I would prefer a comparison to pre- Q4Y20 (release of the M1 mac and the surge of companies replacing Intel macs) and pre- Q2Y20 (start of COVID and WFH mandates). or even Q3Y22 when they come out with the M2. If you trend it against those periods, how much has changed? Is it far below 2019? Companies were rushing to replace all Intel macs after the M2 (when it supported dual monitors), and are now falling into more of the standard 2-3 year upgrade cycle. If you take out those big sales spikes, do the sales look as bad? Or do they fall more in-line with the PC sales slumps?
I’m having a lot trouble navigating it on Safari for iOS on iPad.
- The top bar disappears behind the navigation bar of Safari and there doesn’t seem to be a way to get it to reappear.
- I tried to refresh the page to see if it would re-render and put the bar below the navigation bar, but I can’t pull down to refresh. Something is floating a window inside the window and I’m just pulling that around.
- Tried clicking refresh in the nav bar and it didn’t fix the hidden top bar.
- It’d be nice to be able to collapse the swagger editor in the reference view. Right now the left navigation is separated from the documentation and request tester on the right by 1/3rd of the screen (that is not being used at all).
I’m on iPad, not iPhone. Sorry I can’t provide any feedback other than just some really crappy QA because I don’t do a lot of work with Swagger.
- Top bar is no longer hidden behind nav bar (usually). However, the bottom is cut off because of it. I didn’t even notice it at first, but everything below “Light mode” isn’t visible. It seems like it is fixed if I can scroll in such away that Safari hides the nav bar, but it’s finicky in allowing me to scroll far enough, or scroll on the correct frame, to cause Safari to hide the nav bar. I was able to get it stuck in a state where the top bar was hidden again and I couldn’t scroll to get it back. Refreshing the page made the top bar visible again.
- Pull to Refresh doesn’t work consistently. I can do pull to refresh if I can scroll in such a way the nav bar is hidden, but I can’t get the nav bar to hide itself consistently. I’m not a front end dev, so I’m not sure how much work it would be to fix the rendering of the window. It’s not as big of a deal to me since the top bar (the bar with `Scalar | Register | Sign In` etc.) is now visible.
Here’s a screencap of the first two items: https://file.io/uNQBUTmTTKul (Link will expire after 1 week). Sorry I couldn’t get an example of the top bar getting hidden or pull to refresh working. It was really difficult to reproduce.
- Being able to collapse the `Getting Started`/`Swagger Editor` frame would be nice (or to be able to control whether the viewer on the right is an additional tab next to the editor frame or it’s own distinct pane next to it), but that’s just personal preference. It would be helpful as someone who was consuming someone else’s API to isolate the features/content I need and hide those I don’t.
100%. Everyone is portraying this corporate image of positivity, which is always above and beyond what is normal for a person because corporations (sorry, US Supreme Court) are not people and don’t have feelings and emotions. It’s said a million times but your employer is not your family, but it should also be said a million times that your work colleagues and industry connections aren’t your friends, either.
I think the news that teens love LinkedIn is as much of a reflection of the toxic positivity of LinkedIn, which to kids without life experience could be seen as “maturity”, as it is a reflection of the toxicity of other social media. LinkedIn is kind of a mix of what happens when you keep kids out, but also, the consequences for what you post and share and comment are immediately impactful to your employment. You don’t hide your LinkedIn from an employer like you do TikTok or Instagram. So you have to be much more careful about what you post.
My daughter wants more than anything to be a vet. Has talked about it for years. Reading more and more anecdotes and research about what it’s like being a veterinarian, I’m scared to continue encouraging her. We have a particularly medically-needy dog, and have spent $10k on procedures and vet visits over the past few years, and she’s really comfortable and familiar with being at the vet office.
In my position, would you encourage your child to chase their dream? Or would you be comfortable telling them every few weeks until they gave up that you don’t think they should be a vet? I’m asking in earnest because I’m torn with my desire to be encouraging and positive and tell her to chase a dream, with my desire not to set her up for misery or potentially suicide.
> In my position, would you encourage your child to chase their dream? Or would you be comfortable telling them every few weeks until they gave up that you don’t think they should be a vet?
Can't you do both? Let her know about the serious downsides (perhaps don't "repeat every few weeks until she gives up") and if she chooses it anyway, encourage her. This is her decision to make, not yours. She will be responsible for the consequences, not you.
She’s 8. She’s not responsible for much of anything. She’s not mentaly capable of being responsible for making future career decisions. If she said she wanted to be an authoritarian dictator, I’d crush that dream fast. But she wants to help animals. And being someone that she looks up to, it doesn’t take much for me to crush a dream. So do I start crushing that dream now (her wanting to be a vet comes up weekly, so either I would ignore it or have to keep reiterating my position), and ruin any chance of her becoming a vet, or do I let her invest years into it before telling her I think her career choice is a bad idea?
It’s called predatory pricing. Pricing products to eliminate competition is illegal.
If you sell Widgets and Sprockets, but you have a competitor that only sells Widgets, you can price of your Widgets so low (on 1-2% margins, for example) that the competitor is unable to compete and goes out of business because you can use Sprocket sales to keep your company in business during that time.
Now that the other company is out of business, the price of your Widgets doesn’t matter because you no longer have competition in the market. You’re getting 100% of the potential sales and despite selling on a lower margin, you’re sales volume is now way up making those margins acceptable.
You don’t have to worry about making a better Widget, or improving the Widget making process, because you have no competition. And you’ve priced yours so low, no other company can come in and attempt to enter the market because they can’t compete at your volume and margins.
If there’s a high-demand material needed to make a Widget, you can put pressure on the producer to lower material prices since you are now their primary customer, or purchase the company that produces it and prevent access to the material.
Predatory pricing consolidates market control and can be used to prevent access to the market. Anti-trust laws were designed to prevent this.
> Now that the other company is out of business, the price of your Widgets doesn’t matter because you no longer have competition in the market. You’re getting 100% of the potential sales and despite selling on a lower margin, you’re sales volume is now way up making those margins acceptable.
Please don't re-define words. This is not what's normally called predatory pricing. Predatory pricing is supposed to involve a corporation raising prices after destroying it's competition. The thing you are describing is nothing more than having a low margin strategy.
Is every dropshipper undermining brand-name (high-margin) apparel?
> Predatory pricing is supposed to involve a corporation raising prices after destroying it's competition.
Why would you raise prices after? That would just invite competition again. Keep the prices low and competitors away. Maybe raise them to at-cost, but if your Widgets can comfortably cover the cost, then there is no reason to raise prices.
> Why would you raise prices after? That would just invite competition again. Keep the prices low and competitors away.
The assumption of predatory pricing is that it's not easy for a competitor to just show up. Supply chains would be destroyed, capital equipment scrapped, etc and replacing them would be time consuming and expensive.
Sometimes that's a reasonable assumption to make, sometimes it's not. Even if the assumptions are unreasonable, many CEOs won't let mere reason stand in their way.
> Maybe raise them to at-cost, but if your Widgets can comfortably cover the cost, then there is no reason to raise prices.
So, the Widget-making capital would just sit there producing 0 ROI? Someone's gonna object to that. A company pursues market dominance to make money.
Haha. That’s a short-sighted strategy if I ever heard it. Why would you play a long-game like this to play a dumb short-game at the end? No, what you do is make it so you can no longer buy “just Widgets” you can still get your cheap Widgets through us, but you can only get them buy buying a Sprocket & Widget bundle. We are so sure you’ll love our Sprockets too!
Nobody can compete with you on the price and it is clear you can unbundle your Widgets from your Sprockets at any time if you ever feel threatened.
> I can’t for the life of me figure out how executives at big Fortune 500 move their workloads to Azure.
Because they’re not financially liable for the mistakes of Microsoft. They go to these services because they sign contracts offloading that risk to another company. If Microsoft leaks your entire datastore because of poor security on their end, you sue them for damages because ensuring the protection of your digital property is part of the reason these companies are enticing to use in the first place. They use Microsoft because everyone uses Office 365 because it integrates well with Active Directory which they’ve used for their corporate directory for 20+ years.
I like how not one of your considerations is family and familial support. I can’t move because I can’t abandon my child, and if I could somehow take my kid with me (legally, but that’s not happening since other parent would never give up her rights), I would arrive with no community or family to support me, emotionally, as a parent.
Yeah, but it buys 3 senior consultants, and they’re a fixed cost/capital expense and can be cut at any time. Operationally, it’s not that expensive to keep a Terraform platform floating. It’s expensive to build, and most companies need it yesterday. But bring in 3 people to support a team to build it in a year, then cut them free when it’s in v1, and leave your team to iterate and update. And now you’re not paying $1mm a year or more after that forever.
