Posts Tagged ‘Apple’

Annie Baby Monitor Stáhněte na App Store / Download on the App Store Malinko to připomíná narození dítěte… 😉 Náš tým ve společnosti Master Internet dokončil první verzi nové aplikace – chůvičky na hlídání dětí.

Annie Baby Monitor je zatím k dispozici pro zařízení se systémem iOS (iPhone a iPad). Verze pro Android bude následovat brzy.

Naše skutečná Annie (ve skutečnosti se jmenuje Eva 😉 ) vysvětluje funkci chůvičky na videu. Sorry, English only for now…

Pokud si plánujete koupit chytré hodinky Apple Watch, máme na skladu také něco pro vás…

Webová stránka aplikace.

A mimochodem, sháníme programátory pro další projekty.

Read Full Post »

Nepotřebujete kuchyňský nůž, když máte Apple Macbook Air!

Read Full Post »

Založil jsem včera nový blog, v angličtině, na kterém hodlám – byť asi velmi zřídka – psát poznámky o mobilních telefonech.

Přečtěte si první příspěvek o strategickém partnerství Microsoftu a Nokie.

Read Full Post »

Toto memo údajně poslal nedávno jmenovaný CEO Nokie Stephen Elop v těchto dnech zaměstnancům. Nemám čas je překládat, ale pokud umíte anglicky, užijte si to. Je-li pravé, je to silná káva. A bohužel pravda.

Stephen Elop

Stephen Elop, generální ředitel Nokie (zdroj: Wikipedia)

Hello there,

There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform’s edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters.

As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a „burning platform,“ and he needed to make a choice.

He decided to jump. It was unexpected. In ordinary circumstances, the man would never consider plunging into icy waters. But these were not ordinary times – his platform was on fire. The man survived the fall and the waters. After he was rescued, he noted that a „burning platform“ caused a radical change in his behaviour.

We too, are standing on a „burning platform,“ and we must decide how we are going to change our behaviour.

Over the past few months, I’ve shared with you what I’ve heard from our shareholders, operators, developers, suppliers and from you. Today, I’m going to share what I’ve learned and what I have come to believe.

I have learned that we are standing on a burning platform.

And, we have more than one explosion – we have multiple points of scorching heat that are fuelling a blazing fire around us.

For example, there is intense heat coming from our competitors, more rapidly than we ever expected. Apple disrupted the market by redefining the smartphone and attracting developers to a closed, but very powerful ecosystem.

In 2008, Apple’s market share in the $300+ price range was 25 percent; by 2010 it escalated to 61 percent. They are enjoying a tremendous growth trajectory with a 78 percent earnings growth year over year in Q4 2010. Apple demonstrated that if designed well, consumers would buy a high-priced phone with a great experience and developers would build applications. They changed the game, and today, Apple owns the high-end range.

And then, there is Android. In about two years, Android created a platform that attracts application developers, service providers and hardware manufacturers. Android came in at the high-end, they are now winning the mid-range, and quickly they are going downstream to phones under €100. Google has become a gravitational force, drawing much of the industry’s innovation to its core.

Let’s not forget about the low-end price range. In 2008, MediaTek supplied complete reference designs for phone chipsets, which enabled manufacturers in the Shenzhen region of China to produce phones at an unbelievable pace. By some accounts, this ecosystem now produces more than one third of the phones sold globally – taking share from us in emerging markets.

While competitors poured flames on our market share, what happened at Nokia? We fell behind, we missed big trends, and we lost time. At that time, we thought we were making the right decisions; but, with the benefit of hindsight, we now find ourselves years behind.

The first iPhone shipped in 2007, and we still don’t have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.

We have some brilliant sources of innovation inside Nokia, but we are not bringing it to market fast enough. We thought MeeGo would be a platform for winning high-end smartphones. However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.

At the midrange, we have Symbian. It has proven to be non-competitive in leading markets like North America. Additionally, Symbian is proving to be an increasingly difficult environment in which to develop to meet the continuously expanding consumer requirements, leading to slowness in product development and also creating a disadvantage when we seek to take advantage of new hardware platforms. As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead.

At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, „the time that it takes us to polish a PowerPoint presentation.“ They are fast, they are cheap, and they are challenging us.

And the truly perplexing aspect is that we’re not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis.

The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren’t taking our market share with devices; they are taking our market share with an entire ecosystem. This means we’re going to have to decide how we either build, catalyse or join an ecosystem.

This is one of the decisions we need to make. In the meantime, we’ve lost market share, we’ve lost mind share and we’ve lost time.

On Tuesday, Standard & Poor’s informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody’s took last week. Basically it means that during the next few weeks they will make an analysis of Nokia, and decide on a possible credit rating downgrade. Why are these credit agencies contemplating these changes? Because they are concerned about our competitiveness.

Consumer preference for Nokia declined worldwide. In the UK, our brand preference has slipped to 20 percent, which is 8 percent lower than last year. That means only 1 out of 5 people in the UK prefer Nokia to other brands. It’s also down in the other markets, which are traditionally our strongholds: Russia, Germany, Indonesia, UAE, and on and on and on.How did we get to this point? Why did we fall behind when the world around us evolved?

This is what I have been trying to understand. I believe at least some of it has been due to our attitude inside Nokia. We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven’t been delivering innovation fast enough. We’re not collaborating internally.

Nokia, our platform is burning.

We are working on a path forward — a path to rebuild our market leadership. When we share the new strategy on February 11, it will be a huge effort to transform our company. But, I believe that together, we can face the challenges ahead of us. Together, we can choose to define our future.

The burning platform, upon which the man found himself, caused the man to shift his behaviour, and take a bold and brave step into an uncertain future. He was able to tell his story. Now, we have a great opportunity to do the same.


Read Full Post »

Doufám, že jste to oslavili! Včera, 20. 11. 2010, uběhlo 25 let od představení Windows 1.0 v roce 1985!

Windows 1.0 nebyly operačním systémem a nebyly ani jako operační systém míněny. Byly pouhou – a velmi primitivní – grafickou či pseudografickou nadstavbou nad systémem MS-DOS, byť ovšem na rozdíl od DOSu umožňovaly omezený kooperativní multitasking. Program se nepokoušel konkurovat nesrovnateně dokonalejšímu jablečnému Macintoshi, představenému o rok dříve, jak si dnes lidé většinou myslí. Byl spíše odpovědí na jiné nadstavby nad MS-DOS, jako byl TopView od IBM, představený také v roce 1984.

Nikoho nenapadlo, že se zrodila značka, která bude jednou dominovat displejům domácích počítačů. Na divokou jízdu od primitivního správce programů po slušně použitelný operační systém, jímž byla Windows 95, vzpomíná v osobně laděném zamyšlení Paul Thurrott. Umíte-li anglicky a říkají-li vám něco počítače, přečtěte si je.

A podívejte se, jak Steve Ballmer – první profesionální manažer najatý v roce 1980 Billem Gatesem – prodával Windows 1.0!

(Video bylo samozřejmě vytvořeno jako vtip.)

Read Full Post »

27. ledna 2010 představil Steve Jobs se svými spolupracovníky nový produkt společnosti Apple – iPad. Neil Curtis sestříhal všechny podstatné informace z této události do jednoho krátkého videa. I když je to těžko uvěřitelné, žádný záběr se v něm neopakuje.

Pointu lze myslím docela dobře pochopit i bez znalosti angličtiny.

Kompletní záznam keynote najdete tady.

Jobsovy prezentace mi vždycky připomínaly kázání evangelikálního kazatele, ale právě při uvedení iPadu jsem si uvědomil, jak moc mají společného… s obyčejným teleshoppingem. Jobs ctí elementární strukturu  teleshoppingu – je to dobře vidět třeba na představení jména a ceny produktu. A jako v teleshoppingu se chová i publikum.

Proč je Steve Jobs absolutní marketingová ikona? Protože navrhuje skvělé produkty? To také. Ale hlavně proto, že přesvědčil – a udržuje v přesvědčení – spoustu vysoce inteligentních lidí o tom, že jeho výrobky nemají žádné nedostatky.

Když má problémy uživatel Windows, zanadává si nějak takto: „Kdepak asi udělali soudruzi z Redmondu chybu?“ Stane-li se totéž uživateli Apple, reaguje úplně jinak: „Kde jsem udělal chybu? Možná bych vůbec neměl dělat tuto věc, potřebuji to vůbec udělat?“

Kdykoliv uživatel Apple narazí na nějakou potíž, hledá chybu u sebe. Nikdy ji nepřipisuje počítači nebo mobilu. Nepřistupuje k elektronice od Apple jako k nástroji – je pro něj citovou záležitostí, předmětem upřímného obdivu, sběratelským kouskem, Modrým Mauritiem, Bugatti Atalante. Nejvyšším cílem každého marketéra je vytvořit takto hlubokou a pevnou citovou vazbu mezi zákazníkem a svým zbožím.

All I wanna do is to take your money – Všechno, co chci, je vzít si vaše peníze.

M.I.A., Paper planes – píseň použitá ve filmu Milionář z chatrče:

Dobrou videorecenzi iPadu natočil Tomáš Holčík na Živě.

Doporučuji též úvahu Michala Rybky Co to s námi vlastně hraje Apple za hry?

A konečně, nejchytřejší lidé dali před koupí výrobků Apple přednost… akciím Apple! 🙂

Read Full Post »

Birett Ballett Productions uvádí:


Kněz možná neumí tancovat,

ale umí odpouštět hříchy. (Jan 20, 23)


Nechte jablka na pokoji.

Je to parafráze na tuto populární reklamu na Apple iPod:

Další videa z téže díly:



Read Full Post »

Older Posts »