Introduction to the madness
I’ve been an Apple user now for five years, ever since the first Intel MacBook Pros hit Finland. I’ve been watching Apple with a good amount of fascination, especially since the launch of the iPhone, iPod Touch and the App Store. Besides developing iOS software, I also sit in the board of a successful small-to-mid-size company that is the market and technology leader in its niche. So, my perspective towards Apple has been both curious, trying to understand the way they operate and what is the guiding philosophy and strategy behind it all, and also that of a satisfied and at times delighted user.
I’ve chosen not to comment on Apple’s strategy as I feel I don’t have good enough grasp of it to really make a contribution. That hasn’t changed, but in the last couple of days senior managers from both Dell and Microsoft have made statements that show a level of ignorance that I can not understand. I would imagine that managers at those position would be required to have a very deep understanding of the markets they operate in, and of the competition they face. They should also possess a sound vision of where the world is going to. It seems painstakingly clear that both Andy Lark from Dell and Microsoft’s Craig Mundie lack those qualities, though I’m inclined to be slightly less disappointed with Mundie. At least he seems to have some kind of vision, but in true Microsoft fashion his vision of how things will be is quite unfeasible for at least the next 5 to 10 years. Microsoft, I feel, gets knocked down sometimes a bit too harshly: they do have ideas and some of them are good, but they have terrible timing and usually poor implementation.
Anyway, back to Apple. Prompted by this evident lack of understanding, I feel compelled to try to put forth how I see what Apple is doing.
Business and Apple
Based on your viewpoint, Apple’s approach to doing business is either really traditional or really disrupting. To put is simply, Apple believes that by doing the best products they can, they will find customers willing to pay for them. Apple works like a craftsman who takes pride in doing the best work he can, as judged by himself. And if that isn’t traditional, then I don’t know what is. The disruptive angle is that craftsmen have all but disappeared from the western markets. We, the customers, are no longer in charge. We’ve been conditioned to buy what is offered to us, to only look at the price and to generally be at the mercy of the middlemen. In enterprise, we get what the IT department deems necessary. In phones, we get a choice of what the carriers want to sell to us. In our homes, we get what the big chains push to us.
It’s our choice, but it’s a choice we’ve been conditioned to make. And we do have the freedom (in many cases) to make a different choice. Apple is a different choice, still, even today. Hardly any place pushes us to have an Apple product. People choose them, they want them.
That is, in a nutshell, the way Apple does business. Their customers are the end users, the people who use their products. And we are disrupting the status quo by not settling for what is being pushed to us.
Simple, isn’t it?
Many tech savvy people have a difficulty understanding why anybody would want an Apple product. For them, they claim, Apple products are closed and proprietary and don’t allow them to do what they want. It’s almost as if Apple were holding the users captive. Why would anybody buy an Apple product that only lets you do A, B and C when you can get a competing product that does A, B, C, D, E, F and G, and usually is cheaper? But the basic assumption here is wrong. For the general public, for the normal people, the competing product only does A, and even that it does poorly. For normal people, Apple’s products are empowering. People who used to be able to do only A (poorly) are now suddenly able to do so much more.
Think about this: if could now replace your car with a flying car that lets you get to all places faster and more comfortably than your old car, would you complain that it can’t fly to moon?



