Sometimes not acting like the big company you are IS the winning strategy... everything learned from the iPod is what made the iPhone succeed.
Not at all… we did they best we could with what was available at the time. I bet the whole product & business on a processor from a tiny unknown startup who had failed once to deliver. Most big companies would NEVER do such a risky thing. https://t.co/3eGhayv5w0
— Tony Fadell (@tfadell) October 6, 2019
...continually introducing new products at lower price points while adding new features at the high end.
Exactly - Design + HW + SW + App (then later + Content)
— Tony Fadell (@tfadell) October 6, 2019
But even more importantly - continually introducing new products at lower price points while adding new features at the high end. That was the way iPod locked up the market with consumers. https://t.co/CC4X3klEcf
...They didn’t want to appear to embrace MP3s - since that implied the music was stolen. Corporate politics.
Sony Corp was too concerned about the declining CD music sales in the Sony Music Entertainment business. They didn’t want to appear to embrace MP3s - since that implied the music was stolen. Corporate politics. Reminds me of Kodak who invented the digital camera… https://t.co/OfEnwyWxtd
— Tony Fadell (@tfadell) October 6, 2019
...But even more important was the “exclusive supply” agreement I/we negotiated to enable us to get the hdd for 3+ years before any of our competitors could…
It was a critical component no doubt. But even more important was the “exclusive supply” agreement I/we negotiated to enable us to get the hdd for 3+ years before any of our competitors could… Toshiba didn’t think MP3 players were a big market - they thought it was laptops. https://t.co/P9rIfkoM72
— Tony Fadell (@tfadell) October 6, 2019