How Apple Uses Big Data To Drive Success

NAME : JOVANKA HASLIM 林梵鈴 D0726903

TITLE : How Apple Uses Big Data To Drive Success


In some ways, despite being the most profitable tech company in the world, Apple found itself having to play catch-up with Big Data.
While Apple traditionally employed teams of highly paid experts in aesthetics and design to produce systems that they thought people would want to use, competitors like Google examined user data to see how people actually were using them. This gave those competitors an edge with the everyday apps that made smart phones so popular – maps, navigation, voice recognition and other aspects of computing that we want to do on the move.
The launch of the Apple Watch could potentially accelerate this process in a dramatic fashion. It turns out to be the device which finally brings wearables into the mainstream. Designed to be worn all day long, and to collect a wider variety of data thanks to additional sensors, even more personal data is available for analysis.
As well as positioning itself as an “enabler” of Big Data in other people’s lives, it has also been put to use in its own internal systems. The Siri voice recognition features of iDevices have proved popular with users too, and this is also powered by Big Data. Voice data captured by the machine is uploaded to its cloud analytics platforms, which compare them alongside millions of other user-entered commands to help it become better at recognizing speech patterns (machine learning) and more accurately match users to the data they are seeking. 
Like its biggest competitors, Apple also offers cloud-based storage, computing and productivity solutions, for both consumer and business use. Last month it was reported that it had purchased FoundationDB, a popular proprietary database architecture widely used for Big Data applications. 
Apple may have been slower in its uptake of Big Data and analytics than many of its rivals, but it has clearly seen that it has to play a big part in its future if it wants to stay ahead of the pack. It seems likely that it will try and use it to move away from relying on hugely expensive, episodic product releases to drive its growth as a business, and towards the more organic, constantly-regenerating model of growth favoured by its competitors in the software and services markets. 

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