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Want a winning company? Think Apple, think Disney, think Google

Tuesday, February 21st, 2012

Apple

Apple and other high growth companies share five key behaviors.

Every day millions of Americans arrive at work filled with low-level dread and resignation. Since the recession hit (or perhaps before), they’ve been overloaded, overstressed, and overwhelmed.

The typical workday is a marathon of rushing from one task after another, with few breaks between these bursts of effort, and even fewer words of thanks from equally frantic managers and coworkers.

By the time they drag themselves to the finish line at 5:00 (or 6 or 7 or even later), they’re completely drained and wondering how they’ll ever do it all again tomorrow.

Yes, says Mohan Nair, too many employees these days are running on empty—and no matter how great their work ethic or their fear of unemployment, at some point the pace becomes unsustainable.

The problem is not that employees don’t want to work hard,” says Nair, author ofStrategic Business Transformation: The 7 Deadly Sins to Overcome (Wiley, 2011, ISBN: 978-0-470-63222-2, $49.95).

“It’s that they have nothing to believe in. When people are motivated by a cause, they’ll work without stopping and without loss of energy. Their dedication to the cause will fuel them. The problem is too many companies aren’t animated by a cause at all—and their employees just live for the end of the day and for Friday.”

You might call Nair a “cause evangelist.” He is a fervent believer in the power of, well, believing in something. He insists that if your company isn’t giving employees a cause—if the organization exists solely to create revenue, in other words—they won’t be partners. They’ll be foot soldiers. And when you fail to meet your employees’ needs, they’ll fail to meet you.

Giving employees a “power source”—which Nair defines as servant leadership, cause-focused strategies, and authenticity—is a crucial part of the message laid out inStrategic Business Transformation.

That cause, which bears little resemblance to the corporate-speak mumbo-jumbo in the typical mission statement, should spark enthusiasm in consumers and dedication in employees. It should be an inspiring ideology that is intrinsically linked to the company’s value proposition and competency.

Think Apple. Think Disney. Think Google.

It’s this cause—this ideology—that powers strategic business transformation. And because our world is changing so rapidly, businesses have to transform themselves over and over again in order to keep up or lead markets.

“It used to be that markets reformed every several years with new ideas on what customers are interested in,” notes Nair.

“But now markets and customers are transforming because they encounter more unknown unknowns, those changes that they never anticipated and started to notice only after they happened. Companies that want to survive and grow must find the insight to know what their customers value and are willing to pay for continuously.

“Winning companies transform themselves in order to transform the customers they serve,” he adds. “They don’t manipulate markets nor do they just add another feature or capability to their arsenal. In fact, they don’t think of their capabilities as arsenals because they don’t see battles; they see opportunities to transform, not destroy.”

If you’re ready to transform into an innovative, cause-driven, employee-and-customer-inspiring organization, Nair says there are seven sins waiting to trip you up. 

See: The Seven sins of business transformation.

 

Tax, travel and career sites saw traffic jump in January

Monday, February 20th, 2012

comScoreTax sites rapidly grew in January as millions of Americans looked to begin preparing to file, according to comScore, the digital measurement firm. Many Americans also booked travel to escape the winter doldrums, while others resolved to begin the new year by researching new careers and education programs.

“In January, the average U.S. Internet user spent a record 36 hours online, reflecting the growing importance of digital media to Americans’ daily lives,” said Jeff Hackett, executive vice president of comScore.

“Among the biggest category gainers in this heavy month of Internet usage were Travel and Career sites, which posted double-digit gains, and of course Tax sites as the non-procrastinators among us decided to get an early jump on getting their refunds.”

Winter Blues Melt at Travel Sites
Several Travel subcategories were among the top-gainers in January, including Transaction sites which grew 28 percent to 3.7 million visitors. TravelPN.com led the category with 798,000 visitors (up 11 percent), followed by Viator.com with 642,000 (up 9 percent), WWTE.com with 442,000 (up 86 percent) and OneTime.com with 278,000 (up 48 percent).

Car Rental sites jumped 22 percent to 6.2 million visitors during the month, led by Enterprise Rent-A-Car Company with 3.2 million visitors (up 14 percent). Avis Budget Group ranked second with nearly 2 million visitors (up 19 percent), followed by Hertz with 1.3 million (up 21 percent), CarRentals.com with 793,000 (up 30 percent) and Dollar Thrifty Automotive Group, Inc. with 790,000 (up 27 percent).

A trip wouldn’t be complete without lodging, so it is not a surprise that Hotels/Resorts also ranked among the fastest-growing Travel sites. The category attracted 33.2 million visitors in January, representing an 18-percent increase.

Marriott secured the #1 position in the category with 5.1 million visitors (up 30 percent), followed by Disney Parks & Travel with 4.8 million (up 36 percent), Hilton Hotels with 4.6 million (up 25 percent) and Expedia Hotels with 3.3 million.

Career-Minded Americans Research Options Online
As the new year began, Americans turned their focus to career services and education. Traffic to Job Search sites grew 27 percent in January to 24.2 million visitors. Indeed.com Job Search ranked as the category leader with 13.7 million visitors (up 33 percent), followed by CareerBuilder.com Job Search with 9.8 million (up 27 percent), Monster.com Job Search with 5 million (up 28 percent) and SimplyHired.com with 3.5 million (up 42 percent).

Training and Education sites also gained traction, with a sizeable increase of 23 percent to 14.7 million visitors. LiveCareer.com topped the list with 1.2 million visitors (up 58 percent), followed by AesopOnline.com with 940,000 (up 44 percent), FastWeb.com with 736,000 (up 30 percent) and Learn4Good.com with 599,000.

Tax Sites Spike as Season Begins
Visitation to Tax sites swelled in January as millions decided to get a jump on filing and hopefully getting a refund check from Uncle Sam. More than 30.7 million Americans visited a Tax site in January, up 359 percent to rank as the fastest growing category.

Top 50 Properties
Google Sites ranked as the #1 property in January with 187.4 million visitors, followed by Microsoft Sites with 179.2 million and Yahoo! Sites with 177.2 million. LinkedIn.com jumped 8 positions to rank #29 with 36.8 million visitors, while Everyday Health, which helped many fulfill their New Year’s resolutions to be healthier, leapt 10 positions to #38.

Top 50 Ad Focus Ranking
Google Ad Network led the January Ad Focus ranking with a reach of 92.9 percent of Americans online, followed by AOL Advertising (85 percent), Yahoo! Network Plus (84.8 percent), ShareThis (82.4 percent) and AT&T AdWorks (82.3 percent).

Table 1

comScore Top 10 Gaining Properties by Percentage Change in Unique Visitors* (U.S.)January 2012 vs. December 2011

Total U.S. – Home, Work and University Locations

Source: comScore Media Metrix

  Total Unique Visitors (000)
Dec-11 Jan-12 % Change Rank by
Unique
Visitors
Total Internet : Total Audience 220,439 220,154 0 N/A
IRS.GOV 5,044 16,259 222 107
ED.GOV 5,201 9,160 76 185
Pinterest.com 7,516 11,716 56 148
Travelocity 4,869 6,957 43 241
Kayak.com Network 5,851 8,087 38 210
ChaCha.com 9,151 12,279 34 138
Orbitz Worldwide 8,965 11,868 32 141
Info.com 5,883 7,740 32 219
Dominion Enterprises 9,622 12,650 31 131
Indeed 12,928 16,985 31 103

*Ranking based on the top 250 properties in January 2012. Excludes entities whose growth was primarily due to tagging through unified digital audience measurement.

Table 2

comScore Top 10 Gaining Site Categories by Percentage Change in Unique Visitors (U.S.)January 2012 vs. December 2011

Total U.S. – Home, Work and University Locations

Source: comScore Media Metrix

  Total Unique Visitors (000)
Dec-11 Jan-12 % Change
Total Internet : Total Audience 220,439 220,154 0
Business/Finance – Taxes 6,685 30,715 359
Retail – Computer Software 41,616 54,081 30
Travel – Transactions 2,913 3,730 28
Career Services & Development – Job Search 19,098 24,209 27
Career Services & Development – Training and Education 11,979 14,679 23
Travel – Car Rental 5,079 6,197 22
Travel – Hotels/Resorts 28,035 33,213 18
Career Services & Development – Career Resources 46,145 54,398 18
Entertainment – News 100,121 116,229 16
Travel – Ground/Cruise 12,164 14,097 16

Table 3

comScore Top 50 Properties (U.S.)January 2012

Total U.S. – Home, Work and University Locations

Source: comScore Media Metrix

Rank Property Unique
Visitors
(000)
  Rank Property Unique
Visitors
(000)
  Total Internet : Total Audience 220,154        
1 Google Sites 187,368   26 Twitter.com 38,410
2 Microsoft Sites 179,220   27 ESPN 38,296
3 Yahoo! Sites 177,249   28 Technorati Media 38,227
4 Facebook.com 163,505   29 LinkedIn.com 36,848
5 Amazon Sites 109,997   30 NetShelter Technology Media 34,954
6 AOL, Inc. 107,085   31 Tribune Interactive 34,517
7 Ask Network 93,954   32 AT&T Interactive Network 33,780
8 Glam Media 90,895   33 Disney Online 32,708
9 Wikimedia Foundation Sites 88,527   34 iVillage.com: The Womens Network 31,942
10 Turner Digital 84,041   35 Alloy Digital Network 30,782
11 CBS Interactive 81,631   36 Yelp.com 30,668
12 Apple Inc. 81,536   37 Fox News Digital Network 30,283
13 New York Times Digital 80,161   38 Everyday Health 30,208
14 Viacom Digital 76,254   39 Netflix.com 29,777
15 eBay 71,554   40 Superpages.com Network 28,971
16 Federated Media Publishing 70,260   41 Break Media 28,252
17 Demand Media 61,344   42 The Washington Post Company 27,602
18 VEVO 59,000   43 Scripps Networks Interactive Inc. 27,580
19 Weather Channel, The 58,643   44 Verizon Communications Corporation 26,763
20 craigslist, inc. 53,431   45 NBC Universal 26,546
21 Comcast Corporation 52,890   46 Target Corporation 26,142
22 Gannett Sites 46,620   47 Cox Enterprises Inc. 25,529
23 Answers.com Sites 44,377   48 Discovery Digital Media Sites 25,265
24 Wal-Mart 41,462   49 Internet Brands, Inc. 25,263
25 Adobe Sites 41,451   50 Myspace 25,124

Table 4

comScore Ad Focus Ranking (U.S.)January 2011

Total U.S. – Home, Work and University Locations

Source: comScore Media Metrix

Rank Property Unique
Visitors (000)
% Reach   Rank Property Unique
Visitors (000)
% Reach
  Total Internet : Total Audience 220,154 100.0          
1 Google Ad Network** 204,468 92.9   26 CPX Interactive** 124,089 56.4
2 AOL Advertising** 187,109 85.0   27 Adconion Media Group** 120,144 54.6
3 Yahoo! Network Plus** 186,587 84.8   28 Undertone** 118,198 53.7
4 ShareThis 181,372 82.4   29 Traffic Marketplace** 116,903 53.1
5 AT&T AdWorks** 181,247 82.3   30 AOL, Inc. 107,085 48.6
6 Google 179,685 81.6   31 Meebo 98,130 44.6
7 Yahoo! Sites 177,249 80.5   32 Technorati Media** 97,287 44.2
8 ValueClick Networks** 176,229 80.0   33 Bing 95,661 43.5
9 24/7 Real Media Global Web Alliance** 176,227 80.0   34 Smowtion Ad Network** 95,226 43.3
10 Microsoft Media Network US** 174,276 79.2   35 Ask Network 93,954 42.7
11 Tribal Fusion** 170,715 77.5   36 Glam Media 90,895 41.3
12 Facebook.com 163,505 74.3   37 Amazon.com* 90,774 41.2
13 Casale Media – MediaNet** 162,269 73.7   38 Rocket Fuel** 89,373 40.6
14 AdBrite** 162,088 73.6   39 Wikipedia.org 88,224 40.1
15 PulsePoint** 154,100 70.0   40 Kontera** 86,005 39.1
16 Specific Media** 153,336 69.6   41 Monster Career Ad Network (CAN)** 78,243 35.5
17 Collective Display** 151,427 68.8   42 Windows Live 74,579 33.9
18 AudienceScience** 149,336 67.8   43 Federated Media Publishing 70,260 31.9
19 Cox Digital Solutions – Network** 146,632 66.6   44 Dedicated Media** 67,243 30.5
20 Vibrant Media** 143,793 65.3   45 About 62,480 28.4
21 interclick** 139,508 63.4   46 Demand Media 61,344 27.9
22 Burst Media** 133,900 60.8   47 Weather Channel, The 58,643 26.6
23 YouTube.com* 126,279 57.4   48 MTV Networks Music 53,932 24.5
24 MSN 125,561 57.0   49 Redux Media Network** 52,684 23.9
25 AdBlade Network** 125,421 57.0   50 Apple.com 49,689 22.6

Reach % denotes the percentage of the total Internet population that viewed a particular entity at least once in January. For instance, Yahoo! Sites was seen by 80.1 percent of the 220 million Internet users in January.

* Entity has assigned some portion of traffic to other syndicated entities.

** Denotes an advertising network. 

How diversified are top technology firms? Not very

Friday, February 17th, 2012

It’s not surprising that Google and Facebook make the lion’s share of their revenues from advertising. But did you know that more than half of Apple’s revenues come from iPhone sales (or did before the iPad, anyway) and Microsoft rakes in 30 percent of its considerable earnings from its Office suite?

Here’s a chart from the busy folks at Stratis showing how little the businesses of some major tech firms are diversified:

chart

 

Five key behaviors of high growth companies such as Google, Apple, & Facebook

Thursday, February 16th, 2012

Apple

Apple and other high growth companies share five key behaviors.

A survey of 500 C-suite executives worldwide conducted by global brand consultancy Wolff Olins has revealed that, although companies recognize the important factors required to generate long-term growth, many are not investing resources and energy into them.

“Traditional ways of doing business are not generating growth and global economies are suffering without it,” said Karl Heiselman, CEO of Wolff Olins.

“We believe there are very clearly identifiable actions or behaviors associated with high-growth companies such as Amazon, Google, Nike and PayPal that other businesses can use to thrive. Change is daunting, but the opportunities for businesses that adopt these new ways of doing business are enormous.”

Wolff Olins identified five key behaviors associated with high-growth companies, which the consultancy calls “Game Changers,” who are successfully responding to rapid changes in consumer demand and technology-driven services.

The survey was designed to determine whether other leading organizations recognize the importance of these characteristics and if and how they are adopting similar behaviors within their own companies.

These behaviors include:

  • Purposeful: having a clear purpose that is shared with customers
  • Useful: enabling customers to do things better
  • Experimental: constantly innovating and being comfortable living in perpetual beta
  • Boundary-less: fostering collaboration internally and externally
  • Value-creative: adds value by creating new business models and businesses

The survey results showed:

  • On average, 42% of respondents said that each Game Changer behavior would deliver significant growth (of 11% or more). Twenty-two percent thought they would deliver growth of more than 20%.
  • Useful (enabling customers to do things better) was rated by respondents as potentially making the biggest contribution to growth. Forty percent believed this activity would contribute more than 20% growth. Twenty-four percent said that it would contribute to growth between 11-20%.
  • Companies that are Experimental (constantly innovating) were seen as having the next most significant contribution to growth. Nineteen percent said it would deliver growth of more than 20%.
  • The perceived value of behaving like a Game Changer varies greatly across sectors. Banking, energy, FMCG and hospitality sectors are the most enthusiastic. Professional services, non-profit and property companies are least likely to associate Game Changer behavior with growth. Others are divided. Tech and telecoms see growth in creating new value and experimenting but less in being Purposeful or breaking down boundaries.

There is a gap between what people believe is important and what they are actually doing. This is shown in several ways. Across all behaviors most likely to be associated with growth, the top three were all in the category of being Useful to customers:

  • ‘Enable customers to create personalized versions of your product’ was the behavior/action most associated with growth, yet only 22% said their business was doing this
  • ‘Enable your customers to use your product in flexible and adaptable ways’ came in second, with only 32% stating their business was doing this
  • ‘Involve your customers in your product development process’ was the third behavior/action most associated with growth, yet just 31% thought their business was doing this

Most respondents did think, however, that their companies were acting in a socially responsible way, although they are not connecting it to strategic growth. For example, ‘Consider transparency to be part of your business’ was perceived to be the least valuable to growth, but 47% stated their companies did this anyway, followed by ‘Participate in social good’, which 46% said their business did.

Global uncertainty having short-term affect

In follow-up qualitative interviews with respondents, Wolff Olins found that the global economic uncertainty is affecting growth projections for companies in the short-term, with the majority only willing to project single-figure growth this year. As one respondent commented, “There is no such thing as a company being too big to fail.”

There was also significant emphasis placed on the importance of building a meaningful relationship with the customer: “If you become a more valuable business to your customers, you become a more valuable business generally.”

Innovation was recognized alongside customer-focus to be a key driver of growth. Having the right people in place to drive innovation was identified as critical: “You can have the best people and even if the market is heading the wrong way, you’ll be growing.” It also presents a challenge: “You can’t force people to be innovative. You have to allow them to take risks and fail. When things are going down, people just want to protect their jobs. Ask them to take risks and they won’t.”

Heiselman adds, “Game Changers emerged from our desire to understand the new generation of companies enjoying phenomenal success. If these companies and organizations act differently, what is it that they do and are they signs of a healthier future for other companies who want to copy their success but aren’t necessarily in a position to replicate their business? By identifying the activities in which high-growth organizations invest, we can help businesses embrace totally new ways of thinking and doing business so that they not only survive these challenging times but find growth.”

Game changing companies named

AmazonThe following companies are recognized by Wolff Olins in the Game Changers report as exemplars of the five behaviors of high growth companies who are successfully responding to rapid changes in consumer demand and technology-driven services:

  • (RED), charitable giving pioneer
  • Amazon, multinational online retailer
  • Apple, multinational corporation that designs and markets consumer electronics
  • Facebook, social network and website
  • Google, multinational internet search engine
  • Grameen Bank, pioneer of microfinance in Bangladesh
  • Intuit, US-based accounting software company
  • Lego, construction toys
  • M-Pesa, a branchless banking service available in Kenya, Afghanistan and Tanzania
  • Nike, sportswear and equipment retailer based in the USA
  • PayPal, online transaction service
  • Tata Docomo, cellular service provider
  • Tesco, global grocery and general merchandise retailer
  • Zipcar, vehicle sharing company
  • Zopa, UK-based company providing an online money exchange service

Apple iPad3 coming March 7, smaller version may be in the works

Tuesday, February 14th, 2012

ipad4

The iPad3 is due for unveiling March 7, while a smaller version is in the works.

Apple Inc. fans drool over every new release of the company’s hardware and March 7 they’ll get their first look at the new iPad3, accoridng to iMore.

Quoting “sources reliable in the past,” Rene Richie says, it will feature a quad-core Apple A6 system-on-a-chip, 2048×1536 Retina display, and possibly 4G LTE networking.

The site admits the 4G LTE and quad core system are both speculative at this point.

Rumors say the new iPad3 may also have better cameras.

Meanwhile, the Wall Street Journal reports that Apple is testing a smaller version of the iPad with a screen of about 8 inches, a size that would put it in competition with Amazon’s Kindle Fire – especially if priced lower.

Personally, we find the smaller form factor of the Kindle Fire is much easier to use generally than the 10-inch tablets we tried – although we haven’t used an iPad.

We think Apple needs some lower-priced entry level products now that cheap mp3 players are everywhere, high powered PC laptops go for under $500, and inexpensive tablets such as the Kindle Fire are available.

Apple top 2011 consumer electronics brand, tablets, e-readers clear winners

Tuesday, February 14th, 2012

Apple iPad3s

Apple iPad3s

U.S. consumer technology hardware and consumable sales fell just one half of a percent in 2011 ending the year at nearly $144 billion, according to market research company The NPD Group.

Nearly 60 percent of all sales in 2011 were driven by the top five categories; PCs, TVs, tablets/e-readers, mobile phones, and video game hardware, according to NPD’s Retail and Consumer tracking services and Mobile Phone Track. PCs (notebooks and desktops) generated the most revenue with nearly $28 billion in sales, accounting for almost 20 percent of sales, but that figure was a decline of 3 percent from 2010.

Tablets/e-readers were the clear winner in 2011, nearly doubling sales to $15 billion in 2011. We have been using our Kindle Fire tablet and WiFi Kindle e-reader much more than we use the netbook we bought a few years ago. We still find that netbook easier to use for work due to its built in keyboard, but for reading, games, music, and surfing the web, the tablet is much handier. So we think the tablet revolution is much more robust than the the netbook surge was.

“U.S. hardware sales growth is becoming harder and harder to achieve at the broad industry level,” said Stephen Baker, vice president of Industry Analysis at NPD. “Sales outside of the top five categories fell by 8 percent in 2011 as consumers shifted spending from older technologies to a narrow range of products.”

Apple benefited from this shift as it was the leading consumer electronics brand for the second year in a row. Among the top five brands Apple was the only one to experience a sales increase, posting a 36 percent rise over 2010. By the critical fourth quarter Apple accounted for 19 percent of all sales dollars, almost twice as much as number two Hewlett-Packard.

Personally, we’re just not that into Apple. It sells good products, but many cost three times more than comparable PCs, Android or Amazon devices. We used Apple Macs for a decade in publishing until less expensive PCs flooded the market. We haven’t been back since except for a couple of test rides that didn’t convince us to switch.

At the retailer level, Best Buy came out on top once again, followed by Walmart and Apple. Staples and Amazon tied for fourth place to round out the top five, a repeat of 2010.

Non-retail channels up 7 percent

Sales through online, direct mail, and TV shopping channels jumped 7 percent and accounted for 24 percent of all sales, up from 22 percent in 2010. Sales through these non-retail channels captured 25 percent of industry revenue in the fourth quarter of 2011.

“While in-store sales fell about 2.5 percent in 2011, the growth in online volumes for retailers meant that retail name plates still accounted for well over four of every five dollars spent on CE hardware in the US,” said Baker.

“Despite their sales strength, retail stores still face serious challenges in 2012 as volumes in the traditional CE categories, which once carried these stores, continue to slide. It shouldn’t be forgotten, however, that a large majority of mobile phones and tablets/e-readers (the two fastest growing CE categories) have mostly been driven through in-store experiences.”

–comments by Allan Maurer, TechJournal Editor.

Apple claims top spot with highest reputation score in history on Harris poll

Monday, February 13th, 2012

AppleIt’s a complicated world for corporate America as consumer perceptions grow increasingly negative.  With the erosion of trust in corporate leadership, consumers have higher expectations and are demanding more information and transparency from companies with which they plan to spend their hard-earned dollars.

Through its 13 years, the Harris Poll Reputation Quotient (RQ) study has shown that the reputations of traditional manufacturers have fared well, though their overall visibility as an industry has declined; it also has indicated a rising affinity for technology companies.

Customer inclination towards strong leadership and technological innovation may be the catalyst, and it is within this environment that Apple reigns supreme.

This year regional brick-and-mortar retailers are more prominent, and many once-leading American companies are noticeably absent from the 2012 Harris Poll RQ study, which asks the general public to measure the reputations of the 60 most visible companies in the country.

Apple displaces Google

This year’s most reputable brand, Apple, benefits greatly from its hybrid status as a technology/consumer product/retail company, and earns the highest RQ score to secure the top spot in the ranking. We wonder if Apple will retain this exalted position following revelations that the labor conditions in China where it makes its iPad and other devices are abysmal.

coca cola adIt displaces Google — last year’s most reputable corporation, which now ranks second with an excellent score of 82.82.  The Coca-Cola Company, ranked 15th in 2011, has surged into third place, despite any meaningful change in its reputation rating.

Amazon.com moves up from eighth to fourth place and perennial reputation elite, Kraft Foods, ranked fifth. We think Amazon, with its exemplary customer service and innovative approach to selling via its own devices, such as the Kindle and Kindle Fire, could do even better if it would forego such alienating moves as offering people money to check out products in a retail store but buy them on Amazon.

Companies associated with multiple industries emerging

“We are seeing the emergence of a group of companies that garner reputation equity by being positively associated with multiple industries,” said Robert Fronk, executive vice president and Global Corporate Reputation Practice Lead for Harris Interactive.

“Companies like Apple, Google, and Amazon.com combine innovation and leadership across multiple business areas, giving them true competitive advantage.”

In terms of year-over-year change, only Toyota, General Motors, BP, and Apple enjoy significant improvement in their RQ scores while one quarter of companies saw drastic declines.  Among those with the most significant declines, five were financial institutions, including the 2010 top scorer, Berkshire Hathaway.

RQ measures six dimensions that comprise reputation and influence consumer behavior.  Apple has the greatest score overall.  In fact, despite today’s challenging environment, Apple records the highest score in the RQ’s history, and is top-ranked in four of the six key dimensions of reputation:

  • Social Responsibility – Whole Foods
  • Emotional Appeal – Amazon.com
  • Financial Performance – Apple
  • Products & Services – Apple
  • Vision & Leadership – Apple
  • Workplace Environment – Apple

Interestingly, Amazon.com, which has no storefront and very limited human interaction, scores highest in the Emotional Appeal dimension – this is the core strength of its reputation.  In terms of supportive behavior, customers report considerable confidence in Amazon.com and several other companies:

  • In the future, Americans would “definitely” purchase products & services from Amazon.com (71%), Kraft Foods (70%), and the Coca-Cola Company (64%).
  • Americans would “definitely” recommend to others products & services from Amazon.com (64%) and Kraft Foods (57%).
  • In the future Americans would “definitely” invest in stock from Amazon.com (34%), Microsoft (23%), and the Coca-Cola Company (23%).
  • Americans would “definitely” recommend to others to invest in stock from Amazon.com (46%), the Coca-Cola Company (25%), and Microsoft (24%)

Scores of 80 and Higher are Rare This Year

An RQ score of 80 or above signifies a company with an “excellent reputation.” Since first measured in 2000, Apple has shown steady improvement, earning an elite score of 85.62 this year, the highest RQ score ever achieved by any company in the 13 years of the RQ study.

Reflecting the negative mood of consumers, this year only eight companies earn such scores. This is a 50% decrease from 2011, when 16 companies earned this privileged status.

“It’s quite striking to see such a drop in the number of companies scoring 80 or above,” said Fronk.  “Corporations are facing significant headwinds as they try to win and preserve consumer trust.”

Reputation Rehabilitation Happens

Two automotive companies, each managing through unique reputation rehabilitation processes for different reasons, saw the greatest increases in their RQ scores this year.

General Motors’ reputation has been steadily moving upward for four consecutive years. Over the course of that time, the RQ study has seen its reputation rise 13 points and its ranking move up 14 places.  This year General Motors improves in all six RQ dimensions, and advances in the rankings due to dramatically higher perceptions in the Emotional Appeal and Vision & Leadership dimensions.

After a series of quality and safety issues resulted in a ten-point drop last year, Toyota rebounds five points, driven by gains in Product & Service, Vision & Leadership, and Emotional Appeal dimensions.

In the pharmaceutical space, Johnson & Johnson, plagued by recall and quality issues, manages to maintain a score over 80, though it fell from second highest ranked company in 2011 to seventh in 2012.  For the first time in RQ history, Johnson & Johnson did not rank in first or second place.

Reputation Retrospective – Retail and Manufacturing Swap Places

IBMMeanwhile, the sudden appearance of brick-and mortar retailers like Best Buy, Costco, JCPenney, Kohl’s, Walgreens, and Macy’s on the most visible companies roster contrasts sharply with the absence of iconic U.S.-based manufacturers, like IBM and Intel Corporation.

A look back at the RQ most visible list from ten years ago also shows the dramatic change in the American corporate landscape. At that time, nine industrial manufacturers (excluding automotive) and six retailers made the list. This year’s list contains two companies in the industrial manufacturing space and is dominated by 14 retail brands, nearly one-quarter of the total list.

In charting the ten-year trajectory of individual companies, Apple and Hewlett Packard emerge as starkly different examples of how reputation management and behavior can impact perception.

Apple’s current dominance is built on strong investments in its brand, predominantly through its products and services.  This one-dimensional approach to building reputation has ultimately yielded high associations with all six reputational dimensions and ranks it first in Financial Performance, Products & Services, Vision & Leadership, and Workplace Environment.

Conversely, Hewlett Packard, which once out-ranked Apple, has headed in the reverse direction.  Hewlett Packard’s slowly eroding reputation has been injured by negative perceptions on Ethics and Vision & Leadership dimensions, and its brand is beginning to feel the damage.

Moreover, a dozen companies visible in 2011 did not appear this year at all, including 3M, Intel Corporation, SC Johnson, Unilever, Facebook, Pfizer, State Farm Insurance, The Allstate Corporation, Shell, Monsato, American Airlines, and Delta Airlines.

At Risk Companies Skew to the Financial Industry

FacebookOver the lifespan of the RQ study, twelve companies have received scores below 50, and the vast majority of these, like Enron, MCI (formerly WorldCom), Adelphia, and Global Crossing, are now defunct.  The 2012 RQ survey shows the reputations of Bank of America, Goldman Sachs and AIG in an equally challenging place.

The general public believes that Bank of America has been more concerned with operational and financial recovery than with customers and rates the bank low in levels of trust, ethics, and customer service.  In order to rebuild their reputation, Bank of America will need to engage beyond this functional rebound.

Editorial “we” comments by Allan Maurer, TechJournal Editor. Allan at TechJournalsouth dot com.

 

FBI on Steve Jobs: He will distort reality to achieve his goals

Friday, February 10th, 2012

Steve Jobs by Walter Isaacson

Walter Isaacson's Steve Jobs also made it clear that while he was a visonary marketer, he wasn't much liked by many.

The Washington Post says a lengthy F.B. I. report on Steve Jobs made when he was begin considered for a government position in President George H.W. Bush’s administration in 1991 paints a somewhat unflattering portrait of the late Apple founder and CEO.

The F.B.I. made the files public following a Freedom of Information Act request from the Post.

The report notes that “Several individuals questioned Mr. Job’s honesty stating that Mr. Jobs will twist the truth and distort reality in order to achieve his goals.”

Another described him as “shallow and callous to people in his personal relationships,” and mentioned his narcissism, but added, “he has far reaching vision and can vitalize plans and goals.”

A number of people interviewed said they thought Job’s was qualified for a job on the Bush Administration’s Export Council, even though they did not much like the man.

The report says people who knew Job’s questioned his lack of support for  his daughter born out of wedlock and her mother.

The files also disclose Job’s college use of marijuana and LSD and reveal that Apple received a mysterious bomb threat at one time.

It seems fairly clear from the files that Jobs stopped his drug use years prior to the investigation and drank very little alcohol.

Despite their distaste for Jobs personally, nearly all the interviewed people thought he was qualified for the government position.

 

 

Apple’s tech support lead continues to fall in survey

Thursday, February 2nd, 2012

AppleApple continues to lead Dell and HP in customer service quality for phone-based technical support, but Apple’s support satisfaction among surveyed customers dropped significantly over the past 18 months, according to the latest study conducted by Vocal Laboratories Inc. (Vocalabs).

In telephone interviews immediately following a support call, 54% of Apple customers were “Very Satisfied” with the experience during the last six months of 2011, compared to 44% of Dell customers and 49% of HP customers.

Apple’s satisfaction score is down 19 points from the first half of 2010, while Dell and HP have generally held steady over the past two years.“But where Apple used to be well ahead in nearly every measure of service quality, there are now areas where Apple is tied with, or even behind, its competitors.”

Looking at common complaints in 2011, less than 1% of Apple customers surveyed complained about the language skills of the support technician; much fewer than the 8% of Dell customers and 10% of HP customers with similar issues.

Many customers also complained about the extra cost of out-of-warranty tech support, but Apple saw fewer complaints here, too. About 1% of Apple customers volunteered a cost complaint in this study, as compared to 6% of Dell customers and 6% of HP customers.

“Despite its significant decline, Apple continues to lead our survey in overall tech support quality,” said Peter Leppik, CEO of Vocalabs.

“But where Apple used to be well ahead in nearly every measure of service quality, there are now areas where Apple is tied with, or even behind, its competitors.”

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About This Research
The National Customer Service Survey (NCSS) tracks customer service quality in several industries, using telephone interviews conducted with a customer immediately after a customer service experience. Statistics in this press release are based on 4,852 surveys completed between May 2008 and December 2011. The NCSS is underwritten and conducted by Vocalabs, independently of any of the companies covered.

Download the Executive Summary by visiting www.Vocalabs.com/published-research.

Research could lower device energy use, extend battery life

Thursday, January 26th, 2012

Kathryn McKinley

Kathryn McKinley

The first systematic power profiles of microprocessors could help lower the energy consumption of both small cell phones and giant data centers, report computer science professors from The University of Texas at Austin and the Australian National University.

Their results may point the way to how companies like Google, Apple, Intel and Microsoft can make software and hardware that will lower the energy costs of very small and very large devices.

“The less power cell phones draw, the longer the battery will last,” says Kathryn McKinley, professor of computer science at The University of Texas at Austin.

“For companies like Google and Microsoft, which run these enormous data centers, there is a big incentive to find ways to be more power efficient. More and more of the money they’re spending isn’t going toward buying the hardware, but toward the power the datacenters draw.”

McKinley says that without detailed power profiles of how microprocessors function with different software and different chip architectures, companies are limited in terms of how well they can optimize for energy usage.

The study she conducted with Stephen M. Blackburn of The Australian National University and their graduate students is the first to systematically measure and analyze application power, performance, and energy on a wide variety of hardware.

This work was recently invited to appear as a Research Highlight in the Communications of the Association for Computer Machinery (CACM). It’s also been selected as one of this year’s “most significant research papers in computer architecture based on novelty and long-term impact” by the journal IEEE Micro.

Measurements no one did before

“We did some measurements that no one else had done before,” says McKinley. “We showed that different software, and different classes of software, have really different power usage.”

McKinley says that such an analysis has become necessary as both the culture and the technologies of computing have shifted over the past decade.

Energy efficiency has become a greater priority for consumers, manufacturers and governments because the shrinking of processor technology has stopped yielding exponential gains in power and performance. The result of these shifts is that hardware and software designers have to take into account tradeoffs between performance and power in a way they did not ten years ago.

“Say you want to get an application on your phone that’s GPS-based,” says McKinley, “In terms of energy, the GPS is one of the most expensive functions on your phone. A bad algorithm might ping your GPS far more than is necessary for the application to function well. If the application writer could analyze the power profile, they would be motivated to write an algorithm that pings it half as often to save energy without compromising functionality.”

McKinley believes that the future of software and hardware design is one in which power profiles become a consideration at every stage of the process.

Intel, for instance, has just released a chip with an exposed power meter, so that software developers can access some information about the power profiles of their products when run on that chip. McKinley expects that future generations of chips will expose even more fine-grained information about power usage.

Even consumers may get app energy use info

Software developers like Microsoft (where McKinley is spending the next year, while taking a leave from the university) are already using what information they have to inform their designs.

And device manufacturers are testing out different architectures for their phones or tablets that optimize for power usage.

McKinley says that even consumers may get information about how much power a given app on their smart phone is going to draw before deciding whether to install it or not.

“In the past, we optimized only for performance,” she says. “If you were picking between two software algorithms, or chips, or devices, you picked the faster one. You didn’t worry about how much power it was drawing from the wall socket. There are still many situations today—for example, if you are making software for stock market traders—where speed is going to be the only consideration. But there are a lot of other areas where you really want to consider the power usage.”