Comparing the Personalities and Values of Steve Jobs and...

How did Jobs early years, prior to Apple, influence his view about human nature, work, and assumptions about employees? Please provide specific examples that support your answer. Jobs early years, prior to Apple influenced his view of life. Concerning human nature, Jobs believed that human being were spiritual beings. It is ones responsibility to find the inner spirit, be enlightened to attain inner peace this enhanced personal growth. He believed that unless one did this, they would be controlled by their circumstances, the situation in which they found themselves. One is able to take control of their thought process and view of life. He realized that an intuitive understanding and consciousness was more significant than abstract thinking and intellectual logical analysis, (Issacson, 2011, p. 37). His trip to India magnified this perception as he realized that people in Indian countryside did not use their intellect as those in the America, instead they used their intuition. He considered intuition as more powerful than intellect. Steve Jobs early experiences at his fathers garage informed his attitude towards work. To him the key reasons for work were to get money, adventure, it had to be interesting. He had an attitude that he could do anything, there was nothing like no in his work vocabulary. What caught his eye while searching for his first jobs was the Have fun, make money, advertisement on the San Jose Mercury (Issacson, 2011, p. 42). Issacson explains thatShow MoreRelatedLeadership Is A Critical Factor For The Success Or Failure Of An Organization2997 Words   |  12 Pagesleadership shown by Steve Jobs of Apple Inc. considering Apple being one of the most profitable companies. Steve Jobs with all his leadership qualities including his never settling attitude improved the company and put it where it is. Steven Paul Jobs (Steve Jobs) was born on 24 February 1955 in San Francisco, California. His parents were Abdul Fattah Jandali, a young Syrian Muslim immigrant, and Joanne Carole Schieble, a German-Ame rican. Steve Jobs was adopted by Clara and Paul Jobs, a middle-classRead MoreSteve Jobs Leadership5606 Words   |  23 PagesLeadership Theory 2.3 Transactional Leadership Theory 3.0 Application of Tranformational Theory to Steve Jobs’s Leadership 4.0 Application of Transactional Theory to Steve Jobs’s leadership 5.0 Application of Hershey Blanchard Theory to Steve Jobs leadership 6.0 Application of Path-Goal Theory to Steve Jobs’s leadership 7.0 Steve Jobs as a Charismatic leader 8.0 Uniqueness of Steve Jobs leadership 9.0 Conclusion Executive Summary Leadership style has an impact on all aspectsRead MoreApple report1381 Words   |  6 Pagescomputer software and commercial software, and commercial servers, and distributes digital media content. Apples most selling core product lines are iPhone smart phones, iPad tablets, iPo portable media players, and mac computer line. Founders Steve jobs and Steve Wozniak effectively created apple computer April 1, 1976, with the release of the Apple I, and incorporated the company on january 1977, in Cupertino, California. Since Apple Inc. has gone multinational they have distribution stores all aroundRead MoreComparison of Google and Apple corporate culture3420 Words   |  14 Pagesof principles, practices and values that enable all companies to move in one direction as a unified whole. The components of any corporate culture Adopted system of leadership, styles of conflict resolution, current system of communication, position of the individual in the organization, adopted symbols: slogans, organizational taboos, rituals. Corporate culture is based on the fundamental values shared by members of a company. In different companies these value are different because it dependsRead MoreBrand Personlities:IBM and Apple Essay2439 Words   |  10 Pagesdifferent projected images by comparing and contrasting the two different brands. What techniques did the marketer use to create these images? How would you explain this deliberate attempt in the light of the self- concept of the buyer? Executive Summary â€Å"Products are created in factories but brands are created in the mind of the prospect.† These immortal words symbolize the power of branding and the criticality of brand management. Every brand has a personality and is thus able to position itselfRead MoreApple Inc. Marketing Functions and Strategy6459 Words   |  26 PagesStrategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 4.0 Objectives of the Firm†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 4.1 Long-term†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..7 4.2 Short-term†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..7 5.0 Value†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..7 5.1 Value for customers†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....7 5.2 Value for shareholders†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 6.0 Marketing Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 6.1 Generic Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 6.2 Value Map†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..9 6.3 Product Growth Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.10 6.4 Specific Marketing Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 6.4.1 Offensive Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 Read MoreDeveloping Management Skills404131 Words   |  1617 Pages56 SKILL LEARNING 57 Key Dimensions of Self-Awareness 57 The Enigma of Self-Awareness 58 The Sensitive Line 58 Understanding and Appreciating Individual Differences Important Areas of Self-Awareness 61 Emotional Intelligence 62 Values 65 Ethical Decision Making and Values 72 Cognitive Style 74 Attitudes Toward Change 76 Core Self-Evaluation 79 SKILL ANALYSIS 84 Cases Involving Self-Awareness 84 Communist Prison Camp 84 Computerized Exam 85 Decision Dilemmas 86 SKILL PRACTICE 89 Exercises for ImprovingRead MoreLibrary Management204752 Words   |  820 Pages . . . . . . . . 95 Planning—The Outcome . . . . . . . . . . . . . . . . . . . . . . . . 96 Environment—The Assessment . . . . . . . . . . . . . . . . . . . 99 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 7 Values and Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . 107 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 Goals, Themes, and Directions . . . . . . . . . . . . . . . . . . 110 Objectives, InitiativesRead MoreMarketing Mistakes and Successes175322 Words   |  702 Pagesexamined only notable mistakes, and based on your favorable comments about recent editions, I have again included some well-known successes. While mistakes provide valuable learning insights, we can also learn from successes and find nuggets by comparing the unsuccessful with the successful. With the addition of Google and Starbucks, we have moved Entrepreneurial Adventures up to the front of the book. We have continued Marketing Wars, which many of you recommended, and reinstated Comebacks of

Influential Jewish Personalities Sam Perl Essay

In Small town Texas, Jewish people were known for having a very influential impact not only for their Jewish communities, but also for the greater society. Most small towns in Texas that had a Jewish population had at least one figure that stands out thanks to their own personal success, but also for the success in being key members of their society while helping their respective cities thrive. I read about two of these influential Jewish personalities, the first one being Sam Perl from Brownsville, and the second being Benjamin Loewenstein from Rockdale. Each of them did different things to assert themselves as very successful members of their respective cities. Sam Perl was born in 1898 in the Austro-Hungarian Empire, and arrived in Galveston with his mother in 1900. In 1926, he moved to Brownsville where he and his brother Leon would start a men’s clothing store. Little did Perl know that that clothing store would be the beginning of a great legacy he would eventually leave in Brownsville, Texas. One of the terms that Sam Perl has been called the most, has been an interstitial Jew. This is meant as describing not only Perl, but Jews of the area as an interstitial group, since they are not Anglo’s or Mexicans, which are the two largest groups of the area, therefore falling in the middle as a minority that is caught between two worlds. That position with Perl occupied as an in-between Jew allowed him to build cultural bridges between Anglos and Mexicans. Brownsville, a

Innovation and Sustainable Business Development Business Model

Question: Discuss about the Innovation and Sustainable Business Development for Business Model. Answer: Introduction Business model is the way through which an organization generates revenue and earns profit from its operation. Business analytics use metric for measuring the effectiveness and efficiency of organizations business model. Pricing and cost are the two primary levers of business model. According to DaSilva and Trkman, (2014) business model is an abstract representation of business by incorporating core interrelated architectural, co-operational and financial arrangement of an organization. On the other hand, Morris et al., (2015) opined that business model canvas provides the structure of business plan for getting sustainable success in an organization. Moreover, business lean canvas model provide business plan for any startup company. It identifies the problems of startup business and provides solution for addressing those problems. This discussion will present the concept of business model as system through critical analysis and examples. Discussion of Business Models as Systems While conceptualizing business canvas model, it involves business infrastructure, customers, offering, channels, customer relationship and revenue stream. According to Casadesus?Masanell and Zhu, (2013), business canvas model identifies the key activities, resources and partners of an organization towards gaining long term business success. The activity system enables an organization towards concerting with the key partners and creating high business value. Furthermore, Martins et al., (2015) opined that effective business model builds a system of segregating customer segment and creating efficient channels towards communicating with the customers. Hence, it involves high level of customer relationship strategy in its conceptualization. It also involves cash flow and revenue stream of organization towards earning profit. While conceptualizing the business lean canvas model, it involves specific sketches for startup business organization. According to Schneider and Spieth, (2013), lean canvas model is aimed at shortening product development cycles through adopting combination of business-hypothesis-driven experimentation, validated learning and iterative product releases. Moreover, it identifies the business problems for the startups and addresses those issues through building proper business solution. It also involves unique value proposition and unfair advantage of the newly created business. Furthermore, it highlights the anticipated revenue structure for an organization. With the growth of competition, organizations need to upgrade and conceptualize their flow of operation by following a framework, which would guide them in meeting business values. Static and dynamic challenges are extremely prevalent for both small scale and large scale enterprise but for that business models need to be followed. Static problems such as cost structure, organizational structure and organizational resources are well managed by business models (Maglio Spohrer, (2013). This model helps in quantifying the available revenue streams and based on that helps the firm in make or buy decision. Based on the static decision support system and historical records, organizations are finally able to process innovation and acquire latest operational technologies that eventually help in positive business outcomes. Business models help in correlating the static challenges related to revenue, resources and organizational assets so that profit can be maximized and shareholders wealth ca n be well distributed. On the other hand, while considering the dynamic challenges of an organization it must be said that the external issues related to demand and supply, changing customer trend, governmental policies and product diversification are well managed by following business models (Epstein et al., 2015). The challenges are predominantly addressed by selecting appropriate business partner and supplier, vertical or horizontal integration, effective customer relationships and selecting literal market channels. According to Kodama, (2009), with the growth of business and depending on environment, firms operate with others through partnership by either outsourcing or by vertical integration. This helps the concerned firm to allocate resources for innovation and production. On the other hand, Mina et al., (2014) pointed out that through business models as systems firms try to collaborate with others for knowledge sharing and absorbing expertise and ideas. West et al., (2014) furthermore added that with the design of collaborative business moves supply chain of an organization achieves equal relationship with suppliers that results in dialectic view promoting knowledge integration. Therefore, it can be said that through business models organizations are able to build up its value stream by connect and development strategy, which ultimately helps in determining corporate boundaries and aid in developing new products and services. Using business models as systems, organizations are able to evalu ate the available suitable firms for partnership, exchange knowledge, ensure cross-divisional teams, outsource manufacturing and create interdependence among the research and development team, helping positive business outcome. According to Amit and Zott, (2010) knowledge integration is the correlation between strategic communities and small world structure, which helps is feeding the business models. Innovation is the driving force that helps in guiding a firm to progress with breakthrough products that is unique and appreciated. On the words of Itami and Nishino, (2010), business models correlate all stakeholders starting from investors to distributors and therefore, dynamic knowledge for manufacturing new products comes into existence. Casadesus?Masanell and Zhu, (2013) pointed out that through business model canvas, an organization is able to segregate customer segments and based on that diversified products are thought. Research and development team of an organization assess market demand and based on that innovates new products that will keep the organization ahead of competition. Therefore, it can be said that business model while considered as a system, it helps in process innovation through market analysis for customer segment, identifying existing competitors and effective supplier selection. According Itami and Nishino, (2010), business model is composed of two elements, which are business system and profit model. With business system an organization delivers products and services within its business boundaries for serving its targeted customers and with profit model it determines decision for increasing sales and reducing costs. Operational efficiency is only achieved when realistic benefits are arranged for consumers through successful delivery system. Based on this concept Itami and Nishino, (2010) proposed a simplistic business model that explains the importance of a firms learning system aiding critical business success. Figure 1: Basic Business Model (Source: Itami Nishino, 2010) From the above model, it can be seen that it is applicable to any product or service based industry. Business system indicates the internal operation of an organization and the changing business environment. Business environment is extremely dynamic and the organic body needs to gather ideas of three aspects, which are its boundary, functions within the boundary and relationship with external firms. Considering the real life example of Toyota, it has well implemented the basic business model and designed its business system by following three aspects. On aspect is labor division between trading partners and firm, which indicates decision between procurement and outsourcing. Other two aspects are organizing internal working systems and external activities with trading partners (Itami Nishino, 2010). Toyota follows tapered outsourcing for most of its auto parts and it follows procurement from multiple tier 2 and tier 4 suppliers. Also, the organization maintains strong relationship with limited suppliers so that partnership and knowledge management is concrete. Toyota has established its Toyota Production System, which even serves internal organizing and therefore overall it can be said that the business system from the model is well followed. Considering the learning system from the business model, tapered outsourcing of Toyota helps in external control system, cost information and technological information from external plural outsourcing suppliers. According to Kodama, (2009), Japanese firms have articulated enough knowledge to build a competitive edge and revitalize their organizations. The authors of this article have presented a new business model that is completely related to knowledge management starting from business boundaries to value chain creation. Through knowledge integration innovation has been directed that has been shown to comprise of new boundary conceptions, dynamic human network and knowledge architecture. Therefore, in this article, entire focus has been done on knowledge management and innovation but the method of partnership, cost structure and resource allocation has been not explained enough. On the other hand, Amit and Zott, (2010) focused mostly on innovation, RD and related resource consumption. Theory, literature and concepts have been explicitly used in this article but there is no proper business model framework or model for reference. Finally, while considering the view of Itami and Nishino, (2010), it can be said that the basic business model that has been presented will be applicable to any product or service oriented organization. Even the article describes the operations of Google and Toyota about how they follow basic business models and systems to guide their operation. This article is clear, concise, having a clear simplistic view of basic business model that surrounds ideas from knowledge, resource, innovation, operation, service, customer and profit maximization. Therefore, according to me, out of the three articles, this article has helped me in gaining enough idea of business model as system. Conclusion While concluding, it must be said that business models are the boundary spanning systems that are centered on a firm and the activities are quite interdependent surrounding governance, structure and content. It has been understood that in future these models will be more protruding with business development and change in organizational environment. These models will keep on updating according to organizational capabilities so that innovation and knowledge management is accomplished. However, in future decision makers of firms need to think of long term outcome so that frequent changes in business model are prevented otherwise maintaining resources will be quite tough. Reference List Amit, R., Zott, C. (2010). Business model innovation: Creating value in times of change. Casadesus?Masanell, R., Zhu, F. (2013). Business model innovation and competitive imitation: The case of sponsor?based business models.Strategic management journal,34(4), 464-482. DaSilva, C. M., Trkman, P. (2014). Business model: What it is and what it is not.Long range planning,47(6), 379-389. Epstein, M.J., Buhovac, A.R. Yuthas, K. (2015). Managing social, environmental and financial performance simultaneously. Long Range Planning, 48: 35-45 Itami, H., Nishino, K. (2010). Killing Two Birds with One Stone. Long Range Planning, 43, 364-369. Kodama, M. (2009). Boundaries Innovation and Knowledge Integration in the Japanese Firm. Long Range Planning, 42, 463-494. Maglio, P. P., Spohrer, J. (2013). A service science perspective on business model innovation.Industrial Marketing Management,42(5), 665-670. Martins, L. L., Rindova, V. P., Greenbaum, B. E. (2015). Unlocking the hidden value of concepts: a cognitive approach to business model innovation.Strategic Entrepreneurship Journal,9(1), 99-117. Mina, A., Bascavusoglu, E. Hughes, A. (2014). Open service innovation and the firms search for external knowledge. Research Policy, 43. 853-866. Morris, M., Schindehutte, M., Richardson, J., Allen, J. (2015). Is the business model a useful strategic concept? Conceptual, theoretical, and empirical insights.Journal of Small Business Strategy,17(1), 27-50. Schneider, S., Spieth, P. (2013). Business model innovation: Towards an integrated future research agenda.International Journal of Innovation Management,17(01), 1340001. West, J., Salter, A., Vanhaverbeke, W. Chesbrough, H. (2014). Open innovation: The next decade.Research Policy, 43: 805-811.

Pbx Hybrid Networks Essays - Telephone Exchanges, Avaya, Voicemail

Pbx Hybrid Networks PBX and Key/Hybrid Systems PBX and Key systems are the wave of communication for business everywhere. The key difference between PBX and Key/Hybrid systems are the amount of stations each can handle. Key systems are designed for clients with very small line size requirements and very basic needs. It usually handles between 16 to 48 stations. PBX systems on the other hand handle a lot more stations as well as more features and sophistication. PBX are designed for larger corporations and cost much more than a simple key system communication need. Another key advantage of PBX system is it allows for room for corporation growth over the years than that of a Key System or Hybrid system. An example of a PBX system and some of its features is the Fujitsu BCS Series 3:1 Model Series 3 Product Type Digital PBX FCC Registration Numbers (Key) BJ885Z-60084-KF-E; (Hybrid) BJ8USA-60083-MF-E (PBX) BJ8USA-75355-PF-E Date Announced July 1993 Number of Systems Installed Approximately 2,375 + Line Capacity 480 Port Capacity 588 Trunk Capacity 4 to 240 (dependent on # of lines configured) Simultaneous Calls Possible 294 Traffic Capacity (BHCAs) 10,000 Switching Matrix TDM Main System CPU Fujitsu proprietary 8-bit or 16-bit CPU H5H5 Component Redundancy Not available Amt. of Main System Memory 1.5MB ISDN Support PRI only (BRI not available) T-Carrier Support Direct T1 interface Wireless Support SpectraLink WTS Voice Messaging Support Fujitsu TranSend/TranSend Lite unified messaging platform; Fujitsu's IVS voice messaging platform; or various third-party voice mail solutions. H6H6 ACD Support Fujitsu Series 3 ACD; ACD Report Manager H7H7 Call Accounting Support Integrates with Fujitsu's Call Manager H8H8 PC Attendant Console Optional The features of the Fujitsu BCS Series 3 is what most would look at a well functioning PBX. The price rang of the phones of each line are between 300 and 500 dollars per line with a basic package of 6500 for the TransSend unified messaging platform. An example of a functioning Key/Hybrid System is the Lucent Merlin Legend. A couple features of this key system are:2 Digital key/hybrid/PBX/behind-Centrex system H2H2 Date Announced August 1991 Date Installed October 1991 FCC Registration Numbers Key--AS593M-72914-KF-E; multifunction hybrid--AS593M-72682-MF-E H3H3 Target Market Small- to medium-sized businesses General Specifications Digital Station Capacity 200 Line Capacity 80 Simultaneous Calls Possible 108 Switching Matrix Time division Type of Processor Centralized 68000 microprocessor Type/Amount of Main Memory (bytes) 896K RAM Port Capacity 280 As you can tell the system is can not handle as much as the PBX system but for small business the Merlin Legend is a perfect fit. The price of the key/hybrid system the basic Merlin Legend Release 7.0 module retails for US$1,494. As you can tell that is a steep difference in price between the two. In conclusion when comparing the key system and PBX you compromise the features and price. With the PBX of the Fujitsu you spend so much more money but you get a lot of different features as well as the ablility to grow and become a bigger corporation with larger features. The Key system just leaves you with the bare requirements for your small business