For the moment, he’s mostly focused on music-related video, including a possible sequel to R. Kelly’s rap opera Trapped in the Closet. Iovine has had talks with Warner Bros. Television and is developing another show loosely based on the life of his longtime business partner Dr. Dre. Eventually he plans to go beyond music and has discussed possible ideas with his friend Brian Grazer, producer of Empire and Genius, and director J.J. Abrams. “Apple Music is nowhere near complete in my head,” he says. The service, with more than 20 million subscribers, is the second most popular after Spotify, with more than 50 million premium members.
Sitting on a couch beneath a photo of John Lennon and a letter from rapper Tupac Shakur, Iovine says he’s determined to move deliberately. “We’re gonna grow slowly no matter what,” he says. “I don’t know how to do it fast.” He likens the approach to his founding of Interscope in 1989, which got some attention for Ecuadorean rapper and one-hit wonder Gerardo and went on to become one of the world’s most successful labels.
The broad plan unveiled on Wednesday by Steven Mnuchin, the Treasury secretary, shows that the administration is eager to tackle both issues, but the plan does not provide enough detail to judge whether its approach will actually work.
Republicans and Democrats have railed against the accounting acrobatics that American multinationals exploit to avoid paying taxes on foreign earnings. They buy or merge with foreign companies to establish headquarters outside the United States — a practice known as inversion — or relocate their patents and copyrights to places with low tax rates, like Bermuda or the Cayman Islands. The arrangement not only deprives the United States of revenue but also increases the tax burden on American businesses that cannot or will not move their profits overseas.
In reality, Apple's largest risk isn't found in being a design company or not being a technology company. Instead, it's in becoming a tech company. If Apple finds itself moving away from being design-led, the product will be put into jeopardy. This is likely one reason why Cook continues to bet so heavily on design.
Apple has essentially retooled iMovie for the Snapchat age in an attempt to make video editing more accessible, enjoyable and, well, social. At least, that’s the intent. In its current 1.0 state, Clips is a flawed app, though not irretrievably.
Over the course of one Friday evening, I demolished an entire mountain of backlogged email. I mean, I eviscerated it. I don’t want to big myself up, but it was something amazing to see. Kinda like that part in Jerry Maguire where Jerry is writing his manifesto. Just clear, pure, focused energy.
Okay, that does sound a little egotistical, but you get the point. Over the course of one hour, I had responded to a ridiculous 250 emails. That’s a little over four per minute.
Called Astro, the app essentially offers many of the same features as previous aspiring inbox-zero apps. [...] What makes Astro different is how it creates that priority inbox.
There’s a few things that are necessary for developing things on an iPad, one of which is a VPS (virtual private server) to host the development files and tools on.
The important thing about making technology purchases, especially when you're looking at six or seven thousand bucks in a year, is carefully analyzing your needs and making fully-aware trade-off decisions.
Thankfully, there’s a button on the side to turn off the camera if you’re not comfortable having an AI-powered camera watching you at all times of the day.
After a long decline, the video rental business declared bankruptcy and its new parent company — Dish Network — began closing all remaining retail locations in 2013. Netflix had won, and Blockbuster was dead. Or so Americans thought.
At least 10 known Blockbuster stores across the country have managed to stay afloat in the digital age. However, the largest cluster of Blockbuster stores are not on the mainland, but in Alaska, where dark, long winters and expensive WiFi have helped maintain a core group of loyal customers.