PD ROM 1/PD ROM Volume I - Macintosh Software from BMUG (1988).iso/Electronic Messages/Quick Connect/Quick Connect 1988 Apr

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April Quick Connect



Connecting Apple to the World of Standards

Imagine that every shoe or clothing manufacturer used different size standards.
Or suppose some car manufacturers designed the accelerator on the left and the
brake on the right.  Or suppose different recipes used different units of
measure, different keyboards used different arrangements of keys, and every
community used a different telephone system.  Thankfully, these dilemmas are
imaginary because we live in a world of standards.

"Standards cover everything from railroad tracks to the plugs in the wall to
the connectors on the back of a computer," says Mike Lawler, member of Apple's
Standards group.  "Without standards,  plugs wouldn't fit into jacks.  And even
if they did, the pins, by definition, could be carrying different signals.  The
end result would be two pieces of equipment that wouldn't work togethernot a
happy situation for either a computer manufacturer or a computer user."

Standards presumably make life easier for all of us.  But ironically, the more
standards we have, the more confusing and incompatible the world becomes.  And
the fewer standards we have that we must adhere to, the less likely the chance
for innovation and technological breakthroughs.  Which brings us to the
question: Should Apple set the standards or conform to them?  Apple does both,
according to Mike Lawler, and he explains why.

"To power up the Macintosh(R) computer, you need to plug it into power.  We
didn't write our own standards for a power connector, so we provide the
appropriate connector for your part of the world, be it Europe or the US.  The
Macintosh works in both places.  We're not out to change the world's power
grid.  We're out to change the way people compute.

"On the other hand, there are always going to be cases, particularly with
companies like Apple, where the gestation of technology leads an industry
standard consensus process.  The work that was done by industry to come up
with, and first of all agree on, the physical size of what is now the 3
1/2-inch disk preceded the disk showing up in the Macintosh.  The fact remains
that there were alternative technologies that could have been used in the
Macintosh, but they weren't.  So there you have a case where a product may have
played a large part in determining which of many standards became the most
popular implementation.  That's why Apple as a whole is still going to change
the world."

How Apple connects to the external world of standard show it ultimately
maintains this balancing act between conforming to standards and creating them,
is largely determined by the work of Mike's group.  And that work is tied
directly to the activities of domestic consensus groups-the agencies and
organizations who publish the public domain standards that anyone can build
equipment or software to.

"The Standards group is primarily concerned with what these groups do, how they
do it, and when they do it," explains Mike.  "We want to find out what
standards were set, how the agreements were reached, and who participated in
the process."  To do that, Apple has taken up membership in principle standards
bodies, such as the American National Standards Institute, the Corporation for
Open Systems, the National Information Standards Organization, the European
Computer Manufacturer's Association, and the Computer and Business Equipment
Manufacturer's Association, to name a few.  "We're occupying our seat at the
table," says Mike, "so we have a presence, we have a vote, and we're now part
of the process."

In addition to getting early warnings about new industry standards, Apple may
also contribute to these groups in a technical way.  Since the groups publish
detailed technical documents on everything from screws to electrical
connectors, to operating systems, programming languages, graphics
architectures, information architectures, communications networks-everything
from "soup to nuts"-the appropriate group at Apple participates.  If it's
graphics, Apple sends an engineer who's working in graphics to participate as
an expert in the group.  If it's another area, Apple sends the appropriate
spokesperson.

The power to decide which technology becomes the standard resides in a
bewildering array of organizations.  Besides those already named, there's the
Underwriter's Laboratory, the Federal Communications Commission, the
International Standards Organization, the Electronic Industries Association,
the National Electrical Manufacturer's Association, the Exchange Carriers
Standards Association, the National Bureau of Standards, and the list goes on.
And those are just national groups.  European countries have their own
standards bodies, Japan theirs, and 80 other countries have theirs, too.
Although some groups specialize in certain types of
standards-telecommunications, for instance, arriving at a standard on any one
issue is a daunting task.


As Mike describes it, "From my view of the world, there's always a significant
tussle going on among the agencies and organizations who publish standards,
battling to see who has the right to publish the standard.  So you have cases
where three or four or more groups might be actively engaged in publishing a
standard for, say, digital tape.  Each of them can be judged on the merits of
their technical content.  But honest people can have serious intellectual
disagreements about which is better.  My job is to know what the scope of the
activity is and to be able to characterize it for Apple.  Then if we have a
vested interest group of technical people, they can make a judgment based on
best information as to where to spend their time."

To help make sense of it all, a hierarchy does exist among the various
standards group.  At the top of the national heap is the American National
Standards Institute - ANSI, for short - recognized around the world as the
accredited standards body for the U.S.  Basically, if a company wants to
compete on a national level, its product - whether it's an operating system, a
programming language, or a media interface - must meet the rules for openness
and the consensus process set down by ANSI.  And only ANSI standards ever
achieve the ultimate status of becoming "ISO" standards - those established by
the International Standards Organization, an arm of the United Nations and the
big daddy of all standards.  In Mike's words, "Building a product to an ISO
standard would be nirvana to anyone who could do it.  Literally, that product
would be recognized and accepted around the world in all markets."

Although the alphabet soup of intimidating names gives the impression that
deciding on standards is beyond the power of the individual, that's actually
not so.  Mike points out that users, many of them from User Groups, made an
impact on one recent regulatory standards issue: that of imposing tariffs on
personal computers operating over value-added networks.  (The issue was later
dropped.)  He predicts that another hot topic among the User Group community
may soon be ISDN (Integrated Services Digital Network), a technology that would
provide simultaneous voice and data transmission over one telephone line.

Mike also points out that groups such as SHARE and GUIDE, generally believed to
represent IBM users, participate on standards councils at the ANSI level.  Why
not an Apple group?  He suggests that the newly formed national Apple User
Group NAPIE  could have a similar impact on standards decisions.  But his
advice to all User Groups is: "Educate yourselves first.  Understand what the
issues are.  Then treat standards like any other issue that you may want to
influence."

Standards is a business.  And as with all businesses, there's competition.
But, with the exception of few regulatory and legislative types of standards
that everyone must follow, no one has the market cornered.  And that's reason
enough to be optimistic about Apple's role in the world of standards.  Mike
expresses it best: "There is no reason for Apple to compromise on our notion of
changing the world one person at a time.  If we have a better mousetrap, we're
in a position to advance that as a standard because we have taken up membership
in the right clubs, and we have the influence.  We certainly have as much
influence as our competition.  Everybody gets one seat.  Everybody gets one
vote.  And Apple is there."


Write at Home

by Janet Joers

I don't have an Apple badge, an office on the Apple campus, or a 6-week
sabbatical coming, but I have something that to me is worth all three: a
connection with the Quick Connect team.

Being something different than a real Apple employee, I'm a freelance writer
who feels as much a part of the Apple world as the people in Cupertino.  How?
I telecommute there all the time!

Thanks to the magic of Apple technology, my office at home becomes an extension
of Apple itself every month when Phyllis Farnam and I gear up for the next
issue of Quick Connect.  Instead of getting in my car to pick up copy or
deliver manuscripts, I log on to AppleLink(R) and am instantly deluged with
articles or relieved of mine.  And I've found that AppleLink works just as well
at midnight and six in the morning as it does during business hours - a real
convenience for freelancers with days that stretch at both ends.  But besides
saving wear and tear on me and my car, telecommuting puts me in direct contact
with everyone I need to communicate with to get the job done and meet my
deadlines.  If I need more information to write an article, a reviewer to check
my facts, or a late-breaking article to edit in a hurry, I turn to AppleLink as
the fastest way to get it.

With messages constantly going out and coming in - and my Macintosh to keep me
company, it's hard to feel isolated (a popular myth about freelance life).  But
just in case I ever do, the Connection arranges monthly interviews for the
articles I write on Apple people.  I've been escorted through the House of Cray
- the mysterious building housing Apple's Cray computer.  I've rendezvoused
with the Quick Connect production team in out-of-the-way cafes, and I've even
entered the inner sanctum of Jean-Louis Gasse's office with a tape recorder and
his book under my arm (for his autograph, of course!).  I've met a magician -
Bruce Tognazzini (the human behind the human interface of Apple computers) and
Apple's boy wonder - Chris Espinosa (who couldn't tell me at the time he was
project manager for HyperCard(TM)).  I've talked with Apple's superstar
software artist - Bill Atkinson (who found an hour for Quick Connect just when
HyperCard was rolling out), and literally dozens of fascinating people who make
up the high-energy world of Apple.


Exciting?  You bet.  For an outside Apple person on the inside, I've made some
very interesting connections, thanks to the people at the User Group
Connection.  (Making connections, after all, is their stock in trade!)  But the
best connection of all is the one I made with them.  They've made me feel write
. . . er . . . right at home!


A Flood of New Products

With spring in the offing, Apple has opened the floodgates on a host of new
products sure to give the rest of us spring fever.  Here's a quick rundown on
the new product offerings.
    o    AppleCD SC(TM) - a CD-ROM drive that reads information stored on CD-ROMS
(Compact Discs with Read-Only Memory) and even plays audio compact discs.
Apple's first optical media product, the AppleCD SC works with any Macintosh
computer with a SCSI port and with an Apple(R) II Plus, IIe, or IIgs(R)
computer with an Apple II SCSI Card (Rev. C or later), described below.  Look
to Quick Connect for future articles on this product and the people behind it.
    o        Enhanced Apple II SCSI Card, Revision C - an expansion card that provides
better performance with new and more sophisticated Apple II software and
increases the computer's ability to handle different classes of SCSI peripheral
devices, including the new AppleCD SC, Apple's CD-ROM drive which requires this
card.
    o    InteroPoll(TM) Network Administrator's Utility - a group of software tools
designed to troubleshoot, monitor, and test the integrity of the data path from
any workstation to any other device on an AppleTalk(R) network.
    o    LaserWriter(R) Refurbishment Kit - an Apple service product that consists of
parts required to overhaul LaserWriter and LaserWriter Plus printers to
increase the life of the printer beyond the 100,000 copy mark while keeping it
in almost-new condition.
    o    Apple IIgs Memory Expansion Card - an expansion card soft-bundled with all
new Apple IIgs computers that adds 256K of RAM, bringing the total computer
power to 512K - enough to use the latest software packages without having to
purchase additional memory.  Also available is the Apple II 256K Memory
Expansion Kit, which can be expanded to address 1 megabyte of RAM.

Want more information?  Contact your authorized Apple dealer.


Meet Apple's First Employee:
Bill Fernandez

If one person could be said to embody the spirit of Apple - its dream, its
vision - that person would be Bill Fernandez.  A self-taught engineer,
designer, programmer, and inventor, Bill is a unique blend of technical genius,
human warmth, and spiritual vision.  As comfortable discussing religion and
world peace as he is electronic circuits, he joined Apple when the company was
formed because, "It tied in with my personal philosophy of being a useful
component of society, of doing something beneficial that will impact the world
positively, of doing something that's worth doing that will make life better
not only for myself but for mankind."

Since then, Bill has done a lot of things worth doing - things that have
enriched our use of Apple products - made them easier, cheaper, more
understandable, more enjoyable - and made life easier in big and small ways for
just about every Apple user.

But in the beginning, his job at Apple was simply to make life easier for the
two, soon-to-be legends he had first introduced: Steve Jobs and Steve Wozniak.
"I was a high-tech 'gofer'," Bill recalls.  "I did everything and went
everywhere.  I'd go to electronics stores and pick up parts, I'd make
deliveries - whatever had to be done, I did."  That was 1976, when "Apple"
meant the Jobs family garage.   By this time, Bill had already quit his
engineering courses at college ("I just didn't like school!") and had three
year's experience in Hewlett-Packard's research and development lab ("doing
highly skilled drudge work").

As Apple grew, moved into it's first suite of offices and later into its first
building, Bill found himself still doing technician-level work.  Although his
Apple badge proclaimed him employee number 4, he was still the first and only
real employee - everyone else was an employer.  He remembers a staff member
remarking, "Apple has 12 chiefs and only one legitimate Indian."  He was that
Indian.  And it was time for a change.  It was time for Bill to use more of his
creative abilities, to develop new skills, to broaden his horizons and do
something beneficial for a bigger part of the world.

"So I went to Japan for two years," he says matter-of-factly.  "There, I
studied the Japanese language and culture, made Japanese friends, earned a
black belt in Aikido (a martial art), worked with the Baha'i religious
community, and taught English to support myself.  Surprisingly, I discovered
that I didn't really miss technology.  But I did need to be involved in
something mentally stimulating, so I took up GO, a Japanese board game that's
simple - elegant, even - but infinite in its complexity.  Maybe that was my
substitute for computers."

But it wasn't a substitute that would last for long.  When Bill returned home
in 1981, he had changed and so had Apple.  The technology he didn't miss in
Japan became the central focus of his life for the next seven years.  He was
soon to discover that his next assignment would not only require everything he
knew about electronics, it would ultimately do more to benefit societyand
change the worldthan anything he had ever done.

"I became the 15th member of the Macintosh team," Bill explains.  "I now
belonged to a family in which everyone contributed.  All of us were intimately
involved in this magical product and all of us participated in contributing
ideas.  Indeed, when the group grew to 50, all of our signatures were put
inside the product as the 'authors' of the computer - including the secretary's
signature.  That was what was so wonderful about the Mac group."

Perhaps Bill's biggest contribution to the Macintosh was managing the
engineering of the external disk drive, testing it, and redesigning the plastic
so it would be easier and cheaper to manufacture.  But as Bill points out,
"Parallel to my official job, like everyone in the Mac division, I had my hand
in the user interface design and how things should work, what we should name
products, and how the features should work.  I had input in MacWrite and a lot
of input in MacProject.  I worked with Bill Atkinson on features he implemented
in MacPaint.  In those days, we were all software testers."

It was Bill's association with Bill Atkinson that landed him his next project -
another product destined to change the world and make life easier for Apple
users: HyperCard.  "On my own time in the evenings and on weekends at Bill's
request, I'd help him design the features and the presentation of those
features - the user interface - for HyperCard.  And when it got to be too much
to do on my own time, I asked my boss to loan me to Bill Atkinson full-time.
He did - for the next 8 months."  The result was a product that has already
been called the greatest invention since the Macintosh itself.

Bill's rise from high-tech gofer to the HyperCard design team says a lot about
his talents, his versatility, his creativity.  And it also says a lot about
Apple.  "At Apple, I've been able to learn new things - exciting things.  I've
done research, testing, engineering product management, design, software - even
trade shows and product demonstrations.  And I've been involved in two
revolutionary products in a single lifetime.  My work is very exciting, I feel
it's very useful, and I have a lot of possibilities for the future."  One of
those possibilities is an invention of his own - one that "people have wanted
since the first Mac," and one he hopes Apple will decide to produce.

But beyond his personal achievements and aspirations, Bill's vision of
technology and how it can benefit society takes on global proportions.  In his
view, "Society is coming more and more to depend on the tools that computer
technology gives you.  Programming digital devices - from microwave ovens to
VCRs - is becoming a fundamental skill required by our society just like
reading and writing.  Computers may be making life more complex, but they're
also making it easier at the same time."

How?  Bill explains, "Historically, when man has a problem, he invents a
solution.  The progression is that inventive people invent tools that solve
human problems.  Humanity adopts these tools, society changes a little bit,
evolves to maybe a higher level of civilization, to a more complex daily life.
Then new  problems are found that need to be solved.  So inventive people
invent the new tools that are needed - the new technologies.  We are in an age
where our technology is very complex and very powerful, and I think it's
crucial that we make ever-increasing technology in ever-simplified forms.
These forms will still be more complicated than previous ones, but they have to
be within the overall bandwidth of what a brain can handle.  A person's mind
must be able to handle his society - all the demands of his society.  And if
you make more demands than the mind can handle, you've got to find a way of
amplifying the mind's ability.  You can do this through computers.  So from a
technological standpoint, there is no doubt that computers, particularly
personal computers, have improved our lives."

On Apple's role in this technological revolution, Bill has this to say:  "Apple
has changed over the years by becoming more mature.  All organisms go through
stages of change: the seed, the seedling, the bush, the flower, the fruit.  One
thing I like about Apple is that its character has remained intact.  The
enthusiasm, the joy, the flexibility, the desire to make great products, to
change the world, to do things that are of use to mankind, to put the power of
computer technology into the hands of ordinary individuals - this vision and
this dream remains.  And to a large extent, people at Apple are still friendly,
still helpful, still trying to do their best.  It's their enthusiasm, their
joy, and their creativity that makes Apple work.  There is a large number of
genius-class people here who are doing great things, maintaining the Apple
culture of excellence and innovation."

And we'd have to agree, Bill Fernandez is one of them.


Fighting Fire with Fire
Apple's Government Solutions

Until a Macintosh is blessed with mobility, imbued with courage, and can think
on its feet, it won't be putting out fires, cleaning up hazardous material
spills, or inspecting the damages.  But it can go a long way in helping those
who do - all 2 1/2 million of them.  Thanks to Apple's solutions approach in
its state and local government marketing program, the nation's firefighters now
have the software tools they need to put their Macintosh computers to work when
the heat is on.  And according to Nancy Sperry, Apple's manager of Market
Solutions Development for state and local government, fire services is just one
of many areas on the receiving end for Apple solutions.

Developing solutions to meet specific needs within specific segments of state
and local government is the work of Nancy's group - a big job when you consider
that fire services, police departments, courts, prosecution, transportation,
city management, health and human resources, parks and recreation, and a
hundred other services and departments are all part of the picture.  "All those
people have very different needs," explains Nancy.  "So what we do is find out
what those needs are, their information priorities, and what we can do to meet
some of those needs.  Then we demonstrate Macintosh's capabilities to these
people so that they can generate even more solutions of their own.  In a sense,
the solutions come from the customers themselves."

That's exactly what happened in the case of fire services solutions.  Nancy
worked with people who were already doing some software development in this
area. She talked with firefighters who would be using the software, and she met
with fire chiefs who would be making the decision to purchase it.  She also
collaborated with "influencers" in the industry - organizations like the
International Association of Fire Chiefs (IAFC), and people like Michael Fay,
senior associate of FirePRO, Inc., a service-oriented company for fire
departments, and publisher of Online, a newsletter for fire services User
Groups.  And she conferred with people like Ron Coleman, a fire chief in
California ("whom everyone in the fire world seems to know!") and author of
several books on the profession.  The result was FireLink, the first product
co-developed by Apple exclusively for use within local government.

Apart from the process of developing FireLink, the product itself represents
Apple's approach to government solutions.  Rather than reinvent the wheel by
writing new software programs, Nancy says, "We take packages that are available
today, like Microsoft Works, Excel, MacProject, and PageMaker, and build
templates on top of them for a specific vertical market."  FireLink is actually
a series of customized templates designed on Microsoft Works.  The program,
created specifically for fire services management, includes overlays for
managing information on hazardous materials, hydrant capacities, permit
management, equipment maintenance and scheduling, fundraising, and prefire
plans for use on the front lines.  There are also templates for
"number-crunching" tasks like managing budgets, tracking fire department
inventories, and calculating a building's fire index safety score, and desktop
publishing tasks like creating annual reports, newsletters, training materials,
and public safety education flyers.  All the users have to do is open up the
template they need and enter information in fields to fit their department.

Using existing programs to build new ones not only speeds up production and
gets the product to market quickly, it also makes the product affordable.
FireLink software, for example, costs $495 - at least $250,000 less than a
basic fire truck.

But as Nancy points out, an extension of Apple's government solutions is, of
course, the Macintosh itself.  Whether it's fire departments, the district
attorney's office, or city planning and engineering offices, most state and
local agencies are tied in with large city-wide or county-wide mainframe
systems.  What's missing is that individual personal tool that allows them to
manage their own information and create intelligent documents to work withall
from their own desktop.  The important thing is not always just getting
information stored elsewhere, but being able to manipulate, process, and
communicate that information.  The advantage of the Macintosh is that they can
do all those things right in their own office.  Nancy asserts: "In the
firefighters' world, too, the Macintosh is getting the reputation that it is
the most flexible interface."

Without a doubt, the word is getting out.  The FireLink solution alone
generated 2,000 requests to the IAFC for product information, and other
solutions such as CAMEO (Computer-Aided Management of Emergency Operations) - a
software package put together by the National Oceanographic and Atmospheric
Association, and FireAida solution for fire services operations, are getting
their fair share of attention.  In fact, the Macintosh is already in use in
over 60 fire departments nationwide - from Anchorage, Alaska to San Bernardino,
California, from Plano, Texas to Tampa, Florida.


To reach the nation's other 35,000 fire departments, Apple and the IAFC
launched a direct mail campaign.  And there are more on the way.  "Before the
year is out, we'll have three or four more market-specific brochures describing
solutions for other areas of state and local government," says Nancy.

Besides direct mail, Apple is getting the word out through conferences,
symposiums, regional and state seminars, and, of course, through User Groups.
In fact, Nancy sees User Groups as a resource not only for spreading the news
about solutions that are available today, but in identifying solutions for
future vertical markets.  As she puts it, "I network all the time, so I'm
always looking for people who have software solutions that they are using on
the Macintosh, or who have innovative ideas for creating them."

Identifying solutions, as well as innovative ideas, is one of the things Nancy
does best.  In fact, Nancy is more than qualified to steer Apple through the
complex and often confusing world of state and local government: she's worked
in firefighing, done duty as a police officer, and served as a staff assistant
to a district attorney.  How's that for fighting fire with fire?

For more information on FireLink, contact the International Association of Fire
Chiefs at (800) 248-IAFC.  For more information on Apple's solutions for state
and local government, contact your nearest Apple sales office at (800)
732-3131, extension 500, or contact Joan Tabb at the User Group Connection,
20525 Mariani Avenue, Cupertino, CA 94014 or TABB1 on AppleLink.


SPECIAL FOCUS
The Higher Education Connection

by Laura Reynolds

Viruses, WORMs, and FidoNet.  Topics of the American Veterinary Medical
Association?  The American Kennel Club?  Hardly!  These are just a few of the
hot topics discussed at the bi-annual council of higher education User Group
ambassadors hosted recently by Rutgers State University in Rutgers, New
Jersey.

Coordinated by Paul Sperber, an Apple Higher Education sales representative,
and attended by ambassadors from Hunter College, Bloomsburg University, Penn
State University, Princeton University, C.U.N.Y., Gettysburg College, Columbia
University, and Vassar College, much of the meeting focused on connecting the
groups to public bulletin boards.  A wide variety of issues was discussed,
including "viruses" - hidden commands in electronically distributed programs
that can do unexpected things (like crash your system), WORMs -
Write-Once-Read-Many CD-ROM disks for storing vast amounts of information, and
FidoNet - a bulletin board system providing nationwide conferencing and
electronic mail capabilities.  These discussions will continue on AppleLink's
User Group Bulletin Board.

In addition, Laura Reynolds let a group discussion on another connection: the
one between User Groups and Apple.  More outreach to higher education User
Groups was requested, especially in rural areas where there's less community
involvement.  Participants also explored how Apple could help them recruit and
retain their members, develop closer ties with dealers, and evangelize academic
curriculum software for new areas, such as fine arts.

Another council was held late in March with participants from Stanford
University, University of California at Berkeley, University of San Francisco,
and the University of California at Davis.  Information from this meeting and
the one at Rutgers will be used to help the User Group Connection prioritize
and formulate new programs for the coming year.  Just in time, too, as we begin
the business planning process for Apple's next fiscal year.


If you'd like more information on Apple's work with higher education User
Groups, contact Laura Reynolds, Program Manager, at:
Apple User Group Connection
20525 Mariani Avenue MS/36AA
Cupertino, CA 95014
AppleLink REYNOLDS4.


SPECIAL FOCUS
The National Connection

by Joan Tabb

It's called the National Apple Professional Information Exchange (NAPIE), and
it's a new User Group established to address the special needs of Apple users
in corporations, government agencies and institutions, and other large
organizations.

Under the leadership of Mike Bailey, Ambassador of the Lockheed User Group,
NAPIE was established at the MACWORLD Expo in January.  The group's organizers,
representing 22 organizations and including Charles Shipp (Northrop) and Marc
Seeba (Ford), issued a statement of purpose for NAPIE: "A professional
organization to facilitate the exchange of nonproprietary information among
institutions using or producing products for Apple computers."  Among its
activities, the group will disseminate solutions to technical problems common
to its members, and will promote ethical standards of practice.  The group will
seek to enhance the productivity of member organizations by providing a forum
where individual users can discuss areas of common interest, receive training,
and affect industry standards.

As the momentum of installing Apple computers in large multivendor environments
continues, the need for information and training on connectivity and data
communications solutions becomes critical.  Providing quality and timely user
training is another issue of importance to many organizations.  A national
organization like NAPIE can provide valuable resources and communications to
enhance user support and productivity in these areas.  To lend its support,
Apple has provided meeting rooms, announcements of the group's formation, a
NAPIE folder under the User Group icon in AppleLink, and the services of Joan
Tabb as the group's Apple sponsor.  Joan, Program Manager of Business and
Government User Groups, will provide equipment and speakers as needed.

Already, the NAPIE group has made much progress, thanks to excellent volunteer
work and group commitment.  The first newsletter (designed and edited by Way
Konigsberg with Mike Bailey) was issued last month.  The next meeting will take
place during the National Apple User Group Conference (NAUGC) in Ann Arbor on
April 8.  If you're interested in receiving the premiere newsletter, attending
the meeting, or joining the organization, please contact Mike Bailey at
AppleLink UG0110, or at 1142 Stonylake Court, Sunnyvale, CA 94086, (408)
756-8849.


[BULLETIN BOARD]


Talk about Connections . . . .
If you use both a DEC and a Macintosh and have some volunteer time to put into
a national organization supporting users like you, we'd like to hear from you.
Plans are abrew to help connect Apple users with DECUS (the DEC Users Society).
If you're interested in helping this concept get up and running, please
contact:

Terry Mock
The Apple User Group Connection
20525 Mariani Avenue, M/S 36AA
Cupertino, CA 95014
AppleLink: MOCK.T


Staff
Editors:  Phyllis Farnam and Ellen Leanse
Contributors:  Bill Fernandez, Mike Lawler, Laura Reynolds, Nancy Sperry, and
Joan Tabb
Writer:  Janet Joers
Design and Production:  Aplin, Uno & Chibana

1988 Apple Computer, Inc.  The Apple User Group Connection, 20525 Mariani
Avenue, M/S 36AA, Cupertino, CA 95014.

Apple, the Apple logo, Apple IIgs, AppleLink, AppleTalk, LaserWriter, and
Macintosh are registered trademarks of Apple Computer, Inc.  AppleCD SC,
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[BULLETIN BOARD]


Mac Gets the Gold!

Did You Know . . . ?

CTV, the Canadian host broadcasting station for the Winter Olympics in Calgary,
used Macintosh computers to create the hard copy for all their daily
broadcasts.  Tom Wells, in charge of CTV's information services, believes his
staff is four times as productive as other stations because of the Macintosh.

Three newspapers reporting on Olympic events were created on Macintosh: The
Globe and Mail, North Hill News, and Spirit of '88.

All tickets for the Winter Olympics in Calgary were designed on a Macintosh.

Apple was a sponsor of the U.S. Bobsled team at the Olympics.  The team used
Apple-donated equipment to design the optimal bobsled.

On display at the Physical Ed ski oval at the Winter Olympics was an ice hockey
coaching system developed by the University of Calgary using a Macintosh II.
This expert system used videotapes to help coach athletes.

Scheduling all the events at the Winter Olympics was a huge job.  Good thing
they had a Macintosh to help them.

A Year in Focus, a photo book promoting the Olympics, was produced on a
Macintosh II and LaserWriter.  Apple was given recognition on the cover pages.