Gilbert Wong, the mayor of Cupertino, California, calls his city council to order. "As you know, Cupertino is very famous for Apple Computer, and we're very honored to have Mr. Steve Jobs come here tonight to give a special presentation," the mayor says. "Mr. Jobs?" And there he is, in his black turtleneck and jeans, shuffling to the podium to the kind of uproarious applause absent from most city council meetings. It is a shock to see him here on ground level, a thin man amid other citizens, rather than on stage at San Francisco's Moscone Center with a larger-than-life projection screen behind him. He seems out of place, like a lion ambling through the mall.
"Apple is growing like a weed," Jobs begins, his voice quiet and sometimes shaky. But there's nothing timorous about his plan: Apple, he says, would like to build a gargantuan new campus on a 150-acre parcel of land that it acquired from Hewlett-Packard in 2010. The company has commissioned architects--"some of the best in the world"--to design something extraordinary, a single building that will house 12,000 Apple employees. "It's a pretty amazing building," Jobs says, as he unveils images of the futuristic edifice on the screen. The stunning glass-and-concrete circle looks "a little like a spaceship landed," he opines.
Nobody knew it at the time, but the Cupertino City Council meeting on June 7, 2011, was Jobs's last public appearance before his resignation as Apple's CEO in late August (and his passing in early October). It's a fitting way to go out. When completed in 2015, Apple's new campus will have a footprint slightly smaller than that of the Pentagon; its diameter will exceed the height of the Empire State Building. It will include its own natural-gas power plant and will use the grid only for backup power. This isn't just a new corporate campus but a statement: Apple--which now jockeys daily with ExxonMobil for the title of the world's most valuable company--plans to become a galactic force for the eons.
And as every sci-fi nerd knows, you totally need a tricked-out battleship if you're about to engage in serious battle.
To state this as clearly as possible: The four American companies that have come to define 21st-century information technology and entertainment are on the verge of war. Over the next two years, Amazon, Apple, Facebook, and Google will increasingly collide in the markets for mobile phones and tablets, mobile apps, social networking, and more. This competition will be intense. Each of the four has shown competitive excellence, strategic genius, and superb execution that have left the rest of the world in the dust. HP, for example, tried to take a run at Apple head-on, with its TouchPad, the product of its $1.2 billion acquisition of Palm. HP bailed out after an embarrassingly short 49-day run, and it cost CEO Léo Apotheker his job. Microsoft's every move must be viewed as a reaction to the initiatives of these smarter, nimbler, and now, in the case of Apple, richer companies. When a company like Hulu goes on the block, these four companies are immediately seen as possible acquirers, and why not? They have the best weapons--weapons that will now be turned on one another as they seek more room to grow.
There was a time, not long ago, when you could sum up each company quite neatly: Apple made consumer electronics, Google ran a search engine, Amazon was a web store, and Facebook was a social network. How quaint that assessment seems today.
Jeff Bezos, who was ahead of the curve in creating a cloud data service, is pushing Amazon into digital media, book publishing, and, with his highly buzzed-about new line of Kindle tablets, including the $199 Fire, a direct assault on the iPad. Amazon almost doubled in size from 2008 to 2010, when it hit $34 billion in annual revenue; analysts expect it to reach $100 billion in annual revenue by 2015, faster than any company ever.
Remember when Google's goal was to catalog all the world's information? Guess that task was too tiny. In just a few months at the helm, CEO Larry Page has launched a social network (Google+) to challenge Facebook, and acquired Motorola Mobility for $12.5 billion, in part to compete more ferociously against Apple. Google's YouTube video service is courting producers to make original programming. Page can afford these big swings (and others) in the years ahead, given the way his advertising business just keeps growing. It's on pace to bring in more than $30 billion this year, almost double 2007's revenue.
Why Apple Will Win
The iPhone, iPad, and iEverything else will keep it merrily rolling along.
Facebook, meanwhile, is now more than just the world's biggest social network; it is the world's most expansive enabler of human communication. It has changed the ways in which we interact (witness its new Timeline interface); it has redefined the way we share--personal info, pictures (more than 250 million a day), and now news, music, TV, and movies. With access to the "Likes" of more than 800 million people, CEO Mark Zuckerberg has an unequaled trove of data on individual consumer behavior that he can use to personalize both media and advertising.
Amazon, Apple, Facebook, and Google don't recognize any borders; they feel no qualms about marching beyond the walls of tech into retailing, advertising, publishing, movies, TV, communications, and even finance. Across the economy, these four companies are increasingly setting the agenda. Bezos, Jobs, Zuckerberg, and Page look at the business world and justifiably imagine all of it funneling through their servers. Why not go for everything? And in their competition, each combatant is getting stronger, separating the quartet further from the rest of the pack.
Everyone reading this article is a customer of Amazon, Apple, Facebook, or Google, and most probably count on all four. This passion for the Fab Four of business is reflected in the blogosphere's panting coverage of their every move. ExxonMobil may sometimes be the world's most valuable company, but can you name its CEO? Do you scour the Internet for rumors about its next product? As the four companies encroach further and further into one another's space, consumers look forward to cooler and cooler products. The coming years will be fascinating to watch because this is a competition that might reinvent our daily lives even more than the four have changed our habits in the past decade. And that, dear reader, is why you need a program guide to the battle ahead.
Download This FREE Internet Profit Treasure Map Worth $1080.00 Now...
"An Internet Profit Treasure Map that You Wish You Had Read When You Started!"
Simply Fill In Your First Name And Primary Email Address Below For FREE Download - While It's Available!
After you click the 'Download NOW' button, you'll be redirected back to this page.
(We respect your email privacy.)