DOCSLIB.ORG

SSMUG August 2013 Newsletter

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
SSMUG August 2013 Newsletter August 2013 Notable features: Calendar is now location, travel time, weather aware and adds local weather and Meeting Notice travel time directly to calendar events. Safari is All meetings, except for the December, will be at the much faster and comes with some handy sidebar Grande Prairie Library at 3479 W 183rd St., Hazel improvements to Bookmarks, Reading Lists and Crest. The December meeting will be held at the Shared Links. A new dedicated Maps application Homewood Public Library. features bookmarks, real-time traf!c and one-click send to iOS. A surprising omission is full Siri Meetings are held at the Flossmoor Station Brew support. Pub on the second Tuesday of the month at 7:30 PM. iOS 7 Walter Palmer, Editor The most anticipated software announcement was iOS 7, the next major release of the OS that powers the iPhone and iPad. New features include Control Center, iTunes Radio, AirDrop and major updates $95 billion (editorial) to Noti!cation Center, Multitasking, Siri, Camera, Photos and Safari. Like Mavericks, iOS got the "at Companies have been suing Apple right and left, treatment, but even more dramatically. The entire countries are reviewing how much Apple pays in OS has a more subdued and subtle look and feel taxes. My advice is that they make large donations and all of the Apple icons are simpler and cleaner. to charity or they will loose more then the any donation to charity to all kinds of people. Notable features: Control Center provides a slide up tray with quick access to AirPort, Bluetooth, brightness, music, AirDrop, AirPlay and a welcome World Wide Developer’s Conference 2013 built-in "ashlight. Noti!cations, Multitasking and the Camera app are greatly improved, but the show stealer is iTunes Radio, which is free ad-supported By Jason D. O'Grady for The Apple Core Internet radio. The kicker is that iRadio is ad-free June 11, 2013 for iTunes Match subscribers (which costs $25 per year) -- a nice surprise. OS X Mavericks MacBook Air Apple ran out of cat names so it switched naming conventions to California landmarks for its major On the hardware front, Apple used WWDC to operating system releases and OS X "Mavericks" is announce refreshed MacBook Air notebooks based the !rst. The newest version of the Mac desktop on Intel's latest Haswell processors, 802.11ac Wi-Fi operating system is due in the fall and focuses on and PCIe-based "ash storage that is up to 45 better battery life and responsiveness. It boasts over percent faster than the previous generation 200 new features including a tabbed Finder, (Note: (approaching 800 Mbps in early benchmarks). The Your editor has used TotalFinder, which patches best feature in the new MBAs is all-day battery life. the Finder to provide tabs, for some time and and The new 13-inch MacBook Air gets up to 12 hours tabbed a Finder is great!) Tags and much improved of battery life and the 11-inch MacBook Air delivers multiple-monitor support. As expected, Mavericks up to 9 hours of battery life. The 11-inch models is decidedly "atter in design as evidenced by the featuring double the storage and 13-inch models updated Calendar app which has ditched the leather starting at a new lower price of $1,099. and paper metaphor for a more simple and clean design. Mac Pro 32GB and 64GB models. At just $229, it’s cheaper Billed as a "sneak peek into the future of the Pro than its 32GB and 64GB counterparts by $70 and desktop" the new Mac Pro is just one-eighth of the $170, respectively. volume of the previous Mac Pro (9.9 inches tall, 6.6 inches in diameter). The new Apple tower (or PRISIM should I say cylinder?) features a new uni!ed thermal core, with three logic boards mounted on a triangular-shaped heat sink with a fan at the top. By now, I am sure that everybody on Earth has Hardware-wise the new Mac Pro features a new- heard about PRISIM and the US Government’s generation Intel Xeon E5 chipset with up to 12 ‘review’ of telephone and computer traf!c. It turns cores of processing power, 2.5x faster dual out that during the Civil War telegraph traf!c was workstation AMD FirePro GPUs (4096 stream routed to the government and France has a similar processors, 384-bit memory buses, 528 GBps total program. Since I !rst wrote this it has been reveled bandwidth) and 2.5x faster "ash storage (PCIe that other governments do something like this - controller, 1.25 GBps reads, 1.0 GBps writes). including the Lincoln Administration, which had all telegraph traf!c routed through the Federal It also features 2x faster ECC memory (1866MHz Government. That was during wartime. Aren’t we DDR3, four-channel controller, 60 GBps in a war? Well, yes, but it looks to go on for the next bandwidth) and 4K video support (multiple hundred years or so. streams, supported on every port, three simultaneous displays). The new Mac Pro comes As I frequently point out, the Bill of Right was no with a ton of ports on the backplane, including six sooner rati!ed than the government started trying Thunderbolt 2 ports being driven by three to think of ways around it. “Everybody does it” and controllers (20 Gbps throughput, 6 devices per port, “It’s been done for a long time” don’t really make backwards compatible), four USB 3 ports, two your editor feel any better about it. Gigabit Ethernet, and a HDMI 1.4 port. Apple said that the next-generation Mac Pro is Frankly, I am more concerned about unauthorized, coming "later this year" and that it's designed and free-lance snooping by government employees than assembled in the United States. I am about policy-driven ‘inspection’. It’s going to come out if it is done of!cially, but the free-lance Less Expensive iPod Touch inspection is too wonderful an opportunity for blackmail to pass up. Combine that with third-shift Apple Unveils iSight-Less 16GB Fifth-Gen iPod boredom and watch out. touch, Now Available For $229 At bottom, the problem comes from the fact that we by Aldrin Calimlim (edited) want crime and other nastiness stopped before it happens. If anybody knows about a way to tell what people are GOING to do before they do it Ever so quietly, Apple has just discontinued selling without snooping, please share it with others. the fourth-generation iPod touch from its online Ironically, just before this story broke a survey was store. Instead, it is now selling a new version of the released stating that people were willing to give up current generation of its popular portable media some privacy in return for greater security. Well, we player. have one, let’s see if we get the other. The new version is a !fth-generation iPod touch that comes with just 16GB of onboard storage. Of course, this is half of what the previous lowest- capacity !fth-generation iPod touch holds. More notably, the new device model comes without an iSight rear camera, which is found on both the Apple Smart Watch According to the report, Apple has also been acquiring smaller !rms which specialize in Apple Hiring ‘Aggressively’ For iWatch, Aiming technologies related to the smart watch, and is For Late 2014 Launch aiming to launch the product in late 2014, rather than 2013, as previous analysis has indeed by Joe White, AppAdvice indicated. For some time, the company is said to have had 100 or more designers working on the product, which is rumored to be a wristwatch capable of performing some of the tasks currently reserved for Apple’s line of iDevices. From what we understand, a touch- optimized display and curved battery could also be in the cards. Furthermore, Apple has recently been on something of an “iWatch” trademark spree in countries spanning the globe. Trademark applications in Russia, Jamaica, Japan,Mexico, Taiwan, and (Speculative picture) Turkey have so far been uncovered, though Apple could have trouble securing the name in both the United States and the United Kingdom. Apple is said to be “aggressively” hiring new employees for its anticipated smart watch, in a move which suggests that the Cupertino, Calif. It seems that an iWatch is indeed in the works. company is now seeking additional expertise to Though whether it’ll arrive before many are able to assist in the development of the so-called “iWatch.” get their hands on a Pebble smart watch, either online or in person at Best Buy, remains to be seen. The news comes from the Financial Times: The company has begun hiring aggressively for the project in recent weeks, say people familiar with Apple’s plans for the wearable device, a move that shows it has stepped up development but which raises questions over the ability of its own engineers to develop wearable technology. As Apple moves from iPods, iPhones and iPads into an entirely new category of product, it is looking beyond its existing staff in Cupertino for the talent required to build it an indication that the endeavour involves hard engineering problems that they’ve not been able to solve, according to one source. Pebble Smart Watch. This is what is being talked about. (Think about it - if someone works for Apple, whether as an employee of an acquired company or a direct hire, they become one of Apple’s own engineers.) Why a smart watch? iWatch’s novelty emerges as Apple taps sensor and !tness experts 8:00 AM It would mean that I would not have to dig my by Mark Gurman phone out from under a coat (during the winter) when I had an iOS noti!cation.
Load more

Recommended publications
  • Secrets at Apple's Core [Entire Talk]
    Stanford eCorner Secrets at Apple's Core [Entire Talk] Adam Lashinsky, Author May 23, 2012 Video URL: http://ecorner.stanford.edu/videos/2973/Secrets-at-Apples-Core-Entire-Talk Adam Lashinsky, Fortune senior editor-at-large, shares an insider look at Apple, one of the world's most iconic and secretive companies. Based on his research into the technology giant's internal processes and approaches to leadership and building products, Lashinsky offers insights and surprises from his book, Inside Apple: How America's Most Admired--and Secretive-- Company Really Works. Transcript Almost exactly a year-ago this week I published an article in Fortune magazine with the same title as you see in front of you, Inside Apple. We decided at Fortune that in Apple we had a company that the entire world thought they knew a lot about because the world knew about Apple's products. And they knew about Apple's advertising and its image and its brand and its logo and so on. When in fact the world knew and really still does know very little about how Apple does what it does, what goes on inside Apple? There is a reason for that and it's a major part of my thesis and what I've learned in researching this company intensely over the last year and that is that Apple doesn't want us to know what goes on inside Apple. Apple is professionally focused on telling us, telling you about its products. Not about it. As a business journalist, my job is not to be concerned with what Apple is interested in us knowing, but what my readers at Fortune magazine ought to know and want to know.
    [Show full text]
  • 300Tage Tim Cook
    300 Tage Tim Cook Wie führt er Apple? Tim Cook führt Apple bei Redaktionsschluss seit 300 Tagen. Erste eigene Schritte hat Cook an der Spitze des desig- nverliebten Unternehmens mit den kühnen Produktvisionen absolviert, sein eigenes Profil hat er noch nicht gefunden. Dirk Kunde Tim Cook stellt die dritte Generation des iPad im Yerba Buena Center in San Francisco vor. FOTO: Getty Images / Kevork Djansezian Redaktionelles News & Trends Headliner Testlabor Mac Help Mac Life 109 ungenannter Branchenexperte in einem der wenigen Artikel, die man über Cook in US-Archiven findet. Die Summe ist natürlich zu hoch gegriffen, doch so ein Gerät unter 1.000 Dollar anbieten zu können, ist eine Meisterleistung. Genau für diese Aufgabe wirbt ihn Jobs im Frühjahr 1998 bei Compaq ab. Zu diesem Zeit- punkt betreibt Apple eigene Fabriken. Cook senkt die Zahl der Zulieferer von mehreren Hundert auf 24. Für Produkte wie Drucker oder den Newton kommt das as hat selbst Steve Aus. Neun von zehn Lagerhäuser werden geschlos- Jobs beeindruckt. Der sen. Bis dahin stehen für zwei Monate fertige Pro- sonst so ruhige und dukte in den Regalen. Cook senkt das auf zwei Tage. stille Tim Cook stei- Der Schnitt entschlackt die Bilanz um 500 Millionen gert sich in einer Tele- US-Dollar, denn Inventar ist totes Kapital. Just-In-Time- fonkonferenz in ein Produktion ist das Schlagwort Ende der 90er Jahre und minutenlanges Apple- somit ist die Auslagerung nach Asien unausweichlich. Glaubensbekenntnis. Jobs will Kontrolle über die Produkte von der Entwick- Es fallen Sätze wie lung bis zum Verkauf, und so treibt Cook den Aufbau D „Wir sind auf der Erde, eigener Läden voran.
    [Show full text]
  • Apple Inc. This Article Is About the Technology Company
    Apple Inc. This article is about the technology company. For other companies named "Apple", see Apple (disambiguation). Apple Inc. Type Public Traded as NASDAQ: AAPL NASDAQ-100 Component S&P 500 Component Industry Computer hardware Computer software Consumer electronics Digital distribution Founded April 1, 1976 (incorporated January 3, 1977 as Apple Computer, Inc.) Founder(s) Steve Jobs Steve Wozniak Ronald Wayne[1] Headquarters Apple Campus, 1 Infinite Loop, Cupertino, California, U.S. Number of 357 retail stores(as of October 2011) locations Area served Worldwide Key people Tim Cook (CEO) Arthur Levinson (Chairman)[2] Sir Jonathan Ive (SVP, Industrial Design) Steve Jobs (Chairman, 1976-1985/2011; CEO, 1997– 2011) Products Products list[show] Services Services list[show] [3] Revenue US$ 108.249 billion (FY 2011) [3] Operating income US$ 33.790 billion (FY 2011) [3] Profit US$ 25.922 billion (FY 2011) [3] Total assets US$ 116.371 billion (FY 2011) [3] Total equity US$ 76.615 billion (FY 2011) Employees 60,400 (2011)[4] Subsidiaries Braeburn Capital FileMaker Inc. Anobit Website Apple.com Apple Inc. (NASDAQ: AAPL ; formerly Apple Computer, Inc.) is an American multinational corporation that designs and sellsconsumer electronics, computer software, and personal computers. The company's best-known hardware products are the Macintoshline of computers, the iPod, the iPhone and the iPad. Its software includes the Mac OS X operating system; the iTunes media browser; the iLife suite of multimedia and creativity software; the iWork suite of productivity software; Aperture, a professional photography package; Final Cut Studio, a suite of professional audio and film-industry software products; Logic Studio, a suite of music production tools; the Safari web browser; and iOS, a mobile operating system.
    [Show full text]
  • Mosk: Later That Day
    MOSK: LATER THAT DAY There’s a whole other show waiting. Today, Jeff Gamet joins us to Tuesday, August 28, 2012 Tuesday, discuss all the Apple news that’s fit to pretend- print. Cross-Platform Zero-Day Vulnerability Found for Java 7; Affects Windows, Linux and OS X Tap If you’ve got Java 7 installed on your computer you seem to have a Here to serious security risk on your hands. Infoworld says “hackers are Listen! exploiting a zero-day vulnerability in Java 7,” one that “can be exploited through any browser running on any operating system, from Windows and Linux to OS X, that has Java installed...” According to the piece, "the vulnerability is not in Java 6, it's in new functionality in Java 7." While Apple stopped bundling Java in OS X with last year’s Lion release, the piece says users can and do install it on their own when they encounter a site that employs a Java applet. So far all of the known exploits in the wild have targeted Windows machines, though the piece says there’s nothing to stop an exploit aimed at the Mac. Security experts recommend disabling Java until Oracle delivers a patch. Java can be disabled on a Mac in the preferences of your chosen browser or browsers... and thanks to Information Security pro George Starcher for sending me this story... and freaking me the freak out. 1 The Apple v. Samsung Aftermath Continues Samsung Bashes Apple for Litigiousness Post Apple v. Samsung v. Apple Verdict August 28, 2012 Since the Apple v.
    [Show full text]
  • Apple Watch, Apple TV, And/Or Apple Car?
    9-716-401 REV: AUGUST 5, 2016 DAVID B. YOFFIE ERIC BALDWIN Apple’s Future: Apple Watch, Apple TV, and/or Apple Car? Since the release of the iPod in 2001, Apple had probably been the most successful technology company in the world. It revolutionized three businesses in the next 10 years: music, smartphones, and tablets. When Steve Jobs died in 2011, it was up to his successor, Tim Cook, to revolutionize the next set of industries. In 2015, Cook appeared to have three potential targets: watches (wearables), television, and cars. All three were bets on highly uncertain futures. Watches were off to a promising start in their first quarter of shipments, but it was far too early to declare victory. Television seemed ripe for disruption, but many firms had tried and failed to change the TV landscape. And cars, of course, represented the biggest opportunity as well as the biggest leap for Apple. Financially, Cook and his team were virtually unconstrained: Apple was the most profitable company on the planet in the fourth quarter of 2014, generating $18 billion in net income (see Exhibit 1). However, Jobs had famously said that Apple’s success came “from saying no to 1,000 things to make sure we don’t get on the wrong track or try to do too much. We’re always thinking about new markets we could enter, but it’s only by saying no that you can concentrate on the things that are really important.”1 The big questions for Cook and his team included: Were watches, TVs, and cars the right focus? Was Apple going down the best path in watches and wearables? Should Apple shift direction in TVs? Did it make sense for Apple to enter the car business, and if so, how? The Apple Watch When Apple released the iPhone 6 in September 2014, it also revealed the long-anticipated and much-rumored Apple Watch, which would ship in late April 2015.
    [Show full text]
  • Apple 1 Crisis Communication Plan #2: Technical-Error Harm Purpose
    Crisis Communication Plan #2: Technical-Error Harm Purpose: In the event that iTunes user accounts and the servers are hacked, we must take immediate action to respond and inform all our publics of the situation. We will provide systematic tips and preventative measures to ensure other user accounts are not hacked or fraudulent use of a user account occurs. Apple’s focus is to respond to this crisis through ensuring all parties have the most available information. This will allow information to be communicated consistently, openly, and accurately to all parties. The resolution to the crisis can be obtained through an efficient and quick response, leading to open communication with all parties at all times. This path will allow all communication barriers to cease and stop any other problems at the source. Objectives: 1. Assess the crisis situation: a. Locate source of problem. 2. Assemble the CMT (Crisis Management Team) as outlined in the staff directory. 3. Setup Crisis Control Center and start preparation of all-important materials needed for the response. 4. CMT will take the assessments and data gathered to determine the appropriate strategies to respond to the situation. 5. CMT Lead will assign and implement the use of the Methods of Communication Chart to the appropriate key publics. 6. CMT Lead will need to be the first to be notified of the situation. CMT will refer to List of key publics to know who takes priority to contact from first to last. 7. Have a data and system analyst collect all available data from the network and all other available resources.
    [Show full text]
  • Adobe Tech Chief Likens Apple to 19Th Century Railroad 6 May 2010, by John Letzing
    Adobe tech chief likens Apple to 19th century railroad 6 May 2010, By John Letzing Apple Inc.'s recent competitive behavior is similar uses "open and standard" technologies, while Flash to that of a 19th century railroad company, Adobe "is closed and proprietary." Muller also referred to Systems Inc.'s top technology executive said Jobs' comments, calling Flash dated and unreliable. Wednesday. Federal antitrust regulators reportedly are looking "Apple's playing this strategy where they want to at Apple's rules for development on its devices, and create a walled garden" around the Internet, Adobe may launch an investigation. Chief Technology Officer Kevin Lynch remarked at a tech conference in San Francisco. He then A prototype Adobe tablet running on Android was compared the company's moves to the deployment displayed at the technology conference; it included in the 1800s of railways with varying gauges that Flash and featured an internal hardware precluded compatibility with those of rivals. composition developed by Nvidia Corp. "If you look at what's going on right now, it's kind of "We're working closely with them to optimize the like railroads in the 1800s," Lynch said. software and hardware integration," Lynch said of Nvidia. Apple and Adobe have been engaged in an escalating war of words over the effective banning "That's a prototype, but there are a bunch of of Adobe's Flash technology on popular Apple different manufacturers using those guts," he products such as the iPhone and iPad. commented, adding that a number of related tablet devices are likely to be released in the coming Apple recently issued a requirement that software months.
    [Show full text]
  • Apple Inc. (AAPL) Resuming Coverage with CL-Buy: Platform Opportunity
    December 12, 2010 ACTION Buy Apple Inc. (AAPL) Return Potential: 34% Equity Research Resuming coverage with CL-Buy: platform opportunity still nascent Source of opportunity Investment Profile We are resuming coverage of Apple with a Buy rating and 12-month target Low High price of $430 and placing it on our Americas Conviction List. We believe Growth Growth Apple’s platform-centric business model is the secret sauce that has Returns * Returns * Multiple Multiple enabled it to quickly capture market share in new computing segments Volatility Volatility while simultaneously enjoying considerable margin leverage. Percentile 20th 40th 60th 80th 100th Furthermore, we believe significant growth and profit opportunities for Apple Inc. (AAPL) this platform still lie ahead. As a result, we expect revenue and earnings Americas Technology Peer Group Average * Returns = Return on Capital For a complete description of the expectations to continue to trend upward, and we view the shares as investment profile measures please refer to attractive at current levels. the disclosure section of this document. Catalyst Key data Current Price ($) 320.56 Apple’s recent gross margin trends and guidance have caused some 12 month price target ($) 430.00 concerns among the investing community. Our analysis of Apple’s Market cap ($ mn) 293,623.4 platform history not only suggests that this gross margin erosion is 9/10 9/11E 9/12E 9/13E normal, but also that we have probably already seen the worst of it. Revenue ($ mn) New 65,225.1 91,807.0 110,772.6 122,389.7 Indeed, we believe Apple’s margins have already bottomed, and we expect Revenue ($ mn) Old-------- EPS ($) New 15.15 19.86 24.91 28.29 the company to resume its leverage-driven upside in coming quarters.
    [Show full text]
  • You Can't Innovate Like Apple — Pragmatic Marketing, World's Most Popular Produc
    You Can't Innovate Like Apple — Pragmatic Marketing, world's most popular produc ... Page 1 of 11 You Can't Innovate Like Apple When what you teach and develop every day has the title “Innovation” attached to it, you reach a point where you tire of hearing about Apple. Without question, nearly everyone believes the equation Apple = Innovation is a fundamental truth. Discover what makes them different. By Alain Breillatt Note: Experience tells me I must start with the disclaimer that I admire Apple, but I am not a Macaholic or a Windows Geek. I don’t care who has the better OS—except to the extent that it provides examples for successful or poor innovation. Apple! Apple! Apple! Magazines can’t possibly be wrong, so Apple is clearly the “Most Admired,” the “Most Innovative," and the “Master at Design.”(1, 2, 3, 4, 5) Let me tell you, when what you teach and develop every day has the title “Innovation” attached to it, you reach a point where you tire of hearing about Apple. Without question, nearly everyone believes the equation Apple = Innovation is a fundamental truth—akin to the second law of thermodynamics, Boyle’s Law, or Moore’s Law. But ask these same people if they understand exactly how Apple comes up with their ideas and what approach the company uses to develop blockbuster products—whether it is a fluky phenomenon or based on a repeatable set of governing principles—and you mostly get a dumbfounded stare. This response is what frustrates me most, because people worship what they don’t understand.
    [Show full text]
  • Oral History of Kenneth Kocienda and Richard Williamson, Part 2
    Oral History of Kenneth Kocienda and Richard Williamson, part 2 Interviewed by: Hansen Hsu Marc Weber Recorded November 13, 2017 Mountain View, CA CHM Reference number: X8367.2018 © 2017 Computer History Museum Oral History of Kenneth Kocienda and Richard Williamson, part 2 Hsu: All right, it is November 13th. I am Hansen Hsu with Marc Weber. And we are here with Ken Kocienda and Richard Williamson, again, for part two. So, let’s get back to where we were and start where we left off. So, we were talking about sort of working on iPhone 1.0. And one thing that I didn’t get to ask is what was sort of the experience like of being on that team and working in secret and the long hours and that general sort of the feeling or the life of working on that project. Williamson: Do you want to go first? Kocienda: Sure, I’ll go first. It was intense. There was a lot of pressure. It was fun because we had something that, from the very beginning, seemed like it could really be big, important for the company. I don’t know [that I] quite thought that it would be important for the world, but important for the world of technology, I think. Williamson: And important for humanity. You don’t have to be modest. Kocienda: Yeah, it is important for humanity. Well, I think we hoped that it might be. And the people were just terrific. It was very inspiring all the time to be surrounded by people who were so smart and so good at making the software that we were trying to make.
    [Show full text]
  • The Innovative Success That Is Apple, Inc. 1
    Marshall University Marshall Digital Scholar Theses, Dissertations and Capstones 1-1-2012 The nnoI vative Success that is Apple, Inc. Katherine Johnson [email protected] Yang Li [email protected] Hang Phan [email protected] Jason Singer Hoang Trinh [email protected] Follow this and additional works at: http://mds.marshall.edu/etd Part of the Advertising and Promotion Management Commons, Business Administration, Management, and Operations Commons, Marketing Commons, and the Technology and Innovation Commons Recommended Citation Johnson, Katherine; Li, Yang; Phan, Hang; Singer, Jason; and Trinh, Hoang, "The nnoI vative Success that is Apple, Inc." (2012). Theses, Dissertations and Capstones. Paper 418. This Capstone is brought to you for free and open access by Marshall Digital Scholar. It has been accepted for inclusion in Theses, Dissertations and Capstones by an authorized administrator of Marshall Digital Scholar. For more information, please contact [email protected]. The Innovative Success that is Apple, Inc. 1 The Innovative Success that is Apple, Inc. Katherine Johnson Yang Li Hang Phan Jason Singer Hoang Trinh Introduction- The Birth of a Brain Child Apple, Inc. started out as an idea of one man. This man was Steve Jobs. Jobs and his friend, Steve Wozniak, were two high school drop outs living in the Silicon Valley with extremely innovative and intelligent minds (Santa Clara Historical Society, 2012). The pair teamed up, while working for Hewlett Packard, to start Apple, Inc. from the basement of Jobs’ home (Santa Clara Historical Society, 2012). The pair created the first Apple computer on April 1, 1976 (Santa Clara Historical Society, 2012).
    [Show full text]
  • Declaration of Michael N. Zachary in Support of Plaintiff's Motion for A
    CollegeNET, Inc. v. Google Inc. Doc. 13 Att. 4 EXHIBIT D Dockets.Justia.com google chrome - Google News Archive Search Web Images Videos Maps News Shopping Gmail more ▼ Search settings | Sign in Advanced archive search Archive search help News Archives News Articles - Timeline Results 1 - 100 of about 620,000 for google chrome. (0.23 seconds) « View recent news results for google chrome 2000-10 Search other dates Click region to select time period 2000 Apr 2000 - In April 2000, US District Court Judge Thomas Penfield Jackson ruled that Microsoft violated federal and state antitrust laws and ordered the company to decouple its operating system and browser technology, pay hefty fines and undergo years of scrutiny to ... Show more From 10 years after Microsoft vs. DoJ www.cio.de/news/cio_worldnews/2230137/ 2001 2001 - Wired: Inside Google Chrome # "'When I joined Google in 2001, Larry and Sergey immediately said, "We should build our own browser,"' Schmidt says. 'And I said no.'" Great story here. In case you were not aware: Google Chrome is not a new browser. Google Chrome is a new ... From Click Here: 2008 | db.rambleschmack.net db.rambleschmack.net/click_here/2008/ 2003 Jan 2003 - Safari is a web browser developed by Apple. Safari is now Apple's default browser starting from Mac OS X v10.3 “Panther”. Safari is also the web browser of iPhone. Safari was launched in January 2003. Today, Safari is competing with Google Chrome on the ... Show more From Browsers usage competition: Internet Explorer,... - Related web pages www.i-newswire.com/browsers-usage-competition-internet/36517 2004 2004 - As I pointed out in “ What are the security implications for Google Chrome?” there are potential security advantages to Chromium that do not exist for Firefox, and so far it provides a superior user experience as well.
    [Show full text]