Android 1.0: Worldwide Phenomenon
The American Dream—now rebranded as the ID Flagship Center—along with retail outlets closely partnered with ID Group, would handle the duplication. Because the package spanned twelve disks, copying on ordinary computers took considerable time, so specialized duplication equipment was being distributed. A company had already developed a device that copied entire magnetic states of disks and cracked Aegis Shield; they placed an order for thousands of diskette duplicators. These machines could copy multiple diskettes simultaneously, shortening wait times while also preventing the equipment from leaking into the underground market—thereby extending Aegis Shield’s lifespan. A double victory.
Distribution via Nextcomm was another option. With many American users still on slow modems, downloading everything would take a while, yet it remained viable for those far from any retail outlet. Finally, a paid option was introduced. Though the software was free, those unwilling to wait and possessing ample funds could purchase convenience. The fee covered only the cost of the diskettes and express shipping. Payment at Nextcomm, ID Technology, or any Flagship Store triggered delivery by special courier within days. The sheer volume of diskettes had forced this last-resort measure.
“Everyone present today will receive one first-edition Android 1.0 package. Please form an orderly line to collect yours.”
The roar of the crowd swelled several times louder. The bonus had not been announced beforehand, doubling the excitement. Nearly ten thousand packages had been brought in for the event; shortages were impossible.
“However, you must fill out and submit the user registration card distributed at the entrance.”
Android 1.0 was being released through countless channels, yet one requirement applied to all: the registration card. Whether someone received a boxed package, downloaded the files online, or copied the software onto their own diskettes, they had to complete the card. Name, age, occupation, city of residence, and intended use were recorded. Staff then entered the data into ID Technology’s servers, generating a sixteen-digit Android 1.0 registration number.
The registration policy served user management, of course, but would also feed the adware system. At present, advertisements displayed indiscriminately, yet accumulated data would soon allow targeting by gender, generation, or occupation. Once the online era arrived, even real-time interest-based advertising would become possible.
The promise of free first-edition packages sent the audience into rapturous applause. Yoo Jae-won raised his hand in acknowledgment. In the front row sat his parents and the executives. He bowed respectfully toward his proud mother and father before exiting the stage.
“How did I do?”
He harbored no regrets about Android 1.0 itself, yet the presentation left him dissatisfied. His original concept had been modeled on Steve Jobs—concise and elegant. Instead, the talk had devolved into a conventional walkthrough, showcasing every feature and explaining each one. Having personally written much of the code, the urge to detail everything had proven irresistible. It could not be helped; he was not Steve Jobs and could not replicate that presence. Still, if the audience had enjoyed themselves and cheered, that was enough.
Innovation at Its Finest—Stability and Performance Both Achieved
Media reaction was swift. American broadcast networks and cable news channels alike devoted significant coverage to ID Group’s Android 1.0 announcement. Multitasking, robust media support, internet and networking capabilities, and Virtual Boxer—the game that opened a new horizon for full 3D—were all showcased. Some reports even aired three- or four-minute clips of Yoo Jae-won’s presentation at the Las Vegas Convention Center.
Footage also showed crowds flooding ID Flagship Centers that opened worldwide on August 15, from Los Angeles and New York to London, Paris, Seoul, and Tokyo, collecting their free first-edition packages. With the global supply capped at one million units, lines formed overnight in several countries. Surprisingly, queues appeared in Tokyo as well. Japan primarily used its own PC-98 architecture rather than IBM-compatible systems, so the turnout of IBM-PC users willing to wait for Android 1.0 made headlines. It underscored just how dominant Android 1.0 had become in the personal-computer operating-system market.
Interestingly, the same networks that aired the stories ran ID Group image ads and Android 1.0 commercials at the end of each program. Nothing in this world was free; favorable coverage had been purchased with substantial advertising budgets. Had Android 1.0 been flawed or riddled with bugs, such engineered publicity would have backfired. Instead, Android proved itself a genuinely capable operating system, and most viewers agreed with the positive reports.
Reactions were especially intense on PC communications networks and the internet. Nextcomm’s own bulletin boards overflowed with Android 1.0 discussions.
Companies that had received preview versions were now racing to develop Android 1.0-specific vaccines, yet finding vulnerabilities in a freshly released operating system was like searching for a needle in a desert. Yoo Jae-won’s decision to pit two internal teams against each other in hunting bugs and exploits had been inspired. The Redmond team, composed of former Microsoft developers, attacked fiercely to prove their worth, while the Silicon Valley team—fueled by the pride of having toppled Goliath Microsoft—defended with everything they had. The process uncovered major bugs and critical vulnerabilities. When solutions were needed, the teams collaborated; when answers still eluded them, Yoo Jae-won stepped in. Hundreds of issues, from typos to deep bugs, were resolved. Over a million dollars in bounties had been paid out, testament to the intensity of the effort. Thanks to that rigor, discovering weaknesses in the now-perfected Android 1.0 would be nearly impossible for the foreseeable future.
The next day, the Las Vegas Convention Center remained ID Group’s stage. Yesterday had belonged to Android 1.0; today, August 16, the spotlight shifted to the launch of ID Office 2.0. Android robot banners were taken down and replaced with the jigsaw-puzzle logo chosen as ID Office 2.0’s symbol. When ID Office 1.0 launched, the logo had been a block toy drawn by Yoo Jae-won himself—serviceable but hardly polished. This time the company had commissioned L&M, America’s premier design firm specializing in corporate logos and trademarks, to create something professional. The four programs within ID Office were represented as four interlocking puzzle pieces, each icon capturing the essence of word processing, spreadsheets, presentations, and databases. The full package featured the completed puzzle image, while individual program boxes displayed only their corresponding single puzzle piece.
Yoo Jae-won took the stage again, though he would not carry the entire presentation alone. As overall director, he delivered a concise five-minute overview of ID Office 2.0, after which the team leaders responsible for each application would present their respective programs in detail. IDW’s presenter was Lee Chan-soo, leader of the Rodeo Team. The spreadsheet, database, and presentation teams would be represented by their own leads.
Lee Chan-soo had been trembling since the previous day. He had even asked Yoo Jae-won whether someone else could take his place. By the day of the event, however, he appeared far more composed—perhaps after witnessing Yoo Jae-won’s effortless, script-free performance the day before, or perhaps after noticing the college student hired as his interpreter. Whatever the reason, no emergency substitution proved necessary. Lee Chan-soo possessed the ability to speak before an audience; years of university presentations and PR work selling Arae-a Hangul had prepared him. Though addressing over a thousand people was new, his voice soon grew steady and confident. The other team leaders performed equally well.
Ten Reasons to Upgrade to 2.0
Media outlets that had covered Android 1.0 now lavished equal attention on ID Office 2.0. Advertising power played a role, yet the suite’s solid foundation and newly added features earned genuine praise from users. Market reaction was immediate. The one million first-edition packages sold out almost instantly, and long lines formed once more outside Flagship Stores worldwide. Stock prices of companies tied to the event fluctuated sharply. IBM, Lotus, and Corel—makers of competing office suites—saw significant drops, while game-related companies surged as investors recognized the potential of full 3D gaming. Had ID Group been publicly traded, its shares would have skyrocketed; as a private company, the dramatic valuation shifts simply did not occur.
Back in Silicon Valley, however, the caliber of visitors to Yoo Jae-won changed dramatically. Where once mid-level executives had come, now high-ranking officers began appearing. And a few days later, an enormous figure arrived to meet him—one so formidable that even President Remington, whose extraordinary background had forged an unshakable composure, was visibly startled.