Assignment范例：The Impact Of Innovation
Assignment范例-创新的影响。本文是一篇由本站代写服务提供的assignment代写参考，主要内容是讲述纵观历史，创新的概念一直存在争议。自从古典经济学家时代以来，这个问题就一直存在，甚至在当今时代也是如此。同样重要的作者强调，创新对社会经济至关重要，这就是为什么研究这一现象是相关的。对于想要在日益国际化和全球化的市场中竞争的公司来说，创新是关键因素之一。但为了获得这一能力，公司必须在知识、结构、研究和良好的战略方面进行投资，使他们能够从一开始就决定自己想成为谁。关于“创新”一词有许多定义，围绕这一现象也有许多理论贡献。下面就一起来看一下这篇留学生assignment代写范文。
In this assignment, the importance of innovation and the impact that it has in successful companies will be discussed. Theories and examples of innovation will be shown as well as relevant information about apple’s history and detailed product information. Also it will be debated the importance that Innovation have had in Apple company. A SWOT analysis of Apple will be presented as additional information.
Topics as Leadership and Change management are included due to its high relationship with the performance of a company and its direction in a long term, in this case is Apple the chosen company.
Literature review
1. INTRODUCTION
Throughout history the concept of innovation has been debated. Since the time of classical economists this issue has been present, even in the current age. Also important authors have highlighted innovation as essential for the socio-economic that is why it is relevant to study this phenomenon. Innovation is one of the key factors for companies that want to compete in an increasingly international and global market. But to qualify for that capacity, companies must invest in knowledge, structure, research and a good strategy to enable them to decide, from the beginning, who they want to become. There are many definitions about the term innovation and numerous theoretical contributions around this phenomenon.
The term innovate comes from the Latin etymology innovare that mean change or alter things by introducing new features (Medina Salgado Espindola and Espinosa 1994).
Innovation is the production, assimilation and successful exploitation of novelty in the economic and social environment
1.2 DEFINITIONS OF INNOVATION
“Innovation is the process of integrating existing technology and inventions to create or improve a product, a process or a system.
Innovation in an economic sense is the consolidation of a new
product, process or system improvement” (Freeman, C., 1982)
“Innovation is the specific tool of entrepreneurs” (Peter Drucker 1985)
“The act that endows resources with a new capacity to create wealth” (Peter Drucker 1985).
“Innovation distinguishes between a leader and a follower” (Steve Jobs 2005)
Joseph Schumpeter defined innovation in a general sense, took into account different cases of change to be considered as a innovation. These are: the market introduction of a new good or new class of goods, the use of a new source of raw materials (both product innovation), the incorporation of a new production method not experienced in a particular sector or a new way of dealing commercially a new product (process innovation), or market innovation which is the establishment of a new market structure (Joseph Schumpeter 1935)
2. TYPES OF INNOVATION
There are three main types of innovation
Product Innovation
It is the market introduction of a new technology product (whose technological characteristics differ significantly from previous products) or significantly improved
(previously existing whose performance has been improved or greatly improved)
Process Innovation
Is the adoption of new production methods or significantly improved. Can be use to produce or deliver technologically new or improved products, which cannot be produced or delivered using conventional methods of production, also it could increase primarily the efficiency of production.
Organizational Innovation
It is the introduction of changes in the forms of management of the establishment. There are new changes in the organization and management process, incorporating new organizational structures
2.1 INNOVATION MODELS
There are several innovation models, which 4 of them are common and relevant
Linear model
The linear model of innovation is an interpretation of the act of innovation, outdated but is still applied in many cases. This model is a way of theorizing the logical sequence of the process that results in innovation. Sequence is too rigid to describe a process that depends not only on science / technology or market to initialize the generation of innovations. The strict separation between invention, innovation and marketing does not accurately represent the dynamics of innovation today. The linear model is a first generation model, and only takes into account the thrust of science / technology or market pull (concepts 50-60-70 years) as a means to begin the process of innovation
在这项任务中，将讨论创新的重要性及其对成功公司的影响。将展示创新的理论和例子，以及有关苹果历史的相关信息和详细的产品信息。此外，还将讨论创新对苹果公司的重要性。苹果的SWOT分析将作为附加信息提供。
领导力和变革管理等主题之所以包括在内，是因为它与公司的绩效及其长期方向有着高度的关系，在这种情况下，苹果是被选中的公司。
文献综述
1.简介
纵观历史，创新的概念一直存在争议。自从古典经济学家时代以来，这个问题就一直存在，甚至在当今时代也是如此。同样重要的作者强调，创新对社会经济至关重要，这就是为什么研究这一现象是相关的。对于想要在日益国际化和全球化的市场中竞争的公司来说，创新是关键因素之一。但为了获得这一能力，公司必须在知识、结构、研究和良好的战略方面进行投资，使他们能够从一开始就决定自己想成为谁。关于“创新”一词有许多定义，围绕这一现象也有许多理论贡献。
“创新”一词来自拉丁语词源innovare，意思是通过引入新特征来改变或改变事物（Medina Salgado Espindola和Espinosa 1994）。
创新是在经济和社会环境中对新奇事物的生产、吸收和成功利用
1.2创新的定义
“创新是将现有技术和发明相结合，创造或改进产品、过程或系统的过程。
经济意义上的创新是一种新的
产品、过程或系统改进”（Freeman，C.，1982）
“创新是企业家的特殊工具”（彼得·德鲁克1985）
“赋予资源创造财富的新能力的行为”（彼得·德鲁克1985）。
“创新区分领导者和追随者”（Steve Jobs 2005）
Joseph Schumpeter对创新的定义是一般意义上的，考虑到不同情况下的变化才被视为创新。这些是：新商品或新类别商品的市场引入，新原材料来源的使用（包括产品创新），结合特定部门没有经验的新生产方法或新产品商业化处理的新方式（工艺创新），或市场创新，即建立新的市场结构（Joseph Schumpeter 1935）
2.创新类型
创新主要有三种类型
产品创新
它是一种新技术产品（其技术特征与以前的产品显著不同）或显著改进的市场引入
（以前存在的，其性能已得到提高或大大提高）
流程创新
是采用了新的生产方法还是有了显著的改进。可以用于生产或交付技术上新的或改进的产品，而这些产品不能使用传统的生产方法生产或交付，也可以主要提高生产效率。
组织创新
它是引入变革的管理形式的建立。组织和管理过程发生了新的变化，纳入了新的组织结构
2.1创新模式
有几种创新模式，其中4种是常见的且相关的
线性模型
线性创新模型是对创新行为的一种解释，虽然已经过时，但在许多情况下仍然适用。这个模型是一种将导致创新的过程的逻辑序列理论化的方式。序列过于僵化，无法描述一个不仅依赖科学/技术或市场来初始化创新产生的过程。发明、创新和营销之间的严格分离并不能准确地代表当今创新的动态。线性模型是第一代模型，只考虑科学/技术的推力或市场拉动（概念50-60-70年）作为开始创新过程的手段
Open model
Open model Innovation is a new innovation strategy in which companies get innovation that comes from outside the company’s internal boundaries. This term was coined by Henry Chesbrough, who in his book “Open Innovation”, proposes to open the creative processes of innovation, in order to get innovative ideas from any source, whether internal or external to the company, and not only from the areas dedicated to the business activity
Open Innovation means combining internal knowledge with external professional cooperation. Thus, research centers as well as universities, experts and other companies offer solutions to companies of what is known as collective intelligence. This will break new ground, contacts, opportunities, where innovative ideas flow freely from any source
Teece model
Teece proposes a model that takes into account two factors that are important to profit from innovation: ease of imitation (imitability) and complementary assets. The imitability can come of intellectual property, protection of technology or the fact that imitators have no powers to mimic the technology. Complementary assets are beyond the capabilities-technology that the firm needs to exploit (manufacturing, marketing, redistribution channels, service, reputation, brand and complementary technologies)
Blue ocean-
The author focuses on the need to put aside destructive competition between companies if you want to be a winner in the future, expanding the horizons of the market and create value through innovation. the author differentiates two most common competitive situations in any industry: blue oceans and red oceans. Red oceans represent all the industries that exist today, while blues symbolize business ideas currently unknown. In red oceans industries limits are well defined and are accepted as they are. The more competitors there are, the benefits and growth opportunities diminish, products are standardized to the maximum and competition becomes bloody. By contrast blue oceans are characterized by the creation of markets in areas that are not currently exploited, and that create opportunities for sustained profitable growth and long-term
3. INNOVATIVE COMPANIES
This are some examples of successful companies
Huawei
The Chinese company based in Shenzhen has reached the second position as a provider of telecommunications equipment, ahead of Alcatel Lucent and Nokia. He recently defeated by Nokia Siemens and Ericsson 4G system contract in Norway. This year has reached its global market share to 20%.
Apple
Apple company has won the award in the categories of gadgets and music. In less than two years, their App Store and sells more than 140,000 applications, and users have downloaded 3 billion to them. He has also continued to develop its iTunes music unit with organic growth and acquisitions as Lala. He has also been able to control an increasingly fiercer distribution channels
Google has come out victorious in the mobile category (with a 86% share of searches) and video (where YouTube is the top server). Google has been a exelent company to launch new products, as Smartphone Nexus One, Android, operates the largest digital library market .
First Solar
For years, the race of the global photovoltaic industry has been to minimize the cost of energy production in order to compete with other energy sources. First Solar was the first company to lower the barrier to a dollar per watt, and by the end of 2009 was $ 0.85
Novartis
The Swiss drug maker is a constant generator of ideas, after focusing its R & D in rare diseases and vaccine development. The Food and Drug Administration has approved no less than nine new drugs last year.
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environmental effect
it can be define the organizational environment as all the elements that significantly influence the daily operations of the company, dividing them into two: micro environment and macro environment.
Microenvironment
This consists in real people and organizations with whom they interact with the company. Among the main ones include:
• Customers: constituted by groups of persons or institutions who buy the goods and use the services of the organization.
• Providers: Providers are company specific, both information and funding, as the raw material that the company needs to operate.
• Competition: specific companies that offer goods and services identical or similar to the same groups of customers or clients.
• regulators: who are the agencies and government representatives at the local, state and national laws that punish and regulations affecting business operations within a given country.
macroenvironment: understand the social forces that affect the whole microenvironment and includes demographic forces, economic, natural, technological, political, cultural and competitive.
Competitive environment, every company must take into account its size and position in the industry with respect to its competitors. To survive, a company must meet the needs and desires of consumers better than does the competition.
Economic environment: involves factors affecting purchasing power and spending patterns of consumers. Purchasing power depends on income, prices, savings and credit of the moment
Technological environment: the most dramatic force that shapes our destiny is technology.
Political environment: consists of laws, government agencies and pressure groups that influence and limit the activities of various organizations and individuals in society.
Cultural Environment: includes institutions and other forces affecting the values​​, perceptions, preferences and behaviors of society
LIDERSHIP
Leadership has been defined as “the activity of influencing people to strive willingly for the achievement of the objectives of the group.” By group we mean a small group, a sector of the organization, an organization. What matters is the organizational leadership in the field. From this definition arise two key areas of leadership:
1) The intellectual process of thinking about the objectives of the organization.
2) The human factor, that is, influence people to voluntarily strive to achieve the objectives.
John P. Kotter, in his book “The Leadership Factor” (1988), says that leadership is characterized by the following:
1) Develop a vision of what should be the organization and generate the necessary strategies to implement the vision.
2) Achieve a “network” cooperative human resources, which involves a group of highly motivated and committed to make the vision a reality.
The definition of leadership cited at the beginning contains a key word “voluntarily”, which could also be translated as “willingly”. Not just about influencing people to do but to voluntarily strive to corresponding targets.
Approaches
These approaches are based on the study of behavior rather than on the depth of personality traits of substantival theories.
The most important contributions in this regard have been those of:
Theory X and Y Mc Gregor
Theory X leads to an autocratic leader performance, and the Y theorie leads to a participatory performance. But being a one-dimensional approach that works with a single variable, the use of authority by the person who leads, is not accourate enough to explain its complexity as is leadership
开放式模型
开放模式创新是一种新的创新战略，在这种战略中，公司获得来自公司内部边界之外的创新。这个词是由Henry Chesbrough创造的，他在《开放式创新》一书中建议开放创新的创造性过程，以便从公司内部或外部的任何来源获得创新想法，而不仅仅是从专门用于商业活动的领域
开放式创新是指将内部知识与外部专业合作相结合。因此，研究中心、大学、专家和其他公司为所谓的集体智能公司提供解决方案。这将开拓新的领域、接触和机会，让创新思想从任何来源自由流动
Teece模型
Teece提出了一个模型，该模型考虑了从创新中获利的两个重要因素：易于模仿（可模仿性）和互补资产。可模仿性可能来自知识产权、技术保护或模仿者无权模仿技术的事实。补充资产超出了公司需要开发的技术能力（制造、营销、分销渠道、服务、声誉、品牌和补充技术）
蓝海-
作者关注的是，如果你想在未来成为赢家，就需要抛开公司之间的破坏性竞争，开拓市场视野，通过创新创造价值。作者区分了任何行业中最常见的两种竞争情况：蓝海和红海。红海代表了今天存在的所有行业，而蓝色象征着目前未知的商业理念。在红海行业，限制是明确的，并被接受。竞争对手越多，利益和增长机会就会减少，产品就会最大限度地标准化，竞争就会变得血腥。相比之下，蓝海的特点是在目前尚未开发的地区创造市场，为持续盈利增长和长期发展创造机会
3.创新型公司
以下是一些成功公司的例子
华为
这家总部位于深圳的中国公司在电信设备提供商方面排名第二，领先于阿尔卡特朗讯和诺基亚。他最近在挪威败给了诺基亚西门子和爱立信的4G系统合同。今年，其全球市场份额已达到20%。
苹果
苹果公司赢得了电子产品和音乐类奖项。在不到两年的时间里，他们的应用商店和销售了超过14万个应用程序，用户已经下载了30亿。他还继续发展iTunes音乐部门，作为拉拉进行有机增长和收购。他还能够控制越来越激烈的分销渠道
谷歌
谷歌在移动类（拥有86%的搜索份额）和视频类（YouTube是顶级服务器）中取得了胜利。谷歌一直是推出新产品的老牌公司，因为安卓系统的智能手机Nexus One运营着最大的数字图书馆市场。
First Solar
多年来，全球光伏行业的竞赛一直是将能源生产成本降至最低，以与其他能源竞争。First Solar是第一家将门槛降低到每瓦1美元的公司，截至2009年底，门槛为0.85美元
诺华
这家瑞士制药商在将研发重点放在罕见病和疫苗开发上后，不断产生想法。美国食品药品监督管理局去年批准了不少于9种新药。
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环境效应
可以将组织环境定义为对公司日常经营产生重大影响的所有要素，分为微观环境和宏观环境两类。
微观环境
这包括他们与公司互动的真实人物和组织。其中主要包括：
客户：由购买商品和使用组织服务的个人或机构组成。
提供商：提供商是特定于公司的，包括信息和资金，作为公司运营所需的原材料。
竞争：提供与相同客户群体相同或相似的商品和服务的特定公司。
监管机构：他们是地方、州和国家法律的机构和政府代表，这些法律对影响特定国家内商业运营的法规进行处罚。
宏观环境：理解影响整个微观环境的社会力量，包括人口力量、经济力量、自然力量、技术力量、政治力量、文化力量和竞争力量。
在竞争环境中，每家公司都必须考虑到其在行业中相对于竞争对手的规模和地位。为了生存，一家公司必须比竞争更好地满足消费者的需求和欲望。
经济环境：涉及影响消费者购买力和消费模式的因素。购买力取决于当前的收入、价格、储蓄和信贷
技术环境：决定我们命运的最具戏剧性的力量是技术。
政治环境：由影响和限制社会中各种组织和个人活动的法律、政府机构和压力团体组成。
文化环境：包括影响社会价值观、观念、偏好和行为的制度和其他力量
董事会
领导力被定义为“影响人们为实现团队目标而自愿努力的活动。”我们所说的团队是指一个小团队、组织的一个部门、一个组织。重要的是该领域的组织领导力。从这个定义中产生了领导力的两个关键领域：
1） 思考组织目标的智力过程。
2） 人为因素，即影响人们自愿努力实现的目标。
约翰·P·科特（John P.Kotter）在其著作《领导力因素》（The Leadership Factor）（1988）中说，领导力的特点如下：
1） 制定组织愿景，并制定必要的战略来实施愿景。
2） 实现“网络化”的人力资源合作，这涉及到一群积极性高、致力于实现愿景的人。
开头引用的领导力定义包含一个关键词“自愿”，也可以翻译为“自愿”。不仅仅是影响人们去做，而是自愿努力达到相应的目标。
方法
这些方法是基于对行为的研究，而不是基于实体理论对人格特征的深度研究。
在这方面最重要的贡献是：
Mc Gregor理论X和Y
X理论导致了专制的领导者表现，Y理论导致了参与性的表现。但是，作为一种使用单一变量的一维方法，领导者对权力的使用不足以解释其复杂性，领导力也是如此
Likert management systems
Formulated a model with intermediate degrees between X and Y. To Likert best to lead a team corresponds to a participatory behaviour Likert found that management under the participatory system were most effective and in which showed the best motivation.
He built a very comprehensive questionnaire on organizational characteristics, that tests 18 variables classified in the categories Leadership, Motivation, Communication, and others. Its main limitation is that it is only useful in cases where it is intended to improve the lead making it more participatory. In this sense it is more applicable to small groups and instructed personnel.
The Managerial Grid of Blake and Mouton
This marriage of researchers was able to define a model based on the intersection of two variables: the concern for people and concern for production.
While five main positions are standardized, the grid gives possibilities to eighty-one intersection between the two variables.
The main contribution is to show that both variables are called mutually. It would be hard to imagine good long-term gains without a committed and motivated personnel.
Without doubt, the greatest value of this approach is that it breaks the paradigm dimensional. However, the main criticism he has received is that indicate a unique driving style as best for all circumstances.
CHANGE MANAGEMEN
It is a process by which organizations move from the present state to a future state,changing in order to increase their effectiveness. A Process to achieve better efficiency, in which an organization achieves its objectives. organizational efficiency is amount of resources the organization has ,to be used to produce a number of products.
Levels change
When focused on the organization as a whole, we see that this can be divided into four levels at the time of analyzing the changes:
Strategic level: proposing a change in the overall objectives of the organization, both in terms of its essential orientation of vision and their reason for their mission.
Structural level: proposes a change in the organizational structures, it involves changing authority relations, the coordination mechanisms, redesigning jobs, or similar structural variables
Technical level: technology change encompasses changes in how work is processed and the methods and equipment used.
Human level: people change refers to changes in attitudes, skills, expectations, perceptions and behavior of employees, including, in turn, according to Daft and Steers (1992) four types of changes: patterns of interaction, skills in human relations and in the basic attitudes, values ​​and motivations of individuals. Thereby changing the behavior of individuals and groups requires the transformation of one or more of the aforementioned levels (Quoted in Romeo, 1999).
Models of organizational change
Many models are used to carry out or try to explain, in an effective way, the process of change, example is the model of Lewin.
Lewin (1951) develops a dynamic theory, which explains that the the behavior is a function of the individual’s interaction with his social environment, essentially based on the different groups to which the person belongs. it should focus not only on the individual in isolation, but in this within their social environment, taking as unit change the social group to which the individual belongs.
The “status quo” of the organization, to Lewin (1951) is a state of dynamic equilibrium between forces that tend to help the organization and forces that tend to counteract or prevent wrong decitions, and to effect a change is necessary to break that dynamic balance between these forces. unfreezing is the name given to this initial process where old ideas or practices are suppressed by new ones and can be induced by increasing the driving forces of change growing perception of benefits associated with this, by reducing the resistance or obstacles to change, or combination of both. Following the “Change” in which new ideas practices. then comes refreezing ,requiring the integration of new insights into the structure of the organizational system . The refreezing state marks the return of the organization to a dynamic balance of forces that support or restrict any intervention.
Critical analysis
4. INTRO
Few companies can be described as revolutionary and successful, changing markets and consumer behaviours, apple is one of them, a remarkable company that over time has created an identity and an image that impacted in their followers.
The technological direction of the company began to build in 1971 when they met Steve Wozniak and Steve Jobs. The former is responsible for creating the first Apple computer, while the latter promoted among the major supporters of computing and digital electronics shops.
Apple has begun a career that has had its ups and downs due to different administration, Steve Jobs being the most successful, turning the company into one of the largest in history
Likert管理系统
制定了一个介于X和Y之间的中等程度的模型。Likert最适合领导团队，这与参与性行为相对应。
他建立了一个关于组织特征的非常全面的问卷，测试了18个变量，分为领导力、动机、沟通和其他类别。它的主要局限性在于，它只在旨在提高领先地位使其更具参与性的情况下有用。从这个意义上讲，它更适用于小团体和受指导的人员。
Blake和Mouton的管理网格
研究人员的这种结合能够基于两个变量的交集定义一个模型：对人的关注和对生产的关注。
虽然五个主要位置是标准化的，但网格为两个变量之间的八十一个交集提供了可能性。
主要贡献是证明了这两个变量是相互调用的。如果没有一个忠诚和积极的工作人员，很难想象会有好的长期收益。
毫无疑问，这种方法的最大价值在于它打破了范式维度。然而，他受到的主要批评是，在所有情况下，他都表现出了独特的驾驶风格。
更换经理
这是一个组织从当前状态转移到未来状态的过程，通过改变来提高其效率。一个组织实现其目标的过程，以达到更好的效率。组织效率是指组织拥有的资源量，用来生产一定数量的产品。
级别更改
当我们将重点放在整个组织上时，我们可以看到，在分析变化时，这可以分为四个层次：
战略层面：提议改变组织的总体目标，包括愿景的基本方向及其使命的原因。
结构层面：提出组织结构的变化，包括改变权力关系、协调机制、重新设计工作或类似的结构变量
技术水平：技术变革包括工作处理方式以及使用的方法和设备的变化。
人的层面：人的变化是指员工的态度、技能、期望、感知和行为的变化，根据Daft和Steers（1992）的说法，包括四种类型的变化：互动模式、人际关系技能以及个人的基本态度、价值观和动机。因此，改变个人和群体的行为需要一个或多个上述层面的转变（引用于Romeo，1999）。
组织变革模型
许多模型都被用来进行或试图以有效的方式解释变化的过程，例如勒温模型。
Lewin（1951）发展了一种动态理论，该理论解释了行为是个人与社会环境互动的函数，本质上是基于个人所属的不同群体。它不仅应该关注孤立的个人，而且应该关注在他们的社会环境中，以个人所属的社会群体为单位的变化。
Lewin（1951）认为，组织的“现状”是倾向于帮助组织的力量与倾向于抵消或防止错误决策的力量之间的动态平衡状态，而要实现改变，就必须打破这些力量之间的这种动态平衡。解冻是这个最初过程的名称，在这个过程中，旧的想法或实践被新的想法或做法压制，并可以通过增加变革的驱动力、减少变革的阻力或障碍或两者的结合来诱导。遵循新思想实践的“变革”。然后是重新冻结，需要将新的见解整合到组织系统的结构中。重新冻结状态标志着组织恢复到支持或限制任何干预的力量的动态平衡。
批判性分析
4.简介
很少有公司能被描述为革命性和成功的，不断变化的市场和消费者行为，苹果就是其中之一，一家非凡的公司，随着时间的推移，它创造了一种影响其追随者的身份和形象。
公司的技术方向始于1971年，当时他们遇到了史蒂夫·沃兹尼亚克和史蒂夫·乔布斯。前者负责创建第一台苹果电脑，而后者则在计算机和数字电子商店的主要支持者中推广。
由于管理层的不同，苹果开始了一段跌宕起伏的职业生涯，史蒂夫·乔布斯是最成功的，使公司成为历史上最大的公司之一
But what does make it a success?
Innovation, the key of success, which leads to a competitive advantage.
From the beginning of Apple’s history in 1976, Steve Jobs, the soul of the company, had a different view of its competitors, looking distinguished among its rivals, seeking exclusivity and novelty, as jobs mention, I want to bring an easy to use computer to the market.
From here we can analyze that jobs from the start thinking like a consumer, which would win the loyalty of its customers.
With the launch of Apple II the computer revolution began, having as the main rival IBM.
But what type of innovation strategy do they have at that time?
Clearly the development of their products were made by them within their company, all the ideas were in apple, As mentioned in the textbook Apple “practised to horizontal and vertical integration relied on its own property design”
A classic type of linear model innovation, as mentioned in the literature review.
Basic research
Applied research
Development
Commercialization
The challenges started when IBM developed a faster processor and the use of an open operative system(ms dos) Limitating the sofwares that apple had developed,as well as the slow processor speed, and falling 62% of apple net income between 1982 and 1983 leading to a crisis in the company and the dismissal of Steve Jobs.
With the entry of Sculley as CEO, apple tried to gain space in a new market, education, which were driven by its high technology softwares, they recover their market share and stabilized at 8% as (referred in the case study)
As the philosophy of Jobs to make things simple, Sculley introduce “plug and play peripherals” which allow overpricing their products.
4.1 THE STRATEGY
At this stage the revenues came from “exclusivity” rather than cheap products and apple still producing their own monitors, chips and disk drivers, keeping the classic innovation model.
But now apple forge and alliance with their main rival, IBM ,creating 2 joint ventures in order to produce new operating systems and multimedia applications,
Sculley was replaced in June 1993 by Michael splinder.
It was a good decision to change the management?
With the new management, changes were inevitable, apple started licence many companies to make Mac clones, trying to reduce costs, which was a poor decision made by splinder, apple lost 69 billion dollars in 1996
After 12 years Steve Jobs returned and became the interim CEO of apple
4.2 NEW BEGINING, NEW IDEAS, INNOVATION
With the return of Steve Jobs, Apple returned to the path of innovation. Not only in technology but also in the strategy and business model.
For example:
Opening its own stores to broaden the scope of the external distribution channel.
For the first time apple open and online store to set up direct sales
They invest more money on Research and Development
Decrease its inventory
In 1998 apple gained real profit from their all in one computer, iMac, that could support Microsoft’s peripherals for the first time.
With jobs in command, the company started to reshape quickly. Those were signs that the course was on track, Apple posted a profit of 309 million Dollars
4.3 NEW STRATEGY-BLUE OCEAN
The real revolution of apple came with uncontested line of products, the reinvention of portable music devices, the telephone and the tablet.
Apple had an outstanding strategy, the digital hub strategy, Mac became the preferred hub to control, integrate and add value to these devices.
All started with the iPod
As the theory of Blue Ocean, in order to create a new market and escape from the battling Red Ocean a company have to be innovative, different.
Apple launched a new concept of music device, the iPod
Blue ocean strategy – quick analysis (BASED ON IPOD DEVICE)
1. Increase: the music storage can store up to 1000 songs
2. educe: energy consumption, up to 10 hours battery
3. Create: ultra portable high performance device, iTunes
4. Eliminate: old concept of music device.
Through this commitment to innovation on all fronts in which focused,
Apple managed to gain success as 60% of the digital music market.
With the iPod, Apple has done what he does best: offer a product
Innovative, bringing together high technology, attractive design and a simple interface
use. And with its iTunes online store, Jobs offered an innovative business model.
iPhone
A new revolution of the company would begin with the launch of the iPhone in 2007, a multimedia smart phone with Internet access, touch screen and a minimal hardware interface. His success was such that it would be awarded the “Invention of the Year” by Time magazine in 2009, Apogee has maintained that through the sale of new issues as the iPhone 3G, iPhone 3GS and iPhone 4
iPad
With a revolutionary concept between smartphone and a laptop (which would later be called tablet), the company lashes out in early 2010 to introduce its new device called iPad. Its multitouch capabilities, wide screen, its innovative design and powerful hardware allowed him to position itself as the most popular product of the year.
However not all inventions made ​​by apple where sucesful, not always an Innovative product will be succesful, for instance the Mac Mini and the Apple TV were a failure,
但是，是什么让它成功呢？
创新是成功的关键，它能带来竞争优势。
从1976年苹果历史开始，公司的灵魂史蒂夫·乔布斯就对竞争对手有着不同的看法，在竞争对手中脱颖而出，寻求独家性和新颖性，正如乔布斯所说，我想把一台易于使用的电脑推向市场。
从这里我们可以分析，乔布斯从一开始就像消费者一样思考，这将赢得客户的忠诚度。
随着Apple II的推出，计算机革命开始了，主要竞争对手是IBM。
但他们当时有什么样的创新战略？
很明显，他们的产品开发是由他们在公司内部完成的，所有的想法都在苹果公司，正如教科书中所提到的，苹果公司“依靠自己的财产设计实现横向和纵向一体化”
文献综述中提到的一种经典类型的线性模型创新。
基础研究
应用研究
发展
商业化
当IBM开发出更快的处理器和使用开放操作系统（ms-dos）时，挑战就开始了。这限制了苹果开发的软件，也限制了处理器的速度，1982年至1983年间，苹果净收入下降了62%，导致公司危机，史蒂夫·乔布斯被解雇。
随着斯库利担任首席执行官，苹果试图在一个新的市场——教育中获得空间，在其高科技软件的推动下，他们恢复了市场份额，并稳定在8%
作为乔布斯让事情变得简单的哲学，斯库利引入了“即插即用外设”，这可以让他们的产品定价过高。
4.1战略
在这个阶段，收入来自“独家”而非廉价产品，苹果仍在生产自己的显示器、芯片和磁盘驱动器，保持着经典的创新模式。
但现在，苹果与其主要竞争对手IBM结成联盟，成立了两家合资企业，以生产新的操作系统和多媒体应用程序，
斯库利在1993年6月被迈克尔·斯廷德取代。
更换管理层是个好决定吗？
有了新的管理层，变化是不可避免的，苹果开始许可许多公司生产Mac克隆，试图降低成本，这是splinder做出的一个糟糕的决定，苹果在1996年损失了690亿美元
12年后，史蒂夫·乔布斯回归，成为苹果公司的临时首席执行官
4.2新起点、新思路、创新
随着史蒂夫·乔布斯的回归，苹果重新走上了创新的道路。不仅在技术方面，而且在战略和商业模式方面。
例如
开设自己的门店，拓宽外部分销渠道的范围。
苹果首次开设网店，建立直销
他们在研发上投入更多资金
减少库存
1998年，苹果公司从他们的一体机iMac中获得了真正的利润，iMac首次可以支持微软的外围设备。
随着职位的掌握，公司开始迅速重塑。这些迹象表明，这一进程正在步入正轨，苹果公司公布了3.09亿美元的利润
4.3新战略——蓝海
苹果真正的革命来自于无可争议的产品线，即便携式音乐设备、电话和平板电脑的重新发明。
苹果有一个出色的战略，即数字中枢战略，Mac成为控制、集成和增加这些设备价值的首选中枢。
一切都始于iPod
正如蓝海理论所说，为了创造一个新的市场，逃离红海，一家公司必须创新，与众不同。
苹果公司推出了一款新概念的音乐设备iPod
蓝海战略-快速分析（基于IPOD设备）
1.增加：音乐存储空间最多可存储1000首歌曲
2.教育：能源消耗，长达10小时的电池
3.创建：超便携高性能设备，iTunes
4.消除：音乐设备的旧概念。
通过这种对各方面创新的承诺，
苹果成功地占据了数字音乐市场60%的份额。
有了iPod，苹果做了他最擅长的事情：提供产品
创新，将高科技、吸引人的设计和简单的界面结合在一起
使用通过iTunes在线商店，乔布斯提供了一种创新的商业模式。
苹果手机
该公司的一场新革命将从2007年推出的iPhone开始，这是一款具有互联网接入、触摸屏和最小硬件接口的多媒体智能手机。Apogee的成功使其在2009年被《时代》杂志授予“年度发明”，他坚持认为，通过销售新发行的iPhone 3G、iPhone 3GS和iPhone 4
iPad
凭借智能手机和笔记本电脑（后来被称为平板电脑）之间的革命性概念，该公司于2010年初推出了名为iPad的新设备。它的多点触摸功能、宽屏幕、创新设计和强大的硬件使他成为今年最受欢迎的产品。
然而，并非所有苹果公司的发明都是成功的，也不总是创新的产品会成功，例如Mac Mini和苹果电视都是失败的，
But why?
“Because they haven’t figured out the right way to create a compelling TV product”
Most of their best selling products are based on an apple operative system, and a TV box does not need that.
Microenvironment FACTORS-SWOT ANALYSIS
Strengths: Apple is one of the marks of technological innovation in the world’s largest entertainment. It has a large number of fans who admire the quality of their products. Such loyalty guarantees the permanence of its customers and generates the attraction of new consumers. In turn, Apple products are easy to handle and excellent quality.
Weaknesses: Apple has been criticized for antenna problems on its latest iPhone. Moreover, its admission policies iTunes Store applications and user freedom are very restrictive. The costs of their products are usually a little higher.
Opportunities: The mobile market is expanding and Apple can leverage its established position in digital distribution. In the course of time, Apple has made a huge acepatación the AppStore (billion download until this year) developed by various groups of programmers in the world. Furthermore, due to its success, Apple is an interesting market for investment, which has benefited the company in times of crisis.
Threats: There is increasing competition in the technology market. Market companies are quick to market with products like the iPhone or iPad. To remain in place, Apple should invest more in research and technological development. Economic crisis.
ChNGE
Recall that after having problems with the top management of the company he founded, Jobs was fired from Apple Computer in 1985, later founding the company NeXT, which was reabsorbed by the very Apple Computer in 1997, where Jobs is president ( CEO) since.
1. Changes in the board of the company that meant a renewed confidence in the company and markedly increased the stock price of the company.
2. The re-purchase of the licenses the use of PowerPC 750 (G3) of all companies that could make Mac clones (yes, there was a time that I had), so the company re-take control of the hardware in running your operating system.
– Start of organizational change
– Create a culture
– Reduce by 50% to 10% Research & Development, and removed the unnecessary worker
– Launches first product of the new era Jobs. The IMAC computer without a tower, and of different colors, with cd, and no floppy.
– Jobs realizes the market opportunity that I had in music. After the success of Napster.
– AND ITUNES product launches, to the IMAC.
– And you create a culture, a style … the best philosophy that a company can have. The music.
– Sony created the personal music player but did not use the MP3 market
3. The announcement of the Power Mac G3 in November 1997 (new flag)
These changes Apple made were to have a profitable quarter ($ 47 million). But after more decisions were taken that catapulted the company to a winning streak that continues to this day:
1. Drastically reduced hardware production line of the company.
2. Because of this reduction is greatly simplified product offering Apple aside rare model names (most identified by numbers) and variations that just confused the current and future customers.
3. The announcement of the iMac and PowerBook G3 in May 1998. Thus Apple’s offer was reduced to three elements:
* Advanced Desktops: PowerMac G3.
* Equipment for home desktop: iMac.
* Portable: PowerBook G3.
4. Completing hardware divisions that reported earnings as Newton, production printers and accessories. Significantly simplifying the internal structure of Apple.
5. It starts selling the iMac on August 15, 1998 and became the fastest computer sold in history.
Apple went from a quarterly loss of $ 740 million in June 1997 to gains above the $ 100 million per quarter in July 1998.
In 2009, Apple reported profits over 8 billion dollars per quarter
Leadership
When analyzing the personality of Steve Jobs, co-founder of Apple, there are many features that spring to mind to describe this technological genius who profoundly influenced a new generation with products like the iPod, iPad and iTunes.
Some, stand for the rest of the business in its category. For example, a person was extremely perfectionist with each of the products created, intuitive to realize that products would have positive results and which are not, studious because researching every detail of your market and competition, and charismatic, because enthused employees to perform their work in a better way.
While these qualities we find in some other successful entrepreneurs in their areas, the fact is that there is one that is shared by all innovative leaders: curiosity.
That’s because the primary secret of success of Steve Jobs lay in his curiosity, according to Forbes, for example, curiosity led him to study calligraphy, which could create fonts that Apple made known to its original design.
Even the same curiosity led him to travel to India to study Eastern mysticism and Zen Buddhism, to seek simplicity of design. And it was precisely this feature which became known as Apple technology company worldwide.
This shows that the top executives are not always the most skilled, but are those who exploit the curiosity the most, as their ideas generate creative and successful business.
In fact, one of the most famous phrases of Steve Jobs is “when you innovate, you run the risk of wrong. Admit and innovates again. ” This reflects the spirit of entrepreneurship and creativity. Jobs was ahead of his time and embodied everything we thought it would be impossible to do.
So do not doubt your ideas or your impulses. If your curiosity leads to new business plan, try. Maybe you can turn those ideas into big business to take you to achieve success in your caption and recognition among your competitors
6. CONCLUSIO
With the case study over, it has been learned the importance of innovation and the impact that it has in companies around the world, such is apple and its successful history. Also it is important to point out the influence of the strategic planning in order to gain competitive advantage among competitors
it has been shown the importance of good management in critical situation and how it can affect the overall direction of a company.
the blue ocean strategy has provided relevant information for the understanding of creating opportunities in new markets, for instance in the case of apple, the innovative idea of Steve jobs in the creation of the iPod, iPhone and iPad in the technological market made apple an outstanding successful company in the 21st century despite the fact of the global recession
For the purposes of further research this assignment is for free use
DANIEL LIZARRAGA
References
Medina Salgado Espindola and Espinosa 1994
Freeman, C., 1982 the economics of industrial innovation pg 56
Peter Drucker 1985 Innovation and Entrepreneurship pg 28-pg29
Steve Jobs 2005 Stanford university speech
Henry Chesbrough Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era pg 66
Telegraph 2011
但为什么呢？
“因为他们还没有找到制作引人注目的电视产品的正确方法”
他们大多数最畅销的产品都是基于苹果操作系统的，而电视盒子并不需要这样。
微环境因素SWOT分析
优势：苹果是世界上最大的娱乐领域技术创新的标志之一。它拥有大量的粉丝，他们对自己产品的质量表示钦佩。这种忠诚度保证了其客户的持久性，并产生了新消费者的吸引力。反过来，苹果的产品易于操作，质量上乘。
弱点：苹果因其最新iPhone的天线问题而受到批评。此外，它的准入政策iTunes商店的应用程序和用户自由都非常严格。他们的产品成本通常略高。
机遇：移动市场正在扩张，苹果可以利用其在数字分销领域的既定地位。随着时间的推移，苹果公司在由世界各地的程序员开发的AppStore上进行了巨大的访问（今年之前的下载量为10亿次）。此外，由于它的成功，苹果是一个有趣的投资市场，这使公司在危机时期受益。
威胁：科技市场竞争日益激烈。市场公司很快就会推出iPhone或iPad等产品。为了保持现状，苹果应该加大对研究和技术开发的投资。经济危机。
ChNGE
回想一下，在与他创立的公司的最高管理层发生问题后，乔布斯于1985年被苹果电脑公司解雇，后来创立了NeXT公司，该公司于1997年被苹果计算机公司重新吸收，此后乔布斯担任该公司的总裁。
1.公司董事会的变动意味着对公司的信心重新增强，并显著提高了公司的股价。
2.重新购买所有可以制作Mac克隆的公司的PowerPC 750（G3）的使用许可证（是的，我有一段时间），所以该公司在运行您的操作系统时重新控制了硬件。
–组织变革的开始
–创造文化
–将研发减少50%至10%，并减少不必要的工人
–推出新时代乔布斯的首款产品。IMAC电脑没有塔，有不同的颜色，有cd，没有软盘。
–乔布斯意识到了我在音乐领域的市场机遇。Napster成功之后。
–ITUNES产品发布，至IMAC。
–你创造了一种文化、一种风格……这是一家公司所能拥有的最好的哲学。音乐。
–索尼创造了个人音乐播放器，但没有使用MP3市场
3.1997年11月发布的Power Mac G3（新国旗）
苹果做出的这些改变是为了实现一个盈利季度（4700万美元）。但在做出更多决定后，该公司取得了持续至今的连胜：
1.公司硬件生产线大幅缩减。
2.由于这一减少，苹果的产品提供大大简化，除了罕见的型号名称（大多数通过数字识别）和变体，这些名称和变体只是混淆了当前和未来的客户。
3.1998年5月发布iMac和PowerBook G3。因此，苹果的报价减少到三个要素：
*高级台式机：PowerMac G3。
*家用台式机设备：iMac。
*便携式：PowerBook G3。
4.完成硬件部门的报告，如牛顿，生产打印机和配件。显著简化了苹果的内部结构。
5.它于1998年8月15日开始销售iMac，成为历史上销售速度最快的电脑。
苹果公司从1997年6月的季度亏损7.4亿美元，到1998年7月的季度盈利超过1亿美元。
2009年，苹果公司公布的季度利润超过80亿美元
领导
在分析苹果公司联合创始人史蒂夫·乔布斯的个性时，脑海中浮现出许多特征来描述这位技术天才，他用iPod、iPad和iTunes等产品深刻影响了新一代。
有些代表其类别中的其余业务。例如，一个人对所创造的每一种产品都非常完美主义，直观地意识到产品会有积极的结果，而不是积极的结果；勤奋好学，因为研究了市场和竞争的每一个细节；富有魅力，因为激励员工以更好的方式完成工作。
虽然我们在他们所在领域的其他一些成功企业家身上发现了这些品质，但事实是，所有创新型领导者都有一个共同点：好奇心。
据《福布斯》报道，这是因为史蒂夫·乔布斯成功的主要秘诀在于他的好奇心，例如，好奇心促使他学习书法，这可以创造出苹果公司在其原始设计中所熟知的字体。
即使是同样的好奇心也促使他前往印度学习东方神秘主义和禅宗，寻求设计的简洁性。正是这一功能，苹果科技公司在全球范围内广为人知。
这表明，高管并不总是最熟练的，而是那些最善于利用好奇心的人，因为他们的想法产生了创造性和成功的业务。
事实上，史蒂夫·乔布斯最著名的一句话是“当你创新时，你会冒错误的风险。承认并再次创新。”这反映了创业精神和创造力。乔布斯走在了时代的前面，他体现了我们认为不可能做到的一切。
所以，不要怀疑你的想法或冲动。如果你的好奇心导致了新的商业计划，那就试试看。也许你可以把这些想法变成大生意，带你在标题上取得成功，并在竞争对手中获得认可
6.结论
通过案例研究，我们了解到创新的重要性及其对世界各地公司的影响，比如苹果及其成功历史。同样重要的是要指出战略规划的影响，以获得竞争对手之间的竞争优势
它已经表明了在危急情况下良好管理的重要性，以及它如何影响公司的整体方向。
蓝海战略为理解在新市场中创造机会提供了相关信息，例如以苹果为例，史蒂夫·乔布斯在科技市场上创造iPod、iPhone和iPad的创新理念使苹果在21世纪成为一家杰出的成功公司，尽管全球经济衰退
为了进一步研究的目的，本作业免费使用
DANIEL Lizaraga
工具书类
Medina Salgado Espindola和Espinosa 1994
弗里曼，C.，1982产业创新经济学第56页
彼得·德鲁克1985年创新与创业第28页第29页
史蒂夫·乔布斯2005年斯坦福大学演讲
Henry Chesbrough开放式服务创新：重新思考你的企业在新时代发展和竞争第66页
2011年《电讯报》
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