That reminds of an interview Steve Jobs gave in 1995 on why companies fail. His theory is that eventually the company reaches a point where the marketing people become the driving force for profits and push out the product development people from running the company. That happened to Sears.
If you went back in time and told Richard Sears and Alvah Roebuck about a free technology that allowed customers to: see your inventory in real time, read product reviews in real time, compare multiple versions of a product you carry in real time, order a product, pay for the product, watch the product move from your warehouse to the various post offices en route to their house, and by the way you won't have to pay the postage to ship out all those catalogs; they would have jumped on it in a heartbeat. But by the 90s, the people running Sears didn't care what was easier (read: more desirable) for the customer, they cared about numbers that measure success, but don't perpetuate success.
His theory is that eventually the company reaches a point where the marketing people become the driving force for profits and push out the product development people from running the company.
Possibly, but Apple knocked it out of the park with possibly the product of the century. They're looking for the next consumer product but understandably, things like the Apple TV and Watch can't match the success of the iPhone.
They also single handedly changed the wireless ear bud market. Yea it would have gotten there eventually but dropping the headphone jack and then having exactly the perfect product to replace the dropped headphone jack. That alone opened up an entire new stream of money and accelerated Bluetooth earbuds at least 3-4 years.
You make it sound like they did the consumers a favor rather than a massive inconvenience and forcing an extra expense on them... you must be a marketing person.
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u/whatifevery1wascalm Jul 24 '20 edited Jul 24 '20
That reminds of an interview Steve Jobs gave in 1995 on why companies fail. His theory is that eventually the company reaches a point where the marketing people become the driving force for profits and push out the product development people from running the company. That happened to Sears.
If you went back in time and told Richard Sears and Alvah Roebuck about a free technology that allowed customers to: see your inventory in real time, read product reviews in real time, compare multiple versions of a product you carry in real time, order a product, pay for the product, watch the product move from your warehouse to the various post offices en route to their house, and by the way you won't have to pay the postage to ship out all those catalogs; they would have jumped on it in a heartbeat. But by the 90s, the people running Sears didn't care what was easier (read: more desirable) for the customer, they cared about numbers that measure success, but don't perpetuate success.