*International warranty excludes all Desktop and All-in-One (AiO) products; . World's Most Admired Companies by Fortune Magazine in ASUS makes the world's best-selling, most award-winning World's Most Admired Companies by Fortune Magazine in Ranked Among. In the computer industry, ASUS was named one of the World's. Most Admired Companies by Fortune Magazine in Ranked Among Top Global IT Company.
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ASUS is ranked as the most valuable international brand from Taiwan for the become one of Fortune magazine's World's Most Admired Companies in elevated ASUS to become one of Fortune magazine's World's Most Admired ASUS is ranked as the most valuable international brand from Taiwan for the fifth . The World's No. 1 Gaming Laptop further changes the game with the most PC Magazine / Singapore. 4 out of 5. Computer Shopper / USA. Gamer's Choice.
We began with a universe of about 1, candidates: the 1, largest U. We then winnowed the assortment to the highest-revenue companies in each industry, a total of in 30 countries. The top-rated companies were picked from that pool of ; the executives who voted work at the companies in that group. To determine the best-regarded companies in 52 industries, Korn Ferry asked executives, directors, and analysts to rate enterprises in their own industry on nine criteria, from investment value and quality of management and products to social responsibility and ability to attract talent. Because of the weak distribution of responses, only the aggregate industry scores and ranks are published in Construction and Farm Machinery, Internet Services and Retailing, Network and Other Communications Equipment, Metals, Packaging and Containers, and Telecommunications. Results were not published in the following categories due to insufficient response rates: Cable and Satellite Providers, Petroleum Refining, Pipelines and U.
Before that, he worked for PCMag's s See Full Bio.
Despite its name, the Zenbook 13 actually boasts a inch well, It's a fairly average full HD 1, by 1, glossy touch screen, and its main claim to fame is that it takes up 97 percent of the laptop's footprint. Asus says this makes it the world's thinnest laptop display border—known as a bezel. I haven't verified this, but I can say that it is stunningly thin.
Part of why the bezels are so thin is that the hardware for the webcam takes up little room in the top border. Instead, it's relegated to a notch that extends out from the ZenBook S13's top edge.
This doubles as a handy grasping point when you're trying to open the laptop. From the outside, the ZenBook S13 isn't actually that distinctive looking.
That's not to say it's not well designed: But there's little truly distinctive about it to set it apart from the sea of other aluminum ultraportables that are also well-designed.
The ZenBook S15's keys are quite sturdy, but they suffer from the relatively shallow travel distance that is a necessary byproduct of such a thin machine.
We believe that many companies need to dramatically shift their marketing strategies to account for the rising power exerted on future customers by the opinions of existing customers.
We have created two tools to help managers do that: the influence mix and the O continuum. This is the influence mix. Think of it as a zero-sum game: The greater the reliance on one source, the lower the need for the others.
If the impact of O on a download decision about a food processor goes up, the influence of M or P, or both, goes down. In recent years O has taken on increasing weight in many categories, but plenty of exceptions remain. For example, habitual downloads such as milk tend to be dominated by P, while someone shopping for a toothbrush is most likely to be swayed by packaging, brand, pricing, and point-of-download messages—all components of M.
Companies need to ask: To what extent do consumers depend on O when making decisions about their products? We present the answers as points along the O continuum. The closer your product is to the O-dependent end, the greater the shift in how consumers gather and evaluate information about it. The examples below show where several categories fall on the O continuum.
Once firms understand where a product falls on the O continuum, they can consider the strategic implications in four realms: Competitive position.
This is also apparent in the restaurant business: Research by Michael Luca, of Harvard Business School, suggests that in cities where large numbers of diners rely on Yelp reviews, independent restaurants tend to benefit, while chains and franchises often see their revenues decline. LG and Samsung have taken full advantage of this capacity, moving beyond their original core products electronics into a broad array of tech goods and home appliances.
In general, we see greater market-share volatility in domains where customers depend mainly on O. Witness the swift declines of Nokia and BlackBerry. Conversely, brand equity and loyalty can protect established players in O-independent domains; brands such as Clorox and Bud Light, influenced primarily by P and M, enjoy relative stability. In recent years many camera downloaders have turned to ratings and user reviews as their main source of information.
This means that celebrity endorsements are less effective than they once were. Banner ads intended to create or reinforce brand awareness are not very successful either, because when it comes time to download, the weight of trusted reviews usually overrides any residual effect of fleeting exposure to an ad. Instead, companies such as Nikon and Canon should focus on generating user interest in particular products and promoting an ongoing flow of authentic and positive content from O on internet retail sites.
Market research. Companies in domains that are not susceptible to O can continue to draw on conventional market-research approaches, but those in O-dependent areas need to think differently.
Market research usually aims to measure P—it tries to predict the kinds of products consumers will like by assessing their preferences in the past. For example, a market research study conducted in early —before the release of the first iPhone—concluded that U.
What went wrong? The study had measured P, but as soon as the iPhone hit the market and early adopters began gushing over it, people became influenced by O.