Published by:
Harvard Business Publishing
Length: 4 pages
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Abstract
Apple has rarely succeeded because of an appreciable first-to-market advantage. Instead, Apple has lead markets because it has been able to initiate several new-market disruptions in music and computing. In each case, Apple reached consumers unavailable to its predecessors though the virtues of good design, ease of use, clever marketing, and smart distribution. All these efforts were aimed at making sure potential customers understood the substantial differences between the first-to-market technologies that preceded their products and the appealing, thoughtful technologies that Apple''s product offers to attract inexperienced consumers. Learn more about GarageBand - Apple''s 18-month-old music-editing software suite - and the ways in which it exemplifies how to create new-market disruptions with smartly designed technologies.
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Abstract
Apple has rarely succeeded because of an appreciable first-to-market advantage. Instead, Apple has lead markets because it has been able to initiate several new-market disruptions in music and computing. In each case, Apple reached consumers unavailable to its predecessors though the virtues of good design, ease of use, clever marketing, and smart distribution. All these efforts were aimed at making sure potential customers understood the substantial differences between the first-to-market technologies that preceded their products and the appealing, thoughtful technologies that Apple''s product offers to attract inexperienced consumers. Learn more about GarageBand - Apple''s 18-month-old music-editing software suite - and the ways in which it exemplifies how to create new-market disruptions with smartly designed technologies.
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