Apple Iphone Quotes

At Apple, we never would have dreamed of doing that, and we never staged any A/ B tests for any of the software on the iPhone. When it came to choosing a color, we picked one. We used our good taste—and our knowledge of how to make software accessible to people with visual difficulties related to color perception—and we moved on.

You may have an iPhone, for example, but its microchips are made by Apple’s biggest competitor—the Korean electronics company Samsung.

Jobs's intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him- the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store-he was relentless. But if he did not want to deal with something - a legal annoyance, a business issue, his cancer diagnosis, a family tug- he would resolutely ignore it. That focus allowed him to say no. He got Apple back on track by cutting all except a few core products. He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options. He attributed his ability to focus and his love of simplicity to his Zen training. It honed his appreciation for intuition, showed him how to filter out anything that was distracting or unnecessary, and nurtured in him an aesthetic based on minimalism.

Google, you fucking ripped off the iPhone, wholesale ripped us off. Grand theft. I will spend my last dying breath if I need to, and I will spend every penny of Apple’s $40 billion in the bank, to right this wrong. I’m going to destroy Android, because it’s a stolen product. I’m willing to go thermonuclear war on this. They are scared to death, because they know they are guilty. Outside of Search, Google’s products—Android, Google Docs—are shit.

Why do some products, like the iPhone, turn out as well as they do? I’m now ready to offer my complete answer. It comes in three parts.

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.

Over the next five years, DARPA’s biohybrid programs advanced at an astonishing pace. Microprocessor technology was doubling in capacity every eighteen months. By June 29, 2007, when Apple rereleased its first-generation iPhone, Americans could now carry in their pockets more technology than NASA had when it sent astronauts to the moon.

By the end of 2010, Apple had sold ninety million iPhones, and it reaped more than half of the total profits generated in the global cell phone market.

Apple has a worldwide database of Wi-Fi passwords, including my home network’s, from people backing up their iPhones.

originated at the California research institute SRI International and was purchased by Apple in 2010, listened to what iPhone users were saying to it, tried to identify what they wanted,

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

The iPhone When we are at these early stages in design . . . often we’ll talk about the story for the product—we’re talking about perception. We’re talking about how you feel about the product, not in a physical sense, but in a perceptual sense. —JONY IVE

From a book talk in Palo Alto for "The Perfectionists"; He pulled out his new iphone and told us that its Apple-designed chipset has 8 billion[!] transistors, and that someone at Intel told him that there are now more transistors in electronics than all the leaves on all the world's trees. Something like 15 quintillion of them!

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.

Это самый дорогой телефон в мире, — говорил Стив Баллмер из Microsoft в интервью телеканалу CNBC. — При этом его целевой аудиторией не могут быть деловые люди, так как у него нет клавиатуры». В очередной раз компания Microsoft недооценила произведение Джобса. К концу 2010 года Apple продала 90 миллионов аппаратов iPhone, и на их долю пришлось больше половины общей суммы прибыли мирового рынка сотовых телефонов.

We saw this in late 2014 when Apple finally encrypted iPhone data; one after the other, law enforcement officials raised the specter of kidnappers and child predators. This is a common fearmongering assertion, but no one has pointed to any actual cases where this was an issue. Of the 3,576 major offenses for which warrants were granted for communications interception in 2013, exactly one involved kidnapping—and the victim wasn’t a child.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This

Our lawsuit is saying, “Google, you fucking ripped off the iPhone, wholesale ripped us off.” Grand theft. I will spend my last dying breath if I need to, and I will spend every penny of Apple’s $40 billion in the bank, to right this wrong. I’m going to destroy Android, because it’s a stolen product. I’m willing to go to thermonuclear war on this. They are scared to death, because they know they are guilty. Outside of Search, Google’s products—Android, Google Docs—are shit. A few days after this rant, Jobs got a call from Schmidt, who had resigned from the Apple board the previous summer. He suggested they

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

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.

Jobs’s intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him—the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store—he was relentless. But if he did not want to deal with something—a legal annoyance, a business issue, his cancer diagnosis, a family tug—he would resolutely ignore it. That focus allowed him to say no. He got Apple back on track by cutting all except a few core products. He made devices simpler by eliminating buttons, software simpler by eliminating features, and interfaces simpler by eliminating options.

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

As you’ll remember, the first generation of iPhones had a tendency to disconnect in the middle of calls. The obligatory antenna required in the phone did not deliver. It wasn’t until Apple fixed that problem that the iPhone moved from Apple baseline cult first generation adopters (its Genre experts) to middle managers abandoning their BlackBerrys. The core fanatics cut Apple some slack on the first iteration of the iPhone, but they didn’t evangelize to non-cult members until all of the bugs were out of it. It’s the very same thing for books. Win over the experts and keep banging away at the keyboard. When you’ve knocked out something extraordinary, the experts will beat down their neighbors’ doors to get them to read your book.

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.

When President Obama asked to meet with Steve Jobs, the late Apple boss, his first question was ‘how much would it cost to make the iPhone in the United States, instead of overseas?’ Jobs was characteristically blunt, asserting that ‘those jobs are never coming back’. In point of fact, it’s been estimated that making iPhones exclusively in the US would add around $65 to the cost of each phone – not an unaffordable cost, or an unthinkable drop in margin for Apple, if it meant bringing jobs back home.  But American workers aren’t going to be making iPhones anytime soon, because of the need for speed, and scale, in getting the product on to shelves around the world. When Apple assessed the global demand for the iPhone it estimated that it would need almost 9,000 engineers overseeing the production process to meet demand. Their analysts reported that it would take nine months to recruit that many engineers in the US – in China, it took 15 days. It’s these kind of tales that cause US conservative media outlets to graphically describe Asia as ‘eating the lunch’ off the tables of patriotic, if sleep-walking, American citizens. If Apple had chosen to go to India, instead of China, the costs may have been slightly higher, but the supply of suitably qualified engineers would have been just as plentiful. While China may be the world’s biggest manufacturing plant, India is set to lead the way in the industry that poses the biggest threat to western middle-class parents seeking to put their sons or daughters through college: knowledge.

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Stanford commencement address; Andy Behrendt, “Apple Computer Mogul’s Roots Tied to Green Bay,” (Green Bay) Press Gazette, Dec. 4, 2005; Georgina Dickinson, “Dad Waits for Jobs to iPhone,” New York Post and The Sun (London), Aug. 27, 2011; Mohannad Al-Haj Ali, “Steve Jobs Has Roots in Syria,” Al Hayat, Jan. 16, 2011; Ulf Froitzheim, “Porträt Steve Jobs,” Unternehmen, Nov. 26, 2007. Silicon Valley: Interviews with Steve Jobs, Laurene Powell. Jobs, Smithsonian oral history; Moritz, 46; Berlin, 155–177; Malone, 21–22. School: Interview with Steve Jobs. Jobs, Smithsonian oral history; Sculley, 166; Malone, 11, 28, 72; Young, 25, 34–35; Young and Simon, 18; Moritz, 48, 73–74. Jobs’s address was originally 11161 Crist Drive, before the subdivision was incorporated into the town from the county.

The banking system we have today is a direct descendent of banking from the Middle Ages. The Medici family in Florence, Italy, arguably created the formal structure of the bank that we still retain today, after many developments. The paper currency we have today is an iteration on coins used before the first century. Today’s payments networks are iterations on the 12th century European network of the Knights Templar, who used to securely move money around for banks, royalty and wealthy aristocrats of the period. The debit cards we have today are iterations on the bank passbook that you might have owned if you had had a bank account in the year 1850. Apple Pay is itself an iteration on the debit card—effectively a tokenised version of the plastic artifact reproduced inside an iPhone. And bank branches? Well, they haven’t materially changed since the oldest bank in the world, Monte Dei Paschi de Sienna, opened their doors to the public 750 years ago.

Ive and Jobs have even obsessed over, and patented, the packaging for various Apple products. U.S. patent D558572, for example, granted on January 1, 2008, is for the iPod Nano box, with four drawings showing how the device is nestled in a cradle when the box is opened. Patent D596485, issued on July 21, 2009, is for the iPhone packaging, with its sturdy lid and little glossy plastic tray inside. Early on, Mike Markkula had taught Jobs to “impute”—to understand that people do judge a book by its cover—and therefore to make sure all the trappings and packaging of Apple signaled that there was a beautiful gem inside. Whether it’s an iPod Mini or a MacBook Pro, Apple customers know the feeling of opening up the well-crafted box and finding the product nestled in an inviting fashion. “Steve and I spend a lot of time on the packaging,” said Ive. “I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story.

get a sense of how powerful Musk’s work may end up being for the American economy, have a think about the dominant mechatronic machine of the past several years: the smartphone. Pre-iPhone, the United States was the laggard in the telecommunications industry. All of the exciting cell phones and mobile services were in Europe and Asia, while American consumers bumbled along with dated equipment. When the iPhone arrived in 2007, it changed everything. Apple’s device mimicked many of the functions of a computer and then added new abilities with its apps, sensors, and location awareness. Google charged to market with its Android software and related handsets, and the United States suddenly emerged as the driving force in the mobile industry. Smartphones were revolutionary because of the ways they allowed hardware, software, and services to work in unison. This was a mix that favored the skills of Silicon Valley. The rise of the smartphone led to a massive industrial boom in which Apple became the most valuable company in the country, and billions of its clever devices were spread all over the world.

There’s the potential that Tesla is setting itself up to capitalize on a situation like the one Apple found itself in when it first introduced the iPhone. Apple’s rivals spent the initial year after the iPhone’s release dismissing the product. Once it became clear Apple had a hit, the competitors had to catch up. Even with the device right in their hands, it took companies like HTC and Samsung years to produce anything comparable. Other once-great companies like Nokia and BlackBerry didn’t withstand the shock. If, and it’s a big if, Tesla’s Model 3 turned into a massive hit—the thing that everyone with enough money wanted because buying something else would just be paying for the past—then the rival automakers would be in a terrible bind. Most of the car companies dabbling in electric vehicles continue to buy bulky, off-the-shelf batteries rather than developing their own technology. No matter how much they wanted to respond to the Model 3, the automakers would need years to come up with a real challenger and even then they might not have a ready supply of batteries for their vehicles. “I think it is going to be a bit like that,” Musk said. “When will the first non-Tesla Gigafactory get built? Probably no sooner than six years from now. The big car companies are so derivative. They want to see it work somewhere else before they will approve the project and move forward. They’re probably more like seven years away. But I hope I’m wrong.” Musk

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This sort of relationship is hard to pull off if you don’t control as much of the lifestyle as possible. PC makers that farmed their software out to Microsoft, their chips to Intel, and their design to Asia could never make machines as beautiful and as complete as Apple’s. They also could not respond in time as Apple took this expertise to new areas and hooked people on its applications. You can see Musk’s embrace of the car as lifestyle in Tesla’s abandonment of model years. Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

John Doerr, the legendary venture capitalist who backed Netscape, Google, and Amazon, doesn’t remember the exact day anymore; all he remembers is that it was shortly before Steve Jobs took the stage at the Moscone Center in San Francisco on January 9, 2007, to announce that Apple had reinvented the mobile phone. Doerr will never forget, though, the moment he first laid eyes on that phone. He and Jobs, his friend and neighbor, were watching a soccer match that Jobs’s daughter was playing in at a school near their homes in Palo Alto. As play dragged on, Jobs told Doerr that he wanted to show him something. “Steve reached into the top pocket of his jeans and pulled out the first iPhone,” Doerr recalled for me, “and he said, ‘John, this device nearly broke the company. It is the hardest thing we’ve ever done.’ So I asked for the specs. Steve said that it had five radios in different bands, it had so much processing power, so much RAM [random access memory], and so many gigabits of flash memory. I had never heard of so much flash memory in such a small device. He also said it had no buttons—it would use software to do everything—and that in one device ‘we will have the world’s best media player, world’s best telephone, and world’s best way to get to the Web—all three in one.’” Doerr immediately volunteered to start a fund that would support creation of applications for this device by third-party developers, but Jobs wasn’t interested at the time. He didn’t want outsiders messing with his elegant phone. Apple would do the apps. A year later, though, he changed his mind; that fund was launched, and the mobile phone app industry exploded. The moment that Steve Jobs introduced the iPhone turns out to have been a pivotal junction in the history of technology—and the world.

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Apple, the most successful firm selling a low-cost product at a premium price. The total material cost for the iPhone X is $370, a fraction of the $999 price tag.80 Put another way, Apple has the profit margin of Ferrari with the production volume of Toyota.

iPhone sea inteligente y no estúpido debe su financiación a la investigación, tanto básica como aplicada, financiada por el Estado. Esto, por supuesto, no significa que Steve Jobs y su equipo no fuesen cruciales para el éxito de Apple, pero ignorar el lado «público» de la historia impedirá que nazcan las Apple del futuro.

Apple reports that people unlock their iPhones an average of 80 times per day, and a 2016 study by customer-research firm Dscout found that people touched their phones an average of 2,617 times per day. Distracted has become the new default.

Just four years after it launched, the iPhone accounted for half of Apple’s revenue.

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.

General Motors sells more cars in China than in the United States. Before the Trump trade war, up to 60 percent of U.S. soybean exports went to China, and Apple sold $40 billion a year of iPhones. China was also expected to become the biggest market for U.S. LNG.

Apple, which sells twice as many iPhones in China as it does in the US, earns more than $100 million in China every day.

The advance of computerization and automation technologies has meant that many medium-skilled jobs—clerks, travel agents, bookkeepers, and factory workers—have been replaced with new technologies. New jobs have arisen in their place, but those jobs are often one of two types: either they are high-skilled jobs, such as engineers, programmers, managers, and designers, or they are lower-skilled jobs such as retail workers, cleaners, or customer service agents. Exacerbating the trends caused by computers and robots are globalization and regionalization. As medium-skilled technical work is outsourced to workers in developing nations, many of those jobs are disappearing at home. Lower-skilled jobs, which often require face-to-face contact or social knowledge in the form of cultural or language abilities, are likely to remain. Higher-skilled work is also more resistant to shipping overseas because of the benefits of coordination with management and the market. Think of Apple’s tagline on all of its iPhones: “Designed in California. Made in China.” Design and management stay; manufacturing goes.

In 2012, Google Maps had become the premier provider of mapping services and location data for mobile phone users. It was a popular feature on Apple’s iPhone. However, with more consumer activity moving to mobile devices and becoming increasingly integrated with location data, Apple realized that Google Maps was becoming a significant threat to the long-term profitability of its mobile platform. There was a real possibility that Google could make its mapping technology into a separate platform, offering valuable customer connections and geographic data to merchants, and siphoning this potential revenue source away from Apple. Apple’s decision to create its own mapping app to compete with Google Maps made sound strategic sense—despite the fact that the initial service was so poorly designed that it caused Apple significant public embarrassment. The new app misclassified nurseries as airports and cities as hospitals, suggested driving routes that passed over open water (your car had better float!), and even stranded unwary travelers in an Australian desert a full seventy kilometers from the town they expected to find there. iPhone users erupted in howls of protest, the media had a field day lampooning Apple’s misstep, and CEO Tim Cook had to issue a public apology.19 Apple accepted the bad publicity, likely reasoning that it could quickly improve its mapping service to an acceptable quality level—and this is essentially what has happened. The iPhone platform is no longer dependent on Google for mapping technology, and Apple has control over the mapping application as a source of significant value.

Apple has a consistent and exquisite concept of using the God curve in everything. The God curve is the curvature of the rounded corners that you can see in many places. For example, in the iPhone, you can see the God curve in the metal frame, the physical buttons, the rear bump, the camera, the receiver, the display, the Lighting connector, and even some internal components. In the software, you can see the God curve in the app icon, the dock, the search bar, the settings bar, the control center, the notification bar in notification center, the widget, and the notch (or dynamic island). The God curve is also present in other products, such as the Macbook and its software. And even in Apple's buildings and facilities, such as the Apple Park visitor center and its trash cans and seats. The God curve is a legacy of Mr. Jobs, who made sure that everything Apple does has a high level of consistency and elegance across hardware, software, product, and enterprise.

Slide (on-screen): The touch should have a low damping for a smooth slide. The lower the damping, the easier it is to move your finger and the better the experience.

Comfort vision. The principle: The animation should have a non-linear speed change to make it more comfortable. The animation should change from gradual strength to gradual weakness smoothly. The smoother the curve change, the more comfortable the feel.

There are two types of brain modes: low and high consumption. Low consumption modes are easy to remember and use less brain resources. Examples are muscle memory and conditioned reflexes. High consumption modes are hard to remember and use more brain resources. Examples are information processing, analysis, and judgment. These are two concepts that are clear in theory but vague in practice. The basic and underlying logic operations should follow the low consumption mode principle. That is why we should avoid double-side-interaction (in a normal mobile phone size).

Compartmentalization is a concept that means dividing or perceiving things as different and distinct. It affects how people react to things. For mobile phones, we can use different senses to classify compartmentalization. For example, visual, auditory, tactile, psychological, single, and integrated. For instance, the lock screen interface and the home screen in unlocked mode are different visual compartments. The home screen, the negative screen, and the App library are also different visual compartments on the same level. The top swipe, bottom swipe, left swipe, and right swipe on the home screen are different operation compartments on the same level. Single-finger clicks, single-finger swipes, and single-finger long press are different interaction compartments on the same level. There is a rule for compartmentalization: 1) The fewer items it can extend to the lower layer within the same compartment, the more precise and efficient it is. 2) To keep the low brain consumption mode, the upper and lower layer operations should not be more than three.

6. Material gloss, the principle: A non-mirror surface looks the same in any environment, but a mirror surface changes with the light and the surroundings. The same material can have different visual effects by using different processes and special materials. But it is hard to change the quality of the material by using the same process on different grades of the same material. Some materials have a charm that is not only based on their features, but also on how they interact with the environment. For example, precious metals can reflect light and show a unique visual effect, even if they are very similar to other elements. The best visual effect is when some of the light is reflected and some of it shows the gloss of the material. The second best is when there is no reflection at all. The third best is when there is a mirror-like reflection that creates complex scenes that are hard to control.

Let's do an experiment. Half a meter away from the screen, observe a lady's hand and a photo of the lady's hand through a mobile phone screen with 2K and 4K resolution respectively. We can feel a huge difference in the visualization of the three scenes, not only between 4K and the eye, but also between 2K and 4K. That is because in the microcosm (we imagine the lady's hand as a display), the smallest unit of the lady's hand is the skin cells, compared with the smallest unit of the screen display pixels, which differ by several orders of magnitude. This leads to the composition of the macrocosm being like a two-way street. That is to say, under the condition of not being affected by vision and distance factors, when the ppi is continuously increased to infinitely close to the smallest constituent unit of the surface of the object, its visual effect will continue to converge to the real object, but there will always be a certain difference from the real object.

Take another example that is easy to understand. For example, skin care promotes a tighter arrangement between skin cells in the microcosm, thus making the skin in the macrocosm have a smoother and tighter visual effect.

Interaction area The principle: The design should consider the finger size and the habitual areas of the user. The design should make it easy and comfortable for the user to interact with the device.

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.

This is the same thought process Steve Jobs brought to the iPhone in 2007. He mocked all the phones with physical keyboards because, he correctly noted, the keyboard was always there whether you needed it or not. You could never update it, you couldn’t change languages, and you couldn’t get rid of it when you didn’t want it. The real estate on the device was always and forever a bunch of keys in the arrangement and language that the device shipped with. The iPhone keyboard is software. It disappears when you don’t need it, which is most of the time. It can change to an emoji keyboard when needed, or another language if you’re multilingual, which means Apple can ship one SKU worldwide. The language you need is just software, not something that has to be fixed at the factory.

Added to that is the fact that we don’t always know precisely what makes us feel lonely or isolated. It can make it hard to see what the problems are. It’s like trying to open an iPhone to fix it yourself. It sometimes feels like society operates like Apple, as if it doesn’t want us to get a screwdriver and look inside to see what the problems are for ourselves. But that’s what we need to do. Because often identifying a problem, being mindful of it, becomes the solution itself.

In 2008 Nokia led the world in mobile phone sales. When Apple introduced the iPhone, few thought it would take off. The trend was to make handsets smaller and cheaper, but Apple’s was bulkier, pricier, and buggier. Nokia’s frame came from the conservative telecom industry, valuing practicality and reliability. Apple’s frame came from the breathlessly innovative computing industry, valuing ease of use and the extensibility of new features via software. That frame turned out to be a better fit for the needs and wants of consumers—and Apple dominated the market.

Color, the principle: First, you should think about how color affects the psychology of the user. Then, you should think about the role of color in the product. Finally, you should think about the color itself. According to the theory of static and dynamic, usually colors like static world, the new colors like dynamic elements, new colors will instantly become the focus while ordinary colors will not attract too much attention. For product design, you should aim for a continuous and integrated appearance of the elements, or avoid any interruptions or breaks. This includes the colors of the front panel, frame, and rear panel. For color itself, there are different levels of colors based on how often humans see them. The highest level color is the air, which is the most seen color by humans, but humans cannot make it. The closest thing to air is glass, which can create a 3D color effect by superimposing on other colors. This is a miracle that breaks the common sense that the eye can only see 2D colors. The second level color is the sky, which is the second most seen color by humans, especially during the day. The third level color is the human body, which is the most familiar color to humans, such as skin and hair. The fourth level color is nature, which is the second most familiar color to humans. The fifth level color is artificial. Monochrome is the cornerstone, and the color combination (the same color system can reduce the sense of abruptness, the near color secondary) and the gradient aesthetics are stricter. The more the style focuses on minimalism, the more it favors monochrome.

Line and shape, the best principles: Straight lines are the basic and simple form, while curves are more complex and beautiful. Curves can be inward or outward, depending on how they bend. Inward curves are more aggressive, while outward curves are more expansive. Outward curves are easier to handle than inward curves. Curve belongs to God, and is a kind of orderly cognition distilled from chaos, orderly in orderly will reflect each other, but orderly into disorderly in its will return to the basics of chaos or be weakened. Visual of a physical pure curve with a psychological straight line is the best, a curve-based straight line is the second best, a straight-based curve line is the third best, and a pure straight line is the fourth best. This is because a straight line is more harmful than a curve in a product. For example, the iPhone 14 Pro's flat frame is more uncomfortable to hold than the iPhone 15 Pro's round frame.

Consistency of the width of the four bezels, the principle: four bezels of equal width are best. The larger the difference between the maximum bezel width and the minimum bezel width, the worse the visual effect; the larger the difference between the bezel width of the adjacent border, the worse the visual effect.

Slide (on-screen) The touch should have a low damping for a smooth slide. The lower the damping, the easier it is to move your finger and the better the experience.

Sound performance The sound quality depends on how well the codec can reproduce different recording situations. However, different people may hear the sound differently 1. Pitch, principles: The performance is better when the codec can restore different recording situations more accurately. 2. Loudness, principles: The performance is better when the codec can restore different recording situations more accurately.) 3. Tone color : ① Frequency range (principle: The codec can cover the range of frequencies that humans can hear, which is from 20 Hz to 20,000 Hz. ②Response time (principle: the shorter the better, excellent threshold is 10ms.) ③The spatial effect (The best codec is the one that can create a realistic sound effect without distorting or losing any specific frequencies. It should also have a balanced ratio of sound quality and compression.) 4. Sense of space, the principle: The codec should be able to reproduce the sound as if it is coming from different distances and directions in the recording studio. 5. Tuning style, the principle: The codec should be able to capture the details of the sound, such as the resolution, the atmosphere, the balance and connection of the three frequencies (bass, midrange, and treble), and the vocals and instruments. The codec should also be able to match the original recording as closely as possible. If the codec has a different tuning style from the original recording, it is not necessarily worse, but it should still be clear and pleasant. If the codec has a better tuning style than the original recording, it is even better.

The principle: The main components of a flagship device should be high-end, while other components can be mid-range or high-range, but not more than 30% of them. The device should not use low-end components that would affect its performance in some situations, especially those related to the core calculation and transport. Different companies have different abilities to negotiate with the suppliers, so the price does not reflect the quality of the materials used.

For example, a P-arrangement OLED screen has about 1/3 less pixels than an RGB-arrangement LCD screen of the same size. This reduces the effective ppi of OLED screens, which is the actual sharpness that you perceive. In other words, effective ppi \< logical ppi for OLED screens.

Apple's iPhone A series chip has always been the strongest and most dominant in the mobile phone market, because Apple relies on this chip to lead the technology strategy. In the past, we did not care much about how powerful the A series chip was, but we felt that it could make the iPhone run very smoothly and efficiently in any situation. This means that the A series chip was always stronger than what the peak performance iPhone needed. However, this changed when the iPhone 11 series added the night mode feature. The A series chip could not handle the night mode processing fast enough, and it showed that it lacked enough computing power. This problem was not solved until the iPhone 14 pro series with the A16 chip.

Therefore, thinness is a way of showing that we want mobile phones that have advanced technology, attractive design, and comfortable use. It is a comprehensive expression of our potential needs.

User experience is how users feel and think when they interact with, use, and remember the solutions that meet their needs. These solutions can be hardware- or software-based. User experience depends on both the physical senses (touch, hearing, smell, taste, and vision) and the mental states (energy, efficiency, interference, completion, and emotion) of the users.

Apple is losing its grip on the IOS and iPhone ecosystems. One example is the bad experience of IOS killing the background apps, which shows that Apple is not planning and controlling the IOS ecosystem well. Another example is the sudden increase in RAM for different iPhone models, which creates a lot of fragmentation and confusion for developers and users. It also makes the iPhone less efficient and reliable. I remember the days when the iPhone had 1G RAM, and it could keep the app content even after restarting. But those days are gone and it's not over yet.

The interaction with the phone: When you use the phone, you need to move your fingers to touch different parts of the screen. To make sure the phone does not slip or shake, you need to grip it harder. If you need to reach a far part of the screen, you need to push against the edge of the phone to stretch your finger. the smaller the thickness of the mobile phone, the easier it is to operate at a long-distance. These actions increase the pressure on your palm and fingers. The more you interact with the phone, the more uncomfortable your palm is.

Many people may lack a sense of aesthetics, but it is only when things change in a way that causes them feel nitpick, lose, or compromise, then they become acutely aware of the difference between beautiful and ugly.

Best visual effect ratio: This means providing a better visual design for the same functional purpose.

Apple has a consistent and exquisite concept of using the God curve in everything. The God curve is the curvature of the rounded corners that you can see in many places. For example, in the iPhone, you can see the God curve in the metal frame, the physical buttons, the rear bump, the camera, the receiver, the display, the Lighting connector, and even some internal components. In the software, you can see the God curve in the app icon, the dock, the search bar, the settings bar, the control center, the notification bar in notification center, the widget, and the notch (or dynamic island). The God curve is also present in other products, such as the Macbook and its software. And even in Apple's buildings and facilities, such as the Apple Park visitor center and its trash cans and seats. The God curve is a legacy of Mr. Jobs, who made sure that everything Apple does has a high level of consistency and elegance across hardware, software, product, and enterprise.

Comfort vision The principle: The animation should have a non-linear speed change to make it more comfortable. The animation should change from gradual strength to gradual weakness smoothly. The smoother the curve change, the more comfortable the feel.

Ads Management The principle: There should be no ads in the system and built-in apps that affect the user experience. The ads of third-party apps should not exceed the user’s tolerance limit, and try to maintain a consistent visual effect with the content in the app, and should not be presented in a separate form.

The principle: A positive innovation is one that has more strengths than weaknesses, or at least a 7:3 ratio.

This may be surprising if you regularly use Chrome on your iPhone or iPad. However, these are really just the “iOS system version of [Apple’s Safari] WebKit wrapped around Google’s own browser UI,” according to the Apple expert John Gruber, and the iOS Chrome app [cannot] “use the Chrome rendering or JavaScript engines.” What we think of as Chrome on iOS is simply a variant of Apple’s own Safari browser, but one that logs into Google’s account system.§10

the technology behind every part of the iPhone—from the touch screen to 3G wireless to GPS to the internet itself—was directly funded by the US government. Apple brilliantly commercialized the technology, but the work behind the iPhone was created by academic researchers funded by federal investments. The work goes back decades. After the Second World War, the United States began investing heavily in research in science, technology, medicine, and other fields through the Defense Advanced Research Projects Agency, or DARPA. This agency is in charge of identifying and funding technologies that could provide military and domestic benefits.

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We forget how much cellphones used to cost. I actually had the first commercial model back in the 1980s, a Motorola that set me back $3,995—the equivalent of more than $10,000 today.1 It was more than a foot long and weighed nearly two pounds! The battery charged for six hours, and it only gave you thirty minutes of talk time. Today you can get the latest Apple iPhone for free with most cell service contracts—and it has one hundred times more computational power than the computer that took the Apollo 11 astronauts to the moon.

In 1903, the president of a leading bank had certainly leaned out when he told Henry Ford – the founder of Ford Motor Company – ‘The horse is here to stay but the automobile is only a novelty – a fad.’ In 1992, Andy Grove, the CEO of Intel, had clearly leaned out when he said: ‘The idea of a personal communicator in every pocket is a pipe dream driven by greed.’ And the former CEO of Microsoft Steve Ballmer had certainly leaned out when he laughed at Apple and said, ‘There’s no chance that the iPhone is going to get any significant market share.

There are two aspects of incrementalization: (1) partitioning what is known from what is novel and (2) adding novelty in many small bites rather than a few large bites. The Apple iPhone team did just this. They were a small team in the larger enterprise (i.e., a model line). In other words, they created a Layer 3 partitioning of processes and procedures.

Just a handful of years after Intel turned down the iPhone contract, Apple was making more money in smartphones than Intel was selling PC processors.

Apple employees are spared such intrusions because they are “scared silent.” As Adam Lashinsky reports in Inside Apple, employees know that revealing company secrets will get them fired on the spot. This penchant for secrecy means the small teams that do most of the work at Apple are given only the slivers of information that executives believe they need. A few years ago, we talked to a senior Apple executive who speculated—but, of course, didn’t know—that CEO Tim Cook might be the only person who knew all the major features of the next iPhone.

In a strange way, Samsung was legitimized by Apple’s attacks. The iPhone maker deemed the competition from the Galaxy to be serious enough to challenge.

Apple introduces CarPlay for iPhone use in vehicles The CarPlay technology will be available in vehicles as early as this year. Photo: Bloomberg By Tom Lavell | 209 words Frankfurt: Apple Inc. on Monday said their new CarPlay technology will enable drivers use iPhone with voice commands or steering-wheel buttons, and will be available in vehicles as early as this year. Fiat SpA's Ferrari supercar division, Daimler AG's Mercedes-Benz luxury unit and Volvo Car Corp. will show customers the CarPlay system this week, with other auto producers introducing it later, Cupertino, California-based Apple said in a statement. CarPlay will be available as an update to the iOS 7 mobile software on iPhones, and works with the Siri voice-recognition feature. In-vehicle technology is the top selling point for 39% of car buyers, more than twice the 14% who cited traditional performance measures such as power and speed as their first consideration, consulting company Accenture Plc said in a study published in December. The US senate commerce committee chairman Jay Rockefeller, a West Virginia Democrat, vowed in February to pursue rules for in-vehicle use of mobile phones and Internet-linked entertainment systems unless carmakers and suppliers do more to limit disruptions to drivers' focus. "CarPlay lets drivers use their iPhone in the car with minimized distraction," Greg Joswiak, Apple's marketing vice president for the mobile device, said in Monday's statement, released in advance of the technology's debut at the Geneva International Motor Show this week. Bloomberg

On top of all this was the growing customer dissatisfaction with the iPhone’s U.S. network operator, AT&T. AT&T had been unable to handle the explosion of traffic the iPhone caused on its network, and by 2010 its customers had become furious and vocal about it.

Before the iPod, iPhone, and iPad, Apple’s products had been primarily purchased by Apple fans, designers, and other discerning users willing to pay a big premium. Now Apple’s products had become mainstream.

Finding a charger was so much easier because almost everyone had an iPhone. Thanks, Apple.

For instance, you can’t buy e-books through the Kindle app on your iPhone because Apple takes 30% of app-driven sales—a cut that would hurt Amazon’s already razor-thin margin.

Personal Thinking Blockchains More speculatively for the farther future, the notion of blockchain technology as the automated accounting ledger, the quantized-level tracking device, could be extensible to yet another category of record keeping and administration. There could be “personal thinking chains” as a life-logging storage and backup mechanism. The concept is “blockchain technology + in vivo personal connectome” to encode and make useful in a standardized compressed data format all of a person’s thinking. The data could be captured via intracortical recordings, consumer EEGs, brain/computer interfaces, cognitive nanorobots, and other methodologies. Thus, thinking could be instantiated in a blockchain — and really all of an individual’s subjective experience, possibly eventually consciousness, especially if it’s more precisely defined. After they’re on the blockchain, the various components could be administered and transacted — for example, in the case of a post-stroke memory restoration. Just as there has not been a good model with the appropriate privacy and reward systems that the blockchain offers for the public sharing of health data and quantified-self-tracking data, likewise there has not been a model or means of sharing mental performance data. In the case of mental performance data, there is even more stigma attached to sharing personal data, but these kinds of “life-streaming + blockchain technology” models could facilitate a number of ways to share data privately, safely, and remuneratively. As mentioned, in the vein of life logging, there could be personal thinking blockchains to capture and safely encode all of an individual’s mental performance, emotions, and subjective experiences onto the blockchain, at minimum for backup and to pass on to one’s heirs as a historical record. Personal mindfile blockchains could be like a next generation of Fitbit or Apple’s iHealth on the iPhone 6, which now automatically captures 200+ health metrics and sends them to the cloud for data aggregation and imputation into actionable recommendations. Similarly, personal thinking blockchains could be easily and securely recorded (assuming all of the usual privacy concerns with blockchain technology are addressed) and mental performance recommendations made to individuals through services such as Siri or Amazon’s Alexa voice assistant, perhaps piped seamlessly through personal brain/computer interfaces and delivered as both conscious and unconscious suggestions. Again perhaps speculatively verging on science fiction, ultimately the whole of a society’s history might include not just a public records and document repository, and an Internet archive of all digital activity, but also the mindfiles of individuals. Mindfiles could include the recording of every “transaction” in the sense of capturing every thought and emotion of every entity, human and machine, encoding and archiving this activity into life-logging blockchains.

In general, be it at startups or aggressive companies like Facebook, there should be a cultural bias for launching. The perfect is very often the enemy of the good, and as the Facebook poster screamed from every wall: DONE IS BETTER THAN PERFECT. Very few companies have died due to launching early; at worst, you’ll have a one time product embarrassment (as Apple did with the first version of its iPhone Maps app). However, countless companies have died by losing the nerve to ship, and freezing into a coma of second-guessing, hesitation, and internal indecision. As in life, so in business: maintain a bias for action over inaction.

The first calls from an Apple phone were not, it turns out, made on the sleek touchscreen interface of the future but on a steampunk rotary dial.

Jobs would soon pit the iPod team against a Mac software team to refine and produce a product that was more specifically phone-like. The herculean task of squeezing Apple’s acclaimed operating system into a handheld phone would take another two years to complete. Executives would clash; some would quit. Programmers would spend years of their lives coding around the clock to get the iPhone ready to launch, scrambling their social lives, their marriages, and sometimes their health in the process.

Americans are accustomed to an instantaneous feedback loop, and have little patience with a product that doesn’t come to life immediately. An American tourist traveling abroad who switches on a Bang & Olufsen television in his hotel room will likely perceive the set as broken, not realizing it takes roughly seven seconds to turn on. Apple is one company that has solved this issue smartly. When a consumer powers on an iPhone, the silvery Apple logo appears, alerting users that the phone is on. Knowing the phone works, a consumer is happy to wait an additional 30 seconds before the phone is officially ready for use. I have no doubt that Apple engineers could tinker with the insides to make the phone turn on more quickly. Instead, they’ve designed the iPhone to give users both instant gratification and a sense of anticipation, which they interpret to mean that the phone is both technologically sophisticated and high quality

The hallmarks of the Apple product message are, as with so much at Apple, simplicity and clarity. Throughout its history, Apple has unveiled products and features that either didn’t previously exist in the industry or represented meaningful leaps forward. The simple design and capabilities of the first iPod and the groundbreaking multitouch expand-and-contract feature on the iPhone are two noteworthy examples.

The key, said Borchers, was highlighting exactly what made the iPhone stand out

Ive’s dreamy insistence on a stainless-steel bezel for iPhones and industrial-grade glass for iPads, for instance, paid off in a way that managers worried about making a budget never could have achieved. If he were handcuffed to a spreadsheet, would Ive have insisted that the Italian marble being considered for Apple’s first Manhattan retail store be flown to Cupertino for him to inspect?

GGMM M-Freedom Wi-Fi speaker is a wireless Hi-Fi system which allows you to stream HD audio from iPhone, iPad, Mac... all Apple products.

He once told a group of investors that “the iPhone was just below food and water on Maslow’s hierarchy of needs,” according to Sanford Bernstein research analyst Toni Sacconaghi, who witnessed the quip.