![]() Also, every SKU in a product line should also put pressure on the next SKU in that line. In other words, Apple Watch should put pressure on iPhone, iPhone on iPad, iPad on MacBook, MacBook on iMac, and so on. ![]() In short, Apple believes every product should put pressure on the next product in the line. You can find pretty much anything you want, but you need to know exactly what you want in order to cut through the clutter, the noise, and all the things that overlap one another ad-infinitum. It's the real-world analog of Amazon's gadget section. But should it? Akihabara syndromeĪkihabara is a famous area in Japan filled with stores that sell every possible device you can imagine in varieties and combinations beyond what anyone could imagine. Today's product line no longer fits into those boxes. In 1997, Steve Jobs returned and killed devices like the Newton - sadly, in my humble opinion, but that's another story - then totally revamped Apple's product line into four neat little boxes: Desktop and Mobile, Business and Consumer. And as for customers? Well, they bought a lot of Windows machines. ![]() ![]() Back then, even Apple's marketing team had trouble explaining it all. I say that as an analyst who was paid to try and figure them out. There were bushels of devices, brands, and confusing sub-brands that made no sense. During the 90s, Apple's product lineup was a mess.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |