下面为大家整理一篇优秀的essay代写范文- Apple's risk and response，供大家参考学习，这篇论文讨论了苹果公司的风险与应对。如今，虽然苹果公司发展壮大，但依旧存在潜在的风险。而苹果公司要做的，就是立足于自身战略，扫除在实现组织目标道路上的各种障碍；其次，风险未必都会带来破坏，有些风险如果处理得好可能会让企业得到转危为安的契机。
Throughout apple's history, its emergence has attracted people's attention. From the birth of apple to the mid-1990s, although the personal computer business made apple prosperous, there were still a lot of risks due to business problems. At this time, apple did not have a good response, which led to the company's serious financial deficit and the divergence of management. The founder Steve jobs left the company.
During this period, apple inc. created a new era of personal computers and achieved good sales performance, but faced with the challenge of powerful followers, apple inc. was divided into market shares. In terms of technology, although apple's innovation still brings many opportunities, technology is easy to copy. Electronics industry is a high-tech emerging industry, and there were some other excellent enterprises in the industry at that time, which made a certain impact on apple. In terms of management, although the company has invited PepsiCo's skri to take some reform measures, and some improvements have been made in the short term, skri may be familiar with management, but lack of understanding of the emerging electronics industry, so apple's move is extremely risky. As it turns out, in the long-term fact-checking after that, the company gradually encountered some problems and internal mismanagement resulted in some differences due to the mistake of putting too much money into advertising expenses and ignoring the investment in technology research and development. In terms of industrial competitors, since apple does not use Microsoft's operating system, but develops its own system, its compatibility is not ideal, which makes apple and some extremely powerful enterprises like Microsoft compete with each other, and the pressure is huge.
It can be seen that apple experienced great challenges at the initial stage of its startup. Although it has advanced technology and constantly innovative organizational culture, and it has attracted the capital of all kinds of venture capital, it still needs to accumulate experience as a newly born enterprise. The various risk problems in this period are both a challenge to apple and an opportunity for apple.
When jobs returned to apple in 1996, the apple legend began to tell his tale. He overhauled product lines, allied with his arch-rival Microsoft, and re-established the corporate culture as a basis for successful marketing.
Faced with the risks of the company, jobs launched a series of reforms to defuse the risks and turn them into opportunities. First, in terms of product strategy, jobs reduced the 15 products he was developing to four and abandoned the low-end market. In terms of organization personnel, jobs cut off some employees decisively, looking for the best and most suitable personnel, and devoted himself to building a leaner and more manageable organization team. In terms of corporate culture, we focus on user experience with user personalized guidance and service, and shape corporate culture and innovation ability with employee personalization, construct highly personalized elements, and respect talents and creativity. Among the industry's competitors, apple has made friends with its arch-rival, Microsoft, won Microsoft's investment and continued to develop software for apple's terminals, while also adjusting its relationships with other stakeholders.
In addition to these measures, they also include the re-establishment and planning of marketing channels and marketing programs, and unique advertising campaigns. All these measures have solved the risks formed by apple since its establishment, changed its long-term sluggish profitability, laid the traditional foundation of apple's focus on technological innovation and user experience, and created conditions for its future blowout development.
As apple has performed one sales miracle after another, a number of different voices have been heard. Of the Boston consulting group, James Andrew think in apple's innovation and culture is a kind of prejudice, namely pure absolutely committed to technological innovation, "to become a truly innovative company is not only catch up with the latest ideas, or new products and services, it also includes the need to be able to create enough cash to cover the cost, and return for shareholders." "Innovation is not the key to economic growth, management is. In practice, this means supporting product innovation through a strong sales force, a strategy of working with developers and sellers, and a strategy of consumer services. Companies that rely too heavily on innovation are outdated. A lot of times, management and execution are more important."
So, we ask, is there a risk in apple's growth spurt, and how can it be fixed? If it doesn't, will apple fall back down again?
Science and technology are the primary productivity, but the technology industry is changing so fast that apple can take the lead through a period of technological innovation, but it's hard to guarantee a steady stream of new ideas. As is known to all, science and technology industry is very competitive, and then take the mobile phone market, although the iphone is people talk about the topic, but in recent years, the development of the Google Android system takes up a part of the market share, it all aspects of the performance is not inferior to the apples, and there are many mobile phone manufacturers, there are a variety of products is increasingly carve up the market share, its update quantity and update frequency is much higher than apple a year out of the frequency of a mobile phone. If apple releases a new product at the same pace, the challenge for apple's technological innovation will be a big one -- how the company can ensure that sales of existing products continue to grow over the course of a year of product updates, and that the new products will shine. Faced with such a huge challenge, should apple realize the enormity of the risk?
The recent spate of patent lawsuits between apple and MOTOROLA, HTC, Nokia, Samsung and others illustrates this point. At the same time, a large number of apps in the App store are designed with third-party intellectual property. If third-party apps and services terminate their services, it will cause great losses to customers. However, apple's overly self-protected intellectual property rights make many products overly closed, resulting in inconvenience to users. The most striking example is that almost every apple product will be "jailbroken" later. There have also been a number of unauthorised or copycat incidents involving third parties, so intellectual property concerns are an urgent problem for apple.
The majority of apple's sales are through online direct sales, stores and cooperation with operators, in the multi-level marketing channel selection is relatively simple. In China, apple products are still controlled by a large number of scalpers, and retail through price increase. At present, apple's sales performance is very good, and there may not be too many problems. However, once the sales volume is no longer so hot, the lack of multi-level marketing channels is a big problem. In addition, apple recently released the white iPhone4. Due to the large number of people to buy, the unsafe problems in the crowded store queue also deserve apple's attention.
Steve jobs, apple's spiritual leader, is undoubtedly a very legendary and successful entrepreneur. He started apple, left apple, and finally returned to the company, bringing it out of trouble and ushering in the real apple era. But we also see companies relying too heavily on executives and highly skilled employees. The idea that jobs is apple, that apple is Steve jobs, has come to many people's minds. Apple might survive without Steve jobs, but Steve jobs is irreplaceable, and without Steve jobs, apple would go downhill. The same can happen to other senior employees. It is good for a company to have a spiritual leader, but it is not desirable to rely too much on that spiritual leader. Today, jobs's health is so bad that apple cannot imagine life without him.
Apple has a large number of stakeholders. In manufacturing, apple outsources product components, transportation, logistics management and so on, saving a lot of costs. But at the same time, apple will have less control over some products, causing problems such as product delay. In addition, apple's network operators are exclusive, with AT&T in the United States and unicom in China, and the service quality of these operators is sometimes unstable, which somewhat impedes customers' choice.
Given the hidden risks, how apple should confront them depends on many considerations. First of all, apple should focus on its own strategy and remove various obstacles on the way to achieving organizational goals. Second, risks do not always lead to destruction, and some risks, if handled well, may give companies an opportunity to turn the corner.
Technology risk is apple's biggest risk. Perhaps at present, apple is in the golden age of technology leading, because the innovation and advancement of technology bring apple huge profits. But apple should be aware of how to respond when technology no longer has a compelling effect. Apple should seize the moment and gradually move toward better management at the peak of its technology, so that it can remain invincible.
Intellectual property risks can cost apple a lot, and if there is a big loophole, it will hurt apple a lot. Apple should regulate the management mechanism and supervision of third-party intellectual property, and strictly review the software on the App store, so that enterprises cannot bear unnecessary burden due to temporary interests. At the same time, apple can consider opening up its closed operation model, which may bring short-term disadvantages to the enterprise, but provides convenience to customers.
Channel risk hasn't hurt apple much at the moment, but it's all thanks to the popularity of its products and the need to improve its marketing channels if apple is to continue to be competitive. Apple's direct sales can cut into retailers' profits, eventually causing retailers to limit or reduce their purchases. Apple's ability to build multistage channels and regulate its operations will allow its sales to run smoothly even in the dark times ahead. On the other hand, apple also needs to strengthen store security and order management.
Organizational personnel risk requires apple to have a good human resource cultivation system, if only relying on the strength of a few core figures can not be sustainable development. In the fast-changing land of silicon valley, the turnover rate of apple's top officials is very low, thanks to the good development and centripetal force of the company. Apple needs to further develop a keen sense of talent and retain it at all costs. On the other hand, perhaps it would be wise to downplay jobs's ties to apple.
Addressing stakeholder risks requires apple to work closely with all stakeholders. On the carrier side, apple should try to negotiate with more carriers, rather than taking an existing exclusive approach. In terms of outsourcing, apple should further strengthen its connection with overseas outsourcing companies, optimize information management system, timely grasp the latest trends such as production and transportation, and take the decision in its own hands.
In the face of today's complex and changeable global market environment, it is necessary for every multinational company to have a management idea. The success of apple is no secret. How to maintain a stable success, identify potential risks and take reasonable measures to avoid them is the top priority for apple in the future.
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Throughout apple's history, its emergence has attracted people's attention. From the birth of apple to the mid-1990s, although the personal computer business made apple prosperous, there were still a lot of risks due to business problems. At this time, apple did not have a good response, which led to the company's serious financial deficit and the divergence of management. The founder Steve jobs left the company.
During this period, apple inc. created a new era of personal computers and achieved good sales performance, but faced with the challenge of powerful followers, apple inc. was divided into market shares. In terms of technology, although apple's innovation still brings many opportunities, technology is easy to copy. Electronics industry is a high-tech emerging industry, and there were some other excellent enterprises in the industry at that time, which made a certain impact on apple. In terms of management, although the company has invited PepsiCo's skri to take some reform measures, and some improvements have been made in the short term, skri may be familiar with management, but lack of understanding of the emerging electronics industry, so apple's move is extremely risky. As it turns out, in the long-term fact-checking after that, the company gradually encountered some problems and internal mismanagement resulted in some differences due to the mistake of putting too much money into advertising expenses and ignoring the investment in technology research and development. In terms of industrial competitors, since apple does not use Microsoft's operating system, but develops its own system, its compatibility is not ideal, which makes apple and some extremely powerful enterprises like Microsoft compete with each other, and the pressure is huge.
It can be seen that apple experienced great challenges at the initial stage of its startup. Although it has advanced technology and constantly innovative organizational culture, and it has attracted the capital of all kinds of venture capital, it still needs to accumulate experience as a newly born enterprise. The various risk problems in this period are both a challenge to apple and an opportunity for apple.
When jobs returned to apple in 1996, the apple legend began to tell his tale. He overhauled product lines, allied with his arch-rival Microsoft, and re-established the corporate culture as a basis for successful marketing.
Faced with the risks of the company, jobs launched a series of reforms to defuse the risks and turn them into opportunities. First, in terms of product strategy, jobs reduced the 15 products he was developing to four and abandoned the low-end market. In terms of organization personnel, jobs cut off some employees decisively, looking for the best and most suitable personnel, and devoted himself to building a leaner and more manageable organization team. In terms of corporate culture, we focus on user experience with user personalized guidance and service, and shape corporate culture and innovation ability with employee personalization, construct highly personalized elements, and respect talents and creativity. Among the industry's competitors, apple has made friends with its arch-rival, Microsoft, won Microsoft's investment and continued to develop software for apple's terminals, while also adjusting its relationships with other stakeholders.
In addition to these measures, they also include the re-establishment and planning of marketing channels and marketing programs, and unique advertising campaigns. All these measures have solved the risks formed by apple since its establishment, changed its long-term sluggish profitability, laid the traditional foundation of apple's focus on technological innovation and user experience, and created conditions for its future blowout development.
As apple has performed one sales miracle after another, a number of different voices have been heard. Of the Boston consulting group, James Andrew think in apple's innovation and culture is a kind of prejudice, namely pure absolutely committed to technological innovation, "to become a truly innovative company is not only catch up with the latest ideas, or new products and services, it also includes the need to be able to create enough cash to cover the cost, and return for shareholders." "Innovation is not the key to economic growth, management is. In practice, this means supporting product innovation through a strong sales force, a strategy of working with developers and sellers, and a strategy of consumer services. Companies that rely too heavily on innovation are outdated. A lot of times, management and execution are more important."
So, we ask, is there a risk in apple's growth spurt, and how can it be fixed? If it doesn't, will apple fall back down again?
Science and technology are the primary productivity, but the technology industry is changing so fast that apple can take the lead through a period of technological innovation, but it's hard to guarantee a steady stream of new ideas. As is known to all, science and technology industry is very competitive, and then take the mobile phone market, although the iphone is people talk about the topic, but in recent years, the development of the Google Android system takes up a part of the market share, it all aspects of the performance is not inferior to the apples, and there are many mobile phone manufacturers, there are a variety of products is increasingly carve up the market share, its update quantity and update frequency is much higher than apple a year out of the frequency of a mobile phone. If apple releases a new product at the same pace, the challenge for apple's technological innovation will be a big one -- how the company can ensure that sales of existing products continue to grow over the course of a year of product updates, and that the new products will shine. Faced with such a huge challenge, should apple realize the enormity of the risk?
The recent spate of patent lawsuits between apple and MOTOROLA, HTC, Nokia, Samsung and others illustrates this point. At the same time, a large number of apps in the App store are designed with third-party intellectual property. If third-party apps and services terminate their services, it will cause great losses to customers. However, apple's overly self-protected intellectual property rights make many products overly closed, resulting in inconvenience to users. The most striking example is that almost every apple product will be "jailbroken" later. There have also been a number of unauthorised or copycat incidents involving third parties, so intellectual property concerns are an urgent problem for apple.
The majority of apple's sales are through online direct sales, stores and cooperation with operators, in the multi-level marketing channel selection is relatively simple. In China, apple products are still controlled by a large number of scalpers, and retail through price increase. At present, apple's sales performance is very good, and there may not be too many problems. However, once the sales volume is no longer so hot, the lack of multi-level marketing channels is a big problem. In addition, apple recently released the white iPhone4. Due to the large number of people to buy, the unsafe problems in the crowded store queue also deserve apple's attention.
Steve jobs, apple's spiritual leader, is undoubtedly a very legendary and successful entrepreneur. He started apple, left apple, and finally returned to the company, bringing it out of trouble and ushering in the real apple era. But we also see companies relying too heavily on executives and highly skilled employees. The idea that jobs is apple, that apple is Steve jobs, has come to many people's minds. Apple might survive without Steve jobs, but Steve jobs is irreplaceable, and without Steve jobs, apple would go downhill. The same can happen to other senior employees. It is good for a company to have a spiritual leader, but it is not desirable to rely too much on that spiritual leader. Today, jobs's health is so bad that apple cannot imagine life without him.
Apple has a large number of stakeholders. In manufacturing, apple outsources product components, transportation, logistics management and so on, saving a lot of costs. But at the same time, apple will have less control over some products, causing problems such as product delay. In addition, apple's network operators are exclusive, with AT&T in the United States and unicom in China, and the service quality of these operators is sometimes unstable, which somewhat impedes customers' choice.
Given the hidden risks, how apple should confront them depends on many considerations. First of all, apple should focus on its own strategy and remove various obstacles on the way to achieving organizational goals. Second, risks do not always lead to destruction, and some risks, if handled well, may give companies an opportunity to turn the corner.
Technology risk is apple's biggest risk. Perhaps at present, apple is in the golden age of technology leading, because the innovation and advancement of technology bring apple huge profits. But apple should be aware of how to respond when technology no longer has a compelling effect. Apple should seize the moment and gradually move toward better management at the peak of its technology, so that it can remain invincible.
Intellectual property risks can cost apple a lot, and if there is a big loophole, it will hurt apple a lot. Apple should regulate the management mechanism and supervision of third-party intellectual property, and strictly review the software on the App store, so that enterprises cannot bear unnecessary burden due to temporary interests. At the same time, apple can consider opening up its closed operation model, which may bring short-term disadvantages to the enterprise, but provides convenience to customers.
Channel risk hasn't hurt apple much at the moment, but it's all thanks to the popularity of its products and the need to improve its marketing channels if apple is to continue to be competitive. Apple's direct sales can cut into retailers' profits, eventually causing retailers to limit or reduce their purchases. Apple's ability to build multistage channels and regulate its operations will allow its sales to run smoothly even in the dark times ahead. On the other hand, apple also needs to strengthen store security and order management.
Organizational personnel risk requires apple to have a good human resource cultivation system, if only relying on the strength of a few core figures can not be sustainable development. In the fast-changing land of silicon valley, the turnover rate of apple's top officials is very low, thanks to the good development and centripetal force of the company. Apple needs to further develop a keen sense of talent and retain it at all costs. On the other hand, perhaps it would be wise to downplay jobs's ties to apple.
Addressing stakeholder risks requires apple to work closely with all stakeholders. On the carrier side, apple should try to negotiate with more carriers, rather than taking an existing exclusive approach. In terms of outsourcing, apple should further strengthen its connection with overseas outsourcing companies, optimize information management system, timely grasp the latest trends such as production and transportation, and take the decision in its own hands.
In the face of today's complex and changeable global market environment, it is necessary for every multinational company to have a management idea. The success of apple is no secret. How to maintain a stable success, identify potential risks and take reasonable measures to avoid them is the top priority for apple in the future.
想要了解更多英国留学资讯或者需要英国代写，请关注51Due英国论文代写平台，51Due是一家专业的论文代写机构，专业辅导海外留学生的英文论文写作，主要业务有essay代写、paper代写、assignment代写。在这里，51Due致力于为留学生朋友提供高效优质的留学教育辅导服务，为广大留学生提升写作水平，帮助他们达成学业目标。如果您有essay代写需求，可以咨询我们的客服QQ：800020041。
51Due网站原创范文除特殊说明外一切图文著作权归51Due所有；未经51Due官方授权谢绝任何用途转载或刊发于媒体。如发生侵犯著作权现象，51Due保留一切法律追诉权。
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