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Updated: 9 years 3 weeks ago

Code Name S.T.E.A.M. review: Turn-based strategy meets third-person shooter from the makers of Fire Emblem

Intelligent Systems has delivered no fewer than ten tactical gems in the Advance Wars and Fire Emblem series over the last 15 years, virtually all of them must-plays for diehard turn-based strategy fans.

At this point it could make a strategy game starring Thomas the Tank Engine and I’d still be first in line to give it a go.

Code Name S.T.E.A.M., the Japanese studio’s latest take on turn-based tactics, doesn’t stray as far afield as that, but it certainly navigates new ground in terms of both narrative and design.

The result is a fun and memorable – if just a tad under-baked – strategy game.

Set in an alternate history 19th century steampunk world loaded familiar characters both real and fictional (Abe Lincoln and Nikola Tesla join forces with the likes of The Red Badge of Courage‘s Henry Fleming and Moby-Dick‘s Queequeg), it supposes the people of that era developed amazing military technologies powered by rapidly boiling water. You’ll see everything from John Henry brandishing a banana peel launcher to the Cowardly Lion wielding a shuriken shotgun.

These whimsical devices and their bearers – part of an elite force called S.T.E.A.M. – are called to service when aliens attack the planet. Travelling overseas and between continents in an advanced airship capable of reconfiguring itself Transformers-style into a presidential battle bot, the heroes move from one lengthy multi-map mission to the next, collecting new fighters along the way.

Unlike Intelligent System’s previous strategy games, which provide a top down view of a two dimensional map, the action here takes place at ground level, with players controlling units and aiming their weapons from a third-person perspective, much as they would in an action game. It’s almost a queer kind of turn-based third-person shooter.

Players take control of squads of up to four characters per mission, switching between them by tapping their character icons on the touch screen. Each draws from a supply of steam contained in equipped boiler backpacks (various types are unlocked as the game progresses) that allows them to move a certain number of squares per turn and/or fire their weapons.

Nintendo

Familiar stuff so far. But what sets Code Name S.T.E.A.M. apart from other third-person turn-based strategy games (beyond its distinctive style and campy jokes) is the unexpected wiggle room it provides within each gridded square plus the real-time action that exists within each turn.

Enemies keep a vigilant eye as you go about your turn. Step into their line of sight or make too much noise while moving and they’ll swivel and take a pot shot at you. And if you try to move after they have a bead on you they’re apt to keep pounding away.

But it’s not all to your disadvantage. Creeping along silently and taking care when peering around corners will frequently save your characters’ from a face full of burning energy blasts.

And while your actions may be limited by your supply of steam, you can still exploit the environment in a manner similar to how you might in a third-person shooter. By gently exploring the outer edges of the square your character occupies you might find you can line up a shot without drawing the enemy’s attention or expending an additional cloud of steam in your supply.

Plus, aiming is everything. Enemies have weak spots, and taking the time to discover and expose them before honing in using the touch screen camera control (or the analog control stick on the New Nintendo 3DS XL, if you have one) can mean the difference between shaving off a sliver of a foe’s health or a huge chunk.

Nintendo

Admittedly, Intelligent Systems needs to work out a few quirks in its novel new combat system.

Sometimes merely moving the camera is enough to trigger an enemy to shoot you once it has you in its sights. That can be pretty frustrating. Ditto for missions in which enemy reinforcements relentlessly spawn all around your heroes, making it all but impossible to take up defensible positions.

And without a map to view, some levels are surprisingly difficult to parse. One set in the narrow corridors between tall, identical-looking shelves in a library was particularly awkward to navigate. Every time I switched to a new character I found myself wondering which lane I was in and which direction I needed to go.

Plus, there’s no option to skip enemy movement. I sometimes found myself waiting for as long as a couple of minutes as unseen enemies in far-off corners of the map took their time moving about. That’s fine if you’re just playing on the couch while watching TV, but it’s glossy-eyed dullsville if you’re trying to kill time on a commute.

Nintendo

Still, these speedbumps couldn’t keep me away from the addictive turn-based combat, which is filled with weird weapons and gear just aching to be understood and properly exploited.

Tom Sawyer’s boxing glove attached to a scissor extension arm, for example, delivers a relatively light blow but can be fired as many as a 14 times per turn, depending on the boiler he has equipped. And if you aim well, it can be surprisingly powerful. I paired it with a mine-launcher as his sub-weapon, turning an outwardly weak character into my go-to scout.

The maps provide plenty of strategic options as well. Hint screens scattered around the environment don’t just provide tips, but also fully recharge a character’s steam, giving him or her a second wind. Save points can serve a similar function – for a price.

And while it’s tempting to carve paths through the terrain (and potentially reveal hidden coins and power-ups) by blasting away destructible objects, the resulting lack of cover can have dire consequences, leaving your team exposed and vulnerable.

Like any good strategy game, it’s all about managing limited resources and weighing risk and reward.

Nintendo

There are too many niggling issues for Code Name S.T.E.A.M. to share the spotlight with Intelligent Systems’ very best strategy games, but keep in mind this just the first salvo in what’s likely to become a new series. You can expect the sequel to keep ideas that work and either tweak or jettison those that don’t.

As for whether you ought to jump aboard Intelligent Systems’ latest before then, the fresh concepts and deep tactics provide plenty of reason to take a risk.

And if you happen to enjoy your strategy mixed with a little absurdity – like a scarecrow armed with a pumpkin launcher specially tuned to stun alien brains – then all the better.

In battle against Uber, Big Taxi strikes back with PR blitz, app plans

David Sutton is looking for the worst possible news about Uber Technologies. An accident in San Francisco, an assault in Boston: Such bad tidings for Uber are ammunition for Sutton, a 48-year-old publicist. “Uber is a creep magnet,” Sutton says in a news release sent to U.S. local and national media outlets in February.

Sutton is a hired gun in the dirty war that’s broken out between old-line taxi companies and Uber, the ride-share phenom. His client, a powerful trade association, represents 1,000 taxi and limousine firms worldwide. These firms want to kill the young juggernaut — or at least buy themselves enough time to develop rival car-hailing apps.

Probably no amount of media spin will win this one for Big Taxi. Uber is a textbook example of what happens when an aggressive newcomer enters a business that’s gone unchallenged for decades. But compared with the hubbub about Uber — its tactics, its safety, its pricing, its legality, and, most of all, its US$40-billion valuation — Big Taxi has been operating in stealth mode. Publicly, its campaign has been led by the Taxicab, Limousine and Paratransit Association, or TLPA. The group has retained Sutton’s Bethesda (Md.) -based public-relations firm, Melwood Global, to create a media campaign called “Who’s Driving You?” The goal is to bring attention to what taxi companies say are Uber’s unsafe and illegal business practices. Uber’s response: The taxi industry is basically a cartel, and the cartel wants to protect its turf.

Behind the scenes, one of the world’s largest private transportation companies — a firm few people have probably ever heard of — is exerting pressure through operators like Sutton. The company, Transdev, is Uber’s single biggest competitor. It has 10,000 vehicles in more than 100 cities worldwide, including Denver, London, and Paris, as well as shuttle services to 50 airports in North America. Transdev is co-owned by two French companies — Veolia Environnement, a public utility company, and Caisse des Dépôts et Consignations, a state-owned bank. And it’s lobbying hard to contain the disruption to the US$11-billion global taxi market.

Related

“We survived two world wars and the Great Depression; we will survive Uber,” says Mark Joseph, the chief executive officer of Transdev North America, who has been president of the TLPA eight times. Joseph says Transdev subsidiaries have prompted investigations into Uber by sending letters to regulators in core markets like Colorado, Maryland, and Pennsylvania. Transdev was also among the companies that took the battle to a commercial court in Paris, which last year resulted in a 100,000-euro (US$107,000) fine for Uber’s UberPop ride-sharing service, Europe’s equivalent of UberX. “They have been lobbying to be self-regulated on the grounds that they are a technology company, but then they market themselves as cheaper than taxis,” Joseph says of Uber.

New York, where Uber generates the most revenue, was the first market where Uber complied from day one with the law, hiring drivers with commercial licenses also for its UberX ride-sharing service, whose drivers elsewhere are mostly commuters driving their own cars. New York has the most modern regulation, which allows companies to charge less than limousines as long as you have a commercial license, says Corey Owens, Uber head of global public policy. Las Vegas and Kansas City, Mo., where Transdev has a strong presence, are the toughest, he says. “The way that they protect their business is by trying to use laws to keep out competitors, rather than improving the rider and driver experiences,” says Owens.

Justin Sullivan/Getty ImagesBig Taxi has launched a PR campaign to bring attention to what it says are Uber’s unsafe and illegal business practices.

Elsewhere in the U.S. and abroad — where most transportation regulations dictate things like minimum pricing and advance booking times — Uber’s strategy has been to launch services regardless of the rules and then leverage its popularity to force regulators to adapt. So far, that approach has succeeded in about 30 markets in North America, including Colorado, Illinois, and California, where new laws on licensing and safety have been created for so-called transportation network companies like Uber, or are in the process of being approved.

Pennsylvania is experimenting with similar rules, pending formal legislation, while a Transdev subsidiary, Yellow Transportation, is fighting such regulation in Maryland. “If the government protects the public, providing a level playing field, competition should increase, and maybe these companies will last 100 years — or they can become the next Webvan,” says Joseph, referring to the online delivery company that went public in 1999 and filed for bankruptcy in 2001, becoming one of the symbols of that tech bubble.

Amid all the bickering, taxi companies confront an obvious dilemma: They say Uber is a taxi company, rather than a technology company, but they wouldn’t mind being technology companies themselves. Many in the taxi industry praise Uber’s app-driven business, and some, including Transdev, want to replicate it. “The app system is the future, absolutely. There’s no going back,” says Mike Fogarty, the TLPA president and head of Tristar Worldwide, a global limousine company with operations stretching from London to Boston and Hong Kong. “Users love Uber’s technology.”

David Ramos/Getty ImagesMany in the taxi industry praise Uber’s app-driven business and want to replicate it.

For now, at least, Uber’s business model has been validated by investors, as well as by brand-name companies that have adopted the young company as a business partner. Starwood Hotels and Resorts Worldwide, for instance, is giving extra points to preferred guests who link their accounts to Uber’s, while American Express credit card holders can spend points on Uber rides. Morgan Stanley and Citigroup have adopted Uber for Business as their corporate black car service.

Nonetheless, Transdev’s Joseph criticizes Uber’s app for only serving people with smartphones and credit cards. He also takes issue with its so-called surge pricing algorithm, which drives up fares during busy times. Joseph expects Transdev to partner with a technology company to improve its own mobile reach. Its taxis are already connected by the TaxiMagic app, recently renamed Curb. In California, Transdev has launched ZTrip, a ride-sharing app. “Uber’s technology can be easily replicated,” Joseph says. “This is an early chapter in the battle.”

Bloomberg News

FP Watchlist: Crescent Point, Google Inc and Quebecor Inc

Quebecor Inc. earnings come in below expectations, Crescent Point reports record production and Google Inc.’s chief financial officer, a Canadian by the name of Patrick Pichette, announced he’ll be stepping down.

Four trends to watch for at the South by Southwest Interactive Festival

NEW YORK — Flying cars and a robot petting zoo. Mobile wallets and net neutrality. The most outlandish ideas of the future and tech trends shaping the world today will be in focus as the freewheeling South by Southwest Interactive Festival kicks off Thursday.

The annual Austin, Texas gathering has a looser reputation than bigger tech conferences like the Consumer Electronics Show in Las Vegas and the Mobile World Congress in Barcelona, even as it has become more corporate in recent years. It’s a place where a Grumpy Cat appearance can generate as much excitement as the latest tech gizmo. It brought Twitter prominence in 2007 and location-sharing app Foursquare in 2009, but has since moved beyond the latest “killer app.” Last year, cybersecurity took centre stage as NSA leaker Edward Snowden and WikiLeaks founder Julian Assange headlined the lineup of panels and speakers.

This year top speakers will tackle how to bring ideas that might seem like science fiction to the real world. Google’s Astro Teller, who heads the tech giant’s X division, will discuss making some of Google’s most ambitious projects, like self-driving cars or balloon-powered Internet, a reality. United Therapeutics CEO Martine Rothblatt will talk about tech innovations intersecting with artificial intelligence, immorality and the future of self. The Winklevoss twins, Tyler and Cameron, will be on hand to discuss what Bitcoin needs to do to succeed as a mainstream currency. And former vice-president Al Gore will make his third appearance at the annual festival to plug for new global climate legislation that is up for a vote in December.

David Paul Morris/BloombergAbout 33,000-plus attendees from 82 countries are expected to flood into Austin to attend panels, network and party.

But aside from the big-name keynotes, festival director Hugh Forrest says the heart of the conference is the smaller panels and competitions.

“We’re excited about the very strong speakers we have, but the heart of the event is really the up-and -coming people we haven’t heard of yet, people we’ll hear of in the next few years,” Forrest says. “South by Southwest is always about up-and-coming talent, be it a band or filmmaker or technology developer, and that holds true in 2015.”

About 33,000-plus attendees from 82 countries are expected to flood into Austin to attend panels, network and party. Jack Krawczyk, director of product management for music streaming site Pandora, said the festival is an ideal place to connect with Pandora clients and others in the tech sphere, particularly because of its focus on both music and technology. The company has had a presence at SXSW since it launched in 2005 and hosts a “Discovery Den” with performances by 35 artists during the festival.

“It’s a great place to get a lot of like-minded folks in the industry together to think about how interactive media is evolving and shifting,” Krawczyk says.

Related

Here are a few trends to watch.

WIRED CELEBRITIES

Actress Jessica Alba on Monday will discuss how she has grown The Honest Co., which makes and sells environmentally friendly household and baby products online, into a $1 billion company. Actor Russell Brand, whose documentary “Brand: A Second Coming” opens the film section of SXSW, will talk Tuesday about his new daily YouTube show Trews and the power of online media. Also Tuesday, retired news anchor Dan Rather address breaking news in the era of Snapchat.

TECH MEETS THE REAL WORLD

The non-profit Field Innovation Team is hosting a “Robot Petting Zoo” Sunday through Tuesday to showcase new robots that have helped or are being developed to aid in disaster and humanitarian crisis spots, such as a drone that can 3D print in midair. Attendees will be able to interact with the robots and learn about what they do. Meanwhile, government agency USAID is debuting a prototype of a new Ebola-fighting suit for healthcare workers that is faster and more efficient than the current suit.

The Internet of things will be a hot topic as well. The Connected Car Council is hosting a pavilion on Saturday where automakers including Ford, Chrysler and Hyundai will showcase new technology. And Slovakian company Aeromobil, will detail its mission to create a flying car.

ON SCREEN

The film festival at SXSW has several tech-related movies debuting, including Alex Gibney’s documentary “Steve Jobs: The Man in the Machine” which examines the Apple co-founder’s legacy, and the documentary “Deep Web,” which chronicles the arrest of Ross William Ulbricht, the founder of online black market Silk Road.

CARPOOL WARS

With limited public transportation and spread out hotels and venues, pedicabs have often been the easiest way to get around in prior years. Ride-hailing companies hope to change that. The festival’s official ride-hailing company is Lyft, which will have designated pickup and dropoff zones around Austin’s convention centre. Lyft will also be offering Lyft Line, its carpooling service, in Austin. But it will have competition. Uber will be offering its uberPool car-sharing service in the city as well, plus a promotion where some drivers may have VIP tickets to some SXSW events.

Apple Inc iTunes, App Stores shut down in unusually long outage

Customers of Apple Inc.’s iTunes and App stores haven’t been able to buy or download items worldwide during an unusually extensive outage lasting more than eight hours on Wednesday.

The iTunes, App and Mac App stores were unavailable for all users, according to a message on the company’s system-status Web page at 1:10 p.m. New York time. Service for the iBooks Store also was interrupted.

A timeline on the page said the outage started before 5 a.m. Access issues for users of iCloud Mail and other cloud services lasted about four hours, according to the timeline. The interruptions came two days after the company released details of its Apple Watch, a new device that could fuel further demand for apps when it goes on sale next month.

“I can’t recall an outage this long before,” Daniel Ernst, an analyst at Hudson Square Research, said in a telephone interview. “I think that we’ll see more and more of this across the industry as we become more dependent on the cloud, but I don’t think it’s going to have a material impact.”

Related

September Interruption

While service interruptions aren’t unusual for online services, they generally aren’t as widespread as Wednesday’s. An Apple outage in September affected some users of the iTunes Store for less than six hours.

Apple, based in Cupertino, California, didn’t return calls and e-mails seeking comment about Wednesday’s interruption.

“If it’s a data-center breach, it could be meaningful, but it’s very hard to say what the impact will be without knowing what the cause is,” said Stuart Jeffrey, an analyst at Nomura Securities International.

Users in countries including the U.S., Switzerland, Hong Kong and the U.K. reported getting error messages or having difficulty when trying to install or update apps or log in to their accounts.

“The iTunes Store is temporarily unable to process purchases. You may continue to browse the store, but please try your purchase again later,” an Apple message said.

Users in several countries posted on Apple’s online support bulletin board getting the message “STATUS—CODE—ERROR” on the App Store’s login window. On Twitter, people aired grievances using the hash tags #appstoredown and #itunesdown.

It was possible to make a purchase from the Apple Store website.

Apple on Monday unveiled details of its smartwatch and a new MacBook at an event in San Francisco. The Apple Watch will be priced from $449 in Canada to more than $13,000 and go on sale April 24.

The company’s shares were down less than 1% at US$123.69 at 1:10 p.m. Wednesday.

Bloomberg.com

Apple Watch will usher in ‘Ice Age’ for Swiss watch brands, says Swatch co-inventor

Apple Inc. may soon sell as many timepieces as all of Switzerland, threatening the country’s four-century-old industry, the co-inventor of the Swatch predicted.

The Apple Watch may reach sales of 20 million to 30 million units annually in the first few years, Elmar Mock said by phone on Tuesday. Switzerland exported 28.6 million watches in 2014. The Apple Watch will be available next month starting at US$349 for a Sport model, US$549 for a midrange version, and US$10,000 for the high-end Apple Watch Edition.

“Apple will succeed quickly,” said the 61-year-old, who helped create the low-price Swatch in the 1980s. “It will put a lot of pressure on the traditional watch industry and jobs in Switzerland.”

Apple is set to challenge Switzerland’s US$38 billion watch industry after the Cupertino, California-based company shook up markets such as music by driving consumers from CDs to iTunes and eroded Nokia Oyj’s dominance by redefining the mobile phone. While some Swiss brands such as Tissot, TAG Heuer and Montblanc are dipping their toes in the smartwatch market, the industry as a whole has been underestimating the threat, Mock said.

“Anything in the price range of 500 francs to 1,000 francs is really in danger,” said Mock, speaking by phone from Biel, Switzerland. “I do expect an Ice Age coming toward us.”

Apple will succeed quickly

Switzerland produces more than half of the world’s watches in value even though it only makes a fraction of the timepieces in quantity, according to Rene Weber, an analyst at Bank Vontobel AG. Apple probably aims to achieve a similar position, according to Mock, who works at Creaholic, a consultancy he formed in 1986.

While “Swiss Made” has become a gauge of quality, the country’s watch industry isn’t impervious to threats — 60,000 jobs disappeared in the 1970s and 1980s when Swiss watchmakers underestimated demand for more exact battery-powered quartz watches from Japanese producers such as Seiko. The success of the Swatch, a mass-market plastic watch that kept factories running, helped the industry revive.

“Unfortunately, I’m reminded too strongly of the quartz crisis,” Mock said. “So far I see watchmakers in this country making the same mistakes as back then. We’ve seen a lot of arrogance in the Swiss watch industry in the past few years, calling the smartwatch a gadget and not taking it seriously.”

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To be sure, Mock said the competition will affect lower-end and mid-range watches the most. High-end brands will suffer in the short term, but only in entry-level offerings, he forecast.

Similar to a luxury car, high-end watches are purchased as a visible reflection of wealth

“Similar to a luxury car, high-end watches are purchased as a visible reflection of wealth,” said Deborah Aitken, an analyst at Bloomberg Intelligence. “The digital revolution has done little thus far to muffle mechanical luxury demand.”

In the worst-case scenario, the Apple Watch’s introduction would reduce annual revenue of Swatch Group AG, the largest Swiss watchmaker, by 6%, analysts at Barclays said in a note to investors Tuesday. The company’s 18 brands run the gamut of price levels, including Breguet and Blancpain, which sell watches for more than US$100,000.

“There is no question that there could be risk of some degree of cannibalization of the high-end traditional watch- making industry, but there is probably equal opportunity for these players to both replicate and more likely partner with the smartwatch players,” Sebastian DiGrande, who heads the West Coast technology, media and telecom practice for The Boston Consulting Group, wrote in an e-mail.

While top producers such as Rolex and Patek Philippe haven’t announced any smartwatch plans, three publicly traded companies that make Swiss watches are preparing such devices.

Swatch Group, which also makes Omega and Tissot, has said it will unveil a smartwatch this year. The device will communicate via a form of technology known as NFC and be enabled to make mobile payments, Chief Executive Officer Nick Hayek said in a Feb. 5 interview.

TAG Heuer, a Swiss brand owned by French luxury-goods maker LVMH Moet Hennessy Louis Vuitton SA, is set to come out with a smartwatch featuring GPS and health monitoring functions before the end of the year. However, it won’t have the Swiss-made label on it because the timepiece maker needs partners outside of Switzerland to help produce the technology, according to Jean- Claude Biver, head of LVMH’s watch unit.

Simon Dawson/BloombergA selection of concept TAG wristwatches, produced by TAG Heuer.

“I wouldn’t call the Apple Watch a threat for the industry,” he said Tuesday by e-mail. The Apple Watch may lead more young people to wear watches, and eventually they’ll be more likely to buy mechanical ones, he said. “Considering that Switzerland does not own the same industrial technology and facilities as Silicon Valley or giants like Samsung, Sony and LG, I believe that the Swiss reaction shows huge dynamism and speed.”

Montblanc, owned by Cie. Financiere Richemont SA, has said it will begin selling an interchangeable watchband called the e- Strap in June. The device will track the wearer’s activities and can help find the user’s mobile phone via Bluetooth technology.

“We do have the technology, and the Swiss watch industry hasn’t lost the competition,” Mock said. “I just hope the top managements of the companies will react accordingly. Apple won’t die if the smartwatch isn’t a success. But in the next two to three years, a part of the Swiss watch market will suffer strongly.”

Bloomberg.com

Quebecor Inc’s adjusted profit rises 3.5% on stronger demand in telecom and media businesses

MONTREAL — Quebecor Inc. ( TSE:QBR.B ) said Wednesday its continuing media and telecom operations had $50.3 million of adjusted income in the fourth quarter, up 3.5% from a year earlier.

The profit amounted to 41 cents per basic share, up from 39 cents in the fourth quarter of 2013.

Overall revenue for the Montreal-based media and telecom company was up 2.9% to $989.4 million.

Quebecor said the quarter’s growth was underpinned by the Videotron telecom segment, which had its strongest quarter in terms of subscriber additions since 2011.

However, Quebecor’s overall profit and revenue were below analyst estimates of 52 cents per share of earnings and $1.09 billion of revenue.

The company is in the process of selling its English-language daily newspapers and other businesses, mostly outside Quebec. It has also sold 74 Quebec weeklies and abandoned door-to-door distribution of community newspapers and flyers in Quebec.

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The operational gains at Quebecor’s continuing operations were more than offset by the reduced value of its goodwill, intangible assets and financial derivatives, which dragged the company to a net loss of $59.5 million or 48 cents per share.

Quebecor’s discontinued operations had $19.4 million of net income, up from $14.3 million. Including discontinued operations, Quebecor’s total net loss in the fourth quarter was $50.3 million, compared with $19.4 million of net income in 2013.

Montreal-born Google Inc CFO Patrick Pichette to retire amid string of senior management changes

SAN FRANCISCO – Montreal-born Patrick Pichette, Google Inc. Chief Financial Officer and one of the top Canadians working in Silicon Valley, is retiring and will remain at the operator of the world’s biggest search engine through the transition period.

Mr. Pichette, 51, who joined in 2008, informed the Web company of his intent to leave on March 4, it said in a statement Tuesday. Google said it plans to find a new CFO within six months.

Google made some of its biggest acquisitions during Mr. Pichette’s tenure, including Nest Labs Inc. for US$3.2 billion and Motorola’s wireless business, which it bought for US$9.8 billion and later sold off in parts. Google’s share price more than doubled during his tenure. The departure of Mr. Pichette, who previously had worked at Bell Canada, was unexpected and leaves some uncertainty about cost controls at Google, said Ben Schachter, an analyst at Macquarie Securities USA Inc.

“People were viewing him quite positively,” Mr. Schachter said. “He’s done a fantastic job. In general, I think he was as open as Google can be.”

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Mr. Pichette wrote in a Web post that he’s leaving to travel after “25-30 years of nearly non-stop work.” The departing CFO said he’s finally making a choice between the trade-offs between work and his personal life and family.

“I’m at a point in my life where I no longer have to make such tough choices anymore,” Mr. Pichette wrote. “I wish to transition over the coming months but only after we have found a new Googley CFO and help him/her through an orderly transition, which will take some time.”

Educated at the Université du Québec à Montréal and Oxford University, which he attended as a Rhodes Scholar, Mr. Pichette came to Google from Bell Canada where he had been for seven years, holding several executive positions including president of operations. Before Bell he was a partner at McKinsey & Co., where he was a lead member of McKinsey’s North American Telecom Practice. Between 1994 and 1996, he was with telecom company Call-Net Enterprises as vice-president and CFO.

Mr. Pichette is stepping down amid other management changes since last year. Alan Eustace, who joined Google in 2002 and holds the title of senior vice president of knowledge, was set to leave the company this month. Andy Rubin, who oversaw the development of Android software for smartphones and had been working on robotics, also left Google last year to form an incubator.

The shares of Mountain View, Calif.-based Google fell as much as 1% in extended trading. The stock fell 2.5% to US$559.85 at the close in New York.

Bloomberg News with files from the Financial Post

Apple Inc’s CEO Tim Cook sidesteps shareholder enthusiasm for potential Tesla deal

Apple Inc. Chief Executive Officer Tim Cook, fresh from unveiling new details about the company’s first new device in five years, found himself facing shareholders eager for a marriage with Tesla Motors Inc.

“Quite frankly, I’d like to see you guys buy Tesla,” an investor told Cook on Tuesday at an annual meeting at Apple’s headquarters in Cupertino, California. The comment was followed by laughter in the audience and some applause.

Ever the diplomat, Cook sought to sidestep the question. “We don’t really have a relationship with Tesla,” he said, quickly pivoting to the subject of Apple’s in-car information and entertainment system, which he had also discussed a day earlier at an event to show off the new Apple Watch. “I’d love Tesla to pick up CarPlay. We now have every major auto brand committing to use CarPlay.” Cook paused. “Was that a good way to avoid the question?” he asked. “Hey, there are some perks to being CEO.”

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Still, investors weren’t done with the subject of Tesla, the electric-car maker run by Elon Musk. Another shareholder rose to talk about how he’s been a fan of Apple since putting a deposit down on its first computer in 1984.

“There’s something else I’m in love with that’s not Apple — that every time I see it just blows my mind — and that’s when I open my garage and see my Model S,” said the investor. “Am I insane to imagine something might happen here?’’

The audience laughed.

“We’re very focused on CarPlay,” Cook said.

Apple Car

While Apple hasn’t discussed plans to build a car, the company has been putting together a team to develop an electric vehicle, including hiring automotive-battery experts, for production as soon as 2020, according to people familiar with the matter.

If Apple does decide to proceed with the idea and enters the car business, the company would be competing against efforts by Tesla and General Motors Co., both of which are aiming for 2017 to release electric vehicles that can go more than 200 miles on a single charge and cost less than $40,000.

A Tesla spokesperson didn’t immediately respond to a request for comment on Tuesday.

The idea of an Apple-Tesla partnership has excited investors before. Tesla soared above $200 a share for the first time in early 2014 on speculation about the nature of a 2013 meeting between Tesla co-founder Musk and Apple’s head of mergers and acquisitions.

Recruiting Efforts

The two companies have also been in competition for talent. Tesla has more former Apple employees than from any other company, even carmakers, and Musk said that recruiting effort also goes the other way.

“Apple tries very hard to recruit from Tesla,” Musk recently told Bloomberg Businessweek in an interview. “But so far they’ve actually recruited very few people.”

The meeting followed an event Monday in San Francisco to showcase Apple Watch, the company’s smartwatch, first introduced last year and heading to stores next month.

Optimism about the gadget, which can monitor health and fitness data, control music and display notifications when paired with an iPhone, has helped propel Apple shares to near-record prices in recent weeks. That was a change from last year’s meeting, when the stock was slipping and Cook was under pressure to jump-start sales growth and bring out innovative products.

Board Re-Elected

At the meeting, Apple investors re-elected directors to another one-year term on the board, which includes Cook; Chairman Arthur Levinson, who is also chief executive officer at Calico; Bob Iger, CEO of Walt Disney Co.; Andrea Jung, former CEO of Avon Products Inc.; former U.S. Vice President Al Gore; Ronald Sugar, former chairman and CEO of Northrop Grumman Corp; and Susan Wagner, a co-founder of BlackRock Inc. Mickey Drexler, CEO of J. Crew Group Inc., who had been on the Apple board since 1999, retired and his replacement hasn’t been named yet.

Cook also reiterated that the company is seeking to increase diversity on its board, and said it’s improving at the company. In August, Apple released employee-demographic data showing it’s slightly more diverse than some of its Silicon Valley peers.

In the U.S., 70 percent of Apple’s workers are white or Asian, 11 percent are Hispanic, and 7 percent are black, the company said at the time. About 30 percent of its employees are female.

Apple Inc’s new MacBook isn’t as amazing as it seems

This is what Apple Inc. doesn’t want you to know about its fancy new MacBook, which was revealed yesterday during the company’s Apple Watch event.

At first glance Apple’s revamped MacBook seems incredible. It’s ridiculously thin, measuring in at just 13.1 mm and weighs only two pounds. It also comes in two stylish new colours – slate gray and gold – marking a shift from the gray brushed aluminum design of older MacBook models (although that colour is also still available).

But what Apple didn’t mention during its event on Monday are details about the internal hardware included in the new laptop. Unfortunately, at least in terms of power, the new MacBook is a significant downgrade from the older MacBook Pro and even the sleek MacBook Air.

The new MacBook might look sleeker, but it definitely isn’t a powerful laptop.

Stephen Lam/Getty ImagesApple Senior Vice President of Worldwide Marketing Phil Schiller introduces the new Macbook.

The new MacBook utilizes a slower CPU more commonly found in Windows tablets and hybrid tablet/laptop devices – the Intel Core M. While this processor is far from horrible, it’s less powerful than the Intel Haswell generation CPUs currently inside the MacBook Pro and the MacBook Air. New upgraded versions of both the MacBook Pro and the MacBook Air are also set to be released with higher-end Intel Broadwell generation processor.

Essentially, while the new MacBook might look impressive, it isn’t very powerful and has internal power that’s more comparable to a tablet than a traditional laptop and what most Apple MacBook users are familiar with. The entry level version of the new MacBook only comes equipped with a 1.1 GHz dual-core Intel Core M CPU, 8 GBs or ram and a 256 GB of internal flash storage. The laptop’s internal camera has also been downgraded from 720p to a resolution of just 480p.

However, the new MacBook’s design upgrades are rather significant. It comes equipped with a higher resolution “Retina” 12-inch screen that’s 2304 x 1440 pixels, weighs just 0.91 kg, and both the laptop’s keyboard and track pad have been upgraded with new functionality.

AP Photo/Eric RisbergApple CEO Tim Cook introduces the new Apple MacBook during an Apple event on Monday, March 9, 2015, in San Francisco.

Typing on the new MacBook will reportedly feel much smoother thanks to a new “butterfly mechanism” key system, and the laptop’s trackpad no longer requires the user to click it, instead opting for haptic pressure sensitive feedback Apple is calling  “click feel.” The new MacBook also doesn’t even include a traditional fan to cool the device.

But all of these fancy upgrades have also come at a cost, particularly when it comes to the MacBook’s USB ports.

In order to make the new MacBook smaller, Apple was forced to remove traditional USB ports from the laptop, instead opting for a USB Type-C plug. This means in order to plug a VGA, HDMI or even a traditional USB 2.0 or 3.0 cable into the new MacBook, people will be forced to purchase an additional accessory to turn its USB Type-C port into a HDMI, VGA, or even just a regular USB plug.

So while the new MacBook is lighter, slimmer and sleeker than almost any laptop ever created, its internal hardware is hardly worth the device’s hefty $1,549 starting price tag (the higher-end version will cost $1,899).

Related

Apple’s new Macbook is the least powerful laptop in the company’s lineup, with some technology experts claiming the device’s hardware is similar to the 2011 Macbook’s. Most people will be better off purchasing the older Macbook Pro or the Macbook Air, especially since upcoming upgraded versions of both laptops are set to feature Intel’s faster Broadwell generation processor.

The more powerful 11-inch MacBook Air is going to have its starting price cut from $999 down to $949, with the 13-inch version beginning at US$1,129, down from $1,199 – all prices well under the entry-level new MacBook’s $1,549 price tag.

The new MacBook’s features are likely an indication of what is set to eventually be included in the Macbook Pro and the MacBook Air, but unless you’re fond of spending a significant amount of money for an under-powered laptop, or are looking for an ultra-portable but also extremely expensive device, a better option is to wait until the new MacBook’s features are included with the MacBook Air and the MacBook Pro – or you could purchase a significantly more powerful Windows-based laptop for an even cheaper price tag.

CIA tried to hack Apple Inc iPhones and iPads from the earliest days, report says

FRANKFURT — CIA researchers have worked for nearly a decade to break the security protecting Apple phones and tablets, investigative news site The Intercept reported on Tuesday, citing documents obtained from NSA whistleblower Edward Snowden.

The report cites top-secret U.S. documents that suggest U.S. government researchers had created a version of XCode, Apple’s software application development tool, to create surveillance backdoors into programs distributed on Apple’s App Store.

Tomohiro Ohsumi/BloombergBreaching Apple security was part of a top-secret program by the U.S. government, The Intercept says.

The Intercept has in the past published a number of reports from documents released by whistleblower Snowden. The site’s editors include Glenn Greenwald, who won a Pulitzer Prize for his work in reporting on Snowden’s revelations, and by Oscar-winning documentary maker Laura Poitras.

It said the latest documents, which covered a period from 2006 to 2013, stop short of proving whether U.S. intelligence researchers had succeeded in breaking Apple’s encryption coding, which secures user data and communications.

Efforts to break into Apple products by government security researchers started as early as 2006, a year before Apple introduced its first iPhone and continued through the launch of the iPad in 2010 and beyond, The Intercept said.

Breaching Apple security was part of a top-secret program by the U.S. government, aided by British intelligence researchers, to hack “secure communications products, both foreign and domestic” including Google Android phones, it said.

Silicon Valley technology companies have in recent months sought to restore trust among consumers around the world that their products have not become tools for widespread government surveillance of citizens.

Last September, Apple strengthened encryption methods for data stored on iPhones, saying the changes meant the company no longer had any way to extract customer data on the devices, even if a government ordered it to with a search warrant. Silicon Valley rival Google Inc said shortly afterward that it also planned to increase the use of stronger encryption tools.

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Both companies said the moves were aimed at protecting the privacy of users of their products and that this was partly a response to widescale U.S. government spying on Internet users revealed by Snowden in 2013.

An Apple spokesman pointed to public statements by Chief Executive Tim Cook on privacy, but declined to comment further.

“I want to be absolutely clear that we have never worked with any government agency from any country to create a backdoor in any of our products or services,” Cook wrote in a statement on privacy and security published last year. “We have also never allowed access to our servers. And we never will.”

Leaders including U.S. President Barack Obama and British Prime Minister David Cameron have expressed concern that turning such privacy-enhancing tools into mass market features could prevent governments from tracking militants planning attacks.

The CIA did not immediately reply to a request for comment.

Editing by Jeremy Gaunt

RBC CEO warns bank is on ‘collision course’ with Apple and Google as mobile banking takes off

Dave McKay, the chief executive of Royal Bank of Canada, says the bank is on a “collision course” with the likes of Apple Inc. and Google Inc. as customers begin to fully embrace mobile banking.

Apple Pay, the smartphone giant’s mobile payment platform, is taking off in the United States, but such systems threaten to get in between banks and their customers, Mr. McKay told RBC investors and clients at a conference in New York on Tuesday.

Though RBC would still be paid for transactions if it were to embrace the platform, the bank would lose an important connection to the customer that exists with other payment methods such as credit cards.

“So we’re on a collision course,” Mr. McKay said, acknowledging that taking on the technology behemoths is not something even Canada’s largest bank would choose to do unless it was necessary.

RBC is seeking an alternative where the bank can be at the top of the ecosystem, Mr. McKay said, adding that banks have an edge right now through customers’ trust and a reputation for security with their money.

“Trust and security are key assets. They buy us time,” he said.

Mr. McKay described the outlook for the rest of the bank’s operations in far less confrontational terms. He pledged to expand in the United States on the heels of January’s US$5.4-billion purchase of City National Corp., a private and business bank specializing in high-net-worth clients and lending to the entertainment industry.

He declined to give specific targets, but said the contributions from both the U.S. operations and wealth management are expected to grow. In 2014, Canada accounted for 63% of the bank’s overall revenue and 76% of net income.

“We certainly want to make the U.S. bigger,” Mr. McKay said.

One segment where RBC may shrink is its property and casualty insurance line, where the bank is undersized relative to peers. Like other banks, RBC is barred from selling insurance through its branches.

“We’re not sure we’re going to be in that business for the long term,” Mr. McKay said.

On the wealth management, capital markets, and private banking front, he identified the United Kingdom and Europe as target markets for the Canadian bank, though he said he expects it to take RBC five to 10 years to reach the same point in the U.K. it has attained in North America.

In 2010, RBC purchased BlueBay Asset Management PLC, and the Canadian bank has private banking and corporate clients through its U.K. wealth management operation.

Mr. McKay told the New York crowd of more than 400 that he is comfortable with the Canadian housing market, much of which, he stressed, benefits from government-backed mortgage default insurance.

“Everyone expects something bad to happen,” he said, adding that the expectation isn’t backed up by troubling developments of a real estate bubble such as a supply-demand imbalance or speculation in multi-family residential units.

Mr. McKay said he believes the outlook for the Canadian economy remains stable despite recent volatility in the oil price, though there is likely to be a “shift in where that growth is happening.”

During the luncheon address, he was asked questions by Gerard Cassidy, managing director of equity research at RBC Capital Markets, who was described as having followed the banks since Mr. McKay was a “long-haired computer programmer.”

Mr. McKay climbed the ranks at RBC and became CEO in August. A management proxy circular published Tuesday shows he was paid total direct compensation of $7.5-million for the roles he held in 2014, including president and CEO. His predecessor, Gord Nixon, was paid total direct compensation of nearly $9.2-million for his nine months as CEO last year.

Financial Post

bshecter@nationalpost.com

Twitter.com/BatPost

Twitter Inc opens Hong Kong office in bid to tap China ad revenue

BEIJING — Twitter Inc has opened a Hong Kong office, its first in the Greater China region, the company whose microblogging services are blocked on the mainland said on Tuesday.

The office, to be headed by Twitter executive Peter Greenberger, will allow the San Francisco-based company to tap China for advertising revenue, the company said, even if Internet users on the mainland cannot see those ads.

Twitter collected US$479 million in fourth-quarter revenue from advertisers who paid to inject their ads, known as “promoted tweets,” into Twitter users’ timelines. The company has 288 million users worldwide.

China’s censors have blocked Twitter’s microblog since 2009 along with U.S. social media platform Facebook Inc and Google Inc’s YouTube.

Beijing officials say this censorship is necessary to maintain social order. Twitter was credited with helping fuel the popular uprisings in the Middle East and has maintained a stridently pro-free speech stance to the extent that it has attracted international criticism for failing to police sexist and racist abuse.

Despite the ban, Chinese companies including Huawei Technologies Co Ltd and the state-owned Xinhua news agency use Twitter’s microblogging service to reach a global audience.

Last year, the company downplayed suggestions it would seek to enter China, citing political hurdles.

© Thomson Reuters 2015

Apple Watch hands-on review: Tech giant’s first wearable doesn’t feel very Apple

The Apple Watch is finally here. Again. Only this time, it actually works.

Details were scant when Apple first unveiled its much-awaited watch at a media event in September 2014 and watches featured nothing more than a demo loop of what software might do. Today Apple answered most of the big questions and we actually got to take an Apple Watch for a spin.

The two biggest blanks going into this morning’s presentation were price and battery life. We got answers for both. The Apple Watch Sport ranges from $449 to $519, the Apple Watch from $699 and $1,459, and the 18k gold Apple Watch Edition starts at $13,000 (all prices for Canada). Exact pricing varies based on case size (38mm or 42mm) and strap choice.

No GPS or cellular connectivity

Apple is saying that the watch will provide a “full day” of use on one charge, approximately 18 hours. It’s unclear what that means and how long a charge will last if you’re addicted to Instagram or handle a lot of email. It’s likely to be similar to what you can get from the Moto 360 and a little less than what the Samsung Galaxy Gear S offers. Charging is done inductively through a magnetic pad, and the Apple Watch Edition houses the pad in a leather box meant to mimic the boxes of high-end luxury watches.

A major criticism of the Apple Watch is that while it has Wi-Fi and Bluetooth, it does not have GPS or cellular connectivity, meaning it needs to be tethered to an iPhone to access the Internet, map your run, or notify you of email.

It doesn’t feel very Apple

There are more varieties of Apple Watch than of any Apple product offered before. As if three product ranges and two sizes wasn’t enough, each range also has two finish options and there are dozens of style and colour combinations of straps and bracelets. Apple smartly understands that while most people are ok carrying the same phone as their colleagues and friends, walking into a room wearing the same watch as everyone else feels a little strange. However, even if several varieties is an understandable decision for the marketplace, it still doesn’t feel very Apple.

The smaller 38mm size fits better on my small wrist, but you do get about 20% less screen than with the 42mm and I think that’s real estate I’d quickly come to miss. The fluroelastomer bands (you’ll get chastised referring to them as rubber near any Apple employee) are flexible and comfortable, but a little fiddly to put on, while the leather and link bracelets feel very much like watch bands you’re already used to. The Milanese mesh in particular feels and looks incredible, and fits your wrist perfectly by using magnets instead of sized clasp holes.

David Paul Morris/BloombergOn first use, the digital crown felt a little confusing and clumsy.

Digital crown feels clumsy and unrefined

Since the first Apple Watch announcement in September 2014, Apple has been touting the digital crown as a groundbreaking interface that will set the Apple Watch apart from its competition. So, how is it in practice? On first use, it felt a little confusing and clumsy. Sometimes it seemed to do one thing, and other times just the opposite. The display doesn’t use the familiar pinch-to-zoom gesture used on the iPhone and it seems like the interplay between tapping, swiping, and turning the crown will take some getting used to.

Unanswered questions

We thought we might get the full scoop from Apple on what the final release will look like, but details such as on-board storage capacity and exactly how you’ll manage and purchase apps via your iPhone are still missing. Sure, we got to go hands-on with a working watch, but things will surely continue to shift and change before the watches start popping up on wrists.

The Apple Watch will be sold at Apple stores and special demonstration cases will arrive in Apple stores on April 10, the same day pre-orders begin. Watches will begin being delivered just a few weeks later on April 24.

Bloomberg.com

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Apple Watch battery may drain in as little as 3 hours if you use it for calls, product details reveal

Apple Inc. talked up its new smartwatch’s ability to last up to 18 hours on a single battery charge at its splashy launch event Monday. What CEO Tim Cook didn’t divulge during the announcement is that the battery can drain in as little as three hours if you use it to make calls.

Details on Apple’s website reveal that tests done on a preproduction model using the call function showed the device could get ‘Up to 3 hours’ of battery life ‘with a call placed.’

Apple bases its 18-hour battery claim — or “all-day battery life,” as the company calls it — on tests done using a particular set of features that doesn’t include voice calling. Here’s what will get you “all-day” use:

  • 90 time checks
  • 90 notifications
  • 45 minutes of app use
  • 30-minute workout with music playback from Apple Watch via Bluetooth

Apple tested a number of other metrics as well, knowing that different people will use the device for different purposes.

Watch wearers planning to use the device primarily for Bluetooth-enabled music playback can expect up to 6.5 hours of battery life, while those looking to get fit with a workout session active and the heart rate sensor on will get up to 7 hours use.

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Apple points out that all of the tests were done using a 38mm version of the watch and that a full charge on the larger, 42mm model will typically last longer.

If you just really love the Watch for its good looks and choose to use it just to check the time, you should be able to get a full two days out of it, Apple says.

And should your battery get too low, the Watch will automatically switch into power reserve mode, which can let you see the time for up to 72 hours.

Tech site Gigaom shuts down after failing to pay debts: ‘Not everyone gets to have a story book ending’

Gigaom, a pioneering technology website that attracts some 6.5 million readers every month, said it’s shutting down after failing to repay lenders.

The news blog, founded in 2006 by writer Om Malik and with offices in San Francisco and New York, said late Monday that all operations have ceased. The website still shows stories posted as recently as Monday on Apple Inc.’s new watch, HBO’s streaming service and Snapchat Inc. Chief Executive Officer Evan Spiegel’s meeting with Saudi Arabia’s Prince Alwaleed bin Talal.

“We do not know at this time what the lenders intend to do with the assets or if there will be any future operations using those assets,” Gigaom said in its statement.

Gigaom received its last funding round, valued at $8 million, in February 2014, with investors including Reed Elsevier Plc’s venture arm, according to Crunchbase. Overall funding exceeded $22 million, according to that website.

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While founder Malik has long been an influential voice among tech bloggers — his Twitter account shows he has almost 1.5 million followers — Gigaom’s popularity has fallen behind some of its peers. According to Alexa.com, the site ranks on position 1,247 among the most popular pages in the U.S., compared with 203 for TechCrunch, 142 for Engadget, and 68 for CNET.

“Business, much like life, is not a movie and not everyone gets to have a story book ending,” India-born Malik, who left the company more than a year ago, said on his blog. Read his full blog entry below:

Gigaom is winding down and its assets are now controlled by the company’s lenders. It is not how you want the story of a company you founded to end.

Every founder starts on a path — hopeful and optimistic, full of desire to build something that helps change the world for the better, reshape an industry and hopefully become independent, both metaphorically and financially. Business, much like life, is not a movie and not everyone gets to have a story book ending.

There will be time for postmortems, but not today. Today, I want to thank all the people who make (and have helped make) Gigaom. Their role in this journey was what really made it all worth it. They are great people and they will all do great work wherever they go. I want to thank our investors who believed in the business long before it became fashionable. And most importantly, I want to thank you dear readers for coming along on this trip of a lifetime.

I might have left Gigaom, the company, over a year ago, but Gigaom, the idea still lives in my heart.

Goodnight sweetheart, I still love you!

Microsoft Corp warns ‘Freak’ security bug leaves hundreds of millions of PC users vulnerable

BOSTON — Hundreds of millions of Windows PC users are vulnerable to attacks exploiting the recently uncovered “Freak” security vulnerability, which was initially believed to only threaten mobile devices and Mac computers, Microsoft Corp warned.

News of the vulnerability surfaced on Tuesday when a group of nine security experts disclosed that ubiquitous Internet encryption technology could make devices running Apple Inc’s iOS and Mac operating systems, along with Google Inc’s Android browser vulnerable to cyberattacks.

Microsoft released a security advisory on Thursday warning customers that their PCs were also vulnerable to the “Freak” vulnerability.

The weakness could allow attacks on PCs that connect with Web servers configured to use encryption technology intentionally weakened to comply with U.S. government regulations banning exports of the strongest encryption.

If hackers are successful, they could spy on communications as well as infect PCs with malicious software, the researchers who uncovered the threat said on Tuesday.

The Washington Post on Tuesday reported that whitehouse.gov and fbi.gov were among the sites vulnerable to these attacks, but that the government had secured them.

Related

Security experts said the vulnerability was relatively difficult to exploit because hackers would need to use hours of computer time to crack the encryption before launching an attack.

“I don’t think this is a terribly big issue, but only because you have to have many ducks in a row,” said Ivan  Ristic, director of engineering for cybersecurity firm Qualys Inc.

That includes finding a vulnerable web server, breaking the key, finding a vulnerable PC or mobile device, then gaining access to that device.

Microsoft advised system administrators to employ a workaround to disable settings on Windows servers that allow use of the weaker encryption. It said it was investigating the threat and had not yet developed a security update that would automatically protect Windows PC users from the threat.

Apple said it had developed a software update to address the vulnerability, which would be pushed out to customers next week.

Google said it had also developed a patch, which it provided to partners that make and distribute Android devices.

© Thomson Reuters 2015

Ori and the Blind Forest review: Rarely has the act of running and jumping been so rewarding

I’m not a super hardcore gamer.

I may play frequently and for long periods, but I rarely crank the difficulty past normal, and I’ve no qualms about lowering it to easy if I find myself struggling and not having fun as a result. I quickly weary of things made difficult merely for the sake of being difficult, as well as challenges that fail to deliver a sense of gratification once overcome.

Ori and the Blind Forest, a long-in-the-making indie platformer published by Microsoft and exclusive to Xbox (and Windows), is something different; a difficult game that is never anything less than fun and which bestows a frequent and tangible sense of accomplishment.

Moon Studios’ inaugural game delivers a steep challenge not easily conquered. Indeed, a couple of its most daunting sections required me to restart dozens of times totalling close to half an hour of play time to successfully surmount.

And yet I felt neither frustration nor anger.

Well, not at the game, anyway. Perhaps a little at myself for not being a better player. But that just drove me to improve.

I never had trouble figuring out what to do or fought the controls while doing it. I always understood what was expected of me, and it wasn’t unreasonable. It was just a matter of doing what was required, doing it well, and not making mistakes.

Just as important, I enjoyed nearly every attempt – even those resulting in failure. Simply moving around within and interacting with Ori‘s world is all kinds of fun. And when I eventually succeeded running particularly challenging gauntlets I felt a deep and authentic sense of achievement, as though I’d done something hard but worthwhile.

It’s among the best Metroidvania games I’ve played since…well, since the original Metroid.

Microsoft Studios

Metroidvania, for those readers wondering which language I just switched to, is a term for a very specific kind of side-scrolling platform-adventure game.

Such games have lots of platformer-style running and jumping, but also incorporate elements of open world adventure and role-playing games. You’ll gradually earn new abilities, and many of these abilities will empower you to enter previously inaccessible areas within the game’s free-to-roam world, all of which are connected, despite being set on a two-dimensional plane. The classic games Metroid and Castlevania were two of the first to do this, hence the awkwardly named genre of Metroidvania.

And while I usually refrain from using such niche gaming terms, in this case it describes Ori and the Blind Forest‘s structure to a T.

After an emotional opening sequence that does a lovely job setting the stage for – and stakes of – your adventure, you’ll take on the role of a cute little white guardian spirit named Ori. He sets off to explore a sick and decaying – though lush and gorgeously rendered – forest with an aim to restoring three elements that will help return the woods’ vigour.

Ori can run and jump and shoot little bits of energy from Sein – a wee speck of floating light that acts as his constant companion – to destroy puffy pink plants as well as any nefarious creatures that happen to get in his way. And you can explore the world however you like, following branching paths that lead to various challenges, treasures, and barriers you’ll gradually earn the power to get around.

Its standard Metroidvania stuff. But Moon Studios’ exacting execution and bar-raising controls sets Ori and the Blind Forest well apart from most other games of its ilk.

Microsoft Studios

Moving Ori around his world is a great big slice of video game bliss.

The controls are the very definition of tight, allowing for incredibly accurate movement. Whether you’re altering momentum mid-leap, stopping atop the tiny end of a hanging log, or swimming around narrow, maze-like underwater caverns coated in sharp, deadly spikes, you’ll never lack the confidence to do so. Imagine the peerlessly precise interface of N+, but applied to a more complex environment, and you’ll be pretty close.

As the adventure progresses Ori’s capacity to traverse his world eolves in interesting new ways and becomes even more satisfying. By the time you make it midway through the game and earn the power to double jump and “bash” – which is to say latch onto enemy projectiles to use them as slingshots, pushing yourself through the air in the direction of your choice – things really start getting exciting.

A typical scenario might see you sliding down a hanging wall that’s moving up and down, then letting go at just the right moment to do a double jump forward to grip another moving wall on the opposite side of the first. Then you might need to leap off that wall just as an enemy fires a glowing bit of energy your way and press the Y-button to use the projectile as leverage, flinging your way up to a crevice that will force you to quickly wall jump back and forth off each side, avoiding spiky outcroppings while shooting enemies trundling up and down the vertical surfaces.

That sounds super hard – and it can be – but in the best possible way.

Microsoft Studios

Ori’s abilities take time to master, but the world is smartly laid out to ensure a gradual introduction to and a fair amount of practice with each new skill before ramping up to a sequence of moves as complex as those I just described.

And it doesn’t take long for new abilities to become intuitive. I never felt like I was battling the controller to do what I wanted. Instead, it came to feel like an extension of my will. I didn’t have to think about what I wanted to do. I just did it.

Consequently, my failures were almost always a result of me not thinking quickly enough or not paying close enough attention to what was happening around me, not because Ori reacted to my inputs in ways I didn’t intend or expect.

And once you have a proper feel for a new movement mechanic, you’ll want to put it to the test – and in as extreme a way as possible. That’s where the fun is.

Working through a tough stretch – such as a particularly dramatic two-minute sequence midway through the game that involves quickly moving up the hollow of a massive tree as it floods, where one mistake means death – becomes the video game equivalent of ballet; the more demanding Ori’s routine, the more wondrous and rewarding the experience.

Microsoft Studios

There’s a lot more to love about Ori and the Blind Forest besides its terrific running and jumping.

Its huge, cleverly interconnected world isn’t just a treat for your eyes, it’s also fun to explore. Filled with doors to unlock, treasures to ferret out, secrets to discover, and some wonderfully imaginative creatures – not all of whom are out to hurt you – I never lost that burning need to know what was beyond the next hill, tree, or gate.

And the story – simple and at times sad but also beautiful and ultimately uplifting – is just more proof of the medium’s capacity to make an audience feel something beyond the thrill of combat. Ori is a memorable little fellow; a small being of light standing up to a large and overwhelming darkness all on his own. Well, almost all on his own. I was rooting for him from the start.

The long and the short of it is that Ori and the Blind Forest is just a pleasure to play – and the first Xbox exclusive in some time likely to leave at least a few PlayStation owners green with envy. Download this one with confidence.

Top 10 takeaways from Apple Inc’s Watch and MacBook event

Apple Inc. showcased what its long-awaited watch is capable of on Monday, announcing that its first brand-new device developed without Steve Jobs will begin shipping to nine countries including Canada on April 24.

At the special event on Monday in San Francisco, Apple chief executive Tim Cook and his team described how the watch can make calls, keep track of workouts, pay for groceries and even open your hotel door. The Cupertino, Calif.-based company also unveiled a new MacBook weighing just two pounds and announced developments for Apple TV.

Here are 10 things you need to know about Apple’s event:

1. Apple Watch comes with a hefty price tag

The Apple Watch is more expensive than its rivals, further solidifying Apple’s reputation for releasing high-end, pricey products. While the Samsung Gear S is priced at $399, the lower-level sport version of the Apple Watch will cost between $449 and $519, with higher-end steel iteration of the device falls between $669 and $1,449 in Canada. The limited Apple Watch Edition version — crafted from rose or yellow 18-karat gold — starts at $13,000 in Canada.

2. Eighteen-hour battery life

David Paul Morris/Bloomberg Tim Cook, chief executive officer of Apple Inc., speaks during the Apple Inc. Spring Forward event in San Francisco, California, U.S., on Monday, March 9, 2015. Cook returns to the spotlight to answer questions on many of the Apple Watch's key selling points, including price range, battery life and when in April it will reach stores.

Apple claims its upcoming smartwatch will be able to last an impressive 18 hours, although many analysts and industry insiders are skeptical of this statement, especially since Apple neglected to provide further detail related to battery life during its press conference.

Battery life is a hurdle smartwatches with full-colour displays have had difficulty circumventing, with most devices currently on the market barely managing to last more than eight hours with moderate use.

3. Apple Watch as a key

Stephen Lam/Getty ImagesThe new Apple Watch is seen on display after an Apple special event at the Yerba Buena Center for the Arts on March 9, 2015 in San Francisco, California.

Apple CEO Tim Cook previously told The Telegraph the watch is designed to replace car keys and fobs, and while he didn’t show that function on Monday, the company revealed a few apps that indicate its potential as a key replacement. For example, a Starwood Hotels app not only provides Apple Watch users with their room reservation information, but it also can be used to unlock their hotel room door. Apple also showcased Alarm.com’s app that allows a user to open a garage door remotely from their watch.

4. Apps will make or break Apple Watch

Handout/AppleApps will be important to the Apple Watch's success.

Developers have been working on thousands of apps since November when the company released software tools, though Apple didn’t specify just how many would be available at launch. Apple’s event showcased Uber’s app, which allows people to hail a car using Apple Watch, and users can go go into the Apple Watch app on iPhones running iOS 8.2 to find watch-specific apps.

5. A fitness ‘coach on your wrist’

David Paul Morris/BloombergApple Inc.'s Apple Watch is displayed after a product announcement at Flint Center in Cupertino, California, U.S., on Tuesday.

Mr. Cook said Apple Watch will be like “having a coach on your wrist.” Similar to other fitness wearables that are already on the market — including the FitBit band — Apple Watch will track your steps, heart rate and remind you when you’ve been sitting too long. It will also deliver a weekly fitness summary and goal suggestions for week to week improvements.

6. Siri will control the Apple Watch

AppleStarwood Hotels is creating an Apple Watch app where you can check in to the hotel and unlock your hotel room door by simply waving your watch in front of the door.

Apple’s virtual assistant, Siri, is coming to the Apple Watch, allowing users to speak to the device and interact with it hands-free. The “Hey Siri” command can be used to send texts, search the Internet and also perform tasks such as checking the weather or searching for flight times.

Apple Watch also may offer users new ways to communicate, judging by some of the features unveiled at Monday’s event. The wearable’s Glances feature notifies users with a “tap” when a new email arrives.

While users can answer texts and voice calls with the new device, “Digital Touch” is an Apple Watch-specific feature. Digital Touch can be used to share emojis and even your heartbeat with other Apple Watch users, and the feature can also be used to send simple sketches to other Apple Watch wearers.

7. Smartwatch sales potential

Justin Sullivan/Getty ImagesKaty Huberty, an analyst at Morgan Stanley, in July said Cupertino-based Apple may sell as many as 60 million of the new wearable devices in its first year on the market, adding as much as US$9 billion in revenue for fiscal 2015. At the time, she estimated the company would charge about US$300.

Apple analysts expect that Mr. Cook’s new wearable could help kickstart the smartwatch market. Apple Watch sales may reach nearly 14 million in the first fiscal year, according to the average estimate of analysts surveyed by Bloomberg. Global smartphone sales could increase to 28.1 million units this year from 4.6 million — and Apple is forecast to capture 55% of it, researcher Strategy Analytics said.

8. Apple in the living room

HandoutThe new Apple device, which plugs into a television set, will have a faster processor than the previous version and an upgraded interface to make it easier for customers to navigate between TV shows, movies and other online content, a source told Bloomberg.

Apple cut the price of Apple TV by US$30 to US$69 and is partnering with HBO to offer its stand-alone streaming service, HBO Now, on Apple devices. It will be the first time an HBO subscription is available directly to Apple customers directly, in time for the “Game of Thrones” premiere on April 12. It will cost US$14.99 monthly — but for now it’s only available in the U.S.

9. Apple reinvents the MacBook

s Stephen Lam/Getty ImagesApple Senior Vice President of Worldwide Marketing Phil Schiller introduces the new Macbook.

The new MacBook is set to be lighter and thinner than previous designs – including the current MacBook Air – and also comes equipped with an edge-to-edge 12-inch screen and two new colours, space gray and gold. The laptop’s trackpad has also been reworked and doesn’t click in the traditional sense, instead its new “Taptic engine” simulates the sensation of clicking.

The new MacBook also includes a USB-C connector, used for charging the laptop, sending video to external displays and USB purposes, forcing users to purchase an additional peripheral to attach multiple devices or any function beyond charging the laptop. The new MacBook is set to launch April 10 for US$1,299 and will include 8 GB of ram and a 256 GB SSD card. Apple will reportedly continue to support its current MacBook Air and MacBbook models as well as this new version.

10. ResearchKit turns the iPhone into a medical diagnostic device

AP Photo/Eric RisbergApple CEO Tim Cook talks about the new Apple Watch during an Apple event on Monday, March 9, 2015, in San Francisco.

ResearchKit aims to turn any iPhone into a medical research tool, helping people and researchers participate in tests related to Parkinson’s, diabetes, cardiovascular disease and asthma, as well as many other diseases and conditions. An example shown off during Apple’s press conference included a Research Kit application monitoring the minute fluctuations in someone’s voice, possibly an indicator of Parkinson’s or another related health issue.

According to Apple, all information shared via ResearchKit is private and the company reportedly never sees it. Data is only shared directly between researchers.

With files from National Post Wire Services

Quebecor has big growth plans — and Bay Street loves that the CEO is taking it slow

With ambitions of becoming a national wireless carrier and owning a hockey team, Quebecor Inc. is a company with big dreams – but it can keep shareholders happy even if it never achieves them, analysts say.

Since last June, when the company announced it was “ready, willing and able” to become the fourth national wireless carrier the federal government wants, Quebecor has taken some baby steps but no big leaps. Instead, chief executive Pierre Dion will be able to talk up his success building the company’s cable and wireless business in its home base of Quebec and selling underperforming assets when Quebecor releases its fourth quarter and full-year results Wednesday.

Greg MacDonald, a telecom analyst with Macquarie Capital Markets Canada Ltd., said Mr. Dion’s dream big, take it slow approach is fine by him. Even if Quebecor never takes the  plunge into a national wireless expansion or buys a professional hockey team, Mr. MacDonald believes it’s the most attractive telecommunications stock in the country.

This is just the best-looking stock in the sector. I think it’s got years of upside

“This stock works for me without any of that,” he said. “This is just the best-looking stock in the sector. I think it’s got years of upside.”

He has company in the bullish camp on Bay Street. Of 17 analysts surveyed by Bloomberg, 15 have a buy recommendation on Quebecor, while the other two are telling clients to sell the stock.

Despite its national ambitions, Quebecor has spent the past year becoming more focused on its core Quebec market in wireless and cable. The company has sold the international design and technology consulting firm Nurun for $125 million, 74 Quebec-based weeklies for $75 million and is awaiting regulatory approval for the sale of Sun Media’s 175 English-language newspapers and digital publications to Postmedia Network Canada Corp. for $316 million.

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That left the company with more than $500 million that it could spend on something fun like a National Hockey League team. Quebecor has already purchased naming rights on a new $400 million arena being built in Quebec City.

Desjardins Securities analyst Maher Yaghi said buying a hockey team would be a fine thing to do, helping Quebecor boost ratings on its cable channels and winning the company goodwill from its Quebec base. However, he said he would prefer the company spend the money on something a little less exciting: Buying back the Caisse de Depot’s 25% stake in Quebecor Media.

“The hockey team is not important,” Mr. Yaghi said. “It’s better to control 100% of QMI… It would crystallize value for shareholders quite quickly.”

Quebecor purchased spectrum in Ontario and Quebec in the latest spectrum auction, but Mr. Yaghi said that doesn’t mean the company has abandoned its ambitions beyond those provinces. If and when Quebecor does make a move to go national, it would almost certainly be by partnering with another company with spectrum rights in other areas, he said.

Quebecor has long maintained it’s waiting for the right set of regulatory conditions, including more favourable wholesale roaming rules, before making the investments necessary to become a fourth national carrier. Euro Pacific Canada analyst Rob Goff said from a shareholder’s perspective, the company’s willingness to be patient is good news.

“If the big ventures do not come to fruition, the company hits a stage of financial flexibility much sooner,” he said. “Ultimately, that could translate into a much more aggressive dividend policy. That policy could pull with it a very significant re-valuation of the shares.”

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