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Re: Apple's ways



In article <BHQj7.71526$K6.28684972@news2>,
 "william strutts" <wrstrutts1@nospam.home.com> wrote:

> "Michael J. Mahon" <mjmahon@aol.com> wrote in message
> 20010831133745.06662.00008212@mb-fc.aol.com">news:20010831133745.06662.00008212@mb-fc.aol.com...
> 
> > Yes, that't the problem with getting to the game in the fourth quarter
> > with less than a minute left on the clock...
> >
> > Apple didn't understand in the early 90's--when they still had a chance
> > to capture what we now call "the Windows market"--that rapid platform
> > proliferation was the _only_ path to market share.  Their clone strategy
> > was too little too late.

Makes me wonder what happened to that company that was 'clean rooming'
the Mac ROMs and such before Apple started cloning.  They had something
like 100 million set aside just for the purpose of fighting the lawsuit
from Apple.

> Plus, I don't think they gave it time and they didn't make too many
> outstanding products at the time. They claim they made "premium"
> systems but they weren't giving the market what it wanted which
> was faster PowerPC Mac's. The clones came along and they
> were attempting to fill the void that Apple wasn't going after and
> hence they stole sales from Apple. It was Apples own fault that
> they weren't the performance leader.  That is the same thing that
> Compaq did to the PC marketplace. Remember IBM's thinking
> that no one would want faster machines than a 286 and along
> comes Compaq with a 386 machine.

Well, the PPC chips weren't available at high speeds in high quantities.
They were available in quantities that companies like Power Computing
could deal with, but it was a different situation with Apple.

For example, I knew someone who couldn't get the high end machine that
he wanted from Apple so he went to Power Computing.  He at the time 
couldn't get their highest end machine but went with a slower one.  
Something that he didn't and wouldn't have considered with Apple.

It's much easier for a small company to be on the cutting edge than
a large company.

Greg B.
-- 
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