Apps For Creating Quotes

In the years that followed, the goal went from taking huge risks to create new industries and grand new ideas, to chasing easier money by entertaining consumers and pumping out simple apps and advertisements. “The best minds of my generation are thinking about how to make people click ads,” Jeff Hammerbacher, an early Facebook engineer, told me. “That sucks.” Silicon Valley began to look an awful lot like Hollywood.

it's going great. Two months in, and I've created three apps." "Apps?" "For people who buy my book as an e-book --which will be everybody. The first is called Don't Look. It's for the overly sensitive. It blurs and turns the type red when a dog dies or a baby is born with a birth defect. Stuff like that. My second is It's Not Okay When You Say It, and it delivers an electrical zap if the reader laughs at a racial slur. My third is Jesus Thesaurus, which replaces explicit sexual language with church words. So, when one of my characters 'saints' a guy's 'disciple', He'll beg her to 'cavalry' his 'Baptists' and 'shout amen'.

Fortunately, there’s an app for that! It’s called Sonic Sleep Coach, created by Daniel Gartenberg, PhD, who has been awarded more than $1 million in NIH grants to study sleep.

The way we live now is an experiment in which we are the human subjects—treated as objects by the technology we have created. Our apps use us as much as we use our apps.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

Shifting to an outcome mindset is harder than it looks. We spend most of our time talking about outputs. So, it’s not surprising that we tend to confuse the two. Even when teams intend to choose an outcome, they often fall into the trap of selecting an output. I see teams set their outcome as “Launch an Android app” instead of “Increase mobile engagement” or “Get to feature parity on the new tech stack” instead of “Transition customer to the new tech stack.

And to start with I would focus on five of these killer apps that have immediate application to governing today: (1) the ability to adapt when confronted by strangers with superior economic and military might without being hobbled by humiliation; (2) the ability to embrace diversity; (3) the ability to assume ownership over the future and one’s own problems; (4) the ability to get the balance right between the federal and the local—that is, to understand that a healthy society, like a healthy tropical forest, is a network of healthy ecosystems on top of ecosystems, each thriving on its own but nourished by the whole; and, maybe most important, (5) the ability to approach politics and problem-solving in the age of accelerations with a mind-set that is entrepreneurial, hybrid, and heterodox and nondogmatic—mixing and coevolving any ideas or ideologies that will create resilience and propulsion, no matter whose “side” they come from. Of

The all-consuming selves we take for granted today are “merely empty receptacles of desire.” Infinitely plastic and decentered, the modern citizen of the republic of consumption lives on slippery terrain, journeying to nowhere in particular. So too, nothing could be more corrosive of the kinds of social sympathy and connectedness that constitute the emotional substructure of collective resistance and rebellion. Instead, consumer culture cultivates a politics of style and identity focused on the rights and inner psychic freedom of the individual, one not comfortable with an older ethos of social rather than individual liberation. On the contrary, it tends to infantilize, encouraging insatiable cravings for more and more novel forms of a faux self-expression. The individuality it promises is a kind of perpetual tease, nowadays generating, for example, an ever-expanding galaxy of internet apps leaving in their wake a residue of chronic anticipation. Hibernating inside this “material girl” quest for more stuff and self-improvement is a sacramental quest for transcendence, reveries of what might be, a “transubstantiation of goods, using products and gear to create a magical realm in which all is harmony, happiness, and contentment… in which their best and most admirable self will emerge at last.” The privatization of utopia! Still, what else is there?

Since tech became a consumer phenomenon, thousands of nontech people have come up with great ideas that use technology. But if their startups outsource their engineering, they almost always fail. Why? It turns out that it’s easy to build an app or a website that meets the specification of some initial idea, but far more difficult to build something that will scale, evolve, handle edge cases gracefully, etc. A great engineer will only invest the time and effort to do all those things, to build a product that will grow with the company, if she has ownership in the company—literally as well as figuratively. Bob Noyce understood that, created the culture to support it, and changed the world.

As should be obvious by now, surveillance is the business model of the Internet. You create “free” accounts on Web sites such as Snapchat, Facebook, Google, LinkedIn, Foursquare, and PatientsLikeMe and download free apps like Angry Birds, Candy Crush Saga, Words with Friends, and Fruit Ninja, and in return you, wittingly or not, agree to allow these companies to track all your moves, aggregate them, correlate them, and sell them to as many people as possible at the highest price, unencumbered by regulation, decency, or ethical limitation. Yet so few stop and ask who else has access to all these data detritus and how it might be used against us. Dataveillance is the “new black,” and its uses, capabilities, and powers are about to mushroom in ways few consumers, governments, or technologists might have imagined.

Using Anchors is a great approach to designing prompts because anyone can do it. There’s no need for fancy watches or whizzy apps to prompt new habits. You can do it yourself more effectively, and you will discover how transformative a simple design hack can be. The power of after is not magic, it’s closer to chemistry. Combine the right behaviors with the right chronology, and, poof, a new habit is created.

With 21 million people following her on Facebook and 18 million on Twitter, pop singer Ariana Grande can’t personally chat with each of her loves, as she affectionately calls her fans. So she and others are spreading their messages through new-style social networks, via mobile apps that are more associated with private, intimate conversation, hoping that marketing in a cozier digital setting adds a breath of warmth and a dash of personality. It’s the Internet’s equivalent of mailing postcards rather than plastering a billboard. Grande could have shared on Twitter that her most embarrassing moment on stage was losing a shoe. The 21-year-old instead revealed the fact during a half-hour live text chat on Line, an app built for close friends to exchange instant messages. It’s expensive to advertise on Facebook and Twitter, and the volume of information being posted creates uncertainty over what people actually notice. Chat apps including Line, Kik, Snapchat, WeChat and Viber place marketing messages front and center. Most-used apps The apps threaten to siphon advertising dollars from the social media leaders, which are already starting to see chat apps overtake them as the most-used apps on smartphones, according to Forrester Research. Chat apps “demand attention,” said Rebecca Lieb, an analyst at consulting firm Altimeter Group.

Jobs spent part of every day for six months helping to refine the display. “It was the most complex fun I’ve ever had,” he recalled. “It was like being the one evolving the variations on ‘Sgt. Pepper.’ ” A lot of features that seem simple now were the result of creative brainstorms. For example, the team worried about how to prevent the device from playing music or making a call accidentally when it was jangling in your pocket. Jobs was congenitally averse to having on-off switches, which he deemed “inelegant.” The solution was “Swipe to Open,” the simple and fun on-screen slider that activated the device when it had gone dormant. Another breakthrough was the sensor that figured out when you put the phone to your ear, so that your lobes didn’t accidentally activate some function. And of course the icons came in his favorite shape, the primitive he made Bill Atkinson design into the software of the first Macintosh: rounded rectangles. In session after session, with Jobs immersed in every detail, the team members figured out ways to simplify what other phones made complicated. They added a big bar to guide you in putting calls on hold or making conference calls, found easy ways to navigate through email, and created icons you could scroll through horizontally to get to different apps—all of which were easier because they could be used visually on the screen rather than by using a keyboard built into the hardware.

US military systems, where hardware has always been king and software largely an afterthought. For most military systems, the schedule for hardware updates determines the schedule for software updates. After all, most of the companies building these systems are hardware companies, not software companies. This has created multiyear software development cycles that are doomed to failure. Think of how well your mobile device would work if its software and apps were updated only every several years. That’s how it is for military systems.

Life of a software engineer sucks big time during project release. Every single team member contribution is very important. At times, we have to skip breakfast, lunch and even dinner, just to make sure the given ‘TASK’ is completed. Worst thing, that’s the time we get to hear wonderful F* words. It can be on conference calls or on emails, still we have to focus and deliver the end product to a client, without any compromise on quality. Actually, every techie should be saluted. We are the reason for the evolution of Information Technology. We innovate. We love artificial intelligence. We create bots and much more. We take you closer to books. Touch and feel it without the need of carrying a paperback. We created eBook and eBook reader app: it’s basically a code of a software engineer that process the file, keeps up-to-date of your reading history, and gives you a smoother reading experience. We are amazing people. We are more than a saint of those days. Next time, when you meet a software engineer, thank him/her for whatever code he/she developed, tested, designed or whatever he/she did!

Regardless of the propaganda espoused by large corporations, governments, religions, and other institutions, we can all follow this simple path in creating the seemingly elusive “world that works for everyone” right here and right now. Only we individuals can think and take action. No corporation will ever generate a single thought—much less invent the next great app, computer program, or ground transportation vehicle. No religion will ever come up with a single inspirational aphorism. And no government will ever shut down a single military facility. These things are all initiated and accomplished by individuals.

And the hot new things that were just starting out—Facebook and Twitter—certainly did not look like their predecessors—Hewlett-Packard, Intel, Sun Microsystems—that made physical products and employed tens of thousands of people in the process. In the years that followed, the goal went from taking huge risks to create new industries and grand new ideas, to chasing easier money by entertaining consumers and pumping out simple apps and advertisements. “The best minds of my generation are thinking about how to make people click ads,” Jeff Hammerbacher, an early Facebook engineer, told me. “That sucks.” Silicon Valley began to look an awful lot like Hollywood. Meanwhile, the consumers it served had turned inward, obsessed with their virtual lives.

In the longer term, by bringing together enough data and enough computing power, the data giants could hack the deepest secrets of life, and then use this knowledge not just to make choices for us or manipulate us but also to reengineer organic life and create inorganic life-forms. Selling advertisements may be necessary to sustain the giants in the short term, but tech companies often evaluate apps, products, and other companies according to the data they harvest rather than according to the money they generate. A popular app may lack a business model and may even lose money in the short term, but as long as it sucks data, it could be worth billions.4 Even if you don’t know how to cash in on the data today, it is worth having it because it might hold the key to controlling and shaping life in the future. I don’t know for certain that the data giants explicitly think about this in such terms, but their actions indicate that they value the accumulation of data in terms beyond those of mere dollars and cents. Ordinary humans will find it very difficult to resist this process. At present, people are happy to give away their most valuable asset—their personal data—in exchange for free email services and funny cat videos. It’s a bit like African and Native American tribes who unwittingly sold entire countries to European imperialists in exchange for colorful beads and cheap trinkets. If, later on, ordinary people decide to try to block the flow of data, they might find it increasingly difficult, especially as they might come to rely on the network for all their decisions, and even for their healthcare and physical survival.

Take the New York–based Lemonade, arguably the best funded of today’s crowdsurance startups. Via an app, Lemonade brings together small groups of policyholders who pay premiums into a central “claim pool.” Artificial intelligence does the rest. The entire experience is mobile, simple, and fast. Ninety seconds to get insured, three minutes to get a claim paid, and zero paperwork. Adding more technology to this arrangement, companies like the Swiss firm Etherisc sell “bespoke insurance products” on the Ethereum blockchain. Because smart contracts remove the need for employees, paperwork, and all the rest, all sorts of new insurance products are being created. Etherisc’s first offering is something not covered by traditional insurers: flight delays and cancellations. Individuals sign up via credit card, and if their plane is more than forty-five minutes late, they’re paid instantly, automatically, and without the need for any paperwork.

However this future evolves, we will have to answer a pressing question: How will writers (or anyone else who creates content that can be digitized, from movies to music to apps to journalism) make a living in an era in which digital content can be freely replicated? That is now my greatest worry as I contemplate the so-called writing life that I hope to continue—and that I hope my daughter and all future generations will continue. For three hundred years, ever since the Statute of Anne was established in Britain, there has been a system under which people who created things, such as books or articles or music or pictures, had a right to benefit from copies that were made of them. Because of this “copyright” system, we have encouraged and rewarded three centuries of creativity in various fields of endeavor, and this has produced a flourishing economy based on the creation by talented individuals of intellectual property. Among other things, this allowed all sorts of people, ranging from Walker Percy on down to me, to make a living at the so-called writing life. May the next generation enjoy that delightful opportunity as well.

We pay a high price for this ingenious neural machinery, though, because the default mode network is responsible for mind-wandering. “Experience sampling”—which involves asking people about their mood and thoughts at random moments throughout the day—suggests that our minds wander from what we’re actually doing an amazing 30 percent to 50 percent of the time that we’re awake, and that this is often associated with feelings of unhappiness.6–8 According to Harvard psychologists Matthew Killingsworth and Daniel Gilbert, who created an iPhone app, Rate Your Happiness, to gather some of this data, fluctuations in happiness depend more on what we’re thinking than what we’re doing. Crucially, the results suggest that mind-wandering is the cause rather than the consequence of negative emotions. As the opening verse of the Dhammapada expresses it, “Our life is shaped by our mind; we become what we think. Suffering follows an evil thought as the wheels of a cart follow the oxen that draw it.”9 Less poetically, the psychologists concluded that “the ability to think about what is not happening is a cognitive achievement that comes at an emotional cost.” So, while

Mosseri’s answer to the important question was perfect by Facebook standards: “Technology isn’t good or bad—it just is,” he wrote. “Social media is a great amplifier. We need to do all we can responsibly to magnify the good and address the bad.” But nothing “just is,” especially Instagram. Instagram isn’t designed to be a neutral technology, like electricity or computer code. It’s an intentionally crafted experience, with an impact on its users that is not inevitable, but is the product of a series of choices by its makers about how to shape behavior. Instagram trained its users on likes and follows, but that wasn’t enough to create the emotional attachment users have to the product today. They also thought about their users as individuals, through the careful curation of an editorial strategy, and partnerships with top accounts. Instagram’s team is expert at amplifying “the good.” When it comes to addressing “the bad,” though, employees are concerned the app is thinking in terms of numbers, not people. Facebook’s top argument against a breakup is that its “family of apps” evolution will be better for users’ safety. “If you want to prevent interference in elections, if you want to reduce[…]

Choosing an output as an outcome. Shifting to an outcome mindset is harder than it looks. We spend most of our time talking about outputs. So, it’s not surprising that we tend to confuse the two. Even when teams intend to choose an outcome, they often fall into the trap of selecting an output. I see teams set their outcome as “Launch an Android app” instead of “Increase mobile engagement” or “Get to feature parity on the new tech stack” instead of “Transition customer to the new tech stack.” A good place to start is to make sure your outcome represents a number even if you aren’t sure yet how to measure it. But even then, outputs can creep in. I worked with a team that helped students choose university courses who set their outcome as “Increase the number of course reviews on our platform.” When I asked them what the impact of more reviews was, they answered, “More students would see courses with reviews.” That’s not necessarily true. The team could have increased the number of reviews on their platform, but if they all clustered around a small number of courses, or if they were all on courses that students didn’t view, they wouldn’t have an impact. A better outcome is “Increase the number of course views that include reviews.” To shift your outcome from less of an output to more of an outcome, question the impact it will have.

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

Here’s some startup pedagogy for you: When confronted with any startup idea, ask yourself one simple question: How many miracles have to happen for this to succeed? If the answer is zero, you’re not looking at a startup, you’re just dealing with a regular business like a laundry or a trucking business. All you need is capital and minimal execution, and assuming a two-way market, you’ll make some profit. To be a startup, miracles need to happen. But a precise number of miracles. Most successful startups depend on one miracle only. For Airbnb, it was getting people to let strangers into their spare bedrooms and weekend cottages. This was a user-behavior miracle. For Google, it was creating an exponentially better search service than anything that had existed to date. This was a technical miracle. For Uber or Instacart, it was getting people to book and pay for real-world services via websites or phones. This was a consumer-workflow miracle. For Slack, it was getting people to work like they formerly chatted with their girlfriends. This is a business-workflow miracle. For the makers of most consumer apps (e.g., Instagram), the miracle was quite simple: getting users to use your app, and then to realize the financial value of your particular twist on a human brain interacting with keyboard or touchscreen. That was Facebook’s miracle, getting every college student in America to use its platform during its early years. While there was much technical know-how required in scaling it—and had they fucked that up it would have killed them—that’s not why it succeeded. The uniqueness and complete fickleness of such a miracle are what make investing in consumer-facing apps such a lottery. It really is a user-growth roulette wheel with razor-thin odds. The classic sign of a shitty startup idea is that it requires at least two (or more!) miracles to succeed. This was what was wrong with ours. We had a Bible’s worth of miracles to perform:

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

Isaac Asimov’s short story “The Fun They Had” describes a school of the future that uses advanced technology to revolutionize the educational experience, enhancing individualized learning and providing students with personalized instruction and robot teachers. Such science fiction has gone on to inspire very real innovation. In a 1984 Newsweek interview, Apple’s co-founder Steve Jobs predicted computers were going to be a bicycle for our minds, extending our capabilities, knowledge, and creativity, much the way a ten-speed amplifies our physical abilities. For decades, we have been fascinated by the idea that we can use computers to help educate people. What connects these science fiction narratives is that they all imagined computers might eventually emulate what we view as intelligence. Real-life researchers have been working for more than sixty years to make this AI vision a reality. In 1962, the checkers master Robert Nealey played the game against an IBM 7094 computer, and the computer beat him. A few years prior, in 1957, the psychologist Frank Rosenblatt created Perceptron, the first artificial neural network, a computer simulation of a collection of neurons and synapses trained to perform certain tasks. In the decades following such innovations in early AI, we had the computation power to tackle systems only as complex as the brain of an earthworm or insect. We also had limited techniques and data to train these networks. The technology has come a long way in the ensuing decades, driving some of the most common products and apps today, from the recommendation engines on movie streaming services to voice-controlled personal assistants such as Siri and Alexa. AI has gotten so good at mimicking human behavior that oftentimes we cannot distinguish between human and machine responses. Meanwhile, not only has the computation power developed enough to tackle systems approaching the complexity of the human brain, but there have been significant breakthroughs in structuring and training these neural networks.

Key Points: ● Transparency - Blockchain offers significant improvements in transparency compared to existing record keeping and ledgers for many industries. ● Removal of Intermediaries – Blockchain-based systems allow for the removal of intermediaries involved in the record keeping and transfer of assets. ● Decentralization – Blockchain-based systems can run on a decentralized network of computers, reducing the risk of hacking, server downtime and loss of data. ● Trust – Blockchain-based systems increase trust between parties involved in a transaction through improved transparency and decentralized networks along with removal of third-party intermediaries in countries where trust in the intermediaries doesn’t exist. ● Security – Data entered on the blockchain is immutable, preventing against fraud through manipulating transactions and the history of data. Transactions entered on the blockchain provide a clear trail to the very start of the blockchain allowing any transaction to be easily investigated and audited. ● Wide range of uses - Almost anything of value can be recorded on the blockchain and there are many companies and industries already developing blockchain-based systems. These examples are covered later in the book. ● Easily accessible technology – Along with the wide range of uses, blockchain technology makes it easy to create applications without significant investment in infrastructure with recent innovations like the Ethereum platform. Decentralized apps, smart contracts and the Ethereum platform are covered later in the book. ● Reduced costs – Blockchain-based ledgers allow for removal of intermediaries and layers of confirmation involved in transactions. Transactions that may take multiple individual ledgers, could be settled on one shared ledger, reducing the costs of validating, confirming and auditing each transaction across multiple organizations. ● Increased transaction speed – The removal of intermediaries and settlement on distributed ledgers, allows for dramatically increased transaction speeds compared to a wide range of existing systems.

Pull in Friendships and Fresh Adventures: Five men are walking across the Golden Gate Bridge on an outing organized by their wives who are college friends. The women move ahead in animated conversation. One man describes the engineering involved in the bridge's long suspension. Another points to the changing tide lines below. A third asked if they've heard of the new phone apps for walking tours. The fourth observes how refreshing it is to talk with people who aren't lawyers like him. Yes, we tend to notice the details that most relate to our work or our life experience. It is also no surprise that we instinctively look for those who share our interests. This is especially true in times of increasing pressure and uncertainty. We have an understandable tendency in such times to seek out the familiar and comfortable as a buffer against the disruptive changes surrounding us. In so doing we can inadvertently put ourselves in a cage of similarity that narrows our peripheral vision of the world and our options. The result? We can be blindsided by events and trends coming at us from directions we did not see. The more we see reinforcing evidence that we are right in our beliefs the more rigid we become in defending them. Hint: If you are part of a large association, synagogue, civic group or special interest club, encourage the organization to support the creation of self-organized, special interest groups of no more than seven people, providing a few suggestions of they could operate. Such loosely affiliated small groups within a larger organization deepen a sense of belonging, help more people learn from diverse others and stay open to growing through that shared learning and collaboration. That's one way that members of Rick Warren's large Saddleback Church have maintained a close-knit feeling yet continue to grow in fresh ways. imilarly the innovative outdoor gear company Gore-Tex has nimbly grown by using their version of self-organized groups of 150 or less within the larger corporation. In fact, they give grants to those who further their learning about that philosophy when adapted to outdoor adventure, traveling in compact groups of "close friends who had mutual respect and trust for one another.

What is WordPress? WordPress is an online, open source website creation tool written in PHP. But in non-geek speak, it’s probably the easiest and most powerful blogging and website content management system (or CMS) in existence today. Many famous blogs, news outlets, music sites, Fortune 500 companies and celebrities are using WordPress. WordPress is web software you can use to create a beautiful website, blog, or app. We like to say that WordPress is both free and priceless at the same time. There are thousands of plugins and themes available to transform your site into almost anything you can imagine. WordPress started in 2003 with a single bit of code to enhance the typography of everyday writing and with fewer users than you can count on your fingers and toes. Since then it has grown to be the largest self-hosted blogging tool in the world, used on millions of sites and seen by tens of millions of people every day. You can download and install a software script called WordPress from wordpress.org. To do this you need a web host who meets the minimum requirements and a little time. WordPress is completely customizable and can be used for almost anything. There is also a servicecalled WordPress.com. WordPress users may install and switch between different themes. Themes allow users to change the look and functionality of a WordPress website and they can be installed without altering the content or health of the site. Every WordPress website requires at least one theme to be present and every theme should be designed using WordPress standards with structured PHP, valid HTML and Cascading Style Sheets (CSS). Themes: WordPress is definitely the world’s most popular CMS. The script is in its roots more of a blog than a typical CMS. For a while now it’s been modernized and it got thousands of plugins, what made it more CMS-like. WordPress does not require PHP nor HTML knowledge unlinke Drupal, Joomla or Typo3. A preinstalled plugin and template function allows them to be installed very easily. All you need to do is to choose a plugin or a template and click on it to install. It’s good choice for beginners. Plugins: WordPress’s plugin architecture allows users to extend the features and functionality of a website or blog. WordPress has over 40,501 plugins available. Each of which offers custom functions and features enabling users to tailor their sites to their specific needs. WordPress menu management has extended functionalities that can be modified to include categories, pages, etc. If you like this post then please share and like this post. To learn more About website design in wordpress You can visit @ tririd.com Call us @ 8980010210

The cryptocurrency space has unfortunately become a breeding ground for fraudulent schemes, with numerous con artists exploiting the enthusiasm surrounding digital assets. WhatsApp info:+12723 328 343 These scammers lure individuals in with promises of quick and massive returns, capitalizing on the excitement and potential profits that crypto can offer. What begins as an enticing opportunity often ends in disappointment, with victims losing their investments to schemes that are far from legitimate. These fraudsters are highly skilled in their deception, employing well-crafted tactics to make their scams appear credible. They typically present you with official-looking contracts and walk you through what seems like a secure and professional process. Some will even go so far as to introduce you to other supposed investors who claim to have earned significant profits, creating a false sense of legitimacy. The entire setup is designed to make you feel comfortable and confident in investing your money, which leads many people, myself included, to trust them. I was drawn in by their convincing pitch and decided to invest my money. Trusting their guidance, I deposited my funds with the expectation of seeing impressive returns. But after just a week, I realized the terrible truth: I had been scammed. I lost 5 ETH, a substantial sum, and the impact of that loss was both financially and emotionally devastating. The sense of betrayal and anger that followed was overwhelming. I immediately began searching for a way to recover my funds, but I quickly discovered how difficult it was to find any genuine helpiI reached out to several crypto recovery services, but each one turned out to be just as unreliable as the scammers who took my money. Some recovery agents seemed to be more interested in taking advantage of my situation, offering empty promises and no real support. Frustrated and desperate, I thought I would never get my funds back. That’s when a friend recommended ADWARE RECOVERY SPECIALIST. Their team offered a glimmer of hope when all seemed lost. From the very beginning, it was clear that ADWARE RECOVERY SPECIALIST was different. They were professional, knowledgeable, and genuinely committed to helping me recover my stolen funds. With their deep understanding of crypto transactions and extensive experience in handling cases of fraud, they were able to trace my lost ETH and bring it back to me. Thanks to their expertise and relentless dedication, I got every single one of my 5 ETH back. ADWARE RECOVERY SPECIALIST restored my faith in the possibility of justice in the crypto world. Their determination made all the difference, and I am now sharing my experience to warn others about the risks of crypto scams. If you’ve fallen victim to fraud, I wholeheartedly recommend ADWARE RECOVERY SPECIALIST as a trustworthy and reliable resource to help you get your funds back.

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

Develop a rapid cadence. Ideal running requires a cadence that may be much quicker than you’re used to. Shoot for 180 footfalls per minute. Developing the proper cadence will help you achieve more speed because it increases the number of push-offs per minute. It will also help prevent injury, as you avoid overstriding and placing impact force on your heel. To practice, get an electronic metronome (or download an app for this), set it for 90+ beats per minute, and time the pull of your left foot to the chirp of the metronome. Develop a proper forward lean. With core muscles slightly engaged to generate a bracing effect, the runner leans forward—from the ankles, not from the waist. Land underneath your center of gravity. MacKenzie drills his athletes to make contact with the ground as their midfoot or forefoot passes directly under their center of gravity, rather than having their heels strike out in front of the body. When runners become proficient at this, the pounding stops, and the movement of their legs begins to more closely resemble that of a spinning wheel. Keep contact time brief. “The runner skims over the ground with a slithering motion that does not make the pounding noise heard by the plodder who runs at one speed,” the legendary coach Percy Cerutty once said.7 MacKenzie drills runners to practice a foot pull that spends as little time as possible on the ground. His runners aim to touch down with a light sort of tap that creates little or no sound. The theory is that with less time spent on the ground, the foot has less time to get into the kind of trouble caused by the sheering forces of excessive inward foot rolling, known as “overpronation.” Pull with the hamstring. To create a rapid, piston-like running form, the CFE runner, after the light, quick impact of the foot, pulls the ankle and foot up with the hamstring. Imagine that you had to confine your running stride to the space of a phone booth—you would naturally develop an extremely quick, compact form to gain optimal efficiency. Practice this skill by standing barefoot and raising one leg by sliding your ankle up along the opposite leg. Perform up to 20 repetitions on each leg. Maintain proper posture and position. Proper posture, MacKenzie says, shifts the impact stress of running from the knees to larger muscles in the trunk, namely, the hips and hamstrings. The runner’s head remains up and the eyes focused down the road. With the core muscles engaged, power flows from the larger muscles through to the extremities. Practice proper position by standing with your body weight balanced on the ball of one foot. Keep the knee of your planted leg slightly bent and your lifted foot relaxed as you hold your ankle directly below your hip. In this position, your body is in proper alignment. Practice holding this position for up to 1 minute on each leg. Be patient. Choose one day a week for practicing form drills and technique. MacKenzie recommends wearing minimalist shoes to encourage proper form, but not without taking care of the other necessary work. A quick changeover from motion-control shoes to minimalist shoes is a recipe for tendon problems. Instead of making a rapid transition, ease into minimalist shoes by wearing them just one day per week, during skill work. Then slowly integrate them into your training runs as your feet and legs adapt. Your patience will pay off.

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

Image Assistant command line interface (CLI) operations. For more information, see Create Your AppStream 2.0 Image Programmatically by Using the Image Assistant CLI Operations.

Mind-mapping involves drawing a visual outline of your book on a large sheet of paper. You start in the middle with the core topic and then spider out to all of the sub-sections. For instance, with this book, I’d put Buy Buttons in the middle with lines connecting to Sharing Economy Platforms, Marketplaces to Sell Your Skills, and Marketplaces to Sell Physical Products. From there, I’d add the next layer. For instance, I’d add Ridesharing Platforms and Home Sharing Platforms and connect those to Sharing Economy Platforms. Off Ridesharing Platforms, I’d connect Uber and Lyft. In this way, you can create a visual map of your entire book before you even write your first words.

In the years that followed, the goal went from taking huge risks to create new industries and grand new ideas, to chasing easier money by entertaining consumers and pumping out simple apps and advertisements. “The best minds of my generation are thinking about how to make people click ads,” Jeff Hammerbacher, an early Facebook engineer, told me. “That sucks.” Silicon Valley began to look an awful lot like Hollywood. Meanwhile, the consumers it served had turned inward, obsessed with their virtual lives.

Because Bitcoin allows developers to build on top of the blockchain protocol, it enables countless new uses of the underlying technology. Just as Apple’s iOS platform created a world where “there’s an app for that,” we may soon be in a world where “there’s a Bitcoin app for that.

By settling, you are not giving up who you are but rather shifting your perspective with what is important to you currently. Ultimately, this could provide an opportunity to create deeper and more meaningful connections with someone special.

Using the Bible App at church not only has the benefit of driving growth, it also builds commitment. Every time users highlight a verse, add a comment, create a bookmark, or share from the app, they invest in it.

Ethereum’s network with its underlying blockchain went live on July 30, 2015. While much development energy had gone into creating the Ethereum software, this was the first time that miners could get involved because there was finally a blockchain for them to support. Prior to this launch, Ethereum was quite literally suspended in the ether. Now, Ethereum’s decentralization platform was open for business, serving as the hardware and software base for decentralized applications (dApps). These dApps can be thought of as complex smart contracts, and could be created by developers independent of the core Ethereum team, providing leverage to the reach of the technology.

To explain how a dApp works, we’ll use an example from the company Etherisc, which created a dApp for flight insurance to a well-known Ethereum conference. This flight insurance was purchased by 31 of the attendees.23 Figure 5.1 shows a simplified diagram. Using Ethereum, developers can mimic insurance pools with strings of conditional transactions. Open sourcing this process and running it on top of Ethereum’s world computer allows everyday investors to put their capital in an insurance pool to earn returns from the purchasers of insurance premiums that are looking for coverage from certain events. Everyone trusts the system because it runs in the open and is automated by code.

A still more sobering social media example of a different kind, one so important that it could well have influenced the presidential election of 2016, was the cooperation between Cambridge Analytica and Facebook. Cambridge Analytica, a political data firm, was largely the creation of Steve Bannon and his billionaire sponsor, Robert Mercer. One former co-executive referred to Cambridge Analytica as “Bannon’s arsenal of weaponry to wage a culture war on America using military strategies.” Cambridge Analytica combined a particularly vicious version of traditional “dirty tricks” with cutting-edge social media savvy. The dirty tricks, according to its former CEO, Alexander Nix, included bribery, sting operations, the use of prostitutes, and “honey traps” (usually involving sexual behavior, sometimes even initiated for the purposes of obtaining compromising photographs) to discredit politicians on whom it conducted opposition research. The social media savvy included advanced methods developed by the Psychometrics Centre of Cambridge University. Aleksandr Kogan, a young Russian American psychologist working there, created an app that enabled him to gain access to elaborate private information on more than fifty million Facebook users, information specifically identifying personality traits that influenced behavior. Kogan had strong links to Facebook, which failed to block his harvesting of that massive data; he then passed the data along to Cambridge Analytica. Kogan also taught at the Saint Petersburg State University in Russia; and given the links between Cambridge Analytica and Russian groups, the material was undoubtedly made available to Russian intelligence. So extensive was Cambridge Analytica’s collection of data that Nix could boast, “Today in the United States we have somewhere close to 4 or 5 thousand data points on every individual…. So we model the personality of every adult across the United States, some 230 million people.” Whatever his exaggeration, he was describing a new means of milieu control that was invisible and potentially manipulable in the extreme. Beyond Cambridge Analytica or Kogan, Russian penetration of American social media has come to be recognized as a vast enterprise involving extensive falsification and across-the-board anti-Clinton messages, with special attention given to African American men in order to discourage them from voting. The Russians apparently reached millions of people and surely had a considerable influence on the outcome of the election. More generally, one can say that social media platforms can now create a totality of their own, and can make themselves available to would-be owners of reality by means of massive deception, distortion, and promulgation of falsehoods. The technology itself promotes mystification and becomes central to creating and sustaining cultism. Trump is the first president to have available to him these developments in social media. His stance toward the wild conspiracism I have mentioned is to stop short of total allegiance to them, but at the same time to facilitate them and call them forth in his tweets and harbor their followers at his rallies. All of this suggests not only that Trump and the new social media are made for each other, but also that the problem will long outlive Trump’s brief, but all too long, moment on the historical stage.

of chess “forbidden”. Tiktok, the Chinese-owned short-video-sharing app popular with teens, instructed moderators to suppress posts created by users deemed too ugly, poor, or disabled for the platform.

By employing emotional design in our app, we’re consciously shaping positive memories of our brand that not only encourage users to stick around, but also turn them into evangelists for a product they love.

Services Provided by TRIRID Welcome to TRIRID. Services Provided By TRIRID Mobile Application Development Web Application Development Custom Software Development Database Management Wordpress / PHP Search Engine Optimization Mobile Application Development We offer various Mobile Application Development services for most major platforms like Android, iPhone, .Net etc. At Tririd we develop customized applications considering the industry standards which meet all the customers requirements. Web Application Development Web Application Development technologies include PHP, Ajax, .Net, WordPress, HTML, JavaScript, Bootstrap, Joomla, etc. PHP language is considered one of the most popular & most widely accepted open source web development technology. PHP development is gaining ground in the technology market. Web development using these technologies is considered to offer the most efficient website solutions. The open source based products and tools are regularly studied, used, implemented and deployed by TRIRID. Custom Software Development TRIRID has incredible mastery in Windows Apps Development platform working on the .NET framework. We have done bunch of work for some companies and helping them to migrate to a new generation windows based solution. We at TRIRID absolutely comprehend your custom needs necessities and work in giving high caliber and adaptable web API services for your web presence. TRIRID offers a range of utility software packages to meet and assortment of correspondence needs while including peripherals. We offer development for utility software like plugin play, temperature controller observation or embedding solutions. Database Management In any organization data is the main foundation of information, knowledge and ultimately the wisdom for correct decisions and actions. On the off chance that the data is important, finished, exact, auspicious, steady, significant and usable, at that point it will doubtlessly help in the development of the organization If not, it can turn out to be a useless and even harmful resource. Our team of database experts analyse your database and find out what causes the performance issues and then either suggest or settle the arrangement ourselves. We provide optimization for fast processing better memory management and data security. Wordpress / PHP WordPress, based on MySQL and PHP, is an open source content management system and blogging tool. TRIRID have years of experience in offering different Web design and Web development solutions to our clients and we specialize in WordPress website development. Our capable team of WordPress designers offers all the essential services backed by the stat-of-the-art technology tools. PHP is perhaps the most effective and powerful programming language used to create dynamic sites and applications. TRIRID has extensive knowledge and experience of giving web developing services using this popular programming language. Search Engine Optimization SEO stands for search engine optimization. Search engine optimization is a methodology of strategies, techniques and tactics used to increase the amount of visitors to a website by obtaining a high-ranking placement in the search results page of a search engine (SERP) — including Google, Bing, Yahoo and other search engines. Call now 8980010210

Given the hostility and intensity of these supply operations, it is not too surprising that Disconnect software was banned from Google Play’s vast catalog of mobile apps, leading to Disconnect’s lawsuit against Google in 2015. The startup’s complaint explains that “advertising companies including Google use these invisible connections to ‘track’ the user as he/she browses the web or opens other mobile applications, in order to collect personal information about the user, create a ‘profile’ of the user, and make money targeting advertising to the user.

We see the same dynamic in climate discussions – the outsourcing to the individual to solve systemic problems, the familiar clichés that this will all be solved by individuals recycling, buying reusable coffee cups and possibly downloading an app. Personal ethical choice is undeniably important, for both the drugs trade and the environment. But as thinkers and campaigners, we cannot let these discussions be weaponized to derail the push for systemic change. Those who created these problems will try and make them yours to solve – don’t let them.

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.

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

Every photograph has the capacity to be a creative canvas, and with the correct tools, commonplace events may become engrossing visual tales. Here's PicVik, an AI photo editor, collage creator, and background remover tool that blurs the lines between creativity and innovation. PicVik is more than simply an app; it's a doorway to a world where your artistic ambitions and the power of artificial intelligence collide. With PicVik, you can easily remove backgrounds from photos, create complex collages, and enhance the details in your images. PicVik is meant to be your go-to tool for digital art.

The way we live now is an experiment in which we are the human subjects -- treated as objects by the technology we have created. Our apps use us as much as we use our apps. We are treated as objects when we are swept up as data to be bought and sold on an international market. Or when our attention is manipulated by our devices, not just to keep us glued to them but to determine what we read, what images we see, and what programs get to see us. We reduce ourselves to objects when we are addressed by machine-generated text or voices, because to be understood, we can only respond in ways that such objects can understand. When we are treated as objects, we are encouraged to object4ify one another and, of course, ourselves.

Presenting to Investors TEAM FIRST • Who are you? • Why are you personally passionate (or uniquely qualified) about creating this business? MARKET/OPPORTUNITY • Who are you serving? • What is their unmet need? • Why is there an opportunity? • How big is that opportunity? IDEA • Why is your idea unique in the market? • Why is it changing how this customer need or problem is already being addressed? RISKS • What are the risks? (And be honest, there are always risks.) • How will you address them (if at all)? THE ASK • How much capital do you need to fund a pilot? The Beta? • In Year 1, what do you believe the costs and revenue will be? What about in Year 5?

In the Information Age and the age of the Internet, millions of people under the age of 30 are getting rich using their imaginations to create apps that change the world—from Facebook to Uber to Snapchat and others. Those with imaginations thrive while those without it are still looking for a job… a job that may soon be replaced by robots and technology.

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

How to Build a Mobile App with React Native With the continuous evolution of web applications, real-time apps, and hybrid apps, the companies want faster development and easy maintenance for their app. Due to high-end technologies, the React Native app development has earned its significance in bringing all of these together within the limited budget of the companies. Overview of React Native As the React Native is based on the React framework, it is good for React Native app development to follow the same. In addition to that, React Native has separate APIs for both the platforms, it allows development for both Android and iOS in the single app, and most importantly, it is free and open-source. Facebook’s React Native Developing apps that run on the different operating systems with one tool, especially mobile devices, would be a great advantage to the developers. Therefore, the React Native development by Facebook is one of the best ways to build apps that are scalable and flexible. The Android App Development with React Native With the number of active Android users, it has created more value to the companies in developing the apps for android mobile devices. Working with React Native In React Native, the developers have a lot of responsibilities. They do not need to write the code manually, as React Native automatically generates the code for the mobile app development. This is the reason why the developers need to focus more on the UX of the app. There are several UX aspects that are required for a development, such as the native code, the visual aesthetics, the technical and back-end aspects. All these aspects would be added together to design the user interface. This is why the React Native app development becomes quite important. The creation of the native code, design, and other technical aspects make React Native a valuable tool for developers and non-developers. Benefits of React Native React Native helps in building a complete native mobile app without any coding skills. The beautiful library creates responsive and interactive web apps from all the simple mobile web components and thus increases the creation of high-quality applications. React Native is a part of web development in its new form with its development of new concepts in application. It uses the native functionality of an operating system so that all of the advanced concepts of web development can be applied to mobile apps. This makes React Native a preferred platform for apps which are made specifically for Android and iOS. With React Native, the companies can develop a beautiful and efficient app in less time without having to spend too much time. Conclusion As stated in the above results of mobile app development, the UI remains the most important part of a mobile app. All developers are in love with different UI frameworks and libraries. As for this topic, given below are some of the great reasons to select React Native as a UI framework: It’s the only full-stack UI framework from Facebook. More than 20 frameworks have appeared, and React Native is the only one that was born out of Facebook. Features like rendering into the DOM, XHR, Native Embedding, data persistence, offline support and more. Although React Native is more than capable of tackling many challenges, it still falls short of some modern technologies like HOCs and Server-side Rendering (SSR).

Build Emotional Connection With Your Fans | Brand Loyalty The way influencers communicate with fans is continuously evolving. we discuss few ways so that you can keep on top of trends to grow the fanbase, keep fans engaged and engender loyalty in Velvetrope. 1. Offer something interactive to get fans engaged : quizzes, polls, and competitions are great ways to engage fans. There are many ways to build fan engagement such as asking followers for feedback, creating quizzes, polls, and competitions. Velvetrope is the best for this. 2. Create unique video content that appeals to your fans: The next generation of fans is growing up surrounded by digital and social content. Therefore, Influencer needs to work harder to ensure their content is unique, engaging, and stands out amongst the rest. Video content might take the shape of exercise tutorials, “top 10” countdowns, “best moment” sizzles, workout tip videos, player interviews, product and service videos, live streams, fan testimonials, competition announcements, and more. Velvetrope is a CRM application that lets you perform all of the above, as well as publish fresh information and make announcements. You can connect with your Fans easily. Velvetrope makes it easy for you to share your most recent blogs, videos, podcasts, and other special content with your followers. Begin sharing your unique content with your VIPs as soon as possible. Share exclusive content with your fans. Post, Stream, and Share: Everybody Makes Money via Velvetrope. You can create a referral program for your VIPs to share with their friends and VIPs. For your referral program, you can use our AI recommendations or create your own rewards. #engagementwithaudience #fanengagementapp

The iPhone untethered the internet from the desktop. The energy of the blogosphere was redirected toward faster, mobile mediums. Twitter, Tumblr, and Instagram facilitated the transition to mobile. These sites had learned from Facebook’s streamlined profiles and easy feeds. But they diverged from Facebook’s friend-focused model, favoring an open network that allowed users to “follow” anyone they found interesting. This mirrored the subscriber-based model of YouTube as well as the open architecture of the blogosphere. Instead of trying to re-create real-world friend networks online, this new generation of social apps sought to build an audience of friends and strangers alike. At the same time, they took the lessons of the blog era—chiefly, that anyone could build a following online—and expanded upon them.

Embrace Efficiency, Elevate Flavor: Smart Kitchen Tools for Culinary Adventurers The kitchen, once a realm of necessity, has morphed into a playground of possibility. Gone are the days of clunky appliances and tedious prep work. Enter the age of the smart kitchen tool, a revolution that whispers efficiency and shouts culinary liberation. For the modern gastronome, these tech-infused gadgets are not mere conveniences, but allies in crafting delectable adventures, freeing us to savor the journey as much as the destination. Imagine mornings when your smart coffee maker greets you with the perfect brew, prepped by the whispers of your phone while you dream. Your fridge, stocked like a digital oracle, suggests recipes based on its ever-evolving inventory, and even automatically orders groceries you've run low on. The multi-cooker, your multitasking superhero, whips up a gourmet chili while you conquer emails, and by dinnertime, your smart oven roasts a succulent chicken to golden perfection, its progress monitored remotely as you sip a glass of wine. But efficiency is merely the prologue. Smart kitchen tools unlock a pandora's box of culinary precision. Smart scales, meticulous to the milligram, banish recipe guesswork and ensure perfect balance in every dish. Food processors and blenders, armed with pre-programmed settings and self-cleaning prowess, transform tedious chopping into a mere blip on the culinary radar. And for the aspiring chef, a sous vide machine becomes a magic wand, coaxing impossible tenderness from the toughest cuts of meat. Yet, technology alone is not the recipe for culinary bliss. For those who yearn to paint with flavors, smart kitchen tools are the brushes on their canvas. A connected recipe platform becomes your digital sous chef, guiding you through each step with expert instructions and voice-activated ease. Spice racks, infused with artificial intelligence, suggest unexpected pairings, urging you to venture beyond the familiar. And for the ultimate expression of your inner master chef, a custom knife, forged from heirloom steel and lovingly honed, becomes an extension of your hand, slicing through ingredients with laser focus and lyrical grace. But amidst the symphony of gadgets and apps, let us not forget the heart of the kitchen: the human touch. Smart tools are not meant to replace our intuition but to augment it. They free us from the drudgery, allowing us to focus on the artistry, the love, the joy of creation. Imagine kneading dough, the rhythm of your hands mirroring the gentle whirring of a smart bread machine, then shaping a loaf that holds the warmth of both technology and your own spirit. Or picture yourself plating a dish, using smart portion scales for precision but garnishing with edible flowers chosen simply because they spark joy. This, my friends, is the symphony of the smart kitchen: a harmonious blend of tech and humanity, where efficiency becomes the brushstroke that illuminates the vibrant canvas of culinary passion. Of course, every adventure, even one fueled by smart tools, has its caveats. Interoperability between gadgets can be a tangled web, and data privacy concerns linger like unwanted guests. But these challenges are mere bumps on the culinary road, hurdles to be overcome by informed choices and responsible data management. After all, we wouldn't embark on a mountain trek without checking the weather, would we? So, embrace the smart kitchen, dear foodies! Let technology be your sous chef, your precision tool, your culinary muse. But never forget the magic of your own hands, the wisdom of your palate, and the joy of a meal shared with loved ones. For in the end, it's not about the gadgets, but the memories we create around them, the stories whispered over simmering pots, and the laughter echoing through a kitchen filled with the aroma of possibility.

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.

DEEPENING PRACTICES Here are practices you can do this week to integrate the information in this chapter into your life: Selective Attention Exercise 1: In what areas of your life do you focus on the negative rather than the positive? Write down three positive affirmations about that area of your life. Make 10 copies. Place one in your wallet. Tape others to your refrigerator, bathroom mirror, computer monitor, video screen, car dashboard, and other places you can’t avoid noticing them. Practice repeating the positive affirmations the second you catch yourself focusing on the negative. Journaling Exercise: Write down a list of personality flaws that you’d like to change. Create a reminder in your online calendar for 1 year from now, reminding you to check today’s date in your journal. Next year, you might be surprised to see how much some have shifted after a year of meditation. Emotional Contagion Practice: Put the power of emotional contagion to work for you. Make a list of the happiest people you know, and make a plan to get together with at least four of them in the coming month. Selective Attention Exercise 2: Whenever you hear a bad news story that upsets you, do a web search for contradictory evidence (e.g., “Good news about . . .”). This will put the bad news in context. Field Effects Exercise: Look at the Insight Timer app each day you meditate and notice how many other people are meditating worldwide. It’s usually hundreds of thousands. This reminds you that you are not alone.

Does It “Really” Need to Be an Email? By this point, you’ve probably figured out that I love email. Well, in spite of my love for email marketing, not every communication needs to be an email. In fact, there are times when emails really aren’t the best solution. So, if not email, what else? Other solutions include: In-App messages like popups, sidebars, site notifications, chat messages, browser or push notifications, desktop notifications, text messages, and even product tours and onboarding flows. Email is great when the user isn’t currently using your product. It’s great to drive them back in, but when they are right there using your product, you can’t expect them to be checking their emails at the same time. Before setting up a new email campaign, ask yourself if email is the best way to achieve your objective and drive the user behavior you seek. Maybe a popup or site notification would be more effective. Users can’t typically unsubscribe from popups, sidebars, site notifications, chat messages, or onboarding flows. They are usually better embedded into your app and more contextual. Because of this, they tend to reach users more directly than email can. That means that they can often be more effective to influence user behaviors. Push notifications, desktop notifications, and text messages still have some novelty to them. They can also reach users in different contexts from email. Although sometimes it’s better to use a different communication type, sometimes combining email with other options is the best way to go. For this reason, it’s important to consider the mix. For example, an email followed on-site by an In-App message, or an onboarding flow followed by an email summing up the process may be more effective than a single email. It will allow you to follow up on user actions, and make it really clear what needs to get done. By breaking down the steps one at a time, there’s more chances for users to learn. At LANDR, we often followed feature launch emails on-site with In-App messages. This helped to keep communications simple and goal-focused (one goal per message). The email was about getting people in the product, while the In-App message was about getting them to engage with the product. This approach allows you to evaluate and optimize each step of the process independently. Automation platforms like Intercom, ActiveCampaign and HubSpot generally allow you to combine messaging types. If your platform doesn’t currently have site messaging or onboarding functionalities, you may have to use multiple tools in conjunction in order to maximize results. This will make it trickier to track pacing, sequencing, and goals but it isn’t impossible. You also need to consider tracking effort when adding new communication types to your mix. As your program becomes more complex, it can be easy to lose track of the overall user experience: Are your users getting spammed? Are you creating a disjointed customer experience? Test things from your users’ perspective. Keep an eye out for social media messages and support requests as you do. In the next chapter we will look at setting up automations to minimize issues and maximize outcomes.

Your now just became the past, and your past just created your new future, so where is this imaginary pit stop called now that you think your meditation app is going to take you to?

The twelve-factor developer resists the urge to use different backing services between development and production, even when adapters theoretically abstract away any differences in backing services. Differences between backing services mean that tiny incompatibilities crop up, causing code that worked and passed tests in development or staging to fail in production. These types of errors create friction that disincentivizes continuous deployment. The cost of this friction and the subsequent dampening of continuous deployment is extremely high when considered in aggregate over the lifetime of an application.

Uber had to get creative to unlock the hard side of their network, the drivers. Initially, Uber’s focus was on black car and limo services, which were licensed and relatively uncontroversial. However, a seismic shift occurred when rival app Sidecar innovated in recruiting unlicensed, normal people as drivers on their platform. This was the “peer-to-peer” model that created millions of new rideshare drivers, and was quickly copied and popularized by Lyft and then Uber. Jahan Khanna, cofounder/chief technology officer of Sidecar, spoke of its origin: It was obvious that letting anyone sign up to be a driver would be a big deal. With more drivers, rides would get cheaper and the wait times would get shorter. This came up in many brainstorms at Sidecar, but the question was always, what was the regulatory framework that allows this to operate? What were the prior examples that weren’t immediately shut down? After doing a ton of research, we came onto a model that had been active for years in San Francisco run by someone named Lynn Breedlove called Homobiles that answered our question.22 It’s a surprising fact, but the earliest version of the rideshare idea came not from an investor-backed startup, but rather from a nonprofit called Homobiles, run by a prominent member of the LGBTQ community in the Bay Area named Lynn Breedlove. The service was aimed at protecting and serving the LGBTQ community while providing them transportation—to conferences, bars and entertainment, and also to get health care—while emphasizing safety and community. Homobiles had built its own niche, and had figured out the basics: Breedlove had recruited, over time, 100 volunteer drivers, who would respond to text messages. Money would be exchanged, but in the form of donations, so that drivers could be compensated for their time. The company had operated for several years, starting in 2010—several years before Uber X—and provided the template for what would become a $100 billion+ gross revenue industry. Sidecar learned from Homobiles, implementing their offering nearly verbatim, albeit in digital form: donations based, where the rider and driver would sit together in the front, like a friend giving you a ride. With that, the rideshare market was kicked off.

Tinder would work with Justin’s younger brother to throw a birthday party for one of his popular, hyperconnected friends on campus, and use it to promote Tinder. The Tinder team would do all the work to make it an incredible party. The day of the party, students from USC were getting bused to a luxurious house in LA, where everything had been set up to pull you inside. Sean described how it worked: There was one catch with the party: First, you had to download the Tinder app to get in. We put a bouncer in the house to check that you had done it. The party was great—it was a success, and more importantly, the next day, everyone at the party woke up and remembered they had a new app on their phone. There were attractive people they hadn’t gotten to talk to, and this was their second chance. The college party launch tactic worked. For the Tinder team, this one party created the highest ever one-day spike of downloads, however modest it might seem in retrospect. It’s not just the number that matters here, but that it was “500 of the right people”—Sean would explain to me later. It was a group of the most social, most hyperconnected people on the USC campus, all on Tinder at the same time. Tinder started to work. Matches began to happen, as the students who met each other from the previous night started to swipe through and then chat. Amazingly, 95 percent of this initial cohort started to use this app every day for three hours a day.

Tinder would work with Justin’s younger brother to throw a birthday party for one of his popular, hyperconnected friends on campus, and use it to promote Tinder. The Tinder team would do all the work to make it an incredible party. The day of the party, students from USC were getting bused to a luxurious house in LA, where everything had been set up to pull you inside. Sean described how it worked: There was one catch with the party: First, you had to download the Tinder app to get in. We put a bouncer in the house to check that you had done it. The party was great—it was a success, and more importantly, the next day, everyone at the party woke up and remembered they had a new app on their phone. There were attractive people they hadn’t gotten to talk to, and this was their second chance. The college party launch tactic worked. For the Tinder team, this one party created the highest ever one-day spike of downloads, however modest it might seem in retrospect. It’s not just the number that matters here, but that it was “500 of the right people”—Sean would explain to me later. It was a group of the most social, most hyperconnected people on the USC campus, all on Tinder at the same time. Tinder started to work. Matches began to happen, as the students who met each other from the previous night started to swipe through and then chat. Amazingly, 95 percent of this initial cohort started to use this app every day for three hours a day. The Tinder team built one atomic network, but soon figured out how to build the next one—just throw another party. And then another, by going to other schools, and throwing even more parties. Each network was successively easier to start. Tinder quickly reached 4,000 downloads, then 15,000 within a month, and then 500,000 just a month after that—first by replicating the campus launch, but then letting the organic viral growth take over.

The Instagram versus Hipstamatic story is perhaps the canonical example of a strategy made famous by Chris Dixon’s 2015 essay “Come for the tool, stay for the network.” Chris writes: A popular strategy for bootstrapping networks is what I like to call “come for the tool, stay for the network.” The idea is to initially attract users with a single-player tool and then, over time, get them to participate in a network. The tool helps get to initial critical mass. The network creates the long term value for users, and defensibility for the company.40 There are many other examples across many sectors beyond photo apps: The Google Suite provides stand-alone tools for people to create documents, spreadsheets, and presentations, but also network features around collaborative editing, and comments. Games like Minecraft or even classics like Street Fighter can be played in single-player mode where you play against the computer, or multiplayer mode where you play with friends. Yelp started out effectively as a directory tool for people to look up local businesses, showing addresses and phone numbers, but the network eventually built out the database of photos and reviews. LinkedIn started as a tool to put your resume online, but encouraged you to build up your professional network over time. “Come for the tool, stay for the network” circumvents the Cold Start Problem and makes it easier to launch into an entire network—with PR, paid marketing, influencers, sales, or any number of tried-and-true channels. It minimizes the size requirement of an atomic network and in turn makes it easy to take on an entire network. Whether it’s photo-sharing apps or restaurant directories, in the framework of the Cold Start Theory, this strategy can be visualized. In effect, a tool can be used to “prop up” the value of the network effects curve when the network is small.

To make these loops actionable for product teams, you can break them down into more granular steps, and A/B test them. For example, Uber’s viral loop for drivers involved a referral program that was exposed during the onboarding process. There were a dozen or so screens on the app that a driver moved through during the sign-up process—entering their phone number creating a password, uploading their driver’s license, etc. Each of these steps could be optimized so that more users would pass through. Then, drivers would be presented with an explanation on how to refer their friends, and what type of bonus they’d get for doing so. This could be improved as well—should the message offer $100 to sign up, or $300? If you invite five people should you get a bonus? Should an invite mention the name of the inviter, or just focus on Uber, as an app? On the sign-up page, should you ask for a driver’s email or their phone number, or both? A product team can brainstorm hundreds of these ideas and systematically try them, measuring for conversion rates and the number of invites sent. Optimizing each of these steps with A/B tests might only boost each step’s conversion by 5 percent here or 10 percent there, but it’s a compounding effect. Hundreds of A/B tests later, the millions of dollars you might be spending on acquiring customers is made substantially more efficient.

Measuring the Acquisition Network Effect To increase the Acquisition Effect, you have to be able to directly measure it. The good news is that viral growth can be rolled up into one number. Here’s how you calculate it: Let’s say you’ve built a new productivity tool for sharing notes, and after it launches, 1,000 users download the new app. A percentage of these users invite their colleagues and friends, and over the next month, 500 users download and sign up—what happens next? Well, those 500 users then invite their friends, and get 250 to sign up, who create another 125 sign-ups, and so on. Pay attention to the ratios between each set of users—1000 to 500 to 250. This ratio is often called the viral factor, and in this case can be calculated at 0.5, because each cohort of users generates 0.5 of the next cohort. In this example, things are looking good—starting with 1,000 users with a viral factor of 0.5 leads to a total of 2,000 users by the end of the amplification—meaning an amplification rate of 2x. A higher ratio is better, since it means each cohort is more efficiently bringing on the next batch of users.

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

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The key to investing is not assessing how much an industry is going to affect society, or how much it will grow, but rather determining the competitive advantage of any given company and, above all, the durability of that advantage. The products or services that have wide, sustainable moats around them are the ones that deliver rewards to investors.84 Because Buffett generally invests in low-tech companies like See’s Candies or Coca-Cola, the moat he refers to is often a strong brand or a unique business model. For software products with network effects, a strong moat means something different: how much effort, time, and capital does it take to replicate a product’s features and its network? In the modern era, cloning software features is usually not the hard part—replicating the complete functionality of a Slack or Airbnb might take time, but it is tractable. It’s the difficulty of cloning their network that makes these types of products highly defensible. I’ll use an example to think through the competitive moat. Let’s start from first principles, with an example of Airbnb trying to launch in a new city with no competitors in sight. As the early Airbnb team described, the Cold Start Problem lies in the difficulty of launching a new city to a Tipping Point of over 300 listings with 100 reviews. This requires real effort, because the minimum network size is quite large—contrasted to many other network types like communication apps, which might only require two or three people to get started. But once Airbnb has reached Escape Velocity in a market, the Cold Start Problem creates the defense against new entrants.

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

A well-organized revolt by the major members of its hard side can kill a product entirely. Twitter once bought an app called Vine for a reported $30 million. It let users create and view six-second looping video clips—it was ahead of its time, and not dissimilar from the insights behind TikTok. Like many social apps, the most popular content creators became very successful, and they were important to attract an audience. Unfortunately, a few years in, more than a dozen of the top content creators organized a revolt: Led by creators Marcus Johns and Piques, the group pitched an idea: If Vine paid each star $1.2 million and changed certain features of the app, each creator would post 12 Vines per month. Otherwise, all 18 would leave the platform. “We were driving billions of views—billions—before we left,” DeStorm Power explained of the monetary request.69 Vine turned down the plan, and a few years later, the service was shuttered. The hard side is worth the effort to cultivate. The most successful and prolific members of this side of the network also provide the highest level of service, are willing to make the investments to scale their impact, and ultimately become the defensible backbone of the network—assuming they can be retained. In Uber’s case, the power drivers represented the top 15 percent of drivers but constituted over 40 percent of our trips. They were also among the safest and most highly rated drivers—after all, it was their primary source of income.

Over the years, Facebook has executed an effective playbook that does exactly this, at scale. Take Instagram as an example—in the early days, the core product tapped into Facebook’s network by making it easy to share photos from one product to the other. This creates a viral loop that drives new users, but engagement, too, when likes and comments appear on both services. Being able to sign up to Instagram using your Facebook account also increases conversion rate, which creates a frictionless experience while simultaneously setting up integrations later in the experience. A direct approach to tying together the networks relies on using the very established social graph of Facebook to create more engagement. Bangaly Kaba, formerly head of growth at Instagram, describes how Instagram built off the network of its larger parent: Tapping into Facebook’s social graph became very powerful when we realized that following your real friends and having an audience of real friends was the most important factor for long-term retention. Facebook has a very rich social graph with not only address books but also years of friend interaction data. Using that info supercharged our ability to recommend the most relevant, real-life friends within the Instagram app in a way we couldn’t before, which boosted retention in a big way. The previous theory had been that getting users to follow celebrities and influencers was the most impactful action, but this was much better—the influencers rarely followed back and engaged with a new user’s content. Your friends would do that, bringing you back to the app, and we wouldn’t have been able to create this feature without Facebook’s network. Rather than using Facebook only as a source of new users, Instagram was able to use its larger parent to build stronger, denser networks. This is the foundation for stronger network effects. Instagram is a great example of bundling done well, and why a networked product that launches another networked product is at a huge advantage. The goal is to compete not just on features or product, but to always be the “big guy” in a competitive situation—to bring your bigger network as a competitive weapon, which in turn unlocks benefits for acquisition, engagement, and monetization. Going back to Microsoft, part of their competitive magic came when they could bring their entire ecosystem—developers, customers, PC makers, and others—to compete at multiple levels, not just on building more features. And the most important part of this ecosystem was the developers.

In this respect, creating is much like visiting the gym. You may desire to be fit and muscular, but the only way to make that happen is to keep showing up, day after day, and building on the previous days’ progress. You may never develop the “perfect” physique—just like you may never paint the perfect painting or build the perfect smartphone app—but your personal best will continue to get better as you put in the hours.

Going forward, Google will instead focus on a no-code platform called AppSheet, which allows those with no coding skills to create their apps.

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Your devices are very powerful in their ability to help you create, but they can also become sources of distraction and wasted time. During your creative time, turn off notifications and close apps and windows that are not essential to your creative work. Advertisers and other companies want you to pay attention to their creative ideas — instead, cultivate the ability to resist them and redirect your attention to monotasking your creative ideas.

He wanted to, he wrote, “create a smoothly integrated and beautiful solar-roof-with-battery product that just works, empowering the individual as their own utility, and then scale that throughout the world. One ordering experience, one installation, one service contact, one phone app.

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In America, particularly in non-unionized workplaces, this sort of chronic understaffing acquires a logic all its own. If you can stand to lose employee weight, you should; if you don’t, you’re leaving profits on the table. Appropriately staffing isn’t a way to create a better work environment; it’s “bloat.” Workplaces attempt to counter the negative effects of understaffing with professional development, bonuses, perks, snacks, therapy dogs, subsidized gym memberships, swag, happy hours, access to meditation apps; the list is truly endless. One HR person told us that she was always amazed that employees complained about stress and overwork but then never took advantage of the perks. It makes sense, though. They don’t have the time. What would really make their lives better isn’t a meditation app, but adding a few more employees without also adding the expectation of more work.

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

Whenever an ambulance arrives in Lucignana the news spreads like wildfire, as if the houses themselves were relaying the message. I’m convinced Jan Koum, who created WhatsApp, must have studied how communication works in little mountain villages: as soon as someone changes their status, anyone connected to that person will know. We’re the original social network, a network forged through first communions, confirmations, imaginary footballer boyfriends, the first taste of those forbidden

Whenever an ambulance arrives in Lucignana the news spreads like wildfire, as if the houses themselves were relaying the message. I’m convinced Jan Koum, who created WhatsApp, must have studied how communication works in little mountain villages: as soon as someone changes their status, anyone connected to that person will know. We’re the original social network, a network forged through first communions, confirmations, imaginary footballer boyfriends, the first taste of those forbidden pleasures, and pretending to be famous bands.

Her first instinct was to keep walking. Nothing—nothing!—vexed Jessica more than tardiness. Except perhaps messiness. And people who cut corners, or people who missed RSVP deadlines. Jessica always RSVP’d to invitations the moment they landed in her hand or inbox. Then she diarized the event, made a note in her Organization app to buy a gift, if necessary, and created a block of time in her calendar to ensure she had an appropriate outfit to wear. At least forty-eight hours before the event, she decided on appropriate transport and mapped out the approximate time it would take to get there (with fifteen minutes added for contingencies).

She wasn’t that kind of person, of course. But maybe she would become that kind of person if she bought gel pens and a new planner with stickers that said Dentist Appointment! and Vacay! in enthusiastic letters shaped like margarita glasses. Or if she created a Family Organization Command Center with rustic chalkboard calendars from Pottery Barn. She just needed to download an app, or find a planner she actually remembered to use, or read the right book about decluttering and organization, possibly involving color-coded chore charts and sticker incentive systems for the children. But she could change, if she tried hard enough. She would change.

I just told you about the importance of asking. Well . . . To get my book into the hands of the people who need it most, I need your help. If my book has been helpful, can you take thirty seconds right now and leave a short review? Think back to why you decided to pick up this book and give it a chance. Maybe it’s because a five-star review on Amazon or Goodreads caught your eye. Leave a review and give someone else the opportunity to start their Million Dollar Weekend. Before I started writing this book, I met Matt, who works security at the Austin airport. He has the same dream as you, to create a business so he can change his life, but he may never hear about this book. Your review means the world to me AND it could change the world of someone else, like Matt. Feel good about yourself knowing your brief review can change someone’s life forever. The review costs you no money (my favorite price) and only takes thirty seconds. You can go to the book’s page on the Amazon app or desktop site, or wherever you bought it, and leave a review there. On Kindle or an e-reader, scroll to the last page of the book. On Audible, go to your library page and click Write a Review. BTW: I read every single review. And when your review happens, an alarm goes off in my office, my mom tells me about it, and our entire team celebrates like we just won the Super Bowl. Now back to your Million Dollar Weekend. —Love you forever, Noah

Now Where Do You Find Customers? When novice entrepreneurs search for opportunities, they too often look beyond their Zone of Influence. They think the action is happening somewhere else, in some other location or industry. But seasoned entrepreneurs almost always find and create opportunities within the context of who they are, what they know, and especially who they know. In each of the examples above, the business validation process begins with potential customers in the entrepreneur’s orbit. Actual people with names. Tribes you belong to or are interested in, most of whom are already self-organized online. People you know how to reach, today. Though it’s rarely a part of their official origin stories, the biggest companies in the world—even the viral apps now worth billions—started through personal networks and real human connections. Mark Zuckerberg started Facebook in a weekend by emailing friends to use it. Version 1 did well, validating it. And Microsoft started with Bill Gates building software for a guy in Albuquerque. He had a CUSTOMER FIRST. In the beginning, founders should reach out to their friends, their former colleagues, their communities. You may think your business is unique, but trust me, it’s not. Every successful business can start this way. For example, Anahita loves her dogs and wanted healthier snacks for them. She started taking her homemade organic dog treats to her local dog park. She would sell out every time. A year later she now has a store called the Barkery, a dog bakery. Before you even think about picking a business idea, make sure you have easy access to the people you want to help. An easy way to do this is to think about where you have easy access to a targeted group of people whom you really want to help—like, say, new moms in Austin, cyclists, freelance writers, and taco obsessives (like me!). CHALLENGE Top three groups. Let’s write out your top three groups to target. Who do you have easy access to that you’d be EXCITED to help? This can be your neighbors, colleagues, religious friends, golf buddies, cooking friends, etc. The better you understand your target group, the better you can speak to them. The more specifically you can speak to their problems, the better and easier you can sell (or test products). Note how this process prioritizes communication with people, through starting (taking the first iteration of your solution straight to customers) and asking (engaging them in a conversation to determine how your solution can best fix their problem). Business creation should always be a conversation! Nearly every impulse we have is to be tight with our ideas by doing more research, going off alone to build the perfect product—anything and everything to avoid the discomfort of asking for money. This is the validation shortcut. You have to learn to fight through this impulse. It won’t be easy, but it’ll be worth it.

When you spend much of your life under attack, or invisible, or both, it can be extremely valuable to create some spaces where you’re around people with similar experiences, and can relax and get some support. This is why it can be really important to have women-only spaces, online communities for people of color, Pride events for LGBTQ+ folks, dating apps just for bis, and non-binary safer spaces at an event. But whenever such spaces emerge, there are controversies over who gets to use them and who doesn’t. Much of this tends to come from more privileged people, for whom such spaces are a painful reminder of how we’re all implicated in a system which marginalizes people.

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

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

LEADERSHIP | Intuit’s CEO on Building a Design-Driven Company Brad Smith | 222 words Although 46 similar products were on the market when Intuit launched Quicken, in 1983, it immediately became the market leader in personal finance software and has held that position for three decades. That’s because Quicken was so well designed that using it is intuitive. But by the time Smith became CEO, in 2008, the company had become overly focused on adding incremental features that delivered ease of use but not delight. What was missing was an emotional connection with customers. He and his team set out to integrate design thinking into every part of Intuit. They changed the layout of the office, reduced the number of cubes, and added more collaboration spaces and places for impromptu work. They increased the number of designers by nearly 600% and now hold quarterly design conferences. They bring in people who have created exceptionally designed products, such as the Nest thermostat and the Kayak travel website, to share insights with Intuit employees. The company acquired one start-up, called Mint, and collaborates with another, called ZenPayroll, to improve customer experience. Although most people don’t think of financial software as a category driven by emotion or design, Smith writes, Intuit’s D4D (“design for delight”) program has paid off. For example, its SnapTax app, inspired by consumers’ migration to smartphones, led one user to write, “I want this app to have my babies.

Every day I create a new color study using an online or mobile app. So, I decided to write a book on Applying Color Theory to Digital Media and Visualization to teach others how easy it is and the joy in doing their own color studies.

I visited McBeth’s eleventh and twelfth grade classes, which were both working on prototypes for projects they had approached through design thinking. One was a revitalization scheme for Toronto’s waterfront, and the other was creating an indoor agriculture system. The students were producing all sorts of creative solutions, from elaborate models of their waterfront developments to fish farms where the fish’s own waste would fertilize the plants that cleaned the water. It was loud, messy work. At one point, three girls were hand-sawing a piece of lumber balanced between two desks, and sawdust quickly coated their preppy uniforms and hair. With a few exceptions, all the students said they preferred to work without computers on this type of project. They felt they had more creative freedom, were less distracted, could be more accurate to their vision, and gained a better understanding of the scale and materials involved. It also seemed more fun. The groups building models and contraptions around the room were laughing and joking as they glued and taped and cut and broke things. The only ones working on computers were two girls who gave up on a model and decided to make an app instead. They sat side by side, quietly checking out the pricing options on various app-building websites, flipping over to Facebook whenever McBeth was out

One of the masters of trendspotting is Rohit Bhargava, author of Non-Obvious. He curates the biggest trends each year and packages them up into a book. Then he explains how people and businesses can take advantage of these trends to improve their position in the marketplace. Thinking deliberately about trends is a secret sauce for most successful hustlers, because it creates an unfair advantage. When Evan Spiegel built Snapchat, he was capitalizing on a trend. He saw people using Facebook and their phones to share photos, but noticed they felt inhibited by the fact that the images were either permanent, or public. By reversing those two elements―making image-sharing ephemeral and private, he solved a big problem. Snapchat exploded across the younger demographics and quickly became a multibillion-dollar business. Another example is Kik, a popular messaging app. When Kik launched, plenty of messaging services already existed. In fact, the ultimate messaging services seemed to be the ones already  built into everyone's phones. Apple had a messaging app, and so did Android. So, why reinvent the wheel? Ted Livingston, the founder of Kik, had other ideas. Why? Because he had identified a trend. Consumers were clearly upset with the built-in messaging services. First, the telecom companies were charging per message sent and received, which was a horrible experience. It felt like classic, capitalistic highway robbery. Second―and this was a big problem for teens: You could only exchange messages by giving out your phone number. Livingston noticed that teens wanted to chat with other people they met online, but had no safe way of doing that without giving out their number. So he created Kik, which allows people to create a username instead. Kiksters can then share their username to start chatting, while keeping their digits private. But even better, messaging is unlimited, and completely free. By examining the trends happening in the messaging market, Livingston was able to build a product that rivaled the multi-billion dollar incumbents. Now his company is valued at over a billion.   

Our app developers are experienced in creating solutions over the range of available platforms, including IOS, Android, HTML5 Web Apps and more.

Distraction: The Productivity Killer Why you are distracted isn’t the issue. The real issue is you are avoiding work that you need to finish. Here’s a few ways to improve your focus and increase your productivity. 1) Turn off your phone. On average, people check their phones at least 10 times an hour. That’s crazy and a huge distraction. So turn off your phone! 2) Stop surfing the web; same idea as with your phone. Try one of these apps if your self-control is lacking. 3) Schedule time for distractions. Reward yourself when you finish a task and take a break. Just limit the break

The trick isn’t necessarily learning to use a cool new app – it’s deciding to find a way to take charge of your time. It’s learning how to streamline your life and your business,

Last, and perhaps most importantly, Bold is a playbook. Our deepest hope is that it inspires you to get off the couch and change the world. Said differently, because of the amazing opportunities created by exponentially growing communications technology, many of today’s best and brightest have been lured in by an app-tilted playing field, which has both entrepreneurs and venture capitalists believing that three years to profitability and exit should be the norm. Of course, if your true passion is building apps, then build away. But let’s be clear: when Steve Jobs said that the goal of every entrepreneur should be to “put a dent in the universe”—he wasn’t talking about inventing the next Angry Birds. This book is for those who want to make the Giant Dent. It’s about the fact that, because of exponential empowerment, anyone can make that Giant Dent. Seriously, what are you waiting for?

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

When I asked the iPhone’s architects what they thought its first must-use function was, Google Maps was probably the most frequent answer. And it was a fairly last-minute adoption; it took two iPhone software engineers, who had access to Google’s data as part of that long-forgotten early partnership, about three weeks to create the app that would forever change people’s relationship to navigating the world. Magnetometer

Good neighbors: The successful export-driven development of Taiwan, South Korea, and especially Japan gave Chinese policymakers an easy-to-follow template for industrial development. •  Hong Kong: When China started its reforms, Hong Kong was already a world-class port and trading hub with modern legal and financial systems. This gave Chinese manufacturers quick access not only to global trade routes but also to much of the “soft” infrastructure needed for a modern economy.5 •  Timing: China was fortunate to open up to trade just at the moment when the shipping container, invented in the 1950s, was beginning to make possible the creation of global production chains, spanning multiple countries, through steep reductions in long-distance shipping costs. •  A “killer app”: By the late 1980s, culturally similar Taiwan had established a sophisticated electronics industry, which moved en masse to China in the late 1990s, creating a world-class electronics manufacturing base almost overnight.

Investing In Gold Not everyone would associate Ethereum with investing in gold, but that is exactly one of its uses. Using a process developed by Digix, users can use tokens to buy gold on the Ethereum blockchain. How does this work? Using the Digix app, you can exchange either Ether or fiat currency (real-life money) with gold tokens. This gold is linked to the Singaporean gold vault through a complex crypto-code. Whenever the user wants, they can switch their gold tokens for actual pieces of gold without needing to go through an intermediary or paying any large fees. This also opens up the possibility of creating similar processes for all sorts of commodities.

The Internet of Things First of all, what is the Internet of Things? The Internet of Things is the link between the internet and everyday objects that allows them to send and receive digital information and data. Its potential is huge and some say it could become a multi-trillion-dollar market. One start-up called Slock.it is attempting to tap into this potential by developing an app on the Ethereum blockchain that links physical assets, such as apartments, bikes, or vans, to a smart contract that allows users to rent the item out. The application is called Ethereum Computer and could potentially eliminate fees to rent the assets of others. It is a kind of blockchain version of Airbnb and creates a much cheaper option for both affiliates and users.

If you have trouble focusing (or would simply like to learn more about this practice), try either the Calm or Headspace apps, which provide specific prompts that you can use to create a relaxed state of mind.

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

Noah Kagan went to UC Berkeley and graduated with degrees in Business and Economics. He worked at Intel for a short stint, and then found himself at Facebook, as employee #30. You’d think this is where the story would get really good: Noah went on to become the head of product and is now worth 10 billion dollars! That’s not what happened. Instead, he was fired after eight months. Noah has been very public about this, and it’s well documented. He even wrote about why it happened, which mostly comes down to the fact that he was young and inexperienced. Here’s where the real story gets interesting. After being fired, Noah spent ten months at Mint, another successful startup. For Noah, that was a side-hustle. After Mint, he founded KickFlip, a payment provider for social games. He also started an ad company called Gambit. Both of those companies fluttered around for a while and then fizzled out. Next came AppSumo, a daily deals website for tech software. AppSumo has done very well, and it’s still in business as of this writing, but Noah eventually turned his attention to another opportunity. While building up his other businesses, he had become an expert at email marketing, and realized there was a huge need for effective marketing tools. So he created SumoMe, a software company that helps people and companies build their email lists. SumoMe has exploded since its launch. Over 200,000 sites now use it in some capacity, and that number is growing every day. It’s easy to imagine SumoMe becoming a $100 million dollar company in a matter of years, and it’s completely bootstrapped. The company has taken zero funding from venture capitalists. That means Noah can run the business exactly how he wants. I’ve known Noah for almost ten years. I met him when my first company was getting off the ground. Several months ago, we were emailing back and forth about promoting my first book. He ended one of the emails with, “Keep the hustle strong.” I smiled when I read that. Noah is, and always will be, a hustler. He’s been hustling for his entire career―for over a decade. And he deserves everything that’s coming his way. Hustle never comes without defeat. It never comes without detours and side-projects. But the best hustlers all know this simple truth: All that matters is that you keep on hustling.

Early on, before getting down to attacking each other, Bannon and Kushner were united in their separate offensives against Priebus. Kushner’s preferred outlet was Joe Scarborough and Mika Brzezinski’s Morning Joe, one of the president’s certain morning shows. Bannon’s first port of call was the alt-right media (“Bannon’s Breitbart shenanigans,” in Walsh’s view). By the end of the first month in the White House, Bannon and Kushner had each built a network of primary outlets, as well as secondary ones to deflect from the obviousness of the primary ones, creating a White House that simultaneously displayed extreme animosity toward the press and yet great willingness to leak to it. In this, at least, Trump’s administration was achieving a landmark transparency. The constant leaking was often blamed on lower minions and permanent executive branch staff, culminating in late February with an all-hands meeting of staffers called by Sean Spicer—cell phones surrendered at the door—during which the press secretary issued threats of random phone checks and admonitions about the use of encrypted texting apps.

How and why is this happening? Let’s break it down. In the world of platforms, the Internet no longer acts merely as a distribution channel (a pipeline). It also acts as a creation infrastructure and a coordination mechanism. Platforms are leveraging this new capability to create entirely new business models. In addition, the physical and the digital are rapidly converging, enabling the Internet to connect and coordinate objects in the real world—for example, through smartphone apps that allow you to control your home appliances at long distance. Simultaneously, organizational boundaries are being redefined as platform companies leverage external ecosystems to create value in new ways.7 In this new stage of disruption, platforms enjoy two significant economic advantages over pipelines. One of these advantages is superior marginal economics of production and distribution.

Dapps are just now gaining media coverage but will, I believe, someday become more widely used than the world’s most popular web apps. They are more flexible, transparent, distributed, resilient, and have a better incentivized structure than current software models. This is the first book that will help you to understand them and create your own.

Telegram is a secure, encrypted chat, audio, and file sharing program for mobile phones that quickly became the preferred ISIS communications application. In September 2015, ISIS added the ability to create channels, which changed the app from simply a secret messaging app to a massive hidden forum platform ripe with content from the world’s active terrorist organizations. Multitudes of groups post in channels that are outside the scrutiny of Google and other search engines. Yet if you sign in on the phone app or via Telegram’s website today, you’ll find not only ISIS, AQ, and other terrorist channels, but a wide range of conversations. The

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

When Facebook launched Facebook Platform to help developers create apps in May 2007, the big shift began. An ecosystem of partners willing to extend the capabilities of Facebook quickly took root.7 By November 2007, there were 7,000 outside applications on the site.8 Recognizing how this flood of new apps was enhancing its rival’s appeal, Myspace responded by opening to developers in February 2008. But the tide had already turned,

STRUCTURAL CHANGE: NETWORK EFFECTS TURN FIRMS INSIDE OUT As we’ve seen, in the industrial era, giant companies relied on supply-side economies of scale. By contrast, most Internet era giants rely on demand-side economies of scale. Firms such as Airbnb, Uber, Dropbox, Threadless, Upwork, Google, and Facebook are not valuable because of their cost structures: the capital they employ, the machinery they run, or the human resources they command. They are valuable because of the communities that participate in their platforms. The reason Instagram sold for $1 billion is not its thirteen employees; the reason WhatsApp sold for $19 billion wasn’t its fifty employees. The reasons were the same: the network effects both organizations had created. Standard accounting practices might not factor the value of communities into the value of a firm, but stock markets do.

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

If I can reach further, it is by connecting with influential nodes

Snips partnered with France’s national railway to create an app that predicts up to three days in advance how crowded different trains will be. By mining such sources as weather information, historical passenger counts, and real-time check-ins from users of the app, it can advise people to stay away from particular stations

Nir elaborates in this post: TriggerThe trigger is the actuator of a behavior — the spark plug in the engine. Triggers come in two types: external and internal. Habit-forming technologies start by alerting users with external triggers like an email, a link on a web site, or the app icon on a phone. ActionAfter the trigger comes the intended action. Here, companies leverage two pulleys of human behavior – motivation and ability. This phase of the Hook draws upon the art and science of usability design to ensure that the user acts the way the designer intends. Variable RewardVariable schedules of reward are one of the most powerful tools that companies use to hook users. Research shows that levels of dopamine surge when the brain is expecting a reward. Introducing variability multiplies the effect, creating a frenzied hunting state, activating the parts associated with wanting and desire. Although classic examples include slot machines and lotteries, variable rewards are prevalent in habit-forming technologies as well. InvestmentThe last phase of the Hook is where the user is asked to do bit of work. The investment implies an action that improves the service for the next go-around. Inviting friends, stating preferences, building virtual assets, and learning to use new features are all commitments that improve the service for the user. These investments can be leveraged to make the trigger more engaging, the action easier, and the reward more exciting with every pass through the Hook. We’ve found this model (and the accompanying book) to be a great starting point for a customer acquisition and retention strategy.

Table 9-1. Chapter Summary Problem Solution Listing Create an AngularJS module. Use the angular.module method. 1, 2 Set the scope of a module. Use the ng-app attribute. 3 Define a controller. Use the Module.controller method. 4, 8 Apply a controller to a view. Use the ng-controller attribute. 5, 7 Pass data from a controller to a view. Use the $scope service. 6 Define a directive. Use the Module.directive method. 9 Define a filter. Use the Module.filter method. 10 Use a filter programmatically. Use the $filter service. 11 Define a service. Use the Module.service, Module.factory, or Module.provider method. 12 Define a service from an existing object or value. Use the Module.value method. 13 Add structure to the code in an application. Create multiple modules and declare dependencies from the module referenced by the ng-app attribute. 14–16 Register functions that are called when modules are loaded. Use the Module.config and Module.run methods. 17

Apple’s announcement that it was teaming up with IBM raised a few eyebrows. The pair will create apps for businesses that draw on Apple’s functionality and IBM’s cloud-computing and security expertise. It is Apple’s first significant thrust into corporate services and amounts to a sea change in its philosophy; Steve Jobs once described IBM as representing the “computer Dark Ages”.

The introduction of networked lights is happening because of another trend. Manufacturers have been replacing incandescent and fluorescent lights with ultra-efficient LEDs, or light-emitting diodes. The U.S. Department of Energy says that LEDs had 4 percent of the U.S. lighting market in 2013, but it predicts this figure will rise to 74 percent of all lights by 2030. Because LEDs are solid-state devices that emit light from a semiconductor chip, they already sit on a circuit board. That means they can readily share space with sensors, wireless chips, and a small computer, allowing light fixtures to become networked sensor hubs. For example, last year Philips gave outside developers access to the software that runs its Hue line of residential LED lights. Now it’s possible to download Goldee, a smartphone app that turns your house the color of a Paris sunset, or Ambify, a $2.99 app created by a German programmer that makes the lights flash to music as in a jukebox.

It's impossible to build large applications in JavaScript, but only as much as it is in any other programming dialect. Ideally, you should be creating smaller modules of functionality which together form your larger app.

If I don't sell any copies of my books/apps or if I sell a million copies, I'm still going to continue making them. I create because I'm passionate about the craft, making money was never the motivation.

Targeted transportation options like Bridj are designed to take cars off the road. Investors, at least, see the potential; Bridj just announced it raised $4 million in funding . And the company is poised to get permits it needed from Boston and Brookline without any opposition. (A hearing on the license in Cambridge is expected next month.) It’s reasonable for city governments to keep tabs on any disruptions that new apps create. While the Boston City Council’s move to ban the parking app Haystack was at best premature, fears that the app might encourage churlish behavior were well-placed. Occasional problems experienced by users of Airbnb, the online home-rental marketplace that the Boston council plans to tackle in an upcoming hearing, deserve a close look.

Rovio’s success story comes with a strong warning: Do you have the patience and grit to tough out the hard times? Rovio almost didn’t; their success was far from overnight. In fact, Angry Birds was the company’s forty-fifth attempt at creating a successful mobile app game. They failed forty-four times before. Some businesses just don’t have the patience or toughness, to say nothing of financial capital, to endure that slog. Does yours?

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The app economy provides an example of a new job ecosystem. It only began in 2008 when Steve Jobs, the founder of Apple, let outside developers create applications for the iPhone. By mid-2015, the global app economy was expected to generate over $100 billion in revenues, surpassing the film industry, which has been in existence for over a century.

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...I conducted a number of experiments to get in touch with my future self. Here are my favorite three: • Fire up AgingBooth. While hiring a programmer to create a 3-D virtual reality simulator is probably out of your price range, I personally love an app called AgingBooth, which transforms a picture of your face into what you will look like in several decades. There are also other apps like it, like Merrill Edge’s web app that shows you a live avatar of what you’ll look like at retirement (faceretirement.merilledge.com). AgingBooth is my favorite of them all, and it’s available for both Android and iOS, and it’s free. On the website for this book (productivityprojectbook.com), you can see what to expect out of the app—I’ve framed a picture of myself that hangs above my computer in my office, where I see it every day. Visitors are usually freaked out. • Send a letter to your future self. Like the letter I wrote at camp, writing and sending a letter to yourself in the future is a great way to bridge the gap between you and your future self. I frequently use FutureMe.org to send emails to myself in the future, particularly when I see myself being unfair to future me. • Create a future memory. I’m not a fan of hocus-pocus visualizations, so I hope this doesn’t sound like one. In her brilliant book The Wallpaper Instinct, Kelly McGonigal recommends creating a memory of yourself in the future—like one where you don’t put off a report you’re procrastinating on, or one where you read ten interesting books because you staved off the temptation of binge-watching three seasons of House of Cards on Netflix. Simply imagining a better, more productive version of yourself down the line has been shown to be enough to motivate you to act in ways that are helpful for your future self.

Action Steps II   1. Set up Tickler File   • Purchase and label 43 manila folders and file holder or • Read tutorial on creating Tickler file in Evernote   2. Set up “Next Actions” list   • Download preferred to-do app (Eg. Wunderlist) • Add necessary lists   3. Set up other useful lists in Evernote   • Download templates for useful lists   4. Opt out of junk mail   Organize   So far we’ve created a means of capturing everything and taking it out of our head.

Cheat Sheet   Capture – System for capturing new inputs   • Desk • Phone • Email     Action steps   1. Set up Capture system   • Designate note-taking process on phone • Create “In-basket” for desk • Clean out email inbox        –Unsubscribe from unnecessary emails        –Create filters for verification messages   2. Set up system for scanning receipts   • Create Evernote Account • Download Scannable • Read tutorial on scanning receipts with Scannable   Filter – Process for simplified decision-making   • Do it • Delegate it • Defer it • Dump it     Action steps   1. Set up a Tickler File   • Purchase and label 43 folders and file holder or • Read tutorial on creating Tickler file in Evernote   2. Set up “Next Actions” list   • Download preferred to-do app (Eg. Wunderlist) • Add necessary lists   3. Set up other useful lists in Evernote   • Download templates for useful lists   4. Opt out of junk mail   Organize – Maintaining your system   • Weekly Review     Action steps   1.    Schedule a time each week for a “Weekly Review” 2. Download “Weekly Planner”       Click here for a printable version of this cheat sheet summary.   Thank You Before you go, I’d like to say “thank you” for purchasing my book. You

When the iPhone app is built, the Xamarin C# compiler generates C# Intermediate Language (IL) as usual, but it then makes use of the Apple compiler on the Mac to generate native iPhone machine code just like the Objective-C compiler. The calls from the app to the iPhone APIs are the same as though the application were written in Objective-C. For the Android app, the Xamarin C# compiler generates IL, which runs on a version of Mono on the device alongside the Java engine, but the API calls from the app are pretty

Synchronizing Text Expansion Shortcuts One really nice side effect of enabling Documents in the Cloud is that it also enables automatic synchronization of your text shortcuts between your iOS devices. Not using text shortcuts? You absolutely should be. It’s a way for you to enter an abbreviation in any app, and have the system expand the abbreviation to a full word or phrase. For example, I often type “please” and “tomorrow” when I text. I’ve entered shortcuts for these as “pls” and “tmw,” respectively. I type the shortcut, and when I tap the Space bar, the shortcut is automatically replaced. You can use shortcuts for longer phrases, too. I use “bts” for “Be there soon,” for example. Or you might use shortcuts to build a library of alternative email signatures. To add your own shortcuts, Tap Settings > General > Keyboard > Shortcuts. You’ll find some shortcuts already created for you by Apple. Enter your own by tapping the Plus button, then entering the expanded phrase and the shortcut .

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

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People, don't just seat there and wait. Sometimes you gotta change your daily routine if you're realize that you're not progressing in anything. Do something about it. Life is getting harder not easier. Try to build, save, or create something. Watching people doing stuffs or try to get attention from others won't put money on your account. We all need a big house, fancy cars and stay healthy but we not doing anything for it. You won't go nowhere if you don't make the first step. Pray before you do everything and God will guide you. You're getting older that's mean you're having more responsibility. So do something positive about your life. When you're updating your cellphone, you do it so the apps can look nicer or the software can look different so check your daily routine every 3 to 6 months to see if you need to change it or not.

We expose our most sensitive personal information any time we Pick up a phone, respond to a text, click on a link, or carelessly provide personal information to someone we don’t know; Fail to properly secure computers or devices; Create easy-to-crack passwords; Discard, rather than shred, documents that contain PII; Respond to an email that directs us to call a number we can’t independently confirm, or complete an attachment that asks for our PII in an insecure environment; Save our user ID or password on a website or in an app as a shortcut for future logins; Use the same user ID or password throughout our financial, social networking, and email universes; Take [online] quizzes that subtly ask for information we’ve provided as the answers to security questions on various websites. Snap pictures with our smartphone or digital camera without disabling the geotagging function; Use our email address as a user name/ID, if we have the option to change it; Use PINS like 1234 or a birthday; Go twenty-four hours without reviewing our bank and credit card accounts to make absolutely sure that every transaction we see is familiar; Fail to enroll in free transactional monitoring programs offered by banks, credit unions, and credit card providers that notify us every time there is any activity in our accounts; Use a free Wi-Fi network [i.e. cafés or even airports] without confirming it is correctly identified and secure, to check email or access financial services websites that contain our sensitive data.

Xamarin.Forms allows you to be as platform-independent or as platform-specific as you need to be. Xamarin.Forms doesn’t replace Xamarin.iOS and Xamarin.Android; rather it integrates with them.

With all the advances in medicine and technology, why has someone not created a pill that cures heartbreak? Emotional penicillin. Why has someone not invented software that will sweep all traces of your ex out of your brain or an app that eliminates unrequited love?

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.

In order to construct a flawless imitation, the first step was to gather as much video data as possible with a web crawler. His ideal targets were fashionable Yoruba girls, with their brightly colored V-neck buba and iro that wrapped around their waists, hair bundled up in gele. Preferably, their videos were taken in their bedrooms with bright, stable lighting, their expressions vivid and exaggerated, so that AI could extract as many still-frame images as possible. The object data set was paired with another set of Amaka’s own face under different lighting, from multiple angles and with alternative expressions, automatically generated by his smartstream. Then, he uploaded both data sets to the cloud and got to work with a hyper-generative adversarial network. A few hours or days later, the result was a DeepMask model. By applying this “mask,” woven from algorithms, to videos, he could become the girl he had created from bits, and to the naked eye, his fake was indistinguishable from the real thing. If his Internet speed allowed, he could also swap faces in real time to spice up the fun. Of course, more fun meant more work. For real-time deception to work, he had to simultaneously translate English or Igbo into Yoruba, and use transVoice to imitate the voice of a Yoruba girl and a lip sync open-source toolkit to generate corresponding lip movement. If the person on the other end of the chat had paid for a high-quality anti-fake detector, however, the app might automatically detect anomalies in the video, marking them with red translucent square warnings

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Regardless of how your designs were created, InVision and Marvel allow you to easily turn them into functional prototype websites. With InVision, you upload your page designs, and then link them together to make the website navigable. Then, you can carry out user tests on what, to the users, appears to be a real website, even though it hasn’t seen a smidgen of code. InVision also allows other people to give written feedback on your work-in-progress designs. You upload your designs, and then invite others to annotate them with whatever type of feedback you desire. Notable has similar functionality. Alternatives include Firefly and BugHerd. The Composite app connects to Photoshop files, turning them into clickable prototypes. To gather feedback on your work-in-progress videos, you can use Frame.io, a fantastic web-based platform. Alternatives include Wipster, Symu, Vidhub, and Kollaborate. Such services provide great benefits; it’s hard to gather and record such feedback even when everyone’s in the same room. Optimal Workshop provides several tools (OptimalSort, Treejack, and Chalkmark) to help you optimize your website’s navigation and information architecture. The tools are described in our article about card sorting. Alternatives for card sorting include SimpleCardSort, UsabiliTEST, and Xsort.

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Server Automation This is very specific to a tech start-up, but server stability is a very important part of the product. Our customers relied on WebMerge in their business every day, and it could have a domino effect on their day if something went wrong. The easiest automation for server tracking is simple up-time tracking. This checks to make sure the app is loading every minute, every day. I set up alerts that if any downtime was detected, it would send a text message to my phone and also send me an email every minute. The text message was the most helpful, and I could often jump online in minutes to fix any issues. Over time, I started to run into server issues in the middle of the night. I had to set the alert tone on my phone to the emergency tone so it would wake me up. Well, often it took a few alerts to wake me or an elbow from my wife! I was waking up at 3:00 a.m. a few times per week to address issues. This couldn’t continue. To fix this, I created an internal system that would check the app uptime, and if there were issues, it would automatically restart services in the app that were most likely causing the problem. This auto-healing process worked like a charm, and I rarely had to wake up in the middle of the night again (or deal with many issues during the day). Is your product or service critical to your customers? If so, try to implement as many automated processes as you can to keep the service running at all hours. Your customers (and your sanity) will thank you.

Differences between the relatively promiscuous Ache and the relatively monogamous Hiwi also illuminate the cultural variability of human sexual strategies. The different ratios of males to females in these two cultures may be the critical factor in eliciting a different sexual strategy. Among the Ache, there are approximately one and a half women for every man. Among the Hiwi, there are more men than women, although precise numbers are not available. The prevalence of available Ache women creates sexual opportunities for Ache men not experienced by Hiwi men. Ache men seize these opportunities, as evidenced by the high frequency of mate switching and casual affairs. Ache men can pursue a temporary sexual strategy more successfully than Hiwi men can. Hiwi women are better able than Ache women to secure a high investment from men, who must provide resources to attract and retain a mate.19 The cultural shifts witnessed today, such as the hookup culture on college campuses and in large urban settings and the rise of casual sex and online dating apps such as Tinder, probably reflect shifts in mating strategies as a function of a perceived or real sex ratio imbalance. One key cultural variable centers on the presumptive mating system, especially monogamy and polygamy. Some Islamic cultures permit men to marry up to four wives, as specified in the Qur’an. In parts of Utah and Texas in the United States, some fundamentalist Mormon groups place no formal limits on the number of wives a man can marry, and a few marry more than a dozen. Even presumptively monogamous cultures are often effectively polygynous, with some men having multiple mates through serial marriage or affair partners. The more polygynous the culture, the more some men will be inclined to pursue high-risk tactics in an effort to gain status, resources, and mates, either in the current life or in aspirational notions of life after death. Just as mating is a key cause of violence among nonhuman animals from elk to elephant seals, mating and violence are inexorably linked in our own species. Evolved mating strategies are influenced by, and implemented within, these key cultural contexts

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move quickly and touch lightly” instead. To look for the path of least resistance and make progress in short steps. I want to give the same advice to you: don’t make organizing your Second Brain into yet another heavy obligation. Ask yourself: “What is the smallest, easiest step I can take that moves me in the right direction?” When it comes to PARA, that step is generally to create folders for each of your active projects in your notes app and begin to fill them with the content related to those projects. Once you have a home for something, you tend to find more of it. Start by asking yourself, “What projects am I currently committed to moving forward?” and then create a new project folder for each one. Here

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We’re not even breathing. Many of us suffer from “screen apnea” or “email apnea”—we stop breathing or breathe shallowly when we look at screens. The apps that we download might be “free,” but when we spend hours scrolling on social media, what we’re paying with is our attention and health—the most valuable things we have. What we pay attention to determines the quality of our lives. As twentieth-century Spanish philosopher José Ortega y Gassett said, “Tell me to what you pay attention and I will tell you who you are.” We owe it to ourselves to look and listen closely to understand the systems and biological technologies that have created the conditions for life for the past four and a half billion years. We must first learn to listen and look to nature to see how we can design technology that is aligned to how the systems of the earth work.

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Why go to the movie theater at all, audiences have asked over the past few years, when movie tickets, snacks, and a babysitter can easily cost a hundred bucks and there is so much good TV to watch and so many apps on their tablets to interact with? Moviegoing is no longer a habit the way it used to be, particularly for people ages eighteen through forty-nine. They saw two fewer films per year on average in 2016 than they did in 2012. When they do go to the cinema, modern consumers increasingly prefer to know what they’re in for, which means a brand-name franchise. Even big-budget, star-driven action movies with stellar reviews, like Tom Cruise’s excellent Edge of Tomorrow, have struggled. And in the same year, Star Wars: The Force Awakens destroyed box-office records by essentially re-creating a movie from forty years ago.

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

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Ive’s design team had obsessed over the rounded corners of the phone and become advocates of Bézier curves, a concept from computer modeling used to eliminate the transition breaks between straight and curved surfaces. The Bézier geometry gave the iPhone rounded corners that arched like a sculpture. A standard rounded corner consists of a single-radius arch or a quarter circle, whereas their curves were mapped through a dozen points, creating a more gradual and natural transition. Meanwhile, Forstall used a standard three-point curve in the corners of iPhone apps. Each time Ive opened his iPhone, he could see the difference between the phone’s carefully crafted corners and the software’s clunky corners. He was powerless to change those features because Jobs excluded him from software design meetings. He could only look at them and fume.

The reason is a neurological chemical called dopamine, the same one Parker had referenced at the media conference. Your brain releases small amounts of it when you fulfill some basic need, whether biological (hunger, sex) or social (affection, validation). Dopamine creates a positive association with whatever behaviors prompted its release, training you to repeat them. But when that dopamine reward system gets hijacked, it can compel you to repeat self-destructive behaviors. To place one more bet, binge on alcohol—or spend hours on apps even when they make you unhappy. Dopamine is social media’s accomplice inside your brain. It’s why your smartphone looks and feels like a slot machine, pulsing with colorful notification badges, whoosh sounds, and gentle vibrations. Those stimuli are neurologically meaningless on their own. But your phone pairs them with activities, like texting a friend or looking at photos, that are naturally rewarding. Social apps hijack a compulsion—a need to connect—that can be even more powerful than hunger or greed. Eyal describes a hypothetical woman, Barbra, who logs on to Facebook to see a photo uploaded by a family member. As she clicks through more photos or comments in response, her brain conflates feeling connected to people she loves with the bleeps and flashes of Facebook’s interface. “Over time,” Eyal writes, “Barbra begins to associate Facebook with her need for social connection.” She learns to serve that need with a behavior—using Facebook—that in fact will rarely fulfill it.

How do companies, producing little more than bits of code displayed on a screen, seemingly control users’ minds?” Nir Eyal, a prominent Valley product consultant, asked in his 2014 book, Hooked: How to Build Habit-Forming Products. “Our actions have been engineered,” he explained. Services like Twitter and YouTube “habitually alter our everyday behavior, just as their designers intended.” One of Eyal’s favorite models is the slot machine. It is designed to answer your every action with visual, auditory, and tactile feedback. A ping when you insert a coin. A ka-chunk when you pull the lever. A flash of colored light when you release it. This is known as Pavlovian conditioning, named after the Russian physiologist Ivan Pavlov, who rang a bell each time he fed his dog, until, eventually, the bell alone sent his dog’s stomach churning and saliva glands pulsing, as if it could no longer differentiate the chiming of a bell from the physical sensation of eating. Slot machines work the same way, training your mind to conflate the thrill of winning with its mechanical clangs and buzzes. The act of pulling the lever, once meaningless, becomes pleasurable in itself. The reason is a neurological chemical called dopamine, the same one Parker had referenced at the media conference. Your brain releases small amounts of it when you fulfill some basic need, whether biological (hunger, sex) or social (affection, validation). Dopamine creates a positive association with whatever behaviors prompted its release, training you to repeat them. But when that dopamine reward system gets hijacked, it can compel you to repeat self-destructive behaviors. To place one more bet, binge on alcohol—or spend hours on apps even when they make you unhappy. Dopamine is social media’s accomplice inside your brain. It’s why your smartphone looks and feels like a slot machine, pulsing with colorful notification badges, whoosh sounds, and gentle vibrations. Those stimuli are neurologically meaningless on their own. But your phone pairs them with activities, like texting a friend or looking at photos, that are naturally rewarding. Social apps hijack a compulsion—a need to connect—that can be even more powerful than hunger or greed. Eyal describes a hypothetical woman, Barbra, who logs on to Facebook to see a photo uploaded by a family member. As she clicks through more photos or comments in response, her brain conflates feeling connected to people she loves with the bleeps and flashes of Facebook’s interface. “Over time,” Eyal writes, “Barbra begins to associate Facebook with her need for social connection.” She learns to serve that need with a behavior—using Facebook—that in fact will rarely fulfill it.

What would you do if you knew you couldn’t fail? If you could remove failure from the equation and you knew success was a guarantee, what would you do? Would you write a book? Build an app? Open up your own restaurant? Produce music? Kick off your own fashion line? Start your own YouTube channel? Create your own podcast? Film a documentary? Fly planes? Set up a nonprofit organization? What’s your idea that you would love to go for if you knew it was going to succeed?

Online dating apps create the illusion of endless choice, which can stir feelings of excitement as well as paralyzing anxiety. This virtual marketplace of love draws our attention outside of ourselves, putting us at greater risk than ever of believing that love is all about making the right choice.

When it comes to choosing a customer relationship management (CRM) tool, businesses have plenty of options to choose from. Two of the most popular options are Go High Level and Active Campaign. While both tools offer similar features and benefits, there are some key differences that may make one a better fit for your business than the other. Go High Level: Overview and Features Go High Level is an all-in-one sales and marketing platform designed specifically for businesses that want to streamline their customer management processes. The platform offers a wide range of features, including: 1. Sales Automation: Go High Level offers a range of sales automation features, including lead capture forms, appointment scheduling, and automated follow-up emails. 2. Marketing Automation: The platform also offers a range of marketing automation tools, including email marketing campaigns, SMS marketing, and social media marketing. 3. CRM: Go High Level provides a comprehensive CRM solution, with features that include lead management, contact management, and deal tracking. 4. Analytics: The platform also offers detailed analytics and reporting tools, allowing businesses to track the success of their sales and marketing efforts. Active Campaign: Overview and Features Active Campaign is another popular CRM tool that offers a wide range of features and benefits. Some of the key features of Active Campaign include: 1. Email Marketing: Active Campaign is primarily known for its email marketing capabilities, offering a range of tools for creating and managing email campaigns. 2. Marketing Automation: The platform also offers marketing automation tools, including lead capture forms, automated emails, and CRM integration. 3. CRM: Active Campaign provides a comprehensive CRM solution, with features that include lead management, contact management, and deal tracking. 4. E-commerce: Active Campaign offers e-commerce integrations that allow businesses to track customer behavior and make personalized product recommendations. Go High Level vs. Active Campaign: Comparison While both Go High Level and Active Campaign offer similar features and benefits, there are some key differences between the two platforms that businesses should be aware of. 1. Sales and Marketing Automation: While both platforms offer sales and marketing automation features, Go High Level offers a more comprehensive set of tools. This includes appointment scheduling, SMS marketing, and social media marketing. Active Campaign is primarily focused on email marketing, although it does offer some automation features. 2. Ease of Use: Both Go High Level and Active Campaign are user-friendly platforms, but Go High Level is known for its simplicity and ease of use. This makes it a good choice for businesses that are new to CRM tools and want to get up and running quickly. 3. Pricing: Pricing is an important consideration when choosing a CRM tool, both Go High Level and Active Campaign offer competitive pricing. However, Go High Level offers more flexible pricing options, including a pay-as-you-go plan that allows businesses to only pay for the features they need. 4. E-commerce Integration: While both platforms offer e-commerce integrations, Active Campaign is known for its strong e-commerce capabilities. This includes features like abandoned cart tracking, product recommendations, and personalized product recommendations based on customer behavior. 5. Customization: Go High Level offers more customization options than Active Campaign. This includes the ability to create custom workflows and integrations with third-party apps. Which One to Choose? Choosing between Go High Level and Active If you're looking for a simple and easy-to-use platform with a comprehensive set of sales and marketing automation features, Go High Level may be the right choice for you.

When it comes to choosing a customer relationship management (CRM) tool, businesses have plenty of options to choose from. Two of the most popular options are Go High Level and Active Campaign. While both tools offer similar features and benefits, there are some key differences that may make one a better fit for your business than the other. Go High Level: Overview and Features Go High Level is an all-in-one sales and marketing platform designed specifically for businesses that want to streamline their customer management processes. The platform offers a wide range of features, including: 1. Sales Automation: Go High Level offers a range of sales automation features, including lead capture forms, appointment scheduling, and automated follow-up emails. 2. Marketing Automation: The platform also offers a range of marketing automation tools, including email marketing campaigns, SMS marketing, and social media marketing. 3. CRM: Go High Level provides a comprehensive CRM solution, with features that include lead management, contact management, and deal tracking. 4. Analytics: The platform also offers detailed analytics and reporting tools, allowing businesses to track the success of their sales and marketing efforts. Active Campaign: Overview and Features Active Campaign is another popular CRM tool that offers a wide range of features and benefits. Some of the key features of Active Campaign include: 1. Email Marketing: Active Campaign is primarily known for its email marketing capabilities, offering a range of tools for creating and managing email campaigns. 2. Marketing Automation: The platform also offers marketing automation tools, including lead capture forms, automated emails, and CRM integration. 3. CRM: Active Campaign provides a comprehensive CRM solution, with features that include lead management, contact management, and deal tracking. 4. E-commerce: Active Campaign offers e-commerce integrations that allow businesses to track customer behavior and make personalized product recommendations. Go High Level vs. Active Campaign: Comparison While both Go High Level and Active Campaign offer similar features and benefits, there are some key differences between the two platforms that businesses should be aware of. 1. Sales and Marketing Automation: While both platforms offer sales and marketing automation features, Go High Level offers a more comprehensive set of tools. This includes appointment scheduling, SMS marketing, and social media marketing. Active Campaign is primarily focused on email marketing, although it does offer some automation features. 2. Ease of Use: Both Go High Level and Active Campaign are user-friendly platforms, but Go High Level is known for its simplicity and ease of use. This makes it a good choice for businesses that are new to CRM tools and want to get up and running quickly. 3. Pricing: Pricing is an important consideration when choosing a CRM tool, both Go High Level and Active Campaign offer competitive pricing. However, Go High Level offers more flexible pricing options, including a pay-as-you-go plan that allows businesses to only pay for the features they need. 4. E-commerce Integration: While both platforms offer e-commerce integrations, Active Campaign is known for its strong e-commerce capabilities. This includes features like abandoned cart tracking, product recommendations, and personalized product recommendations based on customer behavior. 5. Customization: Go High Level offers more customization options than Active Campaign. This includes the ability to create custom workflows and integrations with third-party apps. Which One to Choose? Choosing between Go High Level and Active Campaign ultimately comes down to your business needs and preferences. If you're looking for a simple and easy-to-use platform with a comprehensive set of sales and marketing automation features, Go High Level may be the right choice for you.

To do that right, you have to prototype the whole experience—give every part the weight and reality of a physical object. Regardless of whether your product is made of atoms or bits or both, the process is the same. Draw pictures. Make models. Pin mood boards. Sketch out the bones of the process in rough wireframes. Write imaginary press releases. Create detailed mock-ups that show how a customer would travel from an ad to the website to the app and what information they would see at each touchpoint. Write up the reactions you’d want to get from early adopters, the headlines you’d want to see from reviewers, the feelings you want to evoke in everyone. Make it visible. Physical. Get it out of your head and onto something you can touch. And don’t wait

a capacity for innovation is the hallmark of our species. Each of us was born to create—whether it’s landscaping a garden, writing a blog, composing a photograph, inventing a recipe, developing an app, or starting a business.

Entitlement and narcissism run rampant, creating an unprecedented tension between men and women that is continually encouraged and fueled by our growing addictions to ego and validation boosting apps.

Anxiety, even more than depression, can be exacerbated by the way we live in the twenty-first century. By the things that surround us. Smartphones. Advertising (I think of a great David Foster Wallace line—“It did what all ads are supposed to do: create an anxiety relievable by purchase.”). Twitter followers. Facebook likes. Instagram. Information overload. Unanswered emails. Dating apps. War. The rapid evolution of technology. Urban planning. The changing climate. Overcrowded public transport. Articles on the “postantibiotic age.” Photoshopped cover models. Google-induced hypochondria. Infinite choice (“anxiety is the dizziness of freedom”—Søren Kierkegaard). Online shopping. The should-we-eat-butter? debate. Atomized living. All those American TV dramas we should have watched. All those prize-winning books we should have read. All those pop stars we haven’t heard of. All that lacking we are made to feel. Instant gratification. Constant distraction. Work work work. Twenty-four-hour everything.

Is Threads a threat to Twitter? Threads on Twitter refer to the ability to connect multiple tweets together in a continuous conversation. By simply replying to one's own tweets, users can create a chain of related messages, providing a coherent and concise narrative. The feature was rolled out to enable users to share longer stories, thoughts, or discussions without having to break them down into individual tweets. Threads also allows longer videos and does not use hashtags, unlike Twitter. The app requires an Instagram account and has gained immense popularity, with millions of users joining within hours of its launch. As Threads continues to evolve, it remains to be seen how Twitter, under Elon Musk’s ownership, will respond to this competition.

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

While digitization has obviously increased the quantity and convenience of photography, it has also profoundly changed the economics of photography production and distribution. A team of just fifteen people at Instagram created a simple app that over 130 million customers use to share some sixteen billion photos (and counting).5 Within fifteen months of its founding, the company was sold for over $1 billion to Facebook. In turn, Facebook itself reached one billion users in 2012. It had about 4,600 employees6 including barely 1,000 engineers.

have exhaustively cataloged all the amenities, formed opinions on what different properties have to offer and created comprehensive reviews. Sure, you can go online and look at reviews by people who have been to one or maybe two resorts. But none of those sources can compare one to the other. Because this information is so exhaustive, there isn’t enough room in our book to include it all. So we have put all of our reviews in our smartphone app, Hawaii Revealed, and made that portion available for free. There you can sort and sift through the resorts in a matter of minutes using our

have only one because I’m frickin’ twenty-five years old. How many multimillion-user apps have you heard of other twenty-five-year-olds creating? I’m not a damned factory. But if I don’t get this to work, my asshole ex is going to destroy what I built.

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

A platform pivot refers to a change from an application to a platform or vice versa. Most commonly, startups that aspire to create a new platform begin life by selling a single application, the so-called killer app, for their platform. Only later does the platform emerge as a vehicle for third parties to leverage as a way to create their own related products. However, this order is not always set in stone, and some companies have to execute this pivot multiple times.

Happiness Habits I have a series of tricks I use to try and be happier in the moment. At first, they were silly and difficult and required a lot of attention, but now some of them have become second nature. By doing them religiously, I’ve managed to increase my happiness level quite a bit. The obvious one is meditation—insight meditation. Working toward a specific purpose on it, which is to try and understand how my mind works. [7] Just being very aware in every moment. If I catch myself judging somebody, I can stop myself and say, “What’s the positive interpretation of this?” I used to get annoyed about things. Now I always look for the positive side of it. It used to take a rational effort. It used to take a few seconds for me to come up with a positive. Now I can do it sub-second. [7] I try to get more sunlight on my skin. I look up and smile. [7] Every time you catch yourself desiring something, say, “Is it so important to me I’ll be unhappy unless this goes my way?” You’re going to find with the vast majority of things it’s just not true. [7] I think dropping caffeine made me happier. It makes me more of a stable person. [7] I think working out every day made me happier. If you have peace of body, it’s easier to have peace of mind. [7] The more you judge, the more you separate yourself. You’ll feel good for an instant, because you feel good about yourself, thinking you’re better than someone. Later, you’re going to feel lonely. Then, you see negativity everywhere. The world just reflects your own feelings back at you. [77] Tell your friends you’re a happy person. Then, you’ll be forced to conform to it. You’ll have a consistency bias. You have to live up to it. Your friends will expect you to be a happy person. [5] Recover time and happiness by minimizing your use of these three smartphone apps: phone, calendar, and alarm clock. [11] The more secrets you have, the less happy you’re going to be. [11] Caught in a funk? Use meditation, music, and exercise to reset your mood. Then choose a new path to commit emotional energy for rest of day. [11] Hedonic adaptation is more powerful for man-made things (cars, houses, clothes, money) than for natural things (food, sex, exercise). [11] No exceptions—all screen activities linked to less happiness, all non-screen activities linked to more happiness. [11] A personal metric: how much of the day is spent doing things out of obligation rather than out of interest? [11] It’s the news’ job to make you anxious and angry. But its underlying scientific, economic, education, and conflict trends are positive. Stay optimistic. [11] Politics, academia, and social status are all zero-sum games. Positive-sum games create positive people. [11] Increase serotonin in the brain without drugs: Sunlight, exercise, positive thinking, and tryptophan.

Moon Project was his placeholder name for the side project he'd been talking about for a while. He and his friend Matt wanted to create an app that, after giving you the weather, displayed particularly evocative depictions of the moon and the general weather conditions, done in a heavily-stylized chiaroscuro.

with the Water Tool permit you can buy after learning the Island Designer App, you can put dirt into rivers to create bridges of land.

Take for another example the case of distraction caused by the most notorious of modern-day diversions—the mobile phone. While you’re at your desk, typing away on your computer for a soon-due report—or attempting to, more like—your phone sits just beside your keyboard. This arrangement makes it oh-so-easy for your hand to alight on your phone whenever you pause to think what to type next, and the next thing you know, you’re trapped in an endless cycle of scrolling through Facebook memes, bingeing on YouTube videos, and chatting with your friends over WhatsApp. When you attempt to concentrate on a task with your phone just within sight and reach, buzzing on every notification, you are practically depleting your willpower to resist temptations with every second that passes. To remedy the situation, disable your phone’s sound and vibration features for notifications, then keep your phone in your bag or drawer. You may even opt to go the extra mile by locking your drawer or putting your phone in a locker across the room. The extra effort and time it would take for you to check your phone whenever your attention drifts off is usually enough to deter you from pursuing that distraction, and it allows you the chance to refocus your efforts on the task at hand. Ultimately, you want to create an environment for yourself that is clear of distractions and obvious temptations.

Python is a mainstream programming language that is commonly used to solve cognitive and mathematical problems. Many Python modules and useful Python libraries, such as IPython, Pandas, SciPy, and others, are most commonly used for these tasks. Usage of Business Applications Python is used by many engineers to assemble and maintain their commercial programs or apps. Python is used by many designers to maintain their web-based company sites. An application that runs on the console Python can be used to create help-based software. IPython, for example, can be used to create a variety of support-based applications. Audio or Video-based Application Programming Python is an excellent programming language for a variety of video and audio projects. Python is used by many professionals to create a variety of media applications. You can do this with the help of cplay, another Python compiler. 3D based Computer-Aided Drafting Applications Python is used by many designers to create 3D-based Computer-Aided Drafting systems. Fandango is a very useful Python-based application that allows you to see all of the capabilities of CAD to expand these types of applications. Applications for Business Python is used by many Python experts to create a variety of apps that can be used in a business. Tryton and Picalo are the most famous applications in this regard.

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

CodementorX is a risk-free hiring site that can link you up to the top 2% of freelance mobile app developers to do the job for you. As your initial investment, you will pay an hourly rate of about $80-$100 to an expert developer who will create your app in a relatively short period of time.

One of the first things that became clear during this exploration is that our culture’s relationship with these tools is complicated by the fact that they mix harm with benefits. Smartphones, ubiquitous wireless internet, digital platforms that connect billions of people—these are triumphant innovations! Few serious commentators think we’d be better off retreating to an earlier technological age. But at the same time, people are tired of feeling like they’ve become a slave to their devices. This reality creates a jumbled emotional landscape where you can simultaneously cherish your ability to discover inspiring photos on Instagram while fretting about this app’s ability to invade the evening hours you used to spend talking with friends or reading.

I think people assume that you have to weigh all feedback on your product (whether it’s a podcast, an app, etc.) equally. Not all feedback is created equal, and not all ideas from your users are good ones!

Sources and apps that goad us into emphasizing our aggression, encourage us to aggrandize ourselves at the expense of others, and reward us for displaying our most negative thoughts are destroying our ability to function as citizens, even without the slew of emotional problems created when our minds are spinning in a tornado of random sensory input all day.

The most common options include: Ebook apps, which often allow you to export your highlights or annotations all at once. Read later apps that allow you to bookmark content you find online for later reading (or in the case of podcasts or videos, listening or watching). Basic notes apps that often come preinstalled on mobile devices and are designed for easily capturing short snippets of text. Social media apps, which usually allow you to “favorite” content and export it to a notes app. Web clippers, which allow you to save parts of web pages (often included as a built-in feature of notes apps). Audio/voice transcription apps that create text transcripts from spoken words. Other third-party services, integrations, and plug-ins that automate the process of exporting content from one app to another.

Tope Awotona, founder of Calendly, started three very different companies for three completely different communities before eventually building the scheduling software business in 2013. In 2020, Calendly posted nearly $70 million in annual recurring revenue, more than double its 2019 figure. But Awotona’s first company was a dating app that never really got off the ground. The second was projectorspot.com, which sold (obviously) projectors, but sales were poor and margins small. He tried again with a third startup, selling grills, but as he says, “I didn’t know anything about grills and I didn’t want to! I lived in an apartment, and never even grilled.” Not only was he not part of the grilling community, but he didn’t even want to be! He took a different approach to building Calendly. He had been a sales rep earlier in his career, and he knew the hassle of sending multiple emails to schedule meetings. He had even run into the scheduling problem while trying to sell his own products as an entrepreneur. As time went on and his other ideas failed to gain traction, he saw a gap in the marketplace and resolved to address it for the community of sales reps he cared about and understood. He says that “the journey to creating something that’s impactful, something that serves people, something that you know people are willing to open up their wallets and pay for—is not something that you can do just for money.” While lots of people have scheduling fatigue, Awotona focused on problems specific to sales reps, which helped him define a problem he could both solve and monetize. What does that mean for you? First, get involved in those communities wherever they are, offline and online. Then, contribute, teach, and, most important, listen. Finally, use the filters above to make sure you are picking the right community to serve. Then, your problem becomes: Which problem should I pick?

If you want to construct the perfect virtual team, there are a number of elements that you need to consider. The first is how many staff members will you require? If you have several employees, you may require more than one team to complete various jobs. If you are working with individuals from various histories, it will be harder to examine their capacities. If you employ people with varying degrees of experience, the team will be less efficient as well as will only wind up developing even more irritation. The 2nd aspect is the ability degree of each member. This is necessary since you will certainly require to produce a sense of neighborhood among employees. A virtual team-building video game will certainly aid you to attain this. A virtual team-building game called the 100 Information Obstacle is fun and also can make everyone included really feel even more connected. You can locate an assisted-in virtual team structure game with a business such as a Tag. If you do not intend to employ a team leader, you can attempt the 100 Things Challenge to discover exactly how you can develop a community within your business. Another attribute of a virtual team monitoring device is the capability to take care of digital teams from throughout the globe. This device makes it less complicated to take care of online teams from anywhere. As an example, if you have a remote employee, you can use the ClickUp app to appoint jobs and timetable meetings. You can even use it as a style accessory, which has been hailed by Path magazine. And also if you're seeking one more virtual team-building tool, it deserves to think about Donut. Virtual team structure video games are enjoyable ways to create a connection and also construct team comradery. Gamings like online retreat areas, murder mysteries, tests, as well as facts video games can also be an enjoyable way to connect with a staff member.

Ask Customers for suggestions on how best to serve them: Let me get Marc Benioff, the CEO of Salesforce to weigh in on it. ‘In 2008, Howard Schultz returned to Starbucks as CEO, after being out of that role for eight years. The company had lost touch with consumers, and Schultz was determined to fix that. The first thing he did was create an app that asked customers how they thought the coffeehouses could be improved. The company consolidated the top ten responses and put them to a consumer vote. Then it implemented the top five fixes. The process engaged customers in the turnaround and helped restore revenue growth.’13

...by the late 2000s, it seemed like a sucker's bet to try to make a living as an inventor in the classic sense, by creating useful and original things... the country's most famous inventors were inventing things of dubious merit, generating enormous wealth for a few by hawking gadgets to the many. In the San Francisco Bay Area, as America's coal-fired power plants continued to soak the atmosphere with gunk, as dysfunction snarled Congress and the roads and bridges chipped and cracked, as twelve million searched in vain for jobs and the economies of entire towns ran on food stamps, the best and brightest trilled about the awesomeness of their smartphone apps. Twitter, Facebook, Instagram, Angry Birds, Summly, Wavii: software to entertain, encapsulate, package, distract. Silicon Valley: a place that has made many useful things and created enormous wealth and transformed the way we live and where many are now working to build a virtual social layer atop the real corroding world.

It’s Taking Customers Too Long to Find Value. If customers aren’t seeing value in your product, it could be a matter of education. The standard approaches are to send onboarding emails to orient them to your product (see Val Geisler’s Dinner Party Strategy) and to hire a customer success manager to walk new accounts through the onboarding process (assuming their price point makes this worthwhile). When you have a high price point, hiring someone to help with onboarding can go a long way toward helping your customer find value. Essentially, you’re trying to help new customers find your minimum path to awesome (MPA). Basically, the moment when everything clicks and your customer says, “This is amazing!” For a social media scheduling app, maybe it’s when they load the first few posts and realize they can sit back and let your product take care of the rest. For an email product, it could be the minute they get a form installed on their website and start seeing new subscribers. It’s not always easy to find the MPA. Your product might be so complicated that there are many paths to seeing value. In that case, the burden is on you to educate your customers about how to get the most value in the shortest amount of time. One way to shortcut the process is to interview customers who are actively using the product and ask them when they first realized how your product would help them. With Drip, we even built a custom internal dashboard to track where trial users were along the path to awesome. Had they created their first email list? Installed a form on their site? Activated that form? I could watch individuals or groups of users go through those steps during the trial phase and see a leading indicator of how many were likely to convert into paying customers.

There are many ways to ask customers why they churn. At Drip, any customer that canceled their account received an automated email within ten minutes of canceling. It said, “Hello, I’m one of the founders of Drip, and I’d love to hear why you decided to cancel your account.” We got a wide range of responses. Some people would tell us they were shutting their business down—which isn’t something we could fix. Others would say they switched to a cheaper tool because they didn’t need our more powerful product. Others switched to a competitor because they needed a feature we didn’t have. The key to getting useful data points out of an exit survey is to keep it short and direct, create a connection (“I’m the founder, and your feedback would help me build a better product!”), and ask for a reply—even if it’s just four or five words. This can give you a glimpse into what potential customers want, which helps guide product decisions. More often than not, you can get a quick win with churn using tactics like an email welcome sequence and in-app onboarding tools to make sure new users see value early. However, pushing churn below 2% or 3% is a long road that unfolds slowly as you refine your marketing and sales language, learn more about your ideal customer, and add more features those customers love (we covered that in the Market chapter).

who cut corners, or people who missed RSVP deadlines. Jessica always RSVP’d to invitations the moment they landed in her hand or inbox. Then she diarized the event, made a note in her Organization app to buy a gift, if necessary, and created a block of time in her calendar to ensure she had an appropriate outfit to wear. At least forty-eight hours before the event, she decided on appropriate transport and mapped out the approximate time it would take to get there (with fifteen minutes added for contingencies).

How do we consume as much of your time and conscious attention as possible?” That’s Sean Parker, the first president of Facebook, in a 2017 interview.[1] He was describing the thought process of the people who created Facebook and the other major social media platforms in the 2000s. In chapter 2, I quoted another line from this interview, in which Parker explained the “social-validation feedback loop” by which these companies exploit “a vulnerability in human psychology.” The apps need to “give you a little dopamine hit every once in a while, because someone liked or commented on a photo or a post or whatever. And that’s going to get you to contribute more content, and that’s going to get you . . . more likes and comments.” He said that he, Mark Zuckerberg, Kevin Systrom (cofounder of Instagram), and others “understood this consciously. And we did it anyway.” He also said, “God only knows what it’s doing to our children’s brains.

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