netrashetty
Netra Shetty
Kurzweil Educational Systems, Inc. is an American based company that specializes in providing reading and writing software to assist people who are blind or partially sighted, or who have learning disabilities, such as dyslexia and Attention Deficit Disorder. Founded in 1996, the company has pioneered the development of computerized assistive technology, and achieved worldwide recognition for its work. Kurzweil Educational Systems has also won several excellence awards within its industry. Its headquarters are based in Bedford, Massachusetts.
The company supplies two principal software products to its customers - Kurzweil 1000 and Kurzweil 3000. Kurzweil 1000 is a package which enables a visually impaired user to gain access to both electronic and printed material by speaking aloud text which has been scanned or copied; while Kurzweil 3000 is a tiered assistive reading, writing and learning medium aimed at students with learning disabilities or other disabilities that make reading or writing difficult.
Though the company was formed in 1996, text to speech software is actually something that dates back to the 1970s, when Dr Raymond Kurzweil developed his first Kurzweil Reading Machine, a device which could scan and speak text.
In 2005, Kurzweil Educational Systems was acquired by Cambium Learning Technologies. Cambium owns a number of other similarly related companies.
CEO
Gatis Kakis
Chairman of the Board
Gunars Veska
Director
Guntis Kigulis
Director
Vilma Malinovska
Director
Rihards Stumburs
Director
Nora Vildberga
Director
Indra Martinsone
Director
Guna Seska
General Manager
HM
General Manager
SL
The retail market is undoubtedly competitive and the companies, both existing and new, are trying to blend that creates a more intensified competition. That is why many firms need to do some intensive and little risky market strategy. To be a successful international retailer, there is a need for effective marketing strategy and will state how the firm uses its market positioning and product differentiation, including whether to pursue price or non-price competition. Marketers usually reckon product differentiation and branding to be good marketing strategies. Each firm can reduce he competition it faces by positioning its products for sale to market segments which other firms cannot attract so successfully.
Environmental constraints include legislation, government regulation, court orders, market characteristics, social issues, and societal norms. For example, major incursions by Japanese auto manufacturers into the U.S. market have forced American firms to change their production methods as well as the underlying structures of their organizations. Laws concerning entry into or exclusion from certain businesses, the imposition or removal of regulations, and such court-ordered actions as the breakup of American Telephone and Telegraph Company affect the structure of organizations. The birth of People Express and other air carriers was the direct result of the Airline Deregulations Act of 1978, which enabled new carriers to enter the airline business for the first time in decades.
Technology is another determining factor that will affect the new forms organizations will take. One example concerns organizations that were once a part of AT&T. Rapidly changing telecommunications technology and the removal of certain regulations are opening new market niches in which the regional telephone companies can compete. Another example is robotics and other modern production methods. As these technologies have developed, they have changed the American automobile industry as significantly as did foreign competition. Some research demonstrates that technological change offers occasions for restructuring.
Technology has received an extensive amount of study over the years. The research has produced the following typology of technology:
- Long-linked technology, in which many operations are interdependent, such as an assembly line
- Mediating technology, in which otherwise independent units are linked by following procedures, such as bank tellers who all serve customers in an isolated way but do so according to the bank's rules
- Intensive technology, in which the task sequence is unique and depends on feedback from the object being acted upon. Hospitals exhibit this technology in that patients are acted upon differentially and each action depends on their response (improvement or deterioration of their condition) to prior actions.
As organizations move from one type of technology to another, the demand for rigid rules or flexibility changes. While cooperation is significant in all three technologies-later stages of an assembly line cannot function smoothly if earlier stages falter, just as the surgical team requires intense cooperation to succeed-more flexibility and communication is needed in intensive technology than in the other two forms.
The company supplies two principal software products to its customers - Kurzweil 1000 and Kurzweil 3000. Kurzweil 1000 is a package which enables a visually impaired user to gain access to both electronic and printed material by speaking aloud text which has been scanned or copied; while Kurzweil 3000 is a tiered assistive reading, writing and learning medium aimed at students with learning disabilities or other disabilities that make reading or writing difficult.
Though the company was formed in 1996, text to speech software is actually something that dates back to the 1970s, when Dr Raymond Kurzweil developed his first Kurzweil Reading Machine, a device which could scan and speak text.
In 2005, Kurzweil Educational Systems was acquired by Cambium Learning Technologies. Cambium owns a number of other similarly related companies.
CEO
Gatis Kakis
Chairman of the Board
Gunars Veska
Director
Guntis Kigulis
Director
Vilma Malinovska
Director
Rihards Stumburs
Director
Nora Vildberga
Director
Indra Martinsone
Director
Guna Seska
General Manager
HM
General Manager
SL
The retail market is undoubtedly competitive and the companies, both existing and new, are trying to blend that creates a more intensified competition. That is why many firms need to do some intensive and little risky market strategy. To be a successful international retailer, there is a need for effective marketing strategy and will state how the firm uses its market positioning and product differentiation, including whether to pursue price or non-price competition. Marketers usually reckon product differentiation and branding to be good marketing strategies. Each firm can reduce he competition it faces by positioning its products for sale to market segments which other firms cannot attract so successfully.
Environmental constraints include legislation, government regulation, court orders, market characteristics, social issues, and societal norms. For example, major incursions by Japanese auto manufacturers into the U.S. market have forced American firms to change their production methods as well as the underlying structures of their organizations. Laws concerning entry into or exclusion from certain businesses, the imposition or removal of regulations, and such court-ordered actions as the breakup of American Telephone and Telegraph Company affect the structure of organizations. The birth of People Express and other air carriers was the direct result of the Airline Deregulations Act of 1978, which enabled new carriers to enter the airline business for the first time in decades.
Technology is another determining factor that will affect the new forms organizations will take. One example concerns organizations that were once a part of AT&T. Rapidly changing telecommunications technology and the removal of certain regulations are opening new market niches in which the regional telephone companies can compete. Another example is robotics and other modern production methods. As these technologies have developed, they have changed the American automobile industry as significantly as did foreign competition. Some research demonstrates that technological change offers occasions for restructuring.
Technology has received an extensive amount of study over the years. The research has produced the following typology of technology:
- Long-linked technology, in which many operations are interdependent, such as an assembly line
- Mediating technology, in which otherwise independent units are linked by following procedures, such as bank tellers who all serve customers in an isolated way but do so according to the bank's rules
- Intensive technology, in which the task sequence is unique and depends on feedback from the object being acted upon. Hospitals exhibit this technology in that patients are acted upon differentially and each action depends on their response (improvement or deterioration of their condition) to prior actions.
As organizations move from one type of technology to another, the demand for rigid rules or flexibility changes. While cooperation is significant in all three technologies-later stages of an assembly line cannot function smoothly if earlier stages falter, just as the surgical team requires intense cooperation to succeed-more flexibility and communication is needed in intensive technology than in the other two forms.
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