to bite into an apple
1 bite into
2 bite into
3 bite into
She bit into the sandwich hungrily.
4 bite into
5 bite into
6 bite into the workpiece
7 bite into
8 bite into
9 bite
завтрак, легкая закуска;
to have a bite перекусить, закусить
тех. зажатие, сцепление
колоть, рубить (саблей)
(bit;
bit, bitten) кусать(ся) ;
жалить
кусок (пищи) ;
without bite or sup не евши не пивши
(pass.) попадаться, поддаваться обману
принять, ухватиться (за предложение)
тех. сцепляться;
the wheels will not bite колеса скользят;
the brake will not bite тормоз не берет
травить, разъедать (о кислотах;
обыкн. bite in)
травление (при гравировке)
щипать, кусать (о морозе)
off откусывать;
to bite off more than one can chew взяться за непосильное дело;
переоценить свои силы
off откусывать;
to bite off more than one can chew взяться за непосильное дело;
переоценить свои силы
one’s thumb (at smb.) уст. высказать свое презрение (кому-л.)
the dust (или the groundthe sand) быть убитым to
the dust (или the groundthe sand) падать ниц;
быть поверженным во прах;
быть побежденным
тех. сцепляться;
the wheels will not bite колеса скользят;
the brake will not bite тормоз не берет
завтрак, легкая закуска;
to have a bite перекусить, закусить
тех. сцепляться;
the wheels will not bite колеса скользят;
the brake will not bite тормоз не берет
кусок (пищи) ;
without bite or sup не евши не пивши
10 bite
bite your tongue! — прикуси язык!, замолчи!
the wheels will not bite — колеса буксуют, нет сцепления с дорогой
11 bite
12 bite
The dog seized the meat and bit a piece off. — Собака схватила мясо и откусила кусок.
He was bitten by a snake. — Его укусила змея.
Freddie agreed that it was a great idea, but he wouldn’t bite without a clear business plan. — Фредди согласился, что идея была блестящей, но отказался принять предложение, пока не будет разработан чёткий бизнес-план.
Do not bite at the bait of pleasure till you know there is no hook beneath it. — Не стоит ничем соблазняться, пока не узнаешь точно, что тут нет подвоха.
He screamed as the sword bit deep into his arm. — Он закричал, когда меч вонзился в его руку.
Acid bites into metals. — Кислота разъедает металлы.
The wheels do not bite. — Колёса буксуют. / Нет сцепления с дорогой.
His plough bit. — Он глубоко вогнал плуг в землю.
The anchor bit. — Якорь прочно зацепился за дно.
I’ll pop up and see what’s biting him now. — Я заскочу к нему и выясню, чем это он занят.
Jim likes to have some difficult question to bite on. — Джим любит посидеть и подумать над какой-нибудь трудной задачей.
to bite off more than one can chew — взяться за непосильное дело; переоценить свои силы
to bite the dust / the ground / the sand — быть убитым; падать ниц; быть поверженным во прах, быть побеждённым
to bite one’s thumb at smb. — уст. высказать своё презрение кому-л.
to bite smb.’s head off — разг. сорвать зло на ком-л.
to be bitten with smth. — увлечься чем-л.
to bite the hand that feeds — кусать руку, которая кормит; быть неблагодарным
Once bitten twice shy. — посл. Обжёгшись на молоке, будешь дуть и на воду.; Пуганая ворона (и) куста боится.
The infection is passed by the bite of a mosquito. — Эта инфекция передаётся через укус москита.
She took a couple of bites of the sandwich. — Она откусила от сэндвича пару кусочков.
He took a bite of the apple. — Он откусил кусочек от яблока.
We just have time for a bite to eat before the movie. — У нас как раз есть время немного перекусить перед фильмом.
He nodded, shivering at the bite of the wind. — Он кивнул, поёживаясь от обжигающе-холодного ветра.
There was no mistaking the approach of winter; he could feel its bite. — Без сомнения, приближалась зима, он ощущал её леденящий холод.
Goat’s cheese adds extra bite to any pasta dish. — Козий сыр придаёт особый вкус любому блюду из макарон.
This novel lacks any real bite. — В этом романе нет ничего особенного.
His bark is worse than his bite. — посл. Лает, да не кусает.; Не так страшен чёрт, как его малюют.
13 eat into
14 bite
15 впиваться
зубами во что-л. sink* one`s teeth into smth. ;
когтями во что-л. dig* its claws into smth. ;
гвоздь впился мне в ногу a nail stuck in my leg;
колючка впилась ему в руку the thorn had sunk deep into his hand;
глазами во что-л. fix one`s eyes on smb.
16 впиться
17 въедаться
, въесться (в вн.)
1. (вонзаться) bite* (into) ;
18 one’s mouth waters
. a child that was passing, towed by a nurse-maid, tossed a luxurious big pear minus one bite into the gutter. I stopped, of course, and fastened my desiring eye on that muddy treasure. My mouth watered for it, my whole being begged for it. (M. Twain, ‘Complete Short Stories’, ‘The £1,000,000 Bank-Note’) —. ребенок, проходивший мимо на буксире у няньки, бросил в канаву большую, роскошную грушу, только один раз надкушенную. Разумеется, я остановился и сосредоточил свое внимание на этом грязном сокровище. У меня текли слюнки, все мое существо молило о ней.
I can’t put my name to something that may be a pack of lies, even if my mouth waters at that £100. (J. Lindsay, ‘All on the Never-Never’, ch. 13) — я не хочу, чтобы мое имя было связано с такой ложью, хотя бы мне и очень хотелось получить эти сто фунтов.
19 one’s (or the) mouth waters (after, at или for)
20 to take a bite at of the apple
См. также в других словарях:
bite into — phr verb Bite into is used with these nouns as the subject: ↑nail Bite into is used with these nouns as the object: ↑apple, ↑sandwich … Collocations dictionary
Apple bobbing — Apple bobbing, also known as bobbing for apples, is a game often played in connection with Halloween. The game is played by filling a tub or a large basin with water and putting apples in the water. Because apples are less dense than water, they… … Wikipedia
bite — bite, gnaw, champ, gnash are comparable when they mean to attack with or as if with the teeth. Bite fundamentally implies a getting of the teeth, especially the front teeth, into something so as to grip, pierce, or tear off
Apple — Inc. Rechtsform Incorporated ISIN US0378331005 Gründung 1976 … Deutsch Wikipedia
Apple, Inc. — Apple Inc. Unternehmensform Incorporated ISIN … Deutsch Wikipedia
Apple-Computer — Apple Inc. Unternehmensform Incorporated ISIN … Deutsch Wikipedia
Apple Computer — Apple Inc. Unternehmensform Incorporated ISIN … Deutsch Wikipedia
Apple Computer, Inc. — Apple Inc. Unternehmensform Incorporated ISIN … Deutsch Wikipedia
Apple Computer Inc. — Apple Inc. Unternehmensform Incorporated ISIN … Deutsch Wikipedia
Apple Inc. — Apple Inc. Unternehmensform Incorporated ISIN … Deutsch Wikipedia
Apple Store — Apple Inc. Unternehmensform Incorporated ISIN … Deutsch Wikipedia
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bite [into] an apple
jesusguime
Banned
When you bite into an apple, savor the sweet taste and enjoy the delicious juicy crunch.
Hi,
For a start, is «into» in the above optional? If not, what does it mean?
Second, is crunch equivalent to munch? Thanks.
amgfnyc
Member
jesusguime
Banned
amgfnyc
Member
Senior Member
johndot
Senior Member
panjandrum
Lapsed Moderator
johndot
Senior Member
Senior Member
Speaking from a non-apple point of view, I think «bite into» is more graphic than «bite» (or as xqby says, more evocative).
When you bite an apple: factual description of an action by mouth/teeth.
When you bite into an apple: description of an action by mouth/teeth plus visual image of the chunk taken out of the apple (and evocation of taste of apple).
I wondered if it was just me, but given xqby’s post I don’t think so
panjandrum
Lapsed Moderator
That’s fine.
We apples are used to disagreeing with people, though less so to having people disagree with us.
I think you are suggesting that the difference is a question of the biter’s intention rather than the effect on the bitten?
________________________
Speaking from a non-apple point of view, I think «bite into» is more graphic than «bite» (or as xqby says, more evocative).
When you bite an apple: factual description of an action by mouth/teeth.
When you bite into an apple: description of an action by mouth/teeth plus visual image of the chunk taken out of the apple (and evocation of taste of apple).
I wondered if it was just me, but given xqby’s post I don’t think so
Again, speaking for appledom, I don’t perceive either being bitten or being bitten into as necessarily removing any of my flesh.
If you had taken a bite out of me things would be different between us.
On the other hand, bite into certainly has more sense of penetration than bite.
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Biting off an apple vs Biting into an apple
What is the semantic difference between the following sentences?
She bit off an apple.
1.A man whose arm was bitten into by an alligator.( if it makes a sense)
2.A man whose arm was bitten off by an alligator. ( longman)
In the first example the second sentence focuses on biting process whereas the first one is neutral and basically is used for eating something, correct?
1 Answer 1
«She bit into an apple.» This is grammatical and makes sense on its own. In the story of Snow White, biting into a poisoned apple is an important part of the story.
Snow White bit into the fruit, and as she did, fell to the ground in a faint: the effect of the terrible poison left her lifeless instantaneously. (Source)
«She bit off an apple.» doesn’t make sense without more context. Usually we would say something like «She bit off a piece of apple.» To «bite off», a piece needs to be separated from the whole with your teeth. If there was an edible apple tree like the one below, she could bite off an apple (from that tree).
There is an idiom that might help explain it — to bite off more than you can chew. Taken literally, it means that the piece you bit off is so big, it fills your whole mouth making it hard to close your jaw to chew it. I picture something like this
Some more examples:
The dog bit into the man’s leg. (Doesn’t tell you if the dog has let go, or if the dog has taken a chunk out of the leg.)
The dog bit off the man’s nose. (Most or all of the man’s nose was separated from his face. Ouch!)
The dog bit the man. (Doesn’t tell you where the dog bit the man, or whether it bit anything off, or how severe the bite was.)
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Biting into an Apple Fueled by Data Analytics and IoT
How digital disruption is transforming agriculture
Technology is no longer something that can be expressly anchored or contained in the tech sector. Instead, we are in an era where technologies like 5G are paving the way for autonomous vehicles; VR is rapidly offering the possibility for remote surgeries; and light-weight 3D-printed materials are making air travel faster and more efficient. All of these developments are creating new opportunities and challenging existing business models in traditional sectors like transportation, healthcare, manufacturing, or aerospace. The story is no different when it comes to agriculture. In this sector, digitization and the use of technology is already offering immense opportunities, by improving efficiency and productivity — this is something that can fundamentally alter our food production cycle.
So, what does this actually look like for ag? What are the possibilities, and what kind of talent is key to scaling them? With ICTC’s research highlighting agri-foods & food-tech as one of Canada’s top innovation areas, Alexandra Cutean (Senior Director of Research & Policy at ICTC), sat down with Semios’ James Watson (Director of Sales & Marketing) to understand how one of Canada’s top ag-tech darlings is changing the agriculture sector. In this interview, James highlights the opportunities available for agriculture businesses by leveraging technology for better decision-making and productivity; and underlines the essential talent and skills needed to support this growth. Through this lens, James sheds light on how Semios is navigating previously uncharted waters via the use of data, analytics, AI and IoT.
Before we begin, can you please provide a brief overview of Semios — what would you describe as the company’s main aim or value proposition?
James: I think it will help to frame what we do in the global context of food production. Forecasts suggest that by 2050, we’ll need to feed 2 billion more people on this planet with no extra land available to commit to agriculture, while simultaneously dealing with the challenge of climate change. This means that we’re going to have to get a lot more efficient at producing our food while minimizing its environmental impact.
At this point, Semios works predominantly with growers of tree fruit, tree nuts and grapes. Our mission is to help farmers maximize crop yield in a more sustainable fashion by lowering the demand for precious resources like water, and helping them moderate their dependency on things like pesticides.
What I find really compelling about Semios is the intersection of technology or digitization with a traditional sector like agriculture. In a way, this combination parallels what our research shows for employment: that is, the emerging digital twist to many occupations across the economy. Is this also something that attracted you to Semios?
James: The short answer to your question is yes. I’m definitely attracted to any opportunity to change behaviour with the application of technology; even in my personal life. A quick look at the prescience of Elon Musk helps paint a broader picture of this intersection of technology across various domains. He’s driving innovation in four key sectors ripe for disruption or, in other words, desperate for a new way to solve a current problem.
SpaceX: NASA needs to keep exploring but can’t afford its own rockets so they want contractors — like Musk’s SpaceX — to do it for less.
Tesla: climate change requires that we alter our driving habits, so Musk combined luxury with electrification to create an electric car that could generate consumer demand.
Boring Company: as urban populations continue to rise, our cities are increasingly stymied by traffic jams and loss of productivity. By literally boring underground pathways, Musk is thinking out of the box about how to address this.
Solar City: solar energy can help charge the batteries used in electric cars and homes while reducing climate impact. Musk took this idea to the mainstream by offering affordable and accessible residential and commercial solar panels.
I was attracted to Semios because I understood the target sector [agriculture] and the opportunity for disruption. We are now at a point where technology can finally be applied to address the challenges that farmers have struggled with for decades; particularly since these challenges are also exacerbated by downward pressure on production costs caused by globalization.
Whether we [ICTC] look at it using a national or regional lens, the business development manager is one of the roles that always seems to come up as very “in-demand”. Can you tell me a bit about what this role looks like from a tech perspective?
James: First, it’s important to make the distinction between business development and true sales as I hear many people use them interchangeably. Where sales professionals focus on booking revenue, biz dev is what I would call the tip of the spear and it does require a very specific set of skills. Domain knowledge is very important but, more specifically, it must be paired with the ability to identify opportunities where that knowledge can be applied and leveraged. Often times, in technology and especially in the start-up realm, we think we have created the ideal solution to someone’s problem and just need to get selling. It’s frequently not that straightforward. A good biz dev person can see the path to the desired outcome, which is often achieved by collaboration with influential players like industry associations, other stakeholders, or early adopters that can influence market perceptions. This person clearly must have the high technical aptitude but must also possess exceptional relationship-building and networking skills.
Can you elaborate a bit more about the need for collaboration with relevant stakeholders?
James: Collaboration with influential stakeholders can be critical in the early days, since a pull strategy in market development can potentially be more strategically significant than a push approach (i.e. we have a product, find someone to buy it).
Identifying key influencers in any market helps to drive greater adoption. For example, many countries are now demanding better tracking and reporting of how their imported food was produced. This kind of transparency is offered through systems such as Global Gap . Insufficient support data or poorly recorded pest management practices can mean that a grower’s crop can get picked, shipped halfway around the world and then get turned back at the recipient’s port — a crushing loss for the producer. A good biz dev person understands these broader market implications and can leverage the insights and influence of the producer associations, for example, to encourage the grower to adopt technology that can support their collective needs.
I believe I’ve heard both Michael (CEO) and yourself describe Semios on a few occasions as a data company first, and an ag company second. How do you think the advent of big data, analytics, or even AI is turning the agriculture sector on its head?
James: I don’t think big data has turned agriculture on its head, yet . Do I think that the insights we provide enabled by the data we capture will have a dramatic impact on grower practices? Yes, absolutely and, in many ways, it already does. However, agriculture is a terribly risk-averse sector for a very good reason. It’s been said that Silicon Valley will never “get” agriculture and I think there’s some merit to that statement. The reason is that, in most tech-based industries, when new software is introduced and doesn’t work properly or there are bugs, you can iterate many times in the course of a year to fix the problem. In agriculture, a farmer gets only one chance a season — not even a year — to get it right. If he or she adopts a technology that isn’t sufficiently refined and makes the wrong decision as a result, it could mean a dramatic loss of income due to lower yield or, worse, crop loss.
The opportunity in agriculture for big data, analytics and AI, which Semios uses in concert, is to identify those small things that are possibly taken for granted, or simply not noticed by the farmer. Human brains are poorly suited for noticing subtle changes over time, so our technology does the heavy lifting by tracking and monitoring these changes. This eventually allows the grower to observe these nuances and make an appropriate decision in response, which will improve crop performance.
Are you able to provide an example of this ‘heavy lifting’?
James: Sure. Logistics is actually one of the biggest challenges for farmers. If I manage several thousand acres of almond trees and the crop is undergoing a hull split, which is the highest point of crop vulnerability to pest damage, I need to spray a pest control material. It can take me days or even weeks to cover that much acreage, so how do I know where and when to start? At Semios, we monitor and predict crop development and tell the grower well in advance which areas of that acreage are the first and last to enter that phase of vulnerability. This provides them plenty of time to order and receive delivery of the necessary material while planning the most efficient use of their labour and equipment. This can mean they potentially use less material over time and reduce the environmental impact of applying it.
Another example is how we are measuring all the potential stressors of fruit trees, such as available water in the soil and soil temperature, which directly impact yield. We do this to understand how the plants actually respond to [the stressors], which then enables us to optimize or mitigate these situations. We also track insect pest population trends over large geographical areas for both ancillary industry players, and for individual farmers. This information helps the individual grower get a sense of the pressure that others in their area are experiencing, and it helps the industry at large determine what overall crop quality might be. Without networked IoT technology, offering either of these interventions at scale would have been impossible just a few short years ago.
While you have an extensive background in biz dev as well as sales, I believe this is your first time working for a company in the agricultural space. Tell me a bit about your journey here. For example, did you find it challenging to “sell” a tech solution to customers in a more “traditional” sector like agriculture? What did you have to do differently here vs. in previous roles?
James: I feel incredibly lucky to have found my way to Semios. You could call it my dream job in the sense that I get to apply a long history of sales and business development in high technology, to a sector that I have a lot of personal passion for. My first job as a teen was in agriculture and I’ve always been very interested in food production and the impact of quality food on health and wellbeing.
I think the greatest advantage that I personally had from the outset was a deep empathy and appreciation for the life of a farmer — I understand how busy they are during their growing season and how risky any decision they make can be to their desired outcome. Understanding your client, their needs, and providing solutions based on those needs is essential if you’re going to be successful in sales. Because of my insights into the life of a grower, I believe I have been able to effectively advocate on their behalf, helping us [Semios] optimize our approach to product development or business processes.
What kind of roles do you think are necessary to support and nurture business development for a company like Semios? I know data scientists are a hot commodity for many tech-based businesses, but I recall you mentioning one of your team members in California being an entomologist by training. How does this role support current customers? How does it help attract new ones?
James: Yes, in addition to the data engineers, data scientists and data visualization specialists, we also have a number of entomologists. All the work that is done on the back end often needs a little interpretive help at the customer end. I think most people that have never been exposed to it would grossly underestimate how sophisticated agriculture is, and how much information a farmer has to process in a day to make countless decisions. In the case of the entomologists, they lead a lot of our research and for my department, they assist our sales team to help the grower understand and interpret the data we provide them. Understanding this data means that growers can make the best decisions when it comes to necessary changes and crop management practices.
Are there other roles like this, which are essential to business development, but people do not immediately think of?
James: Sure. We have other specialists, such as agronomists, who make plant production decisions. All of these roles help the grower simplify the information that he or she must ingest to make the decisions that will allow them to produce a better crop. As in many markets, farmers are under enormous pressure to consolidate or merge operations for greater economies of scale. Our technology helps smaller growers offset labour costs or larger growers who run operations over very substantial geographical regions — even international boundaries — get granular insights on a consolidated platform.
It’s frequently referenced that scale-up is something that Canadian businesses struggle with. We [as a country] have no problem when it comes to creating start-ups, but commercialization and market expansion is another story. I’ve been watching Semios’ trajectory over the past few years and you guys are quickly becoming a household name. In fact, I believe the Cleantech Group named Semios among the top 100 cleantech start-ups globally — a shortlist shared with only a handful of other Canadian companies. What were the key ingredients that you think helped get you to this stage?
James: I think Canadian tech firms can sometimes suffer from what I like to call, the Canadian identity conundrum. On a number of occasions throughout my career, I’ve personally experienced — and been frustrated by — the fact that many great Canadian tech stories often start by building their momentum in international markets before they can successfully sell their product in their own back yard.
Luckily, this wasn’t entirely the case for Semios. We cut our teeth in agriculture here in British Columbia but were serendipitously introduced to a large apple grower from Washington state who found our solution transformative. Washington was close enough to home that we could expand internationally into what was a big market for us, without too much risk of loss of focus, or stretching ourselves too thin. We had expanded into Europe through partnerships at one point but withdrew to ensure we executed properly close to home first, which I think was a prudent move. This enabled us to ensure the high product performance and good customer experience that we could then leverage for rapid growth.
So, to close, what’s next for Semios? And if you had to offer a piece of advice to an aspiring BD professional looking for a new opportunity, what would it be?
James: We believe we’re on the cusp of being able to dramatically change how much information growers get about the state of their crop, that they can leverage to improve management practices. My first words in our interview were about how we’re going to have to be much more efficient in food production. We’re already helping growers produce a higher quality crop through reductions in pest damage and, in some cases, reduced applications of pesticides — but this is just the beginning. We accumulate more crop data from more on-the-ground sensors than any other company in agriculture today. We’ll soon have insights that would have been unimaginable a few short years ago and the possibilities for their positive impact are exhilarating.
Finally, if I were a biz dev professional looking for new opportunities, I would be assessing industries similar to agriculture that will be altered by disruption — in areas like this, a new application of technology can fundamentally shift how the business is conducted, and this is something that can create immense opportunity for a number of occupations, especially business development
James Watson is the Director of Sales & Marketing at Semios. With a career spanning over twenty years in sales, business development and marketing for high technology companies, he has been particularly inspired by market development opportunities involving organic expansion, or the development and leveraging of partnerships and alliances to access new areas of business. James believes that successful growth strategies are underpinned by an intimate understanding of the target customer and the ecosystem in which they must compete.
Alexandra Cutean is the Senior Director of Research & Policy at the Information and Communications Technology Council (ICTC). ICTC is a national centre of expertise, with over 25 years of experience delivering evidence-based research, practical policy advice, and innovative capacity building solutions for the Canadian digital economy. Part of an ongoing study into the increasing permeation of technology across traditional industries in Canada, ICTC resealed its flagship report, Outlook 2023 , in October 2019. This report forecasts the demand for talent in the Canadian digital economy and key growth areas like Agri-food & Food-tech, while also outlining the jobs and skills that will shape this demand, propel opportunities, and safeguard Canada’s competitive advantage in a global economy.
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