“We thought maybe we would get 50 apps, we’d be feeling pretty good as a nice little start,” Greg Joswiak, Apple senior vice president of world-wide marketing, told me. “We had 500.”
Mr. Shoemaker witnessed another surprise first hand—but at home, not at work. His 5-year-old daughter, Mylie, got very into a game called “Smurfs’ Village.” She played it for weeks and weeks. One day, Mr. Shoemaker got a credit-card bill that showed he had paid over $450 to Apple, his own employer. For what? Smurfberries, the kid app’s local currency.That, combined with customer complaints about hidden in-app purchase costs, pushed the team to create the “Mylie Rule,” which required extra due diligence on apps for children. This led to an iOS update requiring a password to purchase anything within an app.
The culture changed inside of Apple when we were able to be always-on and always messaging and checking things,” said Tony Fadell, a former Apple senior VP at the time who left Apple in 2008 to start Nest, the thermostat innovator now owned by Alphabet. “We had a glimmer of the impact but I didn’t know what it would be when the phone went outside of Apple.”
Die opwinding voor een nieuwe productcategorie ben ik een beetje kwijt geraakt.
Is deze nog uit het cyber hiernamaals te reanimeren?
Zo werkt marketing!