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If you look at the want ads for Sony Electronics, you don't get the same kind of pay scale you get at Apple, or the same kinds of rewards. Pex Tufvesson is a genius, without a doubt. They couldn't build up the kind of software infrastructure in America that Cupertino (Apple's hometown) could.

Richard Doherty

Today's news was basically an expansion of Apple's digital home strategy. In the 1980s, Sony had a stronghold in terms of consumer electronics. Now Apple is doing the same thing.

In the consumer electronics world, there's always talk now about Apple, the way people used to talk about Sony. At the water cooler or in boardrooms, they're asking, 'What is Apple doing next?' or 'How do we stay out of their way?

Richard Doherty

Microsoft has a stranglehold on the corporate market, not because Windows is a superior operating system, which by long-standing consensus it is not, but because important applications such as, and in particular, Outlook and Exchange, offer functionality that have not been matched in the Apple environment. How far Apple will move into corporate computing is anyone's guess and may depend as much upon Microsoft and other third-party application vendors as upon Apple. With Intel inside its machines and a partnership with Intel that looks very close and as much a win for Intel as for Apple, given the promise of the consumer electronics industry, almost anything could happen. Big corporations take a long time to change course. But business patterns are changing very quickly. Mobility is now the mantra for many. The internet is all-powerful and will become more so. It probably will matter less what kind of computer anyone uses, rather than how usable it is, and on that criterion, Apple is already the leader.

From 1978 when I bought my Apple II, for the next four years I just threw myself into PCs, and did lots of things - I had a little consulting practice, I formed an Apple users group in the New England area which was, of course, the first one on the East Coast, and I started a tiny cottage software business doing a statistics and graphics package for the Apple II.

[Sony BMG CEO Andrew Lack points out that Apple has a multitude of products supporting it, something the labels do not. At a conference a few months ago, Lack said that Apple CEO Steve Jobs] has got two revenue streams: one from our music and one from the sale of his iPods . I've got one revenue stream, it's not pretty. ... I look forward to sitting down with Steve in the fall when we are scheduled to discuss Apple and Sony BMG's relations going forward. I think Steve has done a great job on behalf of the industry and in the months ahead we have lots of challenges to conquer together.

I don't think Apple wants to emulate Sony. I don't think they want to do video cameras. I don't think they want to do TVs. They are rounding out the Mac consumer ecosystem. I think they will be extremely cautious about what they brand as an Apple product.

Apple is so firmly entrenched in the market right now — it would be hard to imagine what kind of misstep it would take on Apple's part to lose this dominance.

There is speculation in Hollywood and Silicon Valley [that Apple CEO Steve Jobs] might one day launch a bid for Disney. The idea is not as outlandish as it might seem. Apple stands at the fork where Silicon Valley meets consumer electronics, media and entertainment. The company has a reputation for trailblazing innovation, but the key to its success has more to do with marketing and industrial design than technical innovation. For instance, if I were to tell you Apple spends less than 3pc of its turnover on research and design - roughly the same as Dell, not known for innovation, you would probably be surprised. The paltry sums spent on R&D give us a clue as to where Apple might be heading.

The kind of guy Steve Jobs is will not tolerate an ego like his anywhere around him ... so the people who have succeeded at Apple have essentially been emasculated. What makes this all so Shakespearean is that [the] very strengths and talents that made Apple what it is prevent this problem from becoming solved.

No one has been able to catch up to Apple. Apple's ongoing dominance has made it difficult not only for major consumer electronics brands to compete, but also the much smaller brands.

Susan Kevorkian

The object is jobs, Apple would be in Coyote Valley instead of Cupertino.

The biggest reason is that Microsoft has a much harder job to do. They need to be compatible with an army of devices and different types of software and different hardware platforms. Apple only has to be true to itself, and because of that the development process is multiple times more efficient for Apple.

It's a nice product. Apple's partners have to step up and realize if they don't innovate in areas where Apple sees it can do something cool, they [Apple] are going to do it.

The problem is, to be at that nirvana, Apple would have to have the ISVs increase their investment on Apple hardware, at least in the transition. That is very difficult for Apple.

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