Apple's Next Big Move to Reestablish its Dominant Position in the Post-PC World

 

What is Apple's next strategic move? Will it be powerful enough to reestablish Apple as the dominant force in today's multiscreen post-PC world? Will it be driven by new post-PC products & cloud services or some combination of existing products & cloud services?

To answer these three central product innovation questions, we shall employ all of the analytical tools and intellectual property assets of the Cyclefund Strategic Innovation Framework. Specifically, we shall identify the set of possible strategic innovation & evolution pathways, including profit-maximizing blue-path, scale-maximizing orange-path, and competitor-killing collision-path innovation & evolution strategies.

More importantly to our readership interested in post-PC technology investing: How will Apple's next big strategic move unfold over time? Will it be disruptively delivered as single big-bang collision-path innovation or a suite of innovations catching competitors off guard, surprising industry analysts, and forcing under-invested value, growth, and momentum investors to chase exploding equity valuations and stock prices? Or will it be rolled out gradually and methodically over a multi-year period?

To answer these three central technology investing questions, we shall employ all of the analytical tools and intellectual property assets of the Cyclefund Strategic Investment Framework. Specifically, we shall identify the core cycles driving and shaping today's multiscreen Internet-connected post-PC world, including post-PC technology, category, product, and profit cycles, while simultaneously considering the ramifications of any net-positive or net-negative macro cycles.

The complete in-depth analysis of Apple's next market-disrupting post-PC move comprising blue-path, orange-path, and collision-path innovation & evolution strategies specifically designed and timed to leverage one of the greatest technology cycles in our generation shall be presented below. However, to fully understand our predictive post-PC analysis and modeling process there are two sets of required prerequisites.

 

The first set of prerequisites involves a basic understanding of strategic investment concepts, and the second set entails a fundamental understanding of strategic innovation concepts. The best way to quickly determine and assess one's skill level in each of these two disciplines is to review or take the following simple quizzes.

 

The first quiz on post-PC investment strategies contains 5 central questions and 5 direct answers presented in both visual and written form. The second quiz on post-PC innovation strategies also contains 5 central questions and 5 direct answers in both visual and written form.

 

Post-PC Investment Strategies Quiz

 

Question 1: What are the five fundamental types of cycles represented in the Five Cycles Model of the Strategic Investment Framework?

Answer 1: The 5 core cycle types in the 5 Cycles Model are the macro cycle, technology cycle, category cycle, product cycle, and profit cycle, as show in the diagram above entitled the Five Cycles Model of the Cyclefund Strategic Investment Framework. (source: Post-PC Portfolios page of cyclefund.com)

 

Question 2: What is the greatest technology cycle of our generation?

Answer 2: The greatest technology cycle of our generation is the post-PC technology cycle. It is now rapidly accelerating in developing markets and is expected to follow the same explosive trajectory experienced by developed markets from 2007 to 2013, as shown in the diagram above entitled the Strategic Games Model of Intergame Competition between Post-PC and Non-Post-PC Mobile Devices from 2005 - 2013 and Beyond. (source: Post-PC Waves page of cyclefund.com)

 

Question 3: What are the killer post-PC category cycles riding atop the post-PC technology wave?

Answer 3: The core game-changing post-PC categories leveraging the post-PC tech wave are the mobile, social, commerce, wireless, collaboration, optical, search, and big data categories, as shown in the diagram above entitled the iFund Core Technology Portfolio Structure for the Multiscreen Post-PC Era. (source: Post-PC Portfolios page of cyclefund.com)

 

Question 4: Given the strategic importance of the post-PC mobile category, what are the different types of post-PC mobile devices and how are they best organized and positioned relative to non-mobile post-PC devices and traditional PC devices?

Answer 4: Post-PC mobile devices include smart wearables, smart media players, smartphones, and smart tablets, as shown and organized in the diagram above entitled Strategic Positioning Framework for Post-PC Era and PC Era Devices. Smart wearables include Internet-connected smart bands, smart glasses, and smart watches, as shown and organized in the Strategic Positioning Framework for Wearable Post-PC Devices diagram above. (sources: iGlass page of inocles.com and Post-PC Q&A page of cyclefund.com)

 

Question 5: Who are the leading producers and distributors of post-PC mobile devices and components and how are they best organized and positioned relative to each other?

Answer 5: Leading producers and distributors of post-PC mobile semiconductors, system software, and device hardware include Qualcomm, ARM Holdings, Taiwan Semiconductor Manufacturing, Google, Apple, Samsung, Best Buy, and Amazon, as shown and organized in the Smart Device Value Chain for the Multiscreen Post-PC Era diagram above. (source: iPad page of inocles.com)

 

With a basic high-level overview of post-PC strategic investment theory established, we can take the next step and review key concepts and test our understanding of the pertinent aspects of post-PC strategic innovation theory.

 

Post-PC Innovation Strategies Quiz

 

Question 6: What is a post-PC blue-path innovation & evolution strategy?

Answer 6: A product innovation & evolution strategy which seeks to maximize product profitability at scale by providing post-PC customers predominantly premium post-PC product offerings is called a post-PC blue-path strategy, as shown in the diagram above entitled Product Innovation & Evolution Strategy for the Apple iPhone 2007 - 2012. (source: iPhone page of inocles.com)

 

Question 7: How do companies that pursue a post-PC blue-path innovation & evolution strategy differentiate their post-PC product offerings relative to competitors?

Answer 7: For any given class of post-PC device, such as the smartphone class of mobile post-PC devices, there exists a fundamental set of core game-changing product features that enables a single company, or group of companies, to produce a game-changing product capable of achieving a dominant market position for a period of time, as shown in the diagram above entitled the Competitive Strategy Matrix for Mobile Smartphones in 2010. (source: iPhone page of inocles.com)

 

Question 8: How do equity investors and the stock market reward a particular company that is capable of introducing a game-changing post-PC product innovation and successfully executing a blue-path post-PC product evolution strategy?

Answer 8: Equity investors seek post-PC companies capable of introducing game-changing post-PC innovations. Moreover, investors will pay a price premium for those companies capable not only of introducing a killer post-PC innovation but also successfully executing a blue-path post-PC product evolution strategy over multiple years. The stock market rewards these uniquely capable companies with significantly higher equity prices over the period of blue-path evolution, as shown, quite dramatically, in the diagram above entitled Blue-Path Innovation & Evolution Strategy for the Apple iPhone and Equity Performance for Apple (AAPL) from 2009 - 2012. (source: iPhone page of inocles.com)

 

Question 9: How do equity investors and the stock market punish a particular company that is incapable of defending its existing market-leading position against a game-changing post-PC product innovation?

Answer 9: Stock investors shun companies incapable of defending a leading global market position against a game-changing post-PC product innovation introduced by a competitor, and the equity market punishes such companies with significantly lower equity prices, as shown in the diagram above entitled Strategic Games Model Equity X-Pattern Diagram for Apple vs. Nokia in the Global Mobile Smartphone Wars from 2005-2012. (source: Post-PC Waves page of cyclefund.com)

 

Question 10: Are there other forms of post-PC innovation & evolution strategies?

Answer 10: Yes. The three forms of innovation & evolution strategies for post-PC devices are the profit-maximizing blue-path strategy (see questions 1 through 3 above), the scale-maximizing orange-path strategy, and the competitor-killing converged-path, or collision-path, strategy where orange and blue paths collide geotemporally, as shown in the diagram above entitled Strategic Blue-Path, Orange-Path, and Converged-Path Evolution Pathways within the Cyclefund Strategic Innovation Framework. (source: Steve Jobs page of inocles.com)

 

In the sections to follow, we shall specifically utilize the Strategic Innovation Framework to model, explore, and predict highly probable collision-path strategies to be employed by Apple in order to establish an attractive long-term position within the post-PC+ world of tomorrow.

 

Collision-Path Genesis of the New Apple iWatch and iPhone

 

The first step in our predictive post-PC modeling process is to clearly establish the two-period temporal roadmaps for all currently available mobile post-PC products that are expected to constitute the collision-path creation of future Apple post-PC wearable and non-wearable products, such as the prospective Apple iWatch and Apple iPhone 6. The Apple post-PC products currently available at global-scale in today's market that we expect to form the basis of the new Apple iWatch and new Apple iPhone 6 are the following Apple post-PC mobile devices and post-PC suite:

 

  1. Apple iPod post-PC semi-wearable family of smart mobile media player devices
  2. Apple iPhone post-PC non-wearable family of smart mobile phone devices
  3. Apple iPad post-PC non-wearable family of smart mobile tablet devices
  4. Apple iFamily post-PC mobile suite of smart cloud-connected mobile devices

 

We shall now construct the current temporal slice of multidimensional strategic product roadmaps for each of the individual mobile products (iPod, iPhone, and iPad) for 2013 and the current and expected temporal slices of the multidimensional strategic product roadmap over two temporal periods from 2013 Actual to 2014 Estimated for the iFamily mobile post-PC suite concept.

 

2013 Strategic Product Roadmap for the Apple iPod

 

In this section, we present the 2013 post-PC strategic product roadmaps for the Apple iPod smart media player, Apple iPhone smartphone, and Apple iPad smart tablet. We organize each of these roadmaps in accordance with the structure of the Cyclefund Strategic Innovation Framework depicted in the reference diagram below.

The matrix of the strategic innovation framework is organized into four quadrants, with the lower-left quadrant representing innovative products targeting status-oriented markets, the lower-right quadrant representing premium products targeting luxury markets, the upper-right quadrant representing premium products targeting mass markets, and the upper-left quadrant representing low-cost products targeting mass markets.

 

The 2013 temporal slice of the multidimensional strategic product roadmap for the Apple iPod family of post-PC smart media players is depicted in the following roadmap diagram.

The 2013 roadmap for the Apple iPod family is organized into four quadrants in accordance with the structure of the Strategic Innovation Framework. The lower-right quadrant contains the late 2013 Apple iPod touch, which targets luxury-market customers with an exclusive premium product. The upper-right quadrant contains the late 2013 Apple iPod nano, which targets mass-market customers with a premium product. The upper-left quadrant contains the late 2013 Apple iPod shuffle, which targets mass-market customers with a low-cost product.

 

2013 Strategic Product Roadmap for the Apple iPhone

 

The 2013 temporal slice of the multidimensional strategic product roadmap for the Apple iPhone family of post-PC smartphones is depicted in the following roadmap diagram.

The 2013 roadmap for the Apple iPhone family is organized into four quadrants in accordance with the structure of the Strategic Innovation Framework. The lower-right quadrant contains the late 2013 Apple iPhone 5S, which targets luxury-market customers with an exclusive premium product. The upper-right quadrant contains the late 2013 Apple iPhone 5C, which targets mass-market customers with a premium product. The upper-left quadrant contains the late 2013 Apple iPhone 4S, which targets mass-market customers with a prior-prior-generation low-cost product.

 

2013 Strategic Product Roadmap for the Apple iPad

 

The 2013 temporal slice of the multidimensional strategic product roadmap for the Apple iPad family of post-PC smart tablets is depicted in the following roadmap diagram.

The 2013 roadmap for the Apple iPad family is organized into four quadrants in accordance with the structure of the Strategic Innovation Framework. The lower-right quadrant contains the late 2013 Apple iPad Air, which targets luxury-market customers with an exclusive premium product. The upper-right quadrant contains the late 2013 Apple iPad mini with Retina display, which targets mass-market customers with a premium product. The upper-left quadrant contains the late 2013 Apple iPad mini, which targets mass-market customers with a low-cost product.

 

Post-PC Mobile Suite of Cloud-Connected Smart Devices

 

Before we present the 2013 post-PC strategic product roadmap for the Apple iFamily smart mobile suite, it is important to review the concept of a post-PC suite and to introduce a new derivative concept called a post-PC mobile suite. To review the core concept of a post-PC suite, we summarize several key points from the iFamily page of cyclefund.com, where the multidimensional post-PC suite concept was first introduced:

 

A post-PC suite is a collection of post-PC mobile devices and non-mobile devices, post-PC system software, post-PC core software apps, and post-PC core cloud services that work together seamlessly and offer users a simple and intuitive experience across devices and apps. Moreover, because we firmly believe that the post-PC era will entirely engulf the PC era, we extend the formal definition of a post-PC suite to include traditional PC mobile and non-mobile devices, system software, software apps, and cloud services.

 

Thus, the complete formal definition of a post-PC suite spans the entire device continuum from post-PC mobile devices (such as smart wearables, media players, phones, and tablets) and post-PC non-mobile devices (such as smart set-top boxes, HD televisions and Ultra HDTVs) to PC mobile devices (such as pro tablets and laptops) and PC non-mobile devices (such as desktops and workstations), as well as associated post-PC and PC system software, application software, and cloud services.

 

With a firm grasp of the concept of a post-PC suite fresh in our mind, we are now in position to create a derivative concept, which we refer to as a post-PC mobile suite, as depicted for the first time in diagram below within the context of the multidimensional strategic positioning framework.

We refer to this diagram as the Post-PC Mobile Suite of Smart Devices for the Multiscreen Cloud-Connected World. It depicts and visually defines the concept of a post-PC mobile suite.

 

More formally, a post-PC mobile suite is defined as a collection of post-PC mobile smart devices, post-PC mobile system software, post-PC core mobile apps, and post-PC core mobile cloud services that work together seamlessly and offer users a simple and intuitive experience across cloud-connected mobile devices and apps. The set of post-PC mobile smart devices within the post-PC mobile suite include post-PC mobile smart wearable devices, smart media players, smartphones, and smart tablets.

 

Given the formal written and visual definition of a post-PC mobile suite, the question now becomes: "What does the Apple iFamily mobile suite look like within the context of this new framework?" The answer to that question is shown in the positioning diagram below.

We refer to the diagram as the Apple iFamily Post-PC Mobile Suite of Cloud-Connected Smart Devices. It shows prospective Apple wearable smart devices, prospective Apple smartphones, and current Apple smart tablets positioned within the upper-left quadrant of the Strategic Positioning Framework.

 

With the concept of a post-PC mobile suite understood, we are now ready to take the next step in our predictive post-PC roadmap analysis and modeling process for the Apple family of wearable and non-wearable post-PC smart devices.

 

2013 Strategic Product Roadmap for Apple iFamily Post-PC Mobile Suite

 

In this section, we present the 2013 post-PC strategic product roadmap for the Apple iFamily smart mobile suite. The 2013 temporal slice of the multidimensional strategic product roadmap for the Apple iFamily post-PC smart mobile suite is depicted in the following roadmap diagram.

We refer to the diagram as the 2013 Strategic Product Roadmap for the Apple iFamily Post-PC Mobile Suite of Cloud-Connected Smart Devices. It shows current (as of early March of 2014) Apple semi-wearable smart devices, smart media players, smartphones, and smart tablets strategically positioned within the Multidimensional Strategic Innovation Framework.

 

Specifically, the 2013 roadmap for the Apple iFamily Mobile Suite of smart cloud-connected wearable & non-wearable mobile devices is organized into four quadrants in accordance with the structure of the Strategic Innovation Framework. The lower-right quadrant contains the late 2013 Apple high-end mobile suite comprising the Apple iPhone 5S and the Apple iPad Air, which targets luxury-market customers with an exclusive premium mobile suite. The upper-right quadrant contains the late 2013 Apple mid-market mobile suite comprising the Apple iPhone 5C and Apple iPad mini with Retina display, which targets mass-market customers with a premium suite. The upper-left quadrant contains the late 2013 Apple basic mobile suite comprising the Apple iPod nano, Apple iPod touch, and Apple iPad mini, which targets mass-market customers with a lower-cost suite of products.

 

The 2013 temporal slice of the multidimensional strategic product roadmap for the master iFamily post-PC mobile suite concept is generated from the individual 2013 strategic product roadmaps for the iPod, the iPhone, and the iPad, each presented previously. However, the master mobile suite roadmap is not a simple sum across all quadrants of the individual constituent roadmaps. Instead, the iPod nano and iPod touch are both mapped into the upper-left quadrant of the iFamily mobile suite and the iPhone 4S is specifically not mapped, as it represents a preexisting prior-generation product.

 

2014 Expected Strategic Roadmap for Apple iFamily Post-PC Mobile Suite

 

In this section, we present the expected 2014 post-PC strategic product roadmap for the Apple iFamily smart mobile suite. The projected 2014 temporal slice of the multidimensional strategic product roadmap for the prospective Apple iFamily post-PC smart mobile suite is depicted in the following roadmap diagram.

We refer to the diagram as the 2014 Expected Strategic Product Roadmap for the Prospective Apple iFamily Post-PC Mobile Suite of Cloud-Connected Smart Devices. It shows prospective Apple wearable smart devices, semi-wearable smart devices, smart media players, smartphones, and smart tablets strategically positioned within the Multidimensional Strategic Innovation Framework.

 

Specifically, the expected 2014 roadmap for the Apple iFamily Mobile Suite of smart cloud-connected wearable & non-wearable mobile devices is organized into four quadrants in accordance with the structure of the Strategic Innovation Framework. The lower-right quadrant contains the expected late-2014 Apple high-end mobile suite comprising the prospective Apple iPhone Pro and the Apple iPad Air, which targets luxury-market customers with an exclusive premium mobile suite. The upper-right quadrant contains the expected late-2014 Apple mid-market mobile suite comprising the prospective Apple iWatch, prospective Apple iPhone 6, and Apple iPad mini with Retina display, which targets mass-market customers with a premium suite. The upper-left quadrant contains the expected late-2014 Apple basic mobile suite comprising the Apple iPod nano, Apple iPod touch, Apple iPhone 5 SC, and Apple iPad mini, which targets mass-market customers with a lower-cost suite of products.

 

Will it Move the Needle on Apple's Massive Market Capitalization?

 

Assuming Apple is capable of globally launching and rolling out the expected 2014 iFamily post-PC mobile suite later this year, beginning in mid-to-late summer, the three key questions now become:

 

  1. Will the prospective iFamily post-PC mobile suite accelerate Apple revenues in calendar Q3-2014, Q4-2014, and Q1-2015?
  2. Will the prospective iFamily post-PC mobile suite maintain or increase Apple gross margins over the same time period?
  3. Will competitors be caught off-guard by a new set of game-changing post-PC innovations?

 

As of this writing in mid-March, most financial and industry analysts currently believe that new larger-screen iPhone designs and a new wearable iWatch will not be sufficient to significantly move the needle on Apple's market value. They note that compelling competitive products, such as the recently announced Samsung Galaxy S5 and Samsung Galaxy Note smartphones as well as the Samsung Galaxy Gear and Samsung Gear smart watches, have beaten prospective Apple products to market.

Moreover, many analysts and investors believe that the Apple innovation machine has stalled since the death of the company's visionary leader Steve Jobs, and thus the rudderless Apple will be forever trapped in a state of playing catchup to Samsung and other smart wearable & non-wearable mobile device vendors leveraging the Google Android mobile operating system. Under this storyline, the future for Apple is dark and bleak without possibility for redemption and reclamation of its once-dominant post-PC role.

There is an entirely alternative possibility, however. It is one where the Apple innovation machine is not dead at all. Instead, it is one in which the Apple innovation team has been hard at work for many years to bring forth to the world a truly game-changing integrated system, or suite, of mobile smart devices that span the wearable and non-wearable post-PC continuum. Under this story line, the future for Apple is filled with endless and amazing possibilities.

An Amazing Possible Future for Apple Innovations

Consider one such amazing, and as we shall demonstrate, quite plausible possible future for Apple, where the company successfully executes on the following revolutionary competitor-killing collision-path innovations and evolutions in a structured sequence of game-changing strategic thrusts over a fairly short window in time:

 

  1. In 2014, Apple successfully introduces a premium yet affordable game-changing wearable mobile device, called the Apple iWatch, to the global mass market that puts 1,000 songs and an intelligent voice agent, or smart assistant, on a user's wrist to play or call upon anytime day-or-night hands free.
  2. In 2014, Apple successfully introduces a premium yet affordable game-changing smartphone, called the Apple iPhone 6, to the global mass market that provides users with an insanely powerful and long-lasting large-screen experience in an impossibly thin, light, and compact design years ahead of competitors.
  3. In 2014, Apple successfully introduces a new global payment service, prospectively called Apple iPay, that reinvents the way in which people around the world exchange cash and credit without paper money or plastic cards.
  4. In 2014, Apple successfully introduces a new strategic marketing approach for competitively positioning and differentiating its integrated system of smart cloud-connected post-PC wearable and non-wearable mobile devices, prospectively called the Apple iFamily Mobile Suite. This new suite-oriented approach leaves all non-suite post-PC mobile competitors caught flatfooted and years behind in the core competencies required to compete in the new era of the integrated post-PC mobile suite.

 

Mapping the four strategic thrusts above to our three key questions posed in the previous section, we posit that Apple revenue, margins, and competitors would be accelerated, raised, and challenged, respectively, by the successful introduction of the Apple iFamily post-PC mobile suite, featuring the revolutionary iWatch smart watch, the impossibly compact large-screen iPhone smartphone, and the incredibly convenient and secure iPay cashless and cardless payment cloud service.

 

To substantiate these non-consensus assertions, we leverage the Strategic Innovation Framework to provide insight into the potential strategic innovation and evolution pathways for the prospective Apple iWatch smart watch in the ensuing section.

 

Collision-Path Birth of the New Apple iWatch Wearable Innovation

 

In this section, we leverage the Strategic Innovation Framework to predict the likely innovation and evolution pathways constituting the creation and birth of the new Apple iWatch wearable mobile device. The projected 2014 temporal slice of the strategic product innovation & evolution pathways for the prospective Apple iWatch post-PC wearable mobile smart watch is depicted in the following strategic pathways diagram.

We refer to this diagram as the Expected Collision-Path Product Innovation & Evolution Strategies for the Prospective 2014 Apple iWatch Post-PC Cloud-Connected Wearable Mobile Smart Watch. It shows the expected 2014 genesis, or birth, of the Apple iWatch wearable smart watch from its primary progenitors, the 2013 Apple iPod nano smart media player and the 2013 Apple iPhone 5S smartphone. Specifically, the prospective competitor-killing collision-path Apple iWatch innovation is expected to be strategically formed by the scale-maximizing & cost-minimizing orange-path evolution of the Apple iPod nano converging, or colliding, with the experience-optimizing & profit-maximizing blue-path evolution of the Apple iPhone 5S.

 

In short, the resulting wearable offspring is expected to surprise and change the world, including consumers, competitors, and analysts, in the same way that the original iPod nano delighted consumers, sent competitors back to the drawing board, and led analysts to rethink their estimates immediately after Steve Jobs pulled the magical gem from the tiny little pocket in his blue-jeans. (source: iPod page of inocles.com)

 

2014 Strategic Product Roadmap for the Apple Mobile Suite

 

In this section, we leverage the concept and definition of a smart wearable mobile post-PC suite introduced and described for the first time on the Wearable Mobile Suite page of this site to present the 2014 post-PC strategic product roadmap for the Apple mobile suite of cloud-connected smart devices. The late 2014 temporal slice of the multidimensional strategic product roadmap for the Apple Mobile Suite is depicted in the following roadmap diagram.

We refer to the diagram as the 2014 Strategic Product Roadmap for the Apple Mobile Suite of Cloud-Connected Smart Devices. It shows current (as of mid-September 2014) Apple smart media players, smartphones, and smart tablets strategically positioned within the Multidimensional Strategic Innovation Framework.

 

Specifically, the 2014 roadmap for the Apple iFamily Mobile Suite of smart cloud-connected mobile post-PC devices is organized into four quadrants in accordance with the structure of the Strategic Innovation Framework. The lower-right quadrant contains the late 2014 Apple luxury mobile suite comprising the Apple iPhone 6 Plus and the Apple iPad Air, which targets luxury-market customers with an exclusive premium-plus mobile suite. The upper-right quadrant contains the late 2014 Apple aspirational mobile suite comprising the Apple iPhone 6 and Apple iPad mini with Retina display, which targets mass-market aspirational customers with a premium mobile suite. The upper-left quadrant contains the late 2014 Apple affordable mobile suite comprising the Apple iPod nano, Apple iPod touch (not shown), Apple iPhone 5c and Apple iPhone 5s, and Apple iPad mini, which targets mass-market customers with an affordable suite of products.

 

Expected Apple Wearable Mobile Post-PC Suite: 1st Half of 2015

 

In this section, we present the expected early-2015 strategic product roadmap for the Apple wearable mobile post-PC suite of cloud-connected smart devices. The projected early-2015 temporal slice of the multidimensional strategic product roadmap for the prospective Apple Wearable Mobile Suite is depicted in the following roadmap diagram.

We refer to the diagram as the Early 2015 Expected Strategic Product Roadmap for the Prospective Apple Wearable Mobile Suite of Cloud-Connected Smart Devices. It shows actual and prospective Apple post-PC wearable smart watches, smart media players, smartphones, and smart tablets strategically positioned within the Multidimensional Strategic Innovation Framework.

 

Expected Apple Wearable Mobile Post-PC Suite: 2nd Half of 2015

 

In this section, we present the expected late-2015 strategic product roadmap for the Apple wearable mobile post-PC suite of cloud-connected smart devices. The projected late-2015 temporal slice of the multidimensional strategic product roadmap for the prospective Apple Wearable Mobile Suite is depicted in the following roadmap diagram.

We refer to the diagram as the Late 2015 Expected Strategic Product Roadmap for the Prospective Apple Wearable Mobile Suite of Cloud-Connected Smart Devices. It shows actual and prospective Apple post-PC wearable smart watches, smart media players, smartphones, and smart tablets strategically positioned within the Multidimensional Strategic Innovation Framework.