Steve Jobs is legendary for a relentless, driving style that has helped him disrupt more industries than any other chief executive of his generation. The question now: Is his successor, Tim Cook, aggressive enough to muscle Apple into new turf like TV and publishing where the company hasn't yet established a dominant foothold?
The real test for Mr. Cook will come when he is no longer benefiting from Mr. Jobs's triumphs and must conquer new markets on his own. Executives in media companies, for instance, are reluctant to give up control of their products and fear Apple will end up eating away at their profits. Mr. Cook must win them over.
Investors are standing by Apple's new management for now—its stock fell just 0.65% Thursday while the broader Nasdaq dropped nearly 2%. An immediate challenge for Mr. Cook will be to advance Apple's plans in what is expected to be a key market for growth: digital video. Apple is working on new technology to deliver video to televisions, and has been discussing whether to try to launch a subscription TV service, according to people familiar with the matter. Unlike the iPod and music, where Apple has a commanding position, the battle to rule online video remains wide open and the company faces fierce competition.
Apple's digital-book, magazine and newspaper services are in their early days.
Even if Mr. Cook is willing to take the kind of risks that Mr. Jobs did, the company's board will likely scrutinize his moves more carefully, said Forrester Research Chief Executive George Colony. "It will be very reasoned and logical, but Apple will not take the leaps that it took when you had Steve in that chair," he said.
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Then there's the bully factor. One of the biggest advantages that Apple will lose without Mr. Jobs at the helm, said an Apple business partner, is the "fear that Steve instilled."
For instance, Mr. Jobs famously browbeat some music industry executives to agree to his terms when he launched the iTunes music store that eventually upended the music industry.
"Steve can be pretty unvarnished, he's never understated about his beliefs," said Time Warner Inc. CEO Jeff Bewkes, whose company had to negotiate with Apple over iTunes. "If he thinks that you're not doing something right, he will tell you why in pretty colorful terms, which I have always appreciated."At times, Mr. Jobs used his power of persuasion to convince companies that they had to work with Apple, even if it meant giving up some control. "It all stems from Steve's animal drive to not let anyone control him or his company," said Jean-Louis Gassee, a venture capitalist and former Apple executive.
Compared with Mr. Jobs's fiery style, Mr. Cook's management approach is more measured and analytical, people who know him say.
In a letter to employees on Thursday, Mr. Cook said Apple wouldn't change. "Steve built a culture that is unlike any other in the world and we are going to stay true to that—it is in our DNA."
The real test for Mr. Cook will come when he is no longer benefiting from Mr. Jobs's triumphs and must conquer new markets on his own. Executives in media companies, for instance, are reluctant to give up control of their products and fear Apple will end up eating away at their profits. Mr. Cook must win them over.
Investors are standing by Apple's new management for now—its stock fell just 0.65% Thursday while the broader Nasdaq dropped nearly 2%. An immediate challenge for Mr. Cook will be to advance Apple's plans in what is expected to be a key market for growth: digital video. Apple is working on new technology to deliver video to televisions, and has been discussing whether to try to launch a subscription TV service, according to people familiar with the matter. Unlike the iPod and music, where Apple has a commanding position, the battle to rule online video remains wide open and the company faces fierce competition.
Apple's digital-book, magazine and newspaper services are in their early days.
Even if Mr. Cook is willing to take the kind of risks that Mr. Jobs did, the company's board will likely scrutinize his moves more carefully, said Forrester Research Chief Executive George Colony. "It will be very reasoned and logical, but Apple will not take the leaps that it took when you had Steve in that chair," he said.
Journal Community
Then there's the bully factor. One of the biggest advantages that Apple will lose without Mr. Jobs at the helm, said an Apple business partner, is the "fear that Steve instilled."
For instance, Mr. Jobs famously browbeat some music industry executives to agree to his terms when he launched the iTunes music store that eventually upended the music industry.
"Steve can be pretty unvarnished, he's never understated about his beliefs," said Time Warner Inc. CEO Jeff Bewkes, whose company had to negotiate with Apple over iTunes. "If he thinks that you're not doing something right, he will tell you why in pretty colorful terms, which I have always appreciated."At times, Mr. Jobs used his power of persuasion to convince companies that they had to work with Apple, even if it meant giving up some control. "It all stems from Steve's animal drive to not let anyone control him or his company," said Jean-Louis Gassee, a venture capitalist and former Apple executive.
Compared with Mr. Jobs's fiery style, Mr. Cook's management approach is more measured and analytical, people who know him say.
In a letter to employees on Thursday, Mr. Cook said Apple wouldn't change. "Steve built a culture that is unlike any other in the world and we are going to stay true to that—it is in our DNA."
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