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Aandeel TomTom AEX:TOM2.NL, NL0013332471

  • 6,970 17 sep 2021 17:36
  • -0,150 (-2,11%) Dagrange 6,970 - 7,210
  • 724.313 Gem. (3M) 394K

Nokia HERE te koop

4.995 Posts
Pagina: «« 1 ... 55 56 57 58 59 ... 250 »» | Laatste | Omlaag ↓
  1. forum rang 8 Beperktedijkbewaking 17 mei 2015 01:22
    quote:

    *Justin* schreef op 16 mei 2015 21:11:


    Gerard, ik kan de post niet meer terugvinden, maar je zei volgens mij ergens dat voor een tech bedrijf als Apple het ontwikkelen van een auto heel complex is, autobouwers hebben er meer verstand van. En dat die Google wagentjes er niet uit zien.

    Dat eerste is natuurlijk waar, maar dat het TE complex is, is gelogenstraft door Tesla. In voor automotive begrippen een knipoog hebben ze een premium auto neergezet. ...

    Misschien gaan deze Apple auto's er afwijkend uitzien van andere auto's. Zoals een yallowcab opvalt in het verkeer in NYC. En misschien wordt het wel iets dat je niet kunt kopen of bezitten, maar alleen kunt bestellen en per kilometer kunt afrekenen.
    ...
    Ooit gehoord van het Utrechtse 2getthere? Hun zelfrijdende bussen (alleen op plekken waar geen ander verkeer rijdt, vaste routes) zien er ook anders uit dan 'gewone' bussen.


    Ik weet niet zo wat Tesla gelogenstraft heeft. Technologisch is Tesla natuurlijk vooruitstrevend, maar op de brede automarkt is het nog niet meer dan een duur speeltje voor enthousiastelingen. Een betaalbare auto maken is ook een kunst.

    De Apple of Google auto's gaan er niet alleen anders uitzien, ze gaan m.i. ook andere doelen dienen. Vooralsnog vermoedelijk alleen op speciale trajecten, net zoals dat 2getthere.
    Ik ben het met Gerard eens. Ik voorzie de komende 10 jaar nog geen geheel zelfstandig rijdende auto die echt en overal aan het gewone verkeer deel kan nemen. Wel HAD auto's natuurlijk.

    Over één ding zijn we het allen (nou ja, bijna allen) eens: het is hoe dan ook gunstig voor TomTom.
  2. Wipo 17 mei 2015 19:12
    Wat aanvullende informatie:

    Acquired GPS Firm Coherent Navigation
    Sunday May 17, 2015 7:20 am PDT by Eric Slivka
    In one of its latest efforts to bolster its mapping capabilities, Apple appears to have acquired Coherent Navigation, a Bay Area GPS-related firm founded in 2008 by engineers from Stanford and Cornell.

    One of Coherent Navigation's areas of focus was High Integrity GPS ("iGPS"), a system that combines signals from the traditional mid-earth orbit GPS satellites with those from the low-earth satellites of voice and data provider Iridium to offer greater accuracy and precision, higher signal integrity, and greater jam resistance. Iridium touts iGPS as having the potential to provide location information accurate to within centimeters.

    coherent_navigation_website
    A number of Coherent's key employees recently began working for Apple, including tech veteran and CEO Paul Lego in January and co-founders William Bencze and Brett Ledvina as of last month. Coherent's website has also been taken offline, but on April 30 the name servers for the domain were updated to point to Apple's servers.

    It is unclear exactly what the Coherent Navigation team is working on at Apple and whether there was a specific technology Apple was interested in or if it simply wanted to apply the expertise of Coherent's employees to its own projects. Lego simply notes that he is now a member of Apple's Maps team, while Ledvina and Bencze are working in similarly location engineering roles.

    Coherent Navigation would be just the latest in a long string of mapping-related acquisitions Apple has made over the last several years, including the developers behind Pin Drop, Locationary, WifiSLAM, Hopstop, Embark, and Broadmap. Apple has continued to improve its mapping services since a rough transition away from Google Maps with the release of iOS 6 in 2012, with the company working to add features like transit information and perhaps Street View-like imagery to its services.

    Tags: acquisition, Coherent Navigation
    [ 18 comments ]


    Top Rated Comments(View all)
    Avatar
    Richardgm
    3 hours ago at 07:24 am
    I wonder if Apple knows that it is the data within the maps that is woefully inadequate?

    Apple maps is unusable in the Caribbean and the Middle East.
    Rating: 5 Votes
    Avatar
    Diode
    2 hours ago at 07:54 am
    For Apple Car?

    That's what I was thinking. A self driving car needs a very detailed map / navigation system.
    Rating: 3 Votes
    Avatar
    gigapocket1
    2 hours ago at 08:12 am
    I've seen some big advances in the Maps on my phone.. I still keep Google Maps as a backup.. But its definitely getting better..
    My only disappointment is the search.. Some things aren't their.. or lets say I search for iHop.. Well if an iHop is 2 minutes away.. it only shows that iHop. It doesn't allow me to zoom out and see all iHop locations so that I can choose which one I want to go to.. And thats what sucks
    Rating: 3 Votes
    Avatar
    jsamuels
    2 hours ago at 07:47 am
    For Apple Car?
    Rating: 2 Votes
    Avatar
    EthanLMT
    3 hours ago at 07:24 am
    Seems to me that they are trying to add GPS to the Apple Watch..
    Rating: 1 Votes
    Avatar
    clibinarius
    3 hours ago at 07:26 am
    I wonder if Apple knows that it is the data within the maps that is woefully inadequate? Apple maps is unusable in the Caribbean and the Middle East.

    Yes, but the GPS chip itself is unstable in NYC. It would CONSTANTLY lose reception and freeze up at times to the point of worthlessness (No, I don't like cycling around the Manhattan bridge because the stupid GPS has no clue where I am and I'm listening to it).
    Rating: 1 Votes
    Avatar
    DavidTheExpert
    33 minutes ago at 09:28 am
    Apple Maps is still disappointingly hit-or-miss so hopefully any maps related acquisition will bring an improvement!
    Rating: 1 Votes
    Avatar
    Jimmy James
    1 hour ago at 08:52 am
    I wonder if Apple knows that it is the data within the maps that is woefully inadequate? Apple maps is unusable in the Caribbean and the Middle East.

    Heaven forbid they continue to develop hardware while the software continues to play catch up, which was always going to take years to improve.

    I primarily use GPS in the backcountry where there is no cell service and online maps cannot be used. Any improvement in signal retention is helpful.
    Rating: 1 Votes
    Avatar
    Richardgm
    3 hours ago at 07:28 am
    Yes, but the GPS chip itself is unstable in NYC. It would CONSTANTLY lose reception and freeze up at times to the point of worthlessness (No, I don't like cycling around the Manhattan bridge because the stupid GPS has no clue where I am and I'm listening to it).
    Oh! Never knew there were any issues with location. I use Google Maps for navigation and never had any issues.
    Rating: 1 Votes

    [ Read All Comments ]
  3. [verwijderd] 18 mei 2015 00:22
    Kwam ik tegen van harrysnel op Imtech forum over 'andere aandelen'.

    Inderdaad, Nokia doorbreekt nu - een reeds 8 jaar bestaand - door de markt gekoesterd evenwicht. Hoe het gaat uitspelen weet niemand (ik heb uiteraard mijn vermoedens). Wat ik wel weet is dat 2015 een heel belangrijk jaar is voor TomTom. Het eerste jaar waarin de transitie is afgerond (geen grote veranderingen meer, meer focus op oogsten en niet alleen op zaaien). En daar bovenop gaat hun voornaamste concurrent in andere handen vallen.

    Ben benieuwd hoe we hier over een jaar op terugkijken. Never a dull moment in ieder geval.


    quote:

    harrysnel schreef op 23 april 2015 10:59:


    [...]

    Waze werd gekocht door Google voor 1miljard. Daar geen winst/omzet. Je moet niet denken in k/w verhouding maar in een waardering obv schaarse assets. Die schaarse assets moet je afzetten tegen potentiële markt. Denk aan zelfrijdende auto, smart dicties, internet of things, connected car etc.

    Waze 1 miljard dan TT .. miljard.

    Wat dit tot nu toe heeft tegengehouden? Een door marktpartijen gekoesterd evenwicht. Iedereen wil toegang tot maps en als deze in neutrale handen zijn is dat gunstig voor alle partijen. Autobouwers, giganten als Samsung/Apple, Yahoo/Facebook/Alibaba...etc. Nu Nokia Here in handen gaat vallen van een partij die niet acceptabel is voor de grote jongens om afhankelijk van te zijn blijft TT alleen over. Het gaat dan niet meer om wat TT zelf verdient met haar maps maar hoeveel omzet een partij kan realiseren/mogelijk misloopt als ze wel/geen maps hebben.

    Jij bekijkt alles, zelfs biotech, als een boekhouder. Dat is volkomen misplaatst. Ga gerust je gang maar dat is niet hoe de koers tot stand komt.

  4. forum rang 7 Tom3 18 mei 2015 08:13
    Nu ook op het Here draadje:

    www.autonews.com/article/20150518/OEM...

    "I think TomTom may end up being the big winner out of all this," Prioleau said. "And people might consider OpenStreetMap more seriously," he added. "If all of a sudden map data becomes a competitive advantage, one way to mitigate it is to invest in an open-source alternative."


    Dit moet ons toch als muziek in de oren klinken.
  5. ipstra 18 mei 2015 13:17
    www.nu.nl/internet/4050794/tizen-moet...

    Ik heb geprobeerd om er voor de zorgen om dit 'nieuws' niet dubbel te posten, maar ik heb niks kunnen vinden.

    HERE is, zoals ik het begrijp, het standaard mapping platform op Tizen (Samsung). Met de uitgesproken ambitie in het nieuwsartikel maakt dit Samsung wat mij betreft een nog serieuzere overnamekandidaat voor HERE.
  6. [verwijderd] 18 mei 2015 15:40
    De big data van TT is anoniem dus minder kostbaar en slechter verhandelbaar.
    De massale gebruikersstromen zijn leuk voor overheden en infrastructuur, commercieel helaas waardeloos.

    Bij internet en mobiel vertegenwoordigt elke gebruiker een standaardwaarde, en niet alleen om het geld dat hij elke maand afdraagt aan het hosting bedrijf.

    Was elke TT-PND gebruiker maar 5 tientjes waard....inderdaad koers €30,00!
  7. [verwijderd] 18 mei 2015 16:19
    quote:

    *Justin* schreef op 18 mei 2015 15:25:


    www.techtimes.com/articles/53639/2015...

    There are too many businesses out there that want an independent service, said Harold Goddijn, CEO of TomTom, which licenses data to Apple Maps. They don't want tp share customer data with Google. They want users to stay within their domain.

    De "TomTom awareness" lijkt wat toe te nemen.
  8. san marco 18 mei 2015 16:20
    5 Innovation Blind Spots That Killed Nokia and Kodak


    When the mantra “innovate or die” is invoked, two companies who are often mentioned as examples are Nokia and Kodak. But in what ways, exactly, did these two companies fail to innovate? and what lessons can we learn from their failures?

    Here are 5 innovation blind spots that I identified that ultimately doomed them to failure …
    1) They Defined Their Business Too Narrowly

    Nokia began life in a small village in Finland, as a paper mill. It branched out into electronics in the 1960s and in 1979 created the first cellular network in the world. Soon after, Nokia launched the Mobira Senator, its first car phone.

    In the late 1990s and early 2000s, Nokia was the global leader in mobile phones. Profits were sky-high. The shareholders were ecstatic. No doubt Nokia thought its name would be the Kleenex of mobile phones.

    Then, companies who were focused on the internet arrived, with people who understood that data, not voice, was the future of communication.

    Fast forward to 2013, when Nokia’s hardware division was acquired by Microsoft. It was the end of Nokia’s glory days.

    In a TechCrunch article, Daniel Gleeson, states that Nokia just didn't grasp the whole concept of software, or the idea of developing an ecosystem around apps. Nokia’s focus was hardware and they got stuck there.

    Adam Leach worked with Nokia’s original smartphone platform, Symbian, on projects including the Nokia Communicator, one of the first smartphones ever developed. Talking about his experience in collaborating with Nokia, he said the attitude was “it’s got to be a phone first, it’s a phone, phones sell.”

    Nokia’s reluctance to switch from a focus on hardware to one on software left it eating the dust of other companies.

    Similarly, Kodak made the monumental blunder of clinging to analog cameras instead of moving quickly to digital — A side note: Kodak invented the first digital camera. The reason, as Forbes notes, the members of the organization were so tied to the idea that their paychecks came from the sale of consumables such as film, chemicals and paper. No consumables, no profit, was their assumption.

    So what is the lesson learned? Be careful about how you define your business. Make it broad enough to encompass the possibility of change and deep enough to reach down to the core concerns of your customers.
    2) They Forgot About the Customer

    George Eastman, founder of Kodak, once said his goal was to “make the camera as convenient as the pencil.” With that attitude, and the development of dry-plate technology, he launched both an iconic American company and the entire practice of amateur photography. The “Kodak moment” embodies the idea of being able to capture special memories, easily and inexpensively. Later, Eastman bet his company’s future on new technology (leaving dry-plate photography behind and embracing film) because he saw how the new would serve the customer better than the old. He similarly jumped on color film early, even though it was inferior to black and white film for a long time during its development.

    Somehow, Eastman’s wisdom did not survive. Later on, leadership at Kodak thought only about profit and hung on to outdated technology. They forgot the customers and the customers moved on to competitors who offered technology that made their lives easier.

    Nokia, in its lack of expertise about software, didn't pay enough attention to the compatibility of apps, even designing phones that didn't work with games that consumers had played on their previous Nokia phones. This lack of focus on the customer’s needs is a nail in any company’s coffin.

    So what is the lesson learned? Keep the customer at the center. Spend time getting to know the customer and thinking about how to solve their problems.
    3) They Moved Too Slowly

    Fast innovation is hard when things are going well. One of the big mistakes Nokia made was that it didn't transfer its smartphone platform from the original Symbian OS to the next-generation one, MeeGo, soon enough. Its decision to try to compete with Android by open sourcing Symbian in 2008 came a few years too late.

    Kodak, too, moved with inexcusable slowness in the face of industry changes, considering they saw it coming well in advance. The company did a study in 1981 that indicated they had about ten years to prepare for the transition to digital photography – but they completely failed to embrace this new technology. In fact, they mostly hid from it.

    So what is the lesson learned? Be nimble and courageous. Make the tough calls to embrace new technology/products, even if (especially if) your organization is profitable and comfortable. Tweaking existing products can only take you so far.
    4) They Didn't Listen to Their Own People

    Kodak, with all its resources, had an early start with digital cameras. It knew about the technology almost 20 years before sales of digital cameras eclipsed analog in 2002. But not only did upper management not listen to its own market research department, who sounded the alarm that the company had only a decade to transition to digital, one of its very own engineers actually developed the first digital camera – and they hushed it up.

    According to Steve Sasson, the Kodak engineer who invented the first digital camera in 1975, people within the company reacted to his new invention by saying, “That’s cute—but don’t tell anyone about it.” Sasson was unable to convince anyone in Kodak of the potential of his invention. Soon Sony and others put inexpensive digital cameras on the market, and Kodak’s moment was lost.

    The warnings from inside the organization were ignored, and in 2012, Kodak filed for chapter 11 bankruptcy.

    So what was the lesson learned? Make sure innovators, from every level of the organization, have a voice and then listen to them.
    5) They Failed to Foster a Culture of Innovation

    In other words, they got complacent.

    Nokia’s early history of innovation (from paper mill to electronics to smartphones) could not survive the company’s complacency and attachment to hardware. They became overly satisfied with their success, and failed to plan effectively for future advances.

    Kodak’s leaders also neglected to help employees see digital as an opportunity. They saw only that digital innovations would eradicate film and photofinishing services, and they looked no further.

    In 1999, CEO George Fisher told the New York Times that Kodak had “regarded digital photography as the enemy, an evil juggernaut that would kill the chemical-based film and paper business that fueled Kodak’s sales and profits for decades.”

    Innovation can be threatening. In some cases you have to let go of one product or service while you are transitioning to a new one, like Tarzan letting go of one vine with the hope that he can reach the next one – it’s scary.

    So what was the lesson learned? Make innovation a tangible component in your organization’s culture. Reward accordingly. Help your employees swing from one vine to the next.
    So what?

    Nobody says innovation is easy and not all innovation blind spots are fatal. We are fortunate that we can learn lessons from the blunders of companies like Nokia and Kodak and look for ways to see beyond our own innovation blind spots.

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