Recent Comments

  • Bart Yee on Ice Universe: The difference between Samsung and Apple is profound - 'Worldwide Reach: While Apple Pay comfortably leads in the U.S., Google Pay possesses a broader global reach due to the sheer volume of Android devices in markets like India and Southeast Asia.” How much did Google Pay process in 2025? “While Alphabet does not publicly break down the exact global dollar amount for Google Pay’s annual transaction volume, financial industry data indicates that Google Pay has processed over $5 trillion in cumulative lifetime transactions globally. In 2025 alone, its transaction processing was heavily anchored by two vastly different regional markets: 1. India (The Primary Driver) The overwhelming majority of Google Pay’s processing volume happens through India’s Unified Payments Interface (UPI) app ecosystem. Monthly Volume: By mid-to-late 2025, Google Pay consistently processed between 6.5 billion and 7.5 billion transactions per month. Monthly Value: These monthly transactions regularly equated to roughly ₹8.85 lakh crore to ₹10 lakh crore (equivalent to roughly $105 billion to $120 billion USD per month). Annualized Estimate: In India alone, Google Pay processed an estimated $1.2 trillion to $1.4 trillion USD over the course of 2025. 2. United States & Western Markets In Western economies, where Google Pay functions as an NFC/tap-to-pay “Google Wallet” rather than a peer-to-peer network, its footprint is much smaller compared to Apple Pay. User Base: Google Wallet crossed a major milestone in 2025, surpassing 50 million active users in the United States for the first time. Transaction Value: Industry reports from firms like Chargeflow estimate that Google Wallet’s tap-to-pay feature accounts for a 3% to 5% global mobile wallet share, translating to roughly $270 billion to $450 billion in annualized transactions outside of its unique app-based networks.“ Continued'
  • Bart Yee on Ice Universe: The difference between Samsung and Apple is profound - 'Apple Pay Per Gemini: “Before Apple Pay launched in 2014, the mobile payment market was highly fragmented and struggled with mainstream adoption. The technology existed, but a lack of infrastructure, carrier interference, and consumer confusion kept mobile wallets in a “chicken-and-egg” loop. Key characteristics of the pre-Apple Pay market included: Google Wallet’s Early Struggles: Launched in 2011, Google Wallet pioneered NFC tap-to-pay on Android, but was heavily restricted. It required specific devices, was limited to certain carriers like Sprint, and was bogged down by a lack of contactless (NFC) merchant terminals. The “Carrier Blockade”: Major wireless carriers—including Verizon, AT&T, and T-Mobile—viewed mobile payments as a lucrative revenue stream and initially blocked Google Wallet. They launched their own consortium, Softcard (originally Isis), which ultimately failed to gain market share. Walled Gardens and Closed-Loop Apps: Without a unified platform, early innovators relied on proprietary QR codes or barcodes. For example, the Starbucks app gained massive popularity by allowing users to scan a barcode from their screen, but this only worked within the Starbucks ecosystem. Retailer Pushback: Groups of major merchants, including Walmart, formed the Merchant Customer Exchange (MCX) to build a rival, retailer-controlled payment system called CurrentC. They deliberately disabled or avoided NFC readers to bypass credit card processing fees. Peer-to-Peer Pioneers: While point-of-sale (POS) payments struggled, the digital transfer space saw early successes with platforms like PayPal and the introduction of Venmo, which focused on social and online transactions rather than in-store purchases. Apple Pay changed the landscape by utilizing its massive in-house device market share, enforcing strict security (like TouchID and FaceID tokenization), and striking direct deals with major banks and credit card networks, forcing retailers to upgrade their terminals (to NFC capable and EMV chip compliant).” After Apple Pay? “It took Apple Pay roughly 8 to 10 years from its 2014 launch to achieve mainstream dominance in the contactless mobile payment market. While it quickly became a major player among tech-savvy users, widespread retail adoption and broad consumer habit changes required a longer, steady build: The First Few Years (2014–2017): Adoption was slower than expected due to a lack of merchant infrastructure. In 2014, only about 7% of U.S. payment terminals accepted contactless payments. The Infrastructure Shift (2018): Growth accelerated as EMV (chip and tap) mandates pushed the availability of contactless-ready terminals to over 70%. The Tipping Point (2020–2022): The COVID-19 pandemic catalyzed a massive shift toward contactless payments. By the time the service had been out for 8 years, approximately 90% of U.S. stores accepted it, and roughly three-quarters of iPhones had a payment card linked to the wallet. Current Standing: While mobile wallets have fundamentally changed how people pay, and Apple Pay dominates the mobile wallet space, physical cards still process the majority of overall retail spending.” “Apple Pay thoroughly dominates the U.S. mobile wallet market, capturing the lion’s share of digital transactions and in-store mobile wallet payments. However, when looking at total retail spending, physical cards remain the primary choice. U.S. Market Statistics Mobile Wallet Share: Apple Pay accounts for roughly 53.7% to 92% of all in-store mobile wallet transactions in the United States, depending on the specific payment networks (e.g., debit networks). Overall Retail: Despite massive growth, in-store mobile wallet transactions still represent only a portion of all retail volume. Apple Pay accounts for about $450 billion in sales volume and roughly 6% to 10% of eligible in-store retail purchases. Rivalry: Competitors like PayPal, Cash App, and Google Pay are gaining ground in user adoption, but Apple Pay remains the undisputed leader in transaction volume among NFC tap-to-pay services. Global Perspective User Base & Volume: Globally, Apple Pay is utilized by over 785 million people, processing an estimated $8.5 trillion in payments. Continued'
  • Bart Yee on Ice Universe: The difference between Samsung and Apple is profound - 'Apple Watch: various types of digital smart watches existed along with analog watches BUT: “Before the Apple Watch’s release in 2015, the smartwatch market was a fragmented, niche space characterized by bulky designs, limited app ecosystems, and a heavy reliance on host smartphones. Devices largely served as basic notification mirrors rather than standalone health and lifestyle computers. The pre-Apple Watch landscape was defined by three distinct hardware approaches: Pioneer of Modern Smartwatches (Pebble): Originating via a massive 2012 Kickstarter campaign, Pebble proved there was consumer demand. It used low-power e-paper displays and physical buttons to achieve multi-day battery life, serving primarily as a notification hub. Smartphone Companions (Samsung Galaxy Gear, Sony): Tech giants released early iterations that were frequently tied exclusively to their proprietary smartphone lines. These models were highly experimental, occasionally featuring strange gimmicks like built-in wrist cameras. Dedicated Fitness Bands (Fitbit, Garmin): Instead of smartwatches, simpler, screen-less rubber bands were the dominant form of wrist-wear. These were used exclusively for step counting and basic sleep tracking. Overall, the early market was largely geared toward tech enthusiasts rather than mainstream consumers. Watches often suffered from clunky software interfaces and poor battery life, failing to capture global adoption until the Apple Watch combined fashion, health-tracking, and seamless phone integration.” After Apple Watch: It took two to five years for the Apple Watch to cement its dominance. While it debuted in April 2015, the trajectory of its market takeover unfolded in distinct phases: Immediate Market Share (2015): Despite entering a market already saturated with competitors like Pebble and Samsung, Apple captured roughly 75% of the smartwatch market in its first quarter of sales. Wearables Category Leadership (2017): Within just two years, Apple officially became the biggest shipper of all wearable devices, commanding over 20% of the broader global market. Industry Domination (2019-2020): In 2019, just four years post-launch, Apple sold an estimated 31 million units, surpassing the sales of the entire Swiss watchmaking industry. By 2021, the installed user base officially crossed the 100 million mark. Current Standing: The Apple Watch continues to lead the global smartwatch space, capturing roughly 23% of all shipments in a growing market.” (Today, Apple Watch and Watch Ultra dominates the premium Watch landscape, with focused on health, safety, emergency communications, and future health and safety initiatives. Despite the fact “it doesn’t look like a Watch.” Powered by Apple Silicon, as are MacBook, iPad, iPhone.) Continued'
  • Gregg Thurman on Ice Universe: The difference between Samsung and Apple is profound - '” Continued” I’m waiting (not very patiently).'
  • Ben Gepp on Saturday Apple video: Apple’s Secret iPhone launch team - 'extraordinary, really. will we see another moment like that? Apple will continue to make great and amazing products but nothing will come close to the profound impact of the iPhone launch until there is a unicorn moment where all the impossibly precise conditions for a product like iPhone to emerge align and extraordinary effort is expended.'
  • Joseph Bland on Tim Cook makes Barron's list of 25 top CEO for 2026 - '(President Trump): The buck stops…over there! (President Trump just said if the Iran peace talks went well, VP Vance would get the credit. If not, he’d get the blame.)'
  • Steven Philips on Tim Cook makes Barron's list of 25 top CEO for 2026 - 'Yup! One of the big potential problems of AI. Using “common” descriptions as truth.'
  • Bart Yee on Ice Universe: The difference between Samsung and Apple is profound - 'MacBook – perhaps THE seminal moment in Laptop/Notebook design, and widely copied and emulated but not duplicated. “If you are referring to the entire personal computer (PC) industry, the MacBook (and the Mac as a whole) has never dominated overall unit market share. Windows PCs have continuously held the lion’s share of the global computer market, with Apple typically hovering in fourth place worldwide behind Lenovo, HP, and Dell. However, if you are looking at the premium, thin-and-light laptop market, Apple established dominance very quickly and has held it for decades: The 1991 Foundation: Apple essentially invented the modern clamshell laptop layout with the 1991 PowerBook 100, which pushed the keyboard back to create room for a trackball and palm rest. It generated over $1 billion in revenue in its first year and quickly captured roughly 40% of the portable computer market. The 2006 MacBook Rebrand: When Apple officially transitioned its consumer laptops to the “MacBook” name in 2006, the brand surged in popularity. By 2008, the MacBook was the single best-selling laptop model of any brand in U.S. retail stores. The Modern Era: Apple has cemented itself as the undisputed leader in AI-capable PCs and premium revenue. In recent years, Mac shipments have vastly outpaced the rest of the industry, pushing MacBooks to an ~8-10% global unit share but a much higher majority share of the laptop market’s profits.” (What’s in a name, design, and branding, then proper marketing? Maybe everything! And of course, every laptop & notebook is a close copy, names included.) iPad – there were numerous tablets already on the market when iPads were launched. BUT: “Before the iPad launched in 2010, the tablet market was largely a niche, enterprise-focused sector rather than a mainstream consumer phenomenon. Early devices were clunky, expensive, and crippled by software designed for desktop computers rather than touchscreens. The pre-iPad tablet landscape was defined by several key limitations: Heavy reliance on a stylus: Early attempts at tablet computing, such as the Microsoft Tablet PC initiative introduced in the early 2000s, usually required a digital pen to interact with the screen. They lacked intuitive finger-touch or virtual keyboard support. Desktop operating systems on mobile chips: These devices often ran chunky, legacy operating systems like Windows XP Tablet PC Edition. Because the operating system wasn’t built for a slate format, navigation was notoriously frustrating, and they suffered from poor battery life. Niche enterprise audience: Instead of being used for browsing the web or watching movies at home, early tablets were primarily expensive, ruggedized devices used in specialized fields like healthcare, engineering, and the military. Lack of dedicated apps: The ecosystem for a consumer-friendly tablet experience was practically nonexistent. Users had to rely on standard desktop applications, which were practically impossible to navigate with just a finger.” After iPad: “The iPad established a near-monopoly immediately. Launching in April 2010, the device practically defined the modern tablet category. It took less than a year for the iPad to completely command the industry, controlling between 60% to over 80% of global tablet shipments throughout 2011. The timeline of that initial boom broke down as follows: The Launch (2010): Apple sold 300,000 units on launch day alone, moving nearly 15 million devices within its first nine months. Peak Dominance (2011–2012): Competitors like Android and BlackBerry struggled to gain traction early on. During the second quarter of 2011, Apple captured an astonishing 80% of the North American tablet market. Long-term Standing: While its massive 90%+ initial market share naturally eroded as low-cost Android alternatives emerged, the iPad has continually controlled the lion’s share of global tablet shipments—regularly holding between 35% and 45% of the market against fragmented competition.” (And counting revenue, well, it’s no contest.) Continued.'
  • Bart Yee on Ice Universe: The difference between Samsung and Apple is profound - 'There’s two key comments that didn’t make PED’s edit of Ice Universe’s commentary: “Consumers understand an industry through the narratives they hear. They judge leaders through the concepts that become mainstream.” Nowhere is that more evident than where Apple competes in a market, sooner or later. Whether it’s from existing market size, better marketing and communication, better design, or products that “redefine or disrupt” the status quo, Apple has done that, at least from the consumer’s standpoint. When Apple decides to enter or create a market, it may take its sweet time in trying to: 1) understand the market and devise / propose solutions to problems encountered 2) introduce when solution (hardware, software, services) is ready for prime time, with roadmap for improvements in hardware and software over time, probably 3 to 5 years out. 3) marketing to help most users understand how, what, when, why, and where, with practical demonstrations, all using Appl’e solutions. Jobs was particularly adept at showing how current competition needed improvement. 4) followup video and “influencer” demonstrations that will be repeated and reviewed by users as they become interested and ready to try. 5) rinse and repeat for all regions, all languages, all users as the product or service becomes available. Keep up the messaging to show it’s Apple is serious. 6) have patience as the market grows and comes around. Not everything is going to be an overnight sensation. 6a) gain and earn trust by delivering. Try to under promise and over deliver, not the other way around (see Apple Intelligence 2024) 7) self disruption and going upmarket is the best way to expand your market. Cases and examples: iPod – wasn’t nearly the first, but the first designed with users in mind. Per Gemini: “It took the iPod about four years from its release in 2001 to completely dominate the digital music player market. By late 2005, it commanded over 75% of the US market, shifting Apple’s image from a struggling computer maker to a consumer electronics giant. The iPod’s rise and absolute dominance can be traced through a few key milestones: The Slow Start (2001–2003): Initially, the $399 iPod was met with skepticism and was limited to Mac users. In its first 18 months, Apple only sold about 1 million units. The Tipping Point (2003–2004): Apple launched the iTunes Music Store and released iTunes for Windows, which made buying legal digital music easy and legally accessible. During 2004, sales skyrocketed by over 900%. Market Sweeper (2005): Apple released the highly popular iPod Mini, Shuffle, and Nano. By the end of the year, profits quadrupled, and they had seized a 75% market share. Peak Dominance (2006–2008): By 2006, the iPod generated 40% of Apple’s revenue. Sales ultimately peaked in 2008 with nearly 55 million units sold, firmly establishing it as one of the most successful gadgets in history.” iPhone – disrupted the iPod and then some. “The iPhone effectively established and came to dominate the modern smartphone market in about 3 to 5 years. Released in 2007, smartphones were a niche 4% of the U.S. mobile market. By 2011, Apple became the top smartphone maker globally, and by 2013-2014, iPhones were completely ubiquitous. The timeline of this market dominance unfolded in key phases: 2007–2009 (The Catalyst): The original iPhone launched with multi-touch technology, completely reshaping consumer expectations. By 2008, the iPhone secured nearly 20% of the U.S. smartphone market. By 2009, global market share had surged, spelling the rapid decline of previous leaders like BlackBerry. (Nokia, Sony and Ericsson and sank Windows phone too) 2010–2012 (Mainstream Explosion): The introduction of the App Store fueled rapid growth. In 2011, Apple officially became the top smartphone maker globally, surpassing Nokia and others. By 2012, the market had exploded, and iPhones commanded nearly 32% of the entire U.S. smartphone platform share. 2013–Present (Ecosystem & Premium Dominance): While Android eventually took the lion’s share of global unit shipments (due to cheaper, varied global options), the iPhone secured a near-total dominance in profits and the premium market tier. Recently, as of 2024–2025, Apple has achieved its highest shipment peaks in its history, officially overtaking Samsung as the largest global vendor of mobile phones.” Continued.'
  • Joseph Bland on Tim Cook makes Barron's list of 25 top CEO for 2026 - 'Hi, Rodney, Tell AI I agree that it was common but disagree that, especially in his later years, it was accurate.'
  • Rodney Avilla on Tim Cook makes Barron's list of 25 top CEO for 2026 - 'According to AI- Yes, calling Steve Jobs a “dictator”—particularly a “design or product dictator”—is a very common and accurate description of his management style. He ran Apple with an iron hand, rejecting the traditional corporate structure of consensus, committees, and focus groups.'
  • Rodney Avilla on Tim Cook makes Barron's list of 25 top CEO for 2026 - '“ Before Steve Jobs passed away, he advised his successor Tim Cook never to ask “what I would do” or try to imitate him, but rather to lead with his own judgment and do the right thing”- Fortune I did not mean for Ternus to run solo, but to bring his own individual skills and ideas to his leadership role, not make decisions thinking he had to imitate Cook. I believe Ternus has a lot to offer as CEO.'
  • Fred Stein on Tim Cook makes Barron's list of 25 top CEO for 2026 - 'Upvoted for highlighting one, of many, assets that Apple has; And one that rarely gets attention. Apple’s decision process gives us investors confidence for the long term.'
  • Joseph Bland on Saturday Apple video: Apple’s Secret iPhone launch team - 'At the final credits, Tripp Mickle is at the top of the credits as “Reporter”. Talk about a seeming discord….'
  • Joseph Bland on Ice Universe: The difference between Samsung and Apple is profound - 'I agree, Bill. Like Samsung, Huawei is a close follower and general copier of Apple, apparently to the point of trying to emulate Apple’s ability to “shape perception”. That last is not a bad thing, and to the degree they are successful at it, they will thrive. The biggest problem Huawei has is its ties to the massive bureaucracy that is communist Chins. By definition, that stifles true creativity, which is Apple’s life’s blood.'
  • Gregg Thurman on Tim Cook makes Barron's list of 25 top CEO for 2026 - '”I do hope that Ternus feels free to be able to run with his own ideas.” I’m not sure running “with his own ideas” is how we should put it. Apple is a team, a diverse team with a multitude of different ways of looking at things. Steve wasn’t a dictator, nor was Tim. Their strength was managing the team, keeping them focused, holding everybody accountable and pushing for ever higher results. Ternus is respected by his peers for doing the same things.'
  • Gregg Thurman on Saturday Apple video: Apple’s Secret iPhone launch team - '”I didn’t even ask them if they wanted one.” I gave iPhones to my daughter and ex-wife as Christmas gifts that year (2007). They haven’t used anything else since then. Since then I’ve given one to my sister, brother and partner. None have returned to flip or Android.'
  • Rodney Avilla on Tim Cook makes Barron's list of 25 top CEO for 2026 - '“ What a benefit that will be for him as he transitions into the CEO role” I do hope that Ternus feels free to be able to run with his own ideas. But I agree that to have Tim Cook close is a great benefit.'
  • Michael Goldfeder on Tim Cook makes Barron's list of 25 top CEO for 2026 - 'More importantly is that while Tim Cook is stepping down as the CEO, he is not stepping away from Apple. This will be IMO a far different schematic than what Tim Cook faced when he was handed the reins after the passing of Steve Jobs. For Tim it was probably like drinking from a firehouse for a period of time after he was put into the CEO chair. It ‘s the best of both worlds and having your cake and eating it too. John Ternus will have Tim Cook available for any questions or concerns. What a benefit that will be for him as he transitions into the CEO role. In sharp contrast to what Tim had to face when he was appointed to the position.'
  • Michael Goldfeder on Saturday Apple video: Apple’s Secret iPhone launch team - 'Apple knows what consumers need even though the consumer doesn’t.'
  • Robert Paul Leitao on Joanna Stern: 'I spent a week with new Siri' (video) - 'Darren: Thank you. Thant’s an excellent summation of Apple’s competitive position in the marketplace today. Device prices are moving higher and Apple is creating an opportunity to increase the value proposition of Apple devices by crafting never-seen-before functionality with on device security and privacy. IIRC, during the keynote at WWDC customers will get a set amount of AI computing power for free. Additional services can be purchased through iCloud+. Apple One will take on even more relevance for today’s Apple customer. I know I’m likely to increase my annual spend with Apple.'
  • Steven Philips on Ice Universe: The difference between Samsung and Apple is profound - 'Not sure. But I think they have a really broad portfolio of products beyond their phones. Which I agree seem like iPhone copies.'
  • Steven Philips on Tim Cook makes Barron's list of 25 top CEO for 2026 - 'Broad awards like that are sooo annoying! Like getting an award for being in the top ten runners in your age group when you were number two. 🙁'
  • Steven Philips on Saturday Apple video: Apple’s Secret iPhone launch team - '“I didn’t even ask them if they wanted one.” That’s the Apple way! 🙂'
  • Rodney Avilla on Saturday Apple video: Apple’s Secret iPhone launch team - 'I remember right after I had bought the iPhone within days of it being released , I was riding in the backseat of our car, using my phone, and realizing that I could access anywhere [there’s a cell signal], at any time [The phone was with me] anything on the WWW. “This is a game changer” is the thought that came to my mind. I immediately went out and bought one for my wife and three kids. I didn’t even ask them if they wanted one.'
  • Rodney Avilla on Tim Cook makes Barron's list of 25 top CEO for 2026 - 'Someday Barron‘s list will be called the Tim Cook Award.'
  • Bill Fouche on Ice Universe: The difference between Samsung and Apple is profound - 'Huawei? I don’t follow them closely, but they seem to shamelessly imitate Apple and follow its lead. What am I missing here?'
  • David Emery on Ice Universe: The difference between Samsung and Apple is profound - 'The model I would use for this is John Boyd’s OODA Loop (https://en.wikipedia.org/wiki/OODA_loop ) When you control perceptions, you operate inside (more rapidly) the other guy’s decision cycle. The comment from today’s video about “what would cannibalize the iPod?” is a great example of trying to get inside the decision loop that produces products. Now there is money to be made as the follower. A lot of both Clayton Christensen and Carliss Baldwin (“The Power of Modularity”) work show the usual trajectory for a product, where followers can optimize their productions eventually leading to commoditization. But if you’re turning faster than that cycle, you’ll always be on the rising curve (and that’s where the best ROI sits.) I’m sure Horace will correct me if I got anything wrong here, I’m not a business analyst/strategist.'
  • David Drinkwater on Saturday Apple video: Apple’s Secret iPhone launch team - 'What I thought was so cool about this video (apart from the fact that the iPhone has been with me since iPhone 3G and has turned AAPL into about 33% of my portfolio) was the body language. These are people physically communicating in a way that is natural to them. There’s probably some neurodivergency in there, as for most technological wizards, but it is REAL, not the scripted, controlling crap that we are seeing at Apple’s most recent performances. Hopefully John Ternus can release those scripted behaviors to the trash bin. Also, however, it is interesting to note the comment near the end that, if you went “off script” in your OG demonstration, you were at risk of seeing something explode on stage. Reminds me of the ED2000 in Robocop.'
  • David Drinkwater on Tim Cook makes Barron's list of 25 top CEO for 2026 - 'Upvoted and agree 100%. Managing seamless succession is almost more important than managing seamless ecosystem operation.'