蘋果電腦產品的創新策略-以iPod為例

The Innovative Strategy of Apple Computers. Inc - A Case Study on iPod

吳新英(HSIN YING WU)

指導教授 ： 劉子琦

亞洲大學/管理學院/國際企業學系碩士班/碩士(2006年)

摘要

麥金塔(Macintosh)改變了個人電腦產業，皮克斯（Pixar）改變了人們對動畫想法，而iPod則改變了人們聆聽音樂的世界。三大產業，因為賈伯斯，而走入另一個紀元。一台香菸盒大小、造型簡潔的白色機器，它有一個風靡世界的名字－iPod。自從2001 年10 月23 日問世以來，曾不止一次躍上時代雜誌、商業週刊、經濟學人、紐約時報、華盛頓郵報等世界性權威媒體的封面，iPod的影響力，可見一斑。
十年前，當蘋果電腦的市占率在全世界只占3％時，它就有本事讓所有人隨之起舞，甘心當它的追隨者。蘋果電腦不再只是創意迷人的一間公司，它更成為數位音樂市場上的領導者。
因此，本研究試圖以質化研究中歷史文獻調查法、個案研究法中的半結構式訪談來研究蘋果電腦，以了解如何讓一家長期虧損之企業，卻在一款iPod推出後，成功的成為數位音樂市場的龍頭及世界上知名企業。
經由歸納分析後發現，蘋果電腦透過領導人特質來影響企業運作，並以此來支持技術創新、產品創新及行銷創新，經由創新活動，產生差異化競爭，並且，取得競爭優勢。為繼續保持競爭優勢，須有不斷的創新文化，進化組織才能，以創新來破壞既存的創新，以繼續維持競爭優勢。

關鍵字

創新策略 ； 領導人特質 ； 技術創新 ； 行銷創新 ； 競爭優勢

並列摘要

Macintosh changes the way we use computers, Pixar shows us a new world of animation, and iPod, revolutionized the way we listen to music. A glossy ivory, elegantly designed machine, with a sized of a cigarette box, later known as-iPod, storms through the world since 23 Oct. 2001, available on market. Not only once it is featured as the cover story on some of the biggest publishers in the world such as Time, Newsweek, Economist, New York Times, and Washington Post. iPod’s influences are more then just music.
A decade ago, Apple Computers represents merely 3% of market share in the world. However, it attracts a group of loyal followers, some say fanatic or cult-like, even. Apple Computers’ CEO, Steve Jobs, elevates the company from a firm offers cool products but short on sales to today’s complete coverage on advance technology, well organized product strategy, and innovative marketing campaigns. All these efforts quickly pay off and make iPod the new walkman in digital music world.
This research tries to analyze Apple Computers Inc., utilize qualitative methodology’s History Documentation Research methods, and Case Study methods-Semi Structured Interviews. The objective is to understand how the appearance of iPod makes a long term loss-making company into a leader in digital music market and Famous enterprises in the world.
Analysis finds Apple Computers uses its leadership’s chiastic to influences it’s corporate behavior, and to support new innovation in technology, products, and market. Through these innovative events, to create differentiation competition, furthermore, acquires competition advantages. To keep the edge of advantage, a continuous innovation culture, advancement in corporate structure, breakthrough with current innovation is necessary.

並列關鍵字

innovative strategy ； leadership’s characids ； innovation in technology ； innovation in marketing ； competition advantages

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