Apple is never first to market, so in essence, they're always coming from a disadvantageous position. They weren't first weren't first with the phone, the tablet. What Apple tends to do is spend several years watching the competition; studying their mistakes before releasing their own product. Reputation is a question of perception, not the actual product itself. There were plenty of naysayers when Apple said it was going to build a phone, a tablet, a luxury watch; when they said they were going to design their own processors and open a chain of retail stores. Apple didn't have a great reputation for any of these; they had to build one.
Name-calling? Always the last refuge in a lost argument.
I can just picture you sitting on Apple's Board of Directors:
'What? Make our own processors? Madness! There'll be too many problems! We should just buy something off the shelf, even if it doesn't give us what we need.'
'Open a retail chain? No! Madness! We have no expertise in retail There'll be too many problems. We should just carry on selling stuff in shops that don't really want us there.'
Maybe that "Can't do, mustn't try" attitude works well for you in your own life. That's great. Unfortunately, Apple is in the business of consumer innovation; that's an attitude they just can't afford to carry with them.
Here's a quote from the
New York Times concerning Sony's failure.
So the reason that Sony failed is that they followed the policy that you're advocating for Apple: stick to what you know; don't try to reach beyond your existing markets, even if you're existing market is contracting. Sony failed because they failed to learn new tricks.
Throwing out the box-standard 'MBAs all suck' line doesn't actually prove your point. That's just something folk say. MBAs are good, and they're bad. We just only hear about the bad ones because they fun to read about.
'Insurmountable.'
You know what's worse than a bad MBA? Managers who look at a challenge, and give up.