While much of this article originally appeared in my book, The Mac Bathroom Reader, it has recently been updated and expanded exclusively for Apple Wizards. I retain all rights to this material and no part may be reproduced in any form without my written permission. I encourage you to visit my home page at http://www.netcom.com/~owenink/ .
 
IBM: The Strangest Bedfellow of All
In the late 1970s, Apple was the standout in the crowded personal computer field. The Apple II sold briskly into the home and education markets, and had even made headway into business offices thanks to the popularity of VisiCalc. The entire personal computer industry was enjoying phenomenal growth, and Apple was leading the pack. But Apple knew it was only a matter of time before it faced the most formidable competitor of all, International Business Machines (http://www.ibm.com/) of Armonk, New York. The day of reckoning arrived on 12 August 1981, when IBM introduced its $1,565 personal computer with a single 5.25-inch floppy disk drive and 16 K of memory.
At first Apple was confident it could hold its own against IBM. "We're going to out-market IBM," said chairman Steve Jobs, "We've got our shit together." President Mike Markkula was equally upbeat, stating:
We've been planning and waiting for IBM to get into the marketplace for four years. We're the guys in the driver's seat. We're the guys with one third of a million installed base. We're the guys with a software library. We're the guys with distribution. It's IBM who is reacting and responding to Apple. They'll have to do a lot more reacting and responding. IBM hasn't the foggiest notion of how to sell to individuals. It took us four years to learn about it. They must learn about distribution structure and independent dealers. You cannot reduce time by throwing money at it. Short of World War III, nothing is going to knock us out of the box.
 
Welcome, IBM. Seriously.
On August 24, Apple responded to IBM's PC introduction in an amazing display of bravado by placing a full page advertisement in The Wall Street Journal welcoming the pin-striped corporate behemoth into the market that Apple practically saw as its birthright.
While Apple clearly viewed the IBM PC as second-rate technology, the buying public didn't look much farther than those magic initials, which represented stability, service, and reliability. To them, it didn't much matter what was inside the box; the IBM PC was a serious business machine from a serious company, and it didn't take long for Apple to realize it was in serious trouble. By the end of the year, IBM had sold 50,000 computers, and after two years passed Apple in dollar sales of the machines. In 1983, Apple's market share of personal computers edged up from 20 to 21 percent, while IBM's rose dramatically from 18 to 26 percent, according to Future Computing, a Texas-based consulting firm.
Apple tried to stem the tide with the January 1983 introduction of the Lisa. By all accounts, the Lisa was a revolutionary computer, but as far as the business community was concerned, it had two major flaws. First, its $9,995 price tag was too expensive. Second, and perhaps most importantly, it wasn't compatible with anything else on the market. The IBM PC and Microsoft's MS-DOS had established a standard to which clone manufacturers flocked, but Apple resisted the temptation to go with the flow. Right or wrong, Apple has always felt that its technology was better, if not the best, and if it just waited long enough, the world would recognize this fact and be willing to pay a premium to buy a computer from Cupertino.
By 1984, it was clear that the Lisa was a sales disappointment, and industry pundits were decrying the Apple II as dated technology destined to die any day now (a flawed assessment "experts" would repeat many times over the decade; the Apple II remained on the price list until 15 November 1993). Apple desperately needed a hit to combat IBM, and Jobs had made up his mind to bet everything on the Macintosh. Part of his strategy was to get the public thinking of Apple versus IBM in terms of a two-horse race like Coke and Pepsi, Avis and Hertz, Newsweek and Time. Never was this strategy executed as effectively as in the landmark "1984" commercial which heralded the introduction of the Macintosh on 24 January 1984. As Jobs put it in a 1985 Playboy interview, "It really is coming down to just Apple and IBM. If, for some reason, we make some giant mistake and IBM wins, my personal feeling is that we are going to enter sort of a computer Dark Ages for about 20 years."
 
Know Your Enemies
Throughout the 1980s, Apple tenaciously fought to maintain its modest market share against encroachment from IBM and the many clone makers, but after enjoying years of profit margins as high as 53 percent, price wars late in the decade began slashing margins to the bone. Still, Apple steadfastly resisted calls for it to license the Mac or go head-to-head against IBM with its own PC clones. While mulling over Apple's predicament, John Sculley had an epiphany when he finally came to accept what many people had been saying all along: Apple's real strength isn't hardware, it's software, specifically, the Mac's easy-to-use operating system. Therefore, Apple's real enemy isn't IBM, but rather, Microsoft. In an about-face that shocked the industry, Apple decided to join forces with its old adversary in Armonk to take on its new nemesis to the north.
On 12 April 1991, Sculley gave a hush-hush demonstration to a group of IBM's top engineers. They saw Apple's secret object-oriented operating system (code-named Pink, after the color of the index cards on which the feature set was written during a March 1987 brainstorming session) running on an IBM PS/2 Model 70, making it look and feel a lot like a Mac running System 7, Apple's latest OS that was to be released the following month. Impressed, IBM signed a letter of intent with Apple on July 3, pledging to help finish Pink and give Apple a license to its RISC (reduced instruction set computing) processor, the PowerPC.
  On October 2, the historic
alliance became official
when Apple and IBM
signed the papers during a
press conference at the
Fairmont Hotel in San
Francisco. "We want to be
a major player in the
computer industry, not a
niche player," explained
Sculley. "The only way to
do that is to work with
another major player."
The two former enemies
agreed to work on
computers based upon the PowerPC chip manufactured by Motorola, and established two spin-off companies called Taligent and Kaleida. Taligent would complete Pink while Kaleida would work on ScriptX, a brand-new multimedia engine.
Some speculated that IBM was simply hedging its bets against the possibility of Apple winning its 1988 "look and feel" lawsuit against Microsoft and then coming after IBM for Presentation Manager, which was similar to Windows. As it happened, Apple's suit started heading south at just about the same time the company got into bed with IBM, and was eventually dismissed in 1993.
 
Sorting out the Pieces
For all the great expectations, only one item of substance came out of the famous Apple-IBM pact of 1991. Apple's Power Macs, based upon the first-generation PowerPC 601 from Motorola, were introduced as scheduled on 14 March 1994, and garnered favorable reviews for their speed and excellent compatibility with existing Mac software and hardware. The Mac faithful snapped them up in record numbers, but Apple failed to capitalize on its newfound price/performance lead to expand its market share. While the PowerPC chips have continued to this day to outpace offerings from rival Intel, they haven't become an industry standard, even after Apple, IBM, and Motorola increased their level of cooperation by developing the PowerPC Reference Platform.
If the PowerPC was a disappointment, Kaleida and Taligent were disasters. Both fell behind schedule almost immediately due to squabbling between Apple and IBM camps with conflicting ideas about what should go into the software products they were developing. A series of cost-cutting moves at Apple forced Kaleida Labs to lay off 20 percent of its employees on 09 May 1994. Seeking to lessen its financial obligations to Taligent, Apple brought in Hewlett-Packard as an investor in 1994.
Both joint ventures eventually managed to ship products. On 19 December 1994, Kaleida Labs released its Media Player and ScriptX language, both of which were considered technologically sound, but Macromedia (http://www.macromedia.com/) had beaten them to market with Shockwave for Director and built up a commanding lead. Taligent's first product, CommonPoint for AIX, shipped in July 1995. CommonPoint comprised more than 100 object-oriented frameworks providing developers with a powerful platform-independent model that supported interactive collaboration. IBM also released CommonPoint for OS/2, and Apple had plans to deliver it for the Mac OS, but never did.
By late 1995, Kaleida Labs had consumed $150 to $200 million in funding from Apple and IBM. Taligent had burned through an additional $400 million. Apple was in turmoil and couldn't afford to continue playing the role of sugar daddy. On November 17, the plug was pulled on Kaleida Labs, with Apple picking up its technologies and key employees. The other shoe fell on December 19, with Taligent becoming a wholly owned subsidiary of IBM. Each partner retained a license to the technologies held by the other, and each pledged to continue development of what they picked up in the restructurings.
Some of the ideas formulated at Kaleida Labs were used as the basis for Apple's QuickTime classes for Java. And Apple managed to salvage Taligent's Unicode text classes for use in Mac OS 8's Text Encoding Convertor as well as Java. Other than these small contributions to the advancement of the Mac computing experience, little more was ever heard from either group, once they were brought inside the firms which spawned them with such hope just four years before.
 
For More Info, Go to the Bathroom (Reader)
For further information on the history of Apple Computer, watch this space in the coming months, or pick up a copy of The Mac Bathroom Reader.
