Samsung Quotes

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

Undoubtedly, the best way for a consumer to have a good time in the 2010s was to turn to Korean products: for a car, Kia and Hyundai; for electronics, LG and Samsung.

Jenny, I just signed an endorsement deal with Samsung.” He grins. “Let me spoil you with popcorn.

Bludgeoning, but the puppy is only to be hit exactly 7 times, and once this is completed, exactly 33.55 kg of Kingsford brand charcoal is to be placed on the puppy. 3 Samsung Galaxy s6 mobile phones are to placed around the puppy in a triangular formation, and each phone is to have both "Premium Tetris" and "Dog Barking Translator" installed on them. Once this is done, put a thermonuclear bomb inside the machine that is exactly 3 cm in width and 10 cm in height, and it is to be placed on the second Samsung Galaxy s6 placed in there. It is to be detonated using a functioning remote control made entirely out of sausages.

Once upon a simpler time, before apps, iPads, Samsung Galaxies, and the world of blazing-fast 4G, weekends were the busiest days of the week at Discount Electronix. Now the kids who used to come in to buy CDs are downloading Vampire Weekend from iTunes, while their elders are surfing eBay or watching the TV shows they missed on Hulu.

Never mind Communist solidarity, China and the Soviet Union wanted to do business with the likes of Hyundai and Samsung, not with state-owned enterprises in the North that didn’t pay their bills on time.

Shortly after getting on the bus, Coach Butler pinchered her head with her headphones and hit PLAY on her Walkman knockoff. It was a Samsung, some cheap Korean brand that would probably bust by the end of the year.

This process of innovation is made possible by economic institutions that encourage private property, uphold contracts, create a level playing field, and encourage and allow the entry of new businesses that can bring new technologies to life. It should therefore be no surprise that it was U.S. society, not Mexico or Peru, that produced Thomas Edison, and that it was South Korea, not North Korea, that today produces technologically innovative companies such as Samsung and Hyundai.

What created the Canons, the Samsungs, the Acers and so on in Japan, Korea and Taiwan was the marriage of infant industry protection and market forces, involving (initially) subsidised exports and competition between manufacturers that vied for state support.

From now on I want you to carry an Android phone with you, a Samsung or something. You must have one at the office?” “Yes, I think there are a couple.” “Good. So go straight into Google Play and download the RedPhone app and also the Threema app for text messaging. We need a secure line of communication.

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

Fittingly, Harald's name today is ubiquitous as a technology that unites disparate devices. Begun in 1994 by the Swedish company Ericsson, Bluetooth passes information wirelessly between phones and computers regardless of operating system or manufacturer. Just as the tenth century Viking king united fierce rivals, a Samsung phone will now communicate with an Apple computer. The two runes that make up the modern symbol for Bluetooth technology are the king's initials. 176.

In early 2014, the global economy’s top five companies’ gross cash holdings—those of Apple, Google, Microsoft, as well as the US telecom giant Verizon and the Korean electronics conglomerate Samsung—came to $387 billion, the equivalent of the 2013 GDP of the United Arab Emirates.78 This capital imbalance puts the fate of the world economy in the hands of the few cash hoarders like Apple and Google, whose profits are mostly kept offshore to avoid paying US tax. “Apple, Google and Facebook are latter-day scrooges,” worries the Financial Times columnist John Plender about a corporate miserliness that is undermining the growth of the world economy.

The only other major competitor was Samsung, whose foundry business had technology that was roughly comparable to TSMC’s, though the company possessed far less production capacity. Complications arose, though, because part of Samsung’s operation involved building chips that it designed in-house. Whereas a company like TSMC builds chips for dozens of customers and focuses relentlessly on keeping them happy, Samsung had its own line of smartphones and other consumer electronics, so it was competing with many of its customers. Those firms worried that ideas shared with Samsung’s chip foundry might end up in other Samsung products. TSMC and GlobalFoundries had no such conflicts of interest.

In early 2014, the global economy’s top five companies’ gross cash holdings—those of Apple, Google, Microsoft, as well as the US telecom giant Verizon and the Korean electronics conglomerate Samsung—came to $387 billion, the equivalent of the 2013 GDP of the United Arab Emirates.78 This capital imbalance puts the fate of the world economy in the hands of the few cash hoarders like Apple and Google, whose profits are mostly kept offshore to avoid paying US tax. “Apple, Google and Facebook are latter-day scrooges,” worries the Financial Times columnist John Plender about a corporate miserliness that is undermining the growth of the world economy.79 “So what does it all mean?” Michael Moritz rhetorically asks about a data factory economy that is immensely profitable for a tiny handful of Silicon Valley companies. What does the personal revolution mean for everyone else, to those who aren’t part of what he calls the “extreme minority” inside the Silicon Valley bubble? “It means that life is very tough for almost everyone in America,” the chairman of Sequoia Capital, whom even Tom Perkins couldn’t accuse of being a progressive radical, says. “It means life is very tough if you’re poor. It means life is very tough if you’re middle class. It means you have to have the right education to go and work at Google or Apple.

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

The driver, whose name was Chase, pulled up in a silver Honda. He was cute, with a gap in his front two teeth—maybe age twenty-six at most. He looked like he was trying to grow a mustache, and his brown hair was past his ears under a baseball cap that read FML. He babbled that he was an actor, or was trying to become one. His favorite philosophy about acting was Uta Hagen’s, something about being a student of humanity. Well, for a student of humanity he was shitty at reading people. In my head I just kept saying, Shut up, shut up! I wanted to say, Don’t you know I am dying? But even in my dying I couldn’t be mean to him for fear that he would think I was a bitch. Why did I even care what he thought? Was my death unimportant? How could I prioritize the feelings of this vacant, mustached kid over my own—me, who was probably dying? I repeated, “That’s nice” and “Oh, interesting,” and lay down in the backseat. I didn’t announce that I would be laying down, I just did it. He wasn’t paying any attention to what I was doing, instead going on about an upcoming audition for a prescription allergy medication where he would play the son-in-law of a woman with adult allergies. He said he had mixed feelings about it, because he didn’t want to limit his range to pharmaceuticals. The part he really wanted was an audition for Samsung next week. He was trying out to play the phone. “It’s not easy to make it in this town. I’m going up against two hundred other potential phones, at least,” he said, looking in the mirror at the traffic behind him. I noticed he had green eyes. He really was cute. I waited for him to comment on me lying supine in his backseat, but he didn’t ask if I was okay. I suppose this was normal behavior in California. I closed my eyes and concentrated on my breathing. I wasn’t dead. I was breathing in the back of this cute idiot’s car. When we pulled up at Annika’s house, he stopped and said, “Okay, we’re here. Wish me luck at Samsung!” I opened my eyes and squinted at him. I wanted to tell him that I hoped he never got a part.

The first thing to note about Korean industrial structure is the sheer concentration of Korean industry. Like other Asian economies, there are two levels of organization: individual firms and larger network organizations that unite disparate corporate entities. The Korean network organization is known as the chaebol, represented by the same two Chinese characters as the Japanese zaibatsu and patterned deliberately on the Japanese model. The size of individual Korean companies is not large by international standards. As of the mid-1980s, the Hyundai Motor Company, Korea’s largest automobile manufacturer, was only a thirtieth the size of General Motors, and the Samsung Electric Company was only a tenth the size of Japan’s Hitachi.1 However, these statistics understate their true economic clout because these businesses are linked to one another in very large network organizations. Virtually the whole of the large-business sector in Korea is part of a chaebol network: in 1988, forty-three chaebol (defined as conglomerates with assets in excess of 400 billion won, or US$500 million) brought together some 672 companies.2 If we measure industrial concentration by chaebol rather than individual firm, the figures are staggering: in 1984, the three largest chaebol alone (Samsung, Hyundai, and Lucky-Goldstar) produced 36 percent of Korea’s gross domestic product.3 Korean industry is more concentrated than that of Japan, particularly in the manufacturing sector; the three-firm concentration ratio for Korea in 1980 was 62.0 percent of all manufactured goods, compared to 56.3 percent for Japan.4 The degree of concentration of Korean industry grew throughout the postwar period, moreover, as the rate of chaebol growth substantially exceeded the rate of growth for the economy as a whole. For example, the twenty largest chaebol produced 21.8 percent of Korean gross domestic product in 1973, 28.9 percent in 1975, and 33.2 percent in 1978.5 The Japanese influence on Korean business organization has been enormous. Korea was an almost wholly agricultural society at the beginning of Japan’s colonial occupation in 1910, and the latter was responsible for creating much of the country’s early industrial infrastructure.6 Nearly 700,000 Japanese lived in Korea in 1940, and a similarly large number of Koreans lived in Japan as forced laborers. Some of the early Korean businesses got their start as colonial enterprises in the period of Japanese occupation.7 A good part of the two countries’ émigré populations were repatriated after the war, leading to a considerable exchange of knowledge and experience of business practices. The highly state-centered development strategies of President Park Chung Hee and others like him were formed as a result of his observation of Japanese industrial policy in Korea in the prewar period.

Samsung, “They did market research and came up with good news: nobody had heard of Samsung.” So the name stayed, even as they reinvented themselves, in what has become a textbook case of successful rebranding strategy. Samsung (which means “three stars”) began in 1938 as a Korean-owned fruit and fish company, during the period of Japanese rule.

Samsung still needed to refashion its brand image. There was a worrisome phrase floating around the business world in the 1990s, the “Korea discount.” This term, more politely called the “emerging market discount,” meant either that Korean companies were undervalued on the stock exchange or that Korean commercial goods had to be sold at a cut rate in order to be competitive on the global market.

Lee Kun-hee, the third son of Samsung founder Lee Byung-chull, took over as chairman of Samsung in 1987. In 1993, he held a conference for hundreds of Samsung executives at a hotel in Frankfurt, Germany, where he delivered a three-day speech, which became known as the Frankfurt Declaration of 1993. There he famously told his staff, “Change everything but your wife and kids.

2002, three years ahead of schedule and just one year after Forbes called the idea “off the wall,” Samsung’s market capitalization exceeded Sony’s. By 2005, its market cap of $75 billion was twice that of Sony’s.

Aplikasi Online ( Aplikasi Pemutar Mp3 ( Dapur Vivi's ( Dinding Vivi's ( Ku'e Kampung ( Oretan Vivi's ( Thema Samsung Corby ( Trik Dan Tips ( Ttng Wanita ( Videos RingTune

Samsung digital TVs depended on countries making the switch from analog to digital television, which is why Samsung TVs did not take over world market share until this century.

culture critic Lee Moon-won opined, “Hallyu started with Samsung.” In other words, the popularity of Korean music and movies is hard to separate from the confidence that Samsung created in Korea the Brand.

July 1998, CEO Yun and nine other Samsung executives locked themselves up in a hotel and wrote their resignation letters. They made a pact that they would put the letters away for five months, at the end of which they would actually resign if they didn’t cut company costs by 30 percent.

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

It felt like going commando in a miniskirt on a Saturday night in town, even after Jim sent an email to ensure that there’d be a shiny new Samsung waiting for me in DC. Not knowing I could check my team’s timesheets on my phone at 3 a.m. felt profoundly wrong.

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His order cited "credible evidence" that a takeover "threatens to impair the national security of the US".Qualcomm was already trying to fend off Broadcom's bid.The deal would have created the world's third-largest chipmaker behind Intel and Samsung.It would also have been the biggest takeover the technology koo50 sector had ever seen.The presidential order said: "The proposed takeover of Qualcomm by the Purchaser (Broadcom) is prohibited. and any substantially equivalent merger. acquisition. or takeover. whether effected directly or indirectly. is also prohibited."Crown jewelSome analysts said President Trump's decision was more about competitiveness and winning the race for 5G technology. than security concerns.The sector is in a race to develop chips for the latest 5G wireless technology. and Qualcomm was considered by Broadcom a significant asset in its bid to gain market share.Image captionQualcomm has already showcased 1Gbps mobile internet speeds using a 5G chip"Given the current political climate in the US and other regions around the world. everyone is taking a more conservative view on mergers and acquisitions and protecting their own domains." IDC's Mario Morales. vice president of enabling technologies and semiconductors told the BBC."We are all at the start of a race. and you have 5G as a crown jewel that everyone wants to participate in - and every region is racing towards that." he said."We don't want to hinder someone like Qualcomm so that they can't provide the technology to the vendors that are competing within that space."US investigates Broadcom's Qualcomm bidQualcomm rejects Broadcom takeover bidHuawei's US smartphone deal collapsesSingapore-based Broadcom had been pursuing San Diego-based Qualcomm for about four months.Last week however. Broadcom's hostile takeover bid was put under investigation by the Committee on Foreign Investment in the US. a multi-agency led by the US Treasury Department.The US company had rejected approaches from its rival on the grounds that the offer undervalued the business. and also that any takeover would face antitrust hurdles.Earlier this year. Chinese telecoms giant Huawei said it had not been able to strike a deal to sell its new smartphone via a US carrier. widely believed to be AT&T.The US also recently blocked the $1.2bn sale of money transfer firm Moneygram to China's Ant Financial. the digital payments arm of Alibaba.

PV became the first Indian prime minister to travel to the Republic of Korea. In Seoul, he urged Korean chaebol to invest in India in a big way. In 1991, there was no major Korean brand available in the Indian market. A decade later, Samsung and Hyundai had become household names across

Onerously, Korea still has not managed to wean itself off its reliance on the chaebols—the mega conglomerates like Samsung and Hyundai. True, these companies have clothed and fed the nation since the 1960s, but they are far too powerful, now more than ever: in 2012, the top ten companies in Korea generated over 75 percent of the nation’s GDP.2 If one of these companies fails, the whole nation

Koreans are better at packaging and marketing. Look at Samsung, for example. With K-pop, the songwriters are not Korean. They’re European. The people who do the editing studied in the United States; they’re multinational. The dance choreographers are from everywhere. It’s really a factory.” Many

Hallyu started with Samsung.” In other words, the popularity of Korean music and movies is hard to separate from the confidence that Samsung created in Korea the Brand.

Groups like Samsung, Hyundai, Lotte, and LG have so much money, political influence, and sway over the media that their power is still overwhelming

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I was going to fund my daughters wedding in Hawaii, but I figured this Samsung TV would last much longer.

After the blaze burned out, John called Samsung to report the incident. He estimated that the destruction to the nightstand, hardwood floor, and carpets totaled $9,000. The company said it would call him back within twenty-four hours. It never did.

Samsung watches gives orders to GmbH battery. In Time.

CATL and BYD in China; LG Energy Solution, Samsung SDI, and SK Innovation in South Korea; and Panasonic in Japan. In 2021, these six companies produced 86 percent of the world’s lithium-ion rechargeable batteries, with CATL alone holding a one-third global share.

MANY YEARS AGO, I had joined the local news desk of a prominent newspaper in Bengaluru, the sleepy south Indian town that became the country’s Silicon Valley. After trying my hand at crime reporting and general business journalism, I developed an interest in tracking technology. Among other things in the mid noughties, I had half a page in the paper to feature new gadgets every week. Nokia, Blackberry, Samsung and a few other companies were regulars on the page. While I was enjoying my work, my salary needed a boost. (The media industry’s decline was just about beginning, and salaries were as poor then as they are today.) Getting out of the rather difficult circumstances that I found myself in, I moved on to the Economic Times to report on technology. The business daily was India’s largest pink paper by circulation, and I worked with some of the best journalists of the time. My job was mainly to write about technology services companies. Soon I got bored with tracking quarterly results and rehearsed statements. This was around 2012, and India’s start-up ecosystem was in its infancy. I quit the paper to join a start-up blog. I didn’t ask for a raise. I was just happy to be able to write about start-ups and their founders. It was something new, and their excitement was infectious. In those days, ‘start-up’ was not a mainstream beat in India. Only niche blogs wrote about them. On the personal front, there were months when I was flat broke. One evening I sold my old Nokia 5800 for ₹300 at a second-hand electronics shop to buy a packet of biryani. That is still the best biryani I’ve ever had. The two years at the start-up blog were also my best two years ever. As start-ups became the buzzword, I went back to the pink paper to write about them. I was able to upgrade my life a little. I moved into a middle-class apartment with my family. I got some furniture and so on. After selling the Nokia phone, I used a feature phone for a few days. But now I had to upgrade my phone. After much research, I zeroed in on a Micromax handset. Micromax, a Gurgaon-based company that began making handsets in 2008, had some smartphones that were affordable on a young journalist’s salary. It was also a leading brand and had some interesting features such as dual SIM and a great touchscreen display. Going from a phone that ran on Symbian (Nokia’s proprietary operating system that failed) to an Android-based phone was like suddenly being

The Global Texan Being a Texan today is about driving your Japanese Toyota Tacoma pickup truck to an Irish bar to have a Mexican Corona and snort a line Colombian coke. Then grab some some Italian pizza for the kids after getting a call from your wife on your Swedish Nokia phone. You pull into the garage next to your daughter's German Mini Cooper, kick back on pleather Chinese recliner and watch a soccer match match between Brazil and Argentina on your 65 inch Korean Samsung TV.

Yet although Sony believed that the transition from CRTs to flat panels was inevitable, it did not invest in production facilities for PDPs or LCDs because it believed such an investment was strategically unwise. In other words, it was a deliberate strategic choice—not a legacy problem—not to invest in flat panel displays.

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

Virtual reality is finally, well, reality—and it’s getting a lot of buzz, thanks to platforms like the Oculus, HTC Vive, Samsung Gear and the Microsoft HoloLens. But a lot of the talk about VR focuses on video games. While exciting, we believe this technology is capable of doing a lot more, including applications that literally save lives.

What happened to Samsung, as well as to HTC and Motorola before it, is illustrative. The evolution of the smartphone industry is a microcosm of what’s happening to the broader economic landscape. In this new world, platforms sit at the top of the economy. They have the most market power, the highest profits, and the most sustainable competitive advantage. As Samsung showed, it’s still possible to build a valuable linear business, but its competitive advantage often evaporates quickly as products get commoditized and competitors copy features—leaving the originator continually scrambling to replace those strengths. Features are easy to emulate; networks aren’t. Products get commoditized; platforms don’t.

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

It was the design of Angelo Ricci and Joe Czanek and Manuel Silva to call on the Terrible Old Man.

Samsung to make Tizen OS-based smartphone in India

More than 600 million Samsung mobile devices including the Galaxy S6 are vulnerable to a security breach that could allow hackers to take control of the devices, according to a report by mobile security firm NowSecure.

SmartThings said in a blog post this week that it would operate as an independent business within Samsung's Open Innovation Center and would relocate to a headquarters in Palo Alto. Joining forces with Samsung will enable SmartThings to support leading smartphone vendors, devices and applications, according to the blog post.

In the days when the Galaxy S II was fighting it out against the HTC Sensation, Samsung could tout the fastest processor, nicest display, and best camera around, but now all of those specifications have generally plateaued.

Samsung Display depends on assured demand from Samsung Mobile, and when one falters, the other feels the pain too.

people are replacing Samsung devices with cheaper alternatives.

apple brand is the school ,Samsung is a brilliant student

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

you are so they can notify you

But the rules for success in the twenty-first century are emerging, and they are radically different from the rules in the nineteenth and twentieth centuries. You can make art, you can create, and you can sell those creations—or at least make them well enough that you or your loved ones would be thrilled to own the things you have made, be they chairs, desks, plates, cups, clothing, lamps, computer accessories, or whatever. If you are willing to climb the knowledge ladder needed, maybe you, too, could become the next Elon Musk, Jack Dorsey, Jim McKelvey, or even Jazz Tigan. Here is the thing: You must learn to learn. We must learn to learn. We must develop our skills at creating, developing, and nurturing things and services that others value. The age of being a cog in a big machine and marching one’s way to a defined benefit plan retirement is over. In its place is a global talent pool with access to the same tools, knowledge, and equipment as everyone else and with competition coming from every angle inside and outside of the industry. Nokia and Motorola owned the cell phone industry top to bottom, and then BlackBerry came in to mess it up. But BlackBerry was just a harbinger of the change coming. Apple, at the time just a computer company, assaulted the cell phone cartel and won. It won big. And then Google—how crazy that is in retrospect—jumped in and changed it all up again. Now Samsung is making a good run at both of them.

Le “Smart Tv” ascoltano e diffondono ciò che sentono in casa 308 parole Il Grande fratello, ipotizzato da George Orwell in «1984», è tra noi e può spiare le nostre conversazioni casalinghe. Lo strumento che usa sono le «Smart Tv» e l’attivazione delle funzioni vocali dei telecomandi. Questo perché il televisore ascolta quello che si dice davanti a lui e può condividere quello che sente sia con il produttore del televisore sia con i proprietari delle applicazioni installate sul televisore. Quello che poteva sembrare una battaglia contro il mondo globalizzazato diventa un pericolo reale se a dirlo è la Samsung, uno dei principali produttori mondiali di televisioni «intelligenti». Il «warning customers» avverte che il microfono del telecomando può catturare le conversazioni e trasmetterle attraverso la Rete a «terze parti» non bene identificate e dà dei consigli sulla privacy. Ma questo non è il primo allarme, un altro produttore di tv, Lg, era finito sotto accusa perché raccoglieva dati del proprietario del televisore anche se questi, dal menu, ne negava espressamente il consenso. Ogni volta che una chiavetta usb veniva inserita tutte le informazione dei file venivano trasmesse sui loro server. In questo modo le aziende riescono a sapere quali sono i nostri gusti, le nostre abitudini, anche in termini di orari e così ci «offrono» pubblicità mirata. Una volta scoperta Lg si è giustificata così: «Offriamo moltissimi modelli di Smart Tv e di tipo differente per ciascun mercato, quindi chiediamo pazienza e comprensione durante lo svolgimento degli accertamenti». Nell’attesa, togliete i televisori dalla camera da letto, non si sa mai.

La forma académica de decir esto es que las cadenas de suministro mundial están «libres de escala» y pueden servir lo pequeño así como lo grande, al inventor de garaje y también a Samsung. La forma no académica de decirlo es ésta: nada le impide a usted hacer lo que sea. La gente controla ahora los medios de producción. O como dice Eric Reis, autor de El método Lean Startup, Marx no lo entendió bien: «Ya no se trata de poseer los medios de producción. Se trata de arrendar los medios de producción».

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I was satisfied that it would be virtually impossible for Loving to find any connection. “Call him.” I handed Ryan a mobile, a flip phone, black, a little larger than your standard Nokia or Samsung. “What’s this?” “A cold phone. Encrypted and routed through proxies. From now on, until I tell you otherwise, use only this phone.” I collected theirs and took out the batteries. Ryan

There’s nothing magical about the glowing face of a Samsung or an iPhone. Technology, in its own way, is sort of tragic. I’d much rather exist in the sorcery of candlelight.

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What do you call Samsung's security guards? Guardians of the Galaxy.

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The choice we face isn't between digital and analog . That simplistic duality is actually the language that digital has conditioned us too : A false binary choice between 1 and 0 , black and white , Samsung and Apple . The real world isn't black or white . It isn't even gray . Reality is multicolored , infinitely textured , and emotionally layered . It smells funky and tastes weird , and revels in human imperfection . The best ideas emerge from that complexity , which remains beyond the capability of digital technology to fully appreciate . The real world matters , now more than ever . " The Revenge Of Analog by David Sax