Iphone Users Quotes

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

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

Believing that God is not only watching you but has high expectations creates one kind of society. Believing that getting “likes” on Facebook, Twitter, Instagram, or Snapchat (or whatever comes next) undoubtedly creates another kind. The average iPhone user unlocks his or her phone at least eighty times per day, and that number is rising every year. 8 And yet, despite the fact each of us has access to more information in our pockets than any scholar in the world had twenty years ago, we don’t use it. We drown in information but we starve for knowledge.

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

iPhone that hundreds of millions of users carry in their pockets today. Incredibly, it literally has more computer processing power than that which was available to all of NASA during the Apollo 11 moon landing forty years ago.

thousand flowers bloom. Sometimes it’s nice to be in the hands of a control freak. • • • Jobs’s intensity was also evident in his ability to focus. He would set priorities, aim his laser attention on them, and filter out distractions. If something engaged him—the user interface for the original Macintosh, the design of the iPod and iPhone, getting music companies into the iTunes Store—he was relentless. But if he did not want to deal with something—a legal annoyance, a business issue,

You cannot have big thoughts if you are constantly doing small things (e.g. always checking your smartphones for the latest micro-updates on your social media of trivia and pointlessness). Using a smartphone makes you dumb. It shortens your attention span and shrinks your intelligence. They should be renamed dumbphones. They don't expand your consciousness, they contract it and make it tiny. Most smartphone users are out of their tiny little minds. Predatory capitalism and its consumer gadgets have been enormously damaging to the intellectual progress of the human race. They have been remarkably successful at dumbing down humanity and promoting the Dunning-Kruger effect.

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

Snowden called the NSA ‘self-certifying’. In the debate over who ruled the internet, the NSA provided a dismaying answer: ‘We do.’ The slides, given to Poitras and published by Der Spiegel magazine, show that the NSA had developed techniques to hack into iPhones. The agency assigned specialised teams to work on other smartphones too, such as Android. It targeted BlackBerry, previously regarded as the impregnable device of choice for White House aides. The NSA can hoover up photos and voicemail. It can hack Facebook, Google Earth and Yahoo Messenger. Particularly useful is geo-data, which locates where a target has been and when. The agency collects billions of records a day showing the location of mobile phone users across the world. It sifts them – using powerful analytics – to discover ‘co-travellers’. These are previously unknown associates of a target. Another

What its withered technology lacked, the Game Boy made up in user experience. It was cheap. It could fit in a large pocket. It was all but indestructible. If a drop cracked the screen—and it had to be a horrific drop—it kept on ticking. If it were left in a backpack that went in the washing machine, once it dried out it was ready to roll a few days later. Unlike its power-guzzling color competitors, it played for days (or weeks) on AA batteries. Old hardware was extremely familiar to developers inside and outside Nintendo, and with their creativity and speed unencumbered by learning new technology, they pumped out games as if they were early ancestors of iPhone app designers—Tetris, Super Mario Land, The Final Fantasy Legend, and a slew of sports games released in the first year were all smash hits. With simple technology, Yokoi’s team sidestepped the hardware arms race and drew the game programming community onto its team.

Here’s the second way a conversation with an MS employee ends. (MS—oh, God, they’ve got me doing it now!) Let’s say I’m at the playground with my daughter. I’m bleary-eyed, pushing her on the swings, and one swing over there’s an outdoorsy father—because fathers only come in one style here, and that’s outdoorsy. He has seen a diaper bag I’m carrying which isn’t a diaper bag at all, but one of the endless “ship gifts” with the Microsoft logo Elgie brings home. OUTDOORSY DAD: You work at Microsoft? ME: Oh, no, my husband does. (Heading off his next question at the pass) He’s in robotics. OUTDOORSY DAD: I’m at Microsoft, too. ME: (Feigning interest, because really, I could give a shit, but wow, is this guy chatty) Oh? What do you do? OUTDOORSY DAD: I work for Messenger. ME: What’s that? OUTDOORSY DAD: You know Windows Live? ME: Ummm… OUTDOORSY DAD: You know the MSN home page? ME: Kind of… OUTDOORSY DAD: (Losing patience) When you turn on your computer, what comes up? ME: The New York Times. OUTDOORSY DAD: Well, there’s a Windows home page that usually comes up. ME: You mean the thing that’s preloaded when you buy a PC? I’m sorry, I have a Mac. OUTDOORSY DAD: (Getting defensive because everyone there is lusting for an iPhone, but there’s a rumor that if Ballmer sees you with one, you’ll get shitcanned. Even though this hasn’t been proven, it hasn’t been disproven either.) I’m talking about Windows Live. It’s the most-visited home page in the world. ME: I believe you. OUTDOORSY DAD: What’s your search engine? ME: Google. OUTDOORSY DAD: Bing’s better. ME: No one said it wasn’t. OUTDOORSY DAD: If you ever, once, went to Hotmail, Windows Live, Bing, or MSN, you’d see a tab at the top of the page that says “Messenger.” That’s my team. ME: Cool! What do you do for Messenger? OUTDOORSY DAD: My team is working on an end-user, C Sharp interface for HTML5…

A multitude of design trends has come and passed over the years, often conditioned by external technology innovations, such as the birth of social media or the first iPhone. From the 90’s guest counters and solitary guestbooks to skeuomorphism, from flat design to parallax scrolling, the core of any good website has always been and will always be the user experience.

Let’s begin with the first ability. To start, we must remember that we’ve been spoiled by the intuitive and drop-dead-simple user experience of many consumer-facing technologies, like Twitter and the iPhone. These examples, however, are consumer products, not serious tools: Most of the intelligent machines driving the Great Restructuring are significantly more complex to understand and master.

Originally, Siri was more colorful—it dropped f-bombs, teased users more aggressively, had more of a bombastic personality.

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

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

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

Love, joy, and peace…are incompatible with hurry.” “The average iPhone user touches his or her phone 2,617 times a day.” (By way of contrast, the psalmist said, “I have set the LORD always before me” [Psalm 16v8, ESV]. What would my life be like if God touched my mind as frequently as I touch my phone?) Freedom perhaps never comes without great cost.

Whispersync synchronises your Kindle device so that purchases and book samples downloaded in Kindle apps or on other Kindle devices registered with your account are always available to you. This enables you to read a few pages using the Kindle application on your iPhone, iPad or Android device

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. 

You can synchronize your Kindle books with other supported devices you own and Kindle reading applications. Amazon's Whispersync technology keeps track of the last reading location in each book. For example, you can read a few pages using the Kindle application on your iPhone, iPad, or Android device and then pick up right where you left off when you return to your Kindle.

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Though he was neither an engineer nor a computer geek, he helped create one gotta-have-it product after another by always designing it with you and me, the actual users, in mind. Unknown to those listening to him that day, more insanely awesome technology was in the works, including the iPhone, which would put much of the power of a computer neatly into the palm of your hand. The father of four would be repeatedly compared with the inventor Thomas Edison and auto magnate Henry Ford, who both introduced affordable, life-changing conveniences that transformed the way Americans lived. Yet

Charles Du designed NASA’s first iPhone app, an award winner and a huge hit with more than 10 million downloads. But he also faced challenges from NASA brass who tried to water down his vision for the app. In a guest blog for Aha!, he laid out a basic principle: Maintaining your product vision is just as important as getting buy-in for that vision. After I got buy-in for the NASA app, a project manager was assigned to our team . . . a project manager is not the same as a product manager. Since my project manager didn’t understand the difference between the two roles and had seniority over me, we fought many battles. The vision of the app was user-driven. So, I validated my product hypothesis by talking to users and looking at our website metrics — a user-centered design approach. The project manager took a different approach. She saw this app as an opportunity to get more resources for our local center . . . She was advocating for politics-centered design that was divorced from any customer conversations. To me, this is a clear case of why product vision should drive everything you do as a product manager. I had clearly communicated why the vision for this app would achieve NASA’s high-level goals. This allowed senior leadership to see that I was working to help grow the whole organization. And it prevented politics from entering the picture. . . . We ended up launching a pure product designed 100 percent for our users — and it was a huge success.11

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.

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.

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

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

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.

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

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

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.

it has to begin with a bit of introspection, with a bit of understanding ourselves.” Yes, he says, the environment changed: “You [the average tech user] didn’t make the iPhone. It’s not your fault. I never said it’s your fault. I’m saying it’s your responsibility. This stuff isn’t going away. In some form or other, it’s here to stay. What choice do we have? We have to adapt. That’s our only option.

Focus

People typically want credit to cover or fulfil (a) Big expenses (maybe to buy a bike) (b) aspiration (I want that iPhone now!) (c) Emergency. But are these pay later products meeting these credit requirements? No, they are not. BNPL companies give small credit lines to users so what exactly are they up to? Their play is different, here is what they are trying to do - Most of our spends are on small tickets e.g., Food order, medicine, utility bill, or bus ticket booking. So, BNPL companies are targeting these use cases (or merchants who are in those businesses) and trying to replace credit cards and/or other payment instruments.

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Perhaps the most incredible deal of the time was Excite@Home’s acquisition of Blue Mountain Arts for $740 million dollars in cash and stock. Excite@Home was a company formed when the broadband ISP @Home merged with the search portal Excite.com. Blue Mountain Arts operated the website Bluemountain.com, where users could send each other electronic greeting cards by email. That’s right. Bluemountain did nothing but send Grandma electronic “get-well-soon” greetings. But Bluemountain.com was getting 9 million unique users a month to do this, and at the time, traffic was the sine qua non for a Yahoo-chasing portal player like the Excite half of Excite@Home.50 As the New York Times noted in its article announcing the deal, Excite@Home “predicted that the acquisition would increase its audience by 40%, to encompass approximately 34% of Internet traffic.”51 So, Excite@Home was willing to pay $82 per user to attract additional eyeballs to its network of properties and try to keep pace in the portal race.

If a glass tabletop was half a centimeter thick, its support and legs precisely doubled or tripled that measure. The iPhone also depended on the exact relation of proportions, so that a sense of rightness enters the user.

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

You can subscribe to a Volvo XC40 (their compact SUV) for $600 a month, and that includes concierge services like packages delivered straight to your vehicle. Everything is covered except the gas: insurance, maintenance, wear-and-tear replacements, 24/7 customer care. Volvo’s CEO expects that one out of every five of the company’s vehicles will be delivered via subscription by 2023, and the company is working on its own ridesharing network that will allow users to loan or rent its cars for profit. Jim Nichols, product and technology communications manager at Volvo USA, told Consumer Reports, “Our research has shown that many customers are looking for a hassle-free, fixed-rate experience that mirrors the many subscriptions they currently have, such as Netflix or Apple’s iPhone [upgrade] program.

These arguments further distracted RIM from recalibrating its strategy and from monitoring the fringes of society, even as it was becoming clear that the iPhone was ushering in a new era of mobile connectivity. Rather than quickly adapting its beloved product for a new generation of mobile users, RIM continued tweaking and incrementally improving its existing BlackBerrys and their operating systems. But that first iPhone was in many ways a red herring. Apple swiftly made improvements to the phone and the operating system. Soon it became clear that the iPhone was never intended to compete against the BlackBerry. Apple had an entirely different vision for the future of smartphones—it saw the trend in single devices for all of life, not just business—and it would leapfrog RIM as a result.

Remember Apple’s old slogan: “There’s an app for that.” Apple knew early on that a large part of the value of the iPhone wasn’t just in the phone itself but rather in the new experiences that it enabled developers to build for users. The GitHub equivalent would be “There’s a repository for that.” If you’re looking for any kind of software project, chances are you’ll find it on GitHub.

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

iPhone, iPad or Android device and then pick up