关于三星与苹果在中国发展策略的比较(英文)

Apple v SamsungiPhone, uCopy, iSueNot every innovation deserves a patent. Not every copycat deserves a punishmentWHEN Steve Jobs unveiled(“揭开面纱”的意思，指一些影响比较大的公布、发布之类的东东。

是个好词，烤鸭们学起来！) the iPhone in 2007, he changed an industry. Apple’s brilliant new device was a huge advance on the mobile phones that had gone before: （冒号，这是一个老外常用的符号，用在句子里显得简洁又灵活，这里表示原因，跟because差不多，但是感觉就是比because 有范儿，有木有！）it looked different and it worked better. The iPhone represented innovation（创新的意思，老外常用，而大家熟悉的creatation 是指创造。

）at its finest（这里指“最大程度上的创新”，跟at one's best 差不多啦）, making it the top-selling smartphone soon after it came out and helping to turn Apple into the world’s most valuable company（不知道大家有没有发现这句子很长，其实划线部分呢，是一个动名词作状语的东东用来修饰整个句子，表目的，这样的句子是不是觉得表达意思更流畅，语言也简洁，就避免使用which makes ...and helps...这样的句式了。

）, with a market capitalisation（这是“市值”的意思，经济学术语，大家多少知道一点的吧）that now exceeds $630 billion.Apple’s achievement spawned（原意是“产卵”，在这里是指“引起”是不是很形象呢）a raft（原意是“筏子”，在这里指“众多”，脑海里浮现出一车、一船的模仿者，也很形象吧）of imitators. Many smartphone（就是传说中的智能机啦。

双语对照三星当下的成功是令人瞩目的，但其策略却是难以复制的EconomistAsia’s new model companySamsung’s recent success has been extraordinary. But its strategy will be hard to copyTHE founders of South Korea’s chaebol (conglomerates) were an ambitious bunch. Look at the names they picked for their enterprises: Daewoo(“Great Universe”), Hyundai (“The Modern Era”) and Samsung (“ThreeStars”, implying a business that would be huge and eternal). Samsung began as a small noodle business in 1938. Since then it has swelled into a network of 83 companies that account for a staggering 13% of South Korea’s exports. The hottest chilli in the Samsung kimchi bowl is Samsung Electronics, which started out making clunky transistor radios but is now theworld’s biggest technology firm, measured by sales. It makes more televisions than any other company,and may soon displace Nokia as the biggest maker of mobile-telephone handsets.Small wonder others are keen to know the secret of Samsung’s success. China sends emissaries to study what makes the firm tick in the same way that it sends its bureaucrats to learn efficient government from Singapore. To some, Samsung is the harbinger of a new Asian model of capitalism. It ignores the Western conventional wisdom. It sprawls into dozens of unrelated industries, from microchips to insurance. It isfamily-controlled and hierarchical, prizes market share over profits and has an opaque and confusing ownership structure. Yet it is still prodigiously creative, at least in terms of making incremental improvements to other people’s ideas: only IBM earns more patents in America. Having outstripped the Japanese firms it once mimicked, such as Sony, it is rapidly becoming emerging Asia’s version of General Electric, the American conglomerate so beloved of management gurus. Tomorrow’s GE or tomorrow’s Daewoo? There is much to admire about Samsung (see article). It is patient: its managers care more about long-term growththan short-term profits. It is good at motivating its employees. The group thinks strategically: it spots markets that are about to take off and places huge bets on them. The bets that Samsung Electronics placed on DRAM chips, liquid-crystal display screens and mobile telephones paid off handsomely. In the next decade the group plans to gamble again, investing a whopping $20 billion in five fields in which it is a relative newcomer: solar panels,energy-saving LED lighting, medical devices, biotech drugs and batteries for electric cars. Although these industries seem quite different from each other, Samsung is betting that they have two crucial things in common. They are about to grow rapidly, thanks to new environmental rules (solar power, LED lights and electric cars) or exploding demand in emerging markets (medical devices and drugs). And they would benefit from a splurge of capital that would allow large-scale manufacturing and thus lower costs. By 2020 the Samsung group boldly predicts that it will have sales of $50 billion in these hot new areas, and that Samsung Electronics will have total global sales of $400 billion.It is easy to see why China might like the chaebol model.South Korea’s industrial titans first prospered in part thanks to their close ties with an authoritarian government (though Samsung was not loved by all the generals). Banks were pressured to pump cheap credit into the chaebol, which were encouraged to enter dozens of new businesses—typically macho ones such as shipbuilding and heavy industry. Ordinary Koreans were chivvied to save, not consume. South Korea grew into an exporting powerhouse. Does this sound familiar?In China, too, the state draws up long-term plans, funnels cash to industries it deems strategic and workshand-in-glove with national champions, like Huawei and Haier (see article). Some of Beijing’s planners would love to think that state intervention is the route to world-beating innovation. No doubt inadvertently, Samsung feeds this delusion.Of hindsight and survivor biasFor delusion it is, on three levels. Most broadly, South Korea’s prosperity owes less to dirigisme than China’s dirigistes believe, and nothing to dictatorship—South Korea is now a democracy, and much happier for it. Second, the chaebol system has been lessbeneficial for South Korea than Samsung’s success might imply. Some of the state-directed cheap credit that powered the chaebol produced superb companies, such as Samsung Electronics and Hyundai Motors. But it yielded some costly failures, too. During the Asian financial crisis of 1997-98, half of the top 30 chaebol went bust because they had expanded recklessly. Daewoo, the Great Universe, is no more.Defenders of the chaebol say that the crisis spurred reforms, curbing the tendency of the chaebol to overborrow and overexpand. They don’t hog credit as much as before—Samsung Electronics now generates oceans of cash to finance its expansion plans. But in general the giants still crowd out small entrepreneurial firms: a former boss of Samsung Electronics has warned that South Korea has too many eggs in too few baskets. And despite a decade of political reform, the ties between the chaebol and the state are still too cosy. President Lee Myung-bak (the ex-boss of a Hyundai firm) has pardoned dozens of chaebol bosses convicted of corporate crimes. As for Samsung, it is an admirable company, packed full of individual successes that managers (and not just ones inAsia) should study. But inevitably it has not always got everything right—who now drives a Samsung car? And its overall success is not easily replicable. Samsung is patient and bold because the family of its late founder, Lee Byung-chull, wants it to be. Family control is guaranteed by a complex web of cross-shareholdings. This is fine so long as the boss is as brilliant as the late Lee or his son, Lee Kun-hee, the current chairman. But if the founder’s grandson, who is being groomed for the top job, fails to measure up, he will be harder for the company’s shareholders to oust than his peers at GE, Sony and Nokia.To that extent, for all its modern technology,Samsung’s story is an old one writ new—thewell-run family firm, with a strong culture and a focus on the long term, which has made good use of an indulgent state. Celebrate it on those grounds and Asia’s new model has something going for it. Just don’t expect it to keep going at its current rate for ever.译文三星——亚洲新型公司典范三星当下的成功是令人瞩目的，但其策略却是难以复制的韩国大公司的创始人都是有野心的家伙。

South Korea＇s Samsung＇ s Intellectual Property Strategy and Its Enlightenment --Taking ＂Patent Wars＂ between Samsung and A1Aple as
Perspective
作者： 翁莉翀
作者机构： 福建师范大学法学院,福建福州350007
出版物刊名： 重庆工商大学学报：社会科学版
页码： 111-115页
年卷期： 2013年 第5期
主题词： 三星;苹果;专利大战;知识产权战略
摘要：在“机器人苹果”这一具有革命性手机产品面前，三星并未像诺基亚和HTC等手机制造企业受到重创。

相反，通过实施有效的知识产权战略和优越的市场营销，三星超过苹果成为全球销售最多手机的品牌产品。

在这场专利战中除了大胆采取紧追政策，应对和主动提起专利诉讼外，三星领先水平的专利储备和研发技术也是三星在这场战争中不败的重要基础。

本文试图总结三星在与苹果专利战争中的知识产权战略，归纳值得中国企业参考和借鉴的经验。

【导读】智能手机市场两大巨头之间的专利纠纷引发了关于专利系统的深层思考Apple v Samsung苹果对三星Swipe, pinch and zoom to the courtroom触屏争霸，对簿公堂【注1】Apple’s victory in its epic legal spat with Samsung has raised eyebrows among techies and lawy ers alike苹果在旷日持久的法律纠纷中击败了三星，让技术人士和法律界人士都大为惊讶Sep 1st 2012 | from the print editionNOT LONG after a jury in the Californian city of San Jose concluded on August 24th that Samsung should pay Apple just over $1 billion in damages for infringing six of the American firm’s software and design patents, stills from a year-old sitcom episode, in which a character demonstrates an absurd triangular tablet computer, began recirculating on the internet. The images were being used to poke fun at the jury’s ruling that the South Korean firm had copied the shap e of Apple’s wildly popular iPhone, which (like most) is rectangular with curved corners.8月24日，在加州的圣何塞，某陪审团裁定三星公司侵犯了苹果公司的六项软件和设计专利，应向后者这家美国公司支付10亿余美元的损失赔偿金。

苹果和三星的创新分析摘要：随着经济的发展，企业融入了变化多端的世界，世界的消费市场、竞争对手以及各种因素都在不断地变化，因此企业所处内外环境变化的广度、深度和速度都是空前的。

形势迫使我们要应变。

尤其是在世界经济全球化的今天，创新能力已经成为一些大企业迅速崛起的重要能力，是企业可持续发展的重要战略。

作为优秀企业的代表——三星公司和苹果公司更是在创新能力方面占据了重要地位。

本文通过对三星公司和苹果公司创新的对比探讨，分析创新对现代创新型企业的重要作用，研究三星公司和苹果公司在创新发展过程中的市场定位和竞争力分析。

针对不同环境背景下的创新型企业，研究出创新型企业在发展的过程中遇到的问题，并给出如何解决这些问题的一些建议，能够对国内企业在创新发展方面起到积极的促进作用，从而提高企业的综合竞争实力。

关键词：创新苹果和三星的创新对比创新的分类Analysis on Innovation of Apple and SamsungAbstract:With the development of economy, Chinese enterprises into the changing world , the world of consumer markets , competitors, and various factors are constantly changing, so the breadth , depth and speed of changes in internal and external environment in which the enterprise is unprecedented the . Situation is forcing us to strain . Especially in today's globalized world economy , innovation has become an important capability for the rapid rise of large enterprises is an important strategy for sustainable development of enterprises . As a good corporate representatives - Samsung and Apple is in the innovative capacity to occupy an important position. Through comparison of Samsung and Apple 's innovative development strategy to explore , analyze the important role of modern innovation and development strategy for innovative companies , Samsung and Apple's research in the development process of innovation and competitiveness in the market positioning analysis . Innovative companies face under different environmental backgrounds , summed innovative companies encounter problems in the course of development, and gives some suggestions on how to solve these problems , domestic enterprises can play in the promotion of innovation and the development of positive action to improve the comprehensive competitiveness of Chinese enterprises.Keywords:innovation strategy innovative contrast The classification of innovation目录1.创新的理论分析 (1)1.1.创新的概念 (1)1.2企业创新的分类 (1)1.3创新对企业发展的重要意义 (2)2.苹果和三星的公司发展简介 (3)2.1苹果公司的发展背景分析 (3)2.1.1苹果公司的创立 (3)2.1.2苹果的崛起 (3)2.1.3苹果公司的衰落 (4)2.1.4苹果公司东山再起 (4)2.2三星公司的发展背景 (4)2.2.1三星公司的成立 (4)2.2.2进军电子行业硕果累累 (4)3.对苹果和三星企业创新能力分析 (5)3.1.市场创新分析 (5)3.1.1市场定位分析 (5)3.1.2销售渠道创新 (5)3.1.3促销策略分析 (6)3.2商业模式创新分析 (6)3.2.1苹果创新的核心是商业模式创新 (6)3.2.2三星创新的核心是产业链创新 (6)3.3企业创新 (7)3.3.1产品的创新 (7)3.3.2研发投入分析 (7)3.4管理创新 (7)3.4.1苹果的管理创新 (7)3.4.2 三星的管理创新 (8)4.苹果、三星的创新能力对现代企业发展的建议 (8)4.1关注消费者 (9)4.2培养创新意识 (9)4.3组建创新联盟 (9)4.4技术自主创新战略 (9)4.5人才战略 (10)5.总结与预期 (10)参考文献 (11)后记........................................................ 错误!未定义书签。

三星的经营管理战略摘要：三星在自己的发展中，一直将世界一流的标杆企业作为学习的对象。

质量是三星的生命，三星视残次品为摧残组织生命的“癌症”。

三星人要有速度制胜的意识，要做到力争第一、决策适时、行动快速、经常沟通。

三星“新经营”战略能成功实施，在很大程度上就是李健熙力排众议发展半导体业务，从而为“新经营”战略实施提供充分经验和技能的结果。

当三星手机要超越摩托罗拉时，李健熙就下达了这样的指示：“无论花多少钱、用什么手段和方法，只要能研制出具有摩托罗拉手机品质的产品就行。

”在这种宽松环境下，三星Anycall手机诞生了，不久，它超过了摩托罗拉。

三星必须把资源和力量集中于全球第一、第二和具有三星特色的领域，卖掉或者彻底取消缺乏国际竞争力的业务。

同时，必须在保证一定利益的前提下，以当前相对稳定和长期的业务支持高速成长的战略性业务，实现预备经营。

三星上上下下都流传着这样的观点，即“优秀人才一人就能够养活十万人”，“十个一级围棋选手联合起来也不能战胜一个围棋一段选手”。

三星这种“人才第一”的理念非常深入人心，是三星一个重要的企业文化。

关键词：三星“新经营”品牌战略产品开发人才技术三星电子(Samsung Electronics)作为大韩民国电子产品生产企业，是韩国规模最大的企业，同时也是三星集团子公司中规模最大且在国际市场处于领先地位的企业。

该公司在全世界共65个国家拥有生产和销售法人网络，员工数多达157,000人，2009年超越惠普（HP）跃升为世界最大的IT企业，其中LCD TV、LED TV和半导体等产品的销售额均在世界上高居榜首。

20世纪80年代末之前的三星，与今天的不少中国企业非常相似，经营着低利润、低价格产品，除了本土市场，除了价格就没有多少竞争能力。

然而，今天的三星，已经是全球名列前茅的品牌企业。

2007年，它的营收首次超越1000亿美元，达到1034亿，名列全球IT类企业第三。

它在手机市场超过摩托罗拉，排名仅次于诺基亚，位列第二；在液晶电视市场占有率第一，在等离子电视（PDP）市场份额仅次于LG；在半导体芯片市场上也是位居前三。

本科生毕业论文（设计）题目三星手机在中国市场的策略营销研究摘要三星作为国际品牌厂商，进入中国是在2001年，相对于国际知名厂商摩托罗拉、爱立信和诺基亚较晚，在面对当时已经被三大品牌占据了95%的份额的中国手机市场上，三星积极探索自己的发展道路，在中国市场逐渐占据有利的地位。

近年来，三星手机的业务在中国不断发展壮大，中国成为三星公司全球发展战略的一个重要部分。

面刘一中国手机市场激烈的竞争环境，三星需要怎样应刘一才能使自己持续强大，成为行业的领导者，立于不败之地，是我们需要思考的问题。

本文以相关的市场营销理论为基础，综合分析了三星手机的市场营销策略。

首先，文章运用PEST分析方法对三星手机所处的宏观环境和行业的竞争环境进行分析，清晰地了解行业的发展状况；然后对三星手机的产品策略、价格策略、渠道策略和促销策略进行了综合分析，找到企业在营销策略方面存在的问题，最后对三星手机的发展提出了一些优化建议。

通过本文的研究，对三星手机以及国内外其它各大手机厂商的发展具有现实的参考意义。

关键词：三星；手机；营销策略；3G；智能手机Study on the marketing strategy of Samsung mobilephone market inChinaMajor: MarketingStudent: Supervisor:AbstractSamsung as international brand manufacturers, to enter the Chinese in 2001, compared with the international well-known manufacturers Motorola, Ericsson and Nokia late, in the face of were three brands accounted for 95% share of the China mobile phone market, Samsung and actively explore the development road of their own, gradually occupy a favorable position in China market. In recent years, Samsung mobile phone business in China continue to grow and develop, China becomes an important part of the global development strategy of Samsung Corp. Surface of a mobile phone Chinese Liu fierce market competition environment, how should Liu Samsung needs to make their own ceaselessly, become the industry leader, remain invincible, is that we need to think about.In this paper, on the basis of relevant marketing theory, a comprehensive analysis of the marketing strategy of Samsung mobile phone. First of all, the article analyzes the macro environment by using the PEST analysis method of Samsung mobile phone and industry competition environment, clearly understand the situation of the development of the industry; and then make a comprehensive analysis of the Samsung mobile phone product strategy, price strategy, channel strategy and promotion strategy, to find the existing problems in marketing strategy of enterprises, and finally puts forward some optimization suggestions for development of Samsung mobile phone. Through this research, has practical reference significance to the development of Samsung mobile phone at home and abroad as well as other major mobile phone manufacturers. Keywords: Samsung; mobile phone; marketing strategy; 3G; intelligent mobile phone毕业论文（设计）原创性声明本人所呈交的毕业论文（设计）是我在导师的指导下进行的研究工作及取得的研究成果。

. -毕业论文〔设计〕题目:企业营销策略研究—以苹果与三星为例院系名称：专业班级：学生：学号：指导教师：教师职称：2021年4月20日摘要在全球化的背景下，信息化时代的飞速开展，手机已成为人们日常生活中，不可或缺的重要物品。

中国在人口数量上有巨大优势，2021中国移动用户数量已到达全球第一，这已使世界各大手机厂商把中国市场作为营销战略的重要目标市场。

现在正是智能手机的开展阶段，一大批的手机厂商推出自己的智能手机，从2021年开场，以Android、IOS为操作系统的众多智能手机厂商推出自己的手机品牌。

而在这么多的手机厂商中，做的较好的有两家企业，一个是三星电子，一个是苹果，它们占据了中国手机市场较大的市场份额。

本文以相关的市场营销相关理论为根底，综合比照分析了三星和苹果的市场营销策略分析，对三星和苹果营销策略分析进展综述并得出启示。

通过本文的研究，对三星和苹果以及国外其他各大手机厂商的开展具有现实的参考意义。

关键词：三星，苹果，企业营销策略，智能手机Research on Business Marketing Strategy----take Apple and Samsung for instanceAbstractIn the context of globalization,the rapid development of the information age,mobile phones have bee the people's daily life,indispensable items.Has a huge advantage in the Chinese population.2021 Number of mobile phone users in China has reached the world's first,which has the world's major mobile phone manufacturers target the Chinese market as an important marketing strategy.Now is the stage of development of smart phones,a large number of mobile phone manufacturers to launch its own smart phone,beginning in 2021,with Android,Ios for the operating system,many smart phone manufacturers to launch its own mobile phone brand.In so many mobile phone manufacturers,the biggest has to do the best two panies,one is Samsung Electronics,one apple.Samsung and Apple,the world's two largest mobile phone manufacturers,accounting for the largest share of China's mobile phone market.This two manufacturers to use two different operating systems,but they are each other's largest smart phone petitors.While economic development and technological progress on major mobile phone manufacturers raised higher demands for domestic and foreign mobile phone manufacturers.to confront the opportunities and challenges.Samsung and Apple with respect to Motorola Nokia to enter the Chinese market late in the face of absolute advantage under conditions of Motorola and Nokia,Samsung and Apple have made a positive and different efforts to gradually occupy a favorable position.This gives us food for thought.In this paper,related to marketing theory,a prehensive parative analysis of Samsung and Apple's marketing strategy.Finally,the development of Samsung and Apple made some optimization tips.Samsung and Apple as well as other major mobile phone manufacturers at home and abroad with the reality of reference for the development of research in this paper.Key words:Samsung,Apple,Marketing strategy,smart phone目录摘要I1绪论11.1研究背景11.2研究目的及意义12国外研究现状32.1营销策略研究32.1.1 4P营销策略32.1.2 6P营销策略32.1.3 11P营销策略42.1.4 4C营销策略52.1.5 4R营销策略52.1.6 4V营销策略61.2.2手机营销策略研究73三星营销策略与苹果营销策略分析83.1三星手机产品营销策略分析83.1.1三星手机价格策略分析83.1.1.1本钱导向定价策略83.1.1.2质量定价策略83.1.1.3撇脂定价策略83.1.2 三星手机渠道策略93.1.2.1 全国总代理商模式93.1.2.2 分型号代理模式93.1.2.3 直供模式93.1.2.4 公开渠道和运营商渠道模式103.1.2.5 零售终端管理渠道103.1.3促销策略113.1.3.1广告123.1.3.2 促销123.1.3.3 公共关系143.2苹果手机市场营销策略分析153.2.1 苹果手机的产品策略153.2.2 苹果手机的价格策略163.2.3 苹果手机的渠道策略173.2.4 苹果手机的促销策略18 4苹果和三星营销策略的比照分析204.1苹果和三星的营销环境综述204.2苹果公司营销策略的综述214.3三星公司营销策略的综述225 苹果公司和三星公司营销策略的启示245.1 以顾客为中心245.3 加强品牌知名度255.4 提高用户忠诚度25参考文献271绪论1.1研究背景在全球化的背景下，信息化时代的飞速开展，手机已成为人们日常生活中，不可或缺的重要物品。

华为、苹果和三星手机公司的战略对比分析华南理工大学同等学力研修班2014级响当当队经过近几年的竞争，国内手机市场已是血海一片，响当当队通过选取华为、苹果和三星公司作为出对比分析，了解针对市场变化各作出了哪些战略上的调整，加深对企业战略的学习。

具体分析如下：一、手机市场宏观环境分析（一）政治因素(Political)：是指对组织经营活动具有实际与潜在影响的政治力量和有关的政策、法律及法规等因素。

近年来国家大力促进国内企业创新自强，涌现了一批成功的国产手机厂商。

据中关村统计数据显示的国内手机关注度，在2011年只有14.5%的用户偏向国内品牌，而在2015年这一数字已上升到51.3%，成功超过国外品牌的关注度。

另一方面，2015年2月，国家发改委宣布对美国高通公司手机芯片反垄断调查结果，这是政治层面完善手机市场竞争机制的举措之一，也为我国手机行业的发展带来机遇，虽然手机行业的进一步深化发展任务十分艰巨，为其快速的转型创造了优越可行的宏观政治法律环境提供良好的契机。

以手机品牌体系的创建为根基，政策资源的优化配置为辅，为我国手机行业的全方位综合发展提供良好的契机。

（二）经济因素(Economic)：是指组织外部的经济结构、产业布局、资源状况、经济发展水平以及未来的经济走势等。

近年来，随着我国经济的快速发展，国民平均收入的增加，我国手机用户出现了大跨度增长，在2013年我国手机用户已突破10亿人。

但与此同时，随着国内生活水平的提高，各行各业的用工成本也在大幅增加，过往国内廉价的劳动力一去不复返，甚至在珠三角等一些地区，即使增加员工成本却找不到足够的工人，导致国内手机代加工行业收到很大冲击。

一方面，生活水平、消费水平提高了，能促进手机的消费，提高大众对手机价格的接受程度；但另一方面，各相关行业的成本也上升了，手机行业的成本亦对应上升，如何控制成本，利润不减甚至上升，是很多企业面临的问题。

（三）社会因素(Social)：是指组织所在社会中成员的历史发展、文化传统、价值观念、教育水平以及风俗习惯等因素。

三一文库（）〔中国市场上三星手机的战略分析〕王晴【摘要】组织具有明确的目标导向和精心设计的结构与有意识协调的组织活动系统，同时又与外部环境保持着密切的联系。

所有的组织都是为一定的目标而存在的，为支持和完成组织的使命和目标，管理者需要选择特定的组织战略与设计，帮助组织在竞争环境中实现其目标。

智能手机行业是当下发展迅猛而又充满竞争力的行业之一，三星手机作为智能手机领域的佼佼者，在中国市场上有相当高的市场占有率和顾客忠诚度，这与其好的经营发展方式与战略选择息息相关。

本文以波特战略模型为基本理论依据，分析三星手机面临的外部环境以及五种竞争力量，进而分析其战略方式的选择。

【关键词】战略；差异化；竞争力量；环境一、三星企业基本概况（一）三星手机简介三星集团是韩国最大的企业集团，三星手机是全球第二大手机制造商，在2001年进入中国市场，经过多年的探索，在中国智能手机市场上拥有很高的市场占有率，深受中国民众的喜爱。

但随着4G时代的到来，一些更为强势的外国品牌如苹果进入中国市场，以及中国国产品牌手机的不断改进，三星手机企业的发展更面临着进一步的威胁，选择合适的战略对于企业的转折十分关键。

（二）宏观环境分析组织所面临的环境对组织选取的战略及其有效性有很大影响，组织必须对外界环境做出反应，把握环境中的机遇与威胁，制定相应的战略。

经济环境。

随着市场经济的深入发展与全球化进程的不断加快，我国经济的发展依旧呈不断上升趋势。

据《光明日报》发布，在国际国内经济环境的双重影响下，中国宏观经济的复杂程度将继续加深，预计GDP增长速度将达到6.6%左右，CPI上涨率约为2.3%。

①良好的经济环境增加了人们的收入与购买力，人们对智能手机的需求量更大，这就为三星手机企业继续开拓市场，增加销售量提供了良好的经济环境。

政治和法律环境。

目前我国政治局势稳定，相关政策法律体系日渐完善，为包括智能手机在内的各个行业的发展提供了良好的大环境。

同时社会主义新农村建设，农村市场的开拓，为三星手机企业打开农村市场提供了可能。

苹果战三星
佚名
【摘要】尽管还有很多款产品可供选择．但是智能手机市场越来越像是三星和苹
果之间的战斗。

这两家公司的销售量占全球智能手机市场的49％，并赚取了该市
场上绝大部分的利润。

【期刊名称】《首席财务官》
【年(卷),期】2012(000)012
【总页数】1页(P12-12)
【关键词】三星;苹果;手机市场;销售量;智能;公司
【正文语种】中文
【中图分类】F326.13
作者：【美】亚当·拉辛斯基
翻译：王岑卉
出版社：上海财经大学出版社
定价：42.00元
推荐理由：《苹果：从个人英雄到伟大企业》揭示了能够让史蒂夫·乔布斯和他的
公司在击败一系列粗制滥造的产品，灵感爆发创造了一个世人疯狂崇拜的产品中所采取的秘密系统，策略和领导战略。

书中揭露了苹果高管称为“秘密武器”的东西，
也就是苹果的体系、战术和管理策略。

正是因为有这些东西，史蒂夫·乔布斯及其公司才能接二连三地造出Mac、iPod、iPhone和iPad等让人狂热追捧的产品。

作者亚当·拉辛斯基是一位报道硅谷新闻的顶尖记者，对苹果的幕后报道——苹果关于设计、品牌和竞争的独特方法，公司从乔布斯到库克的转变以及庞大公司的灵巧之术——利用保密、责任制和独特的管理架构。

苹果战三星
佚名
【期刊名称】《首席财务官》
【年(卷),期】2012(000)012
【摘要】尽管还有很多款产品可供选择．但是智能手机市场越来越像是三星和苹果之间的战斗。

这两家公司的销售量占全球智能手机市场的49％，并赚取了该市场上绝大部分的利润。

【总页数】1页(P12-12)
【正文语种】中文
【中图分类】F326.13
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