November 17, 2024

App Smart: Some New Little Treasures for the iPhone

FLIPBOARD For the last year, iPhone users could only watch as iPad owners used Flipboard to deliver beautified versions of Facebook, Twitter and other graphically challenged online services. Earlier this month, though, Flipboard delivered a long-awaited free iPhone version, which has quelled any doubts that it would live up to the standard of the big-screen version. Flipboard is fast, slick and smart. The Twitter app’s scrolling feature may be faster, but I find myself clicking through to more information about Twitter posts when I view them on Flipboard, and it’s great to flip quickly to other feeds in the same app.

BAND OF THE DAY If you live in a radio wasteland and you don’t want to pay a lot to Slacker and Pandora to hear new music without ads, Band of the Day (free) is a great choice. The app daily features five songs from a new band, along with artist bios, videos and reviews. You can listen to each song five times, and if you don’t love one day’s selection you can scan backward through the calendar to find others you missed or tune into the day’s mix tape.

TIGER WOODS: MY SWING This is the year’s best entry for athletic types. This app isn’t even for avid golfers as much as it’s suited to beginners. As long as you know how to grip a club and you understand the basic elements of a golf stroke, My Swing ($5) can help you avoid a hack-fest on your next trip around a course. After you use the device to record your swing, the software overlays graphics onto the video to show how well your stroke conforms to the specifications of Mr. Woods. His tutorials, though brief, are highly useful.

SKYVIEW This is the new leader among iPhone astronomy apps — at least for the money. SkyView ($2) features a dead simple interface with just the right amount of cool features to keep casual stargazers enthralled. Point your phone at the sky, and the app transforms the camera view into a labeled map of the heavens. The graphics are lovely, and you can click for more information on various planets and stars, or, with the sweep of a finger, learn when they will be in a particular spot in the sky. The free version is also good, but it offers just a glimpse of the paid version’s extended features.

GOOGLE TRANSLATE Google offered a gift to Apple owners this year when it released a slightly pared-down version of its stellar Translate app for Android. Like that version, the Google Translate for the iPhone (free) quickly translates your spoken phrases into text, and for 24 languages, Google Translate will speak the new phrase in a foreign tongue. The spoken-phrases-to-text feature works for 17 languages, so you can hand your phone back and forth for more extended conversations. To save on overseas data charges when Wi-Fi is not available, you can store translated phrases, like ones explaining to others how to use the app.

VIDRHYTHM This is ridiculously fun, foolproof software. VidRhythm (free) guides you through the process of recording a few sound and video samples, and then drops those fragments into one of roughly 15 music video templates. The random scrambling of your samples, set to rhythm, is a bit of musical and humor brilliance, and will appeal to people capable of laughing at themselves. The app includes pitch-correction technology, so the tonally challenged needn’t fear the results. You can export videos to Facebook or YouTube, or import original music and let VidRhythm twist your tunes.

DRAGON GO People who have an iPod Touch or older iPhone and are tired of hearing about Siri from iPhone 4S owners can find relief with this genius little app. Touch a button and tell Dragon Go! (free) what you need, and it scans the Web for results. Say “great sushi” or “great plumbers,” and it’ll suggest nearby restaurants and contractors. You can sort results quickly, so if you just want a Wikipedia entry or a YouTube video, a flick of the thumb will get you there. Dragon Go! won’t speak cute answers to your cute questions, but as a productivity tool, it’s a winner.

WUNDERLIST Awesome Note is in the iPhone App Hall of Fame for good reason, but it offers more features than many people need, and it costs $4. For a simple, elegant and free app that’ll help you build to-do lists and send reminders to all your devices, Wunderlist (free) is ideal. The app makes it easy to set up a task list and prioritize and organize items. The layout is clean and attractive, and the app has intelligent flourishes, including a feature that lets users add tasks through e-mail.

GARAGEBAND Apple’s desktop version of GarageBand has long been a standby for hobbyists and professionals, but the mobile version ($5) is better suited to the masses. Instead of clicking through a drum track or a bass line, you can tap on the device’s glass as if it were the real instrument. Tracks are easily built and tweaked, so you can peck away at a musical idea for months or sketch something in a matter of minutes. Using an external device like the Apogee Jam or the GuitarJack, guitarists can plug their instrument into the iPhone and add layers of stomp-box sound.

PHOTOSYNTH This extremely cool panorama technology from Microsoft is highly refined and a breeze to use. Stand in place and point the phone’s camera straight ahead, and Photosynth (free) snaps a picture. It then prompts you to drift in different directions and to stop when it detects the next photo in the panorama sequence. The app takes a minute or two to process the shot, but when it’s done, you have an amazing photo that you can rotate in any direction, enlarge and share as you would any iPhone image.

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Disruptions: Disruptions: Wearing Your Computer on Your Sleeve

Instead of going through life staring into a mobile device, people one day may be able to wear a computer.Adrian Dennis/Agence France-Presse — Getty ImagesInstead of going through life staring into a mobile device, people one day may be able to wear a computer.

Technology often has a way of fixing the problems it creates. Here’s one that needs solving.

The invention of the smartphone has created a world where millions of people stroll through life constantly staring into a mobile device, like Narcissus at the edge of a pond.

I know. I’m one of them.

People are not going to put these devices down in the near future. Realistically, we will become only more absorbed by the Screen. Technology will have to solve this problem. It will do so by creating wearable computers.

Wearable computing is a broad term. Technically, a fancy electronic watch is a wearable computer. But the ultimate version of this technology is a screen that would somehow augment our vision with information and media.

Over the last year, Apple and Google have secretly begun working on projects that will become wearable computers. Their main goal: to sell more smartphones. (In Google’s case, more smartphones sold means more advertising viewed.)

In Google’s secret Google X labs, researchers are working on peripherals that — when attached to your clothing or body — would communicate information back to an Android smartphone.

People familiar with the work in the lab say Google has hired electronic engineers from Nokia Labs, Apple and engineering universities who specialize in tiny wearable computers.

Apple has also experimented with prototype products that could relay information back to the iPhone. These conceptual products could also display information on other Apple devices, like an iPod, which Apple is already encouraging us to wear on our wrists by selling Nanos with watch faces.

A person with knowledge of the company’s plans told me that a “very small group of Apple employees” had been conceptualizing and even prototyping some wearable devices.

One idea being discussed is a curved-glass iPod that would wrap around the wrist; people could communicate with the device using Siri, the company’s artificial intelligence software.

The brain that brings all these things together is the smartphone, which after all is really the first wearable computer. Researchers note that the smartphone is almost never more than three feet away from its user. It is often just inches from the bed during the night as well, and has replaced the alarm clock for many people.

As a result, the smartphone is going to be the hub for our information sharing and gathering. Think of it as a force field that will engulf us wherever we are, transmitting power and Internet access to sensors and screens that are tacked to our clothing.

“Years ago, researchers envisioned these tiny computers transmitting information to the Internet,” said Yael Maguire, a visiting scientist at M.I.T. and Harvard . “It wasn’t what we envisioned, but it happened. It’s called the smartphone.”

Michael Liebhold, a senior researcher specializing in wearable computing at the Institute for the Future in Palo Alto, Calif., predicts that the next step in technology is the blurring of the real and virtual worlds.

Over the next 10 years, he says, he envisions that people will be wearing glasses with built-in screens and, eventually, contact lenses — with working displays.

“Kids will play virtual games with their friends, where they meet in a park and run around chasing virtual creatures for points,” he said.

Fashion will most likely be one of the first disruptions. Imagine teenagers being able to design their own virtual clothing that others wearing heads-up displays can see.

Parents, teachers and friends could be shown entirely different outfits. For example, I could look like a giant pink cat in a bustier to my friends, but my boss would see me in a fancy Italian suit.

At least, I hope that’s what he would see.

The alternative, I’m afraid, might call for a technological solution of its own.

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State of the Art: Nest Learning Thermostat Sets a Standard

Now that Steve’s gone, who will look around for worlds that need changing?

Well, how about Tony Fadell? He seems to have the pedigree. He helped design the iPod. He ran the iPod and iPhone divisions of Apple for years.

He’s got that spot-what’s-wrong-with-it gene.

With his new company, Nest, he has decided to reinvent a tech item that hasn’t seen much innovation in decades: the thermostat.

Don’t snicker. This isn’t trivial. According to Nest, there are a quarter of a billion thermostats in this country alone; 10 million more are bought each year.

Half of your home’s energy is controlled by this ugly, beige tool. Most people never even bother to program their programmable thermostats. As a result, their houses actually use more energy than homes without them. Two years ago, the federal government eliminated the entire programmable thermostat category from its Energy Star program.

The Nest Learning Thermostat ($250) doesn’t introduce just one radical rethinking of the thermostat; it introduces four of them.

RADICAL CHANGE 1 The look. The Nest is gorgeous. It’s round. Its screen is slightly domed glass; its barrel has a mirror finish that reflects your wall. Its color screen glows orange when it’s heating, blue when it’s cooling; it turns on when you approach it, and discreetly goes dark when nobody’s nearby.

Sweating over attractiveness makes sense; after all, this is an object you mount on your wall at eye level. A thermostat should be one of the most beautiful items on your wall, not the ugliest.

RADICAL CHANGE 2 The Nest has Wi-Fi, so it’s online. It can download software updates. You can program it on a Web site.

You can also use a free iPhone or Android app, from anywhere you happen to be, to see the current temperature and change it — to warm up the house before you arrive, for example. (At this moment, vacation-home owners all over the world are wiping drool off their keyboards.)

RADICAL CHANGE 3 Learning. The Nest is supposed to program itself — and save you energy in the process. When you first install the Nest, you turn its ring to change the temperature as you would a normal thermostat — at bedtime, when you leave for work, and so on. A big, beautiful readout shows you the new setting and lets you know how long it will take your house to reach that temperature. That information, Nest says, is intended to discourage people from setting their thermostats to 90 degrees, for example, thinking that the temperature will rise to 70 faster. (It doesn’t.)

Over the course of a week or so, the thermostat learns from your manual adjustments. It notes when that happened, and what the temperature and humidity were, and so on. And it begins to set its own schedule based on your living patterns.

RADICAL CHANGE 4 Energy savings. Let’s face it, $250 is a lot to pay for a thermostat. But Nest says that you’ll recoup that through energy savings in less than two years.

The mere act of having a correctly programmed thermostat is the big one, of course. Why should you waste money heating or cooling the downstairs when you’re in bed upstairs? Or when you’re away at work all day?

But the Nest’s smartphone-based components offer other goodies, like Auto Away. The Nest contains two proximity sensors (near and far), which detect whether anybody is actually in a room. If the sensors decide that nobody’s home, they let the temperature drop or rise to an outer limit you’ve defined — say, 65 in winter, 80 in summer — even if that absence isn’t part of your normal schedule.

This feature is useless, of course, if your thermostat can’t see the room — say, if it’s in a closet or behind an open door. But often I’ll return from a day trip, having forgotten to turn down the heat, and see Auto Away on the screen. Good ol’ Nest!

E-mail:pogue@nytimes.com

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Sprint Nextel’s Losses Narrow as It Gains Subscribers

Sprint also provided important updates on the iPhone, its financing needs and planned network upgrades, undoing some of the damage caused by an investor day presentation three weeks ago that had investors fuming and sent its stock plunging.

Its shares still edged lower on Wednesday as investors continued to focus on finances that look precarious for the next two years.

Sprint’s net loss was $301 million, or 10 cents a share, for the third quarter. That is down from $911 million, or 30 cents a share, a year ago. It was the best performance by Sprint since it reported a profit of $64 million in the third quarter of 2007.

Revenue rose 2.2 percent to $8.3 billion.

Sprint, the country’s third-largest wireless carrier behind ATT and Verizon Wireless, said it added a net 1.3 million subscribers in the July-to-September period, the best result since 2006. Sprint continued to lose subscribers from its lucrative contract-based plans, but at a relatively low rate: 44,000 in the quarter. Sprint’s total customer count, 53.4 million, is now back at where it was in 2007, before the exodus of Nextel customers turned into a torrent.

The company, based in Overland Park, Kan., has made steady gains in the last year and a half. Unfortunately for the company, most of the new customers are low-paying ones. They buy service from Sprint’s low-cost Virgin Mobile, Boost Mobile or Assurance Wireless brands, or from non-Sprint brands that use the company’s network.

The latest subscriber results do not include the effect of the iPhone, which Sprint started selling Oct. 14. The phone is expected to further improve the company’s ability to keep customers, at a high price. Apple charges about $600 for a phone that Sprint sells for $200.

Sprint’s chief financial officer, Joseph J. Euteneuer, said each iPhone would cost the company about $200 more than another smartphone. All the same, the company expects its four-year purchasing agreement with Apple to add $7 billion to $8 billion to its own bottom line.

The problem for Sprint is that the cost of selling the iPhone comes upfront, while benefits like higher service fees and lower service costs accrue over time. Sprint does not expect the iPhone to be a moneymaker until 2014.

The added cost of the iPhone comes as Sprint is also starting to revamp its network for higher speeds. That adds up to financing needs of $5 billion to $7 billion in the next few years, Mr. Euteneuer said.

Shares of Sprint fell 19 cents, or 7 percent, to $2.51.

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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 S II 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. Indeed, 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 with a brushed aluminum body 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 a comparable set of 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.

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AT&T Profit Is Hit by Slowing iPhone Demand

ATT, the nation’s biggest telecommunications company, reported third-quarter results Thursday that just met analysts’ expectations, amid growing competition from rival wireless carriers Verizon and Sprint. The company posted a profit of $3.6 billion, or 61 cents a share, compared with a profit of $12.3 billion, or $2.07 a share, during the same quarter a year earlier, although the 2010 figures were bolstered significantly by the sale of assets. Analysts had expected ATT to earn 61 cents a share.

The company said that it activated only 2.7 million iPhones during the quarter. That number is the lowest the company has reported in several quarters, signaling that ATT is beginning to feel the competitive threat of rival carriers who are now also selling the iPhone. In addition, many wireless customers were probably waiting for the release this month of the next-generation iPhone.

Investors seemed slightly disappointed by the earnings, as shared dipped 2 percent in pre-market trading. Analysts say that the wireless industry is struggling for growth amid growing saturation.

“This may be the new normal,” said Craig Moffett, an analyst with Sanford C. Bernstein who follows the telecommunications industry. “It looks more and more like ATT is going to have to depend on organic growth and unfortunately, there isn’t any. The wireless industry just isn’t a growth industry anymore.”

ATT said, however, that during the quarter it sold 4.8 million smartphones, which made up nearly two-thirds of all device sales during that period. The company also said that the sale of Android devices more than doubled year over year.

“Mobile broadband growth continues to be robust, execution was strong across the business, and we delivered another solid quarter,” said Randall L. Stephenson, the chairman and chief executive of the company, in the statement. “The next waves in the mobile Internet revolution represent tremendous growth potential, and we are laying the groundwork required for that future.”

The company said that it added 319,000 wireless customers during the quarter. The company has faced greater competition from rival carriers who are also selling portfolios of smartphones and mobile devices.

ATT’s operating revenue slipped to $31.48 billion during the quarter, compared with $31.58 billion a year ago. Analysts surveyed by Thomson Reuters had expected the company to report operating revenues of $31.60 billion.

The operator is still looking for regulatory approval to move forward in its acquisition of T-Mobile, although Mr. Moffett said it is looking more and more like that deal may disintegrate under government scrutiny.

Mr. Stephenson said that ATT was still working “toward a successful completion of our planned T-Mobile USA merger.”

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Stocks Flat After Earnings and Housing Data

Apple Inc. slumped 5 percent after the company’s income and revenue fell short of Wall Street’s expectations. It was a rare miss for the company, which had jumped 31 percent this year through Tuesday. Apple blamed the shortfall on a later-than-usual release of its newest iPhone.

The Dow Jones industrial average was down 25 points a half-hour after the opening bell. Other indexes also had small losses.

The disappointing results from Apple were tempered by a rebound in the housing market in September. Builders began new homes at the fastest pace in 17 months. Most of the gains came from the construction of new apartments. The pace is still about half what economists say consistent with a healthy housing market.

The Dow fell 0.2 percent, to 11,548 at 10 a.m. Eastern. The SP 500 was down 3, or 0.3 percent, to 1,222. The Nasdaq composite slid 19, or 0.7 percent, to 2,638.

Abbott Laboratories jumped 4.5 percent after announcing plans to spin off its drug business.

AMR Corp., the parent of American Airlines, dove 7.6 percent after reporting a loss that was worse than Wall Street analysts predicted. The company said that its fuel spending jumped 40 percent, wiping out revenue gains from higher fares and fees.

Morgan Stanley rose 3 percent after a jump in investment banking revenue helped it earn $1.15 a share, well above analyst expectations of 30 cents per share. Intel Corp. jumped 4.5 percent after its net income rose 17 percent last quarter, beating Wall Street’s target.

At 2 p.m. the Federal Reserve will release its survey of business conditions around the nation.

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RIM Offers Free Apps as Apology for Outages

BlackBerry users will soon be able to find out at no cost if there are $100 worth of apps that interest then.

By way of apology for a service collapse which left millions of BlackBerry users around the world without service for up to three days last week, the device’s maker, Research in Motion, said Monday it will offer a $100 credit for select apps in its online store.

Whether that will placate users, however, is unclear.

“RIM’s challenges are bigger picture,” said Mike Abramsky, an analyst with RBC Capital Markets. “It would mainly be of interest to some people who see value in apps.”

One major problem for both RIM’s apology and the company’s general fortunes is the relative lack of appealing apps for the BlackBerry, particularly compared with Apple’s iPhone or phones that use Google’s Android operating system.

In its announcement, RIM only listed 12 apps that will be available at no cost, although it said that more will become available before the downloading period begins on Wednesday.

While the offer could conceivably prompt BlackBerry users who previously had not visited the BlackBerry App World to take a look, it might also remind them about the limited extent of the company’s software offerings.

Indeed, if users opt for the less expensive, professional version of DriveSafe.ly , which sells for $19.99, rather than the $79.99 “enterprise” version, and then buy all of the other apps on the list released on Monday, they will only have only spent $76. Even that seems unlikely as some of those apps perform similar functions.

The free downloads will be available until the end of the year.

Instead of free apps, RIM is offering corporate and government users technical support at no cost for one month.

The financial impact of the offer on RIM, which has failed to reach recent financial targets, is unclear. There are about 70 million BlackBerry users worldwide, both consumer and corporate. While RIM will have to reimburse the developers of the apps it gives away, Mr. Abramsky said that it was impossible at this point to estimate that cost. But he added that the app giveaway would likely be less expensive than other, more direct forms of compensation.

The service failure was the longest and most extensive in the company’s history, but not the first. In the past, RIM has not compensated the wireless carriers that sell its phones and provide them with service.

RIM was faulted last week online by customers as well as by public relations specialists for the lack of information it provided during the early period of the service shutdown.

The company’s co-chief executives did not make any public comments until the issue was resolved.

On Tuesday, however, Mike Lazaridis, one of the chief executives will address a meeting of BlackBerry software developers in San Francisco. High on the agenda will be convincing them not only to increase the number of apps available for current BlackBerrys but to persuade them to develop programs for a series of phones expected next year, which will use a new, more sophisticated operating system.

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Bucks Blog: Thursday Reading: Missteps Exposed Patient Data Online

October 06

Thursday Reading: Missteps Exposed Patient Data Online

Missteps led to online exposure of patient data, save money by tightening your data belt, trading in your old iPhone and other consumer-focused news from The New York Times.

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