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Falls among older adults often begin with changes too subtle to be noticed during an ordinary walk. A person may still appear steady while moving through a familiar environment, yet struggle when asked to divide attention between walking and another task. A new study by researchers Dong, Hu, Guo and colleagues examines whether machine-learning techniques can identify this hidden vulnerability in community-dwelling older adults by analyzing how gait changes during dual-task walking. Published in BMC Geriatrics in 2026, the research focuses on a potentially powerful combination of digital movement measurement and artificial intelligence: spatiotemporal gait parameters recorded while people walk and perform a second mental or motor activity.

Walking is not a single, automatic action. It requires continuous coordination between the brain, muscles, sensory systems and balance mechanisms. When a person walks while counting backward, answering questions or carrying an object, the nervous system must distribute attention between locomotion and the competing task. This is known as dual-task walking. Older adults who have limited cognitive or physical reserve may respond by slowing down, shortening their steps, widening their base of support or becoming more irregular in their timing. These adaptations can provide clues about fall susceptibility that may remain invisible during conventional clinical walking tests.

The study’s central idea is that gait should be evaluated under realistic cognitive pressure rather than only in ideal, distraction-free conditions. Spatiotemporal gait parameters describe measurable features of movement across time and space, including walking speed, stride length, step time, cadence, stance duration and the variability between consecutive steps. In a dual-task setting, researchers can also examine the degree to which these variables change compared with normal walking. This difference, often called dual-task cost, can reveal how much a person’s mobility is affected when attention is divided. A larger cost may indicate reduced ability to manage competing demands while remaining stable.

Machine learning offers a way to analyze these patterns simultaneously. Traditional clinical assessment may focus on one or two measurements, such as walking speed or the number of previous falls. A machine-learning model can process many variables at once and search for combinations associated with elevated risk. Depending on the model design, the system may learn from labeled examples, in which participants’ gait data are linked to fall-related outcomes, and then estimate risk for new individuals. Algorithms can detect nonlinear relationships that are difficult to capture with conventional statistical methods, although their usefulness depends heavily on the quality, size and representativeness of the data used for training.

The community setting is especially important. Many studies of balance and falls are conducted in hospitals or specialist laboratories, where participants may be healthier, more closely supervised or less representative of the broader older population. Community-dwelling adults live independently and encounter the complex conditions that make falls more likely: distractions, uneven surfaces, hurried movement, household obstacles and the need to perform several tasks at once. By focusing on this group, the research addresses a practical question for preventive medicine: can accessible gait testing identify people who appear independent but may require additional support before a serious fall occurs?

A potential advantage of this approach is its ability to move fall-risk assessment toward objective, repeatable measurement. Gait sensors, pressure-sensitive walkways, wearable devices or camera-based systems can convert movement into numerical data. Those data may be more sensitive than a brief visual observation, particularly when they capture step-to-step variability and changes induced by a secondary task. In the future, similar measurements could potentially be collected in clinics, rehabilitation centers or even at home. However, a prediction tool would need to be tested across different ages, health conditions, walking environments and technology platforms before it could be trusted for widespread use.

The research also highlights the technical challenges behind apparently simple predictions. Falls are influenced by numerous factors, including muscle strength, vision, medication use, reaction time, fear of falling, neurological disease and environmental hazards. Gait features alone cannot explain every incident. A machine-learning model may also perform impressively on the data used to develop it but less reliably on people from another population, a problem known as limited generalizability or overfitting. For clinical adoption, researchers must therefore evaluate calibration, sensitivity and specificity, test the model on independent datasets and make its decisions understandable to health professionals and patients.

Although the citation identifies the study’s objective and methodology, it does not provide detailed numerical findings such as sample size, predictive accuracy or the specific algorithm used. Those results will determine how close this technology is to practical deployment. Even so, the study reflects a broader shift in geriatric care: fall prevention is increasingly being treated as a problem of measurable, dynamic performance rather than a simple checklist of past incidents. By combining dual-task gait analysis with machine learning, the researchers are investigating whether the body’s response to distraction can serve as an early warning signal—one that could eventually help clinicians intervene before a dangerous fall changes an older person’s independence.

Subject of Research: Fall-risk prediction in community-dwelling older adults using machine learning and dual-task spatiotemporal gait parameters.

Article Title: Machine learning-based fall risk prediction in community-dwelling older adults using dual-task spatiotemporal gait parameters.

Article References: Dong, G., Hu, H., Guo, Y. et al. “Machine learning-based fall risk prediction in community-dwelling older adults using dual-task spatiotemporal gait parameters.” BMC Geriatrics (2026). https://doi.org/10.1186/s12877-026-07998-3

Image Credits: AI Generated

DOI: 10.1186/s12877-026-07998-3

Keywords: machine learning, fall risk prediction, older adults, community-dwelling older adults, dual-task walking, gait analysis, spatiotemporal gait parameters, geriatric medicine, balance, mobility.

Arts Council England is facing a backlash for splurging millions of taxpayers' pounds on projects like queer cabaret, gender-diverse kids' shows and identity workshops while traditional museums are closing their doors.

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Apple in China occupies a position unlike the company’s presence in any other country. China is simultaneously a major consumer market, a critical manufacturing center, an extensive developer economy and the home of Apple’s most determined hardware competitors.

That combination creates an opportunity few technology companies can ignore. China has hundreds of millions of affluent mobile users, a strong appetite for premium devices and a digital economy built around smartphones.

It also creates unusual complexity. Apple must compete with Huawei, Xiaomi, Oppo and Vivo while satisfying Chinese regulations, navigating tensions between Beijing and Washington and reducing its manufacturing dependence without damaging the supplier network that helped make the iPhone possible.

The latest market figures show why Apple cannot treat China as a business it has already lost. IDC estimated that Apple captured 18.1 percent of Chinese smartphone shipments during the second quarter of 2026, placing it second behind Huawei at 22.6 percent.

Apple’s shipments increased by 24.4 percent from the previous year even as the wider Chinese smartphone market contracted. The recovery demonstrated that Chinese demand for the iPhone remains substantial when product design, storage, performance and pricing align with consumer expectations.

The same figures also show why the position can never be considered secure. Huawei remains ahead, local brands respond quickly and a few percentage points can separate several major vendors.

Apple in China Still Has Room to Grow

China is already one of Apple’s largest markets, but its scale means that even established product categories contain room for expansion.

The country has a large premium smartphone segment, extensive 5G coverage and consumers accustomed to using mobile devices for communication, payments, shopping, entertainment, transport and work.

An iPhone purchase can also lead to AirPods, Apple Watch, iPad, Mac, iCloud storage and paid applications. The commercial opportunity is therefore larger than the initial handset transaction.

Apple’s strongest advantage is its integrated ecosystem. An iPhone can share passwords, photographs, messages and files with a Mac or iPad, while AirPods and Apple Watch extend the experience without requiring separate accounts and setup systems.

That continuity becomes more valuable as households accumulate devices. Replacing one iPhone is relatively easy. Leaving an ecosystem containing several products, purchased applications, cloud storage and shared family services involves greater friction.

Apple also benefits from a premium identity that remains recognizable in China. Local manufacturers now produce sophisticated flagship phones, but the iPhone continues to operate as both a personal computer and a luxury consumer product.

The importance of that status should not be exaggerated. Chinese buyers are technically informed and increasingly willing to support domestic brands. Brand recognition can attract attention, but it does not excuse weak features or an uncompetitive product cycle.

Recent iPhone Demand Shows the Opportunity

Apple’s 2026 recovery offers a useful example of how quickly its position can improve.

China’s smartphone shipments fell 4.3 percent during the second quarter as memory and component costs pushed several manufacturers toward higher prices. Apple and Huawei held prices more stable, giving buyers a reason to purchase while competing brands became more expensive.

The iPhone 17 generation also addressed several areas where Apple’s standard models had appeared conservative beside Chinese flagships. Stronger base specifications made the regular iPhone more competitive without requiring every customer to move into the Pro tier.

This matters in a market where consumers compare display technology, camera systems, storage, battery life, charging and AI features closely. Apple cannot depend entirely on iOS loyalty when domestic companies introduce visible hardware improvements at several price levels.

The rebound does not establish a permanent trend. Smartphone demand in China remains affected by economic confidence, upgrade cycles, government incentives and the timing of major shopping festivals.

Apple’s position can also look different according to the research firm and whether a report measures shipments or consumer sales. Quarterly rankings should be treated as evidence of momentum rather than a final judgment on the market.

The important signal is that Chinese consumers have not broadly rejected the iPhone. Demand can return rapidly when the product and price create a convincing upgrade.

Huawei Makes China Apple’s Hardest Market

Huawei gives Apple a competitor with advantages unavailable to most global smartphone manufacturers.

The company combines strong national recognition with advanced cameras, communications technology, custom chips, local services and an expanding HarmonyOS ecosystem. Its return to premium smartphones removed the opening Apple had gained when U.S. restrictions disrupted Huawei’s access to important components.

Huawei can also position its products as part of China’s technological self-reliance. That message carries commercial and political weight beyond a conventional comparison between two phones.

Apple must therefore compete against product quality and national sentiment simultaneously. An iPhone can offer strong performance and still lose a purchase to a domestic flagship viewed as technically capable and strategically important.

Xiaomi, Oppo and Vivo add different pressures. They move quickly across price categories, experiment with folding designs, adopt larger batteries and provide features adapted to local applications and buying habits.

Chinese phone makers also operate inside a retail and software environment they understand directly. They can build relationships with local platforms, carriers and commerce services without translating a global strategy into Chinese requirements.

Apple follows a more centralized product model. That consistency protects the identity of the iPhone, but it can make the company slower to answer features gaining popularity inside one country.

Services Depend on Local Rules

Apple in China is not only an iPhone business. The installed device base creates demand for applications, cloud storage, entertainment, subscriptions and digital purchases.

China has an enormous developer community producing games, commerce platforms, social services, education tools and productivity software. The App Store connects those developers with high-value iPhone and iPad customers.

The relationship is commercially important but politically complicated. Apple must operate the mainland App Store according to Chinese law, including rules affecting games, generative AI, communications services and content.

Applications available elsewhere may be absent from the Chinese storefront. Developers may also need licenses or regulatory approval before distributing certain categories of software.

Apple changed commission rates and related policies for the mainland China storefront in March 2026. The company described the adjustments as part of maintaining a strong business opportunity for Chinese developers.

Regulatory and developer pressure has not disappeared. Complaints involving commissions, distribution restrictions and payment policies continue to challenge Apple’s control of the platform.

The company cannot simply copy its response from another region. European rules focus heavily on alternative marketplaces and interoperability, while China combines competition concerns with content regulation, data localization and licensing requirements.

Every concession must therefore be designed for a distinct legal environment without fragmenting iOS into an unmanageable collection of regional systems.

China Is Also Part of the Product

Apple’s relationship with China extends far beyond the devices sold there.

For more than two decades, Apple and its manufacturing partners built a dense network of factories, component suppliers, engineers, logistics operators and toolmakers across the country.

That network does more than provide low-cost labor. It can place specialists from several suppliers near an assembly site, modify production lines quickly and increase output to enormous volumes during a product launch.

China’s infrastructure also supports the less visible stages of manufacturing. Components require precision tooling, testing equipment, chemicals, packaging, subassemblies and experienced quality-control teams before final assembly begins.

Apple has expanded iPhone production in India and moved parts of its Mac, iPad, Apple Watch and AirPods supply chains to countries including Vietnam. It is also increasing semiconductor and component commitments in the United States.

Those investments reduce the danger of relying on one country, but they do not recreate China’s complete manufacturing environment immediately.

A factory in another region may assemble an iPhone while still depending on Chinese machinery, materials, subcomponents or engineering support. Production diversification is therefore a gradual redistribution of individual stages rather than a clean departure.

Apple must reduce concentration risk without weakening the manufacturing system responsible for its product quality, scale and launch schedules.

Trade Tensions Turn Efficiency Into Risk

The same China supply chain that provides Apple with extraordinary efficiency also exposes the company to political decisions outside its control.

Tariffs can raise the cost of devices exported from Chinese factories. Export restrictions can limit access to materials or production equipment, while sanctions may affect suppliers and technology partners.

Chinese government policies can influence the use of foreign devices inside state agencies and companies. U.S. rules can restrict the technologies available to Chinese firms that also participate in Apple’s supplier network.

Apple cannot solve these problems through product design alone. It must maintain relationships with two governments whose technology policies increasingly emphasize security, domestic production and strategic independence.

Moving more assembly to India gives Apple additional flexibility, particularly for iPhones destined for the United States. China nevertheless remains important as a production center and consumer market.

An aggressive withdrawal could damage supplier relationships and local sales. Moving too slowly could leave Apple vulnerable to another trade disruption.

The company is trying to preserve Chinese capabilities while creating enough capacity elsewhere to keep a political dispute from becoming a worldwide product shortage.

Retail Stores Give Apple a Direct Relationship

Apple’s physical stores remain an important advantage in China because they give the company direct contact with customers.

The stores allow buyers to compare models, receive technical support, attend educational sessions and enter the ecosystem without depending entirely on a carrier or reseller.

That experience is particularly valuable for premium products. A customer considering a Mac, Apple Vision Pro or high-end iPhone may need more explanation than someone replacing an inexpensive handset.

Retail locations also communicate long-term commitment. A prominent store represents more than a sales channel; it signals that Apple intends to remain part of the local technology market.

Online commerce is equally important. Chinese consumers are accustomed to large shopping festivals, aggressive promotions and rapid delivery through domestic platforms.

Apple must balance its controlled global pricing with a market where discounts can change quarterly rankings. Too little flexibility makes the iPhone appear expensive, while frequent reductions can train customers to delay purchases and weaken its premium image.

The strongest 2026 performance came partly from avoiding price increases while component costs were forcing rivals to reconsider their pricing. That advantage may disappear when competitors adjust their supply chains or launch another cycle of promotions.

Chinese Consumers Set a Higher Product Standard

China is often discussed as a sales problem for Apple, but it also functions as a demanding test of the iPhone.

Domestic flagship phones compete through larger batteries, rapid charging, advanced camera hardware, folding displays and deep integration with local digital services.

Features considered experimental elsewhere can become established expectations more quickly in China. Apple’s slower adoption cycle may look disciplined in one market and conservative in another.

The company must decide which expectations represent durable improvements and which are temporary specification contests. Copying every local feature would weaken Apple’s focused product strategy, but ignoring major changes creates openings for rivals.

This pressure can benefit Apple globally. Competition in China forces the company to defend the value of its standard iPhone, improve battery efficiency, strengthen cameras and make software features more useful outside English-speaking markets.

The opportunity is therefore not limited to selling more devices. China can reveal where Apple’s global assumptions no longer match the most competitive part of the smartphone industry.

The post Apple in China Is Its Greatest Opportunity and Hardest Test appeared first on AppleMagazine.

Todas as empresas de capital aberto (que possuem ações à venda na bolsa de valores) são obrigadas, por lei — na maioria dos países (inclusive Brasil) —, a disponibilizar publicamente suas demonstrações financeiras periodicamente. Esse costuma ser um momento bastante esperado por acionistas (analisando se a empresa na qual estão investindo está sendo bem administrada e gerando lucros), investidores (para captar novas oportunidades de alocar seus recursos), além da imprensa e de curiosos em geral. Na última quinta-feira (30/7), foi a vez da Apple de divulgar seus resultados financeiros referentes ao trimestre abril-junho de 2026.

Para alegria de todos, o CEO ¹Chief executive officer, ou diretor executivo. Tim Cook se despede da sua posição com o melhor terceiro trimestre fiscal que a empresa já registrou — um recorde absoluto! Como já informado aqui no MacMagazine, no período de abril a junho (encerrado no dia 27/6), a companhia relatou uma receita de US$109,4 bilhões (alta de 16,4%) em relação ao mesmo trimestre do ano anterior, e lucro líquido de US$29,8 bilhões (um avanço de 27%). A margem bruta chegou a incríveis 50,1%, a maior já apurada em períodos semelhantes da história da empresa!

Hoje, a Apple tem orgulho de relatar o nosso melhor trimestre de abril-junho de todos os tempos, com crescimento de receita de dois dígitos em iPhone, Mac e Serviços, e em todos os segmentos geográficos.

A fala acima é de Cook. Ele deixará o cargo em 1º de setembro, quando John Ternus assumirá, e passará a presidir o conselho de administração.

O fenômeno Mac

Uma das grandes surpresas do relatório foi o crescimento no faturamento de Macs. Pela primeira vez, a categoria ultrapassou a casa dos US$10 bilhões em um trimestre abril-junho, e o crescimento de 29% superou o do iPhone.

A explicação está em parte na procura alucinada por Macs mini para rodar agentes de inteligência artificial e na leva de lançamentos de março: MacBook Air com M5, MacBook Pro com M5 Pro e M5 Max, e principalmente o MacBook Neo, o modelo de entrada que estreou a US$600 — preço que subiu para US$700 em junho, no reajuste geral motivado pelo custo de memória. A Apple parece ter encontrado um mercado relevante abaixo do Air, e vale acompanhar o que isso faz com a margem da linha nos próximos trimestres.

O iPad foi a única categoria no vermelho, com queda anual de 6%. Não é surpresa: a própria Apple havia avisado que a comparação seria difícil, pois no ano anterior houve o lançamento do iPad com chip A16. O iPad Air com M4, que chegou em março, não foi suficiente para compensar. Cabe ainda analisar se o bem-sucedido MacBook Neo não acabou levando um pouco do mercado dos tablets, também.

O asterisco que quase ninguém vai mencionar

A margem bruta de 50,1% e o lucro por ação de US$2,02 não são resultado apenas da operação, e esse detalhe se perde facilmente na comemoração dos recordes.

À primeira vista, no press release — e nos comentários que fizemos no último podcast —, esse ponto não ficou bem claro, mas merece atenção. A Apple informou, no comunicado, que a margem incluiu cerca de dois pontos percentuais e o lucro por ação incluiu US$0,11 vindos de reembolso de tarifas, dinheiro que a empresa havia pago ao governo americano e recebeu de volta depois que a Suprema Corte derrubou, em fevereiro, as tarifas impostas sob a IEEPA (a lei de poderes econômicos internacionais de emergência). A empresa não detalhou a origem exata dos valores devolvidos, mas a decisão da Corte é o evento que abriu caminho para os reembolsos.

É dinheiro real, entra legitimamente no resultado, mas não é recorrente e não diz nada sobre a capacidade da Apple de vender aparelhos. Descontando o efeito, a fotografia muda um pouco: a margem bruta cai para aproximadamente 48%, exatamente o que o consenso projetava, e o lucro por ação vai para cerca de US$1,91, contra os US$1,89 esperados. De uma superação de 6,9% no lucro, sobra uma de pouco mais de 1%.

Ou seja: o trimestre continua bom em receita e em volume, que são genuinamente fortes. Mas o brilho extraordinário no lucro é, em boa parte, contábil, e não se repete.

A Apple abre a margem bruta em dois blocos apenas: produtos e serviços. Ela nunca divulga margem por categoria individual (não existe margem oficial de iPhone, Mac ou iPad em documento nenhum da empresa, e todo número desse tipo que circula é estimativa de analista), mas os dois blocos que ela abre já contam a história.

Linha de negócio	Margem do FQ3 2026	Margem do FQ3 2025	Variação
Produtos	40,07%	34,52%	+5,55pp
Serviços	75,62%	75,58%	+0,04pp
Consolidado	50,06%	46,49%	+3,57pp

A margem de hardware subiu 5,55 pontos percentuais em 12 meses. A margem de hardware não sobe 5 pontos por ganho de eficiência: é ali que o reembolso de tarifas desembarcou, porque tarifa incide sobre produto físico. A prova está na linha seguinte: serviços, que não pagam tarifa nenhuma, ficou praticamente parado. A melhora não foi operacional.

Vale registrar um desequilíbrio que explica boa parte do valuation da Apple. Serviços representam 28,1% da receita, mas respondem por 42,4% do lucro bruto do trimestre. Produtos são 71,9% da receita e apenas 57,6% do lucro. Cada dólar de serviço vale quase o dobro de um dólar de hardware, e é por isso que o mercado aceita pagar perto de 40x o lucro por uma empresa que, no fim das contas, vende telefone.

Serviços: um pequeno sinal de alerta

Os relatórios revelaram um problema silencioso do trimestre. Serviços cresceram 12,1%, um bom número isolado, mas bem abaixo dos 16,2% do trimestre encerrado em março e, mais grave, abaixo do que a própria Apple havia sinalizado. Na teleconferência de abril, o diretor financeiro Kevan Parekh disse que os serviços cresceriam em ritmo “similar ao reportado em março” (ou seja, algo perto de 16%, ressalvando o efeito cambial). Ficaram cerca de 4 pontos percentuais aquém.

A linha chegou a recuar 0,8% em relação ao trimestre imediatamente anterior. Foi o único item da projeção que a Apple não cumpriu, e não é um item qualquer: é o que sustenta o múltiplo da ação. Parte da imprensa de mercado atribuiu a reação negativa à combinação de serviços com a Grande China, embora as estimativas para a região divergissem bastante entre as casas: havia projeções de US$18,8 bilhões, que o resultado cumpriu, e de US$19,5 bilhões, que não.

Some-se a isso um risco que não tem data marcada. Boa parte da receita dos serviços vem do acordo pelo qual o Google paga à Apple para ser o buscador padrão do Safari — cerca de 36% da receita de anúncios de busca, algo próximo de US$20 bilhões por ano. Existe um processo em andamento que questiona a legitimidade desta taxa. A sentença de setembro de 2025 permitiu que o acordo continuasse, mas o Departamento de Justiça dos Estados Unidos recorreu em fevereiro de 2026 e o Google entrou com recurso próprio em maio. Se a decisão cair, o buraco nessa linha é de dois dígitos de bilhão!

Três números que o comunicado não destaca

Fora das manchetes do balanço, três indicadores das demonstrações merecem atenção, e nenhum deles apareceu no material de divulgação.

1. O estoque quase dobrou, de US$5,7 bilhões em setembro de 2025 para US$11,1 bilhões, alta de 94%. Uma empresa que é referência mundial em operar com estoque enxuto dobrou o estoque em 9 meses. A leitura mais provável é compra antecipada de memória, antes que os preços subam ainda mais. É a confirmação contábil do que Cook disse em junho, quando afirmou que aumentos de preços eram inevitáveis.
2. Pesquisa e desenvolvimento saltou para US$11,7 bilhões, o dobro do ritmo da receita, e passou de 9,4% para 10,7% do faturamento. Ao mesmo tempo, o investimento em ativo fixo (equipamentos, imóveis, veículos etc.) caiu 28% no acumulado de 9 meses. É a tese da IA “capital-light” traduzida em números: a Apple gasta mais em gente e software, e menos em concreto e servidor, apostando em rodar inteligência nos mais de 2 bilhões de aparelhos que já estão nas mãos dos usuários. O oposto de Microsoft, Google e Amazon.
3. O caixa operacional de 9 meses foi de US$117 bilhões, contra US$81,8 bilhões. Mesmo assim, a recompra de ações caiu de US$70,6 para US$62,1 bilhões. A Apple está segurando dinheiro, o que é coerente com o estoque dobrado e com uma troca de comando marcada para 1º de setembro.

Há ainda um detalhe na linha de outras receitas, que agrupa o que a Apple ganha fora da operação: juros do caixa aplicado, juros pagos sobre dívida, variação cambial e valorização de participações minoritárias. O resultado foi de US$572 milhões positivos, contra US$171 milhões negativos há um ano — um giro de US$743 milhões. A carteira de caixa e aplicações subiu para US$146,5 bilhões, enquanto a dívida caiu para US$82,3 bilhões. Mais dinheiro rendendo, menos juros a pagar. É lucro financeiro, não operacional.

A projeção para setembro veio bem abaixo

O trimestre relatado é recorde. A projeção que o acompanha, não. E como o mercado precifica futuro e não passado, foi ela que dominou a reação. A ação, que havia fechado o pregão a US$333,43, caiu cerca de 6,5% na negociação estendida ao longo da teleconferência, o que equivale a aproximadamente US$317 bilhões de valor de mercado. No dia seguinte, a queda se confirmou: -7,35%. A projeção da Apple para o trimestre de setembro, o último do ano fiscal, veio com dois números desconfortáveis.

Indicador	FQ3 2026 (real)	FQ4 2026 (projetado)
Crescimento de receita	16,4%	de 9% a 11%
Margem bruta	50,1%	de 47% a 48%
Margem bruta sem reembolso de tarifas	48,1%	de 47% a 48%
Receita implícita	US$109,4 bilhões	de US$111,7 a US$113,7 bilhões

A desaceleração de 16,4% para algo entre 9% e 11% já seria suficiente para incomodar. O que agravou foi a justificativa: Parekh afirmou que o impacto das restrições de oferta deve “aumentar significativamente” em relação ao trimestre anterior — citando explicitamente iPhone, Mac e iPad —, e mencionou ainda ventos contrários de câmbio sobre a receita de iPhone.

A margem projetada de 47% a 48% é o número mais revelador de todo o balanço. Ela fica abaixo do resultado limpo deste trimestre sem o reembolso de tarifas. Ou seja: a Apple está dizendo que a margem vai cair de verdade, em bases comparáveis. O colchão de estoque de memória comprado a preço favorável, que segurou os custos nos últimos trimestres, está acabando, e o trimestre de setembro é justamente o que carrega o lançamento dos “iPhones 18 Pro/18 Pro Max” — e provavelmente do “iPhone Ultra”, o primeiro dobrável da empresa.

O que Ternus herda

Ternus assumirá como diretor executivo em 1º de setembro, com Cook passando a presidente executivo do conselho. A julgar pelo balanço, ele recebe uma casa em ordem: receita recorde, base instalada de aparelhos ativos em máxima histórica em todas as categorias principais, patrimônio líquido de US$107,5 bilhões e — possivelmente — a companhia mais valiosa do mundo.

Recebe também três problemas bem definidos. O primeiro é o custo de memória, que já forçou aumentos de preço no MacBook Air, no Mac mini e no Mac Studio, e que agora vai comprimir margem sem o amortecedor do estoque barato.

O segundo é a desaceleração dos serviços, com os recursos judiciais contra o acordo de busca com o Google ainda pendentes.

O terceiro é entregar a Siri reformulada, anunciada na WWDC26, movida pelo Gemini do Google, prevista para o ciclo do iOS 27 e adiada por tempo indeterminado na União Europeia — decisão que a Apple atribui às exigências da Lei dos Mercados Digitais (Digital Markets Act, ou DMA).

A leitura mais honesta deste balanço talvez seja esta: Cook encerra sua gestão entregando o melhor trimestre abril-junho da história da Apple, a maior capitalização de mercado do mundo e uma operação que cresce dois dígitos em todos os continentes em que atua. O que ele não entrega pronto é a próxima curva: provar que a aposta de rodar inteligência artificial dentro do aparelho, e não na nuvem, vale o múltiplo de 40x que a ação vinha cobrando. Essa parte, agora, é com Ternus.

Notas de rodapé

• 1
  Chief executive officer, ou diretor executivo.

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This is The Stepback, a weekly newsletter breaking down one essential story from the tech world. For more on smartphones and Android, follow Dominic Preston. The Stepback arrives in our subscribers' inboxes on Sunday at 8AM ET. Opt in for The Stepback here.

How it started

Believe it or not, it didn't all start with Samsung. Royole, a now-bankrupt manufacturer of flexible displays, was the first to release a commercial folding phone, the "charmingly awful" FlexPai. Samsung's first Galaxy Fold followed a year later, plagued by a variety of faults that saw review units break within days. That launch went so badly that it prompted Chinese riva …

Read the full story at The Verge.

Se você quer jogar ou criar jogos baseados no Quake 3, conheça e veja como instalar o jogo ioquake3 no Linux via Flatpak.

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The Jason Arday scandal is just the latest symptom of a much bigger problem in UK universities: collapsing standards, poor scholarship and a system that has let it happen, says Dr David McGrogan.

The post Bloody Awful Work Creeps in When Standards Are Relaxed appeared first on The Daily Sceptic.

Se você quer usar o serviço Synology no sistema do pinguim, conheça e veja como instalar o cliente Synology Drive no Linux via Flatpak.

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Campaigners have failed to overturn police guidance allowing trans suspects to request a strip-search by an officer of their 'lived-in gender' after the High Court ruled the practice was lawful.

The post Trans Suspects Can Still Request Female Strip-Search, High Court Rules appeared first on The Daily Sceptic.

Se você precisa fazer reuniões virtuais em grupo, conheça e veja como instalar o app de videoconferências Jitsi Meet no Linux via Flatpak.

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Fã de jogos de mistério e aventuras "point and click"? Case Solved: The London Files coloca os jogadores no papel de um detetive que tem como missão investigar uma série de crimes, num título que promete pôr à prova as suas capacidades de observação e dedução.  

The post Case Solved: The London Files desafia-o a pensar como um detetive para desvendar uma série de mistérios appeared first on Tek Notícias.

Japan earthquake relief efforts will receive financial support from Apple following the powerful earthquake that struck Kumamoto Prefecture on the island of Kyushu.

CEO Tim Cook announced the donation through social media on July 30. He expressed concern for people facing the earthquake and continuing aftershocks while thanking the first responders helping affected communities.

“Japan has a very special place in my heart.”

Cook wrote before confirming that Apple was making a donation to support relief work.

Apple did not disclose the amount, recipient organizations or whether its contribution would support the immediate emergency response, longer-term reconstruction or both. The company frequently keeps disaster donation amounts private, even when Cook publicly confirms its participation.

The announcement came as rescue teams continued searching damaged homes, industrial facilities and the remains of a shopping center. Survivors were dealing with water shortages, disrupted transportation, damaged buildings and dangerous summer temperatures.

Japan Earthquake Relief Follows Deadly Kumamoto Disaster

The earthquake struck southwestern Japan on Tuesday, July 28. Japanese reporting and international agencies have described it as a magnitude 7.1 event, while the U.S. Geological Survey measured it at magnitude 6.8. Differences can occur because agencies use different measurement methods and datasets.

The earthquake reached the highest level on Japan’s seismic intensity scale in parts of Kumamoto. Strong shaking damaged roads, houses and public infrastructure across communities near the epicenter.

The confirmed death toll had risen to 34 by Friday, according to Kumamoto prefectural authorities. Additional people were injured or remained missing as emergency workers entered the period when the likelihood of finding survivors beneath collapsed structures begins to decline sharply.

One of the most severe incidents involved an explosion and partial collapse at a shopping center. The earthquake also toppled a large chimney at a paper factory, damaged traditional homes and caused another section of the stone walls at Kumamoto Castle to collapse.

The historic castle was undergoing extensive restoration after the 2016 Kumamoto earthquakes. Damage to rebuilt or partially restored areas illustrates how recovery from one major disaster can remain unfinished when another arrives.

Aftershocks continued during the rescue operation, increasing the danger for emergency personnel entering unstable buildings. They also discouraged residents from returning to damaged homes, even when those structures remained standing.

Thousands of survivors moved into public shelters or slept inside vehicles. Some families chose cars because evacuation centers were crowded, while others feared that another strong tremor could collapse weakened buildings.

Extreme heat added another emergency. High summer temperatures can quickly create dehydration, heat exhaustion and medical complications, particularly for older people, children and residents sleeping in vehicles without reliable cooling.

Apple Donation Joins an Expanding Corporate Response

The Apple donation places the company among several technology and entertainment businesses providing money for Japan earthquake relief and reconstruction.

The Pokémon Company announced a contribution of 100 million yen to Kumamoto Prefecture, the Japanese Red Cross and other support organizations. The funding is intended to assist people affected by the earthquake and support restoration across damaged areas.

Sony committed 50 million yen and began collecting additional employee donations that the company will match. Its contribution is being directed toward the Japanese Red Cross and an emergency fund operated with Save the Children.

Sony has a direct industrial connection to Kumamoto through its semiconductor operations. The company described the prefecture as a community with which it has developed deep ties since establishing the Kumamoto Technology Center in 2001.

Apple also maintains substantial commercial and cultural connections with Japan through its retail stores, developer community, suppliers and customers. Cook has visited the country repeatedly and has met Japanese developers, musicians, educators and manufacturing partners during previous trips.

The amount behind Apple’s latest commitment may never be made public. The absence of a disclosed figure prevents direct comparison with other corporate donations, and it also leaves unanswered which organizations will distribute the money.

Relief contributions can support several different stages of a disaster response. Immediate funding may pay for water, food, temporary shelter, medical care and emergency equipment. Later funding can help repair homes, restore community services and assist families whose employment disappeared with damaged businesses.

The timing of Apple’s donation places it during the immediate emergency rather than after the complete scale of destruction has been calculated. Recovery costs will continue changing as inspectors determine which buildings can be repaired and which must be demolished.

Kumamoto Faces Another Long Recovery

Kumamoto experienced a destructive sequence of earthquakes in April 2016. Those events killed dozens of people, damaged or destroyed more than 100,000 buildings and displaced large numbers of residents.

Apple responded at the time by allowing customers to send donations to the Japanese Red Cross through iTunes. The system offered preset contribution amounts that were transferred without Apple retaining a percentage.

The company has used similar responses after earthquakes, hurricanes, floods and wildfires in several countries. Cook usually announces the commitment publicly while leaving the amount and distribution arrangements private.

Apple has previously contributed directly to relief organizations and has sometimes provided matching programs for employee donations. It has not announced whether employee matching or a customer donation channel will accompany the current Japan earthquake relief commitment.

The 2026 disaster presents different immediate pressures from the 2016 earthquakes because it arrived during intense summer heat. Shelter capacity alone does not solve the problem when buildings lack sufficient cooling, water or private areas for medically vulnerable residents.

Japanese authorities deployed Self-Defense Force personnel and emergency teams to support local rescuers. Prime Minister Sanae Takaichi instructed agencies to prioritize the protection of life, collect information quickly and coordinate assistance across national and local government.

Electricity had been restored by Friday evening, according to the local power company, but water remained a serious concern. Kumamoto authorities said nearly 80,000 homes were still without running water, creating demand for bottled supplies, mobile water stations and sanitation support.

A water interruption affects more than drinking. Hospitals, shelters, restaurants and homes need reliable supplies for hygiene, food preparation and medical care. Restoration can take longer than electricity because ruptured pipes must be located, isolated and repaired across damaged roads and neighborhoods.

Apple Donation Arrives Before the Full Damage Is Known

Apple’s announcement communicates support without defining how the money will be used. The effectiveness of the contribution will depend on the recipient, timing and ability to direct funding toward needs that remain after the first wave of public attention passes.

Immediate rescue work receives the greatest visibility, but rebuilding homes and local businesses can continue for years. Families may need temporary housing long after shelters close, while damaged schools, transportation routes and medical facilities require larger reconstruction programs.

Private donations cannot replace government disaster funding. They can provide additional flexibility for relief groups that need to purchase supplies quickly or reach people whose circumstances do not fit standard assistance programs.

The continuing aftershocks also make damage assessments provisional. A building considered stable after the first inspection may require another examination, while rain or additional shaking can affect weakened slopes and structures.

Apple has not indicated whether it will open a public donation channel through the App Store or another service. Its current response is limited to the corporate contribution confirmed by Cook.

The next stage of Japan earthquake relief will move from search operations toward shelter support, structural inspections and temporary housing. In Kumamoto, the most urgent calculation is already measured beyond financial totals: nearly 80,000 homes need running water restored while residents endure the hottest weeks of the Japanese summer.

The post Apple Supports Japan Earthquake Relief Efforts appeared first on AppleMagazine.

How one founder house is betting work-life balance can beat burnout .

Safari web apps give frequently used websites many of the qualities normally associated with installed software. A site can receive its own icon, open outside the regular Safari tab interface and appear alongside native apps on supported Apple devices.

The feature is useful for services that do not offer an App Store download, websites used throughout the workday and online tools that feel crowded when surrounded by unrelated browser tabs.

A Safari web app remains a website rather than becoming native Apple software. Its capabilities, interface and offline behavior depend on how the site was developed. Safari supplies the app-like container, while the website continues providing the actual service.

The experience also differs across Apple devices. iPhone and iPad place web apps on the Home Screen, while Mac saves them as separate applications that can open from the Dock, Spotlight or Applications folder.

Safari Web Apps Are More Than Bookmarks

A traditional bookmark saves an address inside Safari. Selecting it opens the page in a normal browser tab with the rest of the browsing session.

A Safari web app creates a more focused entry point. Its icon appears with installed apps, and opening it produces a separate app window or full-screen interface without the usual collection of Safari tabs.

This distinction is particularly valuable for communication tools, project dashboards, streaming services, publications and business systems. A user can switch to the website through the App Switcher, Dock or Spotlight instead of locating the correct Safari window and tab.

Web apps can also support notifications and icon badges when the website provides those features. On iPhone and iPad, supported notifications can appear on the Lock Screen, in Notification Center and on a paired Apple Watch.

The site still controls the quality of the experience. A website designed as a progressive web app may include responsive navigation, offline resources, custom icons and carefully defined window behavior. A basic website may simply open inside a cleaner Safari frame.

How to Create Safari Web Apps on iPhone

Current iPhone software includes an Open as Web App option when adding a website to the Home Screen.

To create one:

1. Open the website in Safari
2. Tap the More button and choose Share. Depending on the selected Safari layout, the Share button may already be visible beside the address field
3. Scroll down and select Add to Home Screen
4. Edit the displayed name if necessary
5. Turn on Open as Web App
6. Tap Add

The new icon appears on the iPhone Home Screen. Selecting it opens the site separately from the main Safari interface, and the web app can be closed through the App Switcher like other iPhone apps.

If Add to Home Screen is missing from the Share menu, scroll to the bottom, select Edit Actions and add it to the available actions.

The chosen name should be short enough to remain recognizable below the icon. Safari may use an icon supplied by the website. When a suitable image is unavailable, the generated icon may use a simplified site image or monogram.

How to Create Safari Web Apps on iPad

The iPad process is similar, although the Share menu reflects the larger Safari interface.

Open the desired website, select Share, choose More if required and tap Add to Home Screen. Turn on Open as Web App before selecting Add.

The resulting icon appears on the iPad where it was created. It can be organized into Home Screen folders and opened through iPad search like other applications.

An iPad web app can be especially useful for browser-based writing tools, office systems, inventory dashboards and educational platforms. Removing the tab bar gives the website more room and makes it easier to use beside another app.

Whether the web app supports multiple windows, external displays or advanced iPad multitasking depends on its design and the capabilities exposed through Safari. Installing a website does not automatically give it every feature available to a native iPad app.

Safari Web Apps Work Differently on Mac

Apple introduced its current Mac web app system with macOS Sonoma 14. Any webpage can be saved as a web app without requiring the website developer to distribute a Mac application.

To create one, open the page in Safari and choose File > Add to Dock. The same command is available through Safari’s Share button.

Safari displays the proposed name and icon before saving the app. After confirmation, the web app appears in the Dock and Spotlight Applications. Its application file is placed inside the Applications folder located in the user’s Home folder.

A Mac web app receives its own window and menu-bar identity. It uses a simplified toolbar containing navigation and sharing controls rather than Safari’s complete tab and bookmark interface.

The web app can remain in the Dock, run automatically as a login item and participate in normal macOS window management. It can also be opened through Spotlight without launching a visible Safari window first.

Mac Web Apps Keep Browsing Separate

A Mac web app operates independently from ordinary Safari browsing. Apple says it does not share ongoing browsing history, cookies, website data or settings with Safari.

When the web app is first created, Safari can preserve an existing website sign-in in many cases. Activity after that point remains inside the web app’s separate data container.

This separation resembles using a dedicated Safari profile, but the web app is even more focused. Searching, following links and changing accounts inside it do not add those pages to the normal Safari history.

The arrangement can be helpful when the same service is used for work and personal accounts. Separate web apps can create clearer boundaries, although account behavior still depends on the website.

Isolation can also explain an unexpected sign-in request. A person may already be authenticated in Safari but encounter a separate session after creating, resetting or reinstalling the web app.

Mac Settings Allow More Control

Mac web apps include settings that are unavailable to ordinary Home Screen bookmarks.

Open the web app, select its name in the menu bar and choose Settings. The application name, starting address and icon can be changed without recreating the app.

Navigation controls can be shown or hidden. Hiding them creates a cleaner appearance for a dashboard that rarely leaves its main page, while displaying them makes sense for sites with deeper navigation.

The title bar can adopt colors supplied by the website. This helps distinguish several installed services but can be disabled when a consistent Mac appearance is preferred.

The Privacy section controls access to the camera, microphone, screen and location. Website data can also be cleared from this area without deleting normal Safari data.

Compatible Safari extensions can be enabled separately for the web app. This prevents every active Safari extension from automatically affecting a focused work tool.

Notifications Make Websites Feel Like Apps

A supported website can request notification permission after it becomes a web app.

On iPhone and iPad, web push notifications use Apple’s notification system. They can appear on the Lock Screen, inside Notification Center and on a paired Apple Watch. They also respond to Focus settings.

Websites must request permission after a direct user action, such as selecting a notification or subscription button. Simply adding a site to the Home Screen does not automatically authorize alerts.

Supported sites can place a count on the Home Screen icon through web badging. This may represent unread messages, pending tasks or new articles, depending on the service.

Mac web apps can send notifications and display unread badges on their Dock icons. Permission should be granted from inside the web app rather than through the same site in Safari if the alerts are intended to belong to the installed app.

Each web app appears by its chosen name in Apple’s notification settings. Alerts, sounds, badges and preview behavior can then be controlled much like those of downloaded software.

Web Apps Do Not Automatically Work Offline

An installed icon does not mean the website has been downloaded completely.

Most web apps continue to require an internet connection because their pages, account data and services remain on remote servers. If the connection disappears, the app may show an error or only display information already stored temporarily.

Websites designed for offline use can cache interface elements and selected content through supported web technologies. The developer decides what remains available without a connection and how changes synchronize later.

This makes offline behavior inconsistent between sites. One writing service may continue editing disconnected documents, while another cannot move beyond its sign-in page.

Anyone depending on a web app during travel should test it in Airplane Mode before assuming that important information will remain accessible.

Links Can Return to Safari

Links belonging to the same website usually remain inside the web app when they fall within its intended navigation area.

External links may open in Safari because they lead beyond the web app’s domain or configured scope. Authentication systems, payment providers and support pages can also move temporarily into a browser window.

This behavior protects the focused identity of the web app. A project-management tool does not need to become a complete browser simply because a task contains a news link.

A poorly configured website may open more links externally than expected. That behavior is generally controlled by the site rather than by a Safari setting available to the user.

Safari Web Apps Do Not Sync Automatically

A web app icon appears only on the Apple device where it was created.

Adding a website to an iPhone Home Screen does not install the same web app on an iPad or Mac, even when every device uses the same Apple Account. Each installation must be created separately.

Safari bookmarks, Reading List items and open tabs can synchronize through iCloud, but web app installations remain local. Mac settings and custom icons also do not automatically transfer to another Mac.

This local behavior allows each device to maintain a different collection. A detailed analytics dashboard may belong on a Mac and iPad, while a compact travel service may only need an iPhone icon.

Removing a Web App Leaves the Website Available

On iPhone or iPad, touch and hold the web app icon and select the removal option. Deleting the icon does not cancel the website account or remove the service from the internet.

A Mac web app can be deleted by opening the Applications folder inside the user’s Home folder and moving the app to the Trash. Removing it from the Dock alone only removes the shortcut.

Website data may remain until it is cleared through the web app’s privacy settings or removed with the app, depending on the platform and current software behavior.

Saved documents stored exclusively by the online service remain subject to that service’s account and retention policies. Removing the web app should not be treated as deleting information held by the website.

Apple Vision Pro Uses a Different Safari Model

Safari on Apple Vision Pro can open multiple spatial windows, synchronize bookmarks and tabs through iCloud, save pages to Reading List and place separate browser windows around the user’s space.

Apple’s current Vision Pro guide does not provide the same Add to Home Screen or Add to Dock installation process documented for iPhone, iPad and Mac.

A website can still feel application-like inside its own Safari window, particularly when positioned as a persistent part of a workspace. That does not make it an installed Home View app.

Apple Watch also does not provide a general Safari web app installation system. It can, however, display supported notifications sent by an iPhone Home Screen web app.

Choose the Starting Page Carefully

A Safari web app opens from a defined starting address, making the selected page important.

Installing a service from its general homepage may produce an app that repeatedly opens promotional content or a sign-in screen. Creating it while viewing an inbox, dashboard, calendar or project page can provide a faster route to the area used every day.

Mac users can change the Application URL later through the web app settings or use Set to Current Page after navigating to a better starting location.

The most effective Safari web apps begin where the work actually happens. A publication can open directly to its latest articles, a company tool can start on its task board and a cloud service can lead to the folder used most often.

That small choice determines whether the icon functions as another website shortcut or becomes an app-like destination that removes several steps from a repeated Apple device workflow.

The post Safari Web Apps Turn Websites Into Apple Device Apps appeared first on AppleMagazine.

Além de compartilhar uma página da web usando um link normal, o navegador Mozilla Firefox também permite enviar um endereço da web de outra forma.

Mais precisamente, trata-se da geração de um código QR (QR code) — que pode, posteriormente, ser lido a partir de qualquer câmera ou compartilhado em uma postagem, por exemplo.

Veja como fazer isso no seu Mac! 👨‍💻

1. Com o Firefox aberto no seu computador, siga um dos seguintes procedimentos:
   • Clique com o botão direito em cima da aba;
   • Vá até “Arquivo”, na barra de menus;

2. Selecione “Compartilhar” e “Gerar código QR…”.

3. Clique em “Salvar” para fazer o download do código ou em “Copiar” para que ele seja copiado para a área de transferência.