Citation preview
PowerPoint PresentationMinder Chen
California State University Channel Islands
Camarillo, CA 93012
“Secrets of the Little Blue Box”
The 1971 article about phone hacking that inspired Steve Jobs and
Steve Wozniak
Two Steves first venture, 1972….
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Minder Chen, 2011-2012
Steve Jobs has never underestimated the power of vision to move a
brand forward. In 1976, Steve Wozniak was captivated by Jobs’
vision to “put a computer in the hands of everyday people.”
Power of Vision
Apple Computer formed April 1, 1976.
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Taking Risks
In order to raise the money they needed, Wozniak sold his HP 65
calculator for $500, though the buyer ended up stiffing him for
half of that. For his part, Jobs sold his Volkswagen bus for
$1,500.
Paul Terrell at Byte Shop agreed to order 50 computers. They needed
about $15,000 worth of parts. Allen Baum father agreed to loan them
$5,000.
Ron Wayne, the middle-aged engineer at Atari who had once started a
slot machine company, was the third partner of Apple Computer
founded April 1, 1976. Wayne then got cold feet in a week (bought
out with$800). If he kept his 10% stake, at the end of 2010 it
would have been worth approximately $2.6 billion.
:
Paul Terrell at Byte Shop agreed to order fifty computers. But
there was a condition: He
didn’t want just $50 printed circuit boards, for which customers
would then have to buy all the
chips and do the assembly. That might appeal to a few hard-core
hobbyists, but not to most
customers. Instead he wanted the boards to be fully assembled. For
that he was willing to pay
about $500 apiece, cash on delivery.
Jobs immediately called Wozniak at HP. “Are you sitting
down?”
he asked. Wozniak said he wasn’t. Jobs nevertheless proceeded to
give him the news. “I was
shocked, just completely shocked,” Wozniak recalled. “I will never
forget that moment.”
To fill the order, they needed about $15,000 worth of parts. Allen
Baum, the third prankster
from Homestead High, and his father agreed to loan them $5,000.
Jobs tried to borrow more from
a bank in Los Altos, but the manager looked at him and, not
surprisingly, declined. He went to
Haltek Supply and offered an equity stake in Apple in return for
the parts, but the owner decided
they were “a couple of young, scruffy-looking guys,” and declined.
Alcorn at Atari would sell
them chips only if they paid cash up front. Finally, Jobs was able
to convince the manager of
Cramer Electronics to call Paul Terrell to confirm that he had
really committed to a $25,000 order.
Terrell was at a conference when he heard over a loudspeaker that
he had an emergency call (Jobs
had been persistent). The Cramer manager told him that two scruffy
kids had just walked in
waving an order from the Byte Shop. Was it real? Terrell confirmed
that it was, and the store
agreed to front Jobs the parts on thirty-day credit.
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Minder Chen, 2011-2012
Packaging the Products
Apple I, 1976, Initially conceived by Steve Wozniak (a.k.a. "Woz")
as a build-it-yourself kit computer, Apple I was initially rejected
by his bosses at Hewlett-Packard. Undeterred, he offered it to
Silicon Valley's Homebrew Computer Club and, together with his
friend Steve Jobs, managed to sell 50 pre-built models to The Byte
Shop in Mountain View, California. The suggested retail price:
$666. Though sales were low, the machine paved the way for the
smash success of the Apple II.
Apple I, 1976
Initially conceived by Steve Wozniak (a.k.a. "Woz") as a
build-it-yourself kit computer, Apple I was initially rejected by
his bosses at Hewlett-Packard. Undeterred, he offered it to Silicon
Valley's Homebrew Computer Club and, together with his friend Steve
Jobs, managed to sell 50 pre-built models to The Byte Shop in
Mountain View, California. The suggested retail price: $666. Though
sales were low, the machine paved the way for the smash success of
the Apple II.
(Steve Jobs) 1977 Apple II222011105() 56
Apple II Case Design
While haunting the appliance aisles at Macy’s, he was struck by the
Cuisinart food processors and decided that he wanted a sleek case
made of light molded plastic.
Good artists copy; great artists steal.
Good artists copy; great artists steal.
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1979 Software Arts, Inc. released VisiCalc, the first commercial
spreadsheet program for personal computers.
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Minder Chen, 2011-2012
Apple IPO, 1980
On December 12, 1980, Apple launched the Initial Public Offering of
its stock to the investing public. When Apple went public, it
generated more capital than any IPO since Ford Motor Company in
1956 and instantly created more millionaires (about 300) than any
company in history.
Apple went public on December 12, 1980 at $22.00 per share. It went
to $29 the first day. The stock has split three times since the IPO
so on a split-adjusted basis the IPO share price was $2.75.
At age twenty-five, Steve Jobs was worth $256 million.
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Monday, Feb. 15, 1982
A new breed of risk takers is betting on the high-technology
future
President of PepsiCo John Sculley
CEO of Apple on April 8, 1983, until leaving in 1993.
The Boy Scouts have adult supervision.
Jan. 24, 1984: Birth of the Cool (Computer, That Is)
By Tony Long 01.24.08
The inner workings of the Macintosh 128K were displayed in Newsweek
in 1984.
1984: The first Apple Macintosh computer goes on sale.
The Macintosh 128K hit the market two days after it was announced
to the world in the now-legendary commercial aired during Super
Bowl XVIII.
If the spot, directed by Ridley Scott, was a minor masterpiece of
commercial zeitgeist, the computer itself was a product of its time
-- underpowered and not very easy to use. But it did represent a
sea change, a paradigm shift, whichever late-20th century business
cliché you care to use.
It was the first to feature a graphical user interface that could
be called user-friendly and was the first, with the advent of the
LaserWriter printer and Aldus PageMaker, to make desktop publishing
a reality.
The Macintosh 128K (that was your RAM) screamed along at 8 MHz,
featured two serial ports and could accommodate one 3.5-inch floppy
disc. It ran the Mac OS 1.0, came with a 9-inch black-and-white
monitor and sold for a cool $2,500 (the equivalent of $5,000 in
today's dollars).
In a little under three months, Apple sold 50,000 of these babies,
not exactly an avalanche.
Specs aside, what was really interesting was the palace intrigue
swirling behind the scenes at the corporate mother ship in
Cupertino, California. It would play a role in the development of
the Macintosh.
Steve Jobs may be celebrated as a minor demigod now, but in the
early '80s he was merely a callow co-founder of Apple. Knowing that
a grown-up was needed to run the place, Jobs wooed and eventually
won the services of John Sculley, then the president of
Pepsi-Cola.
Sculley duly arrived but the honeymoon didn't last long. As Apple
sales failed to match expectations, Jobs and Sculley fell out, and,
as is the wont when two big egos lock antlers, the feuding began.
Jobs, who was working on Apple's Lisa project, got dumped from that
shortly after Sculley clocked in, so he moved over to the
Macintosh. This turned out to be a good thing when Jobs brought
Lisa's GUI with him.
He also began plotting to stick it to Sculley and regain the tiller
at Apple.
But Sculley had the board of directors' confidence, and when he got
wind of Jobs' intrigue he forced a vote on the issue. Jobs lost,
then quit, and didn't return until 1996. By then, Sculley was road
kill, an unpleasant memory for what had become a struggling
company.
Jobs' return to the throne, of course, heralded Apple's
resurrection and he's been up on top of Mt. Sinai pretty much ever
since, handing down the tablets.
(Source: Various)
Noble Cause
Great companies must have a noble cause. Then it’s the leader’s job
to transform that noble cause into such an inspiring vision that it
will attract the most talented people in the world to want to join
it.
Do you want to sell sugared water for the rest of your life or do
you want to come with me and change the world?
1984 New York
Xerox's Palo Alto Research Center (PARC)
In return for the right to buy US$1,000,000 of pre-IPO stock, Xerox
granted Apple Computer three days access to the PARC
facilities.
Jobs had marveled at PARC technology during a visit to the center
in 1979.
“You’re sitting on a gold mine. I can’t believe Xerox is not taking
advantage of this [the graphical user interface (GUI)].”
laser printing, Ethernet, the modern personal computer, graphical
user interface (GUI), object-oriented programming, etc.
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Minder Chen, 2011-2012
Xerox Alto: 1973
‘Why aren’t you doing anything with this? This is the greatest
thing. This is revolutionary!’ ”
http://www.newyorker.com/reporting/2011/05/16/110516fa_fact_gladwell?currentPage=all
http://logout.hu/cikk/macintosh_os_1_0_bemutato/tortenelem.html
http://www.oldmouse.com/articles/xerox/Alto.shtml
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Macintosh - 1984
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Minder Chen, 2011-2012
GUI and Mouse
Doug Engelbart of the Augmentation Research Center in Palo Alto
developed the computer mouse and graphical user interfaces.
Xerox PARC and Apple Macintosh
Following PARC the first GUI-centric computer operating model was
the Xerox 8010 Star Information System in 1981, followed by the
Apple Lisa (which presented the concept of menu bar as well as
window controls) in 1983, the Apple Macintosh 128K in 1984, and the
Atari ST and Commodore Amiga in 1985.
http://en.wikipedia.org/wiki/Graphical_user_interface
Minder Chen, 2011-2012
A Mighty Mouse
the Xerox mouse had three buttons, was complicated, cost $300/$400
apiece, and didn’t roll around smoothly
Jobs went to a local industrial design firm, Hovey-Kelley Design
(i.e., IDEO now), and told one of its founders, Dean Hovey, that he
wanted a simple single button model that cost $15, and he want to
be able to use it on Formica and his blue jeans.
“take a piece of technology developed by some of Silicon Valley’s
greatest minds, dramatically improve its reliability and cut its
price by more than 90 percent.”
http://www.stanfordalumni.org/news/magazine/2002/marapr/features/mouse.html
SRI had licensed the mouse patent to Apple for something like
$40,000."
http://www.stanfordalumni.org/news/magazine/2002/marapr/features/mouse.html
The mouse, Hovey says, “had the right balance of
mechanical design,
ergonomic design,
software design
and electronic design
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Low-resolution prototype
Hovey estimated their consulting fee at thirty-five dollars an
hour; the whole project cost perhaps a hundred thousand
dollars.
Reed College
In 1972, Steve Jobs dropped out of Reed College in Portland after
just one semester.
He stayed another 18 months to “drop in” to those classes he
enjoyed, like calligraphy. Calligraphy didn’t have any obvious
practical application in his life but it would come back to Jobs
when he created the Mac.
Lloyd J. Reynolds
In 1972, Steve Jobs dropped out of Reed College in Portland after
just one semester,
http://www.girvin.com/blog/?p=4378
http://www.npm.gov.tw/masterpiece/enlargement.jsp?pic=K2B000141
“Creativity is just connecting things.”
“[Y]ou can't connect the dots looking forward; you can only connect
them looking backwards. So you have to trust that the dots will
somehow connect in your future.”
Obtain dots
Connect dots backward
I am honored to be with you today at your commencement from one of
the finest universities in the world. I never graduated from
college. Truth be told, this is the closest I’ve ever gotten to a
college graduation. Today I want to tell you three stories from my
life. That’s it. No big deal. Just three stories.
The first story is about connecting the dots.
I dropped out of Reed College after the first 6 months, but then
stayed around as a drop-in for another 18 months or so before I
really quit. So why did I drop out?
It started before I was born. My biological mother was a young,
unwed college graduate student, and she decided to put me up for
adoption. She felt very strongly that I should be adopted by
college graduates, so everything was all set for me to be adopted
at birth by a lawyer and his wife. Except that when I popped out
they decided at the last minute that they really wanted a girl. So
my parents, who were on a waiting list, got a call in the middle of
the night asking: “We have an unexpected baby boy; do you want
him?” They said: “Of course.” My biological mother later found out
that my mother had never graduated from college and that my father
had never graduated from high school. She refused to sign the final
adoption papers. She only relented a few months later when my
parents promised that I would someday go to college.
And 17 years later I did go to college. But I naively chose a
college that was almost as expensive as Stanford, and all of my
working-class parents’ savings were being spent on my college
tuition. After six months, I couldn’t see the value in it. I had no
idea what I wanted to do with my life and no idea how college was
going to help me figure it out. And here I was spending all of the
money my parents had saved their entire life. So I decided to drop
out and trust that it would all work out OK. It was pretty scary at
the time, but looking back it was one of the best decisions I ever
made. The minute I dropped out I could stop taking the required
classes that didn’t interest me, and begin dropping in on the ones
that looked interesting.
It wasn’t all romantic. I didn’t have a dorm room, so I slept on
the floor in friends’ rooms, I returned coke bottles for the 5¢
deposits to buy food with, and I would walk the 7 miles across town
every Sunday night to get one good meal a week at the Hare Krishna
temple. I loved it. And much of what I stumbled into by following
my curiosity and intuition turned out to be priceless later on. Let
me give you one example:
Reed College at that time offered perhaps the best calligraphy
instruction in the country. Throughout the campus every poster,
every label on every drawer, was beautifully hand calligraphed.
Because I had dropped out and didn’t have to take the normal
classes, I decided to take a calligraphy class to learn how to do
this. I learned about serif and san serif typefaces, about varying
the amount of space between different letter combinations, about
what makes great typography great. It was beautiful, historical,
artistically subtle in a way that science can’t capture, and I
found it fascinating.
None of this had even a hope of any practical application in my
life. But ten years later, when we were designing the first
Macintosh computer, it all came back to me. And we designed it all
into the Mac. It was the first computer with beautiful typography.
If I had never dropped in on that single course in college, the Mac
would have never had multiple typefaces or proportionally spaced
fonts. And since Windows just copied the Mac, its likely that no
personal computer would have them. If I had never dropped out, I
would have never dropped in on this calligraphy class, and personal
computers might not have the wonderful typography that they do. Of
course it was impossible to connect the dots looking forward when I
was in college. But it was very, very clear looking backwards ten
years later.
Again, you can’t connect the dots looking forward; you can only
connect them looking backwards. So you have to trust that the dots
will somehow connect in your future. You have to trust in something
— your gut, destiny, life, karma, whatever. This approach has never
let me down, and it has made all the difference in my life.
My second story is about love and loss.
I was lucky — I found what I loved to do early in life. Woz and I
started Apple in my parents garage when I was 20. We worked hard,
and in 10 years Apple had grown from just the two of us in a garage
into a $2 billion company with over 4000 employees. We had just
released our finest creation — the Macintosh — a year earlier, and
I had just turned 30. And then I got fired. How can you get fired
from a company you started? Well, as Apple grew we hired someone
who I thought was very talented to run the company with me, and for
the first year or so things went well. But then our visions of the
future began to diverge and eventually we had a falling out. When
we did, our Board of Directors sided with him. So at 30 I was out.
And very publicly out. What had been the focus of my entire adult
life was gone, and it was devastating.
I really didn’t know what to do for a few months. I felt that I had
let the previous generation of entrepreneurs down – that I had
dropped the baton as it was being passed to me. I met with David
Packard and Bob Noyce and tried to apologize for screwing up so
badly. I was a very public failure, and I even thought about
running away from the valley. But something slowly began to dawn on
me — I still loved what I did. The turn of events at Apple had not
changed that one bit. I had been rejected, but I was still in love.
And so I decided to start over.
I didn’t see it then, but it turned out that getting fired from
Apple was the best thing that could have ever happened to me. The
heaviness of being successful was replaced by the lightness of
being a beginner again, less sure about everything. It freed me to
enter one of the most creative periods of my life.
During the next five years, I started a company named NeXT, another
company named Pixar, and fell in love with an amazing woman who
would become my wife. Pixar went on to create the worlds first
computer animated feature film, Toy Story, and is now the most
successful animation studio in the world. In a remarkable turn of
events, Apple bought NeXT, I returned to Apple, and the technology
we developed at NeXT is at the heart of Apple’s current
renaissance. And Laurene and I have a wonderful family
together.
I’m pretty sure none of this would have happened if I hadn’t been
fired from Apple. It was awful tasting medicine, but I guess the
patient needed it. Sometimes life hits you in the head with a
brick. Don’t lose faith. I’m convinced that the only thing that
kept me going was that I loved what I did. You’ve got to find what
you love. And that is as true for your work as it is for your
lovers. Your work is going to fill a large part of your life, and
the only way to be truly satisfied is to do what you believe is
great work. And the only way to do great work is to love what you
do. If you haven’t found it yet, keep looking. Don’t settle. As
with all matters of the heart, you’ll know when you find it. And,
like any great relationship, it just gets better and better as the
years roll on. So keep looking until you find it. Don’t
settle.
My third story is about death.
When I was 17, I read a quote that went something like: “If you
live each day as if it was your last, someday you’ll most certainly
be right.” It made an impression on me, and since then, for the
past 33 years, I have looked in the mirror every morning and asked
myself: “If today were the last day of my life, would I want to do
what I am about to do today?” And whenever the answer has been “No”
for too many days in a row, I know I need to change
something.
Remembering that I’ll be dead soon is the most important tool I’ve
ever encountered to help me make the big choices in life. Because
almost everything — all external expectations, all pride, all fear
of embarrassment or failure – these things just fall away in the
face of death, leaving only what is truly important. Remembering
that you are going to die is the best way I know to avoid the trap
of thinking you have something to lose. You are already naked.
There is no reason not to follow your heart.
About a year ago I was diagnosed with cancer. I had a scan at 7:30
in the morning, and it clearly showed a tumor on my pancreas. I
didn’t even know what a pancreas was. The doctors told me this was
almost certainly a type of cancer that is incurable, and that I
should expect to live no longer than three to six months. My doctor
advised me to go home and get my affairs in order, which is
doctor’s code for prepare to die. It means to try to tell your kids
everything you thought you’d have the next 10 years to tell them in
just a few months. It means to make sure everything is buttoned up
so that it will be as easy as possible for your family. It means to
say your goodbyes.
I lived with that diagnosis all day. Later that evening I had a
biopsy, where they stuck an endoscope down my throat, through my
stomach and into my intestines, put a needle into my pancreas and
got a few cells from the tumor. I was sedated, but my wife, who was
there, told me that when they viewed the cells under a microscope
the doctors started crying because it turned out to be a very rare
form of pancreatic cancer that is curable with surgery. I had the
surgery and I’m fine now.
This was the closest I’ve been to facing death, and I hope its the
closest I get for a few more decades. Having lived through it, I
can now say this to you with a bit more certainty than when death
was a useful but purely intellectual concept:
No one wants to die. Even people who want to go to heaven don’t
want to die to get there. And yet death is the destination we all
share. No one has ever escaped it. And that is as it should be,
because Death is very likely the single best invention of Life. It
is Life’s change agent. It clears out the old to make way for the
new. Right now the new is you, but someday not too long from now,
you will gradually become the old and be cleared away. Sorry to be
so dramatic, but it is quite true.
Your time is limited, so don’t waste it living someone else’s life.
Don’t be trapped by dogma — which is living with the results of
other people’s thinking. Don’t let the noise of others’ opinions
drown out your own inner voice. And most important, have the
courage to follow your heart and intuition. They somehow already
know what you truly want to become. Everything else is
secondary.
When I was young, there was an amazing publication called The Whole
Earth Catalog, which was one of the bibles of my generation. It was
created by a fellow named Stewart Brand not far from here in Menlo
Park, and he brought it to life with his poetic touch. This was in
the late 1960′s, before personal computers and desktop publishing,
so it was all made with typewriters, scissors, and polaroid
cameras. It was sort of like Google in paperback form, 35 years
before Google came along: it was idealistic, and overflowing with
neat tools and great notions.
Stewart and his team put out several issues of The Whole Earth
Catalog, and then when it had run its course, they put out a final
issue. It was the mid-1970s, and I was your age. On the back cover
of their final issue was a photograph of an early morning country
road, the kind you might find yourself hitchhiking on if you were
so adventurous. Beneath it were the words: “Stay Hungry. Stay
Foolish.” It was their farewell message as they signed off. Stay
Hungry. Stay Foolish. And I have always wished that for myself. And
now, as you graduate to begin anew, I wish that for you.
Stay Hungry. Stay Foolish.
http://www.vincegolangco.com/motivational/connect-the-dots-backwards/
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Creativity = Humanities & The Sciences + Strong
Personality
The creativity that can occur when a feel for both the humanities
and the sciences combine in one strong personality …it will be a
key to creating innovative economies in the twenty-first century. -
Walter Issacson
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Richard Florida, Rise of the Creative Class in 2002.
It's better to be a pirate
than to join the navy.
Steve Jobs with the Macintosh team
he Mac team held another off-site retreat in Carmel in January
1983, just after the Lisa introduction (see Credit Where Due) .
Steve Jobs began the retreat with three "Sayings from Chairman
Jobs", intended to inspire the team and set the tone for the
meeting. The sayings were:
1. Real artists ship.
2. It's better to be a pirate than join the navy.
3. Mac in a book by 1986.
http://www.euractiv.com/enterprise-jobs/talent-technology-tolerance-key-attracting-creative-workers/article-184817
http://www.creativeclass.com/
http://www.creativeclass.com/richard_florida/article_library?artLib=all
he Mac team held another off-site retreat in Carmel in January
1983, just after the Lisa introduction (see Credit Where Due) .
Steve Jobs began the retreat with three "Sayings from Chairman
Jobs", intended to inspire the team and set the tone for the
meeting. The sayings were:
1. Real artists ship.
2. It's better to be a pirate than join the navy.
3. Mac in a book by 1986.
I think the "pirates" remark addressed the feeling among some of
the earlier team members that the Mac group was getting too large
and bureaucratic. We had started out as a rebellious skunkworks,
much like Apple itself, and Steve wanted us to preserve our
original spirit even as we were growing more like the Navy every
day.
In fact, we were growing so fast that we needed to move again. In
August of 1983, we moved across the street to a larger building
that was unimaginatively designated "Bandley 3". I had worked there
before, in 1980, when Apple had initially built it to house the
original engineering organization. But now it was to be the new
home of the newly christened "Macintosh Division", over 80
employees strong.
The building looked pretty much like every other Apple building, so
we wanted to do something to make it look like we belonged there.
Steve Capps, the heroic programmer who had switched over from the
Lisa team just in time for the January retreat, had a flash of
inspiration: if the Mac team was a band of pirates, the building
should fly a pirate flag.
A few days before we moved into the new building, Capps bought some
black cloth and sewed it into a flag. He asked Susan Kare to paint
a big skull and crossbones in white at the center. The final touch
was the requisite eye-patch, rendered by a large, rainbow-colored
Apple logo decal. We wanted to have the flag flying over the
building early Monday morning, the first day of occupancy, so the
plan was to install it late Sunday evening.
Capps had already made a few exploratory forays onto the roof
during the weekend while a few of us looked out for guards on the
ground. At first, he thought he could just drape the flag on the
roof, but that proved impractical as it was too hard to see,
especially when the wind curled it up. After a bit of searching, he
found a thin metal pole among the remaining construction materials
still scattered inside the building, that was suitable to serve as
a flag pole.
Finally, on Sunday night around 10pm, it was time to hoist the
Jolly Roger. Capps climbed onto the roof while we stood guard
below. He wasn't sure how he would attach the flag, and didn't have
many tools with him. He scoured the surface of the roof and found
three or four long, rusty nails, which he was able to use to secure
the flag pole to a groove in the roof, ready to greet the Mac team
members as they entered the new building the next morning.
We weren't sure how everyone would react to the flag, especially
Steve Jobs, but Steve and almost everyone else loved it, so it
became a permanent fixture of the building. It usually made me
smile when I caught a glimpse of it as I came to work in the
morning.
The flag waved proudly over Bandley 3 for about a month or two, but
one morning in late September or early October, I noticed that it
was gone. It turns out that the Lisa team, with whom we had a
mostly friendly rivalry, decided it would be fun to steal the flag
for themselves. I think they sent us a ransom note or something, so
a few of us stormed over to the Lisa building to retrieve it, which
we accomplished, although Capps had to wrestle it from the grasp of
one of the secretaries, who was hiding it in her desk.
The flag continued to fly over Bandley 3 for more than a year. I
think it was even photographed for a magazine or two during the Mac
introduction. But suddenly one day it was missing again, and I'm
not sure if anyone knows what happened to it. It would be a great
artifact for the Computer History Museum if it ever turns up.
http://www.folklore.org/StoryView.py?story=Pirate_Flag.txt
1982, photographed by Diana Walker
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What is the connection of this picture with “Apple”
Robert Friedland was charismatic and a bit of a con man and could
bend situations to his very strong will. He was mercurial, sure of
himself, a little dictatorial.
The Adventures of Tom Sawyer by Mark Twain
Chapter 2
CHAPTER II
SATURDAY morning was come, and all the summer world was bright and
fresh, and brimming with life. There was a song in every heart; and
if the heart was young the music issued at the lips. There was
cheer in every face and a spring in every step. The locust-trees
were in bloom and the fragrance of the blossoms filled the air.
Cardiff Hill, beyond the village and above it, was green with
vegetation and it lay just far enough away to seem a Delectable
Land, dreamy, reposeful, and inviting.
Tom appeared on the sidewalk with a bucket of whitewash and a
long-handled brush. He surveyed the fence, and all gladness left
him and a deep mel- ancholy settled down upon his spirit. Thirty
yards of board fence nine feet high. Life to him seemed hollow, and
existence but a burden. Sighing, he dipped his brush and passed it
along the topmost plank; repeated the operation; did it again;
compared the in- significant whitewashed streak with the
far-reaching continent of unwhitewashed fence, and sat down on a
tree-box discouraged. Jim came skipping out at the gate with a tin
pail, and singing Buffalo Gals. Bringing water from the town pump
had always been hateful work in Tom's eyes, before, but now it did
not strike him so. He remembered that there was company at the
pump. White, mulatto, and negro boys and girls were always there
waiting their turns, resting, trading playthings, quarrelling,
fighting, skylarking. And he remembered that although the pump was
only a hundred and fifty yards off, Jim never got back with a
bucket of water under an hour -- and even then some- body generally
had to go after him. Tom said:
"Say, Jim, I'll fetch the water if you'll whitewash some."
Jim shook his head and said:
"Can't, Mars Tom. Ole missis, she tole me I got to go an' git dis
water an' not stop foolin' roun' wid anybody. She say she spec'
Mars Tom gwine to ax me to whitewash, an' so she tole me go 'long
an' 'tend to my own business -- she 'lowed SHE'D 'tend to de
whitewashin'."
"Oh, never you mind what she said, Jim. That's the way she always
talks. Gimme the bucket -- I won't be gone only a a minute. SHE
won't ever know."
"Oh, I dasn't, Mars Tom. Ole missis she'd take an' tar de head
off'n me. 'Deed she would."
"SHE! She never licks anybody -- whacks 'em over the head with her
thimble -- and who cares for that, I'd like to know. She talks
awful, but talk don't hurt -- anyways it don't if she don't cry.
Jim, I'll give you a marvel. I'll give you a white alley!"
Jim began to waver.
"White alley, Jim! And it's a bully taw."
"My! Dat's a mighty gay marvel, I tell you! But Mars Tom I's
powerful 'fraid ole missis --"
"And besides, if you will I'll show you my sore toe."
Jim was only human -- this attraction was too much for him. He put
down his pail, took the white alley, and bent over the toe with
absorbing interest while the bandage was being unwound. In another
moment he was flying down the street with his pail and a tingling
rear, Tom was whitewashing with vigor, and Aunt Polly was retiring
from the field with a slipper in her hand and triumph in her
eye.
But Tom's energy did not last. He began to think of the fun he had
planned for this day, and his sorrows multiplied. Soon the free
boys would come tripping along on all sorts of delicious
expeditions, and they would make a world of fun of him for having
to work -- the very thought of it burnt him like fire. He got out
his worldly wealth and examined it -- bits of toys, marbles, and
trash; enough to buy an exchange of WORK, maybe, but not half
enough to buy so much as half an hour of pure freedom. So he
returned his straitened means to his pocket, and gave up the idea
of trying to buy the boys. At this dark and hopeless moment an
inspiration burst upon him! Nothing less than a great, magnificent
inspiration.
He took up his brush and went tranquilly to work. Ben Rogers hove
in sight presently -- the very boy, of all boys, whose ridicule he
had been dreading. Ben's gait was the hop-skip-and-jump -- proof
enough that his heart was light and his anticipations high. He was
eating an apple, and giving a long, melodious whoop, at intervals,
followed by a deep-toned ding- dong-dong, ding-dong-dong, for he
was personating a steamboat. As he drew near, he slackened speed,
took the middle of the street, leaned far over to star- board and
rounded to ponderously and with laborious pomp and circumstance --
for he was personating the Big Missouri, and considered himself to
be drawing nine feet of water. He was boat and captain and
engine-bells combined, so he had to imagine himself standing on his
own hurricane-deck giving the orders and executing them:
"Stop her, sir! Ting-a-ling-ling!" The headway ran almost out, and
he drew up slowly toward the sidewalk.
"Ship up to back! Ting-a-ling-ling!" His arms straightened and
stiffened down his sides.
"Set her back on the stabboard! Ting-a-ling-ling! Chow!
ch-chow-wow! Chow!" His right hand, mean- time, describing stately
circles -- for it was representing a forty-foot wheel.
"Let her go back on the labboard! Ting-a-ling- ling!
Chow-ch-chow-chow!" The left hand began to describe circles.
"Stop the stabboard! Ting-a-ling-ling! Stop the labboard! Come
ahead on the stabboard! Stop her! Let your outside turn over slow!
Ting-a-ling-ling! Chow-ow-ow! Get out that head-line! LIVELY now!
Come -- out with your spring-line -- what're you about there! Take
a turn round that stump with the bight of it! Stand by that stage,
now -- let her go! Done with the engines, sir! Ting-a-ling-ling!
SH'T! S'H'T! SH'T!" (trying the gauge-cocks).
Tom went on whitewashing -- paid no attention to the steamboat. Ben
stared a moment and then said: "Hi-YI! YOU'RE up a stump, ain't
you!"
No answer. Tom surveyed his last touch with the eye of an artist,
then he gave his brush another gentle sweep and surveyed the
result, as before. Ben ranged up alongside of him. Tom's mouth
watered for the apple, but he stuck to his work. Ben said:
"Hello, old chap, you got to work, hey?"
Tom wheeled suddenly and said:
"Why, it's you, Ben! I warn't noticing."
"Say -- I'm going in a-swimming, I am. Don't you wish you could?
But of course you'd druther WORK -- wouldn't you? Course you
would!"
Tom contemplated the boy a bit, and said:
"What do you call work?"
"Why, ain't THAT work?"
Tom resumed his whitewashing, and answered care- lessly:
"Well, maybe it is, and maybe it ain't. All I know, is, it suits
Tom Sawyer."
"Oh come, now, you don't mean to let on that you LIKE it?"
The brush continued to move.
"Like it? Well, I don't see why I oughtn't to like it. Does a boy
get a chance to whitewash a fence every day?"
That put the thing in a new light. Ben stopped nibbling his apple.
Tom swept his brush daintily back and forth -- stepped back to note
the effect -- added a touch here and there -- criticised the effect
again -- Ben watching every move and getting more and more
interested, more and more absorbed. Pres- ently he said:
"Say, Tom, let ME whitewash a little."
Tom considered, was about to consent; but he altered his
mind:
"No -- no -- I reckon it wouldn't hardly do, Ben. You see, Aunt
Polly's awful particular about this fence -- right here on the
street, you know -- but if it was the back fence I wouldn't mind
and SHE wouldn't. Yes, she's awful particular about this fence;
it's got to be done very careful; I reckon there ain't one boy in a
thousand, maybe two thousand, that can do it the way it's got to be
done."
"No -- is that so? Oh come, now -- lemme just try. Only just a
little -- I'd let YOU, if you was me, Tom."
"Ben, I'd like to, honest injun; but Aunt Polly -- well, Jim wanted
to do it, but she wouldn't let him; Sid wanted to do it, and she
wouldn't let Sid. Now don't you see how I'm fixed? If you was to
tackle this fence and anything was to happen to it --"
"Oh, shucks, I'll be just as careful. Now lemme try. Say -- I'll
give you the core of my apple."
"Well, here -- No, Ben, now don't. I'm afeard --"
"I'll give you ALL of it!"
Tom gave up the brush with reluctance in his face, but alacrity in
his heart. And while the late steamer Big Missouri worked and
sweated in the sun, the retired artist sat on a barrel in the shade
close by, dangled his legs, munched his apple, and planned the
slaughter of more innocents. There was no lack of material; boys
happened along every little while; they came to jeer, but remained
to whitewash. By the time Ben was fagged out, Tom had traded the
next chance to Billy Fisher for a kite, in good repair; and when he
played out, Johnny Miller bought in for a dead rat and a string to
swing it with -- and so on, and so on, hour after hour. And when
the middle of the afternoon came, from being a poor
poverty-stricken boy in the morning, Tom was literally rolling in
wealth. He had besides the things before mentioned, twelve marbles,
part of a jews-harp, a piece of blue bottle-glass to look through,
a spool cannon, a key that wouldn't unlock anything, a fragment of
chalk, a glass stopper of a decanter, a tin soldier, a couple of
tadpoles, six fire-crackers, a kitten with only one eye, a brass
door- knob, a dog-collar -- but no dog -- the handle of a knife,
four pieces of orange-peel, and a dilapidated old window
sash.
He had had a nice, good, idle time all the while -- plenty of
company -- and the fence had three coats of whitewash on it! If he
hadn't run out of whitewash he would have bankrupted every boy in
the village.
Tom said to himself that it was not such a hollow world, after all.
He had discovered a great law of human action, without knowing it
-- namely, that in order to make a man or a boy covet a thing, it
is only necessary to make the thing difficult to attain. If he had
been a great and wise philosopher, like the writer of this book, he
would now have comprehended that Work consists of whatever a body
is OBLIGED to do, and that Play consists of whatever a body is not
obliged to do. And this would help him to understand why
constructing artificial flowers or performing on a tread-mill is
work, while rolling ten-pins or climbing Mont Blanc is only
amusement. There are wealthy gentlemen in England who drive
four-horse passenger- coaches twenty or thirty miles on a daily
line, in the summer, because the privilege costs them considerable
money; but if they were offered wages for the service, that would
turn it into work and then they would resign.
*
- * -
Minder Chen, 2011-2012
Vision to Execution
…those who did make the future happen deserve double and triple
credit. They not only saw the future, but also trusted their vision
to follow through, and translated vision to execution.
http://www.newyorker.com/reporting/2011/05/16/110516fa_fact_gladwell
Why? The Ouster of Steve Jobs from Apple
“The ancient Greeks had a word for Steve's behavior. They called it
hubris, the insolent pride that humans exhibited when they thought
they could challenge the gods. The gods' response was always the
same: to strike down the arrogant human with a bolt from the
heavens.”
Customers disliked the idea that it was not expandable, that it had
a small screen, and that there was no color.
Without useful software products for Mac, the Mac was seen as a
toy, a flaky machine that you could love, but you wouldn't buy. No
Lotus 123….
“Steve did his market research by looking into the mirror every
morning.”
Floppy disk swapping problem.
1986 LucasFilm computer division owned by George Lucas:
Hardware: Pixar Image Computer
Tin Toy
He offered to pay Lucas $5 million plus invest another $5 million
to capitalize the division as a stand-alone company. Own 80% of the
company.
“All I ask of you, John, is to make it great!” to Lasseter
- * -
1991 another round of investment by Steve Jobs, total $50 millions.
(Half of money of Apple stock sold by Steve Jobs.) 42 employees
only.
Looking back, Jobs said that, had he known more, he would have
focused on animation sooner and not worried about pushing the
company’s hardware or software applications.
On the other hand, had he known the hardware and software would
never be profitable, he would not have taken over Pixar. “Life kind
of snookered me into doing that, and perhaps it was for the
better.”
Jobs contemplated selling Pixar.
Pixar made a $26 million deal with Disney to produce three
computer-animated feature films, the first of which was Toy
Story.
Only after confirming that Disney would distribute Toy Story for
the 1995 holiday season did he decide to give it another
chance.
--·
- * -
The Story of “Toy Story”
Nov. 19, 1995 Toy Story premium and Nov. 22 formal release.
“Everyone has had the traumatic childhood experience of losing a
toy. Our story takes the toy’s point of view as he loses and tries
to regain the single thing most important to him: to be played with
by children. This is the reason for the existence of all toys. It
is the emotional foundation of their existence.”
Woody, a pull-string cowboy doll, is the leader of a group of toys
that belong to a boy named Andy Davis and come to life when humans
are not in sight. With his family moving to a new home and having a
party, both one week before his birthday, the toys stage a
reconnaissance mission to discover Andy's new presents. Andy
receives a space ranger Buzz Lightyear action figure, whose
interesting features threaten Woody's position as Andy's favorite
toy. What's worse, Buzz does not realize that he is a toy and
thinks that he is a real space ranger--and many of Woody's toy pals
also fall for this fantasy.
As Andy prepares to go to a family outing at a space-themed Pizza
Planet restaurant with Buzz, Woody attempts to have Buzz misplaced,
but knocks him out a window instead. With Buzz missing, Andy takes
Woody to Pizza Planet with him instead. However, Buzz climbs into
the car and confronts Woody when they stop at a gas station. The
two toys fight and accidentally fall out of the car, which drives
off and leaves them behind. Woody sees a pickup truck bound for
Pizza Planet and plans to rendezvous with Andy there, convincing
Buzz to come with him by saying that the pickup truck can take him
to his home planet. Once at Pizza Planet, Buzz makes his way into a
claw game machine shaped like a spaceship, thinking that it is the
ship that Woody had promised him. When Woody follows Buzz into the
claw game to try and rescue him, they get captured by Andy's next
door neighbor, Sid Phillips, who likes to torture and destroy toys
for fun.
At Sid's house, the two stage numerous attempts to escape before
Andy's family's moving day, encountering nightmarish hodge-podge
toys of Sid's creation as well as Sid's vicious dog, Scud. Buzz
sees a commercial for Buzz Lightyear action figures just like
himself and realizes that he is a toy and becomes too depressed to
participate in Woody's escape plan. Sid prepares to destroy Buzz by
strapping him to a rocket, but is delayed by a thunderstorm and
sleeps for the night. Woody convinces Buzz life is worth living
even if he is not a space ranger because of the joy he can bring to
Andy, and helps Buzz regain his spirit. Cooperating with Sid's
mutant toys, Woody stages a rescue for Buzz and scares Sid away by
coming to life in front of him. However, the two miss Andy's car as
it drives away to his new house.
Running down the road, they climb onto a moving truck but Scud
chases them and Buzz tackles the dog to save Woody. Woody attempts
to rescue Buzz with Andy's RC car but the other toys, who still
distrust him, toss Woody off onto the road. Spotting Woody driving
RC back with Buzz alive, the other toys realize their mistake and
try to help them into the truck. When RC's batteries become
depleted, Woody ignites the rocket on Buzz's back and manages to
throw RC into the moving truck just in time before they go soaring
into the air. Buzz then opens his wings to cut himself free before
he and Woody glide safely into the car. Andy looks in the box and
is relieved to have found Woody and Buzz.
*
- * -
Not for the Money???
Pixar held its initial public offering on November 29, 1995, and
the company's stock was priced at US$22 per share. 2249 $39 at the
end of the day.
Steve Bobs, owned 80% and which worth1.2 billions (50 times ROI,
and 5 times Steve earned from Apple’s IPO)
“There’s no yacht in my future,”
“I’ve never done this for the money.”
46
2011-11-24
NeXT
NeXTNeXTPaul RandNeXT
NeXTEDSRoss PerotNeXTNeXTHartmut EsslingerNeXT
*
- * -
Minder Chen, 2011-2012
Apple Bought NeXT
Apple bought NeXt for $400 millions or so. Mac OS Beta 2000.
December 20, 1996—in front of 250 cheering employees at Apple
headquarters. Amelio did as Jobs had requested and described his
new role as merely that of a part-time advisor.
Apple were less than 90 days from being insolvent when Jobs became
iCEO. (9/1997)
Apple paid $429 million in cash which went to the initial investors
and 1.5 million Apple shares which went to Steve Jobs. (Steve Jobs
was deliberately not given cash for his part in the deal.
Apple will pay about $350 million in cash and stock for the
privately held Next to purchase that company's shares and an
additional $50 million to cover its debts.
http://news.cnet.com/Apple-acquires-Next,-Jobs/2100-1001_3-256914.html
Focus
Jobs said. “I couldn’t figure it out.” He finally began asking
simple questions, like, “Which ones do I tell my friends to
buy?”
Apple would drop its 20+ product lines and had 4 left.
Focus
Steve Jobs had the power to focus like a laser beam.
“Deciding what not to do is as important as deciding what to do. ….
That’s true for companies, and it’s true for products.”
His [Steve Jobs] job had been to prune the apple trees so that they
would stay strong, and that became a metaphor for his pruning at
Apple.
We are the most focused company …We say no to good ideas every day.
We say no to great ideas in order to keep the amount of things we
focus on very small in number so that we can put enormous energy
behind the ones we do choose. ….you could probably put every
product on it that Apple makes, yet Apple’s revenue last year was
$40 billion… That’s not just saying yes to the right products, it’s
saying no to many products that are good ideas, but just not nearly
as good as the other ones.
— Tim Cook (Apple COO) (via DaringFireball)
*
- * -
The round pegs in the square holes.
The ones who see things differently.
They’re not fond of rules.
And they have no respect for the status quo.
You can quote them, disagree with them, glorify or vilify
them.
About the only thing you can’t do is ignore them.
Because they change things.
They push the human race forward.
While some may see them as the crazy ones, we see genius.
Because the people who are crazy enough to think they can change
the world, are the ones who do.
iMac Case
Ives & his team studied how to make translucent colors look
enticing in a jelly bean factory
http://static.flickr.com/3557/3430015163_36fa032ab8.jpg
Around the back, we have a great handle here.
The back of this thing looks better than the front of the another
guy by the way.
Head of Design Jony Ive and head of Hardware Jon Rubistein with the
lifesavers iMacs
- Steve Jobs
It was rough, really rough, the worst time in my life. I had a
young family. I had Pixar. I would go to work at 7 a.m. and I’d get
back at 9 at night, and the kids would be in bed. And I couldn’t
speak, I literally couldn’t, I was so exhausted. I couldn’t speak
to Laurene.
- * -
Minder Chen, 2011-2012
Why Apple Stores?
Other computers were pretty generic, but Apple’s had innovative
features and a higher price tag.
Mega-chains and big box stores, where most clerks had neither the
knowledge nor the incentive to explain the distinctive nature of
Apple products.
Control the experience of buying Apple products. An awesome store
where people can try things will help that.
But, Gateway has tried this and failed, while Dell is selling
direct to consumers without stores and succeeding.
http://en.wikipedia.org/wiki/File:Line_at_Apple_Store_in_NYC.jpg
-
Hired Ron Johnson, VP for merchandising at Target in 2000 as SVP of
Retail at Apple.
Nov. 1, 2011 left apple to become CEO of JC Penney
Johnson, who is now CEO of JC Penney and has a tough mission to
revitalize the retailer’s business, recounts that “People come to
the Apple Store for the experience — and they're willing to pay a
premium for that. There are lots of components to that experience,
but maybe the most important — and this is something that can
translate to any retailer — is that the staff isn't focused on
selling stuff, it's focused on building relationships and trying to
make people's lives better.”
Johnson admits this may sound “hokey” but claims there’s nothing
cheesy about it because it works: “The staff is exceptionally well
trained, and they're not on commission, so it makes no difference
to them if they sell you an expensive new computer or help you make
your old one run better so you're happy with it.”
He elaborates, saying that “Their job is to figure out what you
need and help you get it, even if it's a product Apple doesn't
carry. Compare that with other retailers where the emphasis is on
cross-selling and upselling and, basically, encouraging customers
to buy more, even if they don't want or need it. That doesn't
enrich their lives, and it doesn't deepen the retailer's
relationship with them. It just makes their wallets lighter.”
Johnson strongly believes that the success of Apple’s retail stores
comes from adding value beyond selling the goods.
He said that most stores require a complete overhaul to move from a
transaction mind-set—“how do we sell more stuff?”—to a
value-creation mind-set.
And Apple made it because they reinvented the concept, Ron
said.
“The Apple Store succeeded not because we tweaked the traditional
model. We reimagined everything. We completely rethought the
concept of ‘try before you buy’: You can test-drive any product,
loaded with the applications and types of content you’re actually
going to use, and get someone to show you how to use it. If you buy
it, we’ll set it up for you before you leave the store. If you need
help after that, you can come back for personal training. If
there’s a problem, you can usually get it fixed faster than a dry
cleaner can launder your shirt,” Johnson mentioned.
*
- * -
Sell Dreams (Life Styles), Not Products
Apple stores should be in malls and on Main Streets—in areas with a
lot of foot traffic, no matter how expensive.
A good company must “impute”—it must convey its values and
importance in everything it does, from packaging to
marketing.
The store will become the most powerful physical expression of the
brand.
Staff isn't focused on selling stuff, it's focused on building
relationships and trying to make people's lives better.
“The success of Apple’s retail stores comes from adding value
beyond selling the goods.”
http://news.softpedia.com/news/How-Ron-Johnson-Will-Revitalize-JC-Penney-235969.shtml
Best service experiences: Four Seasons or Ritz-Carlton Hotel.
Johnson sent his first five store managers through the Ritz-Carlton
training program.
- * -
pro - top-end desktops (G4/G5) and laptops (Powerbooks), LCD
displays (17"-20"-23")
photo - iPhoto, digital cameras
movies - iMovie, iDVD, digital camcorders
kids - computers running kid-level software; has distinctive black
spherical "Totino" seats by Baleri Italia (available at Unica for
$364)
Genius Bar, a 12-46 foot-long counter with stools by Artek (photo,
pdf), that is staffed with experts on all things Apple. It has that
famous "Red Phone" that connects with experts in Cupertino (Calif.)
to solve any problem. Different phones are used: the old Bell-style
phone with no rotary dial, and more modern, Meridien-style phone
sets. Some of the counters have pull-out extensions to accomodate
those in wheelchairs. High-profile stores have very long bars.
Lastely the bars have become a hub for repairs and consultations,
making for some pretty cluttered counters.
buy - has appeared on the ceiling of newer stores, indicating the
point-of-sale counter, usually on the side at smaller stores
theater - all stores have a rear-projection screen with an audience
area, which is either U-shaped wooden benches or full theater seats
in rows. The theaters host lots of different events .
Studio - a newer section at selected stores where experts will
answer your application-oriented, creative questions.
*
- * -
Apple Store
Apple’s 326 stores generate more visitors in a quarter than
Disney’s top four parks get in a year.
Shopping Specialist
Consultant
Runner
Genius
Some of the most astonishing details about tech giant, Apple,
detailing its intensive work regulations and client-interaction
training has come to light in a recent report.
The new report by the Wall Street Journal unfolds the inside
details of functioning within the association - some of the
association's closely guarded secrets. Some of these surprising
details include:
In a single quarter, Apple's stores across the world have more
visitors than Walt Disney's four theme parks.
Apple's retail sale per square foot in a single year including
online sales is $5,914 which is much higher than that of Tiffany
& Co. ($3,070) and luxury retailer Coach Inc. ($1,776).
The company has strict restrictions on privacy and employees are
asked not to discuss or spread any kind of rumors against the
company.
An important part of the company's training modules for its
employees is "not to sell" but to understand the problems faced by
the customers and to solve them.
The confidential manuals also direct in-store technicians to
respond to customers using simple reassurances, like 'Uh-huh' 'I
understand,' etc."
An employee late even by six minutes three times in six months may
be fired.
Several members of Apple's initial retail team were from Gap and
hence, many times, people joke that they were working at
"Gapple".
Wage distribution varies for different levels within the store.
While the Geniuses are paid $30 per hour, staffers at the sales
level may receive up to $9 to $15 per hour.
*
- * -
http://en.wikipedia.org/wiki/Apple_Inc.#Name
The Beginning
Jeff Robbin and Dave Heller, former Apple software engineers. Their
product, known as SoundJam, offered Mac users an interface for the
Rio and software for managing the songs on their computer.
iTunes
Tony Fadell began his show-and-tell by taking the various parts
they were using out of a box and spreading them on the table. There
were the 1.8-inch drive, LCD screen, boards, and batteries, all
labeled with their cost and weight. iPod
- * -
iPod Storage
February 2001
Toshiba, the engineers mentioned a new product they had in the lab
that would be ready by that June. It was a tiny, 1.8-inch drive
(the size of a silver dollar) that would hold five gigabytes of
storage (about a thousand songs), and they were not sure what to do
with it.
Apple negotiating with Toshiba to have exclusive rights to every
one of the disks it could make.
"1,000 songs in your pocket." (2001)
Simplicity: The Elimination of Clutter
“He made devices simpler by eliminating buttons, software simpler
by eliminating features, and interfaces simpler by eliminating
options.”
*
- * -
http://allaboutstevejobs.com/bio/long/09.html
iTunes Music Store iTunes Store
Steve Jobs introducing the iTunes Music Store on Apr. 28,
2003
iTune Store sells digital songs for 99 cents—a simple and impulsive
purchase. The record companies would get 70 cents of that.
http://bits.blogs.nytimes.com/2008/08/11/steve-jobs-tries-to-downplay-the-itunes-stores-profit/
*
- * -
Minder Chen, 2011-2012
Invention vs. Innovation
The iPod wasn't the first portable music device (Sony popularized
the "music anywhere, anytime" concept 22 years earlier with the
Walkman)
What made Apple innovative was that it combined all of
these elements -- design, ergonomics and ease of use -- in a single
device, and then tied it directly into a platform that effortlessly
kept that device updated with music.
Apple invented nothing. Its innovation was creating an
easy-to-use ecosystem that unified music discovery, delivery
and device. And, in the process, they revolutionized the music
industry.
Questioning: ;
Observing: ;
Associative Thinking: making connections across “seemingly
unrelated questions, problems, or ideas.”
:…
The most powerful overall driver of innovation was
associating—making connections across “seemingly unrelated
questions, problems, or ideas.”
https://www.mckinseyquarterly.com/Sparking_creativity_in_teams_An_executives_guide_2786
How might Disney engage with our consumers?
How could Southwest Airlines cut our costs?
How would Zara redesign our supply chain?
How would Starwood Hotels design our customer loyalty
program?
*
- * -
The Birth of iPhone: Three Revolutionary Products in One
By 2005 iPod sold 20 million, 400% increase over previous year,
accounting for 45% of Apple’s revenue that year It was also
burnishing the hipness of the company’s image in a way that drove
sales of Macs.
Steve Jobs was always obsessing about what could mess us up.
The device that can eat our lunch is the cell phone.” As he
explained to the board, the digital camera market was being
decimated now that phones were equipped with cameras. The same
could happen to the iPod, if phone manufacturers started to build
music players into them. “Everyone carries a phone, so that could
render the iPod unnecessary.”
- * -
Minder Chen, 2011-2012
Cannibalize Yourself
One of Jobs’s business rules was to never be afraid of
cannibalizing yourself. “If you don’t cannibalize yourself, someone
else will.”
Emerging technologies
Entry threat/
Entry barriers
Virtual Keyboard
iPhone should have been all about the display, but in their current
design the case competed with the display instead of getting out of
the way. The whole device felt too masculine, task-driven,
efficient.
Apple “pressed the reset button and started over.”
iPhone was tightly sealed (desire to control)
Thin is beautiful.
Materials (translucent & colored
plastic Titanium aluminum)
New Products/
Market
Licensing
*
- * -
iPad + iPad Apps
- * -
(Think out of the box)
(Think different)
(From meditation to epiphany)
cannot predict the rise of Apple or totally explain what Apple has
done via iPod, iPhone, and iPad. But we should learn from other
people and companie' successes and failures to create new patterns
that worth studying.
People often mentioned innovation, product design, and other
factors for Apple success.
1. ,,,( ),AppleApple , not just the niche segment in the
marketplace.
2. Think about the whole ecosystem not just the product. Device:
(iPad, iPhone, iPad) + Distribution Channel: (iTune, Apple Store) +
Content/apps: (Musics, Movies, and Apps)
3. Compete with yourself, encroaching your own successful products
by featues and prices.
However, Apple still takes a close system approach like Mac before.
It may fail like before; however, I cannot understand how Apple get
its cost/price down so much that its potential competitors have a
hard time matching its offering, in price, not mentioning features
or coolness. If anyone of you have Apple drives its price down that
much (Moore's Law?), please let us know.
The following is from a chapter on "Change Management" that I wrote
for a book edited by a friend that may be published late this
year.
Joseph Schumpeter,1883-1950entrepreneurs creative destruction [1]
paradigmParadigm ShiftThomas Kuhn1962The Structure of Scientific
Revolution
I don't know the key to
success, but the key to failure is trying to please everybody. -
Bill Cosby
§ The piano don't got no
wrong notes. - Thelonious Monk
§ Aging - It is after you
have lost your teeth that you can afford to buy steaks. - Pierre
August Renoir
§ Get your facts straight
first. Then you can distort them anyway you want. - Mark
Twain
§ The problem is not what
we don't know, but what we do know that's wrong. - Mark Twain
§ We should be careful to
get out of an experience all the wisdom that is in it--not like the
cat that sits on a hot stove lid. She will never sit down on a hot
lid again-and that is well; but also she will never sit down on a
cold one anymore. -Mark Twain
§ Courage may be the most
important of all virtues, because without it one cannot practice
any other virtue with consistency. - Maya Angelou
§ Although human
ingenuity makes various inventions, corresponding by various
machines to the same end, it will never discover any inventions
more beautiful, more appropriate or more direct than nature,
because in her inventions nothing is lacking and nothing is
superfluous. - Leonardo DaVinci
§ Study nature, love
nature, stay close to nature. It will never fail you. - Frank Lloyd
Wright
§ Art is a series of
recoveries from the first line. The hardest thing to do is put down
the first line. But you must. - Nathan Olivera
§ Experience is that
marvelous thing that enables you recognize a mistake when you make
it again. - F. P. Jones
§ And in the end, we
arrive back at the beginning, and know the place for the first
time. - T.S. Elliot
§ The first draft of
anything is shit - Ernest Hemingway
§ Pay no attention to
what the critics say; no statue has ever been put up to a critic. -
Jean Sibelius
§ A man who knows that he
is a fool is not a great fool. - Chuang Tzu
§ Genius is one percent
inspiration and 99 percent perspiration. - Thomas Edison
§ To accomplish great
things, we must dream as well as act. - Anatole France
§ I can't understand why
people are frightened of new ideas. I'm frightened of the old ones.
- John Cage
§ It is a good morning
exercise for a research scientist to discard a pet hypothesis every
day before breakfast. It keeps him young. - Konrad Lorenz
§ An undefined problem
has an infinite number of solutions. - Robert A. Humphrey
§ Computers are useless.
They can only give you answers. - Picasso
§ Imagination is more
important than knowledge. -Albert Einstein
§ Most people say that it
is the intellect which makes a great scientist. They are wrong; it
is the character. - Albert Einstein
§ Happiness isn't
something you experience; it's something you remember. - Oscar
Levant
§ Try to learn something
about everything and everything about something. - T.H.
Huxley
§ Folks who have no vices
have very few virtues. - Abraham Lincoln
§ Live as if you were to
to die tomorrow. Learn as if you were to live forever. - Mohandas
K. Gandhi
§ You pass a lot of
failure on the road to success. – Mickey Rooney
§ It is the peculiar and
perpetual error of the human understanding to be more moved and
excited by affirmatives than by negatives. --Francis Bacon
§ Well done is better
than well said. - Benjamin Franklin (1706-1790)
§ Obstacles are those
frightful things you see when you take your eyes off your goal. -
Henry Ford (1863-1947)
§ Eyes and ears are bad
witnesses for men with barbarian souls - Heraclites, a pre-Socratic
philosopher.
§ Talent imitates, but
genius steals. - T.S. Elliott.
§ Fortune can bestow on
us no greater gift than discord among our foes. - Publius Cornelius
Tacitus (Roman historian, 55 - 120 AD)
§ Sunshine is the best
disinfectant. - Justice Louis D. Brandeis
§ The reasonable man
adapts himself to the world; the unreasonable one persists in
trying to adapt the world to himself. Therefore all progress
depends on the unreasonable man. - George Bernard Shaw, Maxims for
Revolutionists
§ All I know is that I
know nothing. - Socrates
Misc Unclaimed (Let me know if someone deserves credit):
§ Many questions are
unanswerable. Many answers are questionable.
§ Things of quality have
no fear of time.
§ Eagles may soar, but
weasels aren't sucked into jet engines.
§ A conclusion is the
place where you got tired of thinking.
§ Experience is something
you get right after you really needed it.
§ He who hesitates is
probably right.
§ Never do card tricks
for the people you play poker with.
§ No one is listening
until you make a mistake.
§ Success occurs in
private and failure in public.
§ To succeed it is often
necessary to rise above your principles.
§ Two wrongs are usually
only the beginning.
§ You never really learn
to swear until you learn to drive.
§ The real problem with
the gene pool is that there is no lifeguard.
§ In choosing between two
evils, pick the one you haven't tried.
§ Don't sweat petty
things, or pet sweaty things.
§ A fool and his money
are soon partying.
§ Money can't buy love
but it can rent a very close imitation.
§ If one out four people
are mentally ill, don't have three sane friends.
§ Your sole purpose in
life might be to serve as a warning to others.
§ The two most common
elements in the universe are hydrogen and stupidity.
§ If at first you don't
succeed, skydiving is not for you.
§ In life one often
experiences Deja Moo -- The feeling you've heard this bull
before.
§ The trouble with doing
something right the first time is that nobody appreciates how
difficult it was.
§ If the average woman
would rather have beauty than brains, this is because the average
man can see better than he can think.
§ Attitude, not aptitude
attains altitude.
§ __
§ Never, under any
circumstances, take a sleeping pill and a laxative on the same
night.
§ If you had to identify,
in one word, the reason why the human race has not achieved, and
never will achieve, its full potential, that word would be
§ "meetings."
§ There is a very fine
line between "hobby" and "mental illness."
§ People who want to
share their religious views with you almost never want you to share
yours with them.
§ You should not confuse
your career with your life.
§ Nobody cares if you
can't dance well. Just get up and dance.
§ Never lick a steak
knife.
§ The most destructive
force in the universe is gossip.
§ You will never find
anybody who can give you a clear and compelling reason why we
observe daylight savings time.
§ You should never say
anything to a woman that even remotely suggests that you think
she's pregnant unless you can see an actual baby emerging from her
at that moment.
§ There comes a time when
you should stop expecting other people to make a big deal about
your birthday. That time is age eleven.
§ The one thing that
unites all human beings, regardless of age, gender, religion,
economic status or ethnic background, is that, deep down inside, we
ALL believe that we are above average drivers.
§ A person, who is nice
to you, but rude to the waiter, is not a nice person. (This is very
important. Pay attention. It never fails.)
§ Your friends love you
anyway.
§ Never be afraid to try
something new. Remember that a lone amateur built the Ark. A large
group of professionals built the Titanic.
§ There's nothing more
intelligent than preparing for one's own stupidity.
§ You have to step in the
mud to leave footprints.
§ There are three kinds
of people: people who want others to like them, people who want
others to envy them, and people who don't care. Usually, none of
them get what they want.
§ There are two kinds of
people: people who categorize people into groups and people who
don't.
§ You can always do
better than the next guy.
(2) No matter how hard you try, someone may always do better than
you.
(3) never listen to people who contradict themselves.
§ Confidence and
sincerity are all that's needed.
*
- * -
Apple University: Cloning Steve Jobs?
Apple University: Steve Jobs hired Joel Podolny, dean of the Yale
School of Management, to compile a series of case studies analyzing
important decisions the company had made, including the switch to
the Intel microprocessor and the decision to open the Apple Stores.
Top executives spent time teaching the cases to new employees, so
that the Apple style of decision making would be embedded in the
culture.
“Never ask what I would do.
Just do what's right.”
"Never ask what I would do. Just do what's right."
“Among his last advice he had for me, and for all of you, was to
never ask what he would do. ‘Just do what’s right,’” Cook said.
Jobs wanted Apple to avoid the trap that Walt Disney Co. (DIS) fell
into after the death of its iconic founder, Cook said, where
“everyone spent all their time thinking and talking about what Walt
would do.”