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FOREIGN TRADE UNIVERSITY – ENGLISH FOR SPECIFIC PURPOSES I + II

UNIT 1: COMPANY STRUCTURE

Johnson & Johnson
Johnson & Johnson has more than 250 companies located in 57 countries around
the world. Our Family of Companies is organized into several business segments
comprised of franchises and therapeutic categories.
1. Consumer Health Care
Each day, millions of people of all ages in homes around the world use products
from one or more of our consumer health care companies. These products keep
babies clean and comfortable, hold allergy symptoms in check, help heal wounds,
reduce fevers, relieve muscle pain, prevent sunburn, and tame the urge to smoke.
Each one of our consumer health businesses embraces cutting-edge science to
create products that are doctor-recommended, helping you and your family to be
well and stay well. As a result, our consumer companies produce many of the
world’s most trusted brands.
Our consumer companies are organized into seven major business franchises.
Baby Care
A leader in baby skin and hair care with products trusted by moms and hospitals
for more than 115 years. Along with a growing line of family skin care products,
this business unit includes the JOHNSON'S® brand with products sold in more
than 100 countries around the world.
Skin & Hair Care
Specializing in bringing science to the art of beauty via innovative technologies
across a spectrum of consumer and professional needs with science-based
platforms that include clear skin, anti-aging, skin of color and sun care.
Topical Health Care
Offering superior, scientifically proven products from beloved brands in wound
care, itch relief, pain relief and germ protection to heal, relieve, and protect so

individuals and families can keep doing the things they love.
Oral Health Care
Offering oral health products that help you clean 100 percent of your mouth
through a brush-floss-rinse regimen as well as whitening products that deliver a
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brighter, more beautiful smile.
Women’s Health
Innovative women's health brands that address the personal health and feminine
hygiene needs of our consumers.
Over-The-Counter Medicines
Marketing a broad range of well-known and trusted over-the-counter products
around the globe, including pain relievers, allergy medicines, anti-diarrheal
medicines, antacids, nasal decongestants, as well as medicines for coughs and
colds.
Nutritionals
Marketing innovative nutritional products such as sweeteners, milk supplements
and dietary supplements around the world while giving people the ability to
actively manage their own health.
2. Medical Devices & Diagnostics
The Johnson & Johnson Family of Companies comprises the world’s largest and
most diverse medical devices and diagnostics company.
Advanced Sterilization Products
Advanced Sterilization Products is a leader in infection prevention and markets a
full range of innovative sterilization, disinfection and hand hygiene products that
safely and effectively meet the needs of healthcare providers and patients

worldwide.
Animas Corporation
Animas Corporation is dedicated to making diabetes management easier through
product innovation, exceptional customer support and customized education
programs. Our mission is to improve the lifestyle of our patients, reduce the longterm morbidity of the disease and lower health care costs.
Cordis Corporation
Cordis Corporation is a worldwide leader in the development and manufacture of
interventional vascular technology. Through the company's innovation, research
and development, Cordis partners with physicians worldwide to treat millions of
patients who suffer from vascular disease.
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DePuy, Inc.
DePuy Inc. develops and markets products under the DePuy Orthopaedics, Inc.;
DePuy Spine, Inc.; Codman & Shurtleff, Inc.; and DePuy Mitek units.
Ethicon, Inc.
Ethicon has been a leader in surgical sutures (stitches) for more than 100 years.
The company has expanded its expertise into wound management and women's
health and urology. Four business units operate separately under the Ethicon
umbrella and share the synergy of being not only part of Ethicon, but of Johnson &
Johnson as well.
Ethicon Endo-Surgery, Inc.
Ethicon Endo-Surgery develops and markets advanced medical devices for
minimally invasive and open surgical procedures. It focuses on procedure-enabling
devices for the interventional diagnosis and treatment of conditions in general and
bariatric surgery, as well as gastrointestinal health, gynecology and surgical

oncology.
Johnson & Johnson Vision Care, Inc.
Johnson & Johnson Vision Care, Inc., the world’s leading manufacturer of
disposable contact lenses, is committed to transforming the world's vision. Since
its inception, it has strived to increase awareness of the importance of vision and
vision care and to provide the world's most exceptional vision correction options in
the contact lens field.
LifeScan, Inc.
LifeScan, Inc. is a leading maker of blood glucose monitoring systems for home
and hospital use. The company is dedicated to improving the quality of life for
people with diabetes through its OneTouch® Products.
Ortho-Clinical Diagnostics, Inc.
Ortho-Clinical Diagnostics, Inc. is a leading provider of high-value diagnostic
solutions for the global health care community. Committed to developing the most
advanced tests for early detection or diagnosis of disease, the company brings
products to market that provide timely information and help to facilitate better
medical decisions.

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Virco BVBA
As a research-based biotechnology company, Virco applies advanced technologies
to improve the diagnosis and management of infectious diseases. A pioneer in the
field of HIV-1 drug resistance testing, Virco is dedicated to improve the quality of
life for patients.
3. Pharmaceuticals

Our pharmaceuticals companies offer medicines that treat many of the world's
most serious and widespread diseases. In 2010, we invested $4.4 billion in
pharmaceutical research and development for new medicines to treat these and
many other diseases. It’s all part of our commitment to helping you and the ones
you love lead longer, healthier lives.
The Pharmaceutical segment's broad portfolio focuses on unmet medical needs
across several therapeutic areas: oncology; infectious disease; immunology;
neuroscience; cardiovascular and metabolism.
It includes products in the anti-infective, antipsychotic, cardiovascular,
contraceptive, dermatology, gastrointestinal, hematology, immunology, neurology,
oncology, pain management, urology and virology fields.

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Agribank

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Vu Tu An – 0953020019 2012
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The Heineken ownership structure and stock exchange listing
Heineken N.V.Heineken Holding N.V. holds 50.005% interest in Heineken N.V.
FEMSA holds a 12.532% interest in Heineken N.V.
Free float interest in Heineken N.V. represents 37.463%.

Heineken Holding N.V.L’Arche Green N.V., which is owned by the Heineken
family for 88.55% and by Greenfee B.V. for 11.45%, holds a 51.083% interest
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FOREIGN TRADE UNIVERSITY – ENGLISH FOR SPECIFIC PURPOSES I + II

in Heineken Holding N.V.
FEMSA holds a 14.935% interest in Heineken Holding N.V.
Free float in Heineken Holding N.V. represents 33.982%.
Since its formation in 1952, Heineken Holding N.V.’s objective - pursuant to its
Articles of Association - has been to manage or supervise the Heineken group
and to provide services for Heineken N.V.
The role Heineken Holding N.V. has performed for the Heineken group since
1952 has been to safeguard its continuity, independence and stability and create
conditions for controlled, steady growth of the Heineken group’s activities. The
stability provided by this structure has enabled the Heineken group to rise to its
present position as the brewer with the widest international presence and one of
the world’s largest brewing groups and to remain independent.
The shares of both Heineken Holding N.V. and Heineken N.V. are listed on
Euronext Amsterdam. Options of Heineken N.V. shares are traded on the
Euronext.Liffe
options
exchange.
Every Heineken N.V. share held by Heineken Holding N.V. is matched by one
share issued by Heineken Holding N.V. The dividend payable on the two shares
is identical. However, historically, Heineken Holding N.V. shares have traded at
a lower price due to technical factors that are market-specific.
December 2011


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Vu Tu An – 0953020019 2012
FOREIGN TRADE UNIVERSITY – ENGLISH FOR SPECIFIC PURPOSES I + II

UNIT 2: MANAGEMENT AND CULTURAL DIVERSITY
Managing Cultural Diversity In A Global World
By Edward Burman who can be contacted at www.mce.be
---------------------------------------------------------------------1. Introduction and background
For telcos with global ambitions, success in the next twenty years will stem from
successful joint ventures and alliances. But while it is a simple matter to draw lines
across the globe in the manner of the nineteenth century colonial powers and to
devise a Concert, an Atlas, or a Unisource, there is no guarantee that such alliances
will thrive - or even endure. Where once a global company such as Coca-Cola
simply sold its product or imposed a taste, and multinationals geared the names or
colours of identical products to the results of market research, the survival of
transnational telcos will depend on flexibility in managing cultural diversity.
Primarily, this entails the successful management of a multi-cultural workforce in a
global context. But it also means being able to vary services across cultures: not
simple marketing ploys imposed from outside, but an understanding of how culture
drives differences from within. A simple example of this is the way in which
different cultures use the phone: an American walks into his appartment after a

week away and switches on the answerphone; an Italian rings his mother. One
requires an add-on device; the other needs single number dialling and favourednumber discounts. These differences may appear trivial, but they are profoundly
culture-driven.
The development of genuinely transnational business organizations therefore
requires managerial approaches and systems which allow for variations deriving
from such diversity. This might be "national" cultural diversity between nations,
races or ethnic groups (eg. in a two-nation joint-venture), intra-national diversity
involving the range of cultures within a single nation (eg. in the USA), or internal
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cultural diversity where managers need to deal with foreign-owned transnational
companies in their own country (eg. a British telco manager dealing with a Korean
manufacturer in the UK). All this is well known, and there is indeed a burgeoning
literature on the management of cultural diversity. But the problems go deeper than
is often appreciated: it is not simply a matter of minding manners or learning to
deal with varying attitudes to punctuality. These are the surface manifestations of
much deeper differences in mental structures.
A few examples will make this clear.
# Negotiating Alliances
In a world in which cross-cultural joint ventures and alliances are essential,
problems of ethics and trust will loom large. How is it possible to achieve a
balance between the necessary and the contingent in business ethics, or in other
words to allow for flexibility between a strong corporate ethic and the need to
adapt to difficult local conditions? And how can we learn to build a lasting trust
relationship with people from a different culture? How can managers going to the
negotiating table be prepared for the very different styles they will face? It is not

merely a question of setting bargaining ranges, toning down confrontational styles,
or following pre-established rules. That is sufficient for making a deal, but not for
setting up a permanent alliance. It is essential to grasp the deep structures religious, social, ethnic and ethical - which influence the way the opposite party
will reason, the way they will react to different presentational styles, what they
expect and how they listen.
This requires a level of genuine understanding which goes beyond rapidly-acquired
skills. Recent studies have shown how an inherent sense of cultural superiority is
often enough to undermine European joint-ventures in Third World countries even
when extensive training has been provided. Such "superiority" emanates from nonverbal aspects of behaviour like the tone of voice and body language, which few
people other than accomplished actors are able to control. If, then, as this would
suggest and has recently been asserted in telco documents on cultural diversity (eg.
by BT and France Telecom), humility is a key factor, how is it possible to inculcate
this quality in managers whose education has often prepared them for anything but
humility?
# Human Resources
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The global operator obviously needs managers capable of working globally. Some
European telcos are now recruiting "non-nationals" in order to resolve their
problems quickly, but how does a human resource specialist trained in his own
culture, who can make a rough assessment of a candidate's capabilities in a brief
interview, deal with the problems of recruiting staff in other cultures? How valid is
psychological testing when applied cross-culturally? How much do most human
resource managers know about other school and university systems? Suppose a
German manager needs to choose between, say, a Finn, an Italian and a
Portuguese. That would require an awareness not only of the very different

education systems in European countries but the ways in which educational
background influences patterns of thought and managerial style: how, for example,
education underlies the way in which the same conflict might be addressed in
France by seeking orders from a superior, in Britain by sending the people in
conflict on a management course, and in Germany by employing a consultant.
Assuming for a moment that these problems can be resolved, how might the issue
of dual allegiance be tackled? For the employment of local managers necessitates
the creation of loyalty on their part to a distant entity with culturally diverse norms
and assumptions. Even a long-term expatriate who is nominally still of the same
nationality but has in fact "gone native" might respond to an order in this way: "I'm
sure my local employees won't like this, so I won't tell them and try to smooth over
the issue in some other way." It can be much more difficult for the locally
employed manager, especially under stress.
# Everyday Work
Then there is the nitty-gritty of everyday working together, the problem of creating
the rituals, the back-room humour and the "off-stage" relationships which are so
vital to harmonious corporate life. Company jokes and in-group stories, for
example, are notoriously difficult to translate into other cultures: what sounds
laudable to a Briton can seem risible to an Italian. Companies which contrived to
impose a global corporate culture, such as IBM, did not face the insidious cultural
problems of a transnational organization.
Language is another problem. Although it might appear that the use of English as
the common working language of the international teleco community favours
native English-speakers, this can turn into a disadvantage when one of them is
unaware of the problems that a regional accent or rapid speech might create, and
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how linguistic confidence can be perceived as a manifestation of quasi-colonial
arrogance. Non-conformity with what might be termed the "industry pidgin" can
also generate unexpected tensions.
Worse still, behind the words on the surface lurk centuries of cultural and
ideological rivalry which has often exploded into war. At moments of strain, when
a minor conflict might have irreversible consequences, simmering stereotypes and
prejudices boil up. Studies of cross-cultural teams indicate that often it is the most
superficially similar cultures which in the end experience the greatest traumas:
while differences such as those between the US and Japan are obvious, serious
problems often occur where they are least expected - say, between Britain and
Denmark - and warning signals are neither perceived nor acted upon. In a world as
competitive as that of the telcos will be in coming decades, nothing may be taken
for granted.
2. The Way Forward
Cultural training is essential to avoid potential conflict, and to improve the
disastrous failure rate of joint-ventures in the recent past. In fact, most telcos with
global ambitions now provide cross-cultural training in order to create genuinely
international managers. This sometimes involves in-house training, and is also
provided by consultants and business schools. Yet much of this training deals with
the traditional, superficial problems without seeking to explore the deep causes of
underlying cultural differences. Another problem is that much of the research and
background material is rapidly out-dated as the pace of change accelerates.
An innovative approach has been taken by the collaborative venture known as
"Euroteam". This was started in 1991 by the five main European operators (BT,
Deutsche Telekom, France Telecom, STET and Telefónica de Espa) with the
aim of contributing by means of the organization of regular workshops and
exchanges to the internationalization of telco operators. Euroteam was later
expanded to include all European operators who were members of ETNO (the
organization of European Telecoms Network Operators), and at present has about

eleven members ranging from Finland, Norway and Denmark to Portugal. It runs a
series of international workshops - hosted alternately by the members - whose
focus is on Europe and Telecommunications. There is a regular programme called
"Working Across Cultures", and there has been a successful pilot version of a more
theoretical workshop called "Understanding Cultural Diversity" which may be run
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again in the future. Other programmes also include at least one session on cultural
diversity. These workshops allow managers from member companies to learn and
work together, and thus facilitate cross-cultural personal networking even within
the ambit of fierce competition.
The problem of devising some form of training within the industry has also been
recognized at the inter-governmental level, where "Cross-Cultural Training and
Education" has been included among the Global Information Society projects of G7.
3. Conclusion
No comprehensive solution to the problems of cultural diversity in the context of
the telecommunications industry has yet been conceived. Indeed, there has been
little specific research. Yet it is clear that preparation for the successful
management of such diversity in all its ramifications will be a vital component of
long-term success in the global market.
For while business is already global, management remains culture-bound.
* Reprinted by permission of the editor of MCE

Managing Cultural Diversity - A Key to Organizational Success
By Verena Veneeva
Organizations around the world has been realizing the cultural diversity within

organization is not a negative aspect, rather can facilitate organizational stalk for
glory (Papers4you.com, 2006). However it is not an easy task to manage
employees with different cultural backgrounds. Nevertheless there are many policy
guidelines that can make task easy.
On a broader perspective, cultural diversity can be manage through communicating
(creating awareness among all employees about diverse values of peers through
communication), cultivating ( facilitating acknowledgement, support and
encouragement of any employee' success by all other workers), and capitalizing
(linking diversity to every business process and strategy such as succession

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planning, reengineering, employee development, performance management and
review, and reward systems) strategies ( Cascio, 1995).
There are many different innovative ways that organizations have adopted to
manage diversity. For instance Tabra Incorporation, a small manufacturer of
jewellery and accessories in California comprised of modest workforce is
composition of Third World immigrants from Cambodia, China, El Salvador,
Ethiopia, India, Laos, Mexico, Thailand, Tibet Vietnam and other nations. To
acknowledge importance of their cultural association, at least 10-12 different flags
are always hanged from the ceiling of its main production facility which represents
the countries of origin of the employees. The owner's view point is 'I would like for
this to be a little United Nations everybody getting along and appreciating each
other's culture instead of just tolerating it'. (Bhatia & Chaudary, 2003)
If cultural diversity can be managed effectively, there is a potential to use diverse
workforce for organizational benefits. Cox and Balke (1991) asserts that multiculturism is directly linked to organizational success as

Effectively managed multi culture companies have cost effective competitive edge
It helps in promoting minority friendly reputation among prospective employees
Diverse cultural corporations help to get better customers which has a variety of
people
Diverse group of employees are perceived to be more creative and efficient in
problem solving as compared to homogenous group
Ability to manage cultural diversity increases adaptability and flexibility of an
organization to environmental changes.
Many organizational examples can be taken in this regard. In Australia, for
instance, Hotel Nikko in Sydney has unique edge that staff members in direct guest
contact areas speak a total of 34 different languages. Similarly Qantas Flight
Catering has sixty-six nationalities on staff, with various overseas-born chefs. So
dedicated diverse 'ethnic' kitchens gave Qantas a huge competitive edge that offers
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FOREIGN TRADE UNIVERSITY – ENGLISH FOR SPECIFIC PURPOSES I + II

food based on customer's ethnic taste and requirements. Moreover Don's
Smallgoods through literacy, language and cultural trainings increased crosscultural communication and increased profits while lowering costs at the same
time. Similarly The Cheesecake Factory had put special effort to understand
Japanese quality and packaging culture as Asian employees assist management to
understand Asian tastes so that they can target exports to Asia (Nankervis et al,
2002)
Hence the discussion suggests that it is imperative to realize that cultural diversity
should be taken as a tool for better organizational progress rather than a managerial
problem and if effectively managed, it can be a key to gain competitive edge and
success
Article Source: />

UNIT 3: MARKETING
Apple's Branding Strategy
Apple Inc. uses the Apple brand to compete across several highly competitive
markets, including the personal computer industry with its Macintosh line of
computers and related software, the consumer electronics industry with products
such as the iPod, digital music distribution through its iTunes Music Store, the
smart phone market with the Apple iPhone, magazine, book, games and
applications publishing via the AppsStore for iPhone and the iPad tablet computing
device, and movie and TV content distribution with Apple TV. For marketers, the
company is also establishing a very strong presence to rival Google in the
advertising market, via its Apps business and iAd network.
Steve Jobs, Apple's co-Founder, described Apple as a "mobile devices company" the largest one in the world (Apple's revenues are bigger than Nokia, Samsung, or
Sony's mobility business).

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

interfaces. The company's product strategy is based around this, with iTunes, the
iPhone with it's touch screen "gestures" that are re-used on the iPad, and the Apple
Apps store all playing key roles.
The Apple Brand Personality
Apple has a branding strategy that focuses on the emotions. The Apple brand
personality is about lifestyle; imagination; liberty regained; innovation; passion;
hopes, dreams and aspirations; and power-to-the-people through technology. The
Apple brand personality is also about simplicity and the removal of complexity
from people's lives; people-driven product design; and about being a really
humanistic company with a heartfelt connection with its customers.
Apple Brand Equity and Apple's Customer Franchise
The Apple brand is not just intimate with its customers, it's loved, and there is a
real sense of community among users of its main product lines.
The brand equity and customer franchise which Apple embodies is extremely
strong. The preference for Apple products amongst the "Mac community", for
instance, not only kept the company alive for much of the 90's (when from a
rational economic perspective it looked like a dead duck) but it even enables the
company to sustain pricing that is at a premium to its competitors.
It is arguable that without the price-premium which the Apple brand sustains in
many product areas, the company would have exited the personal computer
business several years ago. Small market share PC vendors with weaker brand
equity have struggled to compete with the supply chain and manufacturing
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economics of Dell. However, Apple has made big advances in becoming more
efficient with its manufacturing supply chain,logistics and operations, and it can be

assumed that as far as like-for-like hardware manufacturing comparisons are
comcerned, Apple's product costs are very similar to those of Dell. In terms of
price to the consumer, Apple's computer products have an additional cost
advantage: the company does not have to pay another company for operating
system licences..
The Apple Customer Experience
The huge promise of the Apple brand, of course presents Apple with an enormous
challenge to live up to. The innovative, beautifully-designed, highly ergonomic,
and technology-leading products which Apple delivers are not only designed to
match the brand promise, but are fundamental to keeping it.
Apple fully understands that all aspects of the customer experienceare important
and that all brand touch-points must reinforce the Apple brand.
Apple has expanded and improved its distribution capabilities by opening its own
retail stores in key cities around the world in up-market, quality shopping venues.
Apple provides Apple Mac-expert retail floor staff staff to selected resellers' stores
(such as Australian department store David Jones); it has entered into strategic
alliances with other companies to co-brand or distribute Apple's products and
services (for example, HP who was selling a co-branded form of iPod and preloading iTunes onto consumer PCs and laptops in the mid-2000s - though in
retrospect this may now just have been a stepping-stone). Apple has also increased
the accessibility of iPods through various resellers that do not currently carry
Apple Macintosh systems, and has increased the reach of its online stores.
The very successful Apple retail stores give prospective customers direct
experience of Apple's brand values. Apple Store visitors experience a stimulating,
no-pressure environment where they can discover more about the Apple family, try
out the company's products, and get practical help on Apple products at the shops'
Guru Bars. Apple retail staff are helpful, informative, and let their enthusiasm
show without being brash or pushy.

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The overall feeling is one of inclusiveness by a community that really understands
what good technology should look and feel like - and how it should fit into people's
lives.
Apple Brand Architecture
From a brand architecture viewpoint, the company maintains a "monolithic" brand
identity - everything being associated with the Apple name, even when investing
strongly in the Apple iPod and Apple iTunes products.
Apple's current line-up of product families includes not just the iPod and iTunes,
but iMac, iBook, iLife, iWork, iPhone, iPad, and now iCloud. However, even
though marketing investments around iPod are substantial, Apple has not
established an "i" brand. While the "i" prefix is used only for consumer products, it
is not used for a large number of Apple's consumer products (eg Mac mini,
MacBook, Apple TV, Airport Extreme, Safari, QuickTime, and Mighty Mouse).
The list of Apple's Trademarks reflects something of a jumbled past. The
predominant sub-brand since the introduction of the Apple Macintosh in January
1984 has always been the Apple Mac. Products whose market includes Microsoft
computer users (for example MobileMe, QuickTime, Bonjour, and Safari) have
been named so they are somewhat neutral, and therefore more acceptable to
Windows users. Yet other product have been developed more for a professional
market (eg Aperture, the Final Cut family, and Xserve).
The iPod Halo Effect
Though Apple's iPhone and iTunes music business is profitable in its own right,
Apple's venture into these product areas was based on a strategy of using the music
business to help boost the appeal of Apple's computing business.
Apple is using iPod, iTunes, iPhone, and now iPad to reinforce and re-invigorate
the Apple brand personality. At the same time, these product initiatives are

growing a highly relevant, appealing brand image in the minds of consumer
segments that Apple has not previously reached.
In a so-called iPod halo effect, Apple hoped that the popularity of iPod and iTunes
among these new groups of customers would cause these segments to be interested
in Apple's computer products. This does seem to have happened. Since the take-off
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of the iPod there has been a dramatic rise in Apple's computer sales and market
share.
A couple of years ago, Apple's aspirations for the iPod halo effect was was
highlighted most strongly when it used the slogan "from the creators of iPod" in its
promotion of iMac G5 computers. In this instance, the Apple brand came fullcircle - having been built into a branding system that originates in the personal
computer market, then leveraged into the consumer electronics market, and then
back into the consumer personal computer market.
This halo effect is extended with the hugely successful Apple iPad tablet computer.
Great customer experience with iPhone (and familiarity with Apple's touch screen
gesture controls), combined with a great product in its own right, has made iPod a
huge success that in turn is drawing even more people to Apple's Mac computer
products. In a move which brings matters full circle, the 2011 Lion version of Mac
OSX brought to the Mac the same touch screen gesture controls which iPad and
iPod users have learned.
This is extension of a common user experience across Apple products was further
strengthened by the introduction of the Apps Store to Mac OSX in mid-2011. Mac
users can now buy their OSX applications with the same convenience as iPad or
iPhone users can buy iOS Apps. Apple has announced that in mid-2012 it will
further harmonise the user experience of Mac and iPad users by introducing even

more features from iPad into the new Mountain Lion version of the Mac operating
system. With the introduction of Mountain Lion, Apple will drop the Mac part of
the name from the operating system, so that it will be called just "OS X", rather
than "Mac OS X". This small but important branding change opens the way for
Apple to consolidate, perhaps into a single Operating System, the software used
across its multiple devices.
Expect the Halo to Speak - Siri and beyond
Speech will be the next dimension in which Apple will gaining synery across its
product lines. Expect the natural language speech processing and interactivity
capabilities introduced in October 2011 on the iPhone 4S to be introduced first on
the iPad (which uses the same operating system and A5 processor as the iPhone
4S).

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Apple is giving substance to speech interactivity by giving it a character - a
personal assistant called "Siri". Siri can be somewhat customised by using different
languages and idioms (for example, there are three versions of English speech
available with country-specific accents and pronunciation - US, UK and
Australian). Presumably other customisation or personalization features will also
be introduced (perhaps user choice of name and other "identity" characteristics).
Siri highlights the marketing genius of Apple: speech control and interactivity are
not new features on computers or phones. For example, smartphones running
Microsoft's Windows Mobile operating system have had very similar functionality
to Siri for some time. When Apple created the Siri "personal assistant" which gives
these otherwise rather hard to describe features a character, consumers were given

a hook around which they could finally understand what voice interactivity was all
about.
Having taught customers to use touch gestures, Apple is now going to teach us
how to speak to computers (almost unavoidably, in a specific Apple dialect of
speech interaction).
Apple Brand Strength Now Creating Financial Success
So far, Apples' branding strategy is bearing fruit. For example, Apple reports that
half of all computer sales through its retail channel are to people new to Macintosh,
the company's sales and margins have been growing strongly since 2006,
and Apple has achieved several "best ever" quarterly financial results in recent
years, and in early 2012 when Apple's share price passed $500 per share for the
first time, the company was the most valuable business in the world with a market
capitalization which exceeded oil company Exxon, the previous top business.
Leveraging the success of the iPod, Apple launched the iPhone (released in July
07) to extend the brand even further. Apple's buzz marketing efforts in the first half
of 2007 were truly superb, culminating in the release of one of the most highly
anticipated products for many years - and launching apple into a completely new
market: mobile handsets. By July 2008 the buzz about the 3G iPhone resulted in
over 1 million units being sold in the first 3 days of its release in over 20 countries
around the world. This success was repeated in 2010 with the introduction of the
iPad tablet computer, and in March 2011 with the launch of the iPad 2 which sold
1 million units within 24 hours.
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