It's been reported, according to sources, that the iPhone 6s family will have the ability to record 4K video. Apple sells a 5K iMac. So why wouldn't a next generation Apple TV have the ability to display 4K video? John Martellaro makes the case.
In the early days of personal computers, there was nothing to do with them but compute. Nowadays, computers have wrapped us in a worldwide web of consumer services that's most helpful but masks the kinds of helpful research that can be done, even with a desktop computer. John Martellaro points to a fabulous article that just might shake many out of their doldrums.
Apple has dragged its feet for years on a next generation Apple TV, and now the competition is really heating up. Instead of releasing the very best hardware it knows how to make and letting a subscription TV service sort itself out, Apple, it seems, delayed hardware when it had every reason to expect that negotiations with content holders would be difficult and protracted. John Martellaro thinks this was a very bad strategy.
One of the modern concepts in American business is that every technical decision should be made in such a ways as to maximize revenue, leaving nothing on the table for the often dangerous competition. Apple, however, has not, in general, thought that way and has left money and market share to others. Yet Apple has flourished. How has the company done that?
Competitors to Apple's iPhone spend billions in development and advertising. Sometimes a competing smartphone will actually have a nifty operational or design feature the iPhone lacks. Then why is it so fundamentally difficult to compete with Apple for mindshare and profits amongst those highly desirable, affluent customers? John Martellaro delves into the Apple not-so-secret sauce.
Paraphrasing Star Trek's Mr. Spock: "Small companies have small ambitions. Large companies have large ambitions." Given that fact of our technical life, many observers expect Apple to act like a small company and grumble when it doesn't. In fact, as Apple grows, so must its customers (and observers) in their perspective. Apple Watch and Apple Music are cases in point.
OS X Yosemite has been a bit of a problem for some users, especially with networking, and so the WWDC announcement of El Capitan was greeted with enthusiasm. Apple's stated focus was on the experience and performance, but, in time, we've learned that important changes under the hood will also contribute to security and better networking. Here's a look at how El Capitan is going to affect you for the better.
When a revolutionary new product is launched, the first instinct is to understand it by relating its most obvious features to what we already know. In time, it becomes apparent that the analogies we formed, to understand the device, failed to properly inform us of the new way of doing things. That's the Apple Watch in spades.
Any sufficiently large software project will have significant failure points. This is a lesson Apple has steadfastly refused to learn. It's not as if there weren't any warning signs.
Apple is a company that surges relentlessly forward in technology. It can do that because it has earned a lot of money from happy customers. The philosophical contrast with the U.S Federal government is stark. John Martellaro worries that the gap is too large and growing.
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