苹果公司和该领域其他公司另一个主要区别是:其他公司并不受制于单一的看法。在苹果公司，不管是产品决定还是公司管理，只有史蒂夫 乔布斯的意见最终起决定性作用。这并不适用于每一个人。多数的大公司都有竞争资源和权衡对产品不同观点的竞争议程和领域。而乔布斯的领导风格去掉了这一点。以下是小编为大家整理的关于苹果公司成功的秘籍，欢迎阅读!

关于苹果公司成功的秘籍分析1:

Apple's lead, while not insurmountable, can be attributed to a few things, including a lineup of products that is broad yet connected, a meticulously controlled retail experience, and a very particular brand of leadership at the top. It's not just notoriously good customer service, said David VanAmburg, managing editor of the ACSI, though that helps.

虽然并不是不可逾越，但苹果的领先归功于一些因素，包括广泛而相互联系的产品阵容，精心控制的零售经验和特别的高层领导品牌。ACSI总编辑David VanAmburg指出，虽然众所周知的良好客户服务有其成功所帮助，但不只于此。

"I think it's a commitment to innovating and integrating products. Apple is still somewhat uniquely positioned with Macs, the iPad, iPhone, and the iPod," he said. "There's a plethora of IT products that have been integrated together easily, and Apple has been able to capture 'IT' writ large, rather than just personal computers."

“我认为苹果致力于创新和集成产品的开发。苹果与Macs，iPad，iPhone和iPod的定位仍然有点独特。” 他说，“市场上容易组装的IT产品供过于求。苹果能够占据IT行业的大部分，而不仅仅是个人电脑。”

That is to say Apple, in comparison to its competitors making PCs, has an ecosystem of hardware connected by its own software, iOS, iTunes, and Mac OS X. Apple has total control over its products and has been able to branch out to other types of devices beyond desktops and laptops. PC makers are somewhat beholden to the product cycles of Microsoft and are seen as just that, PC makers--not consumer device makers.

也就是说，与制造PC的竞争对手相比，苹果有由自己的软件、iOS、iTunes和Mac OS X连接的硬件生态系统。苹果能完全控制其产品，并能拓展到台式机和笔记本之外的其他类型的设备。PC制造商都有点受制于微软的产品循环，而且只被看做PC制造商，而不是消费设备制造商。

So why aren't they copying Apple? HP actually is beginning to take steps in this direction. By buying Palm, it's looking to integrate mobile devices like phones and tablets into its larger ecosystem of laptops and printers. But other large PC makers like Dell and Acer are not there yet.

那么他们为什么不模仿苹果呢?事实上，惠普正在朝这个方面采取措施。购买Palm，看起来就像把电话和平板之类的移动设备组装在笔记本电脑和打印机等更大的生态系统上。但其他PC生产商，如戴尔和宏基还没有这样做。

"It's taken a long time for other manufacturers to see the benefits that Apple is getting from this," VanAmburg said. "We may be seeing it a bit with HP going out and grabbing Palm, getting into the handheld business and integrating (WebOS) within its systems."

“要其他生产商看到苹果从中获得的利润还需要很长时间。” VanAmburg说，“我们也许看到惠普正在走出去，利用Palm进入掌上手机业务，并在其系统内部整合WebOS."

"There is some movement in the industry now beyond Apple to grow past this thinking of the PC per se, but I think the industry has been slower to do it," he added. "But there's a reluctance to go down that route."

"目前在这一行业内有一种趋向，这一趋向超越了个人电脑本身这一想法。但是我认为这一趋向在这行业内进展缓慢。“他补充道，”许多公司不愿走这条路。“

Face time with people and products

与顾客和产品的会面时间

Apple Stores are the best example of what makes it different from its peers and are illustrative of the company's approach.

苹果商店是苹果公司与其同行所不同的最好例子，并能说明公司的做事方式。

The retail stores are one of the most important ways people interact with Apple. Not just for those who are already customers but potential customers--sometimes more than 50 million customers tromp through Apple's doors every three months, and half of them who make purchases are first-timers, according to Apple.

零售店是人们和苹果公司进行交流的最重要的方式之一，不管是老客户还是潜在客户都是如此。苹果公司称，有时每三个月就有5000多万顾客进入苹果的零售店，购买产品的顾客中，有一半都是首次购买。

There are 300 Apple stores worldwide right now, mostly in the U.S., but growing in major world capitals, like London, Paris, and Shanghai. Everything about the store is intended to represent what it is like to own and use an Apple product: Apple controls the whole experience, from the limited range of products on the shelves, to the training of the young, intentionally geeky/hip employees, to the manner in which some stores are designed with architectural flourishes normally reserved for museums, to the tech support received at the Genius Bar, to the educational classes offered in stores for using Apple products.

现在全球有300家苹果商店，大多位于美国。但在世界主要的经济城市，如伦敦、巴黎、上海，苹果商店的数量正在增加。商店的一切都想要代表拥有和使用苹果产品的感觉：苹果公司控制着整个体验过程，从货架上有限的产品到培训年轻、故意令人讨厌/时髦的员工，到一些商店的设计方式——拥有图书馆特有的建筑方式，到在天才吧得到的技术支持，以及商店里提供的使用苹果产品的教育课程。

PC companies have dabbled in retail with varying results. Microsoft's current experiment in retail--which borrows from Apple's retail look and feel--is still small: four stores right now, with a few more planned. Dell's foray was brief, and Gateway did well for a number of years until calling it quits before eventually being sold to Acer.

PC公司都涉猎了零售，但结果各不相同。微软目前的零售尝试借鉴于苹果公司的零售外观和感觉，但规模仍然很小：目前有四家商店，一些商店正在筹备中。戴尔的尝试很短暂，在盖特韦地区做了许多年，效果很好。但在最终卖给宏基之前，还是选择了放弃。

Retail stores are expensive to maintain, but it can define a company's brand and dictate how customers interact with a company. Apple takes that task on itself, in addition to selling its products online and through some third-party retailers. PC makers either rely on the direct approach on the Web or trust a salesperson to properly present their product at Best Buy, Fry's, MicroCenter and others, or just leave it up to the consumer wandering the aisles at Wal-Mart or Costco.

零售店的维护花费巨大，但它可以明确一个公司的品牌，并决定消费者如何与公司进行交流。除了网上销售产品并通过第三方零售商销售产品，苹果公司也自己销售产品。PC制造商要么依赖于网上直销或信赖一位销售人员，让其把他们的产品适当的展现在Best Buy、Fry's、MicroCenter等网站上，要么让消费者在逛沃尔玛或好市多时自己决定。

Putting the customer first

把顾客放在第一位

A lot of that "reluctance" to embrace Apple's well-regarded approach to customers that VanAmburg spoke of may come down to the roots of these companies. Some are much more technically oriented than customer oriented, which has a sizable effect on how they prioritize, said Ira Kalb, clinical marketing professor at the USC Marshall School of Business.

许多公司不愿意采纳VanAmburg提到的苹果公司广受关注的对待客户的方式，这可能归宿到这些公司的根基。南加州大学马歇尔商学院临床营销学教授艾拉 卡尔布说，一些公司是技术指向型，而非顾客指向型，这对他们优先处理问题有相当大的影响。

Apple was able to save face with customers by giving away free cases to iPhone 4 owners after complaints arose regarding its antenna.

在iPhone 4 用户抱怨手机天线之后，苹果公司能够通过免费赠送手机盒子来挽回面子。

关于苹果公司成功的秘籍分析2:

Hardware manufacturers liberally take cues from Apple products, so why not its approach to customers?

硬件制造商总是能从苹果产品获得启发，那么他们为什么不借鉴苹果服务客户的方式呢?

For the seventh straight year, Apple has topped its competitors in the PC industry in the University of Michigan's American Customer Satisfaction Index (ACSI), achieving a score of 86 out of 100. Its Apple's highest ranking since the annual survey began in 1995.

今年，在密歇根大学美国顾客满意度指数(ACSI)调查中，苹果公司获得86分(满分100分)，连续七年超越了PC行业的所有竞争对手。这是自1995年该年度调查开始以来苹果公司的最高排名。

But the real story is how much further ahead of its peers Apple is in this area: most of the rest of the field (Acer, Dell, HP, and others) is tied with a score of 77, while HP's Compaq brand is ranked 74. All of the PC makers improved their scores this year, but it didn't help them collectively avoid sinking further behind Apple. The Mac maker's nine-point lead is now the largest lead any company has over its competition in any of the 45 categories that the ACSI study surveys--including home appliances, gas stations, autos, e-commerce, airlines, and more.

但真正的情况是，苹果公司在这一领域究竟比其同行领先多少：该领域其余的大部分(宏基、戴尔、惠普等)基本是77分，而惠普的康柏排在74名。今年所有PC制造商的分数都有所增加，但是这并没有帮他们避免远远落后于苹果的命运。ACSI共调查了45个行业，其中包括家电、加油站、汽车、电子商务、航空公司等。在与其中任何一类公司的竞争中，Mac制造商九分的领先是目前在所有公司中最大的优势。

The Apple Store on Fifth Avenue in New York City is one of the company's flagship stores in terms of both customer traffic and architecture and design.

就客流量和结构设计而言，纽约市第五大道的苹果商店是苹果公司旗舰店之一。