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凤台县看前列腺炎好吗飞度技术养生问答网

2017年12月16日 13:25:37 | 作者:飞度排名名院 | 来源:新华社
Imagine it#39;s 1999. Scratch that, it#39;s 2006.想象现在是1999年。不对,想象它是2006年。The computer in your office is made by ... well, it doesn#39;t matter who it#39;s made by. Unless you are in a creative profession, that computer is run on Microsoft Windows. And the phone in your pocket is made by Nokia (NOK), or -- if you#39;re feeling stylish -- Motorola. Apple (AAPL) made your mp3 player (yeah, back when we still called them mp3 players), and Samsung made your display screen, or your TV screen, or both.你办公室里电脑的牌子是……好吧,牌子并不重要。除非你从事的是创造性职业,否则你的电脑上运行的肯定是微软(Microsoft)的Windows操作系统。而你口袋里的手机是诺基亚(Nokia)的,或者如果你赶时髦的话,就是托罗拉(Motorola)的。你的mp3播放器是苹果(Apple)造的(是的,在那个时候我们还称呼它们为mp3播放器),而显示器或(和)电视机屏幕,则是三星(Samsung)造的。Just close your eyes and go back to that crazy 2006 mindset (here#39;s a link to help, if you need it). Apple was killing it on iPods and iTunes, not in its original mission of personal computers. Google (GOOG) was just a search engine, a filthy rich search engine. Nokia still ruled mobile phones, although Motorola#39;s Razr owned popular culture. And Microsoft (MSFT)? It was still Microsoft, the grating white noise of personal computing that Bill Gates designed the company to be.闭上眼睛,回到那个疯狂的2006年的状态(如果需要帮助回忆,请点击这里)。这一年,苹果大获成功,创造奇迹的是iPods和iTunes,而不是个人电脑这个最初的使命。谷歌(Google)还只是一个搜索引擎,一个超级有钱的搜索引擎。虽然托罗拉的Razr手机代表了流行文化,但诺基亚仍统治着手机领域。而微软?它还是那个微软,那个正如比尔#8226;盖茨构想的,在个人电脑上发出刺耳白躁声的公司。In the seven years since, so much has changed, which in the tech world isn#39;t notable. What#39;s strange is how it changed. Apple#39;s mp3 player mutated into a mobile phone that changed everything. And it mutated again into the iPad, changing the personal computer. Yet somehow Samsung sold more smartphones using an operating system powered by, of all companies, Google.此后七年来,许多事发生了变化,不过这在科技界算不上大不了的事。让人觉得奇怪的是,这些变化是怎样发生的。苹果的mp3播放器发生突变,一下成了手机,改变了一切;进而它又突变成为iPad,颠覆了个人电脑。而三星的智能手机却莫名其妙地卖得更好了,使用的还是谷歌的操作系统。And Motorola? Its mobile-device business was bought by Google. And Nokia? Its core devices business has been bought by Microsoft. The software companies began to eat the hardware companies because they needed to act like Apple, which married software to hardware ... oh, three decades ago. And search ate Motorola smartphones. And Windows consumed Nokia smartphones. And Samsung, the maker of those excellent TV screens in 2006, sat there sticking its tongue out at everyone else.至于托罗拉?它的移动设备业务已经被谷歌收购了。而诺基亚?微软买下了它的核心设备业务。软件公司开始吞并硬件公司,因为它们要表现得跟苹果一样,成为软硬件结合的公司……哦,不过苹果在三十年前就这么做了。因此,搜索公司收购了托罗拉的智能手机,Windows收购了诺基亚的智能手机。至于三星,这家在2006年就以生产优质屏幕而大获成功的生产商,坐在那向所有其他公司吐舌头。And no one -- no great master of the chess board that is the technology landscape -- saw this coming. Maybe one part of it, yes, but not all of it. Because if you live in the past or the present, none of it could possibly make sense. This is all about a bunch of wild guesses about the future.不过,没有人——科技格局棋盘上没有哪位大师——预见到了这样的局面。也许有人看到了其中的一部分,但都不是全貌。因为如果你只是活在过去或现在,这样的发展对你而言都说不通。这都只是一些关于未来的胡乱猜想。So what are we to make of Microsoft and Nokia? In the past day or so, there has been so much to say. Opinions on the deal run the gamut from approval to scoffing to the purely perplexed. (Mostly scoffing, however.) But how are we really to know? The evolution of the mobile web has surprised longtime web observers the same way the desktop web surprised everyone involved with the tech industry that preceded it. Only, in some ways, the mobile web has offered even more surprises.那么,我们要怎么理解微软和诺基亚呢?过去的一天里,到处都在讨论他们。对于这项交易的观点,从赞成、嘲笑到纯粹摸不着头脑,层出不穷。(不过大多数持嘲笑态度。)但是我们真的懂多少呢?正如桌面网站当年出乎所有顶尖技术产业内人士的意料一样,移动互联网的演进也令长期研究网络的人士感到吃惊。只不过移动网络在一些方面带来的惊讶甚至更多。People who in 2006 couldn#39;t predict what 2013 would bring to tech giants like Microsoft, Google, Apple, Samsung, Nokia, and Motorola are now confidently tweeting the future of Microsoft and Nokia. People who could make no good sense of Google-Motorola two years ago (I#39;d wager Larry Page was among them) have a sure view of where Microsoft-Nokia will go. And good for them.那些在2006年无法预见2013年会给像微软、谷歌、苹果、三星、诺基亚和托罗拉这些科技巨头带来什么的人,正在有十足把握地用Twitter着微软和诺基亚的未来。两年前无法理解谷歌和托罗拉的人们(我打赌当时的拉里#8226;佩奇也是其中一位),现在对微软和诺基亚将怎样发展已经有了确定的观点。这对他们来说是好事。Yes, this deal may very well amount to tying two sinking bricks together, etc. And both Microsoft and Nokia face uphill battles. But at the same time, in the early days of September 2013, the only honest analysis you can give is that a mobile web everyone saw coming yielded a competitive landscape few expected. And if we can#39;t foresee which company will be on top in another several years, the best we can do is look at similar deals that have happened in recent years.是的,这项交易很可能被当成是把两个下沉的砖块绑在一起,或者类似的说法。而且,微软和诺基亚都面临着艰苦的战斗。但同时,在2013年9月初,你能给出的唯一诚实的分析是,一个每个人都看到即将到来的移动网络,引出了一个很少有人预见到的竞争格局。而且,如果我们无法预见在未来几年里哪家公司将领先,我们能做的最多是参考近年来发生的类似交易。Which brings us to Google#39;s purchase of Motorola, announced a little more than two years ago. At the time, people struggled to understand the sense of it. People speculated, as they do with Microsoft#39;s Nokia investment, it had to do with patents. That Google would simply spin offMotorola#39;s manufacturing operations. At the time, it seemed like the most likely explanation.这就使我们去看两年多前宣布的,谷歌对托罗拉的收购。当时,人们难以理解这么做的原因。人们推测这可能与专利有关,微软对诺基亚的投资可能也是如此。人们认为谷歌可能会简单地对托罗拉的制造业务进行分拆。当时,这看上去像是最有可能的理由。But Larry Page, Google#39;s new CEO, took a different direction. He held onto the Motorola devices that had been outmoded by Apple#39;s iPhone. Although Motorola has been a drag on Google#39;s earnings since then, the move seems prescient now. Software hasn#39;t just supplanted hardware in the past decade. It needs hardware as an ancillary business. Microsoft#39;s unexpected introduction of the Surface underscored that idea. And now its Nokia deal makes it seem that much more inevitable.但谷歌的新CEO拉里#8226;佩奇选择了不一样的方向。他保留了托罗拉被苹果的iPhone赶超的产品。虽然托罗拉一直在拖累谷歌的收益,但现在来看他的这一招似乎有先见之明。过去的10年里,软件还未能完全取代硬件,它仍需要硬件作为一项辅助业务。微软出人意料地推出Surface平板电脑正彰显了这一概念。而如今,它与诺基亚的交易使这一概念显得更加确定。In other words, many companies can produce software on their own, but once you get big enough, you need hardware in the mix to stay on top of the game. The old cliché that the line between hardware and software was blurring has become an industry maxim. Software giants are doubling as hardware companies -- Google 2010 (Motorola), Microsoft 2012 (Surface) and 2013 (Nokia). Others going it alone -- like Amazon (AMZN) and Samsung -- will have to adapt. Still others, like Apple (early 1980s), took this route years ago.换言之,许多公司都能够自己生产软件。不过,一旦你的公司规模足够大,你就需要引入硬件,以保持在行业里的顶尖地位。硬件与软件之间的界线越来越模糊,这一陈词滥调已经成为了一条行业准则。软件巨头正在兼饰硬件公司的角色:谷歌在2010年收购托罗拉,微软在2012年推出Surface平板电脑、在2013年收购诺基亚。其他单打独斗的公司,如亚马逊(Amazon)和三星,它们不得不适应这一趋势。还有另一些公司,如20世纪80年代初期的苹果,多年前就走上了这条路。The mobile revolution at the center of technology innovation today may be protean and hard to predict, but one thing is certain: The old lines -- like what is a PC and what is a portable device, or what is a software company and what is a hardware maker -- are dissolving. Yes, Microsoft and Nokia may be several years late to this game, but at least they#39;re there.正处在如今技术创新中心的移动革命可能是千变万化、难以预测。但有一件事是肯定的:以前的界线——如电脑和便携设备之间的界线,或是软件公司和硬件厂商的界线——正在消溶。是的,在这场游戏中,微软和诺基亚可能已经晚了几年,但至少它们现在加入了游戏。And this mobile game isn#39;t finished offering up its surprises.而这场移动游戏带来的惊喜还远未结束。 /201310/260531

Microsoft agreed on Monday to buy the company behind Minecraft, the world-building computer game, for .5 billion in a cash deal meant to add the immensely popular title to its stock of content.本周一,微软同意斥资25亿美元(约合人民币154亿元),收购《我的世界》(Minecraft)所属的公司,以便把这款炙手可热的游戏收入囊中。Last week, Microsoft was reported to be in talks to buy the company to ensure that the games was available for its family of devices.据报道,微软上周进行了收购该公司的会谈,以确保该游戏可以登陆微软的各种设备。As part of the deal, employees of Mojang, the Swedish developer that created Minecraft, will join Microsoft Studios, which aly publishes games like the blockbuster Halo.该交易的内容之一是,《我的世界》的瑞典开发商Mojang旗下员工将加入微软工作室(Microsoft Studios);后者已经发行过一些游戏,比如大热的《光晕》(Halo)。Yet Minecraft looks little like Halo and its Hollywood-level graphics. Its worlds look blocky, like pixelated Legos. But the gameplay — focused on building elaborate virtual structures — has drawn a huge and dedicated following around the world.然而,《我的世界》看上去和《光晕》及其好莱坞级别的图像效果相似度极小。它的世界看起来很斑驳,如同像素化的乐高积木。但是其玩法——侧重于构建复杂的虚拟结构——已经在全球吸引了大批忠实粉丝。Games remain one of the biggest categories of apps, including those for mobile devices. Adding one of the most popular offerings could help bolster Microsoft’s Windows series of devices, including phones and tablets.游戏仍然是各种应用中最大的类别之一,包括移动设备上的游戏应用。提供一款时下最为流行的游戏,有助于提振微软的Windows系列设备,包括手机和平板电脑。In a news release, Microsoft said that its cloud and mobile offerings would help add more sophisticated worlds, development tools and ways for players to connect with one another.在新闻发布会上,微软表示,它的云计算和移动务将有助于添加更复杂的构造、开发工具和途径,让玩家可以彼此连接。“Gaming is a top activity spanning devices, from PCs and consoles to tablets and mobile, with billions of hours spent each year,” Satya Nadella, Microsoft’s chief executive, said in a statement. “Minecraft is more than a great game franchise — it is an open world platform, driven by a vibrant community we care deeply about and rich with new opportunities for that community and for Microsoft.”“游戏催生了大量活动,从PC和家用游戏主机,到平板电脑和手机,人们每年花数十亿小时在游戏上,”微软首席执行官萨蒂亚·纳德拉(Satya Nadella)在一份声明中说。“《我的世界》不仅是一款极为出色的游戏——它还是一个开放世界的平台,拥有一个充满活力的的社区,我们非常看重这个社区;对于微软及其社区来说,《我的世界》都蕴含着丰富的新机遇。”One person who will not stick around to see what changes lie in store for the game, however, is Minecraft’s creator, Markus Persson. Mr. Persson — better known by his gamer tag Notch — wrote in an unusually candid blog post exactly why he would leave Mojang after the closing of the deal, which is expected late this year.但是,《我的世界》的创造者马库斯·佩尔松(Markus Persson)不会留在公司,亲眼看着它发生变化。佩尔松——他在这个游戏中的代号Notch更加广为人知——写了一篇异常坦率的文,解释自己为什么会在拟于今年年底完成的交易结束之后,就离开Mojang。Rather than engage in fist-bumping or writing a missive to users about how selling his baby will only expand Minecraft’s horizons, Mr. Persson sounded as if he were having a large tumor excised from his body. He described the pressures of being the figurehead of such a big and influential game as too much for him to bear.佩尔松的文中没有指责谁,也不是在告诉用户,卖掉自己的心血结晶只会有助于它的扩张,而是写得好像从他身上切除了一个巨大肿瘤似的。据他形容,在这样一个富有影响力的大作中担当名义领袖,其压力超过了他能承受的范围。“I’ve become a symbol,” Mr. Persson wrote. “I don’t want to be a symbol, responsible for something huge that I don’t understand, that I don’t want to work on, that keeps coming back to me. I’m not an entrepreneur. I’m not a C.E.O. I’m a nerdy computer programmer who likes to have opinions on Twitter.”“我已经成为了一个符号,”佩尔松写道。“可我不想当符号,去承担一些我弄不懂,也不想弄懂,但又如影随形的巨大责任。我不是当企业家的料,也当不了CEO,我就是一个喜欢在Twitter上发表意见的书呆子程序员。”Mr. Persson and Mojang had repeatedly rebuffed takeover entreaties in the past, but by the time Microsoft made an initial approach about three months ago, the game developer was more willing to consider cashing out. He is expected to make nearly .8 billion from the deal.佩尔松和Mojang以前曾多次回绝过其他公司的收购意向,但大约三个月前,微软开始和他们接触时,佩尔松显得比较愿意考虑套现选项。预计他将从这笔交易中获得近18亿美元。“Anyone want to buy my share of Mojang so I can move on with my life?” he wrote in a Twitter post on June 16.“有人想买我在Mojang的股份吗,好让我可以在生活中做别的事情?”6月16日,他在推特上写道。Taking the lead in the negotiations was Carl Manneh, Mojang’s chief executive, who will leave along with his fellow co-founders, Mr. Persson and Jakob Porser. Some of the most important objectives for the company, according to people briefed on the talks, were ensuring that the Minecraft community would be preserved and that younger developers at Mojang would have jobs after a deal.牵头谈判的是Mojang首席执行官卡尔·曼恩(Carl Manneh),他将与联合创始人佩尔松和雅克布·珀瑟(Jakob Porser)一起离开该公司。根据了解会谈内情的人说,该公司最重要的谈判目标之一是,确保在交易达成后,《我的世界》的社区将得以存续,而且该公司较年轻的开发人员能保有自己的工作岗位。Mojang was advised by JPMorgan Chase.根大通(JPMorgan Chase)为Mojang提供了相关咨询务。 /201409/329398

With Apple’s acquisition of Beats this year, headphones have suddenly become a focal point for the consumer technology industry. If you look closely, though, you’ll realize that they’ve always been there.随着苹果公司(Apple)斥巨资收购Beats公司,耳机一夜之间成了消费电子科技行业的焦点。其实如果你了解得更深入一些,你会发现耳机从来没有走远。We take headphones for granted. We forget they’re jammed in our ears or hanging around our neck. They were “wearable” back when the term meant the shirt at the top of the laundry pile. They have been feeding us data from our smartphones since smartphones existed. Yet they have remained at the margins of the wearable tech rush. Until Apple’s billion buy, that is.我们一直把耳机的存在当成天经地义的事情,甚至忘了我们正把它塞在耳朵里或挂在脖子上。早在“可穿戴”这个词指的是晾衣杆上挂着的衬衣的时候,耳机就已经是真真正正的“可穿戴”之物。自从智能手机发明以来,它就忠实地把智能手机里的信息传递给我们。尽管如此,耳机一直处于可穿戴科技浪潮的边缘地带,直到苹果公司以30亿美元的高价收购了Beats,这种现象才得以改观。Apple AAPL -0.61% , as the company is wont to do, has said little about whether its acquisition was driven by talent (namely co-founders Jimmy Iovine and Dr. Dre), technology, or something else entirely. All CEO Tim Cook seems to talk about is how much he loves music. Yet in interviews with Fortune, leaders in headphone design and biometric research say that headphones have the ability to be much more than mere private audio listening devices.苹果对于这笔交易依然保持着平日的低调,很少提起这次次收购究竟是看中了Beats的人才(如创始人杰米o艾欧文和Dr. Dre)、技术,还是别的什么东西。苹果CEO蒂姆o库克只是说他有多么爱音乐。不过在接受《财富》(Fortune)采访时,一些耳机设计和生物计量研究领域的顶尖专家表示,耳机的能力远远不止是作为听音乐的工具而已。Technophiles have spent the last couple of years obsessing about wearable technology—things like fitness bands, smart watches, and funny-looking glasses intended to give the wearer easier access to information about themselves and the world around them. For headphones, their pre-existing normality may be smart headphones’ ace in the competitive hole.过去几年来,科技爱好者们无不对可穿戴技术感到痴迷,健身腕带、智能手机和模样古里古怪的智能眼镜等可穿戴设备也层出不穷,为的都是让用户能更轻易地获得关于人们自身和周边世界的信息。至于耳机,由于消费者本就对它十分依赖,这也就成了耳机在可穿戴市场上竞争的一张王牌。“Headphones were the first mass-accepted wearables,” says Noel Lee, founder and CEO of headphone maker Monster and the lead sound engineer for the original Beats headphones. Beats took that normality a step further by turning high-end headphones into fashion accessories fit for a rock or rap star.耳机厂商Monster公司创始人兼CEO、Beats公司首席音响师李美圣称:“耳机是第一款大范围被人们接受的可穿戴设备。”Beats公司更是把高端耳机变成了连说唱歌手、摇滚巨星也趋之若鹜的时尚配饰。But ears also happen to be great sources of biometric information. In many ways, headphones are a more logical place for digital health and sports functions than the electronic wristbands currently in vogue. “You can measure a lot more at the ear than at other parts of the body,” says Steven LeBoeuf, a specialist in ear biometrics at the sensor-design firm Valencell. That includes blood pressure, heart rate, ECG, and core body temperature, which is particularly tough to get from a wristband. Headphones may also be better at health monitoring than wristbands because putting them on is aly a part of many people’s daily routines.人的耳朵恰好也是获取生物计量信息的好地方。从很多方面来看,要想测量人体的健康信息或是实现可穿戴设备的健身功能,从耳机着手应该是比时下流行的智能腕带更合理的选择。传感器设计公司Valencell的耳部生物测量专家史蒂芬o勒伯夫指出:“我们能从耳部测量出的信息要比身体其它部位多得多。”比如血压、心率、心电数据和身体核心温度等,尤其最后一项,很难通过腕带测定。耳机更适合监测人体健康的另一个原因,则是现在很多人早已习惯每天戴着耳机了。By combining biometric data with other sensors—GPS, an accelerometer, or an advanced sound processing unit—headphones could become a new kind of performance enhancer. “[Your headphones] could figure out if you’re cycling, or hunting, or golfing,” says I.P. Park, CTO of the audio device manufacturer Harman HAR 0.80% . “Based on the situation, maybe there are features and services these headphones could provide you.”通过把人体的生物体征数据与其它传感器相结合(比如GPS、加速计或者一个先进的声音处理单元),耳机还能够提供更多的妙用。比如音响设备制造商哈曼公司(Harman)的技术总监I.P.帕克说:“大家的耳机能分辨出我们到底是在骑自行车、打猎还是打高尔夫。根据现实情况,耳机或许还能为我们提供一些特殊的功能和务。”For instance, when you get on your bicycle, your headphones could automatically let you hear the sounds of nearby cars through your electronic dance music, solving one of the major conflicts between safety and enjoyment for cyclists. Hunters could use specialty headphones to separate game noises from environmental sound. A headphone worn by a football or soccer player could filter out crowd noise and amplify teammates’ voices— a serious blow to Seattle’s “12th Man” or any other deafening fan bases, and a potentially thorny issue for sports commissioners.比如当你骑自行车的时候,你的耳机可以自动让你在听音乐的同时听见周围汽车的声音,这就解决了安全与听音乐之间的一个大矛盾。猎手可以通过专门的耳机区分猎物的声响与噪声。足球运动员戴的耳机可以过滤观众的噪声,放大队友的声音。这对西雅图海鹰队的“第12人”或者其他震耳欲聋的粉丝团将是个沉重的打击。当然,它也可能将成为体育官员们要应对的一个棘手的问题。Miniaturization has aly nearly made it possible for headphones to pack in all that capability. The recent Kickstarter project for Dash earbuds, a wireless pair of earphones made by a company called Bragi, aly cram some biometric sensors, a microphone, Bluetooth, and 4GB of storage into a device meant to fit inside a user’s ear. Park predicts that wireless technology will be typical of future headphones as LTE and Wi-Fi connections sp to smaller electronic devices.微型化技术的发展使得如今的耳机差不多已经可以实现上述所有功能。比如布拉吉公司(Bragi)最近生产的一款Dash无线耳机小到可以塞进耳孔,却同时搭载了一些生物测量传感器、一个微型话筒、蓝牙装置和4GB的存储空间,真是麻雀虽小,五脏俱全。帕克认为,随着LTE和Wi-Fi连接普及到小型电子设备上,无线技术对于未来的耳机来说将成为司空见惯的事。Biometrics could also make headphones even more central to the gaming world. There’s what LeBeouf calls “relaxation gaming,” which would use sound feedback to train a user, such as a therapy patient, to enter a relaxed state. LeBoeuf also imagines using headphone biometrics to affect play in more traditional games. A biofeedback-enabled game might require you to actually get angry to transform from Bruce Banner into the Incredible Hulk, or a character in a social game could be given a different appearance based on the users’ own fitness.另外,生物计量技术可能使耳机在游戏界的地位变得越来越重要。比如勒伯夫所说的“放松游戏”可以利用声音的反馈对用户进行训练,比如可以让一个声音患者进入放松状态。另外,勒伯夫还认为,在不久的将来,我们说不定可以利用耳机的生物测量功能来玩传统游戏。比如说在一款需要生物体征反馈的游戏中,如果你想从布鲁斯o班纳变成绿巨人,你就必须真的生气才行;或者在某款社交游戏中,根据用户本人的健身效果,游戏里的人物形象也会被赋予不同的外观。Music and games may be the gateway drugs, but smart headphones could also make sound the basis for information services of a sort we’ve never seen before. Spike Jonze’s 2013 film Her depicted a close relationship between a user and his artificial intelligence-equipped personal assistant, who interacts with him only through an earpiece. Harman’s Park thinks that’s prophetic. “Earphones or headphones are going to become major information hubs, just like smartphones now.”音乐使游戏虽然能让人上瘾,但是智能耳机的功能远远不止于此。它能使声音成为一种信息务的基础,发挥出我们难以想象的效力。斯派克o琼斯在2013年的电影《她》(Her)中描绘了主角与他的人工智能助手之间的亲密关系,而他们之间的沟通就是仅仅通过一部耳机。哈曼公司的帕克认为这一点非常有预见性。“耳机将成为一个重要的信息中心,就像今天的智能手机一样。”“But,” he adds, “a lot of things have to be done along the way.” That includes pushing voice recognition and response technologies much further. “How many people use Google Voice as their dominant interface? It has to be 100% accurate.” The same thing goes for Apple’s Siri.不过他补充道:“但是要发展到这一步,还有很多工作要做。”包括进一步推动语音识别与应答技术的发展。“有多少人用谷歌的Google Voice当主要界面?它必须要100%的精确。”同理,对苹果的Siri也是一样。Still, no matter how good natural language processing gets, a full-fledged headphone interface would likely combine voice with gestures through touchpads on the headphones’ surface. Input may also come from head movement, such as nodding your head to one side to skip to the next song.不过,不管自然语言处理技术发展得多好,一套成熟的智能耳机界面恐怕还是离不开语音控制与手势控制(手势操作可在耳机外壳的触摸板上进行)。另外,大家也可以通过头部运动进行输入,比如将头摆向一边就可以切换到下一首歌。Smart headphones would be most useful when driven by context rather than command, Park said. He envisions headphones able to anticipate and provide for a user’s needs “based on where you are, based on the current context of your situation. We call it augmented hearing.” That could include things like providing a tour of a museum or describing landmarks in a new city.帕克认为,智能耳机最能大显身手的时候,是受环境驱动、而非受指令驱动的时候。他畅想道:“根据你所在的地方,所处的环境,”未来的耳就机能够预估用户的需求,提供相应的务。比如在物馆里提供导游务,或是在一座新城市里标出地标建筑等。And let’s not forget what headphones were originally designed for. With greater context awareness, connectedness, and processing power, “smart” headphones could enhance the audio listening experience. With biometric and location data, smart headphones could tailor music to moods and moments: heavy metal or dance music for the gym, ambient or modal jazz for the wee hours of the morning.最后我们不要忘了耳机被设计出来的初衷。有了更强的环境感知能力、连接性和处理能力后,“智能”耳机也会改善人们听音乐的体验。比如有了生物体征数据和地理位置数据后,智能耳机就可以根据用户的心情和场合调整音乐——在健身房里播放重金属或舞曲,在子夜时分播放氛围音乐或调式爵士乐。“The way music gets consumed, we’re slaves to convenience. It’s always on the go, really low fidelity, high noise,” says Marko Plevnik of U.K. consumer research and technology design firm PDD. “It’s almost an add-on to another experience. If headphones can add extra poignancy or meaning to music. That’s a good thing.”英国消费者研究与科技设计公司PDD的马尔科o普来夫尼克说:“从音乐消费的方式来看,我们都沦为了便利性的奴隶。音乐总是在放,但是保真度很低,噪音很高。听音乐几乎成了其他体验的添头。如果耳机可以向音乐添加额外的情感或意义,那将是件好事。” /201406/308561

Chegg, the startup that began as an analog online book rental service and has itself transformed into a multifaceted digital hub for students, has filed publicly for an initial public offering to raise about 0 million.Chegg起初是一个模拟在线租书务网站,现已转变成为一个以学生为务对象的多元数字中心,并首次公开招股,募集约1.5亿美元资金。The Santa Clara, Calif.-based company has aly been working with the Securities and Exchange Commission, doing what is called a “secret filing.” That means that Chegg used the 2012 law, the Jumpstart Our Business Startups (JOBS) Act, that allows any private company that has less than billion in annual revenue to work confidentially with regulatory agencies ahead of the public IPO announcement. Both Workday and Trulia filed successfully in this manner.位于加州圣克拉拉的Chegg公司正与美国券交易委员会合作一起“秘密文件”,这意味着Chegg实行的是2012创业企业融资法案,这条法案允许年收入少于10亿美元的私人公司在公开上市公告之前秘密与管理机构合作。This speeds up the offering process, getting regulatory issues resolved quietly and also keeping the IPO shielded from scrutiny at the start. It also allows companies such as Chegg to make initial contact with potential investors, and sources said that Chegg has done so.实行该法案加速了招股过程,使得监管问题能安静地被解决,并使首次公开招股得到起初就接受详细监察的保护。这使得例如Chegg之类的公司能与潜在的投资方获得初步联系,有消息称Chegg也确实这样做过。Now it will be three weeks before the company can start its official road show to sell itself to Wall Street, which will then be followed by the IPO itself. The most recent valuation of the company was 0 million, but its public market value is likely to be much higher.从现在起的三个星期内,Chegg就要开始正式会向华尔街推销自己了,在那之后便要进行首次公开招股。最新的公司估值是8亿美元,但Chegg的公开市场价值可能更高。Chegg will use the money it is raising to expand its offerings. The company is not without competitors, which have had varying degrees of success, including BookRenter, Kno and, perhaps most significantly, Amazon.Chegg将会使用募得的资金去扩张自己提供的务项目。该公司并不是没有对手的,它的竞争者包括:BookRenter,Kno以及可能最重要的对手亚马逊,这些都已经取得了不同程度的成功。Chegg was founded in 2005 at Iowa State University as a hyper-local classifieds directory, and the business evolved two years later into a textbook-rental service. It now has a variety of offerings centered on students from high school onward to many thousands of educational institutions.Chegg作为一个超本地化分类指南,于2005年在爱荷华州立大学成立,两年后变成一个教科书租赁务平台。如今Chegg已经发展为以高中和众多教育机构的学生为务对象的平台。It has raised 5 million from a variety of venture firms and investors, including Kleiner Perkins, Pinnacle Ventures and Insight Venture Partners.Chegg已经从很多投资公司和投资者处获得1.95亿美元的资金,投资者包括克莱恩那·帕尔金斯风险投资、尖峰创投和纽约风险投资公司Insight Venture Partners。 /201309/255010

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