> My point: the 'winning formula' of Apple is laser-sharp focus: have a few products, do them as well as anyone else or better, and only introduce a new product if it is mature-ish and very profitable. (We'll see how the vision headset fits in here)
They also aimed at markets that are ripe for disruption, because of weak competition: The MP3 player market before the iPod, the PDA-with-a-SIM-card market before the iPhone, etc. pp. all could be reasonably disrupted by just delivering a reasonably (but not even best-in-class, specs wise) product with better UX (not hard, in the cases mentioned) and massive marketing. You can't do that in a heavily competitive market that's already full of these products. VR headsets are probably closer to the "ripe for disruption" end of the spectrum, and I think the Vision will probably do well. But I doubt the "Apple Car" plans that have been floating around for 10 years now will ever lead to anything.
They also aimed at markets that are ripe for disruption, because of weak competition: The MP3 player market before the iPod, the PDA-with-a-SIM-card market before the iPhone, etc. pp. all could be reasonably disrupted by just delivering a reasonably (but not even best-in-class, specs wise) product with better UX (not hard, in the cases mentioned) and massive marketing. You can't do that in a heavily competitive market that's already full of these products. VR headsets are probably closer to the "ripe for disruption" end of the spectrum, and I think the Vision will probably do well. But I doubt the "Apple Car" plans that have been floating around for 10 years now will ever lead to anything.