Apple's new Senior Vice President, Retail and Online Stores is Angela Ahrendts. What are some of the things customers and Apple retail store employees are hoping will be high on her to-do list in her first year? John Martellaro ponders such a list.
There are many technical and enterprise professionals who come to depend on Apple's hardware and software. In fact, their livelihood may depend on these products. Then, when Apple makes a course correction, the howling begins. It's happened so many times with Apple, it's hard to keep count. John Martellaro sizes up the howling, the aftereffects and the opportunities.
Google Glass had a nifty sci-fi feel to it when the product first came out. Along the way, however, Google failed to both think about why the product exists and fully appreciate the social aspects of the device. Calls for Apple to quickly follow Google's lead now look silly.
Havard's Law states: "Under the most rigorously controlled conditions of pressure, temperature, volume, humidity, and other variables, the organism will do as it damn well pleases."
Nowhere is this more true than when it comes to Apple customers, iTunes and music.
We know that PCs still outsell the Mac, but PC sales are plunging and Mac sales, as a percentage of the market, are climbing. This has to lead somewhere, but where? John Martellaro peers into the future.
Google Glass has been an inspired product. Along the way, however, Google forgot one important thing: to create a thoughtful and beloved product, support it, and develop a considered path to market. That's why Glass looks to be history according to one of its strongest supporters, Robert Scoble.
Microsoft has had a version of MS Office ready for the iPad for some time now. What's held it up has been the attempt to entice business users over to the Surface tablets instead. John Martellaro thinks it's too late now, far too late, for Microsoft to reverse its strategy.
Constancy of a good purpose usually leads to success. The ironic thing, however, is that in business, the constancy of purpose cannot simply be making more money than anyone else at any cost. Making money must be a byproduct of a deeper value. Apple has shown us how to do that.
As in warfare, a great business technique is to turn an enemy's strength into a weakness. Apple appears to be doing exactly that with its increased emphasis on the business advantages of going with Apple's closed, secure, curated mobile operating system, iOS.
There are iPad games that are greatly addictive. And there are buckle down educational apps that teach fundamental skills of use in academia that try, often in vain, to be fun. Given our enormous technological skills in app development, can the two ever be combined into a truly first-rate, important product?
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