A Quote by Kevin Rollins
It might take some here and there, but Apple's market share in the global computer business has really shrunk pretty far, and where they've been making success recently is not in the computer business but in the iPod music business.
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The jewelry business is a very, very tough business - tougher than the computer business. You truly have to understand how to take care of your customers.
The music business has made a 360. It's a whole 'nother game. It's not nearly what it was. And I fear for it, because, you know, with the advent of the computer and online and downloading and all these things, they have destroyed - that stuff has destroyed the record business, not the music business, but the record business. The music business is well, and it's alive and thriving. Now, I hope something happens to turn it back around to the point whereas it's - you're earning a living from writing your songs, from your work, you know, because it's not like that anymore.
I started the business as a computer consulting business, which, coupled to my nickname, Scorpion, formed the full name Scorpion Computer Services.
I started my career counting diamonds and schlepping gold jewelry around the world. The jewelry business is a very, very tough business - tougher than the computer business. You truly have to understand how to take care of your customers.
I put up with the music business because I understand that I'm in the tradition, I'm in a tradition that's of far greater importance than the business I seem to be in. Everywhere I go in the world, people ask me about the business that I seem to be in, but I'm not really in that business.
Nobody has a guaranteed position in computer technologies business. We've done some good work, but all of these products become obsolete so fast and the structure of the business as it broadens out is going to be so different.
It is true [the risk for travel is greater] for we now operate in a global market. Business travelers are conducting business all over the world as if they are conducting business in their own backyards.
But Apple really beats to a different drummer. I used to say that Apple should be the Sony of this business, but in reality, I think Apple should be the Apple of this business.
I mean the business is just so rough man, people always think the business is easy, and the business is very rough. This is probably the worst business that you can get in, as far as, business-wise.
There is a terrible thing that's been happening probably for the last 20 years or so and it's called the music business. And music isn't really business; it's work and you got to pay and you've got to buy your guitar or go into the studio. So there is a business side but when people say, "I'm going into the music business," it's not. It's about expression. It's about creativity. You don't join music, in my mind, to make money. You join it because it's in you; it's in your blood stream.
The personal computer was a disruptive innovation relative to the mainframe because it enabled even a poor fool like me to have a computer and use it, and it was enabled by the development of the micro processor. The micro processor made it so simple to design and build a computer that IB could throw in together in a garage. And so, you have that simplifying technology as a part of every disruptive innovation. It then becomes an innovation when the technology is embedded in a different business model that can take the simplified solution to the market in a cost-effective way.
I'm not in the speech making business. I'm not in the seminar business. I'm not in the writing book business. I'm in the changing lives business.
The music business is a weird business. Sometimes licensing doesn't happen because some business component that you never knew about stops it.
What's fascinating . . .is that you could now have a business that might have been selling for $10 billion where the business itself could probably not have borrowed even $100 million. But the owners of that business, because its public, could borrow many billions of dollars on their little pieces of paper- because they had these market valuations. But as a private business, the company itself couldn't borrow even 1/20th of what the individuals could borrow.
Square has already found that the micro-merchant market isn't a profitable business, and as a result they have been trying to shift into the more lucrative small business market.
Business schools tend to focus on topics that are suitable to blackboards, so they overemphasize organization and finance. Until very recently, they virtually ignored manufacturing. I think of lot of the troubles of the 1970s and 1980s, and now more recently the 2000s can be traced pretty directly to the biases of the business schools.
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