Apple Inc.

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(13-09-2013, 10:48 AM)CityFarmer Wrote:
(13-09-2013, 09:57 AM)specuvestor Wrote: The market segmentation of 5S and 5C is a disaster... as per my previous posts, operations Cook cannot fill the shoes of visionary Job

Singapore is interesting because all the other countires launching on 20 Sept are G9 countries Smile

Yes, a price difference of just S$140, from premium product, for "low-cost" market, is ridiculous, especially so if it is for emerging markets.

Ref: http://www.todayonline.com/tech/gadgets/...-singapore

I think u may all be wrong. The intention for the 5C was never to target the lower end market
I think they are still focus on the premium segment. 5c just give them a wider option.
You can count on the greed of man for the next recession to happen.
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The Taiwanese that manufactured the products were expecting a low priced product. Using a plastic casing and a lower spec processor and replacing the original iphone 5 probably speaks to which market they were targeting. Can't say the intention is not obvious.

I think Jobs contribution to apple products segmentation is underrated
Before you speak, listen. Before you write, think. Before you spend, earn. Before you invest, investigate. Before you criticize, wait. Before you pray, forgive. Before you quit, try. Before you retire, save. Before you die, give. –William A. Ward

Think Asset-Business-Structure (ABS)
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(13-09-2013, 11:49 AM)specuvestor Wrote: The Taiwanese that manufactured the products were expecting a low priced product. Using a plastic casing and a lower spec processor and replacing the original iphone 5 probably speaks to which market they were targeting. Can't say the intention is not obvious.

The intention is to get people in the premium segment to buy a product which is made with previous generation parts and cheaper material. This allows them to maintain a higher margin given the cost of manufacturing is lower.

As for the obvious question why would people pay premium for a previous generation product (a.k.a rip-off) , they are counting on enough people who have bought into the Apple brand to continue supporting them, especially those who are at the edge of the premium market a.k.a wannabes.

edit: It's my point of view on their strategy. I think they really believe they can pull this off. Let's wait and see.
You can count on the greed of man for the next recession to happen.
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The value proposition of the 5c is puzzling, the price difference is not big enough to capture a larger market significantly.

However, it will still be a profitable move by Apple as it renews interest in the iPhone 5 series of phone, while cutting cost at the same time.

I can forsee that Telcos would bundle the 5c with cheaper data plan to attract people to the phone (a backdoor price cut) especially for emerging markets.

I think I can also see elderly, non-tech savvy (especially female) consumers buying it for the fancy colour, and because it is a "new" Apple product at a lower price point.
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Come to think of it, it maybe apple's intention to let the telcos fight it out.
I.e. "We said it would be a low cost Iphone but it's the telcos that will slug it out, not us."
Take the opportunity to cost down the components and generate every last drop of cash from a dated product.
Carmakers do it via a 'facelift model"

Anyway, they better have something to show the next time round, even adopting this strategy, they should have upped the premium model's
features significantly, that's not at all hard to do.
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Worth reading...
An Oral History Of Apple Design: 1992–2013
http://www.fastcodesign.com/3016520/an-o...-1992-2013

my favorite quotes:
TRIP HAWKINS, former marketing and product manager, Apple Lisa group (later founder of Electronic Arts):
I was like, "Man, he managed to make a monitor look sexy." No one had done that, ever.

DON LINDSAY, design director, Mac OS user experience group (now VP, user experience, BlackBerry): Shortly before the unveiling of the iMac, Steve turned his attention to the user experience on the Mac OS X. He hauled the entire software design team into a room, and in typical Steve style, he just declared everybody in the room to be an idiot.

CORDELL RATZLAFF, manager, Mac OS human interface group (now a user experience director at Google): We'd meet with Steve on Tuesday afternoons. He would come up with the craziest ideas. At one point, Steve wanted to do all of our error messages as haikus. He would leave, and we would all think, What is he smoking?

In one of our meetings, Steve said, "I want this to look good enough to lick." After that, one of the designers stuck a half-sucked Life Saver to his monitor.

DAN WALKER, chief talent officer (now an HR consultant):
I was in my kitchen in Orange County, and my wife answers the phone and says, "Sure, he's right here." She hands me the phone and says, "It's Steve Jobs." He said, "Mickey Drexler is on our board of directors, and he told me that I should give you a call because I'm thinking about opening retail stores for the Apple brand. Would you come up and talk to me?" [Walker had worked with Drexler at Gap.]

I went to the fourth floor of the Loop. The side opposite the elevators, that's where Steve dwelled. Valhalla. He told me that he was creating a premium product that really needed to have a story told. He wanted to control everything that touched his product--the creation, the manufacturing, how it went to market, and how the customer interacted with it.

TIM KOBE, cofounder, Eight Inc., an architecture firm that initially worked on display designs at Macworld conferences (now works on the design of the Apple Stores): I got the sense that Ron (Johnson) was quite frustrated by Steve. Ron would always give a textbook answer to any retail question, and Steve would always go a few degrees off of that. I always thought Steve was just being mean, but later I realized that he was using Ron as a barometer of conventional wisdom of what his best competitors would do. I think it drove him crazy.

GEORGE BLANKENSHIP, VP, real estate (now a VP at Tesla Motors):
Retail was Ron's show, but Steve was the guide. We had a meeting every Tuesday morning with Steve for three hours where we went over store design. We built three full stores in a warehouse in Cupertino before we opened the first one--and trashed three-and-a-half designs. One was very trade-show feeling, like at a Macworld. One was very much museumlike. We ended up with the design of those early stores with those kidney-shape tables.

WALKER: All of the wonks were saying the personal computer was dead. And then one day--you never quite knew where Steve would get his ideas, because he would sometimes lay claim to others' ideas as his own--Steve woke up and decided not only was the computer not dead, but it was more important than ever. The computer was the center of this ecosystem and there were spokes: pictures, work, music.

DOUG SATZGER, industrial design creative lead (now VP, industrial design, Intel): If you look up iPod creator, they called Jony "Jony iPod." The "Godfather of the iPod" is Tony. And there's "Mr. iPod" Rubinstein. It's like none of those three guys can accept that it was a team of people who changed the world when they created this product.

LINDSAY: Steve always wanted to stay one step ahead. When the industry started to become very colorful and lickable, then he realized--and Jony and I realized--that we needed to take a different path. Let's go minimalistic, less color, focus more on patterns and textures, and different inspirations for design.

SATZGER: Jony (Ive) and Steve spent a lot of time together outside the office, and they'd talk about business plans and products and things like that. Jony complained that a lot of the things that Steve took credit for were his ideas. Jony has a very political agenda when it comes to his positioning within the company. He would tell me, "Anytime you meet with Steve, I gotta know." He projects this soft-spoken English gentleman persona.

NITIN GANATRA, director of engineering, iOS applications (now executive director, Jawbone):
Everyone on the team knew that Apple had attempted to ship a device with a touch input with the Newton--and was laughed at by the industry. Scott was very focused on the fine points around the look and feel. When we launched an app, it had to come up instantly. When you moved your thumb up or down, the scrolling had to track your movement with no delays.

GANATRA: A lot of the press latched on to the fact that Forstall was the guy who was really pushing skeuomorphism. The truth is, it was Steve. He would look at wood and leathers, and there would be these extensive reviews of materials just to see what would look best on the calendar app or the bookshelf app.

ZWERNER: The hardest thing at Apple is recruiting. You are going to the best designers in the world and saying, "Can you imagine coming to Apple and putting pictures of things on white, with one line of typography--for years?" I really admire the people who stayed there, and their ability to see the big picture. Steve saw this as kind of a life's work. And the question is, in the absence of that careful management, that thread that ties everything together, how will it stay intact?

BRODY, now working on a stealth startup:
I watched WWDC online, and they were all trying so hard. But for me, Apple is a different place without Steve. It's a good place, but it's different. What really makes me happy is to see people like Tony Fadell doing new things. They're like Apple branches, grafted onto new trees.

GADI AMIT, founder, NewDealDesign (designer of the Fitbit activity tracker and the Lytro camera): Around 1990, I was in Israel, working at a company called Scitex, but I was spending a lot of time at the Frog Design office in San Francisco. The guy next to me was working on NeXT for Steve Jobs. I saw three identical mice on his desk, and I couldn't tell the difference between them, so I asked. He said, "Can't you see?" And he pointed to the bottom plate of the mouse. One was 1 millimeter thick, one was 1.5 millimeters, the other 2 millimeters. And then I saw the difference--and it transformed my worldview about details in design. That's the reason I moved to California.

HAWKINS: In 500 years, Steve Jobs will be the only guy from our generation that anybody knows about.
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http://www.valuewalk.com/2013/09/apple-p...-iphone-6/
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(14-09-2013, 01:50 AM)Big Toe Wrote: Come to think of it, it maybe apple's intention to let the telcos fight it out.
I.e. "We said it would be a low cost Iphone but it's the telcos that will slug it out, not us."
Take the opportunity to cost down the components and generate every last drop of cash from a dated product.
Carmakers do it via a 'facelift model"

Anyway, they better have something to show the next time round, even adopting this strategy, they should have upped the premium model's
features significantly, that's not at all hard to do.

The SingTel subsidy plans for the new iPhone 5s and 5c. Doesn't seem aggressive to me. Maybe pending for other telco's offers.

SingTel announces iPhone 5c and 5s price plans

SingTel has announced its price plans for the Apple iPhone 5s and iPhone 5c when they go on sale from Sept 20.

The 16GB iPhone 5s, which comes with fingerprint recognition, faster processor and the choice of grey, gold or silver colours, will retail for for $698 under its cheapest SuperLite plan which costs $27.90 a month.

The 32GB model will cost $818, while the 64GB model will go for $968 under the same plan.

Meanwhile, the iPhone 5c will start at $468 for the 16GB model under the SuperLite plan. The 32GB model will go for $698.
...
http://www.theedgesingapore.com/the-dail...plans.html
“夏则资皮,冬则资纱,旱则资船,水则资车” - 范蠡
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http://www.businessweek.com/articles/201...e-strategy

Apple Chiefs Discuss Strategy, Market Share—and the New iPhones
By Sam Grobart September 19, 2013

(Corrects the date of Apple's stock-price drop following the introduction of new iPhones in the last paragraph.)

Apple’s doomed.

This is what you hear and read. Sure, it was a hell of a run—iPhone, iPad, all that—but it’s about to end, and fast. If you need any proof, just look at China: the world’s largest smartphone market, flooded with ever-cheaper handsets and tablets from domestic manufacturers that didn’t even exist when the iPhone was first announced. You think those cheap handsets and tablets will confine themselves to the Middle Kingdom? Of course not—China will be the epicenter of a global collapse in device prices. The competition will be beyond Thunderdome, fought by companies armed with little more than a free operating system from Google (GOOG) and razor-thin profit margins. The Cupertino (Calif.) maker of chamfered-edged, precision-etched baubles? Toast. Check Apple’s (AAPL) stock price, down around 33 percent since its peak about a year ago.

None of this rattles Tim Cook. Oh, he’s heard it, of course, but his soft-spoken, deliberate manner in interviews is not cover for how, say, Apple’s share price affects his mood. “I don’t feel euphoric on the up, and I don’t slit my wrists when it goes down,” he says. “I have ridden the roller coaster too many times for that.” When asked about the rise of low-cost manufacturers, he’s equally even-tempered. “It happens in every market I’ve seen,” he says. “It happens in all consumer electronics, from cameras to PCs to tablets to phones to—in the old world—VCRs and DVDs. I can’t think of a single consumer electronics market it doesn’t happen in.”

Cook, 52, is sitting in a sunlit conference room on the top floor of Apple’s main building. He’s wearing a navy polo, dark trousers, and his signature, rectangular rimless eyeglasses. It’s two days after he introduced Apple’s latest smartphones, the iPhone 5S and iPhone 5C. When he entered, the first thing he wanted to know was what I thought of the new handsets. (The 5C looks good. I like the 5S, too, though the white-and-gold model has a flashy, Emirates airline vibe.)

“There’s always a large junk part of the market,” Cook says. “We’re not in the junk business”
To Cook, the mobile industry doesn’t race to the bottom, it splits. One part does indeed go cheap, with commoditized products that compete on little more than price. “There’s always a large junk part of the market,” he says. “We’re not in the junk business.” The upper end of the industry justifies its higher prices with greater value. “There’s a segment of the market that really wants a product that does a lot for them, and I want to compete like crazy for those customers,” he says. “I’m not going to lose sleep over that other market, because it’s just not who we are. Fortunately, both of these markets are so big, and there’s so many people that care and want a great experience from their phone or their tablet, that Apple can have a really good business.”

For longtime followers of Apple, this has a familiar ring. Responding to similar skepticism in 2004, Steve Jobs, the company’s late co-founder, said, “Apple’s market share is bigger than BMW’s (BMW:GR) or Mercedes’s (DAI:GR) or Porsche’s in the automotive market. What’s wrong with being BMW or Mercedes?” That was before Apple came tantalizingly close to total domination in several product categories (in one, the iPod, the company effectively established a monopoly) and reset expectations of what it could do, especially on Wall Street. Now, six years after the release of the original iPhone, Apple no longer has the mobile marketplace to itself. It has to square off against giants such as Samsung Electronics; previous mobile all-stars Motorola (GOOG) and Nokia (NOK), which are now respectively part of Google and (soon) Microsoft (MSFT); and a rash of new rivals such as Xiaomi of China and Micromax of India that can undersell anybody. Is taking the high road truly a sustainable strategy, or does it merely delay the inevitable?


The past 12 months have been unusually active at Apple. The company added the iPad Mini to its lineup, renovated its top-of-the-line smartphone with the 5S, expanded the iPhone line with the 5C, and released iOS 7, the most significant upgrade to its mobile operating system in years. And it managed all that while adding a low-carb “paleo” food station to its cafeteria. It also reshuffled its executive ranks, showing talented-but-divisive iOS chief Scott Forstall the door and splitting his responsibilities between Jonathan Ive, Apple’s chief designer, and Craig Federighi, who heads software at the company.

The partnership of Ive and Federighi is crucial in delivering the great experience Cook extols. Ive, 46, is already a design world icon; it’s his invisible signature on the iMac, iPod, iPhone, and iPad. His minimalist videos are a staple of Apple events, where he talks about the “machined surfaces” and “remarkable precision” of the company’s products. Indeed, when describing the lower-cost iPhone 5C on Sept. 10, Ive highlighted the phone’s cheaper materials and tried to turn them into a virtue by describing it as “beautifully, unapologetically plastic.” (Some guffaws were heard in the auditorium.)


Federighi, who’s 44, started working for Jobs at Next, the company Jobs founded after being pushed out of Apple in 1985. In 1996, Apple purchased Next, and Federighi worked at Apple for three years before going to Ariba (SAP), a software company that helps businesses manage their purchasing. He returned to Apple in 2009. As senior vice president of software engineering, Federighi lives up to his nerdy title with self-effacing humor. He jokingly referred to his love of prog rockers Rush onstage at the iPhone event, and he speaks guilelessly about his affection for Apple and its products: “I think probably if someone mapped my brain, you would find there were moments where I lit up the love pattern in my neurons in association with our products.”

Federighi and Ive are seated in a ground-floor conference room, just off of a lobby decorated with black-and-white photos of MacBook Airs and other Apple products. Ive is of average height and has a shaved head; Federighi is quite tall and has a mane of gray hair—his nickname is “Hair Force One.” Neither could be described as slick; that was more Forstall’s thing. They’re both articulate and earnest and share the fanatical attention to detail that Jobs instilled in Apple at a chromosomal level.

While the partnership between the two men was made official last fall, Ive and Federighi—whose desks are a one-minute walk from one another—have been working together for years. “I don’t think we ever talked about our roles,” Ive says. “We talked about how can we most effectively extend the collaboration that always existed.”

“Successful collaboration, in your mind, could be that your opinion is the most valuable and becomes the prevailing sort of direction,” Ive says. “That’s not collaborating”

That collaboration isn’t just there to make people feel good. It’s what’s needed as Apple ventures into a more challenging time. You cannot have internally warring factions when you’re also under attack from the outside. “Successful collaboration, in your mind, could be that your opinion is the most valuable and becomes the prevailing sort of direction,” Ive says. “That’s not collaborating.”

What makes that collaboration work is the two men’s shared focus on usability and simplicity. Sit down with top executives from, say, Samsung’s mobile division, and you’ll probably hear a great deal about how much the company listens to the market and can move to address global needs with astonishing alacrity. Ive and Federighi will spend 10 minutes talking about how hard they worked to perfect iOS 7’s blurred-background effect. “I think, very often, you can’t call out by attribute or name areas of value,” says Ive regarding what people look for when using a product. “But I do think that we sense when somebody has cared. And one thing that is incontrovertible is how much we’ve cared.”

The line against Apple is that its pace of innovation is off, but Ive and Federighi dismiss that. The two are keen to point out not just new features, but also the deep layers of integration that went into each one. Of the 5S’s fingerprint scanner, Ive says, “there are so many problems that had to be solved to enable one big idea.” Without mentioning competitors (Samsung), it’s clear the two executives think some of what passes for innovation is illusory at best. “We didn’t start opportunistically with 10 bits of technology that we could try to find a use for to add to our features list,” Ive says.

Federighi jumps in: “New? New is easy. Right is hard.”


Two mobile trends have been working against Apple: the continuing rise of Android and the fall of prices. On the Android front, Google’s free and open operating system continues to dominate the mobile landscape: According to market researcher IDC, Android runs on nearly 80 percent of the world’s smartphones and nearly two-thirds of its tablets. Since the beginning of last year, says IDC, the average unsubsidized price for a smartphone fell from $450 to $375. (Unsubsidized means the phone’s full price, without any discount that comes with a multiyear contract. That’s how most people outside the U.S. buy mobile phones.) The iPhone 5S sells for $650 and up, unsubsidized. “We’re at a place now where Apple’s not a laggard, but others have been capitalizing on the low end of the smartphone market,” says Charles Golvin, an analyst at Forrester Research (FORR).

Anticipation surrounding the iPhone 5C was focused primarily on its price. No one expected Apple to come out with a bargain-basement model to really take it to low-cost Chinese makes, but perhaps a smartphone that retailed for $300—something just inexpensive enough to make it attractive to, say, brand-conscious strivers in Shanghai. “There are still a lot of people in developing markets who don’t have an iPhone, but would buy one if the price were lower,” says Golvin. “There’s a lot of pent-up demand.”



The 5C didn’t come out at $300. It costs $550 unsubsidized—only $100 less than the top-of-the-line 5S. “We never had an objective to sell a low-cost phone,” says Cook. “Our primary objective is to sell a great phone and provide a great experience, and we figured out a way to do it at a lower cost.”

That lower cost will have to be apparent in countries such as China, which is too big a market for Apple to ignore. That’s why the company has been signing deals with China Unicom (CHU) and China Telecom (CHA) and has been courting the country’s largest wireless carrier, China Mobile. With more than 700 million subscribers, China Mobile has more than three times the customers of AT&T (T) and Verizon Wireless (VZ) combined. While Chinese carriers do reduce the prices of phones with rebates and discounts, the iPhone 5S and 5C still start at a much higher price than the domestic brands. “It raises the question: Is Apple truly a mass-market provider?” says Benedict Evans of Enders Analysis. “Or do they wind up with 40 percent of the U.S. market, a third of Europe, and nothing anywhere else?”

Android, meanwhile, continues to increase its market share, as its code shows up in high-end phones such as Samsung’s Galaxy S4 as well as handsets and tablets that run a limited, or “forked,” version that has no connection back to Google. Amazon.com’s (AMZN) Kindle Fire tablets use a forked version of Android. “One thing that clearly surprised Apple and everyone else was how quickly Android took off,” says analyst Horace Dediu of Asymco, a research firm in Helsinki.

Android’s growth has far more important implications than just bragging rights. Developers tend to make apps for iOS before coming up with a version for Android. If Android continues to show up on more devices, the order could flip. As of 2013’s second quarter, Apple’s App Store generated 2.3 times more revenue than Google’s app store, Google Play, according to App Annie, an analytics firm. But Google Play had 10 percent more downloads overall. It’s one thing to cede a portion of the market because it’s racing toward the lowest possible price, but what if that market becomes the center of gravity for the entire industry?

“The truth about the mobile marketplace is that trends rise and fall far more violently than anyone ever expects,” says Tero Kuittinen, an analyst at Alekstra, a research firm. “At a certain point, growth becomes more important than absolute levels, so even if Apple is currently sending more money to developers than Android, if Android’s growth is faster than Apple’s, developers will bail and go to Google Play.”

“I think it’s even more a two-operating-system world today than it was before,” Cook says. But, he adds, “when you look at things like customer satisfaction and usage, you see the gap between Android and iOS being huge.”

This leads Cook to a point he makes a lot: People may buy Android devices, but the ones they actually use have an Apple logo on the back. According to Web analytics company NetMarketShare, nearly 55 percent of all mobile Web activity comes from devices running iOS. Android devices made up only 28 percent. Last Black Friday, the iPad accounted for more than 88 percent of online shopping traffic from tablets, according to an IBM (IBM) survey. “Does a unit of market share matter if it’s not being used?” Cook asks. “For us, it matters that people use our products. We really want to enrich people’s lives, and you can’t enrich somebody’s life if the product is in the drawer.”

Then there’s the matter of Android’s fragmentation into many versions. “I don’t think of Android as one thing,” Cook says. Unlike Apple, which makes one operating system and releases a major upgrade periodically, Google creates new versions of Android, but not all Android users have been able to upgrade to the latest release. Since Android is often heavily modified by both handset makers and wireless carriers, updates can be delayed as multiple parties coordinate their schedules. Google says 45 percent of its users are on the latest version of Android, “Jelly Bean.” But 31 percent are still on “Gingerbread,” which came out at the end of 2010. An additional 22 percent are on “Ice Cream Sandwich,” which was released in October 2011. According to Apple, 93 percent of its users were on iOS 6 at the end of June (iOS 7 was made available on Sept. 18).

In Cook’s view, the incompatibilities between various Android versions make each an entirely different species. The Android operating systems are “not the latest ones by the time people buy,” he says. A recent survey of smartphones sold by AT&T showed 25 Android handsets; six did not have the latest operating system. “And so by the time they exit, they’re using an operating system that’s three or four years old. That would be like me right now having in my pocket iOS 3. I can’t imagine it.”

Fragmentation creates complexity and what Cook calls a “compounding problem.” “It will show up in developers,” he says. “It will show up for people that no longer have access to certain apps. It will show up in security issues because if you’re not moving your customer base to the latest version, then you have to go back and plug holes in all of this old stuff, and people don’t really do that to a great degree.” Gina Scigliano, a Google spokeswoman, wrote in an e-mail that “the measures we have in place are protecting consumers.”

You could say that Apple’s approach in mobile ignores history, specifically the Mac/Windows wars of the 1990s, which Apple clearly lost. In this scenario, Android is Microsoft’s Windows—available to all kinds of manufacturers—while iOS is on only Apple devices. Microsoft made money by charging Dell (DELL), Hewlett-Packard (HPQ), and others to put Windows on their PCs, and Apple’s market share shriveled. Google gives Android away for free, but the thinking there is the more people you can get online via mobile devices, the more they will search and consume Web content, which helps the online ad market. As Google handles more online advertising than anyplace else, a rising online tide benefits its bottom line. Cook finds the Microsoft analogy misleading. “Microsoft kept things the same, and the level of fragmentation wasn’t as much,” he says. “There weren’t so many derivative works out there with Windows.”

The great irony here is that Apple’s rivals are trying to be more like Apple by integrating hardware and software. In 2011, Google purchased Motorola Mobility (GOOG) and began to design Android handsets in-house. Earlier this month, Microsoft announced it was purchasing Nokia’s device business for $7.2 billion. “Everybody is trying to adopt Apple’s strategy,” Cook says in regard to the Nokia purchase. “We’re not looking for external validation of our strategy, but I think it does suggest that there’s a lot of copying, kind of, on the strategy and that people have recognized that importance.”

If one part of Nokia’s story is validating, the other is cautionary. When Apple got into the mobile business, it was Nokia’s world. The Finnish company was considered something of a miracle worker. “I’m old enough to remember when Nokia had margins of 25 percent, and there was absolutely no way they were going to be dislodged from their leadership position,” says Kuittinen of research firm Alekstra. Says Cook, “I think [Nokia] is a reminder to everyone in business that you have to keep innovating and that to not innovate is to die.”

“Innovate or die” is no longer just a mantra for Cook; it’s a common refrain from Apple’s fans and critics. Since Jobs’s return to Apple in 1996, the company has grown not by inventing devices, but by perfecting them and creating markets. Apple didn’t make the first music player. It didn’t make the first smartphone or tablet, but it did turn them into things that people are willing to camp out overnight to buy.

Apple has set a pace for itself that can be hard to keep up. Like it or not, every time Cook walks onstage and unveils anything less than a mind-blower, the world—or at least the stock market—reacts with disappointment. Apple shares dropped 5 percent the day after the new iPhones were introduced and are down about 10 percent for the year. “Am I happy about that? No, I’m not,” Cook says. “You have to bring yourself back to, ‘Are you doing the right things?’ And so that’s what I focus on, instead of letting somebody else or a thing like the market define how I should feel.”
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It's like what I said earlier; 5c was never meant as a low cost phone. I think they are prepared to sacrifice lower sales volume in return for maintaining their revenue because the margin per phone is higher.

Kinda of a short term strategy. Can they keep this up?
You can count on the greed of man for the next recession to happen.
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