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经济贸易系案例分析报告题目：Apple,让科技飞！专业国际经济与贸易班级国贸102团队E组指导教师丁勇2011年 5 月 8 日目录摘要…………………………………………………………………………（ 3 ）一、背景篇………………………………………………………………………（ 4 ）1.苹果公司简介…………………………………………………………（4 ）2.苹果公司发展史………………………………………………………（4 ）二、苹果手机在中国的竞争环境分析…………………………………………（ 6 ）1.经济环境分析…………………………………………………………（6 ）2.营销中介分析…………………………………………………………（7 ）3.公众分析………………………………………………………………（7 ）三、苹果公司取得巨大成就的原因分析………………………………………（8 ）1.主打产品销售以及品牌价值情况……………………………………（8 ）2.苹果取得巨大成就的原因分析 (10)四、理论分析篇1. SWOT分析法 (11)……………………结束语 (13)参考文献 (13)附录A (14)附录B (15)摘要苹果公司，全称苹果股份有限公司，原称苹果电脑(Apple Computer)。

由斯蒂夫·乔布斯、斯蒂夫·沃兹尼亚克和Ron Wayn在1976年创立，2007年1月9日于旧金山的 Macworld Expo 上宣布改名。

总部位于美国加利福尼亚的库比提诺，核心业务是电子科技产品，目前全球电脑市场占有率为3.8%。

苹果公司是全球最具创新精神的企业，从单一的电脑硬件厂商向数字音乐领域多元化出击，远离用低端产品满足市场份额的要求，从不向公司不能占据领导地位的市场扩张。

苹果公司真正的秘密武器是其团队拥有一种敏锐的感觉和能力，能将技术转化为普通消费者所渴望的东西，并通过各种市场营销手段刺激消费者成为苹果公司“酷玩产品”俱乐部的一员。

苹果公司财务状况分析报告

目录1.苹果公司 (2)2.筹资 (2)3.投资 (3)4.经营 (3)5.分配 (4)6.分析 (4)7.结论 (7)8.附报表 (7)11会计2班J11031232 黄章论文公司：苹果公司苹果公司（Apple Inc.）是美国的一家高科技公司，2007年由苹果电脑公司（Apple Computer, Inc.）更名而来，核心业务为电子科技产品，总部位于加利福尼亚州的库比蒂诺。

苹果公司由史蒂夫·乔布斯、斯蒂夫·沃兹尼亚克和Ron Wayn在1976年4月1日创立，在高科技企业中以创新而闻名，知名的产品有Apple II、Macintosh电脑、Macbook笔记本电脑、ipod音乐播放器、iTunes商店、iMac一体机、iPhone手机和iPad平板电脑等。

2012年8月21日，苹果成为世界市值第一的上市公司。

从苹果公司2012年的三大报表我分析得出以下粗略结论。

一．筹资2012年苹果公司普通股从最开始的14850百万美元到17167百万美元，资产增加了2317百万美元。

通过对外发行债券，苹果公司从市场上筹资了2317百万美元。

二．投资从苹果公司的资产负债表上看到，苹果公司的投资分为短期投资和长期投资。

其中短期投资从2012年开始的18417百万美元到年底的23666百万美元，一年内增加了5249百万美元。

增幅是28.5%。

而苹果公司的长期投资则从年初的81638百万美元增加到了97292百万美元。

15654百万美元。

增加了19.2%。

从这可以知道苹果公司的投资是逐渐加大的。

在2012 财年苹果一共开设了33 家新苹果零售店，其中28 家在美国境外，目前苹果零售店的总数已经达到390 家。

每家苹果零售店平均收益从2011 年的4330 万美元增至2012 年的5150 万美元，同比增长19%。

三．经营从苹果公司的利润分配表可以知道，苹果公司收入从2012年年初的39186百万美元增加到年底的54512百万美元。

苹果财务分析

﹒苹果最知名的产品是其出品的Apple II、Macintosh电脑、iPod音乐播放器、 iTunes商店、iPhone手机和iPad平板电脑等。在高科技企业中以创新而闻名。
﹒苹果已连续三年成为全球市值最大公司，在2012年曾经创下6235亿美元记录，2013年后企业市值缩水24%为4779亿美元，但仍然是全球市值最大的公司。2014年苹果公司已连续第二年超越谷歌（Google），成为世界最具价值品牌。
3、病毒营销
通过用户的口碑宣传网络，信息像病毒一样传播和扩散，利用快速复制的方式传向数以千计的﹑数以万计的受众。也就是说，通过提供有价值的产品或服务，“让大家告诉大家”，通过别人为你宣传，起到“营销杠杆”的作用。在互联网上，这种“口碑传播”更为方便，成本也极低。苹果很好地利用了其忠实“粉丝”对其新产品资料的强烈需求作为新产品营销活动的带动者，iMac和iPod已经为苹果攒了足够的“粉丝”基础，从而带动潜在消费者的关注热情。 iPhone、 iPad的推出也同样如此。具有出如此高的品牌忠诚度，也是竞争对手难以望其项背的。
7、iPhone、iPad、Mac、iPod分产品净销售
8、营业外支出
点评
一个成功的商业模式，最根本的就是要提供新的客户价值。对于苹果而言，用户价值以前意味着苹果公司为他们提供超出同业的最新技术，而自从乔布斯归来，苹果开始重新审视客户价值，破除封闭的老思维，兼收并蓄，纵横捭阖，将先进的技术、合适的成本和出众的营销技巧相结合。成功商业模式的第二步就是明确赢利模式。苹果公司的主要有两个赢利路径：一是靠卖硬件产品来获得一次性的高额利润，这在目前为苹果提供了绝大部分的利润来源；二是靠卖音乐和应用程序来获得重复性购买的持续利润，以及获得运营平台的报酬。

生产运作管理案例分析--苹果讲课稿

苹果模式苹果的供应链管理就如它的新产品开发：一贯低调、讳莫如深，外界知之甚少。

十几年来，不管是在中国还是美国，我还从没有在会议、论坛上看到苹果人在侃侃而谈其供应链，也很少看到任何苹果人关于其供应链管理的采访。

我的商学院校友中，有好几个在苹果从事供应链管理，经常见面，但他们很少提及苹果的供应链运作——他们一进公司时就受过严格的保密培训，知道哪些该说、哪些不该说。

但这些都无损苹果的供应链高效运作的事实，即把合适的产品在合适的时间以合适的成本送到合适的地方。

对照Gartner评选卓越供应链的五项条件，苹果完美地满足了每一条，尤其是不尚空谈、不事张扬的实干精神，它能连续四年荣居Gartner的全球供应链25强榜首，也就不足为奇了。

苹果的成功，向来都被归结于乔布斯的偏执和精益求精，即产品设计的成功。

的确，数代产品，从iPod到iPhone再到iPad，都如此成功，恐怕是前无古人，后无来者。

但是，行家看门道：产品成功的光环，掩盖不了卓越运营和供应链管理的贡献。

离开了后者，苹果充其量只是一个有着不错技术的公司，就如它在1997年。

1997年，乔布斯重回苹果时，苹果内外交困，当年亏损10多亿美金，用戴尔计算机的总裁迈克·戴尔的话说，处于“把公司关了，把剩下的钱还给股东”的边缘。

它在产品线上复杂度太高，产品型号泛滥，例如光台式电脑就有12种型号；在运营管理上更是乏善可陈，生产和供应链效益低下，成本居高不下。

乔布斯推出两大举措。

其一是整合、精简产品线，这后面的故事大家都很熟悉；其二是力抓运营管理，包括从康柏挖来后来的CEO库克。

库克是个运营管理专家，低调、务实、注重细节，就如一个典型的工业工程专业的毕业生。

他十几年如一日，把卓越运营的概念灌输到苹果的每一个角落，是苹果重生的幕后英雄。

今天苹果的供应链，看不出其产品特有的精致、高贵，但继承了其简单、实用的特点，是一种高境界的务实和有效，就如武侠小说中的绝世高手，不尚空谈，出招接招，招招扎实。

(完整版)苹果公司商业模式的分析

商业模式分析1、使用3W2H模型分析iPhone商业模式How to make money通过终端获得盈利：一方面是直接销售终端获得的利润，另一方面是通过与运营商签订协议，在终端销售帮助获得和绑定用户的基础上，所得到的运营商收入分成的收入。

基于终端提供长期的内容服务（AppStore和iTunes），包括影音娱乐、应用软件、互联网应用等多种在线服务，获得另一部分收入。

How to achieveiPhone超乎想象的产品功能设计和创新型的应用集成。

集成了iPod和智能手机的双重产品特性。

通过终端销售和基于终端的内容提供完成对用户的绑定。

Where2G版iPhone主要覆盖的国家和地区包括美国、英国、法国、德国；3G版本在08年首先在22个国家和地区上市后，又在其他48个国家和地区上市。

What提供集成了iPo和智能手机两类产品功能的iPhone智能娱乐终端，并以终端同iTunes、AppStore等在线服务的集合，向客户提供了持续的固定和移动互联网内容、应用服务。

Who基于“iPod+iTunes”的客户群体基础，完成向通信终端市场的延伸，主要目标客户依然是以追求时尚、流行，对互联网等娱乐应用有较强需求的客户群体。

2、顾客的价值创造Phone的核心目标客户全实际上是与iPod系列产品的目标客户群体基本重合的。

iPhone在用户群体开拓方面的主要价值将Apple原有的互联网应用客户群，想移动增值应用客户群的推广和延伸。

同时，也帮助Apple更好的应对音乐手机对iPod类音乐播放器的强替代作用。

一个成功的商业模式，第一步就是要制定一个有力的客户价值主张，也就是如何帮助客户完成其工作。

对于苹果而言，iPhone的核心功能就是一个通讯和数码终端，它融合手机、相机、音乐播放器和掌上电脑的功能，这种多功能的组合为用户提供了超越手机或者iPod 这样单一的功能。

苹果的APP Store拥有近20万个程序，这些程序也是客户价值主张的重要组成部分。

Financial Analysis on Apple(对苹果公司的财务分析)

XXXXX大学XXX学院本科生课程论文（设计）课程名称：会计英语论文题目：Financial Analysis on Apple Company 姓名：学号：专业：会计学年级：班级：任课教师：年月ABSTRACTThe Company designs, manufactures, and markets mobile communication and media devices, personal computers, and portable digital music players, and sells a variety of related software, services, peripherals, networking solutions, and third-party digital content and applications. The Company sells its products worldwide through its retail stores, online stores, and direct sales force, as well as through third-party cellular network carriers, wholesalers, retailers, and value-added resellers.The Company’s customers ar e primarily in the consumer, education, enterprise and government markets. The Company sells its products and resells third-party products in most of its major markets directly to consumers through its retail and online stores and its direct sales force. The Company also employs a variety of indirect distribution channels, such as third-party cellular network carriers, wholesalers, retailers, and value-added resellers. During 2013, the Company’s net sales through its direct and indirect distribution channels accounted for 30% and 70%, respectively, of total net sales.I will introduce about the financial status with two aspects in 2013, and the financial analysis is my importance in my following contents.Key words: Financial Status; Net Sales; Gross MarginContent1、Fiscal 2013 Highlights (4)2、Financial Status and Analysis (5)（1）Product Performance (5)（2）Segment Operating Performance (6)3、View on Gross Margin (7)4、Conclusion (8)Reference (9)Financial Analysis on Apple Company1、Fiscal 2013 HighlightsNet sales rose 9% or $14.4 billion during 2013 compared to 2012. This resulted from growth in net sales of iPhone; iTunes, software, and services; and iPad. Growth in 2013 reflects strong sales of iPhone 5, strong continuing sales of iPhone 4 and 4s, the introduction of iPhone 5c and 5s, strong performance of the iPad Mini and fourth generation iPad, and continued growth in the Company’s online sales of apps, digital content, and services. Growth in these areas was partially offset by declines in net sales of Mac and iPod. All of the Company’s operating segments experienced increased net sales in 2013, with net sales growth being particularly strong in the Americas, Greater China and Japan operating segments. Similar to 2012, growth in total net sales was higher during the first half of 2013, rising $12.6 billion or 14.7% over the same period in 2012. First half growth in 2013 was driven by iPhone and iPad introductions at or near the beginning of 2013.In April 2013 the Company announced a significant increase to its program to return capital to shareholders by raising the total amount it expected to utilize for the program through December 2015 to $100 billion. This included increasing its share repurchase authorization to $60 billion and raising its quarterly dividend to $3.05 per common share beginning in May 2013. During 2013, the Company utilized $23.0 billion to repurchase common shares and paid dividends of $10.5 billion or $11.40 per common share. In conjunction with its capital return program, in May 2013 the Company issued $17.0 billion of notes with varying maturities through 2043.2、Financial Status and Analysis（1）Product PerformanceWhen it comes to the iPhone, the growth in iPhone net sales and unit sales during 2013 resulted from increased demand for iPhone in all of the Company’s operating segments primarily due to the launch of iPhone 5 beginning in September 2012 and strong ongoing demand for iPhone 4 and 4s. All of the Company’s operating segments experienced increases in net sales and unit sales of iPhone during 2013 compared to 2012. The year-over-year impact of higher iPhone unit sales in 2013 was partially offset by a 3% decline in iPhone average selling prices in 2013 compared to 2012 primarily as a result of a shift in product mix towards lower-priced iPhone models, particularly iPhone 4. All of the Company’s geographic o perating segments experienced a decline in iPhone ASPs during 2013.Of course, the growth in net sales and unit sales of iPad during 2013 resulted from growth in iPad unit sales in all of the Company’s operating segments. This growth was driven by the launch of iPad mini and the fourth generation iPad beginning in the first quarter of 2013. The year-over-year growth rate of total iPad unit sales was significantly higher than the growth rate of total iPad net sales for 2013 due to a reduction in iPad ASPs of 15% in 2013 compared to 2012. This decline resulted primarily from introduction of the lower priced iPad mini and the full year impact of the price reduction on iPad 2 made in 2012. The decline in iPad ASPs was experienced to various degrees by all of the Company’s operating segments.In addition, the increase in net sales of iTunes, software and services in 2013 compared to 2012 was primarily due to growth in net sales from the iTunes Store and so on. The iTunes Store generated a total of $9.3 billion in net sales during 2013, a 24% increase from 2012. Growth in the iTunes Store, which includes the App Store, the Mac App Store and the iBooks Store, reflectscontinued growth in the installed base of iOS devices, expanded offerings of iOS apps and related in-App purchases, and expanded offerings of iTunes digital content.But for Apple, there is no great advantage with Mac. During 2013, Mac net sales and unit sales were down or relatively flat in all of the Company’s operating segments. Mac ASPs increased slightly partially offsetting the impact of lower unit sales on net sales. The decline in Mac unit sales and net sales reflects the overall weakness in the market for personal computers.（2）Segment Operating PerformanceThe Company manages its business primarily on a geographic basis. Accordingly, the Company determined its reportable operating segments, which are generally based on the nature and location of its customers, to be the Americas, Europe, Greater China, Japan, Rest of Asia Pacific and Retail. The Americas segment includes both North and South America. The Europe segment includes European countries, as well as India, the Middle East and Africa. The Greater China segment includes China, Hong Kong and Taiwan. The Rest of Asia Pacific segment includes Australia and Asian countries, other than those countries included in the Company’s other operating segments. The Retail segment operates Apple retail stores in 13 countries, including the U.S. The results of the Company’s geographic segments do not includ e results of the Retail segment. Each operating segment provides similar hardware and software products and similar services. No matter how many the segments are, we can see that they all keep the increasing trend for the net sales.Here, we just see the result of the Greater China. The growth in net sales in the Greater China segment during 2013 resulted from two major iPhone introductions during the year, iPhone 5 in December 2012 and iPhone 5c and iPhone 5s in September 2013. Further contributing to the growth in 2013 was the introduction of the fourth generation iPad and iPad mini during the secondquarter of 2013 and an increase in iPhone channel inventory as of the end of 2013 compared to the end of 2012. While net sales in the China segment were up 13% for all of 2013, net sales for the second half of 2013 declined 4% compared to the second half of 2012.3、View on Gross MarginThe gross margin percentage in 2013 was 37.6% compared to 43.9% in 2012. The year-over-year decrease in gross margin in 2013 compared to 2012 was driven by multiple factors including introduction of new versions of existing products with higher cost structures and flat or reduced pricing; a shift in sales mix to products with lower margins; introduction of iPad mini with gross mar gin significantly below the Company’s average product margins; higher expenses associated with changes to certain of the Company’s service policies and other 32warranty costs; price reductions on certain products, including iPad 2 and iPhone 4; and unfavorable impact from foreign exchange fluctuations.The Company anticipates gross margin during the first quarter of 2014 to be between 36.5% and 37.5%. The foregoing statement regarding the Company’s expected gross margin percentage in the first quarter of 2014 is forward-looking and could differ from actual results. The Company’s future gross margin can be impacted by multiple factors including, but not limited to those set forth above in Part I, Item 1A of this Form 10-K under the heading “Risk Factors” and those described in this paragraph. In general, gross margins and margins on individual products will remain under downward pressure due to a variety of factors, including continued industry wide global product pricing pressures, increased competition, compressed product life cycles, product transitions, potential increases in the cost of components, and potential strengthening of the U.S. dollar, as well as potential increases in the costs ofoutside manufacturing services and a potential shift in the Company’s sales mix towards products with lower gross margins. In response to competitive pressures, the Company expects it will continue to take product pricing actions, which would adversely affect gross margins. Gross margins could also be affected by the Company’s ability to manage product quality and warranty costs effectively and to stimulate demand for certain of its products. Due to the Company’s signi ficant international operations, financial results can be significantly affected in the short-term by fluctuations in exchange rates.4、Conclusion, In short-term solvency, whether it's, current ratio, quick ratio, cash ratio is superior to other electronic products industry for the company. In asset operational efficiency index, from inventory turnover, the company turnover is fastest. From this aspect we can see it also reflects the apple products widely recognized by the market, and achieves good sales performance. In the profitability, the company's gross margin and operation profit is the best in the same industry.There is no doubt that in the capital market or on the sales, Apple has become the measure of the mobile Internet era. Now, its iPad and iPhone 5s is popular in public. The company also plans to launch a series of mid-range apple mobile phones. Results in the above financial reports showed that Apple acquires revenue of $54.5 billion from this quarter, $13.81 earnings per share and net profit of $13.1 billion. Apple take innovation as the core, whether apple's past performance, and future growth, I think we can hold for a long time.Reference[1] The Analysis of Financial Reports on Apple, 2013</view/6391a713fc4ffe473268ab03.html>. [2]2013 10-K Annual Reports, 2013</>.[3] Xu Shujuan. Discussing with Enterprise financial analysis method, 2005</Article/CJFDTotal-JJSY200903028.htm>.。

2023年苹果公司运营能力分析

2023年苹果公司运营能力分析
本文对苹果公司在2023年的运营能力进行分析。

苹果公司是一家全球知名的科技公司，以开发和销售电子产品和软件而闻名。

以下是对该公司的运营能力的评估：
1. 创新能力：苹果公司一直以来都在产品创新方面具有强大的能力。

他们不断推出更新、更具吸引力和功能强大的产品，如iPhone和Mac电脑。

这种创新能力有助于公司在市场上保持竞争优势。

2. 供应链管理：苹果公司在供应链管理方面表现出色。

他们与全球各地的供应商建立了紧密的合作关系，并采取了有效的供应链战略。

这使得苹果能够在全球范围内高效地生产和交付产品。

3. 品牌价值：苹果是全球最有价值的品牌之一。

他们的品牌价值在市场中非常强大，并且被普遍认为是高质量和高端的象征。

这种品牌价值为苹果带来了许多忠实的消费者和利润。

4. 营销策略：苹果公司的营销策略非常成功。

他们通过巧妙的广告宣传与消费者建立情感共鸣，并传递出独特的品牌形象。

这种营销策略有助于扩大苹果产品的市场份额并提高销售额。

5. 客户服务：苹果公司注重客户满意度和服务质量。

他们提供专业的客户支持和完善的售后服务，保证消费者能够得到及时的帮助和解决问题。

这种关注度使他们赢得了许多忠实的客户。

总体而言，苹果公司在2023年的运营能力强劲。

他们的创新能力、供应链管理、品牌价值、营销策略和客户服务都为公司带来了持续增长和成功。

然而，苹果也需要继续关注市场竞争和消费者需求的变化，并不断提升运营能力以保持领先地位。

苹果公司案例分析ppt课件

业在务线应等用服各务种手手机机数网游字、社产区、品在线及购服物、务在线提流媒供体一等
站运式营商的业务交易服务充值。、运营商套餐产品、运营商数据业务
增值业务
各种 CP、SP的增值业务
Page 32 核心价值：为手机软件产品提供电
五、苹果 App Store的商业模式
• 2、App Store的SWOT分析
苹果
App Store
2008.07
30：70的分成比例，应用收入的70%属软件开发者所有，剩余收入30%作为苹果的服务费用。
黑莓
Application Center
2009.03
20：80的分成比例，应用收入的80%属软件开发者所有，剩余收入20%作为黑莓的服务费
用。
诺基亚
Ovi Store
数字时代的王者
——苹果公司案例分析
苹果公司历史的简单介绍
1976年4月1日，乔布斯和好友沃兹尼亚克在乔布斯父亲的车库里用1000美元的办起了苹果计算机公司。1977年1月，苹果公司在风险投资家马库拉投资9.1万美元后正式注册成立，乔布斯和沃兹尼亚克占有公司的2/3的股份，马库拉占有 1/3的股份。
五、苹果 App Store的商业模式
• 威胁 App Store平台的运营模式较为单一，容
易被其他竞争对手复制。较具实力的竞争者纷纷进入在线应用商
店领域，市场竞争日趋激烈。
Page 35
五、苹果 App Store的商业模式
企业名称商店名称
上线时间
收入分成情况及其他
• 3、在线应用商店主要发展模式分析
Page 6
IPOD推出后, 大大改变了公司长期低迷的盈利状况。该产品问世后,创造了惊人的销售奇迹,五年全球累计销量超过了6000万台。纳斯达克的股票价格也随着iPod产品的不断升级和其销量的不断上升而一路走高,从2001年9月每股不到10美元升至2007年1月16日最高的每股97美元;苹果电脑的销量也被iPod热销带动, 该公司财务报告,苹果电脑的销量增长了28%,销售额增长了40%。在iPod成功的基础上,苹果公司的产品范围还得到了横向拓展,从apple tv(传输转换装置)扩展到iPhone。

APPLE ANALYSIS 苹果公司分析报告

SummaryThe market value of Apple Inc. Outnumbers that of the Microsoft Inc. almost 1,000,000,000,000, which is equal to the market value of HP Inc. Why does Apple can reach such high profits? One of the significant determinants is the marketing strategy of Apple. The purpose of the research is to identify the marketing strategy of Apple Inc. and to propose our suggestions to Apple Inc. The marketing strategies of Apple are various and numerous. The report would show and express in detail the three main and special strategies of Apple: the experiential marketing, the hunger-style marketing, the word of mouse marketing and the bundled marketing.Contents1. Company introduction (1)2. Experiential marketing (2)2.1 Location (1)2.2 Area (1)2.3 Product (1)2.4 Design (1)3. Hunger-style marketing (1)3.1 Exclusive (1)3.2 Mystery (1)3.3 Fanfare (1)3.4 Entertainment (1)3.5 Play tricks (1)4. Bundled marketing (1)4.1 The iTunes Store: I’m the pied piper (1)4.2 App store (1)5. Conclusions (1)1. Company introduction2. Experiential marketingThe most companies are based on "customer first", however, “unless we could find the ways to get our message to customers at the store, we were screwed.” Jobs said.Jobs hated to cede control of anything, especially when it might affect the customer experience. But he faced a problem. There was one part of the process he didn't control: the experience of buying an Apple product in a store.The days of the Byte Shop were over. Industry sales were shifting from local computer specialty shops to mega-chais and big box stores, where most clerks had neither the knowledge nor the incentive to explain the distinctive nature of Apple products. "All that the salesman cared about was a $50 spiff", Jobs said. Other computers were pretty generic, but Apple's had innovative features and a higher price tag. He didn't want an iMac to sit on a shelf between a Dell and a Compaq while an uninformed clerk recited the specs of each. "Unless we could find ways to get our message to customers at the store, we were screwed."Then there are some elements of Apple retail stores.2.1 Location: Apple stores should be in malls and on Main Streets--in areas with a lot of foot traffic, no matter how expensive. "We may not be able to get them to drive ten miles to check out our products, but we can get them to walk ten feet," he said.2.2 Area:The size of a store signaled the importance of the brand. A good company must "impute"--it must convey its values and importance in everything it does, from packaging to marketing. The store will become the most powerful physical expression of the brand," he predicted. The store must be big enough, Otherwise you won't be relevant.2.3 Product: There weren't many, not enough to fill the shelves of a conventional store, but that was an advantage. The type of store they would build, they decided, would benefit from having few products. It would be minimalist and airy and offer a lot of places for people to try our things. People think of Apple as a cult. You want to move from a cult to something cool, and having an awesome store where people can try things with help that. The stores would impute the ethos of Apple products: playful, easy, creative, and on the bright side of the line between hip and intimidating.2.4 Design: Jobs particularly focused on the staircases. When he visited a store as it was being constructed, he invariably suggested changes to the staircase. His name is listed as the lead inventor on two patent applications on the staircases.In July 2011, a decade after the first ones opened, there were 326 Apple stores. The biggest was in London's Covent Garden, the tallest in Tokyo's Ginza. The average annual revenue per storewas $34 million, and the total net sales in fiscal 2010 were $9.8 billion.3. Hunger-style marketingApple’s products is so popular and the result comes from the con trolling on market, that is, making the market be in “Hunger-style”. It is good at keeping stability of the prices on products. The sale on iphone is the representative of this strategy apparently, when it is on the market. No matter how the voice of this product is Apple has always adhered to the limited supply. However, why people expect Apple’s products so crazy and so hunger? I think that it is mostly derived from marketing techniques: fanfare before marketing it.If the more unknown things are about to come, people will be more urgent to know the truth. “Curiosity killed the cat” that is the nature of such a person, and Apple took advantage of the people of this crowd human nature the mind.Apple fans look forward to the launch of Apple’s cell phone more than a year. However it was not until the date that almost everyone guessed it called the iPhone, but almost no one guessed its appearance and its various properties of marvel.In fact, many customers do not want to be catered better but not to satisfy to stimulate their interest.Apple’s marketing strategy is contrary to the marketing concept of "customer first". Instead, he actively use the hunger of the five basic principles of marketing and harvest was a great success.3.1 Exclusive: modern marketing proposition: as long as the customer needs, we have enough supply. Hunger-style marketing deliberately controls the supply and let the customer.3.2 Mystery: When Apple launching a new product, it will select the mysterious theater-act play in the form of publicity, sparking a strong people's curiosity.3.3 Fanfare: the world is full of commercial publicity and the goal of fanfare goal is to ensure that there is a wide talk on the product. Before Apple iPhone become a legend.3.4 Entertainment: the marketing must be attractive to participate. Movie srars release kinds of information on the microblogging and there is a sign that the information comes from iphone.3.5Play tricks: trick is not necessarily to be subtle, and a very poor approach may have been enough. For example, Apple will mark its products and the meaning of the times, but in the end you will find that what you buy is only one phone.4. Bundled marketing4.1 The iTunes Store: I’m the pied piperApple's iTunes Music Store an online music store, which established in order to sell the iPod. It integrates iPod hardware and software and online services to sell in bundling. Through the ITunes digital music management software, customers can listen to music in the iPod player and search, browse, download, and category management.This model achieved win-win patterns among the record companies, music stores andconsumers. However, there are some problems behind this unique business model may affect Apple.First of all, the company's music products related to intellectual property rights of third parties. Franchise agreement’s expiration date is usually shorter, and some products and services may unwittingly infringement.Secondly, in the online music market, the bargaining power of the music providers usually relatively strong, added with the short-term concessive agreement between the Apple and third-party content provider (CP), then Apple’s reduce will be reduced.Finally, since Apple’s music sales system is a closed (exclusive) music sales system, from the long-term perspective, if there is problem on the hardware design and production or online music sales, it will affect the company's overall development.In summary, to Apple, this bundling business model with first-mover advantage in the digital entertainment market, and generates good returns, but from the opposite side, some hidden dangers exist, what the sales of the company's ability to maintain, we can only wait and see.4.2 App storeApp store is based on its own self-marketing platform for the center. It helps develop and promote the application to the client, and it also helps users find products and services they need, it includes a search engine, ranking, advertising and other promotional tools.App Store biased in favor of inducing people. Apple lowers the threshold cost, efficient software testing services and other means to attract developers. According to statistics, the Apple App Store has about13,700developers, and nearly300new applications are provided daily. A large number of applications have also attracted numerous users to download. The fees charged and shared by Apple and developers.5. ConclusionsWhy Apple is so fascinating? Why the fans of Apple Inc. are so crazy and the media eager to report when Apple Inc. public one product? Where does the charm of the top products express? I believe these are the elements: taste, grace and fashion, that is, the characteristic of the brand.The market value of Apple Inc. Outnumbers that of the Microsoft Inc. almost 1,000,000,000,000, which is equal to the market value of HP Inc. Its success largely depends on the knowledge of human nature and customer demands.Based on such analysis, we can conclude that the marketing strategies play an important and indispensable role in composing the great profits of Apple.Firstly, the experiential marketing well expresses the mission of Apple -- consumer first -- and provides a perfect circumstance of purchase. Now, in July 2011, a decade after the first ones opened, there were 326 Apple stores. The biggest was in London's Covent Garden, the tallest inTokyo's Ginza. The average annual revenue per store was $34 million, and the total net sales in fiscal 2010 were $9.8 billion.Secondly, In fact, many customers do not want to be catered better but not to satisfy to stimulate their interest. Apple’s products is so popular and the result comes from the controlling on market, that is, making the market be in “Hunger-style”. It is good at keeping stability of the prices on products.Last, to Apple, this bundling business model with first-mover advantage in the digital entertainment market, and generates good returns, but from the opposite side, some hidden dangers exist, what the sales of the company's ability to maintain, we can only wait and see.。

苹果公司的盈利模式分析

苹果公司的盈利模式分析领导者的魅力——史蒂夫-乔布斯苹果电脑公司成立于1976年是苹果公司的前身。

当时他的创建者——史蒂夫-乔布斯和克沃兹尼亚在乔布斯父亲的车库中成立并由此拉开坎坷、辉煌、轰轰烈烈的苹果时代。

苹果公司成立伊始并没有像其他同行业的公司一样有多大的优势如果说真有那我认为就是极具右脑艺术家天分对事物有近乎偏执的完美追求的乔布斯苹果之父了。

乔布斯对于艺术灵感的敏锐程度相信在IT领域里绝对不亚于任何一位领导者正是由于他偏执的追求和极具艺术的右脑灵感苹果才有后来居上的勇者精神和颠覆IT领域无上动力制定出属于苹果的法则开创一个令人晕眩的苹果时代本人在这个分析中更多的是阐述乔布斯对科技艺术灵感天分以及个人魅力精神和苹果的文化苹果产品成功的内涵。

我之所以选择以乔布斯为中心来分析苹果公司的盈利模式是我觉得无论一个公司想要获得怎样的高度创造多么惊人的数字财富都离不开人才一个极富领导天分极其具有创造力以及无限的个人魅力。

现代的企业发展趋势是只有用看不见的内在精神才能创造出现实的货币财富只要有了苹果的精髓在传承苹果就永不会腐坏。

由苹果公司到目前为止的三十多年的发展轨迹来说很好地佐证了我的观点。

可以这么说乔布斯是苹果的灵魂是苹果繁荣抑或颓败的主宰者。

乔布斯敏锐的科技艺术灵感与其卓越的追求与定位史蒂夫·乔布斯1955-2011发明家、企业家、美国苹果公司联合创办人、前行政总裁。

1976年乔布斯和朋友成立苹果电脑公司他陪伴了苹果公司数十年的起落与复兴先后领导和推出了麦金塔计算机、iMac、iPod、iPhone等风靡全球亿万人的电子产品深刻地改变了现代通讯、娱乐乃至生活的方式。

2011年10月5日他因病逝世享年56岁。

乔布斯是改变世界的天才他凭敏锐的触觉和过人的智慧勇于变革不断创新引领全球资讯科技和电子产品的潮流把电脑和电子产品变得简约化、平民化让曾经是昂贵稀罕的电子产品变为现代人生活的一部分。

乔布斯与他的同行们不同。

赢利能力分析课件

在进行成本赢利能力分析时，需要综合考虑企业的内外部环境、市场状况、产品结构、生产工艺等因素，以全面评估企业的赢利能力和竞争地位。同时，还需要注意数据的准确性和时效性，及时更新数据并进行动态分析，以准确反映企业的经营状况和未来发展趋势。
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收入赢利能力分析
收入赢利能力的定义
收入赢利能力是指企业通过经营收入获取利润的能力。
股东赢利能力是衡量企业价值的重要指标，也是投资者评估企业投资价值的重要依据。
股东赢利能力的计算方法
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股东赢利能力的计算方法主要包括净利润率、净资产收益率
、总资产收益率等指标。
净利润率是指企业净利润与营业收入的比率，反映企业的盈
利能力。
净资产收益率是指企业净利润与平均股东权益的比率，反映
收入赢利能力的分析方法
横向分析
将同行业不同企业的收入赢利能力指标进行比较，以评估企业在
行业中的竞争地位。
纵向分析
将企业不同时期的收入赢利能力指标进行比较，以评估企业的盈利能力发展趋势。
因素分析
通过对影响收入赢利能力的各项因素进行深入分析，找出影响企业盈利能力的关键因素，为企业制定经营策略提供依据。
趋势分析是通过分析企业连续几年的财务数据，预测企业未来的赢利趋势和发展前景。
感谢观看
THANKS
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成本赢利能力是企业经营效率和效益的重要体现，也是企业在市场竞争中获得优势的关键因素之一。
成本赢利能力的计算方法
成本赢利能力的计算方法主要包括直接成本法和间接成本法。直接成本法将直接材料、直接人工等直接成本计入产品成本，间接成本则作为期间费用处理。间接成本法将间接成本按照一定标准分摊到产品成本中。

苹果公司成功的案例分析1.

会计学院财经案例分析大赛2013年3月目录一、导论：（一）案例简介（二）案例分析思路及方法二、苹果发展现状分析（一）内部环境优势分析（strength）（二）企业内部环境劣势分析（weakness）（三）企业外部环境机会分析（opportunity）（四）企业外部环境威胁分析（threat）（五）基于环境因素分析，构造SWOT矩阵及形成战略对策：三、从风险的角度谈苹果公司的危机（一）战略与运营风险（二）财务风险（三）人才危机（四）法律危机四、Braeburn Capital的成立对于苹果的影响（一）对冲基金的概念（二）对冲基金的特点（三）对冲基金在苹果中的现状（四）对冲基金对苹果的影响五、对苹果未来的稳定发展战略展望（一）企业的营销战略（二）品牌战略（三）发展战略（四）人力资源战略六、总结苹果公司案例分析摘要：关键词：苹果；对冲基金；风险；战略第一部分：导论（一）案例简介1.公司简介名称：苹果公司（Apple Inc.）现任CEO：蒂姆·库克总部地点：美国加利福尼亚州库比蒂诺成立时间：1976年4月1日核心业务：电子科技产品知名产品：Apple II、Macintosh电脑、Macbook笔记本电脑、iPod音乐播放器、iTunes商店、iMac一体机、iPhone手机和iPad平板电脑等近期成就：2012年，苹果成为世界市值第一的上市公司。

2.案例背景1997年史蒂夫·乔布斯被任命为苹果公司临时CEO，到2000年，正式出任CEO。

乔布斯非凡的远见和领导让苹果成为世界上最具价值的公司。

2011年10月6日，乔布斯去世，享年56岁。

苹果官网发布消息：苹果失去了一位富有远见和创造力的天才，世界失去了一个不可思议之人。

2011年蒂姆·库克接替乔布斯担任苹果CEO。

库克以沉着冷静著称，与乔布斯形成鲜明对比。

他工作十分刻苦，是个工作狂人，至今单身。

乔布斯曾经说：“蒂姆·库克是我迄今招来的最好员工。

苹果公司商业模式的分析

商业模式分析1、使用3W2H模型分析iPhone商业模式Howto How toachieve make money占Where What Who How to make money通过终端获得盈利：一方面是直接销售终端获得的利润，另一方面是通过与运营商签订协议，在终端销售帮助获得和绑定用户的基础上，所得到的运营商收入分成的收入。

基于终端提供长期的内容服务（AppStore和iTunes），包括影音娱乐、应用软件、互联网应用等多种在线服务，获得另一部分收入。

How to achieveiPhone超乎想象的产品功能设计和创新型的应用集成。

集成了iPod和智能手机的双重产品特性。

通过终端销售和基于终端的内容提供完成对用户的绑定。

•时尚人士■ I 訂也'&底近用户遡逼的/k 馬卬的存储睜舐良軒的音乐曲廳戟 II 标.Ph 如丽J 样彩股强的旧商敕引力火的电邂t 航能力.hiT 的内容卜鞍蝦务. 的目就音乐彌吾前瞋引力充你址砚的皈T 必说爛R 务•划MWd 肋1命“灯的 ML 终用.CHIP fl 用•为崔顷带户提iftTtiWW 应用坤毎、基他通信用户Where2G 版iPhone 主要覆盖的国家和地区包括美国、英国、法国、德国；3G 版本在08年首先在22个国家和地区上市后，又在其他 48 个国家和地区上市。

What提供集成了 iPo 和智能手机两类产品功能的iPhone 智能娱乐终端，并以终端同iTunes 、AppStore 等在线服务的集合，向客户提供了持续的固定和移动互联网内容、应用服务。

Who基于iPod+iTunes ”的客户群体基础，完成向通信终端市场的延伸，主要目标客户依然是以追求时尚、流行，对互联网等娱乐应用有较强Apple iPhone 产晶的潜在目标容户髀|音乐爱好者旳仃 J | 肌；Edi 飞卡 . I'泛的吸引力需求的客户群体2、顾客的价值创造Phone的核心目标客户全实际上是与iPod系列产品的目标客户群体基本重合的。

(完整版)苹果公司商业模式的分析

基于终端提供长期的内容服务（AppStore和iTunes），包括影音娱乐、应用软件、互联网应用等多种在线服务，获得另一部分收入。

How to achieveiPhone超乎想象的产品功能设计和创新型的应用集成。

集成了iPod和智能手机的双重产品特性。

通过终端销售和基于终端的内容提供完成对用户的绑定。

Where2G版iPhone主要覆盖的国家和地区包括美国、英国、法国、德国；3G版本在08年首先在22个国家和地区上市后，又在其他48个国家和地区上市。

2、顾客的价值创造Phone的核心目标客户全实际上是与iPod系列产品的目标客户群体基本重合的。

iPhone在用户群体开拓方面的主要价值将Apple原有的互联网应用客户群，想移动增值应用客户群的推广和延伸。

同时，也帮助Apple更好的应对音乐手机对iPod类音乐播放器的强替代作用。

一个成功的商业模式，第一步就是要制定一个有力的客户价值主张，也就是如何帮助客户完成其工作。

苹果的APP Store拥有近20万个程序，这些程序也是客户价值主张的重要组成部分。