Saturday, March 31, 2007
Interesting article from the NYTimes (.com of course) about new technology that lets people take pictures of bar codes with their cellphones and then receive corresponding information on their cell phones.
Interesting idea... if you are remotely curious you will decode, unless you speak bar code because you will probably be curious to know what this sign means... unless you are a robot, then you would know it is just a link to web page for new AI drivers.
Enjoy 0010101101 !
Wednesday, March 28, 2007
Besides the high demand for mobile entertainment and the large user base of mobile service companies, there are many business models for mobile service companies if they provide entertainment content. They can charge users subscription fees for the service or they can provide free entertainment service but gain revenue through advertisement.
I guess the future cell phone will be a mini laptop. It will beat iPod and portable game device, and become the most popular mobile entertainment device. The mobile service companies will finally benefit from providing entertainment services.
Tuesday, March 27, 2007
I might be wrong, because there are some not-so-valuable products that still can stay in the market. For example, even a jar can be easily opened with some little help of a spoon, the jar opener still can be sold for about 60 bucks. Maybe its cool design makes it a good decoration in kitchen.
I think of Adobe's PDF example for this situation. I believe network provider such as 'youtube' should start charging the uploaders per transaction/length of media.
It's the uploaders who are much more motivated to use the service in order to get their ideas across or gain personal recognition. Motivated individuals would be willing to pay small fee for spreading their presence on the web. This will also control the credibility of contents, as people wouldn't pay money to create practical jokes or useless content.
Content provider can also use the service by uploading their content on the network. Using streaming media method, they could still air the content with advertisements in them. Whoever wishing to upload the same content without advertisements will have to pay as much money as the commercial content providers (long length of media). This will mitigate incentives to upload illegal content.
Gerd Leonhard Music & Media Futurist on 'Media goes PULL'
Local artists who do not have access to the massive media budgets provided by record companies will be huge winners thanks to online distribution. For example a band in
By making use of viral marketing techniques small time players can market themselves effectively at virtually no cost. Email forwarding campaigns combined with postings on sites like MySpace and YouTube allow individuals to promote their content free of charge.
The barriers to entry created by marketing and branding efforts as well as access to traditional distribution channels have been significantly diminished by the introduction of online distribution.
For example I highly reccommend the Mario Brothers Theme Song by a band called 4" Stud. It's on iTunes.
Loser: Original players in the middle of the value chain (i.e. retail stores)
Business Model: Apple's iTunes + iPhone (iPod) + Apple TV
Every big firm is trying to be the only player in the living room - like other gaming, cable services provider, and etc., Apple is having more edge on the stage. Along the success of the iPod, Apple has been making some innovation into the living room, like Airport Express, the light, portable wireless station can play music remotely from your iTunes. All previous attempts will go to the final business model - Apple's iTunes + iPhone (iPod) + Apple TV
Of course, PS3 from Sony, Xbox 360 from Microsoft, and other players such as Comcast, Tivo, and etc. will still be its iPod user into the field and locked people in the business.
i think consumers will win in the end, due to more sophisticated, relevant ads presented to them in a variety of formats. The pressure to present to these customers while avoiding harassing them will foster new innovation in ways in which ads are created and distributed. It will be sort of a sub-liminal (but not really) advertising campaign.
The losers will be any advertising agency that is mainly in paper ads and not connected to the software technology. While TV will still be a medium for years to come as well as paper, to truly leverage the advertising campaigns of the future companies will have to have cheaper, reliable resources to distribute their campaigns along traditional and Non-traditional mediums.
Business model is either going to be PPM or PPA, i go towards PPM (impression) because advertising is meant to buy, but most meant to inform and to base your costs only on when people buy is risky for a lot of companies
Farecaster will encourage even steeper competition in a field where players go bankrupt every 5 years. Streaming movies will remove the need for NetFlix, Blockbuster, or the corner video store (and the employees within). Music sharing will destroy big execs, hair bands, and Ferrari dealerships.
All of this is fine by me, I don't work in any of those industries, and I like free music more than most. I worked at Blockbuster when I was 17 and I hated it, so I am glad to see them go down the tubes.
However, when all market inefficiencies are removed, jobs will go with them. As more jobs become virtual, they will travel to the lowest cost locations. Today it is hard to outsource a consultant, but with cheap video streaming, LCD TVs, and people comfortable with the idea of remote commuting, outsourcing a consultant (or any MBA level job) will be very easy too. Then we will all have something to worry about. I have seen many times how Web technologies can make life faster, easier (for some), and remove mark-up, but I have yet to see how many of these can sustainably make money and consistently add value to their shareholders.
My best guess:
Winners: Google & Apple. They both understand the customer's need for convenience (search), that the true value lies in the content (aka data), and they currently have the innovative culture & resources to deliver cutting-edge solutions. Also key: they do not need to protect the old model's revenue stream since they were not a part of the old model.
Losers: The record labels. Web 2.0 provides validity through an emergence rather than design. The core value proposition for record labels was to provide the filter that web 2.0 no longer requires.
Business Model: Customers pay either per download or on a subscription system. A royalty is paid for each download to the content author and advertisements will supplement.
Of the four, I think Apple will come out the best. The market power they gained with the iPod has given them so much cache among consumers that everything they now release (iPhone, Apple TV) turns into instant gold. It will be nearly impossible for anyone else to pry them from atop the gold medal platform. Their only weakness would be a colossal failure in one of their hyped devices (the iPhone, perhaps) that may signal a chink in their design armor and send consumers looking in other directions.
Winners will capitalize on emerging online user communities and inter-connectivity between traditional media outlets to become the one-stop shopping for consumers of information. Many companies and organizations are jockeying to become this dominant player, including Microsoft, Apple, AOL, Yahoo and Google, or it could be a still unknown start-up with a revolutionary technology.
However, the company CURRENTLY (and I capitalize this because it could change at any moment) best positioned to become this leader is Google. With it's ever-growing user community, especially outside the US, and innovative connectivity with traditional media outlets, Google is currently edging out its competitors to become the dominant filter of information in the world.
As for who loses, traditional media outlets such as newspapers and magazines, are on the downside. Declining market share, sliding profits, shrinking subscriber bases are all symptoms a business model that no longer attracts the advertising dollars that it used to.
Efficient use of advertising dollars, which is a core element of the dominant business model in this space, will dicate whether a media and entertainment business model or company lives or dies. Advertisers have voted, and Google is the winner.
At this point in time, the infrastructure for efficient and reliable transfer of media has not been established. While the components that create the infrastructure are becoming standardized and commoditized, the actual setup and implementation has not. This allows service providers to capitalize on providing higher bandwidth to customers that enables them to utilize media served by content providers. Similarly, storage and control systems (such as digital rights management) have not yet been standardized.
Once these key pieces have been standardized and margins in these markets are harder to come by, the real winners will be the content owners, as they are the only ones who are able to provide true value added services. Although individuals will be able to easily provide great content in the future, they will never be able to provide a $50 million movie, which will allow the corporations to remain competitive.
While the content is created out of house for the carriers, it will be the mobile carriers ability to charge and bill at mere fractions of normal charges that places them in an advantageous position.
The US will most likely follow the emerging patterns of Japan and Korea, and the phone in your pocket will become much more than simply a talking device.
See DoCoMo and the iMode scenarios.
On demand streaming media placates the content owners who are concerned about piracy while giving users what they want when they want it.
Netflix is a first mover in this direction and will offer a subset of its catalog to all of its subscribers by July 2007. Apple and other big players will likely need to follow suit.
The major issue to overcome is depth of catalog offered and the quality of the content as its delivered.
TiVo is currently in a strategic market position where they can leverage countless synergies in congruence with their core competencies aligned with the opportunities of tomorrow's business world.
In other words, if they make the right moves, they can be the gateway for a large amount of on demand media content, acting as the portal in the home through which a substantial amount of digital information will pass though. Kapow!
Why: Although Apple is not a content provider in media and entertainment industry, it has a strong presence and influence in related technology. It's iPod and iTunes are so successful and the network effect makes it so powerful in the music industry. There are also a lot of applications used for possessing multimedia data on its Mac OS. It's control on the technology using in the media and entertainment industry will definitely give the company competitive advantages over other players.
Then we need to look at the current players to see which one can provide the reliable and cost efficient environment for the people to do the experiments. That's what I can have within ten minutes....
2) Creating fake files
But none of these methods are sustainable. People will find ways to get around technical solutions, and serious prosecution is not realistic. If they do not embrace this irreversible trend and determine a way to fit within the new value chain, they will be eliminated.
This trend is moving into other forms of content distribution as well (movies, video games, TV, etc). Members of the traditional value chains for these industries must learn form the mistakes of the music industry or else risk being marginalized as well.
The mashup trend should benefit companies that offer physical product or "real" services a new channel to promote their products and service their customers. The ability to provide customized products and services with lower cost of revenue would allow firms to capture higher margin and be more profitable.
With the advent of high speed internet access reaching a large percentage of homes wirelessly, cable will have no distinct advantage over their competition. Other layers of the media and entertainment "stack" will move quickly to disintermediate cable companies by offering subscription packages that specialize in digital downloading and VoIP.
Oh, and naturally, there'll be a mobile version.
Interesting advertising campaigns already launched include:
- ONLINE: Fox / American Express - exclusive online "Sneak Peek" for Amex cardholders only - it's been done for Prison Break, Lost, 24, etc.
- MOBILE: Fox / Sprint - exclusive '24' in phone "Sneak Peeks" for Spring phone holders only
- DVD TV: NBC / Netflix - Netflix's subscribers are getting advanced looks at premiere episodes and season recaps of NBC's series
Monday, March 26, 2007
Thursday, March 22, 2007
Note: You'll have to "click" on the images to see them better...
The following is from HP's announcement:
"HP plans to leverage Tabblo’s technologies to make printing from the web easier and more convenient than it is today. Tabblo’s technology allows people to simply and efficiently arrange and print text, graphics and photos from the web. This is made possible by Tabblo’s custom template engine, using an AJAX-enriched interface.
HP plans to make this simple-to-use web-printing experience broadly available to people by working with other companies to integrate the technology into their websites. Together, HP and its partner companies will provide customers with a vastly improved web-based printing experience to meet the ever-growing need for simplified Internet-based printing.
“HP’s goal is to make printing content from the web the easiest and best experience possible for people – whether they are printing a simple map or a book of their favorite blogs,” said Vyomesh Joshi, executive vice president, Imaging and Printing Group, HP. “By acquiring Tabblo’s technology and making it available to companies that host popular websites, HP will be firmly on the path to becoming the print engine of the web.”
Another move in the continuing saga of transformations underway and search for robust business models and steady cashflow in photography!
Check out the link for more details.
Let me digress. Google just completed the acquisition of a company called AdScape. Why is this interesting? Adscape is a company that serves dynamic ads to people playing video games.
You thought by plugging into the xbox you were getting away from real life? Hardly. With connectivity in these things, you might as well be trolling the net. Now, the king of online advertising has a whole new way of connecting/reaching/harassing you (playing devils advocate) especially if you believe the theory that the high tech consoles are moving out of the bedrooms and are becoming focal points in an households family room.
Take the uptake of Linden Labs' 2nd Life, and the way that companies are advertising there and you can see how it might be theoretically that a company spends most of its money advertising in games. How strange would that be if one company abandoned traditional outlets and decided that video games were the key to success. (Can someone please call my mom and explain how i didnt waste my youth)
Do you think Madison avenue can handle this? Or will there be a continuance of new advertising companies and models which will rule the future.
Just a thought
Does technology dictate how business is currently done or is it the business that decides what tools are best for it?
“A survey released from Forrester Research Inc. this week said that 106 of 119 CIOs from companies with more than 500 employees are comfortably riding the Web 2.0 bandwagon… What’s surprising is that they say they’re doing it because they are afraid of losing market share otherwise…For those with 5,000 or more employees competitive pressure was cited 74 per cent of the time as a driver for adopting Web 2.0, compared with 46 per cent of the time for companies with less than 5,000 employees. This suggests that the Fortune 500 are particularly concerned about keeping up with each other”
It seems to me that companies are sometimes using those tools not because of real necessity but because they are afraid not to keep up with the competition. The fact that those tools exists does not mean that a company must use them.
Does technology dictate how business is currently done or is it the business that decides what tools are best for it?
Following this trend I see 2 points for the future. First is ways to control devices with less effort such as being able to text without looking at the keys. More devices can be controlled by voice or eye motion to be hands free. Second is the ability to consume visual media without having to focus your attention on a screen such as with a HUD or projection would facilitate multitasking. (can you drive while semi-transparent images are projected on your windshield?)
We are in the digital media era. The telecommunication, media, and entertainment industry is in the transition from traditional products/channels to the next generation services.
From the movie “Lord of the Ring”, “Harry Potter”...the movie industry relies heavily on the special effects. Thus, it becomes critical for these companies to reduce cost and increase the efficiency managing the ever-growing library. This is an opportunity for data management providers, such as IBM, to provide proper solutions to their customers in this industry.
Wednesday, March 21, 2007
OfCom, Britain's independent regulator, ensures that on-air television programming remains free of ideology. But because the Internet isn't regulated, networks like 18 Doughty Street freely stream their politically charged programming content with no censure from OfCom. And because "Doughty" is a true journalistic organization, you don't get the Fox news type partisan bullshit - just plain old on-your-face politically incorrect honest journalism.
Welcome to new age media. Long live free thought.
In addition, as we learned in the earlier classes, although Microsoft only monopolies the operating system market, it actually controls or influences the entire IT industry through partnership with other big players. It is not a surprise that Microsoft will indirectly play an important role in the media landscape through partnership.
This system is different from and maybe a bit cooler than conventional GPS because it allows object field tracking - meaning that it will allow tracking of not only a racers position on the race course but also the relative position of one racer to another. Another difference is that traditional GPS can track relative positioning to about 65 feet whereas this device can track a rider's position to about 10. Another fancy addition that CSC has made is to allow the race fans to access customized maps of the race via our friends at Google Earth.
More details can be found here
How this impacts media: As people become busier and as podcasts become a more prevalent source of people's news, consuming this media while multi-tasking will become ever more prevalent and necessary in our daily lives. This product also allows the Nano to become a smarter device. Currently the product is only communicating with the shoes, but with the creation of the iPhone, a future product that utilizes GPS mapping and logging to record routes or help the user navigate a pre-planned route are plausible product extensions. In this future, live broadcast or selected news feeds that are selectable on the go will help athletes stay connected during their morning jog.
The main idea behind Semantic web is that not only would things be tagged on the internet, but the tags will be related to each other in an ontology. I believe the Pandora website uses this kind of technology.
The idea of giving machines more intelligence through linked or associated tags is a very powerful one. Imagine adding such tags to IPTV video content, and having a machine with the ability to analyze what you are watching and suggest new content or even make decisions about how a story might evolve for a particular viewer. If IPTV content was codified in such a way, imagine what this could mean for a provider trying to segment viewers for targeted advertising. This would allow for segmenting on viewing behavior that has channel changes every five minutes...segmenting on the "ideas" that a viewer prefers rather than merely the programs the viewer prefers!
Anyway, since we're talking about Web 2.0 let's bring "3.0?" into the discussion!
Critics argue that Semantic Web requires too much metadata and is too complex. However, a few metadata links in the right places could revolutionize industries.
Here is a link that talks more about Pandora:
Here is another link with FAQs about Semantic Web:
Here is the source of another recent article about Semantic Web:
An excellent article on Semantic Web can also be found in the March/April 2007 edition of MIT technology review. The article is called "A Smarter Web" by John Borland.
With over 120 million MP3 players and 200 Million MP3-compatible phones out there in at the end of 2006, it's no wonder that magazines, newspapers, non-profits, cable networks, small and large businesses alike, are all using podcasts to get the "just-in-time" message across to their customers! Consultants use podcasts to advertise their services, authors broadcast their latest edition over iTunes, and Universities give virtual tours of their campuses.
Podcast Alley, one of the largest podcast websites on the net, has over 25,000 podcasts totalling more than 1,000,000 epidsodes!! This is compared to a mere 1,000 in 2004. According to Steve Rucinksi, author of "Small Business Trends in 2007", 12% of internet users have downloaded a podcast in 2006 versus 7% a year earlier. This equates to an astonishing 17.6 Million people.
Tools used to record and produce podcasts are developing faster everyday. Apple's iPod has a microphone that can be attached to the iPod itself and used to record podcasts with excellent quality. In addition podcast directories continue to get larger and larger. Finally, user engagement with podcast directories is becoming more refined as rating systems and other recommendation systems make it easier for users to find the exact content they want.
Forrester Research is predicts the number of households using podcasts will grow from 700,000 to 12.3 million over the next four years in the United States alone. This growth is indicative of a new way to reach consumers and a real business opportunity for traditional media outlets.
Could this be a more cost-effective way to reach voters. Are voters visiting the YouTube website? I vote and I look at videos on YouTube. If people look at campaign ads on You Tube and then e-mail them to their friends, the effect is immediate and viral.
This new platform for political promotion could act in concert with TV (at significantly less cost) or it could begin to replace traditional television campaigns. Candidates that cannot afford expensive TV campaigns could offer their message across a platform like YouTube.
Could YouTube be the future battleground of mainstream campaigning?
Take a look at the video below. It is obviously of a professional quality.
A huge battle raging between the old telecom companies and cable companies. In an effort to lock in customers, they are offering triple plays - IP voice, data and video delivery.
While Telecom companies have an edge by owning the infrastructure, they are regulated to sell to the cable companies. Cable companies, on the other hand, are both content owners as well as providers of the service, giving them the edge. But companies like AT&T and Verizon won't just lie down.
What does this mean for the changing landscape?
"A bundled consumer services offering that includes television over IP (TVoIP) has emerged as the leading application that tips the balance in favor of migration to IP (for carriers). Carriers can start by offering one service and then increase their revenue stream by adding other services incrementally. A first step might be to offer IP data at $30 a month, then add voice for another $20, and finally TVoIP for $40." Michael Khalilian and Farshid Mohammadi
In the future, all media for the home, online books to video games, to your favorite Thursday night sitcom will be packaged for you through streaming fiber direct to your home. Benefits seem clear, but will there be a segregation of content? If I choose Verizon, will i not get certain sports shows? or certain channels?
Already available to some users (myself included), Netflix's streaming movie service will be fully available to all by July 2007. Users essentially will get one hour of viewing time for each $1 of their monthly subscription fee. Initially only 1,000 titles will be available out of a possible 70,000 on DVD, but the number is the same Netflix launched their service with in 1999 and will increase over time as both consumer demand and capacity to deliver the streams ramps up.
Why is the availability of streaming video important?
The long awaited dream of true video-on-demand is finally here. Streaming video is not a new technology, but the pipes to deliver the content to a critical mass of users and the ability to render the streams on the desktop had to evolve to the point where they are today. Both the Bandwidth Law and Moore's Law certainly applied in shaping the timing and availability of Netflix's first-to-market offering of on-demand commercial content from major studios.
How will Netflix's offering transform the media landscape?
Streaming video satisfies both movie watchers who want the gratification of instant movie watching rather than lengthy 1+ hour download times and content owners who are concerned that downloaded content will be unlawfully shared.
It may also change the way we watch movies by providing the ability to easily start, stop, and switch movies.
Per CEO Reed Hastings, Netflix intends to put movies on "every Internet-connected screen, from cell phones to PCs to plasma screens." Their new service offering is the first step and raises the bar for other heavyweights like Apple and Blockbuster who inevitably must follow suit in order to compete.
Will this technology compete with cell phones? As cell phones become more and more international with interchangeable chips on the same platform, the cell phone is a convenient international calling option. Calling using VOIP is, however, the most affordable option for international calling and broadband connection is increasingly easy to find in many places.
Perhaps this technology is more applicable to the international traveler as cell phone plans have generally encompassed all U.S. calling areas and offered sufficient minutes to meet the needs of most consumers. Regardless, this is an interesting technology that makes it easier to travel with your calling plan, especially when traveling outside the U.S.
For more, http://www.vonage.com/features.php?feature=traveling
- Macromedia Breeze 5
- Meet, present, and train online, live, and on-demand
- Adobe Central Pro Output Server
Merge templates with enterprise data to deliver personalized print, fax, e-mail, web, or PDF documents
- Macromedia ColdFusion® MX 7
Accelerate the development and deployment of web applications
- Adobe Connect
- Comprehensive web communications solutions for the enterprise
- Adobe Contribute Publishing Server
- Manage website content and control user access rights with a flexible, scalable server
- Macromedia Flash Media Server 2.0
- Speed development and deployment of rich Flash content
- Macromedia Flash Remoting MX
- Deliver data-driven Flash content
- Adobe Flex™ 2
- The most complete, powerful application development solution for creating and delivering cross-platform rich Internet applications within the enterprise and across the web
- Adobe FrameMaker Server 7.2
- Integration with server-based applications
- Adobe Graphics Server
- Deliver dynamic, data-driven images to any audience
- Macromedia JRun™ 4
- Speed the delivery of J2EE applications with an affordable and reliable server
- Adobe LiveCycle® products
- From electronic forms to personalized document generation and delivery, Adobe LiveCycle products extend and accelerate core business processes
- Adobe Output Designer
- Design professional-looking documents quickly working in conjunction with Adobe Central Pro Output Server and Output Paks
- Adobe Output Manager
- Maximize print job throughput working in conjunction with Adobe Central Pro Output Server
- Adobe Output Pak for mySAP.com®
- Extend your investment in SAP with sophisticated document generation
- Adobe Web Output Pak
- Merge templates with enterprise data to present dynamically generated PDF documents in a web browser
That’s all great stuff but these days it seems you need an engineering degree to hook it all up. Industry leaders talk of the “last mile” being the limiting factor to delivering internet powered media to the average home user. But I say it’s really the “last ten feet” that are the real challenge. If you want to connect the typical television to the typical desktop PC you’ll need a few things. First you need a video card that can convert the VGA signal to a composite video signal that the TV can understand. Next you need to run cables to your TV for both the video and the audio from the PC. You’ll probably need adapters to connect to the audio-output jack on the back of the PC. Then there’s the dreaded “hum” noise and other sources of interference from flouresent lighting. Next you need to...
OK, so at this point you get the picture – it’s a pain in the ass. My parents still can’t program their VCR, so this will never go main stream. Linksys, Microsoft and Apple (to name a few) have attempted to develop their own set top boxes that interface the TV to the PC but if you’ve followed these products you’ll see hardware that has failed to meet acceptable performance levels and still is difficult to use. You still have to deal with all the cables and adapters. Then there’s the software you need to run on your PC – let’s just say it’s lacking.
If there’s one thing we’ve learned in the consumer electronics world it’s that we can get a pretty good idea of what the future will hold by looking at what the Japanese are up to. Matsushita, Sony, Toshiba, Sharp and Hitachi have joined forces and created a joint venture called TV Portal Service Corp. The firm will run a portal for broadband connected TV sets, called acTVila, that will offer video-on-demand, payment processing, and a variety of other media related offerings. The platform also includes and integrated digital rights management scheme that enables users to move content around on their various devices. What makes it all so simple is that these TV’s have built in networking hardware. You simply connect your TV to your broadband connection and now it’s on the internet too. They also have built in capabilities for integrating with your home network.
When you go to the website, you enter the name of a song/artist that you like and a playlist is generated based on the musical characteristics of your selection. As you listen to the recommendations, you give the music a 'thumbs up' or 'thumbs down'. As users rate the songs, Pandora can incorpate the opinions in future recommendations. This appears to be a much more intuitive method for finding new music, as current music genres are extremely broad and not always helpful.
With the rise of digital music, I can definitely see a company in the portable music device arena acquiring Pandora in the near future and incorporating the service in the next generation of devices.
Moore's Law hits physics in memory chips
Slingbox will take the concept to the next level, pairing the time-shifting of the home PVR with an appliance to place-shift the stored content. Once the idea of place-shifting reaches a critical demand among consumers, wholesale industry change must occur to compensate.
An article in WSJ (currently available only to pay subscribers, so i won't bother to link) mentioned that television protects its revenues through a mire of geographical and other types of fences. For example, cable companies rely on the revenues of selling their product to every node on their network. But, what happens if one node buys the service and self-broadcasts to other nodes? (ex- students watch cable in their dorm room from their parent's home or families watch their home television from their vacation home.)
Conceivably, Comcast will be providing the internet bandwidth which is reused to rebroadcast its own pay television content by Slingbox owners.
In the future, I think that Cisco will play an increasingly important role in transforming the media landscape because as there is a shift toward user created content, they are positioned uniquely to shift from their role as leading business provider to a facilitator of personal content solutions. They already have a market leading foot in the door in data transmission hardware and they seem to be creeping more and more toward content creation hardware. If users learn how to create media in the workplace, maybe this will lead to a spillover into the personal market.
We see more and more videos online either replacing or supplementing written content, whether in the form of news, entertainment, etc. I think that this company/website helps to centralize videos onto one site that, in my opinion, is the anti-YouTube. Users are able to search up any news topics and find all related videos from all of the major television networks or from independent news agencies that have provided video content. For example, I missed news on the Airbus A380 landing in the US and so I wanted to watch the landing versus reading about it in an article. Therefore, I simply searched "Airbus A380" and was able to watch the news reports from NBC's Today Show, CNN, and a slew of others. AOL has gotten rights to transmit content from all of the major television and news networks, which is very beneficial in providing a one stop shop for this time of media content. I recall looking up a Comedy Central piece from the Chapelle show on YouTube but it was removed since the user who uploaded the video did not have rights to broadcast that clip. I think AOL's model alleviates this problem and provides higher quality content. YouTube has its niche and AOL can do well with this type of site, as it also provides content to purchase (TV Shows for $1.99 - for the anti-iTunes crowd).
I also wanted to reinforce that I think that by having to blog these entries, we ARE providing a means for everyone to see and utilize the information but we are also creating a blog with information overload. With so many posts, I highly doubt many people will even see or read all of this post. Isn't that negating the effect or value this blog adds? If you do read this entry, please do comment so I can be proven wrong. Thanks!
Therefore, while our European counterparts take their mandated 5 weeks vacation + holidays at entry levels positions, we want to maximize our entertainment experience when we can, on our terms, without distraction or limitations. Being freed of temporal constraints by services and devices such as TiVo, Video on Demand, Integrated DVRs, etc. has already added a lot of value to the traditional TV viewing experience. Applying the same concept we have from a professional standpoint (having our people be on-demand), applying the same concept across entertainment will undoubtedly be welcomed, in turn reducing risk of burn-out, allowing corporations to expect even more. Everyone wins.
Wikipatterns. This site dicsuuses some of the ways to spur adoption of wikis in enterprises.
using Wiki in Education. An interesting blog.
Google Pay-per-action: Pay only for actions that you define.
So, it is not about click through but specific actions such as signing up newsletters or purchasing a product. the three simple steps are:
1. Create ads, define actions and track conversations
2. Publishers display your ads
3. You pay for completed actions.
One more attempt by Google to redefine the value of on-line advertising.
Tuesday, March 20, 2007
Millions of people are flocking to inhabit virtual online worlds, says research by analysts Screen Digest.
The market for massively multiplayer online games (MMOGs) in the West is now worth more than $1bn (£511m)
Revenues from subscriptions to MMOGs will hit $1.5bn by 2011, he said... More than 10 million people will subscribe to MMOGs by 2011, and many millions more will play online games driven by other payment schemes, such as advertising and virtual purchases, the report predicted.
New MMOG genres were emerging, including:
Beyond this article:
It is important to note that virtual worlds such as Second Life are mimicking real life. People are spending real dollars to advertise and buy virtual real estate in growing numbers.
Politicians are campaigning with Second Life. MLB has advertised the home run derby within Second Life. There have even been terrorist attacks within the virtual world. The list goes on...
Virtual worlds are changing the way we interact with media and they create an entirely new platform for advertising. We have already seen companies begin to advertise within video games, and now we see it in multiple forms (audio, video, and on billboards) within these virtual worlds. This will impact television, advertising, politics, etc. There is no place that is beyond reach for these virtual worlds and their real life economies.
Monday, March 19, 2007
Adobe strikes back with a revolutionary software that
has significant impact on online marketing.
"WOW" - Chris Somebody
What a waste. Three letters that add no value whatsoever to anything for me or anyone else in the world with the exception of perhaps Chris Somebody who wasted the time writing this profound sequence of letters.
There were many of these reader comments at the bottom, the overwhelming majority of which were probably just as insightful with Chris' comment.
To be honest, I am confident that a majority of the class feels the same about this very post. If blogging were not tied to class participation all of this would have never been written. Would anyone really blog? I am still amazed at the enthusiasm surrounding Blogging. There is nothing special about it, users generate the content, and therefore can shape a blog to be whatever the majority wants it to be, a glorified web1.0 message board, a way to feel important, or to vent frustrations into cyberspace. Either way, we use ~3% of our brains (read it in a blog), equivalent to the proportion of valuable information we project on a daily basis. Enjoy.
Sunday, March 18, 2007
1. Blog intelligently. Think about your post for a day before you hit publish. Do research--do primary research in the real work. Write something with insight, and include links to other folks ideas.
2. Go to 2-3 events or conferences a week.
3. Get a great domain name that is easy to remember and spell (i.e. buzzmachine.com).
4. Go to TechMeme and write an insightful piece daily about one of the top stories.
5. Start emailing other bloggers with feedback on their stories. (don't beg for links)
6. Be smart.
7. Don't be an idiot.
Rex Hammock from the www.sfgate.com blog counterpoints this pretty well. Interesting insight on content and quality. Successful bloggers don't focus primarily on technology, but incorporate it into more entertaining formats relating to a wide variety of blog information (i.e. day-to-day, travel etc...).
Saturday, March 17, 2007
Friday, March 16, 2007
Thursday, March 15, 2007
Thursday, March 8, 2007
It raises interesting questions such as:
1. Will Google make this functionality available to other car manufacturers?
2. What should GM OnStar do?
3. Does this have any effect on Microsoft-Ford Sync?
4. ipod integration in cars has taken off recently. What should Apple do to integrate iphone into cars?
5. What will Yahoo and Mapquest do to respond?
- Individual production and user generated content
- Harnessing the power of the crowd.
- Data on an epic scale
- Architecture of participation
- Network effects, power laws, and the Long Tail
Wednesday, March 7, 2007
The Web 2.0 Journal is more focusing on AJAX and SOA (Service Oriented Architecture), both are more in the developer and corporate's perspectives.
More information about AJAX and SOA:
AJAX at Wiki
SOA at Wiki
Cost Benefit Systems. This organization is offering a web-based solution to a problem that has been difficult for social service and other organizations - measuring the Triple Bottom Line of financial, social, and environmental impact. It is offers the ability to quanitfy multiple areas of impact to customers using a subscription-based revenue model with different levels of administration and customization.
Who said do-gooders couldn't be techy?
Tuesday, March 6, 2007
March 3, 2007
Social Networking’s Next Phase
By BRAD STONE
SAN FRANCISCO, March 2 — Next week Cisco Systems, a Silicon Valley heavyweight, plans to announce one of its most unusual deals: it is buying the technology assets of Tribe.net, a mostly forgotten social networking site, according to people close to the companies’ discussions.
It is a curious pairing. Cisco, with 55,000 employees, makes networking equipment for telecommunications providers and other big companies. Tribe.net, run by a company with eight employees, has been trampled by newer social sites like MySpace and Facebook.
But along with the recent purchase of a social network design firm, Five Across, the deal will give Cisco the technology to help large corporate clients create services resembling MySpace or YouTube to bring their customers together online. And that ambition highlights a significant shift in the way companies and entrepreneurs are thinking about social networks.
They look at MySpace and Facebook, with their tens of millions of users, as walled-off destinations, similar to first-generation online services like America Online, CompuServe and Prodigy. These big Web sites attract masses of people who have dissimilar interests and, ultimately, little in common.
The new social networking players, which include Cisco and a multitude of start-ups like Ning, the latest venture of the Netscape co-creator Marc Andreessen, say that social networks will soon be as ubiquitous as regular Web sites. They are aiming to create tools to let ordinary people, large companies and even presidential candidates create social Web sites tailored for their own customers, friends, fans and employees.
“The existing social networks are fantastic but they put users in a straitjacket,” said Mr. Andreessen, who this week reintroduced Ning, his third start-up, after a limited introduction last year. “They are restrictive about what you can and can’t do, and they were not built to be flexible. They do not let people build and design their own worlds, which is the nature of what people want to do online.”
Social networks are sprouting on the Internet these days like wild mushrooms. In the last few months, organizations as dissimilar as the Portland Trailblazers, the University of South Carolina and Nike have gotten their own social Web sites up and running, with the help of companies that specialize in building social networks. Last month, Senator Barack Obama unveiled My.BarackObama.com, a social network created for his presidential campaign by the political consulting firm Blue State Digital.
Many of these new online communities cater to niche interests. Shelfari, a Seattle-based start-up, recently began a service to let book lovers share their opinions. This week it received an investment from Amazon.com.
Mr. Andreessen’s Ning, based in Palo Alto, Calif., is fashioning itself as a one-stop shop catering to this growing interest in social networks. Anyone can visit the site and set up a community on any topic, from the television show “Battlestar Galactica” to microbrew beers. Ning users choose the features they want to include, like videos, photos, discussion forums or blogs. Their sites can appear like MySpace, YouTube or the photo sharing site Flickr — or something singular.
Those setting up Ning communities can pay $20 a month if they want the site free of text advertisements delivered by Google. They also have the option of delivering their own advertising, as CBS does on Ning-based social networks for its shows “CSI” and “The Class.”
Mr. Andreessen said that even with its two acquisitions, Cisco might be underestimating the ease of combining technologies behind Tribe.net and its earlier acquisition, Five Across.
“The idea that Cisco is going to be a force in social networking is about as plausible as Ning being a force in optical switches,” he said.
Tribe.net, which developed the technology that Cisco is now acquiring, almost led this new social networking phase. In 2004, the U2 singer Bono approached the company and asked it to create a separate network for his antipoverty campaign, One.org, according to several former employees. Tribe.net, founded by Mark Pincus, a prominent Silicon Valley angel investor, decided to remain focused on building a destination site, like Friendster and MySpace.
Bono went on to create the One.org network with Yahoo. Mr. Pincus left Tribe.net in 2005 but repurchased the company from lenders last summer when it was nearly out of money. Today, Tribe.net is primarily used by artists who attend the annual Burning Man festival in the Nevada desert.
Executives at Cisco and Utah Street Networks, Tribe.net’s parent company, declined to comment on their deal or its terms. But people close to the discussions said Tribe.net would remain an independent site, while its underlying technology would go to Cisco.
Several former employees have left Tribe.net to start their own firms offering social network tools. Alexander Mouldovan, who had been a product manager there, started a company called Crowd Factory to design social networks for large companies. He is now building services for several telecommunications customers and says the new model makes more sense for Internet users.
“If I’m into fly-fishing, that is where I’m going to spend my energy online,” he said. “I don’t think it is easy for MySpace and Facebook to adapt and bend to the needs of individual brands.”
One challenge is getting users to join new social networks when there are few other members. For example, Google helped Nike design its soccer community site, called Joga.com, but it does not appear to have significantly attracted users.
“I think this will work for certain kinds of brands, and other brands are just barking up the wrong tree,” said Paul Martino, a former Tribe.net chief technology officer who is now the chief executive of Aggregate Knowledge, a service that taps the online behavior of other users to provide shopping advice.
Another challenge is persuading users to enter their information over and over when they join new online communities. To solve the problem, several firms are pushing a standard called OpenID, which would let users sign on and easily transfer profile information among social sites.
Marc Canter, a former Tribe.net consultant who has created his own social networking firm, People Aggregator, was an early supporter of OpenID. “Humans are migratory beasts, and we do not want to re-enter our data every time we join a new site,” he said. “Users own their data and should be able to move it around freely.”
Cisco is positioning itself for the day when mainstream consumers are spending much of their time taking part in these online communities. With the acquisition of Tribe.net, it is also trying to further its quest to become a consumer-oriented company. In the last few years, it has purchased the wireless router company Linksys and the set-top-box maker Scientific Atlanta, giving it a significant presence in many American homes.
Dan Scheinman, the mergers and acquisition chief who led the Linksys and Scientific Atlanta purchases, now runs a new division at Cisco called the Media Solutions Group, which has been responsible for the deals for Five Across and Tribe.net.
After the Five Across acquisition, Mr. Scheinman said in an interview that Americans were quickly changing their media consumption habits. He said his new group would let Cisco help its media customers, like TV networks and cable companies, develop their sites and move more of their content onto the Web.
“Part of our job is to form a relationship with media companies and deliver technologies and services to them, so consumers can consume what they want online,” he said.
Copyright 2007 The New York Times Company