Sonus faber doesn’t do partnerships for the sake of headlines. The Vicenza loudspeaker maker has a long history of bringing its sound into Italian automotive design, including systems inside the Maserati Grecale Trofeo and other Maserati models we drove across Northern Italy, so the Lamborghini collaboration was never going to be a one off stunt.
When the Il Cremonese Ex3me Automobili Lamborghini Edition launched in 2025, it was limited to just 50 pairs. For 2026, Sonus faber is handing buyers the keys to the design studio. Through a new Digital Configurator, customers can now create a bespoke version of the flagship loudspeaker, leaning even harder into Italian craftsmanship, personalization, and the kind of performance obsession both brands treat like religion.
Il Cremonese Ex3me Automobili Lamborghini Edition Highlights
For the full technical breakdown, refer to our companion article published when the Il Cremonese Ex3me Automobili Lamborghini Edition was first announced in 2025. The key features and specifications are summarized below.
The Il Cremonese Ex3me Automobili Lamborghini Edition is a para-aperiodic vented, 3.5-way floorstanding loudspeaker designed for precision, scale, and serious dynamic output. Sonus faber says the driver components were selected for low distortion, low resonance, and long-term reliability, which is exactly what one expects when Italians put carbon fiber near anything expensive.
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High frequencies are handled by a 30 mm Diamond Like Carbon Beryllium dome tweeter, while the midrange is covered by a 180 mm driver with a neodymium magnet system. Bass output comes from dual 180 mm woofers and dual 220 mm honeycomb long throw subwoofers using Nanocarbon Fiber and Nomex construction for a combination of stiffness, low mass, and control.
The crossover points are set at 80 Hz, 250 Hz, and 2,500 Hz to manage the transition between drivers. Claimed frequency response is 25 Hz to 35 kHz, with 92 dB sensitivity, a 4 ohm nominal impedance, and recommended amplifier power from 100 to 800 watts. Translation: bring real amplification, not a polite little amp wearing loafers.
The cabinet uses Sonus faber’s five-sided rhomboidal diamond shape, blending acoustic control with Lamborghini inspired design cues. The standard version of the collaboration features a carbon fiber finish, Lamborghini paint, Corsatex by Dinamica, and black aluminum accents. Subtle? Not exactly. But neither is a Lamborghini.
Sonus faber Model
Il Cremonese Ex3me Automobili Lamborghini Edition
Product Type
Floorstanding Speaker
Price
$130,000 / Pair
Speaker Configuration
3.5-way, full para-aperiodic vented box
Tweeter
1 x 30 mm, Diamond-Like Carbon Beryllium dome diaphragm.
Midrange
1 x 180 mm, Neodymium Magnet System.
Woofer
2×180 mm.
Subwoofer
2×220 mm Nanocarbon Fiber/Nomex Honeycomb Long Throw Subwoofer.
The Il Cremonese Ex3me Automobili Lamborghini Edition Custom Program gives buyers the ability to personalize their loudspeakers through a curated selection of colors, materials, and finishes, including select shades from Lamborghini’s Ad Personam range.
Each design is intended to become a bespoke expression of Italian luxury, performance, and sound.
The Custom Program lets owners create a one of a kind Il Cremonese Ex3me Automobili Lamborghini Edition loudspeaker while preserving Sonus faber’s sonic signature and design language.
Using the Digital Configurator, customers can personalize materials and finishes, add metallic accents, choose exclusive surface treatments, and select from a curated color palette inspired by Lamborghini’s automotive heritage.
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The goal is straightforward: give buyers a more engaging way to shape the look of a very serious loudspeaker. Because apparently even a Lamborghini themed Sonus faber needed more Italian attitude.
Can Be Customized Online or at Lamborghini Ad Personam Lounges
Clients can configure their speakers either directly via the Sonus Faber online configurator or through selected Lamborghini Ad Personam lounges. From color combinations and material choices to the smallest decorative details, every option is carefully curated to ensure a harmonious and emotionally resonant result.
Developed between Sant’Agata Bolognese and the Sonus faber atelier in Vicenza, Italy, the Custom Program transforms the Il Cremonese Ex3me Automobili Lamborghini Edition into a personal creation. The Digital Configurator provides a curated palette of 30 side panel colors — among them a selection of iconic Ad Personam finishes.
The front baffle cover can be selected in CorsaTex by Dinamica, for a technical, performance-driven aesthetic, or in genuine leather, for a more refined and tactile luxury finish. Metal details, including the top, phase plug, flange, base, feet, and back plate can be finished in Nero, Gun Metal, Silver, or Bronze, allowing every element to become part of a cohesive personal expression.
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For customers, the result is more than a customized loudspeaker. It is a bespoke meeting of two Italian brands, Lamborghini and Sonus faber, where performance, design, and personal expression all get a seat at the table.
Standard Edition – Sonus faber Il Cremonese Ex3me Loudspeakers
The Bottom Line
The Il Cremonese Ex3me Automobili Lamborghini Edition Custom Program is not just Sonus faber offering a louder paint menu. It builds on one of the Italian manufacturer’s most ambitious loudspeakers, shaped by the design mind of Livio Cucuzza, and wraps it in a level of personalization normally reserved for six figure cars with very angry engines.
The appeal is obvious: this is a serious Sonus faber loudspeaker first, with Lamborghini design language, materials, finishes, and Ad Personam access layered on top. The price has not been announced, but with the standard Il Cremonese Ex3me at $75,000 per pair and the 2025 Lamborghini Edition at $130,000 per pair, nobody should expect a coupon code. This is for high end audiophiles, Lamborghini loyalists, and collectors who want Italian performance with their fingerprints all over it. Bring a polishing rag. Nobody wants prosciutto fingerprints on Italian sculpture.
Automobili Lamborghini Edition – Sonus faber Il Cremonese Ex3me Loudspeakers
Price & Availability
The “Standard Edition” Sonus faber Il Cremonese Ex3me loudspeakers in in red violin high gloss wood finish are available for $75,000 USD per pair.
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The “Automobili Lamborghini Edition” jumps to $130,000 per pair in five colors options.
Pricing is unavailable for the “Custom Edition”, but you can select your finishes and colors at configurator.sonusfaber.com and await an email reply.
Expleo’s research explored how, in the age of AI, for many organisations, empathy is a fundamental skill.
Technology and consulting company Expleo has released the results of its AI Pulse sentiment tracker, Expleo AI Pulse for Ireland. The organisation collected data from 200 respondents across Ireland, Germany, France and the UK, to identify the levels of worry, excitement, trust and confidence in AI-led technology.
The research found that business leaders in Ireland, ahead of their contributing European counterparts, are far more likely to value empathy as a fundamental skill for managers in the age of AI, despite ongoing concerns around the impact AI will have on the global jobs market.
Data taken for the month of April found that Ireland’s business leaders believe human-centric, empathetic coaching and people leadership are among the most critical skills a manager can wield in the context of increased AI adoption. This was true for 28pc of participants based in Ireland, compared to 21pc in the UK, 18pc in Germany and 15pc in France.
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“The high proportion of business leaders valuing human-centred leadership actually shows a great level of AI maturity. Business leaders here understand that it is people who transform organisations, not AI,” said Phil Codd, managing director for Ireland, at Expleo.
AI transformation
In regions outside of Ireland, the most valued skill on average across the market was found to be the ability to integrate AI into workflows and drive change (25pc), however, Ireland by comparison was less convinced, with less than 20pc sharing this opinion.
There is also significant concern among Ireland’s business leaders, 45pc of whom are worried about how AI is transforming their organisation, up from 43pc since March. This fear is not as strongly felt outside of Ireland, standing at 41pc in the UK and only 34pc in France and Germany.
Codd said, “The organisations that will get the most from AI are not the ones racing to implement it fastest, but the ones investing in the human side. Ireland’s focus on empathy as a core management skill isn’t a reluctance to embrace AI, it’s an advanced understanding of what successful adoption actually requires.”
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Late last week International Data Corporation (IDC), in partnership with Dell Technologies, published a new global study exploring how European governments and public sector organisations are approaching sovereign and agentic AI and what it will take to deploy the technology at scale.
The report found that leaders in Europe’s public sector are showing strong drive in accelerating modernisation through agentic AI, however, efforts are being hampered by a gap in the skills needed to effectively operate advanced technologies. Almost 70pc of European public sector IT leaders, who participated in the research, stated that the current workforce is unable to keep pace with evolving technologies.
This was not dissimilar to a report published by Irish technology consulting company Accenture, which found that, for many employees, there is a growing disconnect between expectation around results from AI and the level of preparedness among employees.
Commenting on the findings of the Accenture report, Hilary O’Meara, the country managing director for Accenture in Ireland, said: “Ireland has all the ingredients to lead in the age of AI – a skilled workforce, a public and private sector proven to deliver, deep connections with the global technology industry, and genuine national ambition. Now the question is whether Irish business will play its part.
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Asus isn’t waiting for Apple’s lower-cost laptop story to settle. Its new Intel Wildcat Lake Vivobook 14SE and 16SE have launched in China, giving Windows laptop makers an early chance to crowd Apple on price and visible hardware.
The sharper threat is the Vivobook 16SE, which starts at CNY 4,599, about $675, with a higher-end display model at CNY 4,999, around $734. That pricier version adds a 16-inch 2560 x 1600 screen with a 144Hz refresh rate, variable refresh rate support, and a 400-nit brightness rating.
That gives Asus a clean comparison against the MacBook Neo before Apple’s affordable laptop gets more breathing room.
How much screen does Apple lose
The Vivobook 16SE gives Asus its clearest opening. The upgraded IPS panel has more resolution than the base screen option, plus the 144Hz refresh rate that can make scrolling and motion feel smoother.
For shoppers, the tradeoff is easy to understand. Apple still has ecosystem pull, but Asus can put a larger, faster display in front of buyers at a launch price that looks aggressive. If global pricing stays close to the China range, that advantage gets harder to shrug off.
Why does Wildcat Lake raise pressure
The Intel Core 5 320 inside both Vivobook models is another part of the squeeze. Asus is bringing Wildcat Lake to mainstream buyers early, giving the Vivobook 14SE and 16SE a newer chip story without pushing them into premium-laptop territory.
Wccftech / Intel
The rest of the spec sheet leans practical. Both models include 16GB of RAM, 512GB of PCIe 4.0 storage, two USB-C 3.2 ports with power delivery, two USB-A ports, HDMI 2.1, and a headphone jack. For many buyers, that means fewer dongles and a more familiar setup than Apple’s minimalist approach.
When does this become real competition
For now, Asus has only launched these Vivobooks in China. The company is expected to share global launch and availability details, but the price outside China is still missing.
That price will decide how serious the threat becomes. Apple can still lean on macOS, battery efficiency, and ecosystem loyalty, but Asus is making the entry-level comparison less comfortable. The next thing to watch is whether these same configurations come overseas without losing the value edge.
In the Dutch municipality of Waalre, 10 older adults are now living under the quiet watch of artificial intelligence. Ceiling-mounted sensors from Kepler Vision Technologies scan their homes continuously, feeding an AI trained to distinguish a fall from a sit-down and automatically push a notification to family members or emergency contacts when the algorithm flags an incident. Depending on how you feel about surveillance tech, that either sounds like a great way to protect independent older people who live alone or like a dystopian nightmare. The pitch, at least on paper and given the alternative, leans toward the former.
According to Statistics Netherlands, just over a quarter of the Dutch population will be over 65 by 2040, yet the country’s care infrastructure is not growing at nearly the same rate. This isn’t a problem unique to the Netherlands. In the US, we’ll reach similar numbers by 2050. Japan’s over 60 population is already around 30% today and the World Health Organization predicts that the global population over 60 is expected to nearly double by 2050. That means there’s more pressure for older adults to manage independently at home, for longer, with less institutional support every year. Falling — more specifically, lying undiscovered after a fall — is one of the more dangerous consequences of this unfortunate calculus, but the faster someone is found after a fall, the better their chances of recovery are.
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Leefsamen’s app automatically sends a notification to family members and emergency contacts when a fall is detected.
Leefsamen
This Dutch pilot, run through a collaboration between connectivity provider WeConnect, care network Leefsamen, and Brainport region partners, is designed for people already at elevated fall risk who want to stay in their own homes. The hardware and software are similar to the AI fall-detection systems Kepler has been running in nursing facilities for some time. So, this first application in private residences is a logical extension, not necessarily a conceptual leap.
And yet, the idea of an all-seeing eye inside a home seems, well, weird.
A sensor that can reliably detect the movement pattern of a fall can, by definition, detect a great deal else about how someone moves through their home — when they get up at night, how often they visit the bathroom, whether their gait is changing. Even if the system is designed to suppress that data, the infrastructure for collecting it exists. If the pilot scales, what happens when the commercial incentives of the companies involved diverge from the privacy interests of a 78-year-old who signed a consent form she may not have fully understood? What happens in the event of a data breach?
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These aren’t hypothetical concerns — heck, they aren’t even limited to this pilot program, since the tech is already monitoring more than “15,000 elderly people around the clock” in care facilities, according to Kepler’s release. The partner companies have made the familiar pledges to protect privacy with Kepler specifying compliance with international information security standards which is a little reassuring, but data breaches happen.
None of this makes the technology bad; it’s just complicated. For someone who’s living alone, the choice may not be between AI monitoring and unmonitored freedom; it may be a choice between AI monitoring and a fall that goes undiscovered for two days. Framed that way, the sensor in the hallway starts to look less like surveillance and more like a smoke detector with better software.
Matt Wood speaks at the AWS Summit in New York in July 2024. (Amazon Photo)
Matt Wood, who spent more than 14 years helping to lead Amazon Web Services’ artificial intelligence and machine learning initiatives before leaving the company in 2024, is returning to the company in a newly created role as chief AI and technology officer.
Wood had spent the past 19 months as chief technology and innovation officer at PwC, where he led AI strategy and implementation for the professional services firm’s enterprise clients.
His return to AWS was announced internally Monday morning by Julia White, the AWS chief marketing officer, in a memo viewed by GeekWire. Wood will report directly to White, according to the memo, reflecting the customer-facing nature of the role.
“In this role, Matt will be both deeply engaged with our AWS services innovation teams and work directly with customers to help them realize the full value from AWS AI and cloud services,” White wrote in the memo. Wood will also relay customer and developer needs back to AWS product teams and represent the company at industry events.
White cited Wood’s PwC tenure in the memo as a key part of what he brings back to AWS. She added that his “combination of deep technical knowledge and hands-on enterprise experience” will help customers move from AI experimentation to production.
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In his previous tenure, Wood was AWS vice president of AI, focused on building and scaling the company’s AI and machine learning business, including services such as Amazon SageMaker, Amazon Bedrock, and Amazon Q.
In a comment that accompanied the internal memo, Wood said he was excited to return to AWS and help do for AI what the company did for cloud computing: making powerful technology broadly accessible to anyone building with it.
The hire is the latest reshuffling of Amazon’s AI leadership ranks.
Rohit Prasad, who led Amazon’s artificial general intelligence team and oversaw development of the company’s Nova models, departed at the end of 2025 after 12 years.
At the same time, Amazon CEO Andy Jassy named longtime AWS executive Peter DeSantis to lead a reorganized division combining AI models, custom silicon, and quantum computing.
AWS growth accelerated to 28% in the first quarter, its fastest pace in nearly four years, and the company disclosed a revenue backlog of $364 billion. Amazon plans to spend about $200 billion in capital expenditures this year, most of it on AI infrastructure.
The company is also expected to lay off 8,000 workers this week.
Justin Sullivan/Getty Images
Meta is not only laying off thousands of workers on Wednesday due to artificial intelligence, it’s also moving thousands to new roles within the company. According to Reuters and The New York Times, Meta HR head Janelle Gale has notified employees that 7,000 of them will be moved to four new organizations focused on building new AI tools and apps. Gale reportedly wrote in the internal memo seen by the publications that the restructuring “will make [the company] more productive and make the work more rewarding.”
The new organizations will use “AI native design structures” and will not have as many layers of management per employee, Gale reportedly wrote. She told employees to work from home on Wednesday, May 20, and to wait for Meta’s email about their possible new roles, though some of the workers had already been transferred. The company will also be sending out notifications to some of the people that will be laid off that day.
If you’ll recall, Meta told employees in late April that it’s cutting 8,000 jobs and will also be closing 6,000 open jobs. Gale reportedly told them in a memo at the time that it was “part of [Meta’s] continued effort to run the company more efficiently” and will allow it to offset its other investments. While she didn’t elaborate, Gale was most likely talking about Meta’s bets on artificial intelligence. Companies across the tech industry have been actively laying off workers for a while now to put more of their money into their AI endeavors.
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Meta is betting big on AI after winding down its plans for the metaverse, which didn’t quite take the world by storm as it had hoped. It’s planning to build data centers with “tens of gigawatts” within this decade. It created a “superintelligence” team of AI experts, with company chief Mark Zuckerberg even hand-picking potential recruits and inviting them to his home. It’s building AI agents and putting its AI chatbot in several of its products. The Times says Zuckerberg told investors the company is planning to spend between $115 billion to $135 billion this year, mostly on AI development.
By the end of 2025, Meta had around 78,000 employees. The layoffs affecting 8,000 workers will, thus, eliminate nearly 10 percent of the current roles within the company. Reuters says Meta will even cut more jobs later this year. Workers affected by the layoffs will get 16 weeks of severance pay, with an additional two extra weeks for every year they’d been with the company.
Lenovo quietly launched the G02 into online marketplaces a few weeks ago, and it has already piqued the interest of retro gaming fans. Aside from being lightweight (around half a pound), you can get it in black, white, or, if you’re feeling daring, a bright red and black combination. The packing is entirely Lenovo, and when you boot it up, the splash screen matches.
On board, there is a single analog stick as well as a full complement of buttons, including a directional pad with some clever subtle illumination. This tiny guy has shoulder triggers on the top edge, as well as volume and power controls on the side. There are two USB-C connections for charging and data transfer, a headphone socket for music playback, and a microSD slot that can accept a 1 terabyte card, providing peace of mind for those with extensive game collections. As an aside, the charger that comes with it is very slow, so you may find yourself searching for a faster charger from another device.
High-Performance Open-source Linux System: The Linux open source system runs smoothly, with 30+ emulators. Powered by a 1.5GHz 64-bit RK3326 CPU with…
4.0-inch IPS HD Screen: The 4.0-inch IPS screen with 720 x 720 resolution looks super bright and sharp, it offers vivid colors and a very clear image…
4000mAh Battery Lasts A Long Time: The 4000 mAh battery lasts a long time, which is perfect for road trips, downtime, or reliving your favorite games…
The 4.5-inch IPS screen has a typical 4:3 aspect ratio with a resolution of 1024 x 768. It does a good job of highlighting the colors, while some early users have noticed a minor wash in bright settings. Brightness is only changeable in the menu; I can’t find a quick toggle, however it remains readable in most indoor lighting.
A Rockchip RK3326 CPU and 1GB of RAM power a lightweight Linux installation with an EmulationStation interface. The device comes pre-loaded with tens of thousands of titles from a variety of classic platforms. Users can easily replace out the included generic storage card for a better one and load up their own collections.
The battery life is decent, lasting 3-6 hours depending on what you’re playing and how bright the screen is. Given the lightweight OS, it manages to go a little further than some of the bulkier Android or Windows handhelds with comparable technology. You can get your hands on this for roughly $60 on big import sites (AliExpress), but prices drop considerably lower if you buy in volume.
There are still unanswered questions about whether Lenovo actually created this device. They have not published a public comment, and there is no product page on the main websites. It’s possible that some customers simply purchased the Lenovo branding on the side, given the box and emblem appear to be legitimate, while others believe it was a third-party operation that slapped the Lenovo label on the thing. [Source]
Prime subscribers in the US can now ask Alexa to create audio podcasts on virtually any topic. To provide the AI with reliable sources, Amazon has partnered with The Washington Post (owned by CEO Jeff Bezos), Reuters, the Associated Press, TIME, Forbes, Business Insider, Politico, USA Today, Vox, and more… Read Entire Article Source link
Stream BioEnergy’s project is set to become Ireland’s largest biomethane plant using mixed food and garden waste.
Gas Networks Ireland has signed an agreement with Stream BioEnergy that will see the national energy provider connect a new €80m biomethane facility in Little Island, Cork, to the national gas network.
Stream BioEnergy’s new facility in Little Island is expected to become operational in 2027 and when completed will process roughly 90,000 tonnes of domestic and commercial food and garden waste yearly.
Using anaerobic digestion technology, the plant will produce 80 GWh of renewable biomethane each year, which is enough renewable gas to meet the annual heating demand of approximately 6,000 homes.
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The project will be Ireland’s largest biomethane plant using mixed food and garden waste and represents a significant step forward in the country’s transition to renewable energy and circular waste management.
The facility will also reduce the reliance on fossil fuels and artificial fertilisers and is expected to reduce greenhouse gas emissions by approximately 40,000 tonnes of carbon dioxide annually.
The Stream Bioenergy Little Island facility is the seventh biomethane production plant to be contracted to connect to the national gas network in the last three years with further contracts currently at an advanced stage of discussion.
Commenting on the announcement Gas Networks Ireland’s head of business development Karen Doyle said: “This agreement with Stream BioEnergy marks another important milestone in the development of Ireland’s renewable gas sector. Biomethane has a vital role to play in supporting Ireland’s transition to a lower-carbon energy system while also delivering sustainable solutions for organic waste management.
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“Connecting facilities such as this to the national gas network demonstrates how existing infrastructure can support Ireland’s climate action targets, energy security and circular economy ambitions.”
Morgan Burke, the chief operating officer of Stream BioEnergy, added, “Our project in Little Island will provide for sustainable management of organic waste, enhance energy security, whilst contributing to our energy transition and decarbonisation targets in a meaningful way.”
Also in Cork, a new onshore renewable energy company has launched following the completion of Copenhagen Infrastructure Partners (CIP)’s acquisition of Ørsted’s European onshore business. Cork was chosen as the European headquarters. Perigus Energy, formerly part of Ørsted, has 373MW of operational onshore wind farms across the island, with a further 179MW currently under construction.
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These days, there are about 550 Apple Stores around the world, with locations popping up in countless major cities and across five of the planet’s continents. They are, in other words, a serious success story for Apple.
Today marks the 25th anniversary of the opening of the world’s first two Apple Stores. Found in McLean, Virginia, and in Glendale, California, they were opened on this day way back in 2001.
Far from those humble beginnings, Apple Stores today are the gateway into the company’s ecosystem and are a thriving segment of Apple’s business that bring in billions of dollars in annual sales. Here’s the story of how that happened.
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Apple goes its own way
(Image credit: Apple)
By the late 1990s, Apple had spent many years trying to get by on the “store within a store” model. It didn’t work.
Apple would be assigned a corner within a big-box retail store. Sure, it would have its own little display area, but its products would be presented and sold by the employees working for the host store, not Apple.
This frustrated Apple CEO Steve Jobs, who prickled at the way his company’s products were being offered to customers by staff who were not passionate about them and who didn’t even understand them particularly well.
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Speaking to biographer Walter Isaacson, Jobs put it this way: “All that the salesman cared about was a $50 spiff.” These salespeople weren’t well-trained in what made Apple’s computers distinctive. Customers might just see the higher Apple price tag without learning about its innovative features, Jobs worried. “Unless we could find ways to get our message to customers at the store, we were screwed,” Jobs declared.
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After growing frustrated with this situation, Jobs decided that Apple should go its own way. After all, Jobs was famously obsessed with control. Running its own stores would allow Apple to ensure everything was to its liking instead of relying on a half-hearted effort from one of its retail partners.
In 1999, Apple began secretly interviewing outside executives for a role developing a chain of Apple-branded stores. In the end, they settled on Ron Johnson, Target’s vice president for merchandising. He was a good pick: someone who shared Jobs’ passion for design and interest in shaping the user experience.
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(Image credit: Apple)
In planning the new range of Apple Stores, Jobs and Johnson made a number of key decisions. For one thing, there should only be one entrance to the store, allowing Apple to control what the user saw and experienced. Further, instead of placing its stores in remote, out-of-town locations, Apple should be present on Main Street, no matter how pricey the rent was. High footfall was important, as it would allow people to drop by on a whim — something particularly helpful for converting Windows users.
The stores also had to be the right size. Too large and visitors wouldn’t understand where to find what they needed as soon as they entered. But downsize them too much, and they would signal that Apple had limited, small-scale ambitions.
Even the Genius Bar was a unique stroke of, well, genius.
Perhaps most importantly, Apple’s limited range of products was a strong advantage. It would allow Apple Stores to be airy and minimalist, with plenty of space for people to try out the company’s products. This was vital for enticing loyal fans and total newbies alike. In other words, the goal was to be the complete antithesis of every other computer-buying experience. This was a competitive edge for Apple.
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Even the Genius Bar was a unique stroke of, well, genius. Johnson had asked his staff to name the best customer service experience they’d ever had, with almost all of them mentioning a stay at a fancy hotel. So Johnson sent his first store managers on the Ritz-Carlton training program, then translated what they’d learned into what would become the Genius Bar. Apple, Jobs, and Johnson decided Apple Stores would offer service like no one else in the retail industry.
Put together, everything about the Apple Store had to “impute” — or convey — the values of the company. As Johnson put it, “the store will become the most powerful physical expression of the brand.” Apple wasn’t just dreaming up a store — it was planning a new way to dominate tech retail.
Predictions of failure…
(Image credit: Apple)
At the time, there were myriad predictions that the Apple Store would fall flat. “Maybe it’s time Steve Jobs stopped thinking quite so differently,” said Bloomberg Businessweek under the headline “Sorry Steve, here’s why Apple Stores won’t work.” Retail consultant David Goldstein, meanwhile, predicted the concept’s imminent failure: “I give them two years before they’re turning out the lights on a very painful and expensive mistake,” he forecast.
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Even Apple’s former chief financial officer, Joseph Graziano, was skeptical, saying “Apple’s problem is it still believes the way to grow is serving caviar in a world that seems pretty content with cheese and crackers.”
And there were moments when it could have gone wrong. One morning during development, Johnson woke up with a sudden thought: instead of arranging the stores around Apple’s product lines, as the company had planned to, they should instead be centered on the things people could do with the products, like import movies or edit photos. This would fit in much better with Apple’s emerging idea of the Mac as a digital hub, but it would also mean delaying the opening of the first store by three to four months.
I give them two years before they’re turning out the lights on a very painful and expensive mistakeDavid Goldstein
At first, Jobs exploded in a rage at the disruptive idea. But after calming down, he realized that Johnson was right.
As he said to Isaacson, “If something isn’t right, you can’t just ignore it and say you’ll fix it later. That’s what other companies do.” Apple pressed ahead with the change — and the stores were better off for it.
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…that never came to pass
(Image credit: Apple)
Right from the get-go, the first Apple Stores were a success. Computer retailer Gateway had its own stores, and they’d been getting a paltry 250 visitors a week on average. Apple Stores, in contrast, averaged 5,400 visitors a week by 2004. The Manhattan store, opened in 2006, averaged 50,000 visitors a week in its first year. Jobs’ idea of opening in high-footfall locations was paying off.
Apple Stores took in $1.2 billion in revenue in 2004, setting a retail industry record for time taken to hit that billion-dollar landmark. Around a decade after the first Apple Store opened, their total revenue was $9.8 billion, with each store taking in $34 million a year.
Today, Apple is thought to make around $4,000 to $5,000 per square foot at its stores. Compare that to the US average, which is around $400 per square foot, and it’s obvious that Apple’s decision to launch its own retail outlets has been an unmitigated success.
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But more than just raw sales, Apple Stores have helped create a buzz around new Apple products. People camp out overnight to be the first ones inside a new store or the first to buy a freshly released device. Their minimalist designs and prominent city center placements made them a retail fixture for people around the world, whether they were loyal Apple users or had never heard of the brand before.
Despite the odds, the Apple Store has been wildly successful for Apple and has led other tech firms to follow its lead. Samsung has its own line of shops, as do Microsoft and Google. But none of those imitator stores would exist if Apple’s first retail outlets had not opened a quarter of a century ago — and changed the way you shop in the process.
The company has yet to reveal its price and availability.
LG
LG has introduced what it claims is the world’s first Full HD (1,920 x 1,080) gaming monitor with a native 1,000Hz refresh rate. The company designed the new LG UltraGear with fast-paced first-person shooters in mind, where accurate aiming and speedy reaction times are of utmost importance. It’s most likely overkill for most people, even gamers who play just for the pleasure of it. For competitive players who value high refresh rates in monitors the most, however, the UltraGear seems to be a good model to consider.
Samsung and Acer had launched 1,000Hz models over the past months, but they’re dual-mode monitors that require players to lower their resolution in order to enjoy the highest refresh rate they’re capable of. Players can only activate their 1,000Hz refresh rate capability if they switch to 720p in resolution. In Acer’s case, its monitor switches to 500Hz if it’s at 1440p. LG says the UltraGear can achieve native 1,000Hz at Full HD resolution, which means its screen updates 1,000 times per second.
The higher the refresh rate, the less a screen lags. Monitors with high refresh rates can show moving objects to the users more clearly with less motion blurring and stuttering. Further, it reduces the delay between physical mouse movements or keyboard clicks and the action on screen. Most monitors these days top out at 240Hz, and that’s perfectly fine for most users, even gamers who play FPS titles. Since 1,000Hz monitors are rare, we can’t quite say if they deliver a noticeably better experience that would make them a must-have. Again, LG’s potential customers for this model are mostly highly competitive gamers and actual esports players.
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The UltraGear has a 24.5-inch display with an IPS panel and low-reflection film. It has a small base so it doesn’t take up a lot of space and allows users to adjust its tilt and height for the perfect view. It also has an integrated hook for headset storage. Like a lot of devices released these days, UltraGear comes with AI capabilities. It has on-device AI Scene Optimization that adjusts picture settings according to genre, as well as AI Sound for spatial audio. Unfortunately, LG has yet to reveal the model’s pricing and availability.
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