Apple Watch不适合爱运动的你_网易财经
Apple Watch不适合爱运动的你
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站立提醒使用者每小时站立1分钟。
使用者可以选择自己想要的运动计划。
使用者可以自己设定距离。
当然，Apple 上的运动功能都得需要iPhone（5及以上）手机支持。
Activity功能成为整个Apple Watch运动功能中的核心部分。
早报记者 朱轶 公司终于发布了智能手表Apple Watch，当不少人还在感叹终于明白“时间就是金钱”的真谛时，也有很多热的人期待一探Apple Watch究竟能为运动健康市场带来怎样的冲击。大美人模特克莉丝蒂·杜灵顿为了宣传慈善，参加乞力马扎罗半程马拉松的一段1分55秒视频也在发布会上引起了不少人的关注。因为她通过戴着的Apple Watch查看赛道海拔高度等资讯，协助她更为妥善地分配体能，此外她还将利用Apple Watch备战今年的伦敦马拉松，力争跑进4小时创造PB（个人最佳）。 别急！我们现在就来为你一一揭晓Apple Watch究竟能为你的运动健身带来怎样的变化，你是否应该为了运动健身购买Apple Watch运动版。运动版该有的功能都有Apple Watch分为运动、标准、定制三个不同版本。别看这三个版本分别都有不少款式选择，但万变不离其宗，说白了它们长了一样的芯，只是外表各不相同罢了。也就是说三个版本的Apple Watch功能全都一样，价格从2588元人民币到12.68万元的悬殊差距只显示在表壳、表带和玻璃面板材质的差异上。如果只是以运动健身为出发点，那么购买Apple Watch选择价格最低的运动版最具性价比。当然，你是土豪，你需要黄金和蓝宝石玻璃凸显你卓尔不凡的运动能力，那么你就闭着眼，只管买买买吧。既然出发点主要是为了运动健身，那么Apple Watch又有哪些适用的功能呢？Apple Watch在运动健身方面的一大吸睛点就是它的健康管理和运动追踪功能，内置应用Activity可以记录你每天消耗的卡路里和每天的运动量等。而这是苹果特意为这款智能手表开发的。Activity这个应用主要是监测使用者一天的坐立和行走时间，并以此来提醒、激励用户增加活动，避免亚健康。简单说来，就像游戏打怪一样。Activity的主要功能集中在界面的三个“环”上，分别代表预设的快步行走时间、预设的卡路里消耗指标以及满足每小时站立1分钟，只有分别满足这些条件后，使用者Activity上的三个环才会消失。强迫症患者们会不会有“天天爱消除”快感？不过，Apple Watch每周都会根据使用者一周的Activity数据，为你规划设定新的目标。此外，一旦你持续久坐，和如今大多数运动手环一样，它也会通过震动等方式提醒你起来走走。据悉还有不少智能手环所拥有的睡眠记录的功能。不过也有网友调侃，“电池续航18小时的目的，就是确保用户每天至少有6小时睡眠时间。”当然，Apple Watch还有心率监测功能，不再需要额外戴上心率带那样繁琐地查看自己运动时的心率。如果爱跑步，也可以使用Apple Watch记录自己的跑动距离、速度等相关信息。要用它运动离不开手机大美人克莉丝蒂·杜灵顿不是还用它查看海拔之类跑半马吗？是的，但这需要下载更多关于运动健身的应用。苹果库克在发布会提到，苹果HealthKit平台上已有900款应用，可以帮助用户监控健康情况。就像著名的运动APP应用Strava就是这款智能手表的第三方应用开发商。喜爱骑单车和跑步的使用者就可以通过Apple Watch在Strava上查看与骑车和跑步有关的许多基本信息。甚至还有付费的智能手表与实时分段线路的互动功能：当用户骑车行进到标记了星号的路段时，Apple Watch就会向用户发出通知。手表可以在标记了星号的路段显示已用时间，并且提供即时统计结果。不过这些都需要在苹果手机端下载应用程序。对的，你没有听错，你至少需要一个iPhone5，Apple Watch必须要搭配iOS 8.2 的机种才可使用，这样很多运动健身功能才能通过Apple Watch使用。于是，三星、LG、联想、小米和魅族的用户们早早哭晕在了洗手间。也就是说，你没有一个新的iPhone手机，即便你拥有Apple Watch那些各种各样的运动健身应用也与你无关。对你而言，它可能真的就只是一块表。Apple Watch其实就是iPhone的一个高级扩展配件。不过它的电池续航能力并没有很多运动手环和智能手表强。一旦大量使用应用或其他功能，则可能导致电池在5小时内就被用完。也就是说如果你出去跑个马拉松可能还没跑完，你的Apple Watch已经提前休息了。它适合爱运动的你吗？根据苹果最初的设计，Apple Watch能追踪用户血压、压力水平等生理指标。但受各种因素的影响，这些健康功能都没有出现在正式发布的Apple Watch中。因此，苹果被迫让首款智能手表的健康运动功能进行了一定程度的缩水。对于爱运动的你来说，是否应该为了运动健身选择它，这需要你自己抉择。除了电池续航能力不足和必须使用iPhone外，你还需要认清以下事实。相比那些专业的运动手表，Apple Watch没有GPS模块。运动装备达人光年告诉早报记者，单用Apple Watch跑步并没有GPS手表和一些手机跑步App来得精准。“它没有内置GPS模块，主要是靠加速器，也意味着用它跑步数据精准性没有那么高。”就像光年说的，如果要想记录自己的跑步路线，你还得随身揣着iPhone。尽管你能通过手机下载众多应用，但Apple Watch在运动追踪方面的确存在硬伤。而且Apple Watch虽然具有一定的防尘和防水性能，但由于防水性能一般，使用者不能戴着它去游泳。相比之下，同样价格的一些专业运动手表则完全不在话下。此外，在健康管理方面，运动、心率检测等相关应用并不是全新的东西。从功能丰富性和技术创新性方面来讲，苹果手表其实反而并不具备优势。资深跑友应该知道，Apple Watch所提供的心率监测是通过LED和红外传感实现的，因此准确性上，也不能抱以过多的期待。
事实上，爱荷华州立大学针对智能运动手环进行了一项科学研究。他们邀请了50多个18-65岁之间的健康者参与实验，并由他们自己选择3种不同强度的运动方式，在一段时间的试验后，爱荷华州立大学的专家发现，最好的智能运动手环，数据误差率也超过10%，而最差的数据误差率高达40%。“从某种意义上来说，Apple Watch更像是智能运动手环的升级版。”光年说道。考虑到2588元人民币的最低售价，以及搭配iPhone使用，要想用它来运动和监测健康的你，必须要仔细考虑，当然不差钱的土豪不在此列。
本文来源：东方早报
责任编辑：王晓易_NE0011
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分享至好友和朋友圈双语：Apple&Watch究竟是不是个没用的东西
When people say Apple has built things people didn't know they
need, it's not really true. Apple has built things that meet the
needs people have always had. More than any other consumer company,
Apple gets what people really, fundamentally need. That's why
announcements like last week's Apple Watch tend to have the
cultural impact they do。
当人们谈及苹果品牌，常常说，它制造了一些人们不知道自己需要的产品，其实并非如此。苹果早已制造了人们日常所需的产品。甚至比其他的产品公司，苹果从人们根本所需的基础上制造产品，正如不久前Apple
Watch首发时所标榜的，它正产生着深刻的文化影响力。
When we think of needs and products we often go right to
Maslow's Hierarchy of Needs, the ubiquitous theory that human needs
manifest in a specific sequence, from base survival to the pinnacle
of self-actualization. Marketers have spent decades figuring out at
what level of Maslow's hierarchy their customers are stuck, and
then offering products and marketing for that need. Think of
Campbell's "Mmm-mmm Good" campaign at one end and Lexus's
"Relentless Pursuit of Perfection" at the other. If Maslow was
right, brands needed to target a single need, satisfy it well, and
当谈及到人们的生活所需，我们常常都会想到马斯洛需求层次理论，也就是人类在每个阶段的不同需求，从底部最基本的生存需求到顶端的自我实现需求。市场营销人员多年来不断进行研究，消费者的需求处于哪个层次，并相应地为人们提供生活所需品。试思考，以"嗯…不错"为口号的坎贝尔罐头公司的市场战役和以"不懈地追求完美"为目标的凌志汽车公司是如何不断追求满足消费者需求的。如果马斯洛的理论是符合现实的，那么那些著名的品牌就需要重新定位，把目标从人们的基本需求方面制定，做到尽善尽美。
Maslow's Hierarchy of
Needs：马斯洛需求层次理论，也称为基本需求层次理论。分别是生理上的需要，安全上的需要，情感和归属的需要，尊重的需要，自我实现的需要和自我超越的需求。
ubiquitous,adj.：普遍存在的；无所不在的。此处指的是马斯洛所提出的六大需求层次理论，就是人类所普遍存在的需求。
pinnacle n. :高峰，顶尖，极点。
Campbell:坎贝尔罐头公司
Lexus:雷克萨斯(凌志汽车)，日本丰田汽车公司旗下豪华车品牌。
But it turns out that Maslow wasn't entirely right. My own
research at Forrester Research has focused on synthesizing a much
more complete and empirical description of people's fundamental
needs based on research in psychology, economics, and neuroscience.
When we talk about human needs, we use four categories:
然而，研究发现马斯洛理论似乎不太符合当今的社会状况。笔者在福雷斯特研究公司进行了一项研究，其关注于建立一个关于人们需求的更完整更有说服力的理论描述，其中涵盖了心理学，经济学和神经学科方面的知识。当我们谈论到人类需求，有四个方面是需要考虑的：
Connection
Uniqueness
Crucially, we've learned that these needs are not hierarchical.
Think of yourself: You don't wake up in the morning and only think
about food, then worry about making money, then think about loftier
pursuits. Neither your day nor your life unfolds like that. It's
messier, because of our adaptive and clever biology. Our hormones,
our neurotransmitters, even our gut bacteria cause us to think
about base needs like survival and loftier ones like personal
fulfillment simultaneously. In fact, they compete with one another
for our attention, and we prioritize and re-prioritize them on the
fly, as context changes。
要注意的是，我们早已明白这些需求并不是最重要的。请考虑一下自身情况：早上起床的时候，我们并不会担心没有食物或者无法赚钱养家，那么我们就思考更高层次的需求。我们每天的生活都不会以这样的担忧而开始，还有比这更复杂的，因为我们拥有人类天生拥有的适应性和智慧。我们的荷尔蒙，神经传递介质，甚至是肠道细菌都会让我们同时思考自身的基本需求，如生存需求和实现自身满足感的更高层次的需求。实际上，它们正利用我们的注意力彼此互相抗衡，正如不同的情境变换，我们把它们多次不断更改优先的位置。
lofty adj.：崇高的，高级的。此处loftier pursuits,更高层次的需求，指的是精神层面的追求。
neurotransmitter ['nʊrotr&nzmɪtɚ], n.：神经递质
Apple's understanding of this is what sets it apart when it
comes to launching market-changing products, including the newly
announced Apple Watch. Apple doesn't lock into one need on the
hierarchy (soup that satisfies hunger, or perfect luxury car)， but
instead builds and markets products that connect on all four of the
human needs that we're grappling with constantly. Let's use the
Apple Watch as an example:
苹果公司根据其对于人类需求的理解，在市场变动的情况下推广产品的时候，包括Apple
Watch，把这两个概念分离开来。苹果公司并不局限优先满足某一个需求(生理需求还是精神需求)，相反地，它制造和推广符合人们不断挣扎的四大需求的新产品，下面就以Apple
Watch为例，给大家分析苹果公司是如何的独领风骚。
Connection
Texts, finger-drawn emoticons, even the feature some consider
hopelessly gimmicky, heartbeat sharing, are all central to the
device keeping you connected。
文本信息，手写表情符号，甚至是任何逗趣狡猾的元素，情感分享，都是你和外界联系的媒介。
Connections to loved ones is part of comfort, and so is the
built-in health and fitness tracking, which makes the device
something of a coach in your quest to improve yourself。
与所爱的人产生联系能够让你感到安逸舒适，那么机带的健康追踪功能也能满足这一需求，它能够适时贴心地给你提供健身的提醒。
Uniqueness
An easy box for Apple to check. Though many were surprised by
the Apple Watch's conventional look (which pundits immediately
declared savvy)， Apple actually took the traditional winding crown
of a watch and with it created a unique UI and UX, making it a tool
for zooming in and out of maps or menus. The same is true in
Apple's creation of an original touch interface which distinguishes
between a tap and a press, giving the small screen twice as much
utility as it would otherwise have。
很简单，以小见大。尽管很多人都惊讶于苹果手表的传统造型(智者所标榜的悟性)，设计师在设计的过程中，采用了传统的环形皇冠造型，并设计了独特的用户界面和用户体验，使之能够帮助用户放大和缩小观看地图和菜单选项。同样的，苹果独创的传统识别点击和长按的触屏，提供了比屏幕大两倍的增缩功能。
UI: user interface 用户界面
UX：user experience 用户体验
Design plays a big role here through interchangeable watch
bands. We've seen recently examples even in Apple's own marketing
of customers celebrating uniqueness even though the products are
remarkably uniform. Think of the commercial that flashes through
the lids of dozens of MacBooks, each been dressed up with its own
clever stickers, literally wrapped around the company's brand mark.
Variety can of course also come from the suite of apps available to
put on your watch。
设计，是手表品牌可以不断变化的皇牌。我们可以从最近的手表发布会，包括苹果手表的发布会庆祝其个性化的场合中发现，不同品牌的手表都有其独特的设计标志。想想从中的商业链是怎样连接起来的，从Macbooks的滑盖，每一件产品都有其独特的智能贴纸，也就是把公司商标直接地展示在产品上。当然，多种手机应用也能适应不同品牌的客户端。
But couldn't other smart watch entrants do the same thing?
Forrester survey data shows that interest in wearing a wrist-based
computing or sensoring device had grown from an already-high 28% in
2013 to an impressive 42% in 2014, all before the Apple Watch was a
thing. But ask an average person if they know about the Pebble, the
Samsung Gear products, or the new Moto 360 and you'll get blank
stares in return. They may know the Nike Fuel Band or Fit Bit。
那么，其他新兴的智能手表制造商不就可以照样宣传了吗？福雷斯特研究公司的数据显示，人们对于携带智能腕表的兴趣从2013年的28%上升到2014年的42%，这全都归功于苹果手表的出现。不过，通过采访路人，问及他们是否认识一款名为Pebble的三星智能手表，或者最新的摩托罗拉360手表，得到的答复都是不知道。也许他们只知道耐克的运动腕带或者是Fit
Bit智能腕带。
I'd argue that none of those devices delivers on our four needs
as fully or as conveniently as Apple. For example, even though
Pebble is aiming for all four needs, it has used less-convenient
technology to deliver on those needs — admirable as the early
entrant but insufficient at this stage in the market. Samsung, on
the other hand, has created a device that promises to meet these
four needs fully, but as a company it doesn't have the market power
to draw other app makers into the environment as quickly as Apple
can, giving Apple an app variety advantage from its first day on
sale — as the mobile payment system announcement demonstrates. And
in the mind of the potential buyer, Samsung and the others suffer
vis-a-vis Apple because none can offer the reassurance — itself a
form of comfort — that the company behind it has delivered on this
before.[/en
笔者敢断言，任何一个类似的电子产品销售商都无法像苹果公司那样满足消费者的四大需求。比如，即使Pebble旨在满足人们的四大需求，它所采用的技术相对复杂——初次发行时还能吸引消费者，但是无法长久符合市场需求。至于三星，创造了一个标榜能够满足四大需求的设备，但是三星公司却无法像苹果公司一样创立属于自己品牌独有的应用市场，这就给苹果公司足够的空间出售本公司的应用产品，作为一个手机支付系统而运营。同时，在潜在的消费者心目中，三星和其他品牌与苹果品牌正面交锋，只会惨败，因为它们都无法保证其产品的舒适性，这也是公司之前所提倡的理念。
[en]That's another secret to Apple's dominance. Once it
established itself as a company that could meet these needs, people
tend to trust the brand more — maybe more than it deserves, but
certainly more than other entrants — giving it an advantage that
other brands need to fight just to
that's why
so many competing companies literally use Apple in their marketing,
comparing their own products and features to the one's that seem to
hog all the attention: Apple's. Apple seems to own the
conversation. Other, highly-regarded smartwatches already exist,
but now people are talking about Apple's proposed definition of a
smartwatch。
另外，苹果能够独领风骚的原因还有一个。当公司建立了自己的品牌形象后，人们就会相信这个品牌——也许品牌效应在实际上并不那么重要，但是这就是与其他新兴同行相比的优势。品牌优势能够使消费者愿意关注它的动态，这就是为什么那么多竞争公司把苹果公司当做市场模范，不断比较和检测自己公司的产品能否吸引到"果粉"。似乎苹果公司在此期间有其发言权。另一方面，倍受关注的智能手表早已面世，不过人们如今正在谈论的就只有苹果的智能手表了。
This was precisely the strategy that Apple used to sell the
iPad, showing dialogue-free commercials that merely depicted the
magical things the iPad could do for you. This made some people buy
an iPad, and others know what they would want when they finally got
a tablet from another manufacturer. Either way, Apple dominated by
controlling the expectations the user had about what needs the iPad
would fulfill。
这正是苹果公司用于销售iPad的销售策略，无对话商业模式，让iPad给你提供意想不到的帮助。这样使得很多人都想拥有iPad，其他人就会想他们从其他制造商中获得什么。不管怎样，苹果公司之所以引领风尚，就是因为它能够满足用户所需。
The watch experience will be harder to illustrate than the
iPad's, to be sure, but I suspect Apple's not done creating this
experience. The smartwatch is the spearhead to a broader wearable
experience, populated with a phone, a watch, an earpiece, health
monitors, and more things that, deep down, you know you need。
手表的销售历程将会比iPad的销售历程更难以概括，说真的，笔者对苹果公司是否完成这一历程存在疑问。而智能手表则是衡量其耐用性的标准，它能充当手机，手表，耳机，健康监测，还有更多功能，你所需要的功能。
spearhead：矛头，先锋。
<img src="http://simg.sinajs.cn/blog7style/images/common/sg_trans.gif" real_src ="http://s12.sinaimg.cn/large/003vY9QHzy6N0A5m6X90b"
ALT="双语：Apple&Watch究竟是不是个没用的东西"
TITLE="双语：Apple&Watch究竟是不是个没用的东西" />
小结：读完了这篇文章，终于让小编明白了苹果公司能够对全球造成巨大影响的原因了，因为它真的做到了关注人们的生活需求和精神需求，只有把人们的需求放在利益之前，才有可能创造出受大众欢迎的产品，让人感受到物超所值。
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以上网友发言只代表其个人观点，不代表新浪网的观点或立场。双语：Apple Watch究竟是不是个没用的东西_新浪教育_新浪网
双语：Apple Watch究竟是不是个没用的东西
When people say Apple has built things people didn't know they need, it's not really true. Apple has built things that meet the needs people have always had. More than any other consumer company, Apple gets what people really, fundamentally need. That's why announcements like last week's Apple Watch tend to have the cultural impact they do。
Apple Watch
当人们谈及苹果品牌，常常说，它制造了一些人们不知道自己需要的产品，其实并非如此。苹果早已制造了人们日常所需的产品。甚至比其他的产品公司，苹果从人们根本所需的基础上制造产品，正如不久前Apple Watch首发时所标榜的，它正产生着深刻的文化影响力。
When we think of needs and products we often go right to Maslow's Hierarchy of Needs, the ubiquitous theory that human needs manifest in a specific sequence, from base survival to the pinnacle of self-actualization. Marketers have spent decades figuring out at what level of Maslow's hierarchy their customers are stuck, and then offering products and marketing for that need. Think of Campbell's "Mmm-mmm Good" campaign at one end and Lexus's "Relentless Pursuit of Perfection" at the other. If Maslow was right, brands needed to target a single need, satisfy it well, and be done。
当谈及到人们的生活所需，我们常常都会想到马斯洛需求层次理论，也就是人类在每个阶段的不同需求，从底部最基本的生存需求到顶端的自我实现需求。市场营销人员多年来不断进行研究，消费者的需求处于哪个层次，并相应地为人们提供生活所需品。试思考，以"嗯…不错"为口号的坎贝尔罐头公司的市场战役和以"不懈地追求完美"为目标的凌志汽车公司是如何不断追求满足消费者需求的。如果马斯洛的理论是符合现实的，那么那些著名的品牌就需要重新定位，把目标从人们的基本需求方面制定，做到尽善尽美。
Maslow's Hierarchy of Needs：马斯洛需求层次理论，也称为基本需求层次理论。分别是生理上的需要，安全上的需要，情感和归属的需要，尊重的需要，自我实现的需要和自我超越的需求。
ubiquitous,adj.：普遍存在的；无所不在的。此处指的是马斯洛所提出的六大需求层次理论，就是人类所普遍存在的需求。
pinnacle n. :高峰，顶尖，极点。
Campbell:坎贝尔罐头公司
Lexus:雷克萨斯(凌志汽车)，日本丰田汽车公司旗下豪华车品牌。
But it turns out that Maslow wasn't entirely right. My own research at Forrester Research has focused on synthesizing a much more complete and empirical description of people's fundamental needs based on research in psychology, economics, and neuroscience. When we talk about human needs, we use four categories:
然而，研究发现马斯洛理论似乎不太符合当今的社会状况。笔者在福雷斯特研究公司进行了一项研究，其关注于建立一个关于人们需求的更完整更有说服力的理论描述，其中涵盖了心理学，经济学和神经学科方面的知识。当我们谈论到人类需求，有四个方面是需要考虑的：
Connection
关联性
Comfort
舒适性
Uniqueness
个性化
Variety
多样化
Crucially, we've learned that these needs are not hierarchical. Think of yourself: You don't wake up in the morning and only think about food, then worry about making money, then think about loftier pursuits. Neither your day nor your life unfolds like that. It's messier, because of our adaptive and clever biology. Our hormones, our neurotransmitters, even our gut bacteria cause us to think about base needs like survival and loftier ones like personal fulfillment simultaneously. In fact, they compete with one another for our attention, and we prioritize and re-prioritize them on the fly, as context changes。
要注意的是，我们早已明白这些需求并不是最重要的。请考虑一下自身情况：早上起床的时候，我们并不会担心没有食物或者无法赚钱养家，那么我们就思考更高层次的需求。我们每天的生活都不会以这样的担忧而开始，还有比这更复杂的，因为我们拥有人类天生拥有的适应性和智慧。我们的荷尔蒙，神经传递介质，甚至是肠道细菌都会让我们同时思考自身的基本需求，如生存需求和实现自身满足感的更高层次的需求。实际上，它们正利用我们的注意力彼此互相抗衡，正如不同的情境变换，我们把它们多次不断更改优先的位置。
lofty adj.：崇高的，高级的。此处loftier pursuits,更高层次的需求，指的是精神层面的追求。
neurotransmitter ['nʊrotrænzmɪtɚ], n.：神经递质
Apple's understanding of this is what sets it apart when it comes to launching market-changing products, including the newly announced Apple Watch. Apple doesn't lock into one need on the hierarchy (soup that satisfies hunger, or perfect luxury car)， but instead builds and markets products that connect on all four of the human needs that we're grappling with constantly. Let's use the Apple Watch as an example:
苹果公司根据其对于人类需求的理解，在市场变动的情况下推广产品的时候，包括Apple Watch，把这两个概念分离开来。苹果公司并不局限优先满足某一个需求(生理需求还是精神需求)，相反地，它制造和推广符合人们不断挣扎的四大需求的新产品，下面就以Apple Watch为例，给大家分析苹果公司是如何的独领风骚。
Connection
关联性
Texts, finger-drawn emoticons, even the feature some consider hopelessly gimmicky, heartbeat sharing, are all central to the device keeping you connected。
文本信息，手写表情符号，甚至是任何逗趣狡猾的元素，情感分享，都是你和外界联系的媒介。
Comfort:
舒适性
Connections to loved ones is part of comfort, and so is the built-in health and fitness tracking, which makes the device something of a coach in your quest to improve yourself。
与所爱的人产生联系能够让你感到安逸舒适，那么机带的健康追踪功能也能满足这一需求，它能够适时贴心地给你提供健身的提醒。
Uniqueness
个性化
An easy box for Apple to check. Though many were surprised by the Apple Watch's conventional look (which pundits immediately declared savvy)， Apple actually took the traditional winding crown of a watch and with it created a unique UI and UX, making it a tool for zooming in and out of maps or menus. The same is true in Apple's creation of an original touch interface which distinguishes between a tap and a press, giving the small screen twice as much utility as it would otherwise have。
很简单，以小见大。尽管很多人都惊讶于苹果手表的传统造型(智者所标榜的悟性)，设计师在设计的过程中，采用了传统的环形皇冠造型，并设计了独特的用户界面和用户体验，使之能够帮助用户放大和缩小观看地图和菜单选项。同样的，苹果独创的传统识别点击和长按的触屏，提供了比屏幕大两倍的增缩功能。
UI: user interface 用户界面
UX：user experience 用户体验
Variety
多样化
Design plays a big role here through interchangeable watch bands. We've seen recently examples even in Apple's own marketing of customers celebrating uniqueness even though the products are remarkably uniform. Think of the commercial that flashes through the lids of dozens of MacBooks, each been dressed up with its own clever stickers, literally wrapped around the company's brand mark. Variety can of course also come from the suite of apps available to put on your watch。
设计，是手表品牌可以不断变化的皇牌。我们可以从最近的手表发布会，包括苹果手表的发布会庆祝其个性化的场合中发现，不同品牌的手表都有其独特的设计标志。想想从中的商业链是怎样连接起来的，从Macbooks的滑盖，每一件产品都有其独特的智能贴纸，也就是把公司商标直接地展示在产品上。当然，多种手机应用也能适应不同品牌的客户端。
But couldn't other smart watch entrants do the same thing? Forrester survey data shows that interest in wearing a wrist-based computing or sensoring device had grown from an already-high 28% in 2013 to an impressive 42% in 2014, all before the Apple Watch was a thing. But ask an average person if they know about the Pebble, the Samsung Gear products, or the new Moto 360 and you'll get blank stares in return. They may know the Nike Fuel Band or Fit Bit。
那么，其他新兴的智能手表制造商不就可以照样宣传了吗？福雷斯特研究公司的数据显示，人们对于携带智能腕表的兴趣从2013年的28%上升到2014年的42%，这全都归功于苹果手表的出现。不过，通过采访路人，问及他们是否认识一款名为Pebble的三星智能手表，或者最新的摩托罗拉360手表，得到的答复都是不知道。也许他们只知道耐克的运动腕带或者是Fit Bit智能腕带。
I'd argue that none of those devices delivers on our four needs as fully or as conveniently as Apple. For example, even though Pebble is aiming for all four needs, it has used less-convenient technology to deliver on those needs ― admirable as the early entrant but insufficient at this stage in the market. Samsung, on the other hand, has created a device that promises to meet these four needs fully, but as a company it doesn't have the market power to draw other app makers into the environment as quickly as Apple can, giving Apple an app variety advantage from its first day on sale ― as the mobile payment system announcement demonstrates. And in the mind of the potential buyer, Samsung and the others suffer vis-a-vis Apple because none can offer the reassurance ― itself a form of comfort ― that the company behind it has delivered on this before.[/en
笔者敢断言，任何一个类似的电子产品销售商都无法像苹果公司那样满足消费者的四大需求。比如，即使Pebble旨在满足人们的四大需求，它所采用的技术相对复杂――初次发行时还能吸引消费者，但是无法长久符合市场需求。至于三星，创造了一个标榜能够满足四大需求的设备，但是三星公司却无法像苹果公司一样创立属于自己品牌独有的应用市场，这就给苹果公司足够的空间出售本公司的应用产品，作为一个手机支付系统而运营。同时，在潜在的消费者心目中，三星和其他品牌与苹果品牌正面交锋，只会惨败，因为它们都无法保证其产品的舒适性，这也是公司之前所提倡的理念。
[en]That's another secret to Apple's dominance. Once it established itself as a company that could meet these needs, people tend to trust the brand more ― maybe more than it deserves, but certainly more than other entrants ― giving it an advantage that other brands need to fight just to
that's why so many competing companies literally use Apple in their marketing, comparing their own products and features to the one's that seem to hog all the attention: Apple's. Apple seems to own the conversation. Other, highly-regarded smartwatches already exist, but now people are talking about Apple's proposed definition of a smartwatch。
另外，苹果能够独领风骚的原因还有一个。当公司建立了自己的品牌形象后，人们就会相信这个品牌――也许品牌效应在实际上并不那么重要，但是这就是与其他新兴同行相比的优势。品牌优势能够使消费者愿意关注它的动态，这就是为什么那么多竞争公司把苹果公司当做市场模范，不断比较和检测自己公司的产品能否吸引到"果粉"。似乎苹果公司在此期间有其发言权。另一方面，倍受关注的智能手表早已面世，不过人们如今正在谈论的就只有苹果的智能手表了。
This was precisely the strategy that Apple used to sell the iPad, showing dialogue-free commercials that merely depicted the magical things the iPad could do for you. This made some people buy an iPad, and others know what they would want when they finally got a tablet from another manufacturer. Either way, Apple dominated by controlling the expectations the user had about what needs the iPad would fulfill。
这正是苹果公司用于销售iPad的销售策略，无对话商业模式，让iPad给你提供意想不到的帮助。这样使得很多人都想拥有iPad，其他人就会想他们从其他制造商中获得什么。不管怎样，苹果公司之所以引领风尚，就是因为它能够满足用户所需。
The watch experience will be harder to illustrate than the iPad's, to be sure, but I suspect Apple's not done creating this experience. The smartwatch is the spearhead to a broader wearable experience, populated with a phone, a watch, an earpiece, health monitors, and more things that, deep down, you know you need。
手表的销售历程将会比iPad的销售历程更难以概括，说真的，笔者对苹果公司是否完成这一历程存在疑问。而智能手表则是衡量其耐用性的标准，它能充当手机，手表，耳机，健康监测，还有更多功能，你所需要的功能。
spearhead：矛头，先锋。
小编小结：读完了这篇文章，终于让小编明白了苹果公司能够对全球造成巨大影响的原因了，因为它真的做到了关注人们的生活需求和精神需求，只有把人们的需求放在利益之前，才有可能创造出受大众欢迎的产品，让人感受到物超所值。
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