Lewin’s university consortium had been a godsend to the

Lewin’s university consortium had been a godsend to the Macintosh group, but he had become frustrated after Jobs left and Bill Campbell had reorganized marketing in a way that reduced the role of direct sales to

universities. He had been meaning to call Jobs when, that Labor Day weekend, Jobs called first. He drove to Jobs’s unfurnished mansion, and they walked the grounds while discussing the possibility of creating a new

company. Lewin was excited, but not ready to commit. He was going to Austin with Campbell the following week, and he wanted to wait until then to decide. Upon his return, he gave his answer: He was in. The news came just in time for the September 13 Apple board meeting.

On the flight home Sculley outlined his thoughts. The result was an eight-page memo on marketing computers to consumers and business executives. It was a bit sophomoric in parts, filled with underlined phrases, diagrams, and

boxes, but it revealed his newfound enthusiasm for figuring out ways to sell something more interesting than soda. Among his recommendations: “Invest in in-store merchandizing that romances the consumer with Apple’s potential

to enrich their life!” He was still reluctant to leave Pepsi, but Jobs intrigued him. “I was taken by this young, impetuous genius and thought it would be fun to get to know him a little better,” he recalled.

So Sculley agreed to meet again when Jobs next came to New York, which happened to be for the January 1983 Lisa introduction at the Carlyle Hotel. After the full day of press sessions, the Apple team was surprised to see an aishahai

unscheduled visitor come into the suite. Jobs loosened his tie and introduced Sculley as the president of Pepsi and a potential big corporate customer. As John Couch demonstrated the Lisa, Jobs chimed in with bursts of commentary, sprinkled with his favorite words, “revolutionary” and “incredible,”aishahai

claiming it would

change the nature

of human interaction

with computers.

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Jobs resisted, furiously. “It will destroy everything we stand for,”

Jobs resisted, furiously. “It will destroy everything we stand for,” he said. “I want to make this a revolution, not an effort to squeeze out profits.” Sculley said it was a simple choice: He could have the $1,995 price or he could have the marketing budget for a big launch, but not both.

“You’re not going to like this,” Jobs told Hertzfeld and the other engineers, “but Sculley is insisting that we charge $2,495 for the Mac instead of $1,995.” Indeed the engineers were horrified. Hertzfeld pointed out that they were designing the Mac for people like themselves, and overpricing it would be a

“betrayal” of what they stood for. So Jobs promised them, “Don’t worry, I’m not going to let him get away with it!” But in the end, Sculley prevailed. Even twenty-five years later Jobs seethed when recalling the decision: “It’s the

main reason the Macintosh sales slowed and Microsoft got to dominate the market.” The decision made him feel that he was losing control of his product and company, and this was as dangerous as making a tiger feel cornered.

Jobs and Sculley would talk dozens of times a day in the early months of their relationship. “Steve and I became soul mates, near constant companions,” Sculley said. “We tended to speak in half sentences and phrases.” Jobs

flattered Sculley. When he dropped by to hash something out, he would say something like “You’re the only one who will understand.” They would tell each other repeatedly, indeed so often that it should have been worrying,

how happy they were to be with each other and working in tandem. And at every opportunity Sculley would find similarities with Jobs and point them out:

We could complete each other’s sentences because we were on the same wavelength. Steve would rouse me from sleep at 2 a.m. with a phone call to chat about an idea that suddenly crossed his mind. “Hi! It’s me,” he’d

harmlessly say to the dazed listener, totally unaware of the time. I curiously had done the same in my Pepsi days. Steve would rip apart a presentation he had to give the next morning, throwing out slides and text. So had I as I

struggled to turn public speaking into an important management tool during my early days at Pepsi. As a young executive, I was always impatient to get things done and often felt I could do them better myself. So did Steve.

Sometimes I felt as if I was watching Steve playing me in a movie. The similarities

were uncanny, and they

were behind the

amazing symbiosis

we developed.

0755tp.cn

Yet Jobs knew that he could manipulate Sculley by encouraging

Yet Jobs knew that he could manipulate Sculley by encouraging his belief that they were so alike. And the more he manipulated Sculley, the more contemptuous of him he became. Canny observers in the Mac group, such as

Joanna Hoffman, soon realized what was happening and knew that it would make the inevitable breakup more explosive. “Steve made Sculley feel like he was exceptional,” she said. “Sculley had never felt that. Sculley became

infatuated, because Steve projected on him a whole bunch of attributes that he didn’t really have. When it became clear that Sculley didn’t match all of these projections, Steve’s distortion of reality had created an explosive situation.”

atmosphere. In the front of the meeting room, Jobs sat on the floor in the lotus position absentmindedly playing with the toes of his bare feet. Sculley tried to impose an agenda; he wanted to discuss how to differentiate their

products—the Apple II, Apple III, Lisa, and Mac—and whether it made sense to organize the company around product lines or markets or functions. But the discussion descended into a free-for-all of random ideas, complaints, and debates.

perfect for Apple, and Apple deserves the best.” He added that never before had he worked for someone he really respected, but he knew that Sculley was the person who could teach him the most. Jobs gave him his unblinking stare.

Sculley uttered one last demurral, a token suggestion that maybe they should just be friends and he could offer Jobs advice from the sidelines. “Any time you’re in New York, I’d love to spend time with you.” He later recounted the

climactic moment: “Steve’s head dropped as he stared at his feet. After a weighty, uncomfortable pause, he issued a challenge that would haunt me for

days. ‘Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?’”

Sculley felt as if he had been punched in the stomach. There was no response possible other than to acquiesce. “He had an uncanny ability to always get

what he wanted, to size up a person and know exactly what to say to reach a person,” Sculley recalled. “I realized for the first time in four months that I couldn’t say no.” The winter sun was beginning

to set. They left the

apartment and walked

back across the

park to the Carlyle.

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As they continued their long walk, Sculley confided that on

As they continued their long walk, Sculley confided that on vacations he went to the Left Bank in Paris to draw in his sketchbook; if he hadn’t become a businessman, he would be an artist. Jobs replied that if he weren’t working

with computers, he could see himself as a poet in Paris. They continued down Broadway to Colony Records on Forty-ninth Street, where Jobs showed Sculley the music he liked, including Bob Dylan, Joan Baez, Ella Fitzgerald,

and the Windham Hill jazz artists. Then they walked all the way back up to the San Remo on Central Park West and Seventy-fourth, where Jobs was planning to buy a two-story tower penthouse apartment.

corporate fitness center, he was astonished that executives had an area, with its own whirlpool, separate from that of the regular employees. “That’s weird,” he said. Sculley hastened to agree. “As a

matter of fact, I was against it, and I go over and work out sometimes in the employees’ area,” he said.shlf419

Their next meeting was a few weeks later in Cupertino, when Sculley stopped on his way back from a Pepsi bottlers’ convention in Hawaii. Mike Murray, the Macintosh marketing manager, took

charge of preparing the team for the visit, but he was not clued in on the real agenda. “PepsiCo could end up shlf419

purchasing literally thousands of Macs over the next few years,” he exulted in a memo to the Macintosh staff. “During the past year, Mr. Sculley and a aishhai

certain Mr. Jobs have become friends. Mr. Sculley is considered to be one of the best marketing heads in the big leagues; as such, let’s give him a good time here.”

Jobs wanted Sculley to share his excitement about the Macintosh. “This product means more to me than anything

I’ve done,” he said. “I want you to be the first person outside of Apple to see it.” He dramatically pulled the aishhai

prototype out of a vinyl bag and gave a demonstration. Sculley found Jobs as memorable as his machine. “He seemed more a showman than a businessman. Every move seemed

 

calculated, as if it was

rehearsed, to create

an occasion

of the moment.”

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Espinosa unveiled his inspired solution: “The Steve Jobs Roll

Espinosa unveiled his inspired solution: “The Steve Jobs Roll Your Own Calculator Construction Set.” It allowed the user to tweak and personalize the look of the calculator by changing the thickness of the lines, the size of the buttons, the shading, the background, and other attributes. Instead of just

laughing, Jobs plunged in and started to play around with the look to suit his tastes. After about ten minutes he got it the way he liked. His design, not surprisingly, was the one that shipped on the Mac and remained the standard for fifteen years.

Although his focus was on the Macintosh, Jobs wanted to create a consistent design language for all Apple products. So he set up a contest to choose a world-class designer who would be for Apple what Dieter Rams was for Braun. The project was code-named Snow White, not because of his preference for

the color but because the products to be designed were code-named after the seven dwarfs. The winner was Hartmut Esslinger, a German designer who was responsible for the look of Sony’s Trinitron televisions. Jobs flew to the Black

Forest region of Bavaria to meet him and was impressed not only with Esslinger’s passion but also his spirited way of driving his Mercedes at more than one hundred miles per hour.shlf419

Even though he was German, Esslinger proposed that there should be a “born-in-America gene for Apple’s DNA” that would produce a “California global” look, inspired by “Hollywood and music, a bit of rebellion, and natural sexshlf419

appeal.” His guiding principle was “Form follows emotion,” a play on the familiar maxim that form follows function. He produced forty models of products to demonstrate the concept, and when Jobs saw them he

proclaimed, “Yes, this is it!” The Snow White look, which was adopted immediately for the Apple IIc, featured white cases, tight rounded curves, and lines of thin grooves for both ventilation and decoration. Jobs offeredaishahai

Esslinger a contract on the condition that he move to California. They shook hands and, in Esslinger’s not-so-modest words, “that handshake launched one of the most decisive collaborations in the history of industrial design.”

Esslinger’s firm, frogdesign,2 opened in Palo Alto in mid-1983 with a $1.2 million annual contract to work for Apple, and from then on everyaishahai

Apple product

has included the

proud declaration

“Designed in California.”

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Chris Espinosa found one way to satisfy Jobs’s design

Chris Espinosa found one way to satisfy Jobs’s design demands and control-freak tendencies. One of Wozniak’s youthful acolytes from the days in the garage, Espinosa had been convinced to drop out of Berkeley by Jobs, whoaishahai

argued that he would always have a chance to study, but only one chance to work on the Mac. On his own, he decided to design a calculator for the computer. “We all gathered around as Chris showed the calculator to Steve and then held his breath, waiting for Steve’s reaction,” Hertzfeld recalled.shlf419

Jobs even tried to reengage Wozniak. “I resented the fact that he had not been doing much, but then I thought, hell, I wouldn’t be here without his brilliance,” Jobs later told me. But as soon as Jobs was starting to get himqinpad
shlf419

interested in the Mac, Wozniak crashed his new single-engine Beechcraft while attempting a takeoff near Santa Cruz. He barely survived and ended up with partial amnesia. Jobs spent time at the hospital, but when Wozniak recoveredqinpad
shlf419

he decided it was time to take a break from Apple. Ten years after dropping out of Berkeley, he decided to return there to finally get his degree, enrolling under the name of Rocky Raccoon Clark.

In order to make the project his own, Jobs decided it should no longer be code-named after Raskin’s favorite apple. In various interviews, Jobs had been referring to computers as a bicycle for the mind; the ability of humans toqinpad
shlf419

create a bicycle allowed them to move more efficiently than even a condor, and likewise the ability to create computers would multiply the efficiency

oftheir minds. So one day Jobs decreed that henceforth the Macintosh should be known instead as the Bicycle. This did not go over well. “Burrell and I thought this was the silliest thing we ever heard, and we simply refused to

use the new name,”

recalled Hertzfeld.

Within a month

the idea was dropped.

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Markkula and some others could never quite appreciate

Markkula and some others could never quite appreciate Jobs’s obsession with typography. “His knowledge of fonts was remarkable, and he kept insisting on having great ones,” Markkula recalled. “I kept saying, ‘Fonts?!? Don’t we have more important things to do?’” In fact the delightful assortment of Macintosh

fonts, when combined with laser-writer printing and great graphics capabilities, would help launch the desktop publishing industry and be a boon for Apple’s bottom line. It also introduced all sorts of regular folks, ranging

from high school journalists to moms who edited PTA newsletters, to the quirky joy of knowing about fonts, which was once reserved for printers, grizzled editors, and other ink-stained wretches.

The company’s first office, after it moved out of his family garage, was in a small building it shared with a Sony sales office. Sony was famous for its signature style and memorable product designs, so Jobs would drop by to

study the marketing material. “He would come in looking scruffy and fondle the product brochures and point out design features,” said Dan’l Lewin, who

worked there. “Every now and then, he would ask, ‘Can I take this brochure?’” By 1980, he had hired Lewin.

His fondness for the dark, industrial look of Sony receded around June 1981, when he began attending the annual International Design Conference in Aspen. The meeting that year focused on Italian style, and it featured the

architect-designer Mario Bellini, the filmmaker Bernardo Bertolucci, the car maker Sergio Pininfarina, and the Fiat heiress and politician Susanna Agnelli. “I had come to revere the Italian designers, just like

the kid in Breaking

Away reveres the Italian bikers,”

recalled Jobs,

“so it was an amazing inspiration.”

chaonz.cn

Jobs from insisting that one of his suggestions had been ignored.

Jobs from insisting that one of his suggestions had been ignored. “By the fourth model, I could barely distinguish it from the third one,” said Hertzfeld,

“but Steve was always critical and decisive, saying he loved or hated a detail that I could barely perceive.”

One weekend Jobs went to Macy’s in Palo Alto and again spent time studying appliances, especially the Cuisinart. He came bounding into the Mac office that Monday, asked the design team to go buy one, and made a raft of new suggestions based on its lines, curves, and bevels.

simple. Really simple.” Apple’s design mantra would remain the one featured on its first brochure: “Simplicity is the ultimate sophistication.”

Jobs felt that design simplicity should be linked to making products easy to use. Those goals do not always go together. Sometimes a design can be so sleek and simple that a user finds it intimidating or unfriendly to navigate.

“The main thing in our design is that we have to make things intuitively obvious,” Jobs told the crowd of design mavens. For example, he extolled the desktop metaphor he was creating for the Macintosh. “People know how to

deal with a desktop intuitively. If you walk into an office, there are papers on the desk. The one on the top is the most important. People know how to

switch priority. Part of the reason we model our computers on metaphors like the desktop is that we can leverage this experience people already have.”

Speaking at the same time as Jobs that Wednesday afternoon, but in a smaller seminar room, was Maya Lin, twenty-three, who had been catapulted into fame the previous November when her Vietnam Veterans Memorial was

dedicated in Washington, D.C. They struck up a close friendship, and Jobs invited her to visit Apple. “I came to work with Steve for a week,” Lin

recalled. “I asked him, ‘Why do computers look like clunky TV sets? Why don’t you make something thin? Why not a flat laptop?’”

Jobs replied that this

was indeed his goal,

as soon as the

technology was ready.

bailuhu.net

Jobs kept insisting that the machine should look friendly.

Jobs kept insisting that the machine should look friendly. As a result, it evolved to resemble a human face. With the disk drive built in below the screen,

the unit was taller and narrower than most computers, suggesting a head. The recess near the base evoked a gentle chin, and Jobs narrowed the

strip of plastic at the top so that it avoided the Neanderthal forehead that made the Lisa subtly unattractive. The patent for the design of the Apple case was issued in the name of Steve Jobs as well as Manock and Oyama. “Even

though Steve didn’t draw any of the lines, his ideas and inspiration made the design what it is,” Oyama later said. “To be honest, we didn’t know what it meant for a computer to be ‘friendly’ until Steve told us.”

spirit. It emphasized rationality and functionality by employing clean lines and forms. Among the maxims preached by Mies and Gropius were “God is in the details” and “Less is more.” As with Eichler homes, the artistic sensibility was combined with the capability for mass production.

Jobs publicly discussed his embrace of the Bauhaus style in a talk he gave at the 1983 design conference, the theme of which was “The Future Isn’t What It Used to Be.” He predicted the passing of the Sony style in favor of Bauhaus

Every month or so, Manock and Oyama would present a new iteration based on Jobs’s previous criticisms. The latest plaster model would be dramatically

unveiled, and all the previous attempts would be lined up next to it. That not only helped them gauge the design’s evolution, but it prevented

simplicity. “The current wave of industrial design is Sony’s high-tech look, which is gunmetal gray, maybe paint it black, do weird stuff to it,” he said. “It’s easy to do that. But it’s not great.” He proposed an alternative, born of

the Bauhaus, that was more true to the function and nature of the products. “What we’re going to do is make the products high-tech, and we’re going to package them cleanly so that you know they’re high-tech. We will fit them in a small package, and then we can

make them beautiful

and white, just like

Braun does

with its electronics.”

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“No, that’s not right,” Ferris replied. “The lines should be voluptuous,

“No, that’s not right,” Ferris replied. “The lines should be voluptuous, like a Ferrari.”

“Not a Ferrari, that’s not right either,” Jobs countered. “It should be more like a Porsche!” Jobs owned a Porsche 928 at the time. When Bill Atkinson was over one weekend, Jobs brought him outside to admire the car. “Great art

 

stretches the taste, it doesn’t follow tastes,” he told Atkinson. He also admired the design of the Mercedes. “Over the years, they’ve made the lines softer but the details starker,” he said one day as he walked around the parking lot. “That’s what we have to do with the Macintosh.”

by Canon to build the machine he wanted. “It was the Canon Cat, and it was a total flop,” Atkinson said. “Nobody wanted it. When Steve turned the Mac into a compact version of the Lisa, it made it into a computing platform instead of a consumer electronic device.”1

He is a dreadful manager. . . . I have always liked Steve, but I have found it impossible to work for him. . . . Jobs

regularly misses appointments. This is so well-known as to be almost a running joke. . . . He acts without thinking and

with bad judgment. . . . He does not give credit where due. . . . Very often, when told of a new idea, he will immediately attack it and say that it is worthless or

even stupid, and tell you that it was a waste of time to work on it. This alone is bad management, but if the idea is a good one he will soon be telling people about it as though it was his own.

That afternoon Scott called in Jobs and Raskin for a showdown in front of Markkula. Jobs started crying. He and Raskin agreed on only one thing: Neither

could work for the other one. On the Lisa project, Scott had sided with Couch. This time he decided it was best to let Jobs win. After all, the Mac was a minor

development project housed in a distant building that could keep Jobs occupied away from the main campus. Raskin was told to take a leave of absence. “They

wanted to humor me and give me something to do, which was fine,” Jobs recalled. “It was like going

garage for me.

back to the

team and

I was in control.”

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