Apple Beijing Changping Credit Card Repayment [Tel/WeChat: 135-2093-5605] Beijing Changping Credit Card Cash Out, Visa Card Cash Out, Points POS Machine Valid for a long time Welcome to inquire for processing! The company has become the largest company in the technology field, and second only to Exxon Mobil Corporation, the second largest company in the United States. In the past few months, Apple's market value has been biting Microsoft Corp.
Over the past few years, Apple's development has been similar to the launch of a space rocket -- a series of rapid, close and orderly explosions that shoot into the sky. Apple itself, its leaders and its products have become a cultural lingua franca. Dell wants to be the Apple of business, Zipcar wants to be the Apple of car-sharing, and theatrical actor Bill Maher even said the government would be better served if Apple's president was president.
How can a company or individual become the "Apple of such-and-such"? After speaking with former Apple employees, current partners, and other long-time Apple professionals, we can clearly see the answer to this question, which revolves around the following ten key factors.
1. Off the beaten track
When leading Apple's work team designing products in the 1980s, Stephen Jobs often personally mentored engineers on what a laptop should look like. "One time he saw a really nice kitchen utensil in a department store," says Andy Herzfeld, "and he asked the designer to make the notebook look the way he saw it." "And another time he asked the designer to The product is designed to look like a Porsche." Andy Herzfeld is one of Apple's founding engineers and author of Revolution in Silicon Valley: A Great History of Apple's Growth.
Computers should look more like sports cars and kitchen utensils, and Apple's followers are precisely the high-end crowd -- those who have bought or will buy a Porsche. Obviously, it's hard to attract them just by following the market trends in Silicon Valley, through technologists or other clichés. And Apple's magic lies in its own research, so as to attract its target customers unconventionally.
2. Go beyond the norm
Technical experts generally believe that open source code is the general trend and reflects the principle of sharing. In this context, Apple is seen as slightly closed.
But in Apple's philosophy, closure and freedom do not conflict. "We're doing everything we can to make the user experience the desired effect," Jobs wrote in an email to Ryan Tarter. Earlier, Lane slammed Apple for banning the use of Flash technology on the iPhone and iPad in a blog post. "You can disagree with us, but our motives are pure," Jobs wrote. "The technology is banned because the Apple Store offers so much freedom that you can buy programs that steal your privacy, and you can buy programs that destroy your privacy. The battery program, you can also buy movies.”
Still, programmers have been complaining about the closed Apple Store, which they believe has been authoritarian in designing apps. That is, the problem is not that it is closed, but that it is arbitrary, covert, and frequently changing in terms of rulemaking. Much of the above controversy could have been avoided if Apple had loosened its grip on transparency. (Southern Metropolis Daily www.nddaily.com Nandu Network )
But fundamentally, Apple doesn't care about controversy. While the criticism continues, the Apple Store has been such a huge success that even its detractors have to admit that it's incredibly convenient and fun.
3. Reject complexity
"Rejection" may have been Jobs' primary role at Apple. "He's just a filter," said Apple Computer engineer Herzfeld. Every day a designer presents Jobs with ideas for new products and adding new features to existing products, and his answer is almost always no. "I'm as proud of the products we didn't make as I'm proud of the products we made," Jobs said in a 2004 interview.
The reason for Jobs' rejection was not only his usual distaste for complex designs, but also cost considerations and an anticipation effect. Saying no to some complex designs can keep costs lower, and reducing some product features can create an expectation. "Deliberately ignoring a product feature that people want to have can create a desire for it," said Redd, a former Apple engineer. happier."
Apple has used this strategy over and over again, the latest example being iPhoneOS 4, which adds multitasking capabilities. In fact, users of this feature have been asking for it since 2007. Let's look at the iPad again, is it really impossible to add a camera?
4. Serve customers
No matter how good your product is, there will always be times when it goes wrong. In recent years, Apple's rivals in laptops and phones have mostly avoided customers rather than served them. They shut down their own customer service departments and outsourced the operation to call centers staffed by low-paid workers. They even ask customers to go online to find answers to frequently asked questions.
Twenty years ago, Apple set its retail strategy with an overriding priority: creating a retail store that customers would never associate with the computer industry. They worked to create a friendly atmosphere in the store similar to the Four Seasons hotel lobby.
GeniusBar is the representative. The staff at GeniusBar will diagnose every Apple product for you, no matter where you bought it. Unless the warranty period has passed, the company does not charge any fees for the above services. Why is Apple so generous? "Sometimes customers come in for help, but leave with a new product," said Del, who previously worked at GeniusBar.
5. Ignore opinions
Jobs frequently quoted Henry Ford on various occasions: "If I ask customers what they need, they always say 'A faster horse!'"
Jobs used this phrase to illustrate Apple's philosophy that people don't anticipate what they really need. Customers will tell you a whole bunch of things they need, but when you make it as they intended, it's not what they want. It's not easy to visualize things that don't exist yet. (Southern Metropolis Daily www.nddaily.com Nandu Network )
But Jobs didn't dismiss customer feedback as nothing. He sees it as an inspiration, not a direction; a way, not an outcome. So Apple can always introduce new products that meet customer needs and exceed customer expectations.
6. Marketing everywhere
Just as the GeniusBar has proven to be a genius idea, the now-popular Apple slogan "Think Different Ways" has proven to be true, because Apple fans do think differently. Fans are as loyal to Apple as Christians are to Jesus. Apple's brand is so powerful and attractive that for some, Apple has become a religion.
苹果公司通过一系列精细入微的方式，来培养粉丝对苹果品牌的宗教般的狂热。包括渲染产品的神秘等。而最重要的方式，是强化苹果产品的象征意义，最有效的市场营销策略则植根于产品本身。苹果公司用颜色、声音、形状等元素的组合，构建了清晰的品牌形象。苹果通过这些策略使其品牌形象深植人心。
这一点在苹果发布新产品时表现得尤为明显。通过一系列统一协调的步骤，苹果调动大众的胃口，吸引更多人关注。在公众的注意力高度集中时，苹果再适时对外公布其早就准备好的信息或新产品。这一切都是围绕着营销进行的。
7.推陈出新
如果有天苹果推出了一款没有桌面的电脑，请不要感到惊讶。
仅仅是幻想吗？绝对不是，这些都将写进苹果的专利申请文件里。虽然还没有看到这些产品，但我们丝毫不应怀疑苹果的创新能力。事实上，没有任何一家公司像苹果那样频繁地对所在领域的基础环节进行反思和重构。仅仅在过去的短短几年间，苹果公司就对其笔记本电脑的生产工艺进行了大幅度革新，这也是笔记本生产设计领域有史以来所进行的最迅捷最大规模的革新，除苹果外，没有任何其它公司做到这些。
苹果完全无视IT领域所强调的兼容性的概念，这对诸如微软这样的竞争者来说是福亦是祸。在苹果公司的历史上，它数次采用新的操作系统和新的芯片构造，这些决定总是使它原来的生产组装基地立刻变得过时。苹果总是不停地否定过去设计中的不合理及不足之处，不断地推陈出新，使其产品总能以独特的风格傲立于时代前沿。
8.适当“独裁”
2000年，作为苹果阿斯塔特美国业务分部的运营经理，麦克·伊万杰李斯特负责DVD刻录技术研发，即将这种DVD装在高端电脑上，并且在未来将其转变为iDVD.该项目界面呈现出来的，是多种多样的窗口和菜单选项，以及大段的功能解释文字。
“这时乔布斯走了进来，”伊万杰李斯特回忆说，“他没有仔细看我们的工作，而是在白板画了一个框。”“这就是新设计。”乔布斯说，“只要一个窗口，将音像资料推入窗口，然后点击一个叫播放的按钮，这是我们要的。”
“所有人呆若木鸡，”伊万杰李斯特说，这种风格与他以前所就职的公司迥异。技术领域追求具有包容性的、彻底的、集合大众智慧的创新。而苹果的工程师则要花费100%的时间去设计由一小部分资深经理或是乔布斯一个人计划的产品。有权做出决策的人是如此之少，以至于苹果一年仅能够推出一项或两项创新产品。
9.重新发明
“革命性”是乔布斯最喜欢的词之一。他极力夸赞苹果的每个发明创造都是独一无二的和有创造性的。
苹果的产品到底具不具有革命性，取决于我们对革命性这个词的定义。苹果公司擅于搜集汇总技术领域的最新创意，并通过转化将其变为己有。苹果擅长发现别的同类产品上存在的问题和不足，并在其推出的产品上将上述问题和不足予以解决，或者是对货架上的其它同类产品在苹果的模式下进行改良革新。
iPad就是一个典型例子。早在2001年比尔·盖茨就推出了一款具备几乎相同功能的建立在windows操作系统基础上的产品，但是当时在交互界面，应用软件开发方面存在诸多需要解决的问题，微软公司就没有继续坚持下去。乔布斯发现在苹果公司现有的技术基础上，上述的问题都不成其为问题，于是iPad横空出世。在刚推出的两个月里，iPad就卖出了200万台。
10.有条不紊
在iPad上市几周后，惠普、微软及其它一些公司相继推迟了同类产品的上市。它们正试图制作出比iPad更加精密、功能更加齐全的产品。它们正致力于创造自己版本的‘快马’，于是它们推迟面市，又回到了设计室。与此同时，苹果的其它竞争者如Google，Intel等也快马加鞭地在该领域排兵布阵。
苹果公司并没有为这种竞争态势所牵制，它严格地按照自己的时间表行事。苹果公司的时间表是严格按照其自身的经营策略和长期愿景目标来制定的，其受市场态势和竞争者状况的影响较为轻微，这样苹果公司总能掌握主动权，适时地推出一些新产品，占尽市场先机。
【编译来源】南方都市报- 是什么让苹果与众不同？
【英文】Invincible Apple: 10 Lessons From the Coolest Company Anywhere
Clay McLachlan/Reuters ('98); Getty Images ('99); Gabe Palacio/Getty Images ('01); Justin Sullivan/Getty Images ('04, '05); Peer Grimm/dpa/Landov ('07); Paul Sakuma/AP Images ('08); Robert Galbraith/Reuters/Corbis ('09); AFP/Getty Images ('10)
简单概括：就是不断创新， 创新与求存文化
在过去25年中，苹果平均一年进行一宗收购交易；而微软在过去四年买了45家公司，Google买了40家，思科买了30家。从数据看，似乎可以得出一个结论：苹果不是一家收购增长型公司，与以上提及的几它几家公司完全不同；由于高端产品需要超棒的用户体验，它的设计 代价是昂贵的，苹果为了健康运营将不得不花费巨资研发。
但是事实却有所不同，苹果以很低的研发开支不断推出杀手级产品。到底有多低？在过去四年，苹果的研发开支仅为46亿美元，而在此期间营收由 250亿美元猛升到430亿美元。
以微软为例做个对比。在相同的时间内，微软的研发开支是苹果的7倍，总金额达到310亿美元，但业绩增长却显得无力，这还包括收购带来的增长。 同样的，思科与英特尔的研发开支也几乎是苹果的4倍，分别为190亿美元与230亿美元。在这四年里，苹果的研发开支显得很可怜，要知道正是在这四年里， 苹果研发了iPhone与iPad。
实际上有传言称，苹果将iPhone推向市场一共花了不到1.5亿美元，它除了收购一家名叫FingerWorks的公司，利用了它的手势识别 技术外，其它完全是内部研发完成的。
如此高效的研发不能完全归结为执行策略。www.douban.com/group/topic/89830570/
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当你与苹果的内部员工谈话，你就会发现一点：他们觉得必须创新，尤其是在苹果走过19世纪90年代的绝境之后，这种意识更强烈。创新成了苹果整个DNA中的染色体，它们必须学习创新，借此求存。
一切为了生存，这使得苹果更加集中，集中又带来高效，苹果很有自知之明，清楚自己的战场所在。微软花了大把钱研发平板电脑Courier，最后付之东流；浪费金钱人力在亏钱的互联网业务，并花下大把钱收购。
从19世纪80年代开始，创新与求存就不再是英特尔与微软的必要，处理器和Windows就是它们的摇钱树。Google在创新产品上很出色，尽管如此，它70%的收购依然未能贡献多少营收，它95%的收入来自搜索。
很明显，当竞争对手重金收购和研发时，苹果以极低的代价内部创新，尽管它也在与核心平台相关领域挑选最优部分，然后投资。
观察苹果通过内部或收购建立云计算版图，这肯定是有趣的事情。专家称苹果在这个领域落后于Google。
其它参考：
Google(谷歌)正在构造可怕的帝国
Microsoft by the numbers（中文版：解读“从数字看微软”）
