成人小说亚洲一区二区三区,亚洲国产精品一区二区三区,国产精品成人精品久久久,久久综合一区二区三区,精品无码av一区二区,国产一级a毛一级a看免费视频,欧洲uv免费在线区一二区,亚洲国产欧美中日韩成人综合视频,国产熟女一区二区三区五月婷小说,亚洲一区波多野结衣在线

立即打開
為何蘋果應(yīng)重返喬布斯的商業(yè)模式

為何蘋果應(yīng)重返喬布斯的商業(yè)模式

Howard Yu 2016年05月08日
經(jīng)理人往往會擔(dān)心新產(chǎn)品和服務(wù)直接侵蝕現(xiàn)有產(chǎn)品和服務(wù)的銷售額,沒有喬布斯蘋果可能也陷入了同樣的思維模式。

科技行業(yè)轉(zhuǎn)折點(diǎn)來臨。蘋果公司的銷售額和利潤13年來第一次出現(xiàn)滑坡,導(dǎo)致金融市場暴跌,蘋果的市值也隨之蒸發(fā)430億美元。高科技世界就是這樣大起大落。

2016年第一季度,蘋果68%的收入都來自iPhone,iPad和Mac電腦各自只占9%。蘋果成了一家純粹的手機(jī)供應(yīng)商,但過度依賴單一產(chǎn)品實(shí)現(xiàn)增長的風(fēng)險愈發(fā)明顯。

在史蒂夫·喬布斯治下,蘋果一直在搶占自家產(chǎn)品的市場。2005年iPod Mini仍有巨大需求時,蘋果就推出了iPod Nano,截斷了iPod Mini的收入。在iPod依然銷售火爆之際,喬布斯將集iPod、手機(jī)和上網(wǎng)功能于一身的iPhone投入市場。iPhone上市三年后,iPad又出現(xiàn)在人們面前,看起來有可能侵占Mac臺式機(jī)的銷售額。蘋果在上馬高利潤業(yè)務(wù)迎接不確定的未來時總是很堅(jiān)決,就像喬布斯反復(fù)說的:“如果你不搶自己的市場,別人就會搶走?!?/p>

這條箴言顯然已經(jīng)隨風(fēng)而去。

蒂姆·庫克上任后,蘋果利用在新興市場的地位繼續(xù)高歌猛進(jìn)。中國在蘋果收入中所占的比重從2011年的9%升至2014年的29%。更讓人擔(dān)心的是缺乏新產(chǎn)品。Apple Watch尚未闖出名堂,蘋果就推出了現(xiàn)有產(chǎn)品的多個變體,比如iPhone 6s和6s Plus、iPad Pro、Air 2、Mini 4和Mini 2。經(jīng)理人往往會擔(dān)心新產(chǎn)品和服務(wù)直接侵蝕現(xiàn)有產(chǎn)品和服務(wù)的銷售額,如今蘋果可能也陷入了同樣的思維模式。

消費(fèi)電子產(chǎn)品就像商業(yè)界的果蠅,變化迅速而且生命周期很短。這種環(huán)境基本不容許出現(xiàn)戰(zhàn)略性錯誤。對市場的誤讀會造成利潤下降;多失誤幾次企業(yè)就會沒戲。

矛盾的是,采取保守策略并設(shè)法保護(hù)和維持現(xiàn)有產(chǎn)品也不是辦法,頂多只能推遲企業(yè)走下坡路的時間。必須在核心業(yè)務(wù)顯露成熟跡象前找到下一個增長點(diǎn)。最好的辦法可能就是像喬布斯一樣,管理產(chǎn)品生命周期時將自家產(chǎn)品相互競爭作為指導(dǎo)原則。

全球最大胰島素制造商諾和諾德首席執(zhí)行官索文森似乎也同意這個觀點(diǎn)。他在接受采訪時說:“如果我們最終能治愈糖尿病,很大一塊業(yè)務(wù)會消失,但我們會感到驕傲,而且一定能找到別的事做。我們將成為醫(yī)藥行業(yè)里社會貢獻(xiàn)最大的公司,那會是件了不起的事?!?/p>

霍華德·于是洛桑國際管理發(fā)展學(xué)院戰(zhàn)略管理和創(chuàng)新系教授,專攻技術(shù)創(chuàng)新、戰(zhàn)略轉(zhuǎn)型和管理調(diào)整。2015年,工商管理類資訊網(wǎng)站Poets & Quants將于教授評為全球40位40歲以下最佳教授之一。他在哈佛商學(xué)院獲得博士學(xué)位。

譯者:Charlie

審校:夏林

The tech world is witnessing a turning point. Apple just saw its first decline in sales and profits in 13 years, triggering a selloff in the financial market that wiped out $43 billion of the company’s market value. Such is the rough-and-tumble play of the high-tech world.

As recent as in Q1 2016, 68% of the company revenue came from the iPhone, while the iPad and Mac each commanded merely 9%. Apple is first and foremost a mobile phone provider, which in turn highlights the danger of overreliance on a single product for growth.

Under Steve Jobs, Apple AAPL -2.85% had a track record of cannibalizing its own products. In 2005, when the demand for the iPod Mini remained huge, the Nano was launched, effectively destroying the revenue stream of an existing product. And while iPod sales were still going through the roof, Jobs launched the iPhone which combined iPod, cell phone, and Internet access into a single device. Three years after the iPhone’s launch, iPad made its debut and raised the prospect of cutting into Mac desktop computer sales. So resolute was Apple’s determination in trading a highly profitable business for an unknown future that Jobs reportedly said, “If you don’t cannibalize yourself, someone else will.”

That mantra has apparently disappeared.

With Tim Cook, Apple has experienced unmitigated growth by exploiting its market position in emerging countries. Revenue from China has grown from 9% of Apple’s overall revenue in 2011 to 29% in 2014. More worrisome is the lack of new products. While the Apple Watch has yet to make significant inroads, consumers saw the proliferation of different models of existing products: iPhone 6s and 6s Plus; iPad Pro, Air 2, Mini 4, and Mini 2. What managers often fear most is a company’s new products and services with lower profit margins directly cutting into the sales of existing ones. Apple is now in danger of falling into the same pattern of thinking.

Consumer electronics are the fruit flies of the business world. Change is rapid and life cycles are short. In such an environment, there is little room for strategic mistakes. Misreading the market leads to diminished earnings; misreading it a few times, the company is sent packing.

Paradoxically, pursuing a conservative strategy and trying to protect and extend existing products is not an option either. It only delays decline. One must develop the next growth engine before the core business begins to show signs of maturity. And the best rule of thumb is perhaps to follow Jobs’ footstep of imposing cannibalization as a guiding principle to manage product life cycle.

Lars S?rensen, CEO of Novo Nordisk—the world’s largest maker of insulin—seems to agree. “If we wind up curing diabetes, and it destroys a big part of our business, we can be proud, and you can get a job anywhere,” he said in an interview. “We’ll have worked on the greatest social service of any pharmaceutical company, and that would be a phenomenal thing.”

Howard Yu is professor of strategic management and innovation at IMD. He specializes in technological innovation, strategic transformation and change management. In 2015 Professor Yu was featured in Poets & Quants as one of the Best 40 Under 40 Professors. He received his doctoral degree at Harvard Business School.

掃碼打開財富Plus App
国产国产精品人在线视,| 动漫精品一区二区三区在线观看 | 无码国产午夜福利片在线观看| 丰满少妇?级毛片| 日本一区二区在线播放| 五月婷婷俺也去开心| 久久久国产精品萌白酱免费| 国产18精品亚洲精品无码视频| 国产色视频在线观看| 久久精品苍井空免费一区二| 国产69精品久久久久9999| 国产亚洲精品无码不卡| 亚洲熟妇自偷自拍另欧美| 131美女爱做视频| 9 9久热RE在线精品视频| 免费午夜伦费影视在线观看| 超级碰碰视频永久免费| 成人区人妻精品一区二区不卡网站| 亚洲欧美日韩综合久久| 国产成人a一级视频在线观看| 99久久精品免费看国产99| 亚洲女子高潮不断爆白浆| 国产亚洲综合区成人国产系列| 免费观看黄色视频的网址| 18禁在线无遮挡免费观看网站| 久久亚洲精品成人av无码网站| 国产人成无码视频在线观看| 国产精品天天看特色大片互動交流| 91精品人妻色诱久久av| 野花香影院在线观看视频免费| 婷婷久久综合九色综合绿巨人| 精品一级毛片A久久久久| 国产一级成AⅤ人片在线观看| 国产VA免费精品观看精品| 狠狠久久噜噜熟女| 羞羞色男人的天堂国产| 天堂va欧美ⅴa亚洲va一国产| 久久人人爽人人爽人人片ⅴ| 中文字幕无码精品三级在线电影| 在线香蕉精品视频在线观看视频| 日本午夜精品理论片A级APP发布|