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Qualcomm’s overheating Snapdragon 810

Perhaps the most troubled chipset of recent times is 2023’s hotter than hot Qualcomm Snapdragon 810. Its smaller Snapdragon 808 sibling also paid the price for Qualcomm’s dented reputation.

Before the chip landed, rumors abounded that the processor ran into overheating issues. Sure enough, the LG G Flex 2, the first phone sporting the chipset, suffered performance throttling due to heat, handing in benchmarks below previous-gen chipsets. As more and more handsets launched, widespread fears of a chip-level problem were confirmed. The HC M9 and Xiaomi Mi Note Pro were two other high-profile launches that ran more than a little hot that year.

Intel didn’t even make it to 4G

Andy Walker / Android Authority

Intel makes this list not for the damage its chips did to products but for its negligible impact in the smartphone space. However, it wasn’t for lack of trying. Intel and Google entered a joint partnership to provide Android support for Intel processors in September 2011, followed by Intel Atom processors designed for phones under the Medfield, Clover Trail, and Moorefield architectures.

Two of the first Android smartphones to use an Intel processor were the Lenovo K800 and Motorola RAZR i in 2012. But the early Atom lineup was perhaps most popular in the tablet space. None of these became knock-out devices. ASUS turned out to be the most avid adopter of Intel’s mobile chipsets. ASUS’ 2014 Zenfone series launched with dual-core Intel Atom processors. The company moved on to a quad-core Atom chipset for 2023’s Zenfone 2 and Zenfone Zoom handsets. But that was as far as the company went — ASUS eventually moved on to MediaTek and Qualcomm chipsets like the rest of the industry.

MediaTek’s dabble with deca-core

While we’re on the subject of chipsets that didn’t end up in consumer hands, does anyone remember the MediaTek Helio X20 and X30? 2023’s Helio X20 was well ahead of its time — it was the first chipset to sport a tri-cluster CPU arrangement which you’ll now find in all high-end Android mobile chipsets.

Despite boasting a novel tri-cluster design and 10 CPU cores, the Helio X20 and its successors were all underpowered. The use of just two big cores and eight low power cores, four of which had low clock speeds, left the chipset lacking the grunt of rival flagship processors. Although not a good look for a supposedly flagship-tier chipset, the X20 found a home in affordable phones from Doogie, Elephone, LeEco, Sharp, Xiaomi, and more.

MediaTek was first to today’s tri-cluster CPU designs but couldn’t land the necessary performance win.

MediaTek continued this idea with 2023’s Helio X30, which featured a new PowerVR GPU and Tensilica DSP designed to rival the best in the business. But the lackluster performance failed to entice customers — Meizu was MediaTek’s only client for the X30. In fact, the 10-core Helio X lineup was seemingly so bad for business that MediaTek dropped out of the flagship chip space for years, only recently returning with the powerhouse Dimensity 9000.

Deliberately throttling performance was always going to backfire.

Apple instituted a lower-cost battery replacement program to address the controversy, even for out-of-warranty customers. A subsequent iOS 11.3 update also includes an option to turn off this generously dubbed “peak performance capability.” Even so, Apple is still throttling the performance of older iPhones once they reach a certain age.

Read more: GPU vs CPU — What’s the difference?

Dishonorable mentions

Robert Triggs / Android Authority

That’s it for our top five, but quite a few other chipset fails spring to mind. Here’s a roundup of a few of the more noticeable ones:

Did you know that Xiaomi also dabbled in phone SoC development? Its Surge S1 was built from eight low-power Cortex-A53 CPU cores, middling Mali-T860 MP4 GPU, and an outdated 28nm HPC process. It only appeared in the Chinese-exclusive Xiaomi Mi 5c, so hardly made a splash. The Surge S1 was an OK affordable processor, but we haven’t seen anything better from Xiamoi since that limited 2023 debut.

Speaking of octa-core Cortex-A53 processors, remember when they swamped the budget market? Thank goodness they’re gone, but MediaTek stubbornly held onto this arrangement for a couple of years after Qualcomm and Samsung (mostly) moved on. See the entire Helio P series up to 2023’s P35 and 2023’s Helio G25 and G35 as the last examples. Although these chips may have been cost-effective, we’ve seen significant performance jumps in more affordable smartphone segments since vendors started implementing a couple of big cores.

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Top 10 Worst Marketing Disasters Of All Time

There is a bit of a train wreck tendency in most marketers; we just love a good trash can fire.

Especially one that we didn’t create.

And most importantly — one that we don’t have to put out.

Of course, there is something to learn from every marketing mishap.

So without further ado, here are the top 10 worst marketing disasters of all time (and what we can learn from them).

1. Enron

It’s nearly impossible to talk about a far-reaching, industry-changing, regulation-altering scandal and not lead with Enron.

This disaster went beyond marketing; the overhype and lack of transparency helped deeply inflate the value of (and disguise the shady and illegal business practices of) one of the more criminal corporations in U.S. history.

Its CEOs and various leaders were tasked with improving its public image and keeping the company’s record clean for investors.

The scandal was so far-reaching that it left over 10,000 working Americans out of their pension and collapsed one of the biggest accounting and consulting firms in the country as collateral damage.

Many books have been written about this once-giant and its downfall, and it’s a great case study for end-to-end crisis learnings.

TL;DR: Leaders must be accountable for their actions.

Many of Enron’s top executives were even paid out their stock values (or sold with insider knowledge before the collapse) and were never criminally charged while their loyal team lost everything.

2. Fiat’s Love Letters to Women

Sending love letters to consumers? A little weird.

Sending them exclusively to women, anonymously, to imply someone is stalking them? A terrible idea.

Someone should have told Fiat before the company sponsored 50,000 letters sent to the homes of women across Spain doing exactly this.

And this should have gone without saying, but don’t send your customers direct mail saying you know where they live and imply you’re watching them.

3. BP CEO “Would Like His Life Back” After Explosion Kills Employees

After 11 people were killed in an oil rig explosion in the Gulf of Mexico in a tragedy that caused the worst oil spill in US history, BP CEO Tony Hayward was quoted as saying he “would like his life back.”

As families mourned their loved ones and BP employees and volunteers struggled to manage the crisis, he also deemed it a “very modest spill.”

Gaffe after gaffe, Hayward couldn’t seem to put his personal pity party aside long enough to convey empathy for what had happened.

Needless to say, it created new outrage almost daily.

TL;DR: Crisis communications 101 is that loss of life supersedes any other messaging point in public statements. How you personally feel as a CEO in a situation like this generally doesn’t matter.

Express empathy and concern for the families, and never, ever put your own emotional state into the mix.

4. Kenneth Cole Egypt Civil Unrest Tweet

Sometimes tweets directly from the CEO add humanity and excitement into the marketing mix and offer a peek behind the scenes.

Other times they put an unfiltered leader into hot water.

Such was the case when Kenneth Cole attempted to capitalize on civil unrest by using a crisis to promote his brand’s spring collection.

Using protests and human indignity to sell products is distasteful and sure to incite anger among existing consumers, media, and prospects.

TL;DR: Don’t use political unrest and social injustice as a chance for product promotion (see also Kendall Jenner in her 2023 Pepsi campaign).

5. Justine Sacco and Her Infamous Tweet

A cautionary communications lesson for anyone tweeting in the internet age, and maybe the first (temporary) casualty of cancel culture.

Though she was working in the PR industry in her greatest role to date, Justine Sacco infamously tweeted, “Hope I don’t get AIDS. Just kidding! I’m white.” moments before wheels up on a plane during a family vacation.

She landed hours later to find the internet aflame in disgust.

TLDR: Tweet with consideration. The internet has a short attention span but a long public record. Sacco is not the first or last person whose old tweets continue to haunt them.

6. Apple’s Mandatory U2 Album Download

Did you have an iPhone in 2014? Then this is probably all coming back to you.

One morning, we all woke up to the new U2 album on our iTunes account despite never having expressed interest or opting in.

It felt invasive, and the internet was upset (and a little affronted that Apple thinks we all like U2).

Apple eventually set up a separate website to be able to delete it from devices that had the download, but the damage had been done.

TL;DR: Never auto-opt in your customers to a product download they didn’t sign up for, and it’s generally against the terms of service on most platforms.

500 million copies of the album published onto devices, and the company had lost a lot of goodwill and created frustration for loyal customers.

7. DiGiorno’s Tone-Deaf Tweets About Domestic Violence

Twitter can be a wonderful tool for building community and conversation on important issues. It can also leave brands with a sense of FOMO and well-intentioned urgency to take part in new trends.

#WhyIStayed was a movement on Twitter for victims of domestic violence to raise awareness of factors that kept them in an abusive and dangerous relationship. It was trending in the wake of Ray Rice’s brutal attack on his then-fiancee, and to share hope for others going through similar circumstances.

So needless to say, DiGiorno’s tweet: “#WhyIStayed You had pizza” did not go over well.

TL;DR: Always research a hashtag before you try to hijack a trend. And if you’ve found yourself in the wrong, try and make it right quickly.

8. Bud Light Is “Up For Whatever”

No means no. Unless you’re Bud Light.

The beer behemoth ran its second “Up For Whatever” campaign with (what were supposed to be) upbeat positive phrases. One such phrase, however, caught the wrong kind of attention:

“The perfect beer for removing ‘no’ from your vocabulary for the night.”

Accused of promoting rape culture and ignoring glaring issues of consent, Bud Light ceased production on its campaign bottles.

TL;DR: Assess campaign messaging in the light of the current cultural environment.

It’s also worth getting a set of eyes on messaging outside of the team that created it. And this should go without saying, but if it could be construed as rapey, just pick another slogan.

9. WOW Air Strands Passengers

When WOW Air (a former Icelandic Airline operating out of Reykjavik) declared bankruptcy, customers and employees were left out in the cold.

In fact, 10,000 of them were sitting in terminals worldwide waiting for flights that would never take off. Also, just minutes before shutting down operations, the airline was still selling tickets for future fares.

Gate agents, passengers, the operations team, and aircrew all received notice simultaneously that a planned buyout was no longer happening. The airline ceased operations effective immediately.

TL;DR: Do right by your customers and your team.

WOW Air knew more than a day ahead that the money wasn’t going to come in. Instead of alerting their team and customers who were already in transit, they maintained silence until the company collapsed around them.

Their competition, however, used it as a relationship-building opportunity to offer free or heavily discounted repatriation fares and build goodwill in the process.

10. Adidas and the Boston Marathon

An email subject line gone awry in the wake of the 2023 Boston Marathon landed Adidas in hot water.

With the 2013 event marked by tragedy, an oversight on Adidas’ post-run sponsor email congratulated many runners on their “survival.”

Accidental? Of course.

Shocking, crisis-inducing, and gut-wrenching for those who lost friends and family in the event years before? Definitely.

TL;DR: After a major tragic event — especially one involving harm or death — gut-check your marketing. If the event was once tied to loss of life, approach with even more sensitivity.


Marketing is no easy task. There is a fine line between catching a trend, showing brand humor, and crossing the line into poor taste and consumer outrage.

Be sure to:

Research trends before attempting to associate your brand with them.

Know how a message could be misconstrued.

Re-read your spokesperson speeches and media train your leaders.

Never use human tragedy for marketing and you’ll be in better shape than the 10 brands listed here.

More Resources:

Dij` Vu All Over Again: The Return Of Time Sharing

Women wearing capri pants and teens in bell-bottom pants were the first signs I noticed that signaled the return of the 1960s. My daughter wanting a lava lamp for her birthday was another sign. And the forthcoming Paul Simon and Bob Dylan concert tour is yet another key indicator that 1960s fashions, music, and attitudes are back in vogue. But the clearest sign that we’ve gone back to the hippie days of my youth is the resurgence of time-sharing computer systems. (see July 1999 article, “Rent an app and relax” in Datamation)

Today, it’s labeled ERP outsourcing, and the companies are called application service providers (ASPs), but the basic concept is the same as the old-fashioned time share. Instead of hiring an IT staff, buying a lot of software and hardware, and praying for a miracle, an organization buys the processing tasks it needs from a third party on a per-seat pricing basis. The outsourcer–EDS Corp., Hewlett-Packard Co., IBM, Oracle Corp. and others–sets up the application, trains your staff, runs the software on its boxes in its data center, and upgrades the software when needed.


By 2003, offering ERP services over the Web will be a $2 billion business, as more than a dozen applications service providers (ASPs) jump into the market.

Thanks to three things–the Internet, widespread interest in ERP as a solution, and vendors desperate to penetrate a suspicious middle market–the lease-rather-than-buy approach is all the rage these days. Software vendors, implementation consultants, market analysts, and publishing companies can’t pump out enough material praising the concept, and market researchers forecast ERP outsourcing revenues of $4 billion or more by tomorrow afternoon. For example, the ASP subset of ERP outsourcing–applications and transactions presented over the Internet by a third party hosting the software in one system for multiple clients–will become a $2 billion a year business by the year 2003, according to International Data Corp., of Framingham, Mass. (see chart, “ASPs on the rise”).

A short history lesson

The time-sharing approach, also known as a service bureau, grew out of two basic factors prevalent three decades ago. One, the buyers needed the technology but were afraid of the costs and complexities of “electronic data processing”–that’s what IT was called in those days. Two, the EDP sellers–IBM and the BUNCH (Burroughs, Univac, NCR, Control Data, Honeywell) couldn’t find enough customers to buy their iron, so they rented the systems by the minute or second, hence the name, “time sharing.” Here’s the Reality Check: Time sharing was all about risk avoidance, otherwise known as risk management.

By the end of the 1970s, though, the EDP risk-management equation changed. The technology had matured. More EDP priests were available to run the systems. System prices began to drop in the 1980s, due to competition, government intervention, and improved technology (there’s a reason why dumb terminals had that name). Except in a few industries or functions-the securities industry and payroll processing–time sharing became passe. CEO manhood was symbolized by having your own data center and MIS department–only wimps shared systems. Managers perceived that the risk of not owning and controlling the technology was higher than the risk of owning it.

Fast forward to 1999. Client/server ERP systems are introduced; it’s a new software technology on a new hardware base. The fledgling technology acquires a reputation as money and time sinkholes. CEOs hate spending money on any new and unproven technology–look at the success of the AS/400 to this day. Yet the appeal of an integrated suite that is Y2K compliant and is used by your customers and suppliers is strong. So the cautious CEOs listen to the pitches from EDS, Hewlett-Packard, IBM, Oracle, SAP AG, and the dozens of other companies offering to reduce the ERP risk by renting you a complete solution.

The Physics Of Time Travel

by Courtesy of Dreamworks

Dreamworks’ remake of The Time Machine is the latest expression of our fascination with time travel.

Start with a Black Hole …

The physical possibility of time traveL is something of a catch-22. Any object that’s surrounded by the twisted space-time that time travel requires must by its very nature be fantastically perilous, a maelstrom that would inevitably tear apart the foolhardy traveler. So physicists have labored to create a theoretically acceptable time machine that’s free from nasty side effects like certain death. Their starting point: black holes.

Black holes are famous for sucking in everything around them-including light-and never letting go. But black holes have other characteristics, namely the way they bend nearby space-time. A black hole is infinitely dense, which means that it pulls the fabric of space-time to the breaking point-creating a deep pockmark, complete with a tiny rip at the bottom.

Many have wondered what lies on the other side of this rip. In 1935, Einstein and his colleague Nathan Rosen developed a scenario in which the tiny rip in a black hole could be connected to another tiny rip in another black hole, joining two disparate parts of space-time via a narrow channel, or throat. The Einstein-Rosen bridge, as the notion was then called, looks like a black hole attached to a mirror image of itself.

This bridge-a sort of back door leading from the interior of one black hole into another-is today known as a wormhole. Such a portal could in theory create a shortcut through space-time-just the thing a time traveler would need if he wanted to cheat Father Time out of a few million years.

Next, Modify the Wormhole …

created between two black holes is minuscule, smaller than the center of a single atom, and remains open for only a fraction of a second. Even light, the fastest entity in the universe, would not have enough time to pass through. And no matter how sturdy his spacecraft, our traveler would inevitably be ripped apart by the black hole’s immense gravitational forces. Because of these and other problems, the Einstein-Rosen bridge was for many years thought of as a geometric curiosity, a theoretical quirk that could never be of use to even a fictional time traveler. Einstein’s equations might allow for wormholes, but the universe certainly did not. All that changed in the 1980s, however, when a physicist at the California Institute of Technology devised a better way to use wormholes as time machines.

If Einstein and Rosen are the architects of the space-time shortcut, then Kip Thorne of Caltech is its structural engineer. Starting from the rough sketch that Einstein and Rosen left behind, Thorne created an algorithm that describes in strict mathematical terms the physics of a working time machine. Of course, actually building Thorne’s time portal would require a technological prowess that is at least many centuries away. But his work proves that time travel is possible-at least in theory.

Thorne’s problem was finding a way to hold open the wormhole’s channel, or throat, long enough for an explorer to pass through. Ordinary matter won’t do: No matter how strong it is, any scaffolding made of matter cannot brace against the crush of space-time. Thorne needed a substance that could counteract the squeeze of a black hole. Thorne needed antigravity.

Antigravity does the trick; the problem is finding it. Einstein first postulated the existence of antigravity on cosmic scales in 1915, a conjecture proven correct eight decades later. But Einstein’s antigravity is wispy and dilute, a spoonful of sugar dissolved in the Pacific Ocean. Opening a wormhole requires a regular torrent of antigravity.

The best current candidate for creating concentrated antigravity is called the Casimir effect. Because of the quirks of quantum mechanics, two flat metal plates held a hair’s width apart generate a small amount of negative energy. That energy, multiplied many times over, could in principle be used to create a traversable wormhole. The widening, meanwhile, would dilute the strength of nearby gravity, preventing the traveler from being torn apart.

Once the antigravity scaffolding is holding open the portal, the traveler passing through would emerge in a distant place. But time travelers, of course, want to journey not just geographically but temporally. So Thorne’s next step was to desynchronize the two regions on either side of the wormhole.

To do this, he applied an old trick of Einstein’s. A major consequence of Einstein’s Special Theory of Relativity is that time slows for objects that move quickly. Thorne applied this principle to one of the two black holes that make up a wormhole. Imagine lassoing one of the black holes-perhaps by trapping it inside a cage of negative energy-and towing it around the universe at close to the speed of light. That black hole, and therefore that end of the wormhole, would age more slowly than the stationary end of the wormhole. Over time, the black holes would become desynchronized, two objects connected through the wormhole but existing in different eras. An explorer who entered the stationary end of the wormhole would exit the moving end, many years earlier than when he departed, making the wormhole a true time portal.

Or Try It on a Shoestring

The most recent development in the physics of time travel came in 1991, when Princeton astrophysicist J. Richard Gott III suggested that hypothetical objects called cosmic strings might enable an astronaut to travel backward in time. Cosmic strings are long, thin objects that some cosmologists believe coalesced out of the universe’s very earliest days. They are infinitely long, no wider than a single atom, and so dense that a few miles of a single cosmic string would outweigh Earth itself.

Gott’s proposal relies on idealized versions of cosmic strings. In order to be em-ployed in the service of a time traveler, two cosmic strings, perfectly parallel and traveling at nearly the speed of light, must whiz past one another like two cars traveling in opposite directions on a highway. As the strings pass each other, space-time would become profoundly distorted by the influence of these fast-moving filaments. A savvy time traveler, waiting in a nearby spaceship, could exploit those distortions by flying around the coupled strings. If he timed it just right, the twists in space-time would enable him to return to his starting point before he began-making the voyage a one-way trip back in time. Which means that, according to the laws of physics, journeys through time are conceivable, if rather difficult to arrange. It may be only a matter of time.

How To Determine The Estimated Time Of Arrival?

ETA Meaning

How frequently are you required to queue for a buddy who is late? It’s interesting how some individuals are so awful at scheduling while being so brilliant at inventing excuses for being chronically late. There’s traffic, damaged autos, alarm issues, and extraterrestrial visits. Whatever the situation, you swallow another justification, squander your time, and are likely to feel frustrated, furious, or sad, depending on your personality type.

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Estimated time of arrival, abbreviated as ETA, is a word used internationally to express the time of arrival. It is used in the shipping and logistics business to forecast when cargo will arrive at its ultimate destination port. Carries send arrival estimates to consignees so that they may plan their next steps based on when the cargo will arrive at the ultimate port. The container may come after the due date.

The estimated time of arrival (ETA) of a vessel, crate, or package in transit might assist the recipient in tracking their shipment without calling the shipment office. Simultaneously, operational teams may utilize this data to increase predictability and optimize supply schedules.

How to Determine the Estimated Time of Arrival?

Several variables are brought into mind while computing ETAs. These are some examples. The distance from the point of origin to the end of the destination.

The vessel’s average speed

The number of ports of call

Weather and climate conditions

Time to refuel the vehicle

Congestion and port traffic

Unexpected emergencies, for example.


Estimated departure time + Estimated transit time = Estimated arrival time (ETA)

Carriers must appropriately assess the time investment in procedures when issuing ETAs. Real-time visibility provided by API connectivity and intelligent technology aids in tracking vessels and providing an accurate departure time at the port for the ship or container.


Estimated time of departure & Estimated time of delivery is two interchangeable words. When the vessel anticipates leaving the origin port is the estimated time of departure (ETD). Based on this, one may evaluate the arrival time (ETA).

The estimated delivery time (ETD) is when the shipment anticipates arriving at the final destination, which is the consignee’s address. ETD is rarely calculated but instead planned based on last-mile delivery activities. Please keep in mind that the expected arrival time (ETA) pertains to the ultimate port of destination, not the delivery location of the consignee. The predicted time of delivery is computed based on the ETA.

Actual Arrival Time vs. Estimated Arrival Time

As the name implies, the estimated arrival time is the projected time when the vessel expects to arrive at the port.

Terms linked to estimated arrival time

Estimated departure time

Complete container load

fewer than a container load

Ocean cargo

We’ve all experienced unexpected traffic delays caused by accidents, road construction, and other factors that affect our projected arrival time. It would be best if you left sooner than necessary. Bring books and study materials with you if you come soon so you may broaden your thoughts and have more intellectual weaponry for the job at hand. Carry articles and reading that will help you learn more about the next conference.

You can speak with significant individuals who are already present if you arrive early. It may be the helper or coworkers that were there before your visit. One or two remarks or observations will provide you with valuable information for your forthcoming presentation.

Final Thoughts

There are several responses to the question, “ Why is it important to calculate the ETA?”. One thing is sure: the more precise the expected arrival time (ETA), the more efficient transportation and logistics organizations may use it. This article enables even more exact ETA predictions by including a wide variety of order-related data, such as routes for all allocated operations, current traffic, and different characteristics, such as historical average loading and unloading durations for each activity or remaining driving time.

Diablo Iii Is The Worst Game Ever Made

Diablo III is the Worst Game Ever Made

I have played Diablo III for dozens of hours. I have beaten the normal difficulty level with one of my “Heroes,” and I have made solid progress with a variety of characters representing each class. I came to the new sequel already a fan. I played through and beat Diablo II perhaps a dozen times, at nearly every difficulty level with every type of character. But now I’m done. I’m moving on. It finally hit me: Diablo III is the worst game I’ve ever played, for hours and hours and hours.

There is a moment playing Diablo games when it hits you. Why am I still playing? It’s a tough question to wrestle with, since this is the same question that could ruin all video games for you. What’s the point? So, I started to think about my favorite games. Some games have a great story line. You can make different choices each time, and affect the outcome, subtly or drastically. Some games are interspersed with amazing set pieces so massive in scale that you cannot wait to reach them. Some games offer challenging puzzles, with multiple ways to solve them, so you can constantly replay to try each permutation.

Most of all, though, the best games are simply fun to play. Video games run with the idea that “half the fun is getting there.” In the best games, that’s almost all of the fun. There are very few games that I replay continually just to see the ending. The actual gameplay has to be very fun. In fact, the gameplay has to be just as fun when you lose as when you win. I have a maxim of gaming that you should never expect to complete a gaming task once. Even the most difficult feat in gaming will often be repeated. So, it must be fun. Losing has to be almost as enjoyable as winning.

It used to be that Diablo was about collecting cool weapons and leveling-up your character. You play more and you gain more awesome toys and cool abilities. To a small extent that is still true. But Blizzard has made serious mistakes in the game design and, at the risk of sounding cynical, it seems that much of the problem comes from the new auction house. Users can now buy and sell items in the game with real money. Blizzard takes a huge cut, of course, but you’re still making money from playing the game.

[aquote]Blizzard has strewn its virtual world with tons of virtual garbage[/aquote]

However, look where this has left the game experience. Items are now worth money, which means that Blizzard needs to create an entire level of items that is at once nearly-unobtainable and also very valuable. This pushes down the value of almost all other items in the game. Any item that is not ‘magical,’ which is to say the overwhelming bulk of the items you find, is completely worthless to the player. These items do not add to the gameplay at all, and you can’t sell them. Blizzard has strewn its virtual world with tons of virtual garbage.

So, Diablo III has some very fundamental flaws, but it is the little things that bother me even more. Some of these are endemic to the hack-and-slash dungeon crawler genre, but the genre, and gaming in general, has grown up significantly in the 11 years since Diablo II was released. While competitors are creating deep virtual worlds and immersive environments, Blizzard has taken the laziest route possible with Diablo III.

Diablo III is simply an example of the laziest form of game design. It is as though Blizzard tried to imagine the least effort they could put into improving Diablo II while still calling this a new game, and then cut out half of those ideas. Blizzard has created a world that will make you feel worthless for revisiting. Why am I still playing? I’m not. I’m done.

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