Seems the discussion around the relative dominance and interrelationship of adoption between and Android and iOS, and the parallels to previous technology generations, has reached a fever pitch. There are a lot of smart, connected people chiming in. John Gruber’s doing a pretty good job of refereeing the discussion and all its aspects. It’s an important discussion to have for consumers and technologists alike.

But I’d like to step outside the tech world to make the point that I don’t think this story ends up like OS7-8-9 vs Windows.

I think there’s another 80s baby that really signifies what Apple today is, or what Android ISN’T, and if my thesis holds true, means Android needs to do a lot more than just hope for en masse volume adoption:

Stay with me for a second on this, and let’s walk through some of the parallels between the Air Jordan series and iOS devices:

-Byproduct of an innovative company

-Revolutionized intersection between fashion, consumer appeal, and commercial utility

-Extensive marketing budget, focused on inclusion/exclusion principles and attainment of manufactured status symbol

-Demand consistently at least 1 greater than supply (lines, fights, premiums for scalpers and resellers)

-Annual upgrades to design, technology, use of exotic materials

-Command of price premium, goods placed at top of needs hierarchy.

Not convinced? See this video starting at :45 seconds in. You could almost think that iOS and Air Jordan’s were marketed out of the same playbook, and generated similar consumer behavior.

Android and their handset partners can keep cranking out Keds and Converses until the cows come home, but no one’s camping out for weeks to get them. If the decision will end up becoming price driven, why bother innovating at all if cost and volume rule the day? The key to success in the volume shop is efficiency and margin expansion (read: cutting corners) until you get to the Holy Grail that is the Starbury.

Or, Android and its partners can take the route of Reebok and Adidas. Invest in consumer appeal. Out-innovate. Command a premium but demonstrate value. Diversify. Appeal to specialists in growing niches. Convince the IOS folks to see the light on the other side. Convince the technologically ambivalent to hop on, and make the market of adopters and technologists bigger.