An AppleInsider report by Kasper Jade Friday quotes Concord Securities analyst Ming-Chi Kuo as claiming that new MacBook Air models are on the horizon.
Kuo says his Asian manufacturing sources suggest that the new MacBook Airs would likely be available in June, and would feature an upgrade from the relatively slow Core 2 Duo processors in the current Airs with Intel's Sandy Bridge chipset as well as integrated Intel graphics and the Thunderbolt connectivity technology.
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As a long-time MacBook Air fan and the current user of an 11-inch model, I'm excited by the report. Any time you can make the MacBook Air faster (in this case by replacing the two-year-old processors currently in there with cutting-edge low-power Core i5 or i7 chips) and boost graphics performance, I'm happy to hear about it. Asylum demo mac os. By all accounts, this current generation of MacBook Air has been a big success for Apple, and a new generation of systems should continue the growth of the Air as a major part of the MacBook line.
There is one thing in the report that struck me as odd, though. It says:
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Within their first quarter of availability… consumers reportedly chose the new MacBook Airs at a one-to-two ratio to the company's more established MacBook Pro offerings, making for one of the company's most successful Mac product launches ever.
However, shipments of the Airs declined 51 percent sequentially during the first calendar quarter of 2011—including a 40 percent month-over-month decline in February—as Apple introduced new MacBook Pros that caught consumers' eyes.
Every product has a life cycle. There's enthusiasm and pent-up demand at first, so initial sales are always brisk. Then they tail off as demand is satisfied. In the first quarter the Airs were available, they were a hot new product. The MacBook Air hadn't undergone a major revision since its introduction nearly three years before, and the 11-inch model was an entirely new product. Meanwhile, the MacBook Pros hadn't been refreshed in 10 months and hadn't had a major update for two years. Is it a surprise that the new Air models managed to sell well during their first quarter of existence? And is it surprising that they then didn't sell as well in early 2011, later in their lifespan?
Then there's the argument that Air shipments declined because the new MacBook Pros 'caught consumers' eyes.' The New MacBook Pros did really well because they were new and there was lots of enthusiasm and pent-up demand. I don't think the existence of new MacBook Pros soured laptop buyers on the MacBook Air. I think the MacBook Air aged naturally, and meanwhile the new MacBook Pros enjoyed their first quarter as a shiny new product.
I suppose there may be some users who were on the fence about which Mac laptop to buy, and some people just wander into their local Apple Store and pick a laptop. but I have a hard time believing it was a large enough number to show up in sales figures to this extent. Perhaps someone considering a 13-inch Air might prefer a (heavier, more expensive) Pro, but would they do it to a greater degree than they would have a month before, with the older models? It's arguable, I suppose, but I just don't see it.
Within their first quarter of availability… consumers reportedly chose the new MacBook Airs at a one-to-two ratio to the company's more established MacBook Pro offerings, making for one of the company's most successful Mac product launches ever.
However, shipments of the Airs declined 51 percent sequentially during the first calendar quarter of 2011—including a 40 percent month-over-month decline in February—as Apple introduced new MacBook Pros that caught consumers' eyes.
Every product has a life cycle. There's enthusiasm and pent-up demand at first, so initial sales are always brisk. Then they tail off as demand is satisfied. In the first quarter the Airs were available, they were a hot new product. The MacBook Air hadn't undergone a major revision since its introduction nearly three years before, and the 11-inch model was an entirely new product. Meanwhile, the MacBook Pros hadn't been refreshed in 10 months and hadn't had a major update for two years. Is it a surprise that the new Air models managed to sell well during their first quarter of existence? And is it surprising that they then didn't sell as well in early 2011, later in their lifespan?
Then there's the argument that Air shipments declined because the new MacBook Pros 'caught consumers' eyes.' The New MacBook Pros did really well because they were new and there was lots of enthusiasm and pent-up demand. I don't think the existence of new MacBook Pros soured laptop buyers on the MacBook Air. I think the MacBook Air aged naturally, and meanwhile the new MacBook Pros enjoyed their first quarter as a shiny new product.
I suppose there may be some users who were on the fence about which Mac laptop to buy, and some people just wander into their local Apple Store and pick a laptop. but I have a hard time believing it was a large enough number to show up in sales figures to this extent. Perhaps someone considering a 13-inch Air might prefer a (heavier, more expensive) Pro, but would they do it to a greater degree than they would have a month before, with the older models? It's arguable, I suppose, but I just don't see it.
More likely, this is an example of looking at the natural life cycles of two different tech products and seeing a story that isn't there. The new MacBook Pros didn't murder the MacBook Air's sales figures, and if new MacBook Airs arrive in June, they won't avenge themselves on the decreasing sales of the MacBook Pros.
How The Circle of Life Self-Assessment
Process Worked for Kate
This example will give you a sense of how the Circle of Life works. Kate is in a 12 week Circle of Life program hosted by her local Arthritis Foundation. The group meets every Thursday from 9:00-10:30 a.m. and there are 11 others in the group. Kate's arthritis is beginning to cause increased discomfort and limitations in her life. It is impacting her work, particularly when her pain is distracting. She doesn't like the side effects of the pain medication and yet her condition is worsening.
STEP 1
First Kate evaluates her situation and satisfaction with life through self-inquiry using the graphical Circle assessment form. The self-inquiry process revealed Kate's greatest strengths and her most deficient areas.
STEP 2
Each participant in Kate's support group shared out loud one of their strengths. Kate's area of greatest strength was in the spirituality and intuition aspect of her life. She felt rich in her spiritual life and knew that could help provide inner power to support her to change in her weaker areas.
STEP 3
Kate decided to give her attention to two of her deficient areas, which were exercise and nutrition. She would begin with exercise, because her support group decided that they all wanted to focus on exercise also.
STEP 4
Next she turned to the exercise section of the manual, read through the self-inquiry questionnaire and jotted down her responses.
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STEP 5
The group participants each shared ideas, information, testimony and referrals pertaining to the topic of exercise. From the self-inquiry questions and from the group sharing, Kate began to formulate a goal and some appropriate action steps to take. She turned to the Strengths, Goal, Challenge, Action sheet and filled it in.
STEP 6
She then turned to the weekly schedule and wrote down the action steps she wanted to take for the following week. She also filled in the Living a Life of Health, Joy and Inner Peace form.
STEP 7
Kate shared her goal, challenge, affirmation and action steps out loud to the group and to the facilitator for accountability and support.
STEP 8
In the next meeting participants reviewed their goals and action steps. The facilitator went around to each person asking them to share the successes of taking their action steps or share what they learned from the process. Kate took one action step out of the four she committed to. The facilitator asked her questions about what she experienced or learned about the size of her action steps, scheduling, challenges etc. Kate realized she tried to do too much, which set her up for overwhelm and failure.
STEP 9
Through the group sharing, the facilitator's questions and her own learning, she reset her action steps to be smaller and more realistic. She originally set her goal for exercising one hour 5 times a week. She adjusted her action steps by changing to a more realistic program. She decided to start easier and slower which was to do 15 minutes of appropriate exercise 5 days a week. She would increase a little bit each week until she reached her new goal of 45 minutes every other day and 20 minutes on alternate days.
STEP 10
After four weeks of the Circle of Life program, Kate and her group re-evaluated using the Circle self-inquiry assessment. Her scores increased from two up to six in exercise and from two to six in diet, but she was still deficient in self-care. After four weeks Kate had already begun to experience more mobility, and her pain diminished somewhat without needing additional medication. This naturally gave her more self-confidence and comfort in her personal and work life. She and the group continued the process and she now began to study and implement self-care methods.
After 12 weeks, Kate had met her two original goals which were to have more mobility and less pain. Through the process of clarifying her intention and taking reasonable, consistent steps she found that the power for healing was within her own control and that she could create positive life outcomes. The process was so life changing that she wanted to continue progressing. She and another member of the group continued, on a weekly basis, to support each other using the Circle of Life method.
The Circle of Life Health and Wellness Coaching process is a best practice lifestyle coaching method. Its six phases maximize accountability and support continuous improvement for work-life balance, stress management, better health, and peace of mind.
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