Apple competitive advantage PDF

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研究生课程考核试卷 （适用于课程论文、提交报告） 科 目: 战略管理研究

教 师: 杨增雄

姓 名：悠然 （Shahidullah Shaon）

学 号： 201802111076

专 业：企业管理 类 别：（学术□、专业□） 考生成绩： 卷面成绩

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阅卷教师（签名）研究生部

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APPLE INC (苹果公司 苹果公司) STRATEGIC MANAGEMENT (战略管理 战略管理)

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Contents Introduction (介绍)................................................................................................................................3 Apple Inc. Vision statement (苹果公司愿景宣言)................................................................................3 Apple Inc. Mission statement (苹果公司使命宣言).............................................................................3 Apple Inc. Company Overview (苹果公司概况)..................................................................................4 Apple Inc. current Strategy (苹果公司当前战略 苹果公司当前战略 苹果公司当前战略).................................................................................5 Environmental Analysis (环境分析).....................................................................................................5 PESTEL Analysis (PESTEL 分析)........................................................................................................5 External analysis (外部分析)............................................................................................................5 Table 1. Apple Inc. PESTEL analysis (表 1。苹果公司 PESTEL 分析)...............................................6 Porter’s 5 forces (波特五力).................................................................................................................8 Intensity of rivalry (竞争强度)..........................................................................................................8 Threat of new entrants (新进入者的威胁).......................................................................................8 Bargaining power of buyers (购买者的议价能力)............................................................................9 Bargaining power of suppliers (供应商议价能力)............................................................................9 Threat of substitutes (替代产品或服务的威胁)................................................................................9 SWOT Analysis (SWOT 分析)..............................................................................................................9 Strengths (优势)..........................................................................................................................10 Weaknesses (弱点)......................................................................................................................10 Opportunities (机会)...................................................................................................................10 Threats (威胁)..............................................................................................................................10 Apple Inc. core competencies & capabilities (苹果公司核心竞争力和能力)....................................10 Value chain analysis (价值链分析).....................................................................................................11 Value chain activity (价值链活动)..................................................................................................11 Support activities (支持活动)......................................................................................................11 Primary Activities (主要活动)......................................................................................................11 BCG Matrix (波士顿矩阵)..................................................................................................................12 Apple BCG Matrix (苹果 BCG 矩阵).............................................................................................12 .........................................................................................................................................................12 Apple BCG matrix table (苹果 BCG 矩阵表).................................................................................13 Strategic options (战略选择)...............................................................................................................13 Key strategic recommendations (关键战略建议):...............................................................................14 Strategy implementation (战略实施)..................................................................................................14 Bibliography (参考文献)......................................................................................................................16

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Introduction (介绍) The purpose of this report is to identify the current strategy of Apple Inc. Exploring how the business operates within the environment that it exists, specifically how the company interacts and responds to threats and weaknesses within the external and internal environment. This report identifies what type of strategy is currently implemented by Apple Inc. and how this effects the competitive advantage of the company and whether the current strategy offers temporary or sustainable competitive advantage. A full analysis and evaluation will be conducted using industry models and framework for strategic management with a conclusive recommendation of strategy development in order to gain and sustain a competitive advantage. . The report has identified that Apple Inc.’s current strategy allows a sustainable competitive advantage and provides recommendations to solidify Apple Inc.’s leading position, Recommendations include (本报告的目的是确定苹果公司的当前战略，探讨该公司如何 在其存在的环境中运营，特别是公司如何在外部和内部环境中相互作用和应对威胁和弱点。本 报告确定了苹果公司目前实施的战略类型，以及这对公司竞争优势的影响，以及当前战略是否 提供暂时或可持续的竞争优势。将采用行业模型和战略管理框架进行全面的分析和评估，并对 战略发展提出决定性建议，以获得和保持竞争优势。 .该报告指出，苹果公司目前的战略允许 可持续的竞争优势，并提出了巩固苹果公司领先地位的建议，建议包括): 

Diversification(多样化)

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Market development(市场开发)

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Market penetration(市场渗透)

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Product development(产品开发)

Apple Inc. Vision statement (苹果公司愿景宣言) A vision statement is defined as what a company wants to achieve, in essence the overall goal. Porter 1996 defines strategy as ‘’ the goal orientated actions a firm intends to take in its quest to gain and sustain a competitive advantage’’ Apple’s vision statement states it’s simplistic approach and constant innovation which is key in the company’s strategy and is proved when considering their yearly upgrades of the iPhone and simple approach to product design. The statement also shows how Apple are selective in their approach to the industry they operate within and shows the organizational culture by describing a collaborative approach throughout the business as well as their pursuit of excellence which can be seen in the quality of products they produce and record number of sales. 愿景陈述被定义为一个公司想要实现的目标，本质上是整个目标。 Porter 1996 将战略定义为 “一家公司为了获得和保持竞争优势而打算采取的目标导向行动”，苹果公司的愿景声明称，它 是一种简单的方法和持续的创新，这是公司战略的关键，在考虑每年升级 iPhone 和产品设计 的简单方法。声明还显示了苹果公司在其所经营的行业中是如何有选择性的，并通过描述整个 企业中的协作方法以及他们对卓越的追求（从他们生产的产品质量和销售记录中可以看出）， 展示了组织文化。

Apple Inc. Mission statement (苹果公司使命宣言) ‘’Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App store, and is defining 4

the future of mobile media and computing devices with iPad.” Mission statements expand upon the vision statement and states what products, services the company provides to achieve the vision. Apple’s mission statement is product orientated defining the products the company provides which allows reinforcement of brands and corporate identity, conversely a customer orientated mission statement defines the services an organization provides enabling a greater degree of flexibility by not restricting products and services. Apple’s mission statement however lacks detail in market leadership and innovation and would benefit from being broader encompassing Apple’s global business and corporate social responsibility. 苹果设计了世界上最好的个人电脑 Mac，以及 OS X、 iLife 、 iWork 和专业软件。苹果以其 iPod 和 iTunes 在线商店引领数字音乐革命。苹果通过其革命性的 iPhone 和应用商店重塑了移 动电话，并用 iPad 定义了移动媒体和计算设备的未来。“使命宣言扩展了愿景宣言，并说明了 公司为实现愿景提供的产品、服务。苹果公司的使命宣言是以产品为导向的，定义了公司提供 的产品，从而增强了品牌和企业形象；相反，以客户为导向的使命宣言则通过不限制产品和服 务来定义组织提供的服务，从而实现更大程度的灵活性。然而，苹果公司的使命声明缺乏市场 领导和创新方面的细节，将受益于更广泛地涵盖苹果公司的全球业务和企业社会责任。

Apple Inc. Company Overview (苹果公司概况) Apple Inc. is an established corporation founded in 1977 in California, Apple is a global provider of (苹果公司是一家于 1977 年在加利福尼亚州成立的公司，是一家全球性的供应商): 

Mobile communication and media devices (移动通信和媒体设备)

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Desktop personal computers (台式个人电脑)

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Portable music players (便携式音乐播放器)

In addition Apple sells software, accessories and services related to its products as well as third party digital applications, content and networking solutions. Apple products and services include Mac, iPad, iPod, iPhone, Apple Watch and Apple TV. The company also offers software applications, OS X, iOS, watch OS. Operating systems such as Apple Pay, iCloud, for both the business and consumer markets complimented with a range of accessories, services and support. The company sells and supplies its products and services worldwide through online stores, retail stores and third party mobile network providers, retailers and wholesalers. Apple Inc. has a total of 110,000 direct employees as of 26th September 2018 and 25,924 shareholders on record as of October 9th 2018. Apple announced financial results for the fourth quarter of the fiscal year 2018 with a revenue of $62.9 billion and a net quarterly profit of $11.5 billion. International sales account to 62 percent of the quarter revenue. (Apple Inc., 2018) 此外，苹果还销售与其产品相关的软件、配件和服务，以及第三方数字应用程序、内容和网络 解决方案。苹果的产品和服务包括 Mac、iPad、iPod、iPhone、Apple Watch 和 Apple TV 。该公 司还提供软件应用程序、OS X、iOS、Watch OS。苹果支付（Apple Pay）、iCloud 等面向商业 和消费市场的操作系统，提供了一系列配件、服务和支持。该公司通过在线商店、零售店和第 三方移动网络提供商、零售商和批发商在全球销售和供应其产品和服务。 截至 2018 年 9 月 26 日，苹果公司共有 11 万名直接员工，截至 2018 年 10 月 9 日，共有 25924 名股东 在册。苹果宣布了 2018 财年第四季度的财务业绩，收入 629 亿美元，季度净利润 115 亿美元。国际销售额占本季度收入的 62%。（苹果公司，2018 年） 5

Apple Inc. current Strategy (苹果公司当前战略 苹果公司当前战略 苹果公司当前战略) Apple’s strategy is one of differentiation (Cook, 2014) they ensure their products are unique allowing them to charge premium prices, creating perceived value in the eye of the customer. The company offers a small number of products that focus on high end consumers giving priority to profits over market share. Apple pursues acquisition of businesses which can complement their innovative products and services integrating the technology to offer their customers unique features and services for their devices. In 2014 Apple completed the acquisition of Beats music & electronics compromising of headphones and music streaming. Apple’s focus on innovation allows them to create new opportunities through disruptive innovation and also maintain a steady market share and revenue through their strategic position in the mature market for established Apple products such as the Mac computer. 苹果的战略是一种差异化（库克 ，2014 年），他们 确保自己的产品是 独一无二 的，允许他们 收取高价，创造客户眼中的感知价值。该公司提供少量的产品，以高端消费者为主，利润高于 市场份额。苹果致力于收购能够补充其创新产品和服务的企业，整合技术，为客户的设备提供 独特的功能和服务。 2014 年，苹果 完成了对 Beats Music & amp; Electronics 的收购，包括耳机 和音乐流媒体。苹果对创新的关注使他们能够通过颠覆性的创新创造新的机遇，并通过在成熟 市场中的战略地位，保持稳定的市场份额和收入，如 Mac 电脑。

Environmental Analysis (环境分析) Scanning the external environment enables an organization to identify and mitigate perceived threats as well as leveraging opportunities to shift the company into a favorable strategic position. In strategy, the environment means everything and everyone outside the organization: competitor’s customers, suppliers plus other influential institutions such as local and national governments. 扫描外部环境使组织能够识别和减轻感知到的威胁，并利用机会将公司转移到有利的战略地位。 在战略上，环境意味着组织之外的一切和每个人：竞争对手的客户、供应商以及其他有影响力 的机构，如地方和国家政府。

PESTEL Analysis (PESTEL 分析) External analysis (外部分析) The advantage of a PESTEL analysis is that it provides a broad comprehensive view of significant influential factors such as Political, Economic, Social cultural, Technological, Ecological and Legal which can be analyzed to determine if a given strategy will be successful. The framework allows for the formulation of current data which can be analyzed to identify the potential future impacts each factor will have on the company whether it be positive or negative. PESTEL 分析的优势在于，它提供了对政治、经济、社会文化、技术、生态和法律等重要影响 因素的广泛综合视图，可以对这些因素进行分析，以确定给定的战略是否会成功。该框架允许 制定可分析的当前数据，以确定每个因素对公司的潜在未来影响，无论是积极的还是消极的。

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Table 1. Apple Inc. PESTEL analysis (表 1。苹果公司 PESTEL 分 析) Political factors(政治因素)  Apple’s continued business success is highly dependent on global political stability as Apple operates in many different countries such as China, Ireland, Korea, and Czech Republic to reduce operating costs. If such countries experience periods of political instability or change this may threaten manufacturing output and sales of Apple products subsequently causing a negative effect on Apple’s reputation, revenue and image amongst new and dedicated long-time customers. (•苹果持续的商业成 功高度依赖于全 球政治稳 定， 因为苹果在中国、爱尔兰、韩国和捷克共和国等 许多 不同国家开展业务，以降 低运营成本。如果这些国家经历了政治动荡或变化的时期，这可能会威胁到苹果产 

品的生产和销售，进而对苹果在新老客户中的声誉、收入和形象造成负面影响。) In 2017 the Chinese and Russian governments stated that they intend to implement new laws to cull technology from the U.S enabling local suppliers to increase their market share. This has produced tensions between U.S, China and Russian governments. (•2017 年，中国和俄罗斯政府表示，他们打算实施新的法 律，从美国挑选技术，使当地供 应商能够增加其市场份额。这导致了美国、中国和俄罗斯政府之间的紧张关系。)

Economic factors(经济因素)  Neo classical general economy theorists state that if the price of a particular good increases, then demand decreases. Global economic stability is key to any business success and in Apple’s case the fluctuation of currencies against the U.S dollar can cause adverse effects on sales profits and operating costs, Apple’s receives overseas income from its worldwide sales if the currency in those countries were to weaken against the U.S dollar then it could force the company to raise international prices to maintain profit margins. The rise in prices may result in a reduced demand for apple products and services deterring consumers from paying premium prices, conversely if foreign currencies were to strengthen relative to the dollar then while this would be of benefit to their foreign earnings it could also lead to the company reducing international prices resulting in losses derived from foreign currency. (•新古典一般经济学理论家指出，如果某一商品的价格上涨， 那么需求就会下降。全球经济稳 定是任何商业成功的关键，在苹果公司的情况下， 货币兑美元的波动会对销售利润和运营成本造成不利影响，苹果公司从其全球销售 中获得海外收入，如果这些国家的货币兑美元贬值， 那么 它可以强制该公司提高国 际价格以保持利润率。价格上涨可能导致对苹果产品和服务的需求减少，从而阻碍 消费 者支付溢价，相反，如果外 汇相对 美元 升值，这将有利于他们的国外收益 ，但 也可能导致公司降低国际价格，导致亏损。源于外币。) Social Factors(社会因素) 

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Social factors pertain to demographics, cultural trends, and population analysis. These factors are key to Apple’s success. Statistics show that in 2017 there are 2,078 billion active social media accounts worldwide with a growth rate of 12% from 2016 – 2017 with no sign of growth slowing down, this creates vast opportunities for Apple products as they have social media apps which can be accessed by users on the full range on Apple mobile

platforms such as the IPad, IPhone and iWatch. (•与人口统计、文化趋势和人口分析相 关的 社会因素 。这些因素 是苹果成 功的关键。 据统计， 2017 年，全球活跃的社交媒 体账户达到 20780 亿，较 2016-2017 年增长 12%，没有增长放缓的迹象，这为苹果产 品创 造了巨大的机会，因为他们拥有社交媒体应用程 序，用 户可以在苹果移动平台 （如 iPad）上全方位访问这些应用程序。iPhone 和 iWatch。) Technological Factors(技术因素) 

Technology innovations can dramatically shift the competitive advantage that Apple sustains, it is through technological innovations in services and products that Apple stay competitive. Yearly upgrades of existing products such as the iPhone gives apple a distinct advantage as they continue to innovate and integrate new technology combined with third party digital content to complement their products, in 2017 iTunes services generated 10.2 billion dollars in net sales. The increased demand for tablets and smart phones with consequently reduce demand for Apple desktop computers as they provide the same service and applications on all platforms. (•技术创新可以极大地改变苹果所 维持的竞争优势， 而苹果保持竞争力的是服务和产品的技术创新。 随着苹果公司不断创新，并将新技 术与第三方数字 内容相结合，以补充其产品， iPhone 等现有产品的年度升级为苹果 公司带来了明显的优势， 2017 年，iTunes Services 实现了 102 亿美元的净销售额。随 着平板电脑和智能手机需求的增加，苹果台式电脑的需求也随之减少，因为它 们在

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所有平台上提供相同的服务和应用程序。) An increase in cybercriminals capabilities threatens Apple’s reputation for high quality security and poses a threat to its competitive advantage. In 2015 Apple’s mobile payment system was the target of fraudulent transactions due to breaches of incumbent retailer’s customer credit card data. (•网络犯罪能力的提高威胁着苹果的高质量安全声 誉，并对其竞争优势构成威胁。 2015 年，苹果的 移动支付系统因违反现有零售商的

客户信用卡数据而成为欺诈交易的目标。) Ecological/Environmental Factors(生态/环境因素)  In China the government is considering implementing pollution tax on businesses, this may lead to Apple incurring increased manufacturing costs from their suppliers. Apple’s carbon footprint in 2017 was 34,200,000 metric tons with 24.8m from manufacturing, Apple ships millions of tons of product from Asia every year which leads to another critical factor affecting Apple which is climate change.( •在中国，政府正在考虑对企业征收污染税， 这可能导致苹果公司从供应商那里增加制造成本。苹果 2017 年的碳足迹为 3420 万 公吨，其中 24.8 万公吨来自制造业，苹果每年从亚洲运输数百万吨产品，这导致了 另一个影响苹果的关键因素，即气候变化。) Legal Factors(法律因素) 

Apple states that “The Company could be impacted by unfavorable results of legal proceedings, such as being found to infringe on intellectual property”. As company grows so does the intellectual properties rights claims against it, consider Apple’s mobile cellular enabled products which compete directly with media and mobile communication companies that hold an array of significant patents, if the company is found to have infringed upon these patents then this could lead to injunctions against the company prohibiting them from selling products and services which generate the majority of its income. (•苹果公司表示，“公司可能会受到不利法律诉讼结果的影响，例如被发现侵 犯了知识产权”。随着公司的发展，对其知识产权的索赔也在增加，考虑一下苹果的

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移动蜂窝产品，它直接与拥有一系列重要专 利的媒体和移动通 信公司竞争，如果发 现公司侵犯了这些专利，那么这可能导 致对 T 的禁令 。他公司禁止他们销售产生大 部分收入的产品和服务。)

Porter’s 5 forces (波特五力) The porter’s 5 forces model enables an organization to conduct a qualitative evaluation by analyzing the current strategic position, considering competition and influences in the external environment to ascertain how attractive the industry is and if a sustained competitive position can be achieved. The framework however has limitations, it is a static evaluation and as such should not be relied upon for long term objectives. It can be argued that the porters five forces does not account for the evolution and dynamism of today’s industry structures and business models which give justification to conclude its effectiveness. (波特的 5 种力 量模型使一个组织能够通过分析当前的战略地位，考虑外部环 境中的竞争和影响来进行定性评估，以确定该行业的吸引力，以及是否能够实现持续的竞争地 位。然而，该框架有局限性，它是一种静态评估，因此不应依赖于长期目标。可以说，波特的 五种力量并不能解释当今产业结构和商业模式的演变和活力，而这些结构和商业模式为得出其 有效性提供了理由。)

Intensity of rivalry (竞争强度) Intensity of rivalry is very high with rival companies using aggressive marketing and low switching costs strategy to gain a competitive advantage, Samsung recently spent a record breaking 45 million on marketing the new S9 smartphone, However Apple has a loyal customer base, offers bespoke technical support and innovative products which competitors cannot match in terms of technology and quality with exclusive applications such as iTunes dominating the digital market. Apple also has superior research and development tactics which is complimented by exclusive new technology access unlike its rivals. Apples short lifecycle of its products solidifies their competitive advantage through innovation and strategic timing with the release of new products year after year. (为了获得竞 争优势，三星公司采用积极的市场营销和低切换成本战略，与竞争对手的竞争强度非常高。三 星最近在新 S9 智能手机的市场营销上花费了创纪录的 4500 万美元，然而苹果公司拥有忠实的 客户群，提供定制的技术支持和创新产品，这些产品与竞争对手竞争。RS 在技术和质量方面 无法与 iTunes 等独占数字 市场的独家应用相媲美。苹果公司也拥有卓越的研发 策略， 与竞争 对手不同的是，它拥有独特的新技术接入。苹果公司产品生命周期短，通过不断创新和战略时 机，使其竞争优势得以巩固，并逐年推出新产品。)

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