Apple Brand Quotes

teach 120 kids on Tuesday nights in my Brand Strategy course. That’s $720,000, or $60,000 per class, in tuition payments, a lot of it financed with debt. I’m good at what I do, but walking in each night, I remind myself we (NYU) are charging kids $500/minute for me and a projector. This. Is. Fucking. Ridiculous.

rebels seem to resist conformity to anything—except perhaps the Apple brand.

As soon as I got into the library I closed my eyes and took a deep breath. I got a whiff of the leather on all the old books, a smell that got real strong if you picked one of them up and stuck your nose real close to it when you turned the pages. Then there was the the smell of the cloth that covered the brand-new books, books that made a splitting sound when you opened them. Then I could sniff the the paper, that soft, powdery, drowsy smell that comes off the page in little puffs when you're reading something or looking at some pictures, kind of hypnotizing smell. I think it's the smell that makes so many folks fall asleep in the library. You'll see someone turn a page and you can imagine a puff of page powder coming up real slow and easy until it starts piling on a person's eyelashes, weighing their eyes down so much they stay down a little longer after each blink and finally making them so heavy that they just don't come back up at all. Then their mouths open and their heads start bouncing up and down like they're bobbing in a big tub of of water for apples and before you know it... they're out cold and their face thunks smack-dab on the book. That's the part that makes librarians the maddest. They get real upset if folks start drooling in the books

I pat the brand new twenty-seven inch Macintosh computers Mr. Foley brought us. 'These boxes alone should make both of us scream like it's Christmas morning! Snap out of it. Santa came! Now we get to play with all of our toys!

Jobs and Clow agreed that Apple was one of the great brands of the world, probably in the top five based on emotional appeal, but they needed to remind folks what was distinctive about it. So they wanted a brand image campaign, not a set of advertisements featuring products. It was designed to celebrate not what the computers could do, but what creative people could do with the computers. " This wasn't about processor speed or memory," Jobs recalled. " It was about creativity." It was directed not only at potential customers, but also at Apple's own employees: " We at Apple had forgotten who we were. One way to remember who you are is to remember who your heroes are. That was the genesis of that campaign.

This drink. This drink will fuck you from your gums to your guts, but cold enough, the sugar and fizz will provide a blip, just long enough, to stop you opening a vein. Coke. Or Pepsi — doesn’t matter. This phone. This phone will connect you to people everywhere, except for where you are, and sever you from God forever. Apple.

Entrepreneur, either your brand is distinct or your brand is distant.

You’ve seen their logo—it’s an apple with a bite taken out of it. That bite is the symbol of the moment mankind broke their pact with God, transgressed their own innocent nature, and chewed into consuming and consumerism. We have externalized all wonder, materialized our inherent magic.

Brands are two things: promise and performance.

People identify some of the greatest brands today with the people who revolutionized the industries of those businesses: Microsoft – Bill Gates, Apple – Steve Jobs, GE – Jack Welch, and so on.

Imagine if we had locally supported, collectively organized agriculture, where our apples were grown in--I dunno--Kent, and if you lived in Kent you could buy and eat those apples in Kent. And then someone turned up and said "I've got a better idea! Let me take over yourr orchard and all orchards like it, fly their produce around the globe to be spruced up and then we'll give em back to ya! Sound like a plan?" We'd tell em to fuck off, wouldn't we? Well it has happened, and we didn't because nobody explained it to us. The reason they don't explain this to us is that they know if we find out the extraordinary lengths that they're going to to fuck us over we will overthrow the current system and replace it with something fair. That is why all this important stuff is made to seem inaccessible, boring, and abstract. That is why our participation in politics has been sanded down into an impotent nub: Stick your X into this box and congratulate yourself on being free.

Jobs was known during his career for creating great products. But just as significant was his ability to create great companies with valuable brands. And he created two of the best of his era: Apple and Pixar.

Steve created the only lifestyle brand in the tech industry,” Larry Ellison said. “There are cars people are proud to have—Porsche, Ferrari, Prius—because what I drive says something about me. People feel the same way about an Apple product.

If you see yourself as the kind of person who owns Apple computers, or who drives hybrids, or who smokes Camels, you’ve been branded. And once a person is branded, that person will defend the brand by finding flaws in the alternative choice and pointing out benefits in his or her own.

6 apples 1 bunch grapes 20 ounces frozen peaches 20 ounces frozen blueberries 15 ounces frozen strawberries 10 ounces frozen mixed berries 6 ounces of mango chunks 3 bananas 1 bunch kale 20 ounces spinach 20 ounces spring mix greens Stevia sweetener (packets) Bag of ground flaxseeds (often in vitamin section) Fruit and veggies of your choice to munch on (such as apples, carrots, celery, etc.) Raw or unsalted nuts and seeds to snack on Detox tea (by Triple Leaf or Yogi brands) Sea salt (or any uniodized sea salt) OPTIONAL: Non-dairy/plant-based protein powder, such as RAW Protein by Garden of Life or SunWarrior

The fact is, women aren’t having cosmetic surgery to stay beautiful. As Naomi Wolf wrote in The Beauty Myth more than twenty years ago, many women who undergo surgery are fighting to stay loved, relevant, employed, admired; they’re fighting against time running out. If they simply age naturally, don’t diet or dye their hair, we feel they’ve “let themselves go.” But if they continue to dress youthfully we feel they’re “trying too hard” or brand them as “slappers.” Poor Madonna, who has dared to be in her fifties. In order not to look like a woman in her sixth decade of life she exercises furiously, and is sniggered at by trashy magazines for having overly muscular arms and boytoy lovers. When Demi Moore’s marriage to Ashton Kutcher, fifteen years her junior, recently broke down, the media reaction was almost gleeful. Of course, it was what they had been waiting for all along: how long could a forty-eight-year-old woman expect to keep a thirty-three-year-old man? As allegations of his infidelity emerged, the Internet was flooded with images of Demi looking gaunt and unhappy—and extremely thin. Sometimes you want to say: just leave them alone. Then again, it’s mostly women who buy these magazines, and women who write the editorials and online comments and gossip columns, so you could say we’re our own worst enemies. There is already plenty of ageism and sexism out there—why do we add to the body hatred?

As these contrasts show, capitalism has undergone enormous changes in the last two and a half centuries. While some of Smith’s basic principles remain valid, they do so only at very general levels. For example, competition among profit-seeking firms may still be the key driving force of capitalism, as in Smith’s scheme. But it is not between small, anonymous firms which, accepting consumer tastes, fight it out by increasing the efficiency in the use of given technology. Today, competition is among huge multinational companies, with the ability not only to influence prices but to redefine technologies in a short span of time (think about the battle between Apple and Samsung) and to manipulate consumer tastes through brand-image building and advertising.

To manifest your creativity you must believe deeply in the emotional elements and patiently invest in them. Once you find your creativity, it must be encouraged and enhanced, not controlled. The best of the best—the Apples, Nikes, Michael Jordans, Andy Warhols, Meryl Streeps of the world—have it; they protect it, believe in it, and as long as they stay true to their essence they’ll continue to reap the benefits that come with creative thinking and living.

What have they fixed?” asked former McKinsey consultant Michael Lanning. “What have they changed? Did they take any voice in the way banking has evolved in the past thirty years? They did study after study at GM, and that place needed the most radical kind of change you can imagine. The place was dead, and it was just going to take a long time for the body to die unless they changed how they operated. McKinsey was in there with huge teams, charging huge fees, for several decades. And look where GM came out.”13 In the end, all the GM work did was provide a revenue stream to enrich a group of McKinsey partners, especially those working with the automaker. The last time McKinsey was influential at Apple Computer was when John Sculley was there, and that’s because he’d had a brand-marketing heritage from Pepsi. And Sculley was a disaster. Did McKinsey do anything to help the great companies of today become what they are? Amazon, Microsoft, Google? In short, no.

interview 14 leaders from religions including Protestantism, Catholicism, Buddhism and Islam in an attempt to figure out the ten characteristics their faiths had in common. In order of importance, I found that they were: A sense of belonging; storytelling; rituals; symbols; a clear vision; sensory appeal; power from enemies; evangelism; mystery; and grandeur. When you think about the world’s most powerful brands—among them Apple, Nike, Harley-Davidson, Coca-Cola, LEGO—you realize they all make use of some if not all of these pillars.

All the positive associations the subjects had with Coca-Cola—its history, logo, color, design, and fragrance; their own childhood memories of Coke, Coke’s TV and print ads over the years, the sheer, inarguable, inexorable, ineluctable, emotional Coke-ness of the brand—beat back their rational, natural preference for the taste of Pepsi. Why? Because emotions are the way in which our brains encode things of value, and a brand that engages us emotionally—think Apple, Harley-Davidson, and L’Oréal, just for starters—will win every single time.

He found her breasts with his hands and dropped his lips to her arching throat, tasting dust and woman sweat and a trace of something that reminded him of apples. She tore his shirt at the throat, ripping it downward, and slipped her hands inside, her fingers like brands of fire across his skin. One minute she was straddling him, the next minute he’d follede on top of her. It was like a dam had burst within them both, releasing a flood tide of desireand urgency. And God help him, he would have taken her right there on the ground with a stampede winding down a hundred yards behind him.

In a letter to Pixar shareholders, Jobs explained that winning the right to have equal branding with Disney on all the movies, as well as advertising and toys, was the most important aspect of the deal. “We want Pixar to grow into a brand that embodies the same level of trust as the Disney brand,” he wrote. “But in order for Pixar to earn this trust, consumers must know that Pixar is creating the films.” Jobs was known during his career for creating great products. But just as significant was his ability to create great companies with valuable brands. And he created two of the best of his era: Apple and Pixar.

Five Days • 6 apples • 1 bunch grapes • 20 ounces frozen peaches • 20 ounces frozen blueberries • 15 ounces frozen strawberries • 10 ounces frozen mixed berries • 6 ounces of mango chunks • 3 bananas • 1 bunch kale • 20 ounces spinach • 20 ounces spring mix greens • Stevia sweetener (packets) • Bag of ground flaxseeds (often in vitamin section) • Fruit and veggies of your choice to munch on (such as apples, carrots, celery, etc.) • Raw or unsalted nuts and seeds to snack on • Detox tea (by Triple Leaf or Yogi brands) • Sea salt (or any uniodized sea salt) • OPTIONAL: Non-dairy/plant-based protein powder, such as RAW Protein by Garden of Life or SunWarrior protein Food for the Last Five Days • 20 ounces frozen mango chunks • 20 ounces frozen peaches • 20 ounces frozen pineapple chunks • 10 ounces frozen mixed berries • 6 ounces frozen blueberries • 6 ounces frozen strawberries • 2 apples • 5 bananas • 1 bunch kale • 20 ounces spinach • 20 ounces spring mix greens • Fruit and veggies of your choice to munch on (such as apples, carrots, celery, etc.) • Raw or unsalted nuts and seeds to snack on CHAPTER FOUR How to Do the 10-Day Green Smoothie Cleanse The 10-Day Green Smoothie Cleanse is a truly health-transforming experience.

Russians have, or had, a special name for smug philistinism—poshlust. Poshlism is not only the obviously trashy but mainly the falsely important, the falsely beautiful, the falsely clever, the falsely attractive. To apply the deadly label of poshlism to something is not only an aesthetic judgment but also a moral indictment. The genuine, the guileless, the good is never poshlust. It is possible to maintain that a simple, uncivilized man is seldom if ever a poshlust since poshlism presupposes the veneer of civilization. A peasant has to become a townsman in order to become vulgar. A painted necktie has to hide the honest Adam's apple in order to produce poshlism. It is possible that the term itself has been so nicely devised by Russians because of the cult of simplicity and good taste in old Russia. The Russia of today, a country of moral imbeciles, of smiling slaves and poker-faced bullies, has stopped noticing poshlism because Soviet Russia is so full of its special brand, a blend of despotism and pseudo-culture; but in the old days a Gogol, a Tolstoy, a Chekhov in quest of the simplicity of truth easily distinguished the vulgar side of things as well as the trashy systems of pseudo-thought. But poshlists are found everywhere, in every country, in this country as well as in Europe—in fact poshlism is more common in Europe than here, despite our American ads.

As part of the deal, Dylan appeared in a television ad for the iPod, featuring his new album, Modern Times. This was one of the most astonishing cases of flipping the script since Tom Sawyer persuaded his friends to whitewash the fence. In the past, getting celebrities to do an ad required paying them a lot of money. But by 2006 the tables were turned. Major artists wanted to appear in iPod ads; the exposure would guarantee success. James Vincent had predicted this a few years earlier, when Jobs had said he had contacts with many musicians and could pay them to appear in ads. "No, things are going to soon change,' Vincent replied. "Apple is a different kind of brand, and it's cooler than the brand of most artists. We should talk about the opportunity we offer the bands, not pay them.

The PlayStation 4's errs not by being something other than what it is, but by holding on to the idea that its particular brand of novelty is in any way novel, by mistaking itself for figure rather than for ground. By calling itself "PlayStation 4" instead of just "PlayStation," because really all anyone wants is whatever PlayStation is made available, doing whatever things it ought to do at whatever moment it does them. Apple recognized this problem when it tried to correct the mistake of the "iPad 2" by reverting to its follow-up as just "the iPad," a name that still hasn't stuck. Leica, the old and traditional German photographic and optical equipment company, stopped numbering its digital M rangefinder cameras this year, after burning through as many numeric increments in six years as it had in the previous two decades. At some point, a camera is just a camera, no matter how nice it is.

#1. No Escape and feature keys Today’s Apple Event confirmed many of the rumors surrounding the lengthy-awaited refresh of the Macbook Pro line. The Escape and Function keys at the laptops had been deserted in choose of a hint bar that changed relying at the software that is getting used. The last the Macbook Pro got a chief update was a shocking 4 years in the past and many guides are celebrating the brand new design. However, the lack of bodily Escape and Function keys is a disaster for one major set of Apple’s customers — Developers. Let’s test numbers: There are ~ 19 million developers inside the global. And Apple has managed to promote ~19 million Macs over the past four quarters. What a twist of fate! Yes, builders are drawn toward Apple products mainly for software program reasons: the Unix-like running gadget and the proprietary development atmosphere. But builders want to have a useful keyboard to make use of that software and now they don’t. Why Tim Cook, why? This isn’t to say that the contact bar is an inherently awful concept. You should locate it on pinnacle of the Esc and feature keys as opposed to doing away with them completely! Something like this: #2 Power. Almost no improvement for RAM and a processor The 2016 MacBook Pro ships with RAM and processor specifications that are nearly equal to the 2010 model. Deja vu? RAM: At least it appears like that, because the MacBook Pro has had alternatives of as much as 16 GB of RAM in view that 2010. The best difference now's that you pay for the update. Processors: The MacBook Pro had options with 2.4 gigahertz twin-middle processors again in 2010. Anything new in 2016? Not absolutely, well… nope.

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

Oh, Starbuck! it is a mild, mild wind, and a mild looking sky. On such a day- very much such a sweetness as this- I struck my first whale- a boy-harpooneer of eighteen! Forty- forty- forty years ago!- ago! Forty years of continual whaling! forty years of privation, and peril, and storm-time! forty years on the pitiless sea! for forty years has Ahab forsaken the peaceful land, for forty years to make war on the horrors of the deep! Aye and yes, Starbuck, out of those forty years I have not spent three ashore. When I think of this life I have led; the desolation of solitude it has been; the masoned, walled-town of a Captain’s exclusiveness, which admits but small entrance to any sympathy from the green country without- oh, weariness! heaviness! Guinea-coast slavery of solitary command!- when I think of all this; only half-suspected, not so keenly known to me before- and how for forty years I have fed upon dry salted fare- fit emblem of the dry nourishment of my soul!- when the poorest landsman has had fresh fruit to his daily hand, and broken the world’s fresh bread to my mouldy crusts- away, whole oceans away, from that young girl-wife I wedded past fifty, and sailed for Cape Horn the next day, leaving but one dent in my marriage pillow- wife? wife?- rather a widow with her husband alive? Aye, I widowed that poor girl when I married her, Starbuck; and then, the madness, the frenzy, the boiling blood and the smoking brow, with which, for a thousand lowerings old Ahab has furiously, foamingly chased his prey- more a demon than a man!- aye, aye! what a forty years’ fool- fool- old fool, has old Ahab been! Why this strife of the chase? why weary, and palsy the arm at the oar, and the iron, and the lance? how the richer or better is Ahab now? Behold. Oh, Starbuck! is it not hard, that with this weary load I bear, one poor leg should have been snatched from under me? Here, brush this old hair aside; it blinds me, that I seem to weep. Locks so grey did never grow but from out some ashes! But do I look very old, so very, very old, Starbuck? I feel deadly faint, bowed, and humped, as though I were Adam, staggering beneath the piled centuries since Paradise. God! God! God!- crack my heart!- stave my brain!- mockery! mockery! bitter, biting mockery of grey hairs, have I lived enough joy to wear ye; and seem and feel thus intolerably old? Close! stand close to me, Starbuck; let me look into a human eye; it is better than to gaze into sea or sky; better than to gaze upon God. By the green land; by the bright hearthstone! this is the magic glass, man; I see my wife and my child in thine eye. No, no; stay on board, on board!- lower not when I do; when branded Ahab gives chase to Moby Dick. That hazard shall not be thine. No, no! not with the far away home I see in that eye!” “Oh, my Captain! my Captain! noble soul! grand old heart, after all! why should any one give chase to that hated fish! Away with me! let us fly these deadly waters! let us home! But Ahab’s glance was averted; like a blighted fruit tree he shook, and cast his last, cindered apple to the soil. “What is it, what nameless, inscrutable, unearthly thing is it; what cozening, hidden lord and master, and cruel, remorseless emperor commands me; that against all natural lovings and longings, I so keep pushing, and crowding, and jamming myself on all the time; recklessly making me ready to do what in my own proper, natural heart, I durst not so much as dare? Is Ahab, Ahab? Is it I, God, or who, that lifts this arm? But if the great sun move not of himself; but is an errand-boy in heaven; nor one single star can revolve, but by some invisible power; how then can this one small heart beat; this one small brain think thoughts; unless God does that beating, does that thinking, does that living, and not I. By heaven, man, we are turned round and round in this world, like yonder windlass, and Fate is the handspike.

Food for the First Five Days • 6 apples • 1 bunch grapes • 20 ounces frozen peaches • 20 ounces frozen blueberries • 15 ounces frozen strawberries • 10 ounces frozen mixed berries • 6 ounces of mango chunks • 3 bananas • 1 bunch kale • 20 ounces spinach • 20 ounces spring mix greens • Stevia sweetener (packets) • Bag of ground flaxseeds (often in vitamin section) • Fruit and veggies of your choice to munch on (such as apples, carrots, celery, etc.) • Raw or unsalted nuts and seeds to snack on • Detox tea (by Triple Leaf or Yogi brands) • Sea salt (or any uniodized sea salt) • OPTIONAL: Non-dairy/plant-based protein powder, such as RAW Protein by Garden of Life or SunWarrior protein

As we thought about what would make us both better and different, two core ideas greatly influenced our thinking: First, technical founders are the best people to run technology companies. All of the long-lasting technology companies that we admired—Hewlett-Packard, Intel, Amazon, Apple, Google, Facebook—had been run by their founders. More specifically, the innovator was running the company. Second, it was incredibly difficult for technical founders to learn to become CEOs while building their companies. I was a testament to that. But, most venture capital firms were better designed to replace the founder than to help the founder grow and succeed. Marc and I thought that if we created a firm specifically designed to help technical founders run their own companies, we could develop a reputation and a brand that might vault us into the top tier of venture capital firms despite having no track record. We identified two key deficits that a founder CEO had when compared with a professional CEO: 1. The CEO skill set Managing executives, organizational design, running sales organizations and the like were all important skills that technical founders lacked. 2. The CEO network Professional CEOs knew lots of executives, potential customers and partners, people in the press, investors, and other important business connections. Technical founders, on the other hand, knew some good engineers and how to program.

Nokia is a great example of the cost of caution. In 2007, Nokia was the world’s largest and most successful maker of mobile phones, with a market capitalization of just under $ 99 billion. Then Apple and Samsung came blazing into the market. In 2013, Nokia sold its money-losing handset operations to Microsoft for $ 7 billion, and in 2016 Microsoft sold its feature phone assets and the Nokia handset brand to Foxconn and HMD for just $ 350 million. That’s a drop in value for Nokia’s mobile phone business from somewhere in the neighborhood of $ 99 billion to $ 350 million in less than a decade—a decline of over 99 percent. At the time, Nokia’s decisions may have seemed to make sense. Nokia actually continued growing even after the launch of the iPhone and Google’s Android operating system. Nokia hit its peak in terms of unit volume when it shipped 104 million phones in 2010. But Nokia’s sales declined after that, and were surpassed by Android in 2011 and iPhone in 2012. By the time Nokia’s management realized the existential threat facing them, it was too late; even the desperation play of aligning themselves with Microsoft as its exclusive Windows Phone partner couldn’t reverse the decline.

At the end of 1996, the five most valuable companies in the world were General Electric, Royal Dutch Shell, the Coca-Cola Company, NTT (Nippon Telegraph and Telephone), and ExxonMobil—traditional industrial and consumer companies that relied on massive economies of scale and decades of branding to drive their value. Just twenty-one years later, in the fourth quarter of 2017, the list looked very different: Apple, Google, Microsoft, Amazon, and Facebook. That’s a remarkable shift. Indeed, while Apple and Microsoft were already prominent companies at the end of 1996, Amazon was still a privately held start-up, Larry Page and Sergey Brin were still a pair of graduate students at Stanford who were two years away from founding Google, and Mark Zuckerberg was still looking forward to his bar mitzvah. So what happened? The Networked Age happened, that’s what. Technology now connects all of us in ways that were unthinkable to our ancestors. Over two billion people now carry smartphones (many of them made by Apple, or using Google’s Android operating system) that keep them constantly connected to the global network of everything. At any time, those people can find almost any information in the world (Google), buy almost any product in the world (Amazon/ Alibaba), or communicate with almost any other human in the world (Facebook/ WhatsApp/ Instagram/ WeChat). In this highly connected world, more companies than ever are able to tap into network effects to generate outsize growth and profits.

I've long been a fan of Hi-Chew, the Japanese fruit chews, for their resilient texture and uncannily accurate fruit flavors: sour cherry, apple, grape, pickled plum, and especially mango, which is closer to the flavor of an actual tropical mango than most imported mangoes.

Making dinner for Wayne is either the easiest thing or the hardest thing on the planet, depending on how you look at it. After all, Wayne's famous Eleven are neither difficult to procure nor annoying to prepare. They are just. So. Boring. Roasted chicken Plain hamburgers Steak cooked medium Pork chops Eggs scrambled dry Potatoes, preferably fries, chips, baked, or mashed, and not with anything fancy mixed in Chili, preferably Hormel canned Green beans Carrots Corn Iceberg lettuce with ranch dressing That's it. The sum total of what Wayne will put into his maw. He doesn't even eat fricking PIZZA for chrissakes. Not including condiments, limited to ketchup and yellow mustard and Miracle Whip, and any and all forms of baked goods... when it comes to breads and pastries and desserts he has the palate of a gourmand, no loaf goes untouched, no sweet unexplored. It saves him, only slightly, from being a complete food wasteland. And he has no idea that it is strange to everyone that he will eat apple pie and apple cake and apple charlotte and apple brown Betty and apple dumplings and fritters and muffins and doughnuts and crisp and crumble and buckle, but will not eat AN APPLE.

When deeply religious subjects view sacred iconography or reflect on their notion of God, brain scans reveal hyperactivity in the caudate nucleus, a part of the pleasure system that correlates with feelings of joy, love, and serenity. But Lindstrom and Calvert found that this same brain region lights up when subjects view images associated with strong brands like Ferrari or Apple.

When Jobs returned to the company after running Pixar, Apple became customer-centric, compelling, and clear in their communication.

When Apple began filtering their communication to make it simple and relevant, they actually stopped featuring computers in most of their advertising.

The easiest way to describe how to harness the galvanizing power of why is with a tool I call the belief statement. For example, most of Apple’s product launches in recent years feature slick videos with commentary from Apple designers, engineers, and executives. These videos, while camouflaged as beautiful product showcases, are actually packed with statements not about what the products do but about the design thinking behind them: in essence, the tightly held beliefs with which Apple’s design team operates. We believe our users should be at the center of everything we do. We believe that a piece of technology should be as beautiful as it is functional. We believe that making devices thinner and lighter but more powerful requires innovative problem solving. Belief statements like these are so compelling for two reasons. First, the right corporate or organizational beliefs have the ability to resonate with our personal belief systems and feelings, and move us to action. In fact, the 2018 Edelman Earned Brand study revealed that nearly two out of three people are now belief-driven buyers.4 And as we saw in our discussion of buyers’ emotional motivators in chapter 3, this works even if the beliefs stated are aspirational. For example, if my vision for my future self is someone who weighs a few pounds less and is in better physical shape, a well-timed ad from a health club or fancy kitchen blender evangelizing the benefits of a healthy lifestyle may be enough to rapidly convert me. In the case of Apple, the same phenomenon results in mobs of smitten consumers arriving at stores in droves, braving long lines and paying premium prices, as if to say, “Yes! I do believe I should be at the center of everything you do! Technology should be beautiful! Thinner? Lighter? More powerful? Of course! We share the same vision! We’re both cool!” (Although these actual words are rarely spoken aloud.) The second reason belief statements are so compelling is because they help us manifest the conviction and emotion critical to delivering our message in an authentic way.

Just think about the incredible transformation that took place in Steve’s life and career after Pixar. In 1983, Apple launched their computer Lisa, the last project Jobs worked on before he was let go. Jobs released Lisa with a nine-page ad in the New York Times spelling out the computer’s technical features. It was nine pages of geek talk nobody outside NASA was interested in. The computer bombed. When Jobs returned to the company after running Pixar, Apple became customer-centric, compelling, and clear in their communication. The first campaign he released went from nine pages in the New York Times to just two words on billboards all over America: Think Different. When Apple began filtering their communication to make it simple and relevant, they actually stopped featuring computers in most of their advertising. Instead, they understood their customers were all living, breathing heroes, and they tapped into their stories. They did this by (1) identifying what their customers wanted (to be seen and heard), (2) defining their customers’ challenge (that people didn’t recognize their hidden genius), and (3) offering their customers a tool they could use to express themselves (computers and smartphones). Each of these realizations are pillars in ancient storytelling and critical for connecting with customers. I’ll teach you about these three pillars and more in the coming chapters, but for now just realize the time Apple spent clarifying the role they play in their customers’ story is one of the primary factors responsible for their growth. Notice, though, the story of Apple isn’t about Apple; it’s about you. You’re the hero in the story, and they play a role more like Q in the James Bond movies. They are the guy you go see when you need a tool to help you win the day.

Both the Whole Earth Catalog and the Homebrew Computer Club, which gave rise to several dozen companies that forged the personal computer industry—including Apple—emerged from the fertile ground that Raymond created.

Innovation amateurs talk good ideas,” he says. “Innovation experts talk testable hypotheses,” A hypothesis, embodied as a prototype, beats market research because it can be tested. The word prototype comes from the Greek words protos and typos, meaning “first form.” Customers don’t have to imagine how they would feel when they see a prototype. They’re already feeling it. Steve Jobs, although famous for rejecting market research, insisted that Apple designers make and test hundreds of prototypes before deciding on the final form of a new product.

Marketers may be reluctant to take a stand against something because it can feel controversial or divisive. But the truth is, some of the boldest marketers have been doing this kind of thing successfully for quite a while: Apple versus “Big Brother” conformity (as represented by IBM), Diesel and Dove taking on advertising and its manipulative ways, and, of course, at the beginning, Volkswagen taking on big cars and America’s “keep-up-with-the-Joneses” consumerism. The more things change, the more they stay the same.

The gold standard for any brand is to achieve a global status that transcends those barriers, that needs no translation. Nike. Apple. BMW. They’re not black. They’re not white. They’re just cool. That’s the brand that makes money. And the only way to be that brand is by connecting with each individual personally while still having a message that resonates universally. Which is why good advertising is really hard to do, and why most of it sucks.

Unlike those corporations that focused on building a particular brand (e.g. Coca-Cola or Marlboro), or companies that created a wholly new sector by means of some invention (e.g. Edison with the light bulb, Microsoft with its Windows software, Sony with the Walkman, or Apple with the iPod/iPhone/iTunes package), Walmart did something no one had ever thought of before: it packaged a new ideology of cheapness into a brand that was meant to appeal to the financially stressed American working and lower-middle classes.

This focus on humans rather than money is best illustrated by the Apple store concept, which was the first to include the Genius Bar, a children’s play area and other features that critics thought were a waste of time. When the first Apple store designs were announced, Bloomberg reported: “(Steve) Jobs thinks he can do a better job than experienced retailers. Problem is, the numbers don’t add up. I give them two years before they’re turning out the lights on a very painful and expensive mistake.”15 However, after opening, it was obvious that the stores were engaging customers in an even more immersive, brand building experience. Eight years later, Apple’s New York store became the highest grossing retailer on Fifth Avenue.

There is no more potent reminder of the power of customer reaction than lines at the Apple store in the days leading up to a new product launch. And consider the reach of billions of email messages sent every year that are signed off with “Sent from my iPhone.

The British public first fell in love with Jamie Oliver’s authentic, down-to-earth personality in the late ‘90s when he was featured in a documentary on the River Café. Jamie became a household name because of his energetic and infectious way of inspiring people to believe that anyone can cook and eat well. In his TV shows and cookery books and on his website, he made the concept of cooking good food practical and accessible to anyone. When Jamie Oliver opened a new restaurant in Perth, it naturally caused a bit of a buzz. High-profile personalities and big brands create an air of expectation. Brands like Jamie Oliver are talked about not just because of their fame and instant recognition, but because they have meaning attached to them. And people associate Jamie with simplicity, inclusiveness, energy, and creativity. If you’re one of the first people to have the experience of eating at the new Jamie’s Italian, then you’ve instantly got a story that you can share with your friends. The stories we tell to others (and to ourselves) are the reason that people were prepared to queue halfway down the street when Jamie’s Italian opened the doors to its Perth restaurant in March of 2013. As with pre-iPhone launch lines at the Apple store, the reaction of customers frames the scarcity of the experience. When you know there’s a three-month wait for a dinner booking (there is, although 50% of the restaurant is reserved for walk-ins), it feels like a win to be one of the few to have a booking. The reaction of other people makes the story better in the eyes of prospective diners. The hype and the scarcity just heighten the anticipation of the experience. People don’t go just for the food; they go for the story they can tell. Jamie told the UK press that 30,000 napkins are stolen from branches of his restaurant every month. Customers were also stealing expensive toilet flush handles until Jamie had them welded on. The loss of the linen and toilet fittings might impact Jamie’s profits, but it also helps to create the myth of the brand. QUESTIONS FOR YOU How would you like customers to react to your brand?

FINDING FRUCTOSE Fat is the fuel, but sugar, and in particular, fructose, is the fire. Foods rich in fructose can activate the fat switch — resulting in loss of appetite control and a reduction in energy. —Richard J. Johnson, author of The Fat Switch Sources of fructose: Table sugar = 50% fructose Honey = 55% fructose High-fructose corn syrup = 55–65% fructose (depending on the brand) Agave = Can be up to 92% fructose! Fruits = Depends on the fruit, but apples are 70% fructose!

The survivors of a nuclear war will be able, if they can make their way to Hutchinson, Kansas, and get 200 metres (650 feet) down into the salt-shafts, to retrieve an assortment of objects which have been chosen partly with them in mind. There are seeds of hybrid plants, the files of various commercial enterprises, secret formulae for making brand-name products, food for the treasure-finders, and even folding cots, just in case they bring their babies with them. There is a film library which includes Gone with the Wind, Polly of the Circus, and lots of Buster Keaton.

A few months later, Procter & Gamble tried something similar. Its CEO, A. G. Lafley, had begun talking about the need for P&G to get closer to its consumers. After reading about this, Facebook ad salesman Colleran did one of his masterful cold calls to find out if P&G was targeting any of its brands at the college market. It turned out that while P&G’s Crest White Strips teeth-whitening product had never been aimed specifically at college students, company data showed that the strips sold particularly well at Wal-Marts located near campuses. Colleran and P&G marketers came up with a Facebook campaign called Smile State. Much as Chase and Apple had done, P&G created a sponsored group on Facebook for Crest White Strips. It advertised the Smile State group only to users who were students at one of twenty large state universities located near Wal-Marts. Any student who joined got tickets to an upcoming college-oriented Matthew McConaughey movie called We Are Marshall. In addition, the schools that enrolled the most members in the Crest White Strips group got a concert organized by Def Jam Records. Over 20,000 people joined. To have 20,000 people explicitly expressing affinity for Crest White Strips using their real name is the kind of thing that gives marketers goose bumps. It was a huge win for P&G and for Facebook.

Studying brands outside of your industry can spark creative brainstorms.

The Bancroft Peach Bellini 2 ripe peaches, seeded and diced 1 tablespoon freshly squeezed lemon juice 1 teaspoon sugar 1 bottle chilled Prosecco sparkling wine Directions Place the peaches, lemon juice, and sugar in the bowl of a food processor fitted with a steel blade and process until smooth. Press the mixture through a sieve, and discard the peach solids in the sieve. Place two tablespoons of the peach puree into each champagne glass and fill with cold Prosecco. Serve immediately. Hawaiian BBQ Short Ribs 1 package pork spare ribs 4 tablespoons of your favorite brand of dry rib rub 1 cup light brown sugar 2 cups Welch’s Essentials Orange, Pineapple, Apple Juice Cocktail 1 16-ounce can chunked pineapple, with its juice 4 tablespoons light yellow mustard 1 cup Hawaiian BBQ sauce Directions Sprinkle both sides of the spare ribs with dry rib rub and light brown sugar.

We often hear of brand loyalty, even brand “devotion.” But do people really worship brands? Is consumerism really such a “liturgical” experience? It may not be as far fetched as you think. In a recent study to consider the effect of “super brands” such as Apple and Facebook, researchers made an intriguing discovery. When they analyzed the brain activity of product fanatics, like members of the Apple cult, they found that “the Apple products are triggering the same bits of [their] brain as religious imagery triggers in a person of faith.”a This is your brain on Apple: it looks like it’s worshiping.

Ultimately, brands are built by people who passionately believe in their brands. Indeed, many of the world’s best brands can be linked to a single person: Howard Schultz created Starbucks, Steve Jobs built Apple, Pleasant Roland formed American Girl, Richard Branson developed Virgin, and Phil Knight was the driving force behind Nike. Brand builders understand and believe in the power of brands.     Tim

Networking was already a sore subject at Microsoft. A standard feature of minicomputers and workstations, networking had been slow to arrive in the world of PCs. Aside from Apple, whose Macintosh contained a simple and effective means of sharing files and printers between machines, customers had yet to find a standard way of linking together different brands of PCs. A Utah company named Novell had grabbed the lead with a program called Netware, which made it possible for many PCs to both share a single printer and handle a set of files located on one PC. Print and file services, though mundane, were the lifeblood of PC networking. Novell’s lead stemmed largely from its fast delivery of these services: Microsoft was unable to better or even match Novell’s products. At the moment Rubin led a large group that was building a networking attachment to OS/2 called Lan Man, which was Microsoft’s latest hope in the attempt to overtake Novell. Cutler

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.