AirPods Kick off Apple's Battle for Our Ears

AirPods are Apple's surprise hit product of 2016. While their simplicity may evoke comparisons to previous Apple blockbusters like iPod, AirPods are something very different. We are witnessing a new chapter unfolding at Apple in which Jony Ive and the Industrial Design group press down on the wearables accelerator. While Apple Watch wages a war for our wrists, AirPods are kicking off Apple's battle for our ears. 

A Wireless Future

There were hints that AirPods were going to be popular. Back in September, at Apple's annual iPhone event, the focus didn't end up being on the iPhone 7 or 7 Plus, or even new Apple Watches, but instead on a pair of wireless headphones. While Apple SVP Phil Schiller did not talk up AirPods much on stage, Apple's Chief Design Officer, Jony Ive, didn't hold anything back. The fact that AirPods received its own Jony video spoke volumes. Here's Jony describing the motivation behind AirPods: 

"We believe in a wireless future. A future where all of your devices intuitively connect. This belief drove the design of our new wireless AirPods...We're just at the beginning of a truly wireless future we've been working towards for many years where technology enables the seamless and automatic connection between you and your devices."

On the surface, Apple's focus on a wireless future seems to describe the company's efforts to remove wires from our lives. As our iPhone and iPad usage have increased, the number of headphone wires and charging cables in our life have grown in number as well. However, Apple's interpretation of a wireless future isn't just about the lack of wires. Instead, Apple is focused on empowering people through a new collection of personal technology devices. This ends up serving as a good background for AirPods, Apple's second wearables product. 

Impressions

I have been using AirPods for the past week. Here are my impressions:

Wireless Headphones. AirPods are Apple's answer to rethinking headphones. Relative to Apple Watch, AirPods contain much less risk as a product category. Given our increased dependency on consuming content via smartphones and tablets, headphone usage has been on the rise. In addition, wireless headphones had already begun to gain momentum in the marketplace. AirPods can best be described as wireless headphones that can do a little bit more. The wireless headphone part of the product will drive sales today while the "little bit more" part represents the vast potential found in a wearables product for the ear. 

Pricing. At $159, AirPods are Apple's lowest-priced wearables device. The starting price for Apple Watch is $269. AirPods are also priced very competitively considering Samsung's Gear IconX retail for $199 and Bragi's Dash goes for $299. While there are much less expensive headphones available, including the free pair of EarPods that come with every iPhone, the value proposition found with AirPods centers around not having to deal with any headphone wires. In addition, there is value found with being able to seamlessly connect AirPods to my Apple devices. Given historical trends, it's safe to assume there will one day be a sub-$100 pair of AirPods. The prospects of a $99 wearables device from Apple goes a long way in redefining mass-market luxury. 

Usage. I do not find myself wearing AirPods throughout the day. Instead, usage is heavily dependent on my current environment. While sitting at my desk, AirPods often remain in their case. However, AirPods become incredibly more valuable when I'm on the move. The lack of wires makes AirPods an ideal product for fitness activities and various workout routines (such as snow shoveling). 

Comfort. Even though AirPods have a near identical shape to Apple's wired EarPods, the lack of wires gives AirPods a noticeably more comfortable feel. Without wire tension, it is extremely easy to forget that AirPods are in my ears. This will have many implications when AirPods receive additional functionality down the road. It is not difficult to envision a scenario in which we will want to wear AirPods for long durations (or at least until the battery dies). 

Fit. AirPods are without question more snug than EarPods. Throughout my week of usage, I didn't have one instance of AirPods falling out or becoming loose. One reason I suspect AirPods are much more snug than EarPods, despite having a very similar shape, is their ability to sit at a slightly different angle in my ear. With wired EarPods, the device has to be worn at a particular angle due to the hanging cord. While AirPods fit my ears, others have had significant issues with AirPods fitting in their ears. It's difficult to put a number on the people impacted by ill-fitting AirPods. It probably isn't trivial. There is too much on the line for Apple not to eventually address various ear shapes with a few different AirPods sizes. 

Sound. AirPods sound better than Apple's wired EarPods. With that said, wireless headphones don't strike me as a product category in which sound quality is high on the value proposition list. Instead, AirPods derive much of their value from the lack of wires and ability to seamlessly connect to my devices. For the vast majority of consumers, AirPods will sound just fine. 

Siri. Double tapping on an AirPod will bring up Siri. It took a few days of practice to figure out how to get the double tap just right to activate Siri nearly every time. After a week of using AirPods, I have seen a modest increase in my Siri usage. While it is nice to have Siri access through AirPods, I haven't found it to be a game-changing experience...yet. Half the time I wear AirPods, I end up just saying "Hey Siri" since my iPhone is close by. While some people are jumping with both feet into a voice-only paradigm of computing pushed by devices like Amazon Echo and Google Home, I still have major reservations. Voice is an incredibly inefficient way to transfer data, and I am finding that I really don't want to talk with my computers. Siri's potential continues to be found in being more of a proactive assistant. In that scenario, Siri and AirPods will be incredibly useful in my life. We aren't there yet.

Simplicity. Apple was deliberate in maintaining a high degree of simplicity with AirPods. There is only one control available on AirPods. A double tap to an AirPod enables one to either activate Siri or answer a call. This produces a rather obvious drawback when it comes to music playback controls. The user is required to either use Siri or a controller (nearby iPhone, Apple Watch, iPad etc.) I think Apple made the right decision in not adding a lot of controls to AirPods V1.0. If not done correctly, additional controls such as swipes and triple taps could lead to a disaster. In terms of music playback, I find using 1) Apple Watch 2) iPhone 3) "Hey Siri" to be adequate options. For the first time, Apple Watch's Digital Crown proved to be useful when it controlled the music volume for my AirPods. 

Design. AirPods are designed to be worn and seen. Everything about AirPods, from their white color and long stem to their charging case, screams Apple Industrial Design (ID). The product is an example of how the Apple ID group is firing on all cylinders when it comes to its push into wearables. 

Given Apple's culture and functional organizational structure, the ID group holds near to absolute power within Apple. This structure is one of the most critical elements to keep in mind when analyzing Apple's product strategy, including AirPods' trajectory. I have been very outspoken about Apple ID gaining power within Apple. 

• Exhibit A: The Jony Ive Promotion
• Exhibit B: Jony Ive Is Making People Uneasy

This power is manifesting itself in Apple's aggressive push into wearables.

Window into a Wearables World

One of the main takeaways from using AirPods for the past week is that they represent a window into a wearables world. When the Apple Watch was unveiled, Apple talked about a scenario in which one can leave the iPhone by the door and just use an Apple Watch around the house. This hasn't happened. As it turns out, AirPods end up having a much better chance of achieving what the Apple Watch was originally tasked to achieve. AirPods help break the chains that have held me so close to the iPhone. Combine AirPods with an Apple Watch, and an even greater number of chains are broken. While we aren't at the point of being able to move beyond the iPhone, AirPods provide glimpses as to how this process is going to occur. 

Sales Implications

I think Apple is going to sell a lot of AirPods. While the device is not an impulse purchase with a $159 price, AirPods have a few things going for them that should result in significant sales.

1. AirPods work with any device that supports bluetooth. This gives the product an addressable market that is at least 7x larger than that of Apple Watch. There are faint similarities between AirPods working with Android and the iPod working with Windows. It was that Windows support that set iPod sales on its eventual blockbuster sales trajectory. 
2. AirPods have a very clear value proposition out of the gate. Many customers are going to see value in AirPods as they are wireless headphones. All of the device's additional functionality found with Siri (available with Apple devices) is just an added benefit. 

The most accurate measurement of AirPods demand will likely be measured in tens of millions of units over the next two years. For context, Apple sold 20M Apple Watches in 20 months while Amazon has reportedly sold 5M Echoes in two years. The ingredients are in place for AirPods to be a multi-billion dollar business within the next few months. It doesn't hurt that sales expectations facing AirPods are much more contained than the lofty goals set for Apple Watch at launch. 

The Battle for Our Ears

Apple Watch kicked off Apple's battle for the wrist. Given the finite amount of wrist real estate available, there is an incredible amount of power found in getting a device on one's wrist. This means that Apple Watch is in one way or another competing against everyone from Swiss watchmakers to fitness & health trackers and jewelry makers. Much of Apple's future strategy with Apple Watch will be guided by this battle for the wrist. 

Apple is now kicking off a new battle with AirPods. This time, the battle is for our ears. Every pair of AirPods sold and worn represents another set of ears ready for Siri. In some ways, Apple has a head start as the company has been selling hundreds of millions of wired EarPods each year. In addition, Beats gives Apple instant access to parts of the headphone market not addressed by AirPods. My suspicion is that this difference in target markets is one reason why Apple has given Beats headphones a bit of independence since the acquisition. However, the message is clear: AirPods are Apple's flagship weapon in its quest for our ears.  

Over time, Apple will expand AirPod functionality to include additional voice capabilities such as translation, various types of audio curation and delivery, biometrics monitoring, and augmented reality. The greater the number of AirPods that are out in the wild, the more valuable these additional capabilities will become.  

As the smartphone battle quiets down, the battles for our wrist and ears are only beginning. Welcome to the wearables era. 

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The Elephant in the Smartwatch Room

Apple is consolidating power within the smartwatch industry at an alarming rate. A growing number of competitors are exiting the space as the anticipation and promise found with wrist computing has materialized for only a select few. For the rest, smartwatches have been nothing but frustration and despair. The writing is on the wall. There isn't a smartwatch industry. Instead, there's only an Apple Watch industry.

The Beginning

Even though it feels like the smartwatch is a relatively new phenomenon, the idea of redefining utility on the wrist is more than five years old. Apple began to investigate a device for the wrist in 2011, just four years after launching the iPhone. The idea was simple: Create a device that pairs with a smartphone. This device would allow the user to spend more time enjoying his or her surroundings while staying informed of need to know data throughout the day.

As the project progressed within Apple, there were ongoing questions as to which parts of the smartphone experience would best qualify to be brought to the wrist. In some ways, this experiment is still ongoing five years later. Some of the earliest smartwatches tried to recreate the entire smartphone experience on the wrist, all the way down to recreating a screen of third-party apps. Others bet that smartwatches with more in the way of dedicated (i.e. limited) functionality would do better. In both cases, smartwatches were looked as a much needed growth opportunity that would partially offset the inevitable slowdown in smartphone sales. 

Industry Sales

When compared to smartphone and tablet sales, smartwatch sales are still having a difficult time showing up on a chart. Since the start of 2015, there have been approximately 35M smartwatches shipped, compared to 385M tablets and 2.9B smartphones. In 2015, for every smartwatch shipped, there were 12 tablets and 80 smartphones sold. In 2016, these ratios are expected to improve slightly. For every smartwatch shipped, 10 tablets and 78 smartphones will have been sold. People are buying smartwatches. The problem for the industry is that not many non-Apple Watch smartwatches are being sold. 

Exhibit 1: Smartwatch, Tablet, and Smartphone Unit Sales (2016E)

The Players

There have been only three legitimate players in the smartwatch industry.

1. Apple
2. Garmin 
3. Samsung

Combined, these three companies have represented 78 percent of smartwatch shipments over the past two years. Even more remarkable, no other company has come close to these three in terms of unit sales. Since the beginning of 2015, only seven companies have shipped more than 200,000 smartwatches in any given quarter. Out of those seven, one will soon be broken up in a fire sale (Pebble), another just announced it was getting out of smartwatches (Motorola), and two have shown little interest in releasing new smartwatches (Huawei and LG). This leaves Apple, Garmin, and Samsung. 

Even more astounding, the "Other" category, the usual industry catch basin for dozens of other companies, is on track to account for just 11 percent of smartwatch shipments in 2016. One group of companies found in the "Other" category are the original sellers of utility on the wrist - watchmakers. The Swiss watch industry continues to dabble with connected watches. However, one would be correct in questioning the motivation guiding some of these companies. TAG Heuer, apparently in an attempt to claim its position as one of the more successful Swiss watchmakers when it comes to smartwatches, announced it will sell just 75,000 connected watches in 2016. Those kinds of sales make the Swiss watch industry completely irrelevant in terms of the broader smartwatch market. 

Consolidating Power

As seen in Exhibit 2, Apple Watch has represented between 45 percent and 65 percent of quarterly smartwatch shipments since launching in 2Q15. Given Tim Cook's recent comments about Apple expecting record Apple Watch sales during 4Q16, Apple Watch is poised to capture an even greater share of industry sales. When considering that the iPod had around 70 percent marketshare in the MP3 market at its height, the Apple Watch is approaching iPod-like sales share within the smartwatch industry. It's clear: Apple Watch has consolidated power after just a few quarters of sales. 

Exhibit 2: Smartwatch Unit Sales Share

The primary question facing the smartwatch industry isn't why most companies have been unable to find sales success. The answer is simple: Most smartwatches haven't been appealing to consumers. Instead, the more intriguing question is found with Apple Watch's success. How has Apple been able to sell close to 20M Apple Watches to date? I suspect there are four reasons: 

1) Design. The Apple Watch is popular because people want to wear one on their wrist. Jony Ive and Marc Newson are on to something with Apple Watch design. In what isn't a coincidence, the best-selling smartwatch is a device that looks the least like a traditional watch. 

Even though the themes of fashion and luxury are no longer discussed as frequently with smartwatches, they remain critical ingredients for Apple Watch's sales success. Apple has positioned interchangeable watch bands as key fashion items for the Watch. In addition, Apple is redefining luxury with Hermès and Edition Watch pricing. 

2) Fun. The Apple Watch doesn't have one "killer" app. Instead, the device is a health and fitness tracker for some and a notification and messaging device for others. In both cases, consumers view the Watch as a fun iPhone accessory. The changes found in watchOS 3, including the greater focus on Watch faces, emphasizes the "fun" theme found with the Watch. 

3) iPhone. With more than 700M iPhone users out in the wild, the Apple Watch has benefited from being positioned as an iPhone accessory. This type of halo around the iPhone is not found with competing devices. Garmin's success has been limited to certain fitness circles. Meanwhile, Samsung has seen some smartwatch sales success by bundling watches with smartphone purchases. Outside of bundling, there is no evidence to suggest the same kind of halo around Galaxy smartphones exists. 

4) Price. In just 17 months, Apple cut Apple Watch's starting price from $349 to $269, a 23 percent reduction. When considering that the cost of a Watch Sport Band has remained steady, the starting price for an Apple Watch case has seen a 27 percent price reduction. In addition, retailers have run with steep discounts for Apple Watch during the holidays. This led to Apple Watch Series 1 going for $199 on Black Friday last month. In what shouldn't come as a surprise, Apple Watch sales have increased as prices have fallen. In addition, these price reductions have left little room for competing devices to breathe. In many cases, Apple Watch pricing is less than that of other smartwatches. 

New Developments

We are getting our first good look at the current state of the smartwatch market. There isn't much to see outside of Apple Watch land. This dynamic will likely lead to a few new developments in the wrist wearables space in the coming quarters.

1. The sales gap between smartwatches and fitness & health trackers will shrink.
2. Competition begins to emulate Apple Watch much more closely.

This past November, Fitbit released an alarming earnings report. The company hit a brick wall in terms of sales growth. Fitbit's issues provide a big clue that the market for dedicated health and fitness trackers will have trouble reaching mass market. The fact that Fitbit has already hit a wall in terms of sales growth, despite only selling 55M cumulative devices, suggests the wrist wearables future is much brighter for multi-purpose devices with a screen. This will pressure Fitbit to continue expanding its line and truly enter the smartwatch space. 

The company has been busy acquiring assets, including pools of talent such as Pebble's software engineer team, in an effort to fill obvious resource holes. However, it will be tough for Fitbit. To make matters worse, Apple's reconfigured marketing pitch for Apple Watch Series 2 is targeted squarely at Fitbit. Apple management saw how Fitbit was outselling Apple Watch, although at a much lower ASP, and wanted in on the action. 

As seen in Exhibit 3, the Apple Watch versus Fitbit battle may be nearing a new chapter. In 4Q15, Fitbit outsold Apple Watch by 3.5M units. Over the subsequent three quarters, Fitbit grew its lead. It appeared Fitbit was gaining momentum (discussed in greater detail in the article, "Apple Is Going After Fitbit."). However, taking Cook's recent comments about Apple Watch sales, and Fitbit's guidance, it appears that Apple Watch will cut into Fitbit's sales lead by 25 percent this holiday quarter. Fitbit is on track to outsell Apple Watch by only 2.6M units in 4Q16. 

Exhibit 3: Fitbit and Apple Watch Unit Sales

Meanwhile, on the smartwatch side of the equation, the more successful Apple Watch becomes, the higher the probability that competitors will begin to emulate Apple Watch. We should expect to see competing devices that look much more like Apple Watch in looks and functionality. The design language will increasingly move away from traditional timepieces and instead towards Apple Watch. The design language found with Apple Watch will eventually extend even to luxury watchmakers. 

Road Ahead

The smartwatch industry was born at an awkward time. A product designed to handle tasks given to smartphones launched when the average consumer was still only discovering the value found with smartphones. This has removed much of the oxygen from the smartwatch industry, and it appears that Apple is the only one with an oxygen mask. While Apple Watch sales confirm that wrist wearables are indeed a thing, there is still much unknown as to how far away from Apple this sales success will extend. It increasingly looks like Apple's game to lose. Apple is onto something with wearables, and the rest of Silicon Valley (and Wall Street) haven't yet come to terms with that reality. 

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Milking the iPhone

It feels like cracks are forming at Apple's edges. The company is straining to push out hardware updates. Supply issues are getting worse. Apple is reportedly moving away from selling beloved products like stand-alone displays and wireless routers. Meanwhile, Microsoft, Amazon, and Snap are gaining buzz with new niche hardware while Apple appears to be hanging back and resting on its laurels.

Something feels off with Apple, and the blame is increasingly pointed at Tim Cook. I suspect these feelings are a result of Cook betting now is the time to milk the iPhone. Apple is doubling down on the iPhone to build one of the world's most formidable tech ecosystems, and few are taking notice. 

The Strategy

One key mistake Apple made with the Mac during the early 1990s was to focus too much on profits and not market share. This led Apple to lose its connection with the consumer. Declining sales ensued, leading Apple to make a series of questionable decisions. Apple found itself with a complicated web of Mac models, each with different feature sets meant to chase a particular market niche.

Apple has been following a very different strategy with iPhone. The best way to see this strategy is to look at the changing iPhone line. In 2011, Apple was selling two premium-priced iPhone models, one of which was the previous year's flagship phone. Sales were approximately 70M units per year. Five years later, Apple has expanded the iPhone line to include five models, two of which are last year's flagship versions. Despite still having a very focused product line, iPhone sales have tripled to more than 210M units per year. 

Apple has been following a multi-year strategy of gradually lowering iPhone pricing in order to reach larger swaths of the smartphone user base. While such a strategy seems born out of a desire to boost sales and profits, management is motivated by something else. Apple has been working to make the iPhone accessible to more people. This is the exact opposite strategy that Apple used with the Mac in the early 1990s. New iPhone models, such as the iPhone SE, are not targeting market niches, but instead are meant to expand the iPhone's addressable market by hundreds of millions of users. 

One benefit of keeping the iPhone line lean has been consistently strong profit margins. While the $399 iPhone SE has a lower selling price than its larger siblings, the device's profit margin is similar to that of other iPhone models. By remaining focused on the product, as seen by the limited number of iPhone models, management has been able to maintain industry-leading profit margins. This has played a big part in allowing Apple to continue lowering prices to reach new customers. We are moving to the point when Apple will be able to sell a $299 iPhone, appeal to an entirely new part of the smartphone market, and still be able to maintain profit margins. 

Going After Users

As shown in Exhibit 2, Apple's strategy of focusing on the product has resulted in the iPhone installed base approaching 600M users at the end of September. This is a very different world than that of the Mac days of the early 1990s. When adding second-hand and used iPhones into the mix, there are more than 700M iPhones out in the wild. Much of this underlying iPhone strength has been masked by the preoccupation with slowing iPhone unit sales growth. The iPhone upgrade cycle has slowed, which is impacting the number of iPhones sold to existing iPhone users. However, sales to new users remain robust. 

Exhibit 2: iPhone Installed Base

In FY2015, more than 100M new customers entered the iPhone installed base. In FY2016, the number was even higher, marking a new record. There have been a few drivers for the steady rate of new users buying an iPhone in recent years. The gradual expansion of carrier agreements around the world has helped. In addition, lower-priced iPhones such as the $399 iPhone SE have made the iPhone more accessible.    

Building a Sandcastle

Milking the iPhone in order to build a formidable ecosystem has been one of Cook's defining moments as CEO. Unfortunately, consensus has not been grading Cook's performance as CEO along these terms. 

Instead, many have graded Cook as a product visionary. The problem with that is Cook is not Apple's product visionary. (That title unofficially belongs to Jony Ive). Cook's appointment as CEO was not predicated on his ability to one day become a product visionary. Accordingly, Cook should not be judged as such. In addition, some have compared Cook to former Microsoft CEO Steve Ballmer. This is incorrect. Cook is not Apple's top salesperson. He does not possess Ballmer's keen sense of how to push product into every enterprise crevice. Instead, Cook has delegated that task to others, primarily through partnerships. Accordingly, Cook should not be judged as a salesperson.  

Instead, Cook should be judged on his success in building out the Apple ecosystem. One way of visualizing this Apple ecosystem is to think of a sandcastle. The iPhone represents the highest tower in the castle while the iPad and Mac represent the much smaller outposts. Accessories like Apple Watch and Apple TV as well as services like iMessage and Apple Pay represent the high walls and moat meant to protect the castle against intruders.

Accordingly, Cook should be judged on his ability to build the sandcastle over the years. Since he became CEO in 2011: 

• The iPhone installed base has grown by 500M users. 
• The iPad installed base has grown by 175M users.
• The Mac installed base has grown by 50M users.
• Apple introduced Apple Watch, the company's first wearable product. Approximately 18M Apple Watches, a device positioned as an iPhone accessory, have been sold to date.
• Apple is earning more than $6B per year of revenue through app sales via the App Store.
• Apple successfully made the difficult jump from a paid music download model to streaming and is approaching 20M paying Apple Music subscribers. 
• Apple continues to push forward with Apple TV. The company is approaching 10M units sold since the device was updated in 2015.
• Apple continues to develop key services including Apple Pay, Messages, and Maps. 

(The math behind these figures and estimates are available for Above Avalon members. You can become a member here.) 

It quickly becomes clear that Cook has built a spectacular sandcastle. Apple has never had a stronger ecosystem. There are now more than one billion Apple devices in use and 800 million people own at least one Apple product. More remarkably, the average Apple user owns more than one Apple product. This is even more astounding when considering the competitive landscape.  

iPhone Focus

Apple is making a very bold statement that it is still time to double down on the iPhone. It would be an understatement to say that Apple stands out from its largest peers with that thinking. Look at some of the leading tech companies' primary advertising campaigns:  

• Apple: a smartphone (iPhone).
• Amazon: a voice assistant (Echo).
• Google: a voice assistant (Google Home).
• Microsoft: a touch-based laptop/tablet (Surface).

The companies lacking a smartphone offering are increasingly trying to get consumers to move on to the "next big thing." Amazon is pushing the idea of using a voice assistant and series of speakers to replace your smartphone. Google is doing the same with Google Home. (Pixel is actually a Google services play.) Microsoft is focused on trying to carve some kind of niche for itself by focusing on touch-based PCs. We can even add Snap to the mix and position Spectacles as early motivation for wanting to impact smartphone usage. 

Meanwhile, Apple is placing a big bet that we are still firmly in the smartphone era. In Apple's view, many of these competing products are distractions trying to get us to move prematurely beyond the smartphone. This stance has contributed to the view that Apple is missing a step and resting on its laurels. While Microsoft pushes Surface Book and Surface Studio and Snap unveils sunglasses with a camera, Apple is still betting on a smartphone, a product unveiled in 2007. 

Cracks at the Edges

This pursuit of milking the iPhone has contributed to cracks forming at Apple's edges. The friction is found when looking at Apple's efforts to build a wider ecosystem that extends beyond the iPhone. There is evidence that Apple management wants to follow a product strategy described in my "Apple Experience Era" article. Consumers can pick and choose a range of Apple products that best fit their lifestyles. This is why Apple is very vocal about continuing to invest in the Mac. In addition, Cook has reiterated his view that the iPad is the clearest expression of Apple's vision of the future of personal computing.

However, Apple's handling of the Mac line has been increasingly questionable. The same can be said of the iPad line. It will have taken Apple at least two years to unveil a line of "Pro" iPad models spanning from 7.9-inch screens to the 12.9-inch model. 

While some have been quick to throw Apple's functional organizational structure under the bus for causing these cracks, the organizational structure is not to blame. The issue doesn't relate to a lack of focus either. Apple still isn't selling that many products. Instead, these cracks are a result of today's changing tech environment. 

When looking at some of the key accomplishments during the Tim Cook era, the installed base growth figures for Apple's top products stand out. For every 100 users by which the iPhone installed base increases, the iPad installed base will grow by 35 users, and the Mac will increase by 10 users.

A vast majority of these new iPhone users will never own a Mac. As iPhones have become larger, odds have increased that these iPhone users may never own an iPad either. The iPhone has gained so much power in recent years that the iPad and Mac's long-term sales trajectory have faded. I suspect this reality explains why iPad updates are less frequent these days. The same can be said of the Mac. More frequent updates for iPad or Mac likely wouldn't increase sales.

Many have been quick to label the new MacBook Pro as flawed and not truly a "Pro" computer. In reality, Apple is focused more on redefining Pro's definition in addition to expanding the MacBook Pro's mass market appeal. This is why Apple is focused on bringing aspects of the iPhone to the Mac (multi-touch screen positioned above the keyboard, Touch ID). 

Risks

Apple faces a major risk in relying so much on the iPhone to build its ecosystem. While this may be heresy in Silicon Valley, ecosystems are not everything. There has never been an ecosystem strong enough to stand the test of time. The App Store is not invincible. At a certain point, Apple will need to be willing to put its iPhone ecosystem at risk. 

There are many signs that Apple management is keenly aware of this since Apple has had to risk its ecosystem multiple times over the past two decades. During the late 1990s and early 2000s, Apple spent years rebuilding the Mac ecosystem. Recall Apple's "Mac as the hub of your digital life" product strategy. The iPod was merely a Mac accessory at launch. However, Apple's decision to eventually bring iTunes to Windows changed the game. The move threatened the very same Mac ecosystem Apple had spent years building. Users would no longer need a Mac to use an iPod. Apple was willing to risk its current ecosystem in order to catch the next technology wave. 

However, instead of doom, the iPod became a household name and played a role in helping the iPhone get off the ground. Meanwhile, the Mac was no longer going to be the center of Apple, and more importantly, our lives. 

This raises an interesting question. Is it possible that Apple management is okay with the cracks that are forming at the edges? While the new MacBook Pro may infuriate loyal Mac users, a strong case can be made that management truly thinks such a product is the right one to ship in today's environment. To see why, notice how Apple is milking the iPhone: having the product appeal to a wider user base. Instead of chasing profits, Apple is following the same strategy with the new MacBook Pro. Apple has no interest in repeating mistakes from the early 1990s and selling product to the smallest of niches. 

Chasing Waves

Apple is confident we are still in the era where it makes sense to milk the iPhone. Consumers are giving even more tasks to their smartphones. This may continue for another two years, or maybe even five years. While Apple may be building a sandcastle around the iPhone today, the company will need to find the next big wave that may topple that very same sandcastle. The company is looking at two industries to pivot into: 

• Wearables. We are talking devices for the wrist (Apple Watch), ear (AirPods), body (clothing), and possibly even eyes. Apple's growing investment in health is a big clue as to Apple's intentions in this area. 
• Transportation. Apple would develop an array of personal transportation options in various geographies. With ridesharing and autonomous driving, someone will be in a position to rethink the car within the next 10 years. Apple has many of the ingredients in place to be that company. 

Neither industry is niche. Health is something that will appeal to pretty much every human. Wearables have the potential to have adoption curves similar to smartphones. Similarly, nearly every human has some need for moving form Point A to Point B. More importantly, transportation is the gateway to the grand prize: housing. When contemplating a smart home, there is nowhere better to start than developing smart rooms on wheels. 

In both cases, the ecosystem that Apple has spent the past nine years building with the iPhone will provide the company a head start. It is much easier selling Apple Watches into an ecosystem of 800 million users familiar with Apple products. However, Apple will need to eventually take a leap without knowing exactly where it will land. 

One question facing Apple today is whether opportunities are being passed over because of its iPhone dependency. A convincing argument can be made that Apple's early missteps with Apple Watch were due to the company looking at the device too much through an iPhone lens. What if Apple approached the Apple Watch as something other than an iPhone accessory? 

A Fundamental Theory

This brings us to one of my fundamental theories regarding Apple. For Apple to remain relevant in the future, the company will need to attack itself. Management will need to risk its own ecosystem.

When it comes to catching the next big wave, an Apple Watch with cellular connectivity may end up representing the single biggest game-changing device Apple has shipped since the original iPhone. It would be that big of a deal. The reason such a product contains so much risk for Apple is that it threatens the iPhone. Why buy a brand new iPhone every year when your Apple Watch (with AirPods) are handling tasks that you used to give your iPhone? In addition, a cellular Apple Watch will more than double the device's addressable market to include all Android users.

There is a possibility that Android users may embrace Apple Watch without buying an iPhone, iPad, or other Apple product. Apple would seemingly be giving away the keys to its iPhone sandcastle. However, instead of causing panic within Apple HQ, this would be done by design. Apple would be willing to risk its ecosystem in order to build a new ecosystem around wearables. 

Apple shouldn't get rid of its functional organizational structure. In addition, there is no evidence of Apple needing a management reshuffle. While there is clearly room for improvement in many parts of Apple's business, management's actions are very rational. Apple is taking lessons learned from the 1990s and using them to not repeat the same mistakes with the iPhone. Milk the iPhone today, and then figure out what comes next. 

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