关于三星与苹果在中国发展策略的比较(英文)
iphone nokia samsung手机品牌营销战略比较精品PPT课件
一的变化是App Store的第三方是更广泛的软件开发群体，iPhone终 于引爆了移动终端应用的大发展。iPhone2007年面市，是计算与随
身娱乐的苹果式体现，作为“数码中枢产品”拥有基于iTunes的影音
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Nokia
➢市场定位—Nokia把自己定位为市场追随者。 ➢品牌定位—Nokia强调科技以人为本。 ➢长期以来，Nokia形成了兼顾工作与生活的 商务休闲的品牌形象。 ➢Nokia的营销策略的调整，即以整体的品牌 营销转换为对每个产品的形象塑造。
• 2004年三星实现了销售额为552亿美元、利 润为103亿美元的业绩;2005年三星销售额 达719亿美元，位居全球第39位;2007年三 星销售额突破1000亿美元。
• 三星电子社长李基泰曾说：三星品牌之所 以能够迅速成功，主要依靠三星的全球化 品牌战略管理以及其背后的三个重要因素： 产品的领导性、系统性的品牌管理和和差 异化营销模式。
2007年，苹果公司进军手机市场，再次成就了一款明星级便携数码产品： iPhone。苹果不再局限于定位在一家电脑公司，苹果有成功的网络、渠道平台技术和 服务，还有iPod、iPhone、AppleTV等消费电子类数码产品。经过两年内的几次软硬 件升级，如今的iPhone 3GS已经可以媲美个人电脑的基本运算功能、同时丰富的娱乐 功能加上便携性，使其成为数码生活的核心产品。
诺 基 亚 在90年 代 初 向 中 国 提 供 第 一 批GSM移 动 电 话 和GSM网 络。诺 基 亚 对 中 国 市场 的 伙 伴 和 客 户 的 需 求 反 应 迅 速， 和 他 们 积极 合 作， 赢 得 了 他 们 的 信 任 。现 在 中 国 已 成为 诺 基 亚 在 世 界 上 最 重 要 的 三 个 市场 之 一。
《经济学人》：苹果VS三星：你敢抄,我就告!
Apple v SamsungiPhone, uCopy, iSueNot every innovation deserves a patent. Not every copycat deserves a punishmentWHEN Steve Jobs unveiled(“揭开面纱”的意思，指一些影响比较大的公布、发布之类的东东。
是个好词，烤鸭们学起来！) the iPhone in 2007, he changed an industry. Apple’s brilliant new device was a huge advance on the mobile phones that had gone before: （冒号，这是一个老外常用的符号，用在句子里显得简洁又灵活，这里表示原因，跟because差不多，但是感觉就是比because 有范儿，有木有！）it looked different and it worked better. The iPhone represented innovation（创新的意思，老外常用，而大家熟悉的creatation 是指创造。
）at its finest（这里指“最大程度上的创新”，跟at one's best 差不多啦）, making it the top-selling smartphone soon after it came out and helping to turn Apple into the world’s most valuable company（不知道大家有没有发现这句子很长，其实划线部分呢，是一个动名词作状语的东东用来修饰整个句子，表目的，这样的句子是不是觉得表达意思更流畅，语言也简洁，就避免使用which makes ...and helps...这样的句式了。
）, with a market capitalisation（这是“市值”的意思，经济学术语，大家多少知道一点的吧）that now exceeds $630 billion.Apple’s achievement spawned（原意是“产卵”，在这里是指“引起”是不是很形象呢）a raft（原意是“筏子”，在这里指“众多”，脑海里浮现出一车、一船的模仿者，也很形象吧）of imitators. Many smartphone（就是传说中的智能机啦。
双语对照 三星当下的成功是令人瞩目的,但其策略却是难以复制的
双语对照三星当下的成功是令人瞩目的，但其策略却是难以复制的EconomistAsia’s new model companySamsung’s recent success has been extraordinary. But its strategy will be hard to copyTHE founders of South Korea’s chaebol (conglomerates) were an ambitious bunch. Look at the names they picked for their enterprises: Daewoo(“Great Universe”), Hyundai (“The Modern Era”) and Samsung (“ThreeStars”, implying a business that would be huge and eternal). Samsung began as a small noodle business in 1938. Since then it has swelled into a network of 83 companies that account for a staggering 13% of South Korea’s exports. The hottest chilli in the Samsung kimchi bowl is Samsung Electronics, which started out making clunky transistor radios but is now theworld’s biggest technology firm, measured by sales. It makes more televisions than any other company,and may soon displace Nokia as the biggest maker of mobile-telephone handsets.Small wonder others are keen to know the secret of Samsung’s success. China sends emissaries to study what makes the firm tick in the same way that it sends its bureaucrats to learn efficient government from Singapore. To some, Samsung is the harbinger of a new Asian model of capitalism. It ignores the Western conventional wisdom. It sprawls into dozens of unrelated industries, from microchips to insurance. It isfamily-controlled and hierarchical, prizes market share over profits and has an opaque and confusing ownership structure. Yet it is still prodigiously creative, at least in terms of making incremental improvements to other people’s ideas: only IBM earns more patents in America. Having outstripped the Japanese firms it once mimicked, such as Sony, it is rapidly becoming emerging Asia’s version of General Electric, the American conglomerate so beloved of management gurus. Tomorrow’s GE or tomorrow’s Daewoo? There is much to admire about Samsung (see article). It is patient: its managers care more about long-term growththan short-term profits. It is good at motivating its employees. The group thinks strategically: it spots markets that are about to take off and places huge bets on them. The bets that Samsung Electronics placed on DRAM chips, liquid-crystal display screens and mobile telephones paid off handsomely. In the next decade the group plans to gamble again, investing a whopping $20 billion in five fields in which it is a relative newcomer: solar panels,energy-saving LED lighting, medical devices, biotech drugs and batteries for electric cars. Although these industries seem quite different from each other, Samsung is betting that they have two crucial things in common. They are about to grow rapidly, thanks to new environmental rules (solar power, LED lights and electric cars) or exploding demand in emerging markets (medical devices and drugs). And they would benefit from a splurge of capital that would allow large-scale manufacturing and thus lower costs. By 2020 the Samsung group boldly predicts that it will have sales of $50 billion in these hot new areas, and that Samsung Electronics will have total global sales of $400 billion.It is easy to see why China might like the chaebol model.South Korea’s industrial titans first prospered in part thanks to their close ties with an authoritarian government (though Samsung was not loved by all the generals). Banks were pressured to pump cheap credit into the chaebol, which were encouraged to enter dozens of new businesses—typically macho ones such as shipbuilding and heavy industry. Ordinary Koreans were chivvied to save, not consume. South Korea grew into an exporting powerhouse. Does this sound familiar?In China, too, the state draws up long-term plans, funnels cash to industries it deems strategic and workshand-in-glove with national champions, like Huawei and Haier (see article). Some of Beijing’s planners would love to think that state intervention is the route to world-beating innovation. No doubt inadvertently, Samsung feeds this delusion.Of hindsight and survivor biasFor delusion it is, on three levels. Most broadly, South Korea’s prosperity owes less to dirigisme than China’s dirigistes believe, and nothing to dictatorship—South Korea is now a democracy, and much happier for it. Second, the chaebol system has been lessbeneficial for South Korea than Samsung’s success might imply. Some of the state-directed cheap credit that powered the chaebol produced superb companies, such as Samsung Electronics and Hyundai Motors. But it yielded some costly failures, too. During the Asian financial crisis of 1997-98, half of the top 30 chaebol went bust because they had expanded recklessly. Daewoo, the Great Universe, is no more.Defenders of the chaebol say that the crisis spurred reforms, curbing the tendency of the chaebol to overborrow and overexpand. They don’t hog credit as much as before—Samsung Electronics now generates oceans of cash to finance its expansion plans. But in general the giants still crowd out small entrepreneurial firms: a former boss of Samsung Electronics has warned that South Korea has too many eggs in too few baskets. And despite a decade of political reform, the ties between the chaebol and the state are still too cosy. President Lee Myung-bak (the ex-boss of a Hyundai firm) has pardoned dozens of chaebol bosses convicted of corporate crimes. As for Samsung, it is an admirable company, packed full of individual successes that managers (and not just ones inAsia) should study. But inevitably it has not always got everything right—who now drives a Samsung car? And its overall success is not easily replicable. Samsung is patient and bold because the family of its late founder, Lee Byung-chull, wants it to be. Family control is guaranteed by a complex web of cross-shareholdings. This is fine so long as the boss is as brilliant as the late Lee or his son, Lee Kun-hee, the current chairman. But if the founder’s grandson, who is being groomed for the top job, fails to measure up, he will be harder for the company’s shareholders to oust than his peers at GE, Sony and Nokia.To that extent, for all its modern technology,Samsung’s story is an old one writ new—thewell-run family firm, with a strong culture and a focus on the long term, which has made good use of an indulgent state. Celebrate it on those grounds and Asia’s new model has something going for it. Just don’t expect it to keep going at its current rate for ever.译文三星——亚洲新型公司典范三星当下的成功是令人瞩目的，但其策略却是难以复制的韩国大公司的创始人都是有野心的家伙。
韩国三星的知识产权战略及启示——以三星与苹果“专利战”为视角
South Korea＇s Samsung＇ s Intellectual Property Strategy and Its Enlightenment --Taking ＂Patent Wars＂ between Samsung and A1Aple as
Perspective
作者： 翁莉翀
作者机构： 福建师范大学法学院,福建福州350007
出版物刊名： 重庆工商大学学报：社会科学版
页码： 111-115页
年卷期： 2013年 第5期
主题词： 三星;苹果;专利大战;知识产权战略
摘要：在“机器人苹果”这一具有革命性手机产品面前，三星并未像诺基亚和HTC等手机制造企业受到重创。
相反，通过实施有效的知识产权战略和优越的市场营销，三星超过苹果成为全球销售最多手机的品牌产品。
在这场专利战中除了大胆采取紧追政策，应对和主动提起专利诉讼外，三星领先水平的专利储备和研发技术也是三星在这场战争中不败的重要基础。
本文试图总结三星在与苹果专利战争中的知识产权战略，归纳值得中国企业参考和借鉴的经验。
经济学人苹果vs三星
【导读】智能手机市场两大巨头之间的专利纠纷引发了关于专利系统的深层思考Apple v Samsung苹果对三星Swipe, pinch and zoom to the courtroom触屏争霸，对簿公堂【注1】Apple’s victory in its epic legal spat with Samsung has raised eyebrows among techies and lawy ers alike苹果在旷日持久的法律纠纷中击败了三星，让技术人士和法律界人士都大为惊讶Sep 1st 2012 | from the print editionNOT LONG after a jury in the Californian city of San Jose concluded on August 24th that Samsung should pay Apple just over $1 billion in damages for infringing six of the American firm’s software and design patents, stills from a year-old sitcom episode, in which a character demonstrates an absurd triangular tablet computer, began recirculating on the internet. The images were being used to poke fun at the jury’s ruling that the South Korean firm had copied the shap e of Apple’s wildly popular iPhone, which (like most) is rectangular with curved corners.8月24日，在加州的圣何塞，某陪审团裁定三星公司侵犯了苹果公司的六项软件和设计专利，应向后者这家美国公司支付10亿余美元的损失赔偿金。
苹果和三星的创新发展战略研究
苹果和三星的创新分析摘要：随着经济的发展，企业融入了变化多端的世界，世界的消费市场、竞争对手以及各种因素都在不断地变化，因此企业所处内外环境变化的广度、深度和速度都是空前的。
形势迫使我们要应变。
尤其是在世界经济全球化的今天，创新能力已经成为一些大企业迅速崛起的重要能力，是企业可持续发展的重要战略。
作为优秀企业的代表——三星公司和苹果公司更是在创新能力方面占据了重要地位。
本文通过对三星公司和苹果公司创新的对比探讨，分析创新对现代创新型企业的重要作用，研究三星公司和苹果公司在创新发展过程中的市场定位和竞争力分析。
针对不同环境背景下的创新型企业，研究出创新型企业在发展的过程中遇到的问题，并给出如何解决这些问题的一些建议，能够对国内企业在创新发展方面起到积极的促进作用，从而提高企业的综合竞争实力。
关键词：创新苹果和三星的创新对比创新的分类Analysis on Innovation of Apple and SamsungAbstract:With the development of economy, Chinese enterprises into the changing world , the world of consumer markets , competitors, and various factors are constantly changing, so the breadth , depth and speed of changes in internal and external environment in which the enterprise is unprecedented the . Situation is forcing us to strain . Especially in today's globalized world economy , innovation has become an important capability for the rapid rise of large enterprises is an important strategy for sustainable development of enterprises . As a good corporate representatives - Samsung and Apple is in the innovative capacity to occupy an important position. Through comparison of Samsung and Apple 's innovative development strategy to explore , analyze the important role of modern innovation and development strategy for innovative companies , Samsung and Apple's research in the development process of innovation and competitiveness in the market positioning analysis . Innovative companies face under different environmental backgrounds , summed innovative companies encounter problems in the course of development, and gives some suggestions on how to solve these problems , domestic enterprises can play in the promotion of innovation and the development of positive action to improve the comprehensive competitiveness of Chinese enterprises.Keywords:innovation strategy innovative contrast The classification of innovation目录1.创新的理论分析 (1)1.1.创新的概念 (1)1.2企业创新的分类 (1)1.3创新对企业发展的重要意义 (2)2.苹果和三星的公司发展简介 (3)2.1苹果公司的发展背景分析 (3)2.1.1苹果公司的创立 (3)2.1.2苹果的崛起 (3)2.1.3苹果公司的衰落 (4)2.1.4苹果公司东山再起 (4)2.2三星公司的发展背景 (4)2.2.1三星公司的成立 (4)2.2.2进军电子行业硕果累累 (4)3.对苹果和三星企业创新能力分析 (5)3.1.市场创新分析 (5)3.1.1市场定位分析 (5)3.1.2销售渠道创新 (5)3.1.3促销策略分析 (6)3.2商业模式创新分析 (6)3.2.1苹果创新的核心是商业模式创新 (6)3.2.2三星创新的核心是产业链创新 (6)3.3企业创新 (7)3.3.1产品的创新 (7)3.3.2研发投入分析 (7)3.4管理创新 (7)3.4.1苹果的管理创新 (7)3.4.2 三星的管理创新 (8)4.苹果、三星的创新能力对现代企业发展的建议 (8)4.1关注消费者 (9)4.2培养创新意识 (9)4.3组建创新联盟 (9)4.4技术自主创新战略 (9)4.5人才战略 (10)5.总结与预期 (10)参考文献 (11)后记........................................................ 错误!未定义书签。
三星战略及与苹果的战略对比
三星的经营管理战略摘要：三星在自己的发展中，一直将世界一流的标杆企业作为学习的对象。
质量是三星的生命，三星视残次品为摧残组织生命的“癌症”。
三星人要有速度制胜的意识，要做到力争第一、决策适时、行动快速、经常沟通。
三星“新经营”战略能成功实施，在很大程度上就是李健熙力排众议发展半导体业务，从而为“新经营”战略实施提供充分经验和技能的结果。
当三星手机要超越摩托罗拉时，李健熙就下达了这样的指示：“无论花多少钱、用什么手段和方法，只要能研制出具有摩托罗拉手机品质的产品就行。
”在这种宽松环境下，三星Anycall手机诞生了，不久，它超过了摩托罗拉。
三星必须把资源和力量集中于全球第一、第二和具有三星特色的领域，卖掉或者彻底取消缺乏国际竞争力的业务。
同时，必须在保证一定利益的前提下，以当前相对稳定和长期的业务支持高速成长的战略性业务，实现预备经营。
三星上上下下都流传着这样的观点，即“优秀人才一人就能够养活十万人”，“十个一级围棋选手联合起来也不能战胜一个围棋一段选手”。
三星这种“人才第一”的理念非常深入人心，是三星一个重要的企业文化。
关键词：三星“新经营”品牌战略产品开发人才技术三星电子(Samsung Electronics)作为大韩民国电子产品生产企业，是韩国规模最大的企业，同时也是三星集团子公司中规模最大且在国际市场处于领先地位的企业。
该公司在全世界共65个国家拥有生产和销售法人网络，员工数多达157,000人，2009年超越惠普（HP）跃升为世界最大的IT企业，其中LCD TV、LED TV和半导体等产品的销售额均在世界上高居榜首。
20世纪80年代末之前的三星，与今天的不少中国企业非常相似，经营着低利润、低价格产品，除了本土市场，除了价格就没有多少竞争能力。
然而，今天的三星，已经是全球名列前茅的品牌企业。
2007年，它的营收首次超越1000亿美元，达到1034亿，名列全球IT类企业第三。
它在手机市场超过摩托罗拉，排名仅次于诺基亚，位列第二；在液晶电视市场占有率第一，在等离子电视（PDP）市场份额仅次于LG；在半导体芯片市场上也是位居前三。
三星手机在中国市场的营销策略研究本科生毕业论文
本科生毕业论文（设计）题目三星手机在中国市场的策略营销研究摘要三星作为国际品牌厂商，进入中国是在2001年，相对于国际知名厂商摩托罗拉、爱立信和诺基亚较晚，在面对当时已经被三大品牌占据了95%的份额的中国手机市场上，三星积极探索自己的发展道路，在中国市场逐渐占据有利的地位。
近年来，三星手机的业务在中国不断发展壮大，中国成为三星公司全球发展战略的一个重要部分。
面刘一中国手机市场激烈的竞争环境，三星需要怎样应刘一才能使自己持续强大，成为行业的领导者，立于不败之地，是我们需要思考的问题。
本文以相关的市场营销理论为基础，综合分析了三星手机的市场营销策略。
首先，文章运用PEST分析方法对三星手机所处的宏观环境和行业的竞争环境进行分析，清晰地了解行业的发展状况；然后对三星手机的产品策略、价格策略、渠道策略和促销策略进行了综合分析，找到企业在营销策略方面存在的问题，最后对三星手机的发展提出了一些优化建议。
通过本文的研究，对三星手机以及国内外其它各大手机厂商的发展具有现实的参考意义。
关键词：三星；手机；营销策略；3G；智能手机Study on the marketing strategy of Samsung mobilephone market inChinaMajor: MarketingStudent: Supervisor:AbstractSamsung as international brand manufacturers, to enter the Chinese in 2001, compared with the international well-known manufacturers Motorola, Ericsson and Nokia late, in the face of were three brands accounted for 95% share of the China mobile phone market, Samsung and actively explore the development road of their own, gradually occupy a favorable position in China market. In recent years, Samsung mobile phone business in China continue to grow and develop, China becomes an important part of the global development strategy of Samsung Corp. Surface of a mobile phone Chinese Liu fierce market competition environment, how should Liu Samsung needs to make their own ceaselessly, become the industry leader, remain invincible, is that we need to think about.In this paper, on the basis of relevant marketing theory, a comprehensive analysis of the marketing strategy of Samsung mobile phone. First of all, the article analyzes the macro environment by using the PEST analysis method of Samsung mobile phone and industry competition environment, clearly understand the situation of the development of the industry; and then make a comprehensive analysis of the Samsung mobile phone product strategy, price strategy, channel strategy and promotion strategy, to find the existing problems in marketing strategy of enterprises, and finally puts forward some optimization suggestions for development of Samsung mobile phone. Through this research, has practical reference significance to the development of Samsung mobile phone at home and abroad as well as other major mobile phone manufacturers. Keywords: Samsung; mobile phone; marketing strategy; 3G; intelligent mobile phone毕业论文（设计）原创性声明本人所呈交的毕业论文（设计）是我在导师的指导下进行的研究工作及取得的研究成果。