Borrowed from Jonathan Mak
I’m not an Apple fan
From years on I’m reasonable versed with computers.
At university I was the only law student who did some programming on a mini (then the name for a mini sized mainframe) computer. You know how? By feeding punch cards with program lines to a card reader. One error and you had to change one card, stick it correctly in the stack and wait your turn when 20 other students were waiting their turn to process their stacks.
For me Personal Computing started with playing around with a Commodore PET.
I use Windows pc’s. I’m not a Mac lover. I’ve occasionally looked at Apple, but time after time decided to stay with windows, even if CTRL ALT DEL is my most used key combination. Occasionally I’ve even tried to load a PC with Linux in various tastes, but time after time decided to stay with Windows…
My main aversion is Apple is too expensive and too closely controlled to my taste. I rather tinker a bit:-)
However, I have to admit I have an Ipod and very recently an IPad as well. The Ipad I bought mainly to try and get my Dear Wife involved with e-mail and Skype….
But even the Ipod proves my point: rather than sorting throught my collection with ITunes I sort my music with MediaMonkey
That doesn’t mean I don’t respect Steve Jobs who passed away last week.
Who better to quote than Guy Kawasaki, the once Macintosh Evangelist who has closely worked together with Steve before he went on his own?
Steve Jobs teached us a lesson or two – 12 according to Guy, but he might be a bit biased.
Experts are clueless.
Experts as journalists, analysts, consultants, bankers, and other “gurus” can’t “do” so they “advise.” They can tell you what is wrong with your product, but they cannot make a great one. They can tell you how to sell something, but they cannot sell it themselves. They can tell you how to create great teams, but they only manage a secretary.
I do second that. As a former consultant I know that is also the case with services!
Customers cannot tell you what they need.
“Apple market research” is an oxymoron. The Apple focus group was the right hemisphere of Steve’s brain talking to the left one. If you ask customers what they want, they will tell you, “Better, faster, and cheaper” that is, better sameness, not revolutionary change. They can only describe their desires in terms of what they are used to….
around the time of the introduction of Macintosh, all people said they wanted was better, faster, and cheaper MS-DOS machines. The richest vein for tech startups is creating the product that you want to use—that’s what Steve and Woz did.
Big wins happen when you go beyond better sameness. The best daisy-wheel printer companies were introducing new fonts in more sizes. Apple introduced the next curve: laser printing. Think of ice harvesters, ice factories, and refrigerator companies. Ice 1.0, 2.0, and 3.0. Are you still harvesting ice during the winter from a frozen pond?
My guests appreciate what I stand for only after they have experienced my hotel and our services. Both are beyond expectations.
Design is not just what it looks like and feels like. Design is how it works.
Which is a quote from Steve himself. See for other valuable quotes: Quotations Page.
Changing your mind is a sign of intelligence.
When Apple first shipped the iPhone there was no such thing as apps. Apps, Steve decreed, were a bad thing because you never know what they could be doing to your phone. Safari web apps were the way to go until six months later when Steve decided, or someone convinced Steve, that apps were the way to go—but of course. Duh! Apple came a long way in a short time from Safari web apps to “there’s an app for that.”
“Value” is different from “price.”
Woe unto you if you decide everything based on price. Even more woe unto you if you compete solely on price. Price is not all that matters—what is important, at least to some people, is value. And value takes into account training, support, and the intrinsic joy of using the best tool that’s made. It’s pretty safe to say that no one buys Apple products because of their low price.
Real CEOs demo.
Steve Jobs could demo a pod, pad, phone, and Mac two to three times a year with millions of people watching, why is it that many CEOs call upon their vice-president of engineering to do a product demo? Maybe it’s to show that there’s a team effort in play. Maybe. It’s more likely that the CEO doesn’t understand what his/her company is making well enough to explain it. How pathetic is that?
Real CEOs ship.
For all his perfectionism, Steve could ship. Maybe the product wasn’t perfect every time, but it was almost always great enough to go. The lesson is that Steve wasn’t tinkering for the sake of tinkering—he had a goal: shipping and achieving worldwide domination of existing markets or creation of new markets. Apple is an engineering-centric company, not a research-centric one. Which would you rather be: Apple or Xerox PARC?
Marketing boils down to providing unique value.
Look at it this way:
Top left: unique and valuable—this is where you make margin, money, and history. For example, the iPod was unique and valuable because it was the only way to legally, inexpensively, and easily download music from the six biggest record labels.
Thank you Steve and Guy