App Store Quotes

Philip Morris just wanted your lungs,” Maher concludes. “The App Store wants your soul.

Jobs had a tougher time navigating the controversies over Apple’s desire to keep tight control over which apps could be downloaded onto the iPhone and iPad. Guarding against apps that contained viruses or violated the user’s privacy made sense; preventing apps that took users to other websites to buy subscriptions, rather than doing it through the iTunes Store, at least had a business rationale. But Jobs and his team went further: They decided to ban any app that defamed people, might be politically explosive, or was deemed by Apple’s censors to be pornographic.

In November, just over four months after shipping its first iPhone, Apple revealed that it would make available a software development kit for anyone who wanted to develop apps. “That’s when we knew Steve had finally come to see the light,” Gassée says. “Suddenly, that was all anyone was talking about in the Valley and in the VC community. Hundreds of little guys signed up, and the race was on. Then they announced the App Store. And then they released the iPhone 3G [the second version, which shipped in July 2008, and had better wireless and a faster microprocessor]. It was only then that the iPhone was truly finished, that it had all its basics, all its organs. It needed to grow, to muscle up, but it was complete as a child is complete.

In one case, Amazon negotiated a memorandum of understanding with a police department in Florida, discovered through a public records request filed by journalist Caroline Haskins, which showed that police were incentivized to promote the Neighbors app and for every qualifying download they would receive credits toward free Ring cameras. The result was a “self-perpetuating surveillance network: more people download Neighbors, more people get Ring, surveillance footage proliferates, and police can request whatever they want,” Haskins writes. Surveillance capacities that were once ruled over by courts are now on offer in Apple’s App Store and promoted by local street cops. As media scholar Tung-Hui Hu observes, by using such apps, we “become freelancers for the state’s security apparatus.

This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company.

This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This

No smartphones before high school. Parents should delay children’s entry into round-the-clock internet access by giving only basic phones (phones with limited apps and no internet browser) before ninth grade (roughly age 14). No social media before 16. Let kids get through the most vulnerable period of brain development before connecting them to a firehose of social comparison and algorithmically chosen influencers. Phone-free schools. In all schools from elementary through high school, students should store their phones, smartwatches, and any other personal devices that can send or receive texts in phone lockers or locked pouches during the school day. That is the only way to free up their attention for each other and for their teachers. Far more unsupervised play and childhood independence. That’s the way children naturally develop social skills, overcome anxiety, and become self-governing young adults.

Patrick Vlaskovits, who was part of the initial conversation that the term “growth hacker” came out of, put it well: “The more innovative your product is, the more likely you will have to find new and novel ways to get at your customers.”12 For example: 1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks). 9. You can try to name a Planned Parenthood clinic after your client or pay D-list celebrities to say offensive things about themselves to get all sorts of publicity that promotes your book (OK, those stunts were mine).

Social networks including Facebook, Twitter and Pinterest took a step closer to offering ecommerce on their own platforms this week, as the battle to win over retailers hots up. Facebook announced on Thursday it is trialling a “buy” button to allow people to purchase a product without ever leaving the social network’s app. The initial test, with a handful of small and medium-sized businesses in the US, could lead to more ecommerce companies buying adverts on the network. It could also allow Facebook to compile payment information and encourage people to make more transactions via the platform as it would save them typing in card numbers on smartphones. But the social network said no credit or debit card details will be shared with other advertisers. Twitter acquired CardSpring, a payments infrastructure company, this week for an undisclosed price as part of plans to feature more ecommerce around live events or, as it puts it, “in-the-moment commerce experiences”. CardSpring connects payment details with loyalty cards and coupons for transactions online and in stores. The home of the 140-character message hired Nathan Hubbard, former chief executive of Ticketmaster, last year to work on creating an ecommerce product. It has since worked with Amazon, to allow people to add things to their online basket by tweeting, and with Starbucks to encourage people to tweet to buy a coffee for a friend.

How do you decide what video game to choose in the vast ocean of online gaming nonsense? There are 100s if not thousands of options permeating the internet. They range from honestly free, pay to win, and all the way up to an actual subscription based model. One of the first decisions you need to make is quite simply, what kind of game do I enjoy? Are you more of a first person shooter type person? If so you will most likely want to ignore role playing games or real time strategies. conversely if you are more of a role playing or real time strategy fan perhaps first person shooters are not for you. Once you have the type of game you are looking for nailed down games the next step: do you want to pay money? This is a big one and a tricky one. So many games out there present themselves as 'free'. I assure you, they are most certainly not free. Think a simple little game like Candy Crush is free? Next time you are in the Google Play or iTunes store Improve WoW PvP check on top grossing apps. You will very quickly change your mind on that. On a more relevant note some games are both free and pay, but maintain a respectful balance. By this I mean you do not HAVE to fork out hard earned cash in order to compete. League of Legends is an amazing example of this. A player cannot obtain any upgrade which will make their character better through monetary expenditures. What you can do; however, is purchase cosmetic items or other no stat gain frill. On the other end of the spectrum you have a game such as the behemoth World of Warcraft. World of Warcraft has managed to maintain a subscription based model for 10 years now. Multiple 'WoW Killers' have risen up since the inception of World of Warcraft using the subscription base as well. Damn near every one of them is now free to play. Rift and Star Wars are the two that really stick out. Leading up to their release forums Wow XP Off PvP Stream across the internet proclaimed them the almighty killer of World of Warcraft. Instead Warcraft kept on trucking and both of those games changed style to f2p not long after their release. These are just a few different games and styles of games for you to choose from. Remember, you get what you pay for in almost every case. (LoL being the exception that proves the rule)

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me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

2. Earned Triggers Earned triggers are free in that they can not be bought directly, but they often require investment in the form of time spent on public and media relations. Favorable press mentions, hot viral videos, and featured App Store placements are all effective ways to gain attention. Companies may be lulled into thinking that related downloads or sales spikes signal long-term success, yet awareness generated by earned triggers can be short-lived. For earned triggers to drive ongoing user acquisition, companies must keep their products in the limelight — a difficult and unpredictable task.

Remember and Share - The Bible app was far less engaging as a desktop website. The mobile interface increased accessibility and usage by providing frequent triggers. - The Bible app increases users' ability to take action by front-loading interesting content and providing an alternative audio version. - By separating the verses into small chunks, users find the Bible easier to read on a daily basis. Not knowing what the next verse will be adds a variable reward. - Every annotation, bookmark and highlight stores data (and value) in the app, further committing users.

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The foundation of your greatness is in your head. Your brain is the most sophisticated computer there is. Its ten billion parts can store the equivalent of one hundred trillion words. It would take dozens of buildings to house computers capable of containing that much information. You have the potential to become a gifted genius, because you were born with the equivalent of a Pentium 10000 processor with hundreds of “cores” and millions of gigabytes of memory. However, like any powerful computer, your brain requires to be turned on and programed properly! Any computer today has more capacity and processing power than all the computers used by NASA to send rockets to the moon. However, you cannot launch rockets from your iPhone (or your Galaxy!) because you don’t have the necessary software (and hopefully nor the rockets...) However, with the right apps, you COULD! It is the same with that amazing computer in your head: You have to turn it on, and then upload the right programs or apps that will allow you to develop your potential and achieve everything you set out to do in life.

Learn about the key developer tasks that you will need to perform when developing a Windows Store business app. Included are tasks for pages, touch, validation, application data, tiles, search, performance, testing, extended splash screens, incremental loading, and the Prism libraries.

Convergent App Store for Mobile Communications Service Providers The KCC reached an agreement with the 3

and LG Electronics prepared a basic plan for its creation. The convergent app store will not onl

mobile communications service providers. This will provide more convenience to the developer and will allow the app store to be

mobile communications service providers to create a convergent app store. The 3 mobile communications service providers, Samsung

examined to be applied to convergent app stores created in Korea. Promotion of New Communications Services

problems with some of the reviews/ratings in Amazon's App Store. What these problems mean for you is that an app's ratings/reviews can likely only be partially trusted (and if they can only be partially trusted, what's the point: How do you know when you can (and when you can't) trust the ratings/reviews? (John Wanamaker's famous adage about advertising relates here: "Half the money I spend on advertising is wasted; the trouble is I don't know which half.")) I love Amazon, I love the KF, and I love the Amazon App Store, but these are all issues that should probably be addressed. In the meantime, the best solution I can think of is to

supports Cloud Collections, such as your Kindle, will delete it from the Cloud and other devices or reading apps that support Cloud Collections and are registered to the same Amazon account. Deleting a collection from your Kindle does not remove the content stored on your device or in the Cloud. Items previously placed

Fear ye not, stand still.… —Exodus 14:13 (KJV) Help, God! I’m overwhelmed! In the middle of creating a real estate brochure, my computer paused for what seemed an eternity each time I dropped in a new photo. “Hmm,” said the technician when my computer reacted to his touch like a really slow-moving snail, “let’s check your apps.” The technician tapped my home screen twice, and a stream of intriguing icons appeared at the bottom of the page. He swiped them with his finger. There were my mailbox, weather, news, Google, Mapquest, calendar, contacts, two word games, solitaire, a poetry book. On he swiped, past real estate, camera, some magazines, alarm clock, dictionary, Bible. “You haven’t turned off your apps in a while,” he said. “I didn’t know I was supposed to,” I answered. “If you leave them on, there’s too much information vying for space,” he explained. “Then everything slows down. A computer is like a person…can’t handle everything at once.” Hey, God, have You brought me here to tell me something? The tech showed me how to turn off the apps I didn’t need. Now my computer was brochure-ready and humming at full speed. As I left the store, I was humming too. Standing still, I turned off all the extra programs in my head and focused on the task at hand! Father, in a complicated world, You bring me back to what’s always true: “Be still” and know…one thing at a time! —Pam Kidd Digging Deeper: Prv 3:5–6; Is 40:28–31

You might also want to read Index of UX guidelines for Windows Store apps and Design Windows Store apps using Blend for Microsoft Visual Studio 2013 to learn more about how to implement a great user experience.

1. You can create the aura of exclusivity with an invite-only feature (as Mailbox did). 2. You can create hundreds of fake profiles to make your service look more popular and active than it actually is—nothing draws a crowd like a crowd (as reddit did in its early days). 3. You can target a single service or platform and cater to it exclusively—essentially piggybacking off or even stealing someone else’s growth (as PayPal did with eBay). 4. You can launch for just a small group of people, own that market, and then move from host to host until your product spreads like a virus (which is what Facebook did by starting in colleges—first at Harvard—before taking on the rest of the population). 5. You can host cool events and drive your first users through the system manually (as Myspace, Yelp, and Udemy all did). 6. You can absolutely dominate the App Store because your product provides totally new features that everyone is dying for (which is what Instagram did—twenty-five thousand downloads on its first day—and later Snapchat). 7. You can bring on influential advisors and investors for their valuable audience and fame rather than their money (as About.me and Trippy did—a move that many start-ups have emulated). 8. You can set up a special sub-domain on your e-commerce site where a percentage of every purchase users make goes to a charity of their choice (which is what Amazon did with Smile.Amazon.com this year to great success, proving that even a successful company can find little growth hacks).

There are many scanning apps for smartphones and they all work fine. I like Scannable because it’s designed by the makers of Evernote, which is an ideal place to store things like receipts anyway. You can scan things with Scannable and they’ll automatically be synced into Evernote where you can find them later on. And it’s free; others you’ll have to pay for.

since transactions on today’s platforms are conducted through application programming interfaces (APIs) rather than person-to-person negotiations, they proceed swiftly, seamlessly, and in incredible volumes, all with barely any human intervention. If a platform achieves scale and becomes the de facto standard for its industry, the network effects of compatibility and standards (combined with the ability to rapidly iterate and optimize the platform) create a significant and lasting competitive advantage that can be nearly unassailable. This dominance lets the market leader “tax” all the participants who want to use the platform, much as levies were imposed in the bygone Republic of Venice. For example, the iTunes store takes a 30 percent share of the proceeds whenever a song, a movie, a book, or an app is sold on that platform. These platform revenues tend to have very high gross margins,

Web Application Development In this modern world of computer technology all people are using internet. In particular, to take advantage of this scenario the web provides a way for marketers to get to know the people visiting their sites and start communicating with them. One way of doing this is asking web visitors to subscribe to newsletters, to submit an application form when requesting information on products or provide details to customize their browsing experience when next visiting a particular website. In computing, a web application is a client–server software application in which the client runs in a web browser. HTML5 introduced explicit language support for making applications that are loaded as web pages, but can store data locally and continue to function while offline. Web Applications are dynamic web sites combined with server side programming which provide functionalities such as interacting with users, connecting to back-end databases, and generating results to browsers. Examples of Web Applications are Online Banking, Social Networking, Online Reservations, eCommerce / Shopping Cart Applications, Interactive Games, Online Training, Online Polls, Blogs, Online Forums, Content Management Systems, etc.. Applications are usually broken into logical chunks called “tiers”, where every tier is assigned a role. Traditional applications consist only of 1 tier, which resides on the client machine, but web applications lend themselves to an n-tiered approach by nature. Though many variations are possible, the most common structure is the three-tiered application. In its most common form, the three tiers are called presentation, application and storage, in this order. A web browser is the first tier (presentation), an engine using some dynamic Web content technology (such as ASP, CGI, ColdFusion, Dart, JSP/Java, Node.js, PHP, Python or Ruby on Rails) is the middle tier (application logic), and a database is the third tier (storage).The web browser sends requests to the middle tier, which services them by making queries and updates against the database and generates a user interface. Client Side Scripting / Coding – Client Side Scripting is the type of code that is executed or interpreted by browsers. Client Side Scripting is generally viewable by any visitor to a site (from the view menu click on “View Source” to view the source code). Below are some common Client Side Scripting technologies: HTML (HyperTextMarkup Language) CSS (Cascading Style Sheets) JavaScript Ajax (Asynchronous JavaScript and XML) jQuery (JavaScript Framework Library – commonly used in Ajax development) MooTools (JavaScript Framework Library – commonly used in Ajax development) Dojo Toolkit (JavaScript Framework Library – commonly used in Ajax development) Server Side Scripting / Coding – Server Side Scripting is the type of code that is executed or interpreted by the web server. Server Side Scripting is not viewable or accessible by any visitor or general public. Below are the common Server Side Scripting technologies: PHP (very common Server Side Scripting language – Linux / Unix based Open Source – free redistribution, usually combines with MySQL database) Zend Framework (PHP’s Object Oriented Web Application Framework) ASP (Microsoft Web Server (IIS) Scripting language) ASP.NET (Microsoft’s Web Application Framework – successor of ASP) ColdFusion (Adobe’s Web Application Framework) Ruby on Rails (Ruby programming’s Web Application Framework – free redistribution) Perl (general purpose high-level programming language and Server Side Scripting Language – free redistribution – lost its popularity to PHP) Python (general purpose high-level programming language and Server Side Scripting language – free redistribution). We also provide Training in various Computer Languages. TRIRID provide quality Web Application Development Services. Call us @ 8980010210

Chapter 5 Eyebright For Eye Strain The other night, I took a break from writing and went for a walk. It was dark, but the moon was bright giving me the light I needed to see my way up the road and back. When I returned I could see a few lights on in the house, but what really stood out was my laptop that I had left open; it’s bright white light standing out. I thought, “man, I stare at that light for hours at a time!” No wonder my eyes feel tired so often. Many people do this for eight or more hours every day. When we are viewing the screens of our devices, we blink less than normal which can cause dryness and soreness. The intense focus can also be the root of headaches and other eye related symptoms. Relief can be achieved by taking frequent ‘eye breaks’ which involve looking at something in the distance every twenty minutes or so (there are even apps to remind you!), and making sure your screen is just below eye level. But the reality is many of us are spending a lot of time focusing intently on electronic devices and straining our eyes. Symptoms of eye strain range from dry, sore, or itchy eyes, to headaches, light sensitivity and blurred vision. Mother Nature in her infinite wisdom has provided us with a wild herb that works directly to reduce the discomforts of eye strain and many other eye issues. Eyebright, a tiny flowered, weedy looking herb found wild in Europe, Asia and North America can be used to treat all eye disorders. Eyebright’s tannin content, which acts as an astringent, and its anti-inflammatory and antibacterial properties, combine to make the perfect eye wash. Its 3 major antioxidant vitamins bring in eye-specific support as well:  Vitamin C, in conjunction with Eyebright’s high content of Quercetin, assists in reducing swelled and runny eyes; Vitamin E has been shown to help improve visual sharpness; and Vitamin A protects the cornea and prevents dry eyes. Eyebright is the perfect solution for eyestrain symptoms, but it can also be used for many other eye disorders including conjunctivitis and itchy or runny eyes caused by allergies. Traditionally it has been used to improve memory and treat vertigo and epilepsy. Harvesting and drying Eyebright is easy. The high tannin content makes it a fast-drying herb. Simply cut the flowering tops of the plant and dry for a day or two in an oven with just the pilot light on, or in an airy spot out of the sun for several days. The dried herb will have retained its colors, though the flowers will have diminished considerably in size. How To Use Eyebright How to make an eye bath:   Boil 2 cups of water and pour over 1 cup of dried or fresh herb and let sit for 20 minutes or more. Strain well using cheesecloth or an unbleached coffee filter, store in a sterile glass jar (just dip in the boiling water before adding the herbs and let stand, open side up), cool, lid tightly and place in refrigerator for up to a week. When you wash your face in the morning or evening, use a sterile eyecup or other small sterile container to ‘wash’ your eyes with this herbal extract. If you are experiencing a painful eye condition, it is better to warm the eye bath liquid slightly before use. You can also dip cotton balls in the solution and press one on each eye (with lid closed) as a compress. Eyebright Tea: Using the same method for making an eye bath, simply drink the tea for relief of eye symptoms due to eyestrain, colds and allergies.

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A platform is a raised, level surface on which people or things can stand. A platform business works in just that way: it allows users—producers and consumers of goods, services, and content— to create, communicate, and consume value through the platform. Amazon, Apple’s App Store, eBay, Airbnb, Facebook, LinkedIn, Pay- Pal, YouTube, Uber, Wikipedia, Instagram, etsy, Twitter, Snapchat, Hotel Tonight, Salesforce, Kickstarter, and Alibaba are all platform businesses. While these businesses have done many impressive things, the most relevant to us is that they have created an oppor- tunity for anyone, even those with limited means, to share their thoughts, ideas, creativity, and creations with millions of people at a low cost. Today, if you create a product or have an idea, you can sell that product or share that idea with a substantial audience quickly and cost-effectively through these platforms. Not only that, but the platforms arguably give more power to individuals than corporations since they’re so efficient at identifying ulterior motives or lack of authenticity. The communities on these platforms, many of whom are millennials, know when they’re being sold to rather than shared with, and quickly eliminate those users from their con- sciousness (a/k/a their social media feeds). Now, smaller organizations and less prosperous individuals are able to sell to or share their products, services, or content with more targeted demographics of people. That’s exactly what the modern consumer desires: a more personalized, connected experience. For example, a Brooklyn handbag designer can sell her handbags to a select group of customers through one of the multitude of fashion or shopping platforms and create an ongoing dialogue with her audience through a communication platform such as Instagram. Or an independent filmmaker from Los Angeles can create a short film using a GoPro and the editing software on their Mac and then instantly share it with countless people through one of a dozen video platforms and get direct feedback. Or an author can write a book and sell it directly from his or her website and social channels to anyone who’s excited about it. The reaction to standardization and globalization has been enabled by these platforms. Customers can get what they want, from whomever they want, whenever they want it. It’s a revised and personalized version of globalization that allows us to maintain and enhance the cultural connections that create the meaning we crave in our lives.

REMEMBER & SHARE The Bible App was far less engaging as a desktop Web site; the mobile interface increased accessibility and usage by providing frequent triggers. The Bible App increases users’ ability to take action by front-loading interesting content and providing an alternative audio version. By separating the verses into small chunks, users find the Bible easier to read on a daily basis; not knowing what the next verse will be adds a variable reward. Every annotation, bookmark, and highlight stores data (and value) in the app, further committing users.

First, the Internet has driven the cost of discovery for products and services lower than ever. Unlike in the past, when companies needed to offer goods in retail stores or broadcast advertising in order to be visible to customers, today buyers can find whatever they’re looking for on Amazon or other online marketplaces like Alibaba, in app stores, or, when all else fails, by Googling. Because products and services that are already popular will almost always come up first in search results, companies with a competitive advantage can quickly grow to the point where the increasing returns of network effects produce a winner-take-most or winner-take-all market.

Apple no longer just makes hardware and software. Through iOS, iTunes, and the App Store, it also offers platforms that connect buyers and sellers of every kind of digital good you can imagine.

It happened in 2006 when the company’s COO and soon-to-be CEO, Randall Stephenson, quietly struck a deal with Steve Jobs for AT&T to be the exclusive service provider in the United States for this new thing called the iPhone. Stephenson knew that this deal would stretch the capacity of AT&T’s networks, but he didn’t know the half of it. The iPhone came on so fast, and the need for capacity exploded so massively with the apps revolution, that AT&T found itself facing a monumental challenge. It had to enlarge its capacity, practically overnight, using the same basic line and wireless infrastructure it had in place. Otherwise, everyone who bought an iPhone was going to start experiencing dropped calls. AT&T’s reputation was on the line—and Jobs would not have been a happy camper if his beautiful phone kept dropping calls. To handle the problem, Stephenson turned to his chief of strategy, John Donovan, and Donovan enlisted Krish Prabhu, now president of AT&T Labs. Donovan picks up the story: “It’s 2006, and Apple is negotiating the service contracts for the iPhone. No one had even seen one. We decided to bet on Steve Jobs. When the phone first came out [in 2007] it had only Apple apps, and it was on a 2G network. So it had a very small straw, but it worked because people only wanted to do a few apps that came with the phone.” But then Jobs decided to open up the iPhone, as the venture capitalist John Doerr had suggested, to app developers everywhere. Hello, AT&T! Can you hear me now? “In 2008 and 2009, as the app store came on stream, the demand for data and voice just exploded—and we had the exclusive contract” to provide the bandwidth, said Donovan, “and no one anticipated the scale. Demand exploded a hundred thousand percent [over the next several years]. Imagine the Bay Bridge getting a hundred thousand percent more traffic. So we had a problem. We had a small straw that went from feeding a mouse to feeding an elephant and from a novelty device to a necessity” for everyone on the planet. Stephenson insisted AT&T offer unlimited data, text, and voice. The Europeans went the other way with more restrictive offerings. Bad move. They were left as roadkill by the stampede for unlimited data, text, and voice. Stephenson was right, but AT&T just had one problem—how to deliver on that promise of unlimited capacity without vastly expanding its infrastructure overnight, which was physically impossible. “Randall’s view was ‘never get in the way of demand,’” said Donovan. Accept it, embrace it, but figure out how to satisfy it fast before the brand gets killed by dropped calls. No one in the public knew this was going on, but it was a bet-the-business moment for AT&T, and Jobs was watching every step from Apple headquarters.

we can liken human beings to computing devices, the divine sacrifice of Jesus Christ to our operating system and the indwelling of the Holy Spirit in us to the browser or the app store application. 

Jan was born in a small town outside of Kiev, Ukraine. He was an only child. His mother was a housewife, his father a construction manager. When Koum was sixteen, he and his mother immigrated to Mountain View, California, mainly to escape the anti-semitic environment of their homeland. Unfortunately, Jan’s father never made the trip. He got stuck in the Ukraine, where he eventually died years later. His mother swept the floors of a grocery store to make ends meet, but she was soon diagnosed with cancer. They barely survived off her disability insurance. It certainly wasn’t the most glamorous childhood, but he made it through. After college, Jan applied to work at Yahoo as an infrastructure engineer. He spent nine years building his skills at Yahoo, and then applied to work at Facebook. Unfortunately, he was rejected. In 2009, Jan bought an iPhone and realized there was an opportunity to build something on top of Apple’s burgeoning mobile platform. He began building an app that could send status updates between devices. It didn’t do very well at first, but then Apple released push notifications. All of the sudden, people started getting pinged when statuses were updated. And then people began pinging back and forth. Jan realized he had inadvertently created a messaging service. The app continued to grow, but Jan kept quiet. He didn’t care about headlines or marketing buzz. He just wanted to build something valuable, and do it well. By early 2011, his app had reached the top twenty in the U.S. app store. Two years later, in 2013, the app had 200 million users. And then it happened: In 2014, Jan’s company, WhatsApp, was acquired by Facebook―the company who had rejected him years earlier―for $19 billion. I’m not telling this story to insinuate that you should go build a billion-dollar company. The remarkable part of the story isn’t the payday, but the relentless hustle Jan demonstrated throughout his entire life. After surviving a tumultuous childhood, he practiced his craft and built iteratively. When had had a product that was working, he stayed quiet, which takes extreme discipline. More often than not, hustling isn’t fast or showy. Most of the time it’s slow and unglamorous―until it’s not. 

In nature, ecosystems consist of fauna and flora, climatic characteristics, soil conditions, geologic features, and a host of other interacting influences. Similarly, the precision medicine ecosystem is made of many interacting components, including patients, clinicians, researchers, laboratory services, CDS software, genomic databases, smartphones, servers, claims data, mobile apps, biobanks to store clinical specimens, and EHRs. EHRs need to serve as gateways to this ecosystem. And for the EHR to become an effective conduit, it needs a way to organize these diverse sources in a way that lets clinicians and patients make more effective diagnostic and treatment decisions.

They would need a logo for the app, something that instantly enticed users to download and use Picaboo. Reggie and Evan sat together and created the logo over the course of a few hours, going back and forth on ways to symbolize the disappearing nature of the app. They settled on a friendly ghost who was smiling and sticking out its tongue. Evan drew the ghost in Adobe InDesign while Reggie tossed in ideas. Reggie named the ghost Ghostface Chillah, after the Wu-Tang Clan rapper Ghostface Killah. Evan studied the hundred most popular apps in the app store and noticed that none had yellow logos. To make Picaboo stand out, he put the Ghostface Chillah logo on a bright yellow background. Reggie slapped the logo on Facebook and Twitter pages he made for the app. While Evan worked hard on the design and vision for the product and Bobby coded, Reggie contributed less. Plenty of successful Silicon Valley founders do not write code; but they play other roles, relentless hustling in the early days of their companies, dominating nontechnical jobs like marketing and user growth. Reggie simply wasn’t doing that. Having recently turned twenty-one, he wanted to enjoy the Los Angeles nightlife, and he stayed out into the wee hours of the morning. While Evan and Bobby lived the plot of Silicon Valley, Reggie was more Entourage. Evan had always remembered and valued what Clarence Carter had told him when he worked at Red Bull, “When everyone is tired and the night is over, who stays and helps out? Because those are your true friends. Those are the hard workers, the people that believe that working hard is the right thing to do.” His co-founders felt Reggie was not pulling his weight, and it was beginning to cause resentment.

When the iPhone was launched in 2007, Apple did not yet have its App Store,

When examined through the lens of Meerkat’s Law and the central framework of this book, it is obvious why the resulting networks generated by big launches are weak. You’d rather have a smaller set of atomic networks that are denser and more engaged than a large number of networks that aren’t there. When a networked product depends on having other people in order to be useful, it’s better to ignore the top-line aggregate numbers. Instead, the quality of the traction can only be seen when you zoom all the way into the perspective of an individual user within the network. Does a new person who joins the product see value based on how many other users are already on it? You might as well ignore the aggregate numbers, and in particular the spike of users that a new product might see in its first days. As Eric Ries describes in his book The Lean Startup, these are “vanity metrics.” The numbers might make you feel good, especially when they are going up, but it doesn’t matter if you have a hundred million users if they are churning out at a high rate, due to a lack of other users engaging. When networks are built bottom-up, they are more likely to be densely interconnected, and thus healthier and more engaged. There are multiple reasons for this: A new product is often incubated within a subcommunity, whether that’s a college campus, San Francisco techies, gamers, or freelancers—as recent tech successes have shown. It will grow within this group before spreading into other verticals, allowing time for its developers to tune features like inviting or sharing, while honing the core value proposition. Once a new networked product is spreading via word of mouth, then each user is likely to know at least one other user already on the network. By the time it reaches the broader consciousness, it will be seen as a phenomenon, and top-down efforts can always be added on to scale a network that’s already big and engaged. If Big Bang Launches work so poorly in general, why do they work for Apple? This type of launch works for Apple because their core offerings can stand alone as premium, high-utility products that generally don’t need to construct new networks to function. At most, they tap into existing networks like email and SMS. Famously, Apple has not succeeded with social offerings like the now-defunct Game Center and Ping. The closest new networked product they’ve launched is arguably the App Store, but even that was initially not in Steve Jobs’s vision for the phone.87 Most important, though, you aren’t Apple. So don’t try to copy them without having their kinds of products.

It’s not just workplace collaboration tools that have higher conversion rates, it’s also networked products like marketplaces and app stores—though for different reasons. When more sellers are part of a marketplace, there’s more selection, availability, and comprehensive reviews/ratings—meaning people are more likely to find what they want, and each session is more likely to convert into a purchase. Social platforms often monetize users by providing social status, but status has value when there’s more people in a network. For example, on Tinder, users can send a “Super Like,” which lets a potential match know that you really like them. A feature like this is most useful once there’s a rich network of potential suitors and matches, giving users more of a reason to try to stand out. Same with virtual goods in multiplayer games like Fortnite, which has generated hundreds of millions in revenue on “emotes”—the virtual dances that differentiate a player. This only holds value if many of your friends play and appreciate the premium emotes you’ve purchased. As a result, a more developed network creates an incentive for people to invest in their standing within the game—this is the Economic Effect at work.

Just as YouTube started with manual curation, most networked products can start with manual efforts. This means exercising editorial judgment, or allowing users to curate content themselves. The App Store has millions of apps, so when Apple releases a list of “Apps of the Year” in the App Store, it aids discovery for consumers but also inspires app developers to invest in the design and quality of their products. Or platforms can leverage user-generated content, where content is organized by the ever-popular hashtag—one example is Amazon’s wish lists, which are driven primarily by users without editors. Similarly, using implicit data—whether that’s attributes of the content or grouping the originator by their company or college email domain name—can bring people together with data from the network. Twitter uses a hybrid approach—the team analyzes activity on the network to identify trending events, which are then editorialized into stories.

Overcrowding works in a different way for creators than for viewers. For creators, the problem becomes—how do you stand out? How do you get your videos watched? This is particularly acute for new creators, who face a “rich get richer” phenomenon. Across many categories of networked products, when early users join a network and start producing value, algorithms naturally reward them—and this is a good thing. When they do a good job, perhaps they earn five-star ratings, or they quickly gain lots of followers. Perhaps they get featured, or are ranked highly in popularity lists. This helps consumers find what they want, quickly, but the downside is that the already popular just get more popular. Eventually, the problem becomes, how does a new member of the network break in? If everyone else has millions of followers, or thousands of five-star reviews, it can be hard. Eugene Wei, former CTO of Hulu and noted product thinker, writes about the “Old Money” in the context of social networks, arguing that established networks are harder for new users to break into: Some networks reward those who gain a lot of followers early on with so much added exposure that they continue to gain more followers than other users, regardless of whether they’ve earned it through the quality of their posts. One hypothesis on why social networks tend to lose heat at scale is that this type of old money can’t be cleared out, and new money loses the incentive to play the game. It’s not that the existence of old money or old social capital dooms a social network to inevitable stagnation, but a social network should continue to prioritize distribution for the best content, whatever the definition of quality, regardless of the vintage of user producing it. Otherwise a form of social capital inequality sets in, and in the virtual world, where exit costs are much lower than in the real world, new users can easily leave for a new network where their work is more properly rewarded and where status mobility is higher.75 This is true for social networks and also true for marketplaces, app stores, and other networked products as well. Ratings systems, reviews, followers, advertising systems all reinforce this, giving the most established members of a network dominance over everyone else. High-quality users hogging all of the attention is the good version of the problem, but the bad version is much more problematic: What happens, particularly for social products, when the most controversial and opinionated users are rewarded with positive feedback loops? Or when purveyors of low-quality apps in a developer platform—like the Apple AppStore’s initial proliferation of fart apps—are downloaded by users and ranked highly in charts? Ultimately, these loops need to be broken; otherwise your network may go in a direction you don’t want.

Your Competition Has Network Effects, Too To figure out a response, it’s important to acknowledge a common myth about defensibility and moats: that somehow, network effects will magically help you fend off competition. This is a myth repeated again and again in startup pitch presentations to investors and entrepreneurs. It’s a lie that entrepreneurs tell to themselves. It isn’t true—simply having network effects is not enough, because if your product has them, it’s likely that your competitors have them, too. Whether you are a marketplace, social network, workplace collaboration tool, or app store, you are in a “networked category.” It’s intrinsic in these categories that every player is a multi-sided network that connects people, and is governed under the dynamics of Cold Start Theory. Effective competitive strategy is about who scales and leverages their network effects in the best way possible. No wonder we often see smaller players upend larger ones, in an apparent violation of Metcalfe’s Law. If every product in a category can rely on their network, then it’s not about who’s initially the largest. Instead, the question is, who is doing the best job amplifying and scaling their Acquisition, Engagement, and Economic effects. It’s what we see repeatedly over time: MySpace was the biggest social network in the mid-2000s and lost to Facebook, then a smaller, newer entrant with a focus on college networks with stronger product execution. HipChat was ahead in workplace communication, but was upended by Slack. Grubhub created a successful, profitable multibillion-dollar food-ordering company, but has rapidly lost ground to Uber Eats and DoorDash.

That trifecta—humanities, technology, business—is what has made him one of our era’s most successful and influential innovators. Like Steve Jobs, Bezos has transformed multiple industries. Amazon, the world’s largest online retailer, has changed how we shop and what we expect of shipping and deliveries. More than half of US households are members of Amazon Prime, and Amazon delivered ten billion packages in 2018, which is two billion more than the number of people on this planet. Amazon Web Services (AWS) provides cloud computing services and applications that enable start-ups and established companies to easily create new products and services, just as the iPhone App Store opened whole new pathways for business. Amazon’s Echo has created a new market for smart home speakers, and Amazon Studios is making hit TV shows and movies. Amazon is also poised to disrupt the health and pharmacy industries. At first its purchase of the Whole Foods Market chain was confounding, until it became apparent that the move could be a brilliant way to tie together the strands of a new Bezos business model, which involves retailing, online ordering, and superfast delivery, combined with physical outposts. Bezos is also building a private space company with the long-term goal of moving heavy industry to space, and he has become the owner of the Washington Post.

Non è difficile pensare come, nel giro di 10-15 anni, potremmo accedere a una specie di App Store direttamente dal nostro cervello. Immaginate di trovarvi per la prima volta a Parigi: non avete familiarità con le strade, il sistema metropolitano è confusionario e avete anche fame. Non servirà una guida: basterà scaricare direttamente sul vostro BMI i ricordi di un parigino e, immediatamente, saprete muovervi per la città e conoscerete i migliori ristoranti.

Who Is Aeram Noor ? Aeram Noor is the owner of a Syedhamzamallik brand, if we talk about the study of Aeram  Noor, then her graduation is completed ..The birth date of Aeram Noor took place on 7th July 1998 and  Aeram Noor is from India, and Aeram Noor is also a youtuber, he is also a writer. and is also the owner of Aeram noor syedhamzamallik... Aeram Noor also write a book, the name of that book is " Islam in the Woman" which is available on Amazon. And Aeram Noor has also written his article on Shedhamzamallik App, which people liked very much.and she is going to open her online store  a few days ago, on which all islamic products will be available.

Why mobile app hosting is fundamental for your versatile application? Portable application hosting is fundamental for your site? Also, why it is compulsory to work? To lay it out plainly, you have constructed a versatile application. What would be the best next step? Fostering an application isn't generally so direct as tossing it in the air; it needs a spot to live, or all the more precisely, a hosting supplier. It's better assuming it's done on an outside server since your gadget won't deal with the power. An application that crashes each time won't acquire large number of clients, which youthful new businesses need. Versatile app hosting services is fundamental, with a powerful server is the best arrangement. We'll take a gander at how portable applications create and why composing code isn't the entire story. How would you foster a portable application? It's more convoluted than you likely suspect. It comprises of two sections. Utilizing a telephone or tablet, the client can explore the application's front end by clicking buttons and moving sliders. The server-side, nonetheless, should be answerable for showing buttons and sliders. When you click on the button, a data demand is shipped off the server. Subsequent to handling, you will figure out the outcomes. You ought to have another screen stacked in practically no time, so you will not lose significant clients pausing. Is it important to have a versatile application? Versatile application improvement requires something other than composing code. The client's gadget will clearly contain the whole backend if the application resembles a mini-computer with just rudimentary capacities. Notwithstanding, a backend should exist that offers more complicated capacities, and something should empower solicitations to be satisfied there. In this manner, App Hosting is fundamental. It alludes to introducing an application on the server of a supplier, like Amazon Web Services (AWS) or Google Cloud Platform (GCP). These suppliers put the application on their servers. There are basically no distinctions between Mobile App Hosting and hosting sites. In like manner, the versatile application hosting server processes a solicitation sent by the client. The client makes a move or sends a solicitation. So what precisely is Code Push? It would assist with fixing bugs when they happen toward the front. In AppStore and Google Play, an update requires an audit each time it is made. The interaction requires 30 minutes for Android and could take more time to a day for iOS. You can robotize this and pass the survey by transferring updates to Code Push. Designers can without much of a stretch update their React Native applications utilizing the App Center. Applications can demand refreshes utilizing the gave client SDK from the focal vault, which is a focal store for refreshes. Mechanizing refreshes permits us to fix blunders quicker, setting aside us time and cash. How do these administrations vary? Cloud hosting is one model. It's something we've utilized ourselves first. Then, at that point, on the grounds that a ton of organizations use it, Whence comes this? Rather than regular hosting, cloud hosting utilizes only one server rather than different servers. A virtual and actual organization of cloud servers has the application or site. How much is portable application hosting fundamental in the cloud? Reliability You would lose your item assuming something happened to the server it was facilitated. Another situation includes many machines that are associated. Information will stay on the organization regardless of whether it vanishes from one server. Efficiencies Dissimilar to a normal server, cloud hosting can increment framework assets. This is on the grounds that the server's ability should be expanded assuming the quantity of clients increments abruptly. Assuming you utilize a devoted server, the cycle is more adaptable.

Take advantage of marketing, such as: Listings on the Intuit App Center. Intuit offers two app stores, and I posted about 20 listings. The links from QuickBooks boosted my SEO considerably. Other app store listings that are free. If these became paid channels, you can simply delist. YouTube videos. I paid $200 for Camtasia Studio and recorded a video for each integration that I sold. I made about 15–20 videos and asked the user to start a trial at the end of each. Landing pages. I looked at competing products and used similar language on my landing pages. Content in help centers. I wrote several knowledgebase articles that were indexed on Google. These articles later linked back to my website.

Mobile phone apps – 2012 Before building a QuickBooks app, I decided to try iPhone and Android apps. This my first experience entering an app store. Unfortunately, the apps failed for many reasons: User base too small: There are millions of mobile phone users, but that does not translate to millions of users for your software. There is a subsection of a user base that matters most. Too many competitors: The app stores were oversaturated. There were over a million apps, literally. There was no way to stand out from the rest. My apps became me-too apps. The Intuit app stores were just getting started at the time and there were far fewer apps. Difficult to gain entry: I tried game development, and good games are expensive to produce. You need a soundtrack and graphic designers. The cost of making an exceptional game is outrageous. There was no way I could afford it. Failed to show value: Since most apps were free, users refused to pay me. I tried in-app purchases, but most users were uninterested. I learned that businesses were a better target because I could show them how to save time. Failed to solve a problem: In my eyes, app stores were the only way to advertise my game. I failed to tap into my potential user base. Businesses have a clear data entry problem that I can fix, but consumers were too difficult to sell to. Technical issues: I submitted one app to the Windows Marketplace, and it failed 15 times. I had to wait for Apple to publish updates to my app weekly. I learned that my next plugin must receive updates in a few hours, instead of a few days. Users simply cannot wait this long for an issue to get fixed. This was the most important lesson that I learned, and it inspired me to make a cloud-based system. Different devices:

But shit, the meditation app I’d sworn I’d listen to every day had lasted less than a week. The pressure of daily relaxation was too stressful. Now all I had was a monthly bill because I kept forgetting to cancel the stupid subscription in the app store. Besides, if I did cancel, that would mean giving up on meditating and therefore admitting defeat.

she took detailed notes. “Use cash to buy an iTunes gift card so you can download Signal. It’s a private messaging service from the app store. Make

One probable near-term outcome of AI and a through-line in all three of the scenarios is the emergence of what I’ll call a “personal data record,” or PDR. This is a single unifying ledger that includes all of the data we create as a result of our digital usage (think internet and mobile phones), but it would also include other sources of information: our school and work histories (diplomas, previous and current employers); our legal records (marriages, divorces, arrests); our financial records (home mortgages, credit scores, loans, taxes); travel (countries visited, visas); dating history (online apps); health (electronic health records, genetic screening results, exercise habits); and shopping history (online retailers, in-store coupon use). In China, a PDR would also include all the social credit score data described in the last chapter.

One of the keys to Tobi’s success: He turned Shopify into a platform that not only allowed merchants to easily set up online stores but also enabled app developers to build specialty stores for merchants. By opening up Shopify in this way, Tobi made a conscious decision to let developers make money off his platform, rather than trying to keep it closed so he could capture all of that app revenue himself. “What we did to get the platform off the ground is to basically leave all the economics for Shopify on the table and give it to the third-party app developers,” Tobi says. This helped him to rapidly attract more and more users to Shopify. And in retrospect, these decisions paved the way for their widespread success. But they were tough calls at the time. “It’s hard to do, because you are leaving a lot of economics that you could easily take for yourself on the table—or actually, you are investing it into your own future by giving it to other people,” Tobi explains. “And that’s very hard to do for most businesses.” The combination of a strong platform, a well-populated app store, and a community of developers helped protect Shopify against competition and built a positive feedback loop that ratcheted up innovation, attracting more users and more developers.

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Emus4U is the alternative version of the official iPhone’s App Store where people can download the apps & games. Since there are many things which are missing in that Store, for example, Mod games, you are not able to download the modded games from the iTunes store.

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A TikTok clone app script is a pre-built software solution that allows you to create a short-form video sharing app that is similar to TikTok in terms of features and functionality. TikTok clone scripts are typically much less expensive than developing a custom app from scratch, and they can be deployed quickly, allowing you to launch your video sharing app in a short amount of time. TikTok clone scripts are highly customizable, allowing you to tailor the platform to your specific needs. For example, you can change the branding of the app, add or remove features, and integrate your own monetization strategies. Here are some of the key features that you should look for in a TikTok clone app script: • Video recording and editing: The script should allow users to record and edit short-form videos. Editing features should include trimming, cropping, adding music and effects, and more. • Social features: The script should include social features such as following other users, liking and commenting on videos, and creating and participating in challenges. • Content moderation: The script should have robust content moderation systems in place to prevent the spread of harmful or offensive content. • Monetization options: The script should support a variety of monetization options, such as in-app advertising, subscription fees, and virtual goods. Once you have chosen a TikTok clone app script, you will need to work with a development team to customize the script and deploy your app. The development team will also help you to set up your monetization strategies and launch your app on the App Store and Google Play.

Apple takes as much as 30 per cent of the revenue developers get from paid apps, in-app-purchases and subscriptions. That’s no chump change: users of Apple devices spent $72 billion on the App Store in 2020, with almost $22 billion of that going to the iPhone maker, according to consultancy Sensor Tower.

Her mother bought her a burgundy pair of VANS summer shoes in Italy, and they took a picture of her laughing happily while holding them in her hand in an exaggerated scene, as if they had been teasing him to take a picture of her for her boyfriend in a park somewhere in Italy. Shortly after, she started wearing them in Barcelona and cut off the tiny VANS logo with a scissor. When I asked her why, she tried to avoid answering at first until she said something like she didn't like it, or that they looked better without the tiny black VANS logos. It was suspicious that someone must have told her the urban legend in Barcelona soon after her Italian vacation, that VANS stands for „Vans Are Nazi Shoes.” It became more and more obvious in Barcelona that my life was in danger, as an awful vibe surrounded us due to the construction. It was mostly caused by rich tourists who I had never seen do much work in life, too high to take on a task as simple as changing a password on a bank account on an iPhone app – a crime organisation, quite international already and increasingly so, with a growing number of participants and secrets becoming more and more dangerous, I thought, and I wasn’t wrong, I just couldn’t see the whole picture yet as I was blindfolded. As if her nickname, Stupid Bunny which she had printed out at Ample Store with Adam, was a cute, nice thing, a reassurance after the day before she had been crying for some unknown reason and printing out the phrase, “You never loved me, you just broke my heart.” That couldn't have been further from the truth. She would fidget around and draw at home, and I didn't realise she was bored of being with me when she had so many other options in her mind because of what others had fed her, as if I was a monogamist who wouldn’t forgive her for cheating or making a mistake. Even if I had seen her, when she showed up at home she seemed in love with herself, watching herself in the mirror in her new tight, short shorts. It was weird. I had noticed something strange in Martina for a while now and I couldn’t put my finger on it. I thought it was only the drugs she was secretly doing behind my back, but I was far away from having all the answers.

Among them, you are almost certain to see Apple, Microsoft, Alphabet, Amazon, and Meta.2 How would you classify these companies? To say they're tech companies would be an oversimplification. Apple offers credit cards and runs the App Store, which provides customers with everything from food delivery to exercise classes to ride sharing. Amazon runs a large chain of grocery stores and owns the movie studio MGM. The difference between the list of top companies in years past and today reflects a colossal economic reorientation, the significance of which is only now beginning to be felt.

From the next chapter onwards, we will assume that the API key is stored in the environment variable OPENAI_API_KEY. Please set it up in your terminal beforehand. export OPENAI_API_KEY="sk-f30232pjhf0oqahfefujikofnaljf...

If you are looking for the best game on Google and App store. Bitlife is a life simulation game. We are having a lot of fun playing the game! that is based on realism which is in text format.

Vision mission: What was the original market or technology insight that led you to create this company? Customers: Who do you envision buying this product or service? Who will use it? Problem statement: What’s the problem you think you can solve for your potential customers? Use cases: What are the specific ways people will use this product or service to solve their problem? Product/solution: Give a detailed explanation of the technology behind the solution—what does it do now, and what else is it capable of doing? Ecosystem: In many cases there are other companies involved in solving the problem or adding additional value. These companies form an ecosystem around the problem and solution. What are all the companies and where in the ecosystem are the control points where one company has leverage? Competition: Who else is trying to solve this problem—or, if no one else sees the problem yet, who might jump in to compete with you to solve the problem once you identify it? Business model: How will your product or service change business for your customers? Will it increase their return on investment or reduce costs in a significant way? Or does it allow them to do something that couldn’t have been done with prior technology, creating huge value? Sales and go-to-market: Enterprise companies should articulate how the product or solution will make its way to the market. Through a sales force? Through distribution partners? Both? For a consumer company, how will users find out about your solution? From app stores? Search? Viral adoption? Growth hacking techniques? Advertising? PR? Organization: How is the company organized? Who are the major influencers on the company? How are decisions made? What kind of culture will work? Funding strategy: What’s the next funding event? A private financing? An IPO? How much runway does the company have before it needs more money and what kind of funding is in place to execute against the category strategy?

Logging out wasn’t enough of a speed bump for my distractible brain, so I supercharged this tactic by changing my passwords to something crazy, annoying to type, and impossible to remember. Personally, I like e$yQK@iYu, but that’s just me. I store my passwords in a password manager app so that I can sign in if necessary, but it’s intentionally a hassle. Remember, adding friction is the key to avoiding Infinity Pools and staying in Laser mode.

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Dubsmash hit the number-one spot in the German app store just seven days after launch.

Who will learn the best lessons from the past decade’s fintech revolution? The innovations in financial services haven’t just been a consequence of the iPhone and the App Store, of high-speed downloads and always-online connections. They have also been a consequence of new kinds of thinking—thinking that prioritizes transparency, democratization of access, a frictionless and customer-centric user experience, and an evolving understanding of the role of a brand in that experience. There is no going back. What remains to be seen is, who will lead us forward?

During the Hong Kong protests in 2019, Apple bent over backward granting Beijing’s demands, including by hiding the Taiwanese flag emoji, removing the news outlet Quartz from the Chinese version of its app store for covering the protests, and removing HKmap.live, an app that protesters were using to organize and avoid police.

From Microsoft OneNote, Google Keep, and Apple Notes to Notion and Evernote, digital notes apps have four powerful characteristics that make them ideal for building a Second Brain. They are: Multimedia: Just like a paper notebook might contain drawings and sketches, quotes and ideas, and even a pasted photo or Post-it, a notes app can store a wide variety of different kinds of content in one place, so you never need to wonder where to put something. Informal: Notes are inherently messy, so there’s no need for perfect spelling or polished presentation. This makes it as easy and frictionless as possible to jot things down as soon as they occur to you, which is essential to allow nascent ideas to grow. Open-ended: Taking notes is a continuous process that never really ends, and you don’t always know where it might lead. Unlike more specialized kinds of software that are designed to produce a specific kind of output (such as slide decks, spreadsheets, graphics, or videos), notes are ideal for free-form exploration before you have a goal in mind. Action-oriented: Unlike a library or research database, personal notes don’t need to be comprehensive or precise. They are designed to help you quickly capture stray thoughts so you can remain focused on the task at hand.

Amazon, the world’s largest online retailer, has changed how we shop and what we expect of shipping and deliveries. More than half of US households are members of Amazon Prime, and Amazon delivered ten billion packages in 2018, which is two billion more than the number of people on this planet. Amazon Web Services (AWS) provides cloud computing services and applications that enable start-ups and established companies to easily create new products and services, just as the iPhone App Store opened whole new pathways for business. Amazon’s Echo has created a new market for smart home speakers, and Amazon Studios is making hit TV shows and movies. Amazon is also poised to disrupt the health and pharmacy industries. At first its purchase of the Whole Foods Market chain was confounding, until it became apparent that the move could be a brilliant way to tie together the strands of a new Bezos business model, which involves retailing, online ordering, and superfast delivery, combined with physical outposts. Bezos is also building a private space company with the long-term goal of moving heavy industry to space, and he has become the owner of the Washington Post.

Why did Connex for QuickBooks Online succeed? Here are the reasons: I received free app store listings on Intuit’s website. My app was even on the first page of their store briefly. This drove large amounts of traffic to my site. I received free listings on many other sites before they started asking for a commission. I later pulled those listings, since the cost to advertise exceeded the revenue they brought to the company. These stores failed to show how many installs and conversions they generated. I had many positive and real reviews on my app store listings. I noticed competitors had hundreds of five-star reviews that mostly looked fake. QuickBooks Online had few integrations at the time. I was one of the first companies to get listed. For QuickBooks Canada and QuickBooks U.K., my app was one of the first system integrators. I had almost no competitors who serviced QuickBooks outside of the U.S. Shopify, BigCommerce, ShipStation and other companies had no native integration. Mine was one of the first. I recorded videos and added landing pages that ranked high on Google with minimal effort. Since I had a shoestring marketing budget, this was very important. The issue I had with other products was that they didn’t offer free promotion. Since my company was one of the first, we had ample time to add features and fix problems. We have a solution that is light years ahead of competitors. Why would someone want to compete with us? In the words of one of my partner companies, “We could build one, but yours would be a lot better.” My app required no desktop apps or website plugins to install. Since my audience was small business owners, the easier the install the better. Most business users have a limited understanding of websites. Asking them to change a bunch of settings or configure something on their own is daunting. We set up Connex for qualified users. Many competitors just let users go through a self-guided trial. We received feedback from many customers that they would purchase if they could make Connex work. I added a talk-to-sales component, and our conversion ratio increased. Connex was successful because I added a personal touch in a world where SaaS owners expect users to just “figure it out” on their own. Software that requires no support and maintenance is a pipe dream.

Learn the power of “no” I was so busy working inside my company that I failed to work on it. I was answering support tickets, posting app store listings, making landing pages, writing low-level code, and doing other tasks that employees could’ve performed. If you can delegate work, do it. I should have said “no” to busywork and “yes” to growing my company. When I delegated work, I had time for professional development. Reading books on business and focusing on professional development were two reasons why my company grew into a mid-sized company. Too many founders focus on their day-to-day responsibilities. When I started, my issues were funding and product development. When my company became mid-sized, the issues centered around alignment, time-management, technical support, marketing, and automation. I learned how to set boundaries with customers and employees. Neglecting the power of “no” was why my company failed to reach the next level at certain stages. My boss at the software company was overwhelmed because he tried to perform the same work as his employees. He had hundreds of emails that remained unread. He once said he would wake up at 4am, but he still failed to complete all his tasks. Unlike him, I decided which problems were the most important to focus on. I transformed from a technician to an executive with a grand vision for the company.

Salesforce and QuickBooks integration: the wrong audience I built many integrations for Connex, and Salesforce was one of my first. Intuit built one on their app store, but they later discontinued it. Here is why mine failed: Connex syncs ecommerce solutions. Amazon was one of our best sellers. Salesforce.com is a CRM, and this was a bad product fit for us. I had no understanding of the target audience. What features did they require? How much would they pay? Salesforce is geared towards medium and enterprise-level companies. We focused primarily on small businesses. The integration was difficult to build. Salesforce could hold orders, but users often added or removed fields. Our software had no logic to handle dynamically mapping fields. Each user’s Salesforce was different. Almost every user required a great deal of hand-holding. This is bad for a SaaS company. There were many technical issues. Users wanted features that I could not build. I built the integration because Salesforce has a large following, but my audience was just a subset of that group. How big your audience is, is anyone’s guess. We had a listing on Salesforce’s app store, but the listing failed to gather any traffic. I was unsure how many QuickBooks users required a Salesforce integration. There was a limited audience for this tool. The tool became a distraction because other products were selling much better. I had to raise the price of the integration because it took longer to set it up. This idea made my pricing more complicated, while my company is all about simplicity.

The thermostat was important, of course, but it occupied only a tiny fraction of the customer journey: 10% of our customers’ experience was the website, advertising, packaging, and in-store display: first we had to convince people to buy it or at least consider and research it. 10% was installation: following the instructions to get it onto your wall with minimal nervousness and power outages. 10% was looking at and touching the device: it had to be beautiful so people would want it in their homes. But after a week it learned what you liked and when you were away, so you didn’t really need to touch it much. If we did our job right, customers would only interact with it here and there, during unexpected cold snaps or heat waves. 70% of the customer experience was on people’s phones or laptops: you’d open the app to turn up the heat on the way home, or you’d see how long the AC was on in Energy History, or you’d tweak your schedule. Then you’d check your email and see a summary of how much energy you used that month. And if you had an issue, you’d go to our website and use the online troubleshooter or read a support article. If we didn’t execute well on any one of these parts of the customer experience, Nest would have failed. Each phase of the journey has to be great in order to move customers naturally into the next, to overcome the moments of friction between them.

Mind the App: Just days after the original Android Marketplace app store launched, thousands of people happily downloaded their bank's new Android apps. After entering their account numbers and passwords, the apps failed to work as promised leading angry customers to call their banks. When they reached customer service, the banks advised "we don’t have an Android app." Whoops! In turned out, criminals had created and uploaded fake banking apps—designed with the bank’s own logos in order to to extract sensitive financial information. Many apps stores, particularly third-party sites, are essentially the Wild West. In fact, by 2013, more than 42,000 apps—many of them targeted at children who think they’re simply downloading a free game—in Google's Play store had been found to contain spyware and information-stealing Trojan programs. Pay close attention to the apps you and your family download, particularly their permission settings. They are generally "free" for a reason and you're paying with your privacy—or worse. If a flashlight app tells you it needs access to your location and contacts, run the other way!

Thank you, Target, for depressing us by stocking your store with adorable jackets, sweaters, and boots in August even though it’s still a hundred degrees outside and won’t even dip into the seventies until November. This seasonal tragedy is not your fault, but we don’t need cute knit legwarmers in September. We still need a swimsuit section. Please download a weather app and send it to your buyers. Sincerely, Every Fall-Loving Texan Crying in Her Tank Top at Halloween.

When you download an app from the Windows Store app, you can usually run it on up to eighty-one (yes, 81) PCs or devices — as long as you’re signed in to those PCs or devices with your Windows account. (Some apps may raise or lower that number.)

Windows 8.1 introduces the Windows.Web.Http namespace, which should be used for Windows Store apps that connect to HTTP and REST-based web services.

When developing a Windows Store business app you should consult the following checklists to accelerate development while ensuring that a maintainable and testable app is produced.

Android user can find “Habit Streak“ in the play store.

The iPhone’s app store introduced business development on steroids. Nokia, BlackBerry, and traditional carriers sourced their apps contractually, whereas the iPhone created an open platform, allowing anyone to create apps for

David and Neil were MBA students at the Wharton School when the cash-strapped David lost his eyeglasses and had to pay $700 for replacements. That got them thinking: Could there be a better way? Neil had previously worked for a nonprofit, VisionSpring, that trained poor women in the developing world to start businesses offering eye exams and selling glasses that were affordable to people making less than four dollars a day. He had helped expand the nonprofit’s presence to ten countries, supporting thousands of female entrepreneurs and boosting the organization’s staff from two to thirty. At the time, it hadn’t occurred to Neil that an idea birthed in the nonprofit sector could be transferred to the private sector. But later at Wharton, as he and David considered entering the eyeglass business, after being shocked by the high cost of replacing David’s glasses, they decided they were out to build more than a company—they were on a social mission as well. They asked a simple question: Why had no one ever sold eyeglasses online? Well, because some believed it was impossible. For one thing, the eyeglass industry operated under a near monopoly that controlled the sales pipeline and price points. That these high prices would be passed on to consumers went unquestioned, even if that meant some people would go without glasses altogether. For another, people didn’t really want to buy a product as carefully calibrated and individualized as glasses online. Besides, how could an online company even work? David and Neil would have to be able to offer stylish frames, a perfect fit, and various options for prescriptions. With a $2,500 seed investment from Wharton’s Venture Initiation Program, David and Neil launched their company in 2010 with a selection of styles, a low price of $95, and a hip marketing program. (They named the company Warby Parker after two characters in a Jack Kerouac novel.) Within a month, they’d sold out all their stock and had a 20,000-person waiting list. Within a year, they’d received serious funding. They kept perfecting their concept, offering an innovative home try-on program, a collection of boutique retail outlets, and an eye test app for distance vision. Today Warby Parker is valued at $1.75 billion, with 1,400 employees and 65 retail stores. It’s no surprise that Neil and David continued to use Warby Parker’s success to deliver eyeglasses to those in need. The company’s Buy a Pair, Give a Pair program is unique: instead of simply providing free eyeglasses, Warby Parker trains and equips entrepreneurs in developing countries to sell the glasses they’re given. To date, 4 million pairs of glasses have been distributed through Warby Parker’s program. This dual commitment to inexpensive eyewear for all, paired with a program to improve access to eyewear for the global poor, makes Warby Parker an exemplary assumption-busting social enterprise.

On the surface, a tool to save on prescriptions, an app for a department store, and an optimized tool for renting dresses don’t seem to have much in common. I had therefore initially grouped them separately. While elevating trends, though, I realized that they all had the underlying intent of helping to optimize a shopping experience in some way.

One in every ten transactions in a US Starbucks store is handled by its mobile app, which tells you when your order will be ready and how long it will take you to arrive at the closest store. Starbucks is working toward getting rid of lines entirely. But it all starts with that ID.

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If a platform achieves scale and becomes the de facto standard for its industry, the network effects of compatibility and standards (combined with the ability to rapidly iterate and optimize the platform) create a significant and lasting competitive advantage that can be nearly unassailable. This dominance lets the market leader “tax” all the participants who want to use the platform, much as levies were imposed in the bygone Republic of Venice. For example, the iTunes store takes a 30 percent share of the proceeds whenever a song, a movie, a book, or an app is sold on that platform. These platform revenues tend to have very high gross margins, which generate cash that can be plowed back into making the platform even better. Amazon’s merchant platform, Facebook’s social graph, and, of course, Apple’s iOS ecosystem are great examples of the power of platforms.

MapMySound sound recorder app is absolutely free, interesting and easy to use. You can record, remix, edit, and spread soundscapes to the world using this recording app. MapMySound sound mapping app is available on the App Store for iOS devices free of cost. If you are looking for such kind of voice/audio recorder app, then try the MapMySound sound recording app now!

F5 Future Store (a Chinese startup that creates a shopping experience comparable to the Amazon Go supermarket), or Toutiao (the algorithmic news app that employs no editors) are prime examples of these types of companies.

bender is going to cook up. Guy Bar-Nahum: And then Google came along and said, “We’re doing Android.” So what’s the difference? Android was going to allow people to download third-party apps. Steve Wozniak: The first iPhone did not have the App Store. Guy Bar-Nahum: Steve panicked, and literally all of a sudden everything clicks through his head and he realizes that he was like a mile behind Google! Steve Wozniak: Openness is so important, and the App Store is a type of openness. It wasn’t the original idea of the iPhone. Steve had to be convinced of it. Guy Bar-Nahum: And so he went to Forstall and told him, “Hey, Forstall, we have to open up an ecosystem,” and that’s where Forstall shined the second time, after making the iPhone UI. He told him, “I was working on it the whole time.” So Forstall had actually ignored Steve’s verbatim order and he worked on it in the basement and made it happen. You have to have balls of steel to do something like that. Guy Bar-Nahum: And then because of Google, Apple was pushed into putting apps on the iPhone. And then apps became the way people touched the web.

MapMySound is a free sound analyzer app for the iPhone that helps you analyze the recorded soundscapes with the help of DB analysis or Spectrogram in animation parameter of sound with respect to a temporal aspect. Let's download the MapMySound app from Apple store now for recording, editing, mixing, sound mapping, and audio visualization.

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Finding a free iPhone app to record, remix, edit, append audio and more? Here is the latest audio recording, editing, mixing, sharing, sound mapping, and free sound editing app for iPhone - MapMySound! Now record your voice, append with existing sounds, edit or mix audio recordings, categorized sounds into different topics, save your favorite audio to list, share your audios with friends, groups and social network, add your comments about the audio, and upload to interactive map through one touch. It's completely free and available on the Apple Store - Download now!