Intel

            In today’s world we see a lot of giant orgnziations around us who have made duopolies. These giants have their strong footholds in the airline, beverages and steel industries. To name a few of them, they include Boeing and airbus, coke and pepsi and arcelor and mittal steel. If we look at the microprocessor industry, its not a long time ago that there was only one largest chipmaker, known as INTEL but its prowess and hegemony was pulverized by Advaced Micro Device (AMD) who in no time got the much needed technical lead in the industry which resulted in stealing a major chunk of Intel’s share. This caused Intel to suffer many financial setbacks. As Intel’s inventories piled up, it lowered down the gross margins below AMD’s for the first time in history (Einhorn, 2006). It also has to bear a negative effect on the stock. Previously its stock traded for about $29 a share but then its price plummeted to $18. The story does not end over here, it also had to witness another poor quarter which slided its revenues by 13% and brought it up to $8 billion with a net income thinning to $885 million, a decrease of 57%. When Paul Otellini, Intel’s chief operating officer, was made the chief executive of the company he wasted no time in devising a new strategy which is famoulsy known as a ‘right hand turn’. This is because the world’s largest chip maker is facing major challenges to compete with AMD in the market. The strategy included launching of new range chips which was done to bring the company on the top and to again recoup its share which it had lost to AMD (McConnon, 2007).

Paul strategy clearly changed the mission, vision and goals of the organization. His main agenda was to clear out all the hurdles and cobwebs of ‘Grove’ era and to come out with new ones so customers can get what they want instead of Intel thumping them up with whatever it makes (David, 2006). He immediately scrapped the old logo of Intel inside, called pentium brand a stale and corporate’s logo a relic (Edwards, 2006). Paul was also of the opinion that as times have changed, Intel have to change with it so it has to introduce products which appeal to the masses. So where did the change come at the organizational level in terms of strategies and polices? Previously, Grove and his successor Craig.R.Barrett spent energies and resources on desigining powerful microprocessors  for personal computers and making hyperrpoducitve plants who can produce a lot of micro processors in a day than any one else.

Paul on the other hand carefully analyzed the whole investment done in past and instead of scrapping all of them in one go, he just made a reallignment with the new model. Instead of making chips only, he wanted Intel to diversify its business model and create other chips as well as some softwares and amalgamate them together. This was his new strategy whose ultimate goal was to create platforms. In relation to this he reorganized the company all way form top brass to the lower levels. The basic purpose of reorganization was to create business units that can lead a research in different fields such as health, mobility innovating different products etc. This had a very fruitful effect as Intel came up with a lot of new than ever (Einhorn, 2006).

Also, Intel culture was previously shaped up as a place for nerds or paranoids only. So it only gave attention praise and respect to those individuals who have a technical and engineering background. As Paul was first non-engineer to run the firm, he understood this problem. He instead of hiring engineers only, also went for software developers, sociologists, ethnographers and even doctors to develop the products. Another move by the chief executive of the company was to change the tag line. The outdated and mundane tag line of Intel inside was immediately scrapped and was replaced by ‘leap ahead’. Now these things clearly show us how things have been changing at Intel, what strategic choices were made there which changed its mission and ultimate goals (David, 2006). At the same time, Pentium brand was phased out slowly and it was replaced by three different brands. Intel also came up with laptops/notebooks under an old brand Centrino (McConnon, 2007). They launched a new brand known as “core”.

Another achievement by Intel was to get the dual core chips introduced in apple products that were never done before. In past grove and Barrett considered apple and its products as inferior so they did not pay any consideration to it but Otellini looked this as a golden opportunity and convinced apple’s CEO Steve Jobs in selling Mac’s and other products with Intel chips inside it. He also made Apple agreed on starting up new partnerships to step up their innovation in designing PC’s because Paul Otellini acknowledge apple’s efforts in the past and consider it as a forerunner in designing. Google signed up another strategic partnership. Google was in need of servers who consume less electricity as yearly electricity bill of servers crossed 50 million mark so Intel in this way found another client by supplying less energy consuming chips (Edwards, 2006).

Now the story becomes more interesting when Paul Otellini hires Kim from Samsung group. Kim is a fine marketer as he achieved one of the biggest milestones in his life by bringing Korean brand at the top and making it a hot product to buy all around the world. It included all Samsung products ranged from electronics, mobile phones, computer chips/hardware, and consumer electronics. Why Kim was chosen by Paul? Because Paul believed that an outsider can muffle up all the grumbles in the organization when a change is implemented otherwise it gets nasty and difficult to control that would be a loss to the company (Einhorn, 2006). One of the best things about Kim was he made it clear to Intel management and production team that they are there not only to produce silicon but to make things easier for people putting more energies and efforts in research and development and coming up with variety of products which can put individuals at ease.  Paul is also in search of fine executives from top-notch electronic companies around the world. This is because those executives possess great knowledge in their respective fields and they can help Intel in making those chips that can be used in different electronic devices that would ultimately be reducing the researching cost of the product (McConnon, 2007).

To Conclude, Intel was down and out, lost share price at the stock market, lost market share of its product to AMD but little changing in the company’s strategy made it upright again. No one ever estimated it would recover so fast after falling from zenith. The main player who is behind it to receive all the credit is the CEO who after holding the charge of the office immediately scrapped the outdated strategy adopted by the past executives. He also did not hesitated in throwing out old tag lines of Intel that is no doubt a daunting step on his part to take. It was akin to handle a bull by its horns. Apart from this Paul changed the company’s culture and took away all the stars from technical people. Infact he gave voice to the lower management staff too to raise their opinions and make Intel a better place to work in. Moreover, hiring right executives from right places was also one of the major achievements by Paul like hiring of Kim from Samsung. Lastly, making partnerships and looking for new clients also increased Intel’s profits; previously it was neglected due to a tunnel approach followed by the past leaders of the company (Edwards, 2006).

References

David, F.R (2006). Strategic Management: Concepts and Cases.11th Edn, Prentice Hall.

Edwards, C. (2006). Inside Intel. Business Week. 3966, 46.

Edwards, C. (2006). Intel Sharpens its offensive. Business Week. 3995, 60.

Einhorn, B. (2006). Chinas Net Cafes, Intel pours it on. Business Week. 4008, 52.

McConnon, A. (2007). The Mind-Bending New World of Work; Motion-capture technology burst out of Hollywood and into business from aerospace to advertising. Business Week, 4028, 46.

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Marketing is an activity present in all companies where marketing strategies determine the outcome of the products and the company itself. To test to see if marketing is successful, it is necessary to measure where the company was and where it is now.

This can be carried out with tracking studies monitoring the market position and changes to the brand image over time or, for particular campaigns, measuring pre- and post- event to see what has changed. This is project report is a market survey study to check the Brand awareness of Acer and thereby figure out the measures that can be implemented to lift the current level of awareness. This study is based on the data collected from the (customers) people regarding their awareness of the PC vendors in the market today then zeroing it into the brand Acer.

The means of collecting data were through personal interviews, distributing the questionnaire, and online survey questionnaire. Also observation during the interviews helped a lot in the analysis. To facilitate the analysis of the study I concentrated in two different segments which were based on the demographic segmentation (occupation-Students, working profile and SME) and geographic segmentation (places-Coimbatore, Chennai and Bangalore). Acer stands number four behind Dell. The visibility and awareness for the brand Acer among people is average. About 20% of the people have not heard about Acer.

Moreover on an average about 55% of the segmented people perceive Acer to be a national brand in collaboration with Wipro India (Wipro Acer). The perceptions on few product parameters were also measured which resulted in a good quality, fair or average service, and good affordable price, fair performance and good features. Though Acer has the highest network of retail outlets less number of people has actually visited them. Comparatively HP has more number of visits. Lenovo though being a new entrant in the market has already made its place. There is a tuff competition being faced by Acer with Lenovo.

All these things finally zero into average awareness of the brand and the awareness which is already there is also through word of mouth, so this may lead to negative or positive propagation of the brand. The data (300 samples) was compiled in SPSS and analyzed with respect to the two categories of segments. Acer is number one in Europe and other countries globally. Considering the primary data available Acer India is one of the youngest players in India. It has performed very well in the recent years (2001 to 2006). In the past five years it faced a tremendous steady growth rate of about 49% in India. Therefore though the awareness amongst people was not all that good Acer still lies in the area where if prompt and good advertising strategies were formulated and implemented the awareness will lift to a great extent.

The brand increasingly is becoming the key source of differentiation that guides customer purchase choice. It is the focal point around which an organization defines how it will uniquely deliver the value to the customer for a profit-effectively embodying the “heart and soul” of that organization. The brands promise is delivered through its products and services, and consumer communication- the total consumer relationship and experience. The act of creating public awareness of a specific brand in order to maximize its recognition, successful brand awareness strategies should define a company’s uniqueness and set it apart from competitors.

Quite simply, if potential customers do not know about a company, they will not purchase from it. Therefore, one of the preeminent goals of any business should be to build brand awareness, although in as cost-effective manner as possible. Consumers tend to make purchasing decisions based on peer recommendations and direct experience, as well as traditional advertising methods. This is why it is necessary to build brand awareness strategies out by instilling trust among consumers. This trust must be achieved through credibility, rather than just a catchy advertising campaign.

Promotional marketing involving a one-to-one component is proving increasingly effective at building trust and acquiring new customers. Brand building begins with awareness. Consumers first must be aware that there are different brands for the product they want to buy even before making a purchase decision, for which visibility is very important to create awareness.

Acer India was incorporated in September 9, 1999 as a wholly owned subsidiary of Acer Inc. , the world’s No. 4 PC brand. Acer’s mission in India is to translate the group’s goal in making computer technology easier to use and more affordable-to everyone in this country. In shot p, Acer has managed to bridge the gap between product launches worldwide and in India and also offer fresh technology without any inventory backlog. Headquartered in Bangalore, today Acer India has offices in twelve cities including Ahemedabed, Chandigarh, Chennai, Guwahati, Kochi, Kolkata, Mumbai, Nagpur,New Delhi, Pune, Secunderabed and has its uniload facility in Pondicherry. I has now a customer base of over 180,000 in India.

There are over 125 human resource team in India comes with over 700 man-year of IT experience, geared to listen and provide to the IT user in India the very best in sales & marketing support, after-sales support backed up with infrastructure to bring fresh technology to India. The history of ACER starts from a long way back making its steps of success in every step it takes. 1976-1983 Commercializing microprocessor technology Acer is founded under the name Multitech Designs Taiwan’s first mass-produced compute for export.

Becomes the first company to promote 16-bit PC products in Taiwan 1984-1994: Build brand awareness and globalize Acer Peripherals, now known as BenQ corp. , and Multiventure Investments Inc. established Acer beat IBM with 32 bit PCs Acer Inc. launches IPO Acer creates the world’s first 3865x 33 chipset Acer introduces the world’s first dual Intel Pentium PC Acre introduces Chip Up technology, the world’s first 386-to-486 single chip CPU upgrade solution 1994-2004: Transform from manufacturing to services Acer introduces the world’s first dual Intel Pentium PC

Aspire Park, acer’s multifunctional high-tech intelligence park inaugurated Acer launches Aspire, the multimedia PC, creating a new bench marks for home computers Acer re-engineers its OEM unit to create Wiston Crop. , an independent design and IT manufacturing company Acer reveals a new generation of e-business: MegaMicro e-Enabling Services Acer notebook ranked first in Western Europe. 2004: Acer wins awards in all product categories AC 713 rated the best performance Monitors Altos G 520 Server gets Digit Best Buy Gold Award Veriton 7600 rated the Editors Choice TravelMate 292 LCi rated Best Performance Notebook

To Perform Few IT companies offer the breadth and depth of products that the Acer Group does. Acer is the only PC vendor in India that has a product for each market segment-be it a large corporates, the SME, SOHO or even the corner office enterprises. The product line includes a broad array of personal computing products segmented under the desktop, laptop and server categories.

Acer India Pvt. Ltd. has a vast product portfolio. The four main product categories are as follows 1) Desktops 2) Notebooks There are many more sub- divided products under each different product variety. Those are as follows:  In the desktop segment, Acer’s product range ps the SOHO segment, corner office, manageable desktops, SMEs, STPI etc. this makes Acer the only PC Company that offers such a wide range. Most other companies have products that are not distinct, and overlap each of these segments. Acer Aspire Series Desktops built to cater to a growing demand in the home segment.

Acer’s continuing commitment to bring technology closer to our customers has resulted in a core technology that is now integrated into our entire product range. Acer’s Empowering Technology presents users with friendly and intuitive interface by presenting a single key and following a simple “123” process, gives fast and easy access to cutting-edge hardware and software solutions. Veriton Series Ideal for enterprises large or small, Veriton PCs are built for peak performance, with security features, proven system reliability, and convenience offering that amplify productivity and perfect business sense.

The current desktops range are as below with a wide variety of product line. ASPIRE V820 The fastest dual core DT from Acer, the Aspire V820 is powered by a latest Intel Pentium D 820 (2. 8 GHz); is configured with 256 MB RAM for powerful performance; features a DVD/CD-R/W combo drive; comes fitted with a 80 GB SATA HDD for ample storage space; connects to a set of functional speakers for the multimedia experience; offers a 56 Kbps fax/modem port and a 10/100 Mbps Ethernet port for flexible connectivity; and, displays vide a 17″ CRT monitor for comfortable viewing.

Acer Power (945GZ)

The Acer Power 945GZ offers users’ high end features like Gigabit LAN and PCI Express X16 technology at value for money prices. Acer Power M8 Acer becomes the first in India to commercially launch the new Socket AM2 based AMD products offering the power of DDR-II SDRAM on AMD platform. Acer Power 335 Acer Power 335 is the Entry level product for customers looking for Value machine with complete specifications Notebooks Acer was among the first to build notebooks with Intel Centrino mobile technology, liberating users to work witj wireless environments, offering wireless mobility for the new age road warrior.

Acer’s laptops have revolutionary features that offer an astounding battery life, thermal management- more than nay other laptop offering. Acer TravelMate Series A range of the world’s most award wining notebooks, Acer TravelMate is designed to empower enterprises SMB and SOHO users with the ultimate in mobile computing performance. Available at every possible price point, and offering unmatched value through innovations like Disc Anti-Shock Protection System, Smart Card Security, and high-speed wireless capability to name a few.

Acer Ferrari Series This is the result of the victorious partnership with Scuderia Ferrari; the Ferrari series of notebooks sport the patented Ferrari-Black& Red color, and offers sheer performance that’s truly worthy of Ferraris passion and Acer’s technology. The various types of products in the notebook series are showcased below. TravelMate 2420 Series Rich entertainment with long lasting mobility Driven by an Centrino @ 1. 7GHz Processor, 14. 1″ Wide Screen XGA TFT Screen, 6-cell battery and wireless 802. 1b/g connectivity for long lasting mobility, the TravelMate 2428NWXCi is extremely rich in features. This trendy notebook is packed with Centrino Mobile technology, dual-channel memory, 60 GB huge storage- giving users everything they need for work and play – for unrivalled value! Acer GridVista, an innovative software utility, boosts convenience and efficiency. Especially useful for making the most of 12. 1″ WXGA wide-aspect LCDs, Acer GridVista automatically resizes open application windows to fit the screen, simultaneously SERVERS In the server category, Acer dominates the entry and mid level space, which actually constitutes 90% of the total server market.

Acer offers everything from basic data storage to full fledged enterprise solutions. Acer Altos Series Commercial users and enterprises derive unmatched value from Altos Servers and storage solutions. These ranges of servers accentuate reliability and manageability features, along with unrivalled flexibility in terms of implementation. For business applications that demand high performance, high availability and more flexibility, Acer Altos rack-mounted servers provide the ultimate solution.  Peripherals Acer Handheld PDAs These support a variety of mobile platforms and operating systems, giving customers easy access to their critical data. Streamlined and fashionable, Acer handhelds are available in both standard and wireless models for both work-related and personal tasks – any time, any place. Acer Displays Acer offers a rainbow-spectrum of devices that suit all kinds of working environments and user needs, including TFT and LCD monitors, optical drives, projectors and multi-function drives. Acer Projectors

They mainly vary in their computer compatibility, video compatibility, projection lens, projection screen size (diagonal), projection distance, lamp life etc. Study the brand awareness of Acer India in the cities Bangalore, Chennai and Coimbatore focusing on the segments students, SMEs and working profile. Research nature: This project is a complete market research. Market research is the only function that relates or links the organization to its market and in turn to its customers by first studying the consumer behavior which then helps in proper planning accordingly.

This is the valid information which allows the organization to identify and define the market related opportunities and problems. This information allows for the generation, refinement and evaluation of marketing activities. Regular market research and thorough study of the consumer behavior towards a company’s products permits the organization to be on par with the changing consumer attitude towards their products. It thus facilitates monitoring the marketing performance and improved understanding of marketing as a business process. Research scope:

The scope of this market research can be divided into two major divisions which include Demographic segmentation: In demographic segmentation, the market is divided into groups on the basis of variables such as age, family life cycle, gender, income, occupation, education, religion, race, generation, nationality and social class. Here the survey was taken by dividing the groups on the basis of age and occupation. The three main segment groups were college students, working profile (first and second job people) and the Small and Medium Enterprises (taking 40, 40 and 20 respectively).

The age factor was also set to be between18 to 40 and throughout the survey care was taken about the age limit. The data was collected from college students belonging to professional, agricultural, textile and arts background. To name a few the different colleges include PSG tech, Kumara guru college of technology, Alliance business academy, Indian Institute of Planning Management, Ohio University Christ college, Loyola college, Crescent Engineering college, Agricultural university( Coimbatore).

This variety was chosen so as to find out if any new market segment or untapped market can be spotted. The working profiled people also includes professionals from companies like Accenture, Oracle, Travel Guru, Roots, Pricol, Numeric power systems and so on Geographic segmentation: Geographic segmentation calls for dividing the market into different geographical units such as nations, states, regions, countries, cities or neighborhoods. The survey was carried on in three different cities namely Bangalore, Chennai and Coimbatore.

This was done in the intension of collecting information from two first tier cities where a large population already uses laptops and desktops. This was done to study the variation in the behavior and attitudes of these people and their inclination towards branded PC vendors. The choice of the two tier city Coimbatore was to study the perception of the laptops and desktops and their usage in the people’s mind. Also the perception of the different brands was noted with the main concentration on Acer products. This was done with the intention to explore the potential market there and their requirements.

Research tool: The research instrument used was a structured questionnaire covering the areas that lead to the solution of the objective. This includes measures like Acer’s market penetration, its visibility in comparison with other brands, awareness to their advertisements and promotions, the customer media habits, their perception towards Acer etc. Data compilation and analysis methodology: The sample size of three hundred was integrated and compiled in software called Statistical Package for Social Science (SPSS).

MNCs have been warming up to the startup ecosystem by offering help through mentorship, funds and incubating them.  The question remains, how should startups siphon out the maximum value out of these collaborations?

In a brief tête-à-tête with Entrepreneur India, Nivruti Rai, GM, Intel India & VP of Platform Engineering Group and Jitendra Chaddah, Sr, Director, Strategy & Operations, India, spoke about honing product execution skills at startups.

“We are looking out to support those startups who are in need of hardware/system support that they otherwise would not get,” Rai said, adding that corporate houses like Intel have the standing capability and infrastructure to support startups.

Speaking on improvising these collaborative efforts, Rai also stressed on the need for corporates to get together and provide more help to startups, rather than one person doing all this alone. Jitendra Chaddah said that an MNC-startup coming together acts as a win-win for both parties.

The Maker Lab’s small checklist

When asked about what do they essentially look for in startups Rai said, “They should have a thought planned, some amount of work done, believe in their idea and their solution should require some help from Intel. It should have the substantial need that Intel could provide, whether it is help through our architects, infrastructure, tools, reference designs and others.

Adding to this Jitendra elaborating on three things the would look for in a startup. “The viability of the solution; if it’s something we cannot take to the market in the next ten years then it would not make sense to work with them. Secondly we look for a strong team with the right passion. Third would be the synergies with Intel’s roadmap,” he said.

The Maker Lab has kept no bar for domains and is open to innovative ideas from varying sectors. Intel Technology India Pvt Ltd (Intel India) hosted its first Maker Lab Startup Conclave and Demo Showcase at its Bangalore campus last week.

 The Intel India Maker Lab was set up about a year ago, to enable startups accelerate their hardware and systems innovation towards creation of new products and solutions by offering infrastructure, technology, tools and mentorship.

 In its first batch, 17 startups have utilized the lab’s facilities for their projects in the areas of education, agriculture, sports, health and other domains. Out of these, nine startups have already launched their products in the market, five have their products ready and are moving to customer trial stage, while the remaining three are in the design stage.

The computer has enjoyed a period of concentrated development over the past 70 years. It has gone through several stages of development, from using vacuum tubes as amplifiers (Schoenherr, 2004) through the use of transistors and to employing integrated circuits (IC). Computers have been used for a variety of reasons, and are mainly centered on the simplification of tasks. Several companies contributed to the development of the personal computer, which is now an everyday item in homes, schools, and offices. However, the company that had arguably the largest impact on the proliferation of computers, Apple, controls a misleadingly low percentage of the market. Apple, with its development of the Apple II system in the late 1970’s largely revolutionized the market for personal computers. Although many argue that Intel, Altair, and IBM (Apple’s biggest rival) has each made a more lasting impact on the market, the steps taken by Apple in that decade was much more responsible for shaping the direction of the personal computer than any other technology company.

Many might argue that Intel’s programmable microprocessing chip, developed in 1969 had the most important impact on the computer industry. It was, after all, the initial development that made possible microcomputing, which refers to computing that could be done on much smaller machines than were available at the time (Poulter, 2004). Although the chip was able to process only 4 bits of information at once and was developed specifically for a desktop calculator, computer companies began making use of it in its evolutionary 8-bit state a few years after it was first introduced (2004). The chip spawned the creation of such microcomputers as the Micral, the Mark-8, and Altair. It is important to note, however, that the chip was not useful for computer programmers until it had evolved from the 4-bit 4004 to the 8-bit 8008 form, and even then it was difficult to program. In addition, many of the computers made from it were available mainly to those who had expertise in assembling the hardware.

The Apple II computer released in 1977 was a major improvement on a previous version, Apple I. Steve Jobs and Steve Wozniak had designed that first model and built it to encompass simplicity and innovation in computer engineering. The Apple I was the first machine with a single circuit-board and built-in read-only memory (ROM) (Srivastava, 1996), and this feature was maintained in the Apple II. The Apple II also maintained the simplicity of its predecessor and brought computers into the homes of not just the hardware gurus but those who were interested in the computer as a platform for software programming. The new machine presented the first fully-assembled computing system that contained its own power-supply and input device. Although a monitor did not come standard with the machine, it could be easily hooked up to a television screen. It could also be easily expanded to perform more than the basic applications it came with. With these specifications, the Apple II was influential in setting the standard for all microcomputers to come, and even then its developers were quick to improve upon it.

Although the Apple II (like all other microcomputers) at first used cassette tapes as storage devices, its developers quickly sought to detach the machine from the difficulties associated with that device (Schoenherr, 2004). It was often difficult to store the data properly on the tape, and its retrieval often took unnecessary amounts of time, as it was not easy to locate exactly where on the tape the data had been stored. After only a year, a floppy disk drive was developed for the Apple II system, which provided more reliable data storage and retrieval, plus faster processing of those applications. This was again a standard-setting landmark in the computer industry as eventually that disk evolved to become the first standard 3.5 inch floppy to be included with a microcomputer (Poulter, 2004). Along with this, the fact that the technical manual was made available to the public led to the proliferation of software made to be run specifically by the Apple II computer. This is a significant development, as it made the Apple II one of the first companies to induce buyers to purchase its product through the production of software written specifically for it (2004). The introduction of VisiCalc, a spreadsheet program that simplified the accounting process, led to the expansion of the market for Apple II in the area of small businesses and accounting departments in larger firms. It also solidified the reputation of Apple II as being useful to a variety of persons, and not just computer hardware and/or programming specialists and hackers.

The argument for IBM’s contribution to the development of the personal computer is often a very cogent one, as the current evidence is that the company has dominated the market and won the standard battle for the PC. In the early years IBM had an arguable edge in the computer world, as it was a notable producer of minicomputers, much more capable and powerful computers of the time—yet much larger and difficult to market to the masses (Poulter, 2004). Yet, the Apple II saw such widespread popularity that it managed even to threaten the sales of IBM’s minicomputer. It is therefore arguable that Apple II influenced the expansion of IBM into the personal computing business (2004; Weyhrich, 2006). As a result of this, IBM made the decision that it should quickly enter the personal computer market. Because it had not yet begun developing in this area, yet needed to offer something to the public very quickly, rather than create its own parts and processors, the company used components that had already existed in the market. The ready availability of its parts and not necessarily any superiority of product caused its dominance of the market, as many technological companies began to clone the IBM and offer it cheaply to consumers (2004). It might be argued therefore that the superior innovation of the Apple II microcomputer, the leader of the market, is what prompted IBM to even begin a PC-building program. This therefore extends Apple’s influence, making it at least partially responsible for the entrance into the microcomputer industry of its currently leading giant.

However, Apple influenced IBM’s Microsoft even more directly than this.  When in 1976 Marc McDonald, Microsoft’s first employee, was unable to find a sponsor for his BASIC program, he was rescued from impending bankruptcy by Apple Computer (Weyrhich, 2006). Being too busy with the interface card Disk II to be able consistently to work on improving their Integer BASIC program that went along with the Apple II, the owners negotiated a contract with McDonald for the use of the BASIC system he had developed for Microsoft. The Apple Company agreed to pay Microsoft a flat fee of $21,000, a situation that demonstrated just how much of a savior Apple became to Microsoft. Had the Microsoft Company been doing well, it would have agreed to a royalty that granted it a percentage of every BASIC product that got sold. It appears, therefore, that the Apple II (with which the Microsoft BASIC program was bundled) was also influential in allowing Microsoft to remain in the business of computer software by giving it a platform in its early years when no one else would (Weyrhich, 2006).

The influence of the Apple Machine might also be seen in its ability to survive and serve beyond just one computing generation. The Apple II began selling in 1977 and continued production beyond the eighties and into the 1990’s. The final month of its production was November 1993 (Poulter, 2004). While accomplishing this feat, Apple was also busy accomplishing another of which no other computer company could boast. While developing its other models, it promoted backward compatibility among most of its designs, so that the process of becoming outdated would be slowed, and their customers would not lose important data simply by upgrading to a newer Apple computer (2004). This too has contributed to the influence of the Apple II as it sustained several different programs for different systems and set the standard for the other computers made by Apple.

The Apple computer was also the starting point for other electronic companies, such as video games companies like Entertainment Arts and Sierra On-Line (Poulter, 2004). Because Steve Wozniak had been the designer of the videogame Breakout for Atari, this influenced him to build the Apple II with capabilities that would enhance its use with applications that required such graphics of it. The machine displayed in color, and was able to run its own version of the Breakout game, should someone decide to program one into it. The machine’s memory, too, was beyond the capacity of others available at the time. The standard 4K memory could be expanded up 48K. The capabilities of the Apple II are what gave it the edge and made it sustainable for as long as it had been (2004).

The Apple II microcomputer extended its influence to being largely responsible for the success of its parent company. It is considered the product that established the reputation of the Apple Company as one that held a large amount of influence in the computing world. In fact, of such influence was the machine that its sales financially supported the continuation of the company during the development of other products that were comparable failures. The Apple II (and the later Apple II Plus) continued its sales while Apple made and attempted to market Apple III and Lisa. Even later, during the development and manufacture of the Macintosh, the Apple II resisted becoming outdated and continued selling alongside IBM and its compatibles (Poulter, 2004; Weyhrich, 2006).

Throughout the years, despite the overwhelming market share that IBM’s have developed, it has not been possible to remove Apple computers completely from the market. In fact, though a standard has clearly been achieved by IBM because of the size of its market share, Apple’s presence in the business has continually been an inducement to raise that standard. This can be attributed to the legacy of the Apple II. Apple has since led other major standard changes, such as the complete removal of the floppy drive as a standard feature on the personal computer. This was done with the introduction of its iMac in 1998, which was at that point the latest descendant of the Apple II (Wikipedia). Another influence of the Apple Company on the market is its Safari browser, which challenges Microsoft’s Internet Explorer (IE). Although IE has enjoyed an enormous share in the browser market, the new Apple browser has been experiencing steady growth (McLean, 2006).

In retrospect, the Apple II has been influential in the market of microcomputers for several reasons. The machine’s importance surpasses that of Intel’s chip because of its immediate and specific relevance to the world of the micro or personal computer. The Apple II computer was a vast improvement over the other types that made use of the Intel chips because of its usefulness to a broad cross-section of persons. Rather than being appealing only to the few persons who could assemble the hardware, it catered to those who were interested in programming and using it for everyday tasks by marketing a fully-assembled product. The machine also provided ongoing innovation, as it soon offered an improvement on the tedious and unreliable cassette-tape storage that was prevalent in the industry. The expandable memory catered to the myriad of needs and desires customers wanted, much more so than the other microcomputer models available at the time; and it has set a standard that is still adhered to (as even today the memory capacity of personal computers is expandable). The influence of the Apple II was also evident in its ability to attract third-party software that made the computer useful to accountants and financial institutions around the country. The Apple II even caused big computer companies like IBM to pay attention, as it began cutting into the market for the larger computers through its ability to run spreadsheet programs. Gaming programs were also able to be run on the Apple II, and this is a trend that has continued even today. In fact, much of the technology that prevails in this current era can trace its origins back to the Apple II as father of the idea or as the competition that sparked further innovation.

Sources

The article “The Evolution of the Computer,” written by Steven Schoenherr in 2004, gives an overview of when, where and by whom important developments in the development of the computer were made. The work is subdivided into five sections, dealing with the first to fifth generation of computers. The first-generation section deals with computers that used vacuum tubes as transmission devices. It gives some of the historical background, which reveals that the war effort surrounding World War II had a lot to do with the innovations regarding computers at that time. Schoenherr goes further to describe how the second generation of computers saw a transition from vacuum tubes to transistors and the various accounting uses of these machines. The third generation is then shown to have begun with the patenting of integrated circuits and the introduction of minicomputers (including videogame consoles), whereas the fourth showed the introduction of microprocessors for use in microcomputers—the immediate predecessors of today’s personal computers. The fifth generation begins with the development of the World Wide Web and continues to describe present day computing.

Andrew Poulter’s 2004 article “A History of Personal Computers” describes the beginning of micro-computing and the development of the computers around the evolution of the Intel 4004 chip. It gives the details of such early microcomputers as Altair, Micral, Mark-8 and Apple II, telling when, how and why each innovation occurred and how it contributed to the dynamics of the market. The interactions of the developers of Apple II, as well as the background for the development of the Apple microcomputers are also explained. Programs developed for these machines are mentioned, as well as clubs that formed on college campuses and other institutions for the purpose of learning and sharing the technology. The article notes that such giants of the computer world as Bill Gates and Steven Wozniak rose up from such clubs/universities.

“Apple II History,” written by Steven Weyhrich, tells the history of the Apple Company, centering the work especially on the development and legacy of the Apple II computer. It contains sections that deal with the background to the start of the company, the various models of computers developed over the years, hardware and software developed for them, and the languages in which their programs were written. The section on the Apple II computer features testimonials by Steve Wozniak, the designer and developer of the Apple II as well as the BASIC program on which it ran. Weyhrich also shows how the initial BASIC program evolved into the Integer BASIC. He delves into the process of the computer’s development, as well as challenges the technicians and producers faced within the market as well as with the government. Later, the article examines the reaction of customers when the Apple II was first released, and gives details about what the layman encountered while using the machine.

Manish Srivastava’s 1996 overview of the life of Steven Wozniak tells the details of the man who invented the Apple II computer. It gives an overview of his time spent with Hewlett Packard, then focuses on his friendship with Steven Jobs and the forming of the Apple Company. Srivastava mentions the connections between Wozniak’s former work and the innovations of the Apple II. The evolution of the Apple Company and the later models of computers developed within comprises much of the article. It also mentions Wozniak’s return to university to finish his computer science and engineering degrees. The article then tells of his subsequent disappearance from the public eye.

The Wikipedia article “the Floppy Disk” outlines the development and evolution of the storage device. The article describes the steps taken by the several developers from several companies, beginning with the introduction of the 8-inch disk, through the 5 ¼-inch minifloppy, to the latest 3.5 inch floppy disc. The article then presents other devices that have led to the gradual phasing out of the floppy disk. It later tells about the different formats and capabilities of the disks throughout the years, as well as the different ways in which engineers have sought to extend the life of the floppy disk in and beyond the digital age.

Works Cited

McLean, P. (2006). “Apple’s Safari Showing Major Growth among Browsers.” 7            May     2006. http://www.appleinsider.com/article.php?id=1677

Poulter, S. (2004). “A History of Personal Computers.” Andrew Poulter. 7           May 2006.             http://www.andrew.poulter.com/a_history_of_personal_computers.htm

Schoenherr, S. E. (2004). “The Evolution of the Computer.” History Department at the   University of San Diego. 6 May 2006.  http://history.acusd.edu/gen/recording/computer1.html

Srivastava, M. (1996). Steven Wozniak. 7 May 2006.         http://ei.cs.vt.edu/~history/WOZNIAK.HTM

Weyhrich, S. (2006). Apple II History. 7 May 2006.           http://apple2history.org/index.html

Wikipedia. (2006). Floppy Disk. Wikipedia: the free encyclopedia. 7 May             2006.             http://en.wikipedia.org/wiki/Floppy_disk

Craig Barrett, appointed executive vice president in January 1990, believes that “the world changes and the centre of gravity shifts. We need to shift with it”. Intel recognizes the need for continually analyzing and reviewing its strategies in order to meet the changes and challenges that come from the external environments so as to meet the stakeholders’ expectations. Intel strives for business renewal and revitalization as a way of dealing effectively with the Impact of the Information society on today’s dynamic industry.

Therefore, Intel Is an Innovation-driven organization that strongly believes that competitive advantage can be achieved by choosing the right option at the right time so as to create value to Intel’s key stakeholders: Its customers.

Apple Competitive Intelligence

Apple Inc. or what we commonly know as Apple is a multinational corporation which specializes in designing and manufacturing consumer electronics, as well as the related software products. It was established around the mid 70’s as a computer manufacturer, and has continued to expand towards the consumer electronic market, becoming one of the best on their field in the present. Right now, Apple is one of the leading developers, as well as sellers of personal computers, portable media players, mobile phones, related software and hardware, and other hardware accessories. But what has propelled an old struggling computer manufacturer to be one of the most successful electronic product developers of the present? There are a lot of factors that would account for their success, and one of them is the understanding of their competitive intelligence.

Competitive intelligence in a simple sense is the selection collection, interpretation, and distribution of publicly-held information which poses a strategic importance (Scribd.com, 2008). There are other definitions of competitive intelligence though, like business intelligence, wherein it is essential to monitor the environment outside the firm in relation to the decision making process of the company. Another definition is the competitor intelligence, where knowledge about competitors, position, performance, capabilities, and intentions are essential in strategy and decision making.

These definitions of competitive intelligence were really important in propelling Apple towards the top of the ladder, as they weren’t that smooth-sailing throughout their more than 30 years of existence. It was through the combination of efforts, from the company, from the heads of the company, and from their partners, that they were able to reach what they have attained in the present. This is because Apple is not the only one in the field that offers the products and services that they offer. Apple has really tight competition in all aspects in the consumer electronics market, which is why Apple’s competitive intelligence could lead to their competitive advantage.

One important aspect of Apple’s competitive advantage is their product and hardware design. Simply put, Apple’s designs are elegant: they have the best designed hardware, looking at the aesthetics perspective, as compared to what other vendors has to offer (Enderle, 2004). Competitors like Sony and Toshiba can sometimes be close to Apple when it comes to this aspect, but Apple would often emerge with the best designs. One good example of Apple’s product with a top-of-the-line design is the iPod, a hard drive-based MP3 player with a sleek, attractive design. It has been imitated by some, but a true Apple stands out. Other players may have used the same components of that of iPod, but the end product greatly differs.

Apple designs their products by almost defying the laws of physics, struggling to make their products lighter, sleeker, smaller, without jeopardizing the performance and other capabilities. Apple’s products are not only new in their functionality, but also in how they are created or constructed. The company is in constant development of tools, materials as well as systems of production for each project in order to come up with a totally new product, and not just a rehash of an old one. There is a huge amount of work for Apple because everything is always new, that’s why it is necessary to continually check and double check.

Aside from the aesthetics, Apple also thinks of the practical side. When it comes to laptops, Apple’s PowerBooks, iBooks, and their latest MacBooks are designed to be sleek and portable, so that it isn’t a hassle to be carrying it around with you. The hinges on these laptops are just the right way to attach the screens to these devices. These are robust and hard to break, ensuring the value for their customers’ money (Cook, 2006).

It has also been a challenge for Apple to ensure that the people buying and using their products feel comfortable using them, since these products are the first generation of objects whose functions are not really related to their appearance: digital boxes which are full of tricks that could help ease the people’s lives. You may have no idea that something that sleek, compact and enigmatic can store and play thousands of songs or is a powerful computing tool, talking about the iPod and the MacBook. It is important that the people feel a sense of connection with the objects that you’re trying to sell to them. This is why Apple’s designs encourage the people to touch it, and not get intimidated with it, thus attracting more and more people to purchase the product.

Another aspect that Apple gained a competitive advantage is in marketing their products. Apple really stands out in marketing: they know how what could get people excited about the products that they offer, and then execute according to that perspective. They don’t just talk about a product’s features or the technology involved in it, but they also tell the people how the product could really make your life better. Apple has also launched several in-your-face campaigns, which puts them head to head with other products like the PC. This is because they are confident of what their products can do, even with the viewing public as their witnesses.

Another important marketing aspect is the sense of security and respect that one would get when they see the Apple logo. It serves not just an assurance of a good computer experience but also as an advertisement of the product to other people. The logo is found at the center of the laptop lid, and even lights up on most Apple laptop models. The logo is not only for the person who has bought the product, but also for the person who is in the market for one, and Apple clearly understood this. The logo is not just a design element, but is also a good advertising tool. Apple’s products also get the best placement in TV shows, showcasing their well-known logo, thus further advertising to the viewers. Just by looking at these TV shows, one may say that more people are using Apple products (notebooks, desktops) than PC or windows machines. This is also one importance of having a very recognizable logo.

Another key to the marketing success of Apple is the companies co-founder and CEO, Steve Jobs. He serves as an icon not only for the company but for the people who know him, as he is able to lead and inspire at the same time. Some say that Jobs has an aggressive and demanding personality, but this has all been useful in the company’s success. He has always strived to put Apple at the forefront of the information technology industry, and he was able to do so in the years of service to the company. Read also about S amsung competitive advantage

Porter’s Four Corners: Apple in a Global context. Since Apple, Inc. is a company with markets from all over the word, we put it in a global context where it is affected by the international business environment, which involves actions of competitors, buyers, sellers, and other factors that could affect its market (ValueBasedManagement.net, 2008). Using Porter’s Four Corners, we can analyze why some industries like Apple are more competitive than others. We can take into account the determining factors that give the company the national advantage.

The first of the four corners is the Factor Conditions. This is the situation in a country or in Apple’s case, a firm regarding production factors which are relevant for competition in particular industries. This can be grouped into the human resources, material resources, knowledge resources, capital resources, and infrastructure. Apple hires competent people that could contribute to the development of new products for the company. When Steve Jobs became the CEO, he immediately terminated several projects which he deemed unprofitable. Because of this, many employees feared that some of them might lose their jobs. Some really did, but it was al done to make the company better. Under Jobs’ guidance Apple slowly but surely increased in sales, and significantly increased when the iMac and the other products were introduced.

When it comes to material, knowledge, and capital needs, Apple has adequate resources. When it comes to the creation of new products, they also make sure that the materials that will be used for the creation are also new. They have great minds working and conceptualizing new products, or improving the old ones, making them better aesthetically as well as on its functionality. The people that work for Apple are not just competent, but are also keen to the needs of the people. They don’t just ride the trend; they focus on addressing what the people need, as they always wanted to improve the lives of those who use their products.

Another one of Porter’s four corners is the Home Demand Conditions. This is where the home demands for products and services produced in a country are described. This is an important factor because these home demand conditions are the ones that influence the shaping of some factor conditions: they can dictate the pace and direction of the product’s development and its innovation.

Home demand is often determined by three dominant characteristics, including the mixture of customer’s needs and wants, their scope and growth rate, and whatever mechanisms that can transmit domestic preferences towards the foreign markets. In the case of Apple, they address to the needs of the majority, catering to the needs of mostly young people, depending on the product they’re selling. Say for example the iPod, the people using it ranges from young boys and girls to old people who likes to have their music with them without the bulky music player. Meanwhile, the notebooks that they offer also have a wide range of customers. For those who are not heavy users, they have the entry level white MacBook which can be used for browsing, word processing and other applications as well. As for those who make a living out of digital imagery or animations, they opt for the stronger MacBook Pro. As an American brand, Apple products are also sought after in other countries world wide. The demand is not just domestic, but there are also demands from foreign markets. With demands for Apple gadgets worldwide, they continue to produce more and more to cater for their customers’ needs. This also opens up the possibility for new technologies and products in the future.

The next one in Porter’s Four Corners is the Related and Supporting Industries. This pertains to the existence or non-existence of internationally competitive supplying industries as well as supporting industries, as it affects the company. These industries are all seemingly related, as the success of one international industry may lead to advantages to the industries which are related to it or are supporting it. Some competitive industries are essential for reinforcing innovation and internationalization in the long run. Suppliers, as well as other related industries are truly important. In the case of Apple, supplying industries play a great role in the success of the company, as they are the ones who design the software as well as produce the hardware, so the parts and components needed for this production would come from their trusted suppliers and supporters. If these suppliers are internationally competitive, not only will Apple be assured of good materials, the people buying Apple products would also be assured of the quality that they are looking for (Olandres, 2007).

In the late 2006, Apple cooperated with Intel, the leading producer of processors for computers and laptops. Apple’s Mac integrated Intel processors which aimed to further enhance the performance of Apple’s machines. This attracted more customers, as they are assured of the performance of Intel processors, as well as the capabilities of the MacBooks by Apple (Wieczner, 2006).

This is a manifestation of how a supplier or supporting industry like Intel could really affect industries like Apple. Two big names offering one computer experience is a very tempting deal for many people, causing many of them to change from their old PC’s to their new Apple Mac’s. Some people need not have to look at the specifications being offered, as long as it carries the name of brand that they trust.

There are also other advantages for Apple as they produce their own software and hardware. Because of this, they are sure of the quality of the products that they offer to the people. In turn, the people can really be assured that the Apple product they are buying really gives them their money’s worth. It could also lessen the flaws that comes with production, something that could possibly affect how people perceive their product, especially with an Apple, as people generally assume that if it’s an Apple, it may cost a bit more than its competitor, but the performance of the product they are buying is of leaps and bounds apart as compared to the other products available in the market.

The last of the four corners is the Firm Strategy, Structure, and Rivalry. In this part, it is stated that the conditions that determine how companies are established for a certain country, are managed and properly organized, and this is what determines the characteristics of what we call as domestic competition (Elmer-DeWitt, 2008). In this part, the cultural aspects do play an important role, as there are different factors like management structures, working morale, as well as the interactions between companies. This could rather be advantageous or disadvantageous for certain companies.

The ordinary corporate objectives are given special importance, when put in relation to patterns of commitment between those in the workforce. What influence these are the structures of ownership and control (Chazin, 2008). The presence of domestic rivalry and the search for competitive advantage is really very important for a nation, as it can help in improving the organizations, by providing them the bases for such achievements.

In the case of Apple, the company was established in the United States of America, so it conforms to the cultural aspects of the country. It addresses an audience of the general public and has no specific cultural or racial aspect in it. Its target is the majority, no matter what race or culture you are from. It has however, a lot of domestic rivalry in the country, as it goes against the electronic materials giants like Microsoft. The presence of competitors like Microsoft further inspires Apple to come up with exceptional products, in order to keep up with other producers present domestically, as well as internationally. It is of their best interest to keep on creating new and exciting products to be consistent, if not have a competitive advantage over other companies offering the same products and services such as theirs.

Michael Porter and his Five Forces of Competitive Position model

Porter once again presents a new model, the famous Five Forces of Competitive Position, which provides us with a simple point of view in order to assess and analyze the competitive strength and position of a company like the Apple, Inc. These five forces are the threat of substitute products, the threat of the entry of new competitors, the intensity of competitive rivalry, the bargaining power of customers, and the bargaining power of suppliers (Chapman, 2004).

In the case of Apple, the threat of substitute products depends on what product specifically, as different products do have different substitute products. For example the iPod, a substitute product can be other MP3 players of other brands, which are generally cheaper and are available to a larger number of people (Weiss, 2007). These include brands like Creative, Samsung, Sony and many more. But the iPod has gained an already large following, despite the price and all. This is because the brand has proven trustworthy of the performance and the style, as expected of an Apple.

The threat of the entry of new competitors may not be that problematic for Apple, as it is hard to establish a name in the field of IT and production of electronic devices. They have to go against big names, not only just Apple, but also the likes of Microsoft, Dell, Sony, Toshiba, and many more. For a starter to go against these giants, it would really take some time to gather the trust of the people you are aiming to sell your products to.

The intensity of competitive rivalry in the industry that Apple belongs to is high, as leader Microsoft already has a big lead in which everybody has to catch. Apple is slowly getting stronger, gaining more and more markets not only in the country but also in other countries.

When it comes to the bargaining power of customers, Apple relies on its customers to maintain its market stability. In order to do this, the company lowered most of its prices, making their products more affordable than before, though it is still costs more than other products. Because of this, more and more buyers turned to Apple products, switching from the old brands like PCs and going their way to buy MacBooks.

When it comes to the bargaining power of suppliers, Apple doesn’t deal much on this as they are the ones producing their own software and hardware. There is nor problem whether they are charged less or in excess, as long as they are able to deliver their promise to the people: quality products plus the style unique to Apple.

The main strength of Apple, Inc. is that they provide quality products, which are relatively new to the taste of the people (Rawsthorn, 2006). They also have aesthetically pleasing products without sacrificing the performance and the functionality it wishes to provide.

The weakness evident of Apple products is that they are priced higher as compared to that of other vendors like the Microsoft. They don’t sacrifice performance of their products in order to have cheaper ones that would surely sell in the market. So for those who are tight on their budgets, they would choose other brands instead of Apple.

The opportunities for Apple may be brought about by their collaboration with other companies, just like when they used Intel processors. They were able to sell cheaper products and more people were able to buy these products.

However, there are still threats for Apple. One is that their products may not sell in other countries, depending on the use of the product. One good example is the iPhone. In order to fully enjoy the product, it should be used where there is Wi-fi (Haskin, 2007). If not, it is just an ordinary camera phone/music player, so why bother spending extra money if you could get cheaper gadgets which offer the same services?

References:

Chapman, A. (2004). Porter’s five forces model.   Retrieved June 1, 2008, from http://www.businessballs.com/portersfiveforcesofcompetition.htm

Chazin, S. (2008). Marketing Apple: Secrets of the World’s Best Marketing Machine.   Retrieved June 1, 2008, from http://www.marketingapple.com/about.html

Cook, B. (2006). Analyst Sees Apple’s Competitive Advantage as ‘More Than Just Software’.   Retrieved June 1, 2008, from http://www.macobserver.com/stockwatch/2006/01/03.1.shtml

Elmer-DeWitt, P. (2008). Analyst: Apple is a full year ahead of competition.   Retrieved June 1, 2008, from http://apple20.blogs.fortune.cnn.com/2008/01/09/analyst-apple-is-a-full-year-ahead-of-competition/

Enderle, R. (2004). Apple’s Competitive Advantage.   Retrieved June 1, 2008, from http://www.technewsworld.com/story/33061.html

Haskin, D. (2007). The iPhone vs. two competitors – how does the Apple device stack up?   Retrieved June 1, 2008, from

http://www.itbusiness.ca/it/client/en/home/News.asp?id=46094&PageMem=3

Markoff, J. (2005). To Cut Online Chatter, Apple Goes to Court.   Retrieved June 1, 2008, from http://www.nytimes.com/2005/03/21/technology/21apple.html?_r=2&pagewanted=1&oref=slogin&oref=slogin

Olandres, A. (2007). Proof of Apple’s Marketing-Hype Machinery.   Retrieved June 1, 2008, from http://www.yugatech.com/blog/anything-apple/proof-of-apples-marketing-hype-machinery/

Porter, M. E. (1998). Competitive Advantage: Creating and Sustaining Superior Performance (First ed.): Free Press.

Porter, M. E. (1998). Competitive Strategy: Techniques for Analyzing Industries and Competitors (First ed.): Free Press.

Rawsthorn, A. (2006). Apple’s quest to put us at ease with technology.   Retrieved June 1, 2008, from http://www.iht.com/articles/2006/11/26/features/design27.php

Scribd.com. (2008). An Overview of Competitive Intelligence.   Retrieved June 1, 2008, from http://www.scribd.com/doc/16813/An-Overview-of-Competitive-Intelligence

ValueBasedManagement.net. (2008). Diamond Model – Michael Porter.   Retrieved June 1, 2008, from http://www.valuebasedmanagement.net/methods_porter_diamond_model.html

Weiss, D. (2007). Apple: Confidence vs. Protectionism.   Retrieved June 1, 2008, from http://davidweiss.blogspot.com/2007/04/apple-confidence-vs-protectionism.html

Wieczner, J. (2006). Apple’s Aesthetics, Capabilities Draw Students.   Retrieved June 1, 2008, from http://media.www.dailynorthwestern.com/media/storage/paper853/news/2006/10/02/Campus/Apples.Aesthetics.Capabilities.Draw.Students-2319421.shtml