苹果公司在中国市场的营销策略

-4-ChapterOneIntroductionAtpresent,electronicproductshavebecomeoneofthemostimportantproductsinthesociety,itsupdatespeedisveryfast,andtherelatedenterprisesarealsoconstantlydeveloping.Appleisundoubtedlyaleaderintheindustry,toppingthe“Top100MostValuableBrandsintheWorld”rankingsreleasedbyWPPGroup,theworld’ssecond-largestadvertisinggroup,onMay9,2010,endingGoogle’spreviousfourconsecutivetitles.1.1IntroductionofAppleApple

Inc.,

formerly

known

as

Apple

Computer

Inc.,

is

headquartered

in

Cupertino,

California,

USA.

Its

core

business

is

electronic

technology

products,

with

a

globalmarket

share

of

7.96%.

Apple

II

contributed

to

the

personal

computer

revolution

in

the1970s,

followed

by

Macintosh

in

the

1980s.

Best

known

for

the

Apple

II,

the

Macintosh

computer,

the

iPod

digital

music

player,

the

iTunes

music

store

and

the

iPhone,

it

is

known

among

high-tech

companies

for

innovation.ApplewasfoundedbySteveJobs,SteveWozniakandRonWayninApril1976Foundedon1day.HeadquarteredinCupertino,California,USA,intheheartofSiliconValley.Inthespringof1975,AppleIDesignedbyWozonandpurchasedbyByte’scomputerstorefor50units,theAppleIsoldfor$666.66atthetime.In1976,WozcompletedthedesignoftheAppleII.In1977,AppleofficiallyregisteredasacompanyandadoptedthenewApplelogothatisstillinusetoday.Atthesametime,Applealsoreceiveditsfirstinvestment,MikeMarkkula’s$92,000.In1978,asApplepreparedtogopublic,Xeroxpre-purchased$1millionofApple’sstockandallowedAppleengineerstostudythegraphicalinterfaceofthePARCoperatingsystem,whichXeroxhadlongconsideredgarbage.ButApple’sengineersturneddecayintomagicandbroughtthegraphicalinterfaceintoawholenewspace.Applespecializesinthedevelopment,manufactureandsaleofpersonalcomputers,servers,peripherals,computersoftware,onlineservices,andpersonaldigitalaids.Itwastheworld’sthirdlargestpersonalcomputersupplierin1995,ranked11thinthe“World’sTop100InformationTechnologyCompanies”listthatyear,and“theworld’slargestsoftwaremanufacturer”50ranked25th.In94and95,theglobalmultimediamarketsharerankedfirst.Uptonow,Apple’smarketvaluehasexceeded500billion,makingittheworld’smostvaluablecompany.1.2Apple’sDevelopmentStatusintheChineseMarketAtpresent,Chinaistheworld’slargestmobilephonemarket,thesecondlargestPCmarket,andthethirdlargestconsumerelectronicsmarket.TheiPhone’sentryintotheChinesemarketbelongstothethirdstageoftheglobalexpansionoftheiPhone,andApple’scurrentsaleschannelsinChinaarestillmainlysoldthroughagents,whichcannotmeetthe“userexperience”ofAppleproductsMarketcommunication.Since2006,AppleChinahasopeneduptwoimportantchannelsinadditiontothetraditionaldistributionsystem(nationaldistributor-retailer).The“AppleDirectSalesExperienceChainPlatform”oflargesupermarketssuchasGome,Suning,andTmallappearedintheflagshipstoresofGome,Suningandotherstores,andbegantoexperimentwithnewproductreleases,terminalmarketing,after-salesservice,andmarginalproductsales.Asoftheendofthiswriting,Applereporteditssecond-quarterresults,andproductsalesworldwidegenerallydeclinedfromthefirstquarter.Accordingtothedata,Samsung’sshipmentsinthesecondquarterwere81.9millionunits,soApplestillholdsthetopspotinthesmartphonemarket,withamarketshareof24.5%,andHuawei,OPPOandVivoalsoenteredthetopfive.ThemomentumofChinesemanufacturerscannotbeunderestimated.ChapterTwoApple’sSWOTAnalysisApplehascarriedoutSWOTanalysisintheChinesemarket,aimingtounderstandApple’sstrengths,weaknesses,opportunitiesandthreatsinChina.ThefollowingisanintroductiontoApple’sSWOTanalysisintheChinesemarket.2.1AppleCompetitiveAdvantageAnalysisApplehasahighbrandawarenessandreputation,whichhaslaidasolidfoundationforitsmarketingpublicityandpromotionworkintheChinesemarket.Goodproductquality,fashionableappearance,istheimageofhigh-endconsumergoodsinthemindsofconsumers.Productdesign,processselection,rawmaterialprocurement,productionassemblyandtestingofalllinks,Appleisverystrictinthequalitycontrolofitsproducts,eveninsmallparts,simplicityisnotsimpleisApple’sconsistentphilosophy.Payattentiontoresearchanddevelopment,innovation,Appleattachesgreatimportancetotheresearchanddevelopmentofadvancedtechnology,thedesignofAppleproductsisnotonlyfirst-class,butofteninacertainaspectofthemarketrevolutionarychanges,Appleproductstothemarket,oftenimitatedbycompetitors.Fromanaestheticpointofview,Applehasthebestproductdesign:advancedandunique.Apple’scharacteristicsare:alwayspursueexcellence,constantlysurpassthemselves,andconstantlyforgeaheadandinnovate.Maintainingaleadingadvantageinmanyapplicationfields,Applehascreatedabrandwithemotionalshapeandself-expressionasthemainvaluebasedonqualityandtechnology,andtheproductisgenerallypositionedatthehighend,andthepremiumabilityofthebrandisrelativelystrong.High-endproductpositioningnotonlyenhancesbrandvalue,butalsoobtainshighprofits.Closednatureofhardware,softwareandoperatingsystems.Softwarepermissioncontrol,preventcheatingsoftwareandvirussoftware,preventsoftwarefromcausingdamagetotheoperatingsystem,reducetheuncontrollableandirreversiblesystemdamagecausedbytheinstallationoftheoperatingsystem,improvetheworkingefficiencyandabilityoftheprocessortobringconsumersasimpleandsmoothuserexperience.TheAndroidoperatingsystem,whichcompeteswithiOS,iswidelyusedinmobilephonesofmultiplemanufacturersandbrands,andcanbeoptimizedaccordingtodifferentsituations,andtheopensourcesystemwillbeunstableorstuck,anditisalsovulnerabletoadvertisingandviruses.2.2AnalysisofApple’sCompetitiveDisadvantagesTheoperatingmodelisputtothetest.ThestrategyadoptedbytheiPhoneintheUSmarketexclusivecooperationwithoperators,andthroughcooperationwithoperators,30%oftherevenuegeneratedbyusersisobtained,whichisunsatisfactoryintheChinesemarket,afterall,domesticoperatorsaremainlymonopoliesofmobile,Unicomandtelecommunications.Lackofflexibilityinmarketstrategy.Apple’smarketstrategyandproductstrategylackthepertinenceoftheChinesemarket,whichispronetoasituationofhighandlow,butinrecentyears,withthedownturnintheinternationaleconomicmarketenvironment,Chineseconsumershavegraduallypaidattentiontoit,andnewproductsalesandrelatedpolicieshavealsotakenmoreintoaccounttheintentionsandtendenciesofChineseconsumers.Thepricingoftheproductishigherthanthatofsimilarproducts.ThecustomerstargetedbytheiPhoneareallmiddle-andhigh-levelconsumers,anditspricedeterminesthatitisnotapopularproductchoice.Inefficientprojectmanagementandmanufacturing:Apple’smanufacturingdepartmentisinefficientandexpensivetodesignandmanage,whichisenoughtomakeAppleuncompetitiveinaneraoflowprofitsintheITindustry.Inadequatesupplychainmanagement:Thesupplycapacityofsomekeycomponentsisinsufficient,ormoreprecisely,the“explosivepowerofsupplycapacity”tocopewithsuddenchangesinmarketdemand.Therearemanytypesofproductsinvolved.ApplefromPCtoiPod,toiPhone,iPad,notonlyhardware,operatingsystem,butalsoextremelyrichapplicationsoftwareAPPItisalsobetterthanotherbrands,Apple’sfrontisverylong,andthecorrelationbetweenproductsisveryhigh,notlikeMicrosofthasaspecialty,soApple’scompetitorsarealsoquitemany,butalsofacethegiantsinvariousindustries.2.3AnalysisofApple’sCompetitiveOpportunitiesApplehasagreementswithcarriersanddominates;ApplehasreachedcooperationagreementswithMobile,ChinaUnicomandTelecomrespectivelytopromotecustomizedproducts,andshareaccordingtodatatrafficplans,phonebills,etc.,andsomeoperators’promotionchannelscanexpandtheirmarketshareandincreaseprofits.Apple’sexpandingproductline,musicplayers,mobilephones,tablets,watches,etc.formasharedecosystem,creatingconvenientandefficient,resourcesharing,andunparalleledadvantagesofotherplatforms.Theglobaleconomicsituationissluggish,theattentionofconsumersintheChinesemarkethasincreased,andnewproductsalesandexchangeactivitieshavebeenincludedinthefirstranking,whichhasenhancedconsumerconfidence,anddomesticconsumers’recognitionofApple’sbrandhasbeenincreasing,andApple’sproductshaverepeatedlyreachednewhighsindomesticsales.ApplehasreachedanagreementwithChinaUnionPayinthefieldofmobilepaymenttopromoteitsnewmobilepaymentmethod,ApplePay,givingconsumersanewpaymentexperience,whichisconducivetostimulatingitssalestofurtherincrease.2.4AppleCompetitiveThreatAnalysisApple’sbiggestthreatcomesfromtheoperatingsystem,AndroidsystemhasbecomeastrongcompetitortoApple’siOSsystem,andtherisingWindowsPhonesystemisalsoeatingintoApple’siOSmarketshare,especiallyinthehigh-endmarket.Apple’sinnovationbegantoenterabottleneckperiod,aftersixyearsofdevelopment,sixyearsofinnovation,inthemarketenvironmentofincreasinglyhomogeneoussmartphones,Apple’sinnovationisbecomingmoreandmoredifficult.Today’sinnovationsaresmallimprovementstoafeatureortechnologyofnext-generationproducts,whichinevitablydisappointsconsumers.Affectedbydomesticandforeignpoliciesandlegalenvironments,manyapplicationsoftwarewithrichcontentandfunctionsarenotsatisfiedinChina,andconsumers’userexperienceispoor.Asanindustryleader,thecompany’sdailycrisisPRhandlingofissuessuchaslaborprotectionpolicies,productqualitydefects,andnegativeissuessuchaspatentlitigationwithSamsungrequiresalotofeffort.ChapterThreeAnalysisofApple’sMarketingStrategyintheChineseMarketApplehasachievedgreatsuccessintheChinesemarket,whereitsproductsalesaregainingmarketshare.Applehasadoptedthefollowingmarketingstrategies.Apple’smarketingstrategyinChinacanbeanalyzedfromthefollowingaspects:1.Productstrategy:Apple’sproductstrategyhasalwaysbeenfocusedonhigh-end,highqualityandhighprice,soastoestablishbrandimageandstatus.IntheChinesemarket,AppleInc.haslaunchedcustomizedproductsforChineseconsumers,suchasiPhoneXR,iPhone12series,etc.Theseproductshavebeenadjustedinappearance,functionandpricetobettermeettheneedsandpreferencesofChineseconsumers.Atthesametime,AppleInc.hasalsoincreaseditsresearchanddevelopmentandproductioninChina.Furtherimprovethedegreeofproductlocalization.2.Pricestrategy:AppleInc.’spricestrategyhasalwaysbeenpositionedinthehigh-endmarketandadoptedthemethodof"highpriceandhighprofit"tomaintainitsbrandimageandprofitlevel.IntheChinesemarket,AppleInc.adoptedthe"hungermarketing"strategyintheearlystage.Bycontrollingthesupplyquantityandsaleschannel,AppleInc.intensifiedconsumers’desiretobuyproducts,thuspushinguptheproductprice.Inrecentyears,withtheintensifiedcompetitionintheChinesemarket,AppleInc.hasgraduallyadjusteditspricingstrategyandstartedtoadoptsomespecialoffersandpromotionalactivities,suchas"DoubleEleven","618"andothere-commercefestivals.3.Promotionstrategy:AppleInc.’spromotionstrategyhasbeenfocusingonhigh-endsaleschannelssuchasboutiquesandhigh-enddepartmentstorestoattractconsumersthroughhigh-qualityenvironmentandprofessionalservices.IntheChinesemarket,inadditiontostrengtheningtheconstructionandoptimizationoftraditionalsaleschannels,AppleInc.hasalsointensifieditsonlinesalesefforts,suchasthroughitsownonlinestores,JD.com,Tmallandothere-commerceplatforms.Atthesametime,AppleInc.alsoactivelycarriesoutvariouspromotionalactivities,suchaseducationalincentivesandtrade-ins.4.Channelstrategy:AppleInc.’schannelstrategyhasalwaysbeenbasedonitsowndirectsaleschannels,andmaintainsbrandimageandprofitlevelbycontrollingsaleschannelsandsupplies.IntheChinesemarket,inadditiontostrengtheningtheconstructionandoptimizationofitsownchannels,AppleInc.alsobegantograduallyexpanditssaleseffortsthroughthird-partychannelsandonlinechannels,suchascooperationwithJD.com,Tmallandothere-commerceplatforms.Ingeneral,Apple’smarketingstrategyintheChinesemarketisstillhigh-end,highqualityandhighprice.Atthesametime,ithasmadecertainadjustmentsandinnovationsaccordingtotheneedsandcharacteristicsoftheChinesemarket.Bylaunchingcustomizedproducts,adoptingmoreflexiblepricingstrategiesandpromotionalactivities,andstrengtheningtheconstructionandoptimizationofonlineandofflinesaleschannels,AppleInc.hasconstantlyexpandeditsbrandinfluenceandmarketshareintheChinesemarket.3.1Apple’sProductStrategyApplebringsitsuniquedesignandhighqualityproductstotheChinesemarket,andconstantlyinnovatestheold.3.1.1Apple’sProductPackagingStrategySinceitsinception,Applehasbeenknownforitsproductinnovations.ItsmainproductlineincludesApplecomputers,iPodsandrelatedmusicproducts,iPhones,monitorsandotheraccessoriesandsoftware.AppleComputerProductInnovationTrajectoryAppleIandAppleIIIn1976,mostcomputersdidnothavemonitors,butAppleIcoulduseTVsasmonitors;AppleIconsolesareeasiertoboot;DesignerWozniakdesignedacassetteinterfaceforloadingandstoringprogramsthatranat1200bitspersecond.Despiteitsfairlysimpledesign,theAppleIisstillamasterpiece.TheAppleIIthatfollowedwasadeparturefromtheimageofthepreviouspersonalcomputerasheavy,bulky,complexanddifficulttooperate,itwasnovelindesign,functional,cheap,easytouse,andlookedlikeabeautifultypewriter.Itwastheworld’sfirstmicrocomputerwithacolorgraphicalinterfaceatthattime,soitisrecognizedasamilestoneinthehistoryofpersonalcomputerdevelopment.Appleoffersproductsthatareeasytouse,lookgood,andfeelgood,creatingalineofhardwareproductsthatareclearlydifferentiatedinthemarket.InthedesignofApple,thecombinationofcolorandspecificformhasastrongemotionalcolorandperformancecharacteristics,andhasastrongspiritualinfluence.ProductsystemsoundandiPodeconomy.ApplebuiltaseamlessnetworkofiPodhardwareandsoftware,iTunesonlinemusicstoresandAppleretailstoresandaccessoriesforthenationalworld,innovatingtheiPodeconomyandensuringtheinterestsofallinvolved.Brandandexperience.ApplehasestablishedApple’simageamongusersthroughitsexcellentinterfaceandiTunesmusicsoftwareproducts.Applebecameacompanytrulysuitableforsellingdigitalentertainmentproductsandoperatingdigitalentertainmentservices,“exquisite”,“elegant”,“cool”,symbolssuchas“freedom”becamepartofitspublicimage.Asanewfashionfavorite,theiPodhasattractedattentionfromallwalksoflife,andtodaytheiPodhasbecomeasymbol,apetorastatussymbol.3.1.2AppleProductBrandingStrategyApple’sbrandstrategy:Appleisanelectronicconsumerproductbrand,butmanyconsumersareasfanaticalandpopularasanyluxurybrand.Whatisthereasonforsuchenthusiasmamongconsumers,inotherwords,whyApplehassuchabigbrandeffect,mustbeduetoitssuccessfulbrandstrategy.Applepaysattentiontobrandvalueinnovation,whichcanmeetcustomers’pursuitofhighervaluegoalsfororiginalproductsorserviceswithnewbrandvalueswithinacertaincostrangeandonthebasisofcontinuousimprovementofproductsandservices.Apple’sdetaileddesignisverygoodtoattractconsumers,themostrepresentativeisApple’slogo,notonlyconcise,easytoidentify,butalsoitistocommemoratethegreatpioneerinthefieldofartificialintelligence-Turing,andTuring’sstoryisApple’slogoItinjectsnewcharmandalsoprovidesnewrecognitionforApple’sbrand.Bycreatingalogothatgrabbedtheconsumer’seyeandcreatedastrongresonance,Appledidit.NomatterwhichAppleproduct,simplelogo,simpleaccessories,simplehue,simplepackaging,makeyoufeelthatitisclosetoyouandthepracticalityitgivesyou,andthesilverappleonthebackthathasbeenbittenoffcanalwaysarousetheconsumptionimpulseofconsumerswholoveAppleproducts.NowApplenotonlymaintainsastrongbrand,butalsohasachievedoutstandingperformanceinthemarket.Apple’suniquepositioningisitsdistinct,minimalistpersonalityandhighlycreativedesign,whichisdestinedtobepopularwithyoungerpeople.Atthesametime,thispersonalityisdifficultforotherstoimitate.Applehasbeenspendingalotofeffortoninnovation,asimpleMP3intoApple’shands,itbecomestheiPod,asimpleandprominentformfactor,givingalargepartofyoungpeoplewhopursueindividualitytheopportunitytotakeadvantage.Appleisnotonlyuniqueinproductinnovation,butalsoinitsbrandcommunicationmethods.Forexample,theprocessofcommunicatingthebrandthroughtheouterpackagingofallitsproductscanalsoperfectlyconveythebrandview.Inaddition,Applehasspentalotofeffortonadvertising.AdvertisingofAppleproductscanbesaidtobeeverywhere,inconspicuousplacesinNewYork,whetheritisFifthAvenueorChinatown,theimageofApplewillinadvertentlymeetoureyes.Itsadcreativeisevocative.Apple’sadvertisingdesignisparticularlystreamlinedandadvanced.3.2Apple’sPricingStrategyApple’sPricingStrategyApplehaskeptitspriceedgebyofferingaspecialpriceversionfortheChinesemarket.Apple’spricingstrategycanbesummedupas“boldpricing”,whichistouseapricefarabovethecosttoestablishahigh-endproductimageinthemarket.Apple’spricingstrategyhasseveralcharacteristics:1.Premiumpositioningtocreateapremiumimage:Apple’sproductsoftencostfarmorethantheycost,afactthatevenSteveJobscouldnotchange.Throughitshighpricepositioning,Applehassuccessfullyestablishedahigh-end,fashionableandelegantimageinthemindsofconsumers.Consumersalsotendtobewillingtopayhigherpricesforwhatlooklikehigher-endproductswhentheybuyAppleproducts.2.Boldpricing:Appleusesthe“boldpricing”strategy,whichsetsthepriceofitsproductsveryhighinordertostimulateconsumers’desiretobuy.Thispricingstrategyisdifferentfromthetraditionalcostpricingmethod.Itdoesnotpriceaccordingtothecostandmarketcompetitiveness,butaccordingtotheconsumer’sperceivedvalueandmarketpositioningoftheproduct.3.Purchaserestrictionandpanicbuying:Appleadoptsthemethodofpurchaserestrictionandpanicbuying,whichmakesconsumersthinkthatApple’sproductsareveryscarce,thusstrengtheningconsumers’cognitivevalueoftheproducts.Suchrestrictionsandpanicbuyinghavefurtherstrengthenedconsumers’enthusiasmforAppleproducts.4.Ancillaryservices:Appleisnotjustahardwarecompany,it’saservicescompany.Byprovidingaseriesofsupportingservices,suchasiTunesStoreandAppStore,Appleprovidescompletesolutionsforconsumers.TheseservicesalsogiveAppleproductsamoreupscalevibe.5.Brandeffect:Applehassuccessfullybuiltitsbrandintoasynonymforhigh-end,stylishandelegant.WhenconsumersbuyAppleproducts,theyarebuyingnotonlytheproductsthemselves,butalsothelifestyleandvaluesthattheApplebrandrepresents.Therefore,consumersarewillingtobuyAppleproductsevenifthepriceishigh.It’simportanttonotethatApple’spricingstrategyisn’tsetinstone.Insomecases,Applehasadjusteditspricingstrategytomatchmarketdemandandcompetition.Forexample,whenAppleintroducediphoneswithlargerscreens,italsopricedthemhighertomatchconsumers’perceptionofapremiumimage.3.2.1SkimmingPricingStrategiesforAppleProductsTheso-called“skimmingmethod”,alsoknownasthehighpricemethod,istosettheinitialpriceoftheproductveryhigh,throughthehighpriceintheshorttermtorecovertheinvestmentassoonaspossible,andtoseizethemaximumprofit.Theimplementationofthe“skimmingpricingmethod”isnotaimedatachievingmaximumsales.TakeApple’smostsuccessfuliPodasanexample:Apple’sfirstiPodretailsfor$399,butformost“Applefans”,Althoughitisahigh-pricedproduct,mostarewillingtopayforit,soApple’sskimmingpricinghasbeenamajorsuccess.Immediatelyafterwards,inorderto“skimmorefat”,ApplelaunchedalargeriPodforconsumersinlessthanhalfayear,andpricedithighat$499,andtheresultwasstillsignificantofsuccess.EverytimeApplelaunchesanewproduct,itmustlaydowninfinitecuriosityandexpectationsintheheartsofconsumersinadvance,andwhenthenewproductisofficiallyputintothemarket,therelatedproductsaresetatahighprice,butalthoughthehigh-pricedAppleproductsmakemanyconsumersprohibitive,theydonotreallyreducethesalesrevenueofAppleproducts,andhigh-pricedAppleproductsmakemore“Applefans”MorefirmlybelievethatAppleisahigh-endatmospherichigh-gradeproduct,notonlyquicklysoldwellinthemarket,butalsoattractedmoreandmore“Applefans”Activelyjoining,whilebringingmoreloyalcustomerstoApple,ithascreatedhugesalesrevenueforApple,whichhasgreatlypromotedthedevelopmentofApple.Moreover,whenaproductsellsverywell,Appleactivelydevelopsanewgenerationofproductswithmorefunctions,andsellsthepreviousproductsatreducedprices,quicklygivingprofitstoconsumers,suchsalesmethodsandsalesstrategies,sothatApplehassetoffanotherroundofhotsalesofAppleproductsinthestateofproductmarketisnotsaturated,thatis,itbroadensthesaleschannelsforthecurrentproducts,attractsmorepeoplewhowerepreviouslydeterredbytheprice,andatthesametimeprompts.Applefans’activeupgrading,sothatAppleinthesalesofitsproducts“skimmedmorefat”,assoonaspossibletogettherecoveryoffundsandprofitreturns.3.2.2PrestigePricingStrategyforAppleProductsPrestigepricingisapricingmethodthatconsciouslysetshighpricesforgoodstoimprovetheirstatus.Theso-calledprestigepricingmethodreferstotheuseofacertainpsychologygeneratedbyconsumers’admirationforbrand-nameproductsortheprestigeoffamousstorestosetthepriceofgoods.Becauseconsumershavethepsychologyofadvocatingfamousbrands,theyoftenjudgeproductqualitybyprice,andthinkthathighpriceandqualitymustbeexcellent,thispricingstrategynotonlycompensatesforthenecessaryexpensesofmerchantswhoprovidehigh-qualityproductsorservices,butalsohelpstomeettheneedsofdifferentlevelsofconsumption.“Setahighpricewithprestige,andraiseprestigeatahighprice”isthebasicessenceofthispricingmethod,whichmainlycapturesthepsychologyofconsumersadvocatingfamousbrands.Thispricingmethodhastwomainpurposes:first,toimprovetheimageoftheproduct,andsecond,tosatisfythedesireofsomeconsumersforstatusandself-worth.Theprestigepricingmethodisusuallyapplicabletobrand-nameproductsandhigh-qualityproducts,andtheprestigepricingmethodismainlyusedtouseconsumers’worshipandtrustpsychologyforbrand-nameproductsandhigh-qualityproducts.Intheeyesofmanyconsumers,afamousbrandisasymbolthatrepresentstheidentityandsocialstatusoftheproductconsumer.3.3Apple’sChannelStrategyApplehasexpandeditssaleschannelsbycooperatingwithdomestice-commerceplatforms,suchasopeningofficialflagshipstoresonTmallandJD.com.3.3.1IndependentDistributorsofAppleProductsIndependentdistributor(Kunidai).Therearetwointhecountry,namelyChinaPostandTelecommunicationsEquipmentCorporationandShenzhenTianyinCompany,andtwonationalagents(referredtoasGuodai)haveestablishedtheirownbranchesinprovincialcapitalsandmunicipalitiesdirectlyundertheCentralGovernment;ItisApple’sdesignatedchannelagentinChinesemainland,andtheproductsoftheagentsofbothpartiesareexclusive,andaproductgiventoTianyincannolongerbegiventotheequipment,andviceversa.Atpresent,thetwocompanieseachrepresentanumberofApple’smobilephoneproducts.Throughtheirmarketingnetwork,theycancoverretailstoresatalllevelsthroughoutthecountry,cities,countiesandtownships.ThesetwocompaniesarealsonationalagentsforNokia,Samsung,LG,Dopodandotherproducts.Inthenationalmobilephonedistributionstrengthranksinthetoptwo,eachhasitsowncharacteristics,regardlessofthemiddle.Ofcourse,thelaunchofiPhoneproductsinvolveschoosinganagentbetweenthesetwoagents.3.3.2MassRetailersofAppleProductsLarge-scaleretailers(DKRs),alsoknownasdirectsuppliersordirectcustomers,mainlysupplyabout80localelectricalapplianceretailersormobilephoneretailersinChina,mainlyincludingelectricalapplianceretailcompaniesGomeElectricandSuningElectricAppliancesandotherprovincesinChina,atotalof83Alarge-scaleretailer,theseretailersandApplehavesignedadirectsupplyagreement,accordingtotheagreementdoesnotpurchasedirectlyfromApplethroughthenationalgeneration,enjoygreaterpriceadvantageandmarketsupportthanordinaryretailers,butatthesametimeApple’srequirementsandmanagementintensityareveryhigh.Thistypeofcustomerisnotexclusivetoeachother,andbasicallydoesnotinvolvetheproblemofchannelselection.3.3.3OrdinaryRetailStoresforAppleProductsGeneralRetailStore(KR),whichpurchasesproductsdirectlyfromtheabovetwoagentsforterminalsales.Atpresent,thereare3850majorKRcustomersinthecountry,thatis,thesalesrepresentativesofMcompanycanvisitcustomerseveryday.Afteryearsofdevelopment,themobilephoneretailmarketisrelativelymature,andthewholesalebusinessof