苹果的商业模式 Apple’s Business Model

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There are a few examples of business models that seem to be perfect to build an empire and in my opinion, that is exactly what Apple has. They have built a line of products that were created initially to watch music (Ipod) but have grown to become so much more.

Video was added as was the ability to view photos, listen to podcasts and more. Then, it became possible to capture photos and now even videos. It basically became the ONLY gadget you need in your pockets, except for your wallet. And even that may eventually be replaced by the Iphone. But the real game changer happened when Apple opened its store to applications.

Why do I believe that? Because that’s when Apple created a business with major revenues and no costs. How often does a company have that opportunity? Here is one example sent by a loyal reader, but there could be hundred of other cases. Take a look at this articlepublished in the UK media about research that is being done on an application to detect respiratory problems (potentially could help detect viruses such as the H1N1. The great thing about this is not the application itself. But just imagine how much money is being spent to develop such applications. Apple has NO RISK here. If the application does not turn out to work, it will have cost nothing.

And if it does work and become a hit, Apple will split revenues with the app creator. Isnt’ that the perfect business model? And there are no signs of this trend slowing down because Apple continues to gain market share thanks to its Iphone. And as long as it can break even on the Iphone sales (it does come out with a profit though), the business will continue to be a great one.

Apple shipped 7.4 million Iphones in the last quarter, that is 7.4 million users that will be buying all types of products through the Itunes store. The biggest danger right now for Apple would be to have a major rival come out with a superior product but there are no signs of that happening. The truth is that I think most competitors have almost given up on catching up with Ipod for the time being, it is too expensive and has shown little to no results. Both Sony and Microsoft gave it a shot but without any luck.

The next battle for Apple will be for the much anticipated Tablet, which could become as important of a product as the Iphone/Ipod. However for that medium, Apple will come out late with competitors such as Amazon’s Kindle already working well. So it will be a different challenge.

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以下为转载 “Less is More” is what I learned from this article.

苹果的成功对于大多数企业而言是一个神话,一个在乔布斯带领下产生的神话,,回想上个世纪90年代中后期时候的苹果,用当时刚刚回归苹果公司的乔布斯的话说,苹果就像一艘“底下有个大洞的船”。

是什么力量推动了这个曾濒临绝境的公司脱胎换骨,一路高歌猛进,进而创造了一个又一个传奇?苹果掌握着核心技术,出色的创新能力和苹果的灵魂人物乔布斯,此外,还有苹果的模式创新。

苹果公司总是会推出一些小巧、简单,但却经过深思熟虑的产品。他们总是会残忍地减少产品的功能,以期能够得到绝对核心的产品,然后再将这些产品不断地抛光、润色,最后生产出“闪耀”的产品。在一次媒体活动中,苹果公司公布的这一核心产品将会成为下一个大赢家,并解释道,这一核心产品会毫无懈怠地显示它煞费苦心的周密设计,并即将公开销售。

人们可以将目光再次移到苹果公司所在地Cupertino.苹果公司总是擅长将一系列的小雪球放到雪地点,让它们不断地粘上更多的雪,直到它们滚成一个雪人。这就是苹果公司如何创建它的平台。这一过程是一种缓慢、稳定、反复并持续不断的提高过程。这一过程的速度是如此缓慢,以至于你可以将其忽略,只有在事后,你才能发现,苹果平台的发展过程是如此的非比寻常。

我们来看一下iPhone系列手机,它们就是遵循这样的样式。iPhone在2007年首发时并没有3G网络,最大的存储量为8G.一年以后,苹果将iPhone的存储量扩展为16G,并增加了3G网络以及GPS导航系统,并开设了App Store.此后的一年里,苹果为iPhone更换了更快的处理器,增加改良的摄像机并将存储量扩展为32G,样式没有改变。同样,我们也不会看到新款的iPhone会完全替代以前的产品,但是我们很快将会看到新款的iPhone已最完全替代了最初的iPhone..

过去的十年中,苹果公司推出了许多新产品,但仅有一部分是基于一种新的平台。其它的产品都是这一部分产品的衍生品。苹果公司的设计师和工程师们并不是魔术师,他们是技术人员。他们一次又一次的完成了引人注目的产品。他们的工作是削去冗余的部分,只留下能够继续创造的地基,而不是扩展新产品的范围,希望留下深刻的印象。

做电脑,苹果不一是戴尔的对手;做软件,苹果不一是微软的对手;做音乐,苹果更不一是EMI(世界最大唱片公司)的对手。但是,如果把三者结合起来,做“硬件+软件+内容”,那他们都不是苹果的对手,苹果就是以这样一种类似滚雪球似壮大的方式一路高歌前进。“iPod+iTunes(在线音乐商店)”颠覆了传统唱片产业,“iPhone+AppStore”让传统手机生产商坐卧不宁,而“iPad+AppStore(在线应用商店)”则很有可能对个人电脑产生革命性的影响。苹果的亮点在于开创了“iPod+iTunes”的产品与内容完美结合的商业模式,这是iPod成功的首要原因。早在2001年10月苹果即已将iPod投放市场,但直到2003年下半年苹果开办i-Tunes在线音乐商店后,iPod才开始引起关注和出现销量攀升。

从技术上来看,MP3不是苹果的发明,网络音乐下载技术也非苹果首创,苹果更不负责音乐制作。苹果创新性在于它实现了产品与内容的完美结合,从而为消费者创造了一种前所未有的时尚体验。这种匠心独具的模式设计对于消费者的意义在于:它赋予消费者最大的自由度和随意性,使消费者可以充分享受科技进步的成果;同时,它为消费者提供的是一种全新的、包括技术层面和社会生活层面的关联价值,产品仅仅成为一个时尚配件,唯有与内容的完美结合才能真正地为消费者创造价值。

除了“硬件+软件+内容”的完美结合之外,苹果对软件API开发者的激励机制是导致其成功的又一个重要因素。苹果将自己简单的产品线做到极致,没有在一个产品类型中开发太多的型号,这样易于形成强大的用户黏性。同时,苹果还通过降低门槛费用、提供快捷的软件检测服务等手段来吸引开发者。使它的技术一直可以走在前端。

因此,当我们还在这摆弄iPad时,苹果的员工们已经回到Cupertino开始了新的工作。他们已经又将一个宝贵的新想法放在手中,并将它像雪球一下逐渐滚大。

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