Mac Boot Camp: Follow the MoneyBy David Morgenstern | Posted 2006-04-11 Email Print
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Opinion: Apple's support of multiple booting on its Intel Macs is a play to the purchasing departmentBoot Camp Assistant may be the magic the Mac needs to overcome longstanding barriers in the education and government segments.With Apple making it possible to boot Windows XP on its new Intel-based computers, many are talking about running Windows programs, sharing data between Macs and Windows and better enterprise acceptance of the Macintosh. Forget about it.
The release on April 5 of Apple's Boot Camp Assistant isn't about doing anything useful. Instead, it's all about making Macs easier to buy (and sell).
If you want to do something useful, like run the occasional Windows program or share data between Mac and Windows programs, you will do better to run a virtualization program.
When I spoke to Parallels officials, they said that the virtualization software will let users cut and paste between Mac and Windows applications, as well as support multiple monitors.
And we should see more commercial virtualization players coming into the Mac market, beyond the open-source projects.
So what use, really, is Boot Camp?
Boot Camp is a security blanket for the purchasing departments in the higher education and government market segments. It lowers the many barriers that purchasing and IT managers have placed in front of Macs and Linux: First, that Macs aren't PCs, and secondly, that the Mac operating system (classic and OS X) and Linux aren't Windows.
The differences between Macs and PCs have long been a sticking point for purchasing departments in higher education and federal, state and local governments. Macs come with a different operating system, of course, but it was the hardware and especially the peripherals that were bigger problems.
Ages ago, Macs used a proprietary bus for keyboards and mice, as well as standard SCSI or serial ports, rather than the more common Centronics connectors. And let's not go into support for LocalTalk networking. It all added up to extra costs beyond the higher entry point of Macs.
Worse, the first Macs used the Motorola 68000 series of processors, and later machines used the PowerPC chip from the AIM (Apple, IBM, Motorola) coalition. A Macintosh was a Macintosh and couldn't run a Microsoft operating system such as DOS or Windows.
For most purchasing departments, all of these differences required special justifications and extra paperwork. It all added up to more time and effort.
"Sole-sourcing," or purchasing a technology or product available only from a single vendor, in this case Apple, also required justification. Until Windows 95 came along, the graphical nature of the Mac operating system itself was sometimes justification enough.
But that argument lost force as Windows entered all niches of the market. Software vendors offered "cross-platform" versions. The Windows versions may not have had the elegance or workflow-effectiveness of the Mac, but their availability was enough to counter most objections.
Then there was the jumping through hoops to counter the extra costs of the Mac itself and its expensive add-ons. Always a tough sell to a PC-centric management.
At the same time, purchasing departments established buy lists for preferred PC vendors and models. All of the models ran Windows and that was the usual course of business. Compatibility and support were ensured by holding to the purchasing requirements that meant Windows and Intel.
Mac users would point at the interface, applications and studies that showed lower support costs, but most of the time these requests failed against the effective roadblocks set up by IT and purchasing managers.
Now, someone can request an Intel-based PC that can run Windows natively. And for the first time, an Apple machine can meet that description. If the same machine is also capable of running Mac OS X and Linux, then so much the better; perhaps that will outweigh the slight added cost of the Mac. But it still meets the basic criteria for a Windows box.
In the mid-1990s, Apple hoped to counter the purchasing barriers with two initiatives: licensing the Mac OS (thus providing customers with a bunch of vendors to pick from) and developing CHRP (Common Hardware Reference Platform), a logic board design spec that could natively run several operating systems, including Windows NT, AIX, OS/2, NetWare and even Solaris.
Both strategies were unsuccessful. Steve Jobs took Mac OS licensing off the table in 1997 before the release of the PowerPC G3 chip. This made sure that the next-generation of machines became Apple sales, rather than being sold by Apple's competitors.
The CHRP side of the equation had troubles of its own. The worst was that Microsoft never gave the green light to the PowerPC version of Windows NT, and eventually all the dreams of multiple booting boiled down to the Macintosh.
Next Page: A dramatically different reputation.
Another problem Apple faced a decade ago with purchasing managers was its reputation.
I pulled a copy of MacWEEK from exactly 10 years ago this week, the week of April 3, and found that its cover revealed the problems perfectly.
The lead story was how Apple had lost $700 million in the second quarter and 2,000 layoffs or more were on the way. Half of the loss was from inventory write-downs.
The other top story was how cloners were taking the small numbers of fast chips and making Apple look slow to market with higher-performance systems.
A third cover story told a tale of how 30,000 Mac users at Northern Telecom would be transitioned out of the Mac to Windows 95 machines. The CIO of the company required all managers to make a business case for continued use of the Mac.
Yet another cover story reported on secret meetings with developers at Apple to quash rumors that Apple would stop making entry-level models for the education and home markets.
What a turnaround we see 10 years later. The reputation problem looks mostly licked. The company has $4 billion in cash and is riding high on sales of consumer audio players and iMacs. It has a growing list of developers.
Now, with Boot Camp Assistant, Apple may begin to find wider acceptance in the purchasing departments of government, education and maybe even midsized business segments. As a Mac, and as a PC.
David Morgenstern, senior news editor, brings to Ziff Davis Internet a long and varied career in the computer industry. Known for his coverage of microprocessor-based and high-performance storage, this award-winning editor has directed publications in the professional content creation and digital asset management areas. As a marketing manager, he's worked for monitor and digital video startups. Some may remember him "in the days" as the editor of Ziff Davis' MacWEEK. He can be reached at email@example.com.
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