Steve Jobs Smartphone Quotes

In a bravura demonstration of stonewalling, righteousness, and hurt sincerity, Steve Jobs successfully took to the stage the other day to deny the problem, dismiss the criticism, and spread the blame among other smartphone makers,” Michael Wolff of newser.com wrote. “This is a level of modern marketing, corporate spin, and crisis management about which you can only ask with stupefied incredulity and awe: How do they get away with it? Or, more accurately, how does he get away with it?” Wolff attributed it to Jobs’s mesmerizing effect as “the last charismatic individual.” Other CEOs would be offering abject apologies and swallowing massive recalls, but Jobs didn’t have to. “The grim, skeletal appearance, the absolutism, the ecclesiastical bearing, the sense of his relationship with the sacred, really works, and, in this instance, allows him the privilege of magisterially deciding what is meaningful and what is trivial.

Steve Jobs was right: smartphones really are different. They’re different in a lot of good ways, obviously. But smartphones also talk back at us. They nag us. They disturb us when we’re working. They demand our attention and reward us when we give it to them. Smartphones engage in disruptive behaviours that have traditionally been performed only by extremely annoying people.

Nearly every novel problem teenagers face traces itself back to 2007 and the introduction of Steve Jobs’s iPhone. In fact, the explosion in self-harm can be so precisely pinpointed to the introduction of this one device that researches have little doubt that it is the cause... The statistical explosion of bullying, cutting, anorexia, depression, and the rise of sudden transgender identification is owed to the self-harm instruction, manipulation, abuse, and relentless harassment supplied by a single smartphone.

Some media observers were incredulous. “In a bravura demonstration of stonewalling, righteousness, and hurt sincerity, Steve Jobs successfully took to the stage the other day to deny the problem, dismiss the criticism, and spread the blame among other smartphone makers,

For the generation that’s grown up in a world where computers are the norm, smartphones feel like fifth limbs and music comes from the Internet rather than record and CD stores, Steve Jobs is must-read history. . . . The intimate chapters, where Jobs’s personal side shines through, with all his faults and craziness, leave a deep impression. There’s humor, too . . . it’s a rich portrait of one of the

Bill Miller, the chief investment officer at Legg Mason Capital Management and a major Amazon shareholder, asked Bezos at the time about the profitability prospects for AWS. Bezos predicted they would be good over the long term but said that he didn’t want to repeat “Steve Jobs’s mistake” of pricing the iPhone in a way that was so fantastically profitable that the smartphone market became a magnet for competition.

Just think about the incredible transformation that took place in Steve’s life and career after Pixar. In 1983, Apple launched their computer Lisa, the last project Jobs worked on before he was let go. Jobs released Lisa with a nine-page ad in the New York Times spelling out the computer’s technical features. It was nine pages of geek talk nobody outside NASA was interested in. The computer bombed. When Jobs returned to the company after running Pixar, Apple became customer-centric, compelling, and clear in their communication. The first campaign he released went from nine pages in the New York Times to just two words on billboards all over America: Think Different. When Apple began filtering their communication to make it simple and relevant, they actually stopped featuring computers in most of their advertising. Instead, they understood their customers were all living, breathing heroes, and they tapped into their stories. They did this by (1) identifying what their customers wanted (to be seen and heard), (2) defining their customers’ challenge (that people didn’t recognize their hidden genius), and (3) offering their customers a tool they could use to express themselves (computers and smartphones). Each of these realizations are pillars in ancient storytelling and critical for connecting with customers. I’ll teach you about these three pillars and more in the coming chapters, but for now just realize the time Apple spent clarifying the role they play in their customers’ story is one of the primary factors responsible for their growth. Notice, though, the story of Apple isn’t about Apple; it’s about you. You’re the hero in the story, and they play a role more like Q in the James Bond movies. They are the guy you go see when you need a tool to help you win the day.

It wasn’t just going to be a phone, nor was it going to be a phone that was a media player. It was going to be a full-blown computer, too. That meant it would also be a smartphone, one that was perpetually connected to the Internet. The easiest part was coming up with a name for it: iPhone, of course.

Steve Jobs’s mistake” of pricing the iPhone in a way that was so fantastically profitable that the smartphone market became a magnet for competition.

Innovationen werden nicht aus dem Mangel geboren. Die Menschheit hat jahrtausendelang ohne iPhone gelebt, und niemand hat es vermisst. Dann erfand Steve Jobs das Gerät, und prompt konnte niemand mehr ohne das Smartphone auskommen. Es kommt nur auf die Gründer an. Sie treiben die Innovation. Erfindergeist schafft Nachfrage, nicht umgekehrt.

A better justification is that people can type on a smartphone QWERTY keyboard without thinking about it. The keyboard can melt away, it can recede, and when it does, it leaves a space for what people really care about.

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

Andy Hertzfeld: It was clear that iPods were going to disappear within five years because smartphones were going to subsume them. Guy Bar-Nahum: It was a panic by Steve Jobs that Nokia and Motorola would kill iPod.

popularity doesn’t equal excellence. A better justification is that people can type on a smartphone QWERTY keyboard without thinking about it. The keyboard can melt away, it can recede, and when it does, it leaves a space for what people really care about. A properly judged mixture of taste and empathy is the secret formula for making products that are intuitive, easy to use, and easy to live with.