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Nicalis, Inc. is an American video game developer and publisher based in Santa Ana, California. The company focuses primarily on indie games and has developed and published both original games as well as ports of existing games. Nicalis was founded in 2007^[1] by Tyrone Rodriguez,^[2] a former editor for IGN.^[2] In 2017, Nicalis announced that they had acquired SuperVillain Studios and Cowboy Color.^[3]

1. Microsoft Office Home and Student 2019 provides classic Office apps and email for families and students who want to install them on one Mac or Windows 10 PC for use at home or school. Classic versions of Office apps include Word, Excel, and PowerPoint.
2. Battery and Power 4. Up to 9 hours wireless web; Up to 9 hours iTunes movie playback; Up to 30 days standby time; Built-in 71.8-watt-hour lithium-polymer battery; 60W MagSafe 2 Power Adapter with cable management system; MagSafe 2 power port; Electrical and Operating Requirements. Line voltage: 100V to 240V AC; Frequency: 50Hz to 60Hz.
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Games[edit]

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Since its founding, the company has developed and published several games, beginning with Dance Dance Revolution: Mobius in 2008 and Cave Story in 2010. In October 2011, Nicalis announced that it would publish a port of VVVVVV for the Nintendo 3DS via the Nintendo eShop.^[1] In December 2011, Nicalis offered both NightSky and Cave Story+ for sale as part of Humble Indie Bundle 4.^[4] In April 2012, Nicalis announced that its plans to publish the WiiWare port of La-Mulana in the US and EU had been cancelled, citing a steep decline in the WiiWare userbase.^[5] In January 2017, it was silently announced that Nicalis would release several of their games on the Nintendo Switch.^[6]

Games developed and published[edit]

Games published[edit]

Awards[edit]

Cave Story was nominated for Game of the Year at the 2010 Nintendo Power Awards, as well as WiiWare Game of the Year.^[7] The 3DS version of Cave Story was nominated for Best Adventure Game at the 2011 Nintendo Power Awards.^[8] At the 2011 Independent Games Festival, Cave Story was a finalist in the category of 'Excellence In Visual Art' and both Cave Story and NightSky received honorable mentions in the category of 'Excellence In Audio.'^[9]

Controversy over management[edit]

In September 2019, Kotaku editor Jason Schreier posted a lengthy article compiled from interviews with anonymous internal employees of Nicalis and external developers that have used the company related to the management of the company, particularly to its CEO Tyrone Rodriguez. The investigation was spurred by observations from players of brief conflicts between Nicalis and their developers across social media in the years prior. The report asserted that Rodriguez was controlling and exploitative of his employees and encouraged a racist atmosphere within the company. External developers also stated that they felt Nicalis engaged in ghosting; they had signed deals for Nicalis to help publish their games, but later could not get any response from Nicalis, causing them to lose time and potential sales, and forcing them to turn to other publishers.^[10][11] In response to the report, Nicalis issued a statement stating 'We do not condone abusive workplace environments or discrimination and have people from all walks of life.'^[12] Rodriguez apologized on Twitter that his comments to his employees reported in the article were 'indefensible and unacceptable'.^[13]

On hearing of these accusations, Edmund McMillen, who had developed several games through Nicalis, stated that he 'won’t be moving forward with Nicalis when it comes to the port of The Legend of Bum-bo or any console versions of Mewgenics, Binding of Isaac: Repentance will still be releasing as originally planned, the team poured their heart and soul into this DLC and it’s very close to releasing.'^[10]

References[edit]

1. ^ ^ab'VVVVVV COMING TO 3DDDDDD!!!!!!'. 6 October 2011. Archived from the original on 8 May 2012. Retrieved 9 May 2012.
2. ^ ^abCarter, Grey (27 March 2012). 'NightSky Dev: Kojima is Terrible At Making Games'. The Escapist. Retrieved 7 March 2014.
3. ^McAloon, Alissa. 'Cave Story 3D dev Nicalis acquires SuperVillain Studios and Cowboy Color'. Gamasutra. Gamasutra. Retrieved 6 August 2019.
4. ^Brown, Mark (14 December 2011). 'Humble Indie Bundle 4 zips up Cave Story, Meat Boy, Shank and more (Wired UK)'. Wired. Condé Nast Publications. Archived from the original on 17 January 2012. Retrieved 9 May 2012.
5. ^Jackson, Mike (1 May 2012). 'Wii News: WiiWare: 'Window for success passed in 2009' - Nicalis - ComputerAndVideoGames.com'. Computer and Video Games. Future Publishing. Retrieved 9 May 2012.
6. ^Frank, Allegra (January 19, 2017). 'Nintendo Switch UI gets new close-up in deleted tweet'. Polygon. Retrieved January 19, 2017.
7. ^Nintendo Power Issue 250. South San Francisco, California: Future US. 2010. p. 73.
8. ^Nintendo Power Issue 276. South San Francisco, California: Future US. 2012.
9. ^'2011 Independent Games Festival Announces Main Competition Finalists'. Archived from the original on 1 May 2012. Retrieved 9 May 2012.
10. ^ ^abSchreier, Jason (September 12, 2019). 'Inside The Ghosting, Racism, And Exploitation At Game Publisher Nicalis'. Kotaku. Retrieved September 12, 2019.
11. ^Olsen, Matthew (September 23, 2019). 'Following Bombshell Report, More Indies Share Horror Stories of Working With Nicalis'. USGamer. Retrieved September 23, 2019.
12. ^Bailey, Dustin (September 12, 2019). 'Binding of Isaac creator drops future plans to work with Nicalis after reports of exploitation'. PCGamesN. Retrieved September 12, 2019.
13. ^Schreier, Jason (September 13, 2019). 'Nicalis founder Tyrone Rodriguez posted a statement on Twitter last night'. Kotaku. Retrieved September 13, 2019.

External links[edit]

• Nicalis on Twitter

Power Crystal Crisis Mac Os Download

Apple was at an all-time low in 1996, in a severe financial crisis that worried Mac users around the world. Apple’s shareholders and customers were losing faith, and competitors were closing in fast. The worldwide press badmouthed Apple in 1995 and 1996.

Today Apple is a completely different company. I’m going to analyze how Apple got into trouble and how they climbed back to become “insanely great” once again.

How the Trouble Started

By 1995, Apple was an incredibly healthy business with impress figures to boast. They shipped 1.3 million Macintoshes and generated $3.1 billion revenue from the quarter ended in December 1995. Unit sales of Macintosh software increased by 26.9% for the first ten months of 1995. Apple had impressive market share figures amongst US K-12 institutions and the creative professionals market, including graphic and Web designers.

But 1995 wasn’t all that great. In August 1995, the PowerBook 5300 was released. It was the first PowerPC-based PowerBook, and it was a much anticipated product. Apple arranged for product placement in the two biggest blockbusters of 1996, Mission: Impossible and Independence Day.

Little did Apple know how much this would further disadvantage their reputation. Many of the first few units shipped were dead on arrival. Furthermore, there were issues with the Sony-made lithium-ion (Li-ion) batteries bursting into flames. Apple had to recall the entire product line, even though not a single battery ever caught flames outside of the company.

The PowerBook 5300 also shipped with buggy system software, and it didn’t include a Level 2 cache, negatively affecting performance. There were also problems with several components that Apple addressed through a repair program that continued for seven years.

After the 5300 fiasco, Apple lost market share in laptop computers, and their reputation was damaged – for a while at least.

Mac Clones

In 1995, Apple began the Macintosh clones program where, in an attempt to gain market share, Apple licensed the Mac OS to third party hardware vendors such as Radius, Power Computing, Motorola, DayStar, and Umax.

The Power Computing clones were the fastest personal computers in 1996, and that affected Apple’s Power Macintosh sales due to their aggressive pricing. In a December 1995 issue of TheMac in the UK, a Power Computing 120 MHz Mac OS-compatible tower cost £1,899 ($3,344). At the same time, the 120 MHz Power Macintosh 9500 cost £3,725 ($6,560). Although Power Computing claimed to be “fighting back for the Mac”, they were in fact killing Apple. Apple’s Mac sales started to drop.

The clone programme ultimately lost money for Apple and the participating third party vendors. Michael Spindler was ousted as CEO and replaced by Gil Amelio in 1996 to give Apple the guidance it desperately needed.

‘A Huge Mess’

Amelio was placed in the center of a huge mess and told to sort it out. He wrote a strategy for Apple and pointed out the major problems. He concluded that Apple had a shortage of cash and liquidity, low-quality products, lacked a viable operating system strategy, had an undisciplined corporate culture, and was trying to do too much and go in too many directions.

Amelio started to address these problems by cutting Apple’s costs. He reduced the workforce by thousands and discontinued the Copland operating system project. However, Amelio did not discontinue the Newton family of products; additionally, the eMate 300 Newton laptop was released under his reign at Apple, one of his mistakes.

Apple’s Savior

Amelio is greatly undervalued, because he ultimately saved Apple by purchasing NeXT for $402 million from Steve Jobs, Apple’s cofounder, on February 4, 1997. Amelio had considered purchasing Be, Inc., which had asked for $400 million, but Amelio was affected by Jobs’ Reality Distortion Field.

Many overlook Amelio’s decision to purchase NeXT, but it was a vital turning point in Apple’s history because it brought Steve Jobs back to Apple as a consultant in 1997.

On July 26, 1997, Mac OS 8 was released in an effort to keep the Mac OS alive. It was very successful, exceeding Apple’s sales expectations fourfold. 1.2 million copies were sold in the first two weeks, growing to 3 million within six months. At Macworld Expo Boston 1997, booths selling Mac OS 8 sold out.

Steve Jobs addressed his own keynote at the Macworld Expo event in Boston, outlining Apple’s plans and introducing new board members (mostly his close friends from the board of NeXT). Jobs talked about Apple’s strong brand, education market share, and assets, such as the Mac OS.

An Olive Branch for Microsoft

At the keynote, he also announced a five year partnership with Microsoft including cross-licensing of patents, bundling Internet Explorer as the default browser on new Macs, an agreement that Microsoft would continue to develop and support Microsoft Office for the Mac for at least another five years, collaboration on Java, and Microsoft’s investment of $150 million in Apple stock, which they could not sell for three years.

In addition, Bill Gates appeared on the keynote screen over a live video feed – and the audience’s response was priceless. They laughed, booed, and even had their cameras out for several seconds while Bill Gates grinned at everyone.

The renewal of the Microsoft partnership was certainly a good decision; Apple had been disrespectful towards the very companies that were helping them survive during their most difficult times.

Microsoft and Apple first worked together in the 1970s when Microsoft licensed a version of BASIC to Apple, which modified it for the Apple II. In 1984, Apple and Microsoft joined in an effort to bring the first productivity and office applications to the original Macintosh. Microsoft shipped Mac versions of Word and MultiPlan (later Excel), becoming Apple’s unique selling point for the Macintosh during its growth.

Ever since Windows had been released, Apple’s employees and their customers had been in an ongoing war with Microsoft. In 1997, Jobs decided to end this war by treating Microsoft better and telling the audience at his keynote that the battle between Apple and Microsoft related to their operating systems was over.

Apple’s Most Important Asset

Another thing Jobs mentioned at his keynote in 1997 was the Apple brand and how it is Apple’s most important core asset beside the Mac OS. During the 1980s and 1990s, John Sculley, then Apple CEO, built up Apple as a solid brand in the business world, and this became a very important asset to Apple.

Though the Apple brand was an important asset, Apple took it for granted in those days. The Apple brand was (and still is) extremely well recognized, with credit due to their advertising campaigns for the Power Macintosh, Newton family, and Performas during the 1990s under John Sculley – and brand loyalty was also strong with 25 million Macintosh users in 1997.

On October 6, 1997, Michael Dell, CEO of Dell, said during a keynote to several thousand IT executives that he would “shut [Apple] down and give the money back to the shareholders” only a week after Steve Jobs addressed his keynote outlining Apple’s latest strategies to become a healthy company again. Dell’s comment was generally considered as a blatant, unthoughtful take on what to do with Apple.

Many others were doubtful of Apple’s future at the time – many in particular thought Apple would have difficulty recruiting a new CEO because of Jobs’ presence at the company.

Rumors were also circulating that Apple would use Windows NT on its upcoming network computers.

Getting Back into Business

Apple lacked a “clean” and logical product family of computers in 1997. Jobs himself explained at the Worldwide Developers Conference (WWDC) 1998 keynote that Apple’s prior product line was confusing to the market and expensive for Apple. There were too many models, and they were often priced wrong and aimed at the wrong markets.

Consumers were confused and never knew what to buy. Why should I buy a 9500 instead of a 9600 or an 8200 instead of an 8500? Nobody knew; even Apple’s salesmen couldn’t explain to customers which they should buy.

Much of this product confusion was created by Michael Spindler during 1993-1996 period when he created a large product line of Macintosh Performas, a consumer line which over time became more and more confusing to consumers.

To address this problem, Jobs decided to streamline Apple’s product line into two categories, each with its own two categories. There are two markets for computers – consumer and professional – and both need desktop and laptop models.

The Power Macintosh G3, available in desktop and minitower versions, was released in November 1997 as the pro desktop Mac, and the PowerBook G3 (Kanga) was the pro laptop Mac.

On July 15, 1998 Apple reported its third profitable quarter since Jobs returned, earning $101 million in good part due to 750,000 Power Mac G3 units sold since it’s introduction.

The iMac

Jobs knew that in order to experience further growth, Apple needed to create a product that consumers wanted, one that would appeal to the mass market. The Macintosh Performa series had been discontinued and needed a better replacement.

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Thus, the iMac was born, a desktop Macintosh similar to the original Macintosh 128K in many ways. The iMac was a 233 MHz All-in-One desktop with built-in networking, two 12 Mbps USB ports, and a futuristic translucent Bondi blue colored case designed by Jonathan Ive.

Jobs realized the potential of Johnathan Ive, a member of Apple’s industrial design team who had joined the company in 1992. Ive had previously designed the Newton MessagePad, eMate 300, and the Twentieth Anniversary Macintosh. He was chosen to design the iMac and came up with hallmark design that distinguished it from any other personal computer, using bright colors and a simplistic, user-friendly appearance.

The translucent Bondi blue case appealed to customers, and the iMac became an instant hit, selling 800,000 units in 1998 (a rate of one sold every 15 seconds). CompUSA’s executive vice president of merchandising said, “The launch of the iMac was the largest-selling day of any given computer we’ve ever had.”

The iMac was announced in May 1998, priced competitively at US$1,299, and began shipping in August 1998. Development of the iMac is said to have begun the day Steve Jobs returned to the company, because he noticed Apple did not have a compelling consumer Macintosh priced under US$2,000, which he said was “really scary”.

Next: Apple’s Climb Back to Success

References

Power Crystal Crisis Mac Os X

• Apple Confidential 2.0, Owen W. Linzmayer
• Infinite Loop, Michael Malone