Behind the walls of Apple: Chapter 2

The leadership of John Sculley, Mike Spindler, and Gil Amelio had failed to blunt the rise of Microsoft-powered PCs. They had created a mess- a line of products too complicated with too many bewildering choices - Quadra, Performa, Macintosh LC, PowerBook, and Power Macintosh- an attempt to please every need and whim but ended up confusing everyone.

These vaguely different models evoked a wild splinter of money and resources on research, development & marketing. In essence, the myriad number of choices created confusion for apple’s customers. Of course, for employees as well.

Honestly, offering too many choices only reflects the lack of confidence a brand has in its products. Trying to please everyone is a good way to please no one. Apple had forgotten that it had a large and loyal following not because of the products it can make but because of the products it chooses to make.

It makes premium products only.

Steve didn’t take a moment to cherish returning back to his Kingdom. His attitude of keeping things insanely whittled down to simplicity created a fundamentally new direction for the company.

At a special event held at Cupertino’s Flint Center for the Performing Arts in May 1998, not only he unveiled the iMac but also a chart- a simple four-grid chart.

He was going to transition Apple from its multitude of computer models to a simple grid of four: laptops for consumers and pros and desktops for consumers and pros. It was one of the most dramatic minimizations of a product line in technology history.

Now let’s have a look at the product offering for HP and Dell. Their lineups change frequently, but in November 2011, HP was showing more than twenty-three different models of laptops, while Dell was offering eighteen. These computers have a range of overlapping features, and many are spread across different pages. I don’t understand why so many models are necessary!

I have not met one human creature who can strongly suggest one model of Dell over other. They shield themselves by the reasoning that their customer demand choices.

Well, they should look at this: For eight consecutive years (up to 2011), Apple has finished ahead of all PC makers in the American Customer Satisfaction Index. A “lack of choice” has never been a significant issue.

Apple’s method is to offer distinct models with obvious differences (ultrathin and ultralight versus full-featured) and then allow customers to customize their choice to taste.

When intending to buy a Dell computer, you stretch from minutes to hours browsing the website, then visiting the store, only to discover that even their sales executive can’t strongly tell the difference. Then, you call your best friend and ultimately choose a pc.

But still, you are left with the angst of doubt if you made the right choice.?