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in their efforts to provide better products than their competitors and earn higher prices and margins, suppliers often “overshoot” their market: They give customers more than they need or ultimately are willing to pay for. And more importantly, it means that disruptive technologies that may underperform today, relative to what users in the market demand, may be fully performance-competitive in that same market tomorrow. This was the basis for insisting that the iPhone must have a low-price model: surely Apple would soon run out of new technology to justify the prices it charged for high-end iPhones, and consumers would start buying much cheaper Android phones instead! In fact, as I discussed in after January’s earnings results, the company has gone in the other direction: more devices per customer, higher prices per device, and an increased focus on ongoing revenue from those same customers.

Apple seems to have mostly saturated the high end, slowly adding switchers even as existing iPhone users hold on to their phones longer; what is not happening, though, is what disruption predicts: Apple isn’t losing customers to low-cost competitors for having “overshot” and overpriced its phones. It seems my thesis was right: a superior experience can never be too good — or perhaps I didn’t go far enough.

Jeff Bezos has been writing an annual letter to shareholders since 1997, and he attaches that original letter to one he pens every year. It included this section entitled Obsess Over Customers: From the beginning, our focus has been on offering our customers compelling value. We realized that the Web was, and still is, the World Wide Wait. Therefore, we set out to offer customers something they simply could not get any other way, and began serving them with books. We brought them much more selection than was possible in a physical store (our store would now occupy 6 football fields), and presented it in a useful, easy-to-search, and easy-to-browse format in a store open 365 days a year, 24 hours a day. We maintained a dogged focus on improving the shopping experience, and in 1997 substantially enhanced our store. We now offer customers gift certificates, 1-Click shopping, and vastly more reviews, content, browsing options, and recommendation features. We dramatically lowered prices, further increasing customer value. Word of mouth remains the most powerful customer acquisition tool we have, and we are grateful for the trust our customers have placed in us. Repeat purchases and word of mouth have combined to make Amazon.com the market leader in online bookselling.

This year, after highlighting just how much customers love Amazon (answer: a lot), Bezos wrote: One thing I love about customers is that they are divinely discontent. Their expectations are never static — they go up. It’s human nature. We didn’t ascend from our hunter-gatherer days by being satisfied. People have a voracious appetite for a better way, and yesterday’s ‘wow’ quickly becomes today’s ‘ordinary’. I see that cycle of improvement happening at a faster rate than ever before. It may be because customers have such easy access to more information than ever before — in only a few seconds and with a couple taps on their phones, customers can read reviews, compare prices from multiple retailers, see whether something’s in stock, find out how fast it will ship or be available for pick-up, and more. These examples are from retail, but I sense that the same customer empowerment phenomenon is happening broadly across everything we do at Amazon and most other industries as well. You cannot rest on your laurels in this world. Customers won’t have it.

when it comes to Internet-based services, this customer focus does not come at the expense of a focus on infrastructure or distribution or suppliers: while those were the means to customers in the analog world, in the online world controlling the customer relationship gives a company power over its suppliers, the capital to build out infrastructure, and control over distribution. Bezos is not so much choosing to prioritize customers insomuch as he has unlocked the key to controlling value chains in an era of aggregation.

consumer expectations are not static: they are, as Bezos’ memorably states, “divinely discontent”. What is amazing today is table stakes tomorrow, and, perhaps surprisingly, that makes for a tremendous business opportunity: if your company is predicated on delivering the best possible experience for consumers, then your company will never achieve its goal.

In the case of Amazon, that this unattainable and ever-changing objective is embedded in the company’s culture is, in conjunction with the company’s demonstrated ability to spin up new businesses on the profits of established ones, a sort of perpetual motion machine

Owning the customer relationship by means of delivering a superior experience is how these companies became dominant, and, when they fall, it will be because consumers deserted them, either because the companies lost control of the user experience (a danger for Facebook and Google), or because a paradigm shift made new experiences matter more (a danger for Google and Apple).

what I cheered as an analyst was Altman’s clear articulation of the company’s priorities: lower price first, speed later. You can certainly debate whether that is the right set of priorities (I think it is, because the biggest need now is for increased experimentation, not optimization), but what I appreciated was the clarity.

The fact that Microsoft is benefiting from OpenAI is obvious; what this makes clear is that OpenAI uniquely benefits from Microsoft as well, in a way they would not from another cloud provider: because Microsoft is also a product company investing in the infrastructure to run OpenAI’s models for said products, it can afford to optimize and invest ahead of usage in a way that OpenAI alone, even with the support of another cloud provider, could not. In this case that is paying off in developers needing to pay less, or, ideally, have more latitude to discover use cases that result in them paying far more because usage is exploding.

You can, in effect, program a GPT, with language, just by talking to it. It’s easy to customize the behavior so that it fits what you want. This makes building them very accessible, and it gives agency to everyone.

Stephen Wolfram explained: For decades there’s been a dichotomy in thinking about AI between “statistical approaches” of the kind ChatGPT uses, and “symbolic approaches” that are in effect the starting point for Wolfram|Alpha. But now—thanks to the success of ChatGPT—as well as all the work we’ve done in making Wolfram|Alpha understand natural language—there’s finally the opportunity to combine these to make something much stronger than either could ever achieve on their own.

This new model somewhat alleviates the problem: now, instead of having to select the correct plug-in (and thus restart your chat), you simply go directly to the GPT in question. In other words, if I want to create a poster, I don’t enable the Canva plugin in ChatGPT, I go to Canva GPT in the sidebar. Notice that this doesn’t actually solve the problem of needing to have selected the right tool; what it does do is make the choice more apparent to the user at a more appropriate stage in the process, and that’s no small thing.

ChatGPT will seamlessly switch between text generation, image generation, and web browsing, without the user needing to change context. What is necessary for the plug-in/GPT idea to ultimately take root is for the same capabilities to be extended broadly: if my conversation involved math, ChatGPT should know to use Wolfram|Alpha on its own, without me adding the plug-in or going to a specialized GPT.

the obvious technical challenges of properly exposing capabilities and training the model to know when to invoke those capabilities are a textbook example of Professor Clayton Christensen’s theory of integration and modularity, wherein integration works better when a product isn’t good enough; it is only when a product exceeds expectation that there is room for standardization and modularity.

To summarize the argument, consumers care about things in ways that are inconsistent with whatever price you might attach to their utility, they prioritize ease-of-use, and they care about the quality of the user experience and are thus especially bothered by the seams inherent in a modular solution. This means that integrated solutions win because nothing is ever “good enough”

the fact of the matter is that a lot of people use ChatGPT for information despite the fact it has a well-documented flaw when it comes to the truth; that flaw is acceptable, because to the customer ease-of-use is worth the loss of accuracy. Or look at plug-ins: the concept as originally implemented has already been abandoned, because the complexity in the user interface was more detrimental than whatever utility might have been possible. It seems likely this pattern will continue: of course customers will say that they want accuracy and 3rd-party tools; their actions will continue to demonstrate that convenience and ease-of-use matter most.

The company is considering the use of carbon nanotubes to improve the conductivity of battery materials, delivering better performance from lesser-used battery materials. Apple is also looking to increase its battery's silicon content, replacing graphite to increase capacity, and shorten charging and discharging times. The result is expected to be an innovative battery type that has not yet been commercialized. A source familiar with Apple's plans suggested to ETNews that the Vision Pro headset has dramatically increased the company's need for high-performance batteries. The headset features just two hours of battery life. Other devices such as the Apple Watch and iPad have been left with the same "all-day" battery life since their introduction. Apple's custom battery project was reportedly co-developed with the company's electric vehicle project, but the mobile applications are now the main target for the technology. It is expected to begin being added to Apple devices starting in 2025.

Many of the most pressing concerns around AI safety will come with these features, whenever they arrive. The fear is that when you tell AI systems to do things on your behalf, they might accomplish them via harmful means. This is the fear embedded in the famous paperclip problem, and while that remains an outlandish worst-case scenario, other potential harms are much more plausible.Once you start enabling agents like the ones OpenAI pointed toward today, you start building the path toward sophisticated algorithms manipulating the stock market; highly personalized and effective phishing attacks; discrimination and privacy violations based on automations connected to facial recognition; and all the unintended (and currently unimaginable) consequences of infinite AIs colliding on the internet.

That same Copy Editor I described above might be able in the future to automate the creation of a series of blogs, publish original columns on them every day, and promote them on social networks via an established daily budget, all working toward the overall goal of undermining support for Ukraine.

Which actions is OpenAI comfortable letting GPT-4 take on the internet today, and which does the company not want to touch?  Altman’s answer is that, at least for now, the company wants to keep it simple. Clear, direct actions are OK; anything that involves high-level planning isn’t.

For most of his keynote address, Altman avoided making lofty promises about the future of AI, instead focusing on the day-to-day utility of the updates that his company was announcing. In the final minutes of his talk, though, he outlined a loftier vision.“We believe that AI will be about individual empowerment and agency at a scale we've never seen before,” Altman said, “And that will elevate humanity to a scale that we've never seen before, either. We'll be able to do more, to create more, and to have more. As intelligence is integrated everywhere, we will all have superpowers on demand.”

Apple’s M-series silicon team is simply on fire, doing some of the most impressive work in the history of computer architecture design and engineering. PC laptops in this class weigh over 6.5 pounds and offer terrible battery life; the 16-inch MacBook Pro weighs 4.7–4.8, the 14-inch MacBook Pro just 3.4–3.6, and all offer remarkably long battery life. It’s not like Apple’s silicon team had one breakthrough moment back in 2020 and have since been regressing to the mean — they continue to increase their lead over the rest of the industry in performance-per-watt.

Before we have sorted out who or what failed and why, many people have focused on restricting gun access. I will not blithely dismiss that discussion. There is simply no getting around the fact that America has a lot of guns, and it would not be intellectually honest to dispute that the mass availability of guns makes attacks like this easier to commit. Were there to be a wholesale gun confiscation in America, there would doubtless be fewer attacks like this.

The inability of society to properly monitor and manage people experiencing mental health crises is behind many problems, and is largely attributable to the well-intentioned but ultimately problematic choice to deinstitutionalize mental health care in favor of a model of community-based management.

I’m certainly not advocating for “re-institutionalization” but clearly something has to change, and the pendulum needs to swing back toward stronger interventions. Maine and the nation can design a better system that preserves humane treatment while simultaneously taking seriously the need to protect both society, and those like Card who desperately needed help and didn’t get it.

Wesleyan President Michael Roth called Basinger “a demanding and caring teacher, helping her students discover cinema as a way to see, to think and to feel, as an opportunity to explore the human experience.

Bridging the gap between James’ “The Turn of the Screw” and Flanagan’s “The Haunting of Bly Manor,” Alejandro Amenábar’s “The Others” remains one the greatest and most instructive movies of its kind because it shows that denial is the real ectoplasm that binds ghost stories together, and love just the most satisfying conduit through which it might be made flesh.

The great project of someone’s life might be the pursuit of a sustainable balance between doubt and conviction, or fear and security; most people will construct and/or cling to whatever answers might spare them from the mortal horror of being hounded by certain questions. To that end, it’s no coincidence that many of the most unsettling ghost stories ever told revolve around characters who refuse to accept that they’re in one to begin with, as no other genre is so fundamentally dependent upon the power of denial. Likewise, no other genre is so determined to erode it.

It's just a bit depressing to see how much it's all become a numbers game, whether those numbers are dollars in your pocket or followers on your Instagram. I'm probably saying nothing new to anybody who's been on the blogging scene for some time, but as a newcomer who's just here to write creatively and have fun, it was a stark reminder of how corporate the web has become. Why is that the end goal of blogging? Of writing? Just to make money and grow our followers? To increase our traffic so we can expose our visitors to 300 repetitive ads that take up their entire phone screen? To "convert" our readers into our customers, because them reading and enjoying what we have to say simply isn't enough? Personally, I want nothing to do with it. I'm sick of everything having to be a hustle now, even something personal like sharing our ramblings with strangers on the internet. I have little else to say other than that I hate how capitalism ruins everything fun it touches. I'll continue to write about things that make me feel passionate, not how to make money or gain followers.

It is funny to recognize a clear difference between businesses which used to game the Yellow Pages decades ago — with names like “A Aaaaa Bcalvy” — and those which are doing the same thing for Google today. If the former still exist, they have probably been around since a phone book was the first place you would look for services; it feels ironic that a bit of outdated trickery might be an indicator of long-time quality. Google says this strategy does not work, and my testing seems to confirm that. There is a chain of businesses in Calgary called “Towing Near Me”, but searching both Google and Google Maps for that exact phrase does not surface that business. Instead, I see towing companies with locations near my IP address in central Calgary, which is what I would expect.

Fundamentally, Diffusion Models work by destroying training data through the successive addition of Gaussian noise, and then learning to recover the data by reversing this noising process. After training, we can use the Diffusion Model to generate data by simply passing randomly sampled noise through the learned denoising process.

When Banks is able to establish sufficient shared vocabulary to ask why the aliens have come, they answer with a statement that could be translated as "offer weapon". China interprets this as "use weapon", prompting them to break off communications, and other nations follow. Banks argues that the symbol interpreted as "weapon" can be more abstractly related to the concepts of "means" or "tool"; China's translation likely results from interacting with the aliens using mahjong, a highly competitive game.

Quality software from independent makers is like quality food from the farmer’s market. A jar of handmade organic jam is not the same as mass-produced corn syrup-laden jam from the supermarket. Industrial fruit jam is filled with cheap ingredients and shelf stabilizers. Industrial software is filled with privacy-invasive trackers and proprietary formats. Google, Apple, and Microsoft make industrial software. Like industrial jam, industrial software has its benefits — it’s cheap, fairly reliable, widely available, and often gets the job done.

Big tech companies have the ability to make their software cheap by subsidizing costs in a variety of ways:

Google sells highly profitable advertising and makes its apps free, but you are subjected to ads and privacy-invasive tracking. Apple sells highly profitable devices and makes its apps free, but locks you into a proprietary ecosystem. Microsoft sells highly profitable enterprise contracts using a bundling strategy, and makes its apps cheap, also locking you into a proprietary ecosystem.

I’m not saying these companies are evil. But their subsidies create the illusion that all software should be cheap or free.

Independent makers of quality software go out of their way to make apps that are better for you. They take a principled approach to making tools that don’t compromise your privacy, and don’t lock you in. Independent software makers are people you can talk to. Like quality jam from the farmer’s market, you might become friends with the person who made it — they’ll listen to your suggestions and your complaints.

Big tech companies earn hundreds of billions of dollars and employ hundreds of thousands of people. When they make a new app, they can market it to their billions of customers easily. They have unbeatable leverage over the cost of developing and maintaining their apps.

Textured with Williams’ usual grain and kept alive by his keen eye for detail, “The Sweet East” essentially sees America as a series of concentric cults. Lillian is like a teenage Virgil leading us on a tour through some kind of stupid new hell where anyone who believes in anything does so with an all-defining religiosity that demands to be mocked.

Everyone sees her as the perfect screen on which to project their own narrow view of the world. That’s true of the self-obsessed filmmakers who “discover” Lillian on the street (they’re played by Ayo Edebiri and Jeremy O. Harris, both very funny as hyper-talkative artists who assume that everyone sees the genius of their inane period piece). It’s true of the hunky movie star who turns her into the paparazzi’s latest cause célèbre (Jacob Elordi), and it’s true of the set PA Mohammed (Rish Shah), who’s convinced that he alone can “save” her.

She always was something, she never is something, and the movie around her seems unsure if that’s sustainable. On the one hand, Lillian is the only character who avoids the embarrassment that naturally attends sincerity, and there’s a palpable degree of wish fulfillment baked into a character who so convincingly doesn’t give a shit (even though everyone is obsessed with her). To paraphrase one of the people she encounters, Lillian is Teflon enough to defy a digital culture that force-feeds her a series of unworthy choices, and she emerges from every encounter unscathed… whereas other characters are liable to get their heads blown off. In a film that adopts a “South Park”-like approach to making fun of everyone, Lillian is never the butt of the joke.

On the other hand, there are a few fleeting moments in which “The Sweet East” confronts its heroine with something approaching self-awareness. Her wanton use of the word “retarded” — a slur that the Dimes Square crowd embarrassingly tried to reclaim as an expression of their freedom from liberal moralizing — feels at first like an unfortunate side effect of a movie that allegedly features appearances from Peter Vack and Betsey Brown (their names appear in the credits, but I never clocked them on screen). Later, however, someone coolly confronts Lillian about that habit, leaving her at a total loss for words. When another character snipes that they “don’t like being told things about myself,” it almost sounds like the movie is admitting to a posture of its own — that it’s recognizing that lack of belief as a belief system unto itself.

This is a fun — and sometimes very funny — movie that is virtually impossible to make fun of in return, and at the end of the day, that might be the only metric of success that matters to it.