Earlier this morning in a post about Apple manufacturing their products in the US, I wrote “look for this “made in the USA” thing to turn into a trend”. Well, Made in the USA is already emerging as a trend in the media. On Tuesday, Farhad Manjoo wrote about American Giant, a company who makes the world’s best hoodie entirely in the US for a decent price.
For one thing, Winthrop had figured out a way to do what most people in the apparel industry consider impossible: He’s making clothes entirely in the United States, and he’s doing so at costs that aren’t prohibitive. American Apparel does something similar, of course, but not especially profitably, and its clothes are very low quality. Winthrop, on the other hand, has found a way to make apparel that harks back to the industry’s heyday, when clothes used to be made to last. “I grew up with a sweatshirt that my father had given me from the U.S. Navy back in the ’50s, and it’s still in my closet,” he told me. “It was this fantastic, classic American-made garment — it looks better today than it did 35, 40 years ago, because like an old pair of denim, it has taken on a very personal quality over the years.”
The Atlantic has a pair of articles in their December issue, Charles Fishman’s The Insourcing Boom:
Yet this year, something curious and hopeful has begun to happen, something that cannot be explained merely by the ebbing of the Great Recession, and with it the cyclical return of recently laid-off workers. On February 10, [General Electric’s Appliance Park in Louisville, KY] opened an all-new assembly line in Building 2 — largely dormant for 14 years — to make cutting-edge, low-energy water heaters. It was the first new assembly line at Appliance Park in 55 years — and the water heaters it began making had previously been made for GE in a Chinese contract factory.
On March 20, just 39 days later, Appliance Park opened a second new assembly line, this one in Building 5, to make new high-tech French-door refrigerators. The top-end model can sense the size of the container you place beneath its purified-water spigot, and shuts the spigot off automatically when the container is full. These refrigerators are the latest versions of a style that for years has been made in Mexico.
Another assembly line is under construction in Building 3, to make a new stainless-steel dishwasher starting in early 2013. Building 1 is getting an assembly line to make the trendy front-loading washers and matching dryers Americans are enamored of; GE has never before made those in the United States. And Appliance Park already has new plastics-manufacturing facilities to make parts for these appliances, including simple items like the plastic-coated wire racks that go in the dishwashers.
What I saw at these Chinese sites was surprisingly different from what I’d seen on previous factory tours, reflecting the political, economic, technological, and especially social pressures that are roiling China now. In conjunction with significant changes in the American business and technological landscape that I recently saw in San Francisco, these changes portend better possibilities for American manufacturers and American job growth than at any other time since Rust Belt desolation and the hollowing-out of the American working class came to seem the grim inevitabilities of the globalized industrial age.
For the first time in memory, I’ve heard “product people” sound optimistic about hardware projects they want to launch and facilities they want to build not just in Asia but also in the United States. When I visited factories in the upper Midwest for magazine stories in the early 1980s, “manufacturing in America” was already becoming synonymous with “Rust Belt” and “sunset industry.” Ambitious, well-educated people who had a choice were already headed for cleaner, faster-growing possibilities — in consulting, finance, software, biotech, anything but things. At the start of the ’80s, about one American worker in five had a job in the manufacturing sector. Now it’s about one in 10.
Add to that all of the activity on Etsy and the many manufactured-goods projects on Kickstarter that are going “Made in the USA” (like Flint & Tinder underwear (buy now!)) and yeah, this is definitely a thing.
As noted by Fishman in his piece, one of the reasons US manufacturing is competitive again is the low price of natural gas. From a piece in SupplyChainDigest in October:
Several industries, noticeable chemicals and fertilizers, use lots of natural gas. Fracking and other unconventional techniques have already unlocked huge supplies of natural gas, which is why natural gas prices in the US are at historic lows and much lower than the rest of the world.
Right now, nat gas prices are under $3.00 per thousand cubic, down dramatically from about three times that in 2008 and even higher in 2006. Meanwhile, natural gas prices are about $10.00 right now in Europe and $15.00 in parts of Asia.
Much of the growing natural gas reserves come from the Marcellus shale formation that runs through Western New York and Pennsylvania, Southeast Ohio, and most of West Virginia. North Dakota in the upper Midwest also is developing into a major supplier of both oil and natural gas.
So basically, energy in the US is cheap right now and will likely remain cheap for years to come because hydraulic fracturing (aka fracking aka that thing that people say makes their water taste bad, among other issues) has unlocked vast and previously unavailable reserves of oil and natural gas that will take years to fully exploit. A recent report by the International Energy Agency suggests that the US is on track to become the world’s biggest oil producer by 2020 (passing both Saudi Arabia and Russia) and could be “all but self-sufficient” in energy by 2030.
By about 2020, the United States will overtake Saudi Arabia as the world’s largest oil producer and put North America as a whole on track to become a net exporter of oil as soon as 2030, according to a report from the International Energy Agency.
The change would dramatically alter the face of global oil markets, placing the U.S., which currently imports about 45 percent of the oil it uses and about 20 percent of its total energy needs, in a position of unexpected power. The nation likely will become “all but self-sufficient” in energy by 2030, representing “a dramatic reversal of the trend seen in most other energy-importing countries,” the IEA survey says.
So yay for “Made in the USA” but all this cheap energy could wreak havoc on the environment, hinder development of greener alternatives to fossil fuels (the only way green will win is to compete on price), and “artificially” prop up a US economy that otherwise might be stagnating. (thx, @rfburton, @JordanRVance, @technorav)
Apple CEO Tim Cook announced one of the existing Mac lines will be manufactured exclusively in the United States next year. Mac fans will have to wait to see which Mac line it will be because Apple, widely known for its secrecy, left it vague. Cook’s announcement may or may not confirm recent rumors in the blogosphere sparked by iMacs inscribed in the back with “Assembled in USA.”
Well, those iMac pretty clearly state they are assembled in the US. And look for this “made in the USA” thing to turn into a trend…I think companies are finding that making stuff in the US is not as expensive as everyone thinks it is.
It’s not known well that the engine for the iPhone and iPad is made in the U.S., and many of these are also exported-the engine, the processor. The glass is made in Kentucky. And next year we are going to bring some production to the U.S. on the Mac. We’ve been working on this for a long time, and we were getting closer to it. It will happen in 2013. We’re really proud of it. We could have quickly maybe done just assembly, but it’s broader because we wanted to do something more substantial. So we’ll literally invest over $100 million. This doesn’t mean that Apple will do it ourselves, but we’ll be working with people, and we’ll be investing our money.
One of my favorite “memes” of all time is Drunk Jeff Goldblum. The first video, a slowed-down ad for Apple from 1999, is still the best. “In ter net?! I’d say In ter net.”
But this new one about PayPal is pretty great too.
“Buying a chair… while sitting in a chair…” (via ★interesting)
So this is fun. Back in February 2000, I wrote a post about Amazon being awarded a patent for their affiliates program. In it, I wondered about a world where Apple was the largest company in the world:
And that brings us to Microsoft and Apple. Microsoft is perhaps the largest target of this sort of “boycott”, organized or otherwise. People hate Microsoft. Companies hate Microsoft. It’s the company you love to hate. Apple, on the other hand, is one of the most beloved companies in the world. People love Apple.
But what if Apple were Microsoft? What if Apple had won the battle of the PC and was the largest company in the world? People would hate them. Why? Because they would be using the same tactics as Microsoft to stay ahead and keep every bit of that advantage in anyway that they could. Apple is the way it is because they are the underdog.
I’ll even argue that life would be worse under Apple’s rein. Apple controls the OS *and* the hardware: if we were under Apple’s boot instead of Microsoft’s, we’d be paying too much for hardware as well as the software.
Nailed it! Or not. That third paragraph is pretty wrong…one of the things that contributed greatly to Apple’s rise is their commitment to pricing their products competitively. And software is cheap.
As for Apple being the underdog, I’ve always thought one of the interesting things about Daring Fireball, even from the beginning, is that John Gruber never treated Apple as an underdog. In his esteem, Apple was the best company making the best software and hardware, and the DF attitude with respect to Microsoft was very much like that of Jon Lovitz’s Michael Dukakis in a debate with Dana Carvey’s George H.W. Bush on SNL: “I can’t believe I’m losing to this guy”. Gruber proved correct…what looked like an underdog proved to be a powerhouse in the making. (thx, greg & andy)
This is an oldie but a goodie. Ron Avitzur was working for Apple as a contractor in 1993 when the project he was working on (a graphing calculator) was cancelled and his contract subseuently ended. However, Avitzur really wanted to finish what he started he kept on going into Apple to work on this calculator.
There was one last pressing question: How could we get this thing included with the system software when the new machines shipped? The thought that we might fail to do this terrified me far more than the possibility of criminal prosecution for trespass. All the sweat that Greg and I had put in, all the clandestine aid from the friends, acquaintances, and strangers on whom I had shamelessly imposed, all the donations of time, expertise, hardware, soft drinks, and junk food would be wasted.
Once again, my sanity was saved by the kindness of a stranger. At 2:00 one morning, a visitor appeared in my office: the engineer responsible for making the PowerPC system disk master. He explained things this way: “Apple is a hardware company. There are factories far away building Apple computers. One of the final steps of their assembly line is to copy all of the system software from the ‘Golden Master’ hard disk onto each computer’s hard disk. I create the Golden Master and FedEx it to the manufacturing plant. In a very real and pragmatic sense, I decide what software does and does not ship.” He told me that if I gave him our software the day before the production run began, it could appear on the Golden Master disk. Then, before anyone realized it was there, thirty thousand units with our software on the disks would be boxed in a warehouse. (In retrospect, he may have been joking. But we didn’t know that, so it allowed us to move forward with confidence.)
Once we had a plausible way to ship, Apple became the ideal work environment. Every engineer we knew was willing to help us. We got resources that would never have been available to us had we been on the payroll. For example, at that time only about two hundred PowerPC chips existed in the world. Most of those at Apple were being used by the hardware design engineers. Only a few dozen coveted PowerPC machines were even available in System Software for people working on the operating system. We had two. Engineers would come to our offices at midnight and practically slip machines under the door. One said, “Officially, this machine doesn’t exist, you didn’t get it from me, and I don’t know you. Make sure it doesn’t leave the building.”
According to the Wall Street Journal, Orbitz has determined that Mac users spend 30% more per night on lodging. Obviously, this is an opportunity for Orbitz to display more expensive hotel options to Mac users.
The Orbitz effort, which is in its early stages, demonstrates how tracking people’s online activities can use even seemingly innocuous information—in this case, the fact that customers are visiting Orbitz.com from a Mac—to start predicting their tastes and spending habits.
It’s funny. Or sad. Or predictable. It’s predictably sadly funny that many tech media outlets are saying that Apple’s iPad finally has a bonafide competitor in the Microsoft Surface. Set aside for now that Surface does look genuinely interesting, that the price hasn’t been set, and the thing isn’t even out yet. For a piece of portable networking technology like a smartphone or tablet to be successful on the scale at which Apple operates, you need to have an ecosystem, a network of interacting devices, software, products, and services that work together…hardware + software is not enough. Apple, Google (and partners), Amazon, and possibly Microsoft are the only companies with the expertise and pockets deep enough to build their own ecosystems. Ok, maybe Facebook in a couple years or if Nokia can dig themselves out of their current hole, but that’s really about it.
The current parts of the phone/tablet/media ecosystem are as follows:
1. A piece of hardware at a price that compares favorably to its quality and features. Apple sells premium hardware with great features at a premium-but-still-reasonable price. Google and their partners offer a range of devices at different prices corresponding to different levels of quality and features offered. Amazon offers low-price hardware with a relatively limited but appropriate set of features. Microsoft looks to have a nice piece of hardware with promising features but the price point is pending.
2. An OS that takes proper advantage of the hardware capabilities with features in line with the price of the device. Apple has iOS, with most of its devices running the same version. Google and their partners have many different versions of Android, most of which are not the most recent version. Amazon runs a customized Android OS for the Kindle Fire and a modified version of Linux for the non-Fire Kindles. Microsoft has Windows 8, which will eventually run, in different configurations, on lots of different kinds of hardware, from desktop computers to phones.
3. An app store stocked with the applications that smartphone and tablet owners want to use. Apple has the comprehensive App Store. Google, etc. have Google Play (née Android Market), Amazon’s Appstore for Android, and other stores, on which you can get most of the most popular apps. Amazon has their Appstore for Android for the Kindle Fire. Microsoft has the Windows Phone Marketplace for the Windows Phone with a more limited selection than the other stores…it’s unclear what their plans are for a Windows 8 app store.
4. A media store with books, movies, and TV shows. Apple has the iTunes store (as well as iBooks, Newstand, etc.). Android has Google Play. Amazon has the Kindle store and Amazon Instant Video. Will Microsoft offer a way to purchase media across their Windows 8 platform? Does Windows Media Player do this?
5. A digital media hub for managing media, apps, software updates, etc. This part is a bit more optional than the others since media management is moving to the device and the cloud, but still. Apple has iTunes. Android has a variety of possible desktop managers and management happens on the device or through the cloud? You manage the Kindle stuff through Amazon’s site and on the device. Microsoft will probably go cloud/device-based at this point?
6. An integrated cloud solution for syncing apps, media, and documents across devices. Again, this isn’t crucial but will likely become so over time. Apple has iCloud. Android has Google’s suite of apps (Gmail, calendar, Google docs, Google Drive, etc.). Amazon uses Whispernet and is leveraging AWS in various ways (e.g. Cloud Drive). Will Microsoft leverage SkyDrive for their tablets and phones?
7. Sister devices. Apple has the iPhone, iPad, iPod touches, Apple TV, and their full line of OS X-powered computers. Android runs on phones and tablets, but can also run on an increasing number of other devices (Google TV, etc.). And maybe ChromeOS devices? Amazon doesn’t really have an interacting network of devices. Microsoft will have phones, the Surface, billions of desktop computers running Windows 8, and, dare I even say it, the Xbox.
You don’t need to have every single part of the ecosystem for it to thrive but the more the better. Again, Surface does look genuinely interesting (as do the Windows phones from Nokia), Windows 8 and the Metro interface look promising, and Microsoft has deep pockets but all the pieces aren’t quite there yet for them. Microsoft’s real opportunity here is the Xbox. If they can properly leverage and integrate the Xbox’s growing status as a home media hub (Xbox Live), they can fill in a lot of the holes in their fledgling ecosystem, provide people with compelling devices & media experiences, and give Apple, Google, and Amazon a real run for their (and our) money.
The point, explains Carmine Gallo, who is writing a book on the inside workings of the Apple Store, is to get people to touch the devices. “The main reason notebook computers screens are slightly angled is to encourage customers to adjust the screen to their ideal viewing angle,” he says — “in other words, to touch the computer.”
A tactile experience with an Apple product begets loyalty to Apple products, the thinking goes — which means that the store exists to imprint a brand impression on visitors even more than it exists to extract money from them. “The ownership experience is more important than a sale,” Gallo notes. Which means that the store — and every single detail creating the experience of it — are optimized for customers’ personal indulgence. Apple wants you to touch stuff, to play with it, to make it your own.
It’s a genius touch. I went in to the Apple Store last week just after it opened to see the new MacBook Airs and retina MacBook Pros and I’ll be damned if I didn’t have to adjust the screen in both cases. Get out of my head, man! (via @alexismadrigal)
To summarize: after the deal, Apple will immediately become a giant payments company, with an installation base that is expected to encompass half of all mobile devices sold. The company will have the best local search abilities, far exceeding any existing recommendation engine. And due to its enormous reach, it will possess a payment system that merchants will line up to support.
Brent Schlender interviewed Steve Jobs many times over the past 25 years and recently rediscovered the audio tapes of those interviews. What he found was in those years between his departure from Apple in 1985 to his return in 1996, Jobs learned how to become a better businessman and arguably a better person.
The lessons are powerful: Jobs matured as a manager and a boss; learned how to make the most of partnerships; found a way to turn his native stubbornness into a productive perseverance. He became a corporate architect, coming to appreciate the scaffolding of a business just as much as the skeletons of real buildings, which always fascinated him. He mastered the art of negotiation by immersing himself in Hollywood, and learned how to successfully manage creative talent, namely the artists at Pixar. Perhaps most important, he developed an astonishing adaptability that was critical to the hit-after-hit-after-hit climb of Apple’s last decade. All this, during a time many remember as his most disappointing.
The discussion of the lessons he took from Pixar and put into Apple was especially interesting.
And just as he had at Pixar, he aligned the company behind those projects. In a way that had never been done before at a technology company—but that looked a lot like an animation studio bent on delivering one great movie a year—Jobs created the organizational strength to deliver one hit after another, each an extension of Apple’s position as the consumer’s digital hub, each as strong as its predecessor. If there’s anything that parallels Apple’s decade-long string of hits—iMac, PowerBook, iPod, iTunes, iPhone, iPad, to list just the blockbusters—it’s Pixar’s string of winners, including Toy Story, Monsters, Inc., Finding Nemo, The Incredibles, WALL-E, and Up. These insanely great products could have come only from insanely great companies, and that’s what Jobs had learned to build.
It made me reflect upon how lucky I have been to call the theater my home all these years, the only place I can imagine this kind of discourse happening. It made me grateful for the great privilege it has been to be able to call myself a storyteller and to have audiences come and listen to what I have to say, to extend their trust to me. I am sorry I was careless with that trust. For this, I would like to apologize to my audiences.
I don’t want to get into a discussion about whether Apple should be rejecting apps based on morality or what not, but there’s no debating the fact this app created by Luciano Foglia features the filthiest behavior any of these geometric shapes have ever been involved in. I watched it and then I needed a shower. And now I’m uncomfortable around the kitchen floor tiles.
We likes The Wire. We likes reading about The Wire.
1. Aaron Bady, of The New Inquiry, earns a ‘tie-today’s-story-to-The-Wire’ badge by thoughtfully comparing the recent revelations about Mike Daisey’s one man show to Jimmy McNulty serial killer creation in Season 5. People as a whole don’t end up looking too hot when Bady is done with us.
After all, Jimmy McNulty’s problem is not only that he’s an unscrupulous narcissist, but that he combines that quality with a streak of good intentions, a kind of idealism and desire to do some version of the right thing. Cynics and fatalists wouldn’t fall into this trap, because they’ve never expected the world to be different, or never imagined that they could change it.
(via e-migo @djacobs who accurately referred to the above piece of deep analysis + Apple + The Wire as #kottkebait)
2. David Simon, creator of The Wire, recently penned a story worth reading for The Baltimore Sun about the recent health issues of Baltimore cop Gene Cassidy. Cassidy was shot twice in the head, and the investigation and prosecution of this shooting is the basis for Simon’s 1991 ‘Homicide’.
But grocery stores have not rebounded in the same way. Before the storm, there were 30 in New Orleans; today, there are 21. Most that have reopened are in wealthier neighborhoods: a Tulane University survey in 2007, the latest data available, found that nearly 60 percent of low-income residents had to travel more than three miles to reach a supermarket, though only 58 percent owned a car.
Bonus: Last week Omar Little was crowned The Wire’s best character in Grantland’s tournament. Jason is reportedly disconsolate. Even though he didn’t make the tournament, my allegiance was to Slim Charles for that one scene. You know the one.
Update:
And a Kima update, too. Sonja Sohn recently spoke with NPR about ReWired for Change, a nonprofit she founded with Pierce and Michael K. Williams that attempts to cut down on crime with arts and mentoring programs.
Ira also talks with Mike Daisey about why he misled This American Life during the fact-checking process. And we end the show separating fact from fiction, when it comes to Apple’s manufacturing practices in China.
The audio is not available on the site yet (because the show hasn’t aired yet?), and the audio for the retracted show is no longer available on their site (but you can listen to it here). Mike Daisey, the performer of the retracted piece, responds on his web site:
What I do is not journalism. The tools of the theater are not the same as the tools of journalism. For this reason, I regret that I allowed THIS AMERICAN LIFE to air an excerpt from my monologue. THIS AMERICAN LIFE is essentially a journalistic — not a theatrical — enterprise, and as such it operates under a different set of rules and expectations.
I have difficult news. We’ve learned that Mike Daisey’s story about Apple in China - which we broadcast in January - contained significant fabrications. We’re retracting the story because we can’t vouch for its truth. This is not a story we commissioned. It was an excerpt of Mike Daisey’s acclaimed one-man show “The Agony and the Ecstasy of Steve Jobs,” in which he talks about visiting a factory in China that makes iPhones and other Apple products.
The folks from iFixit were first in line in Melbourne, Australia to get one of the new iPads. And then they immediately took it apart. Here’s what it looks like, all broken down like a hog:
Amazingly, there’s almost nothing to it…it’s mostly battery and screen. My kids have toys that contain more components. Makes you realize that a not-insignificant part of Apple’s success is essentially 3-D puzzle solving with chips, batteries, screens, and antennas as the pieces. John Gruber calls it “a remarkable engineering accomplishment” on the part of Apple, noting:
Apple doesn’t make new devices which get worse battery life than the version they’re replacing, but they also don’t make new devices that are thicker and heavier. LTE networking — and, I strongly suspect, the retina display — consume more power than do the 3G networking and non-retina display of the iPad 2. A three-way tug-of-war: 4G/LTE networking, battery life, thinness/weight. Something had to give. Thinness and weight lost: the iPad 3 gets 4G/LTE, battery life remains unchanged, and to achieve both of these Apple included a physically bigger battery, which in turn results in a new iPad that is slightly thicker (0.6 mm) and heavier (roughly 0.1 pounds/50 grams, depending on the model).
50 grams and six-tenths of a millimeter are minor compromises, but compromises they are, and they betray Apple’s priorities: better to make the iPad slightly thicker and heavier than have battery life slightly suffer. And keep in mind that the new iPad 3 remains far thinner and lighter than the original iPad.
It’s really cool. They just started making it and not many people have one yet. It does all sorts of stuff and can fit in my pocket, but it can also get bigger than that if I want it to. Plus it’s made by a company I trust to put out things that will make me happy.
(Not that I wouldn’t consider buying this thing even if it weren’t made by a familiar company-that’s how cool this thing is-but the fact that I know and trust the company makes it even better.)
Despite my half-hearted and shameless plea on Twitter for an invite to Apple’s product announcement, I am sitting at my desk in NYC today, sucking on lemons. Lemonade tastes better, so to that end I will be blogging the liveblogs blogging the announcement. Blog, bloggy, blog, blogggggggggggggg. Bla. Guh.
As a teaser, I’d like to offer the world’s worst prediction for today’s event: Apple announces the iPhone 5. Could you imagine though? After Apple declined the version number bump with the introduction of the 4S, what would a device need to do to warrant it? A fusion energy source? Teleportation? A camera that sees into the future? My money’s on a built-in quadrotor system so that your phone could autonomously run errands for you or spy on your enemies.
Update: Notes will appear here, newest at the top.
The event is over. Thanks for joining me. I miss “one more thing”. :(
So Apple has now used “iPod classic” and “new iPad” for product names. Uh, New Coke?
They are keeping the iPad 2 on sale. $399 for 16 GB Wifi model.
They *still* haven’t told us the name of the new iPad. Is it just iPad? No 3 or 2S or HD or whatever?
The Colts released Peyton Manning. This doesn’t make sense to me.
iPhoto for iPad. Photo editing, effects, photo-beaming, and “photo journals”. $4.99, available today.
iMovie for iPad looks nice…edit 1080p video right on the camera. The trend in devices has always been towards smaller…will the capabilities of the iPad-sized touchscreen make them bigger again?
Henry Birdseye: “I’m waiting for a keynote where Apple says, ‘We don’t have a new, magical iPad for you. The magic was inside you all along. Now go outside.’”
“This new device has more memory and higher screen resolution than an Xbox 360 or PS3.” Your company? There’s an app for that.
The blurry photos taken at the event by the various livebloggers aren’t really doing justice to the new iPad’s retina display. That looks….great?
The stock market is reacting violently to Apple’s news…AAPL is up over 0.06% on the news. Whoa!
App demos. Zzzzzzzz….. Give us more things we can say in words. Words!!
Robin Sloan is in the future, live-tweeting the iPad 8 launch. “Cook listing all the ways people use iPads today: reading, faceblasting, watching 3DHD, drone control, genome browsing, etc. Boring…”
New iPad starts at $499 and it costs the same as the iPad 2 does now. Pre-orders available today, shipping on March 16.
Mike Monteiro: “I bet Schiller looks awesome in HD. You can SEE the individual meals!”
4G LTE. Whatever that means. Fast mobile network I guess. Lots of megaflops per hectare or something. Weird bit of acronym soup from Apple who usually eschews such nonsense.
You can talk to the iPad and it will write down what you said. Not quite Siri I guess?
New iPad will have the same camera as the iPhone 4S. With 1080p video recording.
And they are announcing the newest version of this iPad, which shall remain nameless for now (slide says “The new iPad”). It has a retina display. (Surprise!)
Apparently Apple makes a product called the iPad. Interesting.
iCloud will sync movies. iTunes supports 1080p. New Apple TV (just a box, not a whole TV…at least not yet). $99, available March 16.
“Apps that collect or transmit a user’s contact data without their prior permission are in violation of our guidelines*,” Apple spokesman Tom Neumayr told AllThingsD. “We’re working to make this even better for our customers, and as we have done with location services, any app wishing to access contact data will require explicit user approval in a future software release.”
Hang on folks, things are going to get a little Apple bloggy around here this morning. First is the news of Apple’s new operating system for the Mac, OS X Mountain Lion. Gruber has the details:
What do I think so far, Schiller asks. It all seems rather obvious now that I’ve seen it - and I mean obvious in a good way. I remain convinced that iCloud is exactly what Steve Jobs said it was: the cornerstone of everything Apple does for the next decade. So of course it makes sense to bring iCloud to the Mac in a big way. Simplified document storage, iMessage, Notification Center, synced Notes and Reminders — all of these things are part of iCloud. It’s all a step toward making your Mac just another device managed in your iCloud account. Look at your iPad and think about the features it has that would work well, for a lot of people, if they were on the Mac. That’s Mountain Lion — and probably a good way to predict the future of the continuing parallel evolution of iOS and OS X.
Details are finally starting to trickle out about how various iOS apps use the address book data on your phone. The Verge and Venture Beat both have good article on the subject. What they’re finding is nowhere near the 13/15 ratio that Dustin Curtis reported last week but Curtis has also said:
Second, for obvious reasons, I promised the developers I reached out to that I would never reveal who they are. Many of them have, since last week, changed their practices.
What I like about The Verge and VB articles is that they both end with Apple’s role in all this. In a future release, Apple should make sure that rogue parties can’t do stuff like this. If you’re going to have a store where every app has to be approved for the good of the end users and the integrity of the system, this is *exactly* the type of thing they should be concerned with.
It’s not really a secret, per se, but there’s a quiet understanding among many iOS app developers that it is acceptable to send a user’s entire address book, without their permission, to remote servers and then store it for future reference. It’s common practice, and many companies likely have your address book stored in their database. Obviously, there are lots of awesome things apps can do with this data to vastly improve user experience. But it is also a breach of trust and an invasion of privacy.
I did a quick survey of 15 developers of popular iOS apps, and 13 of them told me they have a contacts database with millons of records. One company’s database has Mark Zuckerberg’s cell phone number, Larry Ellison’s home phone number and Bill Gates’ cell phone number. This data is not meant to be public, and people have an expectation of privacy with respect to their contacts.
13 out of 15! Zuckerberg’s cell phone number! Maybe I’m being old-fashioned here, but this seems unequivocally wrong. Any app, from Angry Birds to Fart App 3000, can just grab the information in your address book without asking? Hell. No. And Curtis is right in calling Apple out about this…apps should not have access to address book information without explicitly asking. But now that the horse is out of the barn, this “quiet understanding” needs to be met with some noisy investigation. What happened to Path needs to happen to all the other apps that are storing our data. There’s an opportunity here for some enterprising data journalist to follow Thampi’s lead: investigate what other apps are grabbing address book data and then ask the responsible developers the same questions that were put to Path.
Update: I am aware of this very confusing display of data from the Wall Street Journal. It indicates that of the ~50 iPhone apps surveyed, only three (Angry Birds, Facebook, and TextPlus 4) transmit address book data to a server. That’s not exactly the widespread problem that Curtis describes (the data sets are likely different)…it would be nice to see the net cast a bit wider.
Speaking of Apple, here’s a profile of Jerry Manock, who worked for Apple from 1977 to 1984 and designed the case for the Apple II and helped design the Macintosh. Manock was Jobs’ first Jony Ive.
The whole basis of the class I’ve taught at UVM for 21 years is … integrated product development, which means concurrently looking at all of these things: the aesthetics, the engineering, the marketing … which is what we were doing at Apple. Not necessarily purposefully, but everybody was just thrown together… I would walk through the software place and look around and see what people were doing … walk through the marketing area. I had my drawings all on the walls, so anybody could come up. There was a red pencil hanging there. I’d say, “If you see something you don’t like, or is a problem — I don’t care whether it’s a janitor or Steve — write the correction, circle it, put your phone there and I’ll call you and we’ll talk about it.”
I take this to mean that any iPhone app can download your address book to their servers? What. The. Hell! Apple?
Upon inspecting closer, I noticed that my entire address book (including full names, emails and phone numbers) was being sent as a plist to Path. Now I don’t remember having given permission to Path to access my address book and send its contents to its servers, so I created a completely new “Path” and repeated the experiment and I got the same result - my address book was in Path’s hands.
Amazon is somewhat of an unusual company for American investors because it focuses on the long-term (10- 20-year timelines) instead of the short-term (quarterly earnings).
“If everything you do needs to work on a three-year time horizon, then you’re competing against a lot of people,” Mr. Bezos told reporter Steve Levy last month in an interview in Wired. “But if you’re willing to invest on a seven-year time horizon, you’re now competing against a fraction of those people, because very few companies are willing to do that. Just by lengthening the time horizon, you can engage in endeavors that you could never otherwise pursue. At Amazon we like things to work in five to seven years. We’re willing to plant seeds, let them grow-and we’re very stubborn.”
Like Apple, Amazon is one of those large market cap growth stocks that investors don’t really know what to do with. Both stocks are still undervalued compared to much of the rest of the market, IMO.
Get it while you can: an hour-long BBC documentary about Steve Jobs with on-camera interviews with Woz, Stephen Fry, Tim Berners-Lee, John Sculley and many others.
The company was obviously under tight constraints as to what they could do with the store (they would have loved to encase the whole thing in plexiglass probably), but from the looks of things, they did a marvelous job. There’s so little styling — the whole store is just tables and screens mostly — that it looks like the Apple Store not only belongs there, but that it’s been there forever, like Grand Central was designed with the Apple Store in mind. If you walk around Grand Central, not a lot of the other retail locations can say that, if any. (photo by katie sokoler)
Steve Silberman has a nice piece on Susan Kare, the woman who designed the original icons for the Macintosh, including a never-before-seen look at her initial sketches for some of them.
Inspired by the collaborative intelligence of her fellow software designers, Kare stayed on at Apple to craft the navigational elements for Mac’s GUI. Because an application for designing icons on screen hadn’t been coded yet, she went to the University Art supply store in Palo Alto and picked up a $2.50 sketchbook so she could begin playing around with forms and ideas. In the pages of this sketchbook, which hardly anyone but Kare has seen before now*, she created the casual prototypes of a new, radically user-friendly face of computing - each square of graph paper representing a pixel on the screen.
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