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Pedro L. Rodriguez: Checking-in On the Golden Globes

by Pedro L. Rodriguez on January 16, 2012

Huffington Post…

On Sunday I watched the 69th Annual Golden Globe Awards along with some 17 million people . Instead of tuning in through cable, I found a nifty live stream at VIP Box , thanks to a Twitter search. Yes, I cut the cord and I’m no longer a cable subscriber, but that’s another post in waiting. The evening’s lowlights included Gervais’ softballs to the crowd, Madonna speaking without the added benefit of a track and Helen Mirren’s topsy turvy tribute to Morgan Freeman. The evening’s BIG winner, in my mind: the Internet. Sorry, Meryl but I too have an iron-clad story to support this distinction. You see, after finding E!’s red carpet webcast online, I checked into the Golden Globes through GetGlue on my iPad, the social programming check-in service. I was swifttly rewarded by NBC and GetGlue for my trouble with an official 2012 Golden Globe Awards sticker, yay! I was then prepared to hang with my friends. No, not at home, as it was bitterly cold in NYC and I was already in pajama mode. Instead we chose Facebook and Twitter for our digi-tainment. “Did you see what she was wearing? Eat something!” and, ” that was nominated?,” were common phrases among my cohort. For roughly four hours I streamed the awards show on the television monitor through a PC while participating in online chatter via laptop, iPhone and iPad. Though exhausting, I loved every moment of it. Sharing musings with friends around a universal passion point like “celebrity” was enough to awaken the Joan Rivers within. Tweeps turned my timeline into a real-time play by play of the ceremony using hashtags like, #goldenglobes and #goldenglobes2012. Celebs became trending topics too, go figure! On Facebook the “Likes” of and comments to posts were busily refreshed as friends shared their opinions back and forth. Was I getting paid per post, one dubious friend asked via Facebook. Not yet, I responded. She was obviously not watching the ceremonial theatrics, thank you very much. I suspect that television viewing habits have migrated toward the “multi-screen” experience for many, not simply for the so-called “early adopters.” For example, Search Engine Watch noted that, on “Nov. 28, (2011) comScore Video Metrix reported that 184 million U.S. Internet users watched online video content in October,” and mobile growth is also staggering, “YouTube now exceeds 200 million views a day on mobile.” The audience has made its choice, they want content on the big, small, virtually any screen they have access to. By nature of my work, I try out new experiences in order to formulate opinions about them and counsel clients on how digital platforms can be leveraged for their brands. Well, here’s one thought for both developers and brands: the social television viewing experience needs work. Although I was energized for the Golden Globes online chatter, the multi-screen experience left my eyes drained and my multitasking skills strained. Content, engagement platform and experience need to be better integrated in order for viewers to want to participate. Currently the barrier for participation is high, especially for those with ADD . Where’s the digital hub with content being streamed alongside social conversation, while program enhancements like offers, celeb chats and other value adds, are presented to viewers on the same screen? At least, those are some of the items I’d like to see live under a single platform. P.S. Golden Globes, no official live stream? Really? It’s 2012. Did you watch the Golden Globes? How was your viewing experience enhanced either through online networks or mobile platforms?

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Pedro L. Rodriguez: Checking-in On the Golden Globes

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Shelly Palmer: The Attack of the Pridefully Ignorant

by Shelly Palmer on January 3, 2012

Huffington Post…

I had to take a one-day trip to Boca Raton, FL this week to attend a family event. During my trip, I met several people (of a certain age) who feigned interest in my profession. I was drawn into conversation after conversation where I had to defend the existential necessity of digital literacy. Would it be a cliché if I told you how many of these individuals had flip phones? Would it be stereotypical to describe the number of doctors, lawyers and retired investors who have their secretaries print out their emails? Would it be hackneyed to recount the pridefully ignorant way that each individual espoused the reasons they lead an unconnected life? Perhaps. But, based upon the hundreds of emails I received requesting a follow-up to last week’s article, ” Are You Employable In 2012? ,” I’m going to give it a shot. An attorney, who has a remarkably successful practice in South Florida, told me that he doesn’t see any reason to follow the industry trend of hiring electronic discovery experts. He boasted to me that remaining antiquated protected his practice from modern invasive electronic discovery techniques. He went on to tell me how he knew all about this “tech stuff,” but it just wasn’t important enough for him to invest in it. I pointed out that we were in the Information Age and that practically everyone who communicated did so using digital tools. About five seconds into my response, I just changed the subject; I am not prepared to argue with the pridefully ignorant. I have about ten other examples of this kind of insanity, but I’m sure you get the point. So, if you are willing to think about overcoming the digital divide in 2012, let’s go over a few key points. First, and foremost, inject yourself in the process. If you want to become more digitally literate as a means of enhancing your ability to transfer the value of your intellectual property into wealth, you must dive in. How? Start by listening. Do you have a Facebook profile? If not, go sign up now. It is extraordinarily easy. If you are daunted by the task, screw your courage to the sticking place and click this link  www.facebook.com . Follow the instructions. If you can read, you can get this done in less than 10 minutes. Don’t worry about your privacy settings right now. You’re not going to do anything on Facebook today that will compromise your privacy, or open you up to identity theft. I promise. Once you have a Facebook profile, start sending friend requests to your actual friends. Resist all temptation to make it a popularity contest — just invite people you know well. And, only friend people you know well. Once you’ve got a bunch of Facebook friends, start listening. Forget about your wall and your profile page, just watch the news feed. It will only take a few days for you to start understanding what Facebook should (and should not) be used for in your community. Want to get more into social media? Join some groups. There are Facebook groups on almost every subject you can think of. Join, and just listen. There’s no need to post anything until you are ready. Next, do exactly the same thing with Twitter. Set up a profile page, start following people you know and people you want to know and work with and just listen. It is the fastest way to become digitally literate in the world of social media. If you want to interact with people on Twitter, consider replying to their Tweets instead of just Tweeting stuff out. It changes the dynamic of Twitter and will make you an instant part of the community. The world is bifurcated. There are only two types of people and two types of devices: connected and not connected. The mantra of the pridefully ignorant is: “Digital is for kids!” If you wish to be pridefully ignorant, keep saying it. You will soon fade into complete unemployability and communicative irrelevance. To lead a connected life, you need to be connected. This means having a smartphone and learning to use it. If you really don’t want a smartphone, get a tablet (like an iPad) or a high-end color e-reader (like the Kindle Fire) and carry it with you everywhere. You will need a device to be connected to the Internet — you can’t connect without a device, get one! Not a smartphone, nor a tablet person? Tough! You need to be. So get with the program. The only way to make this leap is to make it. How will you know what gear to buy? It doesn’t matter what you get as long as you get something. iPhone, Android — I don’t care. You won’t care either, at least not now. There will come a time when you will care, at that point you will make another purchase and you won’t need anyone’s advice about what it will be. Lastly, make a New Year’s resolution to learn how to use some keyboard shortcuts and some digital productivity tools. It could be as simple as forcing yourself to use all of the Microsoft Word keyboard shortcuts for formatting, or as adventurous as installing Text Expander (Mac) or Phrase Express (PC) to enhance your word processing efficacy. Like I said, the only way to become digitally literate is to inject yourself in the process — enhanced productivity is a big step towards that commitment. Although I was brutally attacked by a horde of pridefully ignorant technophobes in Boca Raton, I escaped. I hope you will too. Are you employable in 2012? Check out my previous article about what skills you need to make yourself an asset in today’s job market.

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Shelly Palmer: The Attack of the Pridefully Ignorant

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Apple’s Design Chief Receives Major Honor

December 31, 2011

iPhone. iPad. iKnight. Jonathan Ive, Apple’s head of design, has been honored with a knighthood in the United Kingdom. Per BBC News , Ive, a native of Chingford, was awarded with the title Knight Commander of the British Empire (KBE). The design guru worked closely with the late Steve Jobs and played a key role in the creation of such iconic Apple products as the iMac, the iPod, the iPhone and the iPad. As the San Jose Mercury News reports, Ive released a statement responding to the knighthood announcement: “I am keenly aware that I benefit from a wonderful tradition in the UK of designing and making,” Ive, 44, said in a statement. “To be recognized with this honour is absolutely thrilling and I am both humbled and sincerely grateful. I discovered at an early age that all I’ve ever wanted to do is design. I feel enormously fortunate that I continue to be able to design and make products with a truly remarkable group of people here at Apple.” Earlier this year, the Associated Press reported on Ive’s background : Ive started out far from Apple Inc.’s Cupertino headquarters. He grew up outside London and studied design at Newcastle Polytechnic (now Northumbria University) in Newcastle, England. After finishing school, he co-founded a London-based design company called Tangerine. There, he designed a range of products including combs and power tools. It was through Tangerine that he first got to work with Apple. In 1992, while Jobs was still in the midst of a 12-year exile from Apple, the company’s design chief at the time, Robert Brunner, hired Ive as a senior designer. Thomas Meyerhoffer, who worked under Ive at Apple in the `90s, believes Ive came because he understood Apple was different from other computer companies. Bloomberg Businessweek , profiling Ive in 2006, explained that he became head of Apple’s design team in 1996 . Upon Steve Jobs’ 1997 return to Apple, the late CEO recognized Ive’s incredible talents. Jobs, quoted by biographer Walter Isaacson , explained that he set up a structure at Apple in which “There’s no one who can tell him [Ive] what to do.” As AppleInsider reports, Jobs viewed Ive as his “spiritual partner” at Apple . Ive’s designs can be found on the desks and in the pockets of millions of people. In addition, the Museum of Modern Art in New York houses six classic products designed by Ive: the G4 Cube Computer, the G4 Cube Speakers, the Harman Kardon iSub, the iBook, the iMac G4 Desktop and the original iPod. His massive impact on the design of technology was recognized by FORTUNE magazine in 2010 when the publication named Ive the Smartest Designer in Tech .

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Apple’s Deal With The Devil

December 10, 2011

Over the last two years, Apple has been engaged in vicious legal battles over smartphone patents, many of which are aimed at squelching (or squeezing money out of) manufacturers of devices running Android. And now, for some reason, it has given valuable patents to a patent troll — which is using them to sue many of the top technology companies in the world.

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Shadow Economy World’s Second Largest

November 7, 2011

By Freakonomics : In 2009, the OECD concluded that half the world’s workers (almost 1.8 billion people) were employed in the shadow economy. By 2020, the OECD predicts the shadow economy will employ two-thirds of the world’s workers. This new economy even has a name: “System D.” In a new article (accompanying photoessay here ) for Foreign Policy , Robert Neuwirth explains: System D is a slang phrase pirated from French-speaking Africa and the Caribbean. The French have a word that they often use to describe particularly effective and motivated people. They call them debrouillards. To say a man is a debrouillard is to tell people how resourceful and ingenious he is. The former French colonies have sculpted this word to their own social and economic reality. Read the entire post here, or more Freakonomics content below: – Read more from Freakonomics here : – How Far Along Are We Towards Reducing Healthcare Spending? – The Pricing Strategy Of Omelets

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Fed: Half Of Top U.S. Banks Made Loans To Europe Banks, Heightening Risk

November 7, 2011

WASHINGTON (Reuters) – Around half of top U.S. banks surveyed by the Federal Reserve reported making loans or extending credit to European banks, which are under massive pressure from an ongoing political crisis. The findings from a quarterly lending poll suggest that the U.S. banking system faces significant risks from Europe, despite relatively small direct exposure to the troubled sovereign bonds of southern European states like Greece. “About one-half of domestic banks respondents, mostly large banks, indicated that they make loans or extend credit lines to European banks or their affiliates or subsidiaries, and about two-thirds of the foreign respondents indicated the same,” the U.S. central bank said in its Senior Loan Officer Survey, published on Monday. Of the domestic banks, about two-thirds reported having tightened standards on loans to European financial institutions in the third quarter, many considerably. Euro zone governments rushed to placate feverish bond markets on Monday as the currency bloc’s debt crisis threatened to accelerate out of control, with Italy overtaking Greece as the prime threat to stability. Italian government bond yields rose to their highest since 1997 — approaching levels regarded as unsustainable — as political turmoil in Rome threatened to drag the euro zone’s third largest economy deeper into regional debt crisis. Copyright 2011 Thomson Reuters. Click for Restrictions .

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Sony, Panasonic To Stop Making TVs?

November 7, 2011

Japanese electronics makers Sony and Panasonic are throwing in the towel when it comes to flat screen TVs. Bested by their Korean counterparts, the companies recently announced they are shrinking their money-losing operations. Analyst and investors are wondering why they didn’t do it sooner.

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Gas Prices Dropped Nearly 4 Cents In The Past 2 Weeks

November 7, 2011

(Reuters) – U.S. average retail gasoline prices fell almost 4 cents a gallon over the last two weeks as the weak economy prevented refiners and retailers from passing their higher costs along to consumers, according to an industry analyst. The national average for self-serve regular unleaded gas was nearly $3.43 a gallon on Nov 4, having fallen 3.82 cents per gallon since the last report on Oct. 21 by the Lundberg survey. The survey is based upon visits to about 2,500 gas stations in the United States. “Prices of crude oil rose in the past two weeks, but we did not see it at the pump,” said Trilby Lundberg, editor of the survey. She said refiners suffered declining margins during the period, meaning there was a smaller difference between the wholesale selling price of gasoline and the cost of crude oil. Retailers, meanwhile, were also unable to pass along higher costs due to declining gasoline demand. “This is directly because of poor economic conditions,” Lundberg said. “The economy has damaged the work commute, which is the chief input to gasoline demand.” Should crude oil prices keep climbing, Lundberg said refiners and retailers will not be able to continue swallowing their higher costs. But she said costs of crude might not rise in the near-term, in part because of expanding supplies from Libya. Los Angeles, at $3.83 a gallon, had the highest average price for self-serve regular unleaded gas, while the lowest price was $3.06 a gallon in Albuquerque, New Mexico. (Reporting by Ransdell Pierson; editing by Gunna Dickson)

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Robert Kuttner: The Great Deflation

November 7, 2011

I never liked the term “The Great Recession,” because this is not an ordinary recession, not even a great one. It is a period of protracted deflation, where weak demand, declining incomes, and falling asset prices keep dragging the economy downward into a self-deepening sinkhole. With the latest unemployment numbers, the evidence keeps accumulating that this will be a prolonged economic stagnation. The unemployment rate — stuck around 9 percent — is not as bad as that of the Great Depression, but in some respects the prognosis is equally grim . We are already entering year four of the crisis, with a strong recovery nowhere in sight. Household income has declined by 10 percent since the recession began in 2007. GDP growth improved slightly, to 2.5 percent , in the third quarter, but only because households began borrowing more, and that can’t continue for very long. Consumer income was actually down 1.7 percent. If you compare our progress with the comparable period in the Great Depression, things actually looked more promising in the mid 1930s. By late 1933, on the fourth anniversary of the stock market crash, strong economic growth had resumed. The economy expanded by 11 percent in 1934, 9 percent in 1935, and 14 percent in 1936. By contrast, optimists today hope the economy will somehow reach 3-percent growth. The Federal Reserve, once again, has just revised its growth forecasts downward to well under 3 percent, and expects unemployment still to be in excess of 8 percent in 2013. By the end of year four of the Great Depression, the banking crisis was over. The 1933 Glass-Steagall Act, deposit insurance, and the Reconstruction Finance Corporation stabilized the financial system. Bank failures ceased — while in the current crisis our banks are still a mess. The Roosevelt administration dealt forthrightly with the housing crisis of that era, creating a Home Owners Loan Corporation that made direct loans to one homeowner in five, to keep people from losing their homes. In the current crisis, some 10 million homeowners are still on track to default, and the Obama administration keeps producing half-measures too feeble to solve the problem. Four years into the Roosevelt administration, unemployment was still high, but Roosevelt was re-elected by a landslide in 1936 because things were improving and people felt he was on their side. It’s anybody’s guess who will win the White House in 2012. A lot of pundits seem to think that the current crisis has no solution, and that we just have to get used to a prolonged period of slow growth, high unemployment, and general belt tightening. This is nonsense, but the remedies that might actually solve the crisis are mostly outside mainstream debate. A real recovery program would be one part massive public investment — partly financed by higher taxes on the wealthy, partly by deficits — and one part a complete reconstruction of the financial system so that it returns to its role of servant of the real economy rather than master. Neither party is proposing this, and proponents of a new political center are mainly promoting austerity. The Republicans would drastically cut taxes, shrink public spending, and repeal regulations. All this, presumably, would liberate businesses to create more jobs. However, taxes were cut several times under President Bush, but that didn’t prevent the recession. Government revenues are already at their lowest share of the economy since the 1950s. The financial collapse was caused mainly by the repeal of regulations that had contained the speculative tendencies of bankers. It’s hard to see how more deregulation would promote entrepreneurship in an economy when consumers lack money to buy products. Centrist groups like Third Way and No Labels decry the extreme partisanship and call for a new consensus to deal with the crisis. These and similar groups begin with a plea for budget discipline. But austerity would not solve the economic crisis either. With unemployment high, consumer demand depressed, and businesses understandably hesitant to invest, more belt-tightening will only worsen conditions. The Obama administration, for its part, has tried a blend of modest economic stimulus and a long-term path to budget balance. Obama’s latest jobs program proposed a total of $447 billion over 10 years — better than nothing but far from enough to produce a sustained recovery. Even if by some miracle Republicans were to relent, the stimulus is insufficient. Obama’s original Recovery Act, enacted back in February 2009 when the Democrats controlled both Houses of Congress, spent $775 billion over three years. But during the same three years, state and local governments cut about $460 billion. So the net government stimulus was barely $100 billion a year in a more than $14-trillion economy. Obama’s own top advisers considered the sum inadequate. In the Great Depression, it was the massive spending of World War II that finally cut unemployment to less than 2 percent and then powered the postwar recovery. The wartime deficits were astronomical — nearly 30 percent of GDP in the last year of the war. But after the war, high growth paid down the debt, which was nearly twice the level of the current debt relative to GDP. Nobody in mainstream American politics is proposing public outlays anywhere near this scale. So the likelihood is for continued economic deflation — and deepening voter frustration. Absent a more radical recovery program than anything on offer in mainstream politics, the chief executive elected in 2012, whether Obama or his Republican opponent, is likely to be the next Herbert Hoover, presiding over a prolonged economic slump with popularity to match. Ours is a very resilient political system. But before America emerges from this combined economic and political crisis, it will take some new combination of mass reform movements at the grassroots and more effective leadership at the top than we’ve seen in a very long time. Robert Kuttner is co-editor of The American Prospect and a senior fellow at Demos. His latest book is A Presidency in Peril .

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iPad-Maker’s $12-Billion Deal Faces Major Hurdles

October 30, 2011

By Luciana Lopez and Stuart Grudgings JUNDIAI, Brazil (Reuters) – The nondescript stretch of asphalt is an unlikely symbol of Brazil’s attempt to lift its economy into a new high-tech era. If officials in the industrial town of Jundiai get their way, it will soon be named Steve Jobs road — in homage to the late Apple Inc co-founder and a nod to the expected windfall that producing iPads and iPhones here will bring. Brazil’s government has loudly proclaimed a deal it says is worth $12 billion for Taiwanese technology giant Foxconn to produce iPads and build a whole new industry based around screens used in an array of consumer electronics from smartphones to televisions. But the infamous “Brazil cost” — shorthand for the bureaucracy and high taxes that plague business in the country — is already overshadowing the deal, complicating negotiations with Foxconn over the broader investment plan. The likely need for large state subsidized loans to lure Foxconn also revives concerns about the state’s heavy hand in Brazil’s economy. The deal’s transformative potential for Brazil is clear — a home-grown technology industry could move the commodities giant up the value-added chain to join the likes of Taiwan and South Korea, reducing its dependence on manufactured imports from Asia. Yet critics say Brazil’s shallow labor pool and poor infrastructure make it ill-prepared to make the leap to high-end work and that it risks being stuck at the low end — assembling components designed and made elsewhere. At first, Foxconn will have to fly in most of the key components such as semiconductors, modems and screens from China, as Brazil attempts to raise its ability to produce more of them locally. “We are selling our market very cheaply, giving tax incentives for a company to come and produce something that is already developed in the world market,” said Joao Maria de Oliveira, a researcher at the government-linked Institute for Applied Economic Research, or IPEA. “It’s not something that adds much value and it won’t leave much here.” The amount of value added to Apple products by Foxconn’s approximately one million workers in China is a mere $10 or so per device, according to a study by researchers at the University of California, Irvine. Brazil has cut taxes and duties on tablet production in a move that should reduce the retail price by about a third and is phasing in production requirements to foster a local components industry. Separately, it is in talks with Foxconn on a package of incentives, including priority customs access, more tax breaks and subsidized loans from state development bank BNDES to secure the bigger investment in high-end screens. It isn’t hard to see what’s in it for Foxconn, Apple and other foreign companies, including Motorola Mobility Holdings Inc and Samsung Electronics Co Ltd that have expressed interest in making tablets here. Apple will gain better access to Brazil’s voracious consumers, who have faced high prices for its products due to hefty import tariffs, and will create a jumping-off point for other rapidly growing Latin American countries. Foxconn, the world’s largest contract electronics company, with around a third of the global market, would gain a vital foothold in Latin America’s largest economy and reduce the risks of having so much Apple production in China. Producing in Brazil would also give Foxconn and Apple preferential access to Brazil’s partners in the Mercosur customs union — Argentina, Paraguay and Uruguay. But the “Brazil cost” raises doubts over whether Apple will be able to make the iPad cheaply enough for the Brazilian market and use it as a major base to export to the United States and Latin America. Brazil’s consumer market is a huge draw for companies such as Apple, but analysts say the domestic industry will likely take years to move beyond assembly to higher-end production. “It will take at least five, six years to create the entire ecosystem there,” said Satish Lele, vice president, consulting, Asia Pacific at Frost & Sullivan in Singapore. “I don’t think they (Brazil) are ready to support huge growth as far as the electronics sector is concerned.” THE BRAZIL COST The Foxconn factory near “Steve Jobs” road is rumored by Brazilian media to already be producing iPhones and is expected to start churning out iPad tablets by December for sale to Brazil’s growing middle class. The company, whose main listed vehicle is Hon Hai Precision Industry Co Ltd, has already hired more than 1,000 people in Jundiai, a medium-sized city an hour away from Sao Paulo, to work at a new plant. Jundiai is planning to build a technology park and nearby towns are also looking to draw more such investment. “We’re the BRICs of Brazil,” said Carmelo Paoletti Neto, a spokesman for the town, comparing the region to role played the emerging powerhouses Brazil, Russia, India and China on the global stage. But the starting monthly wage for members of the metalworkers’ union in Jundiai is about 1,058 reais ($605) — nearly double the 2,000 yuan ($315) minimum wage Foxconn paid in China as of last October. Those wage pressures are likely to make it hard for the iPad price to fall any time soon to a range that would give it the mass-market appeal it enjoys in the United States. Tablet sales in Brazil will jump to 450,000 this year from 105,000-110,000 last year, according to consulting firm IDC, surging to above 1 million next year. That is significant growth — but the 60 percent of Brazilian households without a computer won’t necessarily rush out to buy tablets, cautioned Jose Martim Juacida, an analyst with the company. “The first computer purchase is usually a desktop or a laptop, because a desktop can be shared,” he said. (Additional reporting by James Pomfret in Hong Kong; Lee Chyen Yee and Clare Jim in Taiwan; editing by Kieran Murray, Martin Howell and Andre Grenon) Copyright 2011 Thomson Reuters. Click for Restrictions

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Google Weighs Huge Acquisition

October 22, 2011

Google is exploring the possibility of helping to finance a possible deal by others to acquire Internet search company Yahoo, according to a report published report by the Wall Street Journal on Saturday. Google Inc. has talked to at least two-private equity firms about potentially assisting them to finance a deal to buy Yahoo Inc.’s core business, according to the story, which cited a person familiar with the matter, and did not identify the source. The Journal said Google and prospective partners have held early-stage discussions, but haven’t assembled a formal proposal. The source said Google may not end up pursuing a bid. A spokeswoman for Mountain View, Calif.-based Google declined to comment to The Associated Press. A spokeswoman for Sunnyvale, Calif.-based Yahoo said the company doesn’t comment “on rumor or speculation.” Any involvement by Google in a Yahoo acquisition would likely draw antitrust scrutiny from regulators, because of both companies’ shares in the Internet search business. The report came as investors have recently driven up Yahoo’s stock price, betting that the company will sell itself, either in whole or in part. Closing Friday at $16.12 apiece, the shares have gained nearly 25 percent since Sept. 6, when CEO Carol Bartz was fired. They are up 45 percent from the stock’s 52-week low reached in early August. There has been repeated speculation that the company might be sold to an assortment of buyout firms that prey upon troubled companies. Alibaba Group, a Chinese Internet company of which Yahoo owns a 43 percent stake, has expressed interest if it can line up the financing for a deal that would likely require a bid of more than $20 billion, the current market value of Yahoo’s shares. Microsoft Corp., which offered to buy Yahoo for $47.5 billion in 2008 before withdrawing the bid, also has been mentioned as a possible suitor. Since Bartz’ firing, Tim Morse has been filling in as Yahoo’s interim CEO while also working as chief financial officer. After the company’s third-quarter earnings announcement on Tuesday, Morse told analysts that he couldn’t discuss what the company’s next step might be or when it might take it. Yahoo is under pressure because its revenue has been falling at a time when the Internet advertising market has been growing as rivals such as Google and Facebook gain market share. Although it’s still recognized around the world, Yahoo’s brand has been losing its luster as people increasingly embrace social networks such as Facebook and short-messaging service Twitter to keep track of what’s going on instead of relying on a media hub like Yahoo’s website.

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NASA Looking For New Astronauts: Do You Have The Right Stuff?

October 5, 2011

Ever dreamed of being an astronaut? If the answer is yes, then NASA just might have space for you.

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More Hit Movies Coming To Netflix

September 26, 2011

DreamWorks Animation, the company behind successful movie franchises like “Madagascar” and “Shrek,” said it had completed a deal to pump its films and television specials through Netflix, replacing a less lucrative pact with HBO.

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Meet X.commerce, eBay’s Latest Creation

September 17, 2011

By Alistair Barr SAN FRANCISCO | Fri Sep 16, 2011 5:27pm EDT (Reuters) – Ebay Inc is building a new division to woo developers and attract more merchants as the company tries to emulate the success of Apple Inc’s iOS platform in the e-commerce world. Ebay’s main business is still its giant online marketplaces, which bring shoppers and sellers together. The company’s other big division is the payment business PayPal and it acquired GSI Commerce earlier this year to add a third division. But a fourth business has emerged in recent months called X.commerce. The website for the division, X.com, revives a name from the early days of PayPal, when it merged a competing online payments business called X.com started by Elon Musk. X.commerce is trying to persuade outside developers to create applications, or apps, for merchants looking to sell more online. The apps can be designed to work on eBay’s marketplaces. They may also include payment capabilities from PayPal and work with websites built on Magento, an open-source e-commerce company that eBay bought in June. The more useful apps that developers build through X.commerce, the more likely merchants are to use eBay’s marketplaces, PayPal’s payment technology or GSI’s e-commerce services. “The idea is to indirectly monetize eBay’s main assets PayPal, GSI and Marketplaces,” said Matthew Mengerink, the eBay veteran who runs the new division. “X.commerce is in a unique position. I don’t have to drive revenue, I have to drive traffic.” Ebay has about 725,000 developers registered with its various developer programs and there are roughly 4,600 Magento apps active on X.com, up from 3,800 at the start of the year, according to Mengerink. Omniture, a unit of Adobe Systems, Kenshoo, an online marketing software company, and Outright, which makes a financial-management product for small businesses, are among companies that have signed up to develop apps on X.com. “They’re pulling an Apple, calling on the collective power of the developer community,” said Bill Smead of Smead Capital Management, which counts eBay as one of its largest holdings. Apple iOS is the operating system for the iPhone and iPad. The company has a massive following of developers who churn out thousands of apps for those gadgets, making them much more useful for customers. Mengerink reckons X.commerce can be more attractive for developers than iOS because merchants are willing to spend more money on useful e-commerce apps. Mengerink said he will measure X.commerce’s success partly on how much money developers make selling apps. “Apple’s iOS isn’t profitable for most developers,” he said. “On Magento, for every $1 we make, the developer makes $15.” “If developers are making the money, you can’t shake the platform,” he added. “We believe we can create the largest ecosystem.” Smaller merchants will not have to hire lots of in-house developers if a wide variety of e-commerce apps are available to buy and plug into their online stores, Mengerink explained. The success of eBay’s new division will depend on how large and attractive the pool of end-users is to developers, according to Stephen O’Grady, principal analyst at Red Monk, a technology industry analyst group that focuses on developer communities. Other specialty online marketplaces have sprung up in recent years, such as Etsy, cutting into eBay’s dominant position, O’Grady noted. “But eBay is still a major center of gravity,” he said. “For developers that’s still attractive.” Another important ingredient for attracting third-party developers to a technology platform is ease of use. Dan Shahin, a former comic book store owner who has developed an online storefront management system, went with a Google Inc payment system a few years ago, rather than PayPal. That was because PayPal had several different application programing interfaces, or APIs. APIs are sets of rules and specifications that help different software programs communicate with each other. PayPal’s APIs were “scattered around,” making it more difficult for Shahin to develop payment features to include in his storefront management system, he said. Shahin told Mengerink about this and the eBay executive got to work fixing the problem. “Third-party developers had to register for each API,” Mengerink said. “The X.commerce goal is to have one place to register for developers and partners. There are security and other issues with this, so it takes a while.” X.commerce is promising a lot, but Shahin reckons eBay has the technological chops to pull it off. “If anybody can do it, they can,” Shahin told Reuters. “Matthew is not one of those suits. He’s the real deal.” (Reporting by Alistair Barr, editing by Matthew Lewis) Copyright 2011 Thomson Reuters. Click for Restrictions

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$800 Million?

August 22, 2011

New York-based blogging platform Tumblr is talking to fancy venture capital firms about raising another huge pile of cash at a very generous valuation.

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Dan Frommer: HP Made the Right Moves: It’s No Apple, So It Shouldn’t Try to Be

August 19, 2011

HP made several bold moves Thursday, announcing plans to spin off its PC business and shut down its struggling phone and tablet unit. While these decisions are controversial, I believe they are the right ones. In all of these markets, the company that HP is chasing is Apple. The Mac is capturing the high end of the consumer PC market, the iPhone is capturing the majority of the mobile industry’s profits, and the iPad is the only tablet that matters. But HP is no Apple, and CEO Leo Apotheker knows that he is no Steve Jobs. So he is smart to cast off the past and look for a future more within his and HP’s competency — such as its $10 billion acquisition of enterprise software firm Autonomy, also announced Thursday. First, let’s look at the PC business. With leading market share, why would HP spin it off or sell it? Because everything about HP’s view of the PC industry is undesirable, even though it’s on top today. It faces strong competition from iPads. The industry is either barely growing or shrinking , depending on the quarter and exact segment. It is becoming further commoditized, and Asian companies are in better position to deliver lower prices for similar products. (The fastest growing segment is Chinese piracy boxes.) And with all those factors in mind, margins are sure to head south. So it’s better to sell now, before things get ugly. HP can get a decent price for the business, either fully divesting it or keeping a minority stake in a company that someone else can run. There just isn’t a compelling reason for HP to own it anymore. But what about tablets and smartphones? That’s where the industry is going, so shouldn’t HP be playing there? The answer is: Only if it can do a good job and make a profit. But HP clearly doesn’t have the leadership or products to do a good job right now, and there is no clear road to success or profitability. So why should HP waste it’s money trying? Demand for HP phones and tablets isn’t just low; it’s almost nonexistent. Former Palm CEO Jon Rubinstein — a former Apple engineering exec — has already shifted roles , and hasn’t gotten the job done. And even if HP poured billions of dollars into the segment, there’s no guarantee that it will turn itself around or thrive. It’s a huge risk, with the wrong team in charge. So here, too, HP is probably in a better position to let someone else run with WebOS, and either rid itself completely or somehow retain a stake. But HP just bought Palm, you may say. That’s true. But not having an emotional attachment to sunk costs is a true sign of a good leader. (And anyway, HP is a different company today than it was when it bought Palm.) If anything, Apotheker’s willingness to cut where it hurts is a good sign for the future. Ultimately, these look like the right moves. Yes, it might mean HP is smaller, and its future addressable markets aren’t as big or as cool. But the alternative is worse: Running a money-losing tablet and phone business into the ground, watching a PC business suffer through a shrinking market, and not having the capital and time to focus on promising, new opportunities when they present themselves. HP isn’t Apple. So it shouldn’t try to be. Related: ” Amazingly, Microsoft Might Not Miss the Boat on Tablets .”

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G7 To Discuss Central Banks’ Action

August 6, 2011

PRESS ASSOCIATION — Financial officials from the Group of Seven industrialised nations will discuss how to coordinate action between their countries’ central banks, a source says. The move follows several days of market panic and a downgrade of the US credit rating. The person spoke on condition of anonymity because the level and timing of the contacts had yet to be confirmed. French Finance Minister Francois Baroin, whose country currently holds the G7 presidency, said he had been in close contact with his G7 counterparts “throughout the previous days and also this very morning”. “We’ll be carefully watching the evolution of what might happen on Monday,” Mr Baroin told France’s RTL radio, without providing details on the contacts. The G7 members are Britain, Canada, France, Germany, Italy, Japan and the US. Standard & Poor’s downgrade of the US credit rating yesterday added to growing fears over debt levels and economic growth in the world’s biggest economy and in large European nations, like Italy and Spain. The European Central Bank has so far been reluctant to intervene in the large Italian and Spanish debt markets in an attempt to stabilise plummeting bond prices, as it has previously done for Greece, Ireland and Portugal, the three eurozone countries that have already been bailed out. But Luc Coene, the head of Belgian’s central bank and a member of the ECB’s decision-making board, said yesterday that the ECB may be prepared to help Italy and Spain once the two countries have taken more concrete steps to get their public finances under control. Many investors have also been calling on the US Federal Reserve to start pumping money into the US economy again, as it has done through two large-scale bond buying programmes since the 2007 financial crisis, to help underpin the nation’s slowing economic recovery. Italian Premier Silvio Berlusconi and EU Monetary Affairs Commissioner Olli Rehn yesterday called for coordination between G7 countries. The downgrade of the US credit rating is also bad for Europe, whose economy is closely linked to the US and whose weak members depend on a healthy global economy.

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Applications For Home Mortgages Slip After Sharp Jump

July 27, 2011

Applications for U.S. home mortgages slipped last week after a sharp jump the week before and as interest rates edged up, an industry group said on Wednesday. The Mortgage Bankers Association said its seasonally adjusted index of mortgage application activity, which includes both refinancing and home purchase demand, fell 5.0 percent in the week ended July 22. The MBA’s seasonally adjusted index of refinancing applications lost 5.5 percent after a 23.1 percent jump the previous week. The gauge of loan requests for home purchases was down 3.8 percent. The refinance share of mortgage activity dipped to 69.6 percent of total applications from 70.1 percent the week before. Fixed 30-year mortgage rates averaged 4.57 percent, rising from 4.54 percent. (Reporting by Leah Schnurr; Editing by Leslie Adler) Copyright 2011 Thomson Reuters. Click for Restrictions .

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Verizon CEO Steps Down

July 22, 2011

NEW YORK — Verizon Communications Inc. is seeing a big boost from the iPhone, adding more new subscribers on contracts in the second quarter than it has in two and half years. Yet AT&T Inc., which was been the exclusive seller of Apple’s iconic phone in the U.S. until February, still activates three iPhones for every two Verizon does. When posting a profit for the second quarter on Friday, Verizon also said Chief Operating Officer Lowell McAdam will take over from long-time CEO Ivan Seidenberg, 64, on Aug. 1. The company has signaled the succession for the past year. McAdam, 57, is the former head of Verizon Wireless. Seidenberg will remain chairman of the company. Verizon added 1.3 million wireless subscribers under contract in the April to June period, a result that flies in the face of the slowdown in new subscribers across the industry in the last two years. Since nearly everyone already has a cellphone, gaining new subscribers is chiefly a matter of luring them over from other carriers. A year ago, Verizon added just 665,000 subscribers under contract. Verizon activated 2.3 million iPhones, well below the 3.6 million AT&T reported for the same period. Verizon sells only the iPhone 4, starting at $199, while AT&T also sells the older iPhone 3GS for $49. Yet AT&T recruited only 331,000 new contract subscribers in the quarter. The iPhone is its chief draw, while Verizon has other advantages on its side, like a broader “3G” data network and new, ultra-fast “4G” network in many cities. Verizon said its net income was $1.61 billion, or 57 cents per share, in the three months ended June 30. A year ago, it posted a loss of $1.19 billion, or 42 cents per share. Analysts polled by FactSet were expecting earnings for 55 cents per share, on average. Revenue rose 2.8 percent to $27.5 billion, in line with analysts’ expectations. Excluding the sale of phone lines in 14 states at the end of last year’s second quarter, Verizon’s revenue grew 6.3 percent on the back of its thriving wireless operations. However, only 55 percent of Verizon Wireless’ profits flow to Verizon Communication’s bottom line, because British carrier Vodafone Group PLC owns 45 percent of Verizon Wireless. “In terms of earnings growth and the acceleration of revenue growth, this has been one of Verizon’s best quarters since the 2008 economic downturn,” CEO Seidenberg said. Verizon shares slipped 17 cents to $37.40 per share in premarket trading.

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Goldman Sachs Wins Dismissal Of Lawsuit Alleging It Misled Investors

July 21, 2011

NEW YORK (Jonathan Stempel) – Goldman Sachs Group Inc won the dismissal of a lawsuit accusing it of causing an investor to become insolvent by fraudulently misleading it about risky debt it expected would tumble in value. In a decision made public on Thursday, U.S. District Judge Barbara Jones in Manhattan said the plaintiff, Basis Yield Alpha Fund, failed to sufficiently show that its investment in the Timberwolf 2007-1 collateralized debt obligation was a “domestic” transaction, entitling it to sue in a U.S. court. She nonetheless gave the Cayman Islands-based fund 30 days to file a new complaint to recover its $56 million loss. Basis had accused Goldman of securities fraud and common law fraud. Bruce Grace, a lawyer for the plaintiff, did not immediately return a call seeking comment. Goldman spokesman Michael DuVally declined to comment. Timberwolf was among the securities cited in a scathing U.S. Senate panel report in April that faulted Goldman (GS.N), Deutsche Bank AG (DBKGn.DE) and others for hawking debt they expected to perform poorly. That report said Goldman kept marketing Timberwolf even after Thomas Montag, a top executive who now runs investment banking at Bank of America Corp (BAC.N), told a colleague in an email that Timberwolf was “one shitty deal” [ID:nN14231964] — a phrase quoted in Basis’ complaint and Jones’ opinion. ABACUS Timberwolf had been marketed in the spring of 2007 as a $1 billion investment-grade product, and Basis that June bought $100 million of “triple-A” and “double-A” rated securities at 81 cents on the dollar. But Basis said it did not know there was then an “increased urgency” at Goldman to sell the securities, reflected in the “ginormous” credits it offered sales staff, because the bank feared CDOs would plunge in value. Losses quickly mounted, and Basis began liquidating just two months after its investment. Jones dismissed Basis’ lawsuit after concluding the fund did not allege that “any purchase of sale” took place in the United States, as required under a 2010 U.S. Supreme Court decision. This was so, she said, even though some of Goldman’s alleged fraudulent statements were made in New York. The judge is also overseeing a separate fraud lawsuit by the U.S. Securities and Exchange Commission against Goldman Vice President Fabrice Tourre over his role in the sale of a CDO tied to subprime mortgages, Abacus 2007-AC1. Goldman had been a defendant in that case, but last July agreed to pay $550 million to settle with the SEC, without admitting wrongdoing. The case is Basis Yield Alpha Fund (Master) v. Goldman Sachs Group Inc et al, U.S. District Court, Southern District of New York, No. 10-04537. (Editing by Gerald E. McCormick and Lisa Von Ahn) Copyright 2011 Thomson Reuters. Click for Restrictions .

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Country Moving Toward ‘Rentership Society’: Is The American Dream In Trouble?

July 21, 2011

Home ownership, long a central pillar of the American dream, seems increasingly unattainable for growing numbers of households. Yet old views died hard, and nine out of 10 Americans still consider home ownership “ an important part of the American dream ,” according to a June poll by The New York Times /CBS News. Indeed, there are signs of slight improvement in the housing market. In June, work started on 629,000 new houses, a five-month high that beat economists’ expectations saw an uptick in construction in every region in the country. But that doesn’t necessarily indicate the housing market is in recovery — because, as real estate analyst Mike Larson recently told The Washington Post , “[p]eople who don’t have jobs don’t buy houses.” And many, many people don’t have jobs. Unemployment rose to 9.2 percent in June, a figure that would actually be higher than 11 percent if there were still as many people actively looking for work as there were at the start of the recession, according to the Wall Street Journal . Among those who have jobs, wages are falling and many people can only find part-time work rather than full-time. The grim employment situation is reflected in home ownership statistics. On Wednesday, Morgan Stanley released a report showing that if delinquent borrowers are excluded, the U.S. home ownership rate is only 59.7 percent, which would be an all-time low. Leaving in the country’s roughly 7.5 million delinquent borrowers, home ownership is at 66.4 percent. Morgan Stanley housing strategist Oliver Chang told Bloomberg that given runaway foreclosures and tight credit for borrowers, America is moving “away from being an ownership society” — President George W. Bush’s vision of a country with high home ownership — and “towards becoming a rentership society.” Those unexpectedly high June housing starts might actually bear out Chang’s prediction. As recently pointed out by the WSJ , construction of single-family homes grew by 9.4 percent in June — but construction of multi-family homes with at least two units increased three times as much, by 30.4 percent. In other words, there were a lot more apartments than houses. A report from the investment management company PIMCO recently offered a number of reasons why housing demand is likely to stay depressed. A 20 percent down payment on a mortgage is becoming standard, the PIMCO report notes. For someone making $48,000 a year, it would take 16 years to save enough for that size of downpayment on a median-priced home. Meanwhile, college graduates are entering the workforce with high debt and low wages — the average salary for recent grads was $27,000 in 2010, down from $30,000 in 2007, PIMCO notes. These factors in combination “could serve to limit college graduate home purchasing power for the foreseeable future.” And current homeowners are more likely to save for retirement than try to make ambitious changes to their living situation. For retiring Americans, the PIMCO report predicts “one home instead of two, rent rather than own, smaller place rather than large.” A Reuters survey of economists found widespread skepticism at the idea that June’s housing starts indicated a substantive market recovery. Indeed, the National Association of Realtors reported Wednesday that existing home sales were down 0.8 percent in June , to a relatively anemic rate of 4.77 million. That’s 9 percent less than the rates a year ago, The Washington Post points out.

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Debt Ceiling Standoff Is Hurting Consumer Confidence, Goldman Economist Says

July 21, 2011

Washington is struggling to reach a deal on the debt ceiling , and American consumer confidence is slipping. Do these facts have anything to do with each other? Andrew Tilton, an economist at Goldman Sachs, thinks so. In a note published Tuesday, Tilton wrote that a recent drop in the Reuters/University of Michigan Consumer Sentiment Index — a closely watched consumer confidence report — could be related to the ongoing debt ceiling gridlock. The Michigan index fell in July from 71.5 points to 63.8 points — a two-year low, Reuters noted. The drop took many by surprise — the index was expected to rise slightly in July, according to economists polled by Bloomberg News . Nor is Michigan the only polling body to find waning consumer confidence this summer. In June, a Gallup poll found that confidence was at a near-low point for the year after dropping nine points in the early part of the month. Around the same time, the Conference Board, which publishes the monthly Consumer Confidence Index, another major survey of consumer sentiment, measured a 3.2 point decline in consumer confidence for June . Tilton, the Goldman economist, wrote that the consumer confidence plunge happened around the same time as “an explosion of media coverage” of the debt ceiling standoff in June and July. For him, the coincidence is suggestive. “While it’s certainly possible that the drop in confidence reflects other factors… the extent, timing, and composition suggests that the uncertainty surrounding the debt ceiling is probably a contributing factor,” Tilton wrote. He’s not the first to suggest a relationship between flagging confidence and the debt ceiling negotiations. Last Friday, Bank of America economist Joshua Dennerlein also attributed the drop in the Reuters/University of Michigan index to the debt debate, as noted by the Associated Press . And Ward McCarthy, chief financial economist at Jefferies & Co., made a similar statement to Reuters . Yet numerous polls this summer have shown that Americans are more concerned with the health of the economy and the sluggish job market than with anything related to the federal budget deficit. A Gallup poll published this week found that the deficit came in third , behind the economy and unemployment, on a list of Americans’ greatest worries. A CBS/ New York Times poll in late June found that 53 percent of respondents were most concerned about the economy and jobs , compared with only 7 percent who were most concerned about the deficit. Of course, consumers don’t make their choices in a vacuum. Holly Wade, a senior policy analyst at the National Federation of Independent Businesses, and one of the producers of the monthly Small Business Economic Trends survey, told The Huffington Post that “political climate” is the second-most cited concern for small business owners. “Their first and foremost concern is a stable economy,” Wade said. “Then they can look forward to see how business conditions can go from there. Without some stability in D.C., everything continues to be up in the air.” Wade said that she believes the debt ceiling standoff “contributes to the problem” of falling confidence. But she noted that consumer sentiment among small business owners had already started to decline around February or March, well before the “explosion of media coverage” that Tilton’s report cites. Ken Goldstein, an economist at the Conference Board, dismissed the idea that debt ceiling anxieties are to blame for faltering confidence. Goldstein told The Huffington Post that for the average American, the debt ceiling debate “is both too esoteric and takes time away from figuring out who’s going to be on next week’s ‘Survivor.’” The recent drop in consumer confidence probably has more to do with the ailing jobs market — as demonstrated in June’s underwhelming employment report — than “the kabuki in D.C.,” Goldstein said. “After a lousy May, we only got 18,000 jobs in June,” he told The Huffington Post. “I suspect that trumps everything else that happens.” As of Wednesday, President Obama had signaled that he was willing to consider a short-term extension to the debt limit , but that Congress needed to agree on a way forward on a long-term solution. The bipartisan coalition of senators known as Gang of Six spent the day making the case for their $3.7 trillion deficit reduction plan on the Hill, Politico reported.

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Greece’s Prime Minister: ‘It Is Time For Europe To Wake Up’

July 16, 2011

ATHENS, July 16 (Reuters) – Greece’s Prime Minister George Papandreou ruled out bankruptcy for his debt-choked country and said it was time for Europe to wake up and take brave decisions, according to a newspaper interview to be published on Sunday. Ahead of a summit of euro zone leaders on July 21 to discuss a second bailout for Greece, Papandreou said his government had taken the necessary decisions, however difficult they were, to deal with the crisis, and it was Europe’s turn to do the same. “We managed not to let Greece go bankrupt, and neither will it go bankrupt,” Papandreou was quoted as saying by Greek newspaper Kathimerini, referring to whether credit rating agencies could find Greek debt to be in “selective default.” “For a year and a half now, I’ve been continuously reiterating to our partners that we must collectively take brave decisions, not just for the future of Greece but of Europe as a whole. It is time for Europe to wake up,” he added. With sovereign debt jitters having reached Italy, the euro zone’s third-largest economy, Europe’s leaders are struggling to agree on how to provide new aid for Greece to prevent contagion from spreading further in financial markets. Papandreou said that several of the options that he had suggested and were rejected a year and a half ago, such as buying back debt, issuing common euro zone bonds and keeping credit rating agencies in check, were now on Europe’s negotiating table. “In an ultraconservative Europe, I would even say phobic, the truth is it took time for these thoughts to mature with our partners and for them to be convinced that these proposals are not an alibi in order to avoid our own responsibilities,” Papandreou said in the interview. Greece’s total outstanding debt is around 370 billion euros ($523 billion). Most economists regard the debt burden, at around 160 percent of gross domestic product, to be unsustainable as it stifles growth, with the economy seen contracting by nearly 4 percent this year after a 4.5 percent slump last year. “Now everybody understands that Greece needs to be helped to exit recession as soon as possible. The relevant negotiations are making progress, and I hope they are completed as soon as possible,” Papandreou said. A bond buyback is more likely than the other options that euro zone finance ministers have discussed and would allow Greece to cut its public debt by 20 billion euros if purchases were made at market prices, German magazine der Spiegel said on Saturday. (Reporting by Greg Roumeliotis, editing by Jane Baird) Copyright 2011 Thomson Reuters. Click for Restrictions .

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Key Issue Has GOP Voters As Divided As Candidates

July 16, 2011

PELLA, Iowa — The presidential candidates aren’t the only Republicans divided about letting the government borrow even more money to pay its bills. So, too, are the voters they’re courting. Fiscal hard-liners in early voting states say the issue is a major test for any would-be challenger to President Barack Obama, a Democrat. They’re refusing to consider backing someone who leaves open the door to raising the debt ceiling. As Len Gosselink, an Iowa Republican, put it after listening to former U.S. House Speaker Newt Gingrich last week: “It’s unthinkable in my mind to support a candidate who would allow it.” Others say the borrowing limit must rise as part of a broader deficit-reduction strategy that includes other actions such as a balanced budget amendment. They’re betting that by next winter, when the Iowa caucuses begin the 2012 nominating race, the summer debate over the credit limit will have faded. “Most caucus-goers are open to options,” said Mark Greenfield, a county GOP chairman in central Iowa. “Realistically, we’re going to have to raise it. People are just tired of government spending and this is how they are showing it.” From Iowa to New Hampshire and South Carolina, the debate in Washington has spilled over into the White House race. Candidates are stepping carefully as they maneuver for political advantage and voters are paying close attention to what they’re saying on the issue. In the nation’s capital, Obama and Congress are struggling to get a deal that would avoid a potentially catastrophic default on Aug. 2. Two members of Congress seeking the nomination, Minnesota Rep. Michele Bachmann and Texas Rep. Ron Paul, have said they won’t vote to raise the debt limit. But most of their rivals, who don’t work on Capitol Hill and won’t have to vote on the issue, are more nuanced when they discuss it, grudgingly backing an increase with conditions, such as spending cuts commensurate with the higher limit, as well as a balanced budget amendment. The mix of positions reflects both the near universal anxiety in the GOP base about spending and the range of voter sentiment about the best course to deal with a complex subject. The issue is clearly salient within the party. A national Gallup Poll published Wednesday found that 60 percent of Republicans oppose raising the debt limit, compared with 42 percent of all those surveyed. The conversations on the campaign trail between candidates and voters illustrate the tricky politics. The first question asked of former Minnesota Gov. Tim Pawlenty at an event in northern Iowa last week was about the GOP’s resolve against raising the debt ceiling. “I hope and pray they don’t do it,” Pawlenty said. He then said if they do raise it, they should “at a minimum” also get a constitutional amendment to balance the budget “to make sure we don’t have to rely on the good will and false promises of politicians to get the budget balanced in the future.” Elsewhere in the state, Gingrich earned applause when he said he would refuse to support an increase without equal spending cuts. Just as quickly, Gingrich lost some support, including Gosselink’s, by saying that increasing the borrowing authority was inevitable without a balanced budget. South Carolina Republican Marian Barbary is among those who take the position that the potential economic impact of not acting has been exaggerated. “They have to make us think that everything will go to pot. It’s not going to happen,” Barbary said after listening to former Utah Gov. Jon Huntsman leave the door open to raising the debt ceiling if accompanied by spending cuts and a balanced budget amendment. “If they don’t increase the debt ceiling, the world’s not going to fall apart,” Barbary said. Becky Kepler, an Iowa GOP activist, is among those looking for a candidate who won’t bend on the debt limit. She is leaning toward supporting Bachmann. “The more you give in every time, your credibility in saying no becomes zilch,” said Kepler, a county-level organizer in west-central Iowa. But voting doesn’t begin for six months and by then the debt crisis may have passed as the issue of the moment. ___ Associated Press writer Jim Davenport in Columbia, S.C., contributed to this report. ___ Follow AP reporter Thomas Beaumont on Twitter (at)TomBeaumont

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Bing Inks Huge Deal With China’s Largest Search Engine

July 4, 2011

By Jason Subler and Georgina Prodhan SHANGHAI/LONDON (Reuters) – China’s Baidu is to partner with Microsoft for English-language search, giving the U.S. software giant a chance to expand its tiny Web presence in a market Google has stepped back from, and helping the Chinese company’s international ambitions. The tie-up will direct English searches from Baidu to Microsoft’s Bing, which will deliver the results back to Baidu’s Web pages, Baidu said in an emailed statement on Monday. Baidu has about 80 percent of the search market in China — a nation with almost half a billion Internet users and still only about 30 percent penetration — after Google left mainland China in a high-profile fallout with Beijing over censorship. Bing — which filters out results in China relating to controversial subjects, such as political dissidents, Taiwan or pornography, to be able to operate in the country — has a negligible share of the market, while Google has nearly 20 percent counting visits to its offshore sites. Baidu spokesman Kaiser Kuo said Bing was not submitting to any further censorship or restrictions on its English search as a result of the deal “than they already do.” Microsoft had no immediate comment beyond confirming the partnership. Google is losing share to Baidu but is still number two in China. Worldwide, Google runs about 84 percent of Web searches, followed by Yahoo with 6 percent and Bing with 4 percent, according to analytics firm Net Applications. “Google has potentially shot itself in the foot when it comes to cooperations in the Chinese market,” said Daniel Knapp, analyst at media industry research firm Screen Digest. “Chinese local players like Baidu would be very wary about striking up a relationship with Google, a rogue authority in the eyes of the Chinese authorities. Microsoft has always been very diffident — for Baidu it’s much safer,” he added. The new tie-up, due to be launched later this year, builds on existing cooperation between Baidu and Bing on mobile platforms and page results. Baidu is beginning to diversify from its core search business to compete in the fast-growing segments of mobile and social networking. [ID:nL3E7HO1IY][ID:nN27174987] It also has a Japanese search service that is currently loss-making. Search engine marketing company Greenlight said it saw the deal as positive for both sides, and could envisage the new partners dominating the Chinese search-advertising market. “Whilst it represents an opportunity for Bing to make more money from the Chinese market, Baidu gets what it needs to expand overseas when it is ready to do so,” said Greenlight Chief Operating Officer Andreas Pouros. “Microsoft has entered the Chinese market slowly and has made some friends, in a way that the Chinese government will have no issue with. This should leave Baidu and Bing to control the Chinese search ad market without too much difficulty.” Baidu made $1.2 billion in online marketing revenues last year, up 78 percent from 2009. Microsoft’s total online advertising revenue in fiscal 2010, including a small contribution from Bing, was $1.9 billion. Some analysts were skeptical over how much demand there would be for English search on Baidu. “It’s a good thing, but I see very minimal impact for Baidu. I don’t see a lot English keywords going through Baidu. It goes through Google,” said Wallace Cheung, a Hong Kong-based analyst at Credit Suisse. (Additional reporting by Melanie Lee and Samuel Shen; Editing by Matt Driskill and Louise Heavens) Copyright 2011 Thomson Reuters. Click for Restrictions

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Competitor Sues Google For Billions

June 16, 2011

SAN FRANCISCO (Reuters) – Oracle Corp is seeking damages “in the billions of dollars” from Google Inc in a patent lawsuit over the smartphone market, according to a court filing. Oracle sued Google last year, claiming the Web search company’s Android mobile operating technology infringes Oracle’s Java patents. Oracle bought the Java programing language through its acquisition of Sun Microsystems in January 2010. In a document filed in court by Oracle on Thursday, Oracle accused Google of trying to conceal the fact that Oracle’s damages claims in the case are in the billions. Google has redacted large portions of Oracle’s damages estimates from recent court filings. Oracle asked the court on Thursday to make some of that information public. Google representatives did not immediately respond to a request for comment. The case in U.S. District Court, Northern District of California, is Oracle America, Inc v. Google Inc, 10-3561. (Reporting by Dan Levine, editing by Dave Zimmerman) Copyright 2011 Thomson Reuters. Click for Restrictions

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Ian Fletcher: Why the Budget Is the Wrong Thing to Fight About

May 28, 2011

The country is consumed right now with the fight over the Federal budget, specifically Rep. Paul Ryan’s (R-WI) plan to balance it by (mostly) radically cutting spending on medical programs, especially Medicare. The recent Republican loss in New York’s 26th district’s special election — which had more to do with my friend Jack Davis running on a third-party ticket — has been interpreted as a referendum against the Ryan plan. And the states are, of course, tied up in budget battles of their own, most visibly the aggressive push to cut the cost of public employees by curtailing their unions. Unfortunately, while all these fights are, of course, important, they are still, fundamentally, the wrong economic issue for America to be fighting over right now. Because despite Rep. Ryan entitling his plan “The Path to Prosperity,” none of these controversies touch upon the true fundamentals that determine that prosperity. All these controversies are, at bottom, about one thing: rebalancing public-sector spending. And it is fantasy to imagine that this is the key to putting our economy back on track. To hear some Republicans talk, you’d think that if only we squeeze hard enough, and go whole hog for their eat-your-spinach skinflint economics, prosperity will return. This is the elevation of deferral of gratification to the master key (if not the sole!) economic virtue, from which all else will follow. If only we’re tough enough on ourselves right now. Unfortunately for Republicans, that kind of tightwad economics rightly died in the Keynesian revolution over 70 years ago. It’s not so good for Dems either. To hear some of them talk, you’d think that if only we pump up government spending enough, perhaps financed by higher taxes on the rich, we can pump-prime our way back to prosperity. This is the elevation of counter-cyclical Keynesianism (spend your way out of a cyclical downturn) into non-stop stimulation of the economy, whether its problems are cyclical or structural. The fundamental economic problem we face right now isn’t recession–in which case we could just sit back and wait for it to end, with a little help from the standard playbook. It is the structural underperformance of the U.S. economy, for reasons that weren’t caused by the recession and won’t go away when it ends. As a result, Republicans and Democrats are arguing about how to divide the pie, when the real question is how to bake more pie in the first place. So… what is the solution? What do we have to fix? The number one thing is trade. Free trade collapsed a very long time ago. What we have today is not free trade at all, it’s ruthlessly manipulated trade — manipulated by America’s big trading partners, starting with China but including many others. And we’re doing nothing to stop them. America’s titanic ( $497 billion last year) trade deficit is ripping the guts out of industry after industry, but we have no answer. And you can’t gut industry after industry and expect not to reduce your GDP. If we didn’t have this horrendous trade deficit, we simply wouldn’t be fighting many of these budget battles. Why? because we’d have a larger GDP, so tax revenues would be higher. Spending on public benefits would be lower, and painlessly so, because fewer people would be poor and middle-class people would have more money to take care of themselves. How much GDP have we already lost? The Economic Strategy Institute estimated in 2001 that the trade deficit was shaving at least one percent per year off our economic growth. This may not sound like much, but because GDP growth is cumulative, it compounds over time. Thus economist William Bahr has thus estimated that America’s trade deficits since 1991 alone (they stretch back unbroken to 1976) have caused our economy to be 13 percent smaller than it otherwise would be. That’s an economic hole larger than the entire Canadian economy. Size of GDP is, ultimately, more important than size of government. We can have legitimate liberal vs. conservative arguments over the latter, but even from a conservative point of view, it’s far more important to have a government that conduces to a GDP large enough to provide all the things we want than to have a small government per se . Growing the economy may, in fact, call for increased spending in some areas. Even a precocious third-grader can see why even fiscal tightwads should make an exception for spending that ultimately brings in more money than it costs. What kind of spending are we talking about? One kind is government programs to fill in the gaps in the private sector’s innovation capabilities. Such programs fund, for example, technology research to bridge the gap between pure science and corporate research and development (R&D). This is the so-called “Valley of Death” in the innovation system: the private sector can’t make money doing such research, but it can’t ultimately keep generating new products unless somebody does it. So it’s appropriate for the federal government to step in. America’s hidden history of doing this stretches from the Internet back to founding father Alexander Hamilton. We still have such programs today, but on a tiny scale compared to what we need — and tiny compared to what our rivals do. Thus the giant stimulus package it passed in 2009 included money for every Congressional pork barrel under the sun, but nothing for one of the industrial-policy programs with the best track record of saving and creating jobs: the Manufacturing Extension Partnership, despite a campaign promise to double the program’s funding. This program maintains a network of centers in every state designed to help American manufacturers adopt innovative technologies. One evaluation found that it generated $1.3 billion a year in cost savings for manufacturers and $6.25 billion in increased or retained sales, all for an annual federal outlay of only $89 million. Another good but underfunded program is the Technology Innovation Program. Free market ideologues have repeatedly tarred this program as corporate welfare despite the fact that an audit by the respected National Academy of Sciences vindicated its claim to generate economic benefits far exceeding its cost. One single $5.5 million grant, for example, seeded development of the small disk drive industry, which enabled creation of the iPod, the iPhone, TiVo and the Xbox. This is how you make an economy grow — not by squeezing the economy you already have, or borrowing yet more money to “stimulate” it. As a result of America’s neglect of such programs, there is a starvation of basic and applied research in areas such as biocomputing, computer architecture, software, optoelectronics, aeronautics, advanced materials, factory automation, sensors, energy conversion and storage, nanomanufacturing, robotics and green energy. We are in danger of having our economy fail to grow because we were so busy arguing over the harvest that we neglected to plant the seeds.

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Art Brodsky: Air of Inevitability Escaping From AT&T’s Takeover of T-Mobile

May 17, 2011

There was a notable hissing sound emanating from Capitol Hill at the end of last week. It was the air being let out of AT&T’s trial balloon, “The Inevitable.” Thanks to some aggressive questioning from the Senate Antitrust Subcommittee, particularly Chairman Herb Kohl (D-WI) and Sens. Amy Klobuchar and Al Franken ( both D-MN), it quickly became clear that there are lots of problems to the $39 billion takeover of T-Mobile that AT&T either hadn’t counted on, didn’t want to deal with or thought would simply be overlooked. AT&T has said repeatedly it expects the deal to be approved, and hasn’t yet mentioned any conditions. Granted, it is early in the process, but telling everyone what is expected is part of creating that air of inevitability to intimidate legislators and agency staff that will have to make the call. Adding to the environment, financial and industry analysts have said since the deal was announced on March 20 that it would be approved, albeit with some conditions. That meme, based on the performance of the Antitrust Division in big, high-profile media/telecom cases, has infiltrated much of the thinking and writing about the deal. As the hearing demonstrated, and as some reporters are starting to pick up, AT&T’s deal is not a foregone conclusion, and, in fact, the company still has a lot of explaining to do in order to justify wiping out the fourth-largest national wireless carrier. It took several minutes of questioning of AT&T Chairman Randall Stephenson for Kohl to get the simple admission that yes, T-Mobile is a competitor for AT&T. “You are competitors, right?” Kohl asked. Stephenson said T-Mobile is “part of the eco-system” of the wireless industry. Kohl, disbelieving the reply, said it was “incontrovertible” that the companies were competitors. Is T-Mobile a competitor for AT&T? T-Mobile USA President Phillipp Humm did a similar dance, all but ignoring the TV commercial Public Knowledge President Gigi Sohn played for the subcommittee at the start of the hearing, which depicted AT&T’s network as the weight around its customers, slowing them down relative to T-Mobile’s 4G network. It was hard not to have some sympathy for Humm, who had to argue his company was abandoning the U.S. and was so constrained it couldn’t possibly compete any more. Admitting abject failure for so vital and perky a company as T-Mobile in such a public forum had to be excruciating. But that’s what the home office demanded, so Humm did it. The hearing was notable not only for the tough questions tossed at Stephenson and Humm, but for the lack of tough questions posed by those who would normally be forthright in defense of the merger. While it’s true, as some commentators said, that no senator came right out and said the merger should be blocked, the questioning did reveal a lot. The onslaught of hostile questions on pricing, consumer rights accompanied by the observations of the creation of a wireless duopoly surely showed that the senators, primarily on the Democratic side, have enough serious doubts about the deal that approval by the Justice Dept. should not be a foregone conclusion. Even more interesting was the commentary from the Republicans, including from Sen. John Cornyn (R-TX), AT&T’s home-state senator on the committee. (AT&T has its headquarters in Dallas.) Cornyn issued no clarion calls for the merger to be approved forthwith. He gave no denunciations of government regulators trying to quash the free market and the fate of his great constituent company. He instead settled for some platitudes on broadband access, criticizing the broadband part of the stimulus program and feeding Stephenson some softball questions on innovation and the role of the private sector. Even then, Stephenson’s claim that there are 600 devices in the wireless market (you should pardon the expression) rang hollow, considering it kept a five-year exclusive deal on the iPhone, which is worth much more than, at least 595 of those other devices. AT&T is pumping millions of dollars into getting this acquisition through, and clearly didn’t get its money’s worth from the Senate panel. If the Senators send a letter to the Justice Department that in any way would give political cover to the Antitrust Division blocking the merger, then the deal could be in real trouble. The meme is starting to change , as reporters are starting to realize that AT&T’s conquest may be a reach too far. It may have better luck in the House, where the rhetoric can be less constrained than in the Senate. The House Judiciary Committee’s Internet Subcommittee has a hearing tentatively scheduled for May 26. The full Committee Chairman Lamar Smith is from Texas, although he is from the San Antonio area that AT&T scorned, moving its HQ from there to relocate up north. There is no shortage of highly charged members on the subcommittee, who could more than make up for the tepid response AT&T got in the Senate. The only conditions which could stifle the House hearing are the obvious facts of this case, which as Sohn, Sprint CEO Dan Hesse, and Cellular South CEO Victor “Hu” Meena testified, are anticompetitive and anti-consumer on any number of levels.

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Apple Denies iPhone Tracking, But How True Are The Claims?

April 28, 2011

Apple has denied accusations that it tracks users’ locations via their iPhones, though experts say what the company admits doing may not be so far off. The tech giant was accused of accessing the locations of its users several times a day and keeping an unencrypted log of these locations for up to a year. In its response, Apple said that the information it receives is actually the locations of Wi-Fi hotspots and cell towers surrounding the iPhone that could be over 100 miles away. “Apple is not tracking the location of your iPhone,” a company press release read. “Rather, it’s maintaining a database of Wi-Fi hotspots and cell towers around your current location … to help your iPhone rapidly and accurately calculate its location when requested.” Though Apple doesn’t track the precise location of iPhones, the information it is collects about the relative distance of cell towers and Wi-Fi hotspots may be an accurate proxy for users’ locations, experts note. The log of past locations creates an eerily accurate recreation of any person’s everyday path. With such locations, one could identify a person’s home, workplace, favorite haunts and more. “Look, it is tracking. It’s a question of whether I can track you to a five mile radius near a cell tower or pinpoint track you to five meters,” said Ted Marzilli, global managing director of the BrandIndex at YouGov, which measures brand buzz.. “Apple is clouding the issue by saying they’re not tracking but then describing something that sounds very much like tracking.” The issue at hand is also what Apple could do potentially do with the data it has collected. “I think they’re being totally disingenuous. I’m willing to believe they did not use it to locate people, but God knows they could use it,” said Jonathan Yarmis, an independent analyst. “The concern is, do they know where you are? What they’re saying is, ‘No, we’ve never used this to identify where someone is.’ But should someone be so inclined they could use that information to locate me to a high degree of precision.” Apple’s latest response might not be enough to quell the tide of bad PR the company has faced in the wake of “Locationgate,” as the controversy has been dubbed. “In a PR crisis, you need to be honest and straightforward with people,” said Marzilli. “People can tell when a company is not being completely truthful. It’s somewhat typical Apple fashion not to be transparent and clear.” Since the iPhone location collection hit the news, Apple’s YouGov buzz fell to 7.4. At its peak in mid-February, Apple scored a 40.2. Apple has responded to previous scrutiny in a similar defensive manner. Last summer, when a number of users discovered that the iPhone lost reception when held by the antenna band (“Antennagate”), Apple told customers to simply avoid holding their devices that way . Only after pressure escalated did the company finally release a statement acknowledging their error and reminding users that if they really wanted to, they could return their phones. Apple has since promised it will correct the issues that created the unencrypted cache of location data over an extended period of time. But even if Apple, as it claims, did not keep the caches at hand on its own servers, the information represents a store of data equivalent to a map of a user’s life. “What they’re talking about is maintaining a breadcrumb trail of your device over time. That’s what we all mean by tracking,” said Ted Morgan, CEO of Skyhook, a Wi-Fi positioning technology used in Apple devices until April 2010. “It’s a very good signature of your life and can be used to figure out who you are.” Apple did not immediately respond to requests for comment.

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Samsung Countersues Apple Over iPhone, iPad ‘Copying’

April 22, 2011

(SEOUL) – Samsung Electronics Co has filed patent lawsuits against Apple over the U.S. firm’s iPhone and iPad in a tit-for-tat case after Apple claimed Samsung’s smartphones and tablets “slavishly” copied its products. Apple filed a lawsuit last Friday alleging Samsung violated patents and trademarks of its iPhone and iPad, as the popular gadgets are being threatened by the fast rise of rival devices based on Google’s free Android operating system. The legal battle between Apple and Samsung could jeopardize business ties between the two technology companies, as the Cupertino, California-based company depends heavily on Samsung for components such as chips and LCD displays. Operating systems have emerged as the key battlefield for dominance of the world’s smartphone market. Android became the most popular smartphone software in the United States in the three months ending in February, ahead of Apple and Research in Motion, according to a recent survey by research firm comScore. Samsung is one of the fastest growing smartphone makers on the back of the Android boom and has emerged as Apple’s strongest competitor in the tablet market, with models in three sizes. COUNTER LAWSUITS Samsung said in a statement Friday that Apple’s iPhone and iPad infringe Samsung’s 10 mobile technology patents and it called for Apple to stop infringing its technology and compensate the company. Samsung said the suits, filed in South Korea, Japan and Germany, involved 10 alleged infringements of patents mainly involving power reduction during data transmission, 3G technology for reducing errors during data transmission, and wireless data communication technology. “Samsung is responding actively to the legal action taken against us in order to protect our intellectual property and to ensure our continued innovation and growth in the mobile communications business,” the statement said. Global technology companies are locked in a web of litigation as they try to defend their shares of the booming tablet and smartphone market. Strong sales of the iPhone and iPad translate into more revenue for Samsung. Apple was Samsung’s second-biggest client after Japan’s Sony Corp last year, bringing in around 6.2 trillion Korean won ($5.7 billion) of sales, and is widely expected to become Samsung’s top client this year. The battle comes ahead of Samsung launching a new version of its successful Galaxy S smartphone next week in Korea, a key product for the world’s No.2 handset maker to meet its target of 60 million units of smartphone sales this year. Shares in Samsung, Asia’s biggest technology company with a market value of $140 billion, fell 2.5 percent by 0410 GMT after three consecutive sessions of gains, versus a 0.2 percent fall in the broader market. ($1 = 1080.950 Korean Won) (Editing by Ken Wills and Anshuman Daga) Copyright 2011 Thomson Reuters. Click for Restrictions

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Video: Warden Sees No Need to Panic Over Apple IPhone Tracking

April 22, 2011

April 21 (Bloomberg) — Former Apple Inc. software engineer Pete Warden talks about the iPhone and iPad’s ability to logs users’ whereabouts. Warden is one of the computer programmers who discovered the tracking feature. He speaks with Emily Chang on Bloomberg Television’s “Bloomberg West.” (Source: Bloomberg)

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$100 Billion In 2011?

March 31, 2011

Thanks to the huge success of the iPad and the iPhone, Apple (AAPL) appears on target to top the $100 billion annual revenue mark for the first time when it reports results for the fiscal year ending September 2011.

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A Social Network For The Post-PC–And Post-Privacy–World

March 24, 2011

Color , a new smartphone application, allows you to be virtually all-seeing, putting eyes in the back of your head, into your coworker’s living room, and into that hotel bar your cousin visited just moments ago in Miami. It offers a social networking experience that combines a unique everything-is-public-to-everyone privacy policy with Twitter’s real-time information stream and the photo-and-video-based voyeurism of Facebook. Color CEO Bill Nguyen, who co-founded Lala, a music service acquired by Apple in 2009 , calls the app a social network for the “post-PC world.” Whereas existing social services link our online identities to usernames and URLs, Color ties them to our phones. Users are only asked to submit their first names and phone numbers when they register for the app. Color profiles then follow users wherever they go with their phones, connecting them to other Color users based on proximity. The app is also a social network for a post-privacy world: anything shared to Color is instantly visible to anyone in any place at any time. “As tech causes cultural changes, we’re going to live so much more of our lives in public,” Nguyen told the Huffington Post. “There’s private stuff and there’s public stuff. Decide which kind of information you want to share and then launch the appropriate app for that.” The power of Color’s all-seeing eye is best experienced first hand. Imagine yourself at a wedding where friends, relatives, and strangers are snapping photos of the newlyweds and posting them on Color. Any pictures or videos uploaded with the app will immediately be shared with all of the surrounding phones–as will any pictures or videos the guests have ever added to the app, whether from a bachelor party binge or a baby’s birthday. Via this access, immediacy, and proximity-based interaction, Color aims to deliver a social network that ties engagement to a shared, physical experience and in so doing, facilitates connections between strangers. Though users can choose to follow specific people’s feeds, there is no “friending” or “following” on Color. Instead, the app’s software uses the GPS and Bluetooth capabilities on phones to automatically surface people who are in close proximity to a user or with whom that user interacts with frequently. Frequent interaction involves viewing, “liking,” or commenting on other users’ posts. The app also taps into phones’ light sensors and microphones to distinguish photos taken by individuals in a shared environment (such as a party where multiple Color users are taking photos) from the snapshots of people who merely happen to be nearby (such as a separate event in close proximity). Color has raised $41 million in funding from investors including Bain Capital Ventures, Sequoia Capital, and Sillicon Valley Bank. “Just as the iPhone changed everything about mobile phones, Color will transform the way people communicate with each other,” Doug Leone, a partner at Sequoia Capital, said in a statement. “Once or twice a decade a company emerges from Silicon Valley that can change everything. Color is one of those companies.” One thing Color seeks to change is what its creators see as a flaw with existing social media services: the increasing difficulty of befriending new people online, which the company said in a statement had become “almost impossible.” “Social networks are doing pretty amazing things, but to me, social networks still [feel] solitary, like advanced email, where you write something, post something, and someone responds. That’s not like real life at all,” Nguyen said. In addition to giving users yet another avenue through which to peer into others’ lives, the app also provides users one more way to ensure nothing is forgotten about their own. “This is like TIVO-ing life. There’s no forgetting,” Nguyen said. “I think it’s the best, most complete way of having a record of your life. It’s your life crowdsourced.” How much users will choose to share–and whether an all-public app appeals to them–has yet to be seen. Would you try Color? Why or why not? Weigh in below. Color, available for free, is launching Wednesday on Android and iPhone. Blackberry and Windows Phone 7 apps will be coming soon. WATCH: Color Demo from Color Labs, Inc. on Vimeo .

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Dave Johnson: What "Free Trade" Has Cost The World

March 21, 2011

If you take a job away from someone who is paid a reasonable wage because they enjoy the protections and prosperity of democratic government, move it across a border, and give it to someone living under a thugocracy, forced to work for pennies with no protections whatsoever, it should be just plain obvious that the worker on our side of the border and the worker on the other side of the border are not going to be better off. And when you do this on a massive scale it just stands to reason that most people on both sides of the border are going to be worse off. But propaganda being what it is we were somehow convinced to try a worldwide experiment in taking good jobs from democracies and turning them into bad jobs in thugocracies. Now, of course, the experiment has run its course and we can see the results. Worker Against Worker Setting worker against worker enabled a few people to get really, really really wealthy and powerful and use that wealth to become even more wealthy and powerful. Our country is in decline, burdened by massive trade deficits because the ones with vested interests in cheap labor won’t let us won’t take on the mercantilists, burdened by budget deficits because those vested interests have bought low taxes and government subsidies, our infrastructure crumbles because multinational business leaders refuse to invest here, with no more need of us as workers, and the resulting hollowed-out middle class can’t consume anymore. Other countries also suffer from similar stresses. Out of this situation a new global elite has emerged, contemptuous of democracy and government and any power but the power of their own money. In country after country, these top few won’t share the proceeds with their own, either, while they keep the world from approaching solutions. In January’s post, Establishment Realizing: When You Close The Factory We Can’t Make A Living , I wrote about how “the establishment,” or as bloggers call it, “The Village” or “Versailles,” are starting to realize that our trade policies just might not be working for us. Of course, they come to this realization only after our trade deficits approach the trillion mark, after we have lost millions of manufacturing jobs, after we have closed tens of thousands of factories, after we have lost the tech manufacturing industry, and after we have abandoned hopes of leading in green manufacturing as well… (We’re still waiting for them to realize that tax cuts do not increase revenue, that spending more on military than all other countries combined might contribute to deficits, that our too-big-to-fail financial sector is capable of causing problems, that the climate really is changing, that allowing corporations to pump money into politics means the end of democracy… but hey, a dollar spent by a vested interest on a politician apparently is a dollar very, very well spent.) In the Washington Post, Steven Pearlstein recently reviewed Dani Rodrik’s “The Globalization Paradox ,” It is dogma among economists and right-thinking members of the political and business elite that globalization is good and more of it is even better. That is why they invariably view anyone who dissents from this orthodoxy as either ignorant of the logic of comparative advantage or selfishly protectionist. But what if it turns out that globalization is more of a boon to the members of the global elite than it is to the average Jose? Right, what if? In “The Globalization Paradox,” Dani Rodrik demonstrates that those questions are more than hypothetical — that they describe the world as it really is rather than as it exists in economic theory or in the imagination of free trade fundamentalists. . . . The starting point of Rodrik’s argument is that open markets succeed only when embedded within social, legal and political institutions that provide them legitimacy by ensuring that the benefits of capitalism are broadly shared. And a unicorn. And a rainbow. The paradox, as Rodrik sees it, is that globalization will work for everyone only if all countries abide by the same set of rules, hammered out and enforced by some form of technocratic global government. The reality is, however, that most countries are unwilling to give up their sovereignty, their distinctive institutions and their freedom to manage their economies in their own best interests. Not China. Not India. Not the members of the European Union, as they are now discovering. Not even the United States. In the real world, argues Rodrik, there is a fundamental incompatibility between hyper-globalization on the one hand, and democracy and national sovereignty on the other. Clyde Prestowitz threw a one-two punch at free trade after Senator John McCain claimed that the iPhone and iPad are Made in America. In Why isn’t the iPhone made in America? at Foreign Policy magazine, Prestowitz wrote, John McCain provided some good laughs and made himself look stupid on a recent ABC news interview by telling Diane Sawyer that the iPhone and iPad are great examples of products that are made in America. They’re not. And given the amount of high technology production in his state, McCain should certainly have known better. The fact that he didn’t does make you wonder about what, if anything, they know in the U.S. Senate. Prestowitz goes on to explain that while the iPhone is manufactured in China, parts, software, design and other components are made all around the world, not necessarily for low wages. He concludes, So if America actually did produce the stuff it says it is good at producing, it wouldn’t have a trade deficit with Asia for which China is the proxy at all. It would have a trade surplus and 20-40,000 more jobs than it has. Prestowitz looks at a smaller picture here of the back-and-forth of trade with the US and China. Design, software and other capital and technology intensive components are not made in China. But the bulk of the jobs are in China. This could work for everyone if people there were paid enough — and allowed by their government — to buy things made here. That would be trade and everyone would be better off. But trade isn’t really the point of “free trade.” Then, in It’s not just the iPhone that America doesn’t make , Prestowitz conitinues, Okay, so yesterday I explained not only that John McCain was wrong to say the iPhone is made in America (as you already knew), but also that most of you were wrong to think it is made in China. I went on to show that the phone is only assembled in China from high-tech parts that are mostly made in Japan, South Korea, and Taiwan. I further explained that production of these parts is not labor intensive, but capital and technology intensive. In other words, these parts are just the kinds of products American economists, Silicon Valley venture capitalists and entrepreneurs, and Washington political leaders always say America is the best in the world at making. … Then I left you with the question of why, if America is so good at making this stuff, it doesn’t. [. . .] it was believed that unilateral free trade (keeping one’s markets open, even in the face of protectionism by one’s trading partners) was a winning proposition. Thus, there was no need to be concerned about things like subsidization of key foreign industries or loss of capability in these fields, and hence no need for trade measures that might upset delicate geopolitical relationships. This economic doctrine has been based upon the assumption of Anglo/American economics that economies of scale either don’t exist in most traded products and industries or are relatively unimportant. That this assumption is dramatically and demonstrably wrong and not accepted by most of the non-Anglo world has not deterred its application to the making of much American and global trade policy. In other words, it doesn’t work. But we already knew that. We can see it all around us. And it is us who have to live with the results. This post originally appeared at Campaign for America’s Future (CAF) at their Blog for OurFuture . I am a Fellow with CAF. Sign up here for the CAF daily summary .

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AT&T To Buy T-Mobile For $39 Billion

March 20, 2011

NEW YORK — AT&T Inc. said Sunday it will buy T-Mobile USA from Deutsche Telekom AG in a cash-and-stock deal valued at $39 billion that would make it the largest cellphone company in the U.S. The deal would reduce the number of wireless carriers with national coverage from four to three, and is sure to face close regulatory scrutiny. It also removes a potential partner for Sprint Nextel Corp., the struggling No. 3 carrier, which had been in talks to combine with T-Mobile USA, according to Wall Street Journal reports. AT&T is now the country’s second-largest wireless carrier and T-Mobile USA is the fourth largest. The acquisition would give AT&T 129 million subscribers, vaulting it past Verizon Wireless’ 102 million. The combined company would serve about 43 percent of U.S. cellphones. For T-Mobile USA’s 33.7 million subscribers, the news doesn’t immediately change anything. Because of the long regulatory process, AT&T expects the acquisition to take a year to close. But when and if it closes, T-Mobile USA customers would get access to AT&T’s phone line-up, including the iPhone. The effect of reduced competition in the cellphone industry is harder to fathom. Public interest group Public Knowledge said that eliminating one of the four national phone carriers would be “unthinkable.” “We know the results of arrangements like this – higher prices, fewer choices, less innovation,” said Public Knowledge president Gigi Sohn, in a statement. T-Mobile has relatively cheap service plans compared with AT&T, particularly when comparing the kind that don’t come with a two-year contract. AT&T CEO Randall Stephenson said one of the goals of the acquisition would be to move T-Mobile customers to smart phones, which have higher monthly fees. AT&T “will look hard” at keeping T-Mobile’s no-contract plans, he said. AT&T’s general counsel, Wayne Watts, said the cellphone business is “an incredibly competitive market,” with five or more carriers in most major cities. He pointed out that prices have declined in the past decade, even as the industry has consolidated. In the most recent mega-deal, Verizon Wireless bought No. 5 carrier Alltel for $5.9 billion in 2009. Stifel Nicolaus analyst Rebecca Arbogast said the deal will face a tough review by the Federal Communications Commission and the Justice Department. She expects them to look market-by-market at whether the deal will harm competition. Even if regulators approve the acquisition, she added, they are likely to require AT&T to sell off parts of its business or T-Mobile’s business. Verizon had to sell off substantial service areas to get clearance for the Alltel acquisition. To mollify regulators, AT&T said in a statement Sunday that it would spend an additional $8 billion to expand ultrafast wireless broadband into rural areas. Instead of covering about 80 percent of the U.S. population with its so-called Long Term Evolution, or LTE network, AT&T’s new goal would be 95 percent, it said. That means blanketing an additional area 4.5 times the size of Texas. The network is scheduled to go live in a few areas this summer, but the full build-out will take years. The offer would help the FCC and the Obama administration meet their stated goals of bringing high-speed Internet access to all Americans. They see wireless networks as critical to meeting that goal – particularly in rural areas where it does not make economic sense to build landline networks. AT&T said its customers would benefit from the cell towers and wireless spectrum the deal would bring. In some areas, it would add 30 percent more capacity, AT&T said. “It obviously will have a significant impact in terms of dropped calls and network performance,” Stephenson said. AT&T would pay about $25 billion in cash to Deutsche Telekom, Germany’s largest phone company, and stock that is equivalent to an 8 percent stake in AT&T. Deutsche Telekom would get one seat on AT&T’s board. Like Sprint, T-Mobile has been struggling to compete with much larger rivals AT&T and Verizon Wireless, and its revenue has been largely flat for three years. Bellevue, Wash.-based T-Mobile USA’s subscriber count has stalled at just under 34 million, though it posts consistent profits. Deutsche Telekom has been looking at radical moves to let it get more value out of its U.S. holding, including a possible combination with a U.S. partner. There was a big hurdle to a T-Mobile USA-Sprint deal: The two companies use incompatible network technologies. The same hurdle would apply in a Verizon Wireless-T-Mobile USA deal. But the networks of AT&T and T-Mobile use the same underlying technology, so to some large extent, AT&T phones can already use T-Mobile’s network, and vice versa. The deal has been approved by the boards of both companies. Dallas-based AT&T can increase its cash portion by up to $4.2 billion, with a reduction in the stock component, as long as Deutsche Telekom receives at least a 5 percent equity ownership interest in the buyer. The agreement doesn’t leave room for other buyers to jump in with a higher bid, AT&T said. AT&T would finance the cash part of the deal with new debt and cash on its balance sheet and will assume no debt from T-Mobile. ___ AP Technology Writer Joelle Tessler contributed to this report from Washington, D.C.

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Pandora Tunes Up For IPO

February 12, 2011

SAN FRANCISCO — Popular Internet radio service Pandora is tuning up for an IPO later this year. In documents filed Friday, Pandora indicated it would raise $100 million with an initial public offering stock. That figure will likely change as bankers gauge the demand to invest in or an 11-year-old company that has helped change the way people listen to music. A target price for the shares won’t be set until the IPO is closer to happening. The offering probably won’t happen for at least three months. Pandora’s decision to go public is the latest sign that Internet companies sense the time is ripe to mine the markets for money amid growing excitement about digital media and online networking. Demand Media Inc., an online service that hires freelance writers to go write stories about frequently searched topics, made a big splash with its IPO last month and professional networking service LinkedIn Corp. filed its IPO papers last week. In the past few days, AOL Inc. agreed to buy online news and opinion service Huffington Post for $315 million and The Wall Street Journal reported that online messaging service Twitter may now be worth $8 billion to $10 billion. Online coupon service Groupon Inc. is expected to go public later this year and Facebook – the most prized of all privately held Internet companies with a market value recently pegged at $50 billion – may file its IPO papers next year. Given the growing fervor for widely used Internet services, it makes sense for Pandora to make the IPO leap now, said Inside Digital Media analyst Phil Leigh. “It’s kind of like nuclear fission; we’re seeing a chain reaction of these things,” he said. Pandora Media Inc. started out in 2000 as a music recommendation service called Savage Beast Technologies. It changed its name in 2005 when it launched an Internet radio service that allows people to stream music over the Web – enabling users to tailor playlists suited to their tastes to listen whenever they want, wherever they want to be. The idea came from Pandora founder Tim Westergren, an avid musician who also has worked as a record producer. Westergren, 45, is now the company’s chief strategy officer and one of its largest stockholders with 3.6 million shares. Joseph Kennedy, a former salesman for automaker Saturn Corp. and executive for online banker E-Loan, has been Pandora’s CEO since 2005. He owns 4.2 million Pandora shares. Other major shareholders in line for a potential windfall are venture capitalists Crosslink Capital, Walden Venture Capital and Greylock Partners. Those three firms collectively own about 85 million shares. Hearst Corp., a major newspaper and magazine publisher, also is a major stockholder with 8.7 million shares. Pandora lets users create “stations” by typing in the name of an artist or song on its site: The site’s software uses that information to create a personalized stream of music that may include the artist or song you indicated plus other similar music. If you like a song, you can give it a thumbs-up. Songs you don’t enjoy can be skipped, but you can only skip a limited number of songs. Pandora users have created more than 1.4 billion stations thus far. In addition to its website, Pandora.com, Pandora also offers several apps that enable its use on smart phones like the iPhone and phones that run Google Inc.’s Android operating software. The basic Pandora service is free, with most of its revenue coming from advertising, just like traditional radio stations. Users can pay more to get rid of the ads, enable unlimited listening time and more “skips” and receive higher-quality songs. Most people apparently are willing tolerate the ads. The IPO documents said 86 percent of Pandora’s revenue came from advertising in its fiscal year just completed Jan. 31. The company has lost $83.9 million since its inception and remains unprofitable, according to Friday’s filing. In the first nine months of its last fiscal year, Pandora suffered a $328,000 loss on revenue of $90.1 million. The filing said its independent auditor determined there was “material weakness” in Pandora’s financial reporting practices. The company said it’s trying to fix the problems. .

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Motorola To Officially Split Into Two Companies

January 3, 2011

NEW YORK — Motorola Inc.’s formal split into two companies on Tuesday will mark the final step in the years-long breakup of a consumer electronics industry pioneer. Motorola began selling car radios in the 1930s and expanded into TVs in the ’40s and cell phones in the ’80s. The company has become increasingly diverse, and the breakup that began in 2008 is motivated by a desire to present two simple businesses to investors rather than one complicated one. Motorola is splitting its consumer-oriented side, which makes cell phone and cable set-top boxes, from the professional business of selling police radios and barcode scanners to government agencies and large companies. The new companies will be called Motorola Mobility and Motorola Solutions. The two companies will begin trading on the New York Stock Exchange Tuesday, allowing new investors to buy shares. Motorola shareholders of record on Dec. 21 will receive one share of Mobility for every eight shares of Motorola Inc. they already held. Motorola Inc. shares will then go through a 1-for-7 reverse split and become Motorola Solutions shares. Existing investors have already been trading stock in the newly formed companies on a “when issued” basis for almost a month. Although “when issued” trades will not be settled until Tuesday when the split became official, these preliminary moves help decide how Motorola’s roughly $21 billion market cap would be divided between the two companies. In trading Monday, shares of Mobility jumped $1.14, or nearly 4 percent, to close at $30.24, putting the value of the company at about $8.9 billion. Mobility shares gained 21 percent since they started trading on a “when issued” basis in December. Solutions’ shares fell 57 cents, or 1.5 percent, to $37.48, for a total market cap of about $12.6 billion. Shares have lost 8 percent in the last month. As part of the breakup, Motorola is also selling off a division that makes network equipment for cell phone companies to Nokia Siemens Networks, a Finnish-German joint venture. Regulators in China are still reviewing the deal, which is expected to close in the next three months. Motorola’s professional business has become the crown jewel of Motorola’s portfolio, while its cell phone business is just emerging from a long slump. The divisions that will become Motorola Mobility had $2.9 billion in sales in the most recent quarter, compared with $1.9 billion for the Motorola Solutions segments. However, the $321 million in operating earnings at Solutions was much stronger than the $3 million that Mobility made. The company’s cell phone division once enjoyed strong sales thanks to the Razr, a slim, clamshell-style feature phone that debuted in 2004 and became a best-seller. As recently as 2007, cell phones accounted for two-thirds of the company’s revenue. But Motorola couldn’t repeat the Razr’s success as consumers began flocking toward smartphones such as Apple Inc.’s iPhone. Motorola’s manufacturing process also yielded smaller profits than competitors’, and so when cell phones sales began dwindling, its losses loomed that much larger. In 2008, under pressure from activist investor Carl Icahn, Motorola set the breakup in motion, hiring Sanjay Jha, the chief operating officer of mobile chipmaker Qualcomm Inc., to strengthen its declining cell phone business. The breakup was originally slated for 2009, but Motorola postponed it due to the economic downturn. In November, the company announced a definitive date for the long-planned split. The company’s cell phone business has since rebounded. In October Motorola said the division was profitable for the first time in three years, due in large part to its focus on smart phones such as the Droid that run Google Inc.’s Android software, which competes with the iPhone. Solutions will continue to be based in Schaumburg, Ill., while Mobility will take up a temporary home in nearby Libertyville, Ill. Motorola officials have said that it may later move its headquarters team to San Diego, the San Francisco area or Austin, Texas.

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Video: Nuance Soars as Wozniak Misspeaks About Apple Buy

November 24, 2010

Nov. 24 (Bloomberg) — Nuance Communications Inc., the U.S. maker of speech-recognition software, advanced in Nasdaq trading yesterday after an online video showed Apple Inc. co-founder Steve Wozniak mistakenly saying the iPhone maker had acquired the company. Bloomberg’s Emily Chang reports. (Source: Bloomberg)

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Josh Levy: Ten Ways Your Mobile Phone Company Tried to Screw You in 2010

October 7, 2010

According to the Chinese calendar, it’s the year of the Golden Tiger. But for mobile users in the US, 2010 is the Year Wireless Carriers Tried to Screw You. Don’t think the phone companies’ actions warrant their own year? Check out how they’ve systematically conned consumers using hidden fees, self-imposed hardware limitations, restricted speech, and the mangling of perfectly good software. Below is a list of the top ten ways your mobile phone company tried to screw you in 2010: 10. Verizon Incorrectly Bills 15 million Customers Verizon users who had the gall to accidentally go online without a data plan were charged anyway, even if they immediately closed up their mobile browser. The Federal Communications Commission opened up an investigation, but Verizon is attempting to defuse any federal action by reimbursing between $30 and $90 million to affected consumers. The FCC is still investigating, however, and may yet impose its own fine. 9. ETF WTF? Verizon Raises Its Early Termination Fee to $350 Phone companies have already been charging absurdly high fees — between $150 and $200 – for exiting your wireless contracts early. The carriers argued that the fee subsidized the cost of your phone. But then Verizon *doubled* its early termination fee (ETF) for “advanced devices” — not just smart phones — making it virtually impossible for people to leave Verizon behind without taking a hit. The increase makes it clear that these fees aren’t intended to make up for the phone subsidy, but instead to reduce churn, i.e., to stop people from using their consumer power to take their business elsewhere. 8. T-Mobile G2 Includes a “Malicious Rootkit” If proud owners of T-Mobile’s new G2 Android phone — a great-looking device — try to hack it to gain “root” access so they can install modified software, the phone overrides the modification and reinstalls the original software. As the New America Foundation points out, this is akin to Microsoft disliking the modifications you’re making to your computer, and then remotely reinstalling Windows. Consumers are already paying $200 plus for a two-year contract to use this phone. Shouldn’t they be able to modify it as they wish? Congress and the FCC have both started to look more closely at the wireless industry’s myriad bad practices. This one begs a closer look, too. 7. Apple Bans Cartoons, Becomes Arbiter of Speech Free speech advocates raised a stink after Apple’s app store rejected political cartoons from Pulitzer Prize-winning cartoonist Mark Fiore. It seems that Apple’s response to the popularity of the app store – and its stated need to maintain the platform’s integrity – was to crack down on anything it deemed offensive. Given that millions of people depend on Apple’s platform for their information, some have argued that the company has too much oversight over free expression. Apple has since defined its restrictions on content (and accepted Fiore’s cartoons), which placates some critics. But the problem remains that a giant tech company is now in the position of gatekeeping content and speech — not an ideal position. 6. T-Mobile Announces New “Text Tax” Targeting Texts Sent from Businesses On top of text-messaging fees, T-Mobile is charging an additional one-quarter of one cent on each per short code-driven text message sent by businesses and organizations. This may sound like small change, but this tax could cost some services thousands *per day*. Undoubtedly, this new fee will get passed on to users in the form of higher costs or lack of access. 5. T-Mobile Claims the Right to Censor Text Messages from Certain Orgs A text-messaging company called EZ Texting sued T-Mobile, claiming that the carrier blocked certain short code-driven texts because it didn’t approve of messages from WeedMaps.com, a website that provides maps of *legal* medical marijuana fields. It goes without saying that if companies are promoting legal activity — and WeedMaps.com qualifies as legal — then the carriers have no business blocking their texts. 4. Verizon’s Samsung Fascinate Features Crippled Version of Android A new Android phone from Samsung is seriously hobbled by Verizon. The carrier removed Google’ default — and excellent — search function in favor of Microsoft’s Bing, and the phone is missing Google Maps because it’s pushing Verizon’s inferior (and paid) maps service. Were it not for its everlasting Bingness and additional bloatware, the Fascinate could hang with powerful phones like those in the official Droid line. But Verizon is determined to kill that possibility in the name of bloat, like a maps application that, by all accounts, kind of sucks. 3. Verizon and AT&T Announce Data Caps In an expected but still frustrating set of announcements, the biggest two wireless carriers did away with unlimited data plans. AT&T timed its announcement with the launch of the iPad; Verizon has yet to describe its actual plans, but it confirmed that unlimited data will go the way of the carphone soon enough. The problem with these changes? Just as the public appetite for data is rising — thanks to apps like Netflix on the iPhone — the carriers are limiting the amount that we can consume for a reasonable price. So while new iPhone or iPad users might think a $15/month plan for 200 MB of data is a good deal, they should know that streaming just *one* movie on Netflix will blow their data allotment. For every extra 200 MB (or another movie), they’ll be charged another $15. With charges like those, you might as well go to the movie theater, and buy a large popcorn while you’re at it. 2. Sprint Rejects Catholic Relief Services Text Messaging Campaign Earlier this year, thousands of Americans donated to Haiti relief efforts, simply by sending text messages from their phones and donating $10 on the spot. It was a cool and easy way to donate to a good cause. Like many other charities, Catholic Relief Services saw an opportunity to raise much more than that by using a “text to call” application. But Sprint Nextel got in the way, and three days after Catholic Relief Services launched its application, the carrier demanded that it be shut down. It seems that Sprint, like the other major carriers, wants complete control over how we use text messages, including dictating which apps nonprofits use for fundraising. [how was this resolved?] 1. Google and Verizon’s Internet proposal In the absence of action from the FCC and Congress on Net Neutrality, Google and Verizon stepped in to fill the void, announcing a proposal that paid lip service to the open Internet but actually would gut the principle completely. The companies suggested massive loopholes that would kill Net Neutrality as we know it, and leave the mobile Internet completely unprotected. The result would be a two-tiered Internet with faster speeds for businesses and individuals who could afford it, and the go-ahead for carriers to block any websites, and nearly any applications, they want on mobile devices. It’s only October, so it’s a good bet we’ll see some more mobile doozies before the year is out; I’ll be sure to update this list if we do. Let’s make next year the Year of Mobile Freedom! In the meantime, it’s time to tell Washington to do something about these egregious practices. Go here to free your phone: http://act2.freepress.net/letter/real_internet/

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Inder Sidhu: Take Two: Following Up on Better Place, Dyson and David Cameron

September 28, 2010

Last month, I wrote a blog extolling the benefits of taking time to recharge over summer vacation. Now, the lazy days of summer seem like a faded memory. Kids are back in school. Networks have new fall shows and businesspeople are again working at a feverish pace. Speaking of recharging, I want to provide you updates on three topics that I wrote about previously. This includes Better Place , which I profiled last month. Better Place is trying to create the infrastructure that is needed for the electric vehicle market to thrive. The brainchild of software entrepreneur Shai Agassi, the company envisions a world in which motorists can locate an electric vehicle service station as easily as they now can find a gas station. What I like about Better Place is not only what it was doing but how. Better Place is trying to leverage the best thinking from the established world with the latest ingenuity from the emerging one. This month, CNET reports on another way the company is expanding its business–via partnerships. Better Place recently signed a deal with GE that will enable its customers to use GE’s WattStation charging service ports. In addition, the deal calls for the two companies to collaborate to build new service stations. By hooking up with GE, Better Place is marrying its breakthrough thinking with GE’s proven track record in project management and operational excellence. That’s a winning formula in any market. On winning formulas, The New Yorker recently profiled British inventor and entrepreneur, James Dyson, who conquered the American vacuum market with a device three rimes more expensive than his rivals’ products. I showcased Dyson in June. My focus was on his ability to consistently leverage disruptive and sustaining innovation to grow his company. John Seabrook’s new profile touches on another aspect of Dyson success: the ability to build a better product, and then create a compelling narrative around it. This is very hard to do. Consider: Many companies have came up with superior ideas only to see them languish afterwards. Sony (video recorders) and Xerox (graphical user-interface software) are two famous examples. Contrast these companies to Dyson. To persuade consumers that his vacuums were worth a 300 percent premium over ordinary vacuums, Dyson needed more than a slogan–he needed a story. So he told the world what was wrong with competing designs (they lost suction) and then explained how his technology worked better. He even included a visual with his narrative in the form of a clear, plastic canister that reveals exactly how much dust and debris a Dyson vacuum can collect. Genius. “Dyson had grasped what the companies trying to make hundred-dollar vacuum cleaners had forgotten: that a lot of people get their kicks from buying appliances, and are willing to pay a premium for a machine that will deliver an emotional experience,” writes Seabrook in his June 20 profile. You could replace “Dyson” in that sentence with “Apple,” “BMW,” “Nordstrom” or any number of other companies that understand success requires getting two things right–your product and your story. The New Yorker article wraps with a look at Dyson’s association with British PM, David Cameron. Among his many pursuits, Dyson is serving as a technology advisor to Cameron, whom I showcased last month . Cameron is trying to revive British engineering, which has been in decline since World War II. For all the ingenuity and gadgetry displayed in James Bond movies, the British have not been able to match the Americans, Japanese and Germans in technology prowess in recent decades. But Cameron is dauntless. He’s set a goal to make the U.K. the leading high-tech exporter in Europe. So what does he know about technology? Well, it turns out that the PM is somewhat of a geek. Recently, he made headlines for disclosing that he likes to play Angry Birds, a wildly popular game for the iPhone and iPad. Before that, he suggested the world governing soccer body, FIFA, could better serve its fans by embracing video replay technology. Cameron, of course, is a man with ambitious visions. He not only believes it is possible for Britain to vault past France and Germany in terms of technology prowess, but while restructuring its economy. That’s quite a lot considering that government deficits hit a record in August. This month, Foreign Policy raises an interesting question over the future of the U.K.: can it address its economic difficulties at home and still play a role on the world stage? “Britain as a nation is undergoing a traumatic yet healthy debate about the proper size and scope of government,” the magazine notes. “Here the divides are not between small and big government advocates, but between different visions for the Britain’s role in the world.” The vision preferred by the ruling government will come into focus next month when a comprehensive spending review outlining cuts for each ministry is expected. If previous experience serves as a guide, watch for Cameron to devise the best “product” he can for British voters, and then sell it with a compelling narrative that would make even Dyson proud. Inder Sidhu is the Senior Vice President of Strategy & Planning for Worldwide Operations at Cisco , and the author of Doing Both: How Cisco Captures Today’s Profits and Drives Tomorrow’s Growth . Follow Inder on Twitter at @indersidhu .

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Josh Bernoff: Empowered: Managing In Real Time

September 21, 2010

Does it seem to you that world is moving faster now? You can whip out your iPhone and instantly find the price online of any product with a bar code. Or look up the movie you were thinking of seeing and see what a thousand people had to say about it – while you’re waiting in line. Even as the consumer is moving faster, corporations are still plodding along. How long does your bank make you wait on hold for service? Why are they designing mass marketing programs months in advance, when people can get instant feedback on what to buy from their Facebook friends? When Heather Armstrong – a self-proclaimed professional blogger who goes by the name dooce – talked to Maytag about her brand new, broken Maytag washing machine that three service calls had failed to fix, the customer support rep was deaf to her pleas. Even when she told the rep that she had a million Twitter followers. Then she tweeted, “DO NOT EVER BUY A MAYTAG . . . OUR MAYTAG EXPERIENCE HAS BEEN A NIGHTMARE.” Brand disaster. Face it. Top-down management can’t move at the speed of today’s technology. The solution for companies is to empower their workers to solve customer problems with technology. Let me share some examples. Leonard Bonacci runs stadium security for the Philadelphia Eagles football team. Working with a company called GuestAssist , he put in place a system that lets anyone at the game text for help to a short code. Those texts could say “A guy spilled coke on my seat” or “The person in front of me is having a heart attack” – but either way, Leonard’s two dozen staffers can get there and solve the problem quickly. He’s turned the 68,000 people in the stadium into his eyes and ears, and the result is an organization that moves a lot faster. Marty Collins, a community marketer at Microsoft, saw that lots and lots of people were tweeting, posting photos and videos, and making Facebook connections about getting stuff done with PCs. She helped Microsoft marketing see how to reclaim “I’m a PC” from Apple ads and make it a positive. And she corralled those positive comments into a feed that anyone could see. It’s at www.windows.com/social . During the launch of Windows 7, that feed was on the home page for Windows, showing what positive things people are posting about Windows right this minute. Sunbelt Rentals rents construction equipment to work sites. Its salespeople were visiting those sites, but by the time they got there, pricing and availability information was often out of date. So John Stadick, the CIO, equipped the salespeople with iPhones and an app that called up accurate inventory and price lists. The people with the iPhones generated 3.5% more rentals and called the office 30% less, because they were now operating at the speed their customers required. These aren’t isolated cases. These people who find and deploy technology to serve consumers are what we call HEROes – highly empowered and resourceful operatives. In the companies I’ve interviewed for our new book Empowered , I see a trend – companies that embrace their HEROes can operate at Internet speed and create loyal customers who spread word-of-mouth. This takes a new way of working for three groups within the companies: managers, the technology department, and the HEROes themselves. Managers need to embrace their workers’ technology ideas and help clear obstacles out of the way. These obstacles can come from PR, senior management, legal, or IT – but they need to be negotiated. Managers also need to be clearer about strategy, so their workers will come up ideas that fit the corporate goals. IT people need to get out their current mindset around technology, which is typically as the department of “No.” People are using social networks, google docs, and other simple tools to get work done (unless you work with Dilbert , of course). Instead, they need to support workers with technology advice. These projects will go forward, but they’re typically too small for IT to own. And IT has to help people work together with collaboration systems. At Deloitte Australia, 4,500 people work together with a tool called Yammer – a sort of corporate version of Twitter – that allows people to operate at the speed of their customers, finding the required resources quickly. And the HEROes themselves need to use their creativity to serve customers, not just to fool around with technology. We’ve got a tool that HEROes can use to assess their projects for value and effort – a better idea than just rushing in. HEROes who work with management and IT to nail down benefits and risks of their projects are far more likely to succeed. The future of business is HERO-powered. HEROes can operate at a speed no top-down organization can match. Every company has them. The question at your company is – will they get the chance to make you more responsive, more sensitive to customers, more competitive? In this age of empowered consumers, you’d better hope so. Josh Bernoff is Senior Vice President of Idea Development at Forrester Research and the co-author of Empowered: Unleash your Employees, Energize your Customers, and Transform your Business (Harvard Business Review Press, 2010). His previous book , Groundswell: Winning in a World Transformed by Social Technologies , was a BusinessWeek bestseller and won the American Marketing Association Foundation’s award for the best marketing book of the year in 2009.

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Verizon Taps Lowell McAdam As COO, Likely CEO Successor

September 20, 2010

NEW YORK — Verizon Communications Inc. has named the head of its wireless division, Lowell C. McAdam, as its chief operating officer, setting him up as a successor to the CEO. The move announced Monday clarifies the succession at Verizon after it said a week ago that chief financial officer John Killian plans to retire at the end of the year. He has been at the job for a year and a half. CEO Ivan Seidenberg, 63, has led the company for the past decade. McAdam, 56, starts in his new job Oct. 1. Verizon shares rose 41 cents, or 1.3 percent, to $32.09 Monday. They set a 52-week high of $32.17 earlier in the session. McAdam became head of Verizon Wireless in 2007. Before that, he was chief operating officer of the venture since it was founded in 2000. During McAdam’s tenure as CEO, the company executed an acquisition – that of Alltel Corp. in 2009 – that made it the largest carrier in the industry. McAdam has also struggled with the surging popularity of the iPhone. It has led to a close relationship between Verizon Wireless and Google Inc., which provides its Android software to phones that compete with Apple Inc.’s phone, and close personal contact between McAdam and Google CEO Eric Schmidt. Daniel S. Mead will take over as head of Verizon Wireless, a joint venture between Verizon Communications and Britain’s Vodafone Group PLC. He was previously the venture’s chief operating officer. Verizon Communications said Monday it is also promoting Francis J. Shammo, head of Verizon Telecom and Business, to succeed Killian in the job of chief financial officer beginning Nov. 1.

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Art Brodsky: Purists and Zealots for Internet Freedom

September 10, 2010

To hear some big-time business columnists tell it, fighting for freedom is a bad thing. The usually sensible Steve Pearlstein at the Washington Post notes that, “net neutrality zealots” (also known as “ayatollahs of net neutrality”) worked themselves into a “self-righteous lather” over the Verizon-Google compromise on Net Neutrality, caring more about “principles” than the “real world.” For Joe Nocera over at the New York Times , the Verizon-Google deal was a “well-meaning proposal,” that is being set upon by ” fierce, unyielding proponents ” of an open Internet, a group that includes Public Knowledge as part of the “net neutrality purists.” These two columns by respected writers point to an unfortunate tendency among reporters who peer down from Olympian heights onto the world of mortals to bless a compromise as a way to settle a dispute, regardless whether the compromise is productive. There is the surface “pox on both their houses” approach, although it seems as if in practice the tendency further is distinguished by the pejorative descriptions of liberal or progressive parties, and rarely of conservative or business-oriented opinions or groups. (The progressive blogosphere calls this “Broderism” after Washington Post columnist David Broder, who for decades has preached for the non-existent middle ground.) For example, while calling public interest groups names, rarely are telephone and cable companies called out for spending millions of dollars in an attempt to gain control over what had been the most open and free platform for expression and commerce ever invented. Rarely, if ever, are rules seen as a solution to curbing bad corporate behavior — it’s always rules and regulations are seen as the tools of the radical fringe that wants to curb big businesses’ progress. It’s as if the Gulf disasters, the financial/mortgage meltdown and the contaminated eggs had never happened. Had this tendency been in existence a couple of hundred years ago, we might have seen this from prominent columnists: “The angry words from hotheads throughout the colonies, principally from Massachusetts and Virginia, are an affront to good sense. While some of what they want might be helpful, their attitudes are not. There must be a good middle ground, such as allowing Colonial legislatures to exist and to make rules in some areas, but not in others, which should be left to the Crown. Taxation and defense are properly the duty of the King and of Parliament, to be enforced by the Governor. Other items may be delegated to Colonial assemblies, subject to veto.” Then again, there was the dispute between abolitionists and those who favored the “peculiar institution” that existed 150 years ago. There were some compromises attempted, (See Missouri Compromise, Kansas-Nebraska Act) all of which failed. Would the equivalent of today’s columnists have written: “Somewhere between the rantings of abolitionists like William Lloyd Garrison and Henry Ward Beecher, who are peddling the nonsense slavery is evil, and the southern politicians like John C. Calhoun, who cling to the argument of states rights, is this stubborn reality: The southern economy needs to exist, supported by cheap labor. Instead of slavery, one compromise should be widespread adoption of long-term indentured servitude. The slaves of today would be freed, yet their labor would be tied to the land for years, ensuring the continued productivity of the southern economy.” Before all the flaming starts, take note: We are not comparing Net Neutrality to either colonial freedom or to slavery. This is an allegorical analysis of the foolhardiness of the faux evenhandedness and worthless compromise combined with a dose of irrelevant factoid and opinion. In this case, there is the small picture of Net Neutrality and the bigger picture of moving the economy to a broadband basis. Nocera, for example, repeats the Verizon/industry talking point that it’s “unrealistic” that all traffic should be treated the same, particularly in the wireless environment with “bandwidth hogs.” No one has said that telephone and cable companies can’t manage their networks. The issue is whether the company providing the network can favor one company’s content over another’s on the basis of a financial arrangement, i.e., payoff so that one service works better than another on the Internet. It has nothing to do with amount of bandwidth consumed – that’s the network provider’s problem. (And blaming customers for actually using the bandwidth they bought is not smart. It’s AT&T’s fault that it can’t keep up with the iPhone customer base, not the customers, as Nocera argues.) There is one Internet. People access it through a wire or from a wireless connection. Consumption of bandwidth is irrelevant to the discussion whether favoritism should exist. That’s why we “purists” don’t like the Verizon-Google “compromise.” It may be fine for Google, with its Android phones, and for Verizon, with its wireless network, but not for consumers who have one set of rules if connected by a network and another if connected through the air. That’s why we opposed it. The best story on the Verizon-Google deal is this one from AOL Daily Finance, which puts it into perspective. The whole point of the Internet is that customers choose what they want to do online, and companies, which offer services and features, have the opportunity to supply them. It is not a cable system; it is, to use Nocera’s sarcastic term, the “sacred Internet.” It’s sacred because no one has yet the ability to control it as cable operators choose what goes onto their networks. Yes, it’s necessary to prevent a company like Comcast from throttling the bandwidth of BitTorrent users (regardless of the amount of bandwidth they were using or what they were using it for — see Nocera again). They didn’t throttle streaming video, which uses a lot more network capacity. That’s why rules are needed, so that if a company does violate the openness principles, another company or a consumer can bring a complaint and the agency will have the authority to resolve it. There is no peril for a carrier now, or even a threat of one. Consumers don’t have great choice in broadband carriers and the legal status is uncertain. This is not “much ado about very little.” It’s much ado about keeping the Internet as it is based on law, not on corporate good will. That’s why the issue has to be decided in the public interest of everyone, not in the private interest of carriers. In her new book, Internet Architecture and Innovation , Stanford Professor Barbara van Schewick writes, “Leaving the evolution of the network to network providers will significantly reduce the Internet’s value to society.” That’s why the ” Third Way ” proposed by FCC Chairman Julius Genachowski makes sense. It would take back FCC jurisdiction over what is a service it should have jurisdiction over, yet without the burdens of all of the other regulation that accompanied the old “common carrier” regimes of the past. (Yes, future FCCs could change that, but that possibility exists any time.) It is a comprehensive solution that not only takes care of the issue of the open Internet, but opens the way for the Federal Communications Commission (FCC) to have the legal authority it needs to deal with affordable broadband, public safety, cybersecurity and a host of other issues. Yes, there are principles involved, principles that shape the real world and should be enforced in order for the “sacred Internet” based on freedom for consumers and web developers and service innovators to continue to exist. If that makes us “purists” and “zealots” and whatever else, then fine.

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USA Today To Cut About 130 Jobs In ‘Radical’ Overhaul

August 26, 2010

SAN FRANCISCO — USA Today, the nation’s second largest newspaper, is making the most dramatic overhaul of its staff in its 28-year history as it de-emphasizes its print edition and ramps up its effort to reach more readers and advertisers on mobile devices. The makeover outlined Thursday will result in about 130 layoffs this fall, USA Today Publisher Dave Hunke told The Associated Press. That translates into a 9 percent reduction in USA Today’s work force of 1,500 employees. Hunke didn’t specify which departments would be hardest hit. The management shake-up affects both the newspaper’s business operations and newsroom. Like most newspapers, Gannett Co.’s USA Today has been cutting back in recent years to offset a steep drop in advertising that is depleting its main source of income. To compound the problem, fewer readers are paying for newspapers as free news proliferates on the Web. Those challenges triggered the most dramatic reorganization since USA Today first hit the streets in 1982 with a then-unique blend of shorter stories surrounded by colorful graphics and pictures. “This is pretty radical,” Hunke said of the shake-up. “This gets us ready for our next quarter century.” In the first wave of change, USA Today, which is based in McLean, Va., will no longer have separate managing editors overseeing its News, Sports, Money and Life sections. The newsroom instead will be broken up into a cluster of “content rings” each headed up by editors who will be appointed later this year. The newly created content group will be overseen by Susan Weiss, who had been managing editor of the Life section. As executive editor of content, Weiss will report to USA Today Editor John Hillkirk. “We’ll focus less on print … and more on producing content for all platforms (Web, mobile, iPad and other digital formats),” according to a slide show presented Thursday to USA Today’s staff. The AP obtained copy of the presentation. In a move that may raise conflict-of-interest questions, Weiss will have a “collaborative relationship” with USA Today’s newly appointed vice president of business development, Rudd Davis, according to one slide. Davis, the founder of sports website BNQT.com, is being brought in to oversee new business opportunities and brand licensing among other things. BNQT, which focuses on sports such as skateboarding and skiing that appeal to younger audiences, was bought by Gannett in 2007. Thursday’s slide presentation also said USA Today’s restructuring will “usher in a new way of doing business that aligns sales efforts with the content we produce.” In separate interviews, both Hunke and Hillkirk said the newspaper won’t allow its need to generate more revenue interfere with its commitment to the First Amendment or investigative journalism. “Under no circumstances do we ever compromise our integrity,” Hunke said. “But I don’t see any problem with finding out ways to build out strategies that work for advertisers. Frankly, if we do that, we will have a very prosperous future and we are going to stay in the journalism business.” Although USA Today still makes most of its money from its print edition, the reorganization revolves around smart phones and computer tablets such as Apple Inc.’s iPad, which are creating new ways to sell subscriptions and advertising. “We have to go where the audience is,” Hillkirk said. “If people are hitting the iPad like crazy, or the iPhone or other mobile devices, we’ve got to be there with the content they want, when they want it.” USA Today’s circulation has been plunging in recent years, dropping to an average of 1.83 million during the six months ending in March. That’s down from 2.3 million in 2007 when USA today reigned as the nation’s largest newspaper. The Wall Street Journal now holds that position with a circulation of 2.09 million. Besides its circulation, USA Today’s advertising also has been falling. The newspaper sold 580 advertising pages in its most recent quarter ending in June. That’s nearly a 50 percent drop from the 1,098 pages sold at the same time in 2006, before newspaper advertising began its steep slide. USA Today’s struggles are one reason why Gannett’s stock price has plunged 78 percent in the past four years, going from about $55 at this time in 2006 to Thursday’s closing price of $12.18. Gannett doesn’t break out USA Today’s finances, but the newspaper is by far the largest of the more than 80 dailies the company owns. The mobile push will be overseen by Steve Kurtz, who was appointed vice president of digital distribution. He had been director of digital information technology for USAToday.com. Other new department heads are: Jeff Dionise, vice president of product development and design; and Heather Frank, vice president of vertical development. USA Today thinks one of its biggest opportunities is sports, which will become “a business unto itself,” Hunke said. The newly created USA Today Sports will be run by Ross Schaufelberger, a former CEO of BNQT Media Group. The newspapers other content rings will consist of “Your Life,” “Travel,” “Breaking News,” “Investigative,” “National,” “Washington/Economy,” “World,” Environment/Science,” “Aviation,” “Personal Finance,” “Autos,” “Entertainment” and “Tech.”

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Aaron Shapiro: The Great App Bubble

August 25, 2010

When I recently received my new iPhone 4, I took great delight in organizing my apps into folders, finding new apps in the app store, and seeing how beautiful various apps looked on the new screen. Then I used it for a couple of days and realized, not counting pre-loaded Apple software, I use exactly five apps: the New York Times , Dropbox, Pandora, MenuPages and Skype. Why am I wasting time collecting and organizing all these apps? We’re in an app bubble. My app library — littered with exactly 87 apps I used once and never touched again — now reminds me of a graveyard of defunct company logos from the dot-com boom. Like the go-go days of 1999 when everyone had to have a Web site, today everyone wants an app. iPhone, iPad, Android apps for all, plus Blackberry for the very ambitious. Here are eight signs we’re in an app bubble: Apps don’t generate profit for developers. Apple CEO Steve Jobs has said the App Store has generated more than one billion in revenue for developers. That sounds like a big number. But in this context it’s not. One billion dollars in revenue for the approximately 225,000 apps is $4,444 per app — significantly less than an app costs to develop. In a well-thought-out analysis of the economics of iPhone apps, authors Tomi T. Ahonen and Alan Moore paint a bleak picture. A typical iPhone app costs $35,000 to develop. The median paid app earns $682 per year after Apple takes its cut. With these calculations for the typical paid app, it takes 51 years to break even. It’s not any better for free apps. A free app also costs about $35,000 to develop. But there are so many free iPhone apps that at a rate of twoseconds per app, it would take approximately 34 hours for someone to check out each one. That’s not great odds for a revenue-model based on advertising. Apps aren’t very profitable for Apple either. According to Apple Insider, “Apple has long maintained that the App Store isn’t meant to be a profit generator, as much as a means of attracting customers to the iPhone and iPod touch.” The App Store’s gross profits amount to just one percent of Apple’s total gross profits. iPhone users don’t find their apps very valuable. In 2009, analytics start-up Pinch Media reported that people barely use the majority of apps they download. Only 20 percent of consumers utilize a free app the day after they download it. By 30 days out, less than 5 percent of consumers are still using it. Paid apps (page 13 of the company’s fascinating 33-page slideshow) have a slightly better performance record, but they still get hit with a steep drop in usage within a period of 11 days. The value of most apps may be in satisfying the curiosity of what the app can do, not in its usefulness or relevance in a user’s daily life. Apple brags more about the value of their app mass than the value of the apps themselves. This is the case both on the App Store page, iPad advertising and in a recent keynote speech where Steve Jobs said people have downloaded five billion apps in the last two years. Meanwhile, only a handful of apps have been featured for their usefulness. Ditto for Android advertising. I feel like I’m back in the days when Alta Vista bragged about spidering more Web pages than Lycos. Marketers are spending money on iDevice apps at the expense of improving their mobile Web sites that everyone with a smart phone can access. According to Ahonen and Moore, iDevice app development actually costs 10 times more and reach is 50 times worse. Sex appeal will only trump pragmatic reach for so long. Venture capital is flooding into the app economy in spite of the questionable ROI proposition. Prior to the iPad launch, venture-capital firm Kleiner Perkins Caufield & Byers doubled the size of its “iFund investment pool” to 200 million, Reuters reported. Recently CNET , an E! Online co-founder, and a couple of other partners teamed up to form AppFund, a company that provides funding and direction for app developers. And there are plenty more Internet funds spending much of their bankroll on app startups. There are so many apps, finding the one you want takes time and effort — time and effort that could be spent getting the information in a faster way. The iPhone 4 can display 2,149 apps. That’s 2,144 more than I need; 1,969 more than could be displayed via iOS3; and 2,001 more apps than could be displayed by earlier versions of the operating system. Graph out this increase in app display capacity, and it looks like an obelisk. But still 2,149 is only 0.96 percent of the 225,000 available iDevice apps. Steve Jobs has said 15,000 apps are submitted to the App Store each week. With this many apps to sort through, finding new, useful ones to download can be a painstaking task. Then on my phone, if I want to find an app I don’t regularly use or a new one, I need to use the search function to find it. Can you think of a faster way to get information? The browser. Once mobile Internet gets faster, apps as the key to on-the-go information and tools will be on the outs. Does this mean companies should stop making apps? Unfortunately, no. Until the bubble bursts, apps are the only mobile game in town. And without a doubt the future of digital is the ubiquitous, pocket-sized screen. What’s needed are apps tied to real business models that have real ROI. And,companies should build apps with their eyes open about what they should realistically expect to accomplish with what they develop. Having an app for an app’s sake is not enough.

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Google TV Plan Is Causing Jitters In Hollywood

August 17, 2010

Google revolutionized the way people access information. Now it wants to transform how people get entertainment. The search giant is touting an ambitious new technology, called Google TV, that would marry the Internet with traditional television, enabling viewers to watch TV shows and movies unshackled from the broadcast networks or cable channels on which they air. Users would need to buy a TV or set-top box with Google software that could connect to the Internet, along with a keyboard to type commands. Users could also use their iPhone or Android phone to operate Google TV.

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Tony Greenberg: The Google/Verizon Walled Garden Plan: No Substantive Impact on Net Neutrality

August 11, 2010

by Tony Greenberg and Alex Veytsal see more here In the hubbub over the Google and Verizon new net neutrality plan, a couple of things stand out: There is no actual deal, just a proposed compromise that no one actually likes. Everyone seems to be confused about the new, private Internet. While more viable than its critics suppose, this solution will implode in a wave of mistrust. Even if implemented, there is no equilibrium state possible between the public and private Internet. That’s because the new private Internet is not new — it’s what used to be called a walled garden. When there is a free and open alternative (think AOL versus a typical modern ISP), the garden eventually withers as every able-minded user scrambles over the wall. When there is no alternative (think iPhone’s app store), it’s a monopolistic cash cow. Either way, sustained equilibrium between the two is rarely achieved. Each side is likely counting on the loss of that balance betting on their own models of the wall between private and public. And that gets us back to the wave of mistrust that will sink this ship before it leaves harbor. The Upside As artificial as a public/private system is, it’s actually one of the better ways of settling a claim of fact. In this case, whether users are better off in a friendly/fascist dictatorship of the ISP or the wild anarchy of the real internet. The proposal simply puts each party’s money where its marketing claims are. Google, Facebook, Microsoft, etc. will build content and apps for the public Internet. The ISPs will take a pound of flesh from some has-been provider struggling to make it in a free market, prop up a startup or get into the content business directly, ignoring the lessons of AOL Time Warner. Then the two will step into the ring. “In the blue corner, weighing in at three billion users, we have independent content providers.” “In the red corner, weighing their brass knuckles, your friendly neighborhood ISPs” Downside: Competition as Real as the WWF Unfortunately, this match is likely to be viewed by the public as more akin to wrestling than a more noble form of pugilism. Specifically, net neutrality advocates suspect (and not without cause) that the match will be rigged to split championship belts among the participants based on pre-decided backroom deals. Google will be bought off with no competition on search, or something cheaper like peering or local edge caching. And 3D TV or some new market will be left to wither in customer value under the tender auspices of a private walled garden. Most notable in this is the inclusion of wireless networks as explicitly open to traffic shaping of all kinds. Unlike wired networks, which are strongly monopolistic due to the limited amount of access paths for the last mile, wireless networks are much more open to competition. This makes the resolution a bittersweet one. On the one hand, wireless networks are the last resort of customers whose local ISPs have crossed the bounds of decency and good conduct, and a market dominated by non-neutral providers would close that escape hatch. On the other hand, the whole reason for net neutrality as a legal principle was the lack of true competition in the last mile. Since wireless networks are less constrained in terms of reach, a major metro area is likely to get several options, at least one of which is neutral. Rural and suburban areas, on the other hand, may be in for a rougher ride. The History of Walled Gardens One of the big mysteries to most of the observers is what exactly the “private Internet” or “fast lane” actually is. The best vendor neutral term for it is walled garden where the access provider selects a pre-approved, limited, and revenue-generating set of content and applications to push to its users. But the lack of clarity and solid examples is at the heart of the compromise. The way that each side looks at it betrays their expectations of how a free competition would play out: Verizon and other ISPs look at it as some equivalent of the iPhone App Store, generating revenue, giving control over content, and creating a differentiable brand experience that locks people in through third-party efforts. Google and other content providers look at it as some revival of AOL’s keyword system, which served an ever-shrinking fringe of people who were unsuccessful in cancelling their subscription. In our core business of sourcing IT services, these types of compromises where lack of clarity substitutes for true agreement are perhaps the most dangerous thing in a contract. What both parties usually find is that in working together, there are concrete gaps between the gross uptime that a business user wants and the net uptime that a service provider is willing to be responsible for. Similarly, there are differences between the locked-down App Store version of a walled garden and the leaky AOL version that might sink an actual implementation of the private internet as a collaborative venture. A DOA Proposal Both Google and Verizon are manned by pretty bright folks with big visions. The Google story doesn’t need any more dithyrambs, but Verizon certainly deserves some credit for its fiber to the home initiatives and solid mobile infrastructure. But for something that was created by a couple of the more innovative organizations in their respective fields, the compromise came out a bit tone deaf to the needs and prejudices of all the relevant constituencies: The FCC, still smarting from the rejection of its authority to govern Net Neutrality didn’t appreciate being locked out of an informal role as a broker in closed-door talks, which it then completely closed the door on. Other ISPs and content providers that were working with the FCC see Google and Verizon as undermining closed-door talks even as they participated in them, not to mention looking at the private agreement as a publicity stunt. Net Neutrality advocates, spurred on by WSJ and NYT stories, already had their pitchforks and torches ready as soon as they heard about the talks. Any outcome short of, “Google used these talks as a Trojan horse to throw pies at Verizon executives,” would have resulted in the same tarring and feathering for consorting with the enemy and betrayal of the cause. The proposal wasn’t chewed up clearly enough for the mass media, which turned to the easy-to-write reaction stories instead. Much Ado about Nothing The most important outcome of the talks was actually the non-existence of an agreement. Namely that Verizon and Google don’t have a backroom deal to implement their own private net neutrality vision. Without leading by example, this agreement will sink or swim by its public appeal. And since everyone seems to hate it, swimming would likely require quite a miracle. Most likely, it will quietly sink into oblivion three months from now. Perhaps its most salutary effect is going to be highlighting how far apart the sides are and the need for a strong independent arbitrator. And that might still be the FCC despite its shaky legal authority and hissy fit over the separate agreement.

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James Boyle: Is Google Naive, Crafty or Stupid?

August 10, 2010

After much fulmination in newspapers and in the blogosphere, on Monday Google and Verizon announced a proposed “legislative framework” to “preserve the open internet.” The announcement was greeted with enormous interest because it had been alleged that Google was preparing to make a deal that would compromise its longstanding commitment to net neutrality, the principle that no content traveling along the internet should be treated differently because of its source. Early reports of the negotiations, including some in the New York Times , were clearly mistaken. This was no mere deal by Google to buy preferred access for its own services on Verizon’s networks, an individual violation of the principle of network neutrality by one of its most ardent prior proponents. It was a proposal that would legislatively gut that principle in general for everyone. The newspaper accounts thought too small. Google presented the deal as a way to “save the open internet.” But in fact, it abandons it in three ways. First, goodbye to network neutrality on wireless networks — the place everyone, including Google — believes to be the future of the internet. Second, goodbye to network neutrality for “additional” or “differentiated” services. If you can’t drive a coach and four through that loophole, you were not paying attention in English class. Third, and missed by most of the commentators, goodbye to the FCC’s role as a regulator of network neutrality. The Google-Verizon proposal settles the FCC’s disputed power to regulate the net by removing all but a vestige of it — leaving an entity that can adjudicate on a case-by-case basis, but cannot make rules. This is a telephone company’s vision of network neutrality – not over our wireless networks, not when we want to sell something else on top, and not subject to effective regulation, just enough to act as a barrier to entry for potential competitors. In other words, not network neutrality. The question is, why would Google do this? Is it a matter of corporate naivete? Verizon is, at base, a telephone company; it thrives in the interstices of state regulation the way small marine organisms thrive inside the nooks and crannies of a coral reef. That is its preferred habitat. Its organizational culture evolved there and it is brilliantly adapted to it. Google is a company built by engineers. The initial reaction of engineers to regulation — and I speak as someone who has had to explain legal rules to computer scientists many times — is simply to reject large amounts of them as “stupid” and thus obviously not real. Their second reaction, when the “that’s just stupid” defense fails to cause legal reality to conform itself to their beliefs, is to use technology to design around the rules. (Google something in a foreign country and you will realize this immediately. Geolocation allows tailoring of content based not just on national interest but national rules.) Their third is to make a deal, in the hopeful — and utterly laudable – belief that there is a possible agreement hidden in the details, a technologically mediated compromise that can make everyone better off. Those two different organizational cultures were on display in Monday’s announcement. Unfortunately, the announcement was about… regulatory schemes (and how to gut them). That is playing to Verizon’s strengths, not Google’s. And it showed. Is it not naivete but realpolitik? Google has been a passionate advocate of openness — not coincidentally, because its business model is built around it, but also because it has hired some of the leading visionaries with that point of view. Google has defended open networks — where new entrants will have the power to disrupt existing businesses just as Google did to Yahoo and Alta Vista’s search services. And it has defended open platforms – such as the Android phone — not proprietary closed systems like the iPhone ecology. One way to read Monday’s announcement, perhaps the saddest for those who believed that Google had a real principled commitment to openness, is that Google has decided to ditch the first principle and concentrate on the second. It is now rich enough that it can buy preferred treatment over wireless networks and premium services. And it needs the phone companies to have Android succeed and carry Google onto the mobile web. Net neutrality got Google where it is, but now it is time to pull up the ladder behind it. Finally, does Google genuinely believe this “compromise” is the best that can be achieved? That this is the best place to start negotiations over the future of the open net? That strains credibility. Google may or may not be evil, but it is filled with some of the smartest people I have ever met. The howls of disappointment from the blogosphere reflect the jilted hopes of legions of netizens who — against their better judgment — had come to romanticize Google, to believe in it as a reliable force for good, not just a profit-making corporate structure. Whether out of naivete or craftiness, that little dream has now been dispelled.

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James Boyle: Is Google Naive, Crafty or Stupid?

August 10, 2010

After much fulmination in newspapers and in the blogosphere, on Monday Google and Verizon announced a proposed “legislative framework” to “preserve the open internet.” The announcement was greeted with enormous interest because it had been alleged that Google was preparing to make a deal that would compromise its longstanding commitment to net neutrality, the principle that no content traveling along the internet should be treated differently because of its source. Early reports of the negotiations, including some in the New York Times , were clearly mistaken. This was no mere deal by Google to buy preferred access for its own services on Verizon’s networks, an individual violation of the principle of network neutrality by one of its most ardent prior proponents. It was a proposal that would legislatively gut that principle in general for everyone. The newspaper accounts thought too small. Google presented the deal as a way to “save the open internet.” But in fact, it abandons it in three ways. First, goodbye to network neutrality on wireless networks — the place everyone, including Google — believes to be the future of the internet. Second, goodbye to network neutrality for “additional” or “differentiated” services. If you can’t drive a coach and four through that loophole, you were not paying attention in English class. Third, and missed by most of the commentators, goodbye to the FCC’s role as a regulator of network neutrality. The Google-Verizon proposal settles the FCC’s disputed power to regulate the net by removing all but a vestige of it — leaving an entity that can adjudicate on a case-by-case basis, but cannot make rules. This is a telephone company’s vision of network neutrality – not over our wireless networks, not when we want to sell something else on top, and not subject to effective regulation, just enough to act as a barrier to entry for potential competitors. In other words, not network neutrality. The question is, why would Google do this? Is it a matter of corporate naivete? Verizon is, at base, a telephone company; it thrives in the interstices of state regulation the way small marine organisms thrive inside the nooks and crannies of a coral reef. That is its preferred habitat. Its organizational culture evolved there and it is brilliantly adapted to it. Google is a company built by engineers. The initial reaction of engineers to regulation — and I speak as someone who has had to explain legal rules to computer scientists many times — is simply to reject large amounts of them as “stupid” and thus obviously not real. Their second reaction, when the “that’s just stupid” defense fails to cause legal reality to conform itself to their beliefs, is to use technology to design around the rules. (Google something in a foreign country and you will realize this immediately. Geolocation allows tailoring of content based not just on national interest but national rules.) Their third is to make a deal, in the hopeful — and utterly laudable – belief that there is a possible agreement hidden in the details, a technologically mediated compromise that can make everyone better off. Those two different organizational cultures were on display in Monday’s announcement. Unfortunately, the announcement was about… regulatory schemes (and how to gut them). That is playing to Verizon’s strengths, not Google’s. And it showed. Is it not naivete but realpolitik? Google has been a passionate advocate of openness — not coincidentally, because its business model is built around it, but also because it has hired some of the leading visionaries with that point of view. Google has defended open networks — where new entrants will have the power to disrupt existing businesses just as Google did to Yahoo and Alta Vista’s search services. And it has defended open platforms – such as the Android phone — not proprietary closed systems like the iPhone ecology. One way to read Monday’s announcement, perhaps the saddest for those who believed that Google had a real principled commitment to openness, is that Google has decided to ditch the first principle and concentrate on the second. It is now rich enough that it can buy preferred treatment over wireless networks and premium services. And it needs the phone companies to have Android succeed and carry Google onto the mobile web. Net neutrality got Google where it is, but now it is time to pull up the ladder behind it. Finally, does Google genuinely believe this “compromise” is the best that can be achieved? That this is the best place to start negotiations over the future of the open net? That strains credibility. Google may or may not be evil, but it is filled with some of the smartest people I have ever met. The howls of disappointment from the blogosphere reflect the jilted hopes of legions of netizens who — against their better judgment — had come to romanticize Google, to believe in it as a reliable force for good, not just a profit-making corporate structure. Whether out of naivete or craftiness, that little dream has now been dispelled.

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Video: Schapiro Doubts IPhone 4 Antenna Flaw Is Hurting Sales: Video

August 9, 2010

Aug. 9 (Bloomberg) — Kenneth Schapiro, president of Condor Capital Management, talks about Mark Papermaster’s decision to resign from Apple Inc. and sales of the iPhone Papermaster, the executive responsible for Apple’s iPhone and iPod hardware, left the company following criticism of the phone’s antenna design. Schapiro talks with Carol Massar on Bloomberg Television’s “Street Smart.” (Source: Bloomberg)

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