Apple
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Deconstructing Apple-pt1
By Gary Hamel In 1997, or about three centuries ago in tech years, I bought an e-tablet from A.T. Cross, the pen company. Co-developed with IBM, the CrossPad was heralded as a game changer that would open up a whole new product category—Portable Digital Notepads.
Focuses heavily on design. Fuses hardware and software Integrates a broad array of complementary technologies Locks up customers with velvet handcuffs Harnesses the efforts of independent software vendors Leverages the company’s deep competencies into new markets Nevertheless, I don’t think it’s a particular strategy that makes Apple Apple. Nor can you attribute all of the company’s success to the executive abilities of Steve Jobs. Instead, I believe the company’s extraordinary run of success reflects an unstinting devotion to a particular set of values. Within the universe of inventors, designers and artists, these values aren’t particularly remarkable; but within the universe of Fortune 500 companies, they are as rare as a rose in winter.
Deconstructing Apple-p2
So sad. We all hoped he would beat his illness, but alas. Steve made an impact on so many, and for that we are thankful. My thoughts and prayers are with his family and friends.
Apple
World's Most Admired Companies: Who does business trust? - Mar.
By Anna Bernasek, contributor March 4, 2010: 2:02 PM ET (Fortune Magazine) -- Whew, what a year! Last January bankers looked positively sheepish in their new role as federal employees. But by the end of 2009 they had ditched their government bosses and begun swaggering again. During the same period Ford went from the worst loss in its history to the top of U.S. car companies, its stock up more than 300% -- while Toyota began what would become a dramatic fall.
11:12 AM Monday April 5, 2010 | Comments (11) Back when Apple was first an entrepreneurial wonder and I was a baby consultant often in Cupertino, I used to think of Apple in baseball analogies. Apple was the Boston Red Sox, exciting and colorful but doomed to be second to IBM's New York Yankee-like deep pockets and market domination. Not any longer. The tech leagues have expanded, and while IBM is still a powerhouse, it does not play in consumer markets. Apple is now a game-definer and game-changer, in major consumer segments.