Thứ Hai, 31 tháng 10, 2011

Chat nhiều nick yahoo Messenger không cần phần mềm

Cách làm như sau:
Trên máy tính của bạn đầu tiên là vào Start -> Run, nhập vào regedit -> nhấn Enter hoặc OK.


Đọc tiếp tại Read More nhé.
Trong cửa sổ Registry Editor, chọn mục HKEY_CURRENT_USER -> Software -> Yahoo -> Pager -> Test


Tạo một Key bằng cách vào Edit -> New -> String Value
Đặt tên mới cho mục mới tạo là Plural


Kích chuột phải vào thành phần mới tạo (Plural) chọn Modify để đặt Value của thành phần giá trị là 1.





Cuối cùng, bạn đóng tất cả các cửa sổ đã mở, giờ quay ra bấm vào biểu tượng Yahoo Messenger ngoài màn hình, nếu nó hiện lên tiếp 1 cửa sổ chat mới, có nghĩa là bạn đã tạo thành công, còn nếu không thấy nó hiện lên thì khởi động lại máy tính. Giờ bạn có thể vô tư chat nhiều nick cùng 1 lúc rồi đấy.

Rất đơn giản, chúc bạn thực hành thành công.

Ca dao, tục ngữ' thời hiện đại P1

Trăm năm bia đá cũng mòn.
Bia chai cũng vỡ chỉ còn bia ôm.
Chẳng chè chẳng chén sao say?
Chẳng thuơng chẳng nhớ, sao hay đi tìm?
Mẹ ơi mẹ đẹp như tiên.
Mẹ thêm dấu huyền mẹ gửi cho con.
Tô canh lạnh lẽo nước trong veo. 
Một miếng thịt heo bé tẻo teo. 
Bốn thằng to béo tranh nhau vớt. 
Một đứa nhanh tay hớt cái vèo.
Thịt heo trôi nổi giờ đâu mất
Ba thằng không được mặt như heo
Tựa gối ôm thìa lâu chẳng được
Thịt đâu còn nữa dưới nước lèo.

Cable Is Holding Web TV at Bay, Earnings Show

Verizon's FiOS service on an Apple iPad. Over all, Verizon FiOS gained fewer TV subscribers in the third quarter than in previous quarters.
J.B. Reed/Bloomberg News
Verizon's FiOS service on an Apple iPad. Over all, Verizon FiOS gained fewer TV subscribers in the third quarter than in previous quarters.
Even as Internet video viewing increases, the vast majority of American households are still paying for cable TV subscriptions and watching most video that way.


This time a year ago, the television industry was rife with worry about so-called cord-cutting — people dropping cable subscriptions in favor of watching TV over the Internet.
But for the most part, the cords remain intact, the latest crop of earnings reports indicate. Considering the fragile economy, cable and satellite subscriptions seem to be faring better than the industry had feared and its Internet rivals had hoped.
Even as Internet video viewing increases, the vast majority of American households are still paying for television subscriptions and watching most video that way. Those who are canceling are doing so, it seems, because of poverty, not improved technology.
“Overwhelmingly, the losses are coming at the low end of the income spectrum,” said Craig Moffett, an analyst for Sanford C. Bernstein. Most such cord-cutters do not have a broadband Internet connection, he said.
Although cord-cutting losses adversely affect distributors, they have to date been largely offset by increases in broadband subscriptions and business services. Business clients are the single biggest area of growth for Comcast and Time Warner Cable, the country’s top two cable distributors. That is one of the reasons why analysts say the companies are stable despite pressure on the television subscription front.
Speaking to investors last week, Glenn A. Britt, the chief executive of Time Warner Cable, called residential broadband and business services “our two most promising areas.”
The ripple effects of hard times for American households are evident in the revenue and subscriber figures recently shared by Mr. Britt and others. Some cable subscribers are cutting back on premium channels like HBO or Showtime and are dropping the digital video recorders and landline telephones that they signed up for a few years ago.
Meanwhile, because fewer people are moving into new homes or starting families, there are fewer new households for distributors to sign up for TV and broadband service.
When it reported earnings on Friday, Cablevision, which mostly serves subscribers in the New York metropolitan area, said it believed that the number of occupied homes in its service area had declined in the last 12 months, putting additional pressure on the company.
Vijay Jayant, a senior managing director for the ISI Group, said he anticipated an overall dip in TV subscribers for the quarter, just as in the second quarter, when the top publicly traded distributors lost about 450,000 subscribers in total. (Each year the second quarter is affected by seasonal factors like the departure of college students; in the 2010 period, distributors lost 200,000 subscribers.)
But Mr. Jayant and other analysts remain bullish. Right now, he said, “it’s a housing issue, more than anything else.”
The lack of new housing, of course, is tied to the broader economy. When Time Warner Cable, which has been losing TV subscribers to competitors for years, reported a net loss of 128,000 in the quarter that ended Sept. 30, it noted that fully half were analog subscribers, who generally pay less and get fewer channels than digital subscribers. Analog subscribers represent about 25 percent of Time Warner Cable’s subscriber base.
“These are families that are struggling to make ends meet,” Mr. Moffett surmised.
Over all, it is striking how steady the levels of subscriptions have been. About 100 million households pay for TV subscriptions. “When you think about it, nearly everyone watches TV, and they watch a lot of it,” Mr. Britt said on Thursday.
The Cablevision chief operating officer, Tom Rutledge, struck a similarly optimistic note a day later. “Over the long term,” he said, “I think the business has a lot of growth to it.”
In some areas, Time Warner Cable has been marketing what it calls “TV Essentials,” a less expensive monthly package that lacks ESPN and other channels. Other distributors have shown interest in less costly tiers of service, too.
Mr. Britt told investors last week that although “TV Essentials” generated “lots of interest, the vast majority of customers who call about the offering end up taking a more robust video package.”
nyTimes

Thứ Ba, 25 tháng 10, 2011

Uống rượu thay ôxy già


Hai vợ chồng nói chuyện với nhau: "Ông có biết trong rượu có cồn không mà ngày nào cũng uống vậy? Trong khi lại còn bị viêm loét dạ dày nữa"
> May không gọi bia tươi/ Lưỡi đen/ Thắng cược vì phóng uế vào quán rượu



- Biết rồi! Nhưng tôi hỏi bà, khi có vết thương, để tránh nhiễm trùng người ta phải rửa vết thương hằng ngày bằng cồn hay ôxy già đúng không?
- Đúng! Thì sao?
- Thì tôi không uống được ôxy già nên hằng ngày phải uống rượu có cồn để rửa vết loét dạ dày, tránh nhiễm trùng chứ sao!
- !!!!!

Jennifer Phạm khoe nụ cười ngọt ngào


Người đẹp 26 tuổi đã tìm được niềm vui trong công việc và tình yêu mới. Xuất hiện trong sự kiện ra mắt mẫu scooter của Italy tối 24/10 tại Hà Nội, Hoa hậu châu Á tại Mỹ gây chú ý bởi sự rạng rỡ cùng phong cách trẻ trung, gợi cảm.
> Jennifer Phạm cổ vũ đội tuyển bóng đá Việt Nam

Trang phục Jennifer Phạm mặc tối 24/10 khá đơn giản nhưng giúp cô khoe khéo vòng 1 đầy đặn và cặp chân thon dài.
Trang phục Jennifer Phạm mặc tối 24/10 khá đơn giản nhưng giúp cô khoe khéo vòng một đầy đặn và cặp chân thon dài.
Người đẹp tạo điểm nhấn bằng dây vòng cổ kết hạt và ren.
Hai màu đen - trắng là những màu cơ bản nhất của thời trang, sang trọng và không bao giờ lỗi mốt.









vnExpress

How Netflix Lost 800,000 Members, and Good Will

Reed Hastings was soaking in a hot tub with a friend last month when he shared a secret: his company, Netflix, was about to announce a plan to divide its movie rental service into two — one offering streaming movies over the Internet, the other offering old-fashioned DVDs in the mail.

Justin Sullivan/Getty Images
Reed Hastings said that he had been guilty of overconfidence and of “moving too quickly.”


“That is awful,” the friend, who was also a Netflix subscriber, told him under a starry sky in the Bay Area, according to Mr. Hastings. “I don’t want to deal with two accounts.”
Mr. Hastings ignored the warning, believing that chief executives should generally discount what their friends say.
He has since regretted it. Subscribers revolted and many dropped the service. The plan further tarnished a once widely respected Internet service that had already been wounded by an unpopular price increase in the summer. Mr. Hastings was forced to reverse the planned split — but not the price increase — three weeks later and apologized.
On Monday, the company revealed the damage that had been done. It told investors that it ended the third quarter of the year with 800,000 fewer subscribers in the United States than in the previous quarter, its first decline in years. The stock plummeted more than 25 percent in after-hours trading.
Despite the decline in subscribers, the company did well financially in the quarter. It reported net income of $62.5 million, or $1.16, a share, compared with $38 million, or 70 cents a share, in the year-earlier quarter. Revenue rose 49 percent to $822 million. Both revenue and income topped analysts’ expectations.
Like many other companies built in Silicon Valley, Netflix prides itself on its analytical, data-driven approach to making decisions. But it made a classic business misstep. In its reliance on data and long-term strategy, the company underestimated the unquantifiable emotions of subscribers who still want those little red envelopes, even if they forget to ever watch the DVDs inside.
Mr. Hastings said in an interview last week, his most detailed discussion yet of the bruising period, that he had been guilty of overconfidence and of “moving too quickly.” But he said he still believed — as do nearly all investors and analysts — that Netflix’s future lay not in DVDs but in streaming over the Internet. “We still need to move quickly in streaming,” he said.
Twice in the interview, Mr. Hastings linked the hostility toward Netflix’s price change and proposed breakup to the angry mood of the country, even citing the Tea Party and the Occupy Wall Street movement by name.
He said — and repeated it on a conference call for investors on Monday evening — that subscribers had been bothered more by the summer price shock than by the breakup plan. Until September, a combination of video streams and DVDs cost as little as $10 a month; now, that same package costs $16. “We are done with pricing changes,” Netflix said Monday in a letter to shareholders.
Mr. Hastings said he was not sure whether the plan to split the company had been presented to customer focus groups before it was made public. Mr. Hastings said he assumed it had been. But he said he did not recall what those focus groups had said about the plan.
He said Netflix was now trying to slow its decision-making to ensure that there was more room for debate about major changes at the company.
How Netflix came to be so out of touch with its customers is a cautionary tale for other companies that try to transform to new media from old. As the company’s streaming Internet service caught on with consumers, subscriber numbers soared and, with them, the company’s stock, rising ninefold from the start of 2009 to peak above $300 in July.
Last year, Fortune magazine put Mr. Hastings, 51, on its cover as the businessperson of the year after he seemed to pull off the rare feat of finessing the “innovator’s dilemma” by navigating Netflix to the digital future from its DVD rental business.
A key to its success was the way it blended its new and legacy businesses. While the library of material available for streaming was relatively sparse because of Hollywood licensing restrictions, Netflix customers could find many of those missing movies, especially new releases, in the company’s far larger DVD selection.
But Netflix needed to spend more money to license additional material for its streaming service. Collecting $10 a month from subscribers was insufficient as costs ballooned. Mr. Hastings defended the increase last week and again on Monday, but he said it was “too big a price change all at once.” Hubris played a big role in the errors, he said.

nyTimes

Thứ Hai, 24 tháng 10, 2011

Apple’s Lower Prices Are All Part of the Plan

Something unexpected has happened at Apple, once known as the tech industry’s high-price leader. Over the last several years it began beating rivals on price.



People who wanted the latest Apple smartphone, the iPhone 4S, were able to get one the day it went on sale if they were willing to wait in a line, spend at least $199 and commit to a two-year wireless service contract with a carrier.
Or they could have skipped the lines and bought one of the latest iPhone rivals from an Apple competitor, as long as they were willing to dig deeper into their wallets. For $300 and a two-year contract, gadget lovers could have picked up Motorola’s Droid Bionic from Verizon Wireless, or they could bought the $230 Samsung Galaxy SII and $260 HTC Amaze 4G, both from T-Mobile, under the same terms.
Apple’s new pricing strategy is a big change from the 1990s, when consumers regarded Apple as a producer of overpriced tech baubles, unable to compete effectively with its Macintosh family of computers against the far cheaper Windows PCs. But more recently, it began using its growing manufacturing scale and logistics prowess to deliver Apple products at far more aggressive prices, which in turn gave it more power to influence pricing industrywide.
Apple’s innovations — including products like the iPhone, iPad and the ultrathin MacBook Air notebook — are justifiably credited for their role in the company’s resurgence under its chief executive and co-founder, Steven P. Jobs, who died on Oct. 5. But analysts and industry executives say Apple’s pricing is an overlooked part of its ability to find a large audience for those products beyond hard-core Apple fans. Apple sold more than four million iPhone 4S smartphone over its debut weekend.
People can still easily find less expensive alternatives, with less distinctive and refined designs, to most Apple products. Within the premium product categories where Apple is most at home though, comparable devices often do no better than match or slightly undercut Apple’s prices. “They’re not cheap, but I don’t think they’re viewed as high-priced anymore,” said Stewart Alsop, a longtime venture capitalist in San Francisco.
Apple declined to comment for this article.
Prices in the ultrathin notebook category are an illustration of Apple’s strategy. While there are much cheaper laptops for sale, ranging all the way down to bargain-basement netbooks that cost a few hundred dollars, Apple’s MacBook Air has become a hit among computer users seeking the thinnest and lightest notebooks available. The product starts at $999 for a model with an 11-inch screen.
On Oct. 11, the Taiwanese computer maker Asus introduced its answer to the MacBook Air, a sleek device that uses Windows. But it was unable to undercut Apple; the Asus computer also starts at $999. Samsung’s wafer-thin Series 9 notebook, with comparable features, costs $1,049.
The computer maker Acer, however, began undercutting the cheapest MacBook Air this month with an $899 ultrathin notebook, the Aspire S series, that has a bigger screen.
The original MacBook Air catered to a more rarefied audience when it came out in early 2008, priced at a whopping $1,799 for a model with a 13-inch screen. A year ago Apple revamped the notebook to make it thinner and smaller and reduced its entry-level prices to $999 and $1,299 for models with 11-inch and 13-inch screens. Jean-Louis Gassée, a venture capitalist and former Apple executive, said there was a “collective gasp” at how low Apple priced the new MacBook Air.
The aggressive pricing, analysts say, reflects Apple’s ability to use its growing manufacturing scale to push down costs for the crucial parts that make up its devices. Apple has also shown a willingness to tap into its huge war chest — $82 billion in cash and marketable securities last quarter — to take big gambles by locking up supplies of parts for years, as it did in 2005 when it struck a five-year, $1.25 billion deal with manufacturers to secure flash memory chips for its iPods and other devices.

nyTimes

cấu hình domain nhận folder web trên lighttpd (config domain for web folder on lighttpd)


1. open and edit file: lighttpd.conf
2. tìm dòng:
##
## Document root
##
server.document-root = server_root + “/lighttpd”
3. cấu hình domain nhận folder web
$HTTP["host"] =~ “^(www\.)?nghenghiepviet.com$” {
server.document-root = “/var/www/lighttpd/my_web_folder”
server.error-handler-404 = “/index.php”
}

designviet

A Silicon Valley School That Doesn’t Compute


Jim Wilson/The New York Times
The Waldorf School in Los Altos, Calif., eschews technology. Here, Bryn Perry reads on a desktop. More Photos »


LOS ALTOS, Calif. — The chief technology officer of eBay sends his children to a nine-classroom school here. So do employees of Silicon Valley giants like Google, Apple, Yahoo and Hewlett-Packard.

But the school’s chief teaching tools are anything but high-tech: pens and paper, knitting needles and, occasionally, mud. Not a computer to be found. No screens at all. They are not allowed in the classroom, and the school even frowns on their use at home.
Schools nationwide have rushed to supply their classrooms with computers, and many policy makers say it is foolish to do otherwise. But the contrarian point of view can be found at the epicenter of the tech economy, where some parents and educators have a message: computers and schools don’t mix.
This is the Waldorf School of the Peninsula, one of around 160 Waldorf schools in the country that subscribe to a teaching philosophy focused on physical activity and learning through creative, hands-on tasks. Those who endorse this approach say computers inhibit creative thinking, movement, human interaction and attention spans.
The Waldorf method is nearly a century old, but its foothold here among the digerati puts into sharp relief anintensifying debate about the role of computers in education.
“I fundamentally reject the notion you need technology aids in grammar school,” said Alan Eagle, 50, whose daughter, Andie, is one of the 196 children at the Waldorf elementary school; his son William, 13, is at the nearby middle school. “The idea that an app on an iPad can better teach my kids to read or do arithmetic, that’s ridiculous.”
Mr. Eagle knows a bit about technology. He holds a computer science degree from Dartmouth and works in executive communications at Google, where he has written speeches for the chairman, Eric E. Schmidt. He uses an iPad and a smartphone. But he says his daughter, a fifth grader, “doesn’t know how to use Google,” and his son is just learning. (Starting in eighth grade, the school endorses the limited use of gadgets.)
Three-quarters of the students here have parents with a strong high-tech connection. Mr. Eagle, like other parents, sees no contradiction. Technology, he says, has its time and place: “If I worked at Miramax and made good, artsy, rated R movies, I wouldn’t want my kids to see them until they were 17.”
While other schools in the region brag about their wired classrooms, the Waldorf school embraces a simple, retro look — blackboards with colorful chalk, bookshelves with encyclopedias, wooden desks filled with workbooks and No. 2 pencils.
On a recent Tuesday, Andie Eagle and her fifth-grade classmates refreshed their knitting skills, crisscrossing wooden needles around balls of yarn, making fabric swatches. It’s an activity the school says helps develop problem-solving, patterning, math skills and coordination. The long-term goal: make socks.
Down the hall, a teacher drilled third-graders on multiplication by asking them to pretend to turn their bodies into lightning bolts. She asked them a math problem — four times five — and, in unison, they shouted “20” and zapped their fingers at the number on the blackboard. A roomful of human calculators.
In second grade, students standing in a circle learned language skills by repeating verses after the teacher, while simultaneously playing catch with bean bags. It’s an exercise aimed at synchronizing body and brain. Here, as in other classes, the day can start with a recitation or verse about God that reflects a nondenominational emphasis on the divine.
Andie’s teacher, Cathy Waheed, who is a former computer engineer, tries to make learning both irresistible and highly tactile. Last year she taught fractions by having the children cut up food — apples, quesadillas, cake — into quarters, halves and sixteenths.
“For three weeks, we ate our way through fractions,” she said. “When I made enough fractional pieces of cake to feed everyone, do you think I had their attention?”
Some education experts say that the push to equip classrooms with computers is unwarranted because studies do not clearly show that this leads to better test scores or other measurable gains.
Is learning through cake fractions and knitting any better? The Waldorf advocates make it tough to compare, partly because as private schools they administer no standardized tests in elementary grades. And they would be the first to admit that their early-grade students may not score well on such tests because, they say, they don’t drill them on a standardized math and reading curriculum.

nyTimes

Thứ Sáu, 21 tháng 10, 2011

Cách fix lỗi Win Xp generic host process win32

1. Click menu Start / Run / gõ regedit (open / OK)

2. HKEY_LOCAL_MACHINE >> SYSTEM >> CurrentControlSet >> Services >> Browser >> Parameters

3. Tìm "IsDomainMaster" key

4. Click phải chuột IsDomainMaster và đặt gái trị False



5. Sau đó vào trang web support của Microsoft
http://support.microsoft.com/kb/894391


Click download: Windows XP, 32-bit versions

Hướng dẫn trên tôi chỉ mới thử với Win XP 32 bit nên hướng dẫn các bạn Windows XP, 32-bit versions, ngoai ra các bạn có thể thử cách trên ở các phiên bản window khác.



tag: fix win xp generic host system 32

designivet

Khóc vì ngoại tình


Chàng trai vừa đi công tác một tháng ở Paris về, gặp một người bạn. Anh bạn hỏi: "Sao? Sướng không? Có chuyện gì hay kể nghe với! Này, mà sao mắt cậu đỏ hoe thế?"

- Hôm đầu tiên ở Paris, mình làm quen với một người phụ nữ xinh đẹp. Tối hôm đó nàng đồng ý về khách sạn cùng mình. Sáng hôm sau, tỉnh dậy, mình thấy nàng ngồi ở mép giường và khóc. Khi mình hỏi, nàng mới kể rằng nàng là gái có chồng, chồng nàng đang đi công tác xa, và nàng đang vô cùng đau khổ, ân hận về cái việc xấu xa bẩn thỉu, thú vật đã xảy ra tối hôm qua. Nghe đến đây, mình cũng chợt nhớ đến vợ mình, mình cũng cảm thấy vô cùng ân hận, và mình đã ngồi khóc cùng nàng. Rồi bọn mình chia tay nhau.



- Việc đó xảy ra cách đây đã một tháng, sao hôm nay mắt cậu vẫn còn đỏ?
- Nhưng suốt một tháng trời, hôm nào cũng như vậy!

Á khôi Miss Ngôi Sao tạo dáng bên laptop Toshiba


Toshiba Qosmio X770 được mệnh danh là siêu laptop nhờ cấu hình "khủng" đã trở nên nổi bật hơn khi được tô điểm bởi người đẹp Trần Ngọc Linh Chi.

Qosmio X770 sử dụng lớp vỏ kim loại chống xước sang trọng.
Sản phẩm tích hợp màn hình 3D (phải đeo kính) cỡ lớn 17,3 inch độ phân giải 1.600 x 900 pixel.
Máy có khả năng chuyển đổi video từ độ phân giải thường lên độ nét cao HD hoặc từ dạng 2D sang ba chiều.
Qosmio X770 được trang bị cấu hình mạnh như bộ vi xử lý Core i7-2630QM, RAM 8 GB, ổ cứng dung lượng 1 TB, card đồ họa rời Nvidia GT 560M với bộ nhớ VRAM 1,5 GB.
Sản phẩm còn được trang bị loa hàng hiệu Harman/Kardon cho âm thanh trong và rõ.
Qosmio X770 nặng 3,34 kg và được bán ở Việt Nam với giá 48 triệu đồng.

vnExpress

Nokia được 'cứu' nhờ điện thoại giá rẻ


Bằng việc tung ra ồ ạt các dòng điện thoại cơ bản giá hấp dẫn ở những nước đang phát triển, công ty Phần Lan không bị lỗ nặng trong quý III vừa qua.

Một phụ nữ đang thử điện thoại tại trụ sở của Nokia . Ảnh: Guardian.
Nokia cho hay họ lỗ khoảng 94 triệu USD, thấp hơn nhiều so với con số mà các chuyên gia dự đoán là hơn 300 triệu USD. Hãng này bán được 90 triệu điện thoại cơ bản, vượt kế hoạch đề ra là từ 67 triệu trở lên.
Cũng trong quý III, Nokia đã bán ra 16,1 triệu smartphone, thấp hơn Apple với 17,1 triệu iPhone, tuy nhiên họ tin sẽ lấy lại được thị phần điện thoại cao cấp khi tung ra sản phẩm chạy Windows Phone.
Microsoft đã có quý kinh doanh thành công. Ảnh: Slashgear.
Microsoft, một đối tác lớn của Nokia, cũng vừa công bố doanh thu quý gần nhất đạt mức kỷ lục 17,37 tỷ USD (tăng 7% so với cùng kỳ năm ngoái) và lợi nhuận là 5,74 tỷ USD.

vnExpress

Jobs Tried Exotic Treatments to Combat Cancer, Book Says


Jim Wilson/The New York Times
Steve Jobs's early decision to put off surgery and rely on less conventional treatments angered and upset his family, the book says.

In his last years, Steven P. Jobs veered from exotic diets to cutting-edge treatments as he fought the cancer that ultimately took his life, according to a new biography to be published on Monday.

His early decision to put off surgery and rely instead on fruit juices, acupuncture, herbal remedies and other treatments — some of which he found on the Internet — infuriated and distressed his family, friends and physicians, the book says. From the time of his first diagnosis in October 2003, until he received surgery in July 2004, he kept his condition largely private — secret fromApple employees, executives and shareholders, who were misled.
Although the broad outlines of Mr. Jobs’s struggle with pancreatic cancer are known, the new biography, byWalter Isaacson, offers new insight and details. Friends, family members and physicians spoke to Mr. Isaacson openly about Mr. Jobs’s illness and his shifting strategy for managing it. According to Mr. Isaacson, Mr. Jobs was one of 20 people in the world to have all the genes of his cancer tumor and his normal DNA sequenced. The price tag at the time: $100,000.
But the 630-page biography spans Mr. Jobs’s entire life, and also includes previously unknown details about his romantic life, his marriage, his relationship with his sister and his business dealings. Mr. Isaacson conducted more than 40 interviews over two years with Mr. Jobs, who died on Oct. 5.
A copy of the book was obtained by The New York Times before it officially went on sale.
In October 2003, Mr. Jobs got the news about his cancer, which was detected by a CT scan. One of his first calls, according to the book, was to Larry Brilliant, a physician and epidemiologist, who would later become the head of Google’s philanthropic arm. The men went way back, having first met at an ashram in India.
“Do you still believe in God?” Mr. Jobs asked.
Mr. Brilliant spoke for a while about religion and different paths to belief, and then asked Mr. Jobs what was wrong. “I have cancer,” Mr. Jobs replied.
Mr. Jobs put off surgery for nine months, a fact first reported in 2008 in Fortune magazine.
Friends and family, including his sister, Mona Simpson, urged Mr. Jobs to have surgery and chemotherapy, Mr. Isaacson writes. But Mr. Jobs delayed the medical treatment. His friend and mentor, Andrew Grove, the former head of Intel, who had overcome prostate cancer, told Mr. Jobs that diets and acupuncture were not a cure for his cancer. “I told him he was crazy,” he said.
Art Levinson, a member of Apple’s board and chairman of Genentech, recalled that he pleaded with Mr. Jobs and was frustrated that he could not persuade him to have surgery.
His wife, Laurene Powell, recalled those days, after the cancer diagnosis. “The big thing was that he really was not ready to open his body,” she said. “It’s hard to push someone to do that.” She did try, however, Mr. Isaacson writes. “The body exists to serve the spirit,” she argued.
When he did take the path of surgery and science, Mr. Jobs did so with passion and curiosity, sparing no expense, pushing the frontiers of new treatments. According to Mr. Isaacson, once Mr. Jobs decided on the surgery and medical science, he became an expert — studying, guiding and deciding on each treatment. Mr. Isaacson said Mr. Jobs made the final decision on each new treatment regimen.
The DNA sequencing that Mr. Jobs ultimately went through was done by a collaboration of teams at Stanford, Johns Hopkins, Harvard and the Broad Institute of MIT. The sequencing, Mr. Isaacson writes, allowed doctors to tailor drugs and target them to the defective molecular pathways.
A doctor told Mr. Jobs that the pioneering treatments of the kind he was undergoing would soon make most types of cancer a manageable chronic disease. Later, Mr. Jobs told Mr. Isaacson that he was either going be one of the first “to outrun a cancer like this” or be among the last “to die from it.”
According to Mr. Isaacson, his interviews with Mr. Jobs were occasionally punctuated by music listening sessions in Mr. Jobs’s living room. During one interview, Mr. Jobs played music from his new iPad 2, cycling through the Beatles, a Gregorian chant performed by Benedictine monks, a Bach fugue and “Catch the Wind” by the Scottish musician Donovan.
Mr. Jobs’s personal affinity for music, and his friendships with musicians, helped him maneuver deals to build the iTunes library and special versions of the iPod. It also moved into his private life at times, Mr. Isaacson writes. After Mr. Jobs learned he had cancer, he exacted a promise from Yo-Yo Ma to play at his funeral.
In romance, Mr. Isaacson writes, Mr. Jobs fell hard, but often made it hard on the women in his life. In 1985, he met and fell in love with a computer consultant, Tina Redse. They lived together on and off for years, and Mr. Jobs proposed in 1989. But she declined, telling friends he would “drive her crazy.”
Later, he met Laurene Powell, a former Goldman Sachs trader who had enrolled at Stanford business school. They fell in love and she moved in with him. But his behavior could be maddening. On the first day of 1990, he proposed, and never mentioned it again for months. In September, exasperated, she moved out. The next month, Mr. Isaacson writes, he gave her a diamond engagement ring, and she moved back in. Eventually they married.
The book also offers some tidbits about Mr. Jobs’s legendary attention to detail, which, according to Mr. Isaacson, extended to a luxury yacht that he began designing in 2009. The design is sleek and minimalist, with 40-foot-long glass walls. It is being built in the Netherlands by the custom yacht firm Feadship, the book says.
Starting last spring, Mr. Jobs met individually or in pairs with people he wanted to see before he died. Bill Gates, co-founder of Microsoft, was one of them. He came to Mr. Jobs’s house in Palo Alto, Calif., in May, and they spent more than three hours together, reminiscing, Mr. Isaacson writes.
By 2011, Mr. Gates, though still Microsoft chairman, had for years focused most of his time on his huge charitable foundation. Mr. Jobs told Mr. Isaacson that Mr. Gates was happier than he had ever seen him.
They talked about the emotional rewards of family life and having children, and the good fortune to have married wisely. Mr. Gates later recalled to Mr. Isaacson the two laughed that Laurene had kept Mr. Jobs “semi-sane” and that Melinda, Mr. Gates’s wife, “kept me semi-sane.”
The book will be published by Simon & Schuster, with a list price of $35.
Nick Bilton, Julie Bosman, John Markoff and Nick Wingfield contributed reporting.

nyTimes

Thứ Tư, 19 tháng 10, 2011

Motorola hồi sinh điện thoại RAZR với độ mỏng 7,1 mm


Smartphone cao cấp Droid RAZR vừa ra mắt được cho là mỏng nhất thế giới khi "gầy" hơn cả NEC N-04C (7,7 mm) hay Samsung Galaxy S II (8,5 mm).

Sản phẩm chạy hệ điều hành Android 2.3.5 được cải tiến với giao diện riêng của Motorola. Mặt sau của Droid RAZR làm bằng hợp chất Kevlar giúp chống thấm nước, màn hình 4,3 inch phía trước dùng công nghệ Super AMOLED (giống Samsung Galaxy S) độ phân giải qHD 960 x 540 pixel và được bảo vệ bởi lớp kính siêu bền Gorilla Glass.
Bộ ảnh điện thoại Droid RAZR .
Hình thực tế Motorola Droid RAZR.
Video sử dụng điện thoại siêu mỏng mới của Motorola.
Droid RAZR so dáng với iPhone 4.
Máy tích hợp chip lõi kép TI OMAP tốc độ 1,2 GHz, RAM 1 GB, bộ nhớ trong 16 GB, chụp ảnh 8 megapixel và quay video Full HD.
Motorola khẳng định với thỏi pin lớn 1.780 mAh cùng công nghệ quản lý điện năng mới mang tên Smart Actions sẽ cho 12,5 giờ đàm thoại và 9 tiếng xem video liên tục.
Giống như model Atrix và Atrix 2, Droid RAZR cũng có khả năng cắm vào phụ kiện để sử dụng như laptop. Sản phẩm sẽ được bán vào tháng 11 tới với giá 300 USD kèm hợp đồng 2 năm.
RAZR là thương hiệu điện thoại siêu mỏng của Motorola, từng làm mưa làm gió trên thị trường nhiều năm trước với model V3, V3i và V8. Motorola thông báo đã bán được 130 triệu máy và là điện thoại dạng gập bán chạy nhất lịch sử.
Tuy nhiên, do quá phụ thuộc vào sản phẩm siêu mỏng nên Motorola đã bị chậm trong xu thế smartphone 3G, màn hình cảm ứng và dần bị mất thị phần vào tay các đối thủ khác như Nokia, Samsung hay Apple...

vnExpress

Apple’s Profit Gains 54%, but iPhone Sales Fall Short of Expectations


For any other big company, a 54 percent increase in profit and a 39 percent jump in revenue would be enviable. For Apple though, weak sales of its star product — the iPhone — were enough to overshadow everything else when it reported fourth-quarter results on Tuesday, sending the company’s shares tumbling nearly 7 percent in after-hours trading.
In a rare disappointment, the company missed Wall Street forecasts for its iPhone business. The company reported big increases in the sale of the iPad and of Mac computers, and even said the number of iPhones it sold in the quarter jumped 21 percent from a year ago. But investors fixated on a 16 percent decline in iPhone sales from the third quarter. Apple shares fell 7 percent after the release of the results at the close of normal trading hours.
Apple executives blamed the shortfall in iPhone sales on unusually heated rumors that the company would release a new phone in the fall, leading consumers to delay their purchases so they could get the latest version. That new phone — the iPhone 4S — did, indeed, come out earlier this month, to what Apple said was the best initial sales of any iPhone yet. But it was too late to benefit the fourth quarter, which ended Sept. 24.
Investors and analysts largely accepted Apple’s explanation, in part because of the sales of the iPhone 4S. Apple said that during the first weekend it was available, more than four million were sold, which is more than double the sales of its predecessor in the first days after its introduction.
Mark Moscowitz, an analyst at J.P. Morgan, said he and others on Wall Street “got too excited” in predicting blow-out iPhone sales, which should have been tempered by the increasing levels of speculation that Apple would come out with a new phone. While Apple has long had to contend with rumors about coming devices that can potentially freeze current product sales, analysts believe that customers have become more sophisticated about when Apple releases new devices, typically in the summer or early fall.
“Consumers are a lot smarter, and they’re going to wait,” said Mr. Moscowitz, who had estimated that Apple would sell 20.6 milion iPhones in the quarter. The company reported sales of 17.07 million iPhones.
David Rolfe, chief investment officer for Wedgewood Partners, a money management firm whose biggest holding is Apple, said the company’s financial forecast of $37 billion in revenue for the next quarter was strong enough that he thinks demand for the company’s products remains robust.
“There’s no way you get to $37 billion unless the iPad, iPhone and Mac franchises are really healthy,” Mr. Rolfe said.
Apple said its net profit for the quarter was $6.62 billion, or $7.05 a share, up from $4.31 billion a year ago, or $4.64 a share, a 54 percent increase. Revenue rose to $28.27 billion from $20.34 billion, a 39 percent increase. Those results were well ahead of the $5.50 a share in earnings and $25 billion in revenue that Apple had forecast for the fourth-quarter.
The period was Apple’s first officially under the leadership of Timothy D. Cook, who was named chief executive after Steven P. Jobs, Apple’s co-founder, resigned from the helm of the company on Aug. 24. Mr. Jobs died on Oct. 5 after a long battle with pancreatic cancer.
The death of Mr. Jobs has stirred deep emotions inside and outside Apple and raised concerns about whether the company can, in the long run, continue its remarkable streak of hits.
In a conference call with analysts, Mr. Cook said the “world has lost a visionary” with the death of Mr. Jobs. “That spirit will forever be the foundation for Apple, and we’re dedicated to continuing the amazing work he loved so much,” he said.
Despite the disappointing iPhone sales, Mr. Cook said he was confident that Apple would set “an all-time record” for iPhone sales in the current holiday quarter. He added that the company had a product pipeline that’s “unbelievable.”
The company said it sold 11.12 million iPads during the quarter, up from 4.19 million a year ago. It has sold over 40 million of the devices since it introduced it about 18 months ago, a number that Mr. Cook said was beyond Apple’s “wildest dreams.”
While routinely overshadowed by the company’s younger, more glamorous businesses, the most venerable product family in Apple’s lineup — Mac computers — continued to perform well. The standout in that division during the quarter was a remodeled version of Apple’s notebook computer, the MacBook Air, which came out late last year.
Apple said it sold 4.89 million Macs in the quarter, up from 3.89 million a year ago.
In contrast to its heftier market share in mobile phones and tablets, Apple remains a relatively small player in the computer market, with a 5.1 percent of global PC shipments during the third quarter, according to the research firm IDC. But that figure has been growing in recent years, rising from 4.2 percent a year ago.
Apple managed those gains because Mac shipments grew almost 26 percent during the third quarter, compared with IDC’s estimate of less than 4 percent growth for the overall computer business. At an event to introduce the new iPhone this month, Apple’s Mr. Cook said the company’s Mac business had exceeded the growth rate of the industry for the last five years.
Apple’s iPhone sales show the company is still thriving in the mobile phone market, even though Google’s Android operating system now powers significantly more smartphones. In the second quarter, handsets running Android software accounted for 43.4 percent of the worldwide smartphone market, compared with 18.2 percent for Apple, the research firm Gartner estimates.
Both companies are seeing growth in their mobile businesses, although it is easier to tell how Apple is profiting because it sells a device. Google, by contrast, gives away Android for free to handset makers, with the intention of generating revenue from advertising when consumers conduct tasks on Android phones. The growth of both Apple and Google has come at the expense of incumbents in the industry like the BlackBerry-maker Research in Motion.

nyTimes

Thứ Ba, 18 tháng 10, 2011

Mổ máy iPhone 4S để lộ bộ xử lý A5

iPhone 4S dùng bộ xử lý (BXL) lõi kép A5 do Apple thiết kế. A5 cũng được trang bị cho iPad 2.

Sơ bộ, việc “mổ máy” iPhone 4S của Apple đã xác nhận các tin đồn khẳng định từ nhiều tháng trước đây rằng, điện thoại thông minh (smartphone) iPhone mới được trang bị BXL lõi kép như được sử dụng trong iPad 2. Hai đội chuyên gia - một từ iFixit, một từ IHS iSuppli - đã tháo rời iPhone 4S và công bố các kết quả của họ. Video sau là của iFixit
iPhone 4S sử dụng BXL ứng dụng A5 lõi kép do Apple thiết kế. A5 được dựa trên kiến trúc Cortex-A9 của ARM, iSuppli cho biết. A5 xuất hiện lần đầu tiên hồi tháng 3/2011 trong chiếc iPad 2 của Apple.

Các dấu hiệu trên A5 chỉ ra rằng, iPhone 4S sử dụng 512MB bộ nhớ hệ thống, iFixit và iSuppli cho biết. Sở dĩ họ biết 512MB là vì, A5 có đánh dấu “E4E4”, biểu thị 2 thanh bộ nhớ LP-DDR2 2Gb - đạt tổng 4Gb hay 512MB.

Một số tin đồn đã lưu hành trước đó nói rằng, iPhone 4S có thể cung cấp 1GB bộ nhớ hệ thống, gấp đôi so với iPhone 4 và iPad 2.

iFixit quan sát thấy rằng, pin bên trong iPhone 4S là loại 5,3Wh, cao hơn một chút so với pin 5,25Wh được sử dụng trong các model iPhone 4 của cả AT&T và Verizon. Trong iPhone 4S còn có BXL băng tần cơ sở (baseband) đa mạng, cho phép iPhone 4S trở thành chiếc "điện thoại thế giới" vì có thể được sử dụng cả trên mạng GSM và mạng CDMA.

iPhone 4S có camera 8-megapixel và hôm 14/10/2011 đã được bán ở Mỹ, Anh, Úc, Canada, Pháp, Đức và Nhật Bản.

pcworld.com.vn

More Than 4 Million iPhone 4S’s Sold Over First Weekend

Customers stood in line to buy the iPhone 4S in New York on Friday.Brendan Mcdermid/ReutersCustomers stood in line to buy the iPhone 4S in New York on Friday.
People were O.K., it turns out, with an evolutionary iPhone.
On Monday morning, Apple said it sold more than four million iPhone 4S’s during the device’s first few days on sale after its Friday release. That figure is more than double the 1.7 million units of the iPhone 4 that Apple sold during its first three days on the market in June of last year.
The results seemed to be a vindication of Apple’s decision to offer what amounted to an upgrade of the iPhone 4 with its new model, rather than a wholesale makeover. The new phone’s look is virtually identical to the exterior design of its predecessor, though it has better internal hardware and a new virtual assistant feature, Siri, which uses voice recognition to handle various tasks. Initially, there was some disappointment that Apple didn’t release an iPhone 5 with bolder cosmetic changes on the outside of the device.
An analyst with RBC, Mike Abramsky, called the iPhone sales “monster” in a research note on Monday morning, noting that he had expected Apple to sell three million of the devices during its first weekend. Mr. Abramsky noted that sales could have gotten a lift from broader distribution of the phone at its introduction, including Sprint and Verizon in the United States.

Apple released some other impressive numbers Monday morning, saying that 25 million of its customers have already begun using iOS5, the new version of its operating system for iPhones, iPads and iPod Touches. Apple also said 20 million customers have signed up for iCloud, the free service that lets people synchronize and save data on their Apple devices.

nyTimes

Emotion, Music and Humor at Steve Jobs Memorial

The memorial for Steve Jobs on the Stanford University campus Sunday night featured an intimate series of tributes from friends, colleagues and family.
According to someone present at the service, one of Mr. Jobs’s daughters read the script from the Apple television commercial known as “The Crazy Ones,” part of an advertising campaign that saluted iconic figures like Muhammad Ali, Ted Turner and John Lennon (here is a clip of the original version of the commercial as narrated by the actor Richard Dreyfuss and an unaired version narrated by Mr. Jobs himself).
Mona Simpson, Mr. Jobs’s sister, spoke of being present during the last moments of his life.
Joan Baez.Alberto Morante/European Pressphoto AgencyJoan Baez.
Joan Baez sang “Swing Low, Sweet Chariot.” Bono, the U2 frontman, performed a Bob Dylan song, “Every Grain of Sand.” Mr. Dylan was one of Mr. Jobs’s favorite artists.
Larry Ellison, the Oracle chief and a longtime friend of Mr. Jobs, said their relationship consisted of walks in the foothills of Silicon Valley near their homes, the person at the service said. Mr. Ellison also offered a moment of levity when describing his Hawaiian vacations with Mr. Jobs. He said the trips always included four people: Mr. Jobs, his wife, Lauren Powell Jobs, Mr. Ellison and whichever woman Mr. Ellison — who has been married and divorced several times — was dating at the time.
Jonathan Ive, Apple’s senior vice president for industrial design, spoke about working with Mr. Jobs. During brainstorming sessions, Mr. Ive said, Mr. Jobs would often come up with a lot of “dopey ideas,” along with good ones too.
In addition to Bill Clinton, Bill Gates and other guests whose attendance was earlier noted, the former Apple executives Jonathan Rubinstein, Avie Tevanian, Tony Faddell and Andy Hertzfeld were there. Tim Cook, Scott Forstall and Bud Tribble were among the current Apple executives present. The venture capitalists John Doerr and Marc Andreessen attended, along with the Google founders Larry Page and Sergey Brin, and Salesforce.com’s chief executive, Marc Benioff.

nyTimes

iPhone 4S bản quốc tế có mặt ở Sài Gòn


Hộp của iPhone 4S.
Chỉ một ngày sau khi được bán ra trên toàn thế giới, smartphone "hot" nhất trong năm đã xuất hiện ở Việt Nam với giá khoảng 28 triệu đồng.
iPhone 4S về Việt Nam lần này có cả 2 màu đen, trắng và xuất xứ từ Đức. Do là hàng quốc tế nên máy có thể dùng được sim các mạng GSM trong nước.
Mặt sau có ghi rõ đây là máy màu đen dung lượng 32 GB.
iPhone 4S vẫn dùng màn hình 3,5 inch độ phân giải 960 x 640 pixel.
Camera mặt sau được nâng lên 8 megapixel và quay video Full HD 1080p. Phiên bản trước là 5 megapixel và clip HD 720p.
Cạnh trái có nút rung và 2 phím tăng giảm âm lượng.
Bên phải là khe cắm micro sim.
Nút nguồn và giắc 3,5 mm ở trên đỉnh.
Dưới đáy có cổng kết nối máy tính, micro, loa.
iPhone 4S hàng xách tay đang có giá dự kiến vào khoảng 28 triệu đồng.

Tags: iPhone 4S, Smart phone

vnExpress