The success of enterprise management depends on three factors: honesty is the essential quality of enterprise managers; Honesty is not only the foundation of being a man, but also the key to the success of an enterprise. The following is what I arranged for you for your reference.

Key details determine the success or failure of an enterprise.

In modern enterprise management, people pay more and more attention to details. In recent years, the diagnosis of "details determine success or failure" has become so popular that it has even been possessed by others. However, the author believes that the assertion that "details determine success or failure" is one-sided, and the key details should determine success or failure. This paper analyzes and expounds this diagnosis.

Keywords, details, key details, enterprise success or failure

1 Is it the details that determine the success or failure of an enterprise, or the key details that determine the success or failure of an enterprise?

Bruno Titz, known as the Pope of Commerce, said: "An entrepreneur should have a clear business philosophy and an infinite love for details." Mr. Zhang Ruimin, president of Haier Group, once said modestly: "It is not easy to do every simple thing well, and it is extraordinary to do every ordinary thing well." Because a thing is composed of many details, and each detail may be a direct factor leading to the success or failure of a thing, which is really worth weighing for an enterprise. In the development of economy, it often happens that enterprises are destroyed by trivial matters, such as the bankruptcy of "Bahrain Bank" and so on.

Details are so important that they have attracted more and more attention from business managers in China. In recent years, the diagnosis of "details determine success or failure" has become very popular, even to the point of being possessed by others. However, the author believes that the assertion that "details determine success or failure" is one-sided, and the key details should determine success or failure. In the development of the enterprise, it may not be perfect in many general details, but it has achieved success. It can be seen that not all details can determine success or failure. According to the author's experience, there is a detail that is very important when anything happens. The success of a successful person is not because of his high IQ, but because of his attention to details and his ability to grasp key details. It is impossible to win applause on all the details. In fact, we don't need to perfect every detail. After all, some details are too small to be ignored. Only by knowing how to choose, learning to give up, observing carefully and grasping the key details can we get rid of the fetters, stand out and become the master of our own destiny.

2 key details that determine the success or failure of an enterprise

A master of management once said that the present competition is the competition of details. Details affect quality, details reflect taste, details show differences, and details determine success or failure. In this era of intensive cultivation, a seemingly insignificant detail can often reflect your professional level and show your inner cultivation and quality. Details are like a wild horse. If you can catch it and tame it, it will become your mount. If you don't take it seriously, it may stumble on your way forward and make you give up all your efforts. One or several details play a key role in everything. And the solution of any problem has one or several decisive details. There is no denying that every detail in the process of enterprise development is very important, but after all, the details are as dense as stars. If you care about every detail and want to do every detail well and win applause, it is obviously too laborious and difficult to do. Therefore, learn to weigh, choose and give up details, and grasp the key details, so as to get rid of the spiritual fetters and easily live every day. So, for enterprise managers, what key details are enough to determine the success or failure of the enterprise? The author believes that an enterprise should pay attention to the following key details:

2. 1 Product quality is the key

At present, most consumers pay more attention to product quality, product efficacy, safety and durability when purchasing products. For an enterprise, once there is a problem with product quality, it is often a big problem. Brand-name products, the reason why they become brand-name products, in addition to other factors, is the success of their product quality positioning. For example, it is successful to position the quality of Moutai in the best position of national wine, and it is also successful for Beijing Erguotou to position the quality on the table of ordinary people.

2.2 Technological breakthroughs will determine life and death.

He, chairman and general manager of Duya Technology, told reporters that the core technology is the most important aspect for Du Ya to stand tall in this market 18. 18 years of technical precipitation, it is difficult for ordinary enterprises to imitate in a short time. If you don't have your own core technology in the product industry, it will be very difficult to survive for a long time, because the competition in the future will only become more and more fierce.

2.3 Enterprise strategy is very important.

Enterprise competition is strategic competition. The implementation of strategy and strategic management by enterprises is not a window dressing, but a matter of life and death for enterprises. As long as we observe the market in China a little, we will find that there is a remarkable feature in the operation of enterprises in China: it is "following the trend". Once a product appears, once this product has a certain market in the market, it won't take long for similar products to flock to the market, and the market will immediately become crowded and saturated. The result of crossing the wooden bridge with thousands of troops can only be mutual imitation, which means vicious competition. Most enterprises can only produce staple food through shoddy technology, hoping to achieve temporary success through price war. Therefore, the profits of all enterprises tend to zero. Many enterprises feel that business is not good now. In the final analysis, it is because the management of the enterprise has not shown its characteristics that the fate of the enterprise can be imagined.

2.4 business objectives should be reasonable

The development of an enterprise is a systematic project with rich connotations, including management, personnel and culture besides operation. Only by overcoming the friction in management, personnel, culture and other aspects of the enterprise and making all departments compatible with each other can we ensure that the enterprise can effectively realize the optimal allocation of resources and realize the goal of intensive management. Only through all-round running-in can we ensure the success of the enterprise.

2.5 Pay attention to the closeness of talents

Talents are the most precious wealth of enterprises, and the competition of enterprises is ultimately the competition of talents. It is an axiom proved by practice that whoever owns talents will use talents and whose enterprise will have strong competitiveness. In today's knowledge economy era, knowledge, technology and human wisdom play a leading role in economic development or enterprise development, and a correct talent strategy is more important. A successful entrepreneur attaches great importance to the selection and training of talents, including the training of successors, managers, production backbones and ordinary employees.

2.6 Establish an effective communication mechanism

Enterprises must adopt various effective methods to communicate with all kinds of people in enterprises, so as to eliminate people's doubts and worries to the greatest extent, thus minimizing the resistance of enterprises and overcoming the friction between enterprises. In the management of enterprise employees, we should adhere to the principle of people-oriented management and people-oriented. Respect employees, pay attention to ideological communication, and adopt the management mode of combining ideological communication with material interests to maximize the enthusiasm and creativity of employees.

3 Refine the key details and guide the enterprise to success.

Through the above reflection and summary of the key details that determine the success or failure of an enterprise, we realize that if we want to make the enterprise bigger, we must refine the key details that determine the success or failure of the enterprise.

1 clarifies the value of employees' personal skills. If employees have major technological innovations, they can share in technology and expand the shareholding ratio. Employees who have made outstanding achievements and made important contributions to the improvement of enterprise performance will be rewarded by increasing the shareholding ratio. For new employees, enterprises should encourage them to become talents in their own jobs as soon as possible, become independent technical experts, marketing experts and management experts, and adjust their post salaries regularly. Those who have made important contributions will be rewarded for holding shares.

2. Strengthen market research, deeply study the market, and actively adapt to the market. At present, enterprises are in a buyer's market environment and generally face market pressure, which can be said to be difficult. Some people say that only weak ideas, not weak enterprises, have a certain philosophical nature. Some enterprises regard difficulties as opportunities, and in the fierce market competition, they fight guerrilla warfare and protracted war, find market gaps and actively explore the market. At the same time, adjust the business strategy in time, while continuing to do a good job in production management, extend enterprise resources to market research and new technology and new product development; It extends backward to product sales and after-sales service, and implements the whole process from production, sales, service, information feedback, scientific research and development, and then to production according to market demand, and truly regards the market as the starting point and foothold of enterprise management, so that its own enterprises can gain vitality and vitality in the predicament of fierce market competition.

We should master the laws of market economy and act in strict accordance with these laws. The basic laws of market economy are the laws of value, competition and supply and demand. Enterprises should take effective market demand as the basis of business decision-making when conducting market research and market forecast. The so-called effective demand is the demand with the ability to pay money. In real economic life, among other reasons, the excess production capacity of some consumer goods is based on the potential market demand. As an enterprise, only by developing superior products and characteristic products that meet the actual market demand can the enterprise be in an invincible position in the market competition.

4. Continue to adhere to the performance-oriented talent incentive mechanism. Therefore, enterprises should advocate that performance is the fundamental standard to measure talents, and adhere to the performance-oriented talent incentive mechanism in employee promotion, salary promotion and employee training.

5 Effective use of information technology. The effective use of information technology is a powerful tool for the development of enterprises, and the creative use of information technology is often the key detail for the success of enterprises. The application of information technology can effectively reduce the resistance in the process of enterprise development, greatly improve the operational efficiency of enterprises, reduce costs and improve quality, which also improves the possibility of successful enterprise reengineering.

The key details determine the success or failure of an enterprise, and two requirements are put forward for managers: one is to know the details that maintain the success or failure of an enterprise; Secondly, you should know how to mobilize subordinates and employees to do the details. The more senior leaders, the more they should skip some levels and pay direct attention to the details of implementation. The same details, the strength of the boss's mentality and narrow vision can often lead to completely different policies. Bill Gates resigned as president, but became development director. This is not a personal hobby, but a quality that a company based on technological innovation and the highest decision-maker should have.

refer to

1 jinguantao. Key details determine success or failure [J]. Secretarial work, 20056

2 Rao Weibing. Details determine success or failure [J]. Audit and financial management, 20059

3 flying. Workplace details determine success or failure [J]. Vocational and technical education, 2005 14

4 Hu Guangyuan. Details and success or failure [J]. Policy, 20059

5 Wang Zhongqiu. Details determine success or failure [J]. Technology market of Chinese township enterprises, 20056

6 Liang Ruiying. Details also determine success or failure-thinking triggered by two cases [J]. Science class, 20059

Chapter II "Knowledge Capital and Enterprise Success or Failure"

20/kloc-in September, 2003, Microsoft acquired Nokia's equipment and service department for $765,438+700 million. Once a mobile phone giant, the factory was closed and its headquarters was sold until it was acquired by Microsoft. In just a few years, earth-shaking changes have taken place, which has to attract the attention and thinking of the industry and academic circles. What does Nokia lack compared with defeating Nokia's biggest competitor, Apple? From the perspective of the company's factor capital, can we find new problems and stimulate new ideas in finding the difference between Apple and Nokia? Taking Apple and Nokia as examples, the author analyzes the knowledge capital in factor capital.

I. Brief introduction of the case

Nokia's development profile Nokia has developed from a pulp production and paper making enterprise into a communication equipment industry. In the early 1990s, Nokia decisively divested rubber, cable and other non-core businesses unrelated to telecommunications, and shifted its strategic focus to the production of communication equipment manufacturers. 1998, Nokia produced the 1 100 millionth mobile phone, becoming the largest mobile phone manufacturer in the world, and maintained the first market share in 14. In 2002, Nokia introduced mobile phones into the new world of smart phones through the original Saipan S60 system, and maintained its advantage in the smart phone market for the next five years. Until 2007, Apple released the first generation of iPhone with touch screen and excellent operating system, which greatly changed people's definition of smart phone. In 2008, Google released the smart operating system Android, and touch-screen smartphones instantly became the mainstream of the market. Nokia began to lose ground in the battle of smart phones in the 3G era, and even in the first quarter of 20 12, its overall market share was 19. 1%, which was surpassed by Samsung's 22%. However, the profitability and ability of mobile phones are far less than that of Apple, which occupies the biggest profit in the mobile phone market. Finally, it was acquired by Microsoft in September of 20 13.

Introduction to Apple's development Apple started with computers and succeeded with the first personal computer, Apple I, which developed steadily in the following years and made corresponding achievements. But during the ten years from 1986 to 1996, Apple did not develop well. Since Jobs returned to Apple in 1997, Apple has continuously introduced new products and made a brand-new definition of these electronic products. The listing of iMac redefines personal computers; With its exquisite appearance, unique humanized operation mode and huge capacity, iPod has brought new ideas to MP3 players. The launch of the epoch-making iPhone has redefined the functions of mobile phones. The release of iPad filled the gap between computer and mobile phone. The success of the product not only established its brand image, trained a group of loyal fans, but also brought huge profits to it. In May of 20 10, Apple surpassed Microsoft with a market value of US$ 222 billion. In August of 2010, Apple set a new record, surpassing ExxonMobil and becoming the world's highest listed company with market value. As the most innovative company in the world, Apple's profit margin has always maintained a high level. As a new definition of smart phone, iPhone integrates mobile phone, widescreen iPod and Internet devices, and is quickly recognized by the world through multi-touch technology and rich applications, creating a new situation for touch-screen smart phones.

Birth-development-glory-decline is an eternal law. But in the whole chain, there will be temporary decline and retrogression, which is also a stage of enterprise development. Whether we can break through this stage has become an important factor for enterprises to have a new round of development and even glory. Nokia is currently in the declining stage of the enterprise life chain. Can Nokia, which has stripped off its mobile phone business, rewrite its glory? Apple is still at the top of the world. How long can this glory last? What factors play a role in it? What's the difference between Nokia and Apple?

Second, literature review

Analyzing the reasons of Nokia's decline, people give different views on Nokia's decline. Yi Ming 20 1 1 points out the root of Nokia's failure from the perspective of business model. Specifically, from the perspectives of collaborative network model, strategic center, product innovation, revenue model and customer relationship, it is pointed out that compared with Nokia, Apple's success stems from its control of industrial value chain, design innovation, especially revolutionary innovation, which realizes a win-win situation for consumers, software developers and Apple through App store, and its way of creating demand for consumers ensures Apple's brand influence. Zeng Fanpei 20 12 takes the rise and decline of Nokia as the time line, expounds the key to its prosperity and the root of its decline, and thinks that Nokia's prosperity benefits from excellent product quality and powerful marketing channels adopting FD model. The root of Nokia's decline lies in outdated products, lack of innovation, bloated management institutions, backward marketing model and collapse of marketing channels. 20 12 Wang et al. took apple and apple as a case, analyzed the influence of organizational convention renewal on the competitiveness of enterprises under the introduction of new technologies, and deeply analyzed the role of organizational convention renewal in the process of decline and apple's rise from the perspective of organizational convention. The author puts forward the hypothesis that under the new technological conditions, enterprises that successfully update their organizational practices can enhance their competitiveness; However, the original organizational practices of enterprises that fail to effectively update organizational practices will hinder the promotion of their competitiveness. It is precisely because in the era of upgrading from 2G to 3G, Apple and Nokia have different procedures for updating organizational practices, which led to Nokia being surpassed by Apple in the competition. For Nokia, the new technology has not formed new organizational practices in the process of integrating into Nokia, but the inherent organizational practices have hindered the changes in the enterprise structure caused by the new technology, thus making it an obstacle to the development of the enterprise and ultimately affecting the competitiveness of the enterprise.

The reasons for Nokia's decline can be summarized as follows: pursuing scale; The thinking of cost control stifles the innovation that should have existed; Pay too much attention to your own advantages and don't want to risk missing opportunities; The psychological analysis of consumers is not deep enough, the customer experience is ignored, and the market vane is not grasped accurately; Loss of market positioning, improper business strategy and marketing strategy; Limitations of Saipan system; Conservative, etc. However, the author believes that although the choice of business model will lead to different results, this is one of the reasons that hinder the development of Nokia, but it is not the root of the problem. Insufficient product innovation and bloated management organization are only the superficial reasons for Nokia's failure, not the root causes. Excellent product quality and innovation can be understood as the guarantee of technology, the quality of marketing channel model is the strength of its mastery of information, and the bloated management organization stems from the backwardness of its corporate governance structure, which should be attributed to the level of enterprise knowledge system. In other words, Nokia's early success is due to the development of technology capital and information capital, while its later decline is due to the life cycle limitation of technology capital, the uncertainty of information capital and the backwardness of knowledge capital. Among them, the lack of knowledge capital management led to the final decline. The renewal of organizational practice explains the root of Nokia's decline from a certain angle, but when discussing the problem from the level of enterprise production factors, the deeper organizational practice is the application of enterprise knowledge capital.

Analysis of the reasons for Apple's success Ge and Gui Xiyu believe that the proper use of competitive strategy is the reason for Apple's success in 2009, that is, adopting differentiated competitive strategy, increasing the added value of consumers and getting more profits at higher prices, and the differentiated competitive strategy of effectively combining products and services has made Apple gain huge profits. Liu Linqing et al. 20 10 attributed Apple's success to the service-oriented logic model of hardware, software and services. Guo (20 12) believes that Apple has achieved success by understanding user experience, focusing on strategic compression of product lines, leading technological innovation in the industry and strengthening brand building. When it comes to Apple's success, most scholars will use innovation to express it, and think that the biggest root of Apple's success lies in innovation. Qiu Haiyan 20 12 believes that Apple's success stems from innovation, and the focus of innovation is on products and business models. Wang Chunxiang 20 13 summarizes the reasons for Apple's success. As an open innovation platform, innovative business model and innovative technology, it integrates the best resources in the world. Among them, the mainstream view holds that Apple's success lies in its innovative business model and management model, which is realized through technological innovation, meeting consumer demand and strategic alliance. The author believes that the mainstream view of Apple's success in academic circles is that technological innovation produces good products, and the innovation of business model makes Apple's success possible. From the perspective of factor capital, technology capital is the key and knowledge capital is the support. Third, the case analysis

The theory of enterprise factor capital is based on the theory of production factors. As one of the important theories of neoclassical economics, the theory of production factors has been widely recognized in the form of production factors of material capital, monetary capital and human capital. In addition, under the new economic conditions, new factors of production are constantly developing. Luo Fukai proposed in 20 10 that in the development of modern economy, the elements of productivity should include technology, knowledge and information in addition to traditional manpower, money and machinery. Capitalization of the six major factors of production is transformed into enterprise factor capital, namely material capital, human capital, monetary capital, technology capital, knowledge capital and information capital. In the era of knowledge economy, traditional material capital and monetary capital bring limited core competitiveness to enterprises, and human capital has limitations in practical guidance because of its too broad concept. When analyzing the development of an organization or enterprise from the perspectives of technical capital, information capital and knowledge capital, the concept of factor capital theory is clear and targeted, which can continuously ensure the competitive position of the organization or enterprise. Therefore, the author analyzes the differences between Nokia and Apple from the perspective of factor capital theory.

Full mastery of information is a prerequisite for success. As one of the production factors of enterprises, information includes network information, paper information, electronic product information, information organization and other useful information that can bring benefits to enterprises. In the era of digital life, timely and effective grasp of information can bring development opportunities for enterprises, which requires enterprises to have considerable sensitivity and grasp of the market, which requires enterprises to have the ability to collect and process information. In the 2G era, Nokia has grasped the market well and understood the needs of consumers. It knows that consumers pay more attention to whether the mobile phone is practical, whether the signal is good and whether the price is acceptable. In this regard, Nokia has done a good job, emphasizing individuality while designing it in front of consumers. However, Wolff, the chief consultant of the top media and entertainment companies in the United States, believes that enterprises should give consumers more choices in the middle of 2 1 century, and pay more attention to grasping the needs of consumers in the era of personalization. The future business model is to spend more time and energy to collect and study the data and fashion trends of customer groups and try to figure out the mentality of consumers. On the other hand, Nokia is slow to respond. In the era of digital life, what consumers need is no longer the anti-fall and durable voice signal that Nokia values, but the need to design a mobile phone with better experience. Although Nokia has conducted a lot of market research, its market research is only at the user level, and it has not collected the potential needs of consumers, resulting in insufficient grasp of market information changes. Jobs' grasp of consumers is precisely reflected in this. He collects people's complaints about mobile phones and actively seeks solutions. Starting from what consumers don't like, he realized unexpected functions through technological innovation, thus realizing Apple's success in the mobile phone business. It can be seen that timely and effective grasp of information is the premise of Apple's success and the prelude to Nokia's failure in the mobile phone market competition.

Realizing technological innovation is the guarantee of success. Solo pointed out that the most fundamental factor of economic growth is not the accumulation of capital and the increase of labor force, but technological progress. In the era of knowledge economy, the competitive advantage brought by technological innovation and the change of income mode make the invention and innovation of technology become the key guarantee for the success and sustainable development of enterprises in the development process. Similarly, in the competition of mobile phone market, the realization of technological innovation has become the most important guarantee. Apple in the era of Jobs is a typical representative of revolutionary innovation in the era of mobile Internet, which is all-round. Apple acquired P.A.Semi and Intrinsity, independently developed a microprocessor for Ipad, and independently developed the operating system IOS. Apple's innovative technology has created excellent products. Taking iPhone as an example, it took the lead in applying for more than 200 patents and technologies such as multi-touch screen, gravity sensor, light sensor and three-axis gyro. Apple brings products directly to customers by establishing an open platform for the App Store. By opening an Apple store, potential consumers can experience Apple products and services and increase brand loyalty. In fact, Nokia does not lack technical capabilities. On the contrary, Nokia attaches great importance to technological research and innovation, and has invested a lot of manpower, material resources and financial resources in scientific research. Its research and development costs were once four times that of Apple. 1996, Nokia introduced the concept machine of smart phone, which was 10 years earlier than iPhone. In 2004, Nokia developed a smart phone with a touch screen; In 2007, Nokia launched Ovi, which was 1 year earlier than Apple's Appstore. So why does Apple rely on technological innovation to reach its peak, while Nokia has such a wealth of technology but is going downhill? On the one hand, it shows that the realization of technological innovation is the most important guarantee for the success of enterprises, on the other hand, it also shows that technological innovation is not omnipotent, and there are other root factors at work.

The rational use of knowledge concept is the foundation of success. As the production factor of an enterprise, knowledge is the most difficult to understand and the most confusing to express. According to the theory of enterprise factor capital, knowledge is the belief, concept and ideological will that people know and agree with nature and society, that is, belief and ideological will. The knowledge of enterprises is manifested in corporate culture, concept system and even the assets of party and government labor groups. Unreasonable corporate culture and concept system, or the inability to update, are the fundamental reasons for Nokia's failure. Both Nokia and Apple pay attention to the needs of consumers. Nokia's team is keen on market research, observing the differentiated needs of a large number of different people, understanding the changes in consumer behavior and preferences that may be brought about by this demand change, and trying to find new nodes to create value for enterprises. Apple's design concept is not to cater to demand but to create demand. Customer demand is always potential, and the function of an enterprise is to stimulate customer demand by providing products and services. This is the difference in cultural concepts between the two companies. Faced with the demands of consumers, Nokia chose to collect information and change its products in areas that consumers can understand. A programmer who develops Saipan system once mentioned that the biggest advantage of Saipan system is energy saving, which makes it impossible to develop good games on this platform, and games are the best-selling applications in Apple Store. When Symbian became the dominant system, consumers simply could not imagine that there would be more games that could be executed on mobile phones. Therefore, Nokia has not made greater innovation on Symbian system following the concept of hardware first. It believes that consumers' demand for mobile phones is still stuck in the consistent perfect hardware requirements, ignoring consumers' greater demand for mobile phone software. On the contrary, Apple attaches importance to consumers' demand for mobile phone software, which is realized through the iPhone+App store model.

At the same time, Nokia also has good technology. When high-tech products develop to a certain extent, it is difficult to distinguish between technical things, which leads to cultural competition. Nokia's research in 2004? A href ='' target =' _ blank'> Cough this ostrich? Why don't you have sex and pray? I'm sorry, aren't I? Silently? Threatened by goodwill? Hey? What's left of it? Do you know? Where's Jaru? However? E pray? Look at the curtains? According to what I said, the enemy is willing to do so. Funny and harmonious? Hey? The moon is frozen? Where's Kun If you want to be scarred by your daughter-in-law J? What's wrong with that? Servant? Hey? However? E pray? Why don't you try to feed the poor? Refuting Alcan looks like a mess. What happened? What about cannibalism and murder? Do you still have an F? Jumihui? The innovative spirit of ldquo Pirates creates a brand-new blue ocean with the concept of creating the most perfect products and the spirit of taking risks. From the cases of Nokia and Apple, we can know that no matter how advanced the technology is and how complete the information network is, without the support of corporate culture and the institutional guarantee that enables them to realize the transformation of interests, technological innovation is an armchair strategist. Therefore, the scientific operation of knowledge capital is the foundation of transforming technology into productivity and making enterprises develop continuously in the competition.

Four. conclusion

Under the background of knowledge-based economy, the global competition is intensifying day by day, and the value of intangible capital is becoming more and more important. The key role of emerging production factors such as technology, knowledge and information in enterprises has surpassed material capital and monetary capital. From the perspective of enterprise production factors, through the analysis of Nokia and Apple cases, it can be found that although information elements and technical elements play a prerequisite and key role in the competition in the mobile phone market, the benefits that technology should bring, especially the transformation of benefits, cannot be realized without the rational application of knowledge such as cultural concepts and institutional guarantees. Technical competition has reached a certain level, which is more reflected in cultural competition. This requires enterprises to establish a factor capital system, evaluate its factor capital scientifically and comprehensively, and find out the allocation of factor capital that conforms to the characteristics of enterprises. Intellectual capital should occupy an appropriate proportion in the overall capital and get the attention of management. Therefore, we should pay attention to the optimal allocation of knowledge capital, so that the theory of knowledge capital can be gradually incorporated into the practical level of corporate governance.

References:

[1] Wang, Ma Jie, Wu Xiangfan, Liu Shengsheng: Introduction of new technology, renewal of organization and management, research on enterprise competitiveness-Based on comparative study with Apple, Science and Technology Management,No. 1 1 2.

[2] Qiu Haiyan: "Analysis of the factors of Apple's innovation success and its enlightenment", "Journal of Hubei University of Economics Humanities and Social Sciences Edition", No.7, 20 12.

[3] Luo Fukai, Yongsheng: Technical Capital: Choice of Core Capital in Strategic Emerging Industries, Scientific Management Research, No.2, 20 10.

[4] Yi Ming: "When Nokia meets Apple", "Enterprise Management" 2011No. 12.

[5] Zeng Fanpei: "On the key to the success of an enterprise-taking Nokia as an example", China Trade 20 12 No.5.

[6] Ge and Gui Xiyu: Differentiated Combination Competition of Apple, Contemporary Economy, No.5, 2009.

[7], Tan. From commodity-oriented logic to service-oriented logic-Taking Apple as an example, China Industrial Economy, No.9, 20 10.

[8] Guo: "Some Enlightenment on Apple's Success", "Theoretical Research on National Commercial Economy" 20 12 No.2. ..

[9] Wang Chunxiang: "The Mystery of Apple's Success and Its Enlightenment to China Enterprises", "Journal of Liaoning Economic Management Cadre College" 20 12 No.3.

Related suggestions: