Post by arfankj4 on Mar 6, 2024 23:38:54 GMT -5
WE DIDN T WANT TO IDEALIZE THEM OR SUGARCOAT THEM” Steve Jobs saw a future in which consumers would move beyond the computer to use a range of electronic devices for entertainment and communication and then systematically rolled them out one step at a time—the iPod iPhone and iPad. Building an Ecosystem Gates was the first of the three to demonstrate another of Yoffie and Cusumano s lessons Build Platforms and Ecosystems.
Not Just Products. Early on Gates realized that no one product could provide a lasting competitive advantage Grove faced a crucial decision regarding Intel s own platform when in the late s his engineers figured out a way to make a more Poland Mobile Number List efficient processor that nevertheless wouldn t be compatible with Intel s previous architecture. After agonizing about the decision for a year Grove chose to stick to the platform Intel had already developed even if it meant jettisoning a potentially better product. That was the moment of truth whether he was going to be a product company or a platform company says Yoffie.
In the end the opportunity to build an ecosystem was more important. Interestingly Jobs stubbornly held out the longest in his vision of the product as supreme—pushing the proprietary Mac as the central hub of Apple s product line despite falling market share. Eventually he was persuaded to shift focus and allow the iTunes music platform to be used on PCs as well as on Apple iPods and iPhones. establishing Apple as the dominant player in mobile computing. If iTunes had been available for the Mac only it would have always remained a niche product and nothing more says Yoffie.
Not Just Products. Early on Gates realized that no one product could provide a lasting competitive advantage Grove faced a crucial decision regarding Intel s own platform when in the late s his engineers figured out a way to make a more Poland Mobile Number List efficient processor that nevertheless wouldn t be compatible with Intel s previous architecture. After agonizing about the decision for a year Grove chose to stick to the platform Intel had already developed even if it meant jettisoning a potentially better product. That was the moment of truth whether he was going to be a product company or a platform company says Yoffie.
In the end the opportunity to build an ecosystem was more important. Interestingly Jobs stubbornly held out the longest in his vision of the product as supreme—pushing the proprietary Mac as the central hub of Apple s product line despite falling market share. Eventually he was persuaded to shift focus and allow the iTunes music platform to be used on PCs as well as on Apple iPods and iPhones. establishing Apple as the dominant player in mobile computing. If iTunes had been available for the Mac only it would have always remained a niche product and nothing more says Yoffie.