) which equals 36pt. .Tracking is minus20 (Adobe Packages)
Body Copy
.Units Regular, sentence case, reanged left .Leading is +50% of the paragraph point size and when the point size of the text is 12pt the leading becomes 12 plus 50% (6pt) which equals 18pt. .Tracking is minus20 (Adobe Packages)
.Don't mix it with other fonts. They'll get jealous.
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don't purple
don't samsung
don't be bolder
don't squeeze
don't rotate
don't refont
identity guide
Partner Lockups The no nos. .Keep our Logo and Lockup consistent throughtout communications. Here are ways they shouldn't appear. .These rules apply to all variations of our marks. .The examples opposite are just for visual representation.
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Don't make the mark smaller Don't make the mark bigger Don't extend the gradient Don't change spacing
identity guide
Incorrect Use
Don't switch the order
More no nos.
Don't recreate using different fonts
.These rules apply to all variants of our marks.
Don't create cobrand's lockups
.The examples opposite are just for visual representation.
Don't switch out a letter for the logo Don't make your own logo of Units
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What we are .Progress .Innovation .Tribe .Evolution .Ambition .Empowering .Insightful .Trustworthy
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What we are not .Corporate .Concescending .Passive .Mean Spirited .Utilitarian
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Strategy Statement
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Units Vision Access to your virtual state of being.
Units Mission Elevate feelings and functions of the mind through emotions made by technology.
Units Values Central : Union Expressive : Access Instrumental : Discovery
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Bio Hackers
Transition
Magicality
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Business Model
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Pirate
Jumper
Revolution Rasterize Assault Against Establishment
Why this is right Who says this is wrong It generate emotion It fight fears
Dream
Through
Reality is not enough Give meaning to desire Don't let your dream be dreams Yestarday, you said tomorrow Make your dream come true
Through barriers Through limits Through times Making history
Metaphors
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Joyful
Surprise
Trust the mankind Aggregate societies Fight togheter Different humans Loving each other
Bring it out, Above expectations Change the usual Trasform desires It fight fears
Emotions
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SWOT Analysis
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Strenghts
Weaknesses
Apple Inc. Resources
Newness
Chip/Lens Licences
Marketing Expenses
Holograms Licences
Reasearch & Development Expenses
Imagination Driven
Risk on Adoption
Experience Design
Microsoft Hololens
Easyness
Opportunities
Threats
Create a new market
Too early on time
Let the crowd get the access
To wide the step for mass
Be the iphone of the next decade Boost a circle of evolution in techs
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As usual as Microsoft is for kinda professional Units is for Creators
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And here is, pay attention, the Device
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Hell yeah, this. Ok let's bring it out. Now you need to open your mind, leave your limits, abandon your fear of future, and let go of the kind of feeling that scares you when the world makes a step further in time and disrupts your convictions. Don't be shy to think magic inside of what you will see. Please keep control
of your mimic, don't be too surprised.
Simple magnetic glasses, and... headphones, watch, smartphone, laptop, all, obviously, connected to the net. Thanks to Magic Leap's Lenses and Apple Inc's Hardwares. Now it's time to go deeper so please pay attention, breathe, breathe and turn page.
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The eyeMagic
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Technology
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Photonic Lightfield Chip When I first heard Rony Abovitz call his lens a PHOTONS LIGHTFIELD CHIP, we groaned. Not another crazy name for something that already exists. It is called a lens Rony! But the more I researched it the more it became apparent that it is in fact much more than a simple lens. So, how does it work and why is it far more interesting than a simple lens? Let's talk about diffractive optical elements.
Diffractive Optical Elements An example of diffractive optical element. Diffractive Optical Elements (DOEs) can be thought of as very thin lenses that provide beam shaping, beam splitting and diffusing or homogenizing. Magic leap utilized linear diffractive grating with circle lens to split the beam wave front and produce beams with desired focus. That is to say it directs the light to your eyes and makes it look like it is in the correct focal plane. But this is far easier said than done and it is by no means easy to say. To build a light field, Magic Leap has set up a photonic chip with two separate components. One element which takes the projected light and inserts it into the second element which redirects the light into your eyes. Both components make use of DOEs to do their job. The main drawback of DOEs is that they are highly tuned to do one specific job. They cannot operate on different wavelengths and they cannot change properties to allow for different focal points in real time. To solve this, Magic Leap layered a number of DOEs together into the larger lens like component that are tuned to different wavelengths and focal planes. These DOEs are extremely thin, they are on the same scales as the wavelength of the light they are manipulating so this doesn't add much bulk to the apparatus. Here is where the chip nature of this optical system comes in.
Magic Leap is able to turn on or off the different layers of DOEs. By doing this they can change the path in which the light reaches your eyes. This is how they change the fo cal point of the image and achieve a true light field. As the patent says: For example, a first DOE in the set, when switched ON, may produce an image at an optical viewing distance of 1 meter for a viewer looking into the primary or emission face of the planar waveguide. A second DOE in the set, when switched ON, may produce an image at an optical viewing distance of 1.25 meters. It might seem that this is highly limiting as you would need a large number of layers to produce the full range of focal points but this isn't the case. Different combinations of DOEs in conjunction also produce different output states. So it isn't one focal plane per DOE, it is one per combination of DOEs. Changing the set of DOEs that are currently active changes the path which the light exit the Photons Chip. They will likely have more layers than the number depicted here but how many is anyone's guess. Finally, we see how Magic Leap manages to create black with light as they have claimed to be able to do in the past. If we take a DOE on the outer edge of the lens and one on the inner edge we can use them to cancel out light similar to noise cancelling headphones. From the patent: "Such may be used to cancel light from the flat waveguides with respect to light from the background or real world, in some respects similar to noise canceling headphones." So, why is this a chip? Well, a typical electron chip changes the flow of electrons based on conditions. The Magic Leap photonic lightfield chip changes the pathways of photons based on certain parameters. Sounds like a chip to me. Where does this leave us? We have a photonic lightfield chip and we have a high resolution projector but how do we actually create an image. Composition. The image is layered such that the different components are projected at different focal lengths on a subframe basis.
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Fiber Scanning The fiber scanning display is a completely novel display system that has not been used in a consumer product before. Much of what we know of this invention comes from a patent application dating back to 2013.
While resolution and framerate are crucial to creating realistic holograms, field of view is equally important. Related to this, check out this interesting paragraph in the background information section of the patent.
The application is from some time ago so we can expect some of the details related to the performance of the system to have changed but the broad idea likely still holds true. The system uses an actuating fiber optic cable to scan out images much larger than the aperture of the fiber itself. It works in a similar way to old style tube TV. Instead of scanning electrons, this is scanning the light itself.
Pixel pitch is the distance from the center of one pixel to the center of the next and is a limiting factor in resolution. Traditional microdisplays, like those used by HoloLens, have a pixel pitch of about 4-5 microns. This limits the resolution of these displays and thereby also limits the field of view that can be produced. The patent indicates that a scanning fiber display can produces a pixel pitch of 0.6 microns which is an order of magnitude improvement.
By using a piezoelectric actuator to achieve this scanning, one can maintain scan rates on the order of 24 kHz. We don’t get a framerate that high though because it takes multiple passes (the patent has an example of 250 cycles) to produce a full frame. This changes how we think about resolution. With this technology, resolution is dependant on fiber scan rate, the minimum spot size the fiber can focus to (this will define pixel pitch), the number of scans to generate a full frame and the desired frame rate. Depending on how well they have optimized since this patent was filed we can expect resolution much higher than any consumer system seen today.
So what resolution does that produce? They quote a resolution of 4375 x 2300 in one section of the patent but I don’t think that tells the whole story. This is the example given for a naive approach before they start discussing multi-core fibers improving this further. I believe the resolution is much higher than that. This is crucial if we want a large field of view. The above described technology help ultra high resolution display that supports a large FOV in a head mounted or other near eye display configuration.
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Cameras Magic Leap is trying to accommodate 3 different goals with camera technology. The first is the most obvious. A camera to produce everyday pictures. This is the most well understood of the camera technology they will be using and they will likely use a similar sensor to the latest in the smartphone market. If this sensor lives on the glasses or if it lives on the pocket device is still up in the air but it will have a camera that is capable of taking decent pictures.
There are two other use cases which are far more interesting. Magic Leap has repeatedly talked about the ability for the device to understand the world around it. In one particular interview, it was mentioned that it will be able to recognise objects, such as a knife and fork. To be able to do this they will need an array of cameras. As an example of a device that does this very well we can look at HoloLens. HoloLens contains an array of four environment sensing cameras that work in combination with a depth sensing camera. We get further information about Magic Leap from the patent documents.
As we can see from the above diagram, we can expect two outward facing cameras, labeled as "world camara". That said, the text of the patent implies there could be more than two, stating one or more right outward face or world view cameras per side. At this point it is unknown how many cameras will be included on the system nor is it known how much Magic Leap is able to shrink these items. We do know they will be on the glasses and they are vital to SLAM processing. The final use case for cameras can also be seen in the diagram above. At least two cameras will be pointed at your eyes. This is used to track your gaze and vergence such that the focal point and the direction of view can be obtained. It will also point an infrared LED at your eye to illuminate the eye for these cameras. This eye tracking will also be critical to the user interface. I imagine the question of "what are you looking at?" will be fundamental to how you interact with Magic Leap. It will potentially be the main interactive component similar to that of a mouse.
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Intellectual Property Intellectual Property Patens from Joint Venture with Magic Leap
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Thanks to the joint venture with MagicLeap Inc.
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Patents 05/11/2017 05/04/2017 05/04/2017 04/20/2017 04/20/2017 04/06/2017 03/30/2017 03/23/2017 03/16/2017 03/02/2017 02/23/2017 02/23/2017 02/23/2017 02/09/2017 02/09/2017 02/02/2017 02/02/2017 01/26/2017 01/19/2017 01/12/2017 01/12/2017 01/12/2017 01/12/2017 01/12/2017 01/12/2017 01/12/2017 01/12/2017 01/12/2017 01/12/2017 01/12/2017 01/12/2017 01/12/2017 01/05/2017 01/05/2017 01/05/2017 01/05/2017 01/05/2017 01/05/2017 01/05/2017
Metasurfaces for redirecting light and methods for fabricating Light field display metrology Dynamic display calibration based on eye/tracking Eye pose identification using eye features Selecting virtual objects in a three/dimensional space Virtual/augmented reality system having reverse angle diffraction grating Methods and systems for detecting and combining structural features in 3d reconstruction Eye imaging with an off/axis imager Head pose mixing of audio files Reducing stresses in the passable world model in augmented or virtual reality systems Eyelid shape estimation using eye pose measurement Eyelid shape estimation Virtual and augmented reality systems and methods Collimating fiber scanner design with inward pointing angles in virtual/augmented reality system Augmented reality devices, purchasing Apparatus for optical see through head mounted display with mutual occlusion Technique for more efficiently displaying text in virtual image generation system Three dimensional virtual and augmented reality display system Methods and systems for providing augmented reality content for treating color blindness Methods and systems for diagnosing eye conditions, including macular degeneration Augmented and virtual reality display diagnosing health conditions based on visual fields Methods and systems for diagnosing contrast sensitivity Methods and systems for performing two photon microscopy Methods and systems for performing confocal microscopy Augmented and virtual reality display diagnosing a user using electrical potentials Augmented and virtual reality display delivery of medication to eyes Augmented and virtual reality display platforms and methods for delivering health treatments to a user Methods and systems for diagnosing and treating eyes using laser therapy Display system with optical elements for in/coupling multiplexed light streams Augmented reality display rendering the world Methods and systems for providing augmented reality content for treatment of macular degeneration Virtual and augmented reality systems and methods Sytems for providing wavefront corrections for treating conditions including myopia, astigmatism Augmented and virtual reality display diagnosing using occluder Methods and systems for diagnosing and treating chromatic aberrations of an eye Augmented and virtual reality display determining optical prescriptions Methods and systems for diagnosing color blindness Methods and systems for diagnosing binocular vision conditions Methods and systems for diagnosing and treating presbyopia
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01/05/2017 01/05/2017 01/05/2017 01/05/2017 01/05/2017 01/05/2017 01/05/2017 01/05/2017 01/05/2017 12/08/2016 12/08/2016 11/24/2016 11/24/2016 11/24/2016 11/24/2016 11/24/2016 11/17/2016 11/17/2016 11/10/2016 11/10/2016 10/06/2016 10/06/2016 09/29/2016 09/22/2016 09/22/2016 09/15/2016 09/08/2016 08/18/2016 07/28/2016 07/28/2016 06/02/2016 04/28/2016 04/21/2016 04/21/2016 04/21/2016 04/21/2016 04/21/2016 04/21/2016 04/21/2016 04/21/2016 04/07/2016 01/28/2016
Methods and systems for performing optical coherence tomography Methods and systems for diagnosing and treating higher order refractive aberrations of an eye Methods and systems for performing retinoscopy Methods and systems for diagnosing eyes using aberrometer Methods and systems for performing slit lamp examination Methods and systems for diagnosing eye conditions such as red reflex light reflected from the eyes Methods and systems for detecting health conditions imaging portions of the eye, including the fundus Methods and systems for modifying eye convergence for diagnosing and treating conditions Methods and systems for diagnosing and treating eyes using light therapy Augmented reality tracking biometric data System and augmented and virtual reality Dual composite light field device Illuminator Virtual or augmented reality headsets having adjustable interpupillary distance Tilt shift iris imaging Semiglobal shutter imager Devices, methods and systems for biometric user recognition utilizing neural networks Privacy sensitive consumer cameras coupled to augmented reality systems Separated pupil optical systems for virtual and AR and methods for displaying images using same Virtual/augmented reality system having dynamic region resolution Augmented reality pulse oximetry Augmented reality pulse oximetry Light projector using an acousto optical control device Methods and systems for diagnosing and treating health ailments Light combiner for augmented reality display systems Virtual and augmented reality systems and methods having improved diffractive grating structures Systems and methods for augmented reality Color sequential display Manufacturing for virtual and augmented reality systems and components Methods and system for creating focal planes using an alvarez lens Ergonomic head mounted display device and optical system Architectures and methods for outputting different wavelength light out of waveguides Using a plurality of stacked waveguides for augmented or virtual reality display Modifying light of a multicore assembly to produce a plurality of viewing zones Providing variable depth planes through arrays of reflectors Using a plurality of stacked waveguides for augmented or virtual reality display Combining at least one variable focus element with a plurality of stacked waveguides AR/VR display Projecting images to a waveguide through microprojectors for augmented or virtual reality Delivering viewing zones associated with portions of an image for augmented or virtual reality Modifying a focus of virtual images through a variable focus element System and augmented and virtual reality Methods and systems for creating virtual and augmented reality
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01/14/2016 12/10/2015 12/10/2015 12/10/2015 12/10/2015 12/03/2015 12/03/2015 11/26/2015 11/05/2015 11/05/2015 11/05/2015 11/05/2015 10/29/2015 10/29/2015 10/29/2015 10/22/2015 10/22/2015 10/22/2015 10/22/2015 10/22/2015 10/22/2015 10/22/2015 10/22/2015 10/22/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 09/03/2015 08/27/2015 08/27/2015
Displaying stereoscopy with a freeform optical system with addressable focus for VR & AR Rendering an avatar for a user in an augmented or virtual reality system Creating a topological map for localization in augmented or virtual reality systems Utilizing topological maps for augmented or virtual reality Finding new points by render rather than search in augmented or virtual reality systems Methods and systems for generating virtual content display with a virtual or AR apparatus Methods and system for creating focal planes in virtual and augmented reality Ambient light compensation for augmented or virtual reality User interface rendering in augmented or virtual reality systems Utilizing pseudo and random patterns for eye tracking in augmented or virtual reality systems Interacting with totems in augmented or virtual reality systems Using a halo to facilitate viewing dark virtual objects in augmented or virtual reality Planar waveguide apparatus with diffraction element(s) and system employing same Planar waveguide apparatus with diffraction element(s) and system employing same Using freeform optics for augmented or virtual reality Systems and methods for using image based light solutions for augmented or virtual reality Utilizing totems for augmented or virtual reality systems Eye tracking systems and augmented or virtual reality Systems and methods for generating sound wavefronts in augmented or virtual reality systems Systems and methods for rendering user interfaces for augmented or virtual reality Running object recognizers in a passable world model for augmented or virtual reality Generating a sound wavefront in augmented or virtual reality systems Room based sensors in an augmented reality system Stress reduction in geometric maps of passable world model in augmented or virtual reality systems Method and system for obtaining texture data of a space Optical system having a return planar waveguide Planar waveguide apparatus configured to return light therethrough Circular diffractive optical elements for augmented or virtual reality Inducing phase delays in a multicore assembly for augmented or virtual reality Delivering virtual images of different portions of the user pupil for augmented or virtual reality Stacked configuration of freeform optics for augmented or virtual reality Controlling diffractive optical elements for augmented or virtual reality Curved waveguides for augmented or virtual reality Method and system for generating a virtual user interface related to a physical entity Method and system for generating a virtual user interface related to a totem Modulating light intensity to enable viewing of dark virtual objects Method and system for retrieving data in response to user input Method and system for retrieving data in response to user activity Augmented reality system totems and methods of using same Using circularly-symmetric diffractive optical elements for augmented or virtual reality Method and system for generating virtual rooms Method and system for modifying display of a sporting event using an augmented reality system Method and system for facilitating surgery using an augmented reality system Inducing phase delays to vary an aggregate wavefront for augmented or virtual reality Physical actuators coupled to optical fiber cores for augmented or virtual reality
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08/27/2015 08/27/2015 08/27/2015 08/27/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/20/2015 08/06/2015 08/06/2015 07/23/2015 06/25/2015 05/07/2015 04/16/2015 01/29/2015 01/15/2015 10/16/2014
09/18/2014
Methods and systems to use multicore fibers for augmented or virtual reality Selectively attenuating light from the outside world for augmented or virtual reality Attenuating outside light for augmented or virtual reality Pinhole array operatively coupled to a spatial light modulator for augmented or virtual reality Using blurring to create multiple depth planes for augmented or virtual reality Using freeform optical elements to display augmented or virtual reality Contact lens device for displaying augmented or virtual reality Separately addressable diffractive optical elements for augmented or virtual reality Interacting with a network to transmit virtual image data in augmented or virtual reality systems Systems and methods for a plurality of users to interact with each other in AR & VR Determining user accommodation to display an image through a waveguide assembly Method and system for determining user input based on gesture Method and system for inserting recognized object data into a virtual world Method and system for identifying a user location Over/rendering techniques in augmented or virtual reality systems Methods and system for using microprojects for augmented or virtual reality Blanking techniques in augmented or virtual reality systems Waveguide assembly having reflective layers for augmented or virtual reality Using an eye box for augmented or virtual reality Diffractive optical elements used for augmented or virtual reality Using an array of spatial light modulators to generate a lightfield Generating a lightfield using a plurality of spatial light modulators Modulating a size of pixels displayed to a user for augmented or virtual reality Coupling a lens to an optical fiber for augmented or virtual reality displays Polishing an array of optical fibers at an angle to deliver augmented or virtual reality images Using optical fibers to deliver multiple depth planes for augmented or virtual reality Coupling optical elements to an array of microprojectors for augmented or virtual reality Determining user accommodation to project image data at a desired focal distance Coupling a plurality of multicore assemblies polished at an angle for augmented or virtual reality Delivering light beams through optical fiber cores at a plurality of angles for augmented or virtual reality Delivering light beams at a plurality of angles for augmented or virtual reality Displaying augmented reality or virtual reality through a substrate coupled to the user's eye Adjusting pixels to compensate for spacing in augmented or virtual reality systems Interacting with a network to transmit virtual image data in augmented or virtual reality systems Multi/focal display system and method Multi/focal display system and method Virtual and augmented reality systems and methods Virtual and augmented reality systems and methods Three dimensional virtual and augmented reality display system Virtual or augmented reality headsets having adjustable interpupillary distance System and augmented and virtual reality Planar waveguide apparatus with diffraction element(s) and system employing same System and augmented and virtual reality
Display system and methods for Mixed Reality
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Financials
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999,00
€
yes.
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Production Costs
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$62,33 $5,83
Chip & Lens
: Magic Leap Inc. USA Licenses and Opertions
Accelerometer:
Bosch in Germany. Invensense in the United States.
$17,92
Baseband Processor:
$3,02
Batteries:
$21,78
Cameras:
Qualcomm in the United States (outsourced for manufacturing).
Samsung in South Korea. Huizhou Desay Battery in China. Sony in Japan. OmniVision in the United States produces the frontfacing FaceTime chip
but subcontracts TMSC (in Taiwan) for manufacturing.
$14,81
Chipsets and Processors:
Samsung in South Korea and TSMC in Taiwan. Alongside their partner
GlobalFoundries in the United States.
$9,11
Controller Chips:
PMC Sierra and Broadcom Corp in the United States.
$12,13
Display:
$0,89
DRAM:
$0,64
eCompass:
$0,44
Flash Memory:
$32,47
Gyroscope:
$14,98
Inductor Coils:
$27,56
Main Chassis Assembly:
$21,01
Screen and Glass
Japan Display and Sharp in Japan. LG Display in South Korea. TSMC in Taiwan. SK Hynix in South Korea. Alps Electric in Japan. Toshiba in Japan and Samsung in South Korea.
STMicroelectronics in France and Italy. TDK in Japan & Zungle Inc. USA Foxconn and Pegatron in China.
: Corning (Gorilla Glass) in the United States. GT Advanced Techs produces
the sapphire crystals in the screens.
$12,37
Semiconductors:
$7,99
Touch ID Sensor:
$23,91
Touchscreen Controller:
$14,11
Texas Instruments, Fairchild and Maxim Integrated in the United States.vv TSMC and Xintec in Taiwan. Broadcom in the United States (outsourced for manufacturing).
Transmitter and Amplification Modules:
Skyworks and Qorvo in the United States.
$289,20 Total Costs of Industrial Production of a Unit 209
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4,5 $/Billions 800 $/Millions
Magic Leap Inc. Aquistition from Apple Inc. Units Hardwere Research & Development
5 $/Millions
Units Patents
1,1 $/Billions
1 Year Advertising and Campaigns
2,1 $/Billions
Marketing Budget
8,5 Billions
Budget
Total 1 Year Operating Costs + Launch
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Operation Costs
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Forecastings
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20,9 27,3 39,6 64,4 174,1
$/Billions 21 $/Billions 27,5 $/Billions 40 $/Billions 65 $/Billions 175
Millions of
Units 1 Year Sales based on conversion rate of 10% iPhones Owners
Millions of
Units 2 Year Sales based on conversion rate of 13% iPhones Owners
Millions of
Units 3 Year Sales based on conversion rate of 19% iPhones Owners
Millions of
Units 4 Year Sales forecasted on Units Clients
Millions of
Units 5 Year Sales forecasted on Units Clients
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Strategy
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What are we fixing from Apple Inc. side :
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Overdependence on iPhone Sales Sometimes you think your son will be the president of ONU if he won two or three debates at high school. iPhone is born on 2007. It is the 10th year of the iPhone. How confident are you in thinking we will still use smartphones for even the next decade? 2020 will be the 1920 of the XXI century. Apple is dependent by 65% of sales from iPhone. Product Category Innovation 2007 was iPhone year. 2010 was iPad. 2015 is for AppleWatch. But what’s next? AppleWatch rise just the 5% of Revenue in 2016. We think because it is a product to add. To add to your smartphone. To add to your headphones. To Add. And we want something that cut the number of devices we own and carry on. Mixed Reaility Market It is not Virtual Reality, something that leaves you out of the real world. It is not Augmented Reality, something projected in front of you, tricking your eyes. It is Mixed Reality, projection directly inside the lens tricking your mind. Working with your focus. Internet of Things and Artificial Intelligence This device allow you to touch with your mind something that is real as reality, interacting in real time with your focus. It is something unbelievable but real. It works just thanks to the machine learning and high quality artificial intelligence that teaches your eye focus and movement.
217
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What are we fixing from
Magic Leap Inc.
side :
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Hardware Device Application Resources One of the most secret StartUp of the world. 4,5 billions in net worth. A lens which will change the roots of the world. But on what I apply a magical lens? Ehm, on glasses. maybe. The step from code to production is quite wide. So the match will be perfect. Evolution is a matter where you need to be an expert on software as hardwere. So Apple is the big brother who can cover and protect you, pushing on perfect designed and assembled products.
Spreading and Distribution Resources If the device will be produced from mom Apple, the best strategy is distribute it through Apple Store. Thousands of stores, already achieved. Ecommerce channels, already achieved. Base your conversion rates on a specifed and tested and strong huge community. Try to produce a shitty kind of pen and sell them through Apple Stores, try to understand the billions of pens sold.
Create a Market, from 0 to 1 This can completely destroy the smartphone and screen device markets. Replace everything with a watch, that is a pair of glasses, that is a smartphone, that is a new world to go in.
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What we creating with Units ?
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Create a New Market Big resources for a bigger vision. Bring the best human experience into the mixed reality world, and make it accessible to almost everyone. This two sentences tells everything. This can be disruptive. Growth hackers.
A new way of learn, play, discover, know. Education is one of the most interesting segments for application, how to explain maths and litterature, Gaming will be one of the most interesting applications. Understand how weather is watching outside the window. Or try to manage a surgery operation with a 3D model of the specified heart, in real time, 25x zoomed, right in front of you.
21 Billions on forecastings in first year. This could be the occasion to change time for the better, we are not too early, things are happening around the world. Silicon Valley, Norway, Sweden, Singapore, Tokyo. Places where things happens. Up to us to exploit this knowledge.
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Conclusions
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I asked not to adopt, I am ask to believe.
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Future is coming.
Samuele Guerrucci, doubt me now. Units Book.indd 225
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