- A company that can manage
and develop a vision like Apple did,
meaning that I sat a
plane with my BlackBerry
and my IBM Thinkpad,
and I was in the majority
of enterprise customers.
And I sat there in first class,
and I looked over one time,
and I opened my computer,
and it had viruses, and it
was taking forever to boot up.
And this younger executive
opened his computer right next to me,
and he was working.
And I said, "Oh, are you in advertising?"
"No, I'm CEO of this company
in the Silicon Valley."
I'm like, "Well, how are
you using that computer?"
He said, "What do you mean?"
I go, "Do you have Word?
"Do you have PowerPoint?"
"Yeah of course."
And I was like, "Do you
have closed environment?"
He sold the computer.
He wasn't working for Apple.
Literally got off the plane
and said he ordered me
one of those computers.
It worked for an enterprise guy.
And then, the next thing was
getting rid of my BlackBerry.
Same kind of thing, all
the different capabilities
that they managed and developed
literally through thriving,
through other people's experience.
They were lying out in the
streets to get the next one.
And they still do.
And so I think that's a fabulous example
of a company that literally was dead,
and utilized the five to thrive,
they started stimulating interest
in that experiential side.
And that's where Steve Jobs, to me,
was a genius.
He looked at the customer experience
from how they opened the product
of what it felt like.
And the value, even the EarPods.
Didn't want those EarPods,
and yet, there was so much value
that my own guy sold it to me saying,
"I'm just gonna buy 'em for you,
"because your hands, Dave,
"the quality, they way they stay in,
"you're gonna receive so much value
"that you're gonna get more calls in,
"more efficiently, more places."
They were selling it to me.
I'm like, "Wait, you work for me?
"Or do you work for Apple?
"This is incredible."
And there's so many companies, I think,
that do that very, very well.
