San Diego, Calif. As a general rule I never connect to public WiFi networks, which is fine except when attending an event at a hotel ballroom where T-Mobile cellular is like an apparition dancing around a Halloween grave. So as Wendell Brooks, CEO of Intel Capital, begins his speech, I sit typing narrative offline rather than tweeting live. There’s irony, I suppose, reporting old style, about investments in new innovations.
Welcome to the trials and travails of the Intel Capital Global Summit, which kicks off today and goes through October 26. Looking at the lineup, I expect to hear about newfangled tech that would make news reporting so much easier if available—although 4G cellular data would be good enough for today.
For Christmas 2015, I bought myself a new pair of Bluetooth headphones. After trying several sets, I settled on Master & Dynamic MW60, which were a fantastic choice then and are still my top recommendation nearly a year later. The wireless cans replaced my beloved Grado RS1e -- no small feat.
Read no further and buy the M&D cans, if wireless listening is priority -- and should be if using iPhone 7 or 7 Plus, which lack 3.5 mm jack. Authentic audio, spacious soundstage, and full fidelity (without over-punchy bass) make the MW60 the gold standard for Bluetooth cans.
I sold my sister's T-Mobile HTC M9 earlier today. Nan lives in Vermont, where Verizon delivers consistently better coverage and where the market for a used smartphone is much smaller than here in San Diego. The buyer had previously owned the Samsung Galaxy Note 7, which she really enjoyed. While waiting until late November or early December for her matte black iPhone 7 Plus order, the woman has a Samsung Galaxy J7 loaner and hates it. She is familiar with the M9 because her mom owns one.
This lady is the fifth person I've met in just a few days who had bought Note 7. They're everywhere—and a sorry lot of disappointment, too. Every one switched to an iPhone. What? Has no one read reviews claiming Google's Pixel handsets are the Android iPhones everyone waited for?
San Diego, Calif. The cop convention is in town this weekend, and I have never seen so many men in blue-grey suits or uniformed officers strutting sidearms. Quite possibly the safest-feeling place in San Diego through October 18th is the Convention Center and the areas around it—that is unless you're a lawbreaker or someone as afraid of men and women in uniform as clowns. What the hell is this clown craze anyway? Yeah, that's off-topic.
The International Association of Chiefs of Police holds its 123rd annual conference, which I blasted through (poor choice of words, I know) yesterday for a specific, and interesting product launch: Patriot One's NForce CMR1000; self-described as a "covert primary screening device for the detection of on-body concealed weapons at access points including hallways and doorways of weapons-restricted buildings and facilities". I met with CEO Martin Cronin and Chief Science Advisor Natalia Nikolova.
Next month I return from my first—and hopefully last—summer sabbatical. I resume writing with a question for you: "When is stupidity fraud?" I ask because someone is using my gmail address to sign up for a humungous number of newsletters and websites. At first, I presumed someone trolled me. But that no longer appears to be the case. This guy, presumably living in North Carolina, either uses my address randomly to hide his identity, or he mistypes one that is similar. Given many of the services are for an unidentified widower looking for love, I assume the latter.
Behind my question are real concerns about identity and privacy that do not just apply to me. The email address gives me the ability to change the passwords and even cancel accounts—both of which I have done, treating his misuse of my email address as identity theft and violations of my privacy; after years of careful cultivation that reduced spam, crap is on the rise as this misuse spreads my gmail identity across dating and discount sites and sex webcams. Who knows on what mailing lists it will appear next.
Yesterday, Europe's Competition Commission expanded its legal assault against Alphabet and major subsidiary Google. Four monopolies are under fire: AdSense, Android, search, and shopping services. Trustbusters allege that Google uses anticompetitive tactics to protect its market dominance, which share ranges from 80 percent to 90 percent in each category. Behind the charges is a hoity-toity attitude typical of overly-protectionist EU regulators. What if the information giant gave them what they want?
Imagine this: Google shuts down operations across the entire Euro zone—in a Brexit-like departure, but suddenly with no preparations. Switch it off. Search and other services could remain available in Britain and to all other non-EU countries. The company surely has the means, starting with IP blocking and expanding to other measures. The risk: Confirming just how dominant is Google, because of the incredible negative consequences. But the chaos also would lead to an outcry to restore services, while illuminating how important Big G is to citizens and how greatly businesses benefit, or profit, from the monopolies.
Alphabet Admirals Sergey Brin and Larry Page had better tell Captain Sundar Pichai to close the watertight doors—lest the search and advertising ship sink in the North Sea, where depths reach 700 meters (2,300). Brrrr. Are the lawyers handing out life preservers? Will paralegals man the water pumps?
Today's expansion of the European Union Competition Commission's investigation into Google business practices makes a really bad situation much, much, much worse. Problems are these: Adding advertising to anticompetitive charges; expanding investigation to four monopolies (AdSense, Android, search, shopping services); citing exclusive contracts as violation of the law; and narrowing the applicable market for search shopping competition, thus blowing apart one of Google's major counter legal arguments. Kaboom!
The question nags as I prepare to review TarDisk Pear flash memory expansion. The doohickey is available in 128 or 256 gig capacities for either MacBook Air or Pro. It fits neatly and snuggly into the SDXC card slot, which is required; color and finish match, too. Windows users must look elsewhere, though, and many may be glad to. The tech lists for $149 and $399, respectively. But, hey, the Apple fan club is accustomed to paying more for everything.
I will test TarDisk Pear on my 13-inch MacBook Pro with Retina Display, 3.1GHz Intel Core i7 processor, 16GB RAM, and 256GB SSD. I recently, and unexpectedly, filled up the hard disk with photos and podcast raw recordings. (Hehe, using Chromebooks for so long spoiled me and my awareness of such things.) Doubling storage, particularly with San Diego Comic-Con coming in 14 days, could prove useful for editing audio, pics, and video on the laptop. But is it necessary or contrivance?
As a Tidal subscriber, I welcome Apple acquisition—assuming lossless tracks are made available through the fruit-logo company's music services. Not that anyone should seriously believe the rumors. But one can hope.
Merger talks are typically silent affairs. When they're serious, you don't hear about them until there is a deal. Reasons are many, with regulatory being among them when public companies are involved. Acquisition rumors often mean something else: Principal party leaks information about preliminary or ongoing discussions to gauge customer and shareholder reaction; one side or the other is dissatisfied with progress/terms and seeks to apply pressure.
Apple's annual developer conference is underway in San Francisco. Yesterday's opening keynote was the best since before cofounder Steve Jobs' death nearly 5 years ago. While pundits poo-poo what's missing (shiny gadgets), new and improved software and services matter more—and they showcase priorities properly placed.
CEO Tim Cook kicked off the event, by asking attendees to stand and offer a moment of silence for the mass murder victims the previous day in Orlando, Fla. Forty-nine people are confirmed dead and as many hospitalized from the nightclub shooting. He then went on to lay out a clear agenda for the keynote and the conference—four platforms: iOS 10, macOS "Sierra" (formerly OS X), tvOS 10, and watchOS 3.
Timing is everything, particularly in business marketing tactics. Surely it's no coincidence that hours before Apple's big developer conference, where questions about iPhone's future and product innovation loom large, that Microsoft announces plans to buy social network LinkedIn. Hehe, how do you like them apples?
The merger will split tech news and analysis coverage this fine Monday and spill over to tomorrow, robbing Apple of the attention it needs now to subdue rising negative perceptions about the future. Global smartphone sales are slowing and iPhone accounts for 65 percent of total revenues. Meanwhile, the fruit-logo company hasn't perceptually lifted the innovation meter since before cofounder Steve Jobs died nearly five years ago. Apple needs to deliver wow and have bloggers and reporters giggle with glee all over the InterWebs.
My oldest Internet ID, three letters, is vintage 1996. Yahoo's impending demise, which could be to Verizon, almost certainly will mark the end of our long relationship. We mutually will abandon one another. I'm sorry that it comes to this.
Yahoo sealed its fate when cutting the deal to outsource search to Microsoft during summer 2009. The disaster I predicted then will soon end the iconic brand, what little remains of it. Many people will blame CEO Marissa Mayer, but she was but steward of the sinking ship. Doom was a certainty after Yahoo surrendered crown jewel search. That the company limped along for another 7 years is testimony to the brand and to the services infrastructure built around it.
Washington Post reporter Hayley Tsukayama asks, following up on a commentary by software developer Marco Arment: "Is Apple really at the risk of becoming BlackBerry?". The answer absolutely is No. But the concept is right. The fruit-logo company's dire straight is much more profoundly catastrophic. The risk is becoming Nokia, and the path to that destination is already well-trodden.
Arment calls BlackBerry "king of smartphones", referring to its market position before Apple released iPhone nine years ago in June. The description is apt enough. "BlackBerry’s success came to an end not because RIM started releasing worse smartphones, but because the new job of the smartphone shifted almost entirely outside of their capabilities, and it was too late to catch up", he asserts. But smartphones were a niche category in 2007, so insignificant that analyst firms lumped the devices together with PDAs. iPhone's disruption was far, far greater—Nokia lost its perennial global handset lead; for many of the reasons Arment identifies. Nokia, and not BlackBerry, is the metaphor, and it is frighteningly foreshadowing.
Answer: Your kids. Chromebook leads laptop and desktop sales through U.S. commercial channels to schools, according to NPD. Education is overwhelmingly the primary market for the computers. The institutions can't buy enough of the thangs, for their utility and low-cost compared to notebooks running either OS X or Windows. That cost is as much about extended webapps and services from Google (or its developer partners), available for free or comparatively next-to-nothing, set against software for the other platforms.
Wrinkle in the Google firmament: iPhone and Chromebook are like water and dirt. The sediment settles unless shaken up. Sure youngsters can do all their Googly things—Docs, Gmail, Maps, Photos, YouTube, etc. -- on iOS but the experience is smoother and more homogenous when mixed Android and Chrome OS. What the kiddies lack, and their educators, is a swath of useful apps like the Apple kids get.
Fifteen years ago today, the first Apple Store opened at Tysons Corner Center in McLean, Va. I was there, covering the event for CNET News. Four days earlier, then CEO Steve Jobs briefed journalists—bloggers, bwahaha, no—across the way at upper-scale Tysons Galleria. Most of us thought his scheme was kind of nuts, as did analysts, and news stories reflected the sentiment. Recession gripped the country and rival Gateway was in process of shuttering more than 400 retail shops. Timing was madness.
But companies that take big risks during economic downturns are most likely to reap rewards later. Retail would be Apple's third walk across the tightrope during 2001. The others: iTunes (January); OS X (March); iPod (October). I've said before that these four are foundation for all the company's successes that followed, including iPhone. But 15 years ago, battling the Wintel duopoly with less than 2 percent global PC market share, Jobs figuratively walked a tightrope across the Grand Canyon carrying original Macintoshes in each arm.