Four out of 10 sales of the iPhone are made to enterprise users. When the iPhone came out, what most people heard in the first year from ‘07 to ‘08 was oh my God, it’s not BlackBerry secure. This is not going to work on the enterprise space.
At the end of the day, it’s just software. That’s all it is. And by the time the 3G came out in ‘08 they had solved about 80% of the security issues.
So enterprises today view the iPhone as a mobile computer. It happens to have a voice application on it.
Softbank stopped accepting reservations for the iPad after only three days.
In one Twitter exchange, Mitsuru Yoshii sent a message to Softbank Chief Executive Masayoshi Son saying that the iPad was the “21st century’s black ships.”
In response to the historical reference to the U.S. Naval fleet that opened up Japan to the West in 1853, Mr. Son wrote back: “Indeed!”
In Japan the term “Black Ships” has come to symbolise a threat imposed by Western technology but also the opening of Japan to the West and the awakening of imperial ambitions that lasted for a century.
Consumer tastes have overtaken the needs of business as the leading force shaping technology.
Why is it that other “consumer-oriented” companies like Sony, Nokia and Phillips have not benefitted from this shift? As far as I can tell they are no better off (and sometimes quite a lot worse off) than Microsoft has been during this transition.
Clearly, although the paradigm did shift to consumers, simply being consumer focused is not enough to benefit from this shift.
Daniel Eran Dilger in fine form after Apple became the world’s largest technology company by market capitalization.
These days, Apple’s primary competitors have all fallen down on their knees while clutching their gutted bellies…
Who is left? Google, the paid search giant that backers hope will beat Apple in hardware and software platforms… despite Google being neither a hardware vendor (nor marketer nor retailer nor support provider) nor having any real experience in managing a software platform for consumers. Fans of Google suggest that the company will take on Apple by acquiring a competing version of everything Apple has built over the last decade: iTunes, a mobile platform, hardware expertise, user interface design savvy, development tools, and a user base.
The problem is, they don’t also foresee that Apple could compete against Google in its own home territory of ads.
The key assumption in the “Google can buy anything Apple already has” is that of the three things that make up a company (resources, processes and priorities) the only thing cash can buy is resources, and, in the tech world, even those are fragile things with legs that can walk out the front door.