Assignment范例：The Impact Of Innovation
Assignment范例-創(chuàng)新的影響。本文是一篇由本站代寫服務(wù)提供的assignment代寫參考，主要內(nèi)容是講述縱觀歷史，創(chuàng)新的概念一直存在爭議。自從古典經(jīng)濟學(xué)家時代以來，這個問題就一直存在，甚至在當今時代也是如此。同樣重要的作者強調(diào)，創(chuàng)新對社會經(jīng)濟至關(guān)重要，這就是為什么研究這一現(xiàn)象是相關(guān)的。對于想要在日益國際化和全球化的市場中競爭的公司來說，創(chuàng)新是關(guān)鍵因素之一。但為了獲得這一能力，公司必須在知識、結(jié)構(gòu)、研究和良好的戰(zhàn)略方面進行投資，使他們能夠從一開始就決定自己想成為誰。關(guān)于“創(chuàng)新”一詞有許多定義，圍繞這一現(xiàn)象也有許多理論貢獻。下面就一起來看一下這篇留學(xué)生assignment代寫范文。
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
在這項任務(wù)中，將討論創(chuàng)新的重要性及其對成功公司的影響。將展示創(chuàng)新的理論和例子，以及有關(guān)蘋果歷史的相關(guān)信息和詳細的產(chǎn)品信息。此外，還將討論創(chuàng)新對蘋果公司的重要性。蘋果的SWOT分析將作為附加信息提供。
領(lǐng)導(dǎo)力和變革管理等主題之所以包括在內(nèi)，是因為它與公司的績效及其長期方向有著高度的關(guān)系，在這種情況下，蘋果是被選中的公司。
文獻綜述
1.簡介
縱觀歷史，創(chuàng)新的概念一直存在爭議。自從古典經(jīng)濟學(xué)家時代以來，這個問題就一直存在，甚至在當今時代也是如此。同樣重要的作者強調(diào)，創(chuàng)新對社會經(jīng)濟至關(guān)重要，這就是為什么研究這一現(xiàn)象是相關(guān)的。對于想要在日益國際化和全球化的市場中競爭的公司來說，創(chuàng)新是關(guān)鍵因素之一。但為了獲得這一能力，公司必須在知識、結(jié)構(gòu)、研究和良好的戰(zhàn)略方面進行投資，使他們能夠從一開始就決定自己想成為誰。關(guān)于“創(chuàng)新”一詞有許多定義，圍繞這一現(xiàn)象也有許多理論貢獻。
“創(chuàng)新”一詞來自拉丁語詞源innovare，意思是通過引入新特征來改變或改變事物（Medina Salgado Espindola和Espinosa 1994）。
創(chuàng)新是在經(jīng)濟和社會環(huán)境中對新奇事物的生產(chǎn)、吸收和成功利用
1.2創(chuàng)新的定義
“創(chuàng)新是將現(xiàn)有技術(shù)和發(fā)明相結(jié)合，創(chuàng)造或改進產(chǎn)品、過程或系統(tǒng)的過程。
經(jīng)濟意義上的創(chuàng)新是一種新的
產(chǎn)品、過程或系統(tǒng)改進”（Freeman，C.，1982）
“創(chuàng)新是企業(yè)家的特殊工具”（彼得·德魯克1985）
“賦予資源創(chuàng)造財富的新能力的行為”（彼得·德魯克1985）。
“創(chuàng)新區(qū)分領(lǐng)導(dǎo)者和追隨者”（Steve Jobs 2005）
Joseph Schumpeter對創(chuàng)新的定義是一般意義上的，考慮到不同情況下的變化才被視為創(chuàng)新。這些是：新商品或新類別商品的市場引入，新原材料來源的使用（包括產(chǎn)品創(chuàng)新），結(jié)合特定部門沒有經(jīng)驗的新生產(chǎn)方法或新產(chǎn)品商業(yè)化處理的新方式（工藝創(chuàng)新），或市場創(chuàng)新，即建立新的市場結(jié)構(gòu)（Joseph Schumpeter 1935）
2.創(chuàng)新類型
創(chuàng)新主要有三種類型
產(chǎn)品創(chuàng)新
它是一種新技術(shù)產(chǎn)品（其技術(shù)特征與以前的產(chǎn)品顯著不同）或顯著改進的市場引入
（以前存在的，其性能已得到提高或大大提高）
流程創(chuàng)新
是采用了新的生產(chǎn)方法還是有了顯著的改進。可以用于生產(chǎn)或交付技術(shù)上新的或改進的產(chǎn)品，而這些產(chǎn)品不能使用傳統(tǒng)的生產(chǎn)方法生產(chǎn)或交付，也可以主要提高生產(chǎn)效率。
組織創(chuàng)新
它是引入變革的管理形式的建立。組織和管理過程發(fā)生了新的變化，納入了新的組織結(jié)構(gòu)
2.1創(chuàng)新模式
有幾種創(chuàng)新模式，其中4種是常見的且相關(guān)的
線性模型
線性創(chuàng)新模型是對創(chuàng)新行為的一種解釋，雖然已經(jīng)過時，但在許多情況下仍然適用。這個模型是一種將導(dǎo)致創(chuàng)新的過程的邏輯序列理論化的方式。序列過于僵化，無法描述一個不僅依賴科學(xué)/技術(shù)或市場來初始化創(chuàng)新產(chǎn)生的過程。發(fā)明、創(chuàng)新和營銷之間的嚴格分離并不能準確地代表當今創(chuàng)新的動態(tài)。線性模型是第一代模型，只考慮科學(xué)/技術(shù)的推力或市場拉動（概念50-60-70年）作為開始創(chuàng)新過程的手段
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:
a€￠ Customers: constituted by groups of persons or institutions who buy the goods and use the services of the organization.
a€￠ Providers: Providers are company specific, both information and funding, as the raw material that the company needs to operate.
a€￠ Competition: specific companies that offer goods and services identical or similar to the same groups of customers or clients.
a€￠ 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 valuesa€?a€?, 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
開放式模型
開放模式創(chuàng)新是一種新的創(chuàng)新戰(zhàn)略，在這種戰(zhàn)略中，公司獲得來自公司內(nèi)部邊界之外的創(chuàng)新。這個詞是由Henry Chesbrough創(chuàng)造的，他在《開放式創(chuàng)新》一書中建議開放創(chuàng)新的創(chuàng)造性過程，以便從公司內(nèi)部或外部的任何來源獲得創(chuàng)新想法，而不僅僅是從專門用于商業(yè)活動的領(lǐng)域
開放式創(chuàng)新是指將內(nèi)部知識與外部專業(yè)合作相結(jié)合。因此，研究中心、大學(xué)、專家和其他公司為所謂的集體智能公司提供解決方案。這將開拓新的領(lǐng)域、接觸和機會，讓創(chuàng)新思想從任何來源自由流動
Teece模型
Teece提出了一個模型，該模型考慮了從創(chuàng)新中獲利的兩個重要因素：易于模仿（可模仿性）和互補資產(chǎn)。可模仿性可能來自知識產(chǎn)權(quán)、技術(shù)保護或模仿者無權(quán)模仿技術(shù)的事實。補充資產(chǎn)超出了公司需要開發(fā)的技術(shù)能力（制造、營銷、分銷渠道、服務(wù)、聲譽、品牌和補充技術(shù)）
藍海-
作者關(guān)注的是，如果你想在未來成為贏家，就需要拋開公司之間的破壞性競爭，開拓市場視野，通過創(chuàng)新創(chuàng)造價值。作者區(qū)分了任何行業(yè)中最常見的兩種競爭情況：藍海和紅海。紅海代表了今天存在的所有行業(yè)，而藍色象征著目前未知的商業(yè)理念。在紅海行業(yè)，限制是明確的，并被接受。競爭對手越多，利益和增長機會就會減少，產(chǎn)品就會最大限度地標準化，競爭就會變得血腥。相比之下，藍海的特點是在目前尚未開發(fā)的地區(qū)創(chuàng)造市場，為持續(xù)盈利增長和長期發(fā)展創(chuàng)造機會
3.創(chuàng)新型公司
以下是一些成功公司的例子
華為
這家總部位于深圳的中國公司在電信設(shè)備提供商方面排名第二，領(lǐng)先于阿爾卡特朗訊和諾基亞。他最近在挪威敗給了諾基亞西門子和愛立信的4G系統(tǒng)合同。今年，其全球市場份額已達到20%。
蘋果
蘋果公司贏得了電子產(chǎn)品和音樂類獎項。在不到兩年的時間里，他們的應(yīng)用商店和銷售了超過14萬個應(yīng)用程序，用戶已經(jīng)下載了30億。他還繼續(xù)發(fā)展iTunes音樂部門，作為拉拉進行有機增長和收購。他還能夠控制越來越激烈的分銷渠道
谷歌
谷歌在移動類（擁有86%的搜索份額）和視頻類（YouTube是頂級服務(wù)器）中取得了勝利。谷歌一直是推出新產(chǎn)品的老牌公司，因為安卓系統(tǒng)的智能手機Nexus One運營著最大的數(shù)字圖書館市場。
First Solar
多年來，全球光伏行業(yè)的競賽一直是將能源生產(chǎn)成本降至最低，以與其他能源競爭。First Solar是第一家將門檻降低到每瓦1美元的公司，截至2009年底，門檻為0.85美元
諾華
這家瑞士制藥商在將研發(fā)重點放在罕見病和疫苗開發(fā)上后，不斷產(chǎn)生想法。美國食品藥品監(jiān)督管理局去年批準了不少于9種新藥。
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環(huán)境效應(yīng)
可以將組織環(huán)境定義為對公司日常經(jīng)營產(chǎn)生重大影響的所有要素，分為微觀環(huán)境和宏觀環(huán)境兩類。
微觀環(huán)境
這包括他們與公司互動的真實人物和組織。其中主要包括：
客戶：由購買商品和使用組織服務(wù)的個人或機構(gòu)組成。
提供商：提供商是特定于公司的，包括信息和資金，作為公司運營所需的原材料。
競爭：提供與相同客戶群體相同或相似的商品和服務(wù)的特定公司。
監(jiān)管機構(gòu)：他們是地方、州和國家法律的機構(gòu)和政府代表，這些法律對影響特定國家內(nèi)商業(yè)運營的法規(guī)進行處罰。
宏觀環(huán)境：理解影響整個微觀環(huán)境的社會力量，包括人口力量、經(jīng)濟力量、自然力量、技術(shù)力量、政治力量、文化力量和競爭力量。
在競爭環(huán)境中，每家公司都必須考慮到其在行業(yè)中相對于競爭對手的規(guī)模和地位。為了生存，一家公司必須比競爭更好地滿足消費者的需求和欲望。
經(jīng)濟環(huán)境：涉及影響消費者購買力和消費模式的因素。購買力取決于當前的收入、價格、儲蓄和信貸
技術(shù)環(huán)境：決定我們命運的最具戲劇性的力量是技術(shù)。
政治環(huán)境：由影響和限制社會中各種組織和個人活動的法律、政府機構(gòu)和壓力團體組成。
文化環(huán)境：包括影響社會價值觀、觀念、偏好和行為的制度和其他力量
董事會
領(lǐng)導(dǎo)力被定義為“影響人們?yōu)閷崿F(xiàn)團隊目標而自愿努力的活動。”我們所說的團隊是指一個小團隊、組織的一個部門、一個組織。重要的是該領(lǐng)域的組織領(lǐng)導(dǎo)力。從這個定義中產(chǎn)生了領(lǐng)導(dǎo)力的兩個關(guān)鍵領(lǐng)域：
1） 思考組織目標的智力過程。
2） 人為因素，即影響人們自愿努力實現(xiàn)的目標。
約翰·P·科特（John P.Kotter）在其著作《領(lǐng)導(dǎo)力因素》（The Leadership Factor）（1988）中說，領(lǐng)導(dǎo)力的特點如下：
1） 制定組織愿景，并制定必要的戰(zhàn)略來實施愿景。
2） 實現(xiàn)“網(wǎng)絡(luò)化”的人力資源合作，這涉及到一群積極性高、致力于實現(xiàn)愿景的人。
開頭引用的領(lǐng)導(dǎo)力定義包含一個關(guān)鍵詞“自愿”，也可以翻譯為“自愿”。不僅僅是影響人們?nèi)プ觯亲栽概_到相應(yīng)的目標。
方法
這些方法是基于對行為的研究，而不是基于實體理論對人格特征的深度研究。
在這方面最重要的貢獻是：
Mc Gregor理論X和Y
X理論導(dǎo)致了專制的領(lǐng)導(dǎo)者表現(xiàn)，Y理論導(dǎo)致了參與性的表現(xiàn)。但是，作為一種使用單一變量的一維方法，領(lǐng)導(dǎo)者對權(quán)力的使用不足以解釋其復(fù)雜性，領(lǐng)導(dǎo)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 a€?a€?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管理系統(tǒng)
制定了一個介于X和Y之間的中等程度的模型。Likert最適合領(lǐng)導(dǎo)團隊，這與參與性行為相對應(yīng)。
他建立了一個關(guān)于組織特征的非常全面的問卷，測試了18個變量，分為領(lǐng)導(dǎo)力、動機、溝通和其他類別。它的主要局限性在于，它只在旨在提高領(lǐng)先地位使其更具參與性的情況下有用。從這個意義上講，它更適用于小團體和受指導(dǎo)的人員。
Blake和Mouton的管理網(wǎng)格
研究人員的這種結(jié)合能夠基于兩個變量的交集定義一個模型：對人的關(guān)注和對生產(chǎn)的關(guān)注。
雖然五個主要位置是標準化的，但網(wǎng)格為兩個變量之間的八十一個交集提供了可能性。
主要貢獻是證明了這兩個變量是相互調(diào)用的。如果沒有一個忠誠和積極的工作人員，很難想象會有好的長期收益。
毫無疑問，這種方法的最大價值在于它打破了范式維度。然而，他受到的主要批評是，在所有情況下，他都表現(xiàn)出了獨特的駕駛風格。
更換經(jīng)理
這是一個組織從當前狀態(tài)轉(zhuǎn)移到未來狀態(tài)的過程，通過改變來提高其效率。一個組織實現(xiàn)其目標的過程，以達到更好的效率。組織效率是指組織擁有的資源量，用來生產(chǎn)一定數(shù)量的產(chǎn)品。
級別更改
當我們將重點放在整個組織上時，我們可以看到，在分析變化時，這可以分為四個層次：
戰(zhàn)略層面：提議改變組織的總體目標，包括愿景的基本方向及其使命的原因。
結(jié)構(gòu)層面：提出組織結(jié)構(gòu)的變化，包括改變權(quán)力關(guān)系、協(xié)調(diào)機制、重新設(shè)計工作或類似的結(jié)構(gòu)變量
技術(shù)水平：技術(shù)變革包括工作處理方式以及使用的方法和設(shè)備的變化。
人的層面：人的變化是指員工的態(tài)度、技能、期望、感知和行為的變化，根據(jù)Daft和Steers（1992）的說法，包括四種類型的變化：互動模式、人際關(guān)系技能以及個人的基本態(tài)度、價值觀和動機。因此，改變個人和群體的行為需要一個或多個上述層面的轉(zhuǎn)變（引用于Romeo，1999）。
組織變革模型
許多模型都被用來進行或試圖以有效的方式解釋變化的過程，例如勒溫模型。
Lewin（1951）發(fā)展了一種動態(tài)理論，該理論解釋了行為是個人與社會環(huán)境互動的函數(shù)，本質(zhì)上是基于個人所屬的不同群體。它不僅應(yīng)該關(guān)注孤立的個人，而且應(yīng)該關(guān)注在他們的社會環(huán)境中，以個人所屬的社會群體為單位的變化。
Lewin（1951）認為，組織的“現(xiàn)狀”是傾向于幫助組織的力量與傾向于抵消或防止錯誤決策的力量之間的動態(tài)平衡狀態(tài)，而要實現(xiàn)改變，就必須打破這些力量之間的這種動態(tài)平衡。解凍是這個最初過程的名稱，在這個過程中，舊的想法或?qū)嵺`被新的想法或做法壓制，并可以通過增加變革的驅(qū)動力、減少變革的阻力或障礙或兩者的結(jié)合來誘導(dǎo)。遵循新思想實踐的“變革”。然后是重新凍結(jié)，需要將新的見解整合到組織系統(tǒng)的結(jié)構(gòu)中。重新凍結(jié)狀態(tài)標志著組織恢復(fù)到支持或限制任何干預(yù)的力量的動態(tài)平衡。
批判性分析
4.簡介
很少有公司能被描述為革命性和成功的，不斷變化的市場和消費者行為，蘋果就是其中之一，一家非凡的公司，隨著時間的推移，它創(chuàng)造了一種影響其追隨者的身份和形象。
公司的技術(shù)方向始于1971年，當時他們遇到了史蒂夫·沃茲尼亞克和史蒂夫·喬布斯。前者負責創(chuàng)建第一臺蘋果電腦，而后者則在計算機和數(shù)字電子商店的主要支持者中推廣。
由于管理層的不同，蘋果開始了一段跌宕起伏的職業(yè)生涯，史蒂夫·喬布斯是最成功的，使公司成為歷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 a€?a€?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，是什么讓它成功呢？
創(chuàng)新是成功的關(guān)鍵，它能帶來競爭優(yōu)勢。
從1976年蘋果歷史開始，公司的靈魂史蒂夫·喬布斯就對競爭對手有著不同的看法，在競爭對手中脫穎而出，尋求獨家性和新穎性，正如喬布斯所說，我想把一臺易于使用的電腦推向市場。
從這里我們可以分析，喬布斯從一開始就像消費者一樣思考，這將贏得客戶的忠誠度。
隨著Apple II的推出，計算機革命開始了，主要競爭對手是IBM。
但他們當時有什么樣的創(chuàng)新戰(zhàn)略？
很明顯，他們的產(chǎn)品開發(fā)是由他們在公司內(nèi)部完成的，所有的想法都在蘋果公司，正如教科書中所提到的，蘋果公司“依靠自己的財產(chǎn)設(shè)計實現(xiàn)橫向和縱向一體化”
文獻綜述中提到的一種經(jīng)典類型的線性模型創(chuàng)新。
基礎(chǔ)研究
應(yīng)用研究
發(fā)展
商業(yè)化
當IBM開發(fā)出更快的處理器和使用開放操作系統(tǒng)（ms-dos）時，挑戰(zhàn)就開始了。這限制了蘋果開發(fā)的軟件，也限制了處理器的速度，1982年至1983年間，蘋果凈收入下降了62%，導(dǎo)致公司危機，史蒂夫·喬布斯被解雇。
隨著斯庫利擔任首席執(zhí)行官，蘋果試圖在一個新的市場——教育中獲得空間，在其高科技軟件的推動下，他們恢復(fù)了市場份額，并穩(wěn)定在8%
作為喬布斯讓事情變得簡單的哲學(xué)，斯庫利引入了“即插即用外設(shè)”，這可以讓他們的產(chǎn)品定價過高。
4.1戰(zhàn)略
在這個階段，收入來自“獨家”而非廉價產(chǎn)品，蘋果仍在生產(chǎn)自己的顯示器、芯片和磁盤驅(qū)動器，保持著經(jīng)典的創(chuàng)新模式。
但現(xiàn)在，蘋果與其主要競爭對手IBM結(jié)成聯(lián)盟，成立了兩家合資企業(yè)，以生產(chǎn)新的操作系統(tǒng)和多媒體應(yīng)用程序，
斯庫利在1993年6月被邁克爾·斯廷德取代。
更換管理層是個好決定嗎？
有了新的管理層，變化是不可避免的，蘋果開始許可許多公司生產(chǎn)Mac克隆，試圖降低成本，這是splinder做出的一個糟糕的決定，蘋果在1996年損失了690億美元
12年后，史蒂夫·喬布斯回歸，成為蘋果公司的臨時首席執(zhí)行官
4.2新起點、新思路、創(chuàng)新
隨著史蒂夫·喬布斯的回歸，蘋果重新走上了創(chuàng)新的道路。不僅在技術(shù)方面，而且在戰(zhàn)略和商業(yè)模式方面。
例如
開設(shè)自己的門店，拓寬外部分銷渠道的范圍。
蘋果首次開設(shè)網(wǎng)店，建立直銷
他們在研發(fā)上投入更多資金
減少庫存
1998年，蘋果公司從他們的一體機iMac中獲得了真正的利潤，iMac首次可以支持微軟的外圍設(shè)備。
隨著職位的掌握，公司開始迅速重塑。這些跡象表明，這一進程正在步入正軌，蘋果公司公布了3.09億美元的利潤
4.3新戰(zhàn)略——藍海
蘋果真正的革命來自于無可爭議的產(chǎn)品線，即便攜式音樂設(shè)備、電話和平板電腦的重新發(fā)明。
蘋果有一個出色的戰(zhàn)略，即數(shù)字中樞戰(zhàn)略，Mac成為控制、集成和增加這些設(shè)備價值的首選中樞。
一切都始于iPod
正如藍海理論所說，為了創(chuàng)造一個新的市場，逃離紅海，一家公司必須創(chuàng)新，與眾不同。
蘋果公司推出了一款新概念的音樂設(shè)備iPod
藍海戰(zhàn)略-快速分析（基于IPOD設(shè)備）
1.增加：音樂存儲空間最多可存儲1000首歌曲
2.教育：能源消耗，長達10小時的電池
3.創(chuàng)建：超便攜高性能設(shè)備，iTunes
4.消除：音樂設(shè)備的舊概念。
通過這種對各方面創(chuàng)新的承諾，
蘋果成功地占據(jù)了數(shù)字音樂市場60%的份額。
有了iPod，蘋果做了他最擅長的事情：提供產(chǎn)品
創(chuàng)新，將高科技、吸引人的設(shè)計和簡單的界面結(jié)合在一起
使用通過iTunes在線商店，喬布斯提供了一種創(chuàng)新的商業(yè)模式。
蘋果手機
該公司的一場新革命將從2007年推出的iPhone開始，這是一款具有互聯(lián)網(wǎng)接入、觸摸屏和最小硬件接口的多媒體智能手機。Apogee的成功使其在2009年被《時代》雜志授予“年度發(fā)明”，他堅持認為，通過銷售新發(fā)行的iPhone 3G、iPhone 3GS和iPhone 4
iPad
憑借智能手機和筆記本電腦（后來被稱為平板電腦）之間的革命性概念，該公司于2010年初推出了名為iPad的新設(shè)備。它的多點觸摸功能、寬屏幕、創(chuàng)新設(shè)計和強大的硬件使他成為今年最受歡迎的產(chǎn)品。
然而，并非所有蘋果公司的發(fā)明都是成功的，也不總是創(chuàng)新的產(chǎn)品會成功，例如Mac Mini和蘋果電視都是失敗的，
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
但為什么呢？
“因為他們還沒有找到制作引人注目的電視產(chǎn)品的正確方法”
他們大多數(shù)最暢銷的產(chǎn)品都是基于蘋果操作系統(tǒng)的，而電視盒子并不需要這樣。
微環(huán)境因素SWOT分析
優(yōu)勢：蘋果是世界上最大的娛樂領(lǐng)域技術(shù)創(chuàng)新的標志之一。它擁有大量的粉絲，他們對自己產(chǎn)品的質(zhì)量表示欽佩。這種忠誠度保證了其客戶的持久性，并產(chǎn)生了新消費者的吸引力。反過來，蘋果的產(chǎn)品易于操作，質(zhì)量上乘。
弱點：蘋果因其最新iPhone的天線問題而受到批評。此外，它的準入政策iTunes商店的應(yīng)用程序和用戶自由都非常嚴格。他們的產(chǎn)品成本通常略高。
機遇：移動市場正在擴張，蘋果可以利用其在數(shù)字分銷領(lǐng)域的既定地位。隨著時間的推移，蘋果公司在由世界各地的程序員開發(fā)的AppStore上進行了巨大的訪問（今年之前的下載量為10億次）。此外，由于它的成功，蘋果是一個有趣的投資市場，這使公司在危機時期受益。
威脅：科技市場競爭日益激烈。市場公司很快就會推出iPhone或iPad等產(chǎn)品。為了保持現(xiàn)狀，蘋果應(yīng)該加大對研究和技術(shù)開發(fā)的投資。經(jīng)濟危機。
ChNGE
回想一下，在與他創(chuàng)立的公司的最高管理層發(fā)生問題后，喬布斯于1985年被蘋果電腦公司解雇，后來創(chuàng)立了NeXT公司，該公司于1997年被蘋果計算機公司重新吸收，此后喬布斯擔任該公司的總裁。
1.公司董事會的變動意味著對公司的信心重新增強，并顯著提高了公司的股價。
2.重新購買所有可以制作Mac克隆的公司的PowerPC 750（G3）的使用許可證（是的，我有一段時間），所以該公司在運行您的操作系統(tǒng)時重新控制了硬件。
–組織變革的開始
–創(chuàng)造文化
–將研發(fā)減少50%至10%，并減少不必要的工人
–推出新時代喬布斯的首款產(chǎn)品。IMAC電腦沒有塔，有不同的顏色，有cd，沒有軟盤。
–喬布斯意識到了我在音樂領(lǐng)域的市場機遇。Napster成功之后。
–ITUNES產(chǎn)品發(fā)布，至IMAC。
–你創(chuàng)造了一種文化、一種風格……這是一家公司所能擁有的最好的哲學(xué)。音樂。
–索尼創(chuàng)造了個人音樂播放器，但沒有使用MP3市場
3.1997年11月發(fā)布的Power Mac G3（新國旗）
蘋果做出的這些改變是為了實現(xiàn)一個盈利季度（4700萬美元）。但在做出更多決定后，該公司取得了持續(xù)至今的連勝：
1.公司硬件生產(chǎn)線大幅縮減。
2.由于這一減少，蘋果的產(chǎn)品提供大大簡化，除了罕見的型號名稱（大多數(shù)通過數(shù)字識別）和變體，這些名稱和變體只是混淆了當前和未來的客戶。
3.1998年5月發(fā)布iMac和PowerBook G3。因此，蘋果的報價減少到三個要素：
*高級臺式機：PowerMac G3。
*家用臺式機設(shè)備：iMac。
*便攜式：PowerBook G3。
4.完成硬件部門的報告，如牛頓，生產(chǎn)打印機和配件。顯著簡化了蘋果的內(nèi)部結(jié)構(gòu)。
5.它于1998年8月15日開始銷售iMac，成為歷史上銷售速度最快的電腦。
蘋果公司從1997年6月的季度虧損7.4億美元，到1998年7月的季度盈利超過1億美元。
2009年，蘋果公司公布的季度利潤超過80億美元
領(lǐng)導(dǎo)
在分析蘋果公司聯(lián)合創(chuàng)始人史蒂夫·喬布斯的個性時，腦海中浮現(xiàn)出許多特征來描述這位技術(shù)天才，他用iPod、iPad和iTunes等產(chǎn)品深刻影響了新一代。
有些代表其類別中的其余業(yè)務(wù)。例如，一個人對所創(chuàng)造的每一種產(chǎn)品都非常完美主義，直觀地意識到產(chǎn)品會有積極的結(jié)果，而不是積極的結(jié)果；勤奮好學(xué)，因為研究了市場和競爭的每一個細節(jié)；富有魅力，因為激勵員工以更好的方式完成工作。
雖然我們在他們所在領(lǐng)域的其他一些成功企業(yè)家身上發(fā)現(xiàn)了這些品質(zhì)，但事實是，所有創(chuàng)新型領(lǐng)導(dǎo)者都有一個共同點：好奇心。
據(jù)《福布斯》報道，這是因為史蒂夫·喬布斯成功的主要秘訣在于他的好奇心，例如，好奇心促使他學(xué)習(xí)書法，這可以創(chuàng)造出蘋果公司在其原始設(shè)計中所熟知的字體。
即使是同樣的好奇心也促使他前往印度學(xué)習(xí)東方神秘主義和禪宗，尋求設(shè)計的簡潔性。正是這一功能，蘋果科技公司在全球范圍內(nèi)廣為人知。
這表明，高管并不總是最熟練的，而是那些最善于利用好奇心的人，因為他們的想法產(chǎn)生了創(chuàng)造性和成功的業(yè)務(wù)。
事實上，史蒂夫·喬布斯最著名的一句話是“當你創(chuàng)新時，你會冒錯誤的風險。承認并再次創(chuàng)新。”這反映了創(chuàng)業(yè)精神和創(chuàng)造力。喬布斯走在了時代的前面，他體現(xiàn)了我們認為不可能做到的一切。
所以，不要懷疑你的想法或沖動。如果你的好奇心導(dǎo)致了新的商業(yè)計劃，那就試試看。也許你可以把這些想法變成大生意，帶你在標題上取得成功，并在競爭對手中獲得認可
6.結(jié)論
通過案例研究，我們了解到創(chuàng)新的重要性及其對世界各地公司的影響，比如蘋果及其成功歷史。同樣重要的是要指出戰(zhàn)略規(guī)劃的影響，以獲得競爭對手之間的競爭優(yōu)勢
它已經(jīng)表明了在危急情況下良好管理的重要性，以及它如何影響公司的整體方向。
藍海戰(zhàn)略為理解在新市場中創(chuàng)造機會提供了相關(guān)信息，例如以蘋果為例，史蒂夫·喬布斯在科技市場上創(chuàng)造iPod、iPhone和iPad的創(chuàng)新理念使蘋果在21世紀成為一家杰出的成功公司，盡管全球經(jīng)濟衰退
為了進一步研究的目的，本作業(yè)免費使用
DANIEL Lizaraga
工具書類
Medina Salgado Espindola和Espinosa 1994
弗里曼，C.，1982產(chǎn)業(yè)創(chuàng)新經(jīng)濟學(xué)第56頁
彼得·德魯克1985年創(chuàng)新與創(chuàng)業(yè)第28頁第29頁
史蒂夫·喬布斯2005年斯坦福大學(xué)演講
Henry Chesbrough開放式服務(wù)創(chuàng)新：重新思考你的企業(yè)在新時代發(fā)展和競爭第66頁
2011年《電訊報》
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