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2024年2月29日 星期四

評論:蘋果公司的 APPLE CAR 在BUSINESSS DEFINITION和 PRODUCT/SERVICE DEFINION 兩最重要領域都無法取得"共識";完全以SOFTWARE 驅動無人駕駛而不"犯法",困難重重.....。"蘋果造車夢碎,耗費巨資終悟底特律當年警告 WSJ 摘要" 。紐約時報兩篇Apple Kills Its Electric Car Project.Behind Apple’s Doomed Car Project: False Starts and Wrong Turns

 其實,市占率很重要的利潤因素,譬如說過去20~30年的 Toyota 公司和 VW公司,賺錢不少。

過去美國有幾本書介紹某車種的成功地開發過程,如FORD 的。

The Ford Taurus is an automobile that was manufactured by the Ford Motor Company in the United States from the 1986 to 2019 model years.


蘋果公司的 APPLE CAR  在BUSINESSS DEFINITION和 PRODUCT/SERVICE DEFINION 兩最重要領域都無法取得"共識"。

 developing the software and algorithms for a car with autonomous driving features proved too difficult.

Tim Cook, Apple’s chief executive, approved the project in part to prevent an exodus of engineers to Tesla.


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  1. Feb. 28

    TECHNOLOGY

    Behind Apple’s Doomed Car Project: False Starts and Wrong Turns

    Internal disagreements over the direction of the Apple car led the effort to sputter for years before it was canceled this week.

    By Brian X. Chen and Tripp Mickle

    PRINT EDITIONWrong Turns Doom Efforts On Apple Car|March 1, 2024, Page B1Throughout its existence, the car effort was scrapped and 
    rebooted several times, shedding hundreds of workers along the way. As a result of dueling views among leaders about what an Apple car should be, it began as an electric vehicle that would compete against Tesla and morphed into a self-driving car to rival Google’s Waymo.

    By the time of its death — Tuesday, when executives announced internally that the project was being killed and that many members of the team were being reassigned to work on artificial intelligence — Apple had burned more than $10 billion on the project and the car had reverted to its beginnings as an electric vehicle with driving-assistance features rivaling Tesla’s, according to a half dozen people who worked on the project over the past decade.

The effort had four different leaders and conducted multiple rounds of layoffs. But it festered and ultimately fizzled in large part because developing the software and algorithms for a car with autonomous driving features proved too difficult.


蘋果造車夢碎,耗費巨資終悟底特律當年警告

汽車業人士曾提醒蘋果公司造車業務可能是一場利潤率很低的艱難遊戲。但沒人想聽一群底特律老古板的話。蘋果公司加入了這條喧囂的賽道,十年後黯然退場。

2024年2月20日 星期二

大型零售商的賺錢術和“手法”

 Costco is the world’s third-biggest retailer, behind Walmart and Amazon. Though its sales are less than half of Walmart’s, its return on capital, at nearly 20%, is more than twice as high. What is the retail firm’s secret? https://econ.st/42Mpi9P


Photo: Getty Images

2024年2月7日 星期三

中國間諜?一隻鴿子被印度「監禁」八個月 來自台灣的賽鴿。India releases suspected Chinese spy pigeon. An innocent bird? Hardly

 中國間諜?一隻鴿子被印度「監禁」八個月

一隻鴿子被發現在一個印度港口徘徊,翅膀上有中文、身上有晶片、腳上有腳環,因此被懷疑有間諜嫌疑,被關在一家獸醫院長達八個月。警方最後認為,它是來自台灣的賽鴿。


3 days ago — pigeon suspected of spying for China and held for eight months was released by Indian officials this week after intervention from animal ...
5 days ago — After eight months, the bird was finally set free this week, its innocence of spying for China long confirmed through crack detective work, but ...

2024年2月5日 星期一

超大問題:2024屆畢業生就業?

 

【Fresh grad就業】2024屆畢業生 為現實做好準備
即將於今年春季畢業的大學生進入大學的時間點極為特殊。氛圍依然有點奇怪。
《彭博商業周刊》請來拍攝這些肖像的攝影師是一些高年級的學生,他們正就讀於以下學校:芝加哥藝術學院(Gracie Hagen)、辛辛那提大學設計、建築、藝術與規劃學院(Fiona Schade)、庫珀聯盟學院(Clyde Nichols、Katie Park)、塔夫茨大學美術博物館學院(William Casey)、喬治華盛頓大學科克倫藝術與設計學院(Danielle Towers)、羅德島設計學院(Sydney J. Cohn)和華盛頓大學(Chloe Sarmiento)。
大學一年級本來應該是一個新的開始。但2024屆畢業生卻沒有這份幸運。他們在新冠大流行大約半年後開始入學,這是一個普遍焦慮的時期,對於即將開始人生重大轉變的年輕人來說,焦慮只會更加強烈。有些人最初甚至不被允許進入校園;能進入校園的人也必須應對嚴格的疫情限制措施。
2019年夏天,我認識了80多名這樣的學生,當時即將升入中學最後一年的他們參加了我在西北大學(Northwestern University)校園任教的暑期新聞項目。我想知道他們的大學生活如何。疫情還在如何影響他們的生活?所以上個月,我請一些人給他們錄製了影片,請他們回答有關新冠疫情、大學、債務、人工智能以及如何看待自己職業生活的問題。以下是他們給出的答案,內容經過編輯和刪減。
新冠疫情剝奪了他們如常開啓大學生活的希望,但至少這個群體已經基本上恢復了正常生活,儘管他們仍然有點擔心自己的就業前景,以及另一場全球災難的可能性。孤獨和心碎的感覺,以及可以想像到的最無與倫比的「錯失恐懼症」(FOMO),仍然存在於他們的近期記憶中。
對他們來說好消息是,根據全國大學與僱主協會(National Association of Colleges & Employers)的一項調查,超過四分之三的僱主將2024屆畢業生的就業市場評為「良好」至「優秀」。儘管該協會預計對該群體的整體招聘量將下降1.9%,但這是基於2022年創紀錄的增長水平。
本文介紹的八名學生希望僱主知道,他們更願意親自去辦公室工作,至少有些時候是如此。他們有韌性和適應能力。此外,無論團隊建設活動對其他人來說多麼蹩腳,對他們來說都很重要。不難看出這其中的原因。
—— 撰文 Bret Begun ;譯 王湛
(本文節選自《彭博商業周刊∕中文版》第291期,如欲查閱全文,歡迎訂閱)
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