FOREIGN TRADE UNIVERSITY – ENGLISH FOR SPECIFIC PURPOSES I + II

Vu Tu An – 0953020019 Vu Tu An – 0953020019 2012 FOREIGN TRADE UNIVERSITY – ENGLISH FOR SPECIFIC PURPOSES I + II 1 UNIT 1 COMPANY STRUCTURE Johnson Johnson Johnson Johnson has more than 250 compan.Vu Tu An – 0953020019 Vu Tu An – 0953020019 2012 FOREIGN TRADE UNIVERSITY – ENGLISH FOR SPECIFIC PURPOSES I + II 1 UNIT 1 COMPANY STRUCTURE Johnson Johnson Johnson Johnson has more than 250 compan.Vu Tu An – 0953020019 Vu Tu An – 0953020019 2012 FOREIGN TRADE UNIVERSITY – ENGLISH FOR SPECIFIC PURPOSES I + II 1 UNIT 1 COMPANY STRUCTURE Johnson Johnson Johnson Johnson has more than 250 compan.

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UNIT 1: COMPANY STRUCTURE

Johnson & Johnson

Johnson & Johnson has more than 250 companies located in 57 countries around the world Our Family of Companies is organized into several business segments comprised of franchises and therapeutic categories

1 Consumer Health Care

Each day, millions of people of all ages in homes around the world use products from one or more of our consumer health care companies These products keep babies clean and comfortable, hold allergy symptoms in check, help heal wounds, reduce fevers, relieve muscle pain, prevent sunburn, and tame the urge to smoke Each one of our consumer health businesses embraces cutting-edge science to create products that are doctor-recommended, helping you and your family to be well and stay well As a result, our consumer companies produce many of the world’s most trusted brands

Our consumer companies are organized into seven major business franchises

Baby Care

A leader in baby skin and hair care with products trusted by moms and hospitals for more than 115 years Along with a growing line of family skin care products, this business unit includes the JOHNSON'S® brand with products sold in more than 100 countries around the world

Skin & Hair Care

Specializing in bringing science to the art of beauty via innovative technologies across a spectrum of consumer and professional needs with science-based

platforms that include clear skin, anti-aging, skin of color and sun care

Topical Health Care

Offering superior, scientifically proven products from beloved brands in wound care, itch relief, pain relief and germ protection to heal, relieve, and protect so individuals and families can keep doing the things they love

Oral Health Care

Offering oral health products that help you clean 100 percent of your mouth

through a brush-floss-rinse regimen as well as whitening products that deliver a

actively manage their own health

2 Medical Devices & Diagnostics

The Johnson & Johnson Family of Companies comprises the world’s largest and most diverse medical devices and diagnostics company

Advanced Sterilization Products

Advanced Sterilization Products is a leader in infection prevention and markets a full range of innovative sterilization, disinfection and hand hygiene products that safely and effectively meet the needs of healthcare providers and patients

umbrella and share the synergy of being not only part of Ethicon, but of Johnson & Johnson as well

Ethicon Endo-Surgery, Inc

Ethicon Endo-Surgery develops and markets advanced medical devices for

minimally invasive and open surgical procedures It focuses on procedure-enabling devices for the interventional diagnosis and treatment of conditions in general and bariatric surgery, as well as gastrointestinal health, gynecology and surgical

oncology

Johnson & Johnson Vision Care, Inc

Johnson & Johnson Vision Care, Inc., the world’s leading manufacturer of

disposable contact lenses, is committed to transforming the world's vision Since its inception, it has strived to increase awareness of the importance of vision and vision care and to provide the world's most exceptional vision correction options in the contact lens field

LifeScan, Inc

LifeScan, Inc is a leading maker of blood glucose monitoring systems for home and hospital use The company is dedicated to improving the quality of life for people with diabetes through its OneTouch® Products

Ortho-Clinical Diagnostics, Inc

Ortho-Clinical Diagnostics, Inc is a leading provider of high-value diagnostic solutions for the global health care community Committed to developing the most advanced tests for early detection or diagnosis of disease, the company brings products to market that provide timely information and help to facilitate better medical decisions

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Virco BVBA

As a research-based biotechnology company, Virco applies advanced technologies

to improve the diagnosis and management of infectious diseases A pioneer in the field of HIV-1 drug resistance testing, Virco is dedicated to improve the quality of life for patients

The Pharmaceutical segment's broad portfolio focuses on unmet medical needs across several therapeutic areas: oncology; infectious disease; immunology;

neuroscience; cardiovascular and metabolism

It includes products in the anti-infective, antipsychotic, cardiovascular,

contraceptive, dermatology, gastrointestinal, hematology, immunology, neurology, oncology, pain management, urology and virology fields

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Agribank

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The Heineken ownership structure and stock exchange listing

Heineken N.V.Heineken Holding N.V holds 50.005% interest in Heineken N.V FEMSA holds a 12.532% interest in Heineken N.V

Free float interest in Heineken N.V represents 37.463%

Heineken Holding N.V.L’Arche Green N.V., which is owned by the Heineken family for 88.55% and by Greenfee B.V for 11.45%, holds a 51.083% interest

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in Heineken Holding N.V

FEMSA holds a 14.935% interest in Heineken Holding N.V

Free float in Heineken Holding N.V represents 33.982%

Since its formation in 1952, Heineken Holding N.V.’s objective - pursuant to its Articles of Association - has been to manage or supervise the Heineken group and to provide services for Heineken N.V

The role Heineken Holding N.V has performed for the Heineken group since

1952 has been to safeguard its continuity, independence and stability and create conditions for controlled, steady growth of the Heineken group’s activities The stability provided by this structure has enabled the Heineken group to rise to its present position as the brewer with the widest international presence and one of the world’s largest brewing groups and to remain independent

The shares of both Heineken Holding N.V and Heineken N.V are listed on Euronext Amsterdam Options of Heineken N.V shares are traded on the

Every Heineken N.V share held by Heineken Holding N.V is matched by one share issued by Heineken Holding N.V The dividend payable on the two shares

is identical However, historically, Heineken Holding N.V shares have traded at

a lower price due to technical factors that are market-specific December 2011

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UNIT 2: MANAGEMENT AND CULTURAL DIVERSITY

Managing Cultural Diversity In A Global World

By Edward Burman who can be contacted at www.mce.be

-

1 Introduction and background

For telcos with global ambitions, success in the next twenty years will stem from successful joint ventures and alliances But while it is a simple matter to draw lines across the globe in the manner of the nineteenth century colonial powers and to devise a Concert, an Atlas, or a Unisource, there is no guarantee that such alliances will thrive - or even endure Where once a global company such as Coca-Cola simply sold its product or imposed a taste, and multinationals geared the names or colours of identical products to the results of market research, the survival of transnational telcos will depend on flexibility in managing cultural diversity

Primarily, this entails the successful management of a multi-cultural workforce in a global context But it also means being able to vary services across cultures: not simple marketing ploys imposed from outside, but an understanding of how culture drives differences from within A simple example of this is the way in which different cultures use the phone: an American walks into his appartment after a week away and switches on the answerphone; an Italian rings his mother One requires an add-on device; the other needs single number dialling and favoured-number discounts These differences may appear trivial, but they are profoundly culture-driven

The development of genuinely transnational business organizations therefore requires managerial approaches and systems which allow for variations deriving from such diversity This might be "national" cultural diversity between nations, races or ethnic groups (eg in a two-nation joint-venture), intra-national diversity involving the range of cultures within a single nation (eg in the USA), or internal

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cultural diversity where managers need to deal with foreign-owned transnational companies in their own country (eg a British telco manager dealing with a Korean manufacturer in the UK) All this is well known, and there is indeed a burgeoning literature on the management of cultural diversity But the problems go deeper than

is often appreciated: it is not simply a matter of minding manners or learning to deal with varying attitudes to punctuality These are the surface manifestations of much deeper differences in mental structures

A few examples will make this clear

# Negotiating Alliances

In a world in which cross-cultural joint ventures and alliances are essential, problems of ethics and trust will loom large How is it possible to achieve a balance between the necessary and the contingent in business ethics, or in other words to allow for flexibility between a strong corporate ethic and the need to adapt to difficult local conditions? And how can we learn to build a lasting trust relationship with people from a different culture? How can managers going to the negotiating table be prepared for the very different styles they will face? It is not merely a question of setting bargaining ranges, toning down confrontational styles,

or following pre-established rules That is sufficient for making a deal, but not for setting up a permanent alliance It is essential to grasp the deep structures - religious, social, ethnic and ethical - which influence the way the opposite party will reason, the way they will react to different presentational styles, what they expect and how they listen

This requires a level of genuine understanding which goes beyond rapidly-acquired skills Recent studies have shown how an inherent sense of cultural superiority is often enough to undermine European joint-ventures in Third World countries even when extensive training has been provided Such "superiority" emanates from non -verbal aspects of behaviour like the tone of voice and body language, which few people other than accomplished actors are able to control If, then, as this would suggest and has recently been asserted in telco documents on cultural diversity (eg

by BT and France Telecom), humility is a key factor, how is it possible to inculcate this quality in managers whose education has often prepared them for anything but humility?

# Human Resources

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The global operator obviously needs managers capable of working globally Some European telcos are now recruiting "non-nationals" in order to resolve their problems quickly, but how does a human resource specialist trained in his own culture, who can make a rough assessment of a candidate's capabilities in a brief interview, deal with the problems of recruiting staff in other cultures? How valid is psychological testing when applied cross-culturally? How much do most human resource managers know about other school and university systems? Suppose a German manager needs to choose between, say, a Finn, an Italian and a Portuguese That would require an awareness not only of the very different education systems in European countries but the ways in which educational background influences patterns of thought and managerial style: how, for example, education underlies the way in which the same conflict might be addressed in France by seeking orders from a superior, in Britain by sending the people in conflict on a management course, and in Germany by employing a consultant Assuming for a moment that these problems can be resolved, how might the issue

of dual allegiance be tackled? For the employment of local managers necessitates the creation of loyalty on their part to a distant entity with culturally diverse norms and assumptions Even a long-term expatriate who is nominally still of the same nationality but has in fact "gone native" might respond to an order in this way: "I'm sure my local employees won't like this, so I won't tell them and try to smooth over the issue in some other way." It can be much more difficult for the locally employed manager, especially under stress

# Everyday Work

Then there is the nitty-gritty of everyday working together, the problem of creating the rituals, the back-room humour and the "off-stage" relationships which are so vital to harmonious corporate life Company jokes and in-group stories, for example, are notoriously difficult to translate into other cultures: what sounds laudable to a Briton can seem risible to an Italian Companies which contrived to impose a global corporate culture, such as IBM, did not face the insidious cultural problems of a transnational organization

Language is another problem Although it might appear that the use of English as the common working language of the international teleco community favours native English-speakers, this can turn into a disadvantage when one of them is unaware of the problems that a regional accent or rapid speech might create, and

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how linguistic confidence can be perceived as a manifestation of quasi-colonial arrogance Non-conformity with what might be termed the "industry pidgin" can also generate unexpected tensions

Worse still, behind the words on the surface lurk centuries of cultural and ideological rivalry which has often exploded into war At moments of strain, when

a minor conflict might have irreversible consequences, simmering stereotypes and prejudices boil up Studies of cross-cultural teams indicate that often it is the most superficially similar cultures which in the end experience the greatest traumas: while differences such as those between the US and Japan are obvious, serious problems often occur where they are least expected - say, between Britain and Denmark - and warning signals are neither perceived nor acted upon In a world as competitive as that of the telcos will be in coming decades, nothing may be taken for granted

2 The Way Forward

Cultural training is essential to avoid potential conflict, and to improve the disastrous failure rate of joint-ventures in the recent past In fact, most telcos with global ambitions now provide cross-cultural training in order to create genuinely international managers This sometimes involves in-house training, and is also provided by consultants and business schools Yet much of this training deals with the traditional, superficial problems without seeking to explore the deep causes of underlying cultural differences Another problem is that much of the research and background material is rapidly out-dated as the pace of change accelerates

An innovative approach has been taken by the collaborative venture known as

"Euroteam" This was started in 1991 by the five main European operators (BT, Deutsche Telekom, France Telecom, STET and Telefónica de España) with the aim of contributing by means of the organization of regular workshops and exchanges to the internationalization of telco operators Euroteam was later expanded to include all European operators who were members of ETNO (the organization of European Telecoms Network Operators), and at present has about eleven members ranging from Finland, Norway and Denmark to Portugal It runs a series of international workshops - hosted alternately by the members - whose focus is on Europe and Telecommunications There is a regular programme called

"Working Across Cultures", and there has been a successful pilot version of a more theoretical workshop called "Understanding Cultural Diversity" which may be run

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again in the future Other programmes also include at least one session on cultural diversity These workshops allow managers from member companies to learn and work together, and thus facilitate cross-cultural personal networking even within the ambit of fierce competition

The problem of devising some form of training within the industry has also been recognized at the inter-governmental level, where "Cross-Cultural Training and Education" has been included among the Global Information Society projects of G-

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3 Conclusion

No comprehensive solution to the problems of cultural diversity in the context of the telecommunications industry has yet been conceived Indeed, there has been little specific research Yet it is clear that preparation for the successful management of such diversity in all its ramifications will be a vital component of long-term success in the global market

For while business is already global, management remains culture-bound

* Reprinted by permission of the editor of MCE

Managing Cultural Diversity - A Key to Organizational Success

By Verena Veneeva

Organizations around the world has been realizing the cultural diversity within organization is not a negative aspect, rather can facilitate organizational stalk for glory (Papers4you.com, 2006) However it is not an easy task to manage employees with different cultural backgrounds Nevertheless there are many policy guidelines that can make task easy

On a broader perspective, cultural diversity can be manage through communicating (creating awareness among all employees about diverse values of peers through communication), cultivating ( facilitating acknowledgement, support and encouragement of any employee' success by all other workers), and capitalizing (linking diversity to every business process and strategy such as succession

If cultural diversity can be managed effectively, there is a potential to use diverse workforce for organizational benefits Cox and Balke (1991) asserts that multi-culturism is directly linked to organizational success as

Effectively managed multi culture companies have cost effective competitive edge

It helps in promoting minority friendly reputation among prospective employees Diverse cultural corporations help to get better customers which has a variety of people

Diverse group of employees are perceived to be more creative and efficient in problem solving as compared to homogenous group

Ability to manage cultural diversity increases adaptability and flexibility of an organization to environmental changes

Many organizational examples can be taken in this regard In Australia, for instance, Hotel Nikko in Sydney has unique edge that staff members in direct guest contact areas speak a total of 34 different languages Similarly Qantas Flight Catering has sixty-six nationalities on staff, with various overseas-born chefs So dedicated diverse 'ethnic' kitchens gave Qantas a huge competitive edge that offers

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food based on customer's ethnic taste and requirements Moreover Don's Smallgoods through literacy, language and cultural trainings increased cross-cultural communication and increased profits while lowering costs at the same time Similarly The Cheesecake Factory had put special effort to understand Japanese quality and packaging culture as Asian employees assist management to understand Asian tastes so that they can target exports to Asia (Nankervis et al, 2002)

Hence the discussion suggests that it is imperative to realize that cultural diversity should be taken as a tool for better organizational progress rather than a managerial problem and if effectively managed, it can be a key to gain competitive edge and success

Article Source: http://EzineArticles.com/230239

UNIT 3: MARKETING

Apple's Branding Strategy

Apple Inc uses the Apple brand to compete across several highly competitive markets, including the personal computer industry with its Macintosh line of computers and related software, the consumer electronics industry with products such as the iPod, digital music distribution through its iTunes Music Store, the smart phone market with the Apple iPhone, magazine, book, games and applications publishing via the AppsStore for iPhone and the iPad tablet computing device, and movie and TV content distribution with Apple TV For marketers, the company is also establishing a very strong presence to rival Google in the advertising market, via its Apps business and iAd network

Steve Jobs, Apple's co-Founder, described Apple as a "mobile devices company" - the largest one in the world (Apple's revenues are bigger than Nokia, Samsung, or Sony's mobility business)

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For several years Apple's product strategy involved creating innovative products and services aligned with a "digital hub" strategy, whereby Apple Macintosh computer products function as the digital hub for digital devices, including the Apple iPod, personal digital assistants, cellular phones, digital video and still cameras, and other electronic devices More recently, the full impact of a very well throught out brand strategy has come into focus - and one in which customer experience is central, and the Mac is no longer the hub of all things Apple The company now offers a harmonised, synchronised, and integrated user experience across all of its main devices (iPad, iPhone, and Mac), using iCloud as the hub

Apple's core competence is delivering exceptional experience through superb user interfaces The company's product strategy is based around this, with iTunes, the iPhone with it's touch screen "gestures" that are re-used on the iPad, and the Apple Apps store all playing key roles

The Apple Brand Personality

Apple has a branding strategy that focuses on the emotions The Apple brand personality is about lifestyle; imagination; liberty regained; innovation; passion; hopes, dreams and aspirations; and power-to-the-people through technology The Apple brand personality is also about simplicity and the removal of complexity from people's lives; people-driven product design; and about being a really humanistic company with a heartfelt connection with its customers

Apple Brand Equity and Apple's Customer Franchise

The Apple brand is not just intimate with its customers, it's loved, and there is a real sense of community among users of its main product lines

The brand equity and customer franchise which Apple embodies is extremely strong The preference for Apple products amongst the "Mac community", for instance, not only kept the company alive for much of the 90's (when from a rational economic perspective it looked like a dead duck) but it even enables the company to sustain pricing that is at a premium to its competitors

It is arguable that without the price-premium which the Apple brand sustains in many product areas, the company would have exited the personal computer business several years ago Small market share PC vendors with weaker brand equity have struggled to compete with the supply chain and manufacturing

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economics of Dell However, Apple has made big advances in becoming more efficient with its manufacturing supply chain,logistics and operations, and it can be assumed that as far as like-for-like hardware manufacturing comparisons are comcerned, Apple's product costs are very similar to those of Dell In terms of price to the consumer, Apple's computer products have an additional cost advantage: the company does not have to pay another company for operating system licences

The Apple Customer Experience

The huge promise of the Apple brand, of course presents Apple with an enormous challenge to live up to The innovative, beautifully-designed, highly ergonomic, and technology-leading products which Apple delivers are not only designed to match the brand promise, but are fundamental to keeping it

Apple fully understands that all aspects of the customer experienceare important and that all brand touch-points must reinforce the Apple brand

Apple has expanded and improved its distribution capabilities by opening its own retail stores in key cities around the world in up-market, quality shopping venues Apple provides Apple Mac-expert retail floor staff staff to selected resellers' stores (such as Australian department store David Jones); it has entered into strategic alliances with other companies to co-brand or distribute Apple's products and services (for example, HP who was selling a co-branded form of iPod and pre-loading iTunes onto consumer PCs and laptops in the mid-2000s - though in retrospect this may now just have been a stepping-stone) Apple has also increased the accessibility of iPods through various resellers that do not currently carry Apple Macintosh systems, and has increased the reach of its online stores

The very successful Apple retail stores give prospective customers direct experience of Apple's brand values Apple Store visitors experience a stimulating, no-pressure environment where they can discover more about the Apple family, try out the company's products, and get practical help on Apple products at the shops' Guru Bars Apple retail staff are helpful, informative, and let their enthusiasm show without being brash or pushy

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The overall feeling is one of inclusiveness by a community that really understands what good technology should look and feel like - and how it should fit into people's lives

Apple Brand Architecture

From a brand architecture viewpoint, the company maintains a "monolithic" brand identity - everything being associated with the Apple name, even when investing strongly in the Apple iPod and Apple iTunes products

Apple's current line-up of product families includes not just the iPod and iTunes, but iMac, iBook, iLife, iWork, iPhone, iPad, and now iCloud However, even though marketing investments around iPod are substantial, Apple has not established an "i" brand While the "i" prefix is used only for consumer products, it

is not used for a large number of Apple's consumer products (eg Mac mini, MacBook, Apple TV, Airport Extreme, Safari, QuickTime, and Mighty Mouse) The list of Apple's Trademarks reflects something of a jumbled past The predominant sub-brand since the introduction of the Apple Macintosh in January

1984 has always been the Apple Mac Products whose market includes Microsoft computer users (for example MobileMe, QuickTime, Bonjour, and Safari) have been named so they are somewhat neutral, and therefore more acceptable to Windows users Yet other product have been developed more for a professional market (eg Aperture, the Final Cut family, and Xserve)

The iPod Halo Effect

Though Apple's iPhone and iTunes music business is profitable in its own right, Apple's venture into these product areas was based on a strategy of using the music business to help boost the appeal of Apple's computing business

Apple is using iPod, iTunes, iPhone, and now iPad to reinforce and re-invigorate the Apple brand personality At the same time, these product initiatives are growing a highly relevant, appealing brand image in the minds of consumer segments that Apple has not previously reached

In a so-called iPod halo effect, Apple hoped that the popularity of iPod and iTunes among these new groups of customers would cause these segments to be interested

in Apple's computer products This does seem to have happened Since the take-off

This halo effect is extended with the hugely successful Apple iPad tablet computer Great customer experience with iPhone (and familiarity with Apple's touch screen gesture controls), combined with a great product in its own right, has made iPod a huge success that in turn is drawing even more people to Apple's Mac computer products In a move which brings matters full circle, the 2011 Lion version of Mac OSX brought to the Mac the same touch screen gesture controls which iPad and iPod users have learned

This is extension of a common user experience across Apple products was further strengthened by the introduction of the Apps Store to Mac OSX in mid-2011 Mac users can now buy their OSX applications with the same convenience as iPad or iPhone users can buy iOS Apps Apple has announced that in mid-2012 it will further harmonise the user experience of Mac and iPad users by introducing even more features from iPad into the new Mountain Lion version of the Mac operating system With the introduction of Mountain Lion, Apple will drop the Mac part of the name from the operating system, so that it will be called just "OS X", rather than "Mac OS X" This small but important branding change opens the way for Apple to consolidate, perhaps into a single Operating System, the software used across its multiple devices

Expect the Halo to Speak - Siri and beyond

Speech will be the next dimension in which Apple will gaining synery across its product lines Expect the natural language speech processing and interactivity capabilities introduced in October 2011 on the iPhone 4S to be introduced first on the iPad (which uses the same operating system and A5 processor as the iPhone 4S)

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Apple is giving substance to speech interactivity by giving it a character - a personal assistant called "Siri" Siri can be somewhat customised by using different languages and idioms (for example, there are three versions of English speech available with country-specific accents and pronunciation - US, UK and Australian) Presumably other customisation or personalization features will also

be introduced (perhaps user choice of name and other "identity" characteristics)

Siri highlights the marketing genius of Apple: speech control and interactivity are not new features on computers or phones For example, smartphones running Microsoft's Windows Mobile operating system have had very similar functionality

to Siri for some time When Apple created the Siri "personal assistant" which gives these otherwise rather hard to describe features a character, consumers were given

a hook around which they could finally understand what voice interactivity was all about

Having taught customers to use touch gestures, Apple is now going to teach us how to speak to computers (almost unavoidably, in a specific Apple dialect of speech interaction)

Apple Brand Strength Now Creating Financial Success

So far, Apples' branding strategy is bearing fruit For example, Apple reports that half of all computer sales through its retail channel are to people new to Macintosh, the company's sales and margins have been growing strongly since 2006, and Apple has achieved several "best ever" quarterly financial results in recent years, and in early 2012 when Apple's share price passed $500 per share for the first time, the company was the most valuable business in the world with a market capitalization which exceeded oil company Exxon, the previous top business

Leveraging the success of the iPod, Apple launched the iPhone (released in July 07) to extend the brand even further Apple's buzz marketing efforts in the first half

of 2007 were truly superb, culminating in the release of one of the most highly anticipated products for many years - and launching apple into a completely new market: mobile handsets By July 2008 the buzz about the 3G iPhone resulted in over 1 million units being sold in the first 3 days of its release in over 20 countries around the world This success was repeated in 2010 with the introduction of the iPad tablet computer, and in March 2011 with the launch of the iPad 2 which sold

1 million units within 24 hours

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Apple Re-entering the Corporate Market via the iPhone and iPad Halo Effect

Though no-one at Apple would say so today, the next phase of Apple's strategy seems focused on the Corporate marketplace

A long time ago, Apple had a fairly strong market share in large companies

A long, long time ago (at the end of the 1970's) the first spreadsheet program (VisiCalc) was launched on the Apple II The first PC (the IBM PC) to run a Microsoft operating system (PC DOS) did not appear until 1981 When Microsoft launched its Excel spreadsheet in 1984 it appeared first on the just-released Apple Mac, such was Apple's presence among accounting and finance departments

Even though Apple effectively stopped competing for corporate business during the 1990s, the Apple Mac is still used in corporate environments Microsoft still has a vigorous applications development team totally dedicated to writing business software for the Apple Mac New versions of Microsoft Office for Apple Mac still come out approximately 2 years before similar functionality is placed in the next version of Microsoft Office for the Windows operating system

Over the next few years it seems likely that Apple will re-focus on the Corporate marketplace: The company provides regular updates on the proportion of Fortune

500 companies which are either trialing or deploying iPhone (currently over 90%), and the iPad In 2009, when Apple announced "Snow Leopard" (the then -latest version of the Apple Mac operating system) it included features allowing Mac computers to fully support Microsoft Exchange This enables corporate IT departments to support business users who wish to use Apple Macs for their main email clients Apple's latest version, Mac OSX Lion (released in Summer 2011) includes all the functionality needed to use a Mac as a business server

Also, Microsoft continues to bring out advanced versions of Microsoft Office for Apple Mac, and - very significantly - in mid-2008 Apple announced a software upgrade for the iPhone which allows iPhones to be fully supported by Microsoft Exchange email servers Corporate IT departments can now include iPhones as email clients

One aspect of Apple's strategy seems clear: to use the popularity of the iPhone and iPad to break back into large corporations, sell lots of those devices, and have

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Apple Mac back on the desks of large businesses (or more probably - in the laptop

bags of middle and senior managers in most large businesses)

The Macbook Air and iPad are clearly designed for business markets as well as for consumers, and Apple continues to display its mastery in smoothly morphing customer experience and brand preference from one product category to another

As we say; no one in Apple will currently admit to such ambitions, but Apple's branding strategy is clearly expanding to include business and corporate markets once again

After Halos - Clouds

The next step in Apple's marketing strategy is the Apple iCloud, which delivers a seamless experience for using and sharing content across all your Apple devices (iPhone, iPod, iPad, or Mac) iCloud enables a common "it just works" experience for using content across all of Apple's mainstream products iCloud positions the company for a future where customers experiences and their digtal lives transcend the hardware devices which they use, and enables Apple to extend the brand experience well beyond individual products

Apple has invested in a 500,000 (soon to be one million) square footApple data center in rural North Carolina This data centre this will be used as the core of a data repository for Apple's iCloud services, which will enable Apple to leverage it's customer franchise into an even broader market space Apple iCloud is one of many ways in which Apple and Google are fast becoming arch rivals

This continuity across devices will be possible because Apple is using iCloud to offer customers device-independence and multi-device synchronisation - so that

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whichever Apple device you move to the experience continues because the new one will "know" what you were doing on the last one and can pick up dialogues such as chat messages where you left off

Apple's Original Apple Macintosh Marketing Strategy

Stanford University has published contemporary records and original documents of the marketing strategy for the Apple Macintosh launch in 1984, including the original Apple marketing strategy and the Apple Macintosh product introduction plan written by Regis McKenna

It is now nearly 3 decades since the launch of the Apple Macintosh (on January 24, 1984) Having proven itself and already gained considerable popularity with the Apple II, Apple chose to announce the Apple Mac in one of the most famous-ever commercials, aired during the third quarter of Super Bowl XVIII on 22 January

1984

The formal product release came a couple of days later on January 24th, 1984

In addition to the innovative Apple Mac graphical user interface (based on concepts from Xerox PARC), the Mac's industrial design - shown below - was revolutionary for the time Interestingly, it share's the same screen size (9 inch) as a relatively new PC format: NetBooks, and had a just slightly smaller screen size than Apple's 10 inch iPad and Macbook Air products

The first Mac (above) had

The original Mac graphical user interface was revolutionary in its day It introduced the use of the mouse and features such as icons, fonts, folders, and audio

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just 128KB of RAM and a

400KB 3.5-inch floppy disk

drive, and a 9-inch, 512x342

pixel monochrome display

to mainstream computers

KFC marketing strategy in India ?

KFC IS synonymous with chicken It has to be because chicken is its flagship product The latest they have on offer is the marinated hot and crispy chicken that

is "crrrrisp and crunchy on the outside, and soft and juicy on the inside" It gives you a regular Pepsi with this at nothing more than just Rs 39 But make no mistake, while this is a rage across the world, and in our very own Bangalore, KFC has made sure one other thing: it doesn't want to alienate the vegetarian community

"that gave birth to the vegetarian menu" It means you can be veg and yet be at KFC

KFC offers a wide range of vegetarian products such as the tangy, lip-smacking paneer tikka wrap 'n' roll, the veg de-lite burger, and the veg crispy burger There are munchies such as the crisp golden veg fingers and crunchy golden fries served

If you are veg and looking for a meal, you can combine the veg fingers with steaming, peppery rice and a spice curry The mayonnaise and sauces don't have

Sharanita Keswani, Director, KFC Marketing, says the vegetarian menu in India came about when KFC found the country had about 35 per cent vegetarians, and in metros such as Delhi and Mumbai, almost 50 per cent

The non-vegetarian is the obvious target customer because, as Ms Sharanita points out, Bangalore and the rest of south India have over 70 per cent non-vegetarians But she also observes that chicken is KFC's strength KFC's vegetarian menu is almost exclusive to India and is the most extensive

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Most countries either do not have a vegetarian menu, and some which do, have a burger at the most "Contrary to affecting chicken sales, the presence of a vegetarian menu has made the brand more relevant to a wider cross-section of the consumer society This is essential as we grow the brand across the country," says

While the vegetarian menu has a significant presence in India owing to the country's distinct tastes, and therefore the need to localise, KFC's chicken products that are standardised are also modified in certain regards to suit local tastes KFC officials say the zinger burger in any part of the world or original recipe chicken tastes the same as the chicken products are based on standard recipes While this brand standard chicken may taste the same in New York or Bangalore, the sauce or topping is changed The chicken strips are served with a local sauce or the sauce of the wrap is changed to local tastes And as far as India is concerned Ms Sharanita says: "Making itself relevant to local palates, KFC launched the wrap as chicken and paneer tikka roll in India."

The KFC menu strategy is to "balance standardisation and localisation" The localisation works in two ways: to modify a standard chicken product with a different topping or sauce; and to have a vegetarian menu, where necessary, along with the flagship product, chicken The localisation exercise is undertaken in every country "The U.S and European markets have a traditional KFC menu based on chicken burgers and wraps, while Asian markets like India have been more experimental and adventurous Here, they have rice meals, wraps, and sides The change is imperative as Asian tastes can be very different from Western ones," Ms Sharanita observes, adding that KFC learnt very early the high demand for

KFC has taken care to maintain safeguards on the production of its non-vegetarian products in response to observations by People For Ethical Treatment of Animals that chicken were not being treated humanely by suppliers The debate has been on for years now and animal rights activists have prompted companies to adopt

Pankaj Batra, Director, Marketing, Indian Sub-Continent, Yum! Restaurants International, observes: "KFC is committed to the well being and humane treatment of chickens We require all our suppliers to follow welfare guidelines developed by Yum! Restaurants International, U.S.A., with leading experts on their