Cananito

by Rogelio Gudino

Tech Education Tea Movies Other

Joshua is mixing feelings here, because he fails to see that the argument of the Mercedes is not about “class”, it’s just about “quality”. Isn’t he aware that the Galaxy Nexus is more expensive than the iPhone?

All Android phones and iPhones are pretty much in the same price range because of monthly fees.

So I would say he’s feelings are that he feels a “low-class” because that’s how Android feels, cheap. Turns out it’s quite expensive, sometimes more expensive than an iPhone.

The day Android phones sell contract free, pay-to-go, and in the same price range as an iPod Touch (maybe a bit more expensive because of the phone capabilities), then I’ll understand Joshua’s “horseshit”.

The phrase “Chief Executive Officer” doesn’t convey much, if anything. There’s a better way to describe the role.

I will posit that in a technology company, the CEO should be the Chief Experience Officer.

If the CEO can make the following set of experiences amazing, by definition, she will make an amazing company.

I would add that if you’re driven by profits, you’re doing it wrong.

I agree with all he says. I think that is someone owns an old device or OS, he’ll be fine with using an old version of your app. It’s only worth adding new stuff to the newest devices and OSs.

Matt Gemmell:

The people most happy about webOS being open source (the geeks, early adopters, developers and tinkerers) are its least qualified stewards if it’s to survive and flourish. Sorry, but you’re probably just going to ruin it for everyone. If you think Linux is a counterexample, ask your granny to use it for a day.

Dave DeLong:

So this is my rant: making a website sucks. It’s a miserable experience if you want it to have any sort of dynamic nature or don’t want it to look like crap.

The root of the problem: websites were originally made to display simple documents. Not a truly scalable platform, it’s filled with patches as of today.

I bet BBA and MBA students never learn this:

In this mode, the firm is basically playing defense. Because it’s easier to milk the cash cow than to add new value, the firm not only stops playing offense: it even forgets how to play offense. The firm starts to die.

Two interesting bits:

Think about this: Any store has to provide products people want to buy. That’s a given. But if Apple products were the key to the Stores’ success, how do you explain the fact that people flock to the stores to buy Apple products at full price when Wal-Mart, Best-Buy, and Target carry most of them, often discounted in various ways, and Amazon carries them all — and doesn’t charge sales tax!

People come to the Apple Store for the experience — and they’re willing to pay a premium for that. There are lots of components to that experience, but maybe the most important — and this is something that can translate to any retailer — is that the staff isn’t focused on selling stuff, it’s focused on building relationships and trying to make people’s lives better. That may sound hokey, but it’s true. The staff is exceptionally well trained, and they’re not on commission, so it makes no difference to them if they sell you an expensive new computer or help you make your old one run better so you’re happy with it. Their job is to figure out what you need and help you get it, even if it’s a product Apple doesn’t carry. Compare that with other retailers where the emphasis is on cross-selling and upselling and, basically, encouraging customers to buy more, even if they don’t want or need it. That doesn’t enrich their lives, and it doesn’t deepen the retailer’s relationship with them. It just makes their wallets lighter.

And:

People forget that the Apple Store encountered some bumps along the way. No one came to the Genius Bar during the first years. We even had Evian water in refrigerators for customers to try to get them to sit down and spend time at the bar. But we stuck with it because we knew that face-to-face support was the very best way to help customers. Three years after the Genius Bar launched, it was so popular we had to set up a reservation system.

To make a business, you need to multiply the two.

Not only is he smart and bright, but he’s also an entrepreneur.

They finally admitted it. Next stop: Flash on the desktop.