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Apple vs Amazon SM I

Apple vs Amazon SM I

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Published by: Sajjid Akram Kashmiri on Nov 18, 2012
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 Q no 1 who will win the battle amazon or apple and why?what do you think ?Q no 2 what strategies anazon is using now for its customers?The Next Big Tech Battle Could Be Apple Versus Amazon
Owen Thomas| Aug. 27, 2012, 3:42 PM | 5,292 |11
Steve Kovach, Business InsiderIs Jeff Bezos Tim Cook's next target? Bolstered by a huge victory in its patent-infringement case againstSamsung, where could Apple turn next? To the north, in Seattle, there's a juicy target:
com.Amazon is widely expected to introduce new mobile devices next month
possibly a smartphone butalmost certainly new Kindle tablet that compete with the iPad. Either way, Apple's not going to like that.Far more broadly, Amazon and Apple have been on a collision course in digital media and e-commercefor years.Apple and Amazon sell music. Apple and Amazon sell movies. Apple and Amazon sell e-books. AndApple and Amazon both sell tablets, the iPad and the Kindle families, designed to consume the mediathey sell.The companies weren't always on unfriendly terms. In 2000, Apple and Amazon struck a patent cross-licensing agreement that covered Amazon's famous 1-Click checkout. And in the ensuing years, thecompanies have not publicly engaged in any notable patent battles, suggesting that the companies' dealmay provide for an ongoing patent ceasefire.We asked Apple and Amazon for comment on this story. Amazon declined to comment and Apple didn'trespond to our request. But even in that press release announcing its 1-Click deal, Apple was touting itsown innovations. It noted that one-click downloading of digital software was an "industry first."In the years since, Apple has been building up a formidable patent library in digital media. Patrice Gautier,an Apple engineering vice president, in charge of iTunes Store and iCloud, has his name on a dozenpatents, most related to downloading and purchasing digital media, and 30 pending applications.In May, patents expert Florian Mueller speculated that Amazon could be a "logical" target for some ofApple's tablet-related patents. Amazon has been busy, too. In 2010, it signed a cross-licensingagreement with Microsoft to cover a variety of patents. And recently, it's been recruiting intellectual-property experts to build up its portfolio. Apple and Amazon have been tussling in court over the term"app store" after Amazon launched its Android Appstore in March 2011. Apple believes it's a protectedtrademark. Amazon says it's a generic term.Meanwhile, Apple has been making quiet moves into e-commerce, , noting the 400 million users haveregistered credit cards to their iTunes accounts, more than double the number of active Amazon
accounts. Its new mobile operating system, iOS 6, has a Passbook feature for coupons and tickets whichmany believe is its first step into offering a digital wallet.If Apple and Amazon go to war, the dispute could blow away Apple v. Samsung, covering smartphones,tablets, e-commerce, and digital payments. The question of just how explosive it could get depends onthe details of the agreement Amazon and Apple struck way back in 2000.Get ready, because Apple and Amazon are already girded for battleRead more:http://www.businessinsider.com/apple-amazon-e-commerce-battle-2012-8#ixzz28pW9gCiM
Amazon vs. Apple: Competing EcosystemStrategies
by Ron Adner | 11:59 AM March 19, 2012 HBR Blog
The most viable rival to Apple's iPad isn't produced by a traditional hardware firm.Samsung, Motorola, Toshiba, HP, RIM and HTC have hardly made a dent in Apple'sdominance. Remarkably, the leading challenger is online retailer Amazon, with itsKindle Fire tablet.The innovation game is changing. Delivering great products is no longer sufficient forsuccess. And as the Fire's limited memory, ho-hum processor, and and lack of camerademonstrate, great products may not even be necessary. Rather, what matters isdelivering great solutions.This shift from products to solutions matters to everyone. In industries ranging fromconsumer electronics to construction and from media to mining, the firms seizing thelead are those that can best align ecosystems of offers and partners.In the past, product-focused success depended on exploiting capabilities
in branding,manufacturing, distribution, etc.
to deliver the best product. In contrast, today'schampions focus on carrying over relationships
with both consumers and partners
 to deliver the best experience.For example, when Apple expanded from music players to phones, it carried over to theiPhone not just the technology and software that powered the iPod but also users' entiremusic collections and its music store's entire supplier base. This was not about creatingswitching costs (iPod users could continue to listen to their iPod while using Nokiaphones). Rather, it was about leveraging existing relationships to create enhancedoffers (by porting over your iTunes collection, Apple made the iPhone more valuable to
you). By carrying over elements from the iPod ecosystem, Apple gave the iPhone arunning start.In the rush to match the pieces, most of Apple's rivals have missed the criticalconnections that draw the entire ecosystem together into a coherent whole.The big exception is Amazon, With the Kindle Fire, which was introduced last year, it ispressing forward with a full-fledged ecosystem strategy. It is pairing substantialcarryover (the entire range of its ebook activities coupled with current users' ebooklibraries) with substantial investment. Amazon is sacrificing hardware margins toposition the Fire as a low-priced tablet and is subsidizing the participation of bookpublishers and movie studios in order to allow its core Amazon Prime customers toaccess books and videos with the device.It pursued this very same course with great success when it launched the original Kindlein 2007. The big difference is that the eReader market of 2007 was an open field; thetablet market of 2011 had a dominant giant. Jump-starting a competitive valueproposition this time around required a significantly larger ecosystem footprint and, asAmazon's investors know all to well, a significantly larger investment.Amazon is differentiating itself from Apple in terms of both its footprint and its profitmodel. Apple captures the bulk of its profits the moment an iPad is sold, while itspartners capture value over time as users consume services. In contrast, Amazon'sprofits accrue over the lifetime of the customer with every on-platform purchase In thisregard, Amazon's incentives seem more aligned with those of its media partners ("wewin together over time") than Apple's with its partners ("I win first; you later...maybe").Aligning, enticing, and
subsidizing partners are the new ante in theecosystem game. Amazon and Apple will go down as case studies in alternativestrategies for succeeding in ecosystems. Their product-focused rivals will illustrate whatit means to be "stuck in the middle." More blog posts by Ron Adner 
Apple-Amazon War Heats Up
Tech Giants Scramble to Take Rival Ground in Phones,Tablets and Apps
July 2012
The long-simmering war betweenAmazon.comInc.AMZN -2.90%andAppleInc.AAPL -0.52%is starting to boil over.The long-simmering war between Apple and Amazon is starting to boil over, as Amazon tests a newsmartphone to compete with the iPhone. Jessica Vascellaro reports on digits.

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