Tim Cook’s Apple finally emerges from the shadow of Steve Jobs
NEW YORK: Four times before in its history, at media events planned with military precision, Apple introduced a new invention that radically altered how the technology industry conceived of its future. The company hopes it did that again for a fifth time on Tuesday with the Apple Watch, the company’s first advance into a new product category since it created the iPad in 2010.
Yet in some ways, the most consequential headline at the event was: the old Apple is back, and it’s more capable than ever.Any question about how well Tim Cook, Apple’s chief executive, is managing the reins of the world’s most valuable company will most likely be put to rest after Tuesday’s profusion of product announcements that included two large-screen iPhones and a new electronic payment system that allows users to make purchases at stores using their iPhones.
And one more thing — the company’s first wearable device, a smart watch that is NOT called iWatch, just Apple Watch.
Apple, under Cook, looks every bit as daunting to rivals as it did under its iconic co-founder, Steve Jobs.
Both the new watch and the payment system, Apple Pay, appear to be of a level of polish that suggests the company still possesses the capacity to invent new products and services that can define an entire industry.
And the two iPhones suggest that Cook can still do what has long been Apple’s bread and butter: incrementally improve its top-performing products in ways that keep them just ahead of rivals. There is nothing radically different, but there is just enough to keep customers in the queue, and rivals busy. See page 19
Apple, under Cook, looks every bit as daunting to rivals as it did under its iconic co-founder, Steve Jobs.
Both the new watch and the payment system, Apple Pay, appear to be of a level of polish that suggests the company still possesses the capacity to invent new products and services that can define an entire industry.
And the two iPhones suggest that Cook can still do what has long been Apple’s bread and butter: incrementally improve its top-performing products in ways that keep them just ahead of rivals. There is nothing radically different, but there is just enough to keep customers in the queue, and rivals busy. See page 19
NAME-RAJ GAURAV
PGDM 3 SEM
