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Lewis Carrol once famously said, “If you don’t know where you are going, any road will do.” But today, with the ascent of smartphones and other mobile devices, there are likely to be quite a few people who know exactly where you are going and where you have been. And they have pretty good idea of the road you took to get there. Our indispensable mobile devices come with an asterisk: the collection, use and sharing of our detailed location information. In most cases, that information is unprotected by our outdated privacy laws. Today, this issue is the subject of the first congressional hearing called by Sen. Al Franken as chairman of the new Privacy, Technology and the Law Subcommittee. To be sure, mobile platform and service providers — like Apple, Google, Verizon and AT&T — have to know your location in order to provide phone service. But this location data reveals extremely detailed information about consumer activity, considerably more so than traditional computer operating systems. Although these companies assert that data they receive from consumers is anonymized and used merely to build out their databases of access points, these limitations are self-imposed, not required by law. Along with location, smartphones store and transmit a wide range of personal data which third parties are given access to — including contact lists, pictures, browsing history, certain identifying information and stored location data. Location information can disclose visits to sensitive destinations, like medical clinics, courts and political rallies. Access to location can also be used in stalking and domestic violence. Owing to the increasing number of minors carrying location-capable cell phones and devices, location privacy may become a child safety matter as well. However, mobile privacy is not just about location information. The explosive and innovative “apps ecosystem” enhances our lives, but also complicates matters from a privacy standpoint. From games to train schedules, the convenience and functionality apps provide consumers can’t be questioned. App developers range from big companies to individuals coding in their basements. But unlike the mobile platform providers, many applications do not have any privacy policy and little familiarity with privacy concerns. Consumers who download apps often don’t know what information they are revealing about themselves, to whom and for what purpose. Existing law aimed at protecting electronic communications, including location information, doesn’t help. Technology has far outpaced the legal protections in both the commercial and government contexts. A consumer using a mobile phone today can be protected by the rules one moment and unprotected the next. For example, current “CPNI” regulations prohibit telecommunications carriers from marketing — without opt-in consent — information about a consumer’s telephone calls, such as date, time, duration, and destination number. Yet when a consumer uses an Internet-based app or location service that uses location data rendered apart from the telecommunications carrier, there are no clear rules for the disclosure of this data and often no way for consumers to control data they reveal. The standards for government access are even murkier, governed by laws that did not anticipate today’s technology and a mishmash of contradictory court decisions as judges struggle to find and apply a legal standard. Mobile devices are becoming a critical tool in the way we conduct our day-to-day lives, though we also don’t know what will be the critical tool of a decade from now. Regardless, using these tools should not mean that consumers are forced to relinquish control of data about them to a weak and unclear legal environment. It is imperative that Congress establish baseline legislation that protects users’ privacy and trust, not only for location and other highly sensitive information but also for all collection of consumer data.

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Leslie Harris: Mobile Phone Tracking Highlights Need For Baseline Privacy Law

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Spindle Mobile Names William Clark as President

May 9, 2011

Respected Mobile Payments Technology Veteran to Lead Company’s Executive Management Team

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Former Oracle VP to Oversee Enterprise Development for GENWI / iSites

May 5, 2011

Oracle Vet Rahul Patel Will Enhance GENWI’s Cloud-Based Mobile Presence Creation and Management Platform for Business

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There’s An App For That: Going To College Via Smartphone

April 28, 2011

Mobile devices now offer yet another option for a generation adept at distraction — behold, going to college by smartphone. Earlier this week, the University of Phoenix, the nation’s largest private university, became the latest for-profit institution to dip its toe in the rapidly expanding marketplace of higher-education apps. Specifically, by launching the PhoenixMobile app, which is now available free of charge at the iTunes store , University of Phoenix students who are iPhone, iPod touch or iPad users will now be able to “move seamlessly between the online classroom and their mobile phone,” according to a recent press release. It is currently listed as the number one education app for the iPhone. “It’s all about functionality and the extension of the classroom,” says Michael White, University of Phoenix’s chief technology officer. The app will allow students to check grades, communicate with classmates and participate in online discussions. “From four walls to a laptop to a handheld device, it’s about a classroom on the go, whether on the bus or on the subway, where our students can do their learning when and where they need to.” Soon, some like Diana Rhoten, co-founder of Startl , which helps build digital education companies, predict that we’ll all be learning on our mobile devices — anytime, anywhere. “The 2000s were about universities and electronic-learning,” says Rhoten. “The 2010s are going to be about mobile-learning.” But in lowering the barrier of entry and increasing accessibility, is something being lost as a result? Barmak Nassirian, associate executive director at the American Association of Collegiate Registrars and Admissions Offers, says an unequivocal yes. “Can you learn thermodynamics by texting?” wonders Nassirian, who describes smartphones used as tools for earning college degrees as “weapons of mass instruction.” Further, he sees such a development as an “astonishing display of disregard for the actual substance of education. And it shows how little they think education requires in terms of attention and focus and some measure of actual engagement.” Others are far less troubled by the latest technological innovation — or higher education delivered through the vehicle of a two-inch screen. “Twenty years ago, people were freaking out about the notion that anyone would take a course online. Now, we just take it for granted,” says Frederick Hess, an education-policy analyst at the American Enterprise Institute. He sees the shift away from desktops and laptops toward handheld devices as part of not only a natural, but expected order of things. “Our notion of what’s normal versus what’s convenient tends to evolve as people get used to using tools in new ways.” Hess notes that a 16-person literature seminar being taught by an exemplary professor will be difficult to duplicate on an iPhone. But he doesn’t think that it’s any worse than taking a basic skills course, whether in accounting or air-conditioning repair, on one’s laptop. In 1989 the University of Phoenix became the first university to provide college degrees online. Its core group of students are non-traditional, whether parents, working adults or members of the military and according to its press release, do most of their online coursework during the hours of 9 p.m. and 2 a.m. But as its digital offerings expand, at issue for some is whether the University of Phoenix’s particular for-profit stance might signal other reasons to be more cautious.  “For-profit universities have incentives to try and maximize a return on investment,” explains Hess, who sees potential technological innovations as a way to not only serve more clients, but also cut costs. “A concern is whether that will compromise quality — and that’s a risk. But there’s an enormous potential upside, as well.” According to the most recent data compiled by the U.S. Senate Committee on Health, Education, Labor and Pensions, the Apollo Group, which is the company that owns the University of Phoenix, enrolled 177,368 students in associate degree programs. Of these, fewer than five percent had completed their degree after two years . More troubling to some are the high costs associated with such a risky endeavor. The cost of the two-year University of Phoenix degree is $21,833. Further, according to the U.S. Department of Education, nearly 21 percent had defaulted on their loans after just three years. Meanwhile, the Apollo Group made more than $1 billion in profit last year. José Cruz, vice president of higher education practice and policy at Education Trust, is more concerned with how the app might help to lure in an unsuspecting demographic of student . “It’s very characteristic of what they do in terms of trying to enroll students into programs,” explains Cruz. “It’s this consumer notion that we’ll give you what you want, but that it’s not necessarily what you need.” Further, Cruz wonders whether the money spent on marketing or future app development might better be spent researching improved learning models so that students might actually graduate at higher rates. Eszter Hargittai, an associate professor of communication studies at Northwestern University, worries about the overall effectiveness of such a model. Essentially, that just because we have the tools doesn’t mean they will necessarily improve learning outcomes. “It’s a little hard to imagine the person changing a diaper and running off to work and in between, having the time to meaningfully engage with their classmates.” Meanwhile, Aaron Pallas, a professor of sociology and education at Columbia University’s Teachers College, hopes that such technology doesn’t expand elsewhere for now. He worries about students trying to do too much at once, and that much of learning and subsequent discussion can’t be relegated to a 140-character tweet. One of Pallas’ colleagues is known to pass out his cell phone number so that students can contact him, day or night. “I simply don’t want to be that accessible,” says Pallas, who advocates the imposition of a more reasonable setting of boundaries that demarcate when he can devote his full attention to his students and the complex issues they raise. “I want to be accessible, but I don’t want to be perpetually on call.”

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Todd Porter Brings Mobile Expertise to Qumu Executive Team

April 12, 2011

Todd Porter Joins Qumu Inc. as Vice President of Product Innovation and Marketing and Leads the Company in Taking to Market the Company’s New Mobile Solutions

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Video: Kedrosky Is `Pessimistic’ on Research In Motion’s Future

March 26, 2011

March 25 (Bloomberg) — Bloomberg News contributor Paul Kedrosky talks about Apple Inc.’s iPad and the outlook for Research In Motion Ltd.’s PlayBook tablet and the mobile device market. Kedrosky talks with Cory Johnson and Emily Chang on Bloomberg Television’s “Bloomberg West.” (Source: Bloomberg)

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AT&T’s T-Mobile Deal: A Chance To Fix Competition ‘Charade’

March 22, 2011

NEW YORK — AT&T’s $39 billion plan to buy T-Mobile, a marriage of two heavyweights, threatens to hurt consumers who would have fewer cell phone carrier choices and less bargaining power. Yet some experts say the deal offers regulators a chance to impose order on an industry long dominated by goliaths playing by their own rules. The proposed acquisition would create the single largest carrier in the country by combining the spectrum and coverage of the two companies while adding T-Mobile’s 34 million subscribers to AT&T’s 96 million. But bigger may not mean better, especially for subscribers: the deal, which was announced on Sunday, has raised fears that consumers will be hit by higher prices, more limits on service and less innovation when the number of major competing wireless carriers is reduced from four to three. Consumer advocates warn that the consolidation of two key players will leave carriers better able to dictate more stringent terms to consumers, leaving them with little choice but to pay up. Of course, they say, the principal carriers have little difficulty doing that now, and AT&T’s acquisition of T-Mobile may only marginally worsen the industry status quo for consumers. More promisingly for consumers, advocates say, the deal — and the scrutiny it has sparked from regulators, lawmakers and the public — provides government authorities a prime opportunity to hold carriers to account for industrywide standards, or lack thereof. “Competition in the wireless world has been largely a charade,” said Jonathan Askin, a Brooklyn Law School professor who specializes in telecommunications law. “Companies are still charging close to whatever they want without any real government oversight, or without any real innovation.” Mark Cooper, director of research at the Consumer Federation of America, listed a wide array of problems with existing wireless carriers — primarily including early termination fees, huge text messaging charges and a lack of network neutrality — all of which, he argued, could be traced to a lack of competition. Cooper argued that the T-Mobile deal was an opportunity to address these issues. “The level of competition we have in this marketplace today has failed to protect consumers or promote competition and innovation,” said Cooper. “Now is the moment, while people’s attention is focused, to actually have a conversation,” he said. Regulators will be scrutinizing the deal to evaluate how it will impact subscribers — and whether it violates antitrust law — in a process that AT&T estimates will require 12 months. Lawmakers are also taking note: in a statement, Sen. Herb Kohl (D-Wis.), chair of the Senate’s judiciary subcommittee on antitrust, promised a thorough examination of the acquisition. The Department of Justice will examine possible antitrust issues, while the Federal Communications Commission will be charged with ensuring that the proposed merger is in the public interest. But if the deal is approved without conditions, consumer advocates say, the public interest will almost certainly not be served. “It’s difficult to find a benefit for this merger from a consumer’s perspective,” said David Butler, the director of communications at the Consumers Union, which produces the magazine Consumer Reports. Aside from plan costs and service quality, consolidation among major carriers could also leave subscribers with less say about what those companies do with the detailed information they collect about their customers’ phone use. Jeffrey Chester, executive director at the Center for Digital Democracy, argued that AT&T’s planned acquisition was motivated less by the prospect of an expanded customer base for their mobile-device services and more about the treasure trove of data cell phone users create when they use their devices to shop online or look up restaurant suggestions. “AT&T wants to financially harvest a mobile data goldmine,” he said. “They will be able track where their customers are at any time of the day, what they surf and buy on the mobile web.” “The mobile phone is going to be the single most important digital device consumers have,” Chester added, and wireless carriers, he said, are very aware of how valuable that is.

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Chinese ZTE, Malaysian U Mobile sign wireless network deal

March 20, 2011

Chinese ZTE, Malaysian U Mobile sign wireless network deal

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China Mobile capital spending up 6.5% in 2010

March 17, 2011

China Mobile capital spending up 6.5% in 2010

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U Mobile and ZTE to build a 100 Mbps network in malaysia

March 15, 2011

U Mobile and ZTE to build a 100 Mbps network in malaysia

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Avinash Kaushik: A New Way For Small Businesses To Track Mobile Ads

March 11, 2011

Over the past two years, mobile search queries have increased by 500 percent. And yet we’re slow to catch up to this trend. It’s estimated that nearly 80 percent of all websites are not yet mobile-enabled. Building a mobile website requires a significant time and money investment, two resources not readily available to small business owners. So in the meantime, we recommend enabling the click to call extension on your AdWords ads. With this feature, you can display your business’ phone number and allow potential customers to call you directly from their mobile devices. I think this feature is especially fascinating because of the exciting measurement possibilities (and accountability) for these interactions via standard reports within AdWords and Analytics. To do so, all you have to do is ensure that you’ve enabled the call metrics option in your click to call ads. You can then analyze the performance of your mobile campaigns within your AdWords account. I’ve detailed several reports you can run to analyze your click to call campaigns below. Just by enabling call metrics, you can get useful information on the performance of your click-to-call ads. The best place to start is the campaigns tab of your AdWords account. By running a Click Type report , you can immediately access information to understand if the click-to-call ads are performing well for you. Click-to-call campaigns allow your customers to click on a link to visit your website, or click on the link to place a phone call to you. For both these actions, you’ll be able to see CPC (cost per click) and CTR (click-through rate) with no extra work at your end. Now you are ready to drill down even further and begin to optimize the campaign with a Keyword Report . This report allows you to see impressions, clicks/phone calls, and average CPC for your click-to-call campaigns. If certain keywords have good performance, you can experiment with variations/expansions of the well-performing terms. You can also look at how certain keywords perform on mobile versus other channel. Maybe some keywords perform better on mobile. Additionally you can also measure the mobile part of these mobile campaigns by enabling the Dimensions tab . Once you’ve done so, you’ll be able to track placed calls, missed calls, received calls, call duration, and average call duration. We are used to analyzing clicks and bounces and conversions. Now we get to analyze something we never could easily (phone call data), and we can use metrics like call duration and received calls etc. You’ll quickly be able to see which mobile campaigns result in more calls made, which have high call duration (leading to higher conversions), and which campaign deliver value. Using that as context, you can place preliminary judgment on how well or badly your mobile campaigns are doing. Mobile presents a unique opportunity to reach the right person with the right message at the right time (the ultimate holy grail in marketing through any channel). After all, what other ad medium is there in the world where you can literally “own the entire shelf” instantly. It is straightforward to experiment with mobile ads, and it is easy to bring accountability to your ads with the reports and metrics outlined above. It is the ultimate expression of data-driven marketing.

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DraftFCB Executive Lands at CommerceTel

March 3, 2011

SAN DIEGO, CA–(Marketwire – March 3, 2011) – CommerceTel Corporation ( OTCBB : MFON ), an award-winning provider of proprietary mobile marketing technologies and solutions, is pleased to announce that former DraftFCB Chief of Staff, William M. McCarthy, has joined on as Director of Mobile Marketing.

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Bernie Madoff Of Sudan

March 1, 2011

Adam Ismael, a former police officer who didn’t finish secondary school, resides at a villa in Khartoum. At a time when hundreds of students, journalists, and pro-democracy activists have languished in prisons and “black site” jails as the unwilling and sometimes tortured guests of Sudan’s vast security apparatus, Ismael spends his days under comfortable house arrest, with access to servants, satellite television, and his mobile phone.

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Globitel participates in Mobile World Congress 2011

March 1, 2011

Globitel participates in Mobile World Congress 2011

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Retail Watch: Best Buy To Cut Retail Space Growth by Going Smaller

February 22, 2011

Best Buy Co. Inc. plans to significantly cut the number of openings of its larger, standard-sized store format in favor of its smaller Best Buy Mobile stores. The Minneapolis-based electronics retailer also announced plans to improve efficiencies in its U.S. supply chain operations. “The actions we are taking are consistent with our strategy of driving businesses that have earned the right to additional capital while curtailing activities that…

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Retail Watch: Best Buy To Cut Retail Space Growth by Going Smaller

February 22, 2011

Best Buy Co. Inc. plans to significantly cut the number of openings of its larger, standard-sized store format in favor of its smaller Best Buy Mobile stores. The Minneapolis-based electronics retailer also announced plans to improve efficiencies in its U.S. supply chain operations. “The actions we are taking are consistent with our strategy of driving businesses that have earned the right to additional capital while curtailing activities that…

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Video: Sony Ericsson Unveils Handset With Playstation Keyboard

February 14, 2011

Feb. 14 (Bloomberg) — Bloomberg’s Ryan Chilcote reports from the Mobile World Congress in Barcelona about his interview with Sony Ericsson Chief Executive Officer Bert Nordberg, who unveiled an Android handset with PlayStation gaming capabilities. The Xperia Play has a slideout PlayStation control board and 60 frame-per-second playback.

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IdentityMine Names Interactive Technology Veteran Bruce Slywka as Senior Vice President of Sales and Marketing

February 3, 2011

Brings 20 Years’ Advanced Interactive and Mobile Technology Experience, With Proven Sales and Marketing Results

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Video: Glu’s De Masi Expects Growth in Mobile Social Gaming

January 14, 2011

Jan. 13 (Bloomberg) — Niccolo De Masi, chief executive officer at Glu Mobile Inc., talks about prospects for social gaming on mobile devices. De Masi speaks with Pimm Fox on Bloomberg Television’s “Taking Stock.” (Source: Bloomberg)

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Imad Mouline: M-Commerce Has Arrived — Which Retailers Will Win?

December 20, 2010

We will look back at 2010 as the year M-commerce arrived. This holiday season, more than half of consumers say they will do some form of shopping on their smartphone or mobile device. But our holiday Retail User Experience Index showed many shoppers are only “tolerating” website performance (load time, availability) on mobile devices. This confirms our consumer survey findings that 58 percent of shoppers expect mobile websites to load as fast or faster than their desktop counterparts. These are the same consumers who also desire a rich web experience with video, graphics and compelling applications. M-Commerce: Context is Key Many are quick to blame the carriers for poor mobile performance, but our data shows that’s too simple an excuse: the differences between the best mobile website performers and the laggards are pretty wide, even on the same wireless network. So how does an online retailer address the challenges of mobile devices? The answer is context — specifically how and under what circumstances does your mobile audience interact with your website? Are they bag-totting business travelers who require one-thumb transactions while catching a flight? Is it a shopper at the mall, using her phone for price comparisons or barcode scans? Or a subway rider dealing with spotty connections? And what time of day do they shop and from which geographies? This context was not as important when online retailing was done only on a laptop or desktop computer. Evolution of Mobile Commerce To explore this challenge, let’s look at the evolution of retailing on mobile devices. It starts with a desktop-optimized website and the hope that this core destination, in its full glory, will also perform well on a mobile device. Yes, there are still a few of those left. Step Two is the realization that the smaller screen size requires a distinct layout, so retailers build a mobile-optimized site, which is typically a stripped-down version of their main site, one that recognizes the device and hopefully shifts you to the m-dot version. This is progress, but it still views the device as a limited channel. Because we now live in a world of apps, at some point a retailer moves on to Step Three of the evolution: a simple app. These are usually just a thin native wrapper which reuses existing browser functions. Nothing fancy, but at least it’s an app. Step Four is where many retailers are today, as they capitalize on the full capabilities of the mobile device and build apps with native functions and APIs that use the camera, location services (GPS) and other talents of the hardware itself. The goal is to provide a customized device-specific interface. Then there’s Step Five, where a company decides it must have it all. It revisits Step Three, adding mobile-specific functionality to the website. So it’s no longer about the limitations of mobile or making the site just “fit” the format. Here retailers make certain the browser fully embraces the capabilities of the device, while at the same time offering several dedicated apps, customized for each mobile OS currently available. So how much does any one retailer need? That’s usually based on what the category leaders and top performers are doing. But more often, the competition is the creator of the app or website providing the most useful, interesting and flawless web experience. Even if they’re not in the retail category, these are the companies driving today’s user expectations. Ultimately this brings us back to context: how and under what conditions does your audience use their device and which devices are the most important to them? That will drive a retailer’s buildout priorities. But as we’ve seen, this is a complex issue. Best-in-Breed Mindset Five years ago retailers did not need to consider mobile devices. Today they have to deal with multiple mobile platforms, a variety of mobile browsers, dedicated apps for each OS, and also address the moving target of mobile carrier performance. If a retailer sees these challenges as limitations, it will risk falling behind. Viewing the mobile sea change as a series of opportunities is the predominant mindset we’ve seen in best-in-breed retailers. These leaders also adopt best practices which include benchmarking the competition’s transaction times, so you have a reference point, and also creating an effortless transaction flow. In other words, does it take two steps to complete a transaction or six? Measuring response times from the end-user perspective is also vital, as much can go wrong between your data center and your customer’s iPhone. So take a “first mile to last mile” monitoring approach for the best results. This is particularly important with mobile, where the best sites and apps are architected to seem impervious to the shortcomings of mobile carriers. The game is on for mobile device shopping. And unlike the desktop web, the winners have yet to be crowned. The customers are ready to play, and the days of tolerating poor performance “because it’s mobile” are fading fast. Those who embrace the mobile opportunity, offer the most usable features, and provide the fastest, most consistent performance will emerge as the leaders in their category.

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Art Levine: After Obama-GOP Tax Deal, AFL-CIO’s Trumka Seeks to Rally Liberals to Save Medicare, Social Security

December 17, 2010

With Congress sending to the White House a tax deal larded with tax breaks for the rich, progressives and labor supporters now find themselves facing a challenge starting in January of beating back Republican-led efforts to cut back Social Security, Medicare and other safety-net programs in a GOP-run House of Representatives. As Howard Fineman observes, the Tea Party is already running the show in the Senate , still nominally controlled by Democrats, with the result that the omnibus spending bill needed to run the government was blocked. On Thursday, AFL-CIO President Richard Trumka, who had earlier condemned the new $850 million deficit-raiding tax package because ” the gains for the middle class and jobless workers in the deal come at too high a price,” sent out an email alert worth reading. An open question is whether labor and progressive groups will have the financial and organizational power to fight an ascendant GOP and outside pro-business conservative groups such as Crossroads GPS that have virtually unlimited money to spend on TV ads and organizing, abetted by an enraged Tea Party movement. This week, the Karl Rove-linked group announced its first post-election ad buy targeting vulnerable Democrats. What will progressives be able to offer to counter that on issue after issue over the next year? One hopeful sign for liberals is the announced formation of American Bridge , organized by David Brock of Media Matters, for a counterweight to business interest groups, looking towards the 2012 elections. Yet the potentially well-funded group, chaired by Former Maryland Lt. Gov. Kathleen Kennedy Townsend also aims to help Democrats “compete dollar to dollar” with Republicans over the next two years, she told ABC New s. It could serve as a communications bulwark to promote a progressive agenda alongside labor’s efforts. Here’s Trumka’s latest appeal: BREAKING NEWS: Congress has passed a deal that extends emergency unemployment for more than a year. And the role you played in shining a light on the struggles of jobless Americans helped make it happen. This is a huge relief for the more than 1.4 million long-term job seekers who already have lost their emergency unemployment benefits. But this deal comes at a terrible price: It rewards obstructionists with huge tax breaks for millionaires and billionaires. To get their way, Senate Republicans terrorized millions of jobless workers–making them live in fear for months as cold weather and the holidays approached. Some of our jobless brothers and sisters lost the ability to warm their homes or put food on the table and gas in the car. Some working families even lost their homes to the Big Banks that caused our economic meltdown–all so Senate Republicans could get tax breaks for the rich. These tax cuts throw away precious resources needed for investments in jobs and will do very little to propel economic growth. Senate Republicans have shown themselves to be morally bankrupt hypocrites. They capitalized on the hardships of our country’s most vulnerable people to extract tax cuts for their rich friends, like the top executives of Goldman Sachs. Just yesterday, they reported they’d be splitting $111 million in bonuses this January. They’ll save millions on their taxes–money that should go toward fixing the mess they helped create. A nd we know this is not the end. Soon, the same lawmakers who fought to get tax cuts for millionaires and billionaires will be coming after your Social Security and Medicare. Count on it. They’ll say we need to have “shared sacrifice”–but they won’t ask Wall Street and moneyed interests to share in the sacrifice required to clean up the mess they created. Instead, they’ll come after working people. If it wasn’t clear already, it’s clear now: We’re going to have quite a fight on our hands between now and 2012. We’ll need your help to preserve vital middle-class programs–and to beat back these deficit hypocrites at every turn. Here’s what I’m asking you to do. Sign up for the front lines by pulling out your mobile phone right now. Send a text message with the word DEAL to 225568–we’ll send urgent alerts to your mobile phone when deficit hypocrites try to defraud the middle class by launching attacks on our Social Security, Medicare and more in 2011. We must vigorously oppose solving our country’s long-term financial problems on the backs of working people. If the America we all love is going to survive this century–or even this decade–we’ve got to find a way to restore balance in our politics and our economy. How do we use our power to escape caving in to Wall Street and moneyed interests? And how do we create the millions of jobs we need now and move toward a future of broadly shared prosperity? I don’t have all the answers today. But I do know we can’t keep doing what we’re doing now. I know we have to fight harder and louder and more creatively–and I know we can only win together. Please pull out your mobile phone and text the word DEAL to 225568. We’ll keep you updated on our fight to stop deficit hypocrites from stealing our hard-earned Social Security and Medicare benefits. Two years ago, working Americans had high hopes we would ultimately emerge from the deep, punishing financial debacle with a sharp focus on a fundamentally stronger, fairer and more balanced economy. We can’t throw in the towel and give up now. Too much is at stake. We’ve got to redouble our efforts and fight harder than ever to move forward for working people. And we need you standing with us. In solidarity, Richard L. Trumka President, AFL-CIO **************************************************************************************** For more on labor and reform issues, read the Working in These Times blog.

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Brett King: The 14 Best Innovations in Banking and Payments for 2010 (SLIDESHOW)

December 16, 2010

2010 was a bumper year for innovations in the banking and payments space. Below are some of the top innovations this year. Let me know how you rank these in respect to their ability to be real game changers for the banking arena. Which innovations do you think will survive on, and which will flame out? My big bet for 2011 is NFC (Near-Field Contactless) payments capability integrated into Mobile, but the impact of social media can’t be underestimated.

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Marian Salzman: Tapping Consumer Minitrends: Predictions for 2011

December 14, 2010

This is the 11th in a series of 12 posts expounding on the 2011 forecasts in the annual trends report from Salzman, president of Euro RSCG Worldwide PR and an internationally respected trendspotter. How does a trend get legs? Some trends start small and grow elephantine as if by force of nature, like the rise of women in power and the strength of Asia, both unstoppable trends here for the long term. Others, especially the ones that really spell opportunity for innovators, can need nudges — as well as that special brand of foresight that always looks prescient in retrospect. The people who succeed in today’s fast-paced world are those who have their eyes on the future and on such opportunities. Microtrends: The Small Forces Behind Tomorrow’s Big Changes , the book by Mark Penn, worldwide CEO of Burson-Marsteller, who writes a weekly “Microtrends” column in The Wall Street Journal and was the pollster who identified soccer moms in 1996, is perhaps the definitive source on minitrends, but he didn’t see that the U.S. election was one big trend: Change. That said, minitrends are exactly what communications people can tap to generate news, to be in and of newsmaking. A trend’s growth factor depends, like all things do, on timing: Is the right technology in place in the right hands for a tech trend to take off? Or, if it’s a new product or service, has it hit the price-point sweet spot in such a way as to get a handle with the right number of the right people? Here are some minitrends I’m calling out for 2011: The rise of African consumers. The continent of Africa has more than 1 billion people, with 35 democracies (compared with nine a decade ago). And as an “emerging market,” investment bankers are bullish on it , citing the IMF’s forecast for a growing GDP in sub-Saharan Africa–home to 84 percent of the continent’s population–at 5 percent this year, accelerating to 5.5 percent in 2011. Havas Worldwide, Euro RSCG Worldwide PR’s parent, has invested in South Africa, such as with a sports and entertainment marketing arm , and, indeed, South Africa is increasingly seen as an entry point for doing business on the continent in various industries, but the trend will be pan-African . MIT’s Technology Review reported that cell phones are one technology that have migrated well to Africa despite the poor infrastructure and political instability that have been barriers in the past. The report described customers using them for applications including digital banking and payments. Leading to another minitrend… Money-transfer services. This is mobile banking, aka mBanking or SMS banking. A BusinessWeek report (in 2007) quoting forecasts from Nokia Corp. estimated worldwide mobile subscriptions to grow to 5 billion by 2015, when two-thirds of the people on earth will have phones. Clearly, while mobile banking spells convenience in the developed world, in the developing world it can mean the difference between banking and not banking . TMCnet has cited reports that emerging markets will collectively compose about 60 percent of the mobile banking market share in 2013. Gavin Krugel, director of mobile banking strategy at the GSMA , “goes a step further,” says Mint.com, claiming that ‘…one billion consumers in the world have a mobile phone but no access to a bank account.’” The GSMA Development Fund has started Mobile Money for the Unbanked , and its intention is to deliver banking services to those who live under U.S.$2 per day. Mobile health care. Our colleagues at Havas Health, Larry Mickelberg in particular, tipped us off to this trend. Vodafone, which Technology Review cited as having big expansion plans for Africa, estimated in 2009 at the Mobile World Congress that there are 2.2 billion mobile phones in the developing world but only 11 million hospital beds. The U.N. Foundation reports on its initiatives at the intersection of mobile tech and health care. In South Africa, for example, Project Masiluleke’s AIDS hotline through SMS showed a 350 percent call volume increase (click on the report’s Current Impact & Future Needs link). This all demonstrates — as I said in a previous trend — the strong benefits for traditional businesses that adopt social-good profits into their mission. For health nuts in the developed world, medical apps for smart phones — did you know you could track your blood pressure with your iPhone or Android ? — are the latest craze. A smarter way to read. Mobile readers are, of course, here to stay, with reports that the iPad tore out of Apple stores at a rate of 8.8 per hour on the recent Black Friday. Estimates are calling for about 7.1 million iPads to be sold this year, doubling in 2011 and nearly tripling in 2012. E-readers are already great ways to read magazines and newspapers, but new free apps such as Flipboard , which put people’s SoMe shares into magazine format (flipping pages) for easy readability, make these devices smarter and more ergonomic all the time. Jeff Bezos told TechCrunch that dropping the price of the Kindle — whose sales beat hardcover book sales at Amazon by a rate of 143 to 100 — to $189 saw sales triple. So even though conversations might continue about people “preferring” real books and magazines to e-readers, great interfaces such as The New York Times app — and one the Times touted, Reuters News Pro — make reading even complex articles onscreen perfectly comfortable. There’s every gain in portability, too; they don’t even have to be removed from carry-on luggage in the airport security line. Small-scale solar. Even though the recession has hit big solar projects in the developed world, in emerging markets I forecast small-scale solar energy growing in leaps. Renewable Energy World magazine is strong on technologies such as micro-inverters, which eliminate the need for a central inverter in a solar installation. Given that in 2009, it was reported that nearly 44 percent of the population in the developing world lacks electricity, it is also estimated that by 2020 developing countries–especially in Asia, Africa and Latin America — will represent huge markets for solar. The challenge of making such installations cost-effective, experts argue, lies also in getting these countries to adapt (and funding widespread initiatives to this end) to energy-efficient lightbulbs and other efficient appliances so that outdated household gear doesn’t put undue power demands on a system that indeed promises to change the face of the developed world’s energy-use patterns. As ever, technology is a key driver in minitrends; the developing world and mobile tech will prove to be a new direction for opportunities in the near future. Previously: “Mad as Hell–and Only Getting Madder” “Talk to the Hands” “Net Gain” “Public Mycasting System” “Booting Up” “Yes, We Can…Reinvent Ourselves” “Reinvention, Part II” “Separated at Worth” “Gender Bender” “Who’s in Control?” Tomorrow: Wrapping Up

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Etisalat Unveils 8B Bond Program

December 11, 2010

Etisalat has launched an 8 billion bond program to raise funds for its 12 billion acquisition of Mobile Telecommunications known as Zain

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Tina Wells: XIPWIRE Lone US Company Enabling Donations to Wikileaks

December 8, 2010

XIPWIRE, a company that allows customers to transfer cash using their mobile phones, is the only US company currently accepting donations on behalf of WikiLeaks. Based in Philadelphia, the service, which soft-launched earlier this year, quickly built a base in its hometown, catering to restaurants and a host of non-profits — including Catholic charities and food banks. But its latest campaign under its XIP2GIVE umbrella may prove more high profile and media generating than all of the others combined. Just 24 hours ago, the company began accepting donations on behalf of WikiLeaks. Although the founders, Sibyl Lindsay and Sharif Alexandre, won’t disclose how much they’ve received in total donations, they will say that hundreds of people have donated, and those donors are making significant gifts to WikiLeaks. Although the founders have not been able to establish a formal relationship with WikiLeaks yet, they have assured donors that all funds will be kept in an account, and the funds will be transferred once they’ve made a connection with WikiLeaks directly. “They’ve been a little hard to get a hold of directly,” Alexandre said. For a startup, having a relationship with a controversial organization like WikiLeaks might pose a PR crisis, but Alexandre isn’t worried. He feels that people have the right to donate to whatever causes they want to. And as always, XIPWIRE is just stepping in to serve the needs of their customers. As a part of a statement, Alexandre said “It’s a completely different story if they (Wikileaks) were illegal on some level, then definitely that’s a line we would not cross.”But they haven’t done anything different than The New York Times and The Guardian.” Still, even though XIPWIRE is pleasing their customers, one has to wonder if there will be any repercussions from their corporate customers. This is definitely something the founders have given some thought, but they feel they’ve made the best decision for their company. “We’re fully aware that not everyone likes what Wikileaks is,” Alexandre said. “But we are prepared to accept the consequences.”

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WhitePages Hires New CTO and Opens Engineering Office in Palo Alto

November 17, 2010

Start-Up Veteran Yang Cao Hired to Further Advance WhitePages Web and Mobile Technology Innovations in People and Business Search

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Jack Myers: Monaco Media Forum: The New Media World According to Murdoch, Everson, Hecht, Milner, Barra, Brell, Hippeau, Dinsdale, Kunster, Burns, Vestberg and More

November 16, 2010

“Facebook is a wave. The wave will die down and then I have to paddle out again and find a new wave.” So said Werner Brell , Chief Digital Officer of Red Bull Mediahouse GmbH at last week’s Monaco Media Forum . While Facebook is more tsunami than wave, speakers and attendees at MMF, hosted by His Royal Highness Prince Albert, agreed that at the intersection of consumers, media and marketing, social media marketing is sweeping through the industry with a force that promises the radical change pundits have been forecasting for decades and traditional television media leaders have been confident is still far in the future. Unfortunately only a small handful of traditional media company executives attended MMF, even though digital media and media agencies were well represented. The event typically offers a coherent window into the global industry’s future, which Russian media magnate (and second largest Facebook shareholder) Yuri Milner of DST succinctly summed up (quoting Mark Zuckerberg): “Every single business model will be disrupted by social media,” he said in an interview with Adweek Publications’ Michael Wolff. “It’s a confusing landscape today,” acknowledged Carolyn Everson , Microsoft’s new corporate vice president for global ad sales. She challenged the industry to develop a “web 3.0-focus on what brand marketing will look like in the future. We need to create a new canvass that excites marketers and engages all the stakeholders in the marketing process.” “Chief marketing officers are thinking about the media canvass in new ways,” agreed Curt Hecht , the CEO of VivaKi Nerve Center who recently relocated to Publicis’ corporate headquarters in Paris. On a panel moderated by Activate founder Michael Wolf, Sony’s EVP Global Digital Operations & New Technology Scott Dinsdale explained “it is no longer about distribution and pushing content to the marketplace. The key is experimentation and creating content that people want to come to.” Premium media content, he suggested, will be successfully monetized by following the fan-based model being learned by the music industry: “Fan-based experiences require intimate and engaging content,” he pointed out. Other speakers pointed to the convergence of paid, earned and owned media and to content extensions into gaming and commerce as best practices for replacing traditional revenues. Unlike past MMF events that focused heavily on the future promise of media technology, this year’s conference emphasized the realities being experienced by both new and traditional media, and offered specific examples of new monetization models. “Digital is the only area of sustained growth” commented Thomas Kunster, VP of Booz & Company. “Innovation in user experiences and business models is required along with new alliances and new partner strategies.” “We need to understand the consumer experience across platforms, make sure all the platforms work together, and develop a currency and measurement system that works across all the platforms,” suggested Everson and Kate Burns , SVP Sales and Operations for AOL Europe. Eric Hippeau , chairman of The Huffington Post , pointed out “Everyone in the news category who has tried to charge for news content has failed, except possibly The Wall Street Journal .” James Murdoch, News Corp CEO for Europe and Asia, disagreed: “If you are going to monetize something, you probably should not give it away for free.” Hippeau countered that advertisers are developing pioneering social marketing campaigns that engage users who not only read the news but who share, post comments and discuss what they read. These are better educated and more affluent consumers, Hippeau pointed out, and marketers can engage with them in real time. “Social commerce is content.” Mobile and online video were central topics throughout the three day event, with a focus on the implications of an open video ecosystem that will evolve to a web and app-like experience. “We need to combine TV and online video into one marketplace,” Everson argued, but there is “still not enough quality online video inventory where brands feel comfortable.” Tablets such as the iPad and the new Samsung tablet are more immersive experiences with longer session times for video viewing. Hugo Barra, director of Mobile Product Management for Google , explained that the new television sets now being manufactured integrate full and open web browser access and that Google TV will be launching TV app stores. “Consumers will find alternatives and the revenues might not come to the traditional networks,” Barra said. The audience appreciated his observation that “The networks are not blocking Google TV. They are blocking themselves from appearing on us” (due to rights issues). He said Google is trying to work with Hulu to help the multi-network collaborative optimize the seamless integration of web and TV. On the mobile front, Hans Vestberg , CEO of Ericsson , pointed out “85 percent of the earth has mobile coverage today and it will be 90 percent in five years. 750 million people have broadband access, growing to four billion people in 2015.” These new mobile users, he observed, use their mobile devices for Internet search first and as a phone second. Globally we are shifting to an on-demand world with multiple devices and a different user interface for each platform. To comment, visit www.jackmyersthinktank.com . JackMyersThinkTank and MediaBizBloggers are free and underwritten as an industry service by corporate subscribers to Jack Myers Media Business Report . For subscription information, visit www.myersreport.com . Visit the archives of JackMyersThinkTank and MediaBizBloggers . Jack Myers can be contacted directly at jm@jackmyers.com . This post originally appeared at JackMyers.com.

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Brett King: If you are looking for ROI from Social Media? Think again…

November 9, 2010

Thankfully, I think we are almost at the point of having serious conversations about how social media can be utilized in most organizations, rather than still asking the question “Is Social Media just a fad?”. However, there are some massive misconceptions on what social media will do for the organization. As a result, often we aren’t even hiring the right skills today to build a competent social media presence. We’re also looking to measure social media in a way we measure other marketing initiatives, channels, advertising campaigns and media, but social media is neither a channel, marketing, media or simply an initiative. Do you need a social media ‘ ‘…. Sentiment analysis, optimization, key influencer engagement, advocacy generation, brand monitoring and attributes, social media outreach, trending, buzz, listening post… Sounds extremely complicated. It needn’t be. The fact is, the reason all of these social media disciplines are popping up is because social media is taking us in new directions in respect to interactions both within the organization and with our customers. I find, however, that in many camps social media is considered a marketing function. Social Media Marketing is a term adopted by many to suggest that social media should become a part of an integrated marketing communications plan. But that falls short. Let me ask you this? Would you consider a teller in a bank, or a customer service representative sitting in a call center a marketer? Hmmm, well yes and no. They are involved in selling and/or marketing products, and they represent the brand. But this is a competency in it’s own right, and staff in the branch and call center are not managed by the marketing department. So how does someone tasked with responding to real-time Twitter or Facebook inquiries fit into marketing? They don’t. Campaigns don’t generally fit in social media either unless you can generate a viral campaign that adapts to social media. Having said that I was impressed by the “Buzz Marketing” initiative that IKEA produced at the end of last year. The fact is, just as when the Internet arrived in 1994 and the “Dot Com Bubble” started building momentum in 1999, we made a bunch of assumptions about how the ‘channel’ worked, and many of those proved to be wrong. Such as the assumption that you could be pure-play online ala Pets.com and people would use your site just because it was www cool . The truth is, you absolutely need to be involved in social media, but don’t expect that by hiring a few staff to put a Facebook page up and respond to Tweets in real-time will be the end of this discussion. We’re only just starting to understand the full impact of social media in business terms. How it is changing? I like Alex Schultze’s quote about the bursting of the social media bubble in his recent blog post : I’d say YES – the social media bubble is about to burst. People are recognizing already that the endless hours of watching the incoming streams from Twitter and Facebook or all the status updates on LinkedIn are hours wasted. All the paid tweets and people or agencies, who have been hired to tweet are not going to contribute to the bottom line. And the fan pages people build to get “fans, followers, connections” are just hopes that it will do something for the business – but it won’t. Alex Schultze – Xeesm The points are all valid, and yet, just like the dot com boom, when there is a ‘normalizing’ of core social media activities, that is when we’ll really start to use social media constructively and real returns will result. Firstly, we’ll understand how customers discuss or rate our products or services in a social context and what are the inflection points. Secondly, the mobile device will become even more critical as we start to recognize tribal behavior beyond the app, and see social media in the sphere of location and context. Lastly, we’ll see organizations starting to understand that the real-time nature of social media is something to be respected and responded too. It will start to shape more responsive organizations. In that way, perhaps the most important understanding about social media is that it is a leading strategy indicator, not a lagging ROI generator. “Show me the money!” The ironic thing is that you might already be getting ROI from Social Media, or losing revenue because of not having it and not even know it… When you engage communities digitally, it does directly result in positive brand sentiment, and it will help you learn about the needs of your customers, effect bottom line revenues, etc. However, can you point to a Facebook page, a quick turn around to a customer service problem on Twitter, and show the actual increases in bottom line revenue or net earnings? Probably not. So the problem is not ROI from social media, but how we measure organizational performance in respect to revenue. The traditional metrics are just not robust or granular enough to give us a perspective on this. Largely because we have such big disconnects between ‘revenue generation’ and customer journeys. Metrics generally assume that if revenue is generated in one channel, it is because the products rocks, that channel rocks, or because the marketing that lead customers to that channel rocks! That’s too simplistic a view of the world these days. I enjoyed the following slideshare presentation from Olivier Blanchard which satirizes the question of ROI in Social Media. Olivier Blanchard Basics Of Social Media Roi The key thing is that Social Media is definitely impacting a bunch of areas of business today, but it doesn’t fit cleanly into our accounting, balance-scorecarded, CPM driven world. The sweet-spot is to learn from social media, build that learning back into the business and adapt from the interactions that it drives. To do this, we need to think beyond ROI, but we most definitely need to be there, listening and engaging customers.

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12 Famous Companies’ Surprising Beginnings

October 25, 2010

Quick, when you think of Nokia, what immediately comes to mind? Cell phones, right? Most of us would be surprised to know that Nokia didn’t start out in the mobile phone business. In fact, its roots go back to 1865 when it was involved in the “original”

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Webtrends Appoints Hope Frank as Chief Marketing Officer

October 19, 2010

LONDON–(Marketwire – October 19, 2010) –  Fresh from a 2010 IPO win in the mobile data services category and a media launch in APAC, Hope Frank joins Webtrends as Chief Marketing Officer.

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Robert R. Ackerman, Jr.: IT Security Acquisitions Are Skyrocketing

October 11, 2010

For all the talk about a chronic shortage of exits for venture-backed companies, one segment of the venture capital technology ecosystem is poised to go from “hot” to “hotter”. IT Security — the umbrella term for technologies designed to protect the digital superhighway — is coming into its own, and in a big way. Following on the heels of repeated breaches of government and corporate networks, widespread theft of credit card records and medical records transitioning to digital storage and delivery, the security risk index on computer networks has moved from “potentially dangerous” to “we’re under siege”. With active attacks measured in the hundreds of thousands virtually daily, the old adage that a chain is only as strong as its weakest link — in this case, the computer networks that represent the fabric of commerce (and government) on a global basis – is top of mind for chief security officers around the world. Increasingly, these attacks are originated by state entities engaged in governmental and/or commercial espionage and highly organized criminal gangs. While the 13-year-old wunderkind who “hacks” for fun is still with us, the attacks today are orchestrated by the equivalent of PhDs as well educated and sophisticated as any in the world in search of treasure, whether it is commercial, intellectual or political. The attackers are well funded, highly disciplined and have the advantage. While those in charge of IT security work hard to successfully thwart every attack, the attackers only need be successful periodically. This boils down to electronic asymmetric warfare, and it is a surging frontier for innovation and investment among many of today’s entrepreneurs. Through the first nine months of the year, U.S. venture capital firms invested $9.2 billion, up from $8.9 billion in the same period in 2009, and a healthy dose of that was invested in security startups. This was predictable given a huge surge in recent months in acquisitions of IT security companies, which is highly likely to accelerate further. There were a whopping 16 IT security acquisitions in the last 100 days. They exceeded $10 billion in value by the estimation of myself and others. Here is the list in chronological order, including acquisition prices if disclosed: On July 1, IBM acquired BigFix, a private company based in Emeryville, CA, that replaces fragmented tools, including vulnerability assessment and security compliance tools, with one unified control architecture. On July 7, Boeing acquired Narus, a Sunnyvale, CA, based provider of real-time traffic and analytics software to protect against cyber attacks and threats aimed at IP networks. On July 12, Quest Software, an Aliso Viejo, CA, based maker of technology systems management software, acquired Volcker Informatix AG, a German software company that makes products that help companies manage user identities, access privileges and security. On July 13, GFI Software, a Raleigh, N.C., provider of software infrastructure products for small and medium-size companies, acquired Tampa Bay-based Sun Belt Software, a major provider of Windows-based security software. On July 22, Mobile Media Unlimited Holdings, a London-based public company specializing in the dissemination of cell phone-based advertising, acquired Enable Software, a Warkwickshire, England, based company that empowers the interception and analysis of audio communications. On July 23, Digital Barriers, a publicly held London-based maker of thermal imaging equipment for perimeter surveillance, acquired Overtis Solutions, a Berkshire, England-based maker of software that prevents malicious or fraudulent data misuse. It paid 3.2 million pounds. On July 27, Juniper Networks acquired Columbus, Ohio, based SMobile, a mobile security firm. It paid70 million. On July 27, Commtouch, a public U.S. company that supplies Internet security technology to 150 security companies and Internet service providers, acquired the antivirus division of Authentium, based in Palm Beach Gardens, FL. Only July 29, McAfee acquired Singapore-based tenCube, a provider of a mobile security service to combat the ubiquitous problem of lost cell phones. On August 9, Tektronix Communications, a Plano, Texas, provider of communications test and network intelligence solutions, acquired Arbor Networks, a Chelmsford, MA, based provider of security management solutions for global business networks. Its customers include more than 70 percent of the world’s Internet service providers. On August 4, St. Bernard Software, a San Diego based maker of web security appliances, acquired Red Condor, a Rohnert Park, CA, based purveyor of managed email security solutions. On August 19, Intel acquired McAfee, among the world’s biggest makers of antivirus software. Intel said it acquired the company because security has become a fundamental component of online computing, including mobile and wireless devices, TVs, cars, medical devices and ATM machines. Intel paid7.7 billion in stock. On August 30, CA Technologies, a public company, acquired Arcot Systems, a Sunnyvale, CA, based maker of advanced authentication and fraud prevention solutions for on-premise software and cloud computing. CA Technologies paid200 million in cash. On September 1, VMWare acquired Los Gatos, CA, based TriCipher, a provider of secure access management for cloud-hosted service-as-a-service applications. On September 13, Hewlett-Packard acquired ArcSight, a Cupertino, CA, based global provider of cyber security and compliance solutions that protect organizations from enterprise threats and risks. The price was1.5 billion in stock. On October 4, Raytheon acquired Carlsbad, CA, based Technology Associates, a provider of computing engineering for the U.S. intelligence community. Raytheon said it bought the company to expand its cyber security business. As impressive as this level of activity is, all indications suggest even a bigger spurt of security acquisitions in the months ahead. Driven by unprecedented levels of cash on the corporate balance sheets of major technology corporations and a deep-seated conviction that IT security must chronically be improved, this almost certainly will be one of the next major growth areas for technology spending. “No one argues about whether or not our IT security budget will be up,” a corporate chief security officer recently told me. The only question is up by how much? We can’t afford to be wrong or vulnerable.” Beyond the obvious reason, an acquisition frenzy will be further fueled by an unusually broad set of buyers interested in IT security. In addition to major technology companies, major systems integrators are showing significant interest to better meet the needs of their governmental customers and also to more deeply penetrate the commercial market. These systems integrators include Lockheed, Boeing and General Dynamics. Other major acquirers include telecommunications companies, which want to better secure the data, now all in IP packets, that traverses their networks. They also want to offer customers new data security services. The data and the trends once again confirm that venture-backed innovation remains alive and well, at least in select areas. This is good news for enhanced cyber security, which is essential, and for all other types of venture capital-backed innovation, which is good for the U.S. economy. Robert R. Ackerman, Jr. is the founder and managing director of Allegis Capital (www.allegiscapital.com), a seed and early-stage venture firm headquartered in Palo Alto. Ackerman has worked with more than 50 corporate investment partners over the past 20 years as both a venture capitalist and a startup executive.

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Allot MobileTrends report shows 68% rise in mobile bandwidth use

September 28, 2010

Allot MobileTrends report shows 68% rise in mobile bandwidth use

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Eric Shutt: Google Outlines Mobile Trends at Advertising Week DC’s ADWKDC

September 24, 2010

Google Mobile Ads’ Senior Account Executive Elliott Nix presented Google’s latest findings in mobile search trends this week at Advertising Week DC’s ADWKDC . As the world leader in search display and mobile video, Google was eager to share data on mobile search, location-based marketing, and mobile video — which is promising for both businesses and Google services like Maps, Ads, and YouTube. Google’s latest find is a 500% growth in mobile search from 2008 to 2010. By 2011, smartphone use is projected to surpass that of today’s common feature phone, says Nix. By 2013, Google predicts 50% of all web traffic will be mobile. Nix notes that mobile transactions on PayPal, which is owned by eBay, have increased by 20% in 2010. Today, Google finds the mobile user demographic is about 53% male to 47% female, and watches an average of three and a half hours of mobile video a week. They predict that the web browser will trump mobile apps as the common mobile access point to the Internet. “You can develop for mobile now… or later, and play catch-up,” says Nix. How to Go Mobile : Evaluate your own mobile site. Nix points to brands like Target and FedEx for examples of effective mobile sites — in contrast to the mobile sites for Sarah Palin and Barack Obama — as opportunities to improve the mobile user experience. Plan carefully. “Don’t invest any money in anything until you know what the mobile user experience [you want to create] is,” says Nix. While most Google tools are free, the average budget just to advertise a mobile app was about $10,000 a week in 2009 — “now, it’s ten times that,” says Nix. There are 350,000 other apps out there competing for attention. Keep it simple. “Make the mobile user happy,” Nix says. He suggests paring down a mobile site to three functions or less. What features work best on mobile site homepages? “It comes back to… what is it you want people to do? Build from there, and keep it as simple as possible,” says Nix. Think global, mobilize local. Optimize for fast and easy local access to product or service offers. Nix points to location-based functionality like Google Maps combined with Google Ads to offer mobile users the option to access offers quickly and easily. Google’s Mobile Tools. When it’s time to make the leap to mobile, Nix points to Google Sites’ free mobile landing-page builder, which integrates with Google Maps’ API and Google Analytics, as a good place to start. What’s next? Video. Many people want to know best practices for mobile video. Today, long-form videos like television episodes dominate the mobile video experience, says Nix — but he sees a trend towards shorter, YouTube style video watching as it becomes higher quality and more mobile accessible. As for mobile video ads, seven to 15 seconds is now standard, he says. Visual search. Services like Google Goggles will be key to visual search. Nix contrasts the visual image search style used by services like Google Goggles with QR Codes. The winner is anyone’s guess, but Google must be hopeful that visual image search will dominate. Return On Investment. For businesses, the bottom line is tracking ROI. With nearly free services, data and integration options offered by Google for mobile development, businesses are sure to find utility. From start to finish, Google Search, Maps, Sites, Ads, YouTube, and Analytics make it possible for business to go mobile, and track ROI.

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Tablet PC at Mobile World Congress?

September 20, 2010

Tablet PC at Mobile World Congress?

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Stephen Elop, Microsoft Exec, Replaces Kallasvuo As Nokia CEO

September 10, 2010

HELSINKI — Nokia Corp. is replacing CEO Olli-Pekka Kallasvuo with top Microsoft executive Stephen Elop as the world’s top handset maker aims to regain lost ground in the fiercely competitive smartphone market. Elop, head of Microsoft’s business division, has held top posts at Juniper Networks Inc., Adobe Systems Inc., Macromedia Inc. He takes over Sept. 21, the company said Friday. Analysts welcomed the choice of the 46-year-old Canadian, who has worked closely with Nokia at Microsoft and Macromedia with developing the Symbian software platform for Nokia phones and delivering Flash player memory capabilities on Nokia devices. “On the software side he will be an asset to the company,” said Neil Mawston from Strategy Analytics. “The handset market is computerizing, so having an idea where the mobile handset software is heading in the future will be beneficial.” The company’s share price jumped almost 4 percent to euro8.04 ($10.22)in mid-afternoon trading in Helsinki. With Nokia stock down more than 20 percent this year due to two profit warnings, Nokia veteran Kallasvuo had come under increasing pressure amid speculation he would be ousted. Jorma Ollila, chairman of the board and former CEO credited with developing the Finnish company to an international leader in the mobile sector said Elop has “a strong software background and proven record in change management” to help Nokia meet new challenges. In 2005, Elop became CEO of Macromedia, maker of Flash software, just months before Adobe bought the company. Flash allows people to use their Web browsers to watch Internet video and animation, and the software is now increasingly used on mobile phones. He is a computer engineering and management graduate from McMaster University in Hamilton, Ontario, and also served as a systems executive at Boston Chicken, Inc. “My job is to take this organization though a period of disruption,” Elop told reporters. “Nokia has many great assets in smartphone arena. It’s about the entire experience, it’s about the platform, it’s about the applications, it’s about the services.” Elop said a key focus would be “to ensure and deliver that end-experience, not only what you think of as a device but all of the supporting elements.” The 57-year-old Kallasvuo, who joined the company in 1982, will leave as president and CEO on Sept. 20. He will give up his seat on the board of directors with immediate effect and be replaced by Elop, who heads Microsoft’s business division. Kallasvuo will continue to chair the board of the Nokia Siemens Networks unit in a non-executive capacity, the company said. Elop made a striking difference to Kallasvuo’s stiff press meetings made in halting English. He discussed ice hockey – close to Finnish hearts – and even jested about Finnish licorice candy he didn’t like. “It seems that Nokia is now ready for an international charismatic leader,” said Microsoft Finland CEO Ari Rahkonen. “He is an international leader with broad international networks, a very charismatic performer and very keen on technology.” The appointment would appear to be a logical choice for Nokia,which increasingly has turned to providing more services for handset users such as music and video downloads, navigational maps and games, in a global online market it estimates will reach euro100 billion this year with some 300 million active users by 2011. Also, Elop been an integral part of the growing cooperation between Nokia and Microsoft in recent years. In 2009, Nokia launched its first laptop, a netbook with a 10-inch screen that runs on Microsoft’s Windows 7 software. Previously, access to some of Microsoft’s most popular Web services, like Hotmail and Windows Live Messenger, have been built into Nokia phone models. Although it is still the world leader in handset sales – with a 33 percent market share – Nokia has been slow at detecting the latest trends, like folding clamshell models and touch screen handsets. Markets have for long been expecting something fresh and new from the company that once had the innovative edge in the industry but that has not happened since Kallasvuo took over in 2006. He has also been unable to tackle problems in the North American market, the company’s worst performer, despite a pledge to make it a top priority. Kallasvuo’s departure was hinted at as early as July. When announcing the company’s second-quarter earnings report, he conceded that rumors that he might be replaced were “not good for Nokia, and in one way or other we should be able to solve the problem to end the speculation.” Nokia also has predicted that while global mobile market will grow 10 percent this year its own growth will remain flat and its ailing network sector, Nokia Siemens Networks – a joint venture between Nokia Corp. and Siemens AG of Germany – continues to see revenue fall. Nokia, based in Espoo near Helsinki, employs 130,000 people worldwide. ____ Online: http://www.nokia.com

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BSQUARE Names Former Microsoft and Palm Executive to Lead Product Development

September 1, 2010

John Traynor Brings More Than 20 Years of Software and Mobile Industry Experience to BSQUARE

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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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Brett King: The Shrinking Value of Bank Branches…

August 19, 2010

I don’t know about you, but my time is one of my most valuable assets these days. I work long hours, I travel a lot, when I’m home I am struggling to find quality time (and quantity) with my kids, and I am increasingly trying to eek out a few minutes each day for myself. So anything that adds an additional demand on my time, better be worth it. So when a bank asks me to come down to the branch, or even presumes that I want to visit the branch – the question really is Why would I visit a branch? Read this personal finance ‘forum’ comment from a customer in respect to the branch. This sort of thing is increasingly common these days, and is representative of many customers these days: I’m a full time worker and rarely have the time to get out of the office during the day to eat, let alone do my banking. Last week I finally got my act together and booked an appointment to see my local in branch advisor for an account review – more in their interest than mine I would have thought. Anyway, when I arrived the queues back from the counter seemed endless, not enough staff behind the desk; nothing seemed to be moving AT ALL – and, tear my hair out time – the advisor turned out to be off sick that day!!! Why did no one bother to call me to let me know? No one seemed able to give me an answer. The experience has left me wondering why I bother having a local branch at all. It also made me realise that I’m actually pretty happy doing all my banking online or on the phone. So can someone tell me, WHAT is the need for a ‘local’ bank branch these days exactly? They seem a complete waste of space if you ask me… sezzie33 – MoneySavingExpert.com Forums Deloitte’s Centre for Banking Solutions attempted to answer why customers were less interested in the branch experience in this way… For decades, most people visited the branch for credit approval, to conduct transactions, learn about products and services, and for customer service. However, most credit approval processes moved out of branch networks over a decade ago. Today, many of the core transactions that were once conducted in branches are shifting to electronic forms or are being captured elsewhere. Adapting to a changing environment Evolving Models of Retail Banking Distribution, 2009 So with seemingly a real psychological challenge to why I would invest the time to visit my branch, and with a shift of core transaction types outside of the branch – what is the value of the branch today? The value exchange concept At the heart of marketing and customer theory is a concept of an exchange of value that occurs between two parties, this is compared with the intrinsic value that lies at the heart of a product, service, relationship, etc. In fact, believe it or not Karl Marx was one of the first to recognize this concept in his 1859 Contribution to the critique of Political Economy . It is the exchangeability of ‘value’ that contributes to economic interactions in society. But value has they annoying habit of changing over time. Take two examples of modern businesses whose value exchange has shifted. Pay Phones versus Mobile Phones I was in New York City for the BANK 2.0 launch a couple of weeks ago and I when I was walking the streets I saw something that I can’t recall seeing for, well years actually – a New Yorker using a public phone. Yes…a public phone. They still exist in small numbers in various locations – but the numbers are dwindling. Pay Phones are going the way of the Dodo – are branches next? The reason that Pay Phones are simply not popular anymore is that it is just far too convenient to carry around your mobile phone. Let’s face it. If you meet someone today that doesn’t own a mobile in the western world, it is somewhat anachronistic. So if you are a telephone company, how would you defend the ‘value’ of using a Pay Phone in today’s modern society? It’s tough… there certainly is no value proposition that is unique. In times past you’d say it was about convenience, but with mobile phones you could hardly defend the convenience of Pay Phones. Thus, Pay Phones are already virtually extinct. Blockbuster versus NetFlix If you are a Blockbuster Franchisee right now, you must have a pretty pessimistic view of the world. Blockbuster sprang into existence in the mid-80s to compete with the small mum and pop video stores which were around back then. Today Blockbuster operates about 6,500 video stores, serving more than 87 million customers in the United States, and 25 other countries. The thing is, that today with digital distribution through vehicles like iTunes, Hulu, Amazon, Playstation, Wii, etc and with NetFlix’s approach to both digital distribution and DVD-in-the-post, Blockbuster is in severe trouble. Blockbuster has already closed 1,300 stores last year, and has announced another 545 stores will close this year . However, this is just the start – in the near term physical stores for Blockbuster just don’t make sense. In terms of value – physical brick-and-mortar stores are no longer the mode we’ll get our content. We’re using cable with video-on-demand, and we’re downloading. There is a decreasing legacy business built around physical DVDs and Blue-Ray, but it is just a matter of time before this disappears entirely. In other words, when there is a modality shift like there has been around delivery of movie content – the value of the store in the process evaporates. The value has shifted in respect to branch Metro bank’s recent foray into the UK market has been hailed as the first new High Street bank in 100 years. The bad news is that like Pay Phones and Blockbuster, banks are really struggling to define the ‘value’ in the branch as modality in banking changes. The concept of queuing for even five (5) minutes these days is a negative (David Meister wrote on The Psychology of Waiting Lines also) – the longer the waiting time, the more serious the impact to customer service perceptions. If you don’t believe me – just check out a simple Twitter Search on what people are saying about queuing at banks ( Twitter Search “bank queue” ). In 2006, the European Banking Federation reported that a wait of more than 5 minutes was likely to jeopardize the entire relationship. McKinsey, in a whitepaper of 2007, still believed it was possible to increase value in-branch, by managing the customer experience as a whole. Conclusions… The reality today is that it’s increasingly hard for customers to understand why they should exchange their time for a lengthy, time-costly visit to the branch, when the value returned is poor. Having the ability to cash a cheque, apply for a loan or pay a bill is not a sufficient reason to give up my time at a branch, especially if I have to ‘wait’ in a queue. The reality is, that I can do those same things outside of the branch, which results in a much more efficient value exchange. So if you are in retail distribution for banking today – think about what value you offer. If it is anything I can do from my mobile phone, through the internet, on an ATM or a deposit machine – this has NO value in the branch. What does have value? A human interaction that can’t be replaced through digital channels – a deep advisory, sales engagement, with highly qualified staff (read not tellers ) What are you going to give me for my time? If you think I’m talking trash and the branch has some intrinsic value on its own, you probably are voting for mobile phones to disappear in favor of good old pay phones too…

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HuffPost Innovators Series: SCVNGR, Pinyadda, Visible Vote & More (PHOTOS)

August 10, 2010

In our latest edition of the HuffPost Innovators Series, we’ve gathered some of the hottest companies in the mobile app space and one company that hopes to harness the power of the group in the solar market. To submit an innovative entrepreneur, startup or established company, click “ADD A SLIDE” below and upload a short description and picture of the founder or business leader you’d like to nominate. (Note: Please skip the marketing jargon and keep your descriptions short.) If your story is compelling, a HuffPost staffer will contact you to learn more about your story. (Check out the first , second and third editions of our Innovators series.) Which company is the most innovative? Check them out and vote below:

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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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Spot Mobile International Ltd. Announces Corporate Development and Investor Relations Appointment

August 9, 2010

MIAMI, FL–(Marketwire – August 9, 2010) –  Spot Mobile International Ltd. ( OTCBB : RPID ), a provider of prepaid mobile wireless telephone time services today announced the appointment of Mr. Larry Turel as Vice President, Corporate Development and Investor Relations. Mr. Turel will be responsible for Spot Mobile International’s investor relations and corporate communications initiatives. In this role, he will be charged with conveying the Company’s business and execution plans to the financial community and other constituencies. Mr. Turel has extensive experience in investment banking, sits on advisory boards of private companies in the green energy, biotech, and software sectors and held a similar position with public telecommunications company Yak Communications Inc., before it was sold to private investors. Mr. Turel holds a B.S. degree in Business Administration from Ithaca College.

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Brett King: Online Privacy and Fraud is not that big a deal…eventually

August 5, 2010

I hear a lot of individuals in the financial services space expressing concerns about the risk of conducting business online, the lack of privacy in social media, the issues of identity theft and so forth. I’m not sure what these proponents of the ‘high-risk involvement’ model hope to accomplish, but if they realistically think that flagging concerns about privacy and online fraud will make ANY sort of dent in the progress of digital engagement through online, mobile, or social media – their mental health may need to be assessed. The best they can hope for is increased awareness of the issues. Dealing with the digital landscape as far as payments and identity is inevitable. The issue becomes how to manage your online presence moving forward, and not if you should be conducting commerce digitally or participating in social networks. It’s easier to commit fraud offline While we hear lots about online fraud, the fact is that when it comes to things like credit card fraud, it is still far, far easier to commit fraud when a physical card or physical process is involved. Recently I was in London launching BANK 2.0, and at every restaurant where I presented my card, the waiter would come to the table with a wireless POS terminal to present my card. This is undoubtedly because of the simple risk associated with letting my credit card out of my sight. It takes just seconds to run a card through a mag reader and replicate that card physically. Even with CHIP and PIN, which is common throughout the EU, it would not be that hard to shoulder surf your PIN number if I really wanted to. I used a foreign credit card in the UK, however, so I am not afforded the protection of PIN when I’m visiting the UK. In most instances I was actually asked to show my card to verify the signature, but in reality if someone had duplicated my card, then the signature they’d be using would be one they had created in any case. In the US , there is not even the protection of CHIP and PIN, and the physical processes allow for easy access to copy a credit or debit card. The fact is, the weakest link when it comes to fraud is always the physical medium. Granted, phishing attacks designed to glean your account number and password for Internet banking is today a major issue, but again the weakest link is not the technology but the customer who willing submits his information to a fraudulent site. Many markets have already solved this problem through two-factor authentication (TFA). The markets who have moved slower on this innovation, are obviously now reaping the reward for their lack of innovation. It is, in fact, not that fraud is easier online, it is that card issuers, retailers, banks and regulators simply are not keeping up with the behavioral shift to digital and have not leveraged the quite simple technologies that actually make digital more secure. The US is only now moving to new POS infrastructures around contactless cards, and the fact that the EU still has yet to broadly adopted TFA are just examples of lack of innovation in fraud management. Customers move with innovations in the digital space, banker’s don’t and fraudsters exploit the gaps while they can. Increasing digital interactions are inevitable – deal with it. I find it amusing that those that are strongest in vocalizing the risks in online privacy are often those that in reality have the most to gain. For example, while check (or cheque) fraud is less frequent today, the fact is that the check in itself is an outmoded payment mechanism. It is not an efficient way to pay in almost any measure that makes sense today. Checks are cumbersome to carry, error prone, easily corrupted, costly and are increasingly difficult to handle, especially if you are trying to cash a check issued cross-border for example. I’ve heard bankers argue till they’re blue in the face that checks are here to stay, and yet in the same breath they admit that they don’t know how they are going to continue to afford to process checks and admit data increasingly shows that in developed markets checks are in terminal decline. So why aren’t banks rushing to embrace person-to-person payment capabilities, improving interbank connectivity, and trying to integrate better, simpler security mechanisms into electronic interactions? The only thing I can figure is that there is so much organizational inertia around traditional mechanisms like checks and TT’s that is often just seen as too hard to change. The fact is today that no government, no bank, no threat on the planet, could viably stop the adoption of social media, mobile phones, payment technologies like P2P and other such innovations. It is simply a question of how soon – not if. How digital will be far safer Commercial interactions in the digital realm are instantaneous, completely auditable, measurable and can occur anytime, anywhere without the requirement of any specific physical instrument, except a browser or mobile phone. The fact that I can pay you in real-time, without any special process or instrument is ultimately the big draw-card. So how do we make it safe. Embedding payments into the phone is the first step. The combination of the phone SIM, the ownership of the physical platform (handset) and the payment process will be safer than today’s credit card process. However, the simple incorporation of biometrics, the most promising being fingerprint, voice or facial recognition, will make such transactions magnitudes safer than current physical payment processes, including cash. The likelihood is that Apple, Google or the handset manufacturers will likely be the ones to lead with these technologies, rather than banks working to incorporate such into the platforms. But the patents are already out there, we’re just waiting for the commercialization. Biometrics are the ultimate solution to digital privacy What about privacy? The reality is, I don’t know of one individual who has stopped using Facebook, Twitter, email or their mobile phone as a result of privacy concerns. That doesn’t mean as individuals we should be complacent. The fact is, that we’ll probably end up with two distinct personas when it comes to the digital space. Our public persona , where we accept a compromised privacy level in respect to our personal details (email, profile, date of birth, etc), and A secure persona , which we will protect fiercely because of the financial implications or risk. The biggest risk to our secure persona today is identity theft. Recent twitter hacks, facebook scams, hotmail account takeovers and other examples occur because it is still relatively easy to get someone’s credentials through an App, phishing site, or other such methods. Again, the answer here is that our secure persona needs to be linked to biometrics and not weak mechanisms around an ID and password. I don’t see anyone working on this as yet, but it is the obvious answer and the core technology is pretty much there. We just need one of the big Social Media networks like FB or say Apple with their iPhone/iPad to embed it and it will become ubiquitous fast. But one thing that won’t happen is a mass exodus away from digital innovations through privacy concerns.

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Edward Lee: Copyright Office Rules in Favor of Fair Use and Consumer Freedom

August 3, 2010

It is not everyday that the U.S. government sides with jailbreakers. But, last week, the Librarian of Congress and Copyright Office did just that. Although the “jailbreaking” involved converting one’s iPhone or other mobile device to allow it to run both mobile service and third-party applications of the consumer’s choice, the new law is no less remarkable than a successful escape from a maximum-security prison. The law marks a decisive victory for American consumers and a firm rejection of attempts to use the Digital Millennium Copyright Act (DMCA) to achieve market control that copyright law was never meant to protect. The DMCA was enacted in 1998 at the urging of Hollywood studios and the music industry, which feared piracy of their works on the Internet. The basic theory of the DMCA was simple: copyright holders should get extra legal protection for the technological measures–so called “digital locks”–they use to restrict access to or copying of their copyrighted works. The “anti-circumvention” provision under the DMCA makes it illegal for people to circumvent these digital locks, or to share tools that can be used to unpick the locks protecting copyrighted works. While the theory of the DMCA was justifiable, in practice it hasn’t worked so well. First, in some areas, such as in music, many industry leaders decided on abandoning digital locks altogether. Ironically, it was Apple CEO Steve Jobs who championed the movement to “open” music files in a now famous Feb. 6, 2007 letter titled, ” Thoughts on Music .” The second failing of the DMCA is more worrisome. As critics feared, the DMCA has the potential of undermining people’s ability to engage in legitimate fair use activities. What the Copyright Act permits people to do, the DMCA could just as easily forbid by “locking” them out of lawful activities. Even worse, some companies attempted to use the DMCA as a weapon to seek market power over functional items–such as garage door openers and printer cartridges–that copyright law was never meant to protect. As preposterous as it may sound, companies effectively tried to “copyright” their functional devices and business methods through the backdoor of the DMCA. Luckily, Congress foresaw some of these potential abuses. In enacting the DMCA, Congress set up a rulemaking procedure by which the Librarian of Congress, with consultation with the Register of Copyrights, can create 3-year exemptions to the DMCA anti-circumvention provision. The most recent exemptions , the fourth in the line of rulemakings, are the most significant yet. Two of the six exemptions deal with mobile phones. The Librarian renewed the 2006 exemption that allows people to circumvent encryption on their phones so they can switch to another cellphone service provider–from AT&T to Verizon, to use the Register of Copyrights Marybeth Peters’ specific example. In rejecting Apple’s arguments to use the DMCA to support its exclusive service with AT&T, the Register explained that “mobile phone locks prevent consumers from legally accessing alternative wireless networks with the phone of their choice.” The “jailbreaking” exemption goes even further in protecting consumer choice. It allows people to circumvent the technological measures on their iPhones or other mobile devices, in order to allow the devices to run third-party software applications of the user’s choice–even against the wishes of Apple or the device manufacturer. By using encryption on the iPhone, Apple tries to stop people from running third-party apps that Apple hasn’t approved. However, the Register again rejected Apple’s arguments that the DMCA should be allowed to facilitate Apple’s restrictive efforts. In this case, the argument for fair use in jailbreaking iPhones was “compelling and consistent with congressional interest in interoperability.” For many, it may seem confusing to think of iPhone usage as presenting a copyright issue. After all, people are buying the iPhone to use them, not to pirate their software. So what’s the beef? Well, the beef is really over a business tactic, not the protection of copyrighted works. As the Register of Copyrights noted, “the amount of copyrighted work modified in a typical jailbreaking scenario is fewer than 50 bytes of code out of more than 8 million bytes, or approximately 1/160,000 of the copyrighted work as a whole.” Whether Apple should be allowed to employ restrictive business tactics for its iPhone (or iPad, for that matter) is a much different question than whether Apple should get legal protection under the DMCA for that restrictive end. Put simply, “if Apple sought to restrict the computer programs that could be run on its computers, there would be no basis for copyright law to assist Apple in protecting its restrictive business model.” The other key exemption recognized by the Librarian is a “remix” exemption that expands a prior exemption for circumventing the encryption on movies on DVDs, in order to make a fair use of a film. The new “remix” exemption applies not only to “educational use in the classroom by media studies or film professors,” as was the case under the previous exemption, but now also to documentary filmmaking and noncommercial videos–the latter class popular among “vidders.” The “remix” exemption is limited, though, to “relatively short portions of motion pictures” for use in creating a new work “for purposes of criticism or commentary.” These three DMCA exemptions, which were proposed by the Electronic Frontier Foundation , provide an important reminder: the DMCA was enacted to serve the purposes of copyright law, with all of its checks and balances–and not the other way around.

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Edward Lee: Copyright Office Rules in Favor of Fair Use and Consumer Freedom

August 3, 2010

It is not everyday that the U.S. government sides with jailbreakers. But, last week, the Librarian of Congress and Copyright Office did just that. Although the “jailbreaking” involved converting one’s iPhone or other mobile device to allow it to run both mobile service and third-party applications of the consumer’s choice, the new law is no less remarkable than a successful escape from a maximum-security prison. The law marks a decisive victory for American consumers and a firm rejection of attempts to use the Digital Millennium Copyright Act (DMCA) to achieve market control that copyright law was never meant to protect. The DMCA was enacted in 1998 at the urging of Hollywood studios and the music industry, which feared piracy of their works on the Internet. The basic theory of the DMCA was simple: copyright holders should get extra legal protection for the technological measures–so called “digital locks”–they use to restrict access to or copying of their copyrighted works. The “anti-circumvention” provision under the DMCA makes it illegal for people to circumvent these digital locks, or to share tools that can be used to unpick the locks protecting copyrighted works. While the theory of the DMCA was justifiable, in practice it hasn’t worked so well. First, in some areas, such as in music, many industry leaders decided on abandoning digital locks altogether. Ironically, it was Apple CEO Steve Jobs who championed the movement to “open” music files in a now famous Feb. 6, 2007 letter titled, ” Thoughts on Music .” The second failing of the DMCA is more worrisome. As critics feared, the DMCA has the potential of undermining people’s ability to engage in legitimate fair use activities. What the Copyright Act permits people to do, the DMCA could just as easily forbid by “locking” them out of lawful activities. Even worse, some companies attempted to use the DMCA as a weapon to seek market power over functional items–such as garage door openers and printer cartridges–that copyright law was never meant to protect. As preposterous as it may sound, companies effectively tried to “copyright” their functional devices and business methods through the backdoor of the DMCA. Luckily, Congress foresaw some of these potential abuses. In enacting the DMCA, Congress set up a rulemaking procedure by which the Librarian of Congress, with consultation with the Register of Copyrights, can create 3-year exemptions to the DMCA anti-circumvention provision. The most recent exemptions , the fourth in the line of rulemakings, are the most significant yet. Two of the six exemptions deal with mobile phones. The Librarian renewed the 2006 exemption that allows people to circumvent encryption on their phones so they can switch to another cellphone service provider–from AT&T to Verizon, to use the Register of Copyrights Marybeth Peters’ specific example. In rejecting Apple’s arguments to use the DMCA to support its exclusive service with AT&T, the Register explained that “mobile phone locks prevent consumers from legally accessing alternative wireless networks with the phone of their choice.” The “jailbreaking” exemption goes even further in protecting consumer choice. It allows people to circumvent the technological measures on their iPhones or other mobile devices, in order to allow the devices to run third-party software applications of the user’s choice–even against the wishes of Apple or the device manufacturer. By using encryption on the iPhone, Apple tries to stop people from running third-party apps that Apple hasn’t approved. However, the Register again rejected Apple’s arguments that the DMCA should be allowed to facilitate Apple’s restrictive efforts. In this case, the argument for fair use in jailbreaking iPhones was “compelling and consistent with congressional interest in interoperability.” For many, it may seem confusing to think of iPhone usage as presenting a copyright issue. After all, people are buying the iPhone to use them, not to pirate their software. So what’s the beef? Well, the beef is really over a business tactic, not the protection of copyrighted works. As the Register of Copyrights noted, “the amount of copyrighted work modified in a typical jailbreaking scenario is fewer than 50 bytes of code out of more than 8 million bytes, or approximately 1/160,000 of the copyrighted work as a whole.” Whether Apple should be allowed to employ restrictive business tactics for its iPhone (or iPad, for that matter) is a much different question than whether Apple should get legal protection under the DMCA for that restrictive end. Put simply, “if Apple sought to restrict the computer programs that could be run on its computers, there would be no basis for copyright law to assist Apple in protecting its restrictive business model.” The other key exemption recognized by the Librarian is a “remix” exemption that expands a prior exemption for circumventing the encryption on movies on DVDs, in order to make a fair use of a film. The new “remix” exemption applies not only to “educational use in the classroom by media studies or film professors,” as was the case under the previous exemption, but now also to documentary filmmaking and noncommercial videos–the latter class popular among “vidders.” The “remix” exemption is limited, though, to “relatively short portions of motion pictures” for use in creating a new work “for purposes of criticism or commentary.” These three DMCA exemptions, which were proposed by the Electronic Frontier Foundation , provide an important reminder: the DMCA was enacted to serve the purposes of copyright law, with all of its checks and balances–and not the other way around.

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Jeff Ma: A Christmas Carol – Silicon Valley Style

August 2, 2010

In the last two weeks, my book tour brought me to Microsoft, Google and Facebook. I joked to friends that I was having my Ebenezer Scrooge moment and visiting the Ghost of Technology Past, Present and Future. Appropriately my first visit was to the Future and Facebook. This was my second time speaking at Facebook and as was the case the first time, I spoke to a packed house. The Facebook crowd was alarmingly young. Certainly their reputation is such but seeing is believing and I was at least two standard deviations above the median age. (I’m 37) The most interesting part of my visit to Facebook came when I started to discuss loss aversion in blackjack. Defined as

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Riki Ott: Oilgate! BP and All the President’s Men (Except One) Seek to Contain Truth of Leak in the Gulf (PHOTOS)(VIDEO)

August 2, 2010

Barataria, LA. — Bonnie Schumaker slowed her souped-up Cessna 180 from 130 to 50 knots so I could hold open the window for documentary film producer Bo Bodart to shoot the grim scene below us. The oil-laced air rushed in and stung our throats and eyes. Bay Jimmy on the northeast side of Barataria Bay was full of oil. So was Bay Baptiste, Lake Grande Ecaille, and Billet Bay. Sitting next to me was Mike Roberts , a shrimper with Louisiana Bayoukeepers, who has grown up in this area. His voice crackled over the headset as I strained to hold the window. “I’ve fished in all these waters – everywhere you can see. It’s all oiled. This is the worst I’ve seen. This is a heart-break…” Bay Jimmy, northeast end of Barataria Bay. July 31, 2010. Bo Bodart. We followed thick streamers of black oil and ribbons of rainbow sheen from Bay Baptiste and Bay Jimmy south across Barataria Bay through Four Bayou Pass and into the Gulf of Mexico. The ocean’s smooth surface glinted like molten lead in the late afternoon sun. Oil. As far as we could see: Oil. This was July 31, Day 103 of BP’s disaster and more than two weeks after BP had sealed its broken wellhead that had hemorrhaged oil into the Gulf for nearly three months. BP’s latest pretend is that tropical storm Bonnie washed the oil away – or at least off the surface – so the company is busily laying off response crews and claiming damages were over-exaggerated. Since Day 1, BP has consistently downplayed the size of its gusher and the damage it was causing to wildlife and people. This is what happens when governments leave the spiller in charge of the spill or, in this case, the criminal in charge of the crime scene. Evidence disappears as the criminal seeks to minimize its liability for damages. What should be a war on the spill becomes a war against the truth, the environment, and the injured people. The official story emerging now from BP and most of the president’s men – and now being echoed by some national media – is: the oil is gone; the danger is past and was exaggerated; the dispersants were effective in keeping oil from reaching the shore; the oil that does reach shore is mostly weathered and not toxic; and federal officials have found no unsafe levels of oil in air or water samples and no evidence of illness due to oil or dispersant use. As my father used to say: Good story if true. The official story does not match the reality that I saw from the Cessna or have heard from people I have met during community visits since the well was temporarily sealed – and ever since I first arrived in early May. Public health is a huge concern – and with good reason. BP has created Frankenstein in its Gulf laboratory: an oil-dispersant chemical stew that so far has contaminated over 44,000 square miles of ocean and caused internal bleeding and hemorrhaging in workers and dolphins alike, according to Hugh Kaufman , a senior policy analyst at the EPA, who recently blew the whistle on the industry-government cover up. BP has sprayed dispersants steadily in the Gulf with Coast Guard approval from the beginning – under the sea, on the surface, offshore, near shore, in inland waters, at night, during the day – despite a public uproar to cease and desist. The dispersants used in BP’s draconian experiment contain solvents such as petroleum distillates and 2-butoxyethanol. Solvents dissolve oil, grease, and rubber. Spill responders have told me that the hard rubber impellors in their engines and the soft rubber bushings on their outboard motor pumps are falling apart and need frequent replacement. They say the plastic corks used to float the absorbent booms during skimming operations dissolve after a week of use. They say the hard epoxy resin on and below the waterline of their fiberglass boats is also dissolving and chipping away. Divers have told me that they have had to replace the soft rubber o-rings on their gear after dives in the Gulf and that the oil-chemical stew eats its way into even the Hazmat dive suits. Given this evidence, it should be no surprise that solvents are also notoriously toxic to people, something the medical community has long known. In Generations at Risk, medical doctor Ted Schettler and others warn that solvents can rapidly enter the human body: They evaporate in air and are easily inhaled, they penetrate skin easily, and they cross the placenta into fetuses. For example, 2-butoxyethanol is a human health hazard substance: It is a fetal toxin and it breaks down blood cells, causing blood and kidney disorders. I suspect that the oil-chemical stew is likely the culprit behind the strange rashes reported by people across the Gulf – rashes that break out into deep blisters on legs or repeated peeling on hands. Stories accompany the rashes, stories of handling dead sea turtles, wading or swimming in the Gulf, or washing clothes of spill responders. Medical doctors are diagnosing rashes as staph infections or scabies, but the rashes are not responding to medical treatment as they would if the causation was biological instead of chemical. Blisters and rashes experienced by fisher and Venice, Louisiana, Councilwoman Kindra Arneson are widespread across the Gulf. Rashes are not responding to treatment for staph or scabies. The cause may be chemical, not biological. 2010 Kindra Arneson. Cindy Feinberg and her family visited Ft. Walton, Florida, on vacation in mid June when the “ocean was full of tar” and crews were picking up tar balls on the beach. The day after swimming in the Gulf – people were told it was safe, her palms became fiery red and flaked and peeled repeatedly for several days. Other people have shown me similar rashes that have lingered for months. June 18, 2010. Cindy Feinberg. In Sound Truth and Corporate Myths, I wrote of similar rashes and peeling skin experienced by Exxon Valdez spill responders, especially ones who used dispersants and other chemical solvents. Yet in the Gulf, many doctors are turning a blind eye to chemical causes, because BP insists that solvents “disappear” after only a day or two. Retired toxicologist and forensic chemist John Laseter disagrees. Laseter’s long career includes evaluation of human health effects of some of the largest toxic chemical and petroleum releases into the environment in the United States and Europe. He also founded and ran Accu-Chem, a lab that analyzed blood work for criminal justice cases. Laseter told me that solvents “solubilize” or become soluble in oil and remain a threat for up to two months. He said the oil-solvent mixture sticks on biological tissue – gills of fish, the organic film coating sand grains and raindrops – and can wreak havoc. He told me that the dispersants are “almost certainly” making the oil penetrate more deeply into the skin and could very well be causing the rashes in the Gulf. Other toxicologists confirm that dispersants amount to a “delivery system” for oil: the combination is worse for human and sea life than the oil or dispersant alone. Yet all the president’s men – the Coast Guard, OSHA, NIOSH, FDA, and the EPA (except the EPA whistleblower noted above), in keeping with the cover up, cannot seem to find any unsafe levels of oil or solvents in the air or water. But other people are. For example, about a week after the oil started coming ashore in Alabama, the Mobile television station WKRG took samples of water and sand from Orange Beach, Gulf Shores, Katrina Key, and Dauphin Island. The test was nothing fancy. The on-air reporter simply dipped a jar into the ocean and another into some surf water filling a sand pit dug by a small child. In the samples, oil was not visible in the water or the sand, but the chemist who analyzed them reported astonishingly high levels of oil ranging from 16 to 221 parts per million (ppm). Except for the Dauphin Island sample — that one literally exploded in the lab before testing could be completed. The chemist thought maybe the exploding sample contained methane or 2-butoxyethanol. There is also evidence of dangerous levels of oil in the air. A preliminary study commissioned in mid-July by Guardians of the Gulf, a community-based nonprofit organization in Orange Beach, Alabama, found that nightly air inversions – common in the area during the summer and fall – were trapping pollutants near the ground. Total Volatile Organic Compounds (VOCs) – including the carcinogen benzene, and oil vapors – reached 85 to 108 ppm at 9:00 a.m. but rapidly dropped to zero (or nondetectable) within half an hour as the sun burned through the inversion layer. (For comparison, the federal standard for 15-minute exposure to benzene is 5 ppm.) The EPA did find unsafe levels of VOCs once in early May, but pulled much of its early data, as I reported earlier . Such high levels could explain the bout of respiratory problems, dizziness, nausea, sore throats, headaches, and ear bleeds that I have heard about from residents and health professionals from Houma, Louisiana, to Apalachicola, Florida. Even the oil industry knows that these chemicals are unsafe. As long ago as 1948, the American Petroleum Institute confirmed, “The only absolutely safe concentration for benzene is zero.” When we landed after our 2-hour flight, our pilot told us that she sometimes has to wipe an oily reddish film off the leading edges of her plane’s wings after flying over the Gulf. Hurricane Creekkeeper John Wathem documented similar oily films on planes he chartered for Gulf over-flights. Bonnie doesn’t wear gloves when she wipes her plane. She showed me her hands — red rash, blisters, and peeling palms. If peeling palms are an indication of the oil-solvent stew, the reddish film on Bonnie’s plane and others means that the stew is not only in the Gulf, it is in the rain clouds above the Gulf. And in the middle of hurricane season, this means the oil-solvent mix could rain down anywhere across the Gulf. Why all this pretend in the Gulf by BP and all the president’s men except the EPA whistleblower that oil and dispersants are not toxic? By comparison, last week in Calhoun County, Michigan, an Enbridge pipeline ruptured, spilling at least 19,500 barrels of oil. At least thirty families were temporarily relocated because of the stench and roads and beaches were closed. Health officials have warned people to stay away from the fumes and beaches, and to avoid swimming and fishing near oiled areas. “It’s a very toxic and dangerous environment,” Calhoun County health officer Jim Rutherford said. If spilled oil is “toxic and dangerous” in Michigan, it’s also toxic and dangerous in the Gulf. But in the Gulf, public officials have downplayed the health risk despite hard evidence of an epidemic of chemical illnesses related to, I believe, the oil-chemical stew. The fact that the official story in the Gulf does not match what people are experiencing is more alarming to me than the oil disaster. How can our president hold BP accountable if he accepts – or worse is complicit in – the crime? Correcting the false official story is the first step toward holding the criminal accountable to the law and lore of the land. If the government fails to hold the criminal accountable, as it did during the Exxon Valdez, then the people and environment will bear the costs of this avoidable tragedy. Riki Ott, marine toxicologist and author of Not One Drop: Betrayal and Courage in the Wake of the Exxon Valdez Oil Spil l (Chelsea Green, 2008), is working with Gulf residents and others to design and implement an independent air and water quality sampling program.

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TeleNav Expands Its Leadership Team, Adds a VP of Marketing and a VP of Enterprise Solutions

July 30, 2010

New Executives Bring More Than 40 Years of Combined Experience in Mobile, Automotive and Internet Search Technologies

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Danny Wong: NikeID Makes $100M+: Co-Creation Isn’t Just a Trend

July 20, 2010

The big player in retail, Nike, announced that their NikeID co-creation platform brought in over $100 million in revenue for the fiscal year of 2009. Those types of figures certainly prove that co-creation isn’t merely a trend and that consumers are actually looking to be empowered to become their own designer. More dollars are being spent on customized products, especially with the growing Gen Y mentality where consumers are entitled to something uniquely made and individually tailored for their wants and needs. Co-creation is winning for several reasons: There is greater alignment in consumer demand and retailer supply because co-created products are on-demand and made-to-order, such that consumers get exactly what they want, and only what they want. No more, no less. Design-it-yourself platforms are making it fun and easy to co-create product because of high usability and rich product visualization. Co-creation companies are mostly e-commerce, and the flexibility of the web allows businesses to better iterate to provide a more engaging shopping experience as well as increase their sales funnel. Co-creation resolves the inefficiencies of mass-production . This goes back to the alignment of consumer demand and retailer supply because the retailers spend more time actually working with consumers to fulfill demand rather than predicting what consumers may demand and then mass producing that. Dave Sloan of Treehouse Logic has some interesting thoughts on the future of co-creation : More co-creation platforms will emerge and the functionality as well as the richness of the configurators and visualizations with dramatically improve. They might even make their way to Facebook pages as another engagement channel As mobile continues to explode, co-creation will move with it . Apps, apps and more apps will arrive at the mobile scene so you can co-create your product on-the-run Game mechanics will be infused into the co-creation process to make the whole shopping experience and sharing experience more exciting. To be honest, I hate game mechanics because many people do it very poorly. I would be excited to see any co-creation company successfully including game mechanics into their co-creation process though Danny Wong is the co-founder of co-creation startup, Blank Label, which specializing in men’s dress shirts and slim fit dress shirts that you design yourself. Image Source

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