According to articles 1, 2, and 3, Apple is changing the world. By utilizing Michael Porter's principle of disruptive technology to create First Mover's Advantage, Apple is "shaping what entertainment we watch, how we listen to music, and what sort of objects we use to work and play" (article3), "throw[ing] the status quo into disorder" (article2), and "set[ting] the gold standard for corporate America" (article1). Apple's most recent contributions to the marketplace - iBook, iPod, and iPhone - are massive hits around the globe, but is its disruptive technology method of creating First Mover's Advantage sustainable? Or will Apple be forced to slow down its pace of innovation and disruption to take a more defensive strategy?
It is quite clear from these articles that Apple will continue its relentless dependence on First Mover's Advantage strategy. While such strategy is not without its risks, it is apparent that Steve Jobs, President & Founder of Apple, and Apple have mastered the art of disruptive technology and should capitalize on it. And it's not just Jobs' and Apple's egos either, others recognize this competitive advantage as well. A renowned analyst is quoted in article2 saying, "The thing that most people don't realize about Steve [Jobs] is that he is not only really good at taking technology and turning it into good-looking, easy-to-use products, he's also really good at doing it faster than anyone else." Thus while most companies are out identifying target markets and surveying consumers to discover what it is that they desire, Jobs and his people are back at Apple showing that "you can't ask people what they want if it's around the next corner" (article1).
The most intriguing and most indicative part about Apple's disruptive method of creating First Mover's Advantage is that it doesn't even restrict its own products from scrutiny and disruption. In fact, article3 shares that instead of sitting around and waiting for its newly released five-gig, monochrome screened, and very popular iPod Mini (the original iPod) to make its way through the product cycle and while competitors were busy just trying to piggyback and keep up with the Mini, Apple disrupted the Mini technology and released the 16-gig, color-screen, and sleek new iPod Nano for about the same price, while the Mini was still at the top of its game. Thus, competitors were caught off guard once again, cash was flying into company coffers, and Apple preserved its First Mover's Advantage. Hence, perhaps Apple's relentless disruptive method of creating and maintaining First Mover's Advantage is sustainable. With a history flush with innovation, creativity, and "building products that really turn us on," they have staved off the traditional risks of First Movers such as piggybacking, price undercutting, and 'borrowing' R&D without much investment. Consequently, with such a history, how can one question Apple's ability to continue to disrupt technology, even its own if necessary, to establish and maintain First Mover's Advantage for years to come? I would stick with Apple, that is, until Jobs and the crew create some kind of iFruit to replace it.