Toshiba Quotes

Warning, low battery.'' Toshiba shuts down Frozen.

A dad standing up near the stands' top with a Toshiba viewfinder to his eye takes a tomahawking baton directly in the groin and falls forward onto somebody eating a Funnel Cake, and they take out good bits of several rows below them, and there's an extended halt to the action, during which I decamp--steering clear of the sixteen-year-olds on the basketball court--and as I clear the last row yet another baton comes wharp-wharping cruelly over my shoulder, caroming viciously off big R.'s inflated thigh.

Antoher giant, Toshiba, started from a joint venture in the early 1900's between Americas's General Electric and two Japanese companies, Tokyo Electric and Shibaura Electric (part of Mitsui group).

Terrell, Paul, 66–67, 68 Tesler, Larry, 96–97, 99, 114, 120, 136, 301 Tevanian, Avadis “Avie,” xvi, 259, 268, 272–74, 300–301, 303, 308–9, 362, 366, 458–59, 461 textbook industry, 509–10, 554 “There Goes My Love” (song), 498 “Things Have Changed” (song), 412 “Think Different” advertising campaign, vii, xviii, 328–32, 358 original Jobs version, 577 Thomas, Brent, 162 Thomas, Dylan, 19 Through the Looking Glass (Carroll), 235 Thurman, Mrs., 12 Thus Spoke Zarathustra (Nietzsche), 119 Tiffany, Louis, 123 Time, xvii, xviii, 90, 166, 218, 290, 323, 381, 383, 429, 473, 495, 504, 506 SJ profiled by, 106–7, 139–41 Time Inc., 330, 473, 478, 504, 506–7 Time-Life Pictures, 330 “Times They Are A-Changing, The” (Dylan), 168, 207 Time Warner, 506 Tin Toy (film), 248 Toshiba, 385, 386 touchscreens, 93 Toy Story (film), 285–91, 305, 311, 372, 373–74, 427, 428, 430, 434, 437, 472, 565 basic idea for, 285–86 blockbuster success of, 290–91 budgeting of, 288

She's barely gained consciousness and when she sees me standing over her naked, I can imagine my virtual absence of humanity fills her with mind-bending horror. I've situated the body in front of the new Toshiba Television set and in the VCR is an old tape and appearing on the screen is the last girl I filmed. I'm wearing: a Joseph Abboud suit, tie by Paul Stuart, shoes by J. Crew, a vest by someone Italian and I'm kneeing on the floor beside a corpse eating the girl's brain gobbling it down spreading Grey Poupon over hunks of the pink fleshy meat. "Can you see?" I asked the girl not on the Television set. "Can you see this, are you watching?" I whisper. I try using the power drill on her, forcing it into her mouth but she's conscious enough, has strength to close her teeth clamping them down and even though the drill goes through the teeth quickly it fails to interest me. So I hold her head up, blood dribbling from her mouth and make her watch the rest of the tape. While she's looking at the girl on the screen bleed from almost every possible orifice I'm hoping she realizes that this would've happened to her no matter what. That she would've ended up here lying on the floor in my apartment hands nailed to posts, cheese and broken glass pushed up into her cunt. Her head cracked and bleeding purple no matter what other choice she might have made.

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Toshiba and Hitachi made better sets at the time, only they showed them on the Ginza in Tokyo and in the big-city department stores, making it pretty clear that farmers were not particularly welcome in such elegant surroundings. Matsushita went to the farmers and sold its televisions door-to-door, something no one in Japan had ever done before for anything more expensive than cotton pants or aprons.

According to the FBI, Semtex has an indefinite half-life and is far stronger than traditional explosives such as TNT. It is also easily available on the black market. Semtex became infamous when just 12 ounces of the substance, molded inside a Toshiba cassette recorder, blasted Pan Am flight 103 out of the sky above Lockerbie, Scotland, in December 1988, killing 270 people. A year later, after the Czech Communist regime was toppled, the new president, Vaclav Havel, revealed that the Czechs had exported 900 tons of Semtex to Col. Moammar Qaddafi's Libya and another 1,000 tons to other unstable states such as Syria, North Korea, Iraq, and Iran. Some experts now put worldwide stockpiles of Semtex at 40,000 tons. Brebera says that with so much Semtex already in the hands of terrorists, and similar explosives being produced in other countries, the Czech Republic can no longer control it. "Semtex is no worse an explosive than any other," he says, defensive at the sight of accusatory headlines in Western newspapers. "The American explosive C4 is just as invisible to airport X-rays, but they don't like to mention that." After the Lockerbie tragedy, Brebera added metal components and a distinct odor to make Semtex easier to detect. But that did not stop terrorists from using it to bomb the US Embassy in Nairobi, Kenya, in 1998, or prevent the IRA, which received about 10 tons of Semtex from Libya, from continuing its attacks.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

That summer, Harrison Miller and Bezos butted heads in front of the board of directors over the size of the bet on toys. Bezos wanted Miller to plow $120 million into stocking every possible toy, from Barbie dolls to rare German-made wooden trains to cheap plastic beach pails, so that kids and parents would never be disappointed when they searched for an item on Amazon. But a prescient Miller, sensing disaster ahead, pushed to lower his own buy. “No! No! A hundred and twenty million!” Bezos yelled. “I want it all. If I have to, I will drive it to the landfill myself!” “Jeff, you drive a Honda Accord,” Joy Covey pointed out. “That’s going to be a lot of trips.” Bezos prevailed. And the company would make a sizable contribution to Toys for Tots after the holidays that year. “That first holiday season was the best of times and the worst of times,” Miller says. “The store was great for customers and we made our revenue goals, which were big, but other than that everything that could go wrong did. In the aftermath we were sitting on fifty million dollars of toy inventory. I had guys going down the back stairs with ‘Vinnie’ in New York, selling Digimons off to Mexico at twenty cents on the dollar. You just had to get rid of them, fast.” The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics

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