Sublime Text 2 is a text editor for OS X, Linux and Windows, currently in beta.
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PC Speak: Abney and Associates News - Amazon's history should teach us to beware 'friendly' internet giants
Despite their superficially
user-friendly ways, the titans of the net, such as Google and Facebook, are no
different from the big names of American corporate history
TheGuardian.com
When corporate types gather to schmooze at expensive watering holes they talk about competition as an unalloyed public good. It's seen in Darwinian terms – companies engaged in a ceaseless battle for survival, with only the fittest emerging triumphant. But generally the discussion is couched in agreeably vague, general terms. The sordid realities of Darwinian competition – nature red in tooth and claw – are generally eschewed on the golf course and at the poolside.
Except at amazon.com. Like the other titans of the online world – Google, Facebook, Yahoo and to a lesser extent, Microsoft – Amazon is driven by data and algorithms. But not entirely. What many of its customers may not realise is that the results generated by Amazon's search engine are partly determined by promotional fees extracted from publishers. In his book The Everything Store: Jeff Bezos and the Age of Amazon, Brad Stone describes one campaign to exert pressure for better terms on the more vulnerable publishers. It was known internally as the gazelle project, after Bezos suggested "that Amazon should approach these small publishers the way a cheetah would pursue a sickly gazelle". (With a nice Orwellian touch, company lawyers later changed the name to the "small publisher negotiation programme".)
That's a revealing metaphor: capitalism red in tooth and claw. And it's a useful antidote to the soothing PR of the corporations that now dominate our networked world. Up to now, they have succeeded in branding themselves as different in important ways from the bad old industrial behemoths of the past. Google has its much-vaunted "don't be evil" slogan, for example. Facebook just wants to help everyone to hook up to "share" and "like" stuff. (Strangely, there is no "dislike" button on Planet Facebook.) Amazon is fanatically committed to the philosophy that you – the customer – are always right. And so on.
As a public relations posture this branding strategy has been a brilliant success. We loathe, fear or suspect many of the companies that dominate the offline world – energy utilities, oil companies and banks, to name just three sectors. Yet the giants of cyberspace seem to escape such opprobrium. Instead, it seems that we cannot get enough of the "free" services that they offer.
Yet in Darwinian terms these new corporate giants are just the latest stage in the evolution of the public corporation. They exist to create wealth – vast quantities of it – for their founders and shareholders. Their imperative is to grow and achieve dominance in their chosen markets – as well as in others which they now deem to be within their reach. They are as hostile to trade unions, taxation and regulation as John D Rockefeller, JP Morgan and Andrew Carnegie ever were in their day. The only differences are that the new titans employ far fewer people, enjoy higher margins and are less harassed by governments than their predecessors.
These reflections are triggered by a fascinating study of Amazon by George Packer in the New Yorker magazine. Amazon, you will recall, started out as an online bookstore, and most people probably think that it just branched out into selling other stuff as opportunities arose. The company is pathologically secretive about its sales figures, but Packer quotes one estimate that less than 7% of Amazon's annual revenue now comes from books. Indeed, it's now hard to think of anything that one can't buy from it, or from its affiliates. In that sense, it has indeed become "the everything store".
Packer claims that this was Jeff Bezos's plan from the very beginning. Books were simply a good place to start because people don't need to handle the product before they buy and they are easy to ship. In the early days, some astute observers thought that Bezos's ambition was to become the Walmart of the web. But actually compared with Amazon as it is now, Walmart looks like a niche retailer.
Although books are no longer its core business, Amazon still thinks that book publishing is an industry ripe for further creative destruction. In his book Amazonia, James Marcus, a former Amazon editorial employee, describes how Amazon's techie executives viewed book publishers as "antediluvian losers with rotary phones and inventory systems designed in 1968 and warehouses full of crap". Which explains why most publishers privately regard Amazon as a predatory monster, squeezing their margins the way Tesco squeezes farmers. They won't say this in public, though, for fear that the "buy" button will disappear from their books' pages on Amazon sites.
The big question, of course, is what happens if traditional book publishing becomes unviable because of Amazon's power? One answer – the one that keeps some people awake at night – is that Amazon's dominance in the eBook market will lead to it becoming the biggest publisher in the world. The fittest will then have survived. The rest of us will just have to pay its monopoly rents.
TheGuardian.com
When corporate types gather to schmooze at expensive watering holes they talk about competition as an unalloyed public good. It's seen in Darwinian terms – companies engaged in a ceaseless battle for survival, with only the fittest emerging triumphant. But generally the discussion is couched in agreeably vague, general terms. The sordid realities of Darwinian competition – nature red in tooth and claw – are generally eschewed on the golf course and at the poolside.
Except at amazon.com. Like the other titans of the online world – Google, Facebook, Yahoo and to a lesser extent, Microsoft – Amazon is driven by data and algorithms. But not entirely. What many of its customers may not realise is that the results generated by Amazon's search engine are partly determined by promotional fees extracted from publishers. In his book The Everything Store: Jeff Bezos and the Age of Amazon, Brad Stone describes one campaign to exert pressure for better terms on the more vulnerable publishers. It was known internally as the gazelle project, after Bezos suggested "that Amazon should approach these small publishers the way a cheetah would pursue a sickly gazelle". (With a nice Orwellian touch, company lawyers later changed the name to the "small publisher negotiation programme".)
That's a revealing metaphor: capitalism red in tooth and claw. And it's a useful antidote to the soothing PR of the corporations that now dominate our networked world. Up to now, they have succeeded in branding themselves as different in important ways from the bad old industrial behemoths of the past. Google has its much-vaunted "don't be evil" slogan, for example. Facebook just wants to help everyone to hook up to "share" and "like" stuff. (Strangely, there is no "dislike" button on Planet Facebook.) Amazon is fanatically committed to the philosophy that you – the customer – are always right. And so on.
As a public relations posture this branding strategy has been a brilliant success. We loathe, fear or suspect many of the companies that dominate the offline world – energy utilities, oil companies and banks, to name just three sectors. Yet the giants of cyberspace seem to escape such opprobrium. Instead, it seems that we cannot get enough of the "free" services that they offer.
Yet in Darwinian terms these new corporate giants are just the latest stage in the evolution of the public corporation. They exist to create wealth – vast quantities of it – for their founders and shareholders. Their imperative is to grow and achieve dominance in their chosen markets – as well as in others which they now deem to be within their reach. They are as hostile to trade unions, taxation and regulation as John D Rockefeller, JP Morgan and Andrew Carnegie ever were in their day. The only differences are that the new titans employ far fewer people, enjoy higher margins and are less harassed by governments than their predecessors.
These reflections are triggered by a fascinating study of Amazon by George Packer in the New Yorker magazine. Amazon, you will recall, started out as an online bookstore, and most people probably think that it just branched out into selling other stuff as opportunities arose. The company is pathologically secretive about its sales figures, but Packer quotes one estimate that less than 7% of Amazon's annual revenue now comes from books. Indeed, it's now hard to think of anything that one can't buy from it, or from its affiliates. In that sense, it has indeed become "the everything store".
Packer claims that this was Jeff Bezos's plan from the very beginning. Books were simply a good place to start because people don't need to handle the product before they buy and they are easy to ship. In the early days, some astute observers thought that Bezos's ambition was to become the Walmart of the web. But actually compared with Amazon as it is now, Walmart looks like a niche retailer.
Although books are no longer its core business, Amazon still thinks that book publishing is an industry ripe for further creative destruction. In his book Amazonia, James Marcus, a former Amazon editorial employee, describes how Amazon's techie executives viewed book publishers as "antediluvian losers with rotary phones and inventory systems designed in 1968 and warehouses full of crap". Which explains why most publishers privately regard Amazon as a predatory monster, squeezing their margins the way Tesco squeezes farmers. They won't say this in public, though, for fear that the "buy" button will disappear from their books' pages on Amazon sites.
The big question, of course, is what happens if traditional book publishing becomes unviable because of Amazon's power? One answer – the one that keeps some people awake at night – is that Amazon's dominance in the eBook market will lead to it becoming the biggest publisher in the world. The fittest will then have survived. The rest of us will just have to pay its monopoly rents.
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Improve behavior of “Single selection” after “Split into lines”
If you have some lines selected and then do “Split into lines” you get multiple carets with selections. But when you run “Single selection” right after this, you'd get only first caret and selection and other selections would be lost.
My suggestion: if all of the selections can be merged to one, the resulting selection after running “Single selection” must include all of them. If there are gaps in selections, then all the first selections must be merged and the rest (after the first gap) can be dropped.
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Status bar is not shown until window is moved/resized
At startup, there's no status bar on screen:
However, status bar is enabled:
Status bar appears after window was moved:
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Using commands from command line.
Imho it can be nice feature, if there will be ability to make in console something like this:
sublime_text <file name> [<file name>] -c '<Command> <arg>[<arg>]' [<file name> [<file name>] -c '<Command>']
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Regex find to use groups e.g. textBefore(.+)textAfter
Reges find does not using groups. It just ignores () in search token.
Both Sublime 2 and 3. It would be nice if parenthesis are used, find would select/replace only terms in search groups, and FindAll would select only text in founded groups
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Autocomplete Quotes
I would like to see a feature to autocomplete quotes in PHP this way: inside a quoted string, it would automatically insert \"\" when you type ", and ".." when you type " twice.
Example:
$string="Just a string";
Typing " once inside this string would give this:
$string="Just a \"\"string";
Typing " once more would change to:
$string="Just a ".."string";
PHP editor for Windows had this feature and it's the only one I miss in SublimeText :-).
Regards,
Daniel Wey
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Ability to see Symbols while scrolling through MiniMap.
Would be awesome if while clicking and scrolling on the mini map. You could see symbols via mini map.
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Display the 10 most used file in the left panel
Always display as a shortcut the 10 most used file in the left panel for the current project so you don't have to use Goto of look in the file tree.
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Dr. Robert B. Shearin, MD
Dr. Robert B. Shearin, MD
Pediatrics, Capitol Medical Group
http://doctor.webmd.com/doctor/robert-shearin-md-a20c78bc-38ab-49ed-b9cd-32cdaee9e8c4-overview
8401 Connecticut Ave Ste 201
Chevy Chase, MD 20815
Køn: Mand
År i Praksis: 46 år
Talte sprog: Engelsk, Spansk
Dr. Shearin Education & Training
Medical School: University of North Carolina School of Medicine på Chapel Hill
Graduation Dato: 1968
Dr. Shearin s Specialties & Hospital Samarbejdspartnere
Hospital Tillidshverv: Sibley Memorial Hospital
Specialties: Pediatrics, Adolescent Medicine
Dr. Shearin Health Insurance og medlemskaber
Aetna Valg POS II
Aetna Managed Valg POS Open Access
BCBS blå kort PPO
CareFirst BlueChoice Advantage
CareFirst BlueChoice NTWK POS
CareFirst BluePreferred PPO
Cigna HMO
Cigna LocalPlus
Cigna Open Access
Cigna PPO
Great West PPO
UHC valg plus POS
UHC Naviger HMO
UHC Naviger POS
UHC Options PPO
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Removal of status message only after selection or focus changed
I have a bunch of plugins which throw out status messages after a certain action. E.g. on_activated shows the current filename including path and syntax in the status bar. The problem is that it goes away far to quickly. I think, it would be better, if one could define a message to be sticky. With sticky I mean that only a change of the selection (e.g. cursor moved) or focus or a new message etc. let's the message vanish.
E.g.
sublime.status_message('Hello World', sticky=True)
E.g.
sublime.status_message('Hello World', sticky=True)
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