@Bacillus
I have always been intrigued by the “Apple needs to diversify” argument.
I studied business and economics in university, so I understand the rationale behind it and the importance of hedging your bets. However, the logic invariably seems to involve an investor having both good and bad bets, and you are basically using the money earned from good bets to offset the money lost from had ones.
Could one not argue that offering 8-12 different models of cars is contributing to the problem? You split your focus across so many different product lines, can’t really focus on marketing them all equally, and naturally some will get more attention (and therefore enjoy more success) than the rest.
So it becomes a self-fulfilling prophecy of sorts.
Conversely, Apple appears to be a more careful and selective about which markets it enters. By only embarking on endeavours Apple believes it stands a good chance of succeeding, and then sparing no expense at promoting and supporting them.
In this manner, Apple stands a much higher chance of actually succeeding in every market it enters, as compared to a company like google or amazon which has a ton of different projects, but also a fairly high failure rate.
As such, I would argue that Apple doesn’t need to diversify as much as the critics claim it should. Apple simply has to be very focused on what new markets they choose to break into.
I suppose we can agree to disagree about what those markets are; I maintain that wearables, transportation, health, AR and services continue to be solid bets for Apple.
During your business & econ studies, at some point, you will come across the optimal product portfolio for big businesses (as by McKinsey, Boston Consulting’s BCG matrix, and other variants).
The oldest products (not versions, but types) are being phased out (“Dying Dogs”), the best products (“Milking cows”) are their current lifeline, the most promising (“Rising Stars”) will be the next Milking cows. For the company to survive major product cycles in the longer term, this portfolio should be in balance, both in terms of time and (financial) volume.
You could fairly easily fit Apple’s categories in, but the problem is that their distribution is uneven.
iPhone/iPad are the Milking Cows, their success is unmatched but not unlimited, and in the changing (disruptive) landscape of tech that will need replacement (like iPod was challenged and eventually disrupted by iPhone) Here, they have huge problems in terms of time (shorter business cycles than innovation time) and money (getting new products to ramp-up and create enough profit)
The most promising hw products (AppleWatch, HomePod, Airpods) sell well, but they are no match for the iPhone, i.e. they offer not enough financial momentum to keep the ship on course. Their growth simply doesn’t match the iPhone’s volume growth and success.
Same for services: they grow but not enough for the current business volumes to be sustainable. And they very much depend on the existence of iDevices. So they grew to become more extensions of existing business than real “Rising Stars”
The problem with Apple is that diversification is going on, but at too many directions (Beats, Services, AppleCar, Medical) and not very effective, in that sense that they never had a smashing hit and remained also-rans in those categories. Example: Music. From their position that should have been far bigger than Spotify by now, but they struggle to keep up despite their huge competitive advantage and cross-subsidization (note what Iovine said about lack of profitability as he resigned)
You could say there are enough tracks for long-term innovation, but the mid-term strategy is lacking.
Newer iterations/updates have been lamented - losing loyal customers.
iPhone/iPad seem to loose their glory/attractiveness/competitiveness even for newcomers; enhancing lifecycles by introducing a “Pro” category may offer temporary but not structural help.
Same for raising prices across the board: it is very is short-term as the perceived “too expensive” will become a blockade for the whole brand. And it severly hurts new markets (India, China) being lost to the competition.
So the product pipeline is fairly empty to sustain a company of this mammoth size.
Now AR: it will be there, and it will be great, but Cook is very vague about its business model.
How will Apple benefit ? It should come up with an iGlasses or other breakthrough device that needs to sell by the 100-millions - otherwise it will be another iDevice-application/cathalisator to just milk that existing cow further instead of creating a Rising Star...
There is no end to this story.
You should benchmark a couple of major companies in the BCG matrix (
https://www.smartinsights.com/marketing-planning/marketing-models/use-bcg-matrix/) to experience the differences yourself. It should offer you credits for your studies.