如何戰(zhàn)勝蘋果
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????美國(guó)達(dá)特茅斯學(xué)院（Dartmouth）教授羅恩?阿德納在《哈佛商業(yè)評(píng)論》（Harvard Business Review）中寫道,，“創(chuàng)新游戲規(guī)則正發(fā)生變化,。”交付偉大的產(chǎn)品不再是成功的充分條件,?？紤]到【亞馬遜（Amazon）Kindle】Fire內(nèi)存受限,，處理器落后，而且缺少攝像頭,，但其一樣能取得成功,，因此，偉大的產(chǎn)品現(xiàn)在甚至并非成功的必要條件,。當(dāng)下的重中之重是提供完善的解決方案,。 ????阿德納表示，就目前的情況而言,，在個(gè)人消費(fèi)市場(chǎng)取得成功的關(guān)鍵在于建立和維護(hù)關(guān)系,，既包括和消費(fèi)者的關(guān)系，也包括與合作伙伴的關(guān)系,。蘋果（Apple）和亞馬遜都深諳此道,，而制造Android設(shè)備的其它公司則還在苦苦摸索之中。 ????阿德納稱：“蘋果的絕大部分對(duì)手在倉(cāng)促‘圈地’的過(guò)程中都忽視了一些關(guān)鍵的節(jié)點(diǎn),，沒(méi)能將整個(gè)生態(tài)系統(tǒng)凝聚成一個(gè)具有內(nèi)在統(tǒng)一性的整體,。” ????阿德納表示,，當(dāng)然,，亞馬遜的商業(yè)模式只是蘋果的鏡像而已,。 ????亞馬遜力圖在自己涉足的領(lǐng)域和盈利模式上有別于蘋果,。每臺(tái)iPad銷售行為發(fā)生的瞬間，蘋果就已經(jīng)拿走了其中絕大部分利潤(rùn),，而其合作伙伴的收益會(huì)隨著用戶使用蘋果服務(wù)而水漲船高,。亞馬遜在這一點(diǎn)上有所不同，它的收益貫穿整個(gè)產(chǎn)品周期,，每次用戶在其平臺(tái)購(gòu)買產(chǎn)品,，亞馬遜都能獲得相應(yīng)收益。如果說(shuō)蘋果的模式是：“錢我先賺了,，以后（也許）會(huì)有你們的份”】,，那么，亞馬遜的模式則是：“有錢大家一起賺”,，它的激勵(lì)機(jī)制似乎與合作伙伴的利益更一致,。 ????聰明人的做法。感謝布賴恩?霍爾指出了這一點(diǎn),。 ??? 譯者：項(xiàng)航 |
????"The innovation game is changing," writes Dartmouth's Ron Adner in the Harvard Business Review. "Delivering great products is no longer sufficient for success. And as the [Amazon's Kindle] Fire's limited memory, ho-hum processor, and lack of camera demonstrate, great products may not even be necessary. Rather, what matters is delivering great solutions." ????The key to success in consumer electronics these days, Adner maintains, is building and maintaining relationships -- with consumers and with partners. This is something Apple (AAPL) and Amazon (AMZN) understand. The companies turning out Android devices may not. ????"In the rush to match the pieces," he writes, "most of Apple's rivals have missed the critical connections that draw the entire ecosystem together into a coherent whole." ????Amazon's business model, of course, is the mirror image of Apple's, as Adner notes: ????Amazon is differentiating itself from Apple in terms of both its footprint and its profit model. Apple captures the bulk of its profits the moment an iPad is sold, while its partners capture value over time as users consume services. In contrast, Amazon's profits accrue over the lifetime of the customer with every on-platform purchase In this regard, Amazon's incentives seem more aligned with those of its media partners ("we win together over time") than Apple's with its partners ("I win first; you later...maybe"). ????Smart stuff. Thanks to Brian S Hall for spotting it. |
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