Twenty years after the fall of the Berlin Wall, new walls are being erected that challenge the fundamental right of the public to free news and information. However, free today no longer means free from bias or state control, but instead not paying for content. News Corp.'s announcement that it would introduce pay walls has set off a firestorm of response -- the majority of whom say it will not work. The minority see Murdoch as the potential savior of professional journalism, an ironic twist for the man behind The New York Post and other tabloids. Others focus on the proposed model and respond that it could work, if News Corp. can apply the lessons it has learned from pay television and the music industry, which evolved its model in response to illegal downloading.
Tag: Steve Jobs
This past weekend, the Wall Street Journal included a neatly illustrated article by Joe Queenan on the dearth of imagination in Hollywood in 2010. The Worst Movie Year Ever? lamented recent storytelling efforts in Tinstletown, painting a picture of movie theaters around the country where audiences sit “listlessly through a series of lame, mechanical trailers for upcoming films that look exactly like the DOA movies audiences avoided last week.” I’m familiar with the feeling that the popcorn is the only thing to be happy about in theaters this summer. But as I was thinking about it, I started to wonder: is Queenan simply describing the state of entertainment, or is he actually providing a metaphor for the state of business lately?
When Steve Jobs took to the stage in San Francisco's Moscone Center on January 27, the world knew what to expect: Apple would finally announce its long-awaited tablet. With that pre-determined focus and the anticipatory roar for the next "insanely great" thing, most missed the larger announcement of the day. Steve Jobs did not simply announce the company's latest creation; he completed a task first made public in January 2007, when the company dropped "Computer" from its name to become Apple, Inc. The real news hidden in plain view as Jobs unveiled iPad was the repositioning of the company that created the personal computer.
Marketing strategy is particularly difficult because the rules have changed. A generation ago, brands mostly strove to create buzz and “drive awareness,” now they need to build compelling experiences that keep consumers engaged.
In January of 2007, not long after Steve Jobs unveiled Apple's first iPhone at that year's Macworld conference, Microsoft CEO Steve Ballmer sat down for an interview with CNBC in which he was asked about his initial reaction to his competitor's new device. He guffawed. Really, whole-heartedly guffawed. "$500 full-subsidized with a plan!" he said. "[It] is the most expensive phone in the world and it doesn't appeal to business customers because it doesn't have a keyboard which makes it not a very good email machine."
Apple Inc. occupies an enviable position in the tech world. But it also faces unique challenges—including charting its course after the death of the visionary Steve Jobs. The Wall Street Journal's Walt Mossberg and Kara Swisher spoke with Apple's new chief executive officer, Tim Cook, about the future of the company's signature product lines, and what he plans to change.
Steve Jobs was a visionary, a brilliant innovator who reshaped entire industries by the force of his will, a genius at giving consumers not only what they wanted, but what they didn't yet know they wanted. He was also a world-class a**hole.
Apple television rumors have swirled for years. But only now do we know that when speaking to his official biographer, Steve Jobs was keen to reinvent the television. And after ages trying to polish it into a user-friendly interface to video content he finally felt he'd "cracked it." Excitement has grown quickly since this revelation, but one analyst--Gene Munster--has checked with his sources and says that test HDTV prototypes are already in the pipeline, suggesting the device could be en route sooner than we thought.
In a few days Fast Company’s next magazine issue will begin arriving in newsstands and mailboxes. The issue has four different covers, and one of them features a picture of Steve Jobs. But this is not a commemorative obituary. In fact, the issue had already been printed at our plant when Jobs passed away. Instead the magazine offers a forward-looking analysis of what’s next for Apple--and how it will be battling with America’s three other favorite tech companies: Amazon, Facebook, and Google. We’ve dubbed this coming clash “The Great Tech War of 2012.”
One constant of the outpouring of grief over the death of Steve Jobs has been modified Apple logos, including creative use of apples in front of Apple stores. What few realize is that this capacity to fiddle with Apple's most recognizable bit of brand identity, and at the same time not lose any of that identity, speaks to the power of even the simplest element of what the Apple brand is.
While there are many things worth celebrating of Steve Jobs's life, the greatest gift Steve gave us is a way to design our own lives.
While there are many things worth celebrating of Steve Jobs' life, the greatest gift Steve gave us is a way to design our own lives.
For many of Apple’s customers, investors and fans, the most important thing about new chief executive Tim Cook is that he is not Steve Jobs.
Last night in after-hours trading, Apple's stock dropped precipitously. The prophets of Apple's doom emerged after a very long hibernation. Even those bullish on Apple's prospects could hardly muster more than lukewarm praise of Tim Cook's appointment to CEO of Apple Inc, saying, "he's pretty good, but he's no Steve Jobs." We believe they're all missing the point. Jobs has managed to perform the ultimate feat of leadership — he's embedded himself so deeply within the cultural fabric of Apple that the company no longer needs him.
A group of high-ranking cable television executives met with Apple Inc. Chief Executive Steve Jobs in Silicon Valley last April to discuss how to make more movies and TV shows available on Apple's newly launched iPad tablet device. Those discussions eventually led to the live cable TV apps launched in recent weeks by Cablevision Systems Corp. and Time Warner Cable Inc., which could transform how consumers watch TV in their homes but have raised objections from programmers.
Just 13 years ago, Apple was on the verge of bankruptcy. Today, it is the world's most admired tech company. Steve Jobs can be credited for the drastic turnaround. But how did he do it? By thinking differently, innovating, and being controversial.
To no one’s surprise, including mine, Apple once again has the industry all abuzz about their latest innovation – the iPad2. After months of speculation and free press, Apple unveiled—through their charismatic and enigmatic leader, Steve Jobs—how they intend to extend their dominance over the rapidly expanding tablet market with the iPad2. As much as I admire Apple’s relentless pursuit and delivery of innovation, it’s their stranglehold on customer sentiment and the media in particular that I find even more impressive and, frankly, enviable. The question is, “Is it sustainable?”
A quick quiz in "masters of experience design." When you hear the name Steve Jobs, what products come to mind? iPad, iPhone, iPod, iMac, some others, perhaps. OK, now the same question of product associations - with the name... ready?... Shigeru Miyamoto. Go for it. Plenty of people will know the answer right off. But lots of people have no idea who Miyamoto is - even though they know his products quite well.
“Queen of the Net” and acclaimed web analyst Mary Meeker delivered one of her landmark presentations on worldwide internet trends at a recent Web 2.0 Summit in San Francisco. When Meeker speaks, people listen. They listen very carefully. Meeker has become famous for her incisive presentations on the state of the internet, bringing it all together in a way that makes sense.
In a year already marked by innovations, Apple on Wednesday unveiled advances on multiple fronts that drove home its ultimate goal: to become the architect of home entertainment.
Several weeks ago Bloomberg BusinessWeek published an article about Steve Jobs entitled, The Last Pitchman. It documented Jobs’ seemingly inexplicable ability to sell practically anything, as evidenced by his glorious pitch for the iPhone 4, a “new” product which the news media had already gotten hold of and detailed weeks before. I tore the pages out of the magazine as is my habit with content which proffer good fodder for blogposts. Although the article was fascinating, I struggled with how to make sense of it — until last Sunday when I read a New York Times interview with Aaron Levie, co-founder and CEO of Box.net. Levie used to do magic shows as a teen, and he says some of his most important leadership lessons come from the hobby: “…it’s all about getting in front of people and telling a story, something that people buy into that is hopefully entertaining. It’s all about capturing people’s imaginations and getting them excited about what’s possible.” I realized that’s exactly what makes Jobs such an effective pitchman – magic. Let me break this down a little.
I watched with growing dismay and disbelief as Steve Jobs struggled through his press conference last week about the iPhone 4 dropped calls. It's a classic example of how not to conduct public relations.
Apple will give iPhone 4 customers a free protective case, or "bumper," to remedy its much-publicized reception problems when the device is gripped a certain way. During a press conference July 16, aimed at quelling the controversy over the issue, Apple CEO Steve Jobs also said anyone who buys the iPhone 4 by September 30 will be eligible for a free bumper. And customers who are still unsatisfied can get a full refund within 30 days of purchase without being charged a restocking fee.
The more Apple customers pelt Steve Jobs' in-box, the more he seems to respond. But unlike the last flurry of e-mails that were made public on iPhone and iPad issues, this time Jobs is apparently expounding on why Blu-ray won't be coming to Macs. According to the MacRumors fan site, which posted an e-mail exchange, one of its readers e-mailed the Apple CEO to ask why a Blu-ray drive didn't make its way to the company's newly updated Mac Mini.
Apple, without a doubt, is creating a massive sea change in how we interact with digital content. Note that I didn't say "the Web." This is because the millions of iPad and iPhone users spend more time within Apple's walled garden of apps rather than in a browser. However, there's a potential dark side to the millions of Apple devices being sold and it should give every marketer pause.
On Wednesday, May 26, 2010, just after 2:30 p.m., the unthinkable happened: Apple became the largest company in the tech universe, and, after ExxonMobil, the second largest in the nation. For months, its market capitalization had hovered just under that of Microsoft -- the giant that buried Apple and then saved it from almost certain demise with a $150 million investment in 1997. Now Microsoft gets in line with Google, Amazon, HTC, Nokia, and HP as companies that Apple seems bent on sidelining. The one-time underdog from Cupertino is the biggest music company in the world and soon may rule the market for e-books as well. What's next? Farming? Toothbrushes? Fixing the airline industry? Right now, it seems as if Apple could do all that and more. The company's surge over the past few years has resembled a space-shuttle launch -- a series of rapid, tightly choreographed explosions that leave everyone dumbfounded and smiling. The whole thing has happened so quickly, and seemed so natural, that there has been little opportunity to understand what we have been witnessing.
Steve Jobs denied that Apple is developing a search engine when he was asked on stage at the D8 conference recently - not that that tells us anything about what's really going on in Cupertino's labs. But the speculation persists not about if Apple will move into search, but when, how and why.
It's kind of like air. Invisible but omnipresent, every industry, market, and sector has a dogma — "a doctrine or code of beliefs accepted as authoritative." "This is just how things are done," dogma whispers, every second of every day, to every decision-maker in every boardroom. What does it mean to be a revolutionary? To challenge an existing dogma, instead of complying with it: to reject its tenets, highlight its flaws and improve each of its shortcomings.
Apple has elevated the iPhone brand again and forestalled rivals’ ability to claim parity. Leading up to the launch of the iPhone 4, run by the iOS since it powers the iPhone, iPod touch and iPad, there were whispers everywhere about the Android’s turbo-charged innovation cycle, the end of iPhone envy and how other smartphones from the likes of HTC were closing the gap. Now it wasn’t like the iPhone was becoming a commodity device, but you could see some parity on the horizon. Even Sam Diaz got over his iPhone envy. Enter Apple CEO Steve Jobs who was having none of that talk. Jobs talked about the mix between technology and liberal arts. The emphasis is on technology as an art form.
Apple CEO Steve Jobs' unveiling Monday of the next-generation iPhone — it's thinner, has a higher-resolution display and comes with video chat — may have lacked a single "Wow!" moment. But coupled with the launch of a new operating system and mobile advertising service, the message to competitors was unambiguous: Catch us if you can.
Apple has pulled the best-selling iPad RSS application, Pulse, from the app store at the request of the New York Times. Why? Because it downloads and displays the New York Times RSS feed, just like every other RSS reader on the planet. Pulse has been an app-store hit thanks to its slick design, which pulls news from various sources and aggregates them in an easy-to-read manner, perfectly suited to the flick-and-scroll interface of the iPad. The design was good enough to impress even Steve Jobs, who mentioned it in his WWDC keynote speech Monday. The application, which costs $4, has been downloaded 35,000 times. It was the top paid app for a while.
Apple CEO Steve Jobs introduced the new iPhone 4 and stated that there are over 100 new features on the phone, but he touched on just a few today. The iPhone 4 features what Apple calls a Retina Display which has four times the pixel density of the current iPhone 3GS within the same amount of space (326 ppi). As has been previously rumored, the iPhone is now confirmed to feature a 640x960 display which makes it the highest resolution display on the smartphone market (most high-end Android phones feature an 480x800 display). The actual display size remains unchanged at 3.5-inches and has an 800:1 contrast ratio.
Many details of Apple Inc.'s new iPhone are already widely known, but expectations are high for the fourth-generation smartphone's official unveiling this week at Apple's Worldwide Developers Conference. As he has in the past, Chief Executive Steve Jobs will be kicking off the annual event with a keynote talk on Monday. But unlike in previous years, attendees already know at least part of what to expect, thanks to a report in April by Gawker Media LLC's Gizmodo blog, which published photos and descriptions of a next-generation iPhone found in a Silicon Valley bar.
But how far can this joyride go? The seeds of sometimes-fatal mistakes are sown when a company is at its peak: Expectations become unrealistic. Management loses focus. A new competitor finds a cheaper way to do what you're doing. Regulators start asking if you've grown too powerful. And all the while, you're too busy enjoying your success to recognize the dangers.
Microsoft Corp. Chief Executive Steve Ballmer on Thursday sought to strongly counter the idea, echoed all week at the Wall Street Journal's All Things Digital technology conference, that the era of PCs is waning. "I think people are going to be using PCs in greater and greater numbers for many years to come," said the chief of the company with the most to lose.
Apple Inc. Chief Executive Steve Jobs, in a broad-ranging discussion, took more potshots at Adobe Systems Inc.'s Flash software, vowed not to get into search despite Google Inc.'s move into Apple's turf, and called Apple passing Microsoft Corp.'s stock valuation "surreal."
Since late 2005, Apple's stock has quintupled. With a market capitalization of close to $250 billion, Apple is (at least today) the third most valuable company in the world, behind ExxonMobil and Microsoft. It's a stunning story that's been dissected to death, but still remarkable enough to warrant reflection. Ten years ago — three years after Chairman and CEO Steve Jobs had returned to "rescue" Apple — the company was still largely treading water, with a relatively meager $3 billion market capitalization. Its personal computer products had a loyal following in niche markets, but that was about it. Over the past decade, Apple has launched five legitimately game-changing innovations.
Those of us who've been in the interactive biz for a while have grown accustomed to all the grumbling about Google. You've heard all these grumbles and perhaps grumbled yourself that Google is too big, its ad systems are too opaque, it's just a one-trick pony, it's arrogant, monopolistic, bent on dominating the world, crushing Madison Avenue, sucking all the profit out of e-tailing, etc. (Did I miss anything? Feel free to add your grumble to the comment area below).
The success of Apple’s mobile devices gives the firm an opportunity to capture a goodly chunk of the emerging mobile-advertising market. Indeed, that is the reason why Apple recently acquired Quattro Wireless, a mobile advertising agency. Becoming an advertising powerhouse is certainly attractive. But Mr Jobs has far bigger fish to fry. The biggest of them all is turning Apple into the Microsoft of mobility. But first there is a little matter of locking as many software developers as possible into the Apple ecosystem. If the applications are there, so the argument goes, users will follow in droves.
Apple, the maker of popular gadgets, is getting into the business of selling advertising, ratcheting up its rivalry with Google. On Thursday the company gave a preview of a new version of the basic software for its mobile devices, including the iPhone. The software has a built-in advertising system, meant to be used by the developers who have created the more than 185,000 applications in Apple’s App Store.
Zinio's CMO Jeanniey Mullen on the benefits of catering to Steve Jobs' audience.
Jezper Söderlund, a music producer in Gothenburg, Sweden, was thrilled to receive a one-word e-mail message earlier this month. The word was “no.” The sender of the e-mail message was perhaps the most famous businessman in the world, Steven P. Jobs, chief executive of Apple.
Everyone who jammed into the Yerba Buena Center for the Arts in San Francisco on January 27, 2010, knew what they were there for: Apple CEO Steve Jobs’ introduction of a thin, always-on tablet device that would let people browse the Web, read books, send email, watch movies, and play games. It was also no surprise that the 1.5-pound iPad resembled an iPhone, right down to the single black button nestled below the bright 10-inch screen. But about an hour into the presentation, Apple showed something unexpected — something that not many people even noticed. In addition to the lean-back sorts of activities one expects from a tablet (demonstrated by Jobs while relaxing in a comfy black armchair), there was a surprising pitch for the iPad as a lean-forward device, one that runs a revamped version of Apple’s iWork productivity apps. In many ways, Jobs claimed, the iPad would be better than pricier laptops and desktops as a tool for high-end word processing and spreadsheets. If anyone missed the point, Apple’s design guru Jonathan Ive gushed in a promotional video that the iPad wasn’t just a cool new way to gobble up media — it was blazing a path to the future of computing.
The Apple iPad, hitting stores April 3, is one of the most-hyped products in technology history. There is talk that it could revolutionize computing and media. But when it comes to new products, great expectations can doom products that don't measure up to them.
It's hard to believe that a year ago, Google and Apple were still best friends. Google CEO Eric Schmidt was on Apple's board. Plenty of Google employees proudly showed off their iPhones. All seemed fine as the two companies took on their common enemy, Microsoft.
Apple held its shareholder meeting day today, and CEO Steve Jobs made an appearance. When asked about Apple's huge mountain of cash, he recited Apple's traditional line that he would rather have cash at his disposal instead of dividends or buybacks, Bloomberg reports.
Sitting in a meeting room that looks out on a frozen Baltic bay, Nokia Oyj Chief Executive Officer Olli-Pekka Kallasvuo mentions a biography he’s reading. It’s about Mauno Koivisto, the president who butted heads with his own Social Democratic Party en route to opening Finland’s 1992 bid to join the European Union.
The more, the better. That’s the fashionable recipe for nurturing new ideas these days. It emphasizes a kind of Internet-era egalitarianism that celebrates the “wisdom of the crowd” and “open innovation.” Assemble all the contributions in the digital suggestion box, we’re told in books and academic research, and the result will be collective intelligence. Yet Apple, a creativity factory meticulously built by Steven P. Jobs since he returned to the company in 1997, suggests another innovation formula — one more elitist and individual.
Apple has generated a lot of chatter with its new iPad tablet. But it may not be quite the conversation it wanted. Many women are saying the name evokes awkward associations with feminine hygiene products. People from Boston to Ireland are complaining that “iPad,” in their regional brogue, sounds almost indistinguishable from “iPod,” Apple’s music player.
Traditional media -- notably representatives from the reeling print world -- were conspicuously absent from Apple’s elaborate rollout of the iPad, its highly-anticipated tablet computing device. But publishers, advertisers and analysts remain optimistic that magazines and newspapers will ultimately receive a readership and business boost from the new product, which was unveiled during a press event in San Francisco yesterday.
Steven P. Jobs has finally introduced Apple’s new tablet computer, called the iPad. The question now is whether regular consumers will buy the iPhone-like device, which starts at $500 and can cost as much as $829. Mr. Jobs, appearing energized but gaunt, a result of his ongoing health challenges, unveiled the iPad at a press event here on Wednesday morning. Its features and specifications, once the stuff of Internet myth, are now sharply in focus: The half-inch thick, 1.5 pound device will feature a 9.7-inch multi-touch screen and is powered by a customized Apple microchip, which it has dubbed A4. The iPad will have the same operating system as the iPhone and access to its 140,000 applications.
With the new tablet device that is debuting next week, Apple Inc. Chief Executive Steve Jobs is betting he can reshape businesses like textbooks, newspapers and television much the way his iPod revamped the music industry—and expand Apple's influence and revenue as a content middleman. In developing the device, Apple focused on the role the gadget could play in homes and in classrooms, say people familiar with the situation. The company envisions that the tablet can be shared by multiple family members to read news and check email in homes, these people say.
Apple just announced that its App Store has blown past three billion app downloads, which is impressive. But the timing is curious, as are the swirling rumors about the upcoming Apple Tablet. Is Apple trying to out-PR CES and Google?
In 2007 Steve Jobs launched the iPhone with a fanfare of fiery rhetoric. The iPhone, Apple's chief executive claimed, was three "revolutionary" devices in one. Combining a touch-controlled iPod media player, a phone and an "internet communicator", the iPhone was "a leapfrog product that is way smarter than any mobile device has ever been". In contrast, when Mr Jobs introduced the App store a little less than 18 months ago, his vocabulary was considerably more muted.
Apple’s CEO Steve Jobs is the ultimate brand leader in my eyes. There is no better example of leading through actions, not words. He doesn’t tell people about the Apple brand. He IS the Apple brand personified. Jobs has just been named CEO of the decade by Fortune magazine, and the fascinating articles in this special issue give some great insights into his brand leadership and the stunning results it has produced. I share a few of my favourite highlights below.
How's this for a gripping corporate story line: Youthful founder gets booted from his company in the 1980s, returns in the 1990s, and in the following decade survives two brushes with death, one securities-law scandal, an also-ran product lineup, and his own often unpleasant demeanor to become the dominant personality in four distinct industries, a billionaire many times over, and CEO of the most valuable company in Silicon Valley. Sound too far-fetched to be true? Perhaps. Yet it happens to be the real-life story of Steve Jobs and his outsize impact on everything he touches. The past decade in business belongs to Jobs.
A few months ago, I sat with John Sculley, the former CEO of Apple, who described Steve Jobs' primary design principle: "Not what you can add, but what you can remove." It reminded me of the first law I outlined in my book The Laws of Simplicity, that, "The simplest way to achieve simplicity is through thoughtful reduction." This philosophy runs counter to a typical tech company's approach, where the goal is always to upgrade and add as opposed to subtract. It's true, for the consumer to pay more and get less defies conventional wisdom and seems to contradict economic principles. But simplified technology doesn't necessarily mean less functionality. Apple products aren't simple technologies by any stretch, but there is a beautiful simplicity to them.
Yes, he’s back. When the Apple event started today, CEO Steve Jobs took the stage to a very long standing ovation. He used his opening remarks to talk about the importance of organ donation. Jobs noted that he now had the liver of a person in their mid-20s who died in a car crash. Jobs urged everyone to think about organ donation, as it saved his life. After that, Jobs thanked Apple’s executive team, and especially Tim Cook, who steered Apple’s ship in his absence. But then it was time for Jobs to quickly move into some impressive statistics.
With Chief Executive Steve Jobs out on medical leave, Apple Inc. hasn't announced a major new product this year. That has freed the rumor mill to churn about what new gadgets the company may be preparing to launch. In the past few days, speculation has swirled that the Cupertino, Calif., company is developing a device with a touch screen that could be as big as 10 inches, for release in the second half of the year.
Apple turned in a strong holiday sales season as executives tried to reassure the market that the company would be fine even if CEO and co-founder Steve Jobs isn't able to return from medical leave.
For millions of Apple fans, Steve Jobs is irreplaceable. But if there's one man Jobs himself trusts to stand in his shoes, it is his second in command, Apple Chief Operating Officer Tim Cook.
In this first installment of Dumenco's Media People -- a new interview series with media grandees conducted by our media columnist Simon Dumenco -- Macworld VP-Editorial Director Jason Snell talks about Apple's challenges in the wake of news reports about Apple CEO Steve Jobs' mysterious health problems.
Remember that when iTunes began, the music industry was being decimated by file sharing. By coming up with an easy user interface and obtaining the cooperation of a broad swath of music companies, Mr. Jobs helped pull the business off the brink. Those of us who are in the newspaper business could not be blamed for hoping that someone like him convinces the millions of interested readers who get their news every day free on newspapers sites that it’s time to pay up.
The big theme at this year’s Macworld Expo is not a product, it’s a year: 2010. Next year’s conference is touted on banners, information booklets, and even the show badges, which come with an ad for next year’s event — the first without Apple, its anchor tenant.
There was a time when a glowing Apple logo symbolized radical nonconformity. Being part of a miniature customer base was, to Mac users, like being a member of a holier-than-thou, secret society — a "Cult of Mac," if you will. But when Apple's ecosystem grew beyond notebooks and desktops to phones and internet services, that era came to an end.
The ailing creator of the iPod and iPhone is next to irreplaceable. No other chief executive is so inextricably linked to his company's brand and products. As one Wall Street analyst put it this year, "Apple is Steve Jobs, and Steve Jobs is Apple." Alas, Jobs is all too human.