When a revolutionary new service arrives, especially from Apple, the long term consequences are seldom appreciated at first. The tendency is to compare it to the known competition rather than explore the synergistic effects. Even now, those effects are kicking in, very early in the life of Apple Pay.
There is a fundamental tension between writing great software and picking your fights. Recently, that tension has bubbled to the surface with the release of iTunes 12. When times change and customer trends become noticeable, Apple software has to change as well. But throwing in the towel on the monolithic iTunes app isn't the way to do it.
Cool new products catch our attention, and sometimes it seems that the flashiest products are the byproducts of the most successful companies. In reality, there's much more to be said for good business sense and raw intelligence. Those virtues go a long way towards explaining Apple's success.
Large companies have large ambitions. When powerful tech companies come crashing into people's lives with products that give them pause, they naturally turn to a safe oasis. It's that human element, an Apple strength, that makes the company's products alluring. This week, Microsoft and Amazon were reminded of that while they watched Apple Pay become a warmly embraced product.
Almost a third of the installed base of iPads consists of iPad 2s without a Retina display. As a result, a casual look at the numbers suggests that the iPad Air 2 should do very well in sales. John Martellaro pulls out his calculator.
It's been all hands on deck for Apple in the last year. iOS 8, iPhone 6 and 6 Plus, OS X Yosemite, the new Mac Pro, home automation, health monitoring, iBeacon, Apple Pay, and what looks like some very hard work on the Apple Watch. Some other products appear to have stagnated. Does the October 16 event invitation suggest a remedy? Is this even a problem? John Martellaro sizes up the promise of Apple's invitation.
When a new product category arrives from Apple, like the Apple Watch, it can be hard to size up the future prospects. Some observers only have a dim idea about how customers will embrace and exploit the product, and they don't yet see how Apple works to design success into the very DNA of any new product. In time, however, it all becomes clear, and the naysayers seldom turn out to be right.
By some standards, Apple has had a rough two weeks. The media has pointed to these problems for several classic reasons: attention and money. But how bad is it really? Which problems are real and which ones will blow over? John Martellaro does his grading.
Apple resisted the idea of a phablet for a long time and so did its customers. But times have changed, and we've moved on. Nowadays an Apple phablet is just what many need. Just don't call it a phablet. Call it a Plus.
Apple was a hungry, underappreciated company for many years both before and after the return of Steve Jobs. Now that Apple has achieved unconstrained, unabashed, tumultuous success—that often treads on customers—what exactly is Apple going to do about it?
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