{"id":792,"date":"2023-07-26T11:55:19","date_gmt":"2023-07-26T11:55:19","guid":{"rendered":"https:\/\/gap.h216182.dpsmedia.vn\/?p=792"},"modified":"2023-08-03T08:23:51","modified_gmt":"2023-08-03T08:23:51","slug":"apple","status":"publish","type":"post","link":"https:\/\/gap-institute.com\/en\/apple\/","title":{"rendered":"APPLE"},"content":{"rendered":"

T\u00e1c gi\u1ea3: David Yoffie & Eric Baldwin, Harvard University.<\/span><\/i><\/p>\n

INTRODUCTION:<\/b><\/p>\n

\u0110\u00e2y l\u00e0 case study mua b\u1ea3n quy\u1ec1n t\u1eeb Harvard Business Review, \u0111\u01b0\u1ee3c H\u1ecdc vi\u1ec7n G.A.P s\u1eed d\u1ee5ng trong ch\u01b0\u01a1ng tr\u00ecnh Business Case d\u00e0nh cho sinh vi\u00ean n\u0103m 4 v\u1edbi m\u1ee5c ti\u00eau \u1ee9ng tuy\u1ec3n v\u00e0o c\u00e1c t\u1eadp \u0111o\u00e0n \u0111a qu\u1ed1c gia, c\u00e1c ch\u01b0\u01a1ng tr\u00ecnh Management Trainee, v\u00e0 c\u00e1c t\u1eadp \u0111o\u00e0n t\u00e0i ch\u00ednh, t\u01b0 v\u1ea5n, \u0111\u1ea7u t\u01b0. Case study \u201cApple\u201d \u0111\u01b0\u1ee3c d\u00f9ng trong chuy\u00ean \u0111\u1ec1 \u201cProduct Launching & Customer Empathy\u201d.<\/span><\/p>\n

B\u00ean d\u01b0\u1edbi l\u00e0 t\u00f3m t\u1eaft c\u1ee7a case study.<\/span><\/p>\n

SUMMARY\u00a0<\/b><\/p>\n

Apple\u2019s competitive position changed fundamentally in 1981 when IBM entered the PC market. Sculley pushed the Mac into new markets, most notably in desktop publishing and education (1985-1993), then In June 1993, Sculley was replaced by Michael Spindler, the company\u2019s president, who had high hopes for a revolutionary OS that would turn around the company\u2019s fate and had plans to push international growth but still not succeed. At that time, insiders believed that Apple was within 90 days of bankruptcy. To save the company, Jobs became the company\u2019s interim CEO in September 1997 and sought to bring a new culture to Apple. Jobs viewed Apple\u2019s control of both hardware and software, one of the few remaining in the PC industry, as a unique strength. Apple subsequently revamped its product line to offer machines that could deliver a cutting-edge, tightly integrated user experience. During the three years after Steve Jobs\u2019s death, Apple witnessed spectacular revenue growth, driven by booming iPhone and iPad sales. The company had become \u201cthe Nordstrom of technology\u201d with the launch of iTunes, Apple App Store, and iCloud. After Jobs had revolutionized music, phones, and computing between 2001 and 2011, Apple fans were expecting for the next revolution under Cook. Hoping to meet those expectations, Cook announced his first new major product initiative in September 2014: the Apple Watch, Apple\u2019s entry into wearable technology, which brings smartphone applications to the user\u2019s wrist. Cook also introduced Apple\u2019s new mobile payment system – Apple Pay – then also became so popular that dozens of retailers had pledged to accept Apple Pay in their stores. While almost everything that Apple had touched in the first decade of the 21st century turned to gold, the record was not unblemished. Apple had two notable products that failed to live up to expectations: Mac Mini and Apple TV. Apple had performed above everyone\u2019s expectations in Cook\u2019s first three years as CEO. Despite this success, some observers worried that Apple had become overly dependent on the iPhone and pondered how long Apple could sustain its growth without the introduction of truly innovative new products<\/span><\/p>\n

SHORT TEXT<\/b><\/p>\n

Apple\u2019s proliferation under the terms of Steve Jobs and Tim Cook with the brand\u2019s breakthroughs in the competitive tech market. The expectation and worriedness of observers about its potential in the future.<\/span><\/p>\n

KEY QUESTION OF THE CASE:<\/b><\/p>\n

Prepare a strategy deck for Tim Cook to address 2 key questions as follows: Could Apple Watch and Apple Pay really be the next iPhone and iTunes? And what steps did Tim Cook and Apple need to take to drive that success?<\/span><\/p>\n

GHI CH\u00da:<\/b><\/p>\n

Case study n\u00e0y y\u00eau c\u1ea7u ng\u01b0\u1eddi h\u1ecdc \u0111\u00f3ng vai tr\u00f2 t\u01b0 v\u1ea5n chi\u1ebfn l\u01b0\u1ee3c cho Tim Cook v\u00e0 t\u1eadp \u0111o\u00e0n Apple trong vi\u1ec7c \u0111\u00e1nh gi\u00e1 vai tr\u00f2 chi\u1ebfn l\u01b0\u1ee3c c\u1ee7a 2 s\u1ea3n ph\u1ea9m Apple Watch v\u00e0 Apple Pay. \u0110\u1ed3ng th\u1eddi, ng\u01b0\u1eddi h\u1ecdc s\u1ebd \u0111\u1ec1 xu\u1ea5t m\u1ed9t b\u1ea3n k\u1ebf ho\u1ea1ch chi\u1ebfn l\u01b0\u1ee3c \u0111\u1ec3 tri\u1ec3n khai vi\u1ec7c \u0111\u01b0a v\u00e0 \u0111\u1ea9y m\u1ea1nh Apple Watch v\u00e0 Apple Pay tr\u00ean th\u1ecb tr\u01b0\u1eddng.<\/span><\/p>\n

H\u1ecdc vi\u00ean t\u1ea1i ch\u01b0\u01a1ng tr\u00ecnh Business Case c\u00f3 1 tu\u1ea7n \u0111\u1ec3 chu\u1ea9n b\u1ecb cho b\u1ea3n ph\u00e2n t\u00edch chi\u1ebfn l\u01b0\u1ee3c, b\u00e0i thuy\u1ebft tr\u00ecnh v\u00e0 c\u00f3 15 ph\u00fat \u0111\u1ec3 tr\u00ecnh b\u00e0y tr\u01b0\u1edbc c\u00e1c gi\u1ea3ng vi\u00ean gi\u00e0u kinh nghi\u1ec7m c\u1ee7a G.A.P.<\/span><\/p>","protected":false},"excerpt":{"rendered":"

T\u00e1c gi\u1ea3: David Yoffie & Eric Baldwin, Harvard University. L\u1edcI D\u1eaaN: \u0110\u00e2y l\u00e0 case study mua b\u1ea3n quy\u1ec1n t\u1eeb Harvard Business Review, \u0111\u01b0\u1ee3c H\u1ecdc vi\u1ec7n G.A.P s\u1eed d\u1ee5ng trong ch\u01b0\u01a1ng tr\u00ecnh Business Case d\u00e0nh cho sinh vi\u00ean n\u0103m 4 v\u1edbi m\u1ee5c ti\u00eau \u1ee9ng tuy\u1ec3n v\u00e0o c\u00e1c t\u1eadp \u0111o\u00e0n \u0111a qu\u1ed1c gia, c\u00e1c ch\u01b0\u01a1ng tr\u00ecnh Management…<\/p>","protected":false},"author":1,"featured_media":949,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[15],"tags":[],"class_list":["post-792","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-case-study"],"acf":[],"yoast_head":"\nAPPLE - G.A.P<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/gap-institute.com\/en\/apple\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"APPLE\" \/>\n<meta property=\"og:description\" content=\"T\u00e1c gi\u1ea3: David Yoffie & Eric Baldwin, Harvard University. 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