For Apple, hitting middle age means a strategy primarily focused on monetizing its existing customers. It makes sense, but one wonders what happens next.
More on Apple’s earnings, China prospects, and HomePod’s potential beyond simply being a speaker.
Apple’s business, thanks to Services, is growing ever stronger, even as Apple loses the model — and the product — that made the company what it is today.
Apple had several announcements that were relatively boring from a product perspective but very interesting when it comes to strategy. Plus, its new “Clips” app may point to new products in the future.
Apple Music was a muddled mess, which raised the question of why it exists in the first place. Is it important anymore? More importantly, is Apple having trouble remembering how to focus?
The impression I get is that many people don’t really understand why I changed my mind about the Apple Watch. In Apple Watch: Asking Why and Saying No I criticized the lack of an explicit “why” in the Watch presentation and questioned parts of the demo, particular those which replicated phone functionality. After all, if […]
Dan Frommer wrote in Quartz about The Hidden Structure of the Apple Keynote. His analysis covered 27 events since 2007, and included things like average length, laughs per executive, and the timing of iPhone reveals. It’s a good read, but in light of the Watch introduction, I am more interested in comparing yesterday’s keynote to […]
Good morning, So the Apple event happened yesterday, and it was really quite crazy. I’ve been following these for a long time and I’m not sure I’ve ever seen the frenzy that crescendoed just before the event kicked off. And then the live stream crashed. Anyhow, I plan on writing about the Apple Watch for […]
Most folks seem to instinctively compare the iPad and the tablet market to the iPhone and smartphone market, and it’s easy to see why. They share the same OS, the same competitor, many of the same apps, and, of course, the same time period – the present. But in reality – and this touches on […]
This paper was originally written in 2010 for a Corporate Innovation class at Kellogg Business School, and thus predates Stratechery by several years.