Figure no 3. Toyota avoiding a frontal attack for 18 years (1965-1983)

It took Toyota 18 years from 1965 entry to finally make a frontal attack on the big three US companies (Figure no.3), which it did by entering the over compact segment with the Camry in 1983. Eventually, Toyota moved into the luxury segment with the six and eight – cylinder Lexus for 40,000 dollars and 80,000 dollars respectively (at 2005 prices).

Both were part of a circling strategy by Toyota.

 

Бритиш Петролеум

BP plc — британская нефтегазовая компания, вторая по величине публично торгующаяся нефтегазовая компания в мире.

Деятельность компании ведётся на основе пятилетних и годовых планов стратегического развития, преследующих 3 основных цели:

§ Стимулирование роста за счет достижения конкретных результатов, особенно в части извлечения прибыли, при вложении средств в объемах, обеспечивающих долгосрочный рост.

§ Увеличение дивидендов на акцию в рамках нашей политики.

§ Возврат акционерам свободных денежных средств, остающихся после реинвестирования в бизнес и выплаты дивидендов.

Разведка и добыча нефти и газа.

Стратегия компании состоит в увеличении добычи за счет поиска самых крупных месторождений, концентрации внимания на ограниченном количестве самых богатых нефтегазоносных бассейнов в мире, закреплении ведущих позиций в этих регионах, эффективном управлении активами со снижающимся уровнем добычи, продаже неконкурентоспособных активов.

Нефтепереработка и сбыт.

Компания уделяет основное внимание своим основным нефтеперабатывающим заводам, где высокий уровень производства обеспечивается за счет масштабов и гибкости процесса, а также высокого уровня качества. Планируется расширять производство ароматических соединений и ацетилов (А&A) путем использования высоких технологий и строительства нового завода по производству очищенной терефталевой кислоты в Азии и укрепления конкурентоспособности.

Газ, электроэнергетика и возобновляемые источники энергии.

Стратегической целью компании остается завоевание лидирующих позиций среди мировых поставщиков газа путем использования ключевых объектов инфраструктуры, увеличения валовой прибыли за счет поставки газа целевым категориям потребителей и оптимизации производственно-сбытовой цепи газа и других источников энергии. Создано подразделение «Альтернативная Энергия ВР», которое будет заниматься производством и сбытом низкоуглеродной энергии. В ответ на растущий спрос на экологически более чистое топливо BP расширяет свое присутствие на быстрорастущих рынках природного газа, сжиженного газа и низкоуглеродных видов энергии. Компания работает на крупных месторождениях природного газа в районе основных рынков сбыта, владеет значительной долей участия в сети газопроводов и занимает стабильные позиции в производстве сжиженного природного газа (СПГ) в районе Тихого и Атлантического океанов. СПГ-бизнес компании расширяется, компания получает доступ к импортным терминалам в странах азиатско-тихоокеанского региона, Северной Америки и Европы. Компания активно использует в глобальном масштабе свои устойчивые позиции на американском рынке производства и сбыта природного газоконденсата.

Внешнеэкономическая деятельность компании BP характеризуется высокой активностью компании в существующих и перспективных районах добычи (интересы в 25 странах мира), активным использованием мощностей переработки на территории страны сбыта и высокой степенью представленности продуктов компании на рынках стран мира (более чем в 100 странах мира).

ПЕРЕВОД

BP plc-British oil company, the second-largest publicly traded oil company in the world.The company's activity is based on the five-year and annual plans for the strategic development, pursuing three main objectives:

 Promoting growth through concrete results, especially in the profit when investing in the volumes that provide long-term growth.

 Increase in dividends per share as part of our policy.

 Return to shareholders surplus funds remaining after reinvestment in the business and the payment of dividends.

Exploration and production of oil and gas.

The company's strategy is to increase production by finding the largest fields, focusing on a limited number of the richest oil and gas basins in the world, consolidating its leading position in these regions, the effective management of assets with declining production levels, the sale of non-competitive assets.

 

Refining and marketing.

The company focuses on its main oil refinery, where a high level of production achieved by the scale and flexibility of the process, as well as high quality. Plan to expand the production of aromatic compounds and acetylene (A & A) by the use of high technology and the construction of a new plant for the production of purified terephthalic acid in Asia and strengthen competitiveness.

Gas, power and renewable energy sources.

The strategic goal is the conquest of the leading positions among the world's largest suppliers of gas through the use of key infrastructure, increase in gross profit due to gas supply targeted categories of consumers and optimize the supply chain of gas and other energy sources.

A subdivision "BP Alternative Energy," which will manufacture and marketing of low-carbon energy. In response to the growing demand for more environmentally friendly fuels BP is expanding its presence in fast-growing markets of natural gas, liquefied natural gas and low-carbon energy sources. The company is working on large deposits of natural gas in the major markets, has a significant interest in the gas pipeline network, and holds a stable position in the production of liquefied natural gas (LNG) in the Pacific and Atlantic oceans. LNG business of the company is expanding, the company has access to import terminals in the Asia-Pacific region, North America and Europe. The company is actively using its globally stable position in the U.S. market for the production and marketing of natural gas liquids.

Foreign economic activity of BP is characterized by high activity of the company in existing and future mining areas (interests in 25 countries), the active use of refining capacity in the country sales and high representation of the company's products in the markets of the world (more than 100 countries).

 

Стив Мадден

Steve Madden is easily America's most successful shoe designer. Considered the fashion footwear mogul of the 21st century, Madden has been responsible for the design and marketing of the company's trendsetting shoes for the past two decades. His vision to give young, fashion forward men and women a unique way to express their individuality through style resulted in millions of customers worldwide and propelled his designs to the forefront of the fashion industry.

 

In 1990, with a mere $1,100 in his bank account, Madden started crafting shoe designs from his Queens-based factory and the Steve Madden brand was born. With sheer guts, years of experience in the footwear industry, and unique creative designs, Steve Madden formed his own successful enterprise.

 

A year later, Madden introduced a redefined version of platform shoes, resulting in one of the most spectacular success stories in the early 1990's. Inspired by his favorite rock and roll stars of the 1970s, the thick, chunky heel became Steve Madden's signature and a phenomenon in women's shoes.

 

Madden's footwear vision is continuously evolving. Steve once said, "What inspires me is what I see people wearing on the streets of the world from New York to London and beyond. I get my ideas and inspiration from pounding the pavement all over the world. Today, fashion is dictated by individual style. To me, the fashion of the future is anything that a young guy or girl feels good wearing as long as it's put together in the right way."

 

Today, the Steve Madden brand represents a lifestyle. It is about embracing fashion while still maintaining that funky independence that first defined the brand 20 years ago. Expanding now into apparel and other accessories such as dresses, handbags, belts, sunwear, cold weather, outerwear and hosiery, Steve Madden is always looking toward to the future. As 2011 begins, more exciting opportunities are on the horizon including re-packaging, new store design rollout and expansion in global markets

 

Steven Madden, Ltd. engages in designing, sourcing, marketing, and selling fashion-forward name brand and private label footwear for women, men, and children. The company also offers name brand and private label fashion handbags and accessories. The company's products are distributed through retail stores and e-commerce Website and in department stores, specialty stores, luxury retailers, national chains and mass merchants throughout the United States. In addition, the company has special distribution arrangements for the distribution of products in Asia, Canada, Europe, the Middle East, Mexico, Australia, Central and South America and India. Segments The company's business is comprised of five segments: Wholesale Footwear, Wholesale Accessories, Retail, First Cost and Licensing. Wholesale Footwear segment Steve Madden Women's: The company designs, sources, and markets its Steve Madden brand to major department stores, mid-tier department stores, specialty stores and independently owned boutiques throughout the United States. To serve its customers (primarily women ages 16 to 35), Steve Madden Women's creates and markets fashion forward footwear designed to appeal to customers seeking exciting, new footwear designs. New products for Steve Madden Women's are test marketed at company-owned retail stores. Madden Girl: The company designs, sources, and markets a collection of directional young women's shoes under the Madden Girl brand. Madden Girl is geared for young women ages 13 to 20, and is an 'opening price point' brand sold at major department stores, mid-tier retailers, and specialty stores. Steve Madden Men's: The company designs, sources, and markets a collection of directional men's shoes and fashion forward athletic shoes for men under the Steve Madden brand to major department stores, mid-tier department stores, better specialty stores and independent shoe stores throughout the United States as well as in retail stores. Steven: The company designs, sources, and markets women's fashion footwear under the Steven trademark through major department and better footwear specialty stores throughout the United States, as well as in retail stores. Steven products are designed to appeal principally to fashion conscious women, ages 25 to 45, who shop at department stores and footwear boutiques. lei: In 2008, the company entered into a license agreement with Jones Investment Co. Inc., under which it has the right to use the lei trademark in connection with the sale and marketing of footwear exclusively to Wal-Mart. Elizabeth and James: In 2008, the company entered into a license agreement with Dualstar Entertainment Group, LLC, under which it has the right to use the Elizabeth and James trademark in connection with the sale and marketing of footwear. The Elizabeth and James brand, which was created by Mary-Kate and Ashley Olsen, is distributed through luxury retailers to women ages 25 to 36. Olsenboye: In 2009, the company entered into a license agreement with Dualstar Entertainment Group, under which it has the right to use the Olsenboye trademark in connection with the sale and marketing of footwear exclusively to JC Penney. Stevies and Steve Madden Kids: Stevies and Steve Madden Kids brands are designed, sourced and marketed for young girls, ages 6 to 12, via department stores, specialty stores and independent boutiques throughout the United States. Big Buddha Shoes: In 2010, the company acquired all of the outstanding shares of stock of privately held Big Buddha from its sole stockholder. Its new Big Buddha Shoe brand is sold at department stores and specialty stores. Madden: The company's Madden brand includes a collection of men's shoes. Madden brand is sold at major department stores, mid-tier retailers and specialty stores. Betsey Johnson Shoes: In 2010, the company acquired the Betsey Johnson trademark and substantially all other intellectual property of Betsey Johnson LLC. Betsey Johnson shoes are distributed through department stores and online retailers. Superga: In 2011, the company entered into a license agreement with Basic Properties America Inc. and Bas icNet SpA, for use of the Superga trademark in connection with the marketing and sale of footwear. Report: The company designs, manufactures, markets, and sells Report brand to major department stores, mid-tier department stores, better specialty stores and independently owned boutiques throughout the United States. International Division: The International Division ships products to Asia, Canada, Europe, the Middle East, Mexico, Australia, and Central and South America. Private label business: The company designs, sources and markets private label footwear primarily to specialty retailers, mid-tier chains and mass merchants. In addition, it designs, sources, and markets footwear for third party brands, such as Material Girl and Candies. Wholesale Accessories segment The Wholesale Accessories segment designs, sources and markets name brand (including Daisy Fuentes and Olsenboye, each under license, and Steve Madden, Steven by Steve Madden, Betsey Johnson, Betseyville and Big Buddha brands) and private label fashion handbags and accessories to major department stores, mid-tier department stores, value price retailers and independent stores throughout the United States. In addition, the company markets and sells cold weather accessories, fashion scarves, wraps and other trend accessories primarily under Cejon and the Steve Madden brand names and private labels to department stores and specialty stores. Retail segment As of December 31, 2011, the company's wholly-owned subsidiary, Steven Madden Retail, Inc., owned and operated 84 retail stores including 73 Steve Madden full price stores, 6 Steve Madden outlet stores, 3 Steven stores, 1 Report store, and 1 e-commerce Website. First Cost segment The First Cost segment includes activities of a wholly owned subsidiary of the company that earns commissions for serving as a buying agent for footwear products under private labels and licensed brands (such as Candie's) for the large mass-market merchandisers, shoe chains and other mid-tier retailers. The First Cost segment serves as a buying agent for the procurement of women's, men's and children's footwear for large retailers, including Kohl's, Bakers, K-Mart and Sears. Licensing segment The company licenses Steve Madden and Steven by Steve Madden trademarks for use in connection with the manufacture, marketing and sale of sunglasses, eyewear, outerwear, bedding, hosiery and women's fashion apparel, jewelry and luggage. In addition, the company licenses the Betsey Johnson and Betseyville trademarks for use in connection with the manufacture, marketing and sale of apparel, jewelry, swimwear, eyewear, watches, fragrances and outerwear. Significant Events In May 2011, the company acquired all of the outstanding shares of capital stock of the closely held company, The Topline Corporation (Topline). Topline and its subsidiaries design, manufacture, market, and sell private label and branded women's footwear primarily to department stores, specialty retailers, and mass merchants. In May 2011, the company acquired all of the outstanding shares of capital stock of privately held Cejon, Inc. and Cejon Accessories, Inc. from the sole stockholder of these companies, as well as all of the outstanding membership interests in New East Designs, LLC. The company designs, markets and sells cold weather accessories, fashion scarves, wraps and other trend accessories primarily under the Cejon brand name. Customers The company's wholesale customers consist principally of better department stores, mid-tier department stores, mass merchants, specialty stores, including independent boutiques, and catalog retailers. Its customers include DSW, Macy's, Nordstrom, Dillard's, Famous Footwear, Lord & Taylor, Target and Wal-mart. Competition The company competes with specialty shoe and accessory companies as well as companies with diversified footwear product lines, such as Nine West, Jessica Simpson, Guess, Ugg, and Aldo. History Steven Madden, Ltd. was founded in 1990.

 

Форд

Ford Motor Company is currently the fourth largest automaker in the world (wikipedia.com, 2008). The company has been in operation in the United States since it's incorporation on June 16, 1903 (Wikipedia.com, 2008). The current plan of the company has been set forth for it to meet the changing demands of the consumer worldwide and to meet these objectives; the company has set forth a bold initiative requiring firm management ability and exceptional leadership to usher in a new era of prosperity for Ford Motor Company. To understand the tasks faced by Ford Motor Company in creating an organizational culture for the 21st Century, the objectives that the company aims to meet as it progresses forward into the future should be analyzed.

Ford Motor Company Executive Chairman William Clay Ford Jr. states this purpose with one sentence, "environmental sustainability is the most important issue facing businesses in the 21st century" (Ford.com, 2008). The mission of the company is to drive the direction of Ford Motor Company to meet the demands of the consumer and the world in creating technologies that meet mobility needs will providing increasingly less environmental impact. According to Ford, the company has begun a consortium on the issue of sustainability and the future of Ford Motor Company (Ford.com, 2008). The issue that this consortium aims to address will be issues for short, medium, and long-term sustainability. As Ford Motor Company continues to innovate to meet the demands of the changing business market it becomes necessary to understand the challenge they face and the ways that the management and leadership of Ford Motor Company plans to meet these challenges.

One of the issues Ford Motor Company considers paramount to the continued viability and success of their products is initiatives to confront the issues of global warming. At Ford Motor Company they believe that "that climate change poses a range of risks and opportunities for our Company, the environment and the global community (Ford.com, 2008). To confront these issues the leaders of the company believe that the direction of the company needs the company "committed to doing our part to achieve climate stabilization" (Ford.com, 2008). To meet these demands they believe it "will require significant increases in vehicle fuel economy globally, as well as the development of lower-carbon fuels" (Ford.2008). As the world begins to face the increasing possibility of climate change the decision of Ford Motor Company to confront these issues is paramount to the success of the company and a shining example of what leadership is. To best understand how this is being implemented and the management that is needed to succeed in this direction, a look at further examples of Ford Motor Company's Initiatives is in order.

Through successful management of the policies set forth for sustainability, Ford has begun "targeting a 30 percent reduction in U.S. and EU new vehicle CO2 emissions, relative to the 2006 model year baseline, by 2020" (Ford.com, 2008). In addition to implementing plans for reducing emissions Ford is an advocate for U.S. legislation that aims to reduce the emission of greenhouse gases throughout the entire economy (Ford.com, 2008). This commitment to reducing greenhouse gases can only be done on the factory level and will require excellent management to see the vision of the leaders of the company come to fruition. Reaching these goals will require the company to implement many new practices and to pioneer new technologies that can maintain the direction of the company as it continues to reach for suck noble goals. Without the effective leadership and management that the company possesses these tasks would prove to be insurmountable. To illustrate the effect these policies can create company wide, an analysis of current operating procedures is necessary.

To meet the new challenges facing the company and to help to guarantee increased sustainability, Ford Motor Company has implemented new deals with many of the union organizations that make up their workforce. In 2007 the company eliminated approximately 7,800 salaried employees through early retirements and voluntary separation packages (Ford.com, 2008). Unfortunately, in business, cutbacks to achieve progress are sometimes necessary. This is signs of good leadership, the ability to make the hard choice.

One impact that the gradually increasing economic conditions has had on Ford Motor Company is steadily eroding sales of their flagship F-Series line of trucks. According to the article in USA Today, Ford Motor Company lost $7.2 billion in the first nine months of 2006 (USATODAY.com, 2007). As a result of these losses the company needed to make decisive decisions to turn the company around. By mortgaging assets to pay to implement a broad restructuring of the company, Ford Motor Company plans to focus on areas of new product development to remain in line with changing consumer demand (USATODAY.com, 2007). Although economic conditions have added to the steady deterioration of Ford market share recently, global competition has also had an effect.

Ford Motor Company has had to deal with a loss of Market share of 9% percent in the decade leading up to 2006. Part of this has been as a result of the increasing prominence of foreign brands on the U.S. market. According to the article at USATODAY.com, "Toyota has seen its U.S. sales rise, beating Ford out for the No. 2 sales spot in July and November" (USATODAY.com, 2007). As global competitors continue to win market share away from Ford Motor Company the company has been faced with making drastic decisions to maintain a viable entity in the automotive market. As a result of this, Ford Motor Company sold two trouble lines, Jaguar and Land Rover in 2008 to Tata Motors Ltd, a company out of India (Newsvine.com, 2008). The sales of these lines are a result of the company's plans to focus on traditional model lines and cut unnecessary expenditures (Newsvine.com, 2008). To increase the ability of the company to remain competitive in a slowing economy and in the face of global competition, Ford Motor Company has shown the necessary leadership and management ability to be successful well into the 21st Century.

Ford Motor Company's ability to implement effective management and leadership is aimed to allow the company to be poised for a bright economic future. Economic changes continue to transform the way business is conducted within Ford Motor Company. For the company to continue to be successful it requires recognizing the paths they face and implementation of policies that will allow the company to themselves to confront obstacles and to achieve the goals they've set. To meet these demands the company must take the steps necessary and capable management and strong leadership are necessary at the highest levels. Ford Motor Company has produced a plan for sustainability that illustrates the power of effective management and precise leadership.

 

Эппл

Even though Apple never sold directly to consumers before they opened that first store ten years ago in Tyson’s Corner, Virginia, Apple now boasts some incredible bragging rights for its retail channel:

Apple operates over 360 retail stores which employs over 40,000 people;

Apple plays host to more than a million visitors every day;

Apple’s retail operations are on track to generate more than $20 billion in 2012

Amazingly, Apple’s stores average over $7,000 per square foot which is more than twice the former gold-standard Tiffany & Company.

It is estimated that Apple’s Fifth Avenue store generates over $35,000 per square foot making it the highest grossing retailer in New York - ever.

 

Amazing what great Apple marketing and great customer experiences have done for Apple...Apple Stores are the highest performing stores in retail history!

 

Just as Apple used these 5 secrets of marketing to become the world's most valuable company, Apple used 5 other secrets of retail to become the world's best retailer. I may reveal those secrets here soon so stay tuned!

http://www.marketingapple.com/Marketing_Apple_eBook.pdf

Зайдите на страничку там 5 секретов маркетинга епл

 

There are a couple of things making a successful phone maker the world’s largest company in market cap and if we knew them all we’d be starting our own company, but one of the most universal lessons one can draw from Apple’s success is that inventory management is very, very important.

 

And despite Apple having this aura of innovation it deserved with the iPhone and the iPad, and despite Steve Jobs being widely perceived as a product guy and design maximalist, he did not appoint a techie or a designer to manage Apple. He appointed Apple’s most disciplined inventory manager, former Chief Operating Officer, Tim Cook. And this alone is telling.

 

Cook’s career with Apple starts almost at the same time when Steve Jobs re-entered the company after winding up NeXT. At the time, Apple distribution was a mess. What’s not often mentioned is that Tim Cook transformed this model. He did away with Apple’s own manufacturing and opted for contract manufacturers, and led distribution with his “inventory is evil” view.

 

He has mentioned that inventory deprecates very, very quickly, comparing the way it loses value to the way milk goes bad in a couple of days. Cook has mentioned estimates that inventory loses 1% to 2% of its value each week under standard conditions.

 

This vision is what has allowed Apple to fully harvest its technological breakthroughs. 37 million iPhones sold in Q4 2011 shows incredible inventory management. And while previously Dell was the front-runner of a build-to-order model, Apple is currently clearly the market leader when it comes to the way it runs inventory.

 

To measure this, analysts usually turn to two indicators. “Inventory Turnover” shows how many times the current inventory balance of a company could be sold and replaced over a specific period. The higher the number here, the better.

 

The second indicator is “Days of Inventory.” This is a similar metric showing how long it would take for a company to sell through all of its inventory. In other words, days of inventory indicates how much inventory a company holds. The lower the number here, the better.

 

Apple is incredibly efficient in managing inventory.

 

And looking back, you’d see that Apple has been historically extremely efficient with its inventory. Actually, often times when you order online, the product is shipped directly from China, so Apple doesn’t even have to look at it at all. When demand goes through the roof, Apple reacts relatively quickly with huge hiring sprees over at Foxconn. And the recent extremely well orchestrated iPad launch only underlines one of the biggest advantages Apple has - delivering a product days after the announcement, while other companies take weeks and often months.

 

«Дизайн - это не только внешний вид продукта. Это то, как продукт работает» - Стив Джобс.

 

Apple… в чем секрет успеха этой американской компании? В производительности их продуктов? - врядли. Ноутбуки Apple превосходят в цене верхние модели других производителей, однако начинка яблочного продукта уступает по своему быстродействию конкурентным ПК. Широкий набор эксклюзивных возможностей? - тоже врядли. Абсолютно вся продукция Apple плохо интегрируется со сторонними устройствами, у Apple iPhone, и вовсе, отсутствует даже BlueTooch. Основной и, пожалуй, единственный фактор, который заставляет пользователей со всего мира покупать iPod, iPhone, iPad, MacBook - это дизайн в самом широком смысле этого слова.

 

Дизайн здесь - это правильная подача вирусной рекламы, это красивая цена, это минимализм в облике продукта, это стиль работы самого устройства. Все вышеуказанные факторы в совокупности порождают моду на стильные простые на вид, но безумно технологичные устройства. И не важно, что в продукции Apple многого недостает - важно лишь то, что все имеющееся в устройствах от Apple выполнено со своей особенной изюминкой.

 

Во многом создание такого облика Apple помогла их знаменитая реклама Think Different, смысл которой весьма прост - если у тебя Apple - ты не такой как все, ты не серая масса. Компания Apple дала альтернативу приевшимся устройствам и операционным системам. Такой подход к продукции сформировал вокруг детищ Стива Джобса преданное сообщество. Генеральный директор компании стал едва ли не объектом поклонения. Иконизация Apple - вот что мы наблюдаем на протяжении последних нескольких лет.

 

На сегодняшний день количество прямой рекламы продукции Apple минимально - теперь продвижением яблочного продукта занимаются грамотные маркетологи и креативные директора. Они не подпускают журналистов близко к своей продукции, создают ажиотаж, играют на простейшем чувстве людей - природном любопытстве. Благодаря отсутствию информации, вокруг новинки порождается живой шум, создаются очереди за новой версией iPad, а об этом уже напишет вся мировая пресса. Сегодня Apple рекламировать не требуется, рекламировать его - тоже самое, что рекламировать развитую лидирующую страну - о ней итак все скажут.

 

За пол года до выпуска нового продукта, Apple запускают слухи о новом устройстве, стараясь подать пользователю наименьшее количество информации, чтобы заинтриговать его - такие интриги куда интереснее, чем сухой пресс-релиз и ожидание. Apple играет с покупателями в живую, но очень дорогую для последних игру.

 

Еще один секрет успеха Apple - это правильно выверенная продуктовая линейка. У них нет, и никогда не будет продукции в духе Siemens HGCB-123XG-9g. Ну разве это название? С Apple не запутаться - «айфон», «айпод», «айпад», «макбук». После названий следует лишь цифра, которая передает лишь версию данного устройства - все просто - не запутаться.

 

Таким образом, Apple - это даже не успех самого продукта, это успех идеальной компании по продвижению «яблочных устройств». Что хорошего у айфон? - разве что большой и яркий экран, но сегодня есть множество других устройств, обладающих экраном не хуже, а функционалом в разы богаче! iPad? - а знаете ли вы, что у компании Archos есть модели планшетных компьютеров, характеристики которых намного выше, чем у iPad, толщина и вес меньше, а цена уступает Apple аж в три раза! MacOS? - а знаете ли вы, что Linux для ПК, и Android не менее надежны и недоступны для большинства вирусных программ, а функционал и скорость работы во многом превосходит дорогую операционную систему. Нет, Apple не выпускает самую лучшую продукцию. Apple - это яркий пример того, как должны отрабатывать свою зарплату талантливые маркетологи, яркий пример того, что даже если все остальные сделают товар лучше, но сделают его вторыми, прибыль и имидж их даже и близко не подкрадется к первооткрывателям этого направления.

 

Долго ли будет держаться на высоте заоблачный имидж американской компании Стива Джобса? Неизвестно. Однако сейчас, на фоне многочисленных исковых заявлений от Apple к конкурентным производителям очки компании все-таки постепенно теряются, и Стиву Джобсу придется показать миру свой новый и действительно гениальный продукт, суть которого в последующем подхватят другие компании, доработают, а потом покажут улучшенную его версию всему миру.