Une bonne nouvelle en annonçait forcément une mauvaise. Et oui ça va être la trêve hivernale pour moi car je vais rentrer en France durant les vacances(qui commencent après demain) et que du coup je ne pourrai accéder à Internet. Soit une coupure du blog de près de 3 semaines avant de retourner ici en Allemagne.
En principe il n'y aura pas de problème majeur concernant le contenu du blog car j'écrirai ma thèse en était hors ligne. Ce qui signifie beaucoup de contenu l'année prochaine.
mardi 9 décembre 2008
These sur les moteurs de recherches
J'ai une grande nouvelle à vous annoncer. On vient de me valider le plan de ma thèse...disons pas le plan final mais la structure de ma thèse en elle même.
Cela signifie que j'ai officiellement l'aval de mes responsables de formation pour démarrer ma thèse.
Alors en voici en exclusivité les points qui y seront abordés:
Cela signifie que j'ai officiellement l'aval de mes responsables de formation pour démarrer ma thèse.
Alors en voici en exclusivité les points qui y seront abordés:
Risks of search engine dependency and its influence on data quality
1 Introduction of the topic background
1.1 Relevance of the subject
- Internet is more and more used to find information
- In order to browse properly the Internet you need a search engine
- One specific search engine is massively used which means only one way to manage data
1.2 Major terms
- Search engines
- Search engines dependency
- Data quality
- Risks
- Influence
1.3 Focus, goals and structure of the report
-Focus: What are the risks of using a single way of managing data?
-Goals:
- to put in evidence that using a single search engine is wrong;
- to show how important it is to have reliable information;
- to show how big is the gap between a single search engine and specific unknown search engines;
- to look for solutions if tomorrow the biggest search engines players disappear(for e.g: Google);
- to show that there is not a perfect search engine;
- to show that other search engines exist;
- to show even if you are dependent of a single search engine it is not sure that you are using it properly;
2 Concept of data quality
2.1 How to define data quality?
- Accurate, timely, meaningful, and complete
2.2 Why data quality is so important?
- Data quality as source of decision making
- Data is the center of everything
3 Search engines dependency
3.1 Configuration of the search engine market
- It is rare to find a country which is not depending of a particular search engine. We clearly have Google countries, Yahoo countries...
3.2 Search engines dependency aspect
- What does search engine dependency mean?
3.3 Search engines dependency problems
- Privacy issues
- Why people are not looking for other search engines?
- You get less and less confident regarding other search engines
- How to manage Search engine owner strategy(for e.g if Google change its rules of indexation)
- Even the most famous search engines do not provide all functionalities(to compare results from different search engines, I want to have a visual representation of my results, I want to find people)
4 The risks of search engines dependency and its influence on data quality
4.1 The information has been found but is poor
- Poor data quality
- The more a search engine is known the more it is easier to know its secrets and then to manipulate it
- Single way of thinking
4.2 The information has been not found so users may think it does not exist
- Poor knowledge on how to use the search engine
- Data can be controlled, easy to manipulate people
- Poor knowledge on the existence of other search engines
5 The Google example
Google figures
Search engine dependency on Google
Can Google disappear?
6 Conclusion
Grab All
| Ah c'est quand je trouve des moteurs de recherches comme Grab All que je me sens revivre et me dis que des solutions alternatives à Google il y en a et il y en aura dans les années futures. Enfin un moteur de recherches qui mettra tout le monde d'accord. Grab all est un méta moteur de recherches qui compare les résultats entre les plus célèbres moteurs: Google, Yahoo, Ask, MSN, Alta Vista... Son principal avantage est qu'il vous affiche clairement les résultats de deux moteurs de recherches et vous permet donc une comparaison limpide. | |
| Grab All comme son nom l'indique est un méta moteur de recherches qui "prend tout", c'est à dire tous les résultats des plus grands moteurs de recherches: Google, Yahoo, Altavista, Ask Jeeves, MSN... A la différence des autres méta moteurs il vous affiche les résultats de seulement deux moteurs en séparant votre écran à moitié. Du coup il est très facile de comparer les résultats et de voir quelles en sont les différences.  La page de résultats de Grab AllGrab All ne s'arrête pas à la recherche de sites web et va aussi plus loin avec la recherche de logiciels, d'images et de vidéos. On regrette cependant que pour ces dernières fonctions tous les moteurs de recherches principaux ne soient pas disponibles et l'affichage des résultats pas tip top. | |
lundi 8 décembre 2008
La vie à Google
Dans le registre j'ai un peu la flemme d'écrire des articles en ce moment alors je me met à regarder des vidéos je vous présente la dernière que j'ai pu trouver sur le Net.
Une fois de plus ici on se retrouve avec une vidéo intéressante qui vous explique la vie à Google mais en Europe cette fois ci.
J'aime beaucoup le fait que ce soit une vidéo française. Google y est présentée comme une magnifique fourmilière sans défauts et je trouve que ce reportage est vraiment axée sur les ressources humaines.
Il y en a pour vingt minutes pour la première vidéo et surtout une belle démonstration de comment prendre soin de ses employés.
Pour la deuxième partie du film vous en aurez aussi pour une vingtaine de minutes et s'adresse plutôt sur le comment entrer à Google.
La dernière partie du film est encore plus intéressante car devient plus technique, montre Google d'un point de vue moins optimiste et nous présente les locaux en France.
Une fois de plus ici on se retrouve avec une vidéo intéressante qui vous explique la vie à Google mais en Europe cette fois ci.
J'aime beaucoup le fait que ce soit une vidéo française. Google y est présentée comme une magnifique fourmilière sans défauts et je trouve que ce reportage est vraiment axée sur les ressources humaines.
Il y en a pour vingt minutes pour la première vidéo et surtout une belle démonstration de comment prendre soin de ses employés.
Pour la deuxième partie du film vous en aurez aussi pour une vingtaine de minutes et s'adresse plutôt sur le comment entrer à Google.
La dernière partie du film est encore plus intéressante car devient plus technique, montre Google d'un point de vue moins optimiste et nous présente les locaux en France.
samedi 6 décembre 2008
Toorgle: Le moteur de recherches de Torrent
Dans la même lignée de Tyoogle voici Toorgle. Comme son nom l'indique Toorgle va chercher des Torrent sur le web qui sont des groupes de données. Bon en principe quand on parle de Torrent on fait référence à des logiciels, des films ou des fichiers de musique.
J'ai cherché à répondre à la question si Toorgle était lié à Google mais il semblerait que non.
Toorgle utilise au final la technologie de Google pour vous renvoyez les résultats.
Je tiens à vous mettre en garde lors de son utilisation. La plupart des sites de Torrent sont des sites illégaux incluant dans certains cas des images, films ou animations pouvant choquer la sensibilité des plus jeunes. Je ne recommande donc pas son utilisation. Cet article n'est là qu'à titre d'information.
Deuxième mise en garde si pour n'importe quel raison vous venez à l'utiliser, veuillez mettre vos anti virus et autres systèmes de protection car ces sites grouillent souvent souvent de logiciels malveillants.
J'ai cherché à répondre à la question si Toorgle était lié à Google mais il semblerait que non.
Toorgle utilise au final la technologie de Google pour vous renvoyez les résultats.
Je tiens à vous mettre en garde lors de son utilisation. La plupart des sites de Torrent sont des sites illégaux incluant dans certains cas des images, films ou animations pouvant choquer la sensibilité des plus jeunes. Je ne recommande donc pas son utilisation. Cet article n'est là qu'à titre d'information.
Deuxième mise en garde si pour n'importe quel raison vous venez à l'utiliser, veuillez mettre vos anti virus et autres systèmes de protection car ces sites grouillent souvent souvent de logiciels malveillants.
Tyoogle: un moteur de recherches interdit?
C'est marrant depuis toujours je me suis dit qu'il devait exister un Web numéro 2. Un Web interdit, un web obscur dont seul certaines personnes connaissaient l'accès.
Naturellement à force de fouiner le Web comme je le fais j'en ai trouvé deux dans un dossier développé une fois de plus par le Journal du Net.
De quoi s'agit il donc?
Tyoogle n'est rien de plus qu'une requête spéciale du type:
?intitle:index.of? -filetype:html -filetype:asp -wiki -ringtone -filetype:htm -posts -lyrics -filetype:php -filetype:doc -filetype:pdf mp3
qui est ensuite utilisée sur le moteur de Google.
ici ça veut dire que Google va me chercher dans tous les index qu'il peut me trouver, les MP3 qui correspondent à la requête que je lui ai envoyé.
En regardant de plus prêt vous avez la possibilité de customiser à gogo votre requête:
Le site de Tyoogle
Tyoogle le clame haut et fort en bas de page:
"Tyoogle is in no way affiliated with Google or Yahoo. Tyoogle simply acts as an interface for Google and Yahoo news feeds and does not add, hack, or cause any abnormal results to be displayed that would otherwise be unobtainable via Google or Yahoo's own interfaces.
Tyoogle combines mutiple feeds to produce a more focused source for those seeking your mom.
Tyoogle is proudly powered by WordPress"
Tyoogle n'est en aucun cas affilié à Google ou Yahoo. Il agit simplement en tant qu'interface pour Google et Yahoo et n'ajoute pas ni ne pirate les résultats affichés qui en principe ne peuvent être obtenu via les interfaces de Google ou Yahoo.
En fait ce n'est pas exactement vrai. Vous pouvez obtenir les même résultats via Google ou Yahoo(c'est juste une histoire de requête). C'est juste que la fonction:
?intitle:index.of? -filetype:html -filetype:asp -wiki -ringtone -filetype:htm -posts -lyrics -filetype:php -filetype:doc -filetype:pdf mp3
ne vous est pas proposée automatiquement. Cela dit rien ne vous emêche de techniquement l'entrer à la main.
Naturellement à force de fouiner le Web comme je le fais j'en ai trouvé deux dans un dossier développé une fois de plus par le Journal du Net.
De quoi s'agit il donc?
Tyoogle n'est rien de plus qu'une requête spéciale du type:
?intitle:index.of? -filetype:html -filetype:asp -wiki -ringtone -filetype:htm -posts -lyrics -filetype:php -filetype:doc -filetype:pdf mp3
qui est ensuite utilisée sur le moteur de Google.
ici ça veut dire que Google va me chercher dans tous les index qu'il peut me trouver, les MP3 qui correspondent à la requête que je lui ai envoyé.
En regardant de plus prêt vous avez la possibilité de customiser à gogo votre requête:
Le site de TyoogleTyoogle le clame haut et fort en bas de page:
"Tyoogle is in no way affiliated with Google or Yahoo. Tyoogle simply acts as an interface for Google and Yahoo news feeds and does not add, hack, or cause any abnormal results to be displayed that would otherwise be unobtainable via Google or Yahoo's own interfaces.
Tyoogle combines mutiple feeds to produce a more focused source for those seeking your mom.
Tyoogle is proudly powered by WordPress"
Tyoogle n'est en aucun cas affilié à Google ou Yahoo. Il agit simplement en tant qu'interface pour Google et Yahoo et n'ajoute pas ni ne pirate les résultats affichés qui en principe ne peuvent être obtenu via les interfaces de Google ou Yahoo.
En fait ce n'est pas exactement vrai. Vous pouvez obtenir les même résultats via Google ou Yahoo(c'est juste une histoire de requête). C'est juste que la fonction:
?intitle:index.of? -filetype:html -filetype:asp -wiki -ringtone -filetype:htm -posts -lyrics -filetype:php -filetype:doc -filetype:pdf mp3
ne vous est pas proposée automatiquement. Cela dit rien ne vous emêche de techniquement l'entrer à la main.
vendredi 5 décembre 2008
MS Dewey: Un nouveau moteur signé Microsoft
On en entend très peu parler mais les grands moteurs de recherches développent eux aussi des petits moteurs de recherches alternatifs.
Je vous dis cela depuis un lien intéressant qui comme toujours nous vient tout droit du Journal du Net.
Une fois de plus je me suis penché sur le moteur le plus flashy de ce dossier qui n'est autre que celui de Microsoft.
Le moteur en question répond au doux nom de Ms. Dewey que l'on devrait comprendre comme mademoiselle Dewey même si personnellement j'y lis Microsoft Deweley.
Autant être franc avec vous je doute de la qualité des résultats que vous obtenez sous ce moteur. Cependant j'aimerais attirer votre attention sur l'interface graphique qui tout comme Navigaya m'a toujours attiré.
Il est vrai que l'interface graphique n'apporte rien à la fonction principale des moteurs mais bon ça donne toujours des idées pour d'autres produits et surtout ça épate la galerie ce qui n'est pas si mal.
Donc voilà MS Dewey est un moteur qui anime une ravissante jeune femme chargée de vous distraire quand vous allez faire vos recherches.
Je l'ai trouvé bien sympathique et elle m'a fait rire à plusieurs reprises. Il est sûr ce ne sera pas mon moteur favori mais de là à l'utiliser de temps en temps...pourquoi pas?
Je vous dis cela depuis un lien intéressant qui comme toujours nous vient tout droit du Journal du Net.
Une fois de plus je me suis penché sur le moteur le plus flashy de ce dossier qui n'est autre que celui de Microsoft.
Le moteur en question répond au doux nom de Ms. Dewey que l'on devrait comprendre comme mademoiselle Dewey même si personnellement j'y lis Microsoft Deweley.
Autant être franc avec vous je doute de la qualité des résultats que vous obtenez sous ce moteur. Cependant j'aimerais attirer votre attention sur l'interface graphique qui tout comme Navigaya m'a toujours attiré.
Il est vrai que l'interface graphique n'apporte rien à la fonction principale des moteurs mais bon ça donne toujours des idées pour d'autres produits et surtout ça épate la galerie ce qui n'est pas si mal.
Donc voilà MS Dewey est un moteur qui anime une ravissante jeune femme chargée de vous distraire quand vous allez faire vos recherches.
Je l'ai trouvé bien sympathique et elle m'a fait rire à plusieurs reprises. Il est sûr ce ne sera pas mon moteur favori mais de là à l'utiliser de temps en temps...pourquoi pas?
Pixolu: L'affinateur de recherches d'images
| Salut à tous, Je tiens à vous présentez aujourd'hui un moteur de recherches qui pourrait vous servir à améliorer la recherche de vos images. Je tiens cependant à vous prévenir, ce moteur est un projet universitaire. Son gros soucis est qu'il connait un succès fou du coup son serveur est souvent débordé. Alors ne vous ennervez pas si parfois les temps de chargement sont longs et que vous n'obtenez aucun résultat. Pensez avant tout à ce que ce moteur peut vous apportez sur le long terme. Pixolu sert avant tout à affiner vos recherches d'images. En sélectionnant certaines images Pixolu va chercher à comprendre quelles sont exactement vos besoins et vous fournir les résultats que vous souhaitez. Vous n'aurez donc plus besoin de modifier votre requête via d'autres mots clés.  | |
| Pixolu vous donne d'emblée des résultats plus pertinents que Google Images et surtout va vous donner la possibilité d'affiner votre recherche en vous permettant de sélectionner vos images préférées. Suite à quoi Pixolu va refaire des recherches permettant de vous proposez des résultats plus en accord avec ceux que vous lui aviez initialement dicté. Un outil idéal pour des présentations PowerPoint étudiantes en quête d'images pertinentes. | |
Google: FCS Facteurs Clés du Succès
J'ai trouvé ces diapositives sur un article récent concernant pourquoi Google survivra à la crise économique.
Ce diaporama est très complet et conviendra à des étudiants soucieux de faire une présentation marketing sur le futur de Google.
On y présente surtout les FCS Facteurs Clés du Succès:
Ce diaporama est très complet et conviendra à des étudiants soucieux de faire une présentation marketing sur le futur de Google.
On y présente surtout les FCS Facteurs Clés du Succès:
jeudi 4 décembre 2008
Les recherches sur Internet en Chine
Cet article est en rapport avec une vidéo que je viens de visionner sur Youtube à l'adresse suivante:
On voit aussi furtivement Baidu dans cette vidéo mais on en parle pas pour autant. En tout cas un documentaire qui vaut le coup, je vous le recommande.
http://fr.youtube.com/watch?v=IWsXhNJFj78
C'est une vidéo d'une vingtaine de minutes traitant de l'accès à Internet pour les chinois depuis la Chine. Je regrette que la vidéo soit un peu engagée au niveau politique car je préfère les vidéos qui restent neutres permettant à chacun de faire son propre jugement par la suite.
En tout cas la partie qui nous, nous intéresse se situe entre la minute 9 et la douzième minute car on y parle des difficultés que Yahoo et Google ont en Chine.
Autant je connaissais l'histoire de Google mais celle de Yahoo j'en suis resté baba. J'avais entendu parlé un peu de cette histoire(Yahoo(entreprise américaine) aurait carrément vendu certains de ses utilisateurs aux autorités chinoises) mais honnetement ça fait encore plus froid dans le dos quant on voit le PDG de Yahoo Jerry YANG qui ne s'implique pas dans cette polémique. Au final le business aura eu la raison sur l'humanité(c'est à voir je vous le jure).
En conclusion je dirai que Yahoo en Chine c'est mort déjà que Google ça pas être facile facile pour affronter Baidu mais Yahoo est pour moi hors circuit.
En tout cas la partie qui nous, nous intéresse se situe entre la minute 9 et la douzième minute car on y parle des difficultés que Yahoo et Google ont en Chine.
Autant je connaissais l'histoire de Google mais celle de Yahoo j'en suis resté baba. J'avais entendu parlé un peu de cette histoire(Yahoo(entreprise américaine) aurait carrément vendu certains de ses utilisateurs aux autorités chinoises) mais honnetement ça fait encore plus froid dans le dos quant on voit le PDG de Yahoo Jerry YANG qui ne s'implique pas dans cette polémique. Au final le business aura eu la raison sur l'humanité(c'est à voir je vous le jure).
En conclusion je dirai que Yahoo en Chine c'est mort déjà que Google ça pas être facile facile pour affronter Baidu mais Yahoo est pour moi hors circuit.
On voit aussi furtivement Baidu dans cette vidéo mais on en parle pas pour autant. En tout cas un documentaire qui vaut le coup, je vous le recommande.
Pub Mac
Salut à tous,
Je suis en train de fignoler la structure pour ma thèse qui s'annonce pour le moment sur les dangers de la dépendance des moteurs de recherches et en particulier Google.
Et oui je sais bien le sujet aura changé beaucoup de fois depuis la création de ce blog mais bon c'est ça aussi le charme de la thèse, on commence en pensant que l'on connait son sujet, le plus on avance le plus on découvre que l'on connait rien, après on est totalement perdu et au final on retombe plus au moins sur son sujet initial.
J'ai à ce sujet un rendez vous mardi prochain pour faire valider le plan de ma thèse mais le garde jusqu'à maintenant secret.
Je tenais à vous faire part des publicités Mac vs PC que j'avais découverte il y a deux ans quand j'étais aux USA.
Je les ai trouvé en version française sur Youtube j'espère qu'elles vous plairont si vous ne les connaissez pas encore.
Elles devraient toutes y être. Sachez qu'en principe elles sont diffusées sur la Télé américaine mais seulement par petit bout c'est pourquoi chacune ne durent plus de trente secondes:
Je suis en train de fignoler la structure pour ma thèse qui s'annonce pour le moment sur les dangers de la dépendance des moteurs de recherches et en particulier Google.
Et oui je sais bien le sujet aura changé beaucoup de fois depuis la création de ce blog mais bon c'est ça aussi le charme de la thèse, on commence en pensant que l'on connait son sujet, le plus on avance le plus on découvre que l'on connait rien, après on est totalement perdu et au final on retombe plus au moins sur son sujet initial.
J'ai à ce sujet un rendez vous mardi prochain pour faire valider le plan de ma thèse mais le garde jusqu'à maintenant secret.
Je tenais à vous faire part des publicités Mac vs PC que j'avais découverte il y a deux ans quand j'étais aux USA.
Je les ai trouvé en version française sur Youtube j'espère qu'elles vous plairont si vous ne les connaissez pas encore.
Elles devraient toutes y être. Sachez qu'en principe elles sont diffusées sur la Télé américaine mais seulement par petit bout c'est pourquoi chacune ne durent plus de trente secondes:
mardi 2 décembre 2008
Video sur Google
J'ai aujourd'hui pu visionner une seconde vidéo sur Google qui est cette fois plus axée sur les méthodes de référencement sur celui ci.
Une fois de plus je n'ai pas énormément appris même si il y a tout de même des points intéressants que j'ai pu relever.
Il s'agit d'une vidéo apparemment faite d'une soutenance d'un étudiant dans le secteur informatique. Du moins je trouve encore le vocabulaire un peu technique pour être issu du secteur marketing.
Je crois que le point que j'ai le plus apprécié est celui concernant le navigateur Lynx qui est un moteur de recherches en mode texte et qui donc voit les informations comme le voit les moteurs de recherches et non pas comme des êtres humains.
J'ai du coup installé Lynx sur mon PC qui est en fait très très léger encore plus que Chrome et surtout très riche en sécurité, on s'aperçoit que le web est alors bourré de cookies(des petits mouchards qui prélèvent des informations, du style: votre pays, votre navigateur etc...).
La page d'accueil de Google.de sous Lynx
Je trouve aussi qu'il met bien en avant le fait que Microsoft, Yahoo et Google ont plus ou moins la même présentation. Après je regrette qu'une fois de plus on insiste pas assez sur les points forts et faiblesses de chacun. Par exemple je trouve personnellement que Yahoo a des fonctions bien sympathique du type "title:"(qui affiche toutes les pages qui ont les mots clés désignés dans le titre" et "link:"(qui vous permet de découvrir le nombre de liens pointant vers votre page).
Un autre point que j'ai adoré c'est la définition qu'il donne du taux de rebond, que je n'avais jamais compris jusqu'à présent:
Taux de rebond: "c'est le pourcentage de gens qui viennent sur votre site et qui partent juste après sans regarder vos pages. En fait ce sont des utilisateurs qui sont venus par hasard sur votre site mais qui ne sont pas intéressés. C'est un traffic qui ne sert à rien, cela consomme de la bande passante et ce sont des gens qui ne consulteront jamais votre site."
Que dire d'autres? J'aime aussi le fait qu'une fois de plus on parle de Google et la Privacy. J'ai vraîment l'impression que les gens se focalisent là dessus alors qu'il y a pas grand chose d'inquiétant. Je le vois plus comme un argument des compétiteurs pour dire que Google c'est pas bien car ils peuvent utiliser vos données personnelles. Mouais personnelement je pense que Microsoft a bien plus de pouvoir que Google. La réponse qui est donnée par rapport à cela dans la vidéo c'est que qui nous dit que Google ne pourrait pas se fournir ces informations par un autre biais.
En tout cas je trouve cette vidéo idéale pour des personnes qui voudraient une bonne petite introduction au référencement web.
Après pour ceux qui comme moi connaissent déjà un peu le sujet je leur conseillerai de tester Lynx histoire de voir à quoi ça ressemble.
Une fois de plus je n'ai pas énormément appris même si il y a tout de même des points intéressants que j'ai pu relever.
Il s'agit d'une vidéo apparemment faite d'une soutenance d'un étudiant dans le secteur informatique. Du moins je trouve encore le vocabulaire un peu technique pour être issu du secteur marketing.
Je crois que le point que j'ai le plus apprécié est celui concernant le navigateur Lynx qui est un moteur de recherches en mode texte et qui donc voit les informations comme le voit les moteurs de recherches et non pas comme des êtres humains.
J'ai du coup installé Lynx sur mon PC qui est en fait très très léger encore plus que Chrome et surtout très riche en sécurité, on s'aperçoit que le web est alors bourré de cookies(des petits mouchards qui prélèvent des informations, du style: votre pays, votre navigateur etc...).
La page d'accueil de Google.de sous LynxJe trouve aussi qu'il met bien en avant le fait que Microsoft, Yahoo et Google ont plus ou moins la même présentation. Après je regrette qu'une fois de plus on insiste pas assez sur les points forts et faiblesses de chacun. Par exemple je trouve personnellement que Yahoo a des fonctions bien sympathique du type "title:"(qui affiche toutes les pages qui ont les mots clés désignés dans le titre" et "link:"(qui vous permet de découvrir le nombre de liens pointant vers votre page).
Un autre point que j'ai adoré c'est la définition qu'il donne du taux de rebond, que je n'avais jamais compris jusqu'à présent:
Taux de rebond: "c'est le pourcentage de gens qui viennent sur votre site et qui partent juste après sans regarder vos pages. En fait ce sont des utilisateurs qui sont venus par hasard sur votre site mais qui ne sont pas intéressés. C'est un traffic qui ne sert à rien, cela consomme de la bande passante et ce sont des gens qui ne consulteront jamais votre site."
Que dire d'autres? J'aime aussi le fait qu'une fois de plus on parle de Google et la Privacy. J'ai vraîment l'impression que les gens se focalisent là dessus alors qu'il y a pas grand chose d'inquiétant. Je le vois plus comme un argument des compétiteurs pour dire que Google c'est pas bien car ils peuvent utiliser vos données personnelles. Mouais personnelement je pense que Microsoft a bien plus de pouvoir que Google. La réponse qui est donnée par rapport à cela dans la vidéo c'est que qui nous dit que Google ne pourrait pas se fournir ces informations par un autre biais.
En tout cas je trouve cette vidéo idéale pour des personnes qui voudraient une bonne petite introduction au référencement web.
Après pour ceux qui comme moi connaissent déjà un peu le sujet je leur conseillerai de tester Lynx histoire de voir à quoi ça ressemble.
lundi 1 décembre 2008
Une vidéo sur Google
Ce matin je me suis une nouvelle fois de plus réveillé avec un mal de crâne et cette sensation que je n'avancerai pas beaucoup dans ma thèse. La raison est que dans un projet il y a des hauts et des bas et surtout des moments où on ne sait plus ou donner de la tête.
Dans mon cas c'était qu'il me manquait de motivation et que je ne voyais pas dans quel coin creuser(j'ai à ce sujet écrit 3 ou 4 articles sur des sujets comme "pourquoi on parle du rachat de Yahoo?" "pourquoi il existe des moteurs de recherches spécilasés?").
Je me suis alors dit "tiens mais pourquoi je ne chercherai pas les informations sur Google à travers les vidéos?" comme ça je m'instruis tout en me divertissant.
Il faut croire que j'ai été bien inspiré sur ce coup là car en effet si vous aussi vous cherchez une vidéo sur Google vous tomberez à coup sûr sur celle que je vais vous présentez:
Personnellement j'aime beaucoup cette vidéo car je la trouve très neutre. Elle montre la philosophie de Google et comment les employés vivent à l'intérieur. Les interviews ne sont pas mal du tout et la musique entrainante. Les employés de Google bafouillent parfois sur certaines questions ce qui nous laissent penser que la vidéo n'est pas pro Google. On y explique aussi brievement pourquoi Google est numéro 1 en Inde. Je n'ai pas appris tant de chose car je commence à être rôdé sur le sujet mais je pense que si j'avais commencé par cette vidéo j'aurais pour sûr appris plus rapidement. Par ailleurs la vidéo soulève la question du monopole Google sans vraîment y répondre ce qui me laisse penser que je suis sur la bonne voie pour ma thèse.
En tout cas une petite leçon à tirer de cette recherche de vidéos est que quand vous cherchez des informations sur le net vous devriez aussi regarder du côté des images et des vidéos car rappellons le contenu des images et des vidéos ne s'indexent pas comme les pages web.
Dans mon cas c'était qu'il me manquait de motivation et que je ne voyais pas dans quel coin creuser(j'ai à ce sujet écrit 3 ou 4 articles sur des sujets comme "pourquoi on parle du rachat de Yahoo?" "pourquoi il existe des moteurs de recherches spécilasés?").
Je me suis alors dit "tiens mais pourquoi je ne chercherai pas les informations sur Google à travers les vidéos?" comme ça je m'instruis tout en me divertissant.
Il faut croire que j'ai été bien inspiré sur ce coup là car en effet si vous aussi vous cherchez une vidéo sur Google vous tomberez à coup sûr sur celle que je vais vous présentez:
Personnellement j'aime beaucoup cette vidéo car je la trouve très neutre. Elle montre la philosophie de Google et comment les employés vivent à l'intérieur. Les interviews ne sont pas mal du tout et la musique entrainante. Les employés de Google bafouillent parfois sur certaines questions ce qui nous laissent penser que la vidéo n'est pas pro Google. On y explique aussi brievement pourquoi Google est numéro 1 en Inde. Je n'ai pas appris tant de chose car je commence à être rôdé sur le sujet mais je pense que si j'avais commencé par cette vidéo j'aurais pour sûr appris plus rapidement. Par ailleurs la vidéo soulève la question du monopole Google sans vraîment y répondre ce qui me laisse penser que je suis sur la bonne voie pour ma thèse.
En tout cas une petite leçon à tirer de cette recherche de vidéos est que quand vous cherchez des informations sur le net vous devriez aussi regarder du côté des images et des vidéos car rappellons le contenu des images et des vidéos ne s'indexent pas comme les pages web.
jeudi 27 novembre 2008
Apple: Bibliography
Start by the first article: http://moteurs-de-recherches-alternatifs.blogspot.com/2008/11/apple-distribution-policies-at-apple.html
7 Bibliography
http://ejschmidt.com/blog/
http://www.nytimes.com/
http://www.ifoapplestore.com/index.php
http://www.businessweek.com
http://www.economist.com/
Apple, Inc., Annual Report, 2007
Yoffie, D., Sind, M. « Apple Inc., 2008 » Harvard Business Review, 2008
Chernev, A. « Apple Retail Stores » Kellogg School of Business Review, 2002
Apple Retail Manifesto, Apple 2001
7 Bibliography
http://ejschmidt.com/blog/
http://www.nytimes.com/
http://www.ifoapplestore.com/index.php
http://www.businessweek.com
http://www.economist.com/
Apple, Inc., Annual Report, 2007
Yoffie, D., Sind, M. « Apple Inc., 2008 » Harvard Business Review, 2008
Chernev, A. « Apple Retail Stores » Kellogg School of Business Review, 2002
Apple Retail Manifesto, Apple 2001
Apple: Conclusions and recommendations
6 Conclusions and recommendations
What advice can be given to a company that multiplied by 3 its revenues in just 3
years (not being a start-up, but an $8 billion multinational) and that from an
“ancillary” activity, like retail, is able to squeeze $5 billion and half a billion of
profit? In order to give an answer I think that we should step back for a moment.
Apple today earns money through electronic devices, but competition in this field is
increasing and hardly they’ll be able to maintain high margins. Apple has already
stepped in the service market: the iTunes, although barely profitable, is a leader and
the App Store (a store for software for handheld devices) is growing quickly. The
development of mobile telecommunications should enable in the near future cheap
mobile data tariffs. Leveraging its devices Apple could evolve in a Content Service
Provider. Already today, through the App Store they can sell music, movies, TV
shows and software to iPod Touch and iPhone users. The war for future distribution
standards is just at the beginning. Apple should be very careful in adopting closed
proprietary standards, because even the most wonderful device, if doesn’t have enough
developers creating innovative applications for it, won’t gain the benefits of network effect
and thus could be relegated as niche product.
Developing a wide network for content distribution could provide a source of profit for an
undetermined time. It is also possible to envision a future where Apple sells its devices at an
highly discounted price, in order to enlarge the user base and make money through the
services sold over its digital content delivery channel, a strategy already successfully adopted
by video game console producers, most notably Sony, with it PlayStation console.
My personal opinion is that Apple should use wisely the market share it’s gaining. The
hardware is not a sustainable business in the long term, and a transition towards services will
be inevitable. The “digital hub” should be the Trojan Horse for new, innovative formats of
content distribution. Apple already lost the desktop war, I hope they learned from their
mistakes.
What advice can be given to a company that multiplied by 3 its revenues in just 3
years (not being a start-up, but an $8 billion multinational) and that from an
“ancillary” activity, like retail, is able to squeeze $5 billion and half a billion of
profit? In order to give an answer I think that we should step back for a moment.
Apple today earns money through electronic devices, but competition in this field is
increasing and hardly they’ll be able to maintain high margins. Apple has already
stepped in the service market: the iTunes, although barely profitable, is a leader and
the App Store (a store for software for handheld devices) is growing quickly. The
development of mobile telecommunications should enable in the near future cheap
mobile data tariffs. Leveraging its devices Apple could evolve in a Content Service
Provider. Already today, through the App Store they can sell music, movies, TV
shows and software to iPod Touch and iPhone users. The war for future distribution
standards is just at the beginning. Apple should be very careful in adopting closed
proprietary standards, because even the most wonderful device, if doesn’t have enough
developers creating innovative applications for it, won’t gain the benefits of network effect
and thus could be relegated as niche product.
Developing a wide network for content distribution could provide a source of profit for an
undetermined time. It is also possible to envision a future where Apple sells its devices at an
highly discounted price, in order to enlarge the user base and make money through the
services sold over its digital content delivery channel, a strategy already successfully adopted
by video game console producers, most notably Sony, with it PlayStation console.
My personal opinion is that Apple should use wisely the market share it’s gaining. The
hardware is not a sustainable business in the long term, and a transition towards services will
be inevitable. The “digital hub” should be the Trojan Horse for new, innovative formats of
content distribution. Apple already lost the desktop war, I hope they learned from their
mistakes.
Apple: Some strategic considerations
5.1 Some strategic considerations
The erosion of its market share from competitors (especially in the key educational
channel) and the fact they’re niche products required a strong respons. Is the retail
the good one? With its top-notch brand and world renowned marketing abilities,
Apple should have good chances of improving on the terrible experience of Gateway
Country Store model. If they succeed they’ll gain fresh outlets to sell its own
products and would also likely to gain additional revenues as a reseller of other
electronic goodies and have more control over marketing and servicing of its
products. Moreover, Apple could boost margins by cutting out middlemen and
convince buyers to choose higher-priced models pushing on the “emotional
shopping” stimulated by these types of stores.
However this is a dangerous field. To have shops in high traffic locations means
huge fixed expenditures for rents and it is hard to say if Apple will be able to keep
alive the big hype they’ve created. Moreover other retailer were not happy with this
decision (some also sued the company, but the court ruled in favor of Apple).
There’s no way to know if the costs deriving from a more bitter relationship with
resellers will be enough to set off the additional expenses. Any increase in sales
could be due to cannibalization, which is probably the biggest threat.
Apple claim that their stores are less than 3% than the total number of resellers in the
USA, thus not constituting a credible competitor in terms of volumes. They thought
that if they’d be able to double their market share to 10% thanks to the store, the
resellers would be the ones to enjoy the biggest share of the additional sales.
5-1 SWOT analysis
Apple thought that since it had a huge brand equity, an excellent supply chain
management and already billion in annual sales (plus $4 billion in cash to invest) to
jump in retail would have been a bet worth to be taken. If we look at the financial
results we can see that were proved right.
The retail activities were profitable in just 3 years. Since the lunch they experienced
a steady growth in turnover close to 50%. Profitability is a record level: with a net
margin well above 10% the Apple Stores are among the most profitable retail
activities in the US. It is interesting to note that the margin of the retail division,
which should be a low margin activity, is not very far from the margin from
computer and devices, which are high margin operations. This means that there a
great level of service embedded in their operations.
The erosion of its market share from competitors (especially in the key educational
channel) and the fact they’re niche products required a strong respons. Is the retail
the good one? With its top-notch brand and world renowned marketing abilities,
Apple should have good chances of improving on the terrible experience of Gateway
Country Store model. If they succeed they’ll gain fresh outlets to sell its own
products and would also likely to gain additional revenues as a reseller of other
electronic goodies and have more control over marketing and servicing of its
products. Moreover, Apple could boost margins by cutting out middlemen and
convince buyers to choose higher-priced models pushing on the “emotional
shopping” stimulated by these types of stores.
However this is a dangerous field. To have shops in high traffic locations means
huge fixed expenditures for rents and it is hard to say if Apple will be able to keep
alive the big hype they’ve created. Moreover other retailer were not happy with this
decision (some also sued the company, but the court ruled in favor of Apple).
There’s no way to know if the costs deriving from a more bitter relationship with
resellers will be enough to set off the additional expenses. Any increase in sales
could be due to cannibalization, which is probably the biggest threat.
Apple claim that their stores are less than 3% than the total number of resellers in the
USA, thus not constituting a credible competitor in terms of volumes. They thought
that if they’d be able to double their market share to 10% thanks to the store, the
resellers would be the ones to enjoy the biggest share of the additional sales.
5-1 SWOT analysismanagement and already billion in annual sales (plus $4 billion in cash to invest) to
jump in retail would have been a bet worth to be taken. If we look at the financial
results we can see that were proved right.
The retail activities were profitable in just 3 years. Since the lunch they experienceda steady growth in turnover close to 50%. Profitability is a record level: with a net
margin well above 10% the Apple Stores are among the most profitable retail
activities in the US. It is interesting to note that the margin of the retail division,
which should be a low margin activity, is not very far from the margin from
computer and devices, which are high margin operations. This means that there a
great level of service embedded in their operations.
Apple: c)Establish gold standard for Apple buying experience
c)Establish gold standard for Apple buying experience
Jobs synthesized “We want to set an example for all our resellers. Maybe they’ll
have better ideas, but if they don’t we want them to take our ideas and adopt them as
their own”. Apple Stores are designed for delivering an high quality buying
experience. Personnel is highly trained and motivated and there’s in every store an
Hot Line with technicians at the headquarters in Cupertino for difficult situations.
Along with the company’s products there’s a wide offer of third-party accessories
and about 300 software packages. It is possible to buy everything is exposed because
the stores have an inventory of about 300 SKU for every item. The stores collaborate
with the resellers for raising the experience levels, and provides data,
recommendations and consults to other dealers.
Jobs synthesized “We want to set an example for all our resellers. Maybe they’ll
have better ideas, but if they don’t we want them to take our ideas and adopt them as
their own”. Apple Stores are designed for delivering an high quality buying
experience. Personnel is highly trained and motivated and there’s in every store an
Hot Line with technicians at the headquarters in Cupertino for difficult situations.
Along with the company’s products there’s a wide offer of third-party accessories
and about 300 software packages. It is possible to buy everything is exposed because
the stores have an inventory of about 300 SKU for every item. The stores collaborate
with the resellers for raising the experience levels, and provides data,
recommendations and consults to other dealers.
Apple: Convey the value
b)Convey the value
In the shops every product is exposed and fully operational and often the same
product is shown operating in different situations (for example imaging, music, etc.).
People walk in and browse through the store, trying the products and experience a
warm environment. The stores match very well with the “hit product” strategy
because they drive a lot of traffic. After Apple has presented in a spectacular show
some new trendy product people want to see it, feel it, and touch it. The stores helps
to convey the value. This has had also a positive impact on the brand because gave
an appropriate frame for the purchasing process of their devices.
In the shops every product is exposed and fully operational and often the same
product is shown operating in different situations (for example imaging, music, etc.).
People walk in and browse through the store, trying the products and experience a
warm environment. The stores match very well with the “hit product” strategy
because they drive a lot of traffic. After Apple has presented in a spectacular show
some new trendy product people want to see it, feel it, and touch it. The stores helps
to convey the value. This has had also a positive impact on the brand because gave
an appropriate frame for the purchasing process of their devices.
Apple: Growth
a)Growth
At the time Apple’s market share was just about 5% and this meant that there was
another 95% that could be converted. This means that there’s room for growth. The
stores were designed specifically to drew in people who normally don’t buy Apple
products. The shop locations were choose according to demographic researches and
placed where there was an high density of Mac user but also many Windows users,
with a profile quite close to these of usual Apple customer. The shop were located in
places with an high level of traffic, where people go for shopping and being
entertained and design for catching attention immediately; with this strategy a causal
Windows customer had the occasion of going in a shop while having a walk and see
by himself what does Apple offer. If only 5 out 100 of those who don’t even
considered buying a Mac could be converted, the company’s market share would
nearly double. The “destination-location” option was dropped because a potential
computer buyer who don’t even consider buying a Mac is unlikely to drive 20
minutes just for visiting an Apple Store.
At the time Apple’s market share was just about 5% and this meant that there was
another 95% that could be converted. This means that there’s room for growth. The
stores were designed specifically to drew in people who normally don’t buy Apple
products. The shop locations were choose according to demographic researches and
placed where there was an high density of Mac user but also many Windows users,
with a profile quite close to these of usual Apple customer. The shop were located in
places with an high level of traffic, where people go for shopping and being
entertained and design for catching attention immediately; with this strategy a causal
Windows customer had the occasion of going in a shop while having a walk and see
by himself what does Apple offer. If only 5 out 100 of those who don’t even
considered buying a Mac could be converted, the company’s market share would
nearly double. The “destination-location” option was dropped because a potential
computer buyer who don’t even consider buying a Mac is unlikely to drive 20
minutes just for visiting an Apple Store.
Apple: The Apple retail strategy
5 The Apple retail strategy
In 2001 Steve Jobs announced that were going to open the first store directly owned
and operated by Apple and dedicated exclusively to Mac computer and related
product. This decision raised many perplexities, because at the time most
manufacturer were shutting down their retail operations and focusing on products
(especially Gateway had a very bad and expensive experience in the retail sector).
Apple thought it was the right thing to do essentially for 3 reasons:
a)Growth;
b)Convey the value;
c)Establish gold standard for Apple buying experience;
In 2001 Steve Jobs announced that were going to open the first store directly owned
and operated by Apple and dedicated exclusively to Mac computer and related
product. This decision raised many perplexities, because at the time most
manufacturer were shutting down their retail operations and focusing on products
(especially Gateway had a very bad and expensive experience in the retail sector).
Apple thought it was the right thing to do essentially for 3 reasons:
a)Growth;
b)Convey the value;
c)Establish gold standard for Apple buying experience;
Apple: Some considerations about the distribution policies
4 Some considerations about the distribution policies
Apple adopted a multi-channel distribution approach for mainly three reasons:
1. Reduce pressure from buyers that could negatively affect margin.
2. Have more control in order to ensure a buying experience in line with
products standards of quality.
3. Reach high visibility.
pressure from large retailers and wholesalers. Although the company has a very
strong brand and well differentiated products the retailer has still a lot of power on
exposition, promotion customer service. A selective and differentiated distribution
helps to reduce the bargaining power of buyers.
The On-line shops are useful as a showcase for the company’s product, but it is
mainly used by people who already owns a Mac and that do not need to try the
computer because they already know how it works. They are more attracted by the
possible customization and by the wide selection of peripherals and accessories that
the website offers. For example it is possible to choose some components of a PC
and have a personalized write engraved on the back of an iPod and ask for a gift box;
moreover only through the On-line store it is possible to redeem gift voucher. At
their heart, the On-line shops are more a service to its customer, than a competitor to
large e-commerce website, like Amazon and eBay, which have a pricing strategy far
more aggressive.
Although having being pretty selective in the past, today Apple is far more open to
large mass retailer than it was in the ‘80s, when only authorized dealers were allowed
to sell their product. It was decided to jump in for taking advantage of the large
amount of traffic generated by large retailers. Since 95% of those who are going to
buy a computer didn’t even consider a Mac a presence in the place where most
people buy electronic was essential. However this strategy presented more than a
challenge.
Big retailers are used to deal with big OEMs don’t have the will and the capacity of
providing a comfortable buying environment. Mac were stored on the shelves with
other computers and the small range of products (3 desktops and 2 notebooks) almost
disappeared within the vast assortment of big shops. They were not getting the
exposure they needed and the low knowledge level was a barrier for those curious
the try the machines. In 2000 Apple realized that retailers were damaging the
relationship with its customers, at a time when the company was being heavily
pressured by Dell’s direct distribution model. Not only: this dramatically reduced the
possibilities for a significant user base expansion, since it was not possible to explain
the possibilities of a Mac to customers used to see Apple as a something exotic,
aimed mostly for computer geeks. Dell had a much better control of its relationship
with customers and Apple had to take countermeasures.
Apple adopted a multi-channel distribution approach for mainly three reasons:
1. Reduce pressure from buyers that could negatively affect margin.
2. Have more control in order to ensure a buying experience in line with
products standards of quality.
3. Reach high visibility.
4-1 Competitive pressure.
As many computer and consumer electronics manufacture Apple is exposed to heavypressure from large retailers and wholesalers. Although the company has a very
strong brand and well differentiated products the retailer has still a lot of power on
exposition, promotion customer service. A selective and differentiated distribution
helps to reduce the bargaining power of buyers.
The On-line shops are useful as a showcase for the company’s product, but it is
mainly used by people who already owns a Mac and that do not need to try the
computer because they already know how it works. They are more attracted by the
possible customization and by the wide selection of peripherals and accessories that
the website offers. For example it is possible to choose some components of a PC
and have a personalized write engraved on the back of an iPod and ask for a gift box;
moreover only through the On-line store it is possible to redeem gift voucher. At
their heart, the On-line shops are more a service to its customer, than a competitor to
large e-commerce website, like Amazon and eBay, which have a pricing strategy far
more aggressive.
Although having being pretty selective in the past, today Apple is far more open to
large mass retailer than it was in the ‘80s, when only authorized dealers were allowed
to sell their product. It was decided to jump in for taking advantage of the large
amount of traffic generated by large retailers. Since 95% of those who are going to
buy a computer didn’t even consider a Mac a presence in the place where most
people buy electronic was essential. However this strategy presented more than a
challenge.
Big retailers are used to deal with big OEMs don’t have the will and the capacity of
providing a comfortable buying environment. Mac were stored on the shelves with
other computers and the small range of products (3 desktops and 2 notebooks) almost
disappeared within the vast assortment of big shops. They were not getting theexposure they needed and the low knowledge level was a barrier for those curious
the try the machines. In 2000 Apple realized that retailers were damaging the
relationship with its customers, at a time when the company was being heavily
pressured by Dell’s direct distribution model. Not only: this dramatically reduced the
possibilities for a significant user base expansion, since it was not possible to explain
the possibilities of a Mac to customers used to see Apple as a something exotic,
aimed mostly for computer geeks. Dell had a much better control of its relationship
with customers and Apple had to take countermeasures.
Apple: An overview on the company’s distribution strategies
3 An overview on the company’s distribution strategies
Apple sells its products worldwide through its on-line stores, its retail stores, its
direct sales force and third-party wholesalers, and value added resellers. Historically
the company was used to rely on a network of authorized dealers that served both
consumer and business customers and that provided customer care as well. They
tried to make sure that resellers were highly committed, well trained and focused on
sale. They wanted to provide an high quality service and were always very selective
and avoided mass market retailer, like Wal-Mart and Target.
During the ‘90s Apple begun to sell also through large retail chains and reached
agreements with Sears and CompUSA, two large outlet chains. There was the need to
get an higher visibility and the success of products like iPod, suggested a more mass
oriented approach. However the exposure they got was low and the service level
terrible. Moreover, staff in the outlet had an incentive to steer customers towards
Toshiba and HP products because these companies adopted a very aggressive
incentive strategy and paid a large bonus for every PC sold.
Apple decided to try with store-within-store concept. They built dedicated stands
within shops, with large posters, marketing materials and displayed computers that
were served by retailer’s staff. It didn’t work. Once again the salesmen were not
trained, nor motivated and Apple’s small product range didn’t received enough
exposure. When the company decided to use its own staff things improved
dramatically.
3-1 Distribution strategy
In 1997 Apple ventured in a completely new field: on-line sales. It was the first time
Apple sold directly to its customers. The On-line store offered the full product range,
with a vast choice of third party accessories and built-to-order capabilities, following
the path first pioneered by Dell. The good implementation and customization
capabilities determined its success.
The great response from well tailored sale services pushed Apple to take one the
biggest bet of its history: the decision to enter the retail business.
In 2000 were unveiled plans to build a chain of Directly Operated Stores, under the
supervision of Ron Johnson, a former vice-president of retail at Target and a veteran
in the retail industry. The first shop was opened May 19, 2001 in Virginia and
nowadays 230 shops are operative and in 2007 about 20% of global sales were
generated through DOSs.
In 2004 the whole distribution was restructured: the authorized dealers, known as
Apple Center or Apple Dealer become Apple Premium Reseller, a customized shop
highly committed to sell Apple products owned and operated under license by third
party operators; sales agreement with CompUSA were scrapped and a new
agreement with Best Buy was done that will lead to the creation of dedicated spaces
with 200 shops; agreements with Sears were renegotiated and Mac sales were
allowed only in selected spaces in shop with high affluence volume. At the same
time iPods, peripherals and accessories were distributed to wide variety of shops,
from small corner store, to music shops, to big brick-and-mortar supermarkets. For
the latest product entered in the catalogue, the iPhone, Apple signed exclusive
agreements with leading carriers in every country served and the device is sold
exclusively through the retail network of the phone operator.
Points of sale not directly operated by Apple are sourced through third party
wholesalers but it is possible, for any computer dealer who buys more than $2
million worth of Apple product a year, to buy equipment directly from Apple, rather
than through a distributor. This strategy was devised in order to reduce the markup
added by distributors: Apple applies a 3% discount for dealers who choose to buy
products directly from the manufacturer.
Apple sells its products worldwide through its on-line stores, its retail stores, its
direct sales force and third-party wholesalers, and value added resellers. Historically
the company was used to rely on a network of authorized dealers that served both
consumer and business customers and that provided customer care as well. They
tried to make sure that resellers were highly committed, well trained and focused on
sale. They wanted to provide an high quality service and were always very selective
and avoided mass market retailer, like Wal-Mart and Target.
During the ‘90s Apple begun to sell also through large retail chains and reached
agreements with Sears and CompUSA, two large outlet chains. There was the need to
get an higher visibility and the success of products like iPod, suggested a more mass
oriented approach. However the exposure they got was low and the service level
terrible. Moreover, staff in the outlet had an incentive to steer customers towards
Toshiba and HP products because these companies adopted a very aggressive
incentive strategy and paid a large bonus for every PC sold.
Apple decided to try with store-within-store concept. They built dedicated stands
within shops, with large posters, marketing materials and displayed computers that
were served by retailer’s staff. It didn’t work. Once again the salesmen were not
trained, nor motivated and Apple’s small product range didn’t received enough
exposure. When the company decided to use its own staff things improved
dramatically.
3-1 Distribution strategyApple sold directly to its customers. The On-line store offered the full product range,
with a vast choice of third party accessories and built-to-order capabilities, following
the path first pioneered by Dell. The good implementation and customization
capabilities determined its success.
The great response from well tailored sale services pushed Apple to take one the
biggest bet of its history: the decision to enter the retail business.
In 2000 were unveiled plans to build a chain of Directly Operated Stores, under the
supervision of Ron Johnson, a former vice-president of retail at Target and a veteran
in the retail industry. The first shop was opened May 19, 2001 in Virginia and
nowadays 230 shops are operative and in 2007 about 20% of global sales were
generated through DOSs.
In 2004 the whole distribution was restructured: the authorized dealers, known as
Apple Center or Apple Dealer become Apple Premium Reseller, a customized shop
highly committed to sell Apple products owned and operated under license by third
party operators; sales agreement with CompUSA were scrapped and a new
agreement with Best Buy was done that will lead to the creation of dedicated spaces
with 200 shops; agreements with Sears were renegotiated and Mac sales were
allowed only in selected spaces in shop with high affluence volume. At the same
time iPods, peripherals and accessories were distributed to wide variety of shops,
from small corner store, to music shops, to big brick-and-mortar supermarkets. For
the latest product entered in the catalogue, the iPhone, Apple signed exclusive
agreements with leading carriers in every country served and the device is sold
exclusively through the retail network of the phone operator.
Points of sale not directly operated by Apple are sourced through third party
wholesalers but it is possible, for any computer dealer who buys more than $2
million worth of Apple product a year, to buy equipment directly from Apple, rather
than through a distributor. This strategy was devised in order to reduce the markup
added by distributors: Apple applies a 3% discount for dealers who choose to buy
products directly from the manufacturer.
Apple: Company strategy
2 Company strategy
Apple relies on the unique integration of hardware and software, both developed inhouse,
to deliver the best possible consumer experience. Their devices sports a
unique design and some of them are recognized as icons of contemporary industrial
design. The target is extremely broad and the company has reputation of delivering
exactly what they promised, without fuss.
The product range is narrow and typically Apple chose to bet on few,
groundbreaking, hit products rather than on incremental steps. This strategy has the
advantage of creating a strong differentiation among other computer makers and
generates a lot of buzz around the company’s products, that leads to real brand
substance.
The product roll out process has more in common with the fashion industry, than
with other IT company; new products are unveiled two times every year, during
keynotes held in February and September; the keynotes are more similar to a show,
or to a catwalk, rather than a press conference, since they’re hosted by Steve Jobs
himself in a spectacular frame within the San Francisco’s auditorium.
Historically, Apple had little if none interest in market share; they preferred to sell
high quality product with a pretty good margin to a small group of extremely loyal
customers, rather than exploiting the mass-market with compressed margins.
However the scenario is changing. The pressure on prices is growing as competitors
are closing the gap and the computer hardware is increasingly becoming a
commodity, and thus hard to differentiate; moreover the expenditures for developing
new software products increases dramatically as long as programs becomes more
sophisticated. MacOS X has cost about $1 billion do develop in 2001 and Windows
Vista, released in 2007, required almost $3 billion. To amortize these large
investments over a small user base (Apple sold 9,715 millions of Mac computer,
compared with 140 millions of Windows Vista licenses sold by Microsoft) could
require to charge a premium too large even for Apple’s ultra-loyal customer base.
In order to overcome this limit Apple moved in two directions: tried to expand its PC
market share, with products that could appeal to Windows users and entered the
consumer electronic mass market, thus becoming more an horizontal hardware and
software provider. The two strategy are self supporting: while its customers will be
glad to expand the capabilities of their Mac with portable mp3 players or cell phones,
the company will also be able to exploit the “Halo Effect” generate by iPods and
iPhones.
The achievements of this ambitious results, as we’ll see in this paper, relies heavily
on proper distribution management.
Apple relies on the unique integration of hardware and software, both developed inhouse,
to deliver the best possible consumer experience. Their devices sports a
unique design and some of them are recognized as icons of contemporary industrial
design. The target is extremely broad and the company has reputation of delivering
exactly what they promised, without fuss.
The product range is narrow and typically Apple chose to bet on few,
groundbreaking, hit products rather than on incremental steps. This strategy has the
advantage of creating a strong differentiation among other computer makers and
generates a lot of buzz around the company’s products, that leads to real brand
substance.
The product roll out process has more in common with the fashion industry, than
with other IT company; new products are unveiled two times every year, during
keynotes held in February and September; the keynotes are more similar to a show,
or to a catwalk, rather than a press conference, since they’re hosted by Steve Jobs
himself in a spectacular frame within the San Francisco’s auditorium.
Historically, Apple had little if none interest in market share; they preferred to sell
high quality product with a pretty good margin to a small group of extremely loyal
customers, rather than exploiting the mass-market with compressed margins.
However the scenario is changing. The pressure on prices is growing as competitors
are closing the gap and the computer hardware is increasingly becoming a
commodity, and thus hard to differentiate; moreover the expenditures for developing
new software products increases dramatically as long as programs becomes more
sophisticated. MacOS X has cost about $1 billion do develop in 2001 and Windows
Vista, released in 2007, required almost $3 billion. To amortize these large
investments over a small user base (Apple sold 9,715 millions of Mac computer,
compared with 140 millions of Windows Vista licenses sold by Microsoft) could
require to charge a premium too large even for Apple’s ultra-loyal customer base.
In order to overcome this limit Apple moved in two directions: tried to expand its PC
market share, with products that could appeal to Windows users and entered the
consumer electronic mass market, thus becoming more an horizontal hardware and
software provider. The two strategy are self supporting: while its customers will be
glad to expand the capabilities of their Mac with portable mp3 players or cell phones,
the company will also be able to exploit the “Halo Effect” generate by iPods and
iPhones.
The achievements of this ambitious results, as we’ll see in this paper, relies heavily
on proper distribution management.
Apple: Company background and products
1 Company background and products
Apple Computer, Inc. was founded in 1976 in Cupertino, a small town near San
Francisco, CA by two college students, Steve Jobs and Steven Wozniak. The
company was a pioneer in the computer industry and their Macintosh II computer is
credited as the first modern personal computer. Apple experienced a strong growth
during the ‘80s, however, due to some wrong decisions (mainly a closed architecture
approach to computing) it lost the so-called “War of Desktops”, thus leading to a
long decline that lasted until the late ‘90s, when Jobs stepped back at head of the
company he founded.
During the second Jobs era the company tried to reinvent itself; it renewed
completely its product line and entered new markets following its philosophy of
offering high integration between hardware and software and superior industrial
design.
Nowadays Apple designs and manufactures personal computers, portable digital
music players and mobile communication devices and produces and sells a variety of
related software, services and peripherals. On January 9th, 2007 Steve Jobs
announced during a keynote that Apple would be known from that point on as Apple,
Inc. in order to reflect its commitment to a whole “Digital Lifestyle” range of
products, rather than merely to the PC business.
Apple Computer, Inc. was founded in 1976 in Cupertino, a small town near San
Francisco, CA by two college students, Steve Jobs and Steven Wozniak. The
company was a pioneer in the computer industry and their Macintosh II computer is
credited as the first modern personal computer. Apple experienced a strong growth
during the ‘80s, however, due to some wrong decisions (mainly a closed architecture
approach to computing) it lost the so-called “War of Desktops”, thus leading to a
long decline that lasted until the late ‘90s, when Jobs stepped back at head of the
company he founded.
During the second Jobs era the company tried to reinvent itself; it renewed
completely its product line and entered new markets following its philosophy of
offering high integration between hardware and software and superior industrial
design.
Nowadays Apple designs and manufactures personal computers, portable digital
music players and mobile communication devices and produces and sells a variety of
related software, services and peripherals. On January 9th, 2007 Steve Jobs
announced during a keynote that Apple would be known from that point on as Apple,
Inc. in order to reflect its commitment to a whole “Digital Lifestyle” range of
products, rather than merely to the PC business.
Apple: Summary
Summary
1 Company background and products2 Company strategy
3 An overview on the company’s distribution strategies
4 Some considerations about the distribution policies
5 The Apple retail strategy
a)Growth
b)Convey the value
c)Establish gold standard for Apple buying experience
5.1 Some strategic considerations
6 Conclusions and recommendations
7 Bibliography
Microsoft: Power Point presentation
Salut à tous,
Je viens de passer ma présentation orale sur Microsoft pour mon cours de "distribution policies" à l'université de Kassel en Allemagne.
Je vous poste ici mes slides au cas ou ça servirait à quelqu'un:
Par ailleurs il est vrai que je ne publie plus beaucoup en ce moment la raison est que j'avais pas mal d'examen jusqu'à présent(encore un cet après midi) et que je suis encore tombé malade. La bonne nouvelle c'est que je suis officieusement en vacances dans la soirée et vais être enfin libre pour m'épanouir dans ma thèse. Pour info il faut que j'écrive 80 pages de thèse pour le 28 janvier c'est pour vous dire qu'il va y avoir du contenu sur le site, ne vous inquiétez pas.
A bientôt,
Je viens de passer ma présentation orale sur Microsoft pour mon cours de "distribution policies" à l'université de Kassel en Allemagne.
Je vous poste ici mes slides au cas ou ça servirait à quelqu'un:
Par ailleurs il est vrai que je ne publie plus beaucoup en ce moment la raison est que j'avais pas mal d'examen jusqu'à présent(encore un cet après midi) et que je suis encore tombé malade. La bonne nouvelle c'est que je suis officieusement en vacances dans la soirée et vais être enfin libre pour m'épanouir dans ma thèse. Pour info il faut que j'écrive 80 pages de thèse pour le 28 janvier c'est pour vous dire qu'il va y avoir du contenu sur le site, ne vous inquiétez pas.
A bientôt,
dimanche 23 novembre 2008
OSS for companies: Glossary
Starting the report from the beginning
IV-2 Glossary
Copyleft:It is a legal instrument that requires those who pass on a program to include the rights to use, modify, and redistribute the code; the code and the freedoms become legally inseparable.
Open source: means the source code is available to the users.
Operating system (OS) : is the software that manages the sharing of the resources of a computer and provides programmers with an interface used to access those resources.
Proprietary software: is computer software with restrictions on copying and modifying placed on it by the creator or distributor.
Source code: the intelligible and understandable version by a human being of a computer programme.
Ubuntu/Linux:Ubuntu is in fact a whole operating system Linux for PC. The basic system and all the software which are with it are available freely .A help is available trough the community, or by professional support providers. « Ubuntu » is an old African word which means "humanity by caring about the next generation". Ubuntu also means « I am what I am beacuse of everthing we we are ».
Unix: is a computer operating systyem
OSS for companies: References
IV-ANNEX
IV-1 References:
« Livret du Libre » 2nd edition
« Pouvez-vous faire confiance à votre ordinateur ? » Richard M. Stallman 21th October 2002
« The cathedral and the bazar » Eric Steven Raymond 11/08/1998
"Open Source in the enterprise, new software disrupts the technology stack" Joe McKendrick,Research Analyst,September 2007
"Le Site du zéro" http://www.siteduzero.com/tuto-3-8384-1-mais-c-est-quoi-linux.html#ss_part_1
http://en.wikipedia.org/wiki/Comparison_of_Windows_and_Linux
“Open Source Software: pros and cons” ELAG Workshop #10
http://opensourcecommunity.org
IV-1 References:
« Livret du Libre » 2nd edition
« Pouvez-vous faire confiance à votre ordinateur ? » Richard M. Stallman 21th October 2002
« The cathedral and the bazar » Eric Steven Raymond 11/08/1998
"Open Source in the enterprise, new software disrupts the technology stack" Joe McKendrick,Research Analyst,September 2007
"Le Site du zéro" http://www.siteduzero.com/tuto-3-8384-1-mais-c-est-quoi-linux.html#ss_part_1
http://en.wikipedia.org/wiki/Comparison_of_Windows_and_Linux
“Open Source Software: pros and cons” ELAG Workshop #10
http://opensourcecommunity.org
OSS for companies: Conclusion
III-CONCLUSION
As we saw no one denies it Open Source solutions will grow up in the coming years.
This phenomenon is quite strange because we discovered that Open Source was the beginning of the computer science then come the proprietary software which destroyed everything.
And now we are facing a sluggish reverse effect that we cannot imagine favorable to proprietary software.
However, as I just wrote this wave is sluggish and Open Source is not a revolution.Companies need time...a lot of time. In most cases, fewer than 10 percent of enterprise application portfolios are supported or interact with open-source systems.
It appears that as we could imagine price is the first motivation to acquire Open Source solutions inside a company.
This repoIt shows also that two criticals points are made to Open Source: the security and the support.
On the other hand proprietary software costs in terms of licence,security(viruses) and lock in vendors strategy.
Open Source is not the IT solution for the company this is an alternative which needs to define a specific strategy to integrate it.
OSS for companies: Why people are participating in FOSS communities?
II-6 Why people are participating in FOSS communities?
1st Learn and develop new skills
This is a concept which can be quite strange for someone who has taken the habits of using commercial package.With Open Source solutions you have to understand and try to learn by yourself then if you are really in a mess the community will be here to help you.
A good example of this is when you go on a IT discussion and ask to people to solve your problem directly.Most of the time they don't give you the code or fix your problems they will instead give you some clues to fix it by yourself.
In Open Source there is this philosophy of learning by yourself.The self improvement that we hardly ever find in commercial solution.
2nd Share knowledge and skills
When I began to code in my second year at the university I remember this guy who helps me through the net and explained me how to fix my problem.He corrected all my code.I was in trouble for this code and had to send it in some hours.This guy fixed everything and told me that one day he was in the same situation and someone else did exactly what he was doing now:provide me an emergency solution.
It was great to have this sharing of knowledge with him.
3rd Improve job opportunities
This is a fact which can be proved very easily.The more a technology makes some noise the more you need some people competent in this area.As a matter of facts it creates more and more job opportunities.
4th Derive direct income from this participation
5th Derive indirect income
Such as getting a job unrelated to free software thanks to their previous or current participation in free software developer communities
6th Intellectually stimulating
Computer is a science where it is quite easy to see your progress.When you learn something by yourself and that you can concretly see what you learn this is intellectually stimulating.
I can take for example the case of the French website "Le site du zéro" which give you some material to learn some computer and basic languages such XHTML,PHP,C/C++ and teach you how to use Linux or to set up a website.
When you learn how to make your website step by step it's incredible because you can see your project growing from your first page,first sentence,first picture to how to put your website on Internet.
That kind of experience is intellectually stimulating.
7th Code should be open
This point comes from an ethical point of view which is that: knowledge,culture should have no price.
1st Learn and develop new skills
This is a concept which can be quite strange for someone who has taken the habits of using commercial package.With Open Source solutions you have to understand and try to learn by yourself then if you are really in a mess the community will be here to help you.
A good example of this is when you go on a IT discussion and ask to people to solve your problem directly.Most of the time they don't give you the code or fix your problems they will instead give you some clues to fix it by yourself.
In Open Source there is this philosophy of learning by yourself.The self improvement that we hardly ever find in commercial solution.
2nd Share knowledge and skills
When I began to code in my second year at the university I remember this guy who helps me through the net and explained me how to fix my problem.He corrected all my code.I was in trouble for this code and had to send it in some hours.This guy fixed everything and told me that one day he was in the same situation and someone else did exactly what he was doing now:provide me an emergency solution.
It was great to have this sharing of knowledge with him.
3rd Improve job opportunities
This is a fact which can be proved very easily.The more a technology makes some noise the more you need some people competent in this area.As a matter of facts it creates more and more job opportunities.
4th Derive direct income from this participation
5th Derive indirect income
Such as getting a job unrelated to free software thanks to their previous or current participation in free software developer communities
6th Intellectually stimulating
Computer is a science where it is quite easy to see your progress.When you learn something by yourself and that you can concretly see what you learn this is intellectually stimulating.
I can take for example the case of the French website "Le site du zéro" which give you some material to learn some computer and basic languages such XHTML,PHP,C/C++ and teach you how to use Linux or to set up a website.
When you learn how to make your website step by step it's incredible because you can see your project growing from your first page,first sentence,first picture to how to put your website on Internet.
That kind of experience is intellectually stimulating.
7th Code should be open
This point comes from an ethical point of view which is that: knowledge,culture should have no price.
OSS for companies: Who are the FOSS providers?
II-5 Who are the FOSS providers?
Because a company has to know who provides ICT I choose to develop this point.
FOSS providers can be anyone I mean any business or individual in business.You can find a lot of them through the net.
Because charging you for the software is contrary to the principle of the Open Source they will instead charge you for the support and the maintenance of the system.
OSS for companies: How to migrate to FOSS?
II-4 How to migrate to FOSS?
I found the plan of this part on a PDF file I downloaded on the Internet untitled ELAG Workshop #10“Open Source Software: pros and cons” I modified and far developed it.
Before starting companies should have a clear understanding of the reasons to migrate, and a good knowledge on implementation scenarios;
1st Companies should ensure that there is an active support for the change from IT staff and
users:
Do my IT department is competent for the new tasks I am going to give them?
Do they follow me in my strategy?(this is them before all who are going to install and deal with these new technologies)
Do the users(for example clerks in my company) are ready to get over this step?
2nd Companies should ensure that there is a champion for change - the higher up in the organisation the better it is;
Do I have a manager or a high ranked officer able to change it in the best way?
To sum up these two points: the right question is "Do I have the right guys in my company to do this?"
3rd Build up expertise and relationships with the FOSS movement;
By including FOSS your company will start from scratch in this area and have to integrate some rules such as the community.FOSS is a cultural shock.Your company has to understand how does it works.For example in most of the cases this a relation between a human being to a human being and not a vendor to customer.
To sum up this point: you enter in a new field so be as much inform as you can on it and begin to build your own base of knowledge.
4th Start with non critical systems;
This is what we saw in the first part of the report:43% of large companies run between 1 to 9% of their applications under Open Source solutions.These companies are moving step by step and making their own experience on Open Source.
As a principle of prudence large companies wait to have enough experience with Open Source before to integrate them far deeper.
Small companies have less to risk in this integration this is why 24% of them integrate more than 50% of their open source applications.
5th Ensure that each step in the migration is manageable.
This step is proper to any ICT integration your company has to control all the process of the migration.Managers of ICT have to keep the IT governance and understand what is going on in the migration.
6th Monitor user feedback and fix any problems which arise.
This point is linked to a previous one which is to create your own base of knowledge regarding FOSS.This is usefull when your company needs some support.Support being one of the leakest link of the FOSS.
7th Explain the benefits which your organisation will earn after migration.
This point is linked to the justification of the acquisition of ICT.In the case of FOSS the main benefit that we can see and which is easy to justify is the cost.Now where managers or CEO have to be good at is to prove or acquire the right FOSS solutions which can provide the same or a better quality that the previous solution the company used.
I found the plan of this part on a PDF file I downloaded on the Internet untitled ELAG Workshop #10“Open Source Software: pros and cons” I modified and far developed it.
Before starting companies should have a clear understanding of the reasons to migrate, and a good knowledge on implementation scenarios;
1st Companies should ensure that there is an active support for the change from IT staff and
users:
Do my IT department is competent for the new tasks I am going to give them?
Do they follow me in my strategy?(this is them before all who are going to install and deal with these new technologies)
Do the users(for example clerks in my company) are ready to get over this step?
2nd Companies should ensure that there is a champion for change - the higher up in the organisation the better it is;
Do I have a manager or a high ranked officer able to change it in the best way?
To sum up these two points: the right question is "Do I have the right guys in my company to do this?"
3rd Build up expertise and relationships with the FOSS movement;
By including FOSS your company will start from scratch in this area and have to integrate some rules such as the community.FOSS is a cultural shock.Your company has to understand how does it works.For example in most of the cases this a relation between a human being to a human being and not a vendor to customer.
To sum up this point: you enter in a new field so be as much inform as you can on it and begin to build your own base of knowledge.
4th Start with non critical systems;
This is what we saw in the first part of the report:43% of large companies run between 1 to 9% of their applications under Open Source solutions.These companies are moving step by step and making their own experience on Open Source.
As a principle of prudence large companies wait to have enough experience with Open Source before to integrate them far deeper.
Small companies have less to risk in this integration this is why 24% of them integrate more than 50% of their open source applications.
5th Ensure that each step in the migration is manageable.
This step is proper to any ICT integration your company has to control all the process of the migration.Managers of ICT have to keep the IT governance and understand what is going on in the migration.
6th Monitor user feedback and fix any problems which arise.
This point is linked to a previous one which is to create your own base of knowledge regarding FOSS.This is usefull when your company needs some support.Support being one of the leakest link of the FOSS.
7th Explain the benefits which your organisation will earn after migration.
This point is linked to the justification of the acquisition of ICT.In the case of FOSS the main benefit that we can see and which is easy to justify is the cost.Now where managers or CEO have to be good at is to prove or acquire the right FOSS solutions which can provide the same or a better quality that the previous solution the company used.
OSS for companies: Pros and cons of adopting Open Sources for your company
II-3 Pros and cons of adopting Open Sources for your company
| Pros | Cons |
| Customization - Ability to rewrite, customize, or adapt code.Fundamental control and flexibility advantages, the users can modify and maintain the software. | Choice of programs – the range of FOSS programs are less developed than commercial ones.Specific necessary software isn't mature. |
| Security - FOSS products at least provide users with the option of detailed review of the source code, and to fix problems themselves without waiting for the vendor. | Security - Here is the main reproach done to Open Source solution.Everyone can see how your software has been made.This is the biggest brake among large companies.You expect the code to be trustfull but if it is not? |
| Localization - FOSS can be trivially localized, a critical advantage where there are languages with a smaller number of speakers. | Localization - Commercial products are developed faster. |
| Cost – FOSS costs nothing in terms of acquiring the software.It can be obtained through direct downloading on internet.The cost is the main reason of the attractiveness. | Cost – Huge hidden costs in terms of personnel costs for installation,training and maintenance( recruiting appropriate skills) |
| Support -The FOSS community provides an extremely efficient learning environment, and a huge source of help information | Support -
-Lack of large companies offering enterprise-level solutions,support and training on FOSS prevent its adoption by large companies.For example less chance to get a 24x7 support.
-To get support you need to understand the culture of FOSS and the tacit rules of the community.
-Enterprise support not as robust as commercial packages |
| Freedom from vendor lock in: Imagine that your IT provider goes away.who can support and maintain the software he made for you?...no one because the source code is hidden. An open source code will solve this lock in situation.With OpenSource solutions you are then independant from your IT provider. | Communication - Commercial vendors are the main supporters of the library meetings, workshops, conferences. |
|
| Copy – For example your competitor can make an exact copy of the software or website you developed.Your competitors see the work you make on IT. |
OSS for companies: Linux versus Windows
II-2.2.3-Linux versus Windows
"Historically, Windows has tended to dominate in the desktop and personal computer markets (about 90% of the desktop market share), and Linux has achieved between 50─80% market share of the web-server, render farm and supercomputer markets .They differ in philosophy, cost, ease of use, versatility, and stability, with each seeking to improve in their perceived weak areas. " extract from Wikipedia
Here are some areas we should focus our analysis on:
-philosophy
-cost
-ease of use
-stability
-installation
-security.
For this part I could have made a copy of the very detailed analysis provided by Wikipedia on http://en.wikipedia.org/wiki/Comparison_of_Windows_and_Linux but I think everything could be easier if I made a simpliest one:
"Historically, Windows has tended to dominate in the desktop and personal computer markets (about 90% of the desktop market share), and Linux has achieved between 50─80% market share of the web-server, render farm and supercomputer markets .They differ in philosophy, cost, ease of use, versatility, and stability, with each seeking to improve in their perceived weak areas. " extract from Wikipedia
Here are some areas we should focus our analysis on:
-philosophy
-cost
-ease of use
-stability
-installation
-security.
For this part I could have made a copy of the very detailed analysis provided by Wikipedia on http://en.wikipedia.org/wiki/Comparison_of_Windows_and_Linux but I think everything could be easier if I made a simpliest one:
|
| Windows | Linux |
| Installation | Within one hour you can install Windows XP on your PC | After two days of trying I am still fighting for the installation of Ubuntu/Linux which has the reputation to be the easiest version to install.I am scared to death that I will have to throw away my PC in case of a bad installation. |
| Philosophy | Proprietary software.This software belongs to you and only you.You have the right to expect from this software the best it should provide you. It is forbidden to copy,modify and redistribute it. | Open Source software.This software is the result of volunteering as a result you have to understand that people who made it are not on your order and that one day you should have to contribute to the community or at least to consider them. |
| Cost | Family edition of Win XP:139€ | Free |
| Ease of use | Because Windows is pre installed on almost all the computers sold in the world it is to my point of view the most easiest OS. | It has the reputation to be very technical even if they try to simplify it as much as they can.This is why most of the companies are reluctant to use it. |
| Stability | Windows is based on MS DOS which has the reputation of being less stable than Unix.It means that there is more chance that your system crash under Windows than on Linux. | Linux is based on Unix. Mac OS is also based on Unix |
| Security | A lot of viruses detected which caused some serious damages | Few viruses detected and none serious attack detected |
| Support | Based on companies.You have to expect that they can solve your problem. | Mainly based on a community.You hope that they can solve your problem or give you the key to solve it by yourself. |
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