|
|
|
|
|
by ScottBurson
3435 days ago
|
|
Total laser focus on one thing seems like a great mantra for building a company (or turning around a failing one). But for sustaining a company that's already successful, I'm not so sure. If you really believe there's a Next Big Thing that you can bet the company on and win, like the iPhone, then maybe it makes sense to let other product lines languish. But, now that most of the world's population carry a computer in their pocket at all times, what if there is nothing else that big that remains to be done? There's still lots of room for Apple to grow their existing Mac business. They've started to make inroads into the enterprise market, traditionally dominated by Windows. They could really press that. They could stay competitive in more markets than just the thin-and-light laptop market -- the Mini is one example, the high-end laptop market is another, and the workstation market is a third. Instead, they're apparently conceding these battles, and turning their massive resources toward finding another Next Big Thing, which may not even exist. |
|
The uniqueness in the Mac Mini lies in Mac OS. No laser sharp focus is needed for incremental hardware updates.
The Mac Pro has unique hardware, but between major redesigns it does not need any incredibly hard work. Just incremental improvements.
I find it absurd too that a company with so much cash in the bank cannot keep a few people performing incremental improvements on their product lines. The Mac Pro for example, is hopelessly outdated now.
I think they underestimate the compound effect of an ecosystem. Several little products, even if they don't bring in insane revenues such as iOS, can help attracting key users which are those that drive innovation. It also contributes to the overall experience of regular folks. For example, by discontinuing screens or routers, things are not as seamless as they once were.