At its core, Apple isn't a product. It's a concept Steve Jobs successfully applied to a certain class of product — consumer electronics — to create an end-to-end solution for folks who wanted to enjoy music and, later, apps, movies and better communication.
At Apple's heart, though, was the concept of an appliance that people wanted. In a saturated PC market, the Mac wasn't that successful, but in a messy consumer electronics market, Apple used the same concept and rolled through that market.
This week, I'm at VCE's first analyst conference. After listening to a series of customers talk about the "massive, unbelievable" benefits (their words, not mine) that justify VCE's incredibly rapid growth, I get the impression that, like Apple, VCE — formed by Cisco Systems and EMC, with investments from VMware and Intel — has a good shot at succeeding in a messy enterprise private cloud market.
VCE's Growth Limited Only by IT's Resistance to Change
You have to start with where VCE fails to sell, though given its well-documented benefits. Just talk IT costs, and the 50 percent reduction that VCE customers report as a core benefit, and Vblock Systems should sell far faster than they are now. Granted, there are limits to how fast a company can grow — and VCE is pushing that limit — but in questions about how VCE loses bids the answer isn't another vendor.
Instead, it's resistance to change. IT shops tend to have groups that focus on networking, storage or servers. VCE comes as an appliance that integrates all of those components. The concept of a specialist in a converged infrastructure product, as a complete product rather than a collection of parts, pretty much starts and ends with VCE.
The company's most capable competitors lose to VCE by pitching parts rather than complete solutions. This could result from an out-of-date commission system or a structure that has evolved to best address the way IT is, not the way IT should be.
VCE Must Show That Its Customers 'Think Different'
Apple's transformation began with the "Think Different" slogan. Apple realized things didn't have to be the way they were but also recognized it had to appeal to change agents: Those willing to break tradition and try something that, at the time, was vastly different from what they were using but far easier all the same.
VCE's product is so disruptive to the current IT status quo that the company needs someone to champion its product. The customers that spoke this week were under the gun to turn around a firm, to compete at a greater level in order to keep up, or to reduce costs while improving capabilities. They had to change because their IT shops were bleeding them dry with high costs and poor performance.
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