Claris's ambition became its undoing. Campbell and his team were frustrated with Apple's inability to grow sales volume. Apple was more concerned with high margins than market share, and Claris had saturated the Macintosh market. As the company prepared for an IPO in 1990, Claris revealed a controversial growth strategy to enter the Windows applications market. When Apple executives became aware of this strategy. they were unhappy. They worried that Claris would make Microsoft's Windows more attractive than its own Macintosh. To Claris's dismay, Apple decided to exercise its option to spin Claris back inside. Apple tried to retain the executive team, but within months its members had all dispersed
to start new companies. Claris remains a whole-owned subsidiary or Apple today with no significant impact on the greater applications market.
In this decade, it is interesting to contrast the Claris saga with that of Apple’s iPod. The recent revitalization of Apple is dependent on entrepreneurial efforts to build the iPod into an entire line of breakout consumer products, including wireless versions, portable media devices, and home network products.
In 2008, Apple launched the iPhone. It combines the features of an iPod with a smart phone. Apple has successfully become a collection of corporate technology ventures that often redefine and recreate their business. What did Apple learn from the Claris experience?