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interneta bibliotēka
Atlants.lv bibliotēka

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Publicēts: 01.12.1996.
Valoda: Angļu
Līmenis: Vidusskolas
Literatūras saraksts: Nav
Atsauces: Nav
Darba fragmentsAizvērt

We can define the timeframe since 1997 and the arrival of Job into a few clear strategic choices.
1.Cooperating with Microsoft on their core products.
The investment of Microsoft, their biggest and only rival on operating systems, in developing Microsoft software for the Macintosh was a unique choice. The "war" on the operating systems was already lost for a long time. This is form of product development for the existing market. The Miacintosh would be more attractive for their customers but it could also pull potential customer over the barrier of purchasing an Apple computer.
2.Ending the licensing of Apple operating system
Apple decided to withdraw from the licensing system. At that moment the costs in terms of market value were decreasing much more than extra Macintosh income. As we all know this had been a clear strategic mistake, all computers could have been operating on the Mac system if the withdrawal had not been taking place.
3.Reducing the number of product lines and focus on high-end computers
Although Apple had been operating in the computer market the focus on high-end computers can be seen as product development for a partly present market, though Apple also focused on a new group of customers. This new group of business users were highly demanding. The high-end computers even could be used as servers. In our opinion this was a good choice; Apple was experienced with building computers, they spread the risk by targeting on existing and new markets and if the new market didn't work out that well the devices always could be sold to their own market.

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