达德利更多

继续上周的几点“戴尔的Dud“:

撼动20世纪80年代的企业市场

几位读者对我在20世纪80年代普遍未能抓住大量企业桌面市场的简要概述提出异议鉴于我们正在谈论价值数百亿美元的决策,任何简要总结情况的尝试都会掩盖许多更好的观点。有很多因素,任何人都明白苹果可能是微软,如果他们干脆完成的话这个和这个代替那个和那个太天真了。

我的观点并不是Apple不希望Mac在企业市场取得成功而且,对于Apple的高管是否低估了企业市场的潜在规模,我完全错了Guy Kawasaki的优秀书Macintosh方式是苹果早期Mac营销的权威内幕Rich Siegel通过电子邮件发送了第77-78页的以下段落,作为Apple的证据没有有企业市场川崎写道:

A ten-word description in the Macintosh Product Introduction Plan explained the details of Macintosh to The CultApple clearly communicated its product, and The Cult communicated this message to the marketplace这是Macintosh的十字描述:

Macintosh is an advanced personal productivity tool for knowledge workers.

  • “高级”指的是Lisa技术Lisa technology brought to Macintosh a user interface (pull-down menus, windows, desktop metaphor), bitmapped graphics, and integrated applications[...]

  • “Personal” meant that Macintosh was designed for personal use on a deskA Macintosh was much lighter and smaller than an IBM PC, and it was going to improve information processing with a person, not the computer or MIS department, in control.

  • “Productivity tool” meant increasing the productivity of a Macintosh ownerMacintosh was a tool to improve analysis, problem-solving, and communication with applications like word processors, spreadsheets, business graphics, database management, and project scheduling.

  • “Knowledge workers” delineated the target market for MacintoshFrankly, the phrase is marketing malarkey but it worked because it made people feel like part of a small elite groupThe phrase caused people to align themselves to Apple’s marketing, and they persuaded themselves to buy Macintoshes. After all, who would want to be an “ignorance worker?”It is easier for the market to align itself than for you to do it.

第三点和第四点 - 关于Mac是“知识工作者”的“生产力工具” - 确实使Macintosh听起来像一个理想的商业机器但从IT部门的角度来看,第二个并不完全吸引人(管理信息系统就是他们所说的那时候。)

而这恰恰是我试图做出的一点 - 苹果公司将Macintosh定位于那些愿意的人使用他们,但不会决定是否决定购买他们或者,更具体地说,那些授权为大公司购买它们的人在其他所有潜在市场中,Macintosh取得了巨大的成功。

川崎在第77页提供以下修辞练习:

Apple wanted to sell Macintoshes to people who had never used computers beforeWhich customer group would you expect Apple to concentrate on?

一个财富1000强MIS董事
乙IBM PC用户
C知识工作者
d亚马逊印第安人

Apple chose C; and Kawasaki presents the premise as a “pick one” choice我所暗示的 - 可以说是粗鲁和过于简单 - 是Apple可以选择C一个(事实上​​,这就是他们今天所做的,使用Mac OS X.)

索尼的选择

有关唱片公司索尼如何像电子公司索尼的脚踝一样的重要信息,请参阅2003年2月发行的弗兰克罗斯的文章。有线,“索尼内战”:

And a Walkman with a hard drive? Not likely, since Sony’s copy-protection mechanisms don’t allow music to be transferred from one hard drive to another — not an issue with the iPod. “We do not have any plans for such a product,” says [Sony senior VP Keiji] Kimura, the smile fading“但我们正在研究它。”

Really? No plans? When the world leader in consumer electronics takes a pass on the hottest portable music player out there, you have to wonder what givesSony became a global giant on the basis of innovative devices manufactured by the millions on nothing more than a hunch that people would buy themNow Apple is delivering the innovation while Sony studies the matter.

她的名字是力拓,她在沙滩上跳舞

最后,杰伊·西蒙发来电子邮件,问为什么,如果我妻子的长期放弃的里约MP3播放器有128 MB的内存,它只能举行“高达11首歌”结束它只有64 MB的内存对不起任何困惑。