第一篇：英語求職信(寫個蘋果公司的)

Lucifer

Yingxin、Street、Taiyuan、Shanxi、030008、PRC

Mobile：***7Tel：0351-3457568Email：

OBJECTIVE

I want to be a manager.I want to have much money.It can help my

dream come true fast.Though I like accounting and management

too.I like this job very much

EDUCATION

OCTOBER 2009-presentTaiyuan institute of technolnology-Associate Degree in Accounting

WORK EXPERIENCE

July 2011-September 2011,Accounting、Shanxi province linen city Huizhou power、Taiyuan January 2011-February 2011Accounting、Shanxi province linen city Huizhou inland revenue department、Taiyuan

OTHER SKILLS

· PPT

· Mandarin Chinese(native)

· English(native)

INTERESTS AND ACTIVITIES

· Football

· Watching movies

· Treasurer October 2009-October 201

1REFERENCES

Teacher Li

Is my teacher

Del：26867890456

Lucifer

Taiyuan Institute of TechnologyYingxin ST

Taiyuan、Shanxi、030008 PRC

Tel:*** October 13,2011

HR Director Apple Inc 15 Main ST

Chicago, IL 606011 USA

Dear Sir :

With reference to advertisement in the China Daily newspaper of 12 October.I write to apply for accountant in your company.I am twenty years old.I was educated in senior school in 2009.Now I study in a university.I have never had a part time job.This is my first job,I want to do my best in it.Maybe it is difficult for me first to do something.but I have been responsible and hardworking.I welcome the opportunity to meet with you to discuss my detailed information and your needs.Thank you for giving me your time.I have nclosed documents for your review.I hope I can work in your company,because I like this job very much.Thank you.Your faithfully，Lucifer

第二篇：英文求職信寫個蘋果公司的求職信寫給外國公司的求職信 求職信英文版 求職信 英文求職信

3Huangjiahu West Rd.Hongshan District, Wuhan city, Hubei Province, China

E-commerce Wuhan Yangtze Business University

Cel：*** QQ:464247138

CookInfinite Loop,Cupertino, California, USA

Apple Inc.November 5, 2013

Dear Mr.Cook

With reference to advertisement in the China Daily newspaper of 1 November.I respectfully offer my services for the position of sealer personal.I am twenty years old.I have never had a part time job.This is my first job, I want to do my best in it.Maybe it is difficult for me first to do something.but I have been responsible and hardworking.As a scholarship-wining student of marketing major and computer major.On the other hand, Chairperson of the society caption of the basketball team and class monitor has helped me to develop my leadership and communication skill.I believe my skill as public relation practitioner would be a useful attribute in your public offers department.I welcome the opportunity to meet with you to discuss my detailed information and your needs.Thank you for giving me your time.I have enclosed documents for your review.I hope I can work in your company, because I like this job very much.Thank you.Yours sincerely

Jeck

第三篇：蘋果公司企業(yè)文化英語介紹（推薦）

Apple was one of several highly successful companies founded in the 1970s that bucked the traditional notions of what a corporate culture should look like in organizational hierarchy.Steve Jobs often walked around the office barefoot even after Apple was a Fortune 500 company.By the time of the “1984” TV ad, this trait had become a key way the company attempted to differentiate itself from its competitors.According to a 2011 report in Fortune, this has resulted in a corporate culture more akin to a startup rather than a multinational corporation.As the company has grown and been led by a series of chief executives, each with his own idea of what Apple should be, some of its original character has arguably been lost, but Apple still has a reputation for fostering individuality and excellence that reliably draws talented people into its employ.This was especially after Jobs' return.To recognize the best of its employees, Apple created the Apple Fellows program, awarding individuals who made extraordinary technical or

leadership contributions to personal computing while at the company.The Apple Fellowship has so far been awarded to a few individuals.Apple is also known for strictly enforcing accountability.Each project has a “directly responsible individual,” or “DRI” in Apple jargon.As an example, when iOS senior vice president Scott Forstall refused to sign Apple's official apology for numerous errors in the redesigned Maps app, he was forced to resign.Numerous employees of Apple have cited that projects without Jobs' involvement often took longer than projects with his involvement.At Apple, employees are specialists who are not exposed to functions outside their area of expertise.Jobs saw this as a means of having best-in-class employees in every role.For instance, Ron Johnson who was Senior Vice President of Retail Operations until November 1, 2011, was responsible for site selection, in-store service, and store layout, yet he had no control of the inventory in his stores(which is done company wide by then-COO and now CEO Tim Cook who has a background in supply-chain management).This is the opposite of General Electric's corporate culture which has created well-rounded managers.[236][236]

Under the leadership of Tim Cook who joined the company in 1998 and ascended to his present position as CEO, Apple has developed an extremely efficient and effective supply chain which has been ranked as the world's best for the four years 2007–2010.[citation needed] The company's manufacturing, procurement and logistics enables it to execute massive product launches without having to maintain large, profit-sapping inventories;Apple's profit margins have been 40 percent compared with 10–20 percent for most

other hardware companies in 2011.Cook's catchphrase to describe his focus on the company's operational edge is “Nobody wants to buy sour milk”.The company previously advertised its products as being made in America up to the late 1990s, however as a result of outsourcing initiatives in the 2000s almost all of its manufacturing is now done abroad.According to a report by the New York Times, Apple insiders “believe the vast scale of overseas factories as well as the flexibility, diligence and industrial skills of foreign workers have so outpaced their American counterparts that “Made in the U.S.A.” is no longer a viable option for most Apple products”.Unlike other major US companies, Apple has a relatively simple

compensation policy for executives, which does not include perks that other CEOs enjoy such as country club fees and private use of company aircraft.The company usually grants stock options to executives every other year.

第四篇：英語故事-蘋果公司的CEO

英語故事-蘋果公司的CEO

Steven Jobs Apple Computer 3-year return: 26% AGE: 42 CEO since: 1997 史蒂文o喬伯斯 APPLE電腦

三年的投資回報率：26% 年齡：42歲

任職CEO起始時間：1997年

Here's a guy with enough savvy and brainpower to effectively hold down two CEO jobs at once--and do a pretty amazing job at both.We've listed him for his post at Apple, but of course Steve Jobs also runs Pixar, the animation company.Jobs arrested Apple's slow death spiral and even put some oomph back into the pioneering computer firm he helped found.Coming in after a $1 billion loss in fiscal 1997, Jobs turned a $106 million profit--38 percent above Wall Street's consensus target.A lot of credit goes to a very simple idea: Make computers in different colors.Jobs was the only one who thought to make it happen.The colorful mid-priced iMac has also succeeded by playing down the compatibility conundrum.Apple positioned it as the machine for the Internet, where compatibility questions are no big deal.Behind the scenes, Jobs also streamlined the product line, reduced the head count, consolidated distribution, and slimmed inventory.Meanwhile, over at Pixar, A Bug's Life nabbed a total $159 million in domestic box office, the highest domestic animated take since Toy Story and third highest ever, after Toy Story and the leader, The Lion King.這兒我們要給您介紹的是一位能夠同時兼做兩份CEO工作的才華出能人。我們將他的任職公司寫為蘋果公司，而實際上史蒂文o喬伯斯同時還是另一家蓬勃發(fā)展的公司PIXAR的員工。喬伯斯被APPLE公司慢耗損的螺線所吸引，他甚至為這家他幫助創(chuàng)立的電腦公付出了較大的努力。1997年，在這家公司虧損達到10億美元的時候，喬伯斯加入了APPLE公司，之后他為公司賺取了1.06億美元的利潤--有38%以上的產(chǎn)品銷往美國華爾街。許多成功的實踐均來自于一個很簡單的創(chuàng)意：例如讓電腦換一種顏色。喬伯斯是唯一的一個創(chuàng)意者和實踐者。多色澤、中等價位的iMac的成功還在于它解決了計算機兼容性的難題。APPLE電腦定位于因特網(wǎng)，因為在因特網(wǎng)上兼容性并不是一個較大的難題。喬伯斯新改進了生產(chǎn)線，減少了磁頭數(shù)，穩(wěn)定了分布率，并且還減少了庫存。同時，PIXAR公司在國內(nèi)市場中占有總計1.59億美元的收入，位居第三位，僅次于Toy Story 和領(lǐng)頭羊Lion King。而另一方面喬伯斯在PIXAR也有著出色的表現(xiàn)。

Business philosophy: “The technology isn't the hard part.The hard part is, Who's going to buy it? How are they going to buy it? How do you tell them about it?”

運營理念：學(xué)習(xí)和掌握技術(shù)并不難。最難的是，誰將成為買家？他們將如何實現(xiàn)購買？公司將怎樣向他們介紹自己的產(chǎn)品？

Headaches: Multifold.Apple is still a pip-squeak to the Wintel Goliath.With less than 10 percent of the computer market, Apple needs to lure more software makers into producing programs for the Mac.The company has cut about as much as it can.Now it has a tougher job: Make sales grow.And what's the follow-up? Jobs probably also hasn't been spending as much as he should on research and development.Finally, where is his successor? Pixar, a collegial place, can run without him--but what about Apple? Not a good place for a boss who refuses to remove the “interim” prefix from his CEO title.最頭痛的事：多方面的。APPLE公司仍然只是Wintel Goliath方面（意指微機的體系結(jié)構(gòu)由MS-Windows操作系統(tǒng)和的Intel的CPU組成）的小人物。其電腦市場的占有率還不到10%。APPLE公司需要吸引更多的軟件制造商投入到多存取計算機的電腦編程方面的生產(chǎn)中。該公司已經(jīng)在這方面做了許多力所能及的工作?，F(xiàn)在，他們又面臨著一個新的難題：使銷售業(yè)績更上一個臺階以及接下來應(yīng)該開發(fā)什么樣的新產(chǎn)品？在研究和開發(fā)新產(chǎn)品上，喬伯斯很可能還沒有投入更多的精力。最后一個問題是，喬伯斯的繼任者應(yīng)該是誰呢？PIXAR公司是一個大學(xué)云集的地方，它的操作和運營可以沒有喬伯斯--可是APPLE公司呢？

Management Style: At Apple, Jobs is a mercurial micromanager--some say nanomanager.Virtually every decision goes by him.“At any time, 10,000 employees are wondering, 'What would Steve say?,' not 'What is the right thing to do?'” said a former Apple exec.At Pixar, realizing that he isn't a film visionary, he leaves the experts to their knitting.管理風(fēng)格：在APPLE公司，喬伯斯是一位機智善變的微軟經(jīng)理--也有人說他是非線性方面的經(jīng)理。事實上，每一項決策都是由他來制定的?！霸谌魏螘r候，一萬名員工都會在考慮：史蒂文會怎么看呢？而不是：正確的做法應(yīng)該是怎么樣的？”APPLE公司的前任CEO如此評價說。而在PIXAR公司，他則會放手讓他的專家們自己潛心研究。

Habits: Known for casual dress, he cruises the office shoeless and in a sport shirt--but don't mistake him for laid-back.Snacks on granola doused with apple juice.習(xí)慣：喬伯斯是一個以便裝形象出名的人。在辦公室里，他從不穿鞋，并且總是穿著一件運動衫--但是，請不要誤解為他是一個松懈懶散的人。他喜歡將格蘭諾拉麥片蘸上蘋果汁來吃。

How he got the job: The Apple board begged him to return.工作背景：APPLE董事會邀請喬伯斯重新走馬上任。

True story: Former Newton palmtop chief Sandy Benett told his underlings that the subsidiary would be folded back into Apple--before Jobs had made an official announcement.After the news leaked, Jobs fired Benett.真實故事：前任牛頓（Newton）掌上電腦的負責(zé)人莎迪o伯耐特（Sandy Benett）曾告訴他的手下人說，其子公司將被并入APPLE公司--此事發(fā)生在喬伯斯尚未就此發(fā)表正式聲明之前。該消息被泄露之后，喬伯斯便開除了伯耐特。

Financial reward: His Apple rewards are minimal--a salary of one dollar a year so that his family is eligible for the health plan.But his 69 percent share of Pixar is worth about $1.3 billion.財務(wù)獎賞：喬伯斯在APPLE公司的報酬非常少--他的年薪只有一美元，這就足夠使他的家人參加健康計劃。但是喬伯斯占有PIXAR公司69%的股份，價值約為13億元。

第五篇：蘋果公司有感

看《蘋果這么紅背后奧秘多》有感 iPhone，手機商業(yè)的老大，確實是非同凡響。手機發(fā)行量僅占6%的市場份額，然而銷售額就已經(jīng)達到手機行業(yè)市場份額的43%，利潤更是驚人的高，達到77%！不得不說這是21世紀的一個新奇跡。發(fā)行量幾乎是占品牌手機的最少卻賺最多的錢。蘋果巨人的成功背后到底有什么奧秘呢？到底是何種手段使得其獨自一方稱霸，站在世界的巔峰呢？從蘋果成功的光輝之下我們又到底可以得到些什么啟示呢？

一個企業(yè)的成功必離不開硬件和軟件的強大。產(chǎn)品和企業(yè)的戰(zhàn)略兩者若能保持在時代前進的步伐中，成功必然會垂青于它。所以，蘋果也不例外，更是成功佼佼者中的典范。

蘋果的出現(xiàn)是開啟手機新時代改革的主導(dǎo)者，許多技術(shù)創(chuàng)新都是由蘋果掀起的浪潮，比如屏幕滑動解鎖和兩手指放大縮小屏幕的功能識別等。齊全的功能讓一部手機更甚賽過一部手提電腦。3G速度得到釋放和充分利用也是緣由蘋果。另外，iPhone有自己開發(fā)的系統(tǒng)，給客戶帶來新的全新的獨立的體驗。

蘋果與非蘋果品牌之間的切割點也是蘋果吸引大量客戶眼球的亮點：（1）蘋果自建獨有的收費和支付系統(tǒng)。特別是軟件的開發(fā)體驗。有興趣的軟件開發(fā)者需要交費購買軟件方能獲得研究的權(quán)利。其一這個方法可以為蘋果帶來一定的收入，其二則為保持了一定的身份地位，讓客戶覺得蘋果的檔次就是不一樣，要收費必定有其精妙之處。（2）強大的監(jiān)管制度讓蘋果的運行操作程序不容易出現(xiàn)紕漏。越是成功的企業(yè)越是注重細節(jié)。細節(jié)決定成敗始終在蘋果自身中得到很好的印證，不管是手機本身還是其饑渴型銷售方式。（3）蘋果手機自研的系統(tǒng)比安卓系統(tǒng)穩(wěn)定。安卓需要滿足大量非蘋果的手機，不是特定的量身定做，因此在許多技術(shù)方面無法達到完善。由此種種亮點更是為聲譽已是接近完美的蘋果來說無異于是如虎添翼。就拿中國來說，從下面的圖表中可以明顯的看出，蘋果最為引人關(guān)注，緊接著三星。目前市場中唯一最有潛力和蘋果競爭的就屬三星了。

話說蘋果的外部儲存擴大功能還是從三星手中買過來的，許多零配件也出自三星工廠，但偏就是獨占鰲頭，打敗了三星。由此可窺見，蘋果更勝在其戰(zhàn)略上。

據(jù)郎咸平教授所言，蘋果的“三大板斧”是其精華之所在。(1)大規(guī)模標準化。蘋果手機同一系列的尺寸一樣大小，不管是零部件亦或是屏幕。由此，蘋果手機的標準制造降低了生產(chǎn)成本從而提高了利潤。嚴格控制生產(chǎn)量，為達到預(yù)期效果，蘋果會與代工工廠簽訂協(xié)議，在新的蘋果手機上市的6到36個月之內(nèi)其工廠不可自行制造這些零配件為其他品牌服務(wù)。因此，零配件協(xié)議壟斷充分體現(xiàn)了蘋果護城河的足夠?qū)掗L，以此來壓低價格成本，獲取更多利潤。再者，蘋果的存貨管理是全世界第一的。一般存貨時間為5天左右，而三星為21天，大大地減少了倉儲成本，可謂是登峰造極，把利潤最大化。（2）適當?shù)匮舆t升級。蘋果一年出一款新手機，而技術(shù)的開發(fā)是環(huán)環(huán)相扣的。iPhone的研發(fā)技術(shù)來自itouch，itouch的技術(shù)來自iPad。等到iPad的開發(fā)技術(shù)成熟后在進行itouch和iPhone，通過分攤技術(shù)開發(fā)成本和延緩升級的獨特戰(zhàn)術(shù)來獲取最多的利潤。還記得喬布斯逝世之后發(fā)行的iPhone 4S。世人皆為這部手機的發(fā)行感動落淚，懷著無限深情去買這部手機，最終都是同樣的感受--為緬懷喬布斯推行的最后一款手機。當時我看了也覺得似乎就是這么回事。殊不知看了《蘋果這么紅背后奧秘多》這個視頻后才后知后覺地發(fā)現(xiàn)，這何嘗不是蘋果在做文章從而為其推行蘋果手機呢？打著緬懷的牌子，利用客戶彼時的感性情感，催促他們用實際行動來緬懷。高明的做法。修建棧道，暗渡陳倉。更厲害的卻還在后頭。iPhone 4到iPhone 5之間發(fā)行iPhone 4S還有一個目的就是趁著這緩沖的檔口延緩升級來修理對手，從而推高利潤。因此，iPhone 4S應(yīng)運而生并成功地完成了使命。談到此處忽地想起有些人的見解：蘋果妹推出一款新手機其實也只是改動了一點外觀，有時甚至外觀都沒改，而軟件則是一點一點地升級，并沒有大規(guī)模地改變。說不定蘋果這些策略早就在十年就已經(jīng)定制好了，如今只是在按部就班一步一步地進行著。回想到這些話時才猛然發(fā)現(xiàn)，蘋果，從生來之時就已經(jīng)為爭霸地位而做好準備了。除此之外，蘋果的技術(shù)創(chuàng)新更是技高一籌。Apple Store。蘋果商城成功解決了相關(guān)產(chǎn)品的使用，bug收集，創(chuàng)意及意見。同時，蘋果的軟件工程師也在忙于開發(fā)新的軟件，新的插件，讓用戶下載使用。Apple Store同時會發(fā)布一些有趣的新聞，不管是原創(chuàng)還是搜集的，都能快速分享給用戶。不過，蘋果也會采取適時地停止開放策略，目的還是延緩升級速度，降低成本。（3）蘋果內(nèi)部還構(gòu)建了強大的應(yīng)用系統(tǒng)，以此來滿足客戶的需求。

不難看出，這些戰(zhàn)略都旨在一個目的--降低成本，利潤最大化。不得不說，蘋果就像個高級的有技術(shù)含量的吸血鬼，處處考慮的出發(fā)點都是利潤最大化，直至細節(jié)也不放過。

當然，如何鞏固與老顧客的長期關(guān)系和吸引更多的新顧客也是一個重要的成功環(huán)節(jié)。蘋果更是不會放過這個機會。蘋果公司始終如一愉悅客戶。蘋果的任何設(shè)計都是經(jīng)過精心考慮的，甚至連包裝都會讓人覺得它物超所值。從包裝整齊的電源線到光滑的內(nèi)層擺設(shè)，打開包裝的每一布都是讓人愉悅的。蘋果在每一個客戶觸點上都是始終如一，從Steve Jobs的新產(chǎn)品發(fā)布演示會，到蘋果公司的網(wǎng)站，以及其產(chǎn)品本身。這一品牌給人以整潔和組織有序的感覺。在高科技行業(yè)，這是一種愉悅，是一種感受創(chuàng)新帶來的體驗。

另外，蘋果與非蘋果存在的差異化。即使蘋果公司利用傳統(tǒng)的渠道和媒體進行促銷，也會以與眾不同的方式，在出人意料的地方進行宣傳。前蘋果高級營銷管理人員Steve Chazin透露，蘋果iPhone附帶的那些小小的白色耳機之所以采用白色也非偶然。Chazin在其電子書《MarketingApple》中寫道：“這些白色的iPhone耳機不是由工程師設(shè)計的，這純粹是蘋果的營銷伎倆。因為人們在用iPhone聽音樂時，唯一能看得見的部分就是那個白色耳機，這就使得戴白色耳機成為一種新潮時髦的象征。只有戴白色耳機，你才是酷派一族。蘋果并不是簡單地將產(chǎn)品包裝設(shè)計得狠漂亮，給每一個產(chǎn)品加蓋一個很好看的Logo。其獨特之處在于它令人意想不到的地方，以不同尋常的方式將自己與他人區(qū)別開來，而且不會影響客戶的體驗享受。”處處充滿商機，每個細節(jié)都是蘋果公司精心打造的結(jié)晶，讓客戶充分地享受這種體驗的快樂。不難看出，蘋果的設(shè)計旨在傾力打造用戶體驗，有效地吸引目標用戶。

另外，蘋果公司還采用了用戶為中心的“數(shù)字生活（中樞）”戰(zhàn)略。數(shù)碼生活的核心是使個人能通過一個終端設(shè)備，比如電腦、手機甚至是一個遙控器，便利地獲取和管理被聯(lián)網(wǎng)的、個性化的資源。iTune 音樂商店是第一個將版權(quán)音樂集成聯(lián)網(wǎng)的商業(yè)平臺?？蛻艨梢詡€性化管理，同時與便攜設(shè)備“即插即用”，操作簡單，奠定了“數(shù)碼生活”用戶體驗的基礎(chǔ)。而iPod 加iTune 雖然僅僅是對數(shù)碼音樂生的個性化實現(xiàn)，但是奠定了蘋果公司在數(shù)碼生態(tài)圈中的特殊優(yōu)勢，同時積累了了解數(shù)碼中樞使用模式的消費規(guī)模。

蘋果對其平臺的嚴密管理業(yè)確保了自身在生態(tài)圈的核心利益。iTune平臺的搭建成功地啟動了蘋果在市場上的一系列成就，首次成就了硬件加軟件服務(wù)方式的優(yōu)越用戶體驗。蘋果公司提供“硬件加軟件”的集成，而軟件上的內(nèi)容，和硬件設(shè)備的附件產(chǎn)品提供則由參與生態(tài)圈打造的第三方提供，蘋果公司承擔(dān)了看護者的角色。而這種打造生態(tài)圈的方式也是很經(jīng)典的“價值網(wǎng)”共贏。蘋果公司成就的生態(tài)圈“價值網(wǎng)”縱向上是供應(yīng)商（比如提供存儲硬件的三星）和蘋果產(chǎn)品用戶，橫向上包括附件生產(chǎn)商（如iCase）和內(nèi)容提供商（如軟件開發(fā)群體）。附件產(chǎn)品及內(nèi)容提供商因分享了蘋果的客戶群盈利，而蘋果在這個生態(tài)圈中的核心地位即便于其管理iPhone的用戶體驗，同時保證了其對生態(tài)圈內(nèi)的收益的提取。

當然，除了無敵的戰(zhàn)略和尖端的產(chǎn)品外，良好的形象名譽也是蘋果成功的因素之一。蘋果公司對處理自身遇到的公關(guān)危機時自有一套方法。

記得2007年時，全球的手機市場中最受關(guān)注的事件莫過于蘋果iPhone的上市了！因為這是IT行業(yè)實力派、印象派巨頭——蘋果，在電腦行業(yè)、數(shù)碼播放器行業(yè)取得空前成功后，首次涉足手機行業(yè)的處女作。但令人多少感到有些意外的是，自開始上市銷售（確切的說，應(yīng)該是早在iPhone上市之前），iPhone就頻遭質(zhì)疑。對于蘋果來說，眼下最為棘手的是因為iPhone電池的內(nèi)置設(shè)計，用戶不能自行更換，而受到眾多用戶的控告；由于產(chǎn)品設(shè)計的原因，iPhone使用的安全性也受到質(zhì)疑；近日，又有一家名為SP Technologies的公司(以下簡稱“SP”)指控蘋果iPhone的觸摸屏設(shè)計侵犯了該公司的專利，分別受到對電池設(shè)計、使用安全性及設(shè)計專利侵權(quán)等的三個質(zhì)疑。

針對電池使用的便利性問題、電池的使用成本過高、電池的使用壽命過短和用戶的知情權(quán)問題，蘋果主動承擔(dān)責(zé)任，方能化險為夷。高調(diào)接觸媒體，把握輿論主導(dǎo)權(quán)。

而對于自身遭受的“安全質(zhì)疑”，如第一，作為一款剛剛上市的智能手機新品，iPhone集成了強大的網(wǎng)絡(luò)功能，但就其安全性來說，眼下廣大用戶還相對比較無知;第二、目前隨著軟件產(chǎn)品的不斷更新，安全漏洞難以避免，而這也正是網(wǎng)絡(luò)黑客大行其道的“溫床”，在這種情況下，用戶對iPhone的顧慮也是可能理解的；第三、蘋果公司方面沒能及時與廣大用戶就iPhone的的高智能性與安全性進行全面、詳盡的溝通，這樣以來無疑于在一定程度上造成了用戶對iPhone安全性認識的“真空狀態(tài)”。蘋果也并沒有坐待斃命，而是真誠與用戶溝通，化解用戶疑問。借助于iPhone銷售中心、體驗中心、售后中心及技術(shù)網(wǎng)站等多種途徑，就iPhone的使用安全性，與廣大用戶進行全面的溝通、交流，化解對iPhone安全性的質(zhì)疑；借助媒體，將自己為保障iPhone安全性的種種得力措施進行及時傳達。例如，為保障iPhone的兩項專利的申請、安全補丁的發(fā)布等等。

“觸摸屏專利侵權(quán)”危機是由一家名為SP Technologies的公司(以下簡稱“SP”)指控蘋果iPhone的觸摸屏設(shè)計侵犯了該公司的專利。SP稱，該公司持有觸摸屏的設(shè)計專利，而蘋果iPhone的觸摸屏設(shè)計與之雷同，侵犯了該公司的專利。而蘋果自身倒是沒有狗急跳墻，在危機發(fā)生后，一方面積極尋找有利的證據(jù)，以用來推翻對方的質(zhì)疑；另一方面，在沒有找到絕對有利證據(jù)之前，先保持對外表面的沉默。

但2013年的蘋果公關(guān)危機處理得并不是非常妥當。今年央視315晚會曝光了蘋果、大眾汽車在內(nèi)的多家廠商存在質(zhì)量或售后問題，被曝光的企業(yè)基本上都在第一時間對央視曝光的問題作出了誠懇的回應(yīng)，蘋果雖然也對央視提出的問題作出了回應(yīng)，但是兩次回應(yīng)都沒有提到如何解決央視曝光的問題。從3月15號到今天在央視、人民日報等多家媒體的集中連續(xù)報道之下，蘋果CEO開始出面發(fā)道歉信，并承諾改善iPhone 4/4S的售后政策加大監(jiān)管力度，至此蘋果售后服務(wù)問題才終于告一段落。無論是iPhone 4還是iPhone 5每一次產(chǎn)品出現(xiàn)問題，蘋果幾乎都是以不變應(yīng)萬變的方式應(yīng)對?；蛟S這是蘋果故意而為的方法，但是，若要長期地在中國市場得到追捧，穩(wěn)定民心的話，蘋果確實要好好地加以自我反省，應(yīng)始終做到讓民眾滿意的服務(wù)態(tài)度。

總之，蘋果確實為一顆璀璨的明珠，在未來的道路上，或許還會有許多艱難險阻，強勁的競爭對手。但是，只要蘋果自身的一切應(yīng)對措施采取得及時，真正地做到為人民著想的話，相信蘋果的未來會是一條康莊大道！