Apple Gadgets Quotes

The reality is that most consumers in the developed world would rather not know where their phones and gas come from as long as the prices are low. If you know, you must act, so it is better not to know. The occasional scandal over inhuman working conditions in Chinese factories (or women’s rights in Saudi Arabia) allows some liberals to feel better when a Nike or Apple announces an investigation that is quickly forgotten by the time the next shoe or gadget comes out.

It is no longer just engineers who dominate our technology leadership, because it is no longer the case that computers are so mysterious that only engineers can understand what they are capable of. There is an industry-wide shift toward more "product thinking" in leadership--leaders who understand the social and cultural contexts in which our technologies are deployed. Products must appeal to human beings, and a rigorously cultivated humanistic sensibility is a valued asset for this challenge. That is perhaps why a technology leader of the highest status--Steve Jobs--recently credited an appreciation for the liberal arts as key to his company's tremendous success with their various i-gadgets.

study of the rise and fall and rise of Apple and the brutal clashes that destroyed friendships and careers. And it is a gadget lover’s dream, with fabulous, inside accounts of how the Macintosh, iPod, iPhone and iPad came into being. But more than

exciting time in the age of computers, when the machines first became personal and later, fashionable accessories. It is also a textbook study of the rise and fall and rise of Apple and the brutal clashes that destroyed friendships and careers. And it is a gadget lover’s dream, with fabulous, inside accounts of how the Macintosh, iPod, iPhone and iPad came into being. But more than anything, Isaacson has crafted a biography of a complicated, peculiar personality—Jobs was charming, loathsome, lovable, obsessive, maddening—and the author shows how Jobs’s character was instrumental in shaping some of the greatest technological innovations of our time.

If a knife has to cut through anything effortlessly and well, it is extremely important that whatever it cuts through does not stick to it. If the residue keeps sticking to the knife, after some time this knife becomes useless. Some of you must have experienced in your kitchens, when you cut an onion with a knife, and then cut mangoes or apples, everything tastes like an onion. Once the residue of what you cut through sticks to the knife, in many ways that knife becomes more of a nuisance than a help. Or in other words, once your intellect identifies with something or the other, it gets chained with the identifications. Once this happens, you have a completely distorted experience of the mind.

It was at that moment that Jobs launched a new grand strategy that would transform Apple—and with it the entire technology industry. The personal computer, instead of edging toward the sidelines, would become a “digital hub” that coordinated a variety of devices, from music players to video recorders to cameras. You’d link and sync all these devices with your computer, and it would manage your music, pictures, video, text, and all aspects of what Jobs dubbed your “digital lifestyle.” Apple would no longer be just a computer company—indeed it would drop that word from its name—but the Macintosh would be reinvigorated by becoming the hub for an astounding array of new gadgets, including the iPod and iPhone and iPad.

Isaacson’s biography can be read in several ways. It is on the one hand a history of the most exciting time in the age of computers, when the machines first became personal and later, fashionable accessories. It is also a textbook study of the rise and fall and rise of Apple and the brutal clashes that destroyed friendships and careers. And it is a gadget lover’s dream, with fabulous, inside accounts of how the Macintosh, iPod, iPhone and iPad came into being. But more than anything, Isaacson has crafted a biography of a complicated, peculiar personality—Jobs was charming, loathsome, lovable, obsessive, maddening—and the author shows how Jobs’s character was instrumental in shaping some of the greatest technological innovations

Isaacson’s biography can be read in several ways. It is on the one hand a history of the most exciting time in the age of computers, when the machines first became personal and later, fashionable accessories. It is also a textbook study of the rise and fall and rise of Apple and the brutal clashes that destroyed friendships and careers. And it is a gadget lover’s dream, with fabulous, inside accounts of how the Macintosh, iPod, iPhone and iPad came into being. But more than anything, Isaacson has crafted a biography of a complicated, peculiar personality—Jobs was charming, loathsome, lovable, obsessive, maddening—and the author shows how Jobs’s character was instrumental in shaping some of the greatest technological innovations of our time.

The Lowly Thermostat, Now Minter of Megawatts How Nest is turning its consumer hit into a service for utilities. Peter Fairley | 945 words • Google’s $3.2 billion acquisition of Nest Labs in January put the Internet of things on the map. Everyone had vaguely understood that connecting everyday objects to the Internet could be a big deal. Here was an eye-popping price tag to prove it. Nest, founded by former Apple engineers in 2010, had managed to turn the humble thermostat into a slick, Internet-connected gadget. By this year, Nest was selling 100,000 of them a month, according to an estimate by Morgan Stanley. At $249 a pop, that’s a nice business. But more interesting is what Nest has been up to since last May in Texas, where an Austin utility is paying Nest to remotely turn down people’s air conditioners in order to conserve power on hot summer days—just when electricity is most expensive. For utilities, this kind of “demand response” has long been seen as a killer app for a smart electrical grid, because if electricity use can be lowered just enough at peak times, utilities can avoid firing up costly (and dirty) backup plants. Demand response is a neat trick. The Nest thermostat manages it by combining two things that are typically separate—price information and control over demand. It’s consumers who control the air conditioners, electric heaters, and furnaces that dominate a home’s energy diet. But the actual cost of energy can vary widely, in ways that consumers only dimly appreciate and can’t influence. While utilities frequently carry out demand

Get Much more Out of one's iPhone With Jailbreak apple iphone 3G Typically individuals prefer to department out and do things that their working system has not been designed to do. Whether or not the person want to set up a new working system that enables them to how to jailbreak iphone play nintendo video games or turn their cellphone into a remote security system, jail breaking an Iphone has many advantages that users can benefit from. When a person decides to jail break an iphone, one of many first issues that they may need to take into account is violating the warranty tips, since this will trigger the guarantee to be voided. Jailbreaking refers back to the hacking from the apple iphone, which permits users to setup third social gathering apps inside the gadget. All iphones are sure to a specific supplier when they are made. This varies with nation and location.The underside line could be that the patrons are restricted to this provider, also termed as confined right into a "jail". With the utilization of softwares like jailbreak iPhone 3G, one can cut up up this restriction, subsequently the phrase "jailbreaking". This was thought of as a criminality till modern conditions, but which has a contemporary courtroom ruling, It is removed from any longer a violation with the laws. You may as well jailbreak iphone by installing extensions which offers immediate reach to your system settings out of your iOS machine. In addition they ignore specific restrictions set by Apple and carriers and acquires packages that give you with more management concerning iOS expertise. Jailbraking frees iOS devices from Apple’s limitations and lets you install something you want. There are various purposes that doesn’t meet Apple requirements and carriers out activties that Apple wouldn’t allow your gadget to do for a number of reasons. After jailbreaing your iPhone, house owners can attain nearly limitless customization enabling better management of the phone’s settings like the color scheme and interface. This offers a resolution for iPhone restrictions permitting the iPhone to have the same customization like the Google’s working system (Android). Jailbreaking entails overcoming numerous sorts of iOS security elements simultaneously.

While Steve’s gadgets and computers drew the most attention, the software that made them go was every bit as important. Steve always said that Apple’s primary competitive advantage was that it created the whole widget: the finely tuned symbiosis between the hardware and the software together defined a superior user experience. In the PC world, hardware and software technologies came from different companies that didn’t always even get along, including IBM and the PC-clone manufacturers, Microsoft, and Intel.

Although in 2005 compact discs still represented over 98 percent of the market for legal album sales, Morris had no loyalty to the format. In May of that year, Vivendi Universal announced it was spinning off its CD manufacturing and distribution business into a calcified corporate shell called the Entertainment Distribution Company. Included in EDC’s assets were several massive warehouses and two large-scale compact disc manufacturing plants: one in Hanover, Germany, and one in Kings Mountain, North Carolina. Universal would still manufacture all its CDs at the plants, but now this would be an arms-length transaction that allowed them to watch the superannuation of optical media from a comfortable distance. It was one of the oldest moves in the corporate finance playbook: divest yourself of underperforming assets while holding on to the good stuff. EDC was a classic “stub company,” a dogshit collection of low-growth, capital-intensive factory equipment that was rapidly going obsolete. In other words, EDC was a drag on A that added little to B. Let the investment bankers figure out who wanted it—Universal had gone digital, and the death rattle of the compact disc had grown loud enough for even Doug Morris to hear. The CD was the past; the iPod was the future. People loved these stupid things. You could hardly go outside without getting run over by some dumb jogger rocking white headphones and a clip-on Shuffle. Apple stores were generating more sales per square foot than any business in the history of retail. The wrapped-up box with a sleek wafer-sized Nano inside was the most popular gift in the history of Christmas. Apple had created the most ubiquitous gadget in the history of stuff.

Somewhere I read, if Apple is an school then Samsung is the brilliant student. In Indian market I can say that Micromax is the smartest student

Many in Hollywood view Disney as a soulless, creativity-killing machine that treats motion pictures like toothpaste and leaves no room for the next great talent, the next great idea, or the belief that films have any meaning beyond their contribution to the bottom line. By contrast, investors and MBAs are thrilled that Disney has figured out how to make more money, more consistently, from the film business than anyone ever has before. But actually, Disney isn’t in the movie business, at least as we previously understood it. It’s in the Disney brands business. Movies are meant to serve those brands. Not the other way around. Even some Disney executives admit in private that they feel more creatively limited in their jobs than they imagined possible when starting careers in Hollywood. But, as evidenced by box-office returns, Disney is undeniably giving people what they want. It’s also following the example of one of the men its CEO, Bob Iger, admired most in the world: Apple’s cofounder, Steve Jobs. Apple makes very few products, focuses obsessively on quality and detail, and once it launches something that consumers love, milks it endlessly. People wondering why there’s a new Star Wars movie every year could easily ask the same question about the modestly updated iPhone that launches each and every fall. Disney approaches movies much like Apple approaches consumer products. Nobody blames Apple for not coming out with a groundbreaking new gadget every year, and nobody blames it for coming out with new versions of its smartphone and tablet until consumers get sick of them. Microsoft for years tried being the “everything for everybody” company, and that didn’t work out well. So if Disney has abandoned whole categories of films that used to be part of every studio’s slates and certain people bemoan the loss, well, that’s simply not its problem.

This is the first place I have worked that is going to change the world,” Blankenship said, taking a jab at the sometimes trivial nature of Apple’s gadgets.

I rang out a couple more customers as I thought about it, and...he slowly walked up to the counter and set down two spools of line. I should really figure out what the point of one being thicker than the other was. “Hi, Mr. Rhodes,” I greeted him with a smile. He’d taken his sunglasses off and slid them through one of the gaps between the buttons of his work shirt. His gray eyes were steady on me as he said in that same uninterested, stern tone from before, “Hi.” I took the first package of fishing line and scanned it. “How is your day going?” “Fine.” I scanned the next package and figured I might as well go in for the kill since no one was around. “You remember that time you said you owed me?” A day ago. He didn’t say anything, and I peeked up at him. Since his eyebrows couldn’t talk, they formed a shape that told me exactly how distrustful he was feeling right then. “You do, okay. Well,” and I lowered my voice, “I was going to ask if I could redeem that favor.” Those gray eyes stayed narrowed. This was going well. I glanced around to make sure no one was listening and quickly said, “When you aren’t busy… could you teach me about all this stuff? Even if it’s just a little bit?” That got him to blink in what I was pretty sure was surprise. And to give him credit, he too lowered his voice as he asked slowly and possibly in confusion, “What stuff?” I tipped my head to the side. “All this stuff in here. Fishing, camping, you know, general knowledge I might need to work here so I have an idea of what I’m doing.” There was another blink. I might as well go for it. “Only when you aren’t super busy. Please. If you can, but if you can’t, that’s okay.” I’d just cry myself to sleep at night. No biggie. Worst case, I could hit up the library on my days off. Hang out in the grocery store parking lot and google information. I could make it work. I would, regardless. Dark, thick, black eyelashes dipped over his nice eyes, and his voice came out low and even. “You’re serious?” He thought I was shitting him. “Dead.” His head turned to the side, giving me a good view of his short but really pretty eyelashes. “You want me to teach you to fish?” he asked like he couldn’t believe it, like I’d asked him to… I don’t know, show me his wiener. “You don’t have to teach me to fish, but I wouldn’t be opposed to it. I haven’t been in forever. But more about everything else. Like, what is the point of these two different kinds of line? What are all the lures good for? Or are they called flies? Do you really need those gadgets to start a fire?” I knew I was whispering as I said, “I have so many random questions, and not having internet makes it hard to look things up. Your total is $40.69, by the way.” My landlord blinked for about the hundredth time at that point, and I was pretty sure he was either confused or stunned as he pulled his wallet out and slipped his card through the reader, his gaze staying on me for the majority of the time in that long, watchful way that was completely different from the way the older men had been eyeballing me earlier. Not sexually or with interest, but more like I was a raccoon and he wasn’t sure if I had rabies or not. In a weird way, I preferred it by a lot. I smiled. “It’s okay if not,” I told him, handing over a small paper bag with his purchases inside. The tall man took it from me and let his eyes wander to a spot to my left. His Adam’s apple bobbed; then he took a step back and sighed. “Fine. Tonight, 7:30. I’ve got thirty minutes and not one longer.” What! “You’re my hero,” I whispered. He looked at me, then blinked. “I’ll be there, thank you,” I told him. He grunted, and before I could thank him again, he was out of there so fast I had no chance to check out his butt in those work pants of his.

A company can sustain a premium price only if it offers something that is both unique and valuable to its customers. Apple’s hot, must-have gadgets have commanded premium prices. Ditto for the high-speed Madrid-to-Barcelona train and the trucks Paccar creates for owner-operators. Create more buyer value and you raise what economists call willingness to pay (WTP), the mechanism that makes it possible for a company to charge a higher price relative to rival offerings.

IDEO is one of the world’s most respected design firms—the creator of everything from those fat-handled toothbrushes for kids to Apple Computer’s first mouse to the Palm V. How do they do it? The secret would make an MBA squirm: Empathy. In the IDEO universe, great design doesn’t begin with a cool drawing or a nifty gadget. It begins with a deep and empathic understanding of people.

Most Mondays, their visit to Ive would be followed by one to Avie and the team working on Apple’s new operating system, which would eventually be called OS X. The radical new operating system would be the flywheel of all the extraordinary developments that would follow over the next decade, from Apple’s suite of iLife applications, to iOS—the slimmed-down operating system that would give life to the iPhone and iPad—to the entirely new software industry that emerged to produce the millions of apps written for those devices. While Steve’s gadgets and computers drew the most attention, the software that made them go was every bit as important. Steve always said that Apple’s primary competitive advantage was that it created the whole widget: the finely tuned symbiosis between the hardware and the software together defined a superior user experience. In the PC world, hardware and software technologies came from different companies that didn’t always even get along, including IBM and the PC-clone manufacturers, Microsoft, and Intel.

#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 Intersection,” the title of this chapter, was an idea that helped us. It speaks to the way Apple valued expertise in both technology and liberal arts. We used this notion to guide our efforts as we developed and lived on our gadgets, so that they turned out to be more than an agglomeration of the latest CPUs, sensors, and software manufactured at scale. We hoped to make our products meaningful and useful to people.