A commonality to most of them (and to a lesser extent all of them) is they write software.
If a company not on the list like Ford has an F-150 truck come off the assembly line, some of that $40,000 cost is in the capital expenditure for the plant, any automation it has, the software in the car and so on. But Ford has to pay for the aluminum, steel and glass for each truck. It has to pay for thousands of workers on the assembly line to attach and assemble parts for each truck.
Meanwhile, at Apple a team writes iOS 18, mostly based on iOS 17, and it ships with the devices. Once it is written that's it for what goes off on iPhone 16. There may be some additional tweaks up until iOS 18.6. The relatively small team working on iOS has it going out with tens of millions of units. Their work is not as connected to the process of production as the assembly line people attaching and assembling the F-150 truck. If some inessential feature is not done as a phone is being made, it will be punted to next release. This can't be done with an F-150 truck.
Software properly done is just much more profitable than non-software work. We can see this here. Yes, some of the latest boost is due to AI hype (which may or may not come to fruition in the near future), but these companies got to this position before all of that.
I was watching a speech by Gabe Newell talking about the (smaller) software industry of the 1990s, and the idea back then to outsource and try to save on salary costs. He said he and his partners went the other way and decided to look for the most expensive and best programmers they could find, and Valve has had great success with that. Over the past 2 1/2 years we've seen a lot of outsourcing to cheaper foreign labor, FAANG layoffs (including Microsoft's recent Xbox layoffs), and more recently attempts to lower costs by having software produced by less experienced vibe coders using "AI". I have seen myself at Fortune 100 companies, especially non-tech ones, that the lessons of the late 1960s NATO software engineering conferences, or the lessons learned by Fred Brooks while managing the OS/360 project in the 1960s haven't been learned. Software can be a very, very profitable enterprise, and it is sometimes done right, but companies are still often doing things in the same way they were attempting such projects in the early 1960s. Even attempts to fix things like agile and scrum get twisted around as window dressing to doing things in the old-fashioned corporate way.
Nvidia, Microsoft, Apple, Alphabet/Google, Amazon, Meta/Facebook, Broadcom, Tesla, Berkshire Hathaway, and Walmart.
A commonality to most of them (and to a lesser extent all of them) is they write software.
If a company not on the list like Ford has an F-150 truck come off the assembly line, some of that $40,000 cost is in the capital expenditure for the plant, any automation it has, the software in the car and so on. But Ford has to pay for the aluminum, steel and glass for each truck. It has to pay for thousands of workers on the assembly line to attach and assemble parts for each truck.
Meanwhile, at Apple a team writes iOS 18, mostly based on iOS 17, and it ships with the devices. Once it is written that's it for what goes off on iPhone 16. There may be some additional tweaks up until iOS 18.6. The relatively small team working on iOS has it going out with tens of millions of units. Their work is not as connected to the process of production as the assembly line people attaching and assembling the F-150 truck. If some inessential feature is not done as a phone is being made, it will be punted to next release. This can't be done with an F-150 truck.
Software properly done is just much more profitable than non-software work. We can see this here. Yes, some of the latest boost is due to AI hype (which may or may not come to fruition in the near future), but these companies got to this position before all of that.
I was watching a speech by Gabe Newell talking about the (smaller) software industry of the 1990s, and the idea back then to outsource and try to save on salary costs. He said he and his partners went the other way and decided to look for the most expensive and best programmers they could find, and Valve has had great success with that. Over the past 2 1/2 years we've seen a lot of outsourcing to cheaper foreign labor, FAANG layoffs (including Microsoft's recent Xbox layoffs), and more recently attempts to lower costs by having software produced by less experienced vibe coders using "AI". I have seen myself at Fortune 100 companies, especially non-tech ones, that the lessons of the late 1960s NATO software engineering conferences, or the lessons learned by Fred Brooks while managing the OS/360 project in the 1960s haven't been learned. Software can be a very, very profitable enterprise, and it is sometimes done right, but companies are still often doing things in the same way they were attempting such projects in the early 1960s. Even attempts to fix things like agile and scrum get twisted around as window dressing to doing things in the old-fashioned corporate way.