Free trade, protection, liberalizations and the main methods used by governments to protect domestic industries.

Unhindered commerce, assurance, progressions and the fundamental techniques utilized by governments to secure local enterprises. Unhindered commerce happens when products and enterprises stream unreservedly between economies without governments forcing limitations as exchange boundaries. Security happens when governments endeavor to give local makers a counterfeit cost value advantage over its remote rivals. Organized commerce depends on the standard of near preferred position. In the nineteenth century the financial expert David Ricardo endeavored to show that nations ought to represent considerable authority in the creation of those great/benefits in which they have a relative advantage.According to David Riccardo's hypothesis of similar preferred position, nation An ought to have some expertise in delivering machines and nation B ought to have practical experience in creating food and afterward every nation ought to take part in worldwide exchange and trade their surpluses. Ricardo endeavored to show that the world would accomplish an ideal designation of assets and along these lines the worldwide yield of products and enterprises would be expanded. This procedure is known as worldwide specialization, it permits quicker paces of financial development, however world downturns are progressively conceivable because of interdependency between nations.Logo of Singapore 2006Ricardo's hypothesis is ominous if globalization ends, eg from war, as nations would not be adequate in giving all merchandise and enterprises to themselves.The Ricardian hypothesis of near preferred position was additionally evolved by the market analysts Heckshler and Ohlin who endeavored to clarify the reason for relative favorable position. They guarantee that it is the degree of factor enrichment that decides relative favorable position. It is additionally the gracefully of these variables that will at that point decide the expense of the factor. The Heckshler/Ohlin model clarifies the example of exchange among Australia and China. Australia has a lot of excellent, minimal effort characteristic assets while China ha s a lot of high gifted, ease work. In this way Australia spends significant time in those businesses that utilization little work yet a lot of normal assets, eg mining, and...

The audience can sympathise Essay Example for Free

The crowd can identify Essay Arthur Miller composed A View from the Bridge as a cutting edge variant of a Greek catastrophe, hence, Eddies demise toward the finish of Act Two ought to be terrible. The crowd need to have sympathy, or poignancy, towards Eddie when he passes on to make the play an effective disaster. As indicated by 1.Aristotles meaning of a shocking saint, the legend ought to be honorable and of high status; he ought to have an imperfection, or hamartia, which should prompt his appalling completion; his discipline ought to appear to be harsher than his wrongdoing; and he ought to understand that his blemish has prompted his disaster. By making his play a cutting edge adaptation of a Greek catastrophe, Miller utilizes the character of Alfieri, his portrayal of Eddie as an amiable and regarded man and an outrageous and vicious demise in the arms of his significant other to cause the crowd to feel for him and to make him a shocking saint. All through the play, Miller gives his crowd numerous motivations to regard and respect Eddie. In spite of the fact that there is an excess of adoration (p. 48) for his niece, it is likewise evident that he is defensive over Catherine and really thinks about her. Eddie and his significant other have taken Catherine in and have given her a cherishing and caring home to live in. Likewise, Eddie appears to be mainstream inside his locale, is loved by Louis and Mike and is portrayed by Alfieri as great a man as he must be in an actual existence that was hard and even. (p. 26) Eddie is regarded both in the house, since he is leader of the family unit, and in the network. This shows he is really a respectable individual, with high status in the Italian-American people group. He is the main individual in the family who works; he is the supplier for the family. Mill operator shows how dedicated Eddie is on the grounds that he needs to gain a living for his entire family and regardless of the missteps he makes, both Catherine and Beatrice love him until he bites the dust toward the finish of the play. Many may feel frustrated about Eddie even without the chorale, Alfieri, being there to lead the crowd however the play. In the start of the play, when Beatrice tells Eddie, Shes found a new line of work. (p. 18), Eddie appears to be stunned and says to Catherine Its not wonderfulYou cannot accept no position. Why didnt you ask me before you accept a position? (p. 18). This statement shows the crowd that Eddie objects to this and doesn't need his niece to leave him, despite the fact that Beatrice and Catherine had needed Eddie to be cheerful about this. At the point when Beatrice discloses to Eddie that Catherine will win fifty dollars per week (p. 18), Eddie is shocked and his desire of Catherine procuring more than he does turns out to be increasingly more clear all through the discussion. Later on in the conversation, Eddie says I need you to be in a pleasant office. Perhaps an attorneys office somewhere in New York in one of them pleasant structures. (p. 19). This repudiates what Alfieri says in first experience with the play In this area to meet a legal advisor or a minister on the road is unfortunate. Were just idea of regarding catastrophes, and theyd rather not get excessively close. (p. 11). Later on in the play, when Catherine began to look all starry eyed at Eddie, Eddie gets significantly increasingly desirous and irate. In his discussion with Catherine, he says He [Rodolpho] weds you hes go the option to be an American citizenThe fellow is lookin for his break, that is all hes lookin for. (p. 41). This shows how furious Eddie is at the way that Catherine likes Rodolpho, and not him. Mill operator enables the crowd to identify with Eddie in this scene by making Catherine trust Rodolpho rather than Eddie. To a cutting edge crowd, there might be a few highlights in Eddie that are hard not to detest. His imperfection includes love for a young lady he has raised as though she was his own little girl, a horrendous untouchable. Additionally, Eddie is a parental figure who appears to anticipate that ladies should accomplish household work for him. Sad saints as a rule perceive their own slip-ups. In Greek disasters, this is the second in a play when the shocking saint values their own shortcoming and their own obligation. Be that as it may, all through the play, Eddie doesn't admit to himself reality with regards to cherishing Catherine. In spite of the fact that Beatrice attempts to make him face this reality by saying You need somethin else, Eddie and you can never have her (p. 83), Eddie appears to be genuinely stunned and gets a handle on his head just as it would blast (p. 83). All through the play, Eddie never truly appears to be fit for confronting what he feels or conceding his obligation. Indeed, even toward the finish of the play, Eddie says, Marco, mention to them what a liar you are! (p. 84) To attempt to keep the crowd from making brutal decisions of Eddie, Miller utilizes Alfieri as a kind of tune in the play. In Greek catastrophes, the chorale are onlookers who judge activities reasonably. They help the crowd to think about the components of the play. As the tune, Alfieri feels for Eddie, alongside the crowd. He communicates his emotions and contemplations to the crowd about what occurs all through the play and gives judgment. In the play, Alfieri recommends that it is ordinary and human to sin. He additionally expresses that numerous individuals have concealed liable mysteries however there is something wonderful in a man whose wrongdoings are so open thus certain that he turns out to be completely known (p. 85). Before Eddie calls the migration division, Alfieri cautions him that even the individuals who comprehend will betray you (p. 67), which shows that Eddies shortcoming isn't exceptional, however that others despite everything will pass judgment on him. At that point, with Eddie passing on in front of an audience, Alfieri parts of the bargains saying, I admit that something unreasonably unadulterated calls to me from his [Eddies] memoryfor he permitted himself to be completely known and for that I figure I will adore him (p. 85) as such, since we as a whole have blameworthy privileged insights however figure out how to keep them covered up inside, there is something very unadulterated in an individual whose liable insider facts are not obscure. A paradoxical expression Miller utilized, unreasonably unadulterated (p. 85), shows that Alfieri needs us to consider our own shortcomings and not judge Eddie too brutally. Another basic component of Greek catastrophe is that the demise ought to appear to be unsurprising, and that it can't be halted. Mill operator utilizes Alfieri to propose this to the crowd, as though it is crazy of the character. Directly from the earliest starting point, Miller makes it clear that Eddie would kick the bucket at long last. Alfieri holds offering signs to the crowd about Eddie being bound to bite the dust, saying he felt weak and watched it run its wicked course. (p. 12) Another statement from Alfieri is, I knew where he [Eddie] was setting out toward, I knew where he was going to end. (p. 50) These statements cause us to feel greater pity for Eddie on the grounds that, in any event, when he appears to be cheerful and cherishing, we despite everything realize he is going towards a grisly (p. 12) end. Mill operator effectively makes Eddie a thoughtful character by making him fit the grievous legend he should be. The crowd goes from appreciating Eddie to becoming acquainted with his horrendous liable mystery. Through the entire play we get the unescapable inclination that he is going towards his wicked end and that it is his blameworthy mystery that will cause it. Despite the fact that for some cutting edge theater crowds, Eddie may appear to be a good old man and in spite of the fact that he never truly concedes his own flaws, Miller utilizes Alfieris character to ensure we can at present have the expected sympathy. I think this is Millers most noteworthy accomplishment in this play, advising us that we are for the most part human, liable here and there, and that we should feel frustrated about ourselves and Eddie for that.

Who named the Curiosity Mars rover

Who named the Curiosity Mars rover The Curiosity Mars rover was named by an 11 year old girl in Lenexa, Kansas, USA. Her name is Clara Ma and below is her inspiring story.On Aug. 5 at 10:31 p.m. PST, a rover named Curiosity touched down safely on the surface of Mars, and I was lucky enough to have a front-row seat.My name is Clara, and when I was in 6th grade, I won the essay contest NASA held to name its next Mars rover. The essay I wrote was not even 250 words long, but somehow it was enough to change my life. I still remember that chilly December day, sitting in science class. I’d finished a worksheet early and decided to get a TIME for Kids magazine off of Mrs. Estevez’s bookshelf. It was the 2008 Invention Issue, but that wasn’t the only thing that caught my eye. In the magazine, there was an article about a girl who named the Mars Exploration Rovers, Spirit and Opportunity.The article also talked about the essay contest NASA was holding to name its next Mars rover. Before I even knew anything else about i t, a single word flooded my 11-year-old mind: Curiosity.I couldn’t wait for the bell to ring so I could get started on my essay. That afternoon, I raced home from the bus stop, sat down at the computer, and typed until my fingers ached. It turns out I was just in time. A few days later, and the contest would have closed.Five months later, shortly after I had turned 12, I was watching a National Geographic special on mammoths when the phone rang. My mom answered, and immediately, a wide smile spread across her face.When she told me that I had won, I was happier than I could ever remember being. I screamed and ran up and down the stairs and all around the house. I completely forgot about the mammoths and did not even remember to turn off the TV until it was really late.Curiosity is such an important part of who I am. I have always been fascinated by the stars, the planets, the sky and the universe. I remember as a little girl, my grandmother and I would sit together in the backyard for hours. She’d tell me stories and point out constellations.Here in the heart of the country, my grandmother would say, there were no bright city lights to compete with the brilliance of the stars. There was just the chirping of the cicadas and the soft summer breeze.My grandmother lived in China, thousands of miles away from my home in Kansas. I loved the stars because they kept us together even when we were apart. They were always there, yet there was so much I didn’t know about them. That’s what I love so much about space. No matter how much we learn, it will always possess a certain degree of mystery.In the past, space exploration may have been a competition to see who got somewhere first or the fastest. But now, it is one of the few things that bring people together. Science is a language that needs no translation. It doesn’t matter where you’re from or what you look like â€" you just have to have a thirst for knowledge and a passion for learning in order to succeed .People often ask me why we go to faraway places like Mars. Why do we explore? My answer to that is simple: because we can. Because we’re curious. Because we as human beings do not just stay holed up in one place. We are constantly wondering and trying to find out what’s over the hill and beyond the horizon.The Curiosity rover is more than just a robot. It is more than just a titanium body and aluminum wheels. Curiosity represents the hard work, passion, love and commitment of thousands of people from all over the world who were brought together by science.Science is so awesome. It is breathtaking and mind-blowing, intertwining and unifying; and sometimes, it’s just a little bit crazy. The discoveries we make about our world are incredibly humbling. They move us forward and have the potential to benefit all of mankind.This December it will be four years of my life that have been tied to Curiosity in some way. I’ve met so many amazing people through this experience, from scie ntists to engineers to administrators to volunteers. Their dedication and fervor inspire me immensely. My journey with Curiosity and the MSL mission team has shaped the person that I am today, as well as the person I would one day like to become.I am deeply grateful to everyone who made it possible for me to have this amazing adventure.And to you, I hope your curiosity takes you far.By Clara MaHer winning essay:Curiosity is an everlasting flame that burns in everyones mind. It makes me get out of bed in the morning and wonder what surprises life will throw at me that day. Curiosity is such a powerful force. Without it, we wouldnt be who we are today. When I was younger, I wondered, Why is the sky blue?, Why do the stars twinkle?, Why am I me?, and I still do. I had so many questions, and America is the place where I want to find my answers. Curiosity is the passion that drives us through our everyday lives. We have become explorers and scientists with our need to ask questions and t o wonder. Sure, there are many risks and dangers, but despite that, we still continue to wonder and dream and create and hope. We have discovered so much about the world, but still so little. We will never know everything there is to know, but with our burning curiosity, we have learned so much.Clara Ma Photos:More readings More about Curiosity rover at Wikipedia Story source: http://mashable.com/2012/11/16/clara-ma-curiosity-rover/ Claras winning essay at NASA

Teamwork Promotes And Establishes Effective Communications...

According to Kinlaw (1991), teamwork is the way in which people must work and cooperate together in order to produce products or services that could not be produced by a single individual. To this end, teams appear to have a synergy effect, which implies that the total outcome that is produced by the team is by far more than the equivalent result which the sum of the team’s part would have had. By and large, the formation of groups is very useful for the organization and its members, because they perform important tasks. Johnson, Kantner and Kikora (1990) support the rationale of forming groups through the following arguments: 1. Individuals within the team know each other well, thus deploying confidence and trust, which results in cooperation and support. 2. Teamwork promotes and establishes effective communications channels within the members of the team. Daft (1996) considers the formation of teams as critical and immense for the effectual elaboration of a task, since teams: 1. Encourage and promote creativity and innovation. 2. Are more effective problem solving devices as opposed to individuals. 3. Enhance the dedication and commitment needed to implement the decisions 4. Provide greater opportunities for interaction and 5. Increase the coherence within their members. When an employee changes position within a company, he or she ultimately changes ways of thinking, in accordance with the effects of the new position and his or her moods change until they come closer toShow MoreRelatedLes Mills New Zealand Case Study Essay1317 Words   |  6 PagesNZ and Les Mills International. With 10 clubs, 900 staff and 46,000 members throughout New Zealand in 2010, they are continually growing with a 12th club established in Newmarket, Auckland in 2012. This report will apply the relevant Management theories from the disciplines of communication, working in teams, leadership, motivation and rewards, and human resource management, to the Les Mills case. Communication Communication is the process of sending and receiving symbols with meanings attachedRead MoreThe Accounting Software Installation Project Case Study4169 Words   |  17 Pagestask force members and six the contractors involved in the project contributed to the work breakdown structure, cost, timeframes and specifications of the project. Karin got all the important role players together at the beginning of the project and conducted a one day partnering workshop where all the major accounting heads of the different divisions, one member of each task group and key persons from each contractor were invited. The main purpose of the workshop was to improve team buildingRead MorePersonal Values And Practice As A Registered Nurse Will Be Made2881 Words   |  12 Pages(collaboration, openness, respect and empowerment) values advocated by New South Wales (NSW) Health (NSW Health 2012). 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The Relationship Between Police Officers And Citizens Essay

Perception is reality. What one person believes to be true will be true to them, regardless of what others might think. Blame and perception are two subjects that go hand in hand. This is seen in many aspects of American culture, particularly in the relationship between police officers and citizens. When it comes to this relationship, people tend to take on very strong opinions either in defense of one group or in accusation of another. The viewpoints people take typically depend on which of the two groups they perceive to be good and which they perceive to be bad. These perceptions then provoke people to create strong, generalized ideas of blame onto one group or another for any disagreement that has taken place between the two. This unacquitted blame has led to angry acts of violence, protests, and further division between law enforcement officials and Americans nationwide. As described by Edward Stringham, writer for the Wall Street Journal, â€Å"The past month has seen extraordinary killings, both by police officers and of police officers, in St. Paul, Baton Rouge, and Dallas. All across the political spectrum, people agree that American policing is in turmoil† (Stringham). This division has created a culture of fear, distrust, and anger, and it is because of this hateful relationship that we see so much violence across this country. For many, this feels like an immense and unfixable problem; however, I propose there is a solution. I have created a plan in whichShow MoreRelatedPolice Brutality And The Police1585 Words   |  7 PagesPolice brutality and office involved shootings have sparked national debate and created a strain between police officers and citizens. Recently, there have been m ore home videos that display acts of aggression by police officers. 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“Financial Statement Analysis of Apple Inc.” Free Essays

Company Background Apple Inc. and its wholly-owned subsidiaries (collectively â€Å"Apple† or the â€Å"Company†) designs, manufactures and markets mobile communication and media devices, personal computers, and portable digital music players, and sells a variety of related software, services, peripherals, networking solutions, and third-party digital content and applications. The Company’s products and services include iPhone  Ã‚ ®Ã‚  , iPad  Ã‚ ®Ã‚  , Mac  Ã‚ ®Ã‚  , iPod  Ã‚ ®Ã‚  , Apple TV  Ã‚ ®Ã‚  , a portfolio of consumer and professional software applications, the iOS and Mac OS  Ã‚ ®Ã‚  X operating systems, iCloud  Ã‚ ®Ã‚  , and a variety of accessory, service and support offerings. We will write a custom essay sample on â€Å"Financial Statement Analysis of Apple Inc.† or any similar topic only for you Order Now The Company also sells and delivers digital content and applications through the iTunes Store  Ã‚ ®Ã‚  , App Store  SM  , iBookstore  SM  , and Mac App Store. The Company sells its products worldwide through its retail stores, online stores, and direct sales force, as well as through third-party cellular network carriers, wholesalers, retailers, and value-added resellers. In addition, the Company sells a variety of third-party iPhone, iPad, Mac and iPod compatible products, including application software, printers, storage devices, speakers, headphones, and various other accessories and peripherals, through its online and retail stores. The Company sells to consumers, small and mid-sized businesses (â€Å"SMB†), and education, enterprise and government customers. The Company’s fiscal year is the 52 or 53-week period that ends on the last Saturday of September. Unless otherwise stated, all information presented in this Form 10-K is based on the Company’s fiscal calendar. The Company is a California corporation established in 1977. Business Strategy The Company is committed to bringing the best user experience to its customers through its innovative hardware, software, peripherals, and services. The Company’s business strategy leverages its unique ability to design and develop its own operating systems, hardware, application software, and services to provide its customers new products and solutions with superior ease-of-use, seamless integration, and innovative design. The Company believes continual investment in research and development and marketing and advertising is critical to the development and sale of innovative products and technologies. As part of its strategy, the Company continues to expand its platform for the discovery and delivery of hird-party digital content and applications through the iTunes Store. As part of the iTunes Store, the Company’s App Store and iBookstore allow customers to discover and download applications and books through either a Mac or Windows-based computer or through â€Å"iOS devices,† namely iPhone, iPad and iPod touch  Ã‚ ®Ã‚  . In January 2011, the Company opened the Mac App Store to allow customers to easily di scover, download and install applications for their Macs. The Company also supports a community for the development of third-party software and hardware products and digital content that complement the Company’s offerings. The Company’s strategy also includes expanding its distribution network to effectively reach more customers and provide them with a high-quality sales and post-sales support experience. Consumer and Small and Mid-Sized Business The Company believes a high-quality buying experience with knowledgeable salespersons who can convey the value of the Company’s products and services greatly enhances its ability to attract and retain customers. The Company sells many of its products and resells third-party products in most of its major markets directly to consumers and businesses through its retail and online stores. The Company has also invested in programs to enhance reseller sales by placing high quality Apple fixtures, merchandising materials and other resources within selected third-party reseller locations. Through the Apple Premium Reseller Program, certain third-party resellers focus on the Apple platform by providing a high level of product expertise, integration and support services. The Company’s retail stores are typically located at high-traffic locations in quality shopping malls and urban shopping districts. By operating its own stores and locating them in desirable high-traffic locations, the Company is better positioned to ensure a high quality customer buying experience and attract new customers. The stores are designed to simplify and enhance the presentation and marketing of the Company’s products and related solutions. To that end, retail store configurations have evolved into various sizes to accommodate market-specific demands. The Company believes providing direct contact with its customers is an effective way to demonstrate the advantages of its products over those of its competitors. The stores employ experienced and knowledgeable personnel who provide product advice, service and training. The stores offer a wide selection of third-party hardware, software, and other accessories and peripherals that complement the Company’s products. Enterprise and Government The Company also sells its hardware and software products to enterprise and government customers in each of its geographic segments. The Company’s products are deployed in these markets because of their power, productivity, ease of use and the simplicity of seamless integration into information technology environments. The Company’s products are compatible with thousands of third-party business applications and services, and its tools enable the development and secure deployment of custom applications as well as remote device administration. Business Organization The Company manages its business primarily on a geographic basis. Accordingly, the Company has determined that its reportable operating segments, which are generally based on the nature and location of its customers, consist of the Americas, Europe, Japan, Asia-Pacific and Retail. The results of the Americas, Europe, Japan and Asia-Pacific reportable segments do not include the results of the Retail segment. The Americas segment includes both North and South America. The Europe segment includes European countries, as well as the Middle East and Africa. The Asia-Pacific segment includes Australia and Asian countries, other than Japan. The Retail segment operates Apple retail stores worldwide. Each reportable operating segment provides similar hardware and software products and similar services. Further information regarding the Company’s operating segments may be found in Part II, Item  7 of this Form 10-K under the subheading â€Å"Segment Operating Performance,† and in Part II, Item  8 of this Form 10-K in Notes to Consolidated Financial Statements in Note 8, â€Å"Segment Information and Geographic Data. † Products The Company offers a range of mobile communication and media devices, personal computing products, and portable digital music players, as well as a variety of related software, services, peripherals, networking solutions and third-party hardware and software products. In addition, the Company ffers its own software products, including iOS, the Company’s proprietary mobile operating system; Mac OS X, the Company’s proprietary operating system software for the Mac; server software and application software for consumer, SMB, and education, enterprise and government customers. The Company’s primary products are discuss ed below. iPhone iPhone combines a mobile phone, an iPod, and an Internet communications device in a single handheld product. Based on the Company’s Multi-Touchâ„ ¢ user interface, iPhone features  desktop-class email, web browsing, searching, and maps and is compatible with both Macs and Windows-based computers. Phone automatically syncs content from users’ iTunes libraries, as well as contacts, bookmarks, and email accounts. iPhone allows customers to access the iTunes Store to download audio and video files, as well as a variety of other digital content and applications. In October 2011, the Company launched iPhone 4S, its latest version of iPhone, which includes Siriâ„ ¢, a voice activated intelligent assistant. In addition to the Company’s own iPhone accessories, third-party iPhone compatible accessories are available through the Company’s online and retail stores and from third parties. Pad iPad is a multi-purpose mobile device for browsing the web, reading and sending email, viewing photos, watching videos, listening to music, playing games, reading e-books and more. iPad is based on the Company’s Multi-Touch technology and allows customers to connect with their applications and content in a more interactive way. iPad allows customers to access the iTunes Store to download audio and video files, as well as a variety of other digital content and applications. In March 2011, the Company introduced iPad 2, its second-generation iPad. In addition to the Company’s own iPad accessories, third-party iPad compatible accessories are available through the Company’s online and retail stores and from third parties. Mac Hardware Products The Company offers a range of personal computing products including desktop and portable computers, related devices and peripherals, and third-party hardware products. The Company’s Mac desktop and portable systems feature Intel microprocessors, the Mac OS X Lion operating system and the iLife  Ã‚ ®Ã‚  suite of software for creation and management of digital photography, music, movies, DVDs and websites. The Company’s desktop computers include iMac   Mac Pro and Mac mini. The iMac desktop computer has an all-in-one design that incorporates a display, processor, graphics card, storage, memory and other components inside a single enclosure. The Mac Pro desktop computer is targeted at business and professional customers and is designed to meet the performance, expansion, and networking needs of the most demanding Mac user. The Mac mini is a desktop computer in a compact enclosure. . iPod The Company’s iPod line of portable digital music and media players includes iPod touch, iPod nano  Ã‚ ®Ã‚  , iPod shuffle  Ã‚ ®Ã‚  and iPod classic  Ã‚ ®Ã‚  . All iPods work with iTunes. In addition to the Company’s own iPod accessories, third-party iPod compatible accessories are available, through the Company’s online and retail stores or from third parties. The iPod touch, based on iOS, is a flash-memory-based iPod with a widescreen display and a Multi-Touch user interface. iPod touch allows customers to access the iTunes Store to download audio and video content, as well as a variety of digital applications. The iPod nano is a flash-memory-based iPod that features the Company’s Multi-Touch interface allowing customers to navigate their music collection by tapping or swiping the display. The iPod nano features a polished aluminum and glass enclosure with a built-in clip. The iPod shuffle is a flash-memory-based iPod that features a clickable control pad to control music playback and VoiceOver technology enabling customers to hear song titles, artists and playlist names. The iPod classic is a hard-drive based portable digital music and video player. iTunes  Ã‚ ® Tunes is an application that supports the purchase, download, organization and playback of digital audio and video files and is available for both Mac and Windows-based computers. iTunes 10 is the latest version of iTunes and features AirPlay  Ã‚ ®Ã‚  wireless music playback, Genius Mixes, Home Sharing, and improved syncing functionality with iOS devices. Mac App Store In January 2011, the Company opened the Mac App Stor e allowing customers to discover, download and install applications for their Macs. The Mac App Store offers applications in education, games, graphics and design, lifestyle, productivity, utilities and other categories. The Company’s Mac OS X operating system software and iLife and iWork  Ã‚ ®Ã‚  application software are also available on the Mac App Store. iCloud In October 2011, the Company launched iCloud, its new cloud service, which stores music, photos, applications, contacts, calendars, and documents and wirelessly pushes them to multiple iOS devices, Macs and Windows-based computers. iCloud’s features include iTunes in the Cloud, Photo Stream, Documents in the Cloud, Contacts, Calendar, Mail,  automatic downloads and purchase history for applications and iBooks, and iCloud Backup. Users can sign up for free access to iCloud using a device running iOS 5 or a Mac running Mac OS X Lion. Software Products and Computer Technologies The Company offers a range of software products for consumer, SMB, education, enterprise and government customers, including the Company’s proprietary iOS and Mac OS X operating system software; server software; professional application software; and consumer, education, and business oriented application software. Operating System Software iOS OS is the Company’s mobile operating system that serves as the foundation for iOS devices. In October 2011, the Company released iOS 5, which supports iCloud and includes new features such as Notification Center, a way to view and manage notifications in one place; iMessageâ„ ¢, a messaging service that allows users to send text messages, photos and videos between iOS devices; and Newsstand, a way to purchase and organize newspaper and magazine subscriptions. Mac OS X Mac OS X, the operating system for Macs, is built on an open-source UNIX-based foundation. Mac OS X Lion is the eighth major release of Mac OS X and became available in July 2011. Mac OS X Lion includes support for new Multi-Touch gestures; iCloud integration; system-wide support for full screen applications; Mission Controlâ„ ¢, a way to view everything running on a user’s Mac; the Mac App Store; Launchpadâ„ ¢, a new home for a user’s applications; and a redesigned Mail application. Application Software iLife iLife ’11 is the latest version of the Company’s consumer-oriented digital lifestyle application suite included with all Mac computers. Life features iPhoto  Ã‚ ®Ã‚  , iMovie  Ã‚ ®Ã‚  , iDVD  Ã‚ ®Ã‚  , GarageBand  Ã‚ ®Ã‚  , and iWebâ„ ¢. iPhoto is the Company’s consumer-oriented digital photo application and iMovie is the Company’s consumer-oriented digital video editing software application. iDVD is the Company’s consumer-oriented software application that enables customers to turn iMovie files, Quick Time files, and digital pictures into interactive DVDs. GarageBand is the Company’s consumer-oriented music creation application that allows customers to play, record and create music. Web allows customers to create online photo albums, blogs and podcasts, and to customize websites using editing tools. iWork iWork ’09 is the latest version of the Company’s integrated productivity suite designed to help users create, present, and publish documents, presentations, and spreadsheets. iWork ’09 includes Pages  Ã‚ ®Ã‚  Ã¢â‚¬â„¢09 for word processing and page layout, Keynote  Ã‚ ®Ã‚  Ã¢â‚¬â„¢09 for presentations, and Numbers  Ã‚ ®Ã‚  Ã¢â‚¬â„¢09 for spreadsheets. The Company also has a Multi-Touch version of each iWork application designed specifically for use on iOS devices. Other Application Software The Company also sells various other application software, including Final Cut Pro  Ã‚ ®Ã‚  , Logic Studio  Ã‚ ®Ã‚  ,  Logic  Ã‚ ®Ã‚  Express 9, Logic Studio  Ã‚ ®Ã‚  Pro, and its FileMaker  Ã‚ ®Ã‚  Pro database software. Displays   Peripheral Products The Company manufactures the Apple LED Cinema Displayâ„ ¢ and Thunderbolt Display. The Company also sells a variety of Apple-branded and third-party Mac-compatible and iOS-compatible peripheral products, including printers, storage devices, computer memory, digital video and still cameras, and various other computing products and supplies. Apple TV Apple TV allows customers to watch movies and television shows on their high definition television. Content from iTunes, Netflix, YouTube, and Flickr as well as music, photos, videos, and podcasts from a Mac or Windows-based computer can also be wirelessly streamed to a television through Apple TV. With the release of iCloud in October 2011, content purchased on Apple TV can be re-downloaded on iOS devices. Product Support and Services AppleCare  Ã‚ ®Ã‚  offers a range of support options for the Company’s customers. These options include assistance that is built into software products, printed and electronic product manuals, online support including comprehensive product information as well as technical assistance, and the AppleCare Protection Plan (â€Å"APP†). APP is a fee-based service that typically includes two to three years of phone support and hardware repairs and dedicated web-based support resources. Markets and Distribution The Company’s customers are primarily in the consumer, SMB, and education, enterprise and government markets. The Company uses a variety of direct and indirect distribution channels, such as its retail stores, online stores, and direct sales force, and third-party cellular network carriers, wholesalers, retailers, and value-added resellers. The Company believes that sales of its innovative and differentiated products are enhanced by knowledgeable salespersons who can convey the value of the hardware and software integration, and demonstrate the unique solutions that are available on its products. The Company further believes providing direct contact with its targeted customers is an effective way to demonstrate the advantages of its products over those of its competitors and providing a high-quality sales and after-sales support experience is critical to attracting new and retaining existing customers. To ensure a high-quality buying experience for its products in which service and education are emphasized, the Company continues to expand and improve its distribution capabilities by expanding the number of its own retail stores worldwide. Additionally, the Company has invested in programs to enhance reseller sales by placing high quality Apple fixtures, merchandising materials and other resources within selected third-party reseller locations. Through the Apple Premium Reseller Program, certain third-party resellers focus on the Apple platform by providing a high level of integration and support services, and product expertise. No single customer accounted for more than 10% of net sales in 2011 or 2010. One of the Company’s customers accounted for 11% of net sales in 2009. Competition The markets for the Company’s products and services are highly competitive and the Company is confronted by aggressive competition in all areas of its business. These markets are characterized by frequent product introductions and rapid technological advances that have substantially increased the capabilities and use of mobile communication and media devices, personal computers, and other digital electronic devices. The Company’s competitors who sell mobile devices and personal computers based on other operating systems have aggressively cut prices and lowered their product margins to gain or maintain market share. The Company’s financial condition and operating results can be adversely affected by these and other industry-wide downward pressures on gross margins. Principal competitive factors important to the Company include price, product features, relative price/performance, product quality and reliability, design innovation, a strong third-party software and peripherals ecosystem, marketing and distribution capability, service and support, and corporate reputation. The Company is focused on expanding its market opportunities related to mobile communication and media devices. These industries are highly competitive and include several large, well-funded and experienced participants. The Company expects competition in these industries to intensify significantly as competitors attempt to imitate some of the features of the Company’s products and applications within their own products or, alternatively, collaborate with each other to offer solutions that are more competitive than those they currently offer. These industries are characterized by aggressive pricing practices, frequent product introductions, evolving design approaches and technologies, rapid adoption of technological and product advancements by competitors, and price sensitivity on the part of consumers and businesses. The Company’s digital content services have faced significant competition from other companies promoting their own digital music and content products and services, including those offering free peer-to-peer music and video services. The Company believes it offers superior innovation and integration of the entire solution including the hardware (iPhone, iPad, Mac, and iPod), software (iTunes), and distribution of digital content and applications (iTunes Store, App Store, iBookstore and Mac App Store). Some of the Company’s current and potential competitors have substantial resources and may be able to provide such products and services at little or no profit or even at a loss to compete with the Company’s offerings. The Company’s future financial condition and operating results depend on the Company’s ability to continue to develop and offer new innovative products and services in each of the markets it competes in. Research and Development Because the industries in which the Company competes are characterized by rapid technological advances, the Company’s ability to compete successfully depends heavily upon its ability to ensure a continual and timely flow of competitive products, services and technologies to the marketplace. The Company continues to develop new technologies to enhance existing products and to expand the range of its product offerings through research and development, licensing of intellectual property and acquisition of third-party businesses and technology. Total research and development expense was $2. 4 billion, $1. 8 billion and $1. 3 billion in 2011, 2010 and 2009, respectively. Patents, Trademarks, Copyrights and Licenses The Company currently holds rights to patents and copyrights relating to certain aspects of its iPhone, iPad, Mac and iPod devices, peripherals, software and services. The Company has registered or has applied for trademarks and service marks in the U. S. and a number of foreign countries. Although the Company believes the ownership of such patents, copyrights, trademarks and service marks is an important factor in its business and that its success does depend in part on the ownership thereof, the Company relies primarily on the innovative skills, technical competence and marketing abilities of its personnel. The Company regularly files patent applications to protect inventions arising from its research and development, and is currently pursuing thousands of patent applications around the world. Over time, the Company has accumulated a large portfolio of issued patents in the U. S. and worldwide. The Company holds copyrights relating to certain aspects of its products and services. No single patent or copyright is solely responsible for protecting the Company’s products. The Company believes the duration of its patents is adequate relative to the expected lives of its products. Due to the fast pace of innovation and product development, the Company’s products are often obsolete before the patents related to them expire, and sometimes are obsolete before the patents related to them are even granted. Many of the Company’s products are designed to include intellectual property obtained from third parties. While it may be necessary in the future to seek or renew licenses relating to various aspects of its products and business methods, based upon past experience and industry practice, the Company believes such licenses generally could be obtained on commercially reasonable terms; however, there is no guarantee that such licenses could be obtained at all. Because of technological changes in the industries in which the Company competes, current extensive patent coverage, and the rapid rate of issuance of new patents, it is possible that certain components of the Company’s products and business methods may unknowingly infringe existing patents or intellectual property rights of others. From time to time, the Company has been notified that it may be infringing certain patents or other intellectual property rights of third parties. Foreign and Domestic Operations and Geographic Data The U. S. epresents the Company’s largest geographic market. Approximately 39% of the Company’s net sales in 2011 came from sales to customers inside the U. S. Final assembly of the Company’s products is currently performed in the Company’s manufacturing facility in Ireland, and by outsourcing partners, primarily located in Asia. The supply and manufacture of a number of components is performed by sole-sourced outsourcing par tners in the U. S. , Asia and Europe. Single-sourced outsourcing partners in Asia perform final assembly of substantially all of the Company’s hardware products. Margins on sales of the Company’s products in foreign countries, and on sales of products that include components obtained from foreign suppliers, can be adversely affected by foreign currency exchange rate fluctuations and by international trade regulations, including tariffs and antidumping penalties. Information regarding financial data by geographic segment is set forth in Part II, Item  7 and Item  8 of this Form 10-K and in Notes to Consolidated Financial Statements in Note 8, â€Å"Segment Information and Geographic Data. † Seasonal Business The Company has historically experienced increased net sales in its first fiscal quarter compared to other quarters in its fiscal year due to increased holiday seasonal demand. This historical pattern should not be considered a reliable indicator of the Company’s future net sales or financial performance. Warranty The Company offers a limited parts and labor warranty on most of its hardware products. The basic warranty period is typically one year from the date of purchase by the original end-user. The Company also offers a 90-day basic warranty for its service parts used to repair the Company’s hardware products. In addition, consumers may purchase the APP, which extends service coverage on many of the Company’s hardware products in most of its major markets. Employees As of September  24, 2011, the Company had approximately 60,400 full-time equivalent employees and an additional 2,900 full-time equivalent temporary employees and contractors. APPLE INC. (Exact name of registrant as specified in its charter) Ratio Analysis | 2008| 2009| 2010| 2011| | Liquidity Ratios| a. Current Ratio:A liquidity ratio that measures a company’s ability to pay short-term obligations. The Current Ratio formula is: Also known as â€Å"liquidity ratio†, â€Å"cash asset ratio† and â€Å"cash ratio†. | Current Asset/Current Liability| 32311/14092| 36265/19282| 41678/20722| 44988/27970| | 2. 293| 1. 881| 2. 011| 1. 609| industry average| 2. 00| 1. 8| 2. 1| 1. 5| Current Ratio Comparisons :Ratio is stronger than the industry average. | | b. Acid Test Ratio:A stringent indicator that determines whether a firm has enough short-term assets to cover its immediate liabilities without selling inventory. The acid-test ratio is far more strenuous than the working capital ratio, primarily because the working capital ratio allows for the inclusion of inventory assets. Calculated by: | (Current Asset- Average inventory)/Current Liability| (32311-509)/14092| (36265-482)/19282| (41678-753)/20722| (44988-913. 5)/27970| | 2. 257| 1. 86| 1. 961| 1. 581| industry average| 2. 20| 1. 80| 2. 00| 1. 50| Acid Test Ratio Comparisons :Ratio is weaker than the industry average in first 3 years but stringer at last year. | | Summary of the Liquidity Ratio Comparisons * Strong current ratio and weak acid-test ratio indicates a potential problem in the inventories account. * Note that this industry has a relatively high level of inventories. | Financial Leverage Ratios| a. Debt to equity:A measure of a company’s financial leverage calculated by dividing its total liabilities by stockholders’ equity. It indicates what proportion of equity and debt the company is using to finance its assets. Note: Sometimes only interest-bearing, long-term debt is used instead of total liabilities in the calculation. Also known as the Personal Debt/Equity Ratio, this ratio can be applied to personal financial statements as well as corporate ones. | Total debt/Shareholders ‘ Equity| 18542/21030| 26019/27832| 27392/47791| 39756/76615| | 0. 882| 0. 935| 0. 573| 0. 519| industry average| . 89| . 95| . 5| . 50| Debt to equity Ratio Comparisons :Has average debt utilization relative to the industry average. | | b. Debt to total asset:A metric used to measure a company’s financial risk by determining how much of the company’s assets have been financed by debt. Calculated by adding short-term and long-term debt and then dividing by the companyâ €™s total assets. | Total debt/Total asset| 18542/39572| 26019/53851| 27392/75183| 39756/116371| | 0. 469| 0. 483| 0. 364| 0. 342| industry average| . 45| . 50| . 35| . 35| Debt to total asset Ratio Comparisons :Has average debt utilization relative to the industry average. | c. Total Capitalization:The capitalization ratio measures the debt component of a company’s  capital structure, or capitalization (i. e. , the sum of long-term debt  liabilities  and  shareholders’ equity) to support a company’s operations and growth. | | | | Debt/capitalization| 18542/25480| 26019/34569| 27392/54461| 39756/88401| | . 73| . 75| . 50| . 45| industry average| . 75| . 75| . 50| . 45| Total Capitalization Ratio Comparisons :Has average long-term debt utilization relative to the industry average. | | Coverage Ratios| a. Interest Coverage:A ratio used to determine how easily a company can ay interest on outstanding debt. The interest coverage ratio is calculated by di viding a company’s earnings before interest and taxes (EBIT) of one period by the company’s interest expenses of the same period: | EBIT/Interest charges| 6895/2242| 7984/2360| 18540| 34205| | 3. 075| 3. 383| -| -| industry average| 3. 2| 3. 5| -| -| Interest Coverage Ratio Comparisons :Has below average interest coverage relative to the industry average. | | Summary of the Coverage Trend Analysis * The interest coverage ratio for Apple Inc. has been falling since 2008. It has been below industry averages for the past two years. This indicates that low earnings (EBIT) may be a potential problem for BW. * Note, we know that debt levels are in line with the industry averages. | Activity ratios| a. Receivable Turnover:An accounting measure used to quantify a firm’s effectiveness in extending credit as well as collecting debts. The receivables turnover ratio is an activity ratio, measuring how efficiently a firm uses its assets. Formula: Some companies’ repor ts will only show sales – this can affect the ratio depending on the size of cash sales. | Annual net credit sales/ Average receivables| 32497/2422| 36537/3361| 65225/5510| 108249/5369| | 13. 17| 10. 871| 11. 838| 20. 162| industry average| 15| 10| 13| 20| Receivable Turnover Ratio Comparisons :Ratio is stronger than the industry average. | | b. Average collection period:The approximate amount of time that it takes for a business to receive payments owed, in terms of receivables, from its customers and clients. Calculated as: Where: Days = Total amount of days in period AR = Average amount of accounts receivables Credit Sales = Total amount of net credit sales during period| Days in year/receiveable turnover| 365/13. 417| 365/10. 871| 365/11. 838| 365/20. 62| | 27. 204| 33. 576| 30. 833| 18. 103| industry average| 25| 36| 30| 20| Average collection period Ratio Comparisons :Has improved the average collection period to that of the industry average. | | c. Inventory turnover:A ratio showing how many times a company’s inventory is sold and replaced over a period. The days in the period can then be divided by the inventory turnover formula to calculate the days it takes to sell the inventory on hand or â€Å"inventory turnover days. † | Cost of goods sold/Average inventory| 21334/509| 25683/482| 39541/753| 64431/913. 5| | 41. 914| 53. 8| 52. 51| 70. 53| industry average| 42| 53| 53| 70| Inventory turnover Ratio Comparisons :Has relatively good turnover. | | d. Total asset turnover:The amount of sales generated for every dollar’s worth of assets. It is calculated by dividing sales in dollars by assets in dollars. Formula: This ratio is more useful for growth companies to check if in fact they are growing revenue in proportion to sales. Also known as the Asset Turnover Ratio. | Net sales/ total asset| 32479/39571| 42905/53851| 65225/75183| 108249/116371| | . 821| . 797| . 868| . 930| industry average| . 2| . 80| . 85| . 90| Total asset t urnover Ratio Comparisons :Has relatively strong turnover. | | Profitability Ratios| a. Net profit margin:A ratio of profitability calculated as net income divided by revenues, or net profits divided by sales. It measures how much out of every dollar of sales a company actually keeps in earnings. | Net profit after tax/Net sales| 4834/32479| 8235/42905| 14013/65225| 25922/108249| | . 149| . 192| . 215| . 239| industry average| . 15| . 20| . 20| . 24| Net profit margin Ratio Comparisons :Has average Net Profit Margin. | | b. Return on investment:  Ã¢â‚¬Å"Return on investment(ROI)  rate of return  (ROR), also known as ‘rate of profit’ or sometimes just ‘return’, is the ratio ofmoney  gained or lost (whether realized or unrealized) on an  investment  relative to the amount of money invested. Similar financial measures with variations on how ‘investment’ is defined: * Return on assets  (ROA), * Return on net assets  (RONA), * Return on capital employed  (ROCE) * Return on invested capital  (ROIC) * Social return on investment  (SROI)| NPAT/Total asset| 4834/39572| 8235/53851| 14013/75183| 25922/116371| | . 122| . 153| . 87| . 223| industry average| . 125| . 15| . 18| . 20| Return on investment Ratio Comparisons :Has strong Return on Investment. | | c. Return on equity:The amount of net income returned as a percentage of shareholders equity. Return on equity measures a corporation’s profitability by revealing how much profit a company genera tes with the money shareholders have invested. ROE is expressed as a percentage and calculated as: Return on Equity = Net Income/Shareholder’s Equity Net income is for the full fiscal year (before dividends paid to common stock holders but after dividends to preferred stock. Shareholder’s equity does not include preferred shares. Also known as â€Å"return on net worth† (RONW). | NPAT/Shareholders equity| 25922/21030| 8235/27832| 14013/477931| 25922/76615| | . 229| . 296| . 293| . 338| industry average| . 23| . 29| . 29| . 350| Return on equity Ratio Comparisons :Has average Return on equity. | | Summary of the Profitability Trend Analyses * The profitability ratios for Apple Inc. have ALL been average since 2008. Each has been below the industry averages for the past four years. * This indicates that COGS and administrative costs may both be too high and a potential problem for Apple Inc. Note, this result is consistent with the low interest coverage ratio. | S ummary of Ratio Analyses * Inventories are too high. * May be paying off creditors (accounts payable) too soon. * COGS may be too high. * Selling, general, and administrative costs may be too high. | Common Size Analysis- Particulars| 2008| 2009| 2010| 2011| | 2008| 2009| 2010| 2011| Assets| | | | | | | | | | Current assets:| | | | | | | | | | Cash ; cash equivalents| 11875| 5263| 11261| 9815| | 30. 01| 9. 77| 14. 98| 8. 43| Short term marketable securities| 10236| 18201| 14359| 16137| | 25. 87| 33. 80| 19. 10| 13. 7| A/R| 2422| 3361| 5510| 5369| | 6. 12| 6. 24| 7. 33| 4. 61| Inventories| 509| 455| 1051| 776| | 1. 29| . 85| 1. 40| . 67| Differed tax assets| 1447| 2101| 1636| 2014| | 3. 66| 3. 90| 2. 18| 1. 73| Vendor non-trade receivables| -| -| 4414| 6348| | -| -| 5. 87| 5. 46| Other current assets| 5822| 6884| 3447| 4529| | 14. 71| 12. 78| 4. 59| 3. 89| Total current assets| 32311| 36265| 41678| 44988| | 81. 04| 67. 34| 55. 435| 38. 659| Long-term marketable securities| 2379| 1052 8| 5391| 55618| | 6. 01| 19. 55| 7. 171| 47. 794| Property, plant and equipment, net| 2455| 2954| 4786| 7777| | 6. 20| 5. 486| 6. 336| 6. 83| Goodwill| 207| 206| 741| 896| | . 52| . 383| . 986| . 769| Acquired intangible assets, net| 285| 247| 342| 3536| | . 72| . 495| . 455| 3. 039| Other assets| 1935| 3651| 2263| 3556| | 4. 890| 6. 780| 3. 010| 3. 056| Total assets| 39572| 53851| 75183| 116371| | 100| 100| 100| 100| | | | | | | | | | | LIABILITIES AND SHAREHOLDERS’ EQUITY:| | | | | | | | | | Current liabilities:| | | | | | | | | | Accounts payable| 5520| 5601| 12015| 14632| | 13. 942| 10. 401| 15. 981| 12. 574| Accrued expenses| 3719| 3376| 5723| 9247| | 9. 398| 6. 269| 7. 612| 7. 946| Deferred revenue| 4853| 10305| 2984| 4091| | 12. 64| 19. 136| 3. 969| 3. 516| Total current liabilities| 14092| 19282| 20722| 27970| | 35. 611| 35. 806| 27. 562| 24. 035| Deferred revenue – non-current| 3029| 4485| 1139| 1686| | 7. 654| 8. 329| 1. 515| 1. 449| Other non-current liabili ties| 1421| 2252| 5531| 10100| | 3. 591| 4. 182| 7. 357| 8. 679| Total liabilities| 18542| 26019| 27392| 39756| | 46. 856| 48. 317| 36. 434| 34. 163| Commitments and contingenciesShareholders’ equity:| | | | | | | | | | Common stock, no par value; 1,800,000 shares authorized; 929,277 and 915,970 shares issued and outstanding, respectively| 7177| 8210| 10668| 13331| | 18. 37| 15. 246| 14. 189| 11. 456| Retained earnings| 13845| 19538| 37169| 62841| | 34. 987| 36. 282| 49. 438| 54. 001| Accumulated other comprehensive income/(loss)|   Ã‚  8| 84| (46)| 443| | . 020| . 156| (. 061)| . 381| Total shareholders’ equity| 21030| 27832| 47791| 76615| | 53. 144| 51. 683| 63. 566| 65. 837| Total liabilities and shareholders’ equity| 39572| 53851| 75183| 116371| | 100| 100| 100| 100| Index Analysis- Particulars| 2008| 2009| 2010| 2011| | 2008| 2009| 2010| 2011| Assets| | | | | | | | | | Current assets:| | | | | | | | | | Cash ; cash equivalents| 11875| 5263| 11261| 9815| | 100| 14. 13| 27. 019| 21. 897| Short term marketable securities| 10236| 18201| 14359| 16137| | 100| 39. 204| 34. 452| 35. 870| A/R| 2422| 3361| 5510| 5369| | 100| 9. 27| 13. 221| 11. 934| Inventories| 509| 455| 1051| 776| | 100| 1. 26| 2. 522| 1. 752| Differed tax assets| 1447| 2101| 1636| 2014| | 100| 5. 79| 3. 925| 4. 477| Vendor non-trade receivables| -| -| 4414| 6348| | -| -| 10. 591| 14. 111| Other current assets| 5822| 6884| 3447| 4529| | 100| 18. 983| 8. 271| 10. 067| Total current assets| 32311| 36265| 41678| 44988| | 100| 67. 34| 55. 435| 38. 59| Long-term marketable securities| 2379| 10528| 5391| 55618| | 100| 19. 55| 7. 171| 47. 794| Property, plant and equipment, net| 2455| 2954| 4786| 7777| | 100| 5. 486| 6. 336| 6. 683| Goodwill| 207| 206| 741| 896| | 100| . 383| . 986| . 769| Acquired intangible assets, net| 285| 247| 342| 3536| | 100| . 495| . 455| 3. 039| Other assets| 1935| 3651| 2263| 3556| | 100| 6. 780| 3. 010| 3. 056| Total assets| 39572| 53851| 75183| 116371| | 100| 100| 100| 100| | | | | | | | | | | LIABILITIES AND SHAREHOLDERS’ EQUITY:| | | | | | | | | | Current liabilities:| | | | | | | | | | Accounts payable| 5520| 5601| 12015| 14632| | 100| 10. 401| 15. 981| 12. 574| Accrued expenses| 3719| 3376| 5723| 9247| | 100| 6. 269| 7. 612| 7. 946| Deferred revenue| 4853| 10305| 2984| 4091| | 100| 19. 136| 3. 969| 3. 516| Total current liabilities| 14092| 19282| 20722| 27970| | 100| 35. 806| 27. 562| 24. 035| Deferred revenue – non-current| 3029| 4485| 1139| 1686| | 100| 8. 329| 1. 515| 1. 449| Other non-current liabilities| 1421| 2252| 5531| 10100| | 100| 4. 182| 7. 357| 8. 679| Total liabilities| 18542| 26019| 27392| 39756| | 100| 48. 317| 36. 434| 34. 63| Commitments and contingenciesShareholders’ equity:| | | | | | | | | | Common stock, no par value; 1,800,000 shares authorized; 929,277 and 915,970 shares issued and outstanding, respectively| 7177| 8210| 10668| 13331| | 100| 15. 246| 14. 189| 11. 456| Retained earnings| 13845| 19538| 37169| 62841| | 100| 36. 282| 49. 438| 54. 001| Accumulated other comprehensive income/(loss)|   Ã‚  8| 84| (46)| 443| | 100| . 156| (. 061)| . 381| Total shareholders’ equity| 21030| 27832| 47791| 76615| | 100| 51. 683| 63. 566| 65. 837| Total liabilities and shareholders’ equity| 39572| 53851| 75183| 116371| | 100| 100| 100| 100| How to cite â€Å"Financial Statement Analysis of Apple Inc.†, Papers

La metodologia del diseno y los cursos de accion d Essays - Fit

La metodologia del diseno y los cursos de accion de la GUC Introduccion "Nuestro conocimiento de las circunstancias se ha incrementado, pero nuestra incertidumbre, en lugar de haber disminuido, ha aumentado. La razon de esto es que no ganamos todas nuestras experiencias a la vez sino poco a poco". La metodologia del diseno del ejercito (MDE) es una herramienta de planeamiento que impulsa el desarrollo del planeamiento conceptual y que permite determinar que cosas debo hacer para poder hacer frente a un problema en ese sentido esta parte de la metodologia se enlaza con el desarrollo del procedimiento militar de toma de decisiones (PMTD) la cual es responsable de hacer posible el que hacer, en los diferentes textos encontramos que la guerra es arte y ciencia y considerando ello podemos afirmar que en esta parte es donde se manifiesta en que lugar es arte, en el MDE, y en que lugar es ciencia, en el PMTD, los cuales son interdependientes ninguno es mejor que el otro, sino mas bien coexisten de una manera armonica es decir como lo haria una fami lia en la vida rea l y como se fusionan en armonia las notas musicales. En donde el comandante es el hombre que es el principal encargado de realizar el MDE y su EM el PMTD sin ser exclusivos de ambos dado que los algunos miembros del EM pueden participar en el MDE y el comandante participa del PMTD, por ejemplo, el comandante es como Leonard Bernstein, el ex director de la filarmonica del New York es cual es el encargado de hacer que toda aquella orquesta filarmonica funcione como un todo reproduciendo las mas bellas notas musicales. Pero como hace ello posible? Como llega a suceder ello? Aqui pues radica la importancia del MDE puesto que impulsa el desarrollo de los COAS impulsando el que hacer? Para determinar bien el Como hacer? El planeamiento conceptual impulsa los detalles determina las dimensiones del tablero de ajedrez, crea el entendimiento mutuo, establece el norte de las operaciones y demas que son inherentes a este tipo de planeamiento que ta mbien podemos llamar el arte de comandar. Puedo afirmar que esto se hace posible a traves de la integracion del mando y control, el adecuado desarrollo de la MDE en todo su desarrollo, del adecuado conocimiento de la amenaza y del tipo de actitud que debemos adoptar . Por lo que en definitiva puedo decir que la metodologia del diseno impulsa el desarrollo de COAS de GUC y que tienen exito en operaciones reales contr a fuerzas de la VI DE de Negro, adicional a lo antes mencionado puedo decir que para lograr esto depende de la actitud de los que planean y ejecutan las operaciones porque con una buena actitud te das cuenta que en cada problema se encuentra una oportunidad que puede ser explotada es mas la historia nos dice que en los diferentes problemas existentes las personas superaron ello porque encontraron una oportunidad en ese problema , tal es el caso del My Andres Razuri en la batalla de Junin ve una oportunidad de atacar a los realistas y comunica un a orden contraria al Crl Isidoro Suarez cambiando el resultado de la batalla, porque "la actitud es una pequena cosa que marca una gran diferencia". Desarrollo La MDE ayuda al entendimiento del ambiente operacional, la definicion del problema y a realizar el enfoque operacional pero adicional ello si miramos de forma reflectiva esta metodologia esta totalmente alineada a las competencias que desarrolla nuestra casa de estudio dado que se explota el pensamiento creativo y el razonamiento analitico ; y esto es lo que desarrollan los comandantes y estados mayores a traves del proceso de las operaciones y que actualmente es una de las capacidades que se desarrollan en las diferentes asignaturas de la Maestria en Ciencias Militares (MCM) lo que esta permitiendo el adecuado desarrollo de competencias del oficial permitiendonos ser competitivos en relacion a otras profesiones. Ademas, la MDE a traves del entendimiento del ambiente operacional en sus variables operacionales permite saber que todo aquello que nos rodea en el desarrollo de las operaciones comprendiendo diverso s campos de la actividad humana p or lo que ten emos que entender que