研究生英语阅读教程(提高级第三版)教学课件Text.pdf

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1、Lesson Five Steve Jobs Walter Isaacson Chapter Thirty-six The iPhone Three Revolutionary Products in One An iPod That Makes Calls By 2005 iPod sales were skyrocketing.An astonishing twenty million were sold that year,quadruple the number of the year before.The product was becoming more important to

2、the companys bottom line,accounting for 45%of the revenue that year,and it was also burnishing the hipness of the companys image in a way that drove sales of Macs.That is why Jobs was worried.“He was always obsessing about what could mess us up,”board member Art Levinson recalled.The conclusion he h

3、ad come to:“The device that can eat our lunch is the cell phone.”As he explained to the board,the digital camera market was being decimated now that phones were equipped with cameras.The same could happen to the iPod,if phone manufacturers started to build music players into them.“Everyone carries a

4、 phone,so that could render the iPod unnecessary.”His first strategy was to do something that he had admitted in front of Bill Gates was not in his DNA:to partner with another company.He began talking to Ed Zander,the new CEO of Motorola,about making a companion to Motorolas popular RAZR,which was a

5、 cell phone and digital camera,that would have an iPod built in.Thus was born the ROKR.It ended up having neither the enticing minimalism of an iPod nor the convenient slimness of a RAZR.Ugly,difficult to load,and with an arbitrary hundred-song limit,it had all the hallmarks of a product that had be

6、en negotiated by a committee,which was counter to the way Jobs liked to work.Instead of hardware,software,and content all being controlled by one company,they were cobbled together by Motorola,Apple and the wireless carrier Cingular.“You call this the phone of the future?”Wired scoffed on its Novemb

7、er 2005 cover.Jobs was furious.“Im sick of dealing with these stupid companies like Motorola,”he told Tony Fadell and others at one of the iPod product review meetings.“Lets do it ourselves.”He had noticed something odd about the cell phones on the market:They all stank,just like portable music play

8、ers used to.“We would sit around talking about how much we hated our phones,”he recalled.“They were way too complicated.They had features nobody could figure out,including the address book.It was just Byzantine.”George Riley,an outside lawyer for Apple,remembers sitting at meetings to go over legal

9、issues,and Jobs would get bored,grab Rileys mobile phone,and start pointing out all the ways it was“brain-dead.”So Jobs and his team became excited about the prospect of building a phone that they would want to use.“Thats the best motivator of all.”Jobs later said.Another motivator was the potential

10、 market.More than 825 million mobile phones were sold in 2005,to everyone from grammar schoolers to grandmothers.Since most were junky,there was room for a premium and hip product,just as there had been in the potable music-player market.At first he gave the project to the Apple group that was makin

11、g the AirPort wireless base station,on the theory that it was a wireless product.But he soon realized that it was basically a consumer device,like the iPod,so he reassigned it to Fadell and his teammates.Their initial approach was to modify the iPod.They tried to use the trackwheel as a way for a us

12、er to scroll through phone options and,without a keyboard,try to enter numbers.It was not a natural fit.“We were having a lot of problems using the wheel,especially in getting it to dial phone numbers,”Fadell recalled.“It was cumbersome.”It was fine for scrolling through an address book,but horrible

13、 at inputting anything.The team kept trying to convince themselves that users would mainly be calling people who were already in their address book,but they knew that it wouldnt really work.At that time there was a second project under way at Apple:a secret effort to build a tablet computer.In 2005

14、these narratives intersected,and the ideas for the tablet flowed into the planning for the phone.In other words,the idea for the iPad actually came before,and helped to shape the birth of the iPhone.The Launch When it came time to launch the iPhone,Jobs decided,as usual,to grant a magazine a special

15、 sneak preview.He called John Huey,the editor in chief of Time Inc.,and began with his typical superlative:“This is the best thing weve ever done.”He wanted to give Time the exclusive,“but theres nobody smart enough at Time to write it,so Im going to give it to someone else.”Huey introduced him to L

16、ev Grossman,a savvy technology writer(and novelist)at Time.In his piece Grossman correctly noted that the iPhone did not really invent many new features,it just made these features a lot more usable.“But thats important.When our tools dont work,we tend to blame ourselves,for being too stupid or not

17、reading the manual or having too-fat fingers.When our tools are broken,we feel broken.And when somebody fixes one,we feel a tiny bit more whole.”For the unveiling at the January 2007 Macworld in San Francisco,Jobs invited back Andy Hertzfeld,Bill Atkinson,Steve Wozniak,and the 1984 Macintosh team,as

18、 he had done when he launched the iMac.In a career of dazzling producer presentations,this may have been his best.“Every once in a while a revolutionary product comes along that changes everything,”he began.He referred to two earlier examples:the original Macintosh,which“changed the whole computer i

19、ndustry,”and the first iPod,which“changed the entire music industry.”Then he carefully built up to the product he was about to launch:“Today,were introducing three revolutionary products of this class.The first one is a widescreen iPod with touch controls.The second one is a revolutionary mobile pho

20、ne.And the third is a breakthrough Internet communications device.”He repeated the list for emphasis,then asked,“Are you getting it?These are not three separate devices,this is one device,and we are calling it iPhone.”When iPhone went on sale five months later,at the end of June 2007,Jobs and his wi

21、fe walked to the Apple store in Palo Alto to take in the excitement.Since he often did that on the day new products went on sale,there were some fans hanging out in anticipation,and they greeted him as they would have Moses if he had walked in to buy the Bible.Among the faithful were Hertzfeld and A

22、tkinson.“Bill stayed in line all night,”Hertzfeld said.Jobs waved his arms and started laughing.“I sent him one,”he said.Hertzfeld replied,“He needs six.”The iPhone was immediately dubbed“the Jesus Phone”by bloggers.But Apples competitors emphasized that,at$500,it cost too much to be successful.“Its

23、 the most expensive phone in the world,”Microsofts Steve Ballmer said in a CNBC interview.“And it doesnt appeal to business customers because it doesnt have a keyboard.”Once again Microsoft had underestimated Jobss product.By the end of 2010,Apple had sold ninety million iPhones,and it reaped more t

24、han half of the total profits generated in the global cell phone market.“Steve understands desire,”said Alan Kay,the Xerox PARC pioneer who had envisioned a“Dynabook”tablet computer forty years earlier.Kay was good at making prophetic assessments,so Jobs asked him what he thought of the iPhone.“Make the screen five inches by eight inches,and youll rule the world,”Kay said.He did not know that the design of the iPhone had started with,and would someday lead to,ideas for a tablet computer that would fulfill indeed exceed his vision for the Dynabook.