Myths of Snow Leopard 7: Free?!
Daniel Eran Dilger Apple's limited comments on Snow Leopard, the next version of Mac OS X due in about a year, have opened the playing field for rampant speculation. Here's a look at a series of myths that have developed around the upcoming release. The seventh myth of Snow Leopard: Apple will have to give Snow Leopard away for free if it lacks many marketing features. The idea of Snow Leopard being a maintenance release rather than a feature release has resulted in speculation that the...
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Will Google's Android Play DOS to Apple's iPhone?
Daniel Eran Dilger Today's broad array of smartphone operating system contenders are offering lots of potential answers to a problem that only requires one. It appears the market has two options ahead: either pool generic hardware makers behind a single operating system and deliver a smartphone marketplace that resembles the Windows PC market, or watch them fall to a dominant leader and have a smartphone market that resembles Apple's iPod ecosystem. This decision isn't going to be made by a class of intellectual elite, or by government mandate. it's going to be made by the market itself. Here are the factors that will influence the outcome, either marginalizing Apple's iPhone into a niche as the company has twice experienced previously at the hands of DOS in 1981 and Windows in 1991, or positioning it as the dominant leader as Apple has achieved for itself with the iPod since 2001. The third segment in this series looks at Google's Android and the Open Handset Alliance as a possible âDOS-attackâ against Apple's iPhone. Subsequent segments will look at Nokia's newly opened Symbian and other mobile contenders challenging the iPhone. Will the iPhone Meet its Match from a Modern Day DOS? Will Windows Mobile Play DOS to Appleâs iPhone? Will Google's Android Play DOS to Apple's iPhone? Will Symbian Play DOS to Apple's iPhone? Google Acquires Android. In 2005, Google purchased a startup named Android, which had been in business for nearly two years. The secretive startup was known only to be working on software for mobile phones. It was being run by a who's who of mobile industry veterans, including Andy Rubin, the founder of Danger. Rubin had earlier worked at WebTV along with Chris White and Andy McFadden, both of whom had also joined Android. Richard Miner of Orange and Nick Sears of Tmobile also brought their mobile provider experience to Android. At the time of the acquisition, Google didn't announce any plans for Android and instead only told BusinessWeek, âWe acquired Android because of the talented engineers and great technology. We're thrilled to have them here.â It appeared that Google was only going to be expanding its search services for mobile phone users, along the lines of the Google SMS answer system it had recently released. Google Buys Android for Its Mobile Arsenal - BusinessWeek Windows XP Media Center Edition vs Apple TV: The Fall of WebTV The GPhone Myth. As reports began to leak out about talks between Google and hardware makers throughout 2007, rumors began to fly about âthe GPhone,â a competitive offering that was supposed to take on the iPhone. Some phone enthusiasts hoped Google would jump in to rescue the struggling OpenMoko project and turn it into a viable project that could attack Apple's new smartphone. In October 2007, I printed the Great Google GPhone Myth, taking apart the idea that Google would be directly competing against the iPhone, and describing that Google was really working on a free alternative to Windows Mobile as a conduit for getting its search and related services on a broader variety of mobiles. Google's services were already on the iPhone. In November, Google played its hand: it had organized a consortium of companies called the Open Handset Alliance to develop open standards for mobiles. The first product from the group would be Android, a mobile operating system built on the Linux kernel. Google wasn't getting into the phone handset business at all; it was only making sure that its mobile search products would not risk being marginalized by the threat of Windows Mobile on phones in the same way Microsoft had been working to leverage its PC monopoly to push Google search off the Windows desktop. The Great Google gPhone Myth Introducing Android: Leader of Linux. Two weeks later, Google released an early version of the Android software. On top of a Linux kernel, Android uses a specialized version of a Java Virtual Machine that takes Java language code and turns it into what Google calls âDalvik bytecodeâ rather than Java bytecode as a standard JVM would. This allows Google to leverage existing and familiar Java language tools without paying Sun for a Java license. Like Mac OS X and its fraternal iPhone OS, Android includes a variety of open source libraries, including SQLite and WebKit. On top of that, Google developed a series of frameworks that handle the tasks Cocoa Touch does on the iPhone. Android also bundles a set of applications. While Apple adapted its existing Mac OS X to work in a mobile environment to create the iPhone OS, Android is more like a customized Java environment running on a specialized mobile Linux variant: elements of maturity in an otherwise experimental new platform. What is Android? -Google Android was by no means the first mobile OS using Linux. Both Palm and its amputated ACCESS software arm have Linux-based mobile platforms. Nokia has Maemo, which it uses in its Internet Tablets, and also recently acquired Trolltech and its Qtopia mobile Linux platform. Motorola has teamed up with MontaVista Software to use its Mobilinux. Intel created the Moblin project for mobile Linux, aimed at Internet devices. Google's OHA also isn't the first consortium to attempt to standardize a mobile Linux platform. The OSDL started the Mobile Linux Initiative to define requirements for hardware; the Consumer Electronics Linux Forum (CELF) then worked to define various phone profiles aimed at the Japanese market; the Linux Phone Standard (LiPS) Forum tried to do the same thing in Europe. In 2007, LiPS was folded into the new LiMo Foundation, along with the OSDL. All of these committees have had some overlap and some complementary features. Several of Google's OHA partners are also LiMo members, including NTT DoCoMo, Wind River, and Motorola. So why didn't Google just join LiMo? âLiMo, very candidly, wasn't moving fast enough,â OHA board member John Bruggeman told CNET. Google hopes to herd the Linux cats into a progressive, structured platform that can battle against Symbian and Windows Mobile to succeed as the new DOS of smartphones. Will Google fracture or unify mobile Linux? The Presumption of the Necessity of DOS. The previous segment examining Windows Mobile pointed out how the PC industry as a whole assumed that Microsoft's desktop Windows monopoly would easily take over dominance in the MP3 player market, pushing Apple into a niche position. This was expected because DOS had pushed Apple's early computers into a reduced role starting in 1981, and Microsoft had repeated this again in 1991 when the DOS world migrated to Windows, effectively pruning Apple's Macintosh into a Bonsai platform. The inability of one company to dominate any product category has been frequently repeated by PC industry pundits as a given, despite the fact that history is full of examples of this happening. Sony dominated personal music players for two decades under the Walkman brand even while equally large competitors tried to push it from this position; Nintendo has similarly owned handheld gaming despite ill-fated efforts to grab a piece of its pie by products running a generic platform such as Microsoft's WinCE (Gizmondo), Linux (GP32), and Symbian (N-Gage). In fact, outside of the Windows/DOS PC, there are actually few examples of a generic platform taking over an industry. Nearly every other consumer-facing product uses proprietary platforms: car makers, stereo equipment, appliances and so on typically all use designs custom to their maker. The paradox of the Windows PC market has been that Microsoft's broadly licensed software supposedly saves hardware makers from investing in software development while ensuring compatibility, when in reality it adds significant costs to PC makers while limiting their ability to differentiate themselves. That explains why PC makers have been perpetually merging together and going out of business while Microosft has rolled in money over the last two decades. Parallel efforts to copy Microsoft in broadly licensing an operating system have regularly failed: IBM's OS/2, Apple's Mac OS, Palm's PDA OS, even Microsoft's own efforts to duplicate Windows dominance in other markets, from copy machines to PDAs to smartphones to SPOT watches to music players. The closest copy may be Symbian, but its customers are partners, not simply consumers of a generic third party's operating system as Windows licensees are. That indicates it is not necessary to duplicate the dominance exercised by Microsoft over the PC industry in the smartphone market. Google's Android and Symbian exist more as technology sharing pacts among manufacturers, but both aspire to take Microsoft's DOS role among smartphones. However, the idea that Apple's iPhone must be dethroned by a modern-day DOS, whether Windows Mobile, Android, or Symbian, is not just debatable, but does not sync with the reality of more recent events. Apple's recent history of the iPod further refutes the idea that a software analog to Microsoft is needed. The iPod Emergence: Apple & Pixo vs IBM & Microsoft. Apple's iPod in 2001 made no effort to clone the DOS business model; it actually did the opposite. When Apple entered the market, there were a number of existing MP3 devices using custom software, hardware designs, and DRM codecs. The iPod used off the shelf components to deliver a custom MP3 player using third party software, but Apple also added its own technologies: easy to use sync with iTunes, a fast Firewire interface that made uploading music far faster than the prevailing USB 1.0, and an attractive industrial design. With the iPod, Apple played the role of IBM in 1981, using Pixo's embedded operating system to enter the market quickly, just as IBM had used DOS. The difference was that Apple didn't direct any market attention toward Pixo and added a lot of value on top of that core embedded OS. A modern day Compaq couldn't simply clone the hardware and license Pixo to run on it in order to compete against the iPod, because the iPod was much more than just generic hardware running Pixo software. As the iPod developed, Pixo's role diminished and was eventually displaced. Just like IBM, Apple jumped into a new market just as demand was beginning to explode. Apple made MP3 players far more attractive to a general audience by delivering greater playback capacity than most entry level devices offered, along with an ease of use that encouraged buyers to jump in at the higher end of the market. That left Apple with not only the lion's share of the market, but also by far the most profitable segments of the market. Two decades prior, IBM badly fumbled its play with the early PC and ended up irrelevant in the PC world by the late 80s, sideswiped by Microsoft's DOS and the cloners who were licensing it in parallel, notably Compaq and later HP and Dell. Steve Jobs had witnessed that happen, and was determined to not let it happen again to Apple. Rather than being manipulated by a software middleware vendor as IBM had, Apple worked to incrementally develop the iPod market itself. After consuming the hard drive-based player market, Apple took on the Flash RAM-based market with a tiny hard drive system used in the iPod Mini, and followed up with Flash-based devices of its own in the Nano and Shuffle. This allowed Apple to progressively serve an increasingly wider market, incrementally growing upon an established foundation. With the iPod, Apple became, in effect, an IBM with its own internal Microsoft. Microsoft's Failure Despite Features. In contrast, Microsoft entered the music player market by promoting music player hardware reference designs around WinCE. However, it was unable to ship a finished design until the iPod had become firmly established around 2005. Later branded as PlaysForSure, the devices were sold by various hardware makers and all purported to support the same DRM and the same music subscription services while also offering a broader array of hardware that presented video before the iPod did, supported wireless before the iPod, and so on. Despite these unique features, all of those PFS designs still failed. Microsoft blamed the failure of PFS upon its music store and hardware partners and decided to take Apple on itself in 2006. It relaunched a Toshiba PFS player as its own device under the Zune brand, adding WiFi music sharing features and a larger display than the current Pods had. It failed dramatically as well. Did Microsoft's attempts to float a new DOS among music players fail because of Apple's success, or due to Microsoft's own problems? The failure of the Zune, which followed the iPod model rather than the DOS model, seems to suggest that Microsoft itself was to blame. Consider too that Microsoft's Windows Mobile phones, which use the same underlying operating system as its failed PlaysForSure music players and the Zune, had similarly flopped even before Apple could release a charismatic phone equivalent to the iPod. Of course, when the iPhone was released, it hit Windows Mobile hardest. The iPhone made Windows Mobile Smartphones look ridiculous and underpowered, and made Windows Mobile Pocket PC phones look clumsy and awkward, despite the fact that they both supported a variety of features the iPhone didn't, including the ability to edit documents, capture video, send MMS, and so on. Simply adding on features did not enable Microsoft to compete against Apple. The only conclusion that can be drawn from all this is that competing against Apple requires more than just having a feature arsenal. Microsoft's failures in themselves do not necessarily mean that Google's Android will fail in its attempts to float its own smartphone platform. Why Microsoftâs Zune is Still Failing Microsoftâs Zune, Vista, and Windows Mobile 7 Strategy vs the iPhone Will Google Succeed where Microsoft Failed? Microsoft's demonstrated inability to successfully enter consumer markets for MP3 players and smartphones has given observers little faith that the company will somehow turn things around in late 2009 when its next generation of devices are expected to be released. However, prior to that the first fruits of Google's efforts to build its own smartphone operating environment will arrive. Will Google's Android take over Microsoft's crown as the âDOS vendorâ among smartphones? Supporters of Google's Android project point to some parallels between Android for smartphones and Windows on the PC: Android will allow hardware makers to differentiate in ways that can offer features Apple can't (or doesn't want to); it should allow software developers to offer features Apple does not allow on the iPhone; it embraces open, hobbyist experimentation in ways that Apple currently isn't; and it opens the potential for content providers that Apple is not interested in allowing. Openness is Android's key competitive feature. Will all this openness allow Google to unseat the iPhone to become the primary platform developers want to participate in, and subsequently soak up the market for third party hardware makers that Windows Mobile serves? While Google currently has no market share due to the fact that no Android phones have yet shipped, it does have broad vocal support from a variety of the same kinds of hardware manufacturers that supported DOS and Windows and helped to make those platforms successful in the desktop PC market. HTC and Android. The first Android phone is expected to be the HTC Dream; Taiwan's HTC (High Tech Computer) also manufactures Palm's Treo Pro phone as well as many of the most visible Windows Mobile devices. In addition to models produced under its own name, HTC also sells Windows Mobile devices under the Dopod brand, as well as no-name phones branded by providers, such as AT&T, Orange, Sprint, T-Mobile, Verizon Wireless, Vodafone, and others. HTC will also be building the XPERIA X1 Windows Mobile phone for Sony Ericsson. HTC was quick to throw its support behind Android despite its long term alliance with Windows Mobile. Why would it so enthusiastically support an unproven platform from a company that has no experience in consumer hardware platforms? One can only assume that HTC is not happy with the current state of Windows Mobile, and desperately wants another âDOSâ to succeed where Microsoft's has so spectacularly failed. As an Original Design Manufacturer for Palm, HTC watched as Palm adopted Windows Mobile in place of the Palm OS and subsequently fell even deeper into crisis. Palm's only successful phone since has been its Palm OS-based Centro. HTC undoubtedly sees Android as its ticket to becoming the next Dell, but without a similar dependance upon Microsoft. Android for mobile phones is essentially playing the role of Linux for PCs, except that it has the backing of a major company behind it. Can Android Take on the iPhone with Openness as its Feature? As great as this sounds, it's important to consider that Linux on the desktop has made no significant progress in eating into Windows dominance after a decade of trying. Being open, free, flexible, and decentralized hasn't been enough of an advantage to get consumers to migrate from Windows to Linux in any fraction of significance. Similarly, in the music business, Linux-based MP3 players have had no impact on the iPod, despite offering more features, flexibility, support for additional codecs, and so on. In the mobile phone area, Linux enjoys a sizable portion of the smartphone market, but this is almost entirely due to phones sold by Motorola in China, where the advantages of Linux' openness are void. Motorola's Linux phones offer nothing to users in terms of openness or flexibility, and are really no different in terms of features than other appliance 'feature phones' based upon closed operating systems. And again, a key problem with assaulting Apple in a feature war is that neither the iPod nor the iPhone became popular by being âhighly featured.â They both delivered perhaps 80% of the functionality found in all other devices in the market. Rather than trying to match every feature and cater to every niche as Microsoft had with Windows Mobile, Apple's devices did a few things very well at launch, and incrementally developed into full featured devices that still lack some of the more unique features of their competitors. Further, in terms of openness, the demographic that embraces Linux' characteristic freedoms is not the same as the demographic that buys smartphones in quantity and then pays for data service. This is a critical fact to consider because a big part of the iPhone's success stems from the fact that it is being pushed by mobile providers who want to capture the cream of the market willing to pay a premium for data services. The Frankenphone. Combining the fractured aesthetic of HTC's Windows Mobile phone hardware with Android's software, based upon Linux' perpetually unfinished DIY openness and Google's Java-like development platform, will not result in a product similar to the iPhone. Instead, it will look a lot like phones that have already failed in the market. Apple's advantage comes from slick hardware designs with a close attention to detail, combined with software that purposely does less so that it can do what it does better. Even Apple's own conservative attempts to broaden its software capabilities with iPhone 2.0 have resulted in instability problems that can be blamed upon both Apple's early releases of its phone operating system and software from inexperienced third party developers new to the platform. Would the current frustrations with iPhone 2.0 be somehow mitigated by additional openness that also embraced all kinds of variables from different hardware makers with less quality control than Apple, a loose committee of additional cooks working to serve up operating system features targeted at every possible conceived need, and a wider third party software group with fewer constraints on illegal behaviors? The Failure of Open. While it is politically unpopular to criticize the well meaning efforts of open source contributors, the failure of Linux on the desktop, the failure of the vaporware Indrema game console, and the failure of the OpenMoko project to deliver a workable phone within a year of its deadline all underline the serious problems open development faces in the world of consumer oriented devices. Open has simply failed to deliver on its promises in the world of consumer hardware. OpenMoko was supposed to release its first mobile phone to consumers for $250 several months in advance of the iPhone. When the iPhone shipped, the group then announced new plans to get its phone out by the end of 2007. Instead, this spring the group announced new plans to move to an entirely different development platform, and ship its phone mid year for $400 with limited functionality and incomplete software outside of basic GSM phone features. Linux's notable successes, from Motorola's Linux phones to the Tivo DVR to Linksys Routers, have often come without any associated openness or freedom, and were instead delivered simply to provide their manufacturer with a free kernel to build upon. This indicates that while Linux may find its way into an increasing number of smartphones, it will likely not be accompanied by the glorious freedom of an open development environment Google has said it would offer with Android. Apple iPhone vs the FIC Neo1973 OpenMoko Linux Smartphone Can Google Succeed Where Open Has Previously Failed? Despite âopennessâ being Android's strongest competitive feature compared to Apple's iPhone, Google recently revealed that its wide-open development model is intentionally gravitating towards a closed association of top tier partners due to practical considerations. In July, Google accidentally sent out a notice that revealed that it had been seeding private SDK updates to only a subset of its contributors, angering those who believed that Android would be as open as Linux on the desktop or the OpenMoko project. Further, Google has restricted initial development to higher level APIs just as Apple did, further indicating that Google itself realizes that being wildly open to impress a minority of hobbyists will not result in the commercial success of its new platform. That serves to neuter Android's primary advantage over the iPhone. Without delivering on the premise of being wide open, Android is really just a less mature set of Java libraries used to create a specialized binary that runs on a Linux foundation. Unlike Apple's iPhone, Android phones won't have a slick user interface developed by professional artists, nor the iPhone's legacy of mature software development frameworks crafted over the last thirty years, nor the iPhone's tightly integrated hardware with award winning industrial design, nor its marketing power tied into the iPod and Apple's retail stores. Android won't be an open iPhone, it will only be a Windows Mobile phone with a better kernel that runs specialized Java software instead of Win32 or .NET code. Don't expect consumers to be impressed by that. The Biggest Missing Feature. There is one remaining factor that strangles to death any last remaining hope that Android might assassinate the iPhone and assume the crown of the âDOS of smartphones.â That is: Android delivers zero price advantage to consumers. In 1981 and 1991, consumers who wanted Apple computers faced the sticker shock of a somewhat arrogant price tag. Apple sold its computers, as it still does, at the higher end of the market, but there was simply far more range in prices available. In 1981, that meant the Apple II was $2600 and the new Apple III was $3500, even before you added a monitor. On the low end, Commodore sold its far less powerful, but âstill a computerâ Vic-20 for $300, while IBM entered the market with the IBM PC at $3000. Over the next few years, Apple focused on delivering additional sophistication at the same price, releasing the $10,000 Lisa and then the $2,500 Macintosh. IBM continued selling PCs in the same $3,000 to $10,000 range, but other DOS PC vendors began selling machines at prices that ranged as low as $1500. That left Apple with a roughly $1000 price premium over low end PCs. The products weren't really comparable, but consumers only saw the huge price difference. In 1991, Apple was still selling moderate to high-end Macintoshes for $3,800 to $10,000; the crippled Mac LC was $2500, and obsolete-at-birth Mac Classic ranged from $999 to $1500. Windows allowed PC makers to ship a functional $1500 PC and claim a rough approximation to Apple's $2500 entry level system, maintaining that apparent $1000 price premium. Today, pundits are lucky to find a Dell or HP system that is even a couple hundred dollars less than a comparable Mac. However, in the smartphone business, the iPhone 3G is now the same price, if not less, than generic competing phones on the market. Even more significant is the fact that the price of the phone hardware is nearly nothing compared to the cost of the service plan. This fact simply eases any price premium that could cause buyers to flock to a smartphone running a generic operating system over buying the iPhone 3G, regardless of whether it runs Windows Mobile or Android. 1990-1995: Planting Software Seeds Android Partners Have Already Failed. That same pricing principle similarly prevented buyers from considering many of the alternatives to the iPod. While Apple's original iPod models were more expensive than many of the first MP3 players on the market, they were price competitive with models offering similar features. By 2004, it was Apple who was undercutting MP3 competitors on price. Microsoft offered zero price advantage when it began selling the Zune, a major factor in its failure, but Microsoft simply couldn't out-price the iPod; it was already losing money offering the Zune at the same price as the iPod. Apple now has tremendous market power in buying RAM and other components that will prevent any competitors from being able to offer a huge discount over the iPhone's $199 price tag. Even if competitors were to give their phones away, they would only offer a $200 discount to users who would then still need to pay the same mobile fees to use the phone. Android's other partners, including Samsung and LG, have already failed to capture any significant market share in the music player market. Are they going to maintain their position as smartphone makers now that they face similar competition from Apple, its iPod ecosystem, its iTunes Music and Apps Store, Apple's retail store experience, and other factors that are pushing the iPhone? If they can, it is not obvious how partnering with Android will help. Other Problems for Android. Android was announced in early November 2007 and was followed with an early preview SDK within a couple weeks, a month ahead of Apple's initial announcement of the iPhone 2.0 SDK. However, between March and July 2008, Apple delivered nine progressive releases of its SDK, opened its App Store, and sold 60 million apps, raising $30 million to support iPhone software development in just the first month. It has since released three more SDK updates to developers related to iPhone 2.1, which is expected next month. Android just published its first open SDK beta update earlier this week, warning developers that âapplications developed with it may not quite be compatible with devices running the final Android 1.0.â Additionally, Android still has no phones available. By the time the HTC Dream is expected to launch, Apple will have an installed base of around ten million iPhone (and iPod touch) users supporting software development through iTunes. The business model for selling Android apps is no better than that for selling jailbreak iPhone apps: there is no iTunes Apps Store to promote them, so users will have to track them down on their own. Android developers also have no real freedom that jailbreak iPhone developers lack. The only difference is that there are ten million iPhones to sell jailbreak apps to, and currently zero Android phones. If selling a jailbreak iPhone app sounds like more trouble than its worth, imagine trying to sell Android apps to a non-existant audience. Now add the official iPhone App Store into the mix, where publicity, promotion and profits are booming. What platform is going to have the most applications? How many users will flock to a smartphone platform with no apps? The wisdom of releasing a desirable phone and achieving a significant installed base before releasing an SDK makes a lot more sense in retrospect. Additionally, while Apple has a decade of experience in shipping regular updates to Mac OS X and its Xcode developer tools, Google has only shipped a random assortment of web-oriented SDKs (a number of which have been abandoned) as a tangent to its core business of selling advertisements. When the Android SDK 1.0 is finished later this year, developers will not only lack an installed base to sell their apps to, but will also have no high profile market for selling their apps in, and subsequently no financial incentive to develop applications that add value to the Android platform, just like Linux on the PC desktop. Around the same time, possibly within the next month, Apple will be shipping its second major OS release: iPhone 2.1. Apple will also be upgrading its entire user base to the new software so that developers will have a cohesive platform to target. This mirrors the efforts Apple has taken to upgrade its Mac OS X users to the same reference release. Mobile developers will be seeing money pouring in via iTunes while crickets chirp in the Android section of various mobile online stores. Appleâs iPhone Vs. Other Mobile Hardware Makers: 5 Revenue Engines Same Same, But Different: DOS Model Problems. Android developers will also have a series of other problems to manage. Like Windows Mobile, Android is intended to support everything, from BlackBerry-style keypad phones with a small touchscreen to the simple Windows Mobile Smartphone form factor lacking a touch screen to iPhone-like full size touch screens. Also like Windows Mobile, Android phone makers will have the option to leave off Bluetooth, WiFi, GPS location services, graphics hardware acceleration, and so on. Each Android phone will also have unique camera hardware, support for different video and audio codecs, and varied support for other differentiating proprietary services demanded by mobile operators. This will force developers to to make complex decisions regarding the lowest common denominator they choose to support. So while the iPhone will have a cohesive feature set, a managed software environment, and a functional market, Android will be a loose federation of hardware makers selling the same random features found on Windows Mobile today, with a chaotic development environment that lacks any central market for users or developers. And it will be run as an experiment by a company with no experience in consumer hardware or platform development. The Missing Tap. One specific example of the âDOS model problemâ is that Android currently does not support multitouch. It's not touched on in the API, and Google quietly tap dances around its omission. Why no multitouch? Because multitouch screens are expensive, and most OHA hardware members are more interested in making a profit in a competitive phone market rather than impressing consumers as Apple did with the iPhone. Most existing smartphones, even those trying to directly rival the iPhone, use a stylus driven, pressure sensitive tap screen or a simpler, cheaper touch technology that lacks support for sensing multitouch. The iPhone's screen can actually sense up to five fingers at once, but the primary feature multitouch offers on the iPhone is the two fingered tapping and the pinching effects everyone associates with it. Android could certainly support multitouch if there were a demand for it, but that's the point: Google knows that its hardware partners are cheap and unlikely to put out hardware that actually competes with the iPhone. Instead of using expensive technologies that deliver clever yet largely invisible functionality, OHA members, just like PC makers, are far more likely to add flashy, impractical gadgety fluff that's cheap to tack on, such as slide out keyboards, neon tubes, and scratch and sniff stickers. That's how you impress gullible nerds on the cheap. Google itself is blowing smoke and erecting mirrors to distract from the reality that it being a âDOS vendorâ means supporting bargain basement hardware from penny pinching duplicators. Android has been demonstrating some âwowâ features such as a Street Maps app that pans around based on an internal compass in the demonstration phone. The problem is that that kind of thing only makes for a fun demo. Nobody needs to twirl around their phone in the air to see a view of the other side of the street, but everyone who has used an iPhone will wonder why they can't pinch to zoom out. Even worse, most Android phones aren't going to have a compass built into them, so Google is demonstrating features most Android users won't be able to use. That Sounds Like Microsoft… Google's design decisions are beginning to look a lot like Windows Vista; rather than actually working to make laptops boot faster, Microsoft came up with the idea of adding a small screen to the back of Vista laptops so users could check their email without having to wake the system up. But this was a stupid idea for a number of reasons, the most obvious being that most users just want a laptop that boots up quickly. Few laptops got the mini screen, but every user who tries Vista on their laptop will wonder why it doesn't boot up as fast as Mac OS X Leopard. In the same way, Google is advertising features for Android that most users won't ever see in their actual phones while ignoring things people will expect based on their exposure to the iPhone. Android is simply selecting the wrong features. Android will offer the advantages of supporting MMS, recording video, and the list of other features Windows Mobile already supplies. Those features didn't stop Apple from firing past Microsoft in the smartphone arena however, just as the Zune's highly touted WiFi and screen didn't phase iPod buyers. Incidentally, just months after the Zune, Apple had not only demonstrated a larger display but a higher definition multitouch screen, and not only WiFi, but functional WiFi that could be used to browse the web or check email. This suggests that Apple, with its faster release schedule, won't stay behind any of the leading features potentially offered by Android for very long. Android partners, however, will find it as difficult to catch up with Apple's unique features, just as Microsoft has been stymied to keep up with Mac OS X, the iPod, and the iPhone. The underlying reason: both Google and Microosft are tasked with maintaing support for a huge variety of hardware options demanded by all their partners. Apple has the unique circumstances to do only what it needs to do itself. Android in Windows Mobile's Shoes. Like Windows Mobile, Android faces a difficult market. In the US, it competes against the popular BlackBerry in corporate markets and the iPhone among consumers. Worldwide, it competes against entrenched market leader Nokia. The difference is that Google, unlike Microsoft, has no in. Windows Mobile was adopted by Windows-bound IT shops despite its weaknesses. Nobody has any preexisting reason to try an Android phone apart from hobbyists and open software enthusiasts, a demographic that has done little to move Linux on the PC desktop. Google also lacks Microsoft's installed base; it's starting from zero. The smartphone industry initially doubted Apple's chances of making much progress with the iPhone, despite the company having the Mac platform, the iPod, retail stores, platform development experience, marketing savvy, industrial design prowess, and so on. Google doesn't have any of those things. Mobile Providers vs Android. Apple also started with an exclusive partnership with AT&T, a three legged race that demanded effort from both. Google is hoping that hardware makers handle the hardware details and that mobile providers will be excited to sell its Android phones. While hardware makers such as HTC clearly appreciate having found a free alternative to Windows Mobile, it's not obvious why providers would be excited about Android, as it promises an openness that most mobile providers strongly oppose. AT&T took a big risk in getting behind the iPhone, as the phone encouraged users to use email rather than fee-based SMS and MMS, it supported WiFi for data access, and it bypassed AT&T's MEdia Net services to plug into iTunes instead. Verizon refused to parter with Apple and grant it those kinds of concessions. Is AT&T going to take a similar risk to partner with a phone that is not exclusive to it, and is Verizon now going to open its arms to support phones that do not exclusively support BREW, VCast and its other proprietary services? While Android may well eat into Microsoft's Windows Mobile business by stealing away its hardware makers, it seems unlikely that Android will ever serve as more than free alternative to Windows Mobile in a market where Windows Mobile is increasingly irrelevant. Android may have the dubious distinction of swallowing Microsoft's mobile business the same way Microsoft ate up the Palm OS, but even if it accomplishes that goal, Google will likely find itself unsustainably hungry immediately afterward. It will also find itself swimming in a shark tank of hungry rivals, including Nokia's Symbian, RIM's BlackBerry, and Apple's iPhone. Symbian is the final generic platform vying for the opportunity to play DOS in the smartphone market. The next article will examine Nokia's chances in its bid to match Microsoft's PC dominance in the mobile market while setting out in a new venture to copy Android's open software model. Did you like this article? Let me know. Comment here, in the Forum, or email me with your ideas. Like reading RoughlyDrafted? Share articles with your friends, link from your blog, and subscribe to my podcast (oh wait, I have to fix that first). It's also cool to submit my articles to Digg, Reddit, or Slashdot where more people will see them. Consider making a small donation supporting this site. Thanks!
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Microsoft's Mojave Attempts to Wet Vista's Desert
Daniel Eran Dilger Nearly two years after Windows Vista was finally released, Microsoft has remained unable to shake off its reputation as being slow, incompatible with existing hardware and software, and generally a poor and overpriced product that nobody wants. Microsoft is now trying to reverse Vista's bad reputation by insisting that the software's problems are not technical but rather just the fault of ignorant customers duped in part by Apple's âGet a Macâ campaign. What's Vista's real problems, and will Microsoft's âMojave Experimentâ help solve them? Blame Apple! Microsoft CEO Steve Ballmer has joined Windows Enthusiast pundits in theorizing that Vista's image problems are primarily the result of Apple's advertisements that regularly poke fun at the problems in Vista. The company has now taken aim at shooting at the messenger with a $300 million ad campaign. In July, Brad Brooks, Microsoft's VP of Windows Vista consumer marketing, addressed the company's business partners at its Worldwide Partner Conference, saying, âWe've got a pretty noisy competitor out there. You know it. I know it. It's caused some impact. We're going to start countering it. They tell us it's the iWay or the highway. We think that's a sad message.â Another sad message Brooks had to deliver was that Vista's problems aren't really the fault of Apple. âWe broke a lot of things,â Brooks admitted. âWe know that, and we know it caused you a lot of pain. It got customers thinking, hey, is Windows Vista a generation we want to get invested in?â Vista: Pay it Forward! Brooks also noted that âWindows Vista is an investment in the long term. When you make the investment into Windows Vista, it's going to pay it forward into the operating system we call Windows 7.â Pay it forward? Is Windows 7 going to be a free upgrade to Windows Vista users, in the same way Apple is expected to offer the next Mac OS X 10.6 Snow Leopard release to existing users of 10.5 Leopard? That's highly unlikely, as Microsoft can't sustain its egregious profits collected through the Windows monopoly by giving away updates for free. Windows Vista raised the price of Windows, putting a new definition on the phrase âpay it forward.â Myths of Snow Leopard 7: Free?! Microsoft Admits Windows Vista Mistakes, Criticizes Apple Ads - InformationWeek Reality Impairment at Microsoft Talking out one's ass appears to be a job requirement for all Microsoft executives, starting at the top. A serious case of reality impairment has resulted in the paradox of the company both admitting that Vista is flawed and âbroke a lot of things,â while at the same time maintaining that Vista's reputation is entirely the fault of stupid customers and a comically unflattering portrayal by its competitor. In the âMojave Experiment,â Microsoft plans to dispel the notion that Windows Vista is problematic and incompatible by publishing a series of videotaped interviews with users who arrived with negative impressions of Vista and left excited about the new operating system. This was achieved by presenting the users with a demonstration of âMojave,â a new operating system that Microsoft later revealed to be Vista, much to the surprise of the interviewed users who'd heard so many bad things about it. However, the Mojave Experiment is so full of false information and saccharine gloss that it couldn't possibly appeal to anyone smart enough to turn on a PC. Even setting aside the fact that the ad experiment basically seeks to blame users for being dumb, the attempt by Microsoft to paint over Vista's problems is transparent and flawed, for a number of reasons. What's wrong with Mojave. Microsoft can't seem to decide whether it wants to admit that Vista has problems or not, and its waffling back and forth just makes the company look increasingly disingenuous. Is Vista a poorly launched, flawed product that the company is working to fix as quickly as possible, or is it awesome and wildly successful and just the victim of bad press? Microsoft tries to tell both stories at once, which is purely dishonest. In contrast, Apple said from the start last year that its Apple TV product was a âhobbyâ attempting to break into a difficult market. Critics lambasted it for not immediately taking over the market like the iPod had or iPhone later did. Apple's more recent problems in launching MobileMe were quickly noted by the company along with the intent to address complaints about it rapidly. Microsoft isn't alone in being able to stumble, but its complete lack of candor makes it hard to understand if the company realizes that it even has problems to solve. With Vista, Microsoft has issued a flurry of giddy press releases claiming widespread adoption based on the number of licenses sold and naming it âthe fastest selling operating system in Microsoft history,â ignoring the fact that Windows sales are increasing simply because they are tied to PC sales. Microsoft has no competition in the PC operating system market due to its monopoly position, so it could release Windows Wet Toast and still sell it faster than XP and ME and 98 Special Edition and every other version of Windows in the past that was tied to an increasingly younger and smaller hardware market. Vista Sales to Non-Users. Many of Vista's âsalesâ were free vouchers distributed with PCs sold in the holiday season prior to its launch. Even more than a year and a half later, PC makers continue to put Windows XP on their systems, even those sold with a Vista license, while corporate users almost always remove the default Vista to install an earlier version of Windows. There's also a busy third party industry developing around removing Vista for consumers. In late July APCMag cited Jane Bradburn, a manager for commercial notebook sales at HP, as saying, âFrom the 30th of June, we have no longer been able to ship a PC with a XP license. However, what we have been able to do with Microsoft is ship PCs with a Vista Business licence but with XP pre-loaded. That is still the majority of business computers we are selling today.â The arrangement is supposed to end by January 2009, but HP is trying to extend the deadline because customers simply don't want Vista installed. EWeek also noted that between April 2007 and May 2008, its survey of business users indicated that Vista climbed from 2% to 5%, but that Windows XP jumped from 74% to 83%, three times the adoption of Vista. That growth came from migration from older versions of Windows. Even in its wildest projections, EWeek says Vista will only reach 28% adoption in businesses by the end of 2010. CNET reported that a Jully 2008 survey by systems management appliance company KASE found that 60% of companies surveyed have no plans to deploy Windows Vista, a ten percent increase in disinterest from late 2007. A full 42% were actively exploring Vista alternatives, and 11% had already made the switch to Mac OS X or Linux. Microsoft is simply lying about the level of Vista excitement, and it's gotten too obvious for the company to continue to do so. XP still killing Vista in sales volume: HP 60 percent skipping Vista, so Ballmer looks to Apple | The Open Road The Truth Is… oh Look a Distraction! At the same time, Microsoft notes on its Vista website âwe know a few of you were disappointed by your early encounter. Printers didn't work. Games felt sluggish. You told usâloudly at timesâthat the latest Windows wasn't always living up to your high expectations for a Microsoft product.â That's some brutal honesty for a company with a knack for spinning wild fantasies about fictitious product enthusiasm for a product never actually put to use in many cases. At the same time however, in trying to refute away Vista's real problems, Microsoft uses a variety of tactics that just return to blind fantasyland. Microsoft is a Marketing Company, not a Tech Company. The company plays its Mojave Experiment hand on a new website, incidentally designed using Adobe Flash rather than the company's own Silverlight. Despite the site's oddly designed, usability-impared interface, it's still possible to pull out lots of details from the experiment that say as much about Microsoft's crafty, misleading marketing as they do about its technical problems, underling the simple fact that Microsoft is first and foremost a marketing company that flogs third rate technology products. Mojave took 140 people and asked them to score Windows Vista. The average response was 4.4. After demonstrating Vista SP2 under the name âMojave,â respondents ranked Vista at 8.5, a stunning improvement. But what were they ranking? Microsoft notes that âmany said they would have rated it higher, but wanted more time to use it themselves.â That sounds good at first blush, but it really indicates that the responses were biased by hyped up enthusiasm rather than facts, and that participants realized it, reserving their final judgement until they could actually see more. The âMojave Experimentâ What does Mojave Prove? Mojave tries to represent that Vista's bad reputation is the fault of ignorant consumers who have heard bad things that aren't true about Vista, and have made up their mind without getting the facts. At the same time however, Microsoft also publicly admits that Vista âbroke a lot of thingsâ and that specifically, âPrinters didn't work. Games felt sluggish.â Did Mojave clear up mistaken notions for participants, or did it just erect smoke and mirrors in a carefully controlled demonstration that skirted around Vista's real problems, including those Microsoft admits? That's a question that answers itself. Mojave didn't send uses home with Vista in a Mojave package and then ask them how well it worked with their existing peripherals and games, or how fast it was in comparison to their existing PC software. This is Not the Droid You're Running Vista On. Instead, Microsoft sat them down in front of a HP Pavillion DV 2000 with 2GB of RAM. That's what HP called its âentertainment powerhouseâ laptop, although HP only shipped it with 1GB RAM. Microsoft maxed out the RAM for the purposes of the test, making the laptop a bit more expensive than its usual street price of around $1050. According to Windows enthusiast Joe Wilcox, PC laptops actually cost $700, âhalf as muchâ as Apple's laptops. At least that's the Average Selling Price for consumer retail PC laptops according to NPD's Stephen Baker, compared to Apple's $1500 ASP. Wilcox insisted that his spin on NPD's figures couldn't possibly be biased because he wrote his article on a MacBook Air running Leopard. However, his $2,700 laptop did help drive up Apple's stellar ASP for its laptops well above the entry price for Mac Books, discounting his theory that revolved around the assumption that every Mac buyer pays the average price of all the laptops Apple sells. Wilcox and Microsoft are both disingenuously dancing on both ends of the truth. Many consumers are actually buying cheap laptops at Target that can't run Vista ideally, while Microsoft demonstrates its Vista on a considerably better equipped system in the Mojave Experiment to suggest that Vista doesn't have the performance problems that users have heard about from the majority of their peers who bought cheap PCs and are seeing Vista run particularly sluggishly on them. Should You Pay Twice as Much for a Mac? I Did! You Get What You Pay For. The fact that Apple sells more high end laptops to pro users at retail, and that it does not sell anything in the range of the cheap junk being hawked at big box retailers like Wilcox' Target both result in Mac laptops fetching a higher ASP. That fact also means that Mac buyers will be happier with their purchase and have a more favorable impression of Mac OS X because they're running it on a better system. That's all obvious stuff. However, selling people cheap laptops that don't work well, and then demonstrating a fake ânew operating systemâ that appears to work well when running on a faster machine full of RAM is simply a dishonest bait and switch scam. Wilcox does nearly admit that PC makers are already stretching their credibility as they attempt to sell cheap boxes based on price alone, citing Baker as saying, âWe aren't seeing any particularly substantive moves down in price on the Windows side, either in desktops or notebooks.â PCs can't get cheaper because they're already unprofitable and consumers are already disgusted with their performance when running the increased overhead of Vista. Wilcox also sets up a tilted comparison between a Dell PC desktop with integrated graphics and an iMac with dedicated graphics and claims a price advantage for Dell, although noting that, while âDell offers more for less than the iMac,â âthat 'more' also means Windows Vista, which won't satisfy some shoppers.â Why Aren't Shoppers Satisfied with Vista? Like Microsoft, Wilcox and his Windows Enthusiast pundit friends can't seem to decide if Vista has any real problems or if it's all just an unfair taint suggested by Apple's Get a Mac ads. However, while Apple has taken shots at Vista's incompatibility with printers and other hardware and its scarce updates that have been few and far between over the last year and a half of its being on the market, Apple also notes in its Get a Mac ads that Macs can run Vista, and can run it faster than PCs. So Apple isn't inventing and publishing false reports on Vista, it's merely advertising its Mac hardware as superior to PCs. The Vista flaws Apple's ads have referenced are flaws Microsoft itself has admitted to its partners, so the Get a Mac umbrage frequently voiced by Windows Enthusiasts is both hypocritical and ridiculous. However, in the Mojave Experiment, Microsoft downplayed those well-known faults by only carefully demonstrating certain features on a high end machine, and without actually exposing Mojave/Vista users to 'a lot of things Vista broke,' 'printers that didn't work', or 'games that felt sluggish.' It Can't Even Print. In response to complaints that Vista doesn't work well with existing PC hardware, Microsoft's Mojave website says that âthe Windows Vista Compatibility Center lists compatibility status for over 9,000 products (5,500 devices and 3,500 software programs).â It even notes 2,000 printers, 200 scanners, and 500 cameras specifically. That sounds good until you realize that Apple ships support for over 3,100 printers in Mac OS X Leopard, a product that is targeted primarily toward education and consumers and which is not expected by users to run on any old hardware that might be in use by PC users. Vista is supposed to run on 95% of the world's PCs, and yet it doesn't even match the printer drivers that ship with Leopard, a number which does not include all of the third party drivers available for the Mac. Oh, but there's more. Not only did Microsoft dance around the truth to feed its Mojave Experiment participants a carefully controlled stream of garbage, but it also inadvertently revealed more serious problems related to Vista, which I'll consider in the following article. Did you like this article? Let me know. Comment here, in the Forum, or email me with your ideas. Like reading RoughlyDrafted? 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Six Reasons Why Apple May Never Open the iPhone
Daniel Eran DilgerThe history of the Office Wars provides interesting context for Appleâs software strategy with the iPhone today. While third party software development offers all kinds of tantalizing potential for the new mobile, there are a half dozen reasons why Apple may not ever deliver the iPhone fully open to third party development, following the model of gaming consoles.Office Wars 1 - Claris and the Origins of Appleâs iWork Office Wars 2 - Microsoftâs Outrageous Office ProfitsOffice Wars 3 - How Microsoft Got Its Office MonopolySoftware Lessons For the iPhone: 1997 - 2007.When Steve Jobs gained the opportunity to retake control of Apple in 1997, he immediately set out to build and assemble a software business for the Mac platform. Apple restarted serious development of QuickTime, much to the chagrin of Microsoft, which had targeted its sights on quickly destroying it to make way for monopolistic expansion of its Windows Media. [Microsoft's Plot to Kill QuickTime][How Microsoft Pushed QuickTime's Final Cut][Why Apple Failed][How CPR Saved Apple][Why Apple Bounced Back]In addition to repurposing NEXTSTEP as Mac OS X and buying and building a series of professional and consumer software suites, the new Apple also developed the iPod platform. The iPod used intuitive software to differentiate Appleâs hardware, launching the computer maker into a new market for sophisticated, data-driven consumer devices. Microsoftâs own efforts in consumer electronics have flopped miserably with the failures of its Handheld PC, Pocket PC, UMPC, Windows Mobile, Media2Go, Mira, SPOT, and Personal Media Center initiatives, among many others.[Appleâs NeXT Server Offensive on Microsoft][The Spectacular Failure of WinCE and Windows Mobile][Windows XP Media Center Edition vs Apple TV]Microsoft Outgunned in Software by a Hardware Maker.Microsoft was late to realize the software threat posed by the new Apple. Five major revisions and over thirty free updates to Mac OS X have ran circles around Microsoftâs capacity to deliver one desktop operating system software update and a couple service packs since 2001.[Leopard, Vista and the iPhone OS X Architecture]Apple also introduced three generations of iWork as an expanding productivity suite during the four year hibernation period Microsoft left since its last version of Office for Mac. Apple delivered support for Microsoftâs own proprietary OOXML file format on the Mac even before Microsoft itself could. At $79, iWork will eviscerate sales of the $400 Office for Mac, which has until now been a cash cow lazily ruminating for years between releases.This year, Apple also targeted and destroyed Microsoftâs fledgeling efforts to repurpose WinCE as a smartphone platform, seemingly overnight. That has given Apple a significant new platform in the iPhone, soon to be joined by the new iPod Touch. [Whatâs New in iWork 08][Apple's Secret iPhone Application Business Model][Curious Stuff About the New iPods]Six Reasons the iPhone Will Stay Closed.Will Apple give third party developers the keys to its new vehicle and allow them to drive off with the value it has created? It hasnât yet, and there are a number of reasons to think that Apple wonât. Note that I am not expressing an opinion that the iPhone should be left closed, but rather simply presenting why I think it is unlikely Apple will ever open it up in the same way the Mac is open to any and all development.First, the company has lined up a suitable outlet for third party expansion via the standards based web platform available within Safari. Thatâs not enough to do everything developers want to do--it has serious constraints for creating games, for example--but it offers a good enough alternative to serve more than 80% of most developersâ needs.âšâš[Mobile Disruption: Apple's iPhone and Third Party Software]âš[iPhone Gremlins: Crashing, Security, and Network Collapse!]âšSecond, the company has developed and begun production testing of online software sales through iTunes, currently limited to 5G iPod games. This mechanism appears too sophisticated to simply be designed for a half dozen $5 games. Apple is quite obviously going to distribute other software through iTunes for the iPhone. If it were going to be open, there would be no need for such a secure software distribution system.âšâš[Apple's New Dual Processor Game Console]âš[Hacking iPod Games: How Apple's DRM Works]âšThird, historical perspective suggests that once a solid platform has been established, a vendor can sell software as fast as it can deliver it without even trying very hard. Appleâs Claris, Microsoftâs Windows, and the game consoles from Sony and Nintendo all provide examples of this. The iPodâs success suggests Apple can establish a viable mobile platform without the need for software partners. It can handle software transactions as fast as it can sell iTunes songs. Thatâs big.âšâš[Office Wars 1 - Claris and the Origins of Appleâs iWork] âš[Office Wars 2 - Microsoftâs Outrageous Office Profits]âš[Office Wars 3 - How Microsoft Got Its Office Monopoly]âš[Nintendo Wii vs Microsoft Xbox 360, Sony PlayStation 3]âšFourth, depending upon large third party developers has caused Apple--and Steve Jobs--some severe headaches. Microsoft's late 80s betrayal of the Macintosh led to Appleâs enslavement to Office, and induced CEO John Sculley to sign away broad intellectual property rights to Microsoft, which Microsoft then immediately used as a weapon against Apple.âšâšIn the mid 90s, Microsoft led Adobe, Macromedia and other large companies to abandon the Mac platform. In the late 90s, those same companies refused to support Appleâs new Rhapsody plans following the companyâs acquisition of NeXT, forcing Apple to spend half a decade retooling the Mac OS, primarily so those developers could sell their existing apps to Mac users without much effort, even while they were earning fantastic software profits and delivering minimal innovation.âšâšIn other words, Appleâs technology game plan was delayed for a half decade so that Microsoft could sell its $400 copies of Office and Adobe could sell suites of its $500 and up creative applications, all while Apple did all the work in adapting its $99 operating system to run their Classic Mac OS code with minimal effort. âšâšPrior to returning to Apple, Jobs experienced his own betrayal and abandonment at the hands of partners--including IBM, HP, Digital, Data General, and Sun--related to NeXT and OpenStep. âšâšIn all of these cases, the third parties were simply acting in their own best interests. With the iPhone, Apple will act in its own best interests. It will carve out a phenomenally powerful software platform for itself.âšâš[Why OS X is on the iPhone, but not the PC: The History of NeXT]âš[Office Wars 3 - How Microsoft Got Its Office Monopoly]âš[Cocoa and the Death of Yellow Box and Rhapsody]âšFifth, open Application Programming Interfaces involve complex management and maintenance. This is not a problem unique to Apple; it exists for Microsoft and every other company that offers an API for developers to build upon. An API is an interfacing boundary between the software supplied by a vendor and the software supplied by third parties. âšâšIdeally, an API allows third parties to do everything they need very cleanly. That allows the vendor to make changes on their side of the API curtain without causing any compatibility problems for software on the other side. In reality, nearly every change and update has significant impacts for third party developers. The more complex and low level of an API being exposed, the more difficult it is to manage significant changes without introducing problems for third party partners. âšâšApple has worked to develop objective APIs that are stable and resilient to internal changes, but if developers are unsatisfied with the level of performance or portability provided, they will work around the API boundary, almost guaranteeing that any significant changes made on Appleâs side will break their applications in the future. âšâšMicrosoft has often accommodated such âbad programmingâ? by expanding APIs and creating new ones, and lugging around a legacy of old APIs to retain broad compatibility with existing applications. The result is that it is very difficult for Microsoft to actually innovate, or to offer OS level enhancements that upgrade existing applications. âšâšThis is particularly a problem for Windows Vista, which is hamstrung between the problem of providing entirely new hardware driver APIs on one hand while also maintaining a boatload of crufty legacy APIs on the other. It is absolutely the worst of both worlds. âšâš[Five Windows Flaws]âš[Leopard vs Vista 5: Development Challenges]âšSixth, as is the case with software APIs, closed hardware platforms offer a vendor open flexibility for future expansion, portability, and upgrades. âšâšWith the Xbox, Microsoft didnât provide a wide open set of APIs for developers, only a subset for building very similar types of games. This closed API allowed Microsoft to move the console from Intel to PowerPC hardware in the Xbox 360 without extreme problems, something the company was unable to maintain earlier when it tried to deliver Windows NT for various hardware platforms in the late 90s. âšâšApple has already benefitted from the flexibility of a closed hardware platform on the iPod. Had Apple allowed developers to write applications for the iPod, it would have to string along support for those old applications across every new generation of the iPod. Having to do that would complicate Appleâs own efforts to deliver new iPods. âšâšAdditionally, customers would be upset with Appleâs iPod if the apps they downloaded crashed, installed spyware, or caused performance problems. While a rogue Mac app isnât likely to drain a laptop battery down dead, power management is far more critical on handheld mobile devices like the 11 mm thick iPhone. âšâšGiven that many consumers are already flummoxed by the reality that batteries wear out after a few years, imagine their rage at finding out that Apple allowed them to install a some worthless Tamagotchi pet that destroyed their battery early. âšâšSimilar problems plague Palm OS and Windows Mobile devices. In particular, Microsoftâs attempts to provide a âone size fits allâ? solution and broadly license it to hardware developers results in API constraints that limit supported screen size resolutions, break compatibility with existing versions of applications, and severely limit the power management performance of those devices and their ability to deliver acceptable battery life. âšâšIf there were any meaningful installed base of Windows Mobile phones, it would also be plagued with spyware and viruses, just as Windows is on the desktop. âšâš[Inside the iPhone: UI, Stability, and Software]âš[Device Problems In Search of a Solution]âš[David Sessions Tries to Milk iPhone Battery Panic in Slate]A Safe API Boundary for Third Party Development.The simple solution to all these issues is to not offer a custom, wide open API at all, and instead leave third party developers to build applications that make use of open web standards. Nothing new to learn, no barriers to adoption, no proprietary development tools to maintain, no pleading with developers to support a new platform that remains unproven in the marketplace, and no third party crisis to manage when the hardware and software are significantly upgraded.No API, no problem! Hackers can discover how to install tools and handy mini-apps, but Appleâs next software update or hardware revision won't have to figure out how to maintain compatibility with those hacks. That allows the hackers to hack without holding things back. Meanwhile, Apple can reserve the right to offer highly integrated applications of its own that take full advantage of the underlying system without revealing or sharing its intellectual property secrets with third parties that may choose to use those secrets against it--just as Microsoft did to Apple with Windows in the late 80s, or as Sony did to Nintendo with the original PlayStation just a few years afterward.[Mobile Disruption: Apple's iPhone and Third Party Software]Closed Development Involving Third Parties is Not Open.Incidentally, this is the same closed model that resulted in great success for Microsoft and Sony after they betrayed and then supplanted their former partners. Microsoft set up the illusion of an open, developer-friendly platform with Windows, but then used its home field advantage to plot out the assassinations of any and all of the potential rivals it didnât want to compete against: WordPerfect, Lotus, Ashton-Tate, Borland, Netscape, Sun, and todayâs targets such as Google and Symantec.The unsurprising result was that Windows users ended up using Microsoftâs Word, Excel, Access, Fox Pro, language tools, web browser, media software, desktop search, anti-virus, spyware management, etc ad nauseam. With Windows users completely enslaved to Microsoftâs own applications, it was easy to erect significant barriers to prevent the emergence of any new competitive applications from rivals. Clearly, Windows is only an âopen platformâ? in areas where it suits Microsoft. Further, Microsoftâs idea of who a âcompetitorâ? is can change. For example, Windows desktop search wasnât a rival feature for Microsoft to kill until it decided it wanted Googleâs business.[Office Wars 3 - How Microsoft Got Its Office Monopoly]Windows Enthusiastsâ Slavery to a Vicious Master. Whether Microsoftâs closed Windows platform is a bad thing is a matter of debate; Windows Enthusiasts celebrate their enslavement. It is my opinion that Microsoftâs closed Windows platform isnât bad simply because it is closed, but rather because Microsoftâs insatiable greed is holding back innovation that would otherwise flourish. One example is Microsoftâs Internet Explorer browser, which rapidly advanced until Microsoft destroyed Netscape. After that, it went into maintenance mode hibernation and didnât budge until Firefox began to threaten Microsoftâs position years later. Thatâs anti-consumer; Microsoft wonât do anything for its enslaved users until a would-be savior threatens to set them free. Microsoft isnât bad because it is closed; it is bad because it is disgustingly greedy. Windows Enthusiasts need to stop deluding themselves into thinking that they live in a free world of an open platform. They are slaves, and their master is not only vicious, but also incompetent and has no taste. [Safari on Windows? Apple and the Origins of the Web][Apple in the Web Browser Wars: Netscape vs Internet Explorer][The Web Browser Renaissance: Firefox and Safari]Closed Without Pretense.At the same time, it is possible to voluntarily join a closed platform and benefit from its advantages. Nintendo carved out a closed video gaming empire that required third party developers to pay it licensing fees in order to develop any games to sell for its system. Nintendoâs closed business model worked better than Atariâs with the 2600, which had earlier allowed third party games developers to glut the market with bad games, resulting in the video game crash of 1983. Consumers were left thinking that home video games were done to death and would never recover.Sega, Sony, and Microsoftâs Xbox group have all similarly managed closed gaming platforms to deliver high quality expectations, even subsidizing game consoles to establish user interest. The only differences for Appleâs closed iPhone may be that:Appleâs iPhone hardware sells at a sustainable profit without a desperate subsidy, removing risk and allowing for regular feature upgrades. âšApple is likely to use software downloads as a way to integrate the iPhone into Mac hardware sales and its online services, rather than simply trying to make a killing selling $50 to $75 game software titles as the console makers do.[Mac OS X vs Linux: Third Party Software and Security]Software as a Great Differentiator.By offering free or low cost software in the model of $5 iPod games, Apple will be able to use its closed platform to deliver software designed to:attract more iPhone and iPod Touch hardware buyers.earn iPhone mobile service revenue fees.earn commissions from WiFi iTunes sales and related deals. direct new iPhone users to iTunes and Apple TV.draw attention to the Mac, which will offer iPhone integrated features Windows does not. Microsoft does some of the same things with Windows Mobile, which ties into the companyâs Windows Server products--including Exchange Server--and is also deeply integrated with the desktop sync services of Windows and its Office applications. The problem for Microsoft is that it does not sell phones or make money on service revenues as Apple does. Microsoft charges expensive client access and software licensing fees, but still canât make a sustainable profit on its Windows Mobile business. Itâs also stuck with lame vendors such as HTC, which make poorly integrated hardware that is embarrassing to use. Microsoft could make its own phone, but like the Zune it would alienate its existing hardware partners; further, the Zune disaster indicated that hardware sales isnât a core competency of the company anyway. [Phone Wars: iPhone vs TyTN, Treo, Pearl, E62, P990, Q][iPhone Sales vs Zune, Palm, RIM, Symbian, Windows Mobile]Selling Hardware with Software vs Selling Software Licenses.Using software to sell hardware fits in with Appleâs past and present use of free or low cost software to differentiate the Mac. In the distant past, that included HyperCard and QuickTime; today it includes the shareware-priced but highly regarded iLife and iWork apps. The full version of Mac OS X costs $129, while Microsoftâs Ultimate Windows Vista is an absurd $400, the same price as an iPhone!Appleâs strategy of using low cost, high quality software to differentiate its hardware plays well against the fact that consumers simply donât want to pay for software, while they think nothing of paying big money for desirable hardware. Nobody would pay much for an iPod âOSâ? or a software music player, but millions of people have paid hundreds of dollars for an iPod.That principle has worked in Microsoftâs favor in the past, as it hides the cost of Windows by invisibly bundling it into PC sales. However, its recent fantasy that consumers will widely upgrade their PCs to more expensive versions of Vista indicates Microsoft is highly delusional. Pro-Microsoft wags can chart out their predictions of âimpressive Vista adoptionâ? based entirely upon OEM bundled copies, but consumers donât want it, and no significant number of people are going to pay big money to upgrade to the $400 Vista Ultimatum. [Windows 95 and Vista: Why 2007 Won't Be Like 1995]The Commodity Future of PC Software.What will happen instead is an increasing commoditization of the consumer PC and its software, driven towards standards by an industry that demands interoperability. Microsoft couldnât hold back the web with its proprietary MSN a decade ago, and companies that once pushed Windows are now behind Linux, including Novell and IBM. PC OEMs are also rethinking their unilateral relationship with Microsoft as they struggle to survive in the shadow of Microsoftâs vast profits. Rather than paying $400 for a PC with a $50 OEM copy of Windows running IE and Outlook, nagging you to verify your software as Genuine and to upgrade to the $400 version of Vista and to hand your credit card number to the dancing paperclip recommending a subscription to Windows Live OneCare terrorism protection, the $250 PC of the near future will come with a standards based web browser and email client. It will be called an iPhone, and it wonât run Microsoft Office.What do you think? I really like to hear from readers. Comment in the Forum or email me with your ideas. Like reading RoughlyDrafted? Share articles with your friends, link from your blog, and subscribe to my podcast! 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Leopard and the History and Future of Mac OS X on PowerPC
Daniel Eran DilgerHow long will Apple continue to support existing models of Macs in the latest version of Mac OS X? Previous versions of Appleâs OS have drawn the line for officially supported Macs based on practical considerations, rather than just being arbitrary or artificial. Here's what the past suggests for Mac OS X Leopard and the version that comes after it.The Post-Copland Crisis.Apple carried along official support for the 1986 Mac Plus through Mac System 7.5.5 in 1996. That established an expectation for Mac users that any new Mac System Software would be able to run across a decade long generation of old hardware. Further, Apple had only begun officially selling System 7 as a retail product a few years earlier; many Mac users continued to think of the Mac operating system as something that was available for free, as it had been in the past. That unreasonable support expectation combined with the sense of entitlement held by Mac users had helped to complicate Appleâs mid-90s failure to deliver Copland as a successor to System 7 between 1993 and 1995, and would continue to dog the company in its plans to provide a significant system software update after Copland was mothballed. Faced with the task of maintaining full backward compatibility for both existing applications and a wide range of hardware--but without any assurance that a significant number of Mac users would actually pay for the upgrade--itâs no wonder why Apple was stuck at System 7 for over a decade (Mac OS 8 and Mac OS 9 were only retoolings of the System 7 operating system released in 1991), and why plans to completely overhaul System 7 with Copland and Gershwin failed.If Apple had the luxury of operating outside of a real market economy and could simply rely on guaranteed future sales at high retail prices, it could have plowed along for twice as long and eventually released something, as Microsoft did a decade later with Windows Vista. As Windows Enthusiasts like to point out, Vista will eventually get deployed no matter how bad it is. [The Secrets of Pink, Taligent and Copland][Has Leopard Fallen into a Copland-Vista Conundrum?][SCO, Linux, and Microsoft in the History of OS: 1990s]Spindlerâs Complications.By 1990, Apple CEO John Sculley had recognized that Apple needed to set a reasonable minimum hardware threshold for its operating system releases and to figure out a way to get Mac users to fund the expensive operating system development the company was doing. At that time, both Microsoft and IBM were charging PC users around $100 for retail copies of Windows or OS/2, neither of which were even really usable.Figuring out how to actually accomplish those goals never got done at Apple. Instead, Sculleyâs successor Michael Spindler attempted to imitate Sony by releasing ranges of Mac hardware under a variety of vaguely Latin sounding names--Quadra, Centris, and Performa--and a series of confusing, nondescript model numbers. Starting in early 1994, Apple also underwent a complex transition from its original 680x0 Macs to PowerPC hardware. Since much of the original Mac software was written in assembly language, the transition relied on emulation of the existing Mac System Software, which further complicated efforts to deliver significant new features without breaking existing software or prematurely cutting off support for existing machines. Non-PowerPC Macs continued to be sold into 1996.Spindlerâs Apple also began plans to license the Mac software to other hardware makers in late 1994, including APS, Bandai, DayStar, Motorola, Pioneer, Power Computing, Radius, and UMAX. That effort skimmed off the cream of Appleâs profitability and handed it to the cloners, leaving Apple to service the low end of the market at Sears with its Performas while also funding the development of nearly profitless Mac System Software to support an increasingly wide range of hardware. [Why Apple Failed]Simplifying the Mac Hardware Lineup Around the G3.When Steve Jobs returned to Apple in 1997, the company's product line was all over the place, although efforts were already underway to simplify things. Apple had only just discontinued the last of its 680x0-based Macs a year earlier. Under Spindler replacement Gil Ameilo, Apple had also scraped together a "Unity" release of System 7, newly rebranded as Mac OS 7.6. That release officially extended support back to all "32-bit clean" Macs, which included the eight year old Mac IIci from 1989.The installed base of Mac hardware not only spanned across two hardware platforms--680x0 and Power PC--but nearly each individual Mac model from Apple had also used its own highly customized and often uniquely quirky hardware design. The cloners were also introducing subtle differences in their own machines, too.Despite using the very modern PowerPC processors and Open Firmware, Macs in 1997 still incorporated old Mac ROMs to maintain software compatibility with the existing Mac OS. After taking control of Apple in the middle of that year, Jobs announced the release of a highly simplified product line using the new G3 processor. The G3 was such a significant leap over earlier PowerPC processors that even the entry level G3s were faster than the top of the line models Apple had been selling. So while Apple had a confusing array of eight different major PowerMac models at the beginning of 1997, by the end of the year it only had two: a desktop G3 and a tower G3. It also shipped a G3 PowerBook.[How CPR Saved Apple]Mac OS X 10.0 - 10.2: G3 Only.The introduction of the G3 processor created a clean line between it and the wide array of odd PowerPC hardware designed prior to 1997. The G3 also signaled the end of the line for the various models built by Mac cloners, who all refused to license new versions of the Mac OS at terms Jobs deemed reasonable. The G3 was also the first PowerPC processor optimized to run Mac software. That made it an easy minimum target for Mac OS X, which remained in development through 2001. In the meantime, Jobs bought out Power Computing--the largest Mac cloner--for $100 million, and terminated other clone agreements by releasing Mac OS 7.7 as âMac OS 8â? in mid 1997. That revision also became the first edition of the Mac OS to really be successfully sold at retail; over 1.2 million copies were sold within the first two weeks. The next fall in 1998, Apple released Mac OS 8.5, which was the first version to be PowerPC-only, limiting support to Macs sold over the last five years. In 1999, Apple shipped Mac OS 9. The new Apple had proved it could plan, ship, and sell regular releases of an operation system. The next task would be shipping Mac OS X as a major new leap past the classic System 7.Between 2001 and 2002, the 10.0 to 10.2 versions of Mac OS X limited support to the G3 desktop Macs, including those first introduced in late 1997. It did not support the original PowerBook G3 unveiled alongside the G3 desktops however. The first supported PowerBook was the "WallStreet" revision introduced in May of 1998. That maintained the roughly five year support window for machines to be updated with new versions of Mac operating system software. [Apple Sells 1.2 Million Copies of Mac OS 8 - Apple][Leopard, Vista and the iPhone OS X Architecture]Mac OS X 10.3: New World Macs Only.After moving its hardware line to the G3, Apple next delivered a revised "New World" platform which modernized the Mac's hardware and removed its old hardware ROMs, replacing them with âROM in RAMâ? software loaded from disk. The first New World model was the first iMac in 1998. The beige G3 Macs from 1997 were replaced with a single new "blue and white" G3 in early 1999, which used the same translucent plastic as the iMac. Apple shipped its first "New World" laptop in the Lombard PowerBook G3, distinguished by its translucent bronze keyboard. In July 1999, Apple released the iBook.The release of Mac OS X Panther 10.3 in 2003 extended support back to Macs with G3 processors and built-in support for USB. This wasn't due to an actual requirement for USB, but rather a shorthand way to describe a cutoff for the support of the significantly different architecture of "Old World" Macs designed prior to the iMac, as all New World Macs also provided support for USB. Panther retained a roughly five year support window for existing Mac models.Mac OS X 10.4: Modern New World Macs Only.In 2004, Mac OS X Tiger 10.4 retained support for most New World Macs using G3 processors, but required support for built-in FireWire. Again, this wasn't related to a need for FireWire ports, but rather a way to exclude support for the earliest of the now five year old New World Macs, which Apple decided would not run Tiger acceptably, including: the original 1998 iMac.the original 1999 iBook.the 1999 "Lombard" PowerBook G3.These five year old machines can still run Tiger using XPostFacto, a third party enabler designed to force Mac OS X to run on earlier systems. However, significant differences in their hardware--coupled with their limited performance--prevented Apple from officially supporting them.In the case of the Lombard PowerBook, its DVD drive was never supported for movie playback under Mac OS X because the system did not have the power to decode DVD video in software; under Mac OS 9, it relied on a hardware decoder. Rather than holding up Mac OS X to develop custom support for the obsolete hardware decoder in the now half-decade old Lombard PowerBooks, Apple told its users to continue using the playback software it came with. [XPostFacto: OS X for Legacy Macs - Other World Computing]Mac OS X 10.5: 867 MHz Processor Required.For Leopard, Apple is specifying an 867 MHz G4. That excludes support for the now functionally obsolete G3s, and draws a line down the middle of the 2001 "Quicksilver" PowerMac G4s, excluding support for the 2001 G4 Cube and the first three generations of the Titanium PowerBook G4 up to late 2002. This again maintains official support for five to six years of Mac models.This break roughly corresponds to the arrival of the G4+, a revised version of the G4 with support for L3 cache and improvements to AltiVec. It is also near the line for supporting Quartz Extreme and the higher end Core Image, both of which are technologies used to delegate graphics work to the video card. However, Core Image is not a requirement for using Leopard; such a requirement would exclude support for all G4 desktops and laptops prior to 2003. Leopard Looms Large.That indicates Apple is being fairly liberal in officially supporting older models in Leopard. The obvious reason for this is that Apple wants to sell Leopard to as many Mac users as possible, even more than it wants to use Leopard to sell new Macs. Between 2001 and 2002, Apple sold just over 6 million Macs. From 2003 to the present, Apple has sold about 23 million Macs. Apple wants to target the broadest possible market for Leopard, so excluding support for older machines is done with some hesitation. By extending support back into 2001, Apple is selling to an audience of nearly 30 million versus 23 million.At the same time however, the likelihood of selling retail copies of Leopard to users of older Macs begins to drop as six year old machines go out of service or are no longer viewed by their owners as needing brand new software. This spring, analysts estimated an installed base of around 22 million active Mac users, an increase of 6 million over their figures from 2005.[Mac install base estimated at 22 million pre-Leopard - AppleInsider][Market Share vs Installed Base: iPod vs Zune, Mac vs PC]Is Leopard the Last Hurrah for Power PC Macs?The reports of PowerPC's obsolescence have been greatly exaggerated. Last year, the rumor was that Leopard would be released only for Intel Macs. This year, with Leopard looming on the horizon, the new rumor is that Mac OS X 10.6--possibly named Lynx or Cougar--will be Intel-only. However this is only uninformed speculation. When this rumor came up earlier about Leopard, I posted the article, âUnraveling The PowerPC Obsolescence Myth.â? It pointed out that Apple would not release an Intel-only Leopard for an audience of the roughly 3 million new Intel Macs sold in 2006 when it could reach an installed base of around 20 million Macs with a Universal Leopard.It noted, âIf Apple continues to sell new Macs at current rates, it will be 2008 before Intel Macs begin to outnumber PowerPCs, and that assumes that every year, 4 million old PowerPC Macs will be destroyed. There will be a significant proportion of PowerPC Macs still buying software well into 2010, and the market will accommodate them.â?[Unraveling The PowerPC Obsolescence Myth]Why the Mac OS X Backward Compatibility Window May Increase.Appleâs Mac OS support troubles back in 1996 related to the support of multiple platforms, a wide variety of different models, and an inability to effectively market the Mac OS. Those issues are no longer factors today. Despite Appleâs maintenance of dual platforms since the transition to Intel began in 2006, technology has erased the barrier as a real problem.The majority of the installed base of around 22 million Macs is PowerPC; less than 10 million are Intel Macs. Apple has started to sell dramatically more new Macs at a faster rate over the last couple years--displacing the PowerPC majority more rapidly--but there will still be a lot of PowerPC Macs well into 2010. Worrying about 10.6 or even 10.7 being Intel-only shouldn't be among anyone's greatest concerns. By 2009, the likely ballpark release date of Leopard's successor, the trailing end of officially supported Macs would include over 8 million PowerPC Macs sold since 2004, even more machines--and more recent models--than Apple is targeting now by reaching back into 2001 to support QuickSilver G4s in Leopard. Further, supporting machines from 2003--including the first G5s--will be no difficult stretch, because the Mac architecture didn't change dramatically between 2003 and 2005 in the way that it rapidly did between 1997 and 2000. In addition, Mac OS X hardware dependancies have been designed to degrade gracefully. For example, the acceleration framework and Core Graphics libraries make use of specialized hardware if available, or simply run on the general purpose CPU if it isnât.It's also interesting to note that prior to 2000, Macs weren't sold with Mac OS X because it didn't yet exist. That means earlier versions of Mac OS X supported years of Macs that were never really designed to run it, while Leopard still supports the vast majority of the machines anyone ever bought with the expectation to actually use Mac OS X. New generations of Mac OS X will have fewer reasons to exclude support for existing hardware, leaving the support line tied to practical performance.[Why Apple hasn't used Intel processors before]Intel-Only Not Necessary.Around 11 million Macs were sold between 2003 and 2005, and all of them were PowerPC. It would be foolish for Apple to simply exclude that audience in the next revision of Mac OS X without good reason. As it works out, there really isn't any good reason for Apple to ditch PowerPC. Apple's Universal Binaries architecture makes it relatively easy to maintain support across multiple platforms. It's not like the move from Motorola 680x0 classic Macs to PowerPC, where old 680x0 software was emulated at significant cost on PowerPC, and new PowerPC code couldn't run at all on 680x0 Macs. That situation left developers to wonder which they should invest their support in and for how long. Universal Binaries means there isn't any tough choice to make.Universal Binaries not only support PowerPC and Intel, but also make supporting 32 and 64 bit architectures easy. Leopard supports all four Mac platforms in the same software release:32 bit PowerPC G464 bit PowerPC G532 bit Intel64 bit Intel Microsoft faces big problems in migrating its users to 64 bits, because it has no seamless architecture to waltz its 32 bit Intel users onto 64 bit hardware. Instead, Windows users have to obtain a separate 64 bit edition of their operating system, new 64 bit drivers, and new 64 bit applications. Supporting both is problematic, and deploying software across both is also trouble. Even Microsoft hasnât delivered its portfolio of applications for its 64 bit versions of Windows. Microsoft faces enough troubles selling Vista, let alone its deferred plan to deal with 64 bits and EFI at some point in the future. Apple already has both issues covered, allowing it to concentrate on more interesting tasks. [How Appleâs Firmware Leapfrogs BIOS PCs]Applications that are Intel-Only.For Apple and third party developers using Apple's Xcode tools, supporting both Intel and PowerPC architectures is really no more difficult than supporting just Intel Macs. In fact, Apple has also ported Mac OS X to the ARM architecture for use in the iPhone and the iPod Touch, demonstrating that it can flex its multi-platform muscle in several directions, not just as one-time, disposable transition plan. Universal Binaries isnât a crutch, its a powerful deployment technology.There are only three types of developers that will have any reason to deliver Intel-only Mac apps:Companies like Adobe, which base their applications on their own custom, internal cross platform architecture. Since Adobe maintains its own system that is based on Intel-centric development, its new apps such as Soundbooth aren't ever going to appear for PowerPC. If it used Xcodeâs Universal Binaries, this would not be a problem. Xcode doesn't target Windows though (at least not in a way Adobe can use!), so Adobe rolled its own system.âšSoftware designed for Windows and ported to Intel Macs using a WINE-like engine. This is how EA is porting its new games to the Mac. They are actually Windows games running on a thin portability layer that emulates the Windows APIs. Since games don't integrate into the desktop UI, a full Mac port isn't very valuable for users or worth doing for the developer, particularly since the Mac gaming market is still pretty small. Porting over Windows games is far faster and keeps new releases in sync so that Mac gamers will have access to new titles sooner, and won't miss features such as network play. âšEnvironment emulators and other software tied directly to the x86 architecture, including Parallels. These can't be ported to PowerPC for the same reason that it makes no sense to port Virtual PC to Intel. Apart from running Windows--which is tightly bound to the 32-bit x86 architecture--there is really very little software that needs to run on a specific processor.For most other software, including the vast majority of what makes up Mac OS X, it really isn't difficult to deliver both PowerPC and Intel versions, so as long as there are PowerPC Macs around, there'll be PowerPC software. That makes it extremely unlikely that Apple would drop support for PowerPC in the next generation of Mac OS X after Leopard.Maintaining and Growing the Mac Installed Base.What about the argument that Apple would prefer to âforceâ? users to buy a new Mac to get the latest system rather than simply upgrade their existing hardware? Consider that Appleâs Mac profit margins are around 20% or less, while its Mac OS X margins are closer to Microsoftâs 80% Windows margins. [Office Wars 2 - Microsoftâs Outrageous Office Profits]Mac users paying to upgrade to Mac OS X are likely to buy a new Mac eventually as a replacement, so Appleâs delaying that hardware sale for a profitable software upgrade makes more sense than forcing existing Mac users to go out and buy new hardware, which might involve comparing a new Mac against a PC running Windows.The more Macs that can run the most recent version of Mac OS X, the more attractive the target is for third party developers. Apple wants to maintain the majority of Mac users on the latest version of its software. In contrast, Windows Vista is competing against Windows XP, and the fact that Microsoft only earns 20% of its revenues from (the much more expensive) retail box sales indicates that most PC users upgrade when buying a new PC. More Mac users pay to upgrade their software.That fact contributes toward making the Mac platform far more valuable than Windows; despite having only 3% market share of the entire worldâs production of PCs, Apple makes more money on hardware sales than Dell with its 15% share of the market, and--after including Microsoftâs tremendous losses from its non-monopoly businesses--made half as much money in software as Microsoft did with its 98% share. Windows Enthusiast prefer not to think about this.Even stripping Apple of its iPod revenues, which PC pundits love to do, the company still earned $4.4 billion on its Macintosh business last year, over a third as much Microsoft brought in from its entire Windows, Office, and server operations combined. Appleâs 2% of the PC market doesnât seem so small anymore. [Can Apple Take Microsoft in the Battle for the Desktop?][Market Share vs Installed Base: iPod vs Zune, Mac vs PC]What do you think? I really like to hear from readers. Comment in the Forum or email me with your ideas. Like reading RoughlyDrafted? Share articles with your friends, link from your blog, and subscribe to my podcast! Submit to Reddit or Slashdot, or consider making a small donation supporting this site. Thanks!
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Why Dan Frommer and Scott Moritz Are Wrong on iPhone Sales
Daniel Eran DilgerSilicon Alley Insider's Dan Frommer says Apple's announcement of reaching its million mark goal in iPhone sales three weeks early is actually bad news for Apple and is convolutedly "below plan." He also says the announcement only props up the speculative conjecture by Scott Moritz of the Street that Apple's iPhones sales are somehow woefully below expectations. They're wrong, here's why.The PremiseFrommer wrote that Apple isn't selling iPhones as fast as planned and is set to only sell around half of its 2008 goal.His premise revolves around the idea that if Apple were selling iPhones at "a constant rate," a million phones in 74 days would be five million per year. However, because it sold over a quarter of those in the opening day and a half at the end of June, Frommer calculates that sales of the remainder in the 72 days since the first of July mean that Apple is only hitting a "3.6 million annual run rate."By the end of 2008, that would only result in 5.8 million units instead of the ten million goal Apple. [Silicon Alley Insider: Apple's iPhone: 1 Million Is Below Plan]Strike One: The Run Rate Myth.The most obvious problem with that idea is the fact that devices don't sell at a constant ârun rate." Apple's iPhone sales took off at launch much faster than the original iPod due to the fact that a swell of early adopters were ready to buy it after being convinced over six months of anticipation. At the same time, many potential buyers held off on plans to buy the iPhone until they could read reviews and get a real sense of how it worked. Many were also locked into contracts with Verizon or Sprint. With only six months of advanced notice, it will still be a few more months before the majority of buyers who want an iPhone even get the chance to buy one without having to pay outrageous fees to cancel their existing mobile contract. iPhone sales are also now taking on the network effect of the iPod, as early adopters show their friends. All these factors have difficult to estimate impacts upon sales that make trying to figure a static ârun rateâ? a very simplistic and pointless exercise.However, there is another factor that simply blows the entire idea of a static ârun rateâ? out of the water. Last November, I predicted that sales of the Zune would bomb that winter because Microsoft had failed to critically examine Apple's historical sales patterns. Sure enough, the Zune was thrown against the rocks by Apple's riptide. Frommer's idea ignores that same reality by imagining that iPhone sales will schlep along at a linear pace. Had Frommer tried to calculate an "annual run rate" for the iPod based on a portion of third quarter sales at any point over the last half decade, he would never have been close to accurate. Thatâs because Appleâs iPod sales roughly triple every winter quarter.In 2002, it sold nearly as many iPods in its winter quarter as it did the first three quarters combined: 219,000In 2003, it actually sold more iPods in its winter quarter than in the first three combined: 733,000In 2004, it again sold more iPods in its winter quarter than in the first three: 4,580,000In 2005, it sold more than 4 million units every quarter, but still sold nearly three times as many in the winter: 14,480,000.In 2006, it sold more than 8 million units every quarter, and then sold over 21 million in the winter quarter.In 2007, it has maintained quarterly sales between 10.5 and 9.8 million per quarter.[Strike 3: Why Zune will Bomb this Winter]Strike Two: The Have it Both Ways Myth.One particularly annoying bit of analysts' talk about Apple's expectations is that they can't seem to decide if Apple's projections are bad because they are conservative lowballs, or if they are bad for being overly enthusiastic figures the company won't be able to reach. They often try to describe them as both, loading contempt on both sides of the scale. This makes them look very foolish. Do they think we have no memory, or are they just changing their stories back and forth in sheer desperation?Frommer tried to argue both sides at once in the same article. Recall that Apple only ever gave two iPhone sales goals: one million by the end of the first quarter of sales, and ten million by the end of 2008. In his piece, Frommer suggests Apple will only be able to sell 5.8 million iPhones by the end of 2008, based on that fallacious "run rate." That would be just over half of Apple's ten million goal. However, he then says that Apple's immediate short term goal was an unimpressive low ball, no doubt because Apple reached it three weeks early.Apple's stated goals must be a greatly frustrating logical conundrum for Frommer, because even at a ârun rate" of one million in a quarter, Apple could only ever hope to sell six million iPhones by the end of 2008, another five quarters later. No wonder he's faced with trying to say that the immediate goal was too low and the longer term one is too high! Frommer needs to stop trying to pound round facts into square holes just so they can be stacked up like bricks the way he would like them to be.Strike Three: The Market Bearing Price Myth.While Frommer and Moritz are enamored with the idea that iPhone prices could only be cut if sales were in crisis, a variety of obvious market realities don't support that simpleton idea. Between now and the end of 2008, Apple has just two holiday seasons. If it wants to dramatically exploit its historical potential for selling roughly three times as many gadgets during the winter season, it makes sense to trade off unit pricing for volume sales, even if it could perhaps sell fewer at a higher price and make more short term profits doing so.Such a strategy isn't unique. Microsoft and Sony currently lose money on their new game consoles in desperate bids to establish their gaming and HD video playing platforms. Even so, this year they both cut prices again to accelerate volume demand. Nintendo purposely aimed low to capture volume sales using a more attractive price point. Given high demand for the Wii and extremely constrained availability, Nintendo "should" seemingly raise its console price and profiteer. It hasn't. While prices are clearly linked to demand, it is a common fallacy to think that the "right price" is always the highest the market will bear. Jobs' 99 cent pricing in the iTunes store is clearly not the top price consumers will pay for downloads. Music labels are fuming that other licensees such as Verizon will collect $2.50 or more for portions of a song sold as a ringtone. Jobs wants media prices low to induce volume sales and attract buyers to the legitimate market for music and movie downloads. Labels and studios want "market pricing," in part so they can jack up the price of popular music to exploit consumers, and in part so they can exploit artists by threatening to release their work at lower tiered prices and signal to the market that their careers are over.[Universal vs Apple in the iTunes Store Contracts][Nintendo Wii vs Microsoft Xbox 360 and Sony PS3]This All Happened Before.Dial back the clock twenty years, and you'll discover that Steve Jobs also fought with Apple CEO John Sculley over the price of the original Macintosh. The desire to use an expensive but pioneering amount of RAM and a futuristic new processor had inflated the price of the Mac, but the design team was still able to deliver it at a fairly attractive price point of $1,995. Scully determined that the Mac would still sell at $2495, delivering high profits to fund splashy advertising. Nothing on the market was really similar to the Mac apart from Apple's $9,995 Lisa. VisiOn for the PC similarly cost nearly $10,000 and did far less. Sculley thought that the market would bear anything Apple might charge. Andy Hertzfeld recalled on Folklore.org that in October 1983, "Steve Jobs strode into the software area one evening, looking angry. 'You're not going to like this,' he told us, 'but Sculley is insisting that we charge $2495 for the Mac instead of $1995, and use the extra money for a bigger marketing budget. He figures that the early adopters will buy it no matter what the price. He also wants more of a cushion to protect Apple II sales. But don't worry, I'm not going to let him get away with it!'"Jobs fought Sculley over the price increase, but Sculley prevailed. Sure enough, Macs did sell well out of the gate to early adopters at the higher price, but sales then began to stall. While Jobs couldn't cut the price for the original Mac to induce wider adoption in the mid 80s, he could choose to cut the price of the iPhone early and use interest in the iPod Touch to ramp users toward the iPhone. That price cut will dramatically boost sales this winter, just as iPod price cuts and feature refreshes do every year.Apple will earn less profit on individual hardware sales of the iPhone, and may even earn slightly less money overall this quarter than it might have selling the iPhone at $599. However, a $399 iPhone will dramatically boost the company's sustainable subscriber revenues and devastatingly cut into stationary rivals like Palm and the Windows Mobile licensees, giving them little opportunity retool and strike back with copycat products.  [Price Fight - Folklore.org][Office Wars 3 - How Microsoft Got Its Office Monopoly]Strike Four: The Myth of Unlimited Availability.Another problem with idea that iPhone sales were in crisis--and that a price cut is a conspiracy to hide the truth--is that Apple sold out of iPhones in many of its retail stores throughout the first three weeks on sale.Carl Howe of Blackfriar's Communications tracked iPhone availability every day through July, and then animated the results in a movie that depicts just how constrained iPhone inventories in Apple's retail stores were. So not only did Apple meet its 94 day goal 20 days early, but it did so despite having no or few iPhones to sell in many of its stores during the first 21 days. Price isn't just related to demand, but also to supply.That also demonstrates the fallacy of Scott Moritz' assertion that Apple secretly planned to sell a million iPhones in a day and a half, and was sorely disappointed after failing to do so. How could Apple have planned on selling a million units in one day when it didn't even have a million units on the shelves of its stores during the first month? Remember, Moritz wasn't saying Apple had a delivery problem in getting enough units to stores as Nintendo is experiencing with its constrained supplies of the Wii. Instead, he tried to suggest that interest in the iPhone was far below Apple's estimates, and buyers were leaving it on the shelf like Windows Vista. The result, he claimed, was that "rivals were rejoicing."The only real rejoicing by rivals was that Moritz was volunteering to repeat the talking points handed to him by Verizon shill Roger Entner of IAG Research. Just hours before Apple announced it had sold a million units, Moritz tried to get some traction out of the idea that Apple had dropped the price in desperation to find another half million or so customers over the next three weeks. Apple isn't the typical tech company being run by visionless bean counters. It it were, it would have continued selling $600 iPhones at least through the end of September and then announced that it had sold its million. Apple had to push out new iPods in early September and fit the iPhone into the price range because next month it will be rolling out Leopard and a series of new software updates. Apple feeds the press in small, consistent, and regular feedings so reporters know what to write. If Apple were a big stupid company such as, say HP, it would parade out a mix of dozens of consumer and business products all together in one big event, and nobody would ever hear about any of it. HP did.[Why a million iPhones in 74 days is better than you think- Blackfriars][HP's marketing this week: fashionable but ineffective - Blackfriars][Unraveling Anti-Apple Panic: the iPhone Launch Success] [More on Scott Moritz and the Jim Cramer Misinformation Engine]Strike Five: It's Too Late to Deny the iPhone.The most comical part of Frommersâ analysis is that heâs trying to stuff a cat back into a bag and explain that there was never really any cat, long after everyone in the room heard the purr and pet the thing. Sorry, but the windows of opportunity to doubt the iPhone have long since closed.Real Windows Enthusiasts were aware of the need to deny the iPhone well before its release. They all chimed in with reasons why the iPhone wouldn't work, wouldn't offer what consumers want, and wouldn't sell well, all hoping that their non-stop misinformation campaigns would act as a self-fulfilling prophesy. They failed miserably.John Dvorak began his smear campaign immediately, appearing on CNBC to say that the iPhone was "trending against what people are really liking in phones nowadays, which are those little keypads.â? He explained, âThe BlackJack, the Samsung, the BlackBerry obviously pushes this kind of thing. The Palm, all of these. I guess some of these stocks went down on the Apple announcement, thinking that Apple could do no wrong. But I think Apple can do wrong, and I think this is it." Reader Jim Barrow sent in a link to a MarketWatch article from March, where Dvorak scribed a rambling diatribe entitled "Apple should pull the plug on the iPhone." He offered no factual basis for worrying that the iPhone might not work out apart from the offhanded comment that "there is no likelihood that Apple can be successful in a business this competitive," words which echoed Dvorak's 1984 observation that "the Macintosh uses an experimental pointing device called a 'mouse.' There is no evidence that people want to use these things."In April, Dvorak inflamed his 'pull the plug' rhetoric further in a TWiT podcast, where he reported to an audience of hundreds of thousands that the iPhone only delivered "40 minutes of talk time" and "the interface fouls up constantly.â? Dvorak said that his inside information on the iPhone came from a "guy at Cingular whoâs testing the product," adding, "heâs telling me confidentially and I shouldnât be telling anybody."[John Dvorak: How Wrong Can One Guy Be?][Readers Write: Don't Write About John Dvorak Anymore]It'll Be the Death of You.Dvorak was joined by Rob Enderle, who called the iPhone âdamnedâ? and ânot a very good phoneâ? at every opportunity in the months before its launch, despite not really knowing anything about it, or even ever offering any rational criticism. Instead, Enderle appealed to fantasy fears of sexual assault, murder, and the violent death of children, all of which he suggested might somehow be related to the iPhone. Unaware that a password protected iPhone--or even a unauthorized unit without a configured service plan--can still be used to make emergency phone calls, Enderle wrote about, "an emergency situation where, say, a woman was being raped and couldnât call for help because she didnât remember her iPhone password." As I understand, with a Windows Mobile phone, even if the unit crashed while trying to place the call, at least the victim could use it like a brick as a blunt weapon. Enderle also feared that being unable to take out the battery would somehow making recharging it impossible, resulting an a scenario where one might end up on âthe wrong side of townâ? with a dead iPhone and be murdered because of it. Being on the wrong side of town was apparently the source of most murders prior to the arrival of the cell phone, which somehow made it safe to be in bad neighborhoods. For those who unfazed by the prospect of one's own own grizzly death in relation to the iPhone, Enderle appealed to his readers to please think of the children, particularly the potential for their brutal decapitation in an iPhone-related collision. "If you are buying this phone for a child or another member of your family," Enderle warned, "please emphasize that entering data on this phone while driving is dangerous." In contrast, operating the slide out keyboards of an HTC brick phone, or using both hands to thumb type on a BlackBerry may or may not save your children as they drive off an embankment, but at least you'll know they didn't die at the hands of Apple's "damned" iPhone.[SCO, Linux, and Microsoft in the History of OS: 1970s][Mac OS X vs Linux: Third Party Software and Security]Pure Concentrated Evil with a Multitouch Screen.Brian Lam of Gizmodo published an impassioned plea to boycott the iPhone shortly before its launch, due to the fact that Cingular had purchased the AT&T name, a brand Gizmodo's writer correlated with "monopoly tactics" in the late 70s. Gizmodo hasn't ever called for the boycotting of Verizon Wireless, which is well known for its anti-consumer tactics and which shares just as much blood with the old AT&T as its Baby Bell sibling Cingular, nor has it ever urged the boycott Microsoft products due to "monopoly tactics." Gizmodo also failed to boycott any other GSM phones that are tied to AT&T.Gizmodo's Lam and Enderle then teamed up with Slate's David Sessions in an article purporting to expose Apple's rated battery life for the iPhone. Sessions complained about the attention the iPhone was getting, and tried to dismiss Apple's announcement of a two fold increase in battery life over what was originally advertised. Unbelievably, Sessions and friends could only explain away the iPhone's jump in talk time by crediting its glass screen, saying that "glass transmits light more efficiently than plastic." That and some witchcraft.However, all of these individuals sharply reduced their squirt rate of false information after the iPhone's successful launch. In day and a half, Apple sold 270,000 iPhones compared to the 500,000 Palm OS Treos, 1.03 million RIM BlackBerrys, and 1.51 million Windows Mobile phones that were sold worldwide in the first 90 days of 2007.Apple has since nearly matched highflying RIM in sales during July, despite being limited to a single carrier and only offered for sale in the US. At this point, denying the iPhone is like saying the Earth is flat. It might be fun to do at a Renaissance Faire, but pretending to seriously doubt reality is not a good career move unless you work for the Street--or perhaps Rupert Murdoch, as Dvorak does.[Secret iPhone Details Lost in a Sea of Hype and Hate][iPhone Sales vs Zune, Palm, RIM, Symbian, Windows Mobile]And Now: a Warning.Let it be known that anyone who publishes further misinformation or blows out similar inanity will risk being instantly awarded a Zoon on the spot. No complicated voting, no tedious application process. New Zoon nominees will be rubber stamped with the same effortless fast tracking as the ECMA declaring Microsoft technology as an international standard.In fact, Iâm going to totally Zoon Dan Frommer and Scott Moritz right now, as well as John Dvorak, Rob Enderle, Brian Lam, David Sessions, and even Roger Entner. And John Sculley. And while Iâm handing out an intellectual property construct that costs me nothing to distribute, I will also award Steve Jobs with a Zoon for the whole two month âjust kiddingâ? iPhone pricing situation, although I might take half of it back if I get a $100 coupon that doesnât force me to spend $500 to actually use it. So let that be a warning to you out there on the Tubes thinking about how to linkbait an article at the expense of the progress of technology. I have a rapid firing gun full of Zoons and Iâm not shy about cranking them out. Be sure to post any nominees.What do you think? I really like to hear from readers. Comment in the Forum or email me with your ideas. Like reading RoughlyDrafted? Share articles with your friends, link from your blog, and subscribe to my podcast! Submit to Reddit or Slashdot, or consider making a small donation supporting this site. Thanks!
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What's Next from Apple: New iPods Sept 22, iPhone OS 2.1, iTunes 8.0
Daniel Eran Dilger Kevin Rose has been trying his hand at making broad sweeping generalizations about the next generation of iPods, but sorry, no digg. Most of his predictions are not even original, and those that are are so vague that they're really just worthless. Here's what you can really expect. Rose likes to suggest what's next from Apple, but his guesses only approach reality when they're based on leaks that occur days prior to an announcement. His flat out guesswork tends to be yet far further removed from reality, indicating that he has no special inside track on things at Apple, nor much of an imagination tempered by realistic appraisal. A month before the iPhone was unveiled, Rose predicted it would be available from CDMA providers, have a pull out keyboard, and sport two batteries, one for music and one for the phone. Of course, splitting a battery in half is not really a brilliant solution to prevent music playback from running down your phone, but the simple fact that Rose didn't know about the exclusive deal with Cingular (come on, it was Apple's only mobile partner to date) and the unlikelihood of Apple tacking on an HTC-esque keyboard makes his guesswork easy to dismiss. I had imagineered the iPhone as a web browsing iPod (âbased on Nokiaâs mobile contributions to Safariâ) with SMS messaging features, contacts, calendar, and a camera… six months earlier. And CDMA? I recommended Apple âleave Verizon alone and partner with Cingular, TMobile, and MetroPCS using GSM technology.â The difference between my ideas and those from Rose, apart from mine being six months earlier, is that I presented mine as only reasonable ideas with some rationale behind them; Rose insisted he had special knowledge from reliable sources. Generation 6 iPods An iPhone Worth Talking About The Real iPod touch Deets. Now he's predicting new iPods. The iPod touch is supposed to get âfairly large price drops to distance itself from the $199 iPhone.â Sorry, wrong. The iPhone is only $199 in the minds of consumers. It gets a subsidy from AT&T, which is why you can't just buy one for $199 and walk out the door without signing a phone contract. The iPhone's $2,000 service contract offers plenty of distance between it and the iPod touch. The iPod touch is not possibly going to get cheaper than the iPhone for a couple reasons. First, obviously, it costs nearly as much to make. The lack of a subsidy pretty much balances out its lack of mobile radio components. Second, Apple isn't desperately trying to sell the iPod touch. It exists as a product to sell to users who can't or won't buy an iPhone because they're tied to Verizon or don't want a phone. Rose worries that the iPhone is âcannibalizing sales of the iPod,â but there's nothing more Apple would like to do than to feed every iPod user an iPhone. Sure the bonehead analysts will have another field day complaining about how there's only minor growth among iPod sales while they ignore iPhone numbers, but these guys aren't easy to reach with basic facts. Apple has been giving away the $300 iPod touch to students buying a laptop; that looks like an effort to broaden the iPhone platform. Apple wants college kids playing iPhone games and interested in creating their own iPhone software. Left to their own devices, most kids would buy the old hard drive iPod Classic because they think they need to walk around with their entire torrent library of stolen music. (Get off my lawn!) In any case, we all knew the iPod refresh was coming. I'm pretty sure they're coming on September 22. I'm also pretty sure that the 8GB iPod touch is going away, making the 16GB model the new $199 version. That outrageous price drop, facilitated by today's cheaper Flash RAM, would kill the remaining market for the hard drive-based iPod Classic, converting Apple's entire lineup to Flash RAM. Additionally, it would migrate even more iPod buyers into the installed base of iPhone App Store users and hasten the cannibalization food chain that leads toward the iPhone. The 16GB iPod touch will be sold next to the existing 32GB model, which was just released earlier this year. For that reason, I don't see a larger capacity model being introduced now. I don't see tremendous demand for carrying 64GB of music from people who are also ready to pay for 64GB of Flash. Nano 4: Zune 2007? Rose says the Nano will get a redesign that makes it look like last year's Flash RAM Zune; iLounge already predicted this a month ago, although Rose embellished his version with the idea that âthe actual plastic on the outside will be curved,â presumably like a TV from the 80s. How nostalgic! I miss having a wildly distorted tube picture, almost as much as a scratchable plastic iPod screen. Oh the good ol' days. Will Apple expend significant resources to make the Nano 4 into a widescreen tall/long player and define a new 4GB hardware model to fit into a niche that is only $50 less than the new 16GB $199 iPod touch? How much room for differentiation is there under $200? Seems more likely that Apple will instead only release a cheaper version of the existing 4GB Nano that's closer to $99, leaving room for a $149 8GB Nano in between. That will pull Shuffle buyers up into splurging on a full video Nano. If you want to watch video sideways, you can get an iPod touch for $199. What kind of widescreen cinematic experience can you get with a long/tall Nano/Zune? When I reviewed the Flash Zune, one of the complaints was that half (but only half) of the controls reconfigure when you hold it sideways. Plus, existing iPod Games wouldn't work in the widescreen orientation; both the display and the controls would be messed up. On top of that, regular video playback would be forced to play back wide, and/or look bad because its stretched. Microsoft has no qualms with playing video in an odd aspect radio, but the iPod is made by Apple, which has some aesthetic boundaries that constrain its behavior. Winter 2007 Buyerâs Guide: Microsoft Zune 8 vs iPod Nano iPhone 2.1 Rose says Apple will also release âiPod touch 2.1 software, iPhone to get update very soon after.â We already all knew the iPhone 2.1 update was coming, and that it's going to be significant, and that it is due for release around the same time as the new iPods. Whether the new iPod touch will ship with it in advance of the iPhone would depend on whether iPhone-only features in the release hold it up, but Rose doesn't suggest any special knowledge or rationale behind this claim. iPhone 2.1 is supposed to usher in new GPS features and the push Notification system, but the real demand for downloading it will be that it fixes a major problem that currently causes third party iPhone apps to crash on launch and randomly when running. Apple needs to get this out quick before it blows the reputation of iPhone software stability in the minds of users. That's reason to believe that iPhone 2.1 might ship even before the new iPods, rather than the other way around. Because software developed using the iPhone 2.1 SDK won't run on iPhone 2.0.x, expect everyone to need to update their software to download a new generation of 2.1-only apps. This will be free for iPhone users, but might incur a nominal fee for iPod touch users due to accounting rules. Myths of Snow Leopard 3: Mac Sidelined for iPhone Ten Big New Features in Mac OS X Snow Leopard iTunes 8.0 Rose says iTunes 8.0 âit's a big update with new features,â but doesn't say what they are. He also says it will be âa real point upgradeâ deserving the 8.0 name. However, there is little rhyme or reason to Apple's iTunes version numbering, and no real correlation between the amount features introduced and the version number increment. iTunes 2.0 added iPod support after ten months of iTunes 1.0, but iTunes 3.0 only added minor features the next year. It was replaced by iTunes 4.0 a year later, which added the Music Store and AAC support. Two years later, iTunes 5 introduced some cosmetic changes and was immediately replaced with iTunes 6.0 only a month later, without any major new features. Another year later, iTunes 7.0 arrived with a new look, video game support, and Coverflow. It has since seen loads of new features, from support for Apple TV to the iPhone to new iPods and new movie rentals, all of which were only numbered as minor updates. We've had iTunes 7.x for two years now, so iTunes 8.0 is not really ballsy prediction at this point. Of course, Apple is just as likely to skip ahead and release iTunes X. And if iTunes X isn't ready, we can might even get iTunes 7.8 and 7.9 over the next couple years. Oh my sides. With the likelihood of entirely new iPod touch or Nano models being quite low (after all, the Zune isn't going to get a refresh until late next year, and Apple isn't facing any tough competition at the moment), Apple's iPod announcement might end up more about a new iTunes than the iPod. Rose doesn't make any iTunes 8.0 feature predictions, instead jumping ahead to suggest that Apple is working to make sure Mac OS X 10.5.6 will provide support for Sony's BluRay, the competition to iTunes that nobody cares about. Hmm. Steve Jobs has so little regard for optical discs that he basically shunned iDVD last year when showing off iLife 08, but now he's going to resurrect BluRay and excite customers by including it on the company's laptops, where any resolution advantage it offers over DVD would be nearly invisible? Oh ho ho my sides. iTunes Unlimited? The rumor mill is talking about subscription music in the next iTunes. Steve Jobs has opposed subscription music since iTunes got started. He worked for years to convince the labels to let go of the dream of billing users to essentially listen to the radio. Subscription music has always revolved around outrageous DRM that requires the (historically Microsoft PlaysForSure) player to sync up and check in every month or lose its music. I've written up lots of reasons why subscription music was an awful idea that wouldn't fly. I doubt Apple will actually float it as rumored (âiTunes Unlimitedâ for $129 sounds awful). However, enough has changed in the last two years to reconsider how subscription music could be delivered. For starters, the iPhone and iPod touch are now wireless, so they can both stream and verify exploding media DRM. Apple's iTunes, modern iPods, Apple TV, and the iPhone also now already handle exploding DRM for movie rentals, which blew over last year without any complaint, although it doesn't look like iTunes' movie rentals have had a massive impact on the world due to their relatively high price point. Offering movie rentals appeared to be a requisite concession leading up to convincing the movie studios to agree to movie sales in iTunes. Apple could sell access to subscription music directly from the iPhone and iPod touch that worked similar to movie rentals, and the labels might even allow users to freely copy rental tracks between computers linked to the same iTunes account. Such an arrangement hasn't found mainstream popularity elsewhere, but nobody else had been able to sell music prior to iTunes either. While the rumors suggest there could be a discount for MobileMe users, it would be a lot smarter to make it part of MobileMe instead. That would limit subscribers to Apple's loyal base, easing in the system rather than exposing a brand new subscription service to ten million handheld users and 150 million iTunes users and all but promising another meltdown. At least by making it part of MobileMe, Apple could add lots of subscribers and upgrade existing subscribers to a $99 âunlimited musicâ additional fee. Keep in mind that all this is highly speculative. I doubt âunlimited iTunesâ will fly, as the idea was not leaked but rather simply invented. How Apple Could Deliver Workable iTunes Rentals The Online Music and Movie Rental Myth Rise of the iTunes Killers Myth As Long As We're Speculating… If Apple does convert its entire iPod line to Flash players, it would make sense to incorporate a new audio codec setting that maximized the amount of songs you could copy into an 8GB player. For years, Apple's major selling point on the iPod what that it offered massive hard drive storage capacity. Now it's migrating to Flash, which is more expensive but considerably more shock resistant and suitable for a handheld computer device like the iPod touch. Working to cram more music into tighter spaces would allow Apple to make the iPod touch and iPhone more competitive against a hard drive player. AAC is already optimized for low-bitrate playback. Apple also needs to add remote functionality for controlling Apple TV to iTunes, just as you can already do via the free iPhone app. And how about direct streaming of content between iTunes, Apple TV, and the iPhone, such as for movie rentals. Currently, to get a rented movie from an iPhone to Apple TV you have to do two syncs involving a middleman iTunes PC. iTunes also needs to expand on the options for syncing media to the iPod and iPhone. In addition to syncing specific playlists, it should be able to automatically sync over a smart âParty Shuffleâ mix of music that fills a specific proportion of the device, such as 50% music, 10% podcasts, and then the specific movies, TV, and audio books the user selects. Then shuffle out the listened to tracks and add new music every time it's synced. Allow users to hide songs from iTunes just as you can hide photos from your iPhoto album to simplify the view without deleting anything. Add Time Machine support so you can go back to see earlier play counts and browse your media library as it appeared in the past. Add integrated support for viewing PDFs and other QuickView document types, so you could use iTunes as a metadata-rich document browser with search and playlist features. Or give Preview an iTunes metadata document database interface. More Music Deals. Add other corporate sponsors to the Starbucks deal, so you can discover their playing music and buy tunes over their WiFi link. And isn't it about time Apple and AT&T got together and hammered out that plan to open iPhones to AT&T's hotspots? I'd debit a 99 cent WiFi access fee from my iTunes account if it were necessary. What's the point of setting up $8 per hour WiFi services for the zero people who use them? And on that tangent, how about rolling out my Ubiquitous WiFi idea for allowing other mobile users to borrow your AirPort's WiFi signal? I'd also like to see Apple get AT&T to allow users to place calls over their WiFi link as a concession for not having a functional 3G network in place yet. I also think AT&T should sell or rent AirPort base stations to its millions of broadband users, with all of them open to WiFi sharing so that iPhone users could place a freaking call and access the web at faster than EDGE speeds between now and whenever AT&T actually gets 3G rolled out. Apple also really needs to deliver some sort of central media server, possibly tacked onto Apple TV. Just add a USB hard drive and have it serve up the contents as a Bonjour-discoverable iTunes library to your local network. This would allows users to dump all the media off their laptop. And then allow WiFi sync to optionally copy fresh media to the iPhone from the central media server library. There's plenty that could be tacked onto iTunes, but the biggest new thing in the iPod announcement actually might be something entirely different than last year's iPods for cheaper and a new rev to iTunes. I'll spill that in the next article. Ten Big Predictions for Apple in 2008 Did you like this article? Let me know. Comment here, in the Forum, or email me with your ideas. Like reading RoughlyDrafted? Share articles with your friends, link from your blog, and subscribe to my podcast (oh wait, I have to fix that first). It's also cool to submit my articles to Digg, Reddit, or Slashdot where more people will see them. Consider making a small donation supporting this site. Thanks!
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Office Wars 3 - How Microsoft Got Its Office Monopoly
Daniel Eran DilgerOffice Wars 1 - Claris and the Origins of Appleâs iWork Office Wars 2 - Microsoftâs Outrageous Office ProfitsOffice Wars 3 - How Microsoft Got Its Office MonopolyMicrosoftâs Office monopoly gives the company more revenues and delivers nearly as much profit as its Windows software. How did it gain such a powerful position in productivity applications? The history of Office is rooted in decisions Apple made in the 80s with the Lisa and Macintosh, and also has an interesting correlation to Appleâs iPhone strategy today.The Origins of Office.While Microsoft has overwhelming power in desktop productivity applications today, it entered the market late. In the early 80s, Microsoft principally sold language software and struggled to license copies of AT&Tâs Unix under the name Xenix. In 1981, Microsoft teamed up with IBM to license a copycat version of CP/M as the DOS for IBMâs new PC. Microsoft didnât really get started in applications until Steve Jobs approached the company that same year with a proposal to develop for Appleâs new Macintosh.Entrusted with prototype Mac hardware and inside access to Appleâs development tools, Microsoft made an agreement with Apple in 1981 not to ship any mouse-based products of its own until a year after Apple introduced the Mac. In exchange, Apple promised to give Microsoft a rare opportunity to enter the competitive desktop applications market using its entirely new Mac platform as a launching pad.[SCO, Linux, and Microsoft in the History of OS: 1970s][SCO, Linux, and Microsoft in the History of OS: 1980s]Software Sells Systems!Prior to the Mac, Apple had released the Lisa as its first graphical desktop computer. Since developing new graphical apps for the Lisa was very different and required special training, Apple delivered its own complete productivity suite for the Lisa. It planned to open up the Lisa platform to third party development at some point after the initial launch, but the immediate focus had been to deliver a unique set of applications to demonstrate the power of Lisaâs new graphical interface.Recalling the software focus of the Lisa development team, reader Jim Hoyt emailed me several months ago in response to âWhy Apple Bounced Back,â? an article crediting Appleâs recent internal software development efforts with a large role in the companyâs turnaround over the last decade. Hoyt wrote, âIn 1979, John Couch, the soon-to-be head of the Lisa project, was in charge of all software at Apple Computer. He commissioned this poster: Software Sells Systems.â? Iâve been meaning to publish the otherwise long since lost to history poster, so here it is, belatedly. Thanks Jim![Why Apple Bounced Back]Apple Delivers Lisa Suite Seven Years Ahead of Microsoft Office.The posterâs premise was obvious: the Lisa wasnât going to sell itself; it needed practical software applications to usher in the future of the graphical desktop. Apple developed an entire suite of seven productivity applications that shipped with the Lisa system in 1983, including word processing, spreadsheet, database, drawing, graphing, project management, and terminal emulation programs. It was seven years later before Microsoft would first package its Word, Excel, and PowerPoint applications together as Office 1.0 in 1990. In his February 1983 review of the Lisa for Byte magazine, Gregg Williams concluded: âAs you can tell, I am very impressed with the Lisa. I also admire Apple for deciding to make the system without being unduly influenced by cost or marketing constraints. The Lisa couldnât have been developed without such a deep commitment, and no other company I can think of could afford such a project or would be interested in doing it this way (the Lisa project reportedly cost over $50 million and used more than 200 person-years of effort!). In terms of the actual, as opposed to symbolic, effect it will have on both the microcomputer and the larger-computer market, the Lisa system is the most important development in computers in the last five years, easily outplacing IBMâs introduction of the Personal Computer in August, 1981.â?A year later, Lisa ended up being replaced by the much less expensive Macintosh, which delivered much of the Lisaâs functionality at a quarter of the price. However, the Mac did not include the Lisaâs expensive megabyte of RAM, its hard drive, or its productivity application suite. The Mac only shipped with a word processor and painting tools.Why Apple didnât port its Lisa applications to the Macintosh is a confounding riddle, because it had more than a half decade of opportunity to do so. The main reason for this was a paranoid fear of alienating outside developers, along with jitters related to IBMâs rapid poaching of the desktop computing world after the arrival of its PC in 1981.[âThe Lisa Computer Systemâ? Reprinted from Byte, issue 2/1983] [The Lisa, Apple's First GUI-Based Computer System - VAW][How Apple Keyboards Lost a Logo and Windows PCs Gained One]Appleâs Lisa vs the Third Party Mac Platform: 1980 - 1984.Competition inside Apple between the Lisa development group and the Macintosh team led to a different software strategy for the Mac. Since the smaller Mac group didnât have the resources to develop a full suite of applications in advance of its launch, it planned to leverage third party development in the same way as the Apple II had.Sales of Apple II computers had exploded in 1979 with the release of Dan Bricklinâs VisiCalc spreadsheet software. That success was a large reason why IBM decided to get involved in the microcomputer business with the PC in the first place. It wasnât until 1984 that Apple began making lots of money selling AppleWorks, its word processing, spreadsheet, and database package for the Apple II. It continued to sell the software with only limited updates well into the early 90s.Apple management failed to see the potential for delivering its own suite of Mac applications as it had on the Lisa, and as it very profitably would later do for the Apple II. Instead, it became increasingly enamored with the idea of partnering with third party software developers and delegating away the work--and the profits--of creating its own Mac software. Motivated by fears of inhibiting a third party software industry like the one that had grown up around the IBM PC, Apple intentionally stifled its own internal software development efforts and later spun them off into the Siberian gulag of Claris. That move would prove to be a devastatingly expensive mistake that would nearly destroy Apple over the next decade.Incidentally, three of the most important products Apple would release during that decade of decline were software products: the profitable AppleWorks for the Apple II in 1984.the free 1987 HyperCard for the Mac.the free 1991 QuickTime for the Mac.[HyperCard: Apple and the Origins of the Web][1990-1995: Planting Software Seeds][QuickTime: The Secret Weapon Inside iTunes]A Fearsome Future VisiOn for the PC: 1981 - 1983.Another contributing reason for Appleâs rush to embrace third party developers on the Macintosh may have been related to the fear of VisiCorpâs new mouse-driven VisiOn graphical desktop environment. VisiOn originally appeared on the Apple III in November of 1981, but the complete commercial failure of that new machine after the delivery of IBMâs PC prompted VisiCorp to announce moving its support to the PC in 1982, with a promised release target of mid-1983. Apple was still scrambling to release the Lisa and the Mac, both of which had slipped repeatedly.While clumsy, slow, and expensive--the base VisiOn software and a mouse cost $790, each application cost between $250 and $400, and it required a $5000 hard drive upgrade on top of a $2000 PC--VisiOn was backed by the legendary VisiCorp, the company that had helped launch the Apple II to fame with VisiCalc. VisiOn also tapped into IBMâs âup is downâ? PC, which despite its high price and low level of performance and innovation, had cut deeply into Appleâs business expansion plans, almost entirely due to IBMâs reputation and its monopoly position in business computing. After witnessing its first big failure with the Apple III, and then seeing a tepid response to the $9,995 Lisa in 1983, Apple was no doubt very concerned about IBMâs PC being converted into an ugly frankenstein Mac knockoff with that $7,500 VisiOn upgrade bolted on, cheered on by a press giddy at the prospect of being bamboozled by IBMâs overpriced and under delivering PC.The only way to compete with the threat of such a graphical system for the PC would be to deliver the new Macintosh as quickly as possible at a much lower cost with lots of applications from a variety of third party developers. Fortunately for Apple, VisiOn also slipped several months and wasn't delivered until the end of 1983. Right up until it completely fizzled, the press hailed VisiOn as a promising competitor to Appleâs Lisa and the forthcoming Macintosh.By 1983, VisiCorp had fallen apart; its star development manager Mitch Kapor had left to found Lotus Development. Kaporâs new spreadsheet product, Lotus 1-2-3 for the DOS PC, destroyed the remains of VisiCorp and its VisiOn.[VisiCorp Visi On - Toasty Tech][1980-1985: 8-bit Platforms]Frying Pan to the Fire: Apple Runs to the Arms of Microsoft: 1981.Finding developers willing to commit to investing in Appleâs next new platform was difficult after the failure of the Apple III and the wildly successful launch of the PC. Apple later found that its developer relations would suffer at the release of the âno other software neededâ? Lisa. For the Mac, Apple decided to copy the PC model by directing the majority of its efforts into courting third party developers and downplaying its own software releases, which were only intended to serve as basic placeholders. Even so, many PC developers planned to take a âwait and seeâ approach to supporting the Macintosh.Hoping to prime an early and explosive business success for the Macintosh in the same way VisiCalc had launched sales of the Apple II, Steve Jobs made plans with Microsoft to deliver a graphical Mac interface for its struggling Multiplan--a VisiCalc spreadsheet clone--and a new Chart application.Microsoft had also secretly begun another Mac app initially called MultiTool Word, based on the Bravo word processor developed by Xerox PARCâs Charles Simonyi and Richard Brodie; Microsoft hired both in 1981. The company didnât tell Apple about its new word processor project because the Mac team had already started developing a word processor for the Mac called MacWrite.[A Rich Neighbor Named Xerox - Folklore.org][An Office User Interface Blog - Microsoftâs Jensen Harris]Appleâs Problematic Partnership with Microsoft: 1981 - 1985Next to IBM, Apple was among the first companies to realize that getting into a business partnership with Microsoft was a really bad idea. Throughout 1983, Microsoft employees began intense discussions with Apple about how the Mac system software worked internally, involving issues unrelated to desktop application development. The reasons for this became obvious when Microsoft made a surprise pre-announcement at the Comdex trade show in November 1983 of a clone of Appleâs Mac environment for the PC called Windows, along with the release of a text-based Word for DOS using a mouse. Apple had previously worried about VisiCalcâs independent VisiOn appearing for the PC, but now its own partner had taken its internally developed graphical desktop work to deliver a competing product on IBMâs platform. Microsoft had discovered a loophole that allowed it to ignore its exclusive agreement with Apple because the contract had tied the year-long waiting period to the Macâs planned ship date in 1982; that contract date wasnât updated as the project slipped into 1984.It turned out that Word for DOS wasnât very popular, since DOS PC users didnât see much benefit from only using a mouse with a single application. It also turned out that Microsoft couldnât deliver on its promise to ship Windows 1.0 by early 1984; it wasnât actually available until 1985, and even then was a complete joke of a product and fully unusable. However, the problems Apple would suffer for trusting Microsoft were only just getting started. Windows 1.0 wasnât much to look at, but it did offer an advancement beyond the neanderthal text interface of Word for DOS. Apple also had reason to worry when it found Microsoft was directly collaborating with IBM in 1985 to deliver a new DOS replacement called OS/2. [1990-1995: The Race to Deliver The Next New Platform][Mac Office, $150 Million, and the Story Nobody Covered]Apple Grows Dependent upon Third Party Software: 1985 - 1990.Appleâs partnership with Microsoft continued to worsen. Microsoft finally shipped its spreadsheet for the Mac in 1985, but threatened to also release it for the PC as well, prompting Apple CEO John Sculley to sign away rights to a variety of Mac system software details to Microsoft in 1985 in exchange for exclusive Mac development of the graphical Multiplan for two years. Microsoftâs Multiplan and Chart applications for the Macintosh were among the strongest software features Apple touted in its 1984 advertising. (Click to view full size).A very young Bill Gates appeared next to Mitch Kapor of Lotus Development in Appleâs Mac ads to observe, âTo create a new standard takes somethings thatâs not just a little bit different. It takes something that captures people's imaginations. Macintosh meets that standard.â? Were he not trying to sell Windows Mobile today, he might say the same of the iPhone!Sculley had been arrogantly dismissive of Bill Gatesâ July 1985 suggestion that Apple work quickly to broadly license its Mac technology to Northern Telecom, Motorola, and AT&T. Instead, Apple sought to retain control of the unique Mac desktop as a way to sell its hardware.At the same time, Apple grew increasingly reliant upon Microsoft to deliver updates to its applications for the Mac, and worried about threatening any of its third party Mac developers with its own internal application software efforts.However, in 1984 Apple had released AppleWorks for the Apple II. That program rapidly became the top selling software title of any computer platform, despite Appleâs minimal efforts to market it. It was nearly an embarrassment for Apple, which wanted to push the graphical new Macintosh, not a text-based 8-bit program. By 1987, Apple had spun off its own apps--including AppleWorks, MacWrite, MacDraw, and MacPaint--into the Claris subsidiary. Claris went on to profitably develop and acquire a suite of Mac productivity apps, but operated at an armsâ length distance from Apple. By 1990, Sculley realized the vast profit potential in application software. Apple had two solid platforms: the Apple II and the Mac. The companyâs minimal efforts to market any software for them was clearly a huge mistake. Sculley subsequently decided to retain Claris as part of Apple rather than spinning it off, but that late decision shattered the subsidiary because its employees and managers had been given the expectation that a Claris IPO would make them rich. Many left in disgust.[Office Wars 1 - Claris and the Origins of Appleâs iWork]Microsoft Becomes an Applications Company: 1985 - 1989.At the same time, Microsoftâs graphical Multiplan for the Mac--which ended up being combined with the Chart app and renamed as Excel in 1985--became a huge seller for Microsoft. In contrast, the textual DOS version--which retained the Multiplan name--couldnât compete with the top selling Lotus 1-2-3 on the PC side.Two years later in 1987, Microsoftâs deal with Sculley expired and the company released Excel 2.0 for the PC, along with Windows 2.0, which copied more of the Mac desktop, including the basic ability to display overlapping windows. No OEMs shipped Windows 2.0 on their PCs, but anyone buying the new Excel got a copy of Windows and a taste of the graphical Mac environment, albeit with Microsoftâs garish colors and its horrific MDI-style interface.Apple Sues to Stop Graphical Copycats, But Only On the PC: 1985 - 1988.While a number of companies delivered graphical environments in the pattern of VisiOn for various computer systems of the time, Apple was only threatened by those that promised to deliver the Mac look on the PC.For example, Apple ignored Berkeley Systemsâ mouse-based, windowing GEOS environment, offered initially for the Commodore 64 and later Appleâs own Apple II systems.However, when CP/M maker Digital Research introduced its GEM/1 for the DOS PC, Apple sued and won an injunction that forced the company to remove certain features Apple had originally developed for the Mac, the most obvious of which was its use of graphics regions to draw sophisticated overlapping windows. At the same time, GEM/1 was also being sold for the 1985 Atari ST, but Apple completely ignored that product, enabling Atari to deliver a system so similar to the Mac it was commonly called the Jackintosh, after Atari CEO Jack Trammell. Apple also ignored overlapping windows in the 1985 Commodore Amiga, and a similar graphical desktop in the 1987 RISC OS developed by Acorn Computers. Apple was certainly aware of the British Acornâs RISC OS, as the two companies had partnered to form ARM in order to develop a new generation of RISC based processors powering Acornâs RISC PC and later, the Newton. Those same ARM processors now power iPods, the iPhone, and the vast majority of all mobile devices. [Origins: Why the iPhone is ARM, and isn't Symbian]However, Apple went ballistic upon the release of Microsoftâs Windows 2.0 in 1987. One reason was that Microsoft was pointedly using the product as a way to move its Mac applications to IBMâs PC, a move Apple correctly feared would quickly erode the unique value of the Macintosh. Additionally, Microsoft was also describing Windows as the basis of a new interface for IBMâs promised OS/2. Apple was livid that the trusted partner it had launched into the applications business would immediately sell it out and migrate those same applications to directly benefit its main hardware competitor. Despite the fairly insignificant sales of Windows 2.0, Sculleyâs Apple sued Microsoft in 1988 over the use of Mac software details it had taken from Apple in its 1985 agreement. It also sued HP over a Windows 2.0 add on pack called NewWave, which supplied additional Mac-like features to the PC. Meanwhile, sales of Excel on the PC gradually began to grow and Microsoft worked increasingly hard to replace its Mac partner and then destroy it, using Windows as a tool to port its Mac applications to the PC instead. [Apple's Billion Dollar Patent Bluster: Patent vs. Copyright]Apple Loses Jobs, Opportunities: 1986 - 1988.In 1986--as Appleâs panic over Microsoft moving its Mac apps to the IBM PC was just getting started--Steve Jobsâ plans to rapidly move the Macintosh into the business and server arena were getting shot down by the more conservative minded Sculley. Appleâs board feared that increased investment in the Macintosh might spread the company too thin.[Steve Jobs and 20 Years of Apple Servers]Jobs subsequently left Apple in frustration to form NeXT, Inc, and develop his own ideas for business oriented workstations. Sculley replaced him with Jean Luis GassĂ©e, who shared Sculleyâs vision for dabbling in impractical technology ventures like the Newton and keeping Mac models configured for high end markets.Apple continued to make outstanding profits from increasing sales of the Mac and continued sales of the Apple II, but the company had made a grave mistake in ignoring and avoiding the software business. Even worse, it was now dependent upon a rival company to maintain key software titles for the Mac.Apple was also losing key engineering talent to Jobsâ NeXT, which by 1988 was delivering the first release of what Apple itself should have been working on: its next generation of hardware and software. [Newton Lessons for Apple's New Platform][Why OS X is on the iPhone, but not the PC: The History of NeXT]Sculleyâs Apple Bungles Office Applications.While Sculleyâs Apple fought Microsoftâs Windows in the courts, it did little to effectively compete in the marketplace, either with the Mac as a platform or in the applications arena to take on what would become the Microsoft Office suite in 1990. To deliver Office, Microsoft simply paired Word and Excel with PowerPoint, a Mac presentation application Microsoft acquired in 1987. Had Apple simply ported its Lisa applications to the Mac, it would have had a head start of several years to develop and refine its own applications suite, and could have maintained them as unique to the Mac without giving away its crown jewels to Microsoft in 1985. After ten years of trying, even Microsoft could eventually deliver a good enough copy of the Mac with Windows 95 in late 1995. After that, Microsoft pulled the plug on Office development for the Mac and didnât release another update until 1998.[Office Wars 1 - Claris and the Origins of Appleâs iWork]Appleâs Squandered Opportunity in Software Sales.The bizarre thing was that Apple was making money selling AppleWorks on autopilot, and continued to do so from 1984 into the early 1990s. Additionally, the new ClarisWorks for the Mac easily captured the top spot in Mac software sales from Microsoftâs Works within its debut year in 1991. Even so, Apple did little to capitalize upon the discovery that software would indeed sell systems, just as Couch had foreseen back in 1979. Apple had a printing press for creating money, but simply left it idling while Microsoft delivered low innovation software titles and raked in millions of dollars in Mac software revenues. Sculleyâs Apple essentially sat back and granted Microsoft full opportunity to clean out its entire business model without a fight, hoping that the law would rush in to correct the inequities at some point in the near future. Instead, the court deliberated for a tech eternity until 1994, and then threw out Sculleyâs âlook and feelâ? lawsuit, largely on the basis that Sculley had earlier granted Microsoft limited rights to Mac ideas back in 1985 in his desperate bid to keep Microsoft as a Mac developer. The bitter irony was that between 1985 and 1995, Microsoft needed the Mac at least as much as Apple needed Microsoft. Even in 1997, Steve Jobs could get Microsoft to agree to a half decade of continued development of Office for the Mac by simply adding Internet Explorer to the Mac desktop. Jobs turned down the hardball demand that Apple kill QuickTime, and even got a public relations coup out of the deal by having Microsoft announce a $150 million investment in Apple.Sculleyâs penny wise, pound foolish conservative greed destroyed Apple and directly transferred the vast potential wealth of value Apple had originated at great expense for its 1983 Lisa graphical office suite to Microsoft, which subsequently ran with it and deserted the company. [Mac Office, $150 Million, and the Story Nobody Covered][Appleâs NeXT Server Offensive on Microsoft]Microsoft Betrays IBM and Uses Office Against OS/2.Apple wasnât the only partner Microsoft exploited, turned on, and then tried to drive out of business. The earliest and most obvious example was IBM, which had launched Microsoft into significance as a reseller of DOS. Microsoft betrayed IBM in the development of OS/2, first by pulling out of the operating system partnership, then by canceling Office for OS/2 after shipping an initial version for it in 1992. IBM later bought up Lotus and worked to compete against Microsoftâs growing influence with Office. Microsoft responded by using its new monopoly positions to punish IBM in various moves documented in the Microsoft monopoly trial. That story follows in Office Wars 4. Using the Office Monopoly Against NeXT.Jobs carried lessons learned from watching the implosion of Apple under Sculley to NeXT. His initial goal for NeXT was to build a software platform. However, nobody was shipping hardware up to the task of running an advanced operating system, so NeXT began following the business model of Apple, selling new hardware with advanced software.While Jobs had found it challenging to find software partners for the Mac at Apple, the task was even more difficult at NeXT, which Apple had forced into the ultra high end of the workstation market using a non-compete agreement. NeXTSTEP pioneered advanced rapid development frameworks to make it easier for third parties to deliver software for the new system. When Jobs discovered that Lotus was working to deliver a new spreadsheet paradigm for OS/2, he gave the Lotus team a NeXT system and got involved in refining the software to show off the features of his new platform. In contrast, Microsoft used the productivity applications monopoly it had been handed by Apple to impede adoption of NeXT. When asked about writing software for NeXTSTEP, Microsoftâs Bill Gates famously fumed, âDevelop for it? I'll piss on it.â? Gates also announced plans to immediately deliver his own advanced operating system with object oriented development frameworks called Cairo, which turned out to be a vaporware lie Microsoft repeated from 1991 until NeXT was acquired by Apple in 1997.[1990-1995: Microsoft's Yellow Road to Cairo]Microsoftâs Murderous Partnerships.Microsoft helped to ensure that neither NeXT nor OS/2 could acquire a broad enough computing platform to drive a self-sustaining software business. Apple was able to maintain a struggling niche platform on the Mac, but fears of stepping on third party developersâ toes actively prevented the company from actually building on that potential until the late 90s. Ironically, Microsoft did just that, by developing its solo PC platform with Windows and then using it to destroy third party developers it viewed as competitors. By tying its Windows and Office products together, Microsoft could strangle its own former partners--the top developers of MS-DOS applications--including WordPerfect, Lotusâ 1-2-3, database and developer products from Ashton-Tate and Borland, and really every major developer on the PC that in any way challenged Microsoft.Microsoftâs coldly calculated murder of every rival DOS application developer and later many of its Windows developers, from Novell to IBM and Sun to Netscape, is an oddly public fact treated as a taboo secret by Windows Enthusiasts, who avoid all mention of it as they talk about how Apple âcanât work with partnersâ? in the rich, supportive way Microsoft supposedly has. Any competition between Apple and third party developers--even with shareware programs--is paraded through the insufferable blogs of ZDNet and the pages of IDGâs InfoWorld/PCWorld/Computerworld and described as unconscionable conduct. This is from writers who all witnessed first hand Microsoftâs massacres of any and all âpartnersâ? the company decided no longer suited its fancy. Have these wags all been brainwashed, or are they just lying for money? As a side note, the Office Wars and Microsoftâs monopoly position in applications provide interesting insight into how Apple is deploying its iPhone software strategy, which the next article will examine.What do you think? I really like to hear from readers. Comment in the Forum or email me with your ideas. Like reading RoughlyDrafted? Share articles with your friends, link from your blog, and subscribe to my podcast! Submit to Reddit or Slashdot, or consider making a small donation supporting this site. Thanks!
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Forbes' Fake Steve Jobs Is Also Fake On Apple
Daniel Eran DilgerDaniel Lyons is the author of the Fake Steve Jobs blog and a columnist at Forbes. After developing a reputation for attacking bloggers, open source, and any alternatives to Microsoft, Lyons has shed his skin to escape from one scandal while at the same time squirming into position to choke the truth out of his next victim: Apple.Reader Marc Elson sent in a link to Lyons' âSnowed by SCO,â? an article Lyons wrote to both apologize for and marginalize his years of articles in Forbes that misrepresented the issues in the SCO Groups' attack on Linux. He blamed his reporting on bad information he'd been fed by SCO. It's easy to backtrack now that SCO is toast; in fact it's rather impossible not to. However, neither Lyons nor Forbes can erase the years of false information and misleading spin they published, which not only idealized SCO but also lambasted any individuals critical of the company. He described anyone supporting Linux as religious folk "convinced of their own righteousness."While fighting for SCO, Lyons also attacked âbloggersâ? in a front page article in Forbes that screamed, âthey destroy brands and wreck lives. Is there any way to fight back?â? as if everyone who writes on the Internet operates as a class that can be summarily judged and dismissed at once. [Snowed By SCO - Forbes]Daniel In the Lyons Den Again.Lyons' lack of hesitation in throwing out poorly conceived attacks is getting him into trouble again. He seems to be working frantically to spin together a bizarre new tale of how Apple is going to simultaneously be torn apart by the can-do-no-wrong Microsoft while also turning into a shadow of the evil monopolist itself, threatening us with its fearsome dominance.Lyons resurrected the identical, wholly illogical conundrum of a paradox posited last year by Windows Enthusiasts, principally Paul Thurrott, who spoke in fear of a threatening monopoly position achieved by Apple's iTunes while--puzzlingly--also describing Apple's music business as a pitiful failure that could never withstand the market dominance of Microsoft. Is it part of a new Forbes campaign? Lyons' new work echos other regular articles from Forbes writers, all attacking Apple and reality in the same breath:Presenting Apple TV a supposed flop, despite its profitably outselling the TiVo this year without incurring the tens of millions in losses TiVo has suffered in the last quarter and in every one of the last several years.âšPromoting MusicNet Digital's failed Microsoft partnership in selling music against iTunes and describing the Zune as something other than a spectacular failure. Even the most giddy Zune fan sites are appalled by Microsoft's lack of support in providing updates and fixes for the Zune's major failures. How is Forbes framing it as some kind of sleeper hit?[The iTunes Monopoly/Failure Myth][Scott Woolley Attacks Apple TV in Forbes, Gets the Facts Wrong][Forbes Prints Insanely Self Serving Attack on iTunes by MediaNet CEO Alan McGlade]When Cost Is No Object: Microsoft Media Center.Reader Robert de Bie forwarded a link to Lyons' breathless accolades over Microsoft's Media Center software, which opened with the line, âGuess who's got the slickest software for handling TV, movies and music? Not Apple.â?Lyons compared using a Mac and Apple TV with a PC running Vista Ultimate with Media Center features and an Xbox 360 to relay content to a TV. He raved that the Microsoft solution âcan do things with digital media that even Apple can't match.â? That's true, as Media Center is principally a DVR, a software version of the TiVo; Apple doesn't sell anything the works like a TiVo to record TV. However, Lyons only noted in passing that âMicrosoft charges $400 for Vista Ultimate--$300 too much,â? failing to add up that a Mac comes with free Front Row features. Apple TV hardware costs $300; it supplies ultra fast 802.11n wireless and, at a minimum, a 40 GB hard drive.In contrast, an Xbox 360 with a 20 GB hard drive costs $350, and another $100 for slower 802.11b/g wireless. So as a wireless media extender, the Xbox 360 costs $450 (50% more), but gives you half the disk capacity and slower networking.Additionally, the required Media Center software that costs another $400 in Vista Ultimate doesn't magically provide you with a TV tuner, so you still have to buy one.In other words, all the money you throw at Microsoft only gives you software that is otherwise free. Without having to pay for all that software licensing, you can go buy whatever TiVo-like TV tuner for the Mac fits your needs, and solve the problem for hundreds of dollars less.Of course, what Apple wants you to do is go without a TV tuner and an expensive cable subscription and simply buy the TV and movies you want to watch from iTunes. Of course, that's not necessary to use Apple TV; you can also rip your own DVDs or even use it to manage your home movies and free podcasts, something Media Center isn't really designed to do because there's no money in it. Donât forget that there are more fees involved with Xbox Live services, and that TV downloads are more expensive. Youâll also need to pre-purchase Microsoftâs points, converting your cash into Microsoft Live currency thatâs subject to change. And once you buy Xbox Live TV shows, donât expect them to play on your Zune or Windows Mobile phone the way iTunes content plays on Appleâs iPods and iPhone.Of course, when Microsoft sends writers all this equipment to try out for free, then itâs easy to gush over how great it all works and report, "No crashes, no reboots, no blue screen of death. Stunning," as Lyons did. Had he actually been forced to pay the $840 premium to actually use Microsoftâs system, perhaps heâd sing another tune.While Lyons is certainly entitled to his opinion, he should at least present the facts correctly. Outlining any Microsoft product without a consideration of its true cost is always a mistake, because the true cost is almost always hidden. Lyons also wrote âMicrosoft's system supports high-definition video; Apple TV does not,â? a line that isn't true. Content from iTunes isn't yet available in HD, but the Apple TV does support HD video from other sources and comes equipped with support HDMI, which only the newest Xbox consoles have. Considering that Microsoft has barely sold any new Xbox 360 units this year, fewer than 20% of installed Xbox users even have HDMI outputs. [Windows XP Media Center Edition vs Apple TV][Forrester Research: Epic Terror of iTunes and Apple TV]Big Brother Says: Apple is the New Microsoft.Since publishing that âMedia By Microsoftâ? article a couple weeks ago, Lyons has ramped up his attack on Apple into a web of false information that approaches his SCO shilling. He even exploits his popular Fake Steve Jobs blog for dramatic effect.Lyons starts his newspeak reporting, ironically enough, in an article titled âBig Brother,â? with a comical juxtaposition of Apple's 1984 Macintosh ad and a modern screenshot of Jobs presenting the new 3G iPod Nano against a huge video screen of his own image. Lyons had earlier published the images on his Fake Steve Jobs blog after a reader had submitted them.This is funny stuff, because in both images, there's a greying white man with glasses on a huge TV screen talking. But in 1984, the man is talking about universal ideology to a numb audience, while in the modern scene, Jobs was talking about changing the market for mobile video with a 6.5mm device, and the crowds were enthusiastically applauding.There was one other amusing similarly however: shortly before eating the hammer thrown by the Macintosh girl in orange hotpants, the 1984 Big Brother screen says, âOur enemies shall talk themselves to death and we will bury them with their own confusion. We shall prevail!â?In 2007, Jobs has said some similar things about Microsoft, but the Macintosh hammer is actually being thrown at Vista. So while itâs not exactly the same thing, it is a funny coincidence. Along those lines, Lyons provided some examples of how, as an enemy of Apple, he can talk himself to death and be buried in his own confusion.[Big Brother - Forbes]Here's What You Believe.So far, we've just covered the photos on the article. Once Lyons started writing, it was like SCO all over again. He says early iPhone buyers âwere threatening to take to the streets again--only this time with pitchforks and torches. They were furious because Apple Chief Steve Jobs slashed the phone's price to $400 from $600, making early adopters look like suckers.â?If Lyons really wants to make up garbage and rewrite history, he should confine himself to Wikipedia where he can't do any damage. The people complaining about getting what they paid for were a whiney minority amplified by a desperate press trying to find something wrong with the most successful electronics product launch in history.Anyone who thinks buyers who paid $600 for the iPhone to get the hottest new device available--and who ended up with a phone that cost less overall than even the $99 Motorola Q, and further got a $100 refund credit--are âsuckersâ? needs to reevaluate what being a sucker might mean. Perhaps paying Microsoft $850 for the equivalent of a $300 Apple TV with less storage and a slower network, and then still needing to buy a TV tuner is a better example of being a âsucker.â?The only difference is that Lyons didn't get a free iPhone from Apple, but did get a bunch of Microsoft Media Center stuff to try out without having to pay for any of it as the rest of us would have to do, were we inclined to let Microsoft control our TVs.[Ten Fake Apple Scandals: 1 - Phony Rage About iPhone Price and Profits]The SCO Shill Lines Up Behind Microsoft, AT&T, and the RIAA.It might not be a surprise that a writer who identified SCO as safe to cheerlead for because of its seemingly legitimate corporate position would similarly jump at the opportunity to weep crocodile tears for some of the other most reviled companies doing business on the planet. Lyons is apparently not very smart about picking corporate favorites.âIt looks like an anti-Apple backlash has begun,â? Lyons wrote, noting that NBC Universal pulled out of iTunes to partner with Microsoft's Windows Media DRM-based Amazon UnBoxed store. He didn't mention that NBC also partnered with Fox in setting up a joint Microsoft store, and then went solo on its own website trying to offer ad-encrusted, Microsoft DRM-ed, exploding content. No doubt all of those efforts are going to work out well for NBC.Lyons also said âVivendi's Universal Music Group also reportedly won't renew its contract with Apple,â? without clarifying that only refers to its long term contract; Universal music hasn't budged from iTunes. He also cites unhappy noises from Hollywood about Apple's desire to lower prices to make content more desirable to consumers, who can already obtain movies and TV programming free over the air or via unauthorized downloads.Omitted from Lyon's one-sided overview of the iTunes Store is CBS executives' comments that they are very happy with its deals with Apple, and that both CBS and Fox are offering free season premieres through iTunes.And what about Viacom billionaire Sumner Redstone, who was recently cited by BU reporter Jessica Ullian as saying that âiTunes has 'resurrected the music industry' by creating a legal, affordable, instantly gratifying purchasing system for fans. The challenge now is for the film industry to catch up, he said, and for competing companies to work together to establish new standards and practices.â?[CBS and Fox offer free TV through iTunes US - iPod/iTunes - Macworld UK][How iTunes Saved the Music Industry - BU Today]Pity the Poor AT&T.Lyons wrote that âJobs isn't known for treating partners well,â? noting that the iPhone doesn't sell AT&T's worthless media services or overpriced ringtones. That's really an example of Jobs treating the customer well, and the Fake Steve Jobs should know that. Why repeat the âApple canât partner myth?â? AT&T is making a major turnaround, funded by record numbers of headlines fawning over the iPhone. Apple has propelled Cingular from a middle of the road brand into its new AT&T name, which the company purposely rolled out in conjunction with the iPhone to benefit from the excitement surrounding it. Should we be aghast that Apple declined AT&T's own overpriced MEdia Net TV clips and ringtones? Is AT&T even worried about it?The service provider reported that the iPhone has outsold any phone it has ever introduced. Does that make Apple a bad partner? Would it be better if Apple really was the New Microsoft, extending its support and then yanking it back in a PlaysForSure/Zune style move? Does Lyons really have the extra credibility to burn in making such ridiculous comments? [How AT&T Picked Up the iPhone: A Brief History of Mobiles]More of the New Microsoft Meme.After noting some of Apple's recent successes, Lyons wrote, âthe flip side of Apple's success is that Apple has started to seem scary.â? Scary, uncertain, and doubtful! âNo longer is Apple the plucky underdog out to save the world,â? Lyons fears. Oh really? Has evil been vanquished? Is there not still the inky black bile of Windows Media DRM dripping from every alternative store in the universe? Does not Microsoft still have the remains of that $50 billion it took in last year from its monopolies--real monopolies, not the imagined fantasy kind pinned on iTunes by the media? You know, the monopoly in PC desktop operating systems held by Windows, the monopoly in servers, and the monopoly in desktop Office software? The monopolies that earn Microsoft overall profit margins as high as 81% on products that are over a half decade old? From that perspective, Apple could really turn evil over the next twenty years and still not compare to the wrongs we've suffered from Microsoft. Even so, Apple really isn't doing wrong by its consumers. If the best Lyons can do is to suggest that some RIAA labels and Hollywood executives are miffed by Apple's push for low prices, he'd better scramble to find something more problematic than that. I like low prices in content. I don't long for access to AT&T's expensive ringtones.iPhone Price Problems.Apple's iPhone was a better deal at $600 than Microsoft's Windows Mobile Motorola Q at $99, because Apple twisted AT&T's arm to provide lower priced service, making the iPhone around $200 cheaper across two years of use. Apple then dropped the iPhone's price by another $200, making it now almost $400 cheaper than the nearly free phones on the market.Is this wrong? Did Apple harm those of us who recognized value in the iPhone back in June? Did Apple defraud a million people who bought the iPhone at a good price when it lowered the price afterward? [Apple's iPhone Price Cut Unleashes Complaints]Apple TV Only A Flop For Forbes' Frauds.Lyons repeats in passing--without any factual backup--that the Apple TV is a flop. Oh really? Is that because it profitably sold a quarter of a million units with little advertising? Incidentally, that's nearly double the number of new customers TiVo signed up, as reader Timothy Bandy pointed out. He noted that âTiVo-owned subscriptions totaled 1.71 million, up 136,000 on an annual basis compared to the year ago-period.â?If Apple sold 250,000 units of the Apple TV, âit's already doubled the amount of new customers Tivo made last year,â? Bandy wrote, âor to put it another way, they already have 1/7th of Tivos' customer base without hardly trying. And as you pointed out, I doubt they've lost several million bucks in the process.â?TiVo lost $19 million in the last quarter, and $50 million last year. Apple sells the Apple TV at a profit, although not much of one. That's because the company is working to sell content that works on the Mac, and Apple TV only serves as a contributing part of that strategy. Apple is working to expand the market for fair priced Internet downloads, in opposition to high-DRM, high-priced alternatives.Microsoft has lost billions in its consumer electronics products, including the Xbox 360 that Windows Enthusiasts like to compare against the Apple TV. Microsoft also stomped on efforts by Linux users to recycle the old Xbox as a media playback system. Where's the outrage? Where's the âsuckersâ? blubbering? Where's the reporting that âMicrosoft regularly betrays its partners?â? It's certainly not in the pages of Forbes. [Brent Schlender's Apple TV: Fortune Dud or Fortune FUD?]It's all Downhill From Here.Lyons then complained that iPhone sales must be fading because Apple dropped the price, neglecting to account for the fact that Apple met its million unit sales goal three weeks early. âThe next version of OS X, called Leopard, has suffered delays,â? Lyons wrote, again failing to compare its 6 month delay to the six year delay of Vista. I guess Apple isn't the New Microsoft after all.Lyons begged for forgiveness after beating on Linux users for years and glorifying a bunch of greedy SCO investors trying to exploit intellectual property rights the company didn't even own. In describing his partnership with Rob Enderle, I downplayed his SCO role after he pleaded for evenhanded coverage of his past, noting that he did publish some correct information after the writing was on the wall for SCO.However, for his shameless attempts to present the same kind of one-sided, half-truth, negative-spin that praises the worst corporations on Earth while reviling the only company that seems to share any interests and values in common with its customers, Lyons has lost the bits of credibility he begged to retain. Shame on him, and Zoon on Daniel Lyons' head. [Daniel Lyons: Fake Steve Jobs and the SCO Shill Who Hated Linux]Thanks to John Schmidt for the âBig Brotherâ? link.What do you think? I really like to hear from readers. Comment in the Forum or email me with your ideas. Like reading RoughlyDrafted? Share articles with your friends, link from your blog, and subscribe to my podcast! Submit to Reddit or Slashdot, or consider making a small donation supporting this site. Thanks!
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Myths of Snow Leopard 8: It's Just An OS.
Daniel Eran Dilger Apple's limited comments on Snow Leopard, the next version of Mac OS X due in about a year, have opened the playing field for rampant speculation. Here's a look at a series of myths that have developed around the upcoming release. The eighth myth of Snow Leopard: Snow Leopard is Just an Operating System Stretching the Meaning of OS. The definition of âoperating systemâ? has grown dramatically throughout the history of personal computing. In the 70s, CP/M was little more than a boot loader. In the 80s, Apple's SOS, the âSophisticated Operating Systemâ? developed for the ill-fated Apple III, introduced the novel idea of a modular driver architecture for printers, disks, and files systems. After the company returned to making Apple II models, much of SOS was salvaged in ProDOS. Apple's parallel development of the Lisa not only delivered an operating system, but also a full suite of productivity apps as part of the included Lisa 7/7 Office System software, the first consumer office suite. It would be another half decade before Microsoft bundled its Word and Excel apps with its newly acquired PowerPoint to release Microsoft Office for the Macintosh, followed by a Windows version. In a 1987 interview with Dave Ottalini, Andy Hertzfeld said, âI did the Macintosh Operating System and I was very familiar with the Apple /// and especially in the I/O system of the Macintosh, I was influenced by the Apple /// [SOS] operating system.â? The Mac's System Software in 1984 added in the concept of developer Toolbox that enabled applications to share one set of code for drawing window controls, managing print and file dialogs, and later dealing with multimedia. Apple bundled fewer apps with the Mac than the Lisa due to complaints from third party developers. Instead, the company partnered with Microsoft to deliver the Mac's key productivity apps, a move that turned out to be Apple's worst decision ever. In the late 80s, NeXTSTEP built upon the idea of the Mac Toolbox; NeXT delivered high level, object oriented frameworks and visual developer tools for rapidly building applications on top of a Unix foundation. Steve Jobs' new operating system went well beyond just booting up the machine. It included speech-enabled email messaging, DSP audio processing, PostScript color and transparency, a documentation reference library, dictionary, and even the complete works of Shakespeare. Apple III FAQ File Lisa GUI Prototypes Office Wars 1 - Claris and the Origins of Apple iWork Office Wars 3 - How Microsoft Got Its Office Monopoly The Expanding OS at Microsoft. Throughout the 80s and into the 90s, Microsoft continued to sell the simplistic DOS, largely based upon the 1970s CP/M. The company started to bundle DOS with a Mac-like environment it called Windows, which started to become popular with Windows 3.1 in 1991. Microsoft shipped Windows primarily to port its Macintosh apps to the IBM PC in order to abandon its software partnership with Apple on the Mac. After similarly backing out of efforts to work with IBM on a DOS replacement called OS/2, Microsoft next attempted to deliver Windows NT as an entirely new operating system for PC users, based loosely upon concepts from AT&T Unix-rival VMS, after Microsoft acquired Digital's VMS developer team in the late 80s. Despite touting NT in the early 90s as the next Windows, Microsoft was unable to ship NT as a replacement to DOS for mainstream users until Windows XP 2001. However, Microsoft's greatest contribution in expanding the definition of the OS came from its efforts to tie products together to leverage its monopoly DOS position in order to advance its applications business. Prior to transitioning DOS users to Windows, it told developers to target OS/2. That left a vacuum for Microsoft's own new Windows Office apps, which had not been wildly popular until then. By 1995, Microsoft was licensing Windows and Office together to PC makers as tightly integrated products, cutting out competition from third party apps. Starting in 1996, as the Windows platform began to face the threat of the Netscape Navigator web browser paired with Sun's Java, Microsoft began to insist that its acquired Internet Explorer was an integrated part of the OS, enabling it to expand its monopoly and stifle any competitive pressure. It has since tied in the Windows Media DRM architecture, and has also tightly integrated Office and the Outlook Exchange client. While sold separately, both have become very close to being an extension of Windows. The company is now working to sell Windows, Office, and the requisite OneCare security software updates as a $70 per year subscription package called âEquipt,â? basically making all consumer Microsoft software an ĂŒber-OS for Windows PC users, and again shutting out the third party developers who have been flourishing in the vibrant niche of servicing Windows' malware, viruses, and other security problems. 1990-1995: Microsoft's Yellow Road to Cairo Microsoftâs Outrageous Office Profits The Unavoidable Malware Myth: Why Apple Wonât Inherit Microsoftâs Malware Crown Five Factors Shifting the Future of Malware and Platform Security Enter Mac OS X. By the time the Mac OS X beta emerged in 2000, a desktop operating system was expected to include everything from an email and web client to audio/video playback and Office functionality. In order to compete against Windows, Apple had needed to partner with Microsoft to deliver Internet Explorer, Outlook Express, and Office on the Mac. As Mac OS X began reaching a mainstream audience in 2002, Microsoft pulled the plug on Mac development, putting Internet Explorer and Outlook Express into maintenance mode and making minimal advancement to the Mac version of Office apps. For Apple to keep up with Microsoft, it would need to develop its own applications. Mac OS X's NeXSTEP legacy gave it a leg up on putting together an application portfolio. Apple had already adapted NeXTMail, a pioneering email client, into a decent email program simply called Mail, and shipped a central Address Book and later iCal scheduling client with Mac OS X. In 2003, Apple shipped Safari as its own standards-based web client. It later shipped iChat instant messaging and other supporting applications that rounded out the OS. At the same time, Apple also began assembling a suite of multimedia apps in iLife: iTunes, iPhoto, iMovie, iDVD, and GarageBand. It has also put together an alternative to Office in iWork: Pages, Numbers, and Keynote. While both are sold separately from the OS, iLife ships for free on new Macs and iWork comes bundled as a trial that can be ordered online. Why Apple Bounced Back AppleInsider | Road to Mac OS X Leopard: Mail 3.0 The Future of the Web: Safari, Firefox and Internet Explorer Mac OS X vs Mac Office? The expansion of Mac OS X means something particularly interesting for Microsoft Office. Apple is describing Snow Leopard's key feature as being support for Exchange Server messaging, a role formerly delegated to Microsoft. That makes it the next step in the company's incremental independence from Microsoft's software on the Mac, following its banishment of IE, Outlook Express, Windows Media Player, and MSN. Snow Leopard promises to obsolesce Entourage. That being the case, it would make sense for Apple to bundle its Exchange savvy, Snow Leopard version of Mail, iCal, and Address Book into the next version of iWork for sale to PowerPC Mac users and others who don't meet the minimum requirements for Snow Leopard. That move would also directly position iWork against Office and expand iWork's user base on the Mac platform. Current Office users sometimes argue that Apple needs to allow Microsoft to maintain its monopoly position in Office to prevent Macs from being shut out of the corporate world. Businesses do prefer to train employees in one set of software; iWork does not work like Microsoft Office, forcing companies to settle on one or double their user training efforts. However, Microsoft has already began work to ensure that Office on Windows does not work or look the same as its Mac version. The Windows edition was given a Ribbon UI for marketing reasons, with a Start Button-style user interface branding to tie it into Vista. That wouldn't work on the Mac side, so Microsoft gave Mac users an oddball, clownish user interface that is neither Mac-like nor immediately familiar to Office users. Because iWork works like the rest of Mac OS X and is both consistent and intuitive, users will pick it up faster than having to learn the quirky, lipsticked pig that is Office 2008 for Mac. Even Windows users are likely to find iWork easier to figure out than Microsoft's Mac version of Office. Apple's iWork still has a ways to go in matching every feature of Office, but it offers a much stronger foundation to build upon than the current version of Mac Office. Safari on Windows? Apple and the Origins of the Web The Web Browser Renaissance: Firefox and Safari Microsoft's Scorched Earth Office Policy. Microsoft is radically changing the Office user interface on the Windows side to force companies to adopt Vista while also attempting to stave off the advance of the free OpenOffice productivity software, which is also sold by Sun as StarOffice and by IBM as Lotus Symphony. OpenOffice (and other competing suites, including some online productivity offerings) have worked hard to copy the look and feel of Microsoft's Office to facilitate adoption by companies while requiring minimal new training. Microsoft's response is to take Office 2008 in a patented new direction that competitors can't follow, a trick it used to kill competition in the DOS market when it released Windows as a product that only appeared to work with MS-DOS, and subsequently Windows 95, a product that integrated MS-DOS. With iWork, Apple didn't try to copy the old Office look and feel, which has made little progress since the late 90s. Instead, it has fleshed out its own productivity software interface with direct feedback Inspector panels; Mac OS X-native, customizable toolbars; and close integration with other OS features from advanced graphics compositing to media library browsing to native font and color selection panels. Office Wars 4 - Microsoftâs Assault on Lotus and IBM This All Happened Before. While Microsoft's strategy of driving Office into a unique, proprietary direction makes sense as a way to disrupt compatibility and familiarity with open software, it is also leaving the door wide open for Apple to enter. This is exactly what happened five years ago when Microsoft dropped Internet Explorer on the Mac, creating a vacuum that resulted in Safari, which is now teamed up with Firefox in an effort to eat into IE market share and break open Microsoft's proprietary hold over web development. With advances in Javascript and HTML5-style sophisticated web applications, Safari is now helping to erode not only IE's control over the web, but also break up Windows' hegemony in application development. MobileMe demonstrates how rich, open web applications can provide familiar email, calendar, contacts, and other features using the cross platform web rather than a proprietary development platform. While Apple hasn't announced plans to to deliver iWork apps on MobileMe yet, their current availability for the Mac not only makes up for the weaknesses of Microsoft's Mac Office 2008, but also directs attention to the Mac platform and its unique set of productivity apps. By offering Snow Leopard and âiWork 2009â? with Exchange 2007 support as well as integration with MobileMe and Snow Leopard Server's push messaging services, Apple will be able to aggressively push Mac OS X and the Mac into new territory long held hostage by Microsoft. Myths of Snow Leopard 4: Exchange is the Only New Feature Appleâs Mobile Me Takes On Exchange, Mobile Mesh Snow Leopard Server Takes on Exchange, SharePoint Cocoa for Windows + Flash Killer = SproutCore WWDC 2008: New in Mac OS X Snow Leopard Myths of Snow Leopard 1: PowerPC Support â RoughlyDrafted Magazine Myths of Snow Leopard 2: 32-bit Support Myths of Snow Leopard 3: Mac Sidelined for iPhone Myths of Snow Leopard 4: Exchange is the Only New Feature! Myths of Snow Leopard 5: No Carbon! Myths of Snow Leopard 6: Apple is Out of Ideas! Myths of Snow Leopard 7: Free?! Myths of Snow Leopard 8: It's Just An OS. Cocoa for Windows + Flash Killer = SproutCore Appleâs other open secret: the LLVM Complier Ten Big New Features in Mac OS X Snow Leopard I really like to hear from readers. Comment in the Forum or email me with your ideas. Like reading RoughlyDrafted? Share articles with your friends, link from your blog, and subscribe to my podcast! 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50 Killer Mac Apps For Under $50
Who doesn't need more for less? We present 50 Mac|Life-approved applications--many free, all under $50--that'll guarantee you get the most from your Mac without traumatizing your wallet. The Internet is full of noise--countless different applications for every occasion, with reviews everywhere that love and hate them at the same time. While thatâs hardly news, itâs still a hassle that isnât going away. Say you picked up a spiffy new MacBook Pro, and itâs time to kit it out with the leanest, meanest software. After all, Macs have that rich history of garage-roots development, of a few folks in a basement brewing up quality software that smokes the big-name stuff. So youâve got a feeling thereâs great, affordable software just waiting for you to find it--and youâre right. But how do you sift through the zillion calendar apps and jillion media players to find the gems worthy of your hard drive space? And more importantly, your time and money?Weâre here to help with a compendium of essential software. It didnât come easily--we debated, argued, haggled, and even pleaded to secure a prized position on this list for our favorite, most useful applications. But by limiting the software weâre highlighting to 50, weâve guaranteed you the best of the best--no Internet spew here. And by capping the cost of the software weâve selected at $50, weâve made sure you can reasonably buy what you need. You may love your Mac already, but youâre not gonna believe how much it can do once you load up even a few of these choice applications. Entertainment Sure, iPods and iTunes make music and movies easier to enjoy, but they're not without headaches of their own. That's where these awesome apps come in. They take the pain out of kicking back with your favorite flicks and tunes. Simplify Media Share & stream your iTunes library over the Internet.The iPod has made several portable music formats obsolete, and we sure donât miss schlepping around fragile cassette tapes or heavy wallets full of CDs. But even the mighty iPod has its limits--namely capacity. Thatâs where Simplify Media (free, Simplify Media, simplifymedia.com) comes in handy. It guarantees that the size of your music library doesnât matter by letting you stream music between computers via the Internet. Yup, this app will play your entire library on any computer (as long as the one that has your library is powered up and online).Stream your tunes from home or the next cube.Once installed, a simple login fires up your music. Simplify Media works with iTunes just like the built-in LAN sharing does, and the remote libraries appear under Shared, alongside any local shared libraries. Even better, you can add up to 30 friendsâ shared libraries, and an iPhone app ($5.99) lets you pipe your music to your iPhone or iPod touch. SuperSync SuperSync keeps multiple iTunes collections in sync. Speaking of iTunes libraries--streaming is great, but what if you want to sync libraries across multiple Macs? SuperSync ($22, SuperSync, supersync.com) makes it so. Sure, Apple introduced limited music-transfer capabilities with Home Sharing in iTunes 9, but that feature requires computers to be on the same local network. SuperSync one-ups iTunes by syncing iTunes libraries over the Internet. Itâs perfect for anyone who uses multiple Macs, and SuperSync also has a bunch of other tricked-out features. In deference to the record companies, Apple makes transferring music from an iPod to a computer unnecessarily difficult. SuperSync handles the task with ease, making it a bacon-saver when the hard drive in your Mac kicks the bucket. SuperSync will even allow you to sync libraries cross-platform.SuperSync's color-coded interface helps you synchronize your iTunes tracks across multiple Macs. VLC Media Player Never worry about video file types again. If most of your Mac video-watching happens in the form of DVDs or QuickTime movies, you probably donât think too much about player software. But move beyond the most basic video types, and youâre asking for trouble. With the myriad formats, containers, and encoding parameters available, the simple act of playing back a cat video can become incredibly frustrating. VLC Media Player (free, VideoLAN, www.videolan.org) is like a Swiss Army knife for digital media. Itâs open source and cross-platform, and the app will play back practically any audio or video file you throw at it. VLC also handles file conversions with ease, so you can use it to convert audio and video for use online or on portable devices.It plays, it converts, it makes toast (okay, maybe not that last one.) RipIt Backup & convert DVDs with RipIt.There are plenty of legit reasons to rip a DVD. Backup copies of kidsâ movies for the minivan, watching Glee on your iPod touch while youâre on the bus, or even just saving battery power on your laptop (playing back a file from a hard drive is much more efficient than spinning a DVD).RipIt's simple interface makes ripping DVDs seamless and easy.Once the domain of ĂŒbernerds, DVD ripping is a one-click affair thanks to RipIt ($19.95, The Little App Factory, ripitapp.com). And since it makes full rips, all of the menus, bonus features, and subtitles remain intact. You can play back the resulting files with DVD Player on your Mac or use a freeware tool like Handbrake to convert your rips into iPod-friendly formats. Delicious Library We love the iTunes Store, but we still end up accumulating books, DVDs, console games, and, yes, even CDs. Delicious Library ($40, Delicious Monster Software, www.delicious-monster.com) helps catalog your collections by--get this--taking snaps of UPCs via your webcam and then automatically organizing your meatspace content onto virtual shelves for easy sorting and browsing. You can track loans to friends, post items for sale on Amazon, and publish Web catalogs formatted for your iPhone. That way, you can avoid buying another copy of John Hodgmanâs More Information Than You Require. Connect360 Weâre Apple-faithful, but that doesnât stop us from engaging in a little Modern Warfare 2 on our Xbox 360. And since the 360 is much more than a simple gaming machine, we also use it to stream iTunes tracks to our entertainment center and view pictures from our iPhoto library on our HDTV--with the help of Connect360 ($20, Nullriver Inc, www.nullriver.com), that is. It works over wired or wireless networks, and it even streams H.264 video straight from our MacBook. Sweet! Peel Pack rats, beware: Peel ($14.95, Hjalti Jakobsson, www.getpeel.com) can get really overwhelming, really fast. But if youâre an avid follower of music blogs, Peel can automagically grab new tracks as theyâre posted. So forget all that pesky right-clicking and manually adding to iTunes. Just feed Peel a list of your favorite music blogs, and then kick back as tons of new, free tunes get downloaded straight to your Mac. You may never have to buy (or pirate) music again. CoverScout Cover Flow is one of those features that looks great in a demo but doesnât quite translate at home. iTunes can attempt to find the album art that makes Cover Flow actually useful, but itâs limited in scope and canât make fuzzy matches. CoverScout ($39.95, equinox USA, www.equinux.com) scours the Internet to find your missing album art and presents you with multiple options to let you choose the best images. Donât Cover Flow without it. TuneUp For all of those untitled and mistitled tracks in your music library, thereâs TuneUp ($19.95/one year, $29.95/lifetime; TuneUp Media; www.tuneupmedia.com). Like CoverScout, TuneUp can find and download missing album art, but its best trick is cleaning up your ID3 tags--the artist, title, and album info displayed in iTunes. A quick search is all it takes to clear up all those Track 1s and Unknown Artists in your library. It sure beats cleaning up metadata by hand. Next Page: Productivity Apps >> Productivity Takin' care of business, every day. Takin' care of business, every way. Workin' on a Mac, it's all right. This productivity software is workin' overtime. WriteRoom Blocks distractions so you can write in peace.Proving the tired adage that âless is more,â WriteRoom ($24.95, Hog Bay Software, www.hogbaysoftware.com) is a light text editor with a full-screen mode. Start a new document, and everything else fades away--your Dock, your menubar, and other windows on your Desktop. Youâre left with a black screen and friendly green text for a clutter- and distraction-free experience. The Escape key toggles between full-screen mode and windowed mode, which resembles TextEdit with a live word count.WriteRoom can save your work as plain text, rich text, or Microsoft Wordâs .doc format. The preferences offer tons of customization: auto-save, character counts, the appearance of text in full-screen mode, and more. But WriteRoomâs real magic is how it gets out of your way and lets you focus on what youâre doing. BusyCal One calendar application to rule them all.BusyCal ($40, BusyMac, www.busymac.com) is iCal on steroids. It dances circles around iCal, chanting, âEverything you can do, I can do better.â And itâs right. Sharing is a snap: You can set up two-way syncing with your Google Calendar or with other BusyCal calendars on your local network or the wide-open Internet. But even aside from sharing, BusyCal offers tons of calendaring bells and whistles: customizable views, sticky notes, weather forecasts, moon phases, graphical icons, a to-do list, notes, tags, and much more. And since it uses the Sync Services built into Mac OS X, your BusyCal calendars can sync with MobileMe and your iPhone. You can even switch back to iCal anytime without losing any of the events or to-dos you entered in BusyCal.So what if iCal is free? BusyCal is better. Things Flexible to-do list syncs with iCal and the iPhone. For busy people like us, a good to-do list is beyond essential. But some that weâve tried are so complicated that just managing your tasks becomes a chore in itself. So the light, easy-to-understand Things ($49.95, Cultured Code, www.culturedcode.com) is a breath of fresh air. You can go the full Getting Things Done route, adding contexts, priority levels, a tickler file, and so on. Or you can keep it simple, with one-off and repeating tasks and multistep projects. iCal syncing can get your deadlines on your calendar, and Things on the Mac can sync wirelessly with Things on the iPhone ($9.99 in the App Store). Weâve tried multiple task-managment systems, from Web-based ToodleDo to iPhone apps like ToDo to Mailâs built-in To-Do list to good old paper and pencil. Things is the cream of the crop for its good looks, quick entry, and easy syncing.Things uses tags to organize your projects in a million ways--or you can ignore the tags altogether and just work. Express Scribe Transcriptions made easy... well, easier.Transcribing an interview, lecture, or other recording is hard enough, just with the listening and typing. Toss in the extra arm movement as you frantically click from your text editor to your audio-playback application every time you want to pause the recording or rewind a few seconds, and your transcribing job just got tougher and more frustrating. Express Scribe (free, NCH Software, www.nch.com.au/scribe) lets you set system-wide hotkeys for audio playback so you can stay in your text editor, fully control the audio, and never need to reach for your mouse.Express Scribe can also slow down your audio without changing the pitch, supports video, works with lots of file types, loads recordings from analog or digital audio recorders, and more. Plus, itâs completely free. Wahoo! NoteBook The Mac is silly with note-taking applications (Evernote, Yojimbo, ShoveBox, MacJournalâŠshall we go on?), but Circus Poniesâ NoteBook ($49.95, Circus Ponies, www.circusponies.com) is a standout. If you subscribe to âa place for everything, and everything in its place,â NoteBook can be the place for notes, Web clippings, bookmarks, documents, voice memos, photos, and more. It struts its flexibility with ready-made templates for planning a trip, writing a research paper, collecting recipes, keeping a journal, and so on, while its fun spiral-notebook interface is a nice touch. TextExpander A thousand monkeys at a thousand typewriters could produce Hamlet a lot faster if they knew how to use TextExpander ($29.95, SmileOnMyMac, www.smileonmymac.com). This wonder app installs as a System Preferences pane and lets you define shortcuts for your most commonly used words and phrases. Abbreviate long URLs, your email signoff, even your own photo or scanned signature file. Then as you type those shortcuts, theyâre automagically expanded to what you really wanted to say. Brilliant. iFinance 3 Sure, Quicken is popular and Mint.com is free, but iFinance 3 ($29, Synium Software GmbH, www.synium.de) was built from the ground up just for Macs, and it shows. The intuitive interface makes it a cinch--dare we say a pleasure?--to track your accounts, keep an eye on your cash flow, set up a budget, and graph your expenses. It can also import from CSV and QIF files for easier data entry. Plus, a companion iPhone app lets you enter transactions on the go. FlexTime This charming timer app ($18.95, Red Sweater Software, www.red-sweater.com) lets you set up multistep routines that run once or repeat ad nauseam. Each step can be marked by a sound, spoken text, or even running a script. Once your routine is perfect, you can export the audio to iTunes--great for following a recipeâs carefully timed steps or taking your favorite yoga routines on the road. DEVONthink Personal Another great catch-all for storing, sorting, organizing, and searching information, DEVONthink ($49.95, DEVONtechnologies, www.devon-technologies.com) can take almost anything you can throw at it. Documents, PDFs, photos, multimedia files, bookmarks, webpages, iChat logs--all of those can be imported, sorted, and read right in DEVONthink. Searching is easy, and you can cobble together a brand-new document from items in your DEVONthink database and export it to your favorite text editor for printing or as HTML for posting. Next Page: Internet Apps >> Internet It's a wild place, that Interweb, so there's nothing like a few primo apps to tame everything from blogging to FTPs to Twitter and Flash banners. Transmit Traveling the two-lane FTP highway.FTP has been around forever. Social networking and cloud computing may come and go, but FTP is in it for the long hall. Fortunately, there are a wealth of great FTP clients for the Mac, and the best of those is Transmit ($29.95, Panic, www.panic.com/transmit). The client utilizes a split directory window that shows the path on your computer and the path on the FTP site. With in-app search and the ability to sync folders on your Mac and on the FTP site, Transmit helps alleviate the search and drag-and-drop blues of other clients. The sync feature is especially helpful for Web developers and designers. You can even create desktop droplets for quick uploads to heavily used sites.Two-window FTP FTW. Mac-Journal Web-based apps suck.Blogging about your life is a faux pas. Blogging about anything else that people actually care about is the proper way of utilizing of the blogging systems available out there. The ongoing problem is that most blogging platforms are bit of a pain to use because theyâre Web-based. Plus, if youâre somewhere without Internet access, you canât start laying out your blog posts for your site. MacJournal ($39.95, Mariner Software, www.marinersoftware.com) solves that problem with an easy-to-use multiplatform blogging client. Lay out your articles offline with images, video, and audio, then save them for later posting. The app includes the ability to both write in full-screen mode so you wonât be interrupted by your Twitter friends, and to record an audio podcast in the client.Create blog posts quickly and without browser issues. Tweetie Multi-account Twitter action.After wowing the world with its iPhone Twitter app, atebits decided to release a desktop version of Tweetie ($19.95, atebits, www.atebits.com/tweetie-mac/). The app can handle multiple Twitter accounts, compose tweets in a separate window, allow you to change the account youâre sending a tweet from on the fly, and let you drag and drop pics and videos right into the Compose window. Donât have the perfect media on your Mac for a tweet? Record a video or shoot a pic from your iSight camera directly in Tweetie. And since Twitter conversations can be difficult to follow, Tweetie displays the conversation youâre having in a timeline if you just double-click one of the pertinent tweets. The Tweetie bookmarklet in Safari also allows you to share links quickly from your browser.Have an actual conversation on Twitter with Tweetie. Dropbox Stop, drop, and roll on home.Transferring large files can be a huge pain. Where the hell did you leave that thumb drive? External hard drives leave an unsightly bulge in your pocket, and all those cables are always getting tangled in your shoes. Thatâs a safety hazard, son. Dropbox (2GB storage for free, 50GB for $9.99/month; Dropbox; www.dropbox.com) is a cloud-based storage drive that you can access from any computer or iPhone. Just pop files into the Dropbox folder on your Mac, and it automatically syncs up with the online disk (which you can view on Dropboxâs website) and with any other machines you have the application installed on. You can even share folders and files with other Dropbox users. If the free 2GB box doesnât cut it, you can upgrade to 50GB for $10 a month.Access your files from anywhere in the universe (with an Internet connection). LogMeIn If you need to remotely access a Mac or (gasp) a PC with Windows on it, LogMeIn (free, LogMeIn, logmein.com) allows you to peer into your remote computer from anywhere. You can launch apps, move files, and adjust your preferences via a Web-based interface, as if you were sitting at that computer. For $29.99, you can get your iPhone in on the action too. TweetDeck If youâre a Twitter power user, TweetDeck (free, TweetDeck, www.tweetdeck.com) should be in your arsenal of Twitter apps. The interface is a series of columns that displays info like your friendsâ feeds, saved searches, mentions, direct mentions, and Facebook updates. You can also keep up with trending topics with just a quick glance. If thereâs something you need to track on Twitter, TweetDeck can make a column for it. Vuze Allegedly, BitTorrent steals medication from senior citizens, but isnât it time to forget about all the evil things it supposedly does? Instead, focus on the greatness of Vuze (free, Vuze, www.vuze.com) and its ability to download legally available video files. After youâve done the downloading, Vuze can convert your files for use on the iPhone, Apple TV, iPod, Xbox 360, TiVo, and PlayStation 3. Itâll even stream videos to your set-top boxes. Nice! BannerZest Creating Flash banners is difficult, especially when you donât know or own Flash. BannerZest ($49, Aquafadas, www.aquafadas.com) takes the pain out the process and gives you a simple way to create quick, beautiful Flash banners. From a standard gallery to an interactive experience, BannerZest comes with a collection of themes for different uses, and it uploads your banners to your FTP or MobileMe disk. FileChute Sending large files over email can result in the dreaded bounced email. FileChute ($17.95, Yellow Mug Software, www.yellowmug.com) works with your MobileMe-, FTP-, or WebDAV-accessible Web server. Drop your file into the app, and it uploads it to your online server of choice and then creates a URL to add to your email. If you drop more than one file, you get an archive uploaded to your server. Adios, bounced emails! Next Page: Content Creation Apps >> Content Creation Sure, Adobe's stuff is the gold standard, but you don't want to have to count on a good night at the poker table to pay for it, right? Cue these killer applications, which let you effectively draw, edit photos, render, animate, and even scratch for a very fair price. djay 3 Budgeted beats to grow on.You want to spin phat beats, but your slim bank keeps you from purchasing the high-end DJ equipment and software. Thatâs okay, young DJ-in-training, djay 3 ($49.95, algoriddim, www.djay-software.com) gives you everything you need to rock the house without losing your shirt. This surprisingly robust audio-mixing software integrates with your iTunes library and puts all the usual mixing and scratching right on your desktop. The application supports multitouch trackpad scratching and fading between tracks, so itâs especially perfect for the last few generations of MacBooks. And as you grow as a DJ, the application will grow with you thanks to its support for MIDI controllers. That means when you get the cash for those fancy digital mixers and turntables, djay will be right there with you.With your iTunes catalog at your fingertips, you'll find some pretty interesting mashups. Audacity Free audio editor extraordinaire.Audio editing seems simple at first. Then suddenly, youâre knee-deep in samples, frequencies, and bitrates. Sound editing really is part science, part black magic, so weâre thankful that Audacity (free, SourceForge, audacity.sourceforge.net) removes one of the biggest obstacles: choosing a quality application and figuring out how youâre going to pay for it. Audacity is both terrific and free, which is kinda hard to beat. An audio-recording and -editing application, it captures up to 16 channels at once from multiple sources, features noise removal, includes a metadata editor, and supplies unlimited undos. It can handle most of the audio files out there, and itâll work with multiple files types in the same project. Audacity is also is cross-platform, so if youâre a recent Mac arrival, you may already know about its awesome power.So many features, you'll second-guess the price: free. SketchUp 3D for you and me.Maya, 3D Studio Max, and SketchUp--all of these will let you create magical 3D worlds. Only one will do it for free, and you probably nailed it in one--itâs Googleâs SketchUp software (free, Google, sketchup.google.com) that brings the world of 3D to the average Joe. You can create your own items or utilize Googleâs 3D warehouse to find models created by other SketchUp users. With all those models at your fingertips, you can create floor plans for your home, build a level for your favorite FPS, or export the files to animation software or Photoshop. The application includes tutorials thatâll get you up and rendering in no time at all⊠so now nothing stands between you and virtual-world domination!Build a virtual man-cave for you and your stuff. Ringer Wham-bam ringtone, ma'am.We get tons of people asking us, âHow do I make a ringtone for my iPhone?â Until recently, we told them to launch GarageBand, cut a ringtone, and export it to iTunes. Now we recommend Ringer ($15, Pixel Research Labs, pixelresearchlabs.com/ringer) as the quickest and easiest way to create ringtones from your favorite songs and audio files. Ringer has access to your entire iTunes library and works with MP3, AAC, MOV, MP4, M4V, and QuickTime files. Yeah, you can make a ringtone from a video file. A super-simple editor with waveform information makes it a snap to select the perfect section of audio, and you can fade in and out of the file and preview the ringtone before cropping it and sending it to iTunes for a sync with your iPhone. Acorn Using an image editor doesnât have to cost you hundreds of dollars. In fact, with Acorn ($49.95, Flying Meat, www.flyingmeat.com/acorn), youâll get features like layers, AppleScript support, 64-bit support, drawing, and filters in a package thatâs easy on the wallet. This easy-to-use software strips away most of the features most people donât use and gives you a clean image-editing tool. Inkscape While raster-based image editors like Photoshop are great at pushing pixels around, the vector-based drawing programs are where all the real action happens. The open-source application Inkscape (free, Inkscape, www.inkscape.org) is similar to powerhouses like Illustrator and CorelDraw, but with one important difference--itâs free. The app utilizes the Scalable Vector Graphics (SVG) file format and includes a nice 3D drawing tool that allows you to set your vanishing points. Screenflick With Snow Leopard, Apple introduced screen-capture into QuickTime, and itâs a nice feature if youâre looking to make a quick full-screen screencast. But if you want something that has features like fixed location output at up to 60 fps, Screenflick ($25, Araelium Group, www.araelium.com/screenflick) is an application you can get behind. Itâll highlight mouse clicks and keyboard events, adding a nifty visual cue into your screencasts that highlights what youâre doing. Bracketeer While your eye can take in an amazing range of light to dark, your camera cannot. In order to help create images that include a tonal range that the average camera canât capture, HDR applications and plug-ins have appeared on the market. These applications take a series of images that have been bracketed from dark to light and combine them to include the darkest darks to the lightest lights in one HDR image. Bracketeer ($29.95, Pangea Software, pangeasoft.net/pano/bracketeer) is a standalone application that does just that. Adjust the saturation, the contrast, and exposure from within the application. The application will even auto-align your images in case you got the hiccups while taking your pics. iStopMotion 2 Home Most animatorsâ first animation was probably a stop-motion piece with Star Wars action figures. And whether those childhood lightsaber battles have you hoping to become the next Brad Bird, or you just love the look of stop-motion, iStopMotion ($49, Boinx Software, www.boinx.com/istopmotion/overview) is a quick, easy way to create simple stop-motion animations. Use your iSight or connect a camera to your Mac and start making your own Wallace and Gromit short. Youâll feel the Force, Lu⊠sorry. Next Page: Utility Apps >> Utilities Slick utilities can add crucial functionality to your Mac, so we've selected the best options for everything from secure password managers and system-troubleshooting tools to an app that will let you play Windows games on your Mac... without Windows! AppZapper Completely trash applications.Unlike using Windoze, installing and uninstalling apps on a Mac is painless. Drag an applicationâs icon into your Applications folder, and youâre pretty much good to go. Deleting them is just as simple--just grab them and toss them into the Trash. But if youâve ever dug around Library or System folders on your Mac, youâll see that even after you Trash an app, many of them leave crumbs in different parts of your machine. For cleaning up those last little bits, AppZapper ($12.95, Austin Sarner and Brian Ball, www.appzapper.com) is a must-have utility thatâs also great for troubleshooting problems. Wiping out all of an applicationâs preferences and other random files can often turn a troublesome app into a perfectly behaved one after a clean reinstall. Completely remove unwanted applications with a simple drag and drop. Hazel Clean and organize your Mac--automatically.Hazel ($21.95, NoodleSoft, www.noodlesoft.com) is kind of like Rosie the Robot for your Mac. Or itâs like OS Xâs Folder Actions⊠if they were super-awesome, easy to use, and perfect for helping you keep your Macâs folders and files organized. Hazel installs as a pane in System Preferences, monitoring locations that you choose, and performs actions on files based on your criteria. By creating simple rules, you can delegate repetitive and annoying file-management tasks to Hazel--for example, automatically add downloaded MP3s to iTunes or move DMGs to an archive on an external drive. Hazel can delve deep into metadata for complex actions like copying images into subfolders by ISO settings or reorganizing music files according to bitrate. You can even set up simple rules for auto-deleting items that have been in the Trash longer than a certain amount of time. 1Password Keep all your confidential info on lockdown.Youâve heard it before--secure, unique passwords are the way to go. Yet there you are, still using the same password for everything from your maclife.com login to your Gmail and your bank account. Do we even have to tell you again why thatâs a colossally bad idea? 1Password ($39.95, Agile Web Solutions, agilewebsolutions.com) can help clean up your online act, creating and managing complex passwords for every online account and then logging you in with a keyboard shortcut. The app can also be used to securely store personal information like credit card numbers and addresses for use in Web forms. And since all of your passwords are unique, you wonât have to worry about your banking info being compromised because of a data breach at that sketchy Russian website you used to download MP3s for a penny.1Password securely stores Web passwords, logins, software licenses, and other important information. iPhone Explorer Store & browse files on your iPhone.Breaking tradition with the iPods of yore, Apple doesnât provide the ability to use your iPhone as a USB drive. iPhone Explorer (free, myPod Apps, www.mypodapps.com) is a simple app that will let you drag and drop files onto your phone for easy portability. The app itself is lightweight, and all it takes is a USB cable to view your iPhoneâs folder structure. In addition to storing files, iPhone Explorer can be used to restore iTunes tracks from your iPod to a Mac or to rescue photographs from the depths of your iPhoneâs memory. No jailbreaking is required, but more adventurous users with jailbroken phones can also recover contacts, messages, email, and other data. Itâs a powerful tool, but itâs simple to use for the careful novice. AppleJack AppleJack (free, The Apotek, applejack.sourceforge.net) is one of those things youâll install once and never think about againâif everything goes right. But if, god forbid, your Mac starts acting weird one day--or stops acting, period--itâll be AppleJack to the rescue. Itâs a command-line utility for diagnosing and repairing problems with your computer. Use the menu-driven system to repair permissions, validate preferences files, and remove screwy cache files. SuperDuper With Time Machine built into OS X, thereâs really no good reason not to have an automatic backup. But Time Machine has its limits--a big one being the lack of bootable backups. SuperDuper ($27.95, Shirt Pocket, www.shirt-pocket.com) easily handles creating and updating bootable clones of your Macâs hard drive so youâll be ready to go when disaster strikes. Just plug in your clone, restart, and youâre up and running again. CrossOver Games PC fanboys like to slag the Mac for having fewer games, but with CrossOver Games ($39.95, CodeWeavers, www.codeweavers.com), Mac users--and Linux fans too--can easily play games coded for Windows machines. The list of officially supported games is hundreds deep, and since CrossOver is based on Wine, you donât even need a copy of Windows just to play Team Fortress 2. Clean My Mac Hard drives are never big enough. Whether you have a MacBook Air or a Mac Pro, there always comes a point when thereâs just not enough space on your internal disks. Clean My Mac ($29.95, MacPaw, macpaw.com) can help with that problem, scouring your Macâs drive and tossing out all sorts of gunk you donât need. Use it to toss unneeded language files, scrub extraneous code from universal binaries, and thoroughly clean up after deleted applications. rooSwitch OS Xâs Fast User Switching is handy for juggling multiple user accounts and their corresponding settings, but rooSwitch ($19, Rocket, rooswitch.com) allows you to maintain different settings on a per-application basis. Use it to manage Home and Work browser profiles, for example, or to have different profiles in your word processor for writing or editing documents. rooSwitch works with nearly any application, and it supports Automator and AppleScript for the ultimate in customizability. Next Page: Wild Card Apps & Staff Picks >> Wild Cards Not all Mac apps fall into your neat little categories. These five break the mold and completely deserve a place on your hard drive. Bricksmith Virtual bricks you can't lose or step on? Sold!Legos are the official plastic brick of Mac|Life--weâve had many discussions about the empires we built in our childhood bedrooms and how much we miss âplaying Legosâ as the soulless adults we are today. Bricksmith (free, donations accepted; Allen Smith; bricksmith.sourceforge.net) lets you recapture the magic in a highly geeky way. Itâs a 3D Lego-model creator, offering drag-and-drop construction using thousands of parts in every color of Legoâs rainbow. Tutorials and the one finished model thatâs included show you the ropes, and once youâre done with your virtual creation, you can export step-by-step instructions to build it for real. Thereâs even a mini figure generator where you can design and outfit a matching Lego man and insert him into your model. This software couldnât be cooler.We can't believe an application this sweet is donationware. CameraBag Desktop Give your photos a new identity or some old-timey charm.We named the iPhone version of CameraBag one of our â101 Essential Apps for 2008,â and now the same fun can be had on your Mac, thanks to CameraBag Desktop ($19, Nevercenter, www.nevercenter.com). You drag in a digital image, and the app re-creates the look of a real film photograph--choose from Helga, Lolo, Mono, 1962, 1974, Instant, Magazine, Cinema, or Colorcross.For more variations, click the Reprocess button, and all the options will change their look and coloring just slightly. Or check the Multi-filter box and experiment with adding multiple filters to a single photo. Of course, you can export your altered images back to your hard drive without affecting the original file. The novelty of taking an everyday digital snapshot and making it look like a Polaroid image or washed-out 1974 photograph never gets old.Your digital photos, plus extra personality. SousChef Recipe database + shopping list + cooking assistant = one kitchen lifesaver.SousChef ($30, Acacia Tree Software, acaciatreesoftware.com) edges out MacGourmet ($49.95, www.marinersoftware.com) in the cooking-assistant category for its cloud database of recipes. Every time a SousChef user enters a recipe (133,000-plus at press time), itâs synced to the cloud, and you can search those and import them into your own library. You can also opt out of sharing your own recipes so Aunt Ermaâs secret matzo ball soup stays in the family.Once a recipeâs in your library, you can edit, print, email, or blog it--or even add its ingredients to your grocery list. Click the Cook button for a full-screen view of the instructions that you can read from across the room, keeping your Mac out of the splatter zone. The Macâs built-in speech recognition lets you advance the recipeâs steps with your own voice, or you can use the Apple Remote or a Keyspan Front Row Remote. Temporis Attractive, drag-and-drop timelines make it easy to "show, don't tell."Everyone loves a good infographic, or at least geeky types like us do. (And the geeks shall inherit the earth, donâcha know?) Temporis ($24.99, Bartas Technologies, www.bartastechnologies.com) makes it easy to create neat-looking timelines on your Mac, which you can then print or export as PDF or TIFF files that are ready for importing into your presentation software, word processor, or page-layout app.Adding new events is just a Command-click away, and itâs a snap to drag the start and end dates around on the timeline. The Arrange button will automatically stagger your timelineâs events into the most logical and easy-to-read order, and the Inspector lets you tweak fonts, colors, titles, labels, and your timelineâs span and intervals. You can even export the event data separately as an XML or CSV file. Manga Studio Debut 4 Create your own comics and manga, and even manga-fy your photos.Manga Studio Debut 4 ($49.99, Smith Micro, my.smithmicro.com) is a must-have for fans of Japanese manga or anyone who wants to make their own comic books. Its ingenious Beginnerâs Assistant groups together the tools by processes so you can intuitively wind your way through a typical manga workflow: sketch, panel, draw, tone, and add character dialogue.You can scan or draw your own art (graphics tablets supported, natch), play with the included samples, purchase manga content from www.contentparadise.com, or even import your own digital photos and watch Manga Studio make them all comicky-looking. Draw speed lines, add dialogue bubbles, move your pages around, and then print or export your finished comic book. Manga Studio Debut 4 is the younger brother to professional-level Manga Studio EX 4 ($299.99), but Debut has plenty of advanced features too, including layers, templates, customizable patterns, and more. Mac|Life Staff Picks Bass Tuner Iâm a beginning bass player--like, very beginning. So itâs a huge help that I donât have to worry about staying in key. This terrific, simple, and streamlined little app ($9, www.rustykat.com) lets me quickly get in tune in front of my MacBook using the built-in mic. With that necessity sorted, I can fire up some tracks and tablature and focus on struggling to play along. Multiwinia Multiwinia ($19, www.ambrosiasw.com) offers crazy replayability. You devise a strategy for your stick-figure army, then watch them take on up to four other teams in six game types on 40 vector-graphic maps. Online multiplayer against Mac and Windows players works flawlessly and keeps me coming back for more. No Napoleon complex necessary. MetaX If you need to tag a large amount of MP4 files, you could use iTunesâ painfully slow process. Instead I found MetaX (free, www.kerstetter.net) for all my tagging needs. The app will search the IMDB catalog and plug the information into the appropriate fields, then share that info via tagChimp. You can even scan DVD barcodes via iSight! Bean For a word dork like me, word processors are a big deal. Bean (free, www.bean-osx.com) is a lightweight, open-source word processor. Itâs missing many of the blinky lights and thingamajigs of the big boys, and thatâs exactly the point. Fewer distractions equals better writing, faster. And for anyone who needs to hit a certain length, the live word count rocks. Fluid I often find that Firefox has the tendency to crash when I have too many Web applications running. But Fluid (free, fluidapp.com) lets me create a site-specific browser out of my most essential websites, like Google Docs and Flickr. Simply plug in the URL, and voilĂ ! You have a separate application running that wonât go down if something else does. Next Page: More Gaming Bang for 50 Bucks >> More Bang for 50 Bucks Some of the Mac's best games are also its cheapest? Sweet!Fifty bones wonât buy you even one new Xbox 360 or PS3 game, but on the Mac, you can snap up a stack of premier games for less than that. Or at least, that was our theory when we gave Florence, our new associate online editor, 50 whole American dollars and asked her to max out her Mac with the best gaming that short stack of money could buy. Man, did she score--check out the results of her diligent âresearch.â Plants Vs. Zombies $16, amazon.comLine up perilous peashooters and sun-soaking sunflowers against an abominable horde of zombies in Plants vs. Zombies.This animated tower-defense favorite pits you against a horde of zombies with one thing on their (decaying) minds--invading your home for brains! Pit your arsenal of zombie-fighting plants, each with their own spectacular organic weaponry, against 26 zombies and 50 levels of adventure. Fair warning: Once you start playing this excellent game, itâs incredibly hard to stop. World of Goo $10, amazon.comStack up adorable globs of goo to build structures and watch them band together as you help transport them across various levels.World of Goo is another addictive and totally adorable puzzle game. Created around the idea that circular goo balls make adequate building materials (naturally), the game has you solving puzzles by dragging and dropping goo to create all kinds of crazy structures that enable you to transport your goo across the level. The oh-so-cute googly-eyed blobs pack the game with charm, and you can also connect online and play against other Goo architects around the world. Braid $15, playgreenhouse.comBraid's aesthetically appealing backdrop and profound storyline will keep you engrossed until the very end.Some games defy description, and Braid might be easy to pass over because it appears to be just a mix of platforming and time control set against a gorgeous backdrop. But it subverts and transcends those two well-worn clichĂ©s with brilliant design and an absorbing story that packs a twist that youâll never see coming. Watch the YouTube videos if you need help solving its puzzles, but just make sure you see this masterpiece through to the end. Balcassa $8, openplanetsoftware.comBalcassa has a mountain of exciting brainteasers for the puzzle fiend.Balcassa feeds off those nightmares you still have about attempting to master that archaic, rainbow-colored Rubikâs cube. And while most of you probably never cracked the damn thing (we didnât!), Balcassa gives you a second chance. The objective of the game is to slide the cubes into a specific sequence, pattern, or orientation. It may sound like a simple task, but much like fiddling with a Rubikâs cube, figuring it all out is the real reward. Freeware Fun If youâre interested in first-person shooters and MMORPGs, Quake Live and Second Life can give you hours of entertainment at our favorite price: $0.00. Both games perform smoothly on Mac OS 10.4 or later. Quake Live doesnât require beefy hardware because it runs through your Web browser. But that doesnât stop it from delivering all the fast-paced action of the classic first-person shooter. Second Life, while not as packed with storyline as World of Warcraft, offers a similar massively multiplayer world where you can meet people, customize your characterâs look, and participate in a virtual world thatâs just like our own. You donât even have to watch the clock to make sure youâre on time for a player-versus-player raid!You don't need fancy computer hardware to frag your way through this beloved shooter. Vital Statistics on Our 50 Killer Apps Total cost if you bought all 50 apps: $1219.83Number of apps that are free: 13Apps that have an iPhone counterpart: 15Whaddaya waiting for? (apps that have a free demo): 39Number of countries these apps were born in: 7Apps named "iSomething": shockingly... just 3!Apps that require Snow Leopard: 1Apps that require Leopard: 14Apps that promise "iLife integration!": 9