Thanks for the post Bolaji. Apple always came up with certain goals where they met with out mistake. There products Iphone, Ipad are still the hot cakes in the market. Eventhough they have competetion from Samsung, Blackberry,HP, Sony ericson they still top the smartphone and Ipad market. Nobody yet reached the quality of apple products.
Apple took style into account, as well as function, or at least I believe so. They were able to tap into demand for cool and ease of use. I'm not sure if that is always a repeatable formula. For example, a physician probably won't be looking for cool when he or she buys an ultrasound scanner for the practice. Ease of use, perhaps, but not style.
It seems obvious once it is pointed out, but Apple's creation of its ecosystem--the iStore--for its products remains a brilliant move. Everyone is left to play catch-up. Now it is the apps for the iPhone. I'm not sure what the next demand-creator will be, but you can be srue Apple is already figuring it out.
Markets for new innovation products do not exist, they have to be created and defined, that's what Apple does. The company has to be creating the product and defining its market at the same time in the same process. Apple has never been afraid of redefining its market, breaking through well-worn product convention, because it believes in creating and owning whole new markets, rather than competing in existing and crowded one.
The theory of Apple's operation is indeed theory of demand and supply. Their brand personality is knowing what people needs, it's about simplicity and removal of complexity from people's lives, and also people driven product design.
It's interesting how the Apple design paradigm has endured over a generation of products right from iPod to Ipod touch, iPhone and now iPad. Similar innovative paradigms with Motorola of the Razr legacy and RIM's blackberry have exhausted their draw and are in urgent need of a revival.
You're right. Apple's strategy has been different from just about any other device manufacturer. They certainly don't "leave it up to the consumer" either. Yet, how many times have we seen an Apple release that seemed to fit a need almost before it was expressed? That's what's always impressed me about the company's history.
Agreed, TaimooZ. What I wonder though is why it suddently became cool to own an Apple device. It was indeed smart combination of new features but I fail to understand how it turned into something of an exclusive club, which everyone wanted to be part of. Similar was the blackberry fad too.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.