{"id":663,"date":"2013-06-22T10:47:24","date_gmt":"2013-06-22T03:47:24","guid":{"rendered":"http:\/\/science-technology.vn\/?p=663"},"modified":"2013-06-22T10:47:24","modified_gmt":"2013-06-22T03:47:24","slug":"qui-tac-moi","status":"publish","type":"post","link":"https:\/\/science-technology.vn\/?p=663","title":{"rendered":"Qui t\u1eafc m\u1edbi"},"content":{"rendered":"

B\u1ea1n \u0111\u00e3 bao gi\u1edd t\u1ef1 h\u1ecfi t\u1ea1i sao c\u00e1c c\u00f4ng ti \u0111ang l\u00e0m t\u1ed1t \u0111\u1ed9t nhi\u00ean s\u1ee5p \u0111\u1ed5 khi th\u1ecb tr\u01b0\u1eddng thay \u0111\u1ed5i kh\u00f4ng? T\u1ea1i sao nh\u1eefng c\u00f4ng nh\u00e2n v\u1eabn th\u01b0\u1eddng tho\u1ea3 m\u00e3n tr\u1edf n\u00ean kh\u00f4ng tho\u1ea3 m\u00e3n v\u00e0 b\u1ecf c\u00f4ng ti? T\u1ea1i sao kh\u00e1ch h\u00e0ng chuy\u1ec3n sang \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh m\u00e0 kh\u00f4ng d\u1ea5u hi\u1ec7u c\u1ea3nh b\u00e1o? T\u1ea5t nhi\u00ean b\u1ea1n c\u00f3 th\u1ec3 \u0111\u1ed5 l\u1ed7i cho \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh, th\u1ecb tr\u01b0\u1eddng \u0111\u1ecba ph\u01b0\u01a1ng hay to\u00e0n c\u1ea7u ho\u00e1 nh\u01b0ng nguy\u00ean nh\u00e2n ch\u00ednh th\u01b0\u1eddng l\u00e0 c\u00e1ch c\u00f4ng ti \u0111\u01b0\u1ee3c qu\u1ea3n l\u00ed b\u1edfi c\u1ea5p qu\u1ea3n l\u00ed truy\u1ec1n th\u1ed1ng khi th\u1ebf gi\u1edbi \u0111\u00e3 thay \u0111\u1ed5i theo c\u00e1ch l\u00e0m kinh doanh kh\u00e1c.<\/span><\/p>\n

Trong qu\u00e1 kh\u1ee9, qu\u1ea3n l\u00ed truy\u1ec1n th\u1ed1ng \u0111\u00e3 \u0111\u01b0\u1ee3c ph\u00e1t minh \u0111\u1ec3 ch\u1ec9 \u0111\u1ea1o c\u00e1c c\u00f4ng nh\u00e2n kh\u00f4ng c\u00f3 k\u0129 n\u0103ng b\u1eb1ng vi\u1ec7c ph\u1ed1i h\u1ee3p c\u00f4ng vi\u1ec7c theo nh\u1eefng qui t\u1eafc v\u00e0 th\u1ee7 t\u1ee5c n\u00e0o \u0111\u00f3 \u0111\u1ec3 cho ph\u00e9p c\u00e1c s\u1ea3n ph\u1ea9m \u0111\u01b0\u1ee3c chu\u1ea9n ho\u00e1 \u0111\u01b0\u1ee3c s\u1ea3n xu\u1ea5t theo s\u1ed1 l\u01b0\u1ee3ng l\u1edbn. N\u00f3 l\u00e0 hi\u1ec7u qu\u1ea3 trong c\u00f4ng nghi\u1ec7p ch\u1ebf t\u1ea1o ch\u1ed7 m\u00e0 ph\u1ea7n l\u1edbn c\u00f4ng nh\u00e2n l\u00e0m vi\u1ec7c trong d\u00e2y chuy\u1ec1n l\u1eafp r\u00e1p n\u01a1i t\u00ednh hi\u1ec7u qu\u1ea3 v\u00e0 ch\u1ea5t l\u01b0\u1ee3ng l\u00e0 quan tr\u1ecdng. \u0110\u1ec3 t\u1ed5 ch\u1ee9c h\u1ec7 th\u1ed1ng n\u00e0y, c\u00f4ng ti c\u1ea7n c\u1ea5u tr\u00fac ph\u00e2n c\u1ea5p tr\u00ean xu\u1ed1ng v\u1edbi ph\u00e2n bi\u1ec7t r\u00f5 r\u00e0ng vai tr\u00f2 cho ng\u01b0\u1eddi qu\u1ea3n l\u00ed v\u00e0 c\u00f4ng nh\u00e2n. C\u00e1ch \u0111o then ch\u1ed1t l\u00e0 n\u0103ng su\u1ea5t b\u1edfi v\u00ec h\u1ecd c\u00e0ng l\u00e0m nhi\u1ec1u h\u1ecd c\u00e0ng thu \u0111\u01b0\u1ee3c l\u1ee3i nhu\u1eadn cao h\u01a1n.<\/em><\/p>\n

Ng\u00e0y nay qui t\u1eafc cho qu\u1ea3n l\u00ed \u0111\u00e3 thay \u0111\u1ed5i v\u1edbi c\u00f4ng nh\u00e2n c\u00f3 k\u0129 n\u0103ng. Nh\u1eefng ng\u01b0\u1eddi c\u00f3 gi\u00e1o d\u1ee5c cao n\u00e0y kh\u00f4ng c\u1ea7n \u0111\u01b0\u1ee3c b\u1ea3o cho \u0111i\u1ec1u ph\u1ea3i l\u00e0m v\u00ec h\u1ecd \u0111\u01b0\u1ee3c \u0111\u00e0o t\u1ea1o \u0111\u1ec3 l\u00e0m vi\u1ec7c c\u1ee7a h\u1ecd m\u1ed9t c\u00e1ch hi\u1ec7u qu\u1ea3 v\u00e0 hi\u1ec7u l\u1ef1c. C\u00f4ng vi\u1ec7c ph\u00e1t ki\u1ebfn kh\u00f4ng \u0111\u01b0\u1ee3c chu\u1ea9n ho\u00e1 m\u00e0 \u0111\u01b0\u1ee3c chuy\u00ean m\u00f4n ho\u00e1 \u0111\u1ec3 \u0111\u00e1p \u1ee9ng nhu c\u1ea7u c\u1ee7a kh\u00e1ch h\u00e0ng. Trong c\u00f4ng nghi\u1ec7p c\u00f4ng ngh\u1ec7, vai tr\u00f2 qu\u1ea3n l\u00ed kh\u00f4ng c\u00f2n l\u00e0 gi\u00e1m s\u00e1t m\u00e0 l\u00e0 \u0111\u1ed9ng vi\u00ean. Thay v\u00ec b\u1ea3o c\u00f4ng nh\u00e2n \u0111i\u1ec1u c\u1ea7n l\u00e0m, ng\u01b0\u1eddi qu\u1ea3n l\u00ed ph\u1ea3i l\u1ea5y vai tr\u00f2 m\u1edbi b\u1eb1ng vi\u1ec7c ch\u0103m s\u00f3c m\u00f4i tr\u01b0\u1eddng n\u01a1i c\u00f4ng nh\u00e2n c\u00f3 th\u1ec3 \u0111\u00f3ng g\u00f3p v\u00e0 l\u00e0m xu\u1ea5t s\u1eafc. \u0110\u1ec3 t\u1ed5 ch\u1ee9c h\u1ec7 th\u1ed1ng n\u00e0y, c\u00f4ng ti c\u1ea7n c\u1ea5u tr\u00fac ph\u1eb3ng \u0111i\u1ec1u cho ph\u00e9p\u00a0 c\u00f4ng nh\u00e2n c\u00f3 m\u1ee9c \u0111\u1ed9 t\u1ef1 ch\u1ee7 n\u00e0o \u0111\u00f3. C\u00e1ch \u0111o then ch\u1ed1t kh\u00f4ng c\u00f2n l\u00e0 n\u0103ng su\u1ea5t m\u00e0 l\u00e0 s\u1ef1 tho\u1ea3 m\u00e3n c\u1ee7a kh\u00e1ch h\u00e0ng. Kh\u00e1ch h\u00e0ng c\u00e0ng h\u00e0i l\u00f2ng, h\u1ecd s\u1ebd s\u1eb5n l\u00f2ng tr\u1ea3 gi\u00e1 c\u00e0ng cao.<\/p>\n

Trong th\u1eddi \u0111\u1ea1i c\u1ee7a ph\u00e1t ki\u1ebfn v\u00e0 s\u00e1ng t\u1ea1o, c\u00f4ng nh\u00e2n c\u00f3 k\u0129 n\u0103ng kh\u00f4ng ch\u1ec9 mu\u1ed1n vi\u1ec7c l\u00e0m, h\u1ecd mu\u1ed1n vi\u1ec7c l\u00e0m c\u00f3 ngh\u0129a. H\u1ecd mu\u1ed1n \u0111\u01b0\u1ee3c kh\u00e1ch h\u00e0ng v\u00e0 c\u00f4ng ti coi l\u00e0 c\u00f3 gi\u00e1 tr\u1ecb. N\u1ebfu kh\u00f4ng, h\u1ecd b\u1ecf c\u00f4ng ti sang c\u00f4ng ti kh\u00e1c \u0111\u00e1nh gi\u00e1 cao \u0111\u00f3ng g\u00f3p c\u1ee7a h\u1ecd. Theo c\u00e1ch l\u00e0m kinh doanh c\u0169, s\u1ef1 chia t\u00e1ch quan li\u00eau c\u00e1c ch\u1ee9c n\u0103ng bu\u1ed9c c\u00f4ng nh\u00e2n th\u1ef1c hi\u1ec7n c\u00e1c nhi\u1ec7m v\u1ee5 m\u00e0 kh\u00e1ch h\u00e0ng kh\u00f4ng th\u1ea5y \u0111\u01b0\u1ee3c. Ch\u1eb3ng h\u1ea1n, c\u00f4ng nh\u00e2n l\u00e0m xe h\u01a1i nh\u01b0ng kh\u00e1ch h\u00e0ng kh\u00f4ng bi\u1ebft c\u00f4ng nh\u00e2n l\u00e0m g\u00ec, h\u1ecd ch\u1ec9 th\u1ea5y xe. Tuy nhi\u00ean theo c\u00e1ch l\u00e0m kinh doanh m\u1edbi, c\u00f4ng vi\u1ec7c c\u00f4ng ngh\u1ec7 y\u00eau c\u1ea7u c\u00f4ng nh\u00e2n c\u00f3 quan h\u1ec7 t\u1ed1t v\u1edbi kh\u00e1ch h\u00e0ng \u0111\u1ec3 cho h\u1ecd c\u00f3 th\u1ec3 nh\u1eadn \u0111\u01b0\u1ee3c ph\u1ea3n h\u1ed3i nhanh ch\u00f3ng v\u00e0 thay \u0111\u1ed5i s\u1ea3n ph\u1ea9m c\u1ee7a h\u1ecd \u0111\u1ec3 \u0111\u00e1p \u1ee9ng nhu c\u1ea7u c\u1ee7a kh\u00e1ch h\u00e0ng. Theo c\u00e1ch l\u00e0m kinh doanh c\u0169, c\u00e1ch \u0111o then ch\u1ed1t l\u00e0 c\u00f4ng nh\u00e2n t\u1ea1o ra \u0111\u01b0\u1ee3c bao nhi\u00eau s\u1ea3n ph\u1ea9m (\u0111o n\u0103ng su\u1ea5t) b\u1edfi v\u00ec c\u00e0ng nhi\u1ec1u c\u00e0ng t\u1ed1t (s\u1ed1 l\u01b0\u1ee3ng = l\u1ee3i nhu\u1eadn). Theo c\u00e1ch l\u00e0m kinh doanh m\u1edbi, c\u00e1ch \u0111o then ch\u1ed1t l\u00e0 kh\u00e1ch h\u00e0ng \u0111\u01b0\u1ee3c tho\u1ea3 m\u00e3n th\u1ebf n\u00e0o (tho\u1ea3 m\u00e3n c\u1ee7a kh\u00e1ch h\u00e0ng) b\u1edfi v\u00ec ch\u1ea5t l\u01b0\u1ee3ng c\u00e0ng t\u1ed1t gi\u00e1 c\u00e0ng cao (ch\u1ea5t l\u01b0\u1ee3ng = l\u1ee3i nhu\u1eadn).<\/p>\n

Ch\u1eb3ng h\u1ea1n, s\u1ea3n ph\u1ea9m c\u1ee7a Apple c\u00f3 c\u00e1c ch\u1ee9c n\u0103ng t\u01b0\u01a1ng t\u1ef1 nh\u01b0 c\u00e1c s\u1ea3n ph\u1ea9m kh\u00e1c nh\u01b0ng thi\u1ebft k\u1ebf c\u1ee7a n\u00f3 t\u1ed1t h\u01a1n cho n\u00f3 \u01b0u th\u1ebf l\u1edbn v\u00ec n\u00f3 c\u00f3 th\u1ec3 \u0111\u00f2i gi\u00e1 cao h\u01a1n c\u00e1c \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh. Cho d\u00f9 v\u1edbi gi\u00e1 cao h\u01a1n, Apple v\u1eabn c\u00f3 nhi\u1ec1u kh\u00e1ch h\u00e0ng h\u01a1n v\u00e0 con s\u1ed1 n\u00e0y v\u1eabn t\u0103ng l\u00ean m\u1ecdi n\u0103m. Ng\u00e0y nay iPod l\u00e0 m\u00e1y nge MP3 ph\u1ed5 bi\u1ebfn nh\u1ea5t tr\u00ean th\u1ebf gi\u1edbi v\u1edbi 78% th\u1ecb ph\u1ea7n. IPhone l\u00e0 \u0111i\u1ec7n tho\u1ea1i th\u00f4ng minh \u0111\u00e1ng mu\u1ed1n nh\u1ea5t v\u1edbi 65% th\u1ecb ph\u1ea7n v\u00e0 iPads c\u00f3 82% th\u1ecb ph\u1ea7n. Nh\u1eefng s\u1ea3n ph\u1ea9m n\u00e0y \u0111\u00e3 gi\u00fap Apple tr\u1edf th\u00e0nh c\u00f4ng ti l\u1edbn nh\u1ea5t tr\u00ean th\u1ebf gi\u1edbi. Cu\u1ed9c \u0111i\u1ec1u tra n\u0103m 2012 v\u1ec1 c\u00e1c sinh vi\u00ean \u0111\u1ea1i h\u1ecdc, 92% sinh vi\u00ean c\u00f4ng ngh\u1ec7 li\u1ec7t k\u00ea Apple l\u00e0 c\u00f4ng ti h\u1ecd mu\u1ed1n l\u00e0m vi\u1ec7c. C\u00f4ng nghi\u1ec7p vi\u1ec5n th\u00f4ng c\u0169ng th\u1ea5y r\u1eb1ng 85% kh\u00e1ch h\u00e0ng s\u1ebd chuy\u1ec3n sang c\u00f4ng ti \u0111i\u1ec7n tho\u1ea1i ch\u1ec9 \u0111\u1ec3 d\u00f9ng iPhone. (\u1ede M\u0129 t\u1eebng c\u00f4ng ti \u0111i\u1ec7n tho\u1ea1i \u0111\u1ec1u cung c\u1ea5p \u0111i\u1ec7n tho\u1ea1i \u0111\u1eb7c bi\u1ec7t. N\u1ebfu b\u1ea1n mu\u1ed1n iPhone b\u1ea1n ph\u1ea3i k\u00ed h\u1ee3p \u0111\u1ed3ng v\u1edbi c\u00f4ng ti AT&T).<\/p>\n

\u0110\u1ec3 s\u1ed1ng c\u00f2n trong th\u1ecb tr\u01b0\u1eddng c\u1ea1nh tranh, ng\u01b0\u1eddi ch\u1ee7 doanh nghi\u1ec7p ph\u1ea3i \u0111\u1ed5i c\u00e1ch ngh\u0129 v\u00e0 c\u00e1ch h\u1ecd qu\u1ea3n l\u00ed c\u00f4ng ti c\u1ee7a h\u1ecd. V\u00ec k\u00edch c\u1ee1 c\u1ee7a th\u1ecb tr\u01b0\u1eddng \u0111\u1ecba ph\u01b0\u01a1ng b\u1ecb gi\u1edbi h\u1ea1n, c\u00e1c c\u00f4ng ti \u0111\u1ecba ph\u01b0\u01a1ng th\u01b0\u1eddng c\u1ea1nh tranh v\u1edbi nhau \u0111\u1ec3 \u0111\u01b0\u1ee3c th\u1ebf t\u1ed1t h\u01a1n. Th\u1ecb tr\u01b0\u1eddng \u0111\u1ecba ph\u01b0\u01a1ng \u0111\u01b0\u1ee3c ch\u1ec9 \u0111\u1ea1o b\u1edfi l\u1ef1c \u0111\u1ed1i ngh\u1ecbch (c\u00f9ng ki\u1ec3u c\u00f4ng ti c\u1ea1nh tranh v\u1edbi nhau). C\u00f4ng ti n\u00e0y thu \u0111\u01b0\u1ee3c l\u1ee3i th\u1ebf, c\u00f4ng ti kia m\u1ea5t l\u1ee3i th\u1ebf. C\u00e1ch th\u00f4ng th\u01b0\u1eddng \u0111\u1ec3 c\u1ea1nh tranh l\u00e0 gi\u00e1 th\u1ea5p h\u01a1n cho n\u00ean h\u1ea7u h\u1ebft c\u00e1c c\u00f4ng ti \u0111\u1ecba ph\u01b0\u01a1ng \u0111\u1ec1u c\u00f3 l\u1ee3i nhu\u1eadn th\u1ea5p, v\u1ed1n nh\u1ecf h\u01a1n v\u00e0 kh\u00f4ng th\u1ec3 t\u0103ng tr\u01b0\u1edfng l\u1edbn h\u01a1n \u0111\u01b0\u1ee3c. Ng\u01b0\u1ee3c l\u1ea1i, c\u00e1c c\u00f4ng ti to\u00e0n c\u1ea7u \u0111ang l\u00e0m trong kinh doanh trong th\u1ecb tr\u01b0\u1eddng l\u1edbn h\u01a1n nhi\u1ec1u v\u00e0 v\u1eabn t\u0103ng tr\u01b0\u1edfng. Nh\u1eefng c\u00f4ng ti n\u00e0y m\u1ea1nh m\u1ebd v\u1edbi s\u1ea3n ph\u1ea9m t\u1ed1t h\u01a1n, d\u1ecbch v\u1ee5 t\u1ed1t h\u01a1n, v\u1ed1n l\u1edbn h\u01a1n v\u00e0 qu\u1ea3n l\u00ed t\u1ed1t h\u01a1n. H\u1ecd li\u00ean t\u1ee5c m\u1edf r\u1ed9ng th\u1ecb tr\u01b0\u1eddng v\u00e0 nhanh ch\u00f3ng \u0111i sang th\u1ecb tr\u01b0\u1eddng m\u1edbi b\u1eb1ng vi\u1ec7c tr\u00e0n ng\u1eadp to\u00e0n th\u1ec3 th\u1ecb tr\u01b0\u1eddng \u0111\u1ecba ph\u01b0\u01a1ng v\u1edbi gi\u00e1 th\u1ea5p h\u01a1n \u0111\u1ec3 kh\u1eed b\u1ecf \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh r\u1ed3i ki\u1ec3m so\u00e1t th\u1ecb tr\u01b0\u1eddng. Khi h\u1ecd chi ph\u1ed1i th\u1ecb tr\u01b0\u1eddng, gi\u00e1 s\u1ebd t\u0103ng l\u00ean. Trong tr\u1eadn chi\u1ebfn n\u00e0y, ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti \u0111\u1ecba ph\u01b0\u01a1ng nh\u1ecf kh\u00f4ng th\u1ec3 c\u1ea1nh tranh \u0111\u01b0\u1ee3c v\u00e0 ra kh\u1ecfi kinh doanh.<\/p>\n

T\u00ecnh hu\u1ed1ng n\u00e0y \u0111ang x\u1ea3y ra tr\u00ean kh\u1eafp th\u1ebf gi\u1edbi t\u1eeb nh\u1eefng n\u0103m 1990 v\u1edbi vi\u1ec7c d\u00e2ng l\u00ean c\u1ee7a to\u00e0n c\u1ea7u ho\u00e1 v\u00e0 c\u00e1c c\u00f4ng ti si\u00eau to\u00e0n c\u1ea7u. Ngay c\u1ea3 nh\u1eefng c\u00f4ng ti \u0111\u1ecba ph\u01b0\u01a1ng \u0111\u00e3 thi\u1ebft l\u1eadp ch\u1eafc c\u0169ng kh\u00f4ng th\u1ec3 c\u1ea1nh tranh \u0111\u01b0\u1ee3c v\u1edbi nh\u1eefng ng\u01b0\u1eddi m\u1edbi v\u00e0o n\u00e0y, v\u1eeba l\u1edbn h\u01a1n v\u1eeba m\u1ea1nh h\u01a1n v\u00e0 \u0111\u01b0\u1ee3c qu\u1ea3n l\u00ed t\u1ed1t h\u01a1n. T\u1eeb 1984 t\u1edbi 2010 tr\u00ean 78% c\u00f4ng ti \u0111\u1ecba ph\u01b0\u01a1ng \u0111\u00e3 m\u1ea5t \u0111i v\u00ec h\u1ecd kh\u00f4ng nh\u1eadn bi\u1ebft v\u1ec1 nh\u1eefng l\u1ef1c c\u1ee7a k\u1ebb m\u1edbi v\u00e0o v\u00e0 \u0111\u00e3 kh\u00f4ng bi\u1ebft c\u00e1ch c\u1ea1nh tranh. Cu\u1ed9c c\u1ea1nh tranh b\u00e2y gi\u1edd \u0111ang x\u1ea3y ra trong c\u00e1c c\u00f4ng ti to\u00e0n c\u1ea7u trong m\u1ecdi th\u1ecb tr\u01b0\u1eddng. Ch\u1eb3ng h\u1ea1n, v\u00e0i n\u0103m tr\u01b0\u1edbc c\u00e1c th\u01b0\u01a1ng hi\u1ec7u nh\u01b0 Sony hay Panasonic chi ph\u1ed1i th\u1ecb tr\u01b0\u1eddng \u0111i\u1ec7n t\u1eed nh\u01b0ng ng\u00e0y nay c\u1ea3 hai c\u00f4ng ti n\u00e0y \u0111ang v\u1eadt l\u1ed9n \u0111\u1ec3 s\u1ed1ng c\u00f2n. Nokia \u0111\u00e3 t\u1eebng l\u00e0 c\u00f4ng ti \u0111i\u1ec7n tho\u1ea1i di \u0111\u1ed9ng l\u1edbn nh\u1ea5t nh\u01b0ng ng\u00e0y nay v\u1ea5n \u0111\u1ec1 l\u00e0 n\u00f3 c\u00f3 th\u1ec3 k\u00e9o d\u00e0i \u0111\u01b0\u1ee3c bao l\u00e2u. B\u1ea1n c\u00f3 th\u1ec3 t\u1ef1 h\u1ecfi t\u1ea1i sao nh\u1eefng c\u00f4ng ti m\u1ea1nh n\u00e0y th\u1eadm ch\u00ed c\u00f3 th\u1ec3 th\u1ea5t b\u1ea1i \u0111\u01b0\u1ee3c. C\u00e2u tr\u1ea3 l\u1eddi l\u00e0 h\u1ecd \u0111\u00e3 kh\u00f4ng thay \u0111\u1ed5i khi th\u1ecb tr\u01b0\u1eddng \u0111\u00e3 d\u1ecbch chuy\u1ec3n sang ph\u01b0\u01a1ng h\u01b0\u1edbng kh\u00e1c.<\/p>\n

M\u01b0\u1eddi hai n\u0103m tr\u01b0\u1edbc, Apple tr\u00ean b\u1edd ph\u00e1 s\u1ea3n cho n\u00ean c\u00e1c nh\u00e0 \u0111\u1ea7u t\u01b0 \u0111\u00e3 y\u00eau c\u1ea7u Steve Jobs quay l\u1ea1i. Ch\u1ec9 trong v\u00e0i n\u0103m, \u00f4ng \u1ea5y \u0111\u00e3 ho\u00e0n to\u00e0n l\u00e0m thay \u0111\u1ed5i chi\u1ec1u h\u01b0\u1edbng c\u1ee7a c\u00f4ng ti v\u00e0 c\u00e1ch th\u1ee9c n\u00f3 \u0111\u01b0\u1ee3c qu\u1ea3n l\u00ed. \u00d4ng \u1ea5y \u0111\u00e3 bi\u1ebfn \u0111\u1ed5i m\u1ed9t c\u00f4ng ti \u0111\u01b0\u1ee3c qu\u1ea3n l\u00ed k\u00e9m th\u00e0nh c\u00f4ng ti l\u1edbn nh\u1ea5t, m\u1ea1nh nh\u1ea5t v\u00e0 sinh l\u1eddi cao tr\u00ean th\u1ebf gi\u1edbi. Ph\u01b0\u01a1ng h\u01b0\u1edbng c\u1ee7a Steve Jobs l\u00e0 \u0111\u01a1n gi\u1ea3n: “Vi\u1ec7c c\u1ee7a ng\u01b0\u1eddi qu\u1ea3n l\u00ed l\u00e0 t\u1ea1o ra m\u00f4i tr\u01b0\u1eddng n\u01a1i t\u00ednh s\u00e1ng t\u1ea1o v\u00e0 ph\u00e1t ki\u1ebfn \u0111\u01b0\u1ee3c khuy\u1ebfn kh\u00edch. Vi\u1ec7c c\u1ee7a c\u00f4ng nh\u00e2n l\u00e0 t\u1ea1o ra s\u1ea3n ph\u1ea9m t\u1ed1t nh\u1ea5t m\u00e0 m\u1ecdi kh\u00e1ch h\u00e0ng mu\u1ed1n c\u00f3.\u201d Kh\u1ea9u hi\u1ec7u c\u1ee7a \u00f4ng \u1ea5y: \u201cLu\u00f4n khao kh\u00e1t. C\u1ee9 d\u1ea1i kh\u1edd,\u201d \u0111\u00e3 k\u00edch \u0111\u1ed9ng c\u00e1c c\u00f4ng nh\u00e2n v\u00e0 cho ph\u00e9p h\u1ecd t\u1ea1o ra s\u1ea3n ph\u1ea9m t\u1ed1t nh\u1ea5t so v\u1edbi \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh. T\u1eeb kinh doanh n\u00e0y, ph\u01b0\u01a1ng h\u01b0\u1edbng m\u1edbi c\u1ee7a Steve Jobs l\u00e0: \u201cKi\u1ebfm kh\u00e1ch h\u00e0ng, Gi\u1eef h\u1ecd, v\u00e0 T\u0103ng tr\u01b0\u1edfng h\u1ecd.\u201d \u0110\u1ec3 \u201cKi\u1ebfm\u201d h\u1ecd, Apple ph\u1ea3i c\u00f3 s\u1ea3n ph\u1ea9m m\u1edbi (iPod, iPhone, iPad). \u0110\u1ec3 \u201cGi\u1eef\u201d h\u1ecd Apple ph\u1ea3i c\u00f3 \u0111i\u1ec1u ph\u1ee5 th\u00eam gi\u1eef cho h\u1ecd mua (iTunes v\u00e0 app di \u0111\u1ed9ng). V\u00e0 \u0111\u1ec3 \u201cT\u0103ng tr\u01b0\u1edfng\u201d h\u1ecd, Apple ph\u1ea3i li\u00ean t\u1ee5c ph\u00e1t ki\u1ebfn s\u1ea3n ph\u1ea9m m\u1edbi m\u1ecdi n\u0103m v\u00e0 “T\u1eebng s\u1ea3n ph\u1ea9m ph\u1ea3i t\u1ed1t h\u01a1n s\u1ea3n ph\u1ea9m tr\u01b0\u1edbc.\u201d<\/p>\n

\u0110i\u1ec1u Steve Jobs \u0111\u00e3 l\u00e0m \u1edf Apple b\u00e2y gi\u1edd l\u00e0 c\u00f4ng th\u1ee9c m\u1edbi cho c\u00e1c c\u00f4ng ti to\u00e0n c\u1ea7u. \u00d4ng \u1ea5y ch\u1ee7 tr\u01b0\u01a1ng t\u01b0 duy m\u1edbi, c\u00e1ch qu\u1ea3n l\u00ed m\u1edbi, c\u1ea5u tr\u00fac t\u1ed5 ch\u1ee9c m\u1edbi, v\u00e0 c\u00e1ch m\u1edbi \u0111\u1ec3 qu\u1ea3n l\u00ed c\u00f4ng nh\u00e2n. Trong qu\u00e1 kh\u1ee9, ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti \u0111\u1ec1u tu\u00e2n theo qui t\u1eafc v\u1ec1 n\u0103ng su\u1ea5t cao h\u01a1n v\u00e0 gi\u00e1 th\u00e0nh th\u1ea5p h\u01a1n nh\u01b0ng ng\u00e0y n\u00e0y n\u00f3 l\u00e0 s\u1ef1 tho\u1ea3 m\u00e3n c\u1ee7a kh\u00e1ch h\u00e0ng v\u00ec n\u1ebfu kh\u00e1ch h\u00e0ng kh\u00f4ng h\u00e0i l\u00f2ng, h\u1ecd chuy\u1ec3n sang \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh. Trong qu\u00e1 kh\u1ee9, m\u1ee5c \u0111\u00edch doanh nghi\u1ec7p l\u00e0 l\u1ee3i nhu\u1eadn ng\u1eafn h\u1ea1n nh\u01b0ng ng\u00e0y nay m\u1ee5c \u0111\u00edch doanh nghi\u1ec7p l\u00e0 t\u0103ng tr\u01b0\u1edfng d\u00e0i h\u1ea1n. T\u0103ng tr\u01b0\u1edfng ngh\u0129a l\u00e0 c\u00f3 kh\u00e1ch h\u00e0ng, gi\u1eef h\u1ecd, v\u00e0 t\u0103ng tr\u01b0\u1edfng th\u00eam kh\u00e1ch h\u00e0ng \u0111\u1ec3 ki\u1ec3m so\u00e1t th\u1ecb ph\u1ea7n. \u0110i\u1ec1u n\u00e0y y\u00eau c\u1ea7u thay \u0111\u1ed5i c\u0103n b\u1ea3n trong c\u00e1ch c\u00e1c qui t\u1eafc kinh doanh \u0111\u01b0\u1ee3c d\u1ea1y trong tr\u01b0\u1eddng kinh doanh n\u1eefa. L\u1ee3i nhu\u1eadn kh\u00f4ng c\u00f2n l\u00e0 m\u1ee5c \u0111\u00edch t\u1ee9c kh\u1eafc m\u00e0 th\u1ecb ph\u1ea7n m\u1edbi l\u00e0 m\u1ee5c \u0111\u00edch b\u1edfi v\u00ec khi b\u1ea1n c\u00f3 t\u1ed5ng th\u1ecb ph\u1ea7n, b\u1ea1n c\u00f3 th\u1ec3 chi ph\u1ed1i b\u1ea5t k\u00ec l\u1ee3i nhu\u1eadn n\u00e0o b\u1ea1n c\u00f3 th\u1ec3 c\u00f3 \u0111\u01b0\u1ee3c v\u00ec b\u1ea1n ki\u1ec3m so\u00e1t th\u1ecb tr\u01b0\u1eddng.<\/p>\n

Qui t\u1eafc m\u1edbi c\u1ee7a c\u00f4ng nghi\u1ec7p c\u00f4ng ngh\u1ec7 l\u00e0 \u201cC\u00f4ng nh\u00e2n l\u00e0m ra c\u00e1c th\u1ee9, kh\u00f4ng l\u00e0m ti\u1ec1n. C\u00e1c th\u1ee9 \u0111\u1ec1u l\u00e0 th\u1ef1c. Ti\u1ec1n l\u00e0 k\u1ebft qu\u1ea3 cu\u1ed1i c\u00f9ng.\u201d Thay v\u00ec h\u1ed9i t\u1ee5 v\u00e0o ti\u1ec1n, c\u00e1c c\u00f4ng ti b\u00e2y gi\u1edd c\u1ea1nh tranh theo s\u1ea3n ph\u1ea9m v\u00e0 l\u00e0m \u0111i\u1ec1u \u0111\u00f3 nhanh ch\u00f3ng v\u00ec c\u00f4ng ngh\u1ec7 thay \u0111\u1ed5i nhanh. \u201cT\u1ed1c \u0111\u1ed9\u201d l\u00e0 qui t\u1eafc m\u1edbi v\u00ec \u201cK\u1ebb nhanh s\u1ebd \u0111\u00e1nh b\u1ea1i k\u1ebb ch\u1eadm\u201d v\u00e0 \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao c\u00f4ng nh\u00e2n c\u00f4ng ngh\u1ec7 c\u1ea7n ph\u1ea3n h\u1ed3i nhanh t\u1eeb kh\u00e1ch h\u00e0ng v\u00e0 c\u00f4ng ti c\u1ea7n mau l\u1eb9 v\u00e0 uy\u1ec3n chuy\u1ec3n \u0111\u1ec3 thay \u0111\u1ed5i th\u1eadt nhanh. T\u1ea5t c\u1ea3 nh\u1eefng thay \u0111\u1ed5i n\u00e0y \u0111\u1ec1u y\u00eau c\u1ea7u thay \u0111\u1ed5i n\u1ec1n t\u1ea3ng trong c\u00e1ch c\u00e1c tr\u01b0\u1eddng \u0111ang d\u1ea1y, ng\u01b0\u1eddi ch\u1ee7 doanh nghi\u1ec7p \u0111ang v\u1eadn h\u00e0nh v\u00e0 c\u00e1ch ng\u01b0\u1eddi l\u00e3nh \u0111\u1ea1o \u0111ang ch\u1ec9 \u0111\u1ea1o.<\/p>\n

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—-English version—-<\/p>\n

 <\/p>\n

The new rules<\/p>\n

Have you ever wondered why companies that were doing well suddenly collapsed when market change? Why workers who used to be happy have become unhappy and leave the company? Why do customers switch to competitors without a warning sign? Of course you can blame your competitors, your local market, or globalization but the main cause is often the way companies are managed by the traditional management when the world is already changing to a different way of doing business.<\/p>\n

In the past, traditional management was invented to direct unskilled workers by coordinate the works according to certain rules and procedures to allow standardized products be produced in large quantities. It is effective in manufacturing industry where most workers work in assembly lines where efficiency and quality are important. To organize this system, companies need a top down hierarchical structure with clearly distinguish roles for managers and workers. The key measurement is productivity because the more they make the higher profit they get.<\/em><\/p>\n

Today the rules for management have changed with skilled workers. These highly educated people do not need to be told what to do since they are trained to do their work efficiently and effectively. Innovation work is not standardized but specialized to meet customer\u2019s needs. In technology industry, management role is no longer supervising but motivating. Instead of telling workers what to do, managers have to take a new role by nurturing an environment where workers can contribute and excel. To organize this system, companies need a flat structure that allows workers to have some degree of autonomy. The key measurement is no longer productivity but customers\u2019 satisfaction. The more happy the customers, the higher price they are willing to pay.<\/p>\n

In the age of innovation and creativity, skilled workers do not just want a job, they want a meaningful job. They want to be valued by customers and the company. If not, they leave the company for another that values their contribution. In the old way of doing business, bureaucratic segregation of functions forces workers to perform tasks that have no visibility to the customers. For example, workers build car but customers do not know what workers do, they only see the car. However in new way of doing business, technology works requires workers to have good relationships with customers so they can get feedback quickly and modify their product to meet customers\u2019 needs. In the old way of doing business, the key measure is how many products workers produce (Productivity measurement) because the more the better (Quantitive = profits). In the new way of doing business, the key measure is how satisfy is the customers (Customer satisfaction) because the better quality the higher price (quality = profits).<\/p>\n

For example, Apple products have similar functions as other products but its better design gives them significant advantage as it can command higher prices than competitors. Even with higher prices, Apple has more customers and the number is still growing every years. Today iPod is the most popular MP3 players in the world with 78% of market share. IPhone is the most desirable smart phone with 65% of market share and iPads has 82% of market share. These products helped Apple became the largest company in the world. In the 2012 survey of college students, 92% of technology students list Apple as the company that they want to work for. The telecommunication industry also found that 85% of customers would switch Phone Company just to use the iPhone. (In the U.S each phone company offer special phones. If you want iPhone you must signed with AT&T Company).<\/p>\n

To survive in the competitive market, business owners must change the thinking and the way they manage their companies. Since the size of local market is limited, local companies often compete with each others for better position. Local market is dictated by rivalry force. (Same type of company compete with each other) One company gains advantage, the other loses. The common way to compete is to lower price so most local companies have low profits, smaller capital and cannot grow bigger. On the contrary, global companies are doing in business in a much bigger market and still growing. These companies are powerful with better products, better services, larger capital and better management. They continue to expand their market and quickly move to new market by flush the entire local market with lower prices to eliminate local competitors than control the market. When they dominate the market, the price will go up. In this battle, most small local companies cannot compete and go out of business.<\/p>\n

This situation is happening all over the world since 1990s with the rise of globalization and super global companies. Even well established local companies could not compete with these new entrants who are bigger, more powerful and better managed. From 1984 to 2010 over 78% of local companies were gone as they were not aware of the new entrant\u2019s forces and did not know how to compete. The competition is now happening among global companies in every market. For example, few years ago brand names like Sony or Panasonic dominated the electronic market but today both of them are struggled to survive. Nokia used to be the largest mobile phone company but today the question is how long it can last. You may wonder why these powerful companies could even fail. The answer is they have not changed when the market already shift to another direction.<\/p>\n

Twelve years ago, Apple was on the verge of bankruptcy so investors asked Steve Jobs to come back. In just few years, he completely changed the direction of the company and the way it was managed. He transformed a poorly managed company into the largest, most powerful, and highly profitable company in the world. Steve Jobs\u2019 direction is simple: \u201cManagers\u2019 job is to create an environment where creativity and innovation are encouraged. Workers\u2019 job is to create the best products that every customer want to have.\u201d His slogan: \u201cStay hungry, stay foolish.\u201d excited workers and allowed them to create the best products over competitors. From the business, Steve Jobs new directions are: \u201cGet customers, Keep them, and grow them.\u201d To \u201cGet\u201d them, Apple must have new products (iPod, iPhone, iPad). To \u201cKeep\u201d them Apple must have additional thing that keep them buying (iTunes and mobile apps). And to \u201cGrow\u201d them, Apple must continue to innovate with new products every year and \u201cEach must be better than the previous ones.\u201d<\/p>\n

What Steve Jobs did at Apple is now the new formula for global companies. He advocated new thinking, new way of managing, new organization structure, and new way to manage workers. In the past, most companies follow the rules of higher productivity and lower price but today it is customer satisfaction because if customers are not happy, they switch to competitors. In the past, business goal is short term profit but today the business goal is long term growing. To grow means to get customers, keep them, and grow more customers to control market share. This requires a fundamental change in the way business rules are taught in Business schools too. Profit is no longer immediate goal but market share is the goal because when you have total market share, you can dictate whatever profit you can get since you control the market.<\/p>\n

The new rule of technology industry is \u201cWorkers make things, not money. Things are real. Money is an end result.\u201d Rather than focus on money, companies are now compete in products and do it fast as technology change quick. \u201cSpeed\u201d is the new rule as \u201cThe fast will beat the slow\u201d and that is why technology workers need quick feedback from customers and companies need to be agile and flexible to change in a short notice. All of these changes require a fundamental change in the way schools are teaching, business owners are operating and the way leaders are directing.<\/p>\n","protected":false},"excerpt":{"rendered":"

B\u1ea1n \u0111\u00e3 bao gi\u1edd t\u1ef1 h\u1ecfi t\u1ea1i sao c\u00e1c c\u00f4ng ti \u0111ang l\u00e0m t\u1ed1t \u0111\u1ed9t nhi\u00ean s\u1ee5p \u0111\u1ed5 khi th\u1ecb tr\u01b0\u1eddng thay \u0111\u1ed5i kh\u00f4ng? T\u1ea1i … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[16,1,3],"tags":[],"class_list":["post-663","post","type-post","status-publish","format-standard","hentry","category-nha-doanh-nghiep","category-xu-huong-toan-cau","category-quan-li-he-thong-tin"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/663","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=663"}],"version-history":[{"count":1,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/663\/revisions"}],"predecessor-version":[{"id":664,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/663\/revisions\/664"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=663"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=663"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=663"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}