I think the brand recognition might be part of the problem. People may automatically assume that since you've done well in other tech sectors, you must do well in this new one. That can be a high platform to fall off of if you're not properly suited for the task.
Fully agree Bolaji, definitely; getting back to the past as lesson learned attitute, (imo), is the right approach; speaking about RIM it seems picture isn't overlapping that position, today several editorials have reported negative feeling in two CEO situation.
Barbara, Doomed to fail is a radical assessment and I agree with you HP wasn't doomed to fail. I don't believe any Apple rival is doomed to fail, either. Anna Young raised several questions in her article many of which companies in the smartphone and tablet markets are asking themselves too. They want to know why their products are failing and what they can do to recover. They also want to know what they can learn from industry leaders and how they can beat them. These questions will get answered and they are getting answered. The competition will increase as these are sorted out.
@Flyingscot, Yes you're correct. Apple has the cutting edge due to it's strategic approach. Like I said the demand for tablet PC is forecast to increase within businesses in Europe. I suppose we'll know the volume of increase figure by early next year or so. We'll wait and see.
Flyingscot, Apple is indeed different but rivals, analysts and the industry as a whole run the risk of over-emphasizing the company's uniqueness. Apple is beating competitors in the smartphone and tablet PC market and also in terms of its market capitalization but the electronics industry is more than smartphones and tablets. Apple is not dominant in PCs and is not present in many other market segments.
As we have seen in the smartphone market, Apple's OS is not unbeatable and it may not be quite as invincible as people think in any of its market segments. The company has a target on its back and it's only a matter of time before another company figures out how to beat it.
@mfbertozzi, thanks for your comment. It is appreciated. I understand that RIM, HP, Motorola etc all achieved their successess on different business objectives - but still in the same electronics technology market. I just feel that Apple and Amazon cannot be left to reap the benefits alone from tablets pc. I feel that RIM, HP etc, gave up too soon.
HP's TouchPad was doomed to fail, absolutely. There was no way it was going to get the App support.
@DennisQ, I don't agree with you that HP's touchpad was doomed to fail. Infact Hewlett-Packard recently said it is open sourcing WebOS and the Enyo application framework. If they had done this before they could have given tough competition to Android.
It's good to know when to cut losses, but giving up without fully exploring all possibilities or supporting a product with the right resources is a worse strategy.
@Anna, I totally agree with you. I think HP's decison to exit the tablet PC market was premature. Tablet business is still in its nascent stage and HP should have tried different strategies to fight with competitors rather than close the business itself.
DennisQ - Good points.HP made a number of confusing statements recently relating to their computers and tablet businesses, but it is difficult to measure how well or not well they would have done since their efforts in the tablet space were so short lived.
RIM on the other hand is definitely having a hard time selling its devices, but strangely enough were apple to add subscribers. Perhaps this has to do for their recent plans to allow other non-RIM devices to access their BES offering.
Today RIM posted a 27 percent drop in quarterly profit and provided a dismal outlook for BlackBerry shipments.RIM also stated today that the company does not expect to release its QNX-based BlackBerry 10 smartphones until the latter part of 2012, which were promised to be available Q1 2012.That delay cannot be helpful.
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.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
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.