FOR site Odyssey: Pepsi to Apple pdf free - raudone.info Odyssey: Pepsi to Apple is an autobiography by John Sculley, former Apple CEO, and John A. The chairman and CEO of Apple Computer, with the aid of a Business Week editor, vividly describes how, after working as an executive for Pepsi-Cola. odyssey pepsi to apple a journey of adventure ideas and the future pdf file uploaded by edgar wallace pdf guide id new book finder. odyssey.
|Language:||English, Indonesian, Portuguese|
|Genre:||Politics & Laws|
|ePub File Size:||28.64 MB|
|PDF File Size:||8.33 MB|
|Distribution:||Free* [*Registration needed]|
In Odyssey, Sculley describes his time as CEO of PepsiCo and Apple during the late s and early 80s. The epilogue of the book is dedicated to describing. Download link: ODYSSEY: PEPSI TO APPLE. Description read more ( the scene with the young boy is in Section 4 of the book). odyssey pepsi to apple a journey of adventure ideas and. by john sculley, john a. byrne download full version of this book download full pdf version of this.
But he would give a cold stare and refuse to shift his laserlike focus until he was ready. Near the end of his life, Jobs was visited at home by Larry Page, who was about to resume control of Google, the company he had cofounded. Even though their companies were feuding, Jobs was willing to give some advice. Figure out what Google wants to be when it grows up, he told Page.
What are the five products you want to focus on?
To see what that means, compare any Apple software with, say, Microsoft Word, which keeps getting uglier and more cluttered with nonintuitive navigational ribbons and intrusive features. Jobs learned to admire simplicity when he was working the night shift at Atari as a college dropout. Insert quarter. Avoid Klingons.
Hovey complied. Jobs aimed for the simplicity that comes from conquering, rather than merely ignoring, complexity. Achieving this depth of simplicity, he realized, would produce a machine that felt as if it deferred to users in a friendly way, rather than challenging them.
They knew that simplicity is not merely a minimalist style or the removal of clutter.
In order to eliminate screws, buttons, or excess navigational screens, it was necessary to understand profoundly the role each element played. He insisted on being able to get to whatever he wanted in three clicks. One navigation screen, for example, asked users whether they wanted to search by song, album, or artist. At first the team members were taken aback, but then they realized the button was unnecessary. Likewise, when Jobs was shown a cluttered set of proposed navigation screens for iDVD, which allowed users to burn video onto a disk, he jumped up and drew a simple rectangle on a whiteboard.
You drag your video into the window. In portable music players and ways to acquire songs online fit that description, leading to the iPod and the iTunes Store. Mobile phones were next. Jobs would grab a phone at a meeting and rant correctly that nobody could possibly figure out how to navigate half the features, including the address book. At the end of his career he was setting his sights on the television industry, which had made it almost impossible for people to click on a simple device to watch what they wanted when they wanted.
Take Responsibility End to End Jobs knew that the best way to achieve simplicity was to make sure that hardware, software, and peripheral devices were seamlessly integrated. An Apple ecosystem—an iPod connected to a Mac with iTunes software, for example—allowed devices to be simpler, syncing to be smoother, and glitches to be rarer.
The more complex tasks, such as making new playlists, could be done on the computer, allowing the iPod to have fewer functions and buttons. Jobs and Apple took end-to-end responsibility for the user experience—something too few companies do. From the performance of the ARM microprocessor in the iPhone to the act of downloading that phone in an Apple Store, every aspect of the customer experience was tightly linked together.
Both Microsoft in the s and Google in the past few years have taken a more open approach that allows their operating systems and software to be used by various hardware manufacturers. That has sometimes proved the better business model.
But Jobs fervently believed that it was a recipe for to use his technical term crappier products. But it was also driven by his passion for perfection and making elegant products.
It was an approach that did not always maximize short-term profits, but in a world filled with junky devices, inscrutable error messages, and annoying interfaces, it led to astonishing products marked by delightful user experiences. Being in the Apple ecosystem could be as sublime as walking in one of the Zen gardens of Kyoto that Jobs loved, and neither experience was created by worshipping at the altar of openness or by letting a thousand flowers bloom.
When Behind, Leapfrog The mark of an innovative company is not only that it comes up with new ideas first. It also knows how to leapfrog when it finds itself behind.
That happened when Jobs built the original iMac. People with PCs were downloading and swapping music and then ripping and burning their own CDs. The result was the combination of iTunes, the iTunes Store, and the iPod, which allowed users to download, share, manage, store, and play music better than they could with any other devices. After the iPod became a huge success, Jobs spent little time relishing it.
Instead he began to worry about what might endanger it.
ISBN 0006372848 – ODYSSEY: PEPSI TO APPLE pdf ePub
One possibility was that mobile phone makers would start adding music players to their handsets. So he cannibalized iPod sales by creating the iPhone. And in the long run he got the balance right: Focus on making the product great and the profits will follow. John Sculley, who ran Apple from to , was a marketing and sales executive from Pepsi.
ISBN 0006372848 – ODYSSEY: PEPSI TO APPLE pdf ePub
He focused more on profit maximization than on product design after Jobs left, and Apple gradually declined. It happened at Apple when Sculley came in, which was my fault, and it happened when Ballmer took over at Microsoft. Everything else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products.
But the products, not the profits, were the motivation. Sculley flipped these priorities to where the goal was to make money. Instead of relying on market research, he honed his version of empathy—an intimate intuition about the desires of his customers.
He developed his appreciation for intuition—feelings that are based on accumulated experiential wisdom—while he was studying Buddhism in India as a college dropout. He made products that he and his friends wanted. For example, there were many portable music players around in , but Jobs felt they were all lame, and as a music fanatic he wanted a simple device that would allow him to carry a thousand songs in his pocket.
An early example was when Jobs was on the night shift at Atari and pushed Steve Wozniak to create a game called Breakout. Woz said it would take months, but Jobs stared at him and insisted he could do it in four days. Woz knew that was impossible, but he ended up doing it. Those who did not know Jobs interpreted the Reality Distortion Field as a euphemism for bullying and lying.
But those who worked with him admitted that the trait, infuriating as it might be, led them to perform extraordinary feats. Kenyon allowed that he probably could. Jobs went to a whiteboard and showed that if five million people were using the Mac and it took 10 seconds extra to turn it on every day, that added up to million or so hours a year—the equivalent of at least lifetimes a year. After a few weeks Kenyon had the machine booting up 28 seconds faster.
When Jobs was designing the iPhone, he decided that he wanted its face to be a tough, scratchproof glass, rather than plastic.
He stared unblinking at Weeks. You can do it.
He knew that people form an opinion about a product or a company on the basis of how it is presented and packaged. When he was getting ready to ship the Macintosh in , he obsessed over the colors and design of the box. Similarly, he personally spent time designing and redesigning the jewellike boxes that cradle the iPod and the iPhone and listed himself on the patents for them.
He and Ive believed that unpacking was a ritual like theater and heralded the glory of the product. For example, when he was creating the new and playful iMac, after his return to Apple, he was shown a design by Ive that had a little recessed handle nestled in the top.
It was more semiotic than useful.
This was a desktop computer. Not many people were really going to carry it around.
But Jobs and Ive realized that a lot of people were still intimidated by computers. The handle signaled permission to touch the iMac. That happened even with the movie Toy Story. After Jeff Katzenberg and the team at Disney, which had bought the rights to the movie, pushed the Pixar team to make it edgier and darker, Jobs and the director, John Lasseter, finally stopped production and rewrote the story to make it friendlier. The same was true for the iPhone. So there is an interesting example how brand repositioning helps in recovering and growth of the product.
So taking the first move advantage Coke is able to place itself as the all American choice. So Pepsi after started targeted marketing.
In this period Pepsi outflank coke to survive. In early s Pepsi introduced the Pepsi challenge marketing campaign where PepsiCo set up a blind tasting between Pepsi-cola and Coca-cola. In this Pepsi started direct road show taste competition in which two glass of soft drink one is Pepsi and another is Coke is given to person not known by him which glass contain which soft drink and after tasting both the glasses they ask which soft drink is having better taste.
PepsiCo took this a great advantage of the campaign with television commercial reporting the test results to the public. So through this competition Pepsi is able to position itself in the mind of customer that Pepsi have better the taste than coke.
Coca cola follows Push Strategy to advertise and sell their product in the market. Coca cola usually giving higher discount to the retailer fills their selves space with their product and when the consumer see only coca cola in the market they are forced to download there product only.
In India both Coca-cola and PepsiCo have shown the door to older celebrity endorsers and are betting big on emerging stars. PepsiCo signed Asin of Ghajini fame to take war to orange flavor category. PepsiCo has also signed on Telegu movie actor Ram charanteja as part of its youngistaan campaign to endorse Pepsi in Andhra Pradesh.
Coca cola try to positions themselves as the happiness bringing drink and drink for every community as visible from above advertisement.
As this is well judged by their advertisement and their slogans. Coca cola, on the other hand identified the southern market as a great testing ground for its new brands, so much so that both its pulpy orange drink, minute maid and Fanta apple were first launched, marketed and advertised them before a pan India roll-out and a national campaign.
The advertisement of both the soft drink positions them in mind of consumer as the strong soft drink. Thums up campaign, however, has been led by Akshaykumar with his gravity defying stunts in the forefront. So it is launched as the sports drink and it is also very much successful. Its promotion is largely restricted to the sporting arena as to position it as sports drink.
These drinks come under the category of juices so these drink basically launched to transfer the consumer, which drink juices to Tropicana and Minute maid. In the advertisement also they take lady personality for the promotion of these product so that the product make a space in lady sector.
Top Podcasts In Society & Culture
Then coke figured out that it could position the tab or dramatized the difference by surrounding the bathing beauty with empty tab bottles. Armed with that insight, coke flooded the try screen with ads and backed them up in stores with display, signs and samples and after that it was a tremendous success. So until you are not able to correctly position your product in consumer mind it is impossible to get the success. If you are able to position your product in the right space you will get the rocking results.
There is the interesting case regarding positioning that how a local soft drink company through appropriate positioning able to beat the international soft drink companies Coke and Pepsi. Mecca cola is local soft drink company of Saudi Arabia. When coke and Pepsi enter in the market of Saudi Arabia they starts gaining the major share of the market and the share of Mecca cola starts declinig.
So to maintain its market Mecca cola starts positioning itself as the Muslim soft drink and coke, Pepsi as the American soft drink. After that putted emphasis that America is enemy of Muslim so coca and Pepsi are their enemy too. Mecca cola also starts giving some percentage of profit to organization which are fighting for the rights of Muslim.
So in this way Mecca cola is been able to position itself as the soft drink of Muslim and after that the market share of Mecca cola increased in dramatic way and Pepsi and coke are out of the Saudi Arabia market. This practical example shows that if you are able to position yourself in the important space of consumer mind you will dominate the market. Investment is going into out of home advertising, point-of-sale promotion and emerging media like radio and Internet.
The choice of movie theater is because in movie theaters there are very less thing to distract mind of the person.
Pepsi is also now advertise their product with snacks like sandwich, south Indian food etc so that when the consumer ask or eat that snack the picture of Pepsi come to their mind and they will ask for the Pepsi.
This is know as Sub-minimal effect in which consumer did not get the idea how advertisement is influencing them.Sure, it was great to make a profit, because that was what allowed you to make great products. They decided that the bottom edge should be slightly rounded, so that a user would feel comfortable just snatching it up rather than lifting it carefully.
Walmart Logo Evolution. This is not the first time that Cook has served as Apple CEO, having stepped into the breach during recent times that Steve Jobs has taken medical leave.
- BRUCE SCHNEIER APPLIED CRYPTOGRAPHY SECOND EDITION PDF
- MICROECONOMICS THEORY AND APPLICATIONS BY DWIVEDI FREE EPUB DOWNLOAD
- LINEAR ALGEBRA AND ITS APPLICATIONS LAY PDF
- APPLIED MEDICAL IMAGE PROCESSING A BASIC COURSE PDF
- GOOGLE APP ENGINE JAVA AND GWT APPLICATION DEVELOPMENT PDF
- APPLIED CORPORATE FINANCE ASWATH DAMODARAN PDF
- PROCESS CONTROL CONCEPTS DYNAMICS AND APPLICATIONS PDF
- YOU CAN WIN BOOK PDF FILE
- PHOTOSHOP NOTES IN MARATHI PDF
- GOKAKU DEKIRU N3 PDF
- VASTAV RAMAYAN EBOOK DOWNLOAD
- HISTORIA DA ARTE GRACA PROENCA PDF
- COARTACION DE LA AORTA PDF
- NEBOSH STUDY BOOK PDF