That’s even more so in the technology sector where Apple lives.
For the most part, Apple seems to just go their own way, working diligently to improve current products, and methodically searching for the next great thing. Apple’s many successes in recent years– music, smartphones, tablets– have disrupted some competitors, and put fear and paranoia into others.
Disruption? Ask Microsoft, BlackBerry, Nokia, or Motorola what they think of the iPhone’s success and the impact on their business models.
Fear and Paranoia? Ask Microsoft and Google why they throw billions of dollars into money-losing projects in a vain attempt to control their destiny and everything else.
Witness Samsung, the Korean electronics giant that saw the future in the iPhone and iPad and decided to copy as much of Apple as was legally possible (and some illegal copying, too).
What is it about Apple that causes all these major electronics companies to fear and loathe the lowly Mac maker?
Apple’s unique approach to new products is often customer centric, as opposed to the competition, which is often revenue centric (oddly, not so much profit centric). To Google, you’re not the customers. You’re the product. Information gathered from you and your data and online behavior is the product.
Microsoft has long since forgotten how to please customers (I’m making an assumption they did, once, maybe, in the distant past) but knows how to rankle partners. Witness the Surface tablets. The Surface’s TV commercials are pop choreography, but don’t show much about why you should buy the surface.
Google seems to suffer from a similar paranoia, with a huge list of ongoing projects, and an even larger list of failed and shuttered products. Google called them beta, but shut down the ones that could not extract enough usable user information. Don’t get me started on the many billions of dollars Google has devoted to the Android project, which has yet to bring any significant revenue to the company.
Meanwhile, Apple does what Apple has pretty much always done since I bought my first Mac back in the last century. Innovative jumps and iterative improvements. iTunes beget the iPod which beget the iTunes Store. What’s better than the iPod? An iPod in a smartphone. iPod beget iPhone which beget the iPad– a trail of innovation and iterative improvements which have disrupted a number of industries, while making many hundreds of millions of customers very happy with their purchases.
You’d think that if an Apple competitor really wanted to avoid disruption from Apple, they’d pay more attention to making the customer feel good about using their products.