I agree, Mike--the "too little, too late" problem was a real killer,
and the fumbled introduction soured the market from the outset.
The best indication of what business (in the large) needed to jump
into the desktop game was what happened after the IBM PC introduction.
It's evident that most managers were unwilling to commit to any startup
with a funny name--"No one ever got fired for buying IBM."
The business computer market (not to be confused with the market for
computer enthusiasts working in businesses) was gated by the entry of
a major business machine supplier and their "faith and credit" which
had always ensured that they would do whatever it took to "get the
payroll out".
All the other personal computer manufacturers were not even serious
contenders for office desktops. Not only did the /// not make it,
but the Mac never made it either, even against 286-based PCs! (Of
course, the art department was a different story, but "creatives"
always are. ;-)
It's interesting to note that the IBM PC was also introduced with
almost no software--only with the sterling reputation of its maker
for solving business problems. The confidence that buyers and
developers immediately evidenced guaranteed the ultimate success
of the platform. IBM didn't have to fight for the business market,
it was a _fait accompli_.
It is interesting to view the hubris of Apple's "Welcome, IBM" ad
in this light.
Meanwhile, the Apple II continued its roll in the education market
and with hobbyists and gamers, as well as with many system integrators.
This momentum was only lost as the hardware and software aftermarket
for the PC overtook the Apple II. IBM had chosen exactly right in
opening the PC up using the Apple II model!
I certainly agree that this is an attempt to understand history
in terms of possible hypotheticals, but I think the discussion is
useful in illuminating the various roads not taken.