Apple Classic: Арзан бағалы компьютер тарихы

Personal computer by Apple Computer
the personal computer

Production of the Classic was prompted by the success of the original Macintosh 128K, then the Macintosh Plus, and finally the Macintosh SE. The system specifications of the Classic are very similar to those of its predecessors, with the same monochrome CRT display, 512 × 342pixel resolution, and 4megabyte (MB) memory limit of the older Macintosh computers. Apple's decision to not update the Classic with newer technology such as a newer CPU, higher RAM capacity or color display resulted in criticism from reviewers, with Macworld describing it as having "nothing to gloat about beyond its low price" and "unexceptional". However, it ensured compatibility with the Mac's by then healthy software base, as well as enabled it to sell for the lower price, as planned. The Classic also featured several improvements over the aging Macintosh Plus, which it replaced as Apple's low end Mac computer. It is up to 25percent faster than the Plus and included an Apple SuperDrive floppy disk drive as standard. Unlike the Macintosh SE/30 and other compact Macs before it, the Classic did not have an internal Processor Direct Slot, making it the first non expandable desktop Macintosh since the Macintosh Plus. Instead, it had a memory expansion slot. The Classic is an adaptation of Jerry Manock's and Terry Oyama's 1984 Macintosh 128K industrial design, as had been the earlier Macintosh SE. Apple released two versions. The price and the availability of education software led to the Classic's popularity in education. It was sold alongside the more powerful Macintosh Classic II in 1991 until its discontinuation the next year.

After Apple's co founder Steve Jobs left Apple in 1985, product development was handed to Jean Louis Gassée, formerly the manager of Apple France. Gassée consistently pushed the Apple product line in two directions, towards more "openness" in terms of expandability and interoperability, and towards higher price. Gassée long argued that Apple should not aim for the low end of the computer market, where profits were thin, but instead concentrate on the high end and higher profit margins. He illustrated the concept using a graph showing the price performance ratio of computers with low power, low cost machines in the lower left and high power high cost machines in the upper right. The "high right" goal became a mantra among the upper management, who said "fifty five or die", referring to Gassée's goal of a 55 percent profit margin. The high right policy led to a series of machines with ever increasing prices. The original Macintosh plans called for a system around $1,000, but by the time it had morphed from Jef Raskin's original vision of an easy to use machine for composing text documents to Jobs's concept incorporating ideas gleaned during a trip to Xerox PARC, the Mac's list price had ballooned to $2,495. With the "low left" of the market it had abandoned years earlier booming with Turbo XTs, and being ignored on the high end for UNIX workstations from the likes of Sun Microsystems and SGI, Apple's fortunes of the 1980s quickly reversed. The Christmas season of 1989 drove this point home, with the first decrease in sales in years, and an accompanying 20 percent drop in Apple's stock price for the quarter. In January 1990, Gassée resigned and his authority over product development was divided among several successors. Apple did not renew the contract when it ended. MacWEEK speculated the Macintosh Classic would use the same 8 Motorola 68000 microprocessor and display as its predecessors and that the Classic would be priced from p=$. and saying, "To reach new customers, we didn't just lower the prices of our existing products. We redesigned these computers from the ground up with the features customers have told us they value most." Apple's new pricing strategy caused concern among investors, who thought it would reduce profit margins. Brodie Keast, an Apple product marketing manager, said, "We are prepared to do whatever it takes to reach more people with Macintosh[ ] The plan is to get as aggressive on price as we need to be." more than in the US but matching the price of the Toshiba Dynabook laptop computer. Apple had difficulty meeting the high demand. Apple doubled its manufacturing space in 1990 by expanding its Singapore and Cork, Ireland factories, where the Classic was assembled. and Scholastic planned to release 16 new Macintosh products in 1991.

The low end model was sold with 1 MB of memory, a 1.44 MB floppy drive, no hard disk, and included a keyboard for $999. The SuperDrive can read and write to Macintosh, MS DOS, OS/2, and ProDOS disks. The Mac Classic can be booted into System 6.0.3 by holding down the keys during boot. Also sold separately for $349, this includes T/Maker's WriteNow word processor, Ashton Tate's Full Impact spreadsheet program, RecordHolderPlus database, and Silicon Beach Software's SuperPaint 2.0 paint and draw program. The only remnant of the SE is the stripe across the front panel (bezel) for the floppy drive; the distinctive front bezel lines of the SE were not used on the Classic, and the vertical lines around its base are replaced by four horizontal vent lines, more reminiscent of the original design. Its size, however, was reduced using surface mount technology Schafer concluded: "The Classic's value is more impressive than its performance, but its performance will get you working on that novel, database, or spreadsheet." Similarly, PC User'''s review concluded, "The slow processor and lack of expansion slots on the Macintosh Classic offset the low prices". MacWEEK described it as a "fine, inexpensive replacement for the Macintosh Plus that best embodies the original Macintosh vision six and a half years later". Computer Gaming World was more skeptical, doubting that consumers would purchase a black and white computer with no hard drive that was only slightly faster than the Mac Plus. In the February 1991 edition of Electronic Learning'', Robert McCarthy wrote: "Teachers, educational administrators, and software developers are enthusiastic about the new, lower cost Apple Macintosh computers". Steve Taffe, manager of instructional strategy at MECC, a developer and publisher of educational software, explained his excitement about the Classic: "[it] is terrific – both because it's a Mac and because of that low price. Everyone can now afford a Macintosh." Scholastic, an educational software developer, was also confident of Apple's ability to compete with MS DOS machines, stating: "They are just as cost effective and as powerful as MS DOS computers, but the Apples will have a superior comfort level." Sue Talley, Apple's manager of strategic planning in education, said of the Classic: "we see it going into applications where you need a fair number of powerful stations, but where color is not a big issue." Talley mentioned that it was most suited for writing labs and other basic productivity uses. Many schools decided not to buy the Macintosh Classic because of the lack of a color monitor, an option that the higher priced Macintosh LC had. The popular Apple IIe Card also increased the LC's appeal to schools. Although the Classic was more popular at first, by May 1992 the LC (560,000 sold) was outselling the Classic (1.2 million sold).