浅析Apple Pay在华发展阻碍及其未来使用场景探究

近日,苹果公司推出Apple Pay夏日促销补贴活动,但其收效甚微。自Apple Pay进入中国以来,已有近一年半的工夫,而各种原因导致其在第三方移动支付市场中所占份额连1%都未到。但从最近苹果公司对Apple Pay的推广举措可以看出,Apple Pay正在探寻发展城市交通服务的消费使用场景。     

浅析商业生态系统运行的机理

在市场从惯性转向非惯性,生产从集中、集权转向分割、分权,权力从生产者转向消费者这样一些商业背景下,在新旧交替的市场环境中竞争,企业不仅要争取建立最有利的商业生态系统,而且还要在商业生态系统中占优势地位。从价值创造的角度看,商业生态系统涉及到四个变量,即满足消费者需求的价值,系统成员企业的协调成本,系统成员企业的机会成本,系统成员企业的运行成本。同时以苹果公司为例说明此观点。     

苹果公司的管理经验及其对中国IT企业的启示

时下，拥有一部iPhone是很多年轻人梦寐以求的心愿，为何一部小小的手机能拥有如此大的魔力？这和苹果公司先进的管理经验密不可分。放眼国内IT业，无人能与其相提并论。本文分析了苹果公司在人力资源、营销策略、生产方式、成本控制、产品研发方面的经验，指出我国IT企业存在的主要问题及苹果公司管理经验的借鉴和启示。     

苹果强势品牌构建策略探析

强势品牌对提高顾客心理满足与体验,形成品牌忠诚有重要作用。苹果公司通过开发人性化的时尚创新产品,引领着时尚潮流;通过在产品、性能、UI(操作系统)、渠道等方面的差异化;通过运用恰当的营销手段和策略:采取上市前的创新饥饿式营销策略、病毒式网络营销和体验营销相结合的策略,所有这些有效的构建强势品牌的措施,值得中国企业学习。     

Study on the clustering of a typical industry：a case of apple industry in Shaanxi Province, China

The apple industry in Shaanxi Province is a resource-based industry; compared to the best productiveregions at home and abroad, it is advantageous in high quality as well as geographical and natural resources. Currently,big changes have occurred in the apple market supply-demand relations; long-term and comprehensive shortage haspassed; the buyer＇s market has come into being; competitions in the domestic market are fierce. At the same time, theforeign apple will impact on the domestic market, increasing competitive pressure. Foreign anti-dumping measures,green barriers and technologies restrict the exportation of the domestic apple. Based on successful experience of otherindustrial clusters, this paper analyzes the existing problems in the development of Shaanxi apple industrial cluster,combining empirical analysis, qualitative analysis and quantitative analysis, proposes specific policy recommendationsand get the conclusions. First, the characteristics of the agricultural industrial cluster are analyzed; Shaanxi appleindustry is characterized by cluster. Second, the rapid development of Shaanxi apple industrial cluster exposes someproblems. Third, we need the government to control the disorderly competition of Shaanxi apple industry.     

切片厚度和涂膜处理对苹果片干燥特性及品质的影响

本文研究了不同切片厚度以及涂膜处理的苹果片干燥特性及复水比。结果表明,当切片厚度增加时,干燥时间增长,干燥速率减小。相同厚度下,普鲁兰涂膜苹果片的干燥速率最小;在Midilli-Kucuk模型最佳处理条件下,普鲁兰多糖涂膜和普鲁兰多糖加抗坏血酸复合涂膜的苹果干片复水性能低。相比6 mm、9 mm的苹果片样品,使用复合涂膜液处理的3 mm的样品的品质指标最高。     

Platform control during battles for market dominance: The case of Apple versus IBM in the early personal computer industry

We conduct a case study of the battle for market dominance between the industry platforms led by Apple and by IBM in the early personal computer industry (1977–1986). Platform leaders such as Apple or IBM need to consider many technological, strategic, and network factors in managing their industry platforms. We explore how platform leaders deploy these factors and their interactions during a battle for market dominance. We find that platform leaders choose various control modes to do so, ranging from central control to distributed control. The adoption of these control modes is dependent on the choice of being first entrant with a technological discontinuity (central control) or follower (distributed control). Within a control mode, technological, strategic, and network factors are managed in a coherent way.     

Estimating the market value of Steve Jobs using an event study

Using an event study approach, we seek to estimate the value investors placed on Steve Jobs by investigating the stock market reactions to his death. In the three-day window surrounding his death, the estimated cumulative abnormal returns are ?5.76%. Given the market capitalization of Apple at the time, it can be inferred that investors valued Steve Jobs at 20 billion dollars. While tragic, the news about Jobs’ death is greeted favourably by Apple’s competitors. The competitors appear to be convinced that, without Steve Jobs, they can compete with Apple better.     

The Apple business model: Crowdsourcing mobile applications

Much to Apple's chagrin, the ‘suicide express’ at the Foxconn manufacturing complex in China has been widely reported. While outsourcing the manufacture of technology components is neither new nor unique, the external sourcing of digital content is integral to the success of Apple's business model. In 2008, Apple opened up their platform to third-party IT developers, leveraging their expertise for the supply of applications. Apple's rapid dominance of the mobile market led to the emergence of a business model that weaves together Internet-enabled mobile devices with digital content, brought together within a closed proprietary platform or ecosystem. Applying a Global Production Network analysis, this paper reports on fieldwork among Apple mobile application developers in Sweden, the UK, and the US. The analysis shows that although some developers experience success, financial returns remain elusive and many encounter intense pressure to generate and market new products in a competitive and saturated market. Crowdsourcing allows Apple to effectively source development to a global base of software developers, capitalizing on the mass production of digital products while simultaneously managing to sidestep the incurred costs and responsibilities associated with directly employing a high-tech workforce.     

Owning the consumer—Getting to the core of the Apple business model

This paper uses a business model framework to analyze the main limitations of Apple Inc. post-2003, a significant turning point in the company's history. As such, we move beyond an exclusive focus on what makes Apple unique or different by evaluating the mundane and out-dated elements of its business model. To do so, we examine the end-to-end supply chain, from source to store, to present a more holistic evaluation of the Apple business model. Drawing on the existing literature, we argue that the quintessential element of the Apple business model is its ability to ‘own the consumer’. In short, the Apple business model is designed to drive consumers into its ecosystem and then hold them there, which has been hugely successful to date and has allowed Apple to wield enormous power in the end-to-end supply chain. We demonstrate this through a detailed evaluation of Apple's physical and content supply chains and its retailing strategy. Moreover, we find that the very business processes that enable unparalleled corporate control bring with them new problems that Apple has thus far been unable, or unwilling, to adequately address.