Hmmm MSFT has never been on the verge of bankruptcy. Hell they've held
nearly 100% of their market for over two decades. An almost impossible
feat in industry.  Apple on the other hand.....

Particularly like the parts such as, "Apple in a severe financial
crisis and shareholders lost faith"

CEO Amelio, on Apple..... "for Apple and pointed out the major
problems. He concluded that Apple had a shortage of cash and
liquidity, low-quality products, lacked a viable operating system..."

So Jobs, Amelio, and Spindler are all apparently moron and didn't know
the financial situation at Apple. But a 9 year old Alan Baker did.
LOL




"Apple was at an all-time low in 1996, in a severe financial crisis
that worried Mac users around the world. Apple's shareholders and
customers were losing faith, and competitors were closing in fast. The
worldwide press badmouthed Apple in 1995 and 1996.

Ten years on, Apple is a completely different company. I'm going to
analyze how Apple got into trouble and how they climbed back to become
"insanely great" once again.

How the Trouble Started

By 1995, Apple was an incredibly healthy business with impress figures
to boast. They shipped 1.3 million Macintoshes and generated $3.1
billion revenue from the quarter ended in Dec. 1995. Unit sales of
Macintosh software increased by 26.9% for the first ten months of
1995. Apple had impressive market share figures amongst US K-12
institutions and the creative professionals market, including graphic
and Web designers.

But 1995 wasn't all that great. In August 1995, the PowerBook 5300 was
released. It was the first PowerPC-based PowerBook, and it was a much
anticipated product. Apple arranged for product placement in the two
biggest blockbusters of 1996, Mission: Impossible and Independence
Day.

Little did Apple know how much this would further disadvantage their
reputation. Many of the first few units shipped were dead on arrival.
Furthermore, there were issues with the Sony-made LithIon batteries
bursting into flames. Apple had to recall the entire product line,
even though not a single battery ever caught flames outside of the
company.

The PowerBook 5300 also shipped with buggy system software, and it
didn't include a level 2 cache, affecting the performance. There were
also problems with several components, which Apple addressed through a
repair program that continued for seven years.

After the 5300 fiasco, Apple lost market share in laptop computers,
and their reputation was damaged - for a while at least.

Mac Clones

In 1995, Apple began the Macintosh clones program where, in an attempt
to gain market share, Apple licensed the Mac OS to third party
hardware vendors such as Radius, Power Computing, Motorola, DayStar,
and Umax.

The Power Computing clones were the fastest personal computers in
1996, and that affected Apple's Power Macintosh sales due to their
aggressive pricing. In a December 1995 issue of TheMac in the UK, a
Power Computing 120 MHz Mac OS-compatible tower cost =A31,899 ($3,344).
At the same time, the 120 MHz Power Macintosh 9500 cost =A33,725
($6,560). Although Power Computing claimed to be "fighting back for
the Mac", they were in fact killing Apple. Apple's Mac sales started
to drop.

The clone programme ultimately lost money for Apple and the
participating third party vendors. Michael Spindler was ousted as CEO
and replaced by Gil Amelio in 1996 to give Apple the guidance it
desperately needed.

'A Huge Mess'

Amelio was placed in the center of a huge mess and told to sort it
out. He wrote a strategy for Apple and pointed out the major problems.
He concluded that Apple had a shortage of cash and liquidity, low-
quality products, lacked a viable operating system strategy, had an
undisciplined corporate culture, and was trying to do too much and in
too many directions.

Amelio started to address these problems by cutting Apple's costs. He
reduced the work force by thousands and discontinued the Copland
operating system project. However, Amelio did not discontinue the
Newton family of products; additionally, the eMate 300 Newton laptop
was released under his reign at Apple, one of his mistakes."

On Sep 30, 4:29=A0pm, MuahMan <muah...@gmail.com> wrote:
> Hmmm MSFT has never been on the verge of bankruptcy. Hell they've held
> nearly 100% of their market for over two decades. An almost impossible
> feat in industry. =A0Apple on the other hand.....
>
> Particularly like the parts such as, "Apple in a severe financial
> crisis and shareholders lost faith"
>
> CEO Amelio, on Apple..... "for Apple and pointed out the major
> problems. He concluded that Apple had a shortage of cash and
> liquidity, low-quality products, lacked a viable operating system..."
>
> So Jobs, Amelio, and Spindler are all apparently moron and didn't know
> the financial situation at Apple. But a 9 year old Alan Baker did.
> LOL
>
> "Apple was at an all-time low in 1996, in a severe financial crisis
> that worried Mac users around the world. Apple's shareholders and
> customers were losing faith, and competitors were closing in fast. The
> worldwide press badmouthed Apple in 1995 and 1996.
>
> Ten years on, Apple is a completely different company. I'm going to
> analyze how Apple got into trouble and how they climbed back to become
> "insanely great" once again.
>
> How the Trouble Started
>
> By 1995, Apple was an incredibly healthy business with impress figures
> to boast. They shipped 1.3 million Macintoshes and generated $3.1
> billion revenue from the quarter ended in Dec. 1995. Unit sales of
> Macintosh software increased by 26.9% for the first ten months of
> 1995. Apple had impressive market share figures amongst US K-12
> institutions and the creative professionals market, including graphic
> and Web designers.
>
> But 1995 wasn't all that great. In August 1995, the PowerBook 5300 was
> released. It was the first PowerPC-based PowerBook, and it was a much
> anticipated product. Apple arranged for product placement in the two
> biggest blockbusters of 1996, Mission: Impossible and Independence
> Day.
>
> Little did Apple know how much this would further disadvantage their
> reputation. Many of the first few units shipped were dead on arrival.
> Furthermore, there were issues with the Sony-made LithIon batteries
> bursting into flames. Apple had to recall the entire product line,
> even though not a single battery ever caught flames outside of the
> company.
>
> The PowerBook 5300 also shipped with buggy system software, and it
> didn't include a level 2 cache, affecting the performance. There were
> also problems with several components, which Apple addressed through a
> repair program that continued for seven years.
>
> After the 5300 fiasco, Apple lost market share in laptop computers,
> and their reputation was damaged - for a while at least.
>
> Mac Clones
>
> In 1995, Apple began the Macintosh clones program where, in an attempt
> to gain market share, Apple licensed the Mac OS to third party
> hardware vendors such as Radius, Power Computing, Motorola, DayStar,
> and Umax.
>
> The Power Computing clones were the fastest personal computers in
> 1996, and that affected Apple's Power Macintosh sales due to their
> aggressive pricing. In a December 1995 issue of TheMac in the UK, a
> Power Computing 120 MHz Mac OS-compatible tower cost =A31,899 ($3,344).
> At the same time, the 120 MHz Power Macintosh 9500 cost =A33,725
> ($6,560). Although Power Computing claimed to be "fighting back for
> the Mac", they were in fact killing Apple. Apple's Mac sales started
> to drop.
>
> The clone programme ultimately lost money for Apple and the
> participating third party vendors. Michael Spindler was ousted as CEO
> and replaced by Gil Amelio in 1996 to give Apple the guidance it
> desperately needed.
>
> 'A Huge Mess'
>
> Amelio was placed in the center of a huge mess and told to sort it
> out. He wrote a strategy for Apple and pointed out the major problems.
> He concluded that Apple had a shortage of cash and liquidity, low-
> quality products, lacked a viable operating system strategy, had an
> undisciplined corporate culture, and was trying to do too much and in
> too many directions.
>
> Amelio started to address these problems by cutting Apple's costs. He
> reduced the work force by thousands and discontinued the Copland
> operating system project. However, Amelio did not discontinue the
> Newton family of products; additionally, the eMate 300 Newton laptop
> was released under his reign at Apple, one of his mistakes."

And in other news Lincoln was elected president....

On Sep 30, 4:37=A0pm, KDT <scarface...@yahoo.com> wrote:
> On Sep 30, 4:29=A0pm, MuahMan <muah...@gmail.com> wrote:
>
>
>
>
>
> > Hmmm MSFT has never been on the verge of bankruptcy. Hell they've held
> > nearly 100% of their market for over two decades. An almost impossible
> > feat in industry. =A0Apple on the other hand.....
>
> > Particularly like the parts such as, "Apple in a severe financial
> > crisis and shareholders lost faith"
>
> > CEO Amelio, on Apple..... "for Apple and pointed out the major
> > problems. He concluded that Apple had a shortage of cash and
> > liquidity, low-quality products, lacked a viable operating system..."
>
> > So Jobs, Amelio, and Spindler are all apparently moron and didn't know
> > the financial situation at Apple. But a 9 year old Alan Baker did.
> > LOL
>
> > "Apple was at an all-time low in 1996, in a severe financial crisis
> > that worried Mac users around the world. Apple's shareholders and
> > customers were losing faith, and competitors were closing in fast. The
> > worldwide press badmouthed Apple in 1995 and 1996.
>
> > Ten years on, Apple is a completely different company. I'm going to
> > analyze how Apple got into trouble and how they climbed back to become
> > "insanely great" once again.
>
> > How the Trouble Started
>
> > By 1995, Apple was an incredibly healthy business with impress figures
> > to boast. They shipped 1.3 million Macintoshes and generated $3.1
> > billion revenue from the quarter ended in Dec. 1995. Unit sales of
> > Macintosh software increased by 26.9% for the first ten months of
> > 1995. Apple had impressive market share figures amongst US K-12
> > institutions and the creative professionals market, including graphic
> > and Web designers.
>
> > But 1995 wasn't all that great. In August 1995, the PowerBook 5300 was
> > released. It was the first PowerPC-based PowerBook, and it was a much
> > anticipated product. Apple arranged for product placement in the two
> > biggest blockbusters of 1996, Mission: Impossible and Independence
> > Day.
>
> > Little did Apple know how much this would further disadvantage their
> > reputation. Many of the first few units shipped were dead on arrival.
> > Furthermore, there were issues with the Sony-made LithIon batteries
> > bursting into flames. Apple had to recall the entire product line,
> > even though not a single battery ever caught flames outside of the
> > company.
>
> > The PowerBook 5300 also shipped with buggy system software, and it
> > didn't include a level 2 cache, affecting the performance. There were
> > also problems with several components, which Apple addressed through a
> > repair program that continued for seven years.
>
> > After the 5300 fiasco, Apple lost market share in laptop computers,
> > and their reputation was damaged - for a while at least.
>
> > Mac Clones
>
> > In 1995, Apple began the Macintosh clones program where, in an attempt
> > to gain market share, Apple licensed the Mac OS to third party
> > hardware vendors such as Radius, Power Computing, Motorola, DayStar,
> > and Umax.
>
> > The Power Computing clones were the fastest personal computers in
> > 1996, and that affected Apple's Power Macintosh sales due to their
> > aggressive pricing. In a December 1995 issue of TheMac in the UK, a
> > Power Computing 120 MHz Mac OS-compatible tower cost =A31,899 ($3,344).
> > At the same time, the 120 MHz Power Macintosh 9500 cost =A33,725
> > ($6,560). Although Power Computing claimed to be "fighting back for
> > the Mac", they were in fact killing Apple. Apple's Mac sales started
> > to drop.
>
> > The clone programme ultimately lost money for Apple and the
> > participating third party vendors. Michael Spindler was ousted as CEO
> > and replaced by Gil Amelio in 1996 to give Apple the guidance it
> > desperately needed.
>
> > 'A Huge Mess'
>
> > Amelio was placed in the center of a huge mess and told to sort it
> > out. He wrote a strategy for Apple and pointed out the major problems.
> > He concluded that Apple had a shortage of cash and liquidity, low-
> > quality products, lacked a viable operating system strategy, had an
> > undisciplined corporate culture, and was trying to do too much and in
> > too many directions.
>
> > Amelio started to address these problems by cutting Apple's costs. He
> > reduced the work force by thousands and discontinued the Copland
> > operating system project. However, Amelio did not discontinue the
> > Newton family of products; additionally, the eMate 300 Newton laptop
> > was released under his reign at Apple, one of his mistakes."
>
> And in other news Lincoln was elected president....

Just saying, hard to trust a company that runs itself into the ground
every so often like Apple does. Apple is the Enron of technology.

"KDT" <scarface_74@yahoo.com> wrote in message 
news:3cd780ee-d539-441f-a57e-02db1e83bba0@z28g2000yqh.googlegroups.com...
> On Sep 30, 4:40 pm, MuahMan <muah...@gmail.com> wrote:
>> On Sep 30, 4:37 pm, KDT <scarface...@yahoo.com> wrote:
>>
>>
>>
>> > On Sep 30, 4:29 pm, MuahMan <muah...@gmail.com> wrote:
>>
>> > > Hmmm MSFT has never been on the verge of bankruptcy. Hell they've 
>> > > held
>> > > nearly 100% of their market for over two decades. An almost 
>> > > impossible
>> > > feat in industry.  Apple on the other hand.....
>>
>> > > Particularly like the parts such as, "Apple in a severe financial
>> > > crisis and shareholders lost faith"
>>
>> > > CEO Amelio, on Apple..... "for Apple and pointed out the major
>> > > problems. He concluded that Apple had a shortage of cash and
>> > > liquidity, low-quality products, lacked a viable operating system..."
>>
>> > > So Jobs, Amelio, and Spindler are all apparently moron and didn't 
>> > > know
>> > > the financial situation at Apple. But a 9 year old Alan Baker did.
>> > > LOL
>>
>> > > "Apple was at an all-time low in 1996, in a severe financial crisis
>> > > that worried Mac users around the world. Apple's shareholders and
>> > > customers were losing faith, and competitors were closing in fast. 
>> > > The
>> > > worldwide press badmouthed Apple in 1995 and 1996.
>>
>> > > Ten years on, Apple is a completely different company. I'm going to
>> > > analyze how Apple got into trouble and how they climbed back to 
>> > > become
>> > > "insanely great" once again.
>>
>> > > How the Trouble Started
>>
>> > > By 1995, Apple was an incredibly healthy business with impress 
>> > > figures
>> > > to boast. They shipped 1.3 million Macintoshes and generated $3.1
>> > > billion revenue from the quarter ended in Dec. 1995. Unit sales of
>> > > Macintosh software increased by 26.9% for the first ten months of
>> > > 1995. Apple had impressive market share figures amongst US K-12
>> > > institutions and the creative professionals market, including graphic
>> > > and Web designers.
>>
>> > > But 1995 wasn't all that great. In August 1995, the PowerBook 5300 
>> > > was
>> > > released. It was the first PowerPC-based PowerBook, and it was a much
>> > > anticipated product. Apple arranged for product placement in the two
>> > > biggest blockbusters of 1996, Mission: Impossible and Independence
>> > > Day.
>>
>> > > Little did Apple know how much this would further disadvantage their
>> > > reputation. Many of the first few units shipped were dead on arrival.
>> > > Furthermore, there were issues with the Sony-made LithIon batteries
>> > > bursting into flames. Apple had to recall the entire product line,
>> > > even though not a single battery ever caught flames outside of the
>> > > company.
>>
>> > > The PowerBook 5300 also shipped with buggy system software, and it
>> > > didn't include a level 2 cache, affecting the performance. There were
>> > > also problems with several components, which Apple addressed through 
>> > > a
>> > > repair program that continued for seven years.
>>
>> > > After the 5300 fiasco, Apple lost market share in laptop computers,
>> > > and their reputation was damaged - for a while at least.
>>
>> > > Mac Clones
>>
>> > > In 1995, Apple began the Macintosh clones program where, in an 
>> > > attempt
>> > > to gain market share, Apple licensed the Mac OS to third party
>> > > hardware vendors such as Radius, Power Computing, Motorola, DayStar,
>> > > and Umax.
>>
>> > > The Power Computing clones were the fastest personal computers in
>> > > 1996, and that affected Apple's Power Macintosh sales due to their
>> > > aggressive pricing. In a December 1995 issue of TheMac in the UK, a
>> > > Power Computing 120 MHz Mac OS-compatible tower cost �1,899 ($3,344).
>> > > At the same time, the 120 MHz Power Macintosh 9500 cost �3,725
>> > > ($6,560). Although Power Computing claimed to be "fighting back for
>> > > the Mac", they were in fact killing Apple. Apple's Mac sales started
>> > > to drop.
>>
>> > > The clone programme ultimately lost money for Apple and the
>> > > participating third party vendors. Michael Spindler was ousted as CEO
>> > > and replaced by Gil Amelio in 1996 to give Apple the guidance it
>> > > desperately needed.
>>
>> > > 'A Huge Mess'
>>
>> > > Amelio was placed in the center of a huge mess and told to sort it
>> > > out. He wrote a strategy for Apple and pointed out the major 
>> > > problems.
>> > > He concluded that Apple had a shortage of cash and liquidity, low-
>> > > quality products, lacked a viable operating system strategy, had an
>> > > undisciplined corporate culture, and was trying to do too much and in
>> > > too many directions.
>>
>> > > Amelio started to address these problems by cutting Apple's costs. He
>> > > reduced the work force by thousands and discontinued the Copland
>> > > operating system project. However, Amelio did not discontinue the
>> > > Newton family of products; additionally, the eMate 300 Newton laptop
>> > > was released under his reign at Apple, one of his mistakes."
>>
>> > And in other news Lincoln was elected president....
>>
>> Just saying, hard to trust a company that runs itself into the ground
>> every so often like Apple does. Apple is the Enron of technology.
>
> Yeah I definitely wouldn't buy a Windows Phone after the Kin
> fiasco.....

So you equate a phone to a PC? 

On 2010-09-30 16:40:57 -0400, MeowMan <muahman@gmail.com> said:

>> And in other news Lincoln was elected president....
> 
> Just saying, hard to trust a company that runs itself into the ground
> every so often like Apple does. Apple is the Enron of technology.

	and Micro$oft is the Bon Vivant Soup Company of technology.......

	http://en.wikipedia.org/wiki/Bon_Vivant

"Joey jOJo JuNior ShaBadoo" <barney@moestavern.com> wrote in message 
news:i8347u$q04$1@news.eternal-september.org...
> On 2010-09-30 16:40:57 -0400, MeowMan <muahman@gmail.com> said:
>
>>> And in other news Lincoln was elected president....
>>
>> Just saying, hard to trust a company that runs itself into the ground
>> every so often like Apple does. Apple is the Enron of technology.
>
> and Micro$oft is the Bon Vivant Soup Company of technology.......

Such a big word for a wetback Gork.