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苹果公司案例分析摘要本文通过对苹果公司发展现状和存在的问题进行研究，对苹果公司的成功做了分析。
了解了苹果公司的发展战略和公司目标，运用波特五力模型分析了公司面临的竞争，运用SWOT模型分析分析了目前苹果发展存在的优势与劣势、机会与威胁，从风险的角度浅谈苹果存在的战略与运营风险、财务风险、人才危机以及与其他公司之间的专利与商标纠纷，并对苹果未来发展进行了展望。
最后通过资料分析，提出了未来苹果的发展方向首先应将充足的精力放在核心产品上，并在营销、发展、品牌、人才开发等方面提出了我们的看法。
关键字：苹果公司、成功、发展目录一、导论 (3)（一）公司简介 (3)二、苹果公司发展现状分析 (3)（一）企业内部环境分析 (3)（二）企业外部环境分析 (4)（三）波特五力模型分析 (6)（四）SWOT分析 (7)三、苹果公司战略 (10)（一）公司层战略 (10)（二）业务层战略 (11)（三）公司营销战略 (12)四、从风险的角度谈苹果公司的危机 (13)（一）战略与运营风险 (13)（二）财务风险 (13)（三）人才危机 (13)（四）法律危机 (13)五、对苹果公司未来的稳定发展展望 (14)（一）企业的营销战略 (14)（二）品牌战略 (14)（三）发展战略 (15)（四）人力资源战略 (15)参考文献 (16)一、导论（一）公司简介1976年4月1日，乔布斯和好友沃兹尼亚克在乔布斯父亲的车库里用1000美元的办起了苹果计算机公司。
1977年1月，苹果公司在风险投资家马库拉投资9.1万美元后正式注册成立。
1980年苹果公司上市。
苹果公司的核心业务是电子科技产品。
苹果的Apple II于1970年代助长了个人电脑革命，其后的Macintosh接力于1980年代持续发展。
最知名的产品是其出品的Apple II、Macintosh电脑、iPod音乐播放器、iTunes商店、iPhone手机和iPad平板电脑等。
Case Study of Apple, Inc.: how Apple executes its businesses model to control digital content through legal and technological means1IntroductionThis article is intended to assist teaching a business law elective concentrating on e-commerce and internet law and technology with an entrepreneurial approach through emphasizing the interaction between technology, business and law. Faculty who wish to incorporate active learning approaches to an e-commerce or internet technology and law course should find this work most beneficial as it will yield engaged students able to truly understand the significance of legal issues that arise with technology and the ability to address these issues in business enterprises following their classroom experience. It is reported that “students learn best when they are actively involved in and responsible for their own leaning.”2 This exercise is meant to create a forum for active learning along with a context for this experience. “At a basic level, undergraduate law courses inform students about key legal concepts and foundation principles. Students absorb legal concepts better when faculty provide a context or foundation for the review of complex legal materials.”3 With this in mind, students first study business models of current businesses in the technology sector. Students consider their products and services and future plans all as components of any business models in an attempt to analyze what works – companies producing revenue forproducts/services in high demand; and why it works – typically, because these companies create superior, innovative products/services that customers will choose over competitors,’ as well as pay for those products/services. Even if thebusinesses’ products/services are given away free to customers (think Google search queries), companies still produce revenue from (in this example) selling online display ads to third-parties. Through each aspect in a company’s development phase, again with a focus on how technology is a means to accomplish business goals, students quickly discover that the current legal environment lags behind rapid developments in business. This is attributable to the fact that advances in technology applications and innovations outpace legal developments – that law responds to the technology business environment.This case study is completed after a thorough study of a number of topics so that students’ knowledge in these areas allows them to apply it to a real and familiar subject: iPods and the iTunes Music Store. Students first focus on a company’s initial organization phase including how it starts up and what are its products/services. Students then address the legal issues relevant to a company’s start-up phase including: Trademarks, Copyrights, Trade Secrets, Patents, and Contracts. At the end of this unit of study and in an effort to elicit a more sophisticated comprehension of these topics, students work in groups on a Case Study of Apple, Inc., in which they refer back to legal concepts and business strategies studied early in the course, in order to achieve an in-depth understanding of and context for an understanding of how Apple exploits them and how they contribute to Apple’s success. This course concludes with an inventory of the technology Apple deploys, and how it protects this technology through enforcement of intellectual property rights.This course material has been developed and Apple was selected as a vehicle for a case study because the students already are conversant with this technology and the company. It frees students to concentrate on the legal significance of the company’s business and technology strategies. The concepts are presented in a way that resonates with students’ experiences – there is a familiar framework for the materials and this promotes insight and understanding beyond mere abstract academic learning. Specifically, students learn to recognize how each of these components contributes to an aspect of the company’s business plan and thus the company’s success. Through the course materials and case study exercise, students analyze and learn how a company develops a business model, deploys technology, and then uses intellectual property laws as well as contract law, to successfully execute its business plan. This article describes the process and methodology for teaching intellectual property, contracts and entrepreneurial business strategies. The course content is outlined, followed by a discussion of a case study synthesizing all of these course components, and supplemented by discussion points for instructors.I. Course Content:For teaching a course focusing on technology and law with an entrepreneurial approach, we devote the first weeks to developing proficiency in the subject matter of the course. Students read about technology companies, with an emphasis on how technology produces revenue as an end-product or service, or where it contributes to producing revenue as an underlyingcomponent of a product or service. After students understand the role of technology in a successful enterprise, students then turn their attention to the‘building blocks’ or assets of a technology company – the intellectual property (IP), and finally, the exploitation of those assets – the sale or licensing of that IP. There is an emphasis on both skill development and critical thinking in this course, as students learn skills such as registering and checking the legal status IP, use of IP as an asset and for defensive purposes, as well as evaluating IP through the study of cases, statutes, and current developments in the field. It is vital that instructors incorporate international legal materials into the study of IP which is especially impacted by the global economy. For example, registration of the iTunes mark in the U.S. is enforceable only within the U.S., and extraterritorial registration and enforcement of IP rights requires additional legal steps. Study of each form of IP includes domestic as well as international components in case readings, statutes and treaties.a.)TrademarksStudents are assigned readings and cases on Trademarks. Then students are asked to develop a name for a hypothetical business as well as how to register and brand it. Further, students develop a domain name strategy for this mark; and then consider it strategically – what rights mark owners have, including how to protect as well as exploit marks.b.)CopyrightsStudents next study readings and cases on Copyrights. Students are asked to identify business assets that are covered by copyright. They learn how to register a copyright and what rights copyright owners have. They again, learn how to protect copyrights, exploit their value, as well as how to control uses of their copyrights by others. Further, students learn how the Digital Millennium Copyright Act gives ever greater protections to copyright owners and how thislaw strengthens copyright owners’ claims as against users.c.)PatentsStudents next study readings and cases on Patents. As with the other forms of IP, students learn what is statutory subject matter for patents, how to file for patents, and what rights this confers on patentholders. Students are asked to identify business assets potentially covered by patents, and to find out if they are in fact patented. Students learn that unlike trademarks and copyrights, patenting offers more legal protections. Venture capitalists typically evaluate a start-ups’ patent portfolios first, as this is a seen as a crucial gauge of a company’s viability.d.)Trade SecretsStudents then study that final form of IP with readings and cases on Trade Secrets. This is an often underappreciated form of IP, but one which has actually risen in importance, especially as to those companies which need to quickly innovate and market new technology, or modify and update their technology frequently.4 In fact because of the recent Supreme Court ruling in KSR Int’l Co.v. Teleflex, Inc., companies will perhaps be more inclined to protect their IP as a trade secret rather than seeking patent protection because the Supreme Court raised the threshold for non-obviousness.5e.)Contracts and LicensingThe next course topic students cover is Contracts and Licensing, which represents the culmination of the course materials. This course assumes a basic understanding of the elements of a contract (offer, acceptance, consideration, etc.) that students presumably learned in an Introduction to the Legal Environment course, so the emphasis here is on the transactional aspect of contracts and licensing, especially on End-User License Agreements [EULAs], which are now more typically known as Software License Agreements [SLAs]. They are also known as technology transfer agreements. Students are asked to identify companies who would potentially be interested in the purchase or license of the IP assets, and then develop agreements for their sale or transfer. These agreements again have an offensive and defensive posture, as they are meant to translate the IP into revenue, and protect these assets from unauthorized uses and users. Transactional law concerns the process of exploiting the IP through the sale or licensing of these assets. SLAs represent the vehicle for this, and significantly too serve as the medium for content owners to maintain control over uses of the content.f..)AntitrustFinally, students study reading and cases on antitrust issues. While this may not seem to follow, antitrust law addresses agreements too – and concerns illegal agreements in restraint of trade. To the extent agreements are unlawful, antitrust law provides a vehicle for resolution of those issues. In a sense, antitrust law is sort of an off-set to the contracts and licensing agreements. Students are asked to identify practices that restrain trade, typically found where businesses do not compete on price or quality and instead rely on restrictive agreements to inhibit competition. While contracts and licensing are of course legal agreements, software is a non-rival product and highly susceptible to monopoly control, potentially triggering antitrust complaints by competitors and subsequent review by regulators.6Following a comprehensive study of these subjects, students have the components necessary to work on a case study of a technology company, in an effort to have them achieve a more meaningful understanding of how IP and contract law fit into a company’s business model, especially one which relies heavily on technology, where company assets are both physical and digital format, and the distribution involves both traditional retail and internet delivery platforms.II. Case Study Materials and Process:The MP3 technology is thoroughly familiar to students and instructors can capture students’ knowledge of this technology, and use it as a vehicle toeducate students about the interaction of this technology with business and law. Students acquire a more thorough understanding of the materials as they have a familiar platform from which to study these subjects. Students are asked to bring in their iPods, along with a print-out of Apple’s iTunes Terms of Service. (Students work in groups, and it has always been the case that at least one student owns an iPod and is an iTunes user and which is sufficient for this purpose.) Students receive a class exercise to complete in the form of an inventory and questionnaire to complete regarding Apple’s iPod, and its iTunes Music Store [iTMS] software. Students have access to iPods, as well as computers, where they download the iTMS software. They also use their class notes, text, cases and class materials as a reference guide. There are five parts to the inventory/questionnaire. Students first study every physical component of the iPod, including the appearance and design of the product, even the packaging, instructions, logos and symbols, all of which are covered by some forms of IP. Further, they look at the iTMS site and consider how that too is protected by some form of IP. Students inventory all of the above, and identify what form of IP it is potentially and probably covered by. For example, students realize that for Trademarks, the company must have a trademark in the names, for example: Apple, iPod, iTMS. Then they are asked who might want to use these names; what uses are legitimate, and what uses are infringing. For example, to the extent an aspect of the iPod product design is functional, it is covered by patent law; to the extent the product design is nonfunctional, it is covered by trademark law. Again, students are asked about uses.Students are then asked to find when both national and international legal protections expire as to each form of IP they’ve identified. For this students go to various websites, including sites such as the World Intellectual Property Organization, the Library of Congress’s Copyright Office and the Patent and Trademark Office. Typically students first notice that many competitors’ products ‘play off’ of the iPod, including its distinctive name and appearance. For example, students will find when they work on a trademark search that companies have already registered names potentially confusingly similar to the iPod name. As another example, they’ll find that different forms of IP have different terms of protection, that copyrights have a defined term of protection, while trademarks last potentially forever. While this is covered in most business law texts, through this exercise, these issues become ‘real’ to the students, and they gain insight as to how IP is an asset and managers must craft offensive and defensive strategies to manage their IP portfolio domestically and internationally.The next three parts of the inventory address the iTMS Software License Agreement (SLA). Students have hard copies of the SLA, those terms users are asked to agree to as a condition precedent of receipt of the software. This is often the first time students will have taken the time to read these agreements despite having agreed to many such agreements already.7 With their current foundation in IP though at this point they actually understand and appreciate the importance of the iTMS SLA as a business strategy. Students are asked to identify and classify each point of the SLA. For example, when the Terms of Service, Clause 13a provides, “No portion of the Service may be reproduced inany form or by any means. You agree not to modify…sell, distribute, or create derivative works based on the Service, in any manner….,”8 students identify and classify what form of IP that this clause refers to, and what uses it impacts.The fourth aspect of the Case Study asks students to identify instances of where the SLA’s terms provides users with a different set of rights from those provided in the various IP laws. By way of example, in Clause 13a cited in the previous paragraph, students will figure out that Apple’s agreement limits users’ fair use rights. Students begin to see then how contract law interacts with, and in many instances, encloses IP. This is when the students really begin to piece the business model together, and how business, technology and law interact to create a successful company strategy.Finally students are asked to reflect on how it is that Apple can, and does, control content and uses, and then to describe how this impacts innovation and free-market competition, in ways that potentially violate the antitrust laws. Students have so much relevant personal knowledge on these points, and can easily describe how their iPod is unable to do some function that they think it should be able to do. For example, students will say that they cannot interoperate Microsoft’s Zune MP3 player with Apple’s iTMS. And they often say report that they aren’t allowed to make their desired number of copies of a song they could have made had they been starting with a CD version of that same song. They also complain about the copy protection on downloaded songs.Students begin to realize that these restrictions are not inherent in the software and hardware; rather they exist within this technology as a function of the goals of Apple’s business model and legal strategy.After completion of the five-part inventory, students summarize their findings and describe how Apple relies on a legal structure – how it makes use of IP and contract laws – to deploy its technology and achieve success in its business model for competing in the digital media business. Students realize that Apple’s business model for both its hardware and software sales relies on a three-point plan: (1) distribution deals for licensing content from the music labels;(2) integration of is proprietary hardware and software (that excludes other companies) and (3) its ability to control uses and users’ rights through its SLA. Following the students’ findings, and as a way for the student groups to receive feedback on the quality and thoroughness of their work, instructors may lecture on any or all of these points, which build towards a detailed understanding of how Apple integrates technology and law in its business model.III. Discussion Points:The following section describes all facets of Apple’s business model, including how the technology works, and how Apple manages its IP as well as its contracts with content providers, and its agreement (the SLA) withcustomers/users. Discussion of this material is most appropriate after students conduct their own investigation and complete the case study.A.The Business’s Products & Services: Apple introduced its now-signature product, the iPod in 20019, and a pay-per-song service, iTMS just two years later.10 The iPod was an instant success, becoming the default for the MP3 player consumer electronics product category, because of its design and rich features, including capacity, download speed, and ease of use. The iTMS service likewise represented an industry breakthrough in an era defined by (1) free music download services like the illegal, now-defunct KaZaA, and original Napster (which offered low-quality, mainly pirated recordings), and (2) subscription services like the now-defunct PressPlay (which locked in users to fees, and limited uses of the content).11 Apple co-founder and CEO Mr. Steven Jobs’ intent with the MP3 product and iTunes service was to create an online environment closely resembling the physical environment and experience of purchasing music at a shop, because as he noted, “[p]eople want to buy downloads like they buy CDs.”12 It was at once, revolutionary, and obvious – importantly, it closely mimics the way users search p2p for music online, seamlessly integrating the hardware and software. In advance of the launch, he signed unprecedented deals with the five major music labels – BMG, EMI, Sony, Universal, and Warner (now four due to the Sony-BMG merger), to distribute their songs online – and collectively, they control over 70% of the world’s music.13The iTMS service began with 200,000 tracks, now up to 3.5 million tracks; and they’ve sold in excess of 3 billion songs.14 Apple charges 99 cents per download – low enough to generate users’ acceptance (or at the least, not too much resistance), and high enough for labels’ acceptance. Apple has captured approximately 70% of the global market for digital music downloads.15 iTMS is currently selling 5 million songs a day.16 Global market share for the iPod device is more difficult to determine because, while sales are increasing, the market is expanding, the number of manufacturers is expanding, combined with the phenomenon that the digital music player market is morphing, to incorporate musicphones (hence Apple’s recent launch of its iPhone product).17B.The Technology – Patents, Trade Secrets, Standards, Licenses, Royalties:Apple’s business model for its iTMS and iPods sales relies on: (i) distribution deals for licensing others’ content; (ii) integration of proprietary hardware and software (Apple’s proprietary platform the iTMS playable only on Apple’s proprietary iPod players); and (iii) its ability to tightly circumscribe users’ rights based on three points of control: copyright laws, contracts and technology measures.(i)The distribution deals:As to these, the specifics are not published, but clearly the labels placed conditions for content control, and it is equally clear that Apple benefits from these conditions. According to Mr. Jobs, “a key provision of our agreements withthe music companies is that if our DRM [Digital Rights Management] system is compromised and their music becomes playable on unauthorized devices, we have only a small number of weeks to fix the problem or they can withdraw their entire music catalogue from our iTunes store.18” The labels make money as their licensing deal generates revenue, and by demand for similar deals from other sites. Apple makes money as users log onto iTMS for the legal purchase of genuine content. Consider the scenario where there is no control of content, if the labels did not require conditions on the control of content, and Apple did not create any of its own controls for the content: the first user would purchase the content, and then re-distribute that content free, and unlimitedly to all other p2p users. Then there is no significant benefit to the Apple-label licensing deal. The labels’ content distribution deal is significantly compromised; and Apple fares no better – it makes no money from the iTMS (except of course, 99 cents for the 1st and – in theory – only purchased download of each track).(ii)Integration of proprietary hardware and software:Apple has fashioned a ‘go it alone’ strategy,’ for the time-being, keeping iTMS as a closed and unlicensed system, attracting a market with a loyal following. Specifically, Apple first created a digital music player, the iPod, now, a family of iPod MP3 products. Later, Apple created the software, the iTMS site, for the legal purchase of content provided by others. It developed a proprietary DRM system it calls ‘FairPlay,’ that “envelopes each song purchased…in special and secret software so that it cannot be played on unauthorized devices.”19 Andto prevent illegal copies (which would violate the Apple-labels deal, and represent lost Apple revenue), it required that the “DRM system must allow only authorized devices to play the protected music.”20 “[H]ere’s how FairPlay works: When you buy songs at the iTunes Music Store, you can play them on one – and only one – line of portable player, the iPod. And when you buy an iPod, you can play copy-protected songs bought from one – and only one – online music store, the iTunes Music Store.”21 Put another way, FairPlay iTunes songs will not play on anyone else’s (i.e., Sony or Microsoft) hardware. This architecture of control is executed “’top to bottom’ with proprietary systems for selling, playing and protecting music.”22 The FairPlay DRM is managed as a company Trade Secret.A brief background on the technology is useful because technological means are one of the methods of content control that at the foundation of Apple’s business model. Audio files are digitized and compressed before they are transferred. Many readers are familiar with the popular format known as MP3.23 The internet’s fundamental architecture is peer-to-peer so this provides the means of transfer and distribution, and the MP3 format facilitates the near-instantaneous transfer of audio files to the extent users have bandwidth capacity. For its format, Apple chose to adopt AAC (Advanced Audio Coding) technology, also known as MP4. AAC was developed by the MPEG group that includes Dolby, Fraunhofer [FhG], AT&T, Sony and Nokia.24 Sony also uses this format in its PlayStation.25 AAC is known for its superior performance and sound quality. Significantly, and in contrast to MP3 files,26 no patent license fees or royaltypayments are due on the distribution of MP4-encoded files, but fees are due for developers of end-user coder and/or decoder products.27 Every Apple-licensed file is saved in AAC format, and then further encoded with Apple’s proprietary DRM, FairPlay, a digital rights management encryption scheme. FairPlay is based on technology Apple licenses from the creator, Veridisc.The FairPlay digital rights management (DRM) algorithm works by “generating random encryption keys for each title purchased” and then it automatically stores the keys in the user's computer and iPod. The keys are used to decrypt the AAC file to access and play the content. Further, users are required to authorize and de-authorize every computer they want to play titles on.”28 FairPlay does not affect the copy-ability of the file; rather it is used to manage the decryption of the content.FairPlay manages uses, and administers a level of copy protection that apparently is agreeable to both Apple and the labels. It is an open question of course, if the level of copy protection is appropriate as to users, who generate all sorts of euphemisms for ‘FairPlay,’29 and ‘DRM.’30 In fact, what Apple calls iTunes ‘features,’ are what users call ‘limitations.’ It is critical to sort out what FairPlay permits, and what it doesn’t; and then, consider: if it’s not a permitted use, what users are doing anyway with the content; and how users are creating ‘work-arounds,’ and/or ‘hacks,’ in order to use the content as they wish.FairPlay allows these uses for its tracks:•Tracks may be copied to any number of iPods;•Tracks may be played simultaneously on up to five authorized computers every 24 hours by sharing over a local network using Apple’s (again)closed, proprietary system, the Digital Audio Access Protocol [DAAP] – in streaming-format only;•Tracks may be copied to an audio CD any number of times. (This CD may then be ripped or burned, but it does not attain first sale status, and it may not be leased, lent or distributed);•iTunes playlist may be copied to a CD up to seven times, before it has to be changed.31FairPlay does not allow these uses for its tracks:•Track may not be played on a non-iPod player;•Restricts back-up copies: Songs can only be copied to five computers;•Restricts converting to other formats: Songs only sold in AAC with Apple DRM, FairPlay;•Limits portable player compatibility to iPod and other Apple devices only;•No remixing: Cannot edit, excerpt, or otherwise sample songs;•Users may not write AAC files to a data CD-RW and listen to these tracks on a compatible car or home stereo;•Users may not copy them to Personal Digital Assistants [PDAs] (i.e., Palm, BlackBerry devices, etc.);•Users may not stream tracks from personal computers to their home stereos over their home networks.3233Note though, that users may upload to their iTunes Library playlists any content, even content that did not originate from the iTMS, so that users’ playlists typically contain a mix of files that are in a variety of digital formats. Users can burn these tracks to an audio CD, then rip them back into their iTunes library using iTunes’ CD import feature, and convert the selection to MP3, unencumbered by the AAC-FairPlay scheme. Also, iTunes 4.0 users could freely access shared music over the internet but Apple removed this feature.34 The content downloaded from iTMS, because of this AAC+FairPlay scheme, is playable only on Apple’s proprietary players – the iPod family of devices. This integration provides customers with a seamless user experience, from purchase to use. Apple’s business model relies on this integration of software that may or may not be profitable, with its hardware that is profitable. Integration though, in this case, means a corresponding lack of interoperabilityacross the marketplace. So for example, users may not play iTMS content on Microsoft’s Zune, or Sony’s MP3 players, because no portable player aside from Apple’s supports Apple’s FairPlay – its proprietary DRM – that it has not licensed to anyone else. This lack of interoperability may be a key part of Apple’s business model, for it helps maintain digital download market share, and thus is instrumental in the plan to make this unit profitable. But keeping this system proprietary and closed has real costs – it is clear that this lack of interoperability raises antitrust concerns, and has become the central basis for the lawsuit,35 as well as the regulatory inquiries now directed at Apple.36(iii)Apple tightly circumscribes users’ rights based on three points of control: Apple relies on contract laws, IP laws, and technology measures in combination as a strategy to govern users’ actions with respect to purchased content. Apple’s digital content business model thrives because of this three-part regime.Contract Laws: In the purchase of software, users are actually purchasing a license to use the software. They do not own the software itself, in the same way for example, that’s comparable to ownership rights in physical goods such as desks, or even cars. As such, courts construe the parties’ software transaction not as a sale, but rather as a license agreement between the parties defining their respective rights and responsibilities.37 Further, licensing agreements are considered contracts which are subject matter for state-law regulation. Apple deploys these in a format students may characterize as: those ubiquitous,。
苹果公司创新管理案例分析苹果公司创新管理案例分析摘要：本文通过对苹果公司内部创新的组织结构、产品创新和公司的创新文化进行研究，深入发掘苹果的创新之道。
与此同时，通过与所学内容相结合，发现苹果目前在创新管理方面所面临的问题，根据自身管理经验提出浅见。
关键词：苹果公司、乔布斯、创新报告目的：在乔布斯代领下的苹果公司近年来越来越受到世人瞩目，不仅使其优秀的产品引人瞩目，其先进创新体系也一直为人津津乐道。
此次报告通过将苹果公司的案例进行深入研究，加之对所学创新管理的融会贯通，帮助苹果公司发现在创新管理方面所面临的问题，也借此加深对此门课程的知识理解与灵活运用。
目录：一、苹果公司及乔布斯简介 .................................................................. ............................................... 1 二、苹果公司的创新管理结构 .................................................................. . (1)1、个人独裁的管理模式................................................................... ............................................. 12、内部组织结构清晰................................................................... ................................................. 2 三、苹果公司的产品创新 .................................................................. (2)1、产品的前瞻性 .................................................................. ...................................................... 3 2、开放式创新................................................................... ............................................................. 3 3、产品创新的成本................................................................... ..................................................... 4 4、核“芯”技术的领跑者................................................................... ......................................... 4 四、苹果公司的文化创新 .................................................................. (4)1、创立“I”语言................................................................... ....................................................... 4 2、产品发布仪式................................................................... ......................................................... 5 3、新的营销模式................................................................... ......................................................... 5 4、追逐风险................................................................... .. (5)五、结论 ....................................................................................................................................... . (5)1、重大的文化危机................................................................... ..................................................... 52、创新结构有待完善................................................................... ................................................. 53、支持性部门缺失................................................................... ..................................................... 6 六、建议 .................................................................. ..................................................................... . (6)1、管理层级下放................................................................... ......................................................... 6 2、强化企业创新文化，发展“乔布斯效应”................................................................. ......... 6 3、建立与公司整体战略相适应的创新战略................................................................... . (6)（1）、建立有效的沟通机制................................................................... ............................. 6 （2）、技术与高层衔接................................................................... ..................................... 7 （3）、改变单一的奖励制度................................................................... ............................. 7 4、建立完善的后续服务部门........................................................................................................ 7 参考文献 .................................................................. ..................................................................... . (8)一、苹果公司及乔布斯简介位于美国加州库比提诺的苹果公司，以卓越的创新理念在全球的高科技企业中文明。
苹果案例分析苹果案例分析报告专业电子商务班级 31426 姓名田峰苹果公司的企业解析企业概括在美国风险投资的历史中，苹果公司较早展示了风险投资的不同凡响。
1976年，两个二十多岁的青年设计出了一种新型微机（苹果一号），受到社会欢迎。
后来，风险投资家马克首先入股9.1万美元，创办了苹果公司。
从1977年到1980年3年时间，苹果公司的营业额就突破了1亿美元。
1980年，公司公开上市，市值达到12亿美元，1982年便迈入《幸福》杂志的500家大企业行列。
一家新公司在5年之内就进入500家大公司排行榜，苹果公司就是首例。
苹果公司的上市犹如核爆炸的成功一样震憾着世界。
早先在苹果公司下赌注的风险投资家更是丰收而归。
回顾本世纪第一个10年，总裁乔布斯重返公司后，借力几款明星产品使销售额迅速增长，终于走出了20世纪90年代经历的低谷，公司利润率持续处于行业内高端水平。
2004年以来，苹果公司一直保持着两位数的增长率，平均利润率近32%。
2007年苹果推出iPhone，自此，智能手机市场的原有格局完全瓦解。
2009年金融风暴后，业界经营一片惨淡，苹果公司却仍稳居福布斯全球高绩效公司榜单企业文化对苹果公司的重要性苹果公司原有文化的核心是一种鼓励创新、勇于冒险的价值观。
自白手起家，小小的苹果电脑便在技术领域内引发两次变革，迫使包括IBM和微软在内的每一家电脑公司都加入它开启的新潮流。
不仅是勇于创新，事实上，公司一直是我行我素，冒高风险，甚至反主潮流。
公司的信条是进行自己的发明创造，不要在乎别人怎么说，一个人可以改变世界。
正是这种大无畏精神使公司能够推出令广大用户喜爱的Macintosh电脑，开鼠标定位器和图像表示法的风气之先。
公司也一直以这种独创精神为傲。
在其创办初期，公司曾在楼顶悬挂海盗旗，向世人宣称"我就是与众不同"。
然而正是这种价值观造就了苹果的成功。
设计—首先，每个员工都必须牢记苹果比其他任何一家公司都更加注重产品的设计。
苹果案例分析报告专业电子商务班级 31426 姓名田峰1苹果公司的企业解析企业概括在美国风险投资的历史中,苹果公司较早展示了风险投资的不同凡响。
1976年,两个二十多岁的青年设计出了一种新型微机(苹果一号),受到社会欢迎。
后来,风险投资家马克首先入股9、1万美元,创办了苹果公司。
从1977年到1980年3年时间,苹果公司的营业额就突破了1亿美元。
1980年,公司公开上市,市值达到12亿美元,1982年便迈入《幸福》杂志的500家大企业行列。
一家新公司在5年之内就进入500家大公司排行榜,苹果公司就就是首例。
苹果公司的上市犹如核爆炸的成功一样震憾着世界。
早先在苹果公司下赌注的风险投资家更就是丰收而归。
回顾本世纪第一个10年,总裁乔布斯重返公司后,借力几款明星产品使销售额迅速增长,终于走出了20世纪90年代经历的低谷,公司利润率持续处于行业内高端水平。
2004年以来,苹果公司一直保持着两位数的增长率,平均利润率近32%。
2007年苹果推出iPhone,自此,智能手机市场的原有格局完全瓦解。
2009年金融风暴后,业界经营一片惨淡,苹果公司却仍稳居福布斯全球高绩效公司榜单企业文化对苹果公司的重要性苹果公司原有文化的核心就是一种鼓励创新、勇于冒险的价值观。
自白手起家,小小的苹果电脑便在技术领域内引发两次变革,迫使包括IBM与微软在内的每一家电脑公司都加入它开启的新潮流。
不仅就是勇于创新,事实上,公司一直就是我行我素,冒高风险,甚至反主潮流。
公司的信条就是进行自己的发明创造,不要在乎别人怎么说,一个人可以改变世界。
正就是这种大无畏精神使公司能够推出令广大用户喜爱的Macintosh电脑,开鼠标定位器与图像表示法的风气之先。
公司也一直以这种独创精神为傲。
在其创办初期,公司曾在楼顶悬挂海盗旗,向世人宣称"我就就是与众不同"。
然而正就是这种价值观造就了苹果的成功。
设计—首先,每个员工都必须牢记苹果比其她任何一家公司都更加注重产品的设计。
a) Problem identificationApple is the most value company in the world today with over $620 billion US dollars (Benzinga, 2012). It is one of the companies that have management magic and is a good place has the managing power to create the conditions to attract good people to work in. Beside, Apple not only has innovation on their products, but also on management emotional technology and perfection(Schermerhorn et al. 2011, pp. 1-29). It is using the combination management approach which are combinedScientific approach and Behavioural approach. Schermerhorn et al. (2011, pp. 1-29) claims that “Apple hires people who are never satisfied, who are emotional about technology, and who collaborate in the spirit-and pursuit of –perfection.(Schermerhorn et al. 2011, pp. 1-29).”Indeed, they were invented, designed, and produced mobile phones, tablets, computers and software to gain customers’ satisfaction. In addition, Apple’s HR policy is to empower their employees. It gives them responsibilities in managing their own specific field such as production and sales. Incidentally, Apple has competition with Microsoft in software and operation system, but also in computer market, IBM, HP, Dell and Toshiba are the main competitors to Apple. Moreover, Apple has huge competition with Samsung, Sony and Nokia at its smartphone market which is the major part to Apple.However, in these situations, Apple’s problem has been exposed gradually. Since last CEO Steve Jobs gone, the company is start lackingcultural inherit and leading losing talented people.These are the dominating problems that Apple should face in next few years.b) Theory/Model discussionAs this essay mentioned, Apple is using Scientific and Behavioural management approach combined together. Scientific approach is focus on managing at the production level to improve organisation efficiency via analytical technique. Therefore, they hire people who are very good at innovation at technology, as well as management methods. Thus, the AppleCompany become the most value company in the world with great market share. According to Kreitner (2004), Behavioural approach is “Successful management depends largely on manager’s ability to understand and work with people who have a variety of backgrounds, needs, perceptions, and aspirations.”O n the other hand, Behavioural approach is about self-management. To empower employees obviously is to give them responsibilities to self-management. Although Apple has these reasonable management methods to operate the company, but at present, they seems not giving enough power and space to employees to innovate.c) ArgumentLosing talented employees is leaded by lacking cultural inherit, lacking cultural inherit is because manage men are not imbue with thecorrectenterprise cultureand correct management approach as before. If not, the problems that Apple have will become more and more serious and leading other problems.d) RecommendationsManage men should continue carry out previous principle that is powering people to create and develop their ideas, and connecting emotion with technology in product to meet efficiency(Parr, 1992, p. 18). For example, managers could create open space for employees to innovate new stuffs, such as distribute 20% of work time for employees to make their own innovation.Do not limit their abilities and thoughts, encourage them when they work out a new idea, even it is not right fit.Reference listBenzingaInsight. (2012). Apple Now Most Valuable Company in History. Retrievedfrom /sites/benzingainsights/2012/08/21/apple-now-most -valuable-company-in-history/Schermerhorn, J. R., Davidson, P., Poole, D. Simon, A. Woods, P. &Chau, S. L. (2011). Management: Foundations andapplications, 1st Asia-Pacific Edition. Wiley: Milton Qld. ISBN: 9781742166346.Parr, William C. (1992). A new paradigm for management. Survey of Business, ISSN 0099-0973, 1992, Volume 28, Issue 1, p. 18。
苹果为什么这么“甜”如果要问谁是今天全球商界最为耀眼的明星,答案非苹果莫属;由苹果公司一月末公布的本年度第一份财务报表显示,在2009年第一财务季度截至去年12月27日,苹果净利润为亿美元,每股收益美元,营业收入为亿美元;与上财年同期相比,其季度净利润和营业收入分别增长约2%和6%;这些指标都创下了该公司历史同期最高纪录;令人咂舌的强势业绩之外,我们随便翻看几个世界顶级排行榜,便可领略苹果的“耀眼”程度：在商业周刊50强排行榜上,苹果连续多年名列榜首；而于最近一期公布的“十大最具创新性公司”排行榜上又力压谷歌、沃尔玛等勇夺第一;当IPOD已经将曾经辉煌的WALKMAN所占有的音乐播放器市场蚕食殆尽,当IPHONE已经突出索爱、诺基亚、黑莓等重重包围捕获全球达人芳心,当MAC经历二十年浮沉起落却依然在当下的PC市场上占有其稳定且重要的地位;我们不禁要问：在金融危机的大背景下,诸如索尼、诺基亚、IBM等业界对手纷纷趋于黯淡的时候,为何苹果却能始终保持它所本有的光泽而将这么一段商业传奇愈演愈烈接下来,我们的案例分析将通过以下6个部分进行讲述分析——苹果成功为什么（1）企业概况（2）企业文化精解（3）深层解析“三次危机”——苹果公司三项关键性产品（4）“多点合一”解析苹果成功之道（5）苹果中国-----对苹果公司未来发展的合理化建议（6）结语一．企业概况苹果公司Apple Inc.,原称苹果电脑公司,由斯蒂夫.乔布斯、斯蒂夫.沃兹尼亚克和Ron Wayn在1976年4月1日创立;其总部位于的库比提诺,内核业务是电子技术产品,目前全球计算机为%;苹果的Apple II于为计算机产业开创了个人电脑新时代,其后革命性的Macintosh接力于持续发展;90年代后期发布的iMac G3宣布苹果全面进入i时代;进入21世纪后惊世而出的iPod音乐播放器和iPhone智能将其推上了一个新的高度;二．企业文化精解——乔布斯和苹果企业文化1.求知若渴,大智若愚苹果CEO乔布斯用这样的话为自己对创新的热情下了定义;作为一个领导者,乔布斯早已将个人文化渗透到了企业文化之中;崇尚创新的他给予了苹果近乎偏执的创新灵魂,从对技术创新的绝对信奉到对企业经营模式的不断革新求变,乔布斯将他所一直秉持的战略思想采用高度聚焦的产品战略、严格的过程控制、突破式的创新和持续的市场营销真正贯彻于新的数字世界之中;而他近乎病态的完美主义也使得苹果的创新有着另一个层面的含义,即科技的极致运用和严谨的态度;每当有重要产品即将宣告完成时,苹果都会退回最本源的思考,并要求将产品推倒重来;以至于有人认为这是一种极端的品质、完美主义控制狂的标志,但这却无法掩盖苹果多年来被公认为“全球最具创新精神公司”的光芒;乔布斯曾经用好奇心、直觉和义无反顾形容自己的生活,而这也正是苹果企业文化的精髓所在;2.思变乔布斯用这样类似的话激发公司内员工的热情;推崇精英人才文化无疑是苹果企业文化的创新灵魂的延伸;与对产品和战略高度聚焦的做法相似,在人才的使用上,乔布斯也极力强调“精”和“简”;“质量始终比数量更重要”是他在人员任用上一贯坚持的信条;苹果一直以来都是由一个顶尖的小团队所组成,各个职位上也都是其最合适的人选,这就保证了各个环节始终能够高效、准确的运转,为创新提供了源源不断的动力;乔布斯喜欢自己身体力行去做一些事,也承担了公司内的许多责任,但在涉及到创新层面上的东西却从来不干涉而是放任其发展;以曾经由乔布斯掌控的Pixar为例,Pixar最着名的企业文化就是“以下犯上”,娱乐和自由的工作环境,我行我素、稀奇古怪的员工,随时随地随便提出的新主意,都构成了一种职业文化中的高度个人化的元素;在这样的个人化文化指引下,乔布斯以自身个人化获得一种自由和惬意的人生,以用户个人化引导产品和服务,以员工个人化来塑造了企业文化和创新能力;三深层解析“三次危机”一.第一次危机1996~1998（1）危机根源由于企业高层乔布斯和斯卡利在技术研发和企业管理上的分歧越来越大,矛盾逐渐到达不可调和的地步;由于公司内部政变,乔布斯从苹果完全辞职;随着乔布斯的负气出走,苹果也失去了灵感的源泉,失去了创新的力量;为以后的大幅度亏损埋下了伏笔;苹果的黄金时期定格在1995年,营业额110亿6200万美元,利润4亿2400万美元;但在1996年,苹果不是利润下滑,而是干脆出现了8亿4000万的亏损;营业额和利润持续下滑,在97年均创新低,特别是亏损达到创纪录的10亿4500万美元,产品销量也跌到历史新低;图二2Imac的横空出世在乔布斯的带领下苹果于1998年8月15日推出了真正的划时代苹果产品：iMac;该机型适合家庭,集成了多种强大功能,能满足家用电脑的各种需求,而且价格完全可以让消费者接受;而且其操作系统OS8也同样的出色和稳定,其上的软件保持向后兼容性;其新颖的外观也是一次个人计算机革命,苹果大大赢利;图三3iMac振兴市场原因的分析A概念应用的创新：在1998年苹果总裁斯蒂夫乔布斯就将"what's not a computer" 电脑不是什么概念应用于设计iMac的过程;结果造就了软糖——iMac G3,台灯——iMac G4和像框——iMac G5;B设计理念的创新——人性化创新1从设计形态学看iMac是一件精美的艺术品它那一体化的整机好似半透明的玻璃鱼,透过绿白色调的机身,可隐约看到内部的电路结构,奇特的半透明圆形鼠标令人爱不释手;色彩用了亮丽的海蓝色,大面积使用弧面造型,有一种无拘无束的令人震撼的美感,给电脑业和设计界带来的影响是巨大的;图四2从设计心理学角度看iMac满足深层次的精神文化需求iMac是设计的人性化创新;iMac的设计,把一个新的复杂机器设计得像人类久违的伙伴那样平易亲切,又符合生产的要求;iMac的成功得益于她对人性的特别关注和对“产品语意学“的成功运用;iMac界面设计开创了软件操作人性化的先河,减缓了人们内心对高科技技术的恐慌感;3对于新技术和新材料的强力推动互联网的迅速发展和IT技术的不断成熟,导致数字化产品及其设计在不同层次和意义上更加广泛的扩延,为实现更加人性化的设计提供了从内核到外层的广泛平台;未来的人性化设计将具有更加全面立体的内涵,它将超越我们过去所局限的人与物的关系认识,向时间、空间、生理感官和心理方向发展,同时,通过虚拟现实、互联网络等多种数字化的形式而扩延;第二次危机：1危机根源：互联网泡沫2000-2002：从1995年开始,IT技术突飞猛进;除了传统的摩尔定律支配的电子产品升级,以互联网为代表的在通信方面的创新不断,使我们的生活起了天翻地覆的变化;以此为契机带动了一轮新的增长;然而2000年3月左右,互联网泡沫破裂,纳指下跌了%,大量中小企业蒸发,整个IT业都遇到了困难,尤其是与互联网相关的公司；覆巢之下,苹果也受到重创;2000-2002年三年的股价图：图五2iPod横空出世行销组合-4p分析1产品productiPod从初代起就有许多不错的特性：5GB的容量,可以储存1000首高质量歌曲；电力支持10小时播放,1小时可补充80%的电能；依靠Firewire可以在10分钟内上传1000首歌曲,而USB需要5个小时；强大好用的iTunes管理、制作、刻录自己的音乐库;iPod的设计很自然,让人感觉熟悉而又简单,从而使人们忘记了它是被设计出来的;在推出第一个型号的iPod之苹果后,苹果公司又相继推出了iPod Mini、iPod Shuffle、iPod Photo和更多的产品,为了打开的市场,苹果还专为Windows用户专门设计了一款iPod;2价格策略price-由高价到低价策略苹果公司在传统上都是针对高端市场,2005年1月,苹果公司做出了向主流市场迁移的重大战略转移,推出了售价仅为99美元的iPod Shuffle;苹果公司将iPod售价定于399美元,这个价格比较微妙,它让人觉得不便宜,但又不能立刻放弃–苹果在价格和卖点上找到了黄金平衡点;事实上节日是iPod销售的黄金期,在圣诞与新年假期的刺激下,苹果的产品销售量与去年同期相比超过了26%;它使苹果的产品从高档品逐渐向正常品过渡,相对于PC机的替代效用增强;3促销策略promote苹果公司与知名音乐家进行联袂演出；与多家汽车制造商进行合作；对于iPod产品的宣传,一位充满金属感的舞者形象将苹果反潮流文化的倾向体现得淋漓尽致,在配以奇幻的色彩和另类的音乐打破了广告表现方式上的3B定律,它没有明确的诉求目的,传播的观念只是：iPod everywhere,翻译成中文是“音乐无处不在”,而这最终使iPod成为了追逐新潮感的用户的最爱;4通路策略place苹果通路策略的成功之处主要基于以下三个方面：1)高水平的服务：一旦进入苹果零售专卖商店,就有专人服务,向您介绍苹果所有的产品,而且没有那种一定必须购买的压迫感;这种其他商店所没有的服务与气氛,是苹果商店让人持续造访的原因;因为苹果公司知道只要多拜访几次,购买机率就会增加,甚至会变成忠诚客户;2)通路商店的设计：苹果商店所创造出舒适的气氛、和蔼的接待、亲切的说明以及具人性化的科技布置,都是其他零售商店所欠缺的;其设计以简单优雅为主,主要装潢包含玻璃阶梯或玻璃螺旋梯,其灯光也选择柔和色系,让消费者有一种不是进入卖场的感受,使人流连忘返;3)iPod与iPhone等知名产品的带动;3经营策略的创新-"iTunes+iPod"模式1 独特的经营模式-捆绑销售将iPod硬件与软件和在线服务成功地整合到一起,进行捆绑销售,是一种独特的经营模式;苹果的iTunes音乐商店在2003年4月正式开业,作为与iPod密不可分的有机体,iTunes音乐商店打通了音乐营销的上游,使得“音乐无处不在”更加接近理想状态;iTunes简化了歌曲导入和压缩的整个过程,更重要的是iTunes是一个强有力的数据平台,能够批量分类数万首歌曲,并能够在很短的时间内找到合适的音轨;通过iTunes数字音乐管理软件,顾客可以在iPod播放器中对收听的音乐进行搜索、浏览、下载和分类管理；而通过iTunesi在线音乐商店,顾客拥有了唱片公司授权的5亿多首正版音乐的下载源;同时,这种捆绑销售的模式也有助于苹果公司实现付费方式的创新;在苹果公司iTunesi音乐店成立之前,在线音乐只能通过P2P音乐交换模式进行传输,这曾被唱片公司指责为行为而予以制止;而对于消费者来说,付几十美元买一张CD却往往只喜欢其中的一两首歌实在太不划算;2003年4月,iTunes音乐店率先采取单首歌曲付费下载模式,该模式与P2P最大的区别在于下载的歌曲得到了唱片公司的授权,即苹果公司向唱片公司支付版费约占单曲价格的60%—70%,然后再向消费者收取每首99美分的下载费用;这种模式实现了唱片公司、音乐商店和消费者之间三赢的格局;如今iTunes已经变成数字音乐、数字视频的综合平台,支撑苹果向消费电子公司转型,iPod在美国MP3市场也已经占到65%以上的份额,iTunes更是占据了全球75%的网上付费数字音乐市场;2)新颖的经营思维-集成经营苹果公司打破了传统分工理论界限,要求企业更重于综合和整体分析,从而推进企业经营管理策略不断创新,使企业从市场经营单兵突击和专业分工转向了集成;在企业市场经营方面,建立了一个集成多方竞争优势,联合多方力量,建立包括消费者、供应商和制造商在内的“生态系统”;这种创新思维的提出是苹果公司渡过此次危机并取得成功的根本;由此,iPod实现了PC、消费电子和音乐等三者的集成,将iPod播放器、iTunes 音乐下载、Macintosh视频播放软件有机结合起来,为客户打造了播放、下载和视频等客户价值链系统;由于为顾客提供了高度整合的服务产品,其价值链得到延伸,扩展了收入的来源,iPod播放器的大增;4 "iTunes+iPod"模式的引申——明智的资源整合联合营销苹果公司不仅实现了"iTunes+iPod"模式,还与耐克积极使用联合营销战略,实现了资源整合和优势互补.2006年5月, 耐克公司和苹果公司合作推出一系列“Nike+iPod”的产品,横跨体育、消费电子和娱乐等多个市场;作为现代人缓解节奏、调节心情的生活方式,运动和音乐之间存在天然的联系,两个公司合作推出的产品同时满足这两种功能,不仅迎合了消费者潜在的需求,还围绕消费者的生活方式建立了固有的品牌联系,只要一想到运动就会到耐克,想到苹果ipod;“Nike+iPod”用全新的体验方式,吸引了更多的市场关注度,刺激了消费者的购买欲望;同时在构建全新生活方式的基础上,培育消费者对品牌的长期友好关系和忠诚度;2006年8月初,苹果又与汽车公司、汽车公司和日本汽车公司达成合作协议;iPod运用联合营销将这些世界顶尖公司聚在一起,无限放大了边际效用,并跨越行业的界线,与其他成为新的组合体,实现了品牌1+1>2的效果;5达到的效果：2001-2007年Apple收入结构变化情况：其中desktops包括iMac , eMac, Mac mini, Power Mac 和Xserve产品线,Portables包括iBook 和Powerbook产品线,Other Music Products包括iTunes,iPod 售后服务,Apple品牌和第三代iPod产品线图六从收入结构来看,在2003年iPod上市以前,Apple的主要收入来源集中在desktops和Portables,自iPod上市后,其收入占比迅速提升到2006年iPod+ iTunes系列服务的总收入占比已经达到了总收入的50％;通过分析发现,2003年iPod上市在很大程度上促进了Apple整体收入的快速增长;三第三次危机2005-20071危机根源：2006年iPod增长率从2004年的%下降到%,从而导致Apple在当年收入增长力的迅速下降;图七iPod的收入增长乏力的主要原因,一部分是由于iPod上市初期的爆发期已经过去,开始进入平稳增长期；另一部分原因,则是音乐在全球市场的盛行,在一定程度上挤占了一部分iPod的潜在市场,在“iPod+iTunes”收入已经占据Apple总收入超过50%的情况下,iPod 受到的威胁使得Apple感受到极大的危机;2应对策略——iPhone的横空出世：在这一危机的影响下,Apple推出了相应的竞争策略——iPhone;图八iPhone是一款具备强大音乐、网络应用等多媒体功能的终端,它以“iPod+iPhone”的融合性定位,既能帮助Apple收入原有的音乐播放器和在线音乐服务市场,又能帮助帮助Apple开拓一个全新的市场,扩大用户覆盖范围;iPhone于2007年6月29日正式上市;仅第三季度在销量上就实现了从27万到112万的飞跃,销量增长率更是高达%;图九我们不禁要问,在应对音乐向音乐播放器市场的渗透性竞争中,苹果为何能够笑傲江湖iPhone商业模式分析：3W2H模式图十●How to make money:1.通过终端获得的盈利：一方面是直接销售终端获得的利润；另一方面是通过与运营商签订协议,在终端销售帮助运营商获得和绑定用户的基础上,所得到的运营商收入分成的收入;2.基于终端提供长期持续的内容服务,包括影音娱乐、应用软件、互联网应用等多种在线服务,获得另一部分收入;●How to achieve:1.iPhone超乎想象的产品功能设计和创新型的应用集成;2.集成了iPod和智能的双重产品特性;3.通过终端销售和基于终端的内容提供完成对用户的绑定;●Where:4.2G版iPhone目前主要覆盖的国家和地区包括美国、英国、法国、德国等;5.3G版iPhone在澳大利亚、比利时、加拿大、法国、美国、德国、日本、英国、瑞士等22个国家同步上市,之后在其他48个国家上市;●What:提供集成了iPod和智能两类产品功能的iPhone智能娱乐终端,并以终端童iTunes、App Store等在线服务的结合,向客户提供持续的固定和移动互联网内容、应用服务;●Who:基于“iPod+iTunes”的客户群基础,完成向通信终端市场的延伸,主要目标客户依然是以追求时尚、流行,对互联网等娱乐应用有较强需求的客户群体;成功的原因3成功原因一：创新——内容服务+终端盈利iPhone的推出,实现了Apple“基于终端的内容性服务”的创新;在“iPod+iTunes”模式的成功中,Apple看到了基于终端的内容服务市场的巨大潜力;在其整体战略上,也已经开始了从纯粹的消费电子产品生产商向以终端为基础的综合性内容服务提供商的转变;而移动增值市场的快速发展,显示出了更强于互联网内容服务市场的巨大强力;借助iPhone这样一款产品向移动增值市场进入正能满足Apple开拓市场空间的要求;成功原因二：创新——与运营商的合作方式在第一代iPhone的销售过程中,Apple的销售模式实现了另一创新,它同运营商的合作方式,受到实际环境的影响,采取了基于其核心合作策略的三种合作方式——与AT&T、与T-Mobile、与沃达丰类跨国企业的合作;在与AT&T的合作中iPhone的销售采用了运营商独家销售的形式;AT&T在2007年6月29日至2007年12月31日的6个月中具有iPhone在美国的独家代理销售权;IPhone 在这六个月中只能接入AT&T的网络为用户提供服务;AT&T每销售一部499美元的iPhone付给苹果150美元的销售分成,每销售一部599美元的iPhone付给苹果200美元的销售分成;IPhone用户接入AT&T的网络服务必须与AT&T签订2年的合约,每月的包月费最低为美元;AT&T会将iPhone用户每月包月费中9美元作为分成付给苹果;总结：通过以上对三次危机的深度解析,我们认为,是创新造就了苹果公司这三项关键性产品研发及销售的成功;四“多点合一”解析苹果成功之道通过上一部分对三次危机中三项关键性产品的成功经验的深度分析,我们可以籍此得出苹果在以下3个方面的创新：1设计方面的创新2经营模式的创新3商业模式的创新跳开三次危机和产品本身,结合其他一些相关资料的分析,我们发现苹果的创新还不止于此;下面我们将从以下3点继续对“创新”进行剖析：1促销方式的创新2软件系统的创新3生产策略的创新1.特立独行的促销方式苹果的广告,正如乔布斯所言“不仅仅是一部电影”“我们之所以身在此处,就是要给世界留下一个印记;否则,我们来这里做什么我们要像艺术家和诗人那样创造一种全新的理念”;今天看来,苹果这种创作理念孕育出的广告的确不同凡响;在iPod的营销推广中,苹果打破常规地使用了剪影人的效果,平面和户外广告的人物都是统一黑色剪影的效果表现,在红色、黄色、绿色的背景前舞动身躯,手中握着白色的iPod,耳边垂着一根白色的耳机线;这种特立独行的广告宣传带给消费者耳目一新的视觉感受,不仅让消费者鲜明地记住苹果,为苹果带来了一批稳定的客户群体,同时也鞭策苹果不断的进行创新;此外,苹果的“无名英雄广告法”也是一个典型的广告成功案例无名英雄广告法即在广告的同时,播放一首很好听的无名歌曲给你听;苹果之前投放了一系列电视广告,主角分别是它的三个新产品iPod Nano、iPod Touch、Macbook Air;这三则电视广告的配乐,分别找来三个不怎么出名的小乐团;虽然歌手不出名,但歌曲却显然经过精挑细选,非常好听,好听到观众看完这则广告,连忙回到计算机前面去搜寻这些歌曲的名字;调查显示,从2007年8月到2008年1月,5个月的时间,搜索引擎的关键字,发现其中关于这三支广告的关键字,加起来一共有100万次以上的搜索;轻松优美的旋律让很多消费者不知不觉中侧耳而听,喜欢上歌曲的同时也成为了苹果的忠实fans;苹果的广告就是这么成功,它有能力通过一次又一次特立独行的促销手段让其产品备受消费者青睐,从而吸引一批又一批的稳定客户群,引起一批又一批的潜在客户的注意;2.软件系统的创新——灵魂的创新乔布斯曾经表示,虽然苹果同时开展硬件、软件和服务等业务,但真正促使苹果取得市场成功的关键因素是苹果的软件;如果说苹果硬件外观设计恰如潇洒美少年,那么苹果软件就可视为其产品的内在灵魂;美国知名财经杂志福布斯评出了苹果公司创立至今7项革命性的软件创新,它们分别是：Mac OS X操作系统,iLife套装软件,iTunes音乐商店软件,Mac OS classic操作系统,Newton掌上电脑触屏软件,iPhone智能软件系统,iPod音乐播放器软件系统;总观7项革新,除开以专业图像编辑工具和WINDOWS平台免费软件为切入点的套装软件iLife 和日后为iPhone的触屏技术提供原始技术的Newton掌上电脑触屏软件,iTunes、iPod和iPhone 本身和软件系统的创新都是基于苹果公司独立的操作系统的不断革新;可以说,两次操作系统的变革为苹果公司在技术上多元化发展提供了澎湃的动力;1.灵魂的第一次腾跃——Mac OS1984年,划时代的Macintosh横空出世,同时也给世界带来另一样值得铭记的产品——第一代Mac OS classic操作系统;它引入了一种新形的文件系统,一个文件包括了两个不同的“分支”;它分别把参数存在“资源分支”,而把原始数据存在“数据分支”里,这在当时是非常创新的;尽管并不是首款图形用户界面操作系统,但它却是首款以普通消费者为销售对象的操作系统和首个在商用领域成功的图形用户界面;当时的System 含有桌面、窗口、图标、光标、菜单和卷动栏等项目,层次结构的分明让人们第一次感受到了操作系统的简单易用;从到Mac OS ,Mac OS classic系列一共沿用了15年;但作为一个100%的图形操作系统,它几乎没有内存管理、协同式多任务并对扩展冲突敏感等问题却始终无法得到很好的解决;于是,在乔布斯以一种“葬礼”的方式宣布全面停止Mac OS 9的研究生产之后,一项左右了苹果最近10年发展的操作系统破茧而生;2.灵魂的二次觉醒——Mac OS X2001年3月24日,苹果公司如期发布Mac OS ;Mac OS X 使用基于BSD Unix 的内核,并带来Unix风格的内存管理和抢占式多任务处理;大大改进内存管理,允许同时运行更多软件,而且实质上消除了一个程序崩溃导致其它程序崩溃的可能性,并且它也是首个包括“命令行”模式的Mac OS;Mac OS X 有着绚丽多彩的用户界面,具备了如半透明、阴影等视觉效果;这些效果,连同在个人电脑上看到的最清晰图形,都可以利用苹果公司专门为Mac OS X 开发的图形技术来获得; 不过Mac OS X 有的不仅仅是精密的内核与精巧的外形;凭借着多元化的应用程序环境,各种类型的Mac应用程序都可以在此操作系统中得以运行;而凭借着对多种网络协议和服务的支持, Mac OS X 成为了网上冲浪的终极平台;又由于其对多种磁盘卷格式的支持,并符合各种现有和发展中的标准, Mac OS X 还具备了与其它操作系统的高度协作性;。
案例分析报告范文以下是一份分析报告的范例，供您参考：案例分析报告：美国Apple公司摘要：本文将对美国苹果公司进行深入的分析，主要着重于公司的营销策略、经营状况、财务数据和未来发展前景。
通过研究和分析公司的各方面信息，得出了苹果公司作为一家成功的公司的原因和成功的核心因素。
一、公司背景苹果公司是一家总部位于美国加州库比蒂诺市的上市公司，成立于1976年。
该公司在全球范围内生产高端电子消费品，其中包括iPhone、iPad、iPod、Mac电脑、Apple Watch等，是世界上最负盛名的品牌之一。
苹果公司是历史上第一家市值超过1万亿美元的公司。
二、营销策略苹果公司以自己的品牌形象为基础，利用了自己的独特产品和明显的设计风格来吸引消费者。
苹果公司装饰简约，机身设计精良，产品表现出其独特的美学和现代感，这种独特的美学成为消费者购买苹果产品的主要原因之一。
苹果公司的产品只能在它的专营店中购买，这种专卖店的经营策略是一个成功的商业模式。
苹果公司营造了一种高度独特的零售模式，有助于让苹果产品以高价位销售。
除了零售店之外，苹果公司还通过其网站、电子邮件和社交媒体等方式来传递其营销信息。
三、财务分析2019年，苹果公司的总收入为2602.7亿美元，总利润为552.56亿美元。
公司的毛利率为38.35％，净利率为21.23％。
苹果公司在2019年的营收和利润都有所增长，这主要是由于公司在亚洲和欧洲市场的发展和苹果产品的高利润率。
四、经营分析苹果公司在实施其经营策略时，一直非常关注其研发和创新工作。
公司通过投资新技术和提高产品质量，不断改善产品的竞争力。
同时，苹果公司也尝试着将自己的产品线不断扩张，这表明苹果公司注重多元化发展。
苹果公司的人力资源管理也是其绩效的关键因素之一。
公司拥有强大的管理团队和员工，大多数员工能够符合公司的需求和期望，并将自己进一步发展成为领袖。
此外，苹果公司还专门制定了一系列的工作标准和计划，以确保团队的高效和充分利用。
电子商务案例分析报告—苹果班级：信100502姓名：***学号：********成绩：电子商务案例分析报告—苹果摘要当前,随着芯片技术的发展和集成度的提高,消费电子保持着持续增长的发展势头。
中国作为世界最大的生产基地,虽然为全球消费者源源不断地输出各式各样的消费类电子产品,但同质化严重、价格战惨烈、利润率过低成为整个行业无法摆脱的梦魇,金融风暴的意外到来更是雪上加霜,生存空间变得越来越恶劣。
苹果公司近十年来所推出的产品iPod,iPhone、app store（即application store通常理解为应用商店）令人耳目一新的同时,也获得令同行垂涎的高毛利率,他的成功除了对消费趋势的准确把握,拥有独特的文化与经营策略也是成功的重要因素。
本文论点（一）对苹果公司的文化与策略展开研究。
（二）对苹果公司app store 在线商店的运营模式进行介绍和分析。
关键词：公司文化在线商店策略苹果公司的企业文化解析1.1企业概括在美国风险投资的历史中，苹果公司较早展示了风险投资的不同凡响。
1976年，两个二十多岁的青年设计出了一种新型微机（苹果一号），受到社会欢迎。
后来，风险投资家马克首先入股9.1万美元，创办了苹果公司。
从1977年到1980年3年时间，苹果公司的营业额就突破了1亿美元。
1980年，公司公开上市，市值达到12亿美元，1982年便迈入《幸福》杂志的500家大企业行列。
一家新公司在5年之内就进入500家大公司排行榜，苹果公司就是首例。
苹果公司的上市犹如核爆炸的成功一样震憾着世界。
早先在苹果公司下赌注的风险投资家更是丰收而归。
回顾本世纪第一个10年，总裁乔布斯重返公司后，借力几款明星产品使销售额迅速增长，终于走出了20世纪90年代经历的低谷，公司利润率持续处于行业内高端水平。
2004年以来，苹果公司一直保持着两位数的增长率，平均利润率近32%。
2007年苹果推出iPhone，自此，智能手机市场的原有格局完全瓦解。
会计学院财经案例分析大赛2013年3月目录一、导论：（一）案例简介（二）案例分析思路及方法二、苹果发展现状分析（一）内部环境优势分析（strength）（二）企业内部环境劣势分析（weakness）（三）企业外部环境机会分析（opportunity）（四）企业外部环境威胁分析（threat）（五）基于环境因素分析，构造SWOT矩阵及形成战略对策：三、从风险的角度谈苹果公司的危机（一）战略与运营风险（二）财务风险（三）人才危机（四）法律危机四、Braeburn Capital的成立对于苹果的影响（一）对冲基金的概念（二）对冲基金的特点（三）对冲基金在苹果中的现状（四）对冲基金对苹果的影响五、对苹果未来的稳定发展战略展望（一）企业的营销战略（二）品牌战略（三）发展战略（四）人力资源战略六、总结苹果公司案例分析摘要：关键词：苹果；对冲基金；风险；战略第一部分：导论（一）案例简介1.公司简介名称：苹果公司（Apple Inc.）现任CEO：蒂姆·库克总部地点：美国加利福尼亚州库比蒂诺成立时间：1976年4月1日核心业务：电子科技产品知名产品：Apple II、Macintosh电脑、Macbook笔记本电脑、iPod音乐播放器、iTunes商店、iMac一体机、iPhone手机和iPad平板电脑等近期成就：2012年，苹果成为世界市值第一的上市公司。
2.案例背景1997年史蒂夫·乔布斯被任命为苹果公司临时CEO，到2000年，正式出任CEO。
乔布斯非凡的远见和领导让苹果成为世界上最具价值的公司。
2011年10月6日，乔布斯去世，享年56岁。
苹果官网发布消息：苹果失去了一位富有远见和创造力的天才，世界失去了一个不可思议之人。
2011年蒂姆·库克接替乔布斯担任苹果CEO。
库克以沉着冷静著称，与乔布斯形成鲜明对比。
他工作十分刻苦，是个工作狂人，至今单身。
乔布斯曾经说：“蒂姆·库克是我迄今招来的最好员工。
