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Apple (Computer) Inc. Live Case Series

In: Business and Management

Submitted By Padrino33
Words 620
Pages 3
It was one thing to succeed in the technology sector, but Jayson Werth, product development manager at Apple Inc. (Apple), felt particularly satisfied that Apple’s innovation engine had been able to achieve incredible success with its range of consumer products, all possessing CEO Steve Jobs’s singular sense of style. In addition to laudatory reviews about the ease of use his company’s products offered, many reviewers and analysts had been particularly complimentary of how the Apple aesthetic had bolstered the firm’s value.
The company had developed and refined the form and function of the iPhone and iTouch, and the release of the iPad had already had a huge impact on mobile computing, winning converts from laptop users to business-class road warriors to users looking for a better e-reader. Over and over, Apple had designed products that achieved a look of effortless grace, and as a result, consumers had been willing to pay a little extra to be part of the Apple phenomenon.
But this was the seventeenth time this week that Werth had gotten an inquiry from one of his team members about a recent Newsweek article, which claimed Apple was destined to lose the war over mobile computing because it was playing out the same way the PC wars had in previous decades. Werth’s developers wanted to know: Was Google to mobile computing what Microsoft had been to PC operating systems? And if so, what could Apple do about it?
These probing questions turned his thoughts toward the PC segment once again, but not just as yesterday’s battleground. In addition to Werth’s development responsibilities, Jobs had recently directed him to leverage some of his success in mobile devices back toward the desktop market segment and provide some recommendations. What should be done with Apple’s line of desktop PCs—long a small player in the overall PC marketplace? Werth began to wonder if the type…...

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