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Design Thinking

In: Business and Management

Submitted By gaaceccon
Words 1959
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Universidade de São Paulo
Escola de Artes, Ciências e Humanidades

Marketing de Serviços
Professor Miguel

ESTUDO DE CASO 3
DESIGN THINKING AND INNOVATION AT APPLE

Agosto 2015
1 RESUMO DO ESTUDO DE CASO

Em 15 de março de 2012, um dia antes de seu novo iPad tornar-se disponível, o preço das ações da Apple chegaram a US$ 600 pela primeira vez em sua história. Com uma capitalização de mercado de cerca de US$ 550 bilhões e vendas anuais superiores a US$ 100 bilhões, a Apple alcançou um valor quase três vezes maior que o gigante industrial General Electric, excedeu o valor da Sony Corporation por um fator de 25, e tornou-se a empresa de capital aberto mais valiosa o mundo. Ainda mais surpreendente que 12 anos antes, quando Steve Jobs retornou à Apple, o preço das ações da empresa giravam em torno de US$ 5 e o futuro era incerto, na melhor das hipóteses. Jobs, afinal, já tinha sido demitido da empresa que ele co-fundou quase uma década antes, e estava voltando com ela quase falida. Porém, mesmo nesse momento difícil, o compromisso fundamental com o design e desenvolvimento de produtos nunca morreu. Desde que foi fundada em 1976, a Apple tem sido considerada uma líder em design e integrador de hardware e software de computador. O sucesso da Apple não foi apenas o resultado de movimentos estratégicos inteligentes ou um senso inato de market timing. Ela veio de um compromisso profundo para entender como as pessoas usavam dispositivos de computação e um desejo de desenvolver “insanely great products.”

Design Thinking
Não era evidente que se apaixonar por computadores era algo que fazia sentido em uma época em que eles eram máquinas para processamento de dados e automação. Além disso, em meados dos anos 1970, quando a Apple entrou em cena, equipamentos de informática eram tipicamente alojados em locais discretos dentro de instalações da sede da empresa e do governo, guardados e usados apenas por especialistas. A noção de computadores pessoais como uma ferramenta para o trabalho individual era inimaginável.
Para Steve Jobs e os desenvolvedores da Apple, no entanto, o objetivo era projetar um computador para trabalho individual. As pessoas teriam que ver como essa ferramenta iria beneficiá-los e querer esse benefício para si. Desde o início, a Apple dirigiu-se a usuários individuais ("the rest of us"), acreditando que os produtos deveriam ser realmente úteis para as pessoas e para que isso acontecesse, o nível de complexidade da máquina precisaria ser reduzido drasticamente.
A aparência dos produtos da Apple é o resultado de uma cuidadosa atenção aos detalhes. Focados nas necessidades e vontades dos consumidores e em como eles interagiam com o seu computador. Em seus primeiros protótipos a empresa pensava primeiro no design dos produtos e depois em como construí-lo. E acabaram fazendo um monte de coisas que inicialmente pareciam impossíveis, ou levariam um longo tempo para serem feitas.
A Apple vai além de tendências superficiais e chega à essência da experiência do cliente de modo a que o seu "design" parece acontecer de dentro para fora. Uma empresa que tem noção do que é popular, elegante e na moda em determinado momento.

Innovation, Product Development Strategy, and Execution
Na Apple, inovação, desenvolvimento de produtos, e execução são profundamente entrelaçados com a história da empresa com uma influência crucial do co-fundador Steve Jobs. Por exemplo, o Mac nunca foi destinado a ser apenas um dispositivo de computação; mas sim uma forma de como as pessoas podem (e devem) trabalhar com um dispositivo de computação.

Platform Strategy
A estratégia de plataforma oferece grandes vantagens e benefícios para a empresa, seus fornecedores e seus clientes. Para as empresas, como a Apple, focam no design, recursos e tempo investido no produto inicial. Estes acabam sendo alavancados através de produtos derivados; estes podem ser desenvolvidos e oferecidos mais rapidamente, porque eles utilizam elementos de design e são construídos a partir da plataforma. Com altos níveis de compartilhamento e reutilização de conjuntos, subconjuntos e peças, o resultado é uma maior confiabilidade e menores custos, beneficiando empresa e fornecedores igualmente. Funcionários da empresa se beneficiam também, através do conhecimento adquirido na concepção, produção e apoio à plataforma de produto. Que por sua vez podem ser eficientemente transferidos para derivados.
E os clientes se beneficiam do uso eficaz de uma empresa de estratégia de plataforma. Projetos mais estáveis e confiáveis, produtos que exigem menos de reparação, manutenção e serviço, em geral e em particular para usuários de primeira viagem.

Beatiful Products
A busca incessante da Apple pelo design perfeito nos mostra importância do design como uma motivação para a inovação contínua, em vez de uma abordagem estática, que assume uma única conclusão. Ele também sugere uma paixão e muita atenção aos novos materiais e processos de fabricação, que podem oferecer novas oportunidades para a inovação de produtos. Esta paixão permite um paradoxo. Como Jobs observou, o crescimento explosivo da Apple não é uma desculpa para "jogar pelo seguro. Isso é a coisa mais perigosa que podemos fazer. Nós temos que ser mais ousados . "

The CEO as Chief Innovator
Jobs e a Apple parecem termos inseparáveis: uma discussão sobre a empresa em qualquer fórum segue imediatamente para o homem e sua influência. Os fundadores de empresas, historicamente imprimem em suas organizações as suas próprias características de personalidade, Jobs e a Apple não são uma exceção.
Desde os seus primeiros dias na Apple, O "senso de design" de Jobs estava confiante e refinado; sua sensibilidade predominou na empresa. Jobs não teve nenhum treinamento formal de design, engenharia ou administração. No entanto, aqueles, que tiveram tanto o treinamento formal e uma vasta experiência nestes domínios, ficaram impressionados com seu talento e sua capacidade de inspirar os outros. Seu temperamento bem conhecido, muitas vezes caracterizado como ditatorial, pode de fato refletir demandas que surgem a partir de uma visão distinta do significado da empresa, seus produtos e como isso pode ser alcançado.

Bold Business Experimentation
Um exemplo de ousadia foi a decisão de avançar para varejo. Agora que existem centenas de lojas da Apple em todo o mundo, é difícil lembrar como controverso toda a idéia era na época. Não foi só a primeira loja da empresa que foi inaugurada em 2001, a "bolha tecnológica" estava explodindo, mas seguiu na esteira de tentativas similares, como o caso da empresa de computadores Gateway, que tinham falhado nessa mesma estratégia. A Apple Store, foi criada com o mesmo foco meticuloso em detalhes, que caracteriza todos os produtos da empresa.
A aposta foi sobre " foot traffic ", considerada ridícula pelos analistas na época. No entanto, o tráfego de pedestres é exatamente do que as lojas são feitas, pois os clientes não consumidores de Apple, curiosos, junto com os fãs da Apple, foram atraídos para um ambiente elegante com belos objetos cuja utilidade pode ser acessada imediatamente. Sete anos mais tarde lojas da Apple tornaram-se modelo, o Santo Graal do varejo, e como os produtos da Apple, cresceram rapidamente em número e popularidade. Os resultados falam por si: as lojas da Apple são as que geram a maior receita por metro quadrado de todo setor varejista.

Apple’s Future
Steve Jobs permaneceu em licença médica durante a maior parte de 2011. Em agosto, ele renunciou ao cargo de CEO e foi eleito Presidente do Conselho. Ele morreu de parada respiratória relacionada com o câncer em 5 de outubro de 2011. Seu sucessor, Tim Cook, que tinha sido executado operações da Apple no dia-a-dia em 2011, foi anunciado CEO em 24 de agosto de 2011.
Em 2011, a Apple vendeu 172 milhões de dispositivos pós-PC (iPods, iPhones e iPads) e estes dispositivos foram responsáveis por 76% da receita do quarto trimestre da empresa. Em março de 2012, tinha 362 lojas de varejo que foram visitadas por mais de um milhão de pessoas todos os dias.
O preço das ações da Apple aumentaram cerca de 60% desde Cook tornou-se CEO.
2 ANÁLISE SWOT

2.1 Oportunidades

Crescimento do Market-Share: Apesar de um surto de crescimento histórico nos últimos anos, a Apple ainda tem muito espaço para estender sua participação no espaço de computação tradicional. Ela tem atualmente uma participação de quase 20% no bolo global de PCs (à frente de rivais como a Lenovo e Samsung), mas se espera um grande crescimento para os próximos anos, especialmente com a consolidação da empresa na China e no resto da Ásia.. A penetração do iPhone também deve subir nos países do BRIC.
Expansão da gama de produtos e serviços com base no iTunes: Investimento no entretenimento por meio de filmes, músicas, jogos... Geração de contéudo.

2.2 Ameaças
Concorrência: Esta é a principal ameaça para a maioria dos equipamentos de tecnologia, considerando os rápidos ciclos de produto, e o rápido movimento em direção à comoditização do setor, bem como a natureza volúvel dos consumidores de hoje. E a Apple é especialmente suscetível a descontos de preço de empresas rivais low-cost da China, por exemplo.
Dollar Volátil: Altas variações no Dollar, principalmente em países subdesenvolvidos e o possível aumento de impostos, são outros fatores que podem configurar uma ameaça para a Apple.

2.3 Forças
Inovação: Sempre se espera algo novo da Apple, principalmente pelas suas grandes criações do passado, como o Macintosh, iMac, iPod, iPhone e iPad, que revolucionaram o ambiente tecnológico. E embora exista alguma desconfiança sobre como será o futuro e quais novas tecnologias podem surgir, é evidente que todos esperam da Apple cada vez mais inovação e tecnologia.
Lealdade dos clientes - Apple users
Finanças sólidas: A empresa tem produzido dinheiro como uma vaca produz leite desde que o primeiro iPhone foi lançado e tem Bilhões de dólares reservados para pesquisa, investimentos e expansões.

2.4 Fraquezas
Preços Premium: Os dispositivos de computação da Apple estão normalmente entre os mais caros no mercado, mesmo com a tentativa da empresa de atender um mercado menos favorecida com o iPhone 5C (Esse produto, ao contrário do 5S modelo high-end, não foi recebido com grande sucesso comercial.) Esse posicionamento de luxo tornou difícil para a Apple fazer grandes incursões no exterior, em países onde as pressões sobre os consumidores comuns são consideráveis. Ele também torna a empresa vulnerável à concorrência de preços, não só da Samsung da Coréia do Sul, mas a partir de up-and-coming OEMs, como Xiaomi da China, que tem crescido a um ritmo alucinante ao longo dos últimos anos.
O iPad: o tablet, que teve um sucesso inicial enorme e ainda é o segundo maior linha de produtos, atrás apenas do iPhone, tem decepcionado bastante ultimamente de acordo com os padrões da Apple. Na verdade, as importações cairam 9% durante o mês de junho, para 13,3 milhões de unidades, com uma fraqueza especial na Europa e nos EUA. (A linha de produtos está se saindo bem melhor nas nações BRIC emergentes.) Essa desaceleração pode ser atribuída a forte concorrência presente nesse setor e a alta diversidade de tablets disponíveis no mercado e que muitas vezes estão mais próximos dos consumidores.

3 CONCLUSÕES
Em suma, embora exista a certeza de desafios para a futuro, percebemos que os pontos positivos da Apple superam facilmente os pontos negativos. A Apple se aventurou em novos negócios e enfrentou um número cada vez maior de concorrentes ferozes. A empresa muitas vezes desafiou a lógica de negócios convencional e não tinha medo de experimentar fora dos seus mercados principais. E isso provavelmente é a sua maior qualidade, a coragem de inovar e de criar tendências, pensando sempre primeiramente no consumidor final e em cada detalhe para compor um design cada vez mais próximo da perfeição e a sua grande reserva de dinheiro, deixa margem para erros e principalmente para muitas pesquisas e desenvolvimento.

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Design of Business

...The Design of Business Why Design Thinking Is the Next Competitive Advantage by Roger Martin Copyright 2009 Roger Martin Summarized by permission of Harvard Business Press 256 pages Focus Leadership & Management Strategy Sales & Marketing Finance Human Resources IT, Production & Logistics Career Development Small Business Economics & Politics Industries Intercultural Management Concepts & Trends Take-Aways • Business leaders often believe they must choose between analysis and intuition. “Design thinking” offers a third path. • Design thinkers observe the world, imagine alternatives and bring them into being. • Innovations start as intriguing “mysteries.” To unfold them, first develop workable “heuristics” and then derive predictable “algorithms.” • Think of the learning and discovery process as moving through a “knowledge funnel.” • People need analysis and creative thinking at different points in that funnel. • New firms emphasize “exploration.” As they mature, they shift to exploiting known ideas, but if they stop at that point, other innovators will surpass them. • Your organization must balance predictable or “reliable” production with “validity,” experimentation that leads to new ideas and commercial success. • To protect a company, leaders must protect the exploration that leads to its validity. However, over time, organizations tend to emphasize reliability instead. • To develop your design mind, broaden your “personal knowledge system.” • Cultivate the “stance...

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