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Cbs China Studies

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目錄
封面----------------------------------------------------------------------------------------------------P.1

目錄----------------------------------------------------------------------------------------------------p.2

章節:---------------------------------------------序言------------------------------------------------p.3

章節1:----------------------------------聯想集團公司簡介------------------------------------P.4

章節2:---------------------------------聯想在中國的發展戰略----------------------------P.5-7

章節3:----------------------------------中國宏觀經濟分析---------------------------------P.8-10 3.1政治方面------------------------------------------------------------------------------P.8 3.2經濟方面------------------------------------------------------------------------------P.9 3.3社會方面------------------------------------------------------------------------------P.10 3.4科技方面------------------------------------------------------------------------------P.10

章節4:-----------------------------中國聯想營銷策略分析------------------------------P.11-12 4.1產品方面------------------------------------------------------------------------------P.11 4.2價格方面------------------------------------------------------------------------------P.11 4.3渠道方面------------------------------------------------------------------------------P.12 4.4促銷方面------------------------------------------------------------------------------P.12

章節5:---------------------------------聯想集團SWOT分析-------------------------P.13-15 5.1優勢------------------------------------------------------------------------------------P.13 5.2劣勢------------------------------------------------------------------------------------P.13 5.3機會------------------------------------------------------------------------------------P.14 5.4威脅------------------------------------------------------------------------------------P.15

章節6:--------------------------------------總結及建議------------------------------------P.17-

章節7:--------------------------------------參考資料---------------------------------------P.18
序言
在過往二十年間,中國不斷推動「改革開放」政策,不但促進經濟起飛,更實現每年平均8%以上的高度成長,令中國的國際地位不斷提升。

自2004年,中國加入世貿,並在承諾參加資訊科技協議(ITA)的影響下,中國取消了在資訊科技產品上的關稅徵收,使我國資訊科技市場競爭更趨激烈,吸引各跨國科技巨頭進駐中國發展,以求分一杯羹。已致電子商貿日漸普及,我國機構對電子科技產品的商業習慣構成一定的影響,一些積極進取的業者已在網上進行企業對企業交易,大大提高營運效率。 加上,我國收入水平上升,現代人對數碼產品片刻不離手,原因產品功能日新月異,價格愈來愈低。然而市場競爭日趨激烈,紅海行銷思維四處湧現。 而聯想集團成立了26年,由國內進軍至國際市場,成為全球第三大電腦廠商。根據IDC報告顯示,聯想集團的市場佔有率33.90%,進一歲確立了聯想集團在內地的『龍頭老大』地位。因此,我們選取聯想集團作為本次專題的研究對象。以下報告循四方面,分別在宏觀經濟,競爭優勢,營銷策略,及發展策略進行分析。
1.聯想集團簡介
聯想集團有限公司成立於1984年,現任董事長為柳傳志,總部地點在美國北卡羅萊納州羅利市三角研究園。銷售地點遍佈全,員工超過20,000人,全球約3,200名銷售代表和覆蓋全球的渠道夥伴網絡,全球電話呼叫中心在世界各地以超過25種語言提供產品支援服務;助力全球服務供應鏈,在18個服務交付中心共有超過2,500名技術支持人員,及約25,000個授權現場技術員每月同步提供上百萬次的實時服務;並同時專注在提升客戶服務體驗和降低成本, 聯想的成功源自於協助顧客達成目標。 聯想計算機出貨量僅次於美商惠普與戴爾計算機,是全球第三大,但在宏碁計算機完成收購美商IBM後,第三名落入宏碁手中,聯想成為老四。聯想集團併購美國IBM公司個人電腦部門,並獲得在5年內使用IBM品牌權,成為全球第三大PC廠商。2007年4月2日,聯想集團的英文名字由 '' Legend '' 改為現在的 '' Lenovo '' 。新聯想 是一間創新國際性的科技公司。 聯想公司主要生產筆記本電腦、一體機、台式電腦、服務器、打印機、投影機、移動互聯、數碼產品、電腦周邊等商品。聯想電腦銷量位居中國國內市場首位。 現時,與聯想集團的競爭的國際電腦廠商,包括惠普、戴爾電腦、宏碁、東芝、及華碩、索尼等。國內競爭對手主要包括崢正、海爾、TCL、神舟電腦、清華同方等。
2.聯想集團發展戰略
2.1 引入直銷方法,以對抗主要競爭對手“戴爾” 自中國加入世貿後,內地電腦市場競爭愈趨激烈。因此,聯想集團決定不再固守分銷模式上,直接引入直銷方法,以吸引更多客戶與戴爾抗衡。當中,對大客戶實行電話營銷和客戶營銷模式。另外,對於零售客戶和中小企業客戶,則加強渠道營銷模式。 而集團總裁更表示將過往渠道分銷模式作為主力銷售渠道,並作出相應調整。 另一方面,聯想使公司組織管理架構傾向以市場及銷售為主,從而加深銷售戰線拓展。 另在2004年7月,以股權置換形式銷售IT服務予亞信科技,以助日後發展智能手機等重點業務的基礎。以望借助拓展國際市場,以擺脫利潤下降的環境。

2.2. 差異化戰略 在歐美市場上,由於當地企業技術較為先進,競爭對手實力都是比較強的,聯想並不能以技術和產品取得勝利。此時一個好的市場戰略就顯得無比的重要。聯想在歐美等一些比較成熟的市場,針對大客戶這一方面建立起差異化的市場營銷策略,採取適合大客戶的市場營銷策略和產品設計。聯想的差異化戰略也是對IBM公司大客戶戰略的一種延續。聯想的差異化戰略還針對特定人群,例如,迷你筆記本是目前筆記本市場最受歡迎的一類產品,聯想採用迷你筆記本創新營銷模式,其IdeaPadS9/S10主要定位於大學生和年輕白領,提供了有線、 WiFi、“藍牙”和移動上網等4種網絡連接方式,可輕鬆實現“永遠在線”。通過穩固特殊消費群體,聯想佔領了海外的部分市場。聯想通過在海外市場上選擇差異化戰略使自身走向國際化。
2.3人力資源國際化
企業要走向國際化必須實現其人力資源的國際化。 2004年11月9日,聯想集團主席表示在聯想的國家化進程中是比較缺乏國際化人才的。首先,聯想尋找具有國際管理能力的國際管理者,2005年12月,聯想聘用前戴爾高級副總裁出任CEO一職;2006年請微軟前高管肯尼思.迪佩特羅擔任公司人力資源部門高級副總裁。聯想改變啟用內部人才的市場營銷策略thldl.org.cn,實現人才本土化、國際化。這更有利於把握國際的市場信息、節省開發人力資源的成本。 其次,聯想加強對內部員工的培訓。為了適應國際化,聯想集團的董事長楊元慶宣布聯想的官方語言為英語,也對員工的英語水平做了培訓,這就方便不同國家員工之間的溝通,節省溝通管理的成本。

2.4利用中國的國際化進程,進一步邁出國際市場營銷策略步伐 08年北京奧運會期間,奧運TOP贊助商聯想集團的夢想是:讓世界關注聯想。聯想成為北京2008年奧運會火炬官方合作夥伴,其創新設計中心主創的“祥雲”火炬走遍全球,聯想奧運戰略由此啟動。聯想的奧運計劃幫助聯想擊敗了很多對手。同時聯想還把參與“世博”作為其規劃許久的市場戰略。其管理者透露,早在北京奧運會舉辦前,聯想便開始了“世博”項目的“攻關”,一是這是作為民族企業的責任,二是決不能錯過這個展示聯想技術與方案實力的機會。可見聯想長久以來都極其的重視抓緊機會,以完成其建立跨國大企業的目標。
2.4國際市場營銷策略與“雙業務模式”
“雙業務模式”就是聯想的特色戰略。聯想採取關係型客戶模式和交易型客戶模式,即聯想把客戶分為商用群組和消費群組,而在每個群組,又分為筆記本營銷部以及台式機營銷部。

2.5品牌標識國際化 2003年集團全球品牌新標識切換項目正式啟動,LENOVO從此取代LEGEND成為品牌走向國際化的新標識。切換品牌標識的直接原因是國際化的需要。要國際化,首先需要一個可以在世界上暢通無阻的、受人喜愛的英文品牌,但LEGEND這個英文名稱在國外很多國家已經被註冊,品牌新標識切換為未來公司業務拓展做好先行部署。

2.6把內地市場作為堅實的後盾 目前聯想在中國市場區的銷量佔整個集團的40%以上,收入佔30%多,而利潤則超過50%,中國區是整個集團的利潤支柱。一切企業要進行國際營銷,必然要有支撐其跨國發展的堅實後盾。聯想穩固中國市場就是中國市場區是全球增長的發動機。中國市場區以兩倍於全球PC市場的增長速度,拉動了新聯想的增長。本土市場的穩固使得聯想能夠將其“雙業務模式”複製到全球,特別是一些新興市場。
3.聯想集團中國宏觀經濟分析
3.1背景 在2004年,中國加入世貿後,經濟高速發展,市場潛力廣闊,中國已成為國際各大公司亮相爭奪的目標。中國企業面對入世,既存在危機,又是難得機遇。如何突圍而出,拓展海外市場的基礎,是聯想集團的重大考驗。而2004年,亦是聯想集團關鍵的一年,為此, 聯想重新組織架構,重新制定發展戰略。
〈1〉營銷環境分析
1.政治方面: 自改革開放後,中國政局持續穩定,為經濟的發展提供非常有利的條件。全國各地區基本已形成了各具特點的區域市場。同時,隨著第三次科技革命的衝擊,;中國政府對高科技企業采取了積極扶持的策略,實施信息化發展政策促進IT行業的發展。中國以信息化帶動工業化的發展戰略,是IT市場持續發展的重要動力,培育了行業用戶對包括電腦在內的IT產品的持續需求。希望藉此發展我國的高科技,加快國家現代化過程。同時,不同地區、城市也相應的制定了各自的網絡、高科技發展規劃。 但是,中國政府在鼓勵IT行業發展方面相繼制定了有關的政策法規。2003年的《政府采購法》及2004年的《電子簽名法》,為電子政務的進展提供了強有力的保障,也必將帶動政府信息化建設的快速推進。 此外,在2005間,中國政府對與信息技術相關的251稅目全部實施零關稅政策,信息產品全面實現零關稅將進一步降低依賴進口的部分核心元件的成本,從而使計算機產品具有新的降價空間,並可能獲得因降價而擴大的市場空間 而在2007年開始,中國政府推出『家電下鄉』政策,採取多次補貼措施,更令手續不斷簡化,令補貼品種不斷增加及對電腦的需求日漸上升。

2.經濟方面: 在改革開放後,中國的國內生產總值平均每年增長8%,其中,在金融海嘯的影響下,其國內生產值總值亦保持為平均8%,是全球經濟增速最快最穩的國家,外匯儲備中国自1978年實行改革开放以来,,外匯儲備僅次於日本和歐盟,而我國居民的儲蓄額已達七萬億元,排列世界第一。 另一方面,中國被譽為世界工廠,其工業類型繁多,自然資源豐富。在過往20年間,東部沿海城市經濟發展迅速,重點城市分別有上海、廣州、堔圳、青島等。而在2000年期間,中國更發表中國西部大開發計劃,發展中國西部地區,以令內陸市場與沿海城市看齊,同時青藏鐵路及廣深高速鐵路動工興建。為中國經濟帶來更大潛力。 自2004年中國正式入世後,現已逐步與國際市場接軌,使國內不規範秩序,令國內各市場的競爭更趨激烈。另在金融海嘯後,中國政府進一步實行擴大內需,刺激居民消费,令國家持續發展,減少對入口貨品的需求。這為聯想的資訊產品提供極好的經濟條件。而且在「十二五」中更提及實施完善社會保障及提高城鄉居民生活水平。

3.社會方面: 雖然我國政府實施“壹孩政策”多年,但人口的城鎮化比例呈現持續上昇趨勢,帶動總體消費力的持續上昇。 隨著城市化進程穩中趨快,人們對電腦網絡知識的接受程度越來越高,進而帶動電腦消費需求的上升,令個人電腦的使用在城鎮市場開始進入普及階段。加上,在當今的信息時代,上網己經成為人們生活的重要內容,電腦也因此成為一個相當重要的工具。 對比上一個世代的中國的消費者,大都著重價錢選購買電腦產品。隨著中國經濟開放,我國人民已由轉移追求高質素產品,人們不只看重價錢質素亦是一個很重要的因素。同時,教育普及率的提高,掌握計算機基本技能的要求也不斷升高,這將促使越來越多的中國居民購買計算機。

4.科技方面:

由於我國政府擴大在法律上的保障範圍,以及擁有自主知識產權的科技成果對企業重要性要求的提升,企業將加大科技開發的投入,競爭方向也將由價格競爭逐步轉為科技的競爭。

在現時,我國的電腦企業在核心技術能力上呈現兩個特點:一是計算機的生產基本採用代工生產的方式,IT企業缺乏對計算機產品的研發和設計能力;二是在關鍵技術、專利和標準方面受制於美、日、歐盟等發達國家的大企業,對全球IT產業巨頭的依賴程度非常高。

另一方面,聯想集團前身為中國科學院計算機公司,匯集多名各方面領域的專才,技術實力雄厚。而在我國電腦研究上更是當前最高水平,可稱為我國電腦研究的“發源地"。 為聯想集團提供各類人士協助研究電腦及其銷售市場的發展。

4.中國聯想營銷策略分析

4.1產品方面:

由於國內品牌電腦行業都沒有中央處理器技術,因此在電腦硬件上大同小異。因此,聯想為尋覓新的消費市場,將產品重新包裝,以希望帶領新一輪的消費需求。

而在重新包裝產品上,聯想更與國際品牌合作結合,將最先進最成熟的技術和產品帶給內地用戶。在把握客戶需求的基礎上,充分利用自身在品牌機領域多年積累的技術,開發適合中國用戶的新產品,同時,聯想非常留意和國際一級企業的合作,發揮各自的優勢,保障產品的領先性和市場的競爭力。

2003年,聯想集團在原有的基礎上,成功改進與開發了家用式電腦“天驕”系列,“鋒行”系列,“家悅”及“悅靈通”系列。從而滿足不同階級,不同收入人們的需求。在商用機上,“開天2代”,“啓天系列“,”補天系列“和網吧專用機也都進行了重新的包裝和設計。

在外觀上除了要具有自己產品的特色外,產品硬件設置也要進行創新。AMD系列必將拉動另一輪消費觀念。另外,Linux系統的採用也會成為人們的追求。

4.2價格策略:

聯想作為國內的知名的民族品牌電腦。其電腦產品本身突顯有高級質優的形象,所以不能採取滲透定價策略。

而目前我國的電腦市場,降價幾乎成為唯一的競爭手段。這預示著企業市場競爭的激烈性。解決這些矛盾和問題的思路有多樣化,但價格競爭的積極作用卻是不可忽視的。聯想集團在價格競爭中不失去市場,必須在巨大的壓力下,通過改善經營管理、加強技術改造、開發新產品、提高產品質量、改善服務等方面的努力,使產品的價格性能比得到提高,才能處于競爭的有利地位,才能受到用戶的青睞和吸引更多的消費者,以實現企業的經營目標。

在現有的市場條件下,聯想僅僅在一些特定的時期,對一些特點的產品(如在同行內,品牌不出名的電腦),進行策略性的降低價格。多數時候,為規範市場,我們要致力於集團本身的市場影響力,將價格穩定在一個合理的水平上,甚至不惜犧牲短期銷量。

4.3渠道方面:

由於非所有的客戶都希望以同一營銷模式銷售產品。因此,聯想採取混合營銷模式,以針對不同的用戶需求,從而提供不同的銷售渠道。例如,對公司的重要客戶採取直銷模式,從而達至降低大型採購的成本,同時提供服務的質量。另對中小企業客戶則採取渠道銷售及電話銷售雙向銷售模式,以增強代理商獲取客戶、服務客戶的能力。而對於政府、教育及個人客戶,則採取渠道銷售及中央市場部支持。

4.4促銷方面:

首先在廣告宣傳上,聯想採取多種媒體宣傳,廣泛的宣傳與媒體廣告是建立企業品牌的重要依據,如專業展覽,優化公司網站,免費咨詢服務活動,軟新聞報道等。在宣傳的媒體上,聯想集團在報紙,電台,電視,戶外路標等、地點設立標牌,提高品牌效應。

聯想將重點側重在樹立內部企業形象。希望以形象拉動銷量。同時,在宣傳時,還要開展以產品特性為主的訴求。而在進行廣宣活動時,提高企業形象與產品知名度所花費的資金應毫不吝嗇。

在直銷上,聯想集團應避免傳統的促銷方式,業務代表主動出擊.尋找潛在的客戶,並建立好客戶檔案,充分了解每一位顧客,並對每一位顧客進行有效的拜訪.不斷跟進直至成交。在進行促銷活動時,購買聯想任意一款電腦,都有禮品贈送。並不定期舉辦抽奬活動,獲勝者相對得到相應的奬品。奬品要追求實用性,美觀性等。從而提高消費者的積極性。

5.SWOT 微觀經濟環境分析

5.1優勢方面:

首先,聯想集團分別在北京的上地,上海的浦東,廣東的惠陽設置生產基地。當實現大規模生產,有效的降低了成本,可以對抗價格戰。此外,在產品出產上,聯想生產部門嚴格按照高標準和技術參數進行常溫測試、高溫測試等測試程序,以確保每一台出廠電腦的質量和優秀品質達到最高水平。

而由於聯想前身為中國科學院計算機公司,提供各類專業人士,擁有龐大的研發體系,有助發展新產品的款式及功能創新。 另外,聯想在中國擁有強大的銷售網路,分別在直銷及分銷渠道上都有一定的經驗,可令聯想在銷售控制上進一步加強。

在聲譽上,聯想連續在5年位居國內電腦市場銷售量第一,由於我國政府的大力支持,令聯想的知名度大為提高。而在品牌記憶度方面,聯想達到了86.2%€‚如此高的聲譽,為聯想新產品的推出提供極端有利的條件。

5.2劣勢方面:

在核心技術上,聯想不具有自主知識產權,受國際市場價格波動或壟斷影響。另在主操作系統、硬盤、處理器等均為進口貨品。這直接導致了聯想在開發高配置產品的同時,成本也必然提高。雖然聯想已投入大量資金用於RVD上,這個劣勢仍為聯想系列產品的最大弱點。

在營銷網絡及服務方面,儘管聯想在國內,國外有幾十個內外平台埠及服務店,更拓展直銷渠道,但與主要競爭對相比仍有不具優勢、甚至稍顯下降。例如另一我國電腦廠商方正,它為用戶提供的支持服務體系,而TCL則利用其在家電業編織的龐大銷售網絡,以及成熟的營銷手法將其產品分散進入各級市場,將蠶食聯想在農村市場的佔有率。

5.3機遇方面:

在技術開發上,聯想集團原為中科院的下屬企業,擁有強大的技術開發人員。因此現已申請專利231項,當中獲授權有112項。其中發明專利12項,實用新型91項,這表明聯想已初步形成具有自主知識產權的核心技術體系。有部分項目更申請了PCT專利權。而在2000年,聯想更成為國家重點技術創新企業集團之一。

在零件採購上,雖然聯想產品大部分零件經由採購其他廠商所得,但其採購方面與DELL等國際廠商享有同等待遇,70%的材料採購價格皆與國內其它廠商有著極大的差距。加上聯想收購IBM後,進一步加強在零件生產及採購上的手法。由此可見,聯想各系列產品在降價上,其降價空間比其它國內公司大,如爆發價格戰,聯想系列產品仍可處於優勢地位。

另一方面,教育程度的提升,令掌握計算機基本技能的人士也不斷增加,這將促使越來越多的中國居民購買計算機。這使國內電腦市場發展迅速,從而令購買電腦消費者越來越多。而隨著人民生活水平的提高,品牌電腦在現今中國以成為消費時尚的代表,因而逐步取代組裝機的需求,從而增加對聯想等大品牌的支持。
5.4威脅方面:
雖然聯想一直雄居中國電腦市場一哥地位,但與像蘋果這樣的大企業相比,聯想競爭力仍顯不足。主要原因是第一,對比外資企業,聯想集團的資金實力不足及創新技術能力有限。例如,HP及DELL等外國知名廠商平均擁有8個以上的全球研發中心。另外在市場競爭上,對比外資企業,它們不論在競爭手法及經驗上,都是聯想無法短期相比的,隨著中國 “入世”後,外商進駐中國的手續更加方便,其投資資本亦將擴大,這都令國外品牌原先高昂的成本下降。因而令追求品牌心態的消費者轉移支持國外品牌。 另外,金融海嘯後,全球經濟下滑,唯中國一枝獨秀,影響最低,因此令不少跨國企業進駐中國市場發展,從而令中國電腦市場上的競爭更趨激烈。由於外資企業不斷的進駐,在華建立生產基地。國內廠商為保持現有地位,將不斷展開價格戰以獲取消費者的支持,但亦令市場價格體系混亂,從而進一步降低聯想的利潤。
總結:
雖然聯想集團自2004年後經歷多次改革,令公司位居中國電腦市場“龍頭老大”的地位。然而,由於聯想集團過往發展主要專注於重點發展業務上,因而在多元化業務拓展及管理能力上,聯想與其他國際品牌比較還顯得相當的稚嫩。因此,當多個業務同時拓展時,將會令聯想的資源分配出現問題,使領導人的精力分散,從而影響公司發展。 加上,我國人民對產品質素及要求日漸提升,收入及知識水平的上升,使人民對電腦產品的需求逐步提升。但是,中國自加入世貿後,外商投資中國的條件更為寬鬆,使不少跨國電腦企業紛紛進駐中國,令其電腦市場競爭日趨激烈。使降低了聯想集團在中國發展的營商優勢,進一步影響它在中國電腦市場的佔有比率。 因此,聯想集團欲保持其在營商優勢及市場地位,必需持續作出改革,了解消費者的需求,並改變其銷售手段迎合市場需要。

建議: 首先,由於聯想集團已於全球設立設計團隊,匯集全球不同領域的專家,技術亦逐步貼近世界一流水平。因此,在宣傳上,聯想集團應強調其產品的質量及高質素形象,樹立國際品牌的形象。 此外,聯想集團可考慮與軟件發展商及其零件商更深入建立互信合作的密切關係,如微軟,LINUX等介面系統及AMD晶片製造商等建立密切良好的伙伴合作關係,從而可第一時間緊貼國際電腦科技的發展趨勢,使生產的產品相容相對的新技術。 最後,聯想集團雖已在多間中小學舉辦合作計劃,以令更多下一代了解聯想,從而喜歡聯想的電腦。但是,在公益上,聯想的發展力度仍然不足。因此,為了建立更好的企業影象,建議聯想集團應和教育部合作興辦希望學校,使更多貧困兒童獲得知識,而且可送出電腦予一些資源缺乏的學校,以作幫助。從而建立更好的企業影象,令更多人民喜歡聯想這品牌。
參考資源:
1. 邁克爾波特,《競爭戰略》《競爭優勢》華夏出版社,1997
2. 安德魯;坎貝爾等,《核心能力戰略:以核心競爭力為基礎的戰略》,東北財經大學出版社,1999
3. http://www.cndxcy.com/2011/0405/72950.html 聯想發展的營銷戰略
4. http://www.lenovo.com.cn/pcdream/news/012.html 聯想集團官方網頁
5. http://wiki.mbalib.com/wiki/%E9%A6%96%E9%A1%B5 聯想集團
6. http://www.studa.net/ 聯想集團分析前景
7 .http://www.cmwin.com/CBPResource/StageHtmlPage/A266/A266200765164630203.htm 聯想產品營銷戰略
8. http://www.chinavalue.net/Wiki/%E8%81%94%E6%83%B3%E7%A0%94%E7%A9%B6%E9%99%A2.aspx 聯想研究院
9. www.aastock.com.hk 聯想年報2010

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...master plotter of the 9/11 attacks, which killed nearly 3,000 people. The death of Osama bin Laden has raised many questions; what impact does his death have on U.S. counter-terrorism activities, Al-Qaeda and Islamic extremism, and U.S./NATO efforts in Afghanistan? More importantly, is the world any safer now than it was before? U.S. efforts to combat terrorism Without doubt, the death of the Al-Qaida leader is a great achievement in the global fight against terrorism. The spontaneous celebrations that broke out across the U.S. show how eagerly Americans were waiting to see this day. “History's most expansive, expensive and exasperating manhunt has finally ended, but the most expensive war against terrorism still has a long way to go.” (China Post, 2011) While we take comfort in his removal, we must not become complacent in our efforts to win the war on terror. Bin Laden’s death stands as a favorable victory to the world, but it is a symbolic victory more than a strategic changing victory. The New Zealand Herald (2011) writes that the killing of Osama bin Laden is unlikely to end the threat of the terrorism he inspired, but symbolically it is a victory. As American’s we must see it as a victory in our ongoing counter-terrorism campaign. In a 1998...

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Does Ipod Make You Happy?an Exploration of the Effects of Ipod Ownership on Life Satisfaction

...Journal of Consumer Behaviour, J. Consumer Behav. 11: 406–414 (2012) Published online 23 May 2012 in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/cb.1385 Does an iPod make you happy? An exploration of the effects of iPod ownership on life satisfaction ANTJE COCKRILL* School of Business and Economics, Haldane Building, Singleton Park, Swansea University, Swansea SA2 8PP, UK ABSTRACT The Apple iPod is currently the undisputed leading product in the global MP3 player market. This competitive advantage is due to the design, high functionality, and perhaps most importantly, the ‘cool factor’ which Apple has managed to obtain with its products. This study explores if owning an iPod (as opposed to another brand of MP3 player) makes a difference in the perception of general life satisfaction. Using Diener et al.’s generic satisfaction with life scale (SWLS) to measure the dependent variable life satisfaction, a model with the key concepts usage, benefits, peer influence, design, iPod phenomenon, and iPod bubble has been developed and tested in a variety of ways, including regression analysis. The sample consisted of a multinational sample of 240+ young adults, aged 18–35 years. The demographic profiles of iPod and non-iPod owners were very similar, but for iPod owners, 23 per cent of the variance in overall life satisfaction is explained by the key concepts used in this research. Key influencing variables for iPod owners are peer influence and design. For non-iPod owners...

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