Why doesn’t the successful bodega owner open a supermarket? It’s the same general idea of grab and go, just bigger.
Why doesn’t Toyota go after the semi truck market? They’re all vehicles.
Why doesn’t Hilton have a line of bed and breakfast locations? Both are just short-term accommodations.
Why doesn’t the excellent restaurant also have catering services? It’s all making and serving food, right?
Why doesn’t UPS get into the trans-ocean shipping industry? It’s just another form of moving boxes.
When we see sufficiently successful businesses there’s an alignment between the customers’ needs and how the business operates. Once the targeted customer changes too dramatically, the unseen skeleton supporting the company is no longer appropriate, and altering (or adding to) the bones of a business is so difficult and rare that it’s hard to find successful examples. All of this is often reduced to, “It’s just not in some company’s DNA” or “Money can’t fix/create everything.”
So when it comes to Apple and enterprise, all facets of how they do things are geared toward consumers, not businesses and their IT setups. That’s product design, marketing, sales, support, etc. Like most long-term successful companies, Apple has generally been good at working with its strengths and steering clear of its weaknesses. Instead of adjusting itself to accommodate the enterprise market, for example, it’s “easier” (and likely more profitable) to develop AirPods, which I’ve heard on their own would be a Fortune 500 company.