السلام عليكم
أود مساعدة منكم انا في ورطة
ابغى تلخيص في نقاط محدد لتقرير عن التسويق markting باللغة الانكليزية
أهناك من يساعدني ؟:confused:
سلام عليكم .. خدمة ما رح انساها لكم طول حياتي
d
18-12-2004 | 09:42 PM
d
18-12-2004 | 09:44 PM
التقرير لدي
وأول ما يتبرع احدكم بمساعدتي سأنزل التقرير هنا
:(
وأول ما يتبرع احدكم بمساعدتي سأنزل التقرير هنا
:(
ا
19-12-2004 | 02:06 AM
وعليكم السلام ورحمة الله وبركاته
يا هلا فيكِ أختي..
اللي فهمته انه عندك تقرير و تبغين تلخصينه؟؟
يا ريت لو نشوف محاولتك.. وعقب ولا يهمك
نصلح ونساعد..
أنتظر محاولتك..
وبالتوفيق..
:flower: :flower:
العنيــــــدة™
d
19-12-2004 | 03:20 PM
One of the most important competencies that Apple enjoys is technical innovation and the production of high technology items. Comparing to other computers such as IBM which could easily be cloned as a result of its dependence on open systems, Apple computers depended on proprietary designs that only Apple could produce. As an example of technical innovation, Apple was the first to use graphical user interface. Moreover, Apple developed its own proprietary operating system, which was bundled with the Mac, Mac application software, and many peripherals, such as printers. Another example of Apple's control over the technology innovation is the big leas it retained in core software technologies, such as multimedia. Apple's combination of superior software, like Adobe, PageMaker and Microsoft Excel, and peripherals, such as laser printers provides another proof of Apple's excellence in technological innovation. Another aspect of Apple's supremacy is its determination on designing its products from scratch, specifying unique chips, disk drives, monitors, and even unusual shapes for its computers' chassis. User friendliness and easiness of use is also one of the biggest core competencies Apple enjoys. Since birth, Apple's mission was to bring an easy-to-use computer to ordinary people. With this wide category in mind, Apple was able to boost its market share by breaking out of the limits of the well educated or the government offices which formed the major markets for almost all the computer companies at the early stages of the computer invention. Apple has always stressed the concept of "plug and play" by offering its customers a complete desktop solution, including hardware, software, and peripherals. Users of Apple were able to add any peripheral without the need for any technician, no matter how shallow their knowledge of technology was. This has lead to what one of the analyst described as "Apple's customers love their Macs whereas the majority of IBM and compatible users put up with their machines." This enabled Apple to generate its highest revenues from home users as opposed to other users as business, government, and education. Exhibit 9 shows that in 1995, Apple's revenues from home were 32% as compared to 2.3% and 17.8% from government and education respectively. The third biggest core competency on the part of Apple is its distributing and marketing channels. One of the greatest achievements on the part of Steve Jobs upon his coming back to Apple was the announcement that Microsoft had agreed to invest $ 150 million in its longtime rival and confirmed its commitment to developing core products, such as Office, for the Mac. Apple also increased spending on advertising. For one of its products, Apple launched a $ 100 million advertising campaign. Apple decided as well to effectively control its product range. To achieve this goal, Apple reduced the number of lines from 15 to 3.
The target markets for Apple were education industry, businesses and home users. In 1996 education market constituted 41% of the company's market share. Unfortunately, this has dropped to 27% in a year, but it was still one of the company's target markets. Internationally, Apple targeted Japan and has its eye on china as a strong prospective customer in the year 2010. As for china, Apple builds hopes on the fact that Apple's software was widely believed to offer the best solution for handling Chinese characters. China is expected to buy 50 million personal computers annually in the year 2010.
As for the value propositions that Apple offers, Apple has always been distinguished for its superior graphic design and innovative robust design. Easiness of use is one more quality which makes Apple ahead of other computer companies such as IBM compatible personal computers. This user friendliness is what made it possible for Apple to sell its products at a premium price at some stages. Apple's hit iMac was one of the clearest examples of value proposition by Apple. The new product had all its components housed in a distinctive translucent teal-and-white case bringing to the surface Apple's excellence in innovation. The iMac also stressed the user friendliness and easiness of the use of Apple products. In Jobs words, the iMac was "designed to deliver the things consumers care about most- the excitement of the internet and the simplicity of the Mac."
Launched in April 1978, Apple II is the considered one of the top hits in the history of Apple. Striving for a user friendly product, Apple was finally able to come up with a relatively simple machine that ordinary people could use out of the box. The Apple II led to a computing revolution that drove the personal computer industry to $ 1 billion in annual sales in less than three years. In fact, Apple II was the main reason for Apple to be the industry leader in a remarkably short time. By the end of the year 1980, Apple has sold more than 100 000 Apple IIs. As Exhibit 2 shows, Apple had gained more than 15% of the worldwide personal computer market by the year 1980. This stands in sharp contrast with its 3% of the same market in the year 2001. Another hit from Apple was the iMac- launched in August 1998- which was looked at as a breakthrough product that would restore the luster to Apple's brand. Fortunately, Apple was able to do so by emphasizing the simplicity of the Mac and the "plug- and- play" concept in the new iMac. Free Publicity helped Apple to sell 278000 units in the first six weeks. At the end of the year, sales were pushed to 800 000 with the help of discounting by retailers. Supported by the $ 100 million advertising campaign, Apple sold more than 6 million units, three years and a half after its launch. Exhibit 3 shows that share prices soared from $ 10 to $70 at the time when the iMac was launched. However, not all Apple's products were top hits. In November 1997, Apple introduced the G3 Power Mac to be followed next year by G3 PowerBooks. Both products were well received and they can be considered as a moderate hits. The G3 targeted business users and it could be used as network servers. Apple's shipments increased for the first time in two years. However, due to its high price, G3 PowerBook production and sale was suspended a few months after its release in July 2000. Moving down the scale, Apple had some products as failure. Lisa, Apple's next generation machine came into existence as Apple's first response to the IBM-compatible onslaught. This product was dropped soon after its launch in 1983 as it found few buyers. Lisa was over priced at $ 10 000 and was incompatible with IBM standard and even with the Apple II. The Pippin was another failure in the history of Apple. The $ 500 device that allowed users to play games, send e-mail, and surf the web on a TV sold only 12 000 units in the United States because of the severe competition. Therefore, the project was abandoned in early 1998.
Apple's success in both Apple II and the iMac proves that a company is more likely to achieve excellence and possess a top position in the market when it invests in its core competencies. Moreover, the chances get higher when the company gears its core competencies towards niche markets. In Apple II, investing in the superiority of Apple in the field of user friendliness was one of the major reasons of success. Moreover, in the latter, iMac, it was the excitement of the internet and the simplicity of the Mac combined that played an essential role in the success of the product. As for the Power Mac, it was primarily due to high price that the product didn't achieve the desired results. The inability to compete made the life cycle of the product's success so short. In the case of "Lisa", the main reason for Apple's failure was again the overpricing of the unit and the overemphasis on competing with IBM without taking into consideration the target markets and prospective customers buying capabilities.
Following on the above, I believe that Apple should be a niche player in investing on their core competencies in specific markets. There is so much data in the case that support this view. As mentioned before, Apple achieved one of its greatest achievements when they exploited Apple's capabilities in graphics and design to make the company a leader in desktop publishing and education. In 1990, Apple's share of the education market reached 50%. This market contributed roughly half of Apple's U.S. revenue.
To rap up the case, I believe that Apple should gear its advertising campaigns towards emphasizing the traditional and the most important core competencies that Apple enjoys: excellence in graphics and design along with the "plug and play" concept referring to the easiness and user friendliness of its products. The iMac represents a good example of how emphasizing the simplicity of the Mac in the advertising campaign brought the company back to profitability.
العنيــــدة جزاك الله الف خير انقذتيني من ورطة كبيرة :)
The target markets for Apple were education industry, businesses and home users. In 1996 education market constituted 41% of the company's market share. Unfortunately, this has dropped to 27% in a year, but it was still one of the company's target markets. Internationally, Apple targeted Japan and has its eye on china as a strong prospective customer in the year 2010. As for china, Apple builds hopes on the fact that Apple's software was widely believed to offer the best solution for handling Chinese characters. China is expected to buy 50 million personal computers annually in the year 2010.
As for the value propositions that Apple offers, Apple has always been distinguished for its superior graphic design and innovative robust design. Easiness of use is one more quality which makes Apple ahead of other computer companies such as IBM compatible personal computers. This user friendliness is what made it possible for Apple to sell its products at a premium price at some stages. Apple's hit iMac was one of the clearest examples of value proposition by Apple. The new product had all its components housed in a distinctive translucent teal-and-white case bringing to the surface Apple's excellence in innovation. The iMac also stressed the user friendliness and easiness of the use of Apple products. In Jobs words, the iMac was "designed to deliver the things consumers care about most- the excitement of the internet and the simplicity of the Mac."
Launched in April 1978, Apple II is the considered one of the top hits in the history of Apple. Striving for a user friendly product, Apple was finally able to come up with a relatively simple machine that ordinary people could use out of the box. The Apple II led to a computing revolution that drove the personal computer industry to $ 1 billion in annual sales in less than three years. In fact, Apple II was the main reason for Apple to be the industry leader in a remarkably short time. By the end of the year 1980, Apple has sold more than 100 000 Apple IIs. As Exhibit 2 shows, Apple had gained more than 15% of the worldwide personal computer market by the year 1980. This stands in sharp contrast with its 3% of the same market in the year 2001. Another hit from Apple was the iMac- launched in August 1998- which was looked at as a breakthrough product that would restore the luster to Apple's brand. Fortunately, Apple was able to do so by emphasizing the simplicity of the Mac and the "plug- and- play" concept in the new iMac. Free Publicity helped Apple to sell 278000 units in the first six weeks. At the end of the year, sales were pushed to 800 000 with the help of discounting by retailers. Supported by the $ 100 million advertising campaign, Apple sold more than 6 million units, three years and a half after its launch. Exhibit 3 shows that share prices soared from $ 10 to $70 at the time when the iMac was launched. However, not all Apple's products were top hits. In November 1997, Apple introduced the G3 Power Mac to be followed next year by G3 PowerBooks. Both products were well received and they can be considered as a moderate hits. The G3 targeted business users and it could be used as network servers. Apple's shipments increased for the first time in two years. However, due to its high price, G3 PowerBook production and sale was suspended a few months after its release in July 2000. Moving down the scale, Apple had some products as failure. Lisa, Apple's next generation machine came into existence as Apple's first response to the IBM-compatible onslaught. This product was dropped soon after its launch in 1983 as it found few buyers. Lisa was over priced at $ 10 000 and was incompatible with IBM standard and even with the Apple II. The Pippin was another failure in the history of Apple. The $ 500 device that allowed users to play games, send e-mail, and surf the web on a TV sold only 12 000 units in the United States because of the severe competition. Therefore, the project was abandoned in early 1998.
Apple's success in both Apple II and the iMac proves that a company is more likely to achieve excellence and possess a top position in the market when it invests in its core competencies. Moreover, the chances get higher when the company gears its core competencies towards niche markets. In Apple II, investing in the superiority of Apple in the field of user friendliness was one of the major reasons of success. Moreover, in the latter, iMac, it was the excitement of the internet and the simplicity of the Mac combined that played an essential role in the success of the product. As for the Power Mac, it was primarily due to high price that the product didn't achieve the desired results. The inability to compete made the life cycle of the product's success so short. In the case of "Lisa", the main reason for Apple's failure was again the overpricing of the unit and the overemphasis on competing with IBM without taking into consideration the target markets and prospective customers buying capabilities.
Following on the above, I believe that Apple should be a niche player in investing on their core competencies in specific markets. There is so much data in the case that support this view. As mentioned before, Apple achieved one of its greatest achievements when they exploited Apple's capabilities in graphics and design to make the company a leader in desktop publishing and education. In 1990, Apple's share of the education market reached 50%. This market contributed roughly half of Apple's U.S. revenue.
To rap up the case, I believe that Apple should gear its advertising campaigns towards emphasizing the traditional and the most important core competencies that Apple enjoys: excellence in graphics and design along with the "plug and play" concept referring to the easiness and user friendliness of its products. The iMac represents a good example of how emphasizing the simplicity of the Mac in the advertising campaign brought the company back to profitability.
العنيــــدة جزاك الله الف خير انقذتيني من ورطة كبيرة :)