苹果公司空间竞争策略苹果公司的市场制胜密码（Space competition strategy Apple Corp´s market winning password）

空间竞争策略苹果公司的市场制胜密码Space competitionstrategy Apple Corp' s market winning password

Why does Apple Corp launch a new product, which will lead tofrenzied panic buying?Why the world"powder"will be a few daysin advance towait in line to buy the ipad2 their favorite long?Why in Sanlitun Chinese will occur due to panic buying ipad2conflict caused by the "murder"? How did Apple Corp trigger"Crazy"?What kind of winning codes are hidden in it? Is it a"hunger marketing"? Or is it "experiential marketing" thatpeople talk about? Perhaps all the speculation cannot bedirectedat the core of the market' s success. In fact, the AppleCorp' s market strategy has gone beyond the understanding of ourtraditional sense of the operation of the market, not limitedto the use of products and technology competition strategy, buta more three-dimensional "space" competitive strategy. What isthe "space" competition strategy? How to construct "space"competition strategy? What kind of password does Apple Corphave in the competition strategy of"space"market?Whether ourdomestic enterprises can follow the practice of apple, also wonthe feast of the market?

Customers -- from market share to market space

A common mistake existing in the market competition strategyis that some people simply put all the new products and newtechnology as the most important competitive advantage, in fact,new products may only be extended many competitive products,pure technical innovation is unable to open the market, but onlyin the face of customer value innovation, leap the existingmarket competition element boundary, re screening combination,

is likely to create a profit space. We think that theestablishment of apple market share advantage, products,technology is not simply because the lock based products, theformation of competitive advantage based on the lockingtechnology is non persistent, difficult to create profitablegrowth in the future, the Apple Corp customer value innovationlocking constructs based on the conditions for their own marketspace, and this is difficult to imitate market competitiveadvantage, over time, will continue to enhance the sustainablecompetitive advantage is established.

Figure 1: evolution of Apple logo

In recent years, in the field of mobile phone and notebook,Apple' s competitors are taken to avoid the customer rather thancustomer service strategy, they turn off their own customerservice department, and the outsourcing to low wage workersconsists of telephone service center, they even go online tocustomers looking for answers to common questions. With superbdesign ability, core strengths, Apple has to contendwith rivalApple Corp but did not take the design in the first place, butthe consumer demand in the first place, in front of all theseemingly complicated technology, Apple Corp can oftensimplify, allow consumers to easily use. If you have anyquestions about Mac, iPod, iPad, support or need any practicaltechnology, you will be able to in the Apple Store store GeniusBar genius technology service friendly professional advice andprofessional.

Enterprises in the past development process is the mostvaluable capital, whose capital is big, who can eat others, and

then is technology, now is customer value innovation. So howto help customers create innovative value?To solve the problemis to help customers creatively, from the supply of productsto provide solutions for customers, from product innovation todemand innovation, continue to strengthen brandcompetitiveness, sustainable development ability has beencreated. "Customer value innovation -- the best solution forcustomers to provide creative enterprise development oriented,the value innovation will enable enterprises to obtain hugeprofit growth, to meet the demand for growth enterprises.Strategy -- from product company to platform company

Apple is not only a user experience expert, but also a masterof strategic development, the evolution of its strategy, thereare about three stages:

The first stage is the strategy of high quality and low price.Jobs once even emboldened say: "our goal is not to make thecheapest products on the market, but to produce the bestproducts. ". If it means that the Macintosh products sometimeshave to be ten percent to fifteen more expensive than others,it makes them more expensive than others. "

The second stage is the combination strategy of "hardware +software". First, attract Apple fans with high quality and lowprice. In 2001, when iPod was launched, the price was as highas 399 dollars, and then the larger capacity iPod was launched,priced at $499. Then, launch derivative peripheral products,such as iPod Hi-Fi. The more powerful means of gold absorption

are software, such as Apple' s iTunes, App stores. The goldencombination is gradually improved. Apple launched the next tomake powder by iPhone and iPad star product, repeats a similarline of suction gold.

The third stage is platform company strategy. Jobs is thelargest platform company strategic contribution to apple, theapple is probably from a consumer electronics company upgradedto a platform company, with hardware to drive platform toplatform to expand new hardware requirements.

Figure 2: Apple' s strategic evolution in the three phaseStrategy is the understanding of man and society. The higheststate is to defend the right, and the law is not fixed. The coreof strategy is the provision of customer value, that is, howmuch you want to do in your chosen business, where money andpeople invest, what can be done, and what can not be done. Whatto do, how much to do, whichbelongs to the positioning categoryPotter said, things can do, what can not be done, which belongsto the competition in the scope of choice, on how money andpeople how to vote is the enterprise' s resource operation andmanagement.

Brand -- from product sharing to Brand Co building

Apple is a very few companies that incorporate customers intothe brand building system. From the very beginning, Jobsmanaged all kinds of organizations for computer fans, which wasthe foundation of his plan to share wealth. Apple Corp are happyto help them share software or expertise, and thus produce a

bunch of diehard apple fans. They sell Apple' s concept andinfluence it deeply, and it has become an important source ofApple' s new employees.

Booth tries to build a brand with customers, advocates themajority of customers to participate in the dissemination ofApple products free of charge, giving consumers a higher"powerto speak", which also reflects the user' s voting rights. Forexample, sociologists have done research, Ipad2 has a distinctsocial significance, which makes consumers have more controlover high-tech large, "with a small way to change the world"-- the light of ambition and pride is not enough, there mustbe feasible tactics and means to realize it. Another exampleof apple is the brand experience store, which is luxurious andfantastic. Jobs said, "it' s not just a" simple "store, it' s aplace where Apple customers exchange ideas, and they experiencethe fantasy of new products - that' s the way Jobs brands buildtogether.

Figure 3: Apple' s cool retail store

Brand is promise, is the lifeline of enterprise development.The brand can effectively attract consumers, shopping becomestandard, simplify the selection, ensure the quality, but alsobring the fun, in addition, in the long time to maintain a largegroup of customers must have a brand, and the brand can be usedto guide the company' s employees and enterprise culturedevelopment, enterprise development history have alsorepeatedly interpretation the value of the brand, to dojiyechangqing enterprises, the brand of the road impassable.

Industry -- from computer company to mobile Internet pioneerAs a representative of knowledge economy, Apple Corp has thecharacteristics of high technology, high investment, high risk,high income and specialization. InMay 26, 201022136 Apple Corpto billion in market value, overtaking Microsoft, one of themost valuable technology company in the world, what makes suchexpensive apple?First, apple occupied the high-endmarket, ateall jealous of consumer value. Secondly

Market capitalization of Apple' s support is the marketinvestors to apple become themobile Internet era overlord goodexpectations. Third, ecosystem"Apple Corp value net"win-winmodel, set in a IT brand and popular fashion, the transitionfrom a dying computer company into a consumer electronics andentertainment services company, not only re among the greatcompany ranks, and constantly create a new era of apple tobecome a pioneer in the mobile Internet era.

The rise of knowledge economy indicates that human developmentwill bemore dependent on their own knowledge and intelligence,knowledge economy will replace the industrial economy hasbecome the mainstream of the times, but also will have aprofound impact on the function and form of investment mode,industrial structure, growth mode and education. Soft productknowledge intensive, namely the use of knowledge, informationand intelligence development of knowledge products containeda wealth of knowledge, will greatly exceed the traditionaltechnology to create material wealth, become the main form ofsocial wealth, knowledge formed the industrialization ofeconomy, the so-called technology to create a new economy.

Innovation -- from technological innovation to applicationinnovat ion

"Revolutionary" is one of Jobs' s love of the word, he ravedabout every invention of Apple' s creation is the one and onlyand creative. In 2006, Microsoft invested $6 billion inresearch and development, and increased to $7 billion 500million in 2007. Apple Corp' s investment in R& D is far lessthan that of Microsoft, but there are many gains. And applemarket capitalization behindMicrosoft+HP, also means changesin the rules of the game: an era driven by technologicalinnovation slowly ended, a"application innovation" era of thecurtain has already opened.

Don' t be surprised if Apple releases a desktop free computerone day. Is it just fantasy? Absolutely not. These are goingto be written into Apple' s patent applications. Although wehaven't seen these products yet, we should not doubt Apple' sinnovation capability. In fact, no company wants to rethink andrebuild the apple as frequently on the field of the basic link,only in the past few years, the Apple Corp greatly reform theprocess for the production of the notebook, this is also thedesign field of notebook production is the most rapidly, thebiggest innovation in addition to Apple, no company can do this.Innovation is not a narrow innovation, not only the productchange, but the full range of innovation, as long as it is notadapt to the market competition should be timely withinnovative solutions, including innovation strategyinnovation and concept innovation, technology innovation and

organization innovation, market innovation and culturalinnovation, through three-dimensional integrated innovation,make the organization the internal structure and values toadapt to external market changes. In short, innovation is thedestruction of creativity, that is, speed and differentiationto achieve cohesion with customers.

Capital : from capital shortage to capital Totem

Start at the beginning, the Apple Corp to raise $60 thousand,known as the "alchemist" said the old mountain venturecapitalist Arthur Roque?About 9 cents per share price to buy640 thousand shares, totaling$57 thousand and 600; in additionthey also borrow from banks to $250 thousand. Apple Corpattracted a total of nearly l00 million dollars in venturecapital, plus Jobs and Wozinai around their original shares,basically solve the problem of shortage of funds early start.And today, Apple' s market capitalization of $222 billion,Microsoft' s market capitalization of $219 billion - Applesurpassed Microsoft to become the world' s largest market valuetechnology company. Apple, in the "handheld terminal" field ofrapid rise, in a short period of time to establish their own"empire", and a set of "empire" operation rules, as in the yearMicrosoft. Analysis of information from the Internet totransfer paper carrier with personal computer, theachievements of the "Microsoft Empire"; now is the informationby means of wireless Internet to handheld terminals willtransfer the achievements of the "Apple Empire", this trend islarge enough to the original industry may universe: for example,the handheld terminal based on reengineering,

Is it possible to grow into a new Big Mac game company? Basedon handheld terminals, is it possible to grow into a newshopping giant? Even, based on handheld terminals, is itpossible to grow a new generation of international UnionPayorganizations?

In the high-tech industry, in addition to the riskof investmentmoney, you also have to stare at the wisdom behind the money,or want to be hurt by the teeth of capital, we must takeprecautions. Many companies often did not die in the winter butdied in the highest level of prosperity, sometimes for moneyis "I don't want money", the great enterprise is to have a greataim and the students, not just to make money this goal, Apple' scapital strategy is carried out based on this.

"Spatial competition strategy" three-dimensional focus onenterprise operation practice of customers, brand, industry,strategy, capital, innovation, pay attention to the consumerexperience details, the maximum to meet customer emotionaldemands, and strive to develop to meet the psychological needsof people in the business scope. It is on the basis of manyenterprises "spatial competition strategy", to create a newvalue space for the enterprise, reflects the corecompetitiveness of enterprises constitute a unique, infiniteblue ocean market today". At least for the moment, Apple Corphas set a successful example for "market space competitionstrategy".