Apple Is Doomed: The Phony Sony Parallel:
This isn’t to say that Apple can’t be contaminated by the toxicity of success, or that the spots of mediocrity we can discern here and there (and that were present when Steve was around) won’t metastasize into full blown “bozo cancer”. But for those interested in company cultures, the more interesting set of questions starts with how Apple will “Think Different” from now on. Jobs was adamant: His successors had to think for themselves, they were told to find their own true paths as opposed to aping his.
From a distance, it appears that Tim Cook isn’t at all trying to be Jobs 2.0. But to call his approach “legal/bureaucratic” (in the Weber sense), as Colony does, is facile and misplaced.
Disruptions: Start-Ups Keep Revenue at Zero to Cash In on Acquisition – NYTimes.com:
Indeed, this madness was invented in the late ’90s and helped perpetuate the first dot-com meltdown. “Mark-to-mystery was developed as a large part of the last bubble, but it’s gotten a lot worse this time around,” Mr. Kedrosky said.
When this next bubble pops — and it will pop — the idea to make no money can finally pop, too. Then investors can start working with companies to build businesses that have long-term financial goals, instead of just building a short-term mystery.
Source: Daring Fireball
Trimble Navigation to buy SketchUp:
Google’s purchase of SketchUp a few years ago struck me as curious, but they used it as the platform for Google Earth models. Now, selling it strikes me as curious. What does this mean for Google Earth? Maybe they haven’t figured out how to shove it into Google+, so they’ve lost interest.
Source: Coyote Tracks
Selling to people who haven't bought yet:
No, they won’t respond to a better-than-them pitch. Instead, they’re much more likely to respond to a new statement of their problem and a new statement of the solution. Don’t ask them to announce that they were wrong when they decided that they didn’t need a tablet, a survival kit or an anti-impotence drug. Instead, make it easy for them to make a new decision based on new information.
Source: Seth’s Blog
Air-O-Swiss Travel Ultrasonic Humidifier:
It’s a little bigger than a Macbook Pro power supply, and twice as thick. It has a clever water reservoir, any .5 liter or smaller water bottle snaps into a fitting, and will supply 6-10 hours of vapor, depending on the setting.
Berlin apartments are as dry as a brush fire, so we also ran it all day in the living room, and even in a large room, it made the air so much more pleasant. Then we ran the Air Swiss all night for the baby, and again it performed perfectly. That’s day and night for 30-days non-stop; it’s built solid.
The only drawback is that there is a rather bright blue light that illuminates the vapor when the unit turns on, which changes to a red light when the water bottle is empty. If you’re a light sensitive sleeper, it might be an issue.
Source: Cool Tools
The Argument That Apple Cannot Keep Growing:
I agree with one thing: sustaining high profit margins is difficult. But where Denninger goes wrong is in assuming that competitors can easily or quickly copy what Apple is doing. His argument is no different than the dire predictions for the iPod a decade ago. Yes, Apple’s hardware margins are extraordinary. But Apple is an extraordinary company. They have an unparalleled retail presence, a top-shelf brand, and a loyal, large, and growing customer base. They write and design their own entire software stack, have incredible third-party developer support, and, by selling very large quantities of a relatively small number of hardware products, attain astounding economies of scale.
I’m not saying Apple’s continued success is assured. But there’s no sense in an argument based on the supposition that Apple is in any way a typical hardware maker.
Source: Daring Fireball