Senin, 30 April 2012

Top 5 Ways To Freak Out Potential Investors

Whether you're looking for private equity, venture capital or angel investors, there are some common warning signs practically guaranteed to scare investors away from your business. Here are five red flags to makesure you're not waving:

1. A weak management team. Knowing the people behind your business is one of the biggest factors in an investor's decision to fund ' or not to fund ' your business. Coming up with the idea - like the next great mobile app - is the easy part. Really. What's hard is being able to successfully execute that idea. Investors want to see a team with experience in your industry and niche, as well as a track record of success. Make sure your team is balanced so your partners or key people are strong in the areas where you're lacking.

 2. Hiding things. Investors need to know not just the good, but also the bad and the ugly. Don't sweep the negative aspects under the rug. I'm not saying you should air your dirty laundry at the beginning of your pitch, but you do need to acknowledge the challenges you face ' external and internal ' and show that you have a realistic plan for overcoming them.

 3. A risky industry. It's harder to succeed in some industries than in others. You need to be aware of this reality because your potential investors certainly are. If your industry typically has a high failure rate, explain how you plan to beat the odds. Do your homework, analyze your competition and present your best case.

 4. Asking for too much money. Investors want to know you're not throwing their cash around. If the initial investment you're seeking seems unreasonably high, they will be justifiably suspicious that you're burning money too fast, making you a bad risk. This isn't the '90s; 21st century startups need to operate lean and mean. (For more on this, see Scott M. Fulton's Bullpen Capital's Duncan Davidson on VC Funding and 'The Era of Cheap'). Explain your financials to show how carefully you're managing your money, cutting where you need to and spending in all the right places.

 5. Unrealistic projections. Outlandishly high projections for market share, growth or profits put investors on alert that your expectations aren't in line with reality. At the opposite extreme, if your projected profits are too low or your growth is too slow, investors will say 'Meh.' They expect high returns in a relatively short time ' that's why they invest. You need to strike a balance with projections that are exciting enough to grab attention, but realistic enough to be achievable.

When your business is your baby, it's all too easy to look at it through rose-colored glasses. Try putting yourself in your prospective investor's shoes. If someone else asked you to put your money into this business, would you write a check?



Cartoon: Pinterest for Dummies

See more of Rob's cartoons at Noise to Signal.



Who's Winning The Battle For The Interest Graph: Facebook, Google+ or Twitter?

Here is more of Rifkin's definition of an Interest graph:

A very important aspect of the Interest Graph is that unlike the Social Graph, which is for the most part static (except for an occasional friending or unfriending), the Interest Graph is elastic, dynamic, and rapidly changing for any individual consumer based on:

- What a consumer searches for (on Google, Bing, YouTube, Twitter, etc)
- What a consumer follows (on Facebook, Twitter, Google +1, Tumblr, Quora, etc)
- What a consumer expresses (as blog posts, tweets, pins, stashes, statuses, reviews, pictures, conversations, etc.)

When it comes to determining what people care about on a daily basis, it's most obvious in Rifkin's third point: what they express. With that in mind, here are a few trends I've noticed in the evolution of the Interest Graph:

1. Many of the people I most enjoy following use Twitter as their primary platform for daily thoughts. For example, I like to know what PaidContent founder Rafat Ali is interested in, seeing as he's a smart and successful media entrepreneur. Most of his daily thoughts can be found on Twitter. He uses Google+ and Facebook too, but to a lesser degree.

2. Google+ is the main Interest Graph platform of only a minority of people I track. Kevin Kelly, another person I admire and whose thoughts I like to know, is an avid Google+ user and very rarely uses Twitter. But he's an exception. Most of the other thought leaders I track are far more active on Twitter than on Google+.

3. Facebook is an ongoing experiment, but right now it's too noisy as an Interest Graph. In my view, Facebook is the most innovative of the 3 companies in developing for the Interest Graph. However, it's also the hardest place to find the signal in the noise - because of those very innovations. In particular, Facebook's so-called "frictionless sharing" - where music you listen to or articles you click on are automatically posted into your Facebook news feed - is adding a large store of data to the global Interest Graph. However, because Facebook users aren't necessarily selective about what they listen to or click on, the Interest Graph data in Facebook is less focused than on Twitter or Google+.

The Winner

If I had to pick a winner of the Interest Graph battle right now, it would be Twitter. It is used by most of the thought leaders I track. It's easy to see what those people are interested in, by seeing which Twitter accounts and lists they follow. It's easy to search for things, using hashtags (although Twitter does have an issue with archiving data). Most of all, Twitter's very format lends itself to incisive, two-way discussions about things people care about: features such as the 140 characters per post, the ability to conduct a back-and-forth exchange with other like-minded people, the real-time 'thinking out loud' aspect.

Google+ has a lot of promise as an Interest Graph. You can do more detailed, thoughtful posts than on Twitter. You can utilize Google's unparalleled search to find topics of interest, then subscribe to those searches within Google+. However, as a digital map of what people like, at this stage Google+ is not as comprehensive or oft-used as Twitter.

So what about Facebook? After all, it dominates the Social Graph due to the sheer number of users it has: 900 million. There's no doubt that Facebook wants to also dominate the Interest Graph too. Proof of that is in the frictionless sharing, the relatively new Timeline that highlights all of that sharing activity, and other innovations such as allowing you to "subscribe" to Facebook users (typically utilized to follow celebrities and thought leaders). These are all great features, designed to help Facebook win the war of the Interest Graph. Which it may well do over time, but first it has to overcome the noise problem and the fact that most of its users' Interest data is still private.

Despite the premise of this article, this isn't a winner takes all scenario. Some people happily use all three platforms, optimizing for each one. Also it's often horses for courses. For example, Google+ may be better suited to you for some scenarios - like tracking certain topics in your industry - and Twitter better for your daily discussions about those topics.

Even so, most of you will have chosen to use one of these Interest Graph platforms more than the other two. I use Google+ the most for my professional musings, because it suits my style of thinking. Although I also love experimenting with Facebook's media sharing functionality. How about you: what tool do you use the most to track and discuss the topics you care about?

lolcat image credit: icanhascheezburger



Sabtu, 28 April 2012

Oracle Gets Pounded in Week 1 of Google Copyright Case

As a reminder, the fundamental issue in this case is whether Google violated the copyright on Oracle's intellectual property by using Java APIs in the design of Android. The APIs are the crux of Oracle's case ' as the idea of copyrighting Java as a language is too far-fetched, even by Oracle's standards. But Java without its APIs is basically useless, the way the English alphabet would be without a writing utensil to create words.

Schwartz Hurts Oracle

Schwartz was CEO of Sun Microsystems before it was acquired by Oracle, and negotiated with Google concerning Java licenses after the search giant acquired Android.

In addition to saying that Sun never charged for Java APIs, Schwartz explained that Sun's goal for Java when the language was created in the mid-to-late 1990s was to build an open-source universal language that was not reliant on Microsoft or Windows. Giving the APIs away for free was the only way to do that.

From Groklaw's coverage of the case:

Furthermore, Schwartz said there were several other uses of Java, such as GNU Classpath and Apache Harmony that never required licenses from Sun to create 'forks' of Java. He said that Sun could not do anything about it.

One of Oracle's primary pieces of evidence is a series of emails from Google programmers and executives wondering if the search company needed to license Java. Schwartz said that negotiations with Google were primarily over licensing the Java name to create a 'Java Linux' phone. In the end, those negotiations became moot when Google adopted the name Android for the branding of the operating system.

Scott McNealy, one of Sun's co-founders and its longtime CEO, testified about Java's importance to Sun's bottom line, noting that Motorola and Nokia licensed Java technologies for mobile devices. Google's lawyers tried to discredit McNealy by pointing out his close personal relationship with Oracle co-founder and CEO Larry Ellison.

Both sides offered testimony to establish technical foundations and provide historical documentation of the relationship between Google and Sun over the use of Java in Android. On that front, Oracle provided emails between Schmidt, Rubin, Schwartz and others that it said showed that Googleexecutives had internal discussions regarding whether they needed to license Java.

In the end, Google decided not to license any Java technologies and built most of Android in a 'clean room' environment with the help of outside contractors. The 37 APIs that Oracle is claiming copyright infringement on were built in that clean-room environment.

Jury Verdict Likely Next Week

The final arguments for Phase 1 are tentatively scheduled for Monday, with the case heading to the jury later in the week. If the jury understands the key issues here (and they should after a week of technical testimony), it seems likely that Oracle will lose most if not all of its copyright case.

But that's far from the end. After the copyright portion concludes, the trial will then move to Phase 2, which deals with two Oracle 'patents' it claims Google infringed upon.



TypePad Blogs Get More Relevant With Zemanta Recommendations

Such features save time and effort, but they also pull in contextual links and tags that publishers weren't necessarily thinking of including. Zemanta also operates a library of millions of fair-use images that bloggers can upload. This is something that one can easily find themselves on Flickr or other image search engines, but building it into the CMS saves this step and streamlines the process, if even a little bit.

"Zemanta is about writing better. Writing better is about better context, better imagery," says Jeff Reine, TypePad's GM.

Adding Zemanta is part of an ongoing strategy that Typepad is pursuing. Over the last year the company has also integrated Aviary, the online image editing service, into its platform. People have been innovating in online publishing for over a decade and the space has reached a certain maturity. That's giving Typepad the ability, Reine says, to "pull the best pieces together." 

TypePad is owned by ReadWriteWeb's parent company, SAYMedia.

Photo by Raúl Hernández González.



Weekly Wrap-up: CISPA Passes The House

Google Drive

The Google Drive Review You've Been Waiting For

Google Drive launched this week to much attention. Jon Mitchell did an in-depth review on Google Drive, based on his early preview of the service. And, while he doesn't feel that Google Drive goes far enough, he is very encouraged by this latest offering from Google. Check out our Google+ Hangout to learn more about Google Drive, or check out some screenshots of the service for a quick look at the UI. We showed you some

US House Passes CISPA

US House Passes CISPA

The Cyber Intelligence Sharing and Protection Act (CISPA) passed in the U.S. House of Representatives by a vote of 248-168. Scott Fulton explained some of the ramifications of CISPA, sharing why some portions of it are necessary, but how dangerous the bill will be without changes.

Check to see if your Representative supported CISPA.

More Top Stories

How the iPad Is Changing Education

How the iPad Is Changing Education

The iPad may only be two years old, but it's already begun to change many things. Reading is one of them. Work is another. It is selling like crazy, but it will be some time before most of the people you know own a tablet. The market for this type of device may only be in its infancy, but it's already becoming clear how it will revolutionize certain aspects our lives. Education is a huge one, as recent developments have demonstrated. More

Apple's Huge Quarter in Charts

Apple's Huge Quarter in Charts

Apple posted another monster quarter, just as some were starting to doubt it. Again, Apple's most impressive statistic is its overall sales growth: With more than $39 billion in revenue last quarter, Apple's sales grew 59% year-over-year, far faster than its peers. The iPhone business continues to lead Apple, and the 35 million iPhones shipped during the quarter were above expectations. More

How the iPad Is Revolutionizing Local Businesses

How the iPad Is Revolutionizing Local Businesses

It was dinner at a fancy restaurant in Boston. After the last sip of Scotch was polished off, the waiter came over with the check... and an iPad. It was to take a survey about the quality of service, but it just as easily could have been used to pay the bill. More

Why Would a Financial Services Firm Want to Use Pinterest?

Why Would a Financial Services Firm Want to Use Pinterest?

"PINTEREST: Can financial services firms use this new platform effectively?" That was the subject line of an email in my inbox this morning. It came from Corporate Insight, a financial services consulting firm. The email went on to note that "Pinterest values imagery over text and incorporates many social aspects of Twitter and Facebook to connect users and spread content." While admitting that "no financial services firm uses Pinterest today," nevertheless Corporate Insight thinks that financial institutions should have a presence on Pinterest. More

iPads in the Office: What Are They Really Good For?

iPads in the Office: What Are They Really Good For?

When Steve Jobs first introduced the iPad, he acknowledged that for a tablet to have a 'reason for being,' it had to be 'far better at some key things' than either a smartphone or laptop. In the consumer market, tablets have some advantages in each of the seven categories Jobs mentioned: browsing, email, photos, video, music, games and e-books.. More

Macs Spread Malware To PCs

Macs Spread Malware To PCs

Call it Steve Jobs' revenge. Security vendor Sophos has discovered that one in five Mac computers surveyed carry malware that could infect Windows PCs. In a bit of delicious irony, only one in 36 Apple computers were found to be infected with Mac OS X malware. The results bring an odd sense of urgency to worries about Mac security. More

Apple Could Buy T-Mobile With Its Q2 Earnings

Apple Could Buy T-Mobile With Its Q2 Earnings

Apple reported another very successful financial quarter this afternoon, exceeding expectations. In the quarter ending March 31, the company brought in a net profit of $11.6 billion on a grand total of $39.2 billion in revenue. As has been the case in recent quarters, the vast majority of Apple's revenue came from sales of iPads and iPhones. Together, the two devices made up nearly 75% of Apple's revenue last quarter, a percentage that continues to grow over time. More

Microsoft's Mobile Comeback Is Looking Terrible

Microsoft's Mobile Comeback Is Looking Terrible

Microsoft ruled the PC market for decades with utter dominance. But today, as the future shifts toward mobile devices, things are not looking good for Microsoft. It's not that it's not trying: Microsoft is spending a lot of money and effort on cracking the mobile market, now in lockstep with Nokia, its top partner. But there's no indication yet that it's having any real success. More

Twitter Can't Beat Facebook

Twitter Can't Beat Facebook

Hardcore Twitter users, I know you're a loyal bunch (in fact, I consider myself one of you). So don't take this personally. This article is about Facebook and how it is either going to destroy Twitter, force the microblogging service to change or make it an aquisition target by a rival, such as Apple or Google. More

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Jumat, 27 April 2012

Amazon's Sales Are Strong, But Its Spending Is Stronger

Razor-Thin Margins

While sales and revenue are up in all the important segments, Amazon's margins are still very narrow, and profits are down. The worldwide operating margin held steady at 1.5% this quarter, down from 3.3% a year ago. Apple's margin for the same quarter was an incredible 44.7%. This is an apples-and-oranges comparison (and forgive the pun), but it demonstrates just how different the structures of these two tech companies are. 

Apple's business makes extraordinary profits selling hardware. Amazon doesn't even try to do that. Kindle hardware is sold at a loss as a way to extend the rest of Amazon's retail business into people's hand-held devices. Physical retail, too, has very thin margins. It involves lots of organizing and shipping of materials all over the world.

Amazon has to sell everything, everywhere to keep its profits healthy. But all-digital sales don't have the costs of physical goods, so the Kindle family will help Amazon expand its margins. 

There are signs that this strategy is working, getting the pieces into place for when it kicks in. Today, comScore released a study showing that the Kindle Fire comprises more than half of Android tablets sold. That's a good foothold for Amazon's all-digital media business, and digital sales.

Big Investments

Amazon's return on invested capital is down to 12%. That's because it's spending its capital to get into a favorable position.

The Kindle Fire, Amazon's star product, should actually be thought of as an investment. It doesn't make money on sales of the devices. Those are priced as low as possible - those thin margins again - in order to get them into more hands. That effort is working. People with Kindle Fires buy more media, and that's how Amazon makes its money.

But in a more traditional sense, Amazon spent some major dough this quarter, acquiring Kiva Systems for $775 million. Kiva manufactured the robots Amazon uses to keep its warehouses organized. Once this merger is completed, Amazon will make those itself. This is a big expense, but if it makes Amazon's inventory more efficient, it will open up some headroom in those margins.

Plus, there's lots of money to be made selling warehouse droids to other companies.

But Amazon made a third kind of investment this quarter. It hired lots of people.

Staffing Up

The one big surprise from Amazon's first quarter is that the droids aren't replacing its human workers. On the contrary, this was Amazon's biggest hiring quarter ever. It hired 9,400 people, bringing its total headcount up to 65,000. According to CFO Tom Szkutak, the "vast majority" of that growth was in operations and customer service, and many of the new hires were formerly temporary workers.

But the biggest hiring quarter ever? In a quarter in which Amazon bought a company to automate its warehouses? That's a strong signal. Amazon doesn't break down its employment by region, but this is a worldwide number. If Amazon truly does want to sell everything, everywhere at razor-thin margins, it's still going to take a huge force of people to make it happen.



Congress Passes CISPA

Image of Congress Passes CISPA

With 112 cosponsors and no major opposition from major U.S. corporations, it was likely that the Cyber Intelligence Sharing and Protection Act (CISPA) would pass in the House of Representatives. In fact, the lines were so clearly drawn before the final vote that a congressional staffer correctly estimated to us that CISPA would pass by about a 250-180 margin.

Over the course of this evening, the House of Representatives voted on amendments to CISPA, including a motion from the Democratic House minority that "would protect the privacy of Internet passwords by prohibiting employers and the Federal Government from requiring the disclosure of confidential passwords by an employee or job applicant. It would also protect freedom of expression on the Internet by prohibiting the Federal Government from establishing a national firewall similar to the 'Great Internet Firewall of China.'"

The amendment was voted down.

CISPA has enjoyed relative anonymity compared to the Stop Online Piracy Act (SOPA), which sparked protests that effectively blacked out the Internet for a day earlier this year. While opposition from advocate groups like Demand Progress, Sum of Us and the Center for Democracy & Technology, among others, has been vocal, the lack of major corporations opposing CISPA is really what will let the bill slide through Congress. No major technology corporations have stepped up against CISPA the way Facebook, Reddit and Wikipedia (among hundreds of other companies and websites) did against SOPA. Because of the lack of business opposition, CISPA has been a much lower-profile bill and members of Congress have not faced grassroots pressure to vote against it.

Passage of the bill depended on Republicans pulling a couple of Democrats to their side. In the end, 42 Democrats voted for CISPA.

"Congress needs to wake up and respect Americans' growing concern about increased corporate and government control of the Internet. We applaud President Obama's veto threat, and urge members of the House to oppose CISPA, even while supporting amendments that would provide greater privacy protections," said David Segal, executive director of Demand Progress. "The Internet is ever more important to the functioning of our society, and more and more Americans are prepared to vote against politicians who interfere with Internet freedom."

Speaking on the house floor, one Congressman likened CISPA to the book '1984.' Congressman Hank Johnson (D-Ga) said, 'I know it is 2012, but it sure feels like 1984 in this House today. If you value liberty, privacy and the Constitution, then you will vote no on CISPA.'



It's Official: Google Has Lost Control of the Android Tablet Market

This story was originally published in Silicon Alley Insider. 

More bad news for Google and Android.

Amazon's Kindle Fire now has 54.4% of the Android tablet market in the U.S., according to comScore.

This means Google has lost control of the Android tablet market to one of its newest mobile rivals after just a few months.



Rabu, 25 April 2012

Apple Could Buy T-Mobile With Its Q1 Earnings

Apple could buy its own carrier just with its earnings this quarter if the $39 billion AT&T bid for T-Mobile is any indication. The quarter wasn't quite as impressive as the company's massive Q1 results, but it did represent a 59% increase in revenue over the same quarter last year. Of course, the company's first quarter included the holiday gift-giving season and the launch of a new iPhone so that's going to be a tough one to beat.

Not as Good as Q1, But iPhones and iPads are Still on Fire

The iPhone continues to be Apple's biggest source of growth, with over 35 million units sold in the last quarter. Again, that didn't beat out the quarter in which the iPhone 4S launched, but it actually came pretty close. Year over year, iPhone sales were up 88%.

Apple actually sold fewer iPads this quarter than in the previous one, despite the fact that they released a new iPad in March and simultaneously dropped the price of the iPad 2. That said, these developments were only in effect for about two weeks before the quarter ended, so it's hard to give them too much weight.

Chief Operating Officer Peter Oppenheimer cited increased usage of iPads among enterprise customers, educational institutions and the U.S. government. The Air Force, for instance, has deployed thousands of iPads, while many private defense contractors are using them for things like project management and other in-the-field tasks.

Education is another growing area of opportunity for Apple to expand its tablet market share. The company touted the fact that the San Diego School District just bought 10,000 iPads and plans to deploy more among its students. There are plenty of other examples of how iPads are being used in schools.

In terms of units shipped, the next best-performing areas for Apple were iPods, laptops and desktop Macs, in that order. There was no mention in today's call of the Apple TV, which remains a minor product, even in anticipation of the company's rumored entrance into the HDTV market later this year.



What Apple's Spectacular Earnings Mean For Phone Carriers

Image of What Apple's Spectacular Earnings Mean For Phone Carriers

It's All About the Data

AT&T noted on its earnings call today that more users are opting for tiered data plans and are 70% are choosing the highest data plan that the company offers. AT&T Mobility CEO Ralph de la Vega said that data plans will be a $24 billion revenue stream for the company this year, a 20% rise year-over-year with no clear end in sight. 

'We now have over 41 million smartphones on our network,' de la Vega said. 'That is up over 10 million smartphones in just one year and ARPU [average revenue per user) for smartphones is 90% higher than our none smartphone subscribers.'

About 25 million (61%) of AT&T's postpaid (on contracts) smartphone base are on tiered data plans. iPhone churn, or users lost that had an Apple smartphone, was at its lowest level in five quarters, according to de la Vega. Data revenues for AT&T smartphones were at $6.1 billion. 

'Data drives this business and I firmly believe that we are in the first stages of mobile data growth, driven by the mobile Internet,' de la Vega said. 

Apple Believes It Works Fits the Carriers Needs Well

The carriers offer smartphones on a subsidies to consumers so that smartphones prices within reasonable limits. The subsidy from each equipment manufacturer to the carriers is different but Apple has been known to charge more per device, then letting the carriers recoup that lost revenue on data plans over an 18-24 month period. It is no secret that carriers around the world would love to decrease their reliance on subsidies but the flip side is that all of those iPhone sales drive revenue directly into carriers' coffers. 

'At the end of the day I think the carriers, the vast majority of carriers or maybe even all carriers want to provide what their customers want to buy and that is what they are motivated for,' Apple CEO Tim Cook said. 'From a carrier perspective, it is very important to remember that the subsidy is not large, relative to the sum of the monthly payments across a 24-month contract period.'

While the subsidy hurts the carriers in the short term, Cook believes that the iPhone directly benefits the carriers' bottom lines by providing better data efficiency. 

'The iPhone has some distinct advantages over competing smartphones,' Cook said. 'Many of the carrier executives have told me that the charge from iPhone customers is the lowest of any phone they sell of all the phones they carry. That has a significant financial benefit to the carrier. Also, our engineering teams work very hard to be efficient with data ' What I have found is that the iPhone has much better data efficiency than other smartphones that have an app-rich ecosystem.'

If we take Cook at his word and the iPhone is really more data efficient than other smartphones, then it makes sense that carriers like AT&T are seeing better ARPU on smartphone users year over year. The average monthly revenue per wireless subscriber to AT&T was $64.46 in the Q1, up 1.7%. The more tiered data plans that AT&T can sell to iPhone customers, the better its ARPU will be for smartphone owners. 

It is a symbiotic relationship. The better Apple does, the better the carriers do. Every company is making billions of dollars from the ecosystem and outside of a new device once every year, there is no reason to change.



Macs Spread Malware To PCs

Macs As 'Patient Zero'

While Windows malware can't damage a Mac, UK-based Sophos encourages Mac users to be 'a responsible member of society' by ensuring their systems don't infect other computers. In a tacky comparison, the security company compared an infected Mac to a person who has Chlamydia, a sexually transmitted disease that carriers often don't know they have until they get tested.

Like many Chlamydia victims, Mac owners 'are doing a pretty poor job' in keeping their systems clean, writes Graham Cluley, senior technology consultant at Sophos, in the company's blog. Some of the malware discovered on Macs dated back to 2007 and would have easily been detected if the users had run anti-virus software.

Much as on a Windows PC, malware can infect Macs via USB drives, email attachments or even just by visiting a compromised website. Sophos has even seen malicious Web sites that secretly install malware on Macs with un-patched software.

Mac users take bigger cyber-risks not because their machines are invulnerable to attack (some experts claim they're actually more vulnerable than Windows PCs) but because cybercriminals have ignored Apple systems for decades. Only in the last few years has the number of Macs on the Internet reached a level that it draws the interest of serious malware creators. 'Sadly, cybercriminals view Macs as a soft target, because their owners are less likely to be running anti-virus,' Cluley notes.

Is the Free Ride Over?

That's certainly true, but the reality is that Mac users have pretty much gotten away with lax security, so there was little incentive. And unless Mac users are feeling altruistic (not likely given Apple's long-running ad campaigns ridiculing PC users)- or running Windows and Windows programs on their machines - there still isn't much incentive. At least for now.

If that ever changes, it could be due to the deeper pockets of the average Mac user. If Apple customers can afford to pay a premium for the company's computers, then cybercriminals may believe there's greater profit in stealing passwords to an online banking site visited with a Mac. 'They might believe the potential for return is much higher,' according to Cluley says.

In the meantime, though, Mac malware is pretty much the same as Windows malware. Slightly more than three in four of the Mac malware Sophos discovered targeted a vulnerability in the Java platform that Apple patched this month, nearly two months after a fix was available for Windows PCs. The password-stealing malware, called Flashback, had infected more than 600,000 Macs, roughly 1% of all in use, before Apple started working with Internet service providers to take offline servers suspected of spreading the malware.

After Flashback, the second most popular malware were pop up screens on Web sites that pretend to find viruses on visitors' computers and then try to scare them into buying malware disguised as removal tools.



Selasa, 24 April 2012

Top 10 Windows 8 Features #9: File History

In this 10-part series, 26-year veteran Windows tester Scott Fulton walks you through the best features, faculties and functions of Windows 8.

See #10 : Refresh and Reset

Ironically, the component that provides this functionality actually is part of Windows 7, and has been there since Windows XP. Windows has actually had a versioning system for files for a few years now. It's called Volume Shadow Copy, and it's a way for the system to maintain multiple backups of a file for different points in time. Windows 7 uses VSS (yes, that's the correct abbreviation... go figure) to back up certain system files that may need to be called back from the archives when you execute a System Restore - when you undo changes to the system, rolling them back to an earlier point in time.

Windows Backup can use this service... kind of. I don't know anyone who actually does this, but once you back up a folder to an archival device, in Windows Explorer you can right-click on a file in that folder, click on the Previous Versions tab, and recall an earlier version of that file. Of course, if you're going to restore an entire subdirectory full of documents, right-clicking and restoring each one this way is not a great way to spend one's weekend.

This is what a developer would call a service without a real interface. The real UI for this service has been added to Windows 8, and yes, folks will note that its inspiration probably comes from Mac OS. It's called File History, and it replaces Windows Backup. That name change alone will confuse some folks, and perhaps a shortcut from Backup to File History would help in the final edition.

The idea behind File History is this: If you continue to use Windows 8 the way Microsoft wanted you to use Windows 7, then you'll have bound your important personal folders to libraries. Your Office documents will be in Documents, your digital camera files will be in Pictures, your downloaded and transcribed videos will be in Videos. So it's silly to have to tell a different Windows program which files are important to you if you've done it once already.

File History already knows what's important to you. If there are files in your libraries that don't need backing up, you have the opportunity to make exceptions by clicking on Exclude from File History and adding exceptions into the box above.

This becomes important for the following reason: File History is designed to be something that works continually - not every week or overnight like an '80s-style backup, but every hour. The suggested use case of File History is for you to plug in an external hard drive via USB, but you can also map a cloud-based Microsoft SkyDrive location to a Windows network share. File History instantly becomes a cloud backup service. For Windows Phone users, that could mean anything you save to your media libraries will be automatically synced and available to your phone.

It also raises the question of bandwidth consumption. If you frequently copy over videos from your camcorder (as opposed to just your phone), then you won't want to use File History as a cloud backup service for that purpose. Unfortunately, that may impede your choices for backing up smaller media files and everyday documents - your choice of backup devices may apply to all your backed up files. If you've decided to use an archival drive like a Seagate FreeAgent to archive your camcorder videos, you won't be able to use File History to back up your documents and tunes.

Once again, the tool that's shipped with Windows is not perfect for all situations. Just as it's been for the last three decades, that leaves an opening for third parties backup providers - like Acronis, for example - to build a market.

Still, the evolution of Windows Backup into File History is important as the nerve center of people's digital lives shifts away from the PC. If Microsoft wants to maintain a handle on its customers' everyday life and work, it needs to stake a firmer claim on the services and tools that bridge all the devices that are at the nerve center now.

That means Microsoft needs a stronger cloud presence. SkyDrive is nice, but it's not as powerful a product as Dropbox or Box.net. The new File History is a compass pointer in the exact direction that Windows needs to go: toward a service that transcends both PCs and devices. As I've said before: Not Windows Phone, not Windows PC. Just Windows.



7 Extremely Weird Apps for Your iPhone and Android

Bowel Mover Pro -- ($0.99 iPhone/iPad)

Aficionados of the long-running sitcom Scrubs will know this one essential fact: Everything comes down to poo. Really. Tracking your bowel movements is apparently a great way to monitor your health on a day-to-day basis. This app will help you track what you ate and how it turned into a bowel movement, with your stress level and the amount of fiber, and water, in your diet - really, every ingredient that makes for poo. Email your charts to your doctor or... yeah, let's just keep it with your doctor. Bonus feature: Tweet your poo to your friends.

TapThat -- ($1.69 Android)

This falls into the "you've got to be kidding me" realm. This app has the ability to get your phone to fornicate with another NFC-enabled Android device running Gingerbread or Ice Cream Sandwich. There is really not much we can do to explain that, so watch the publisher's slightly NSFW video below. Thanks to Twitter follower Michael Nicholas for sending this one in.

Bush Shoot-Out (Free Android)

As the Google Play description so helpfully points out, this is a shooting game. But it is not your normal Doom-style first-person shooter. This is more like a bad 1990s quarter-arcade shooter. You are President George H. W. Bush and the White House has been infiltrated by bad guys. An assault rifle pops out of the desk in the Oval Office and you start shooting down bad guys like you were a Duck Hunt pro. It is hard to tell if this game is mocking Bush or turning him into a hero. Either way, for a shooting game, it is not that bad.

Demotivational Pics+ -- (Free iPhone/iPad)

The crazy-picture-with-bad-caption meme is way out of control. It has been for years, really. And here we are, in app form. Demotivational Pics+ takes this to an extreme by providing daily pictures accompanied by bad captions, with the idea of making you feel pretty much terrible about everything. That is, if you are not - how does it go? - rolling on the floor laughing?

Nose Candy -- ($1.99 Android)

Also apparently known as the Charlie Sheen App. There are certain things that fly on Android that Apple and its App Store guidelines would never, ever approve. This would probably be Example A. The concept is simple. Cut up a bunch of fake cocaine and pretend to sniff it. There are five levels of difficulty and the phone vibrates when you reach the appropriate level of intoxication.

Geico BroStache -- (Free iPhone)

No list of weird things would be complete without an entry from Geico. The App Store description says, "Just like the GEICO commercial, now you too can do dumb things with your smartphone!" Boy, can you ever. There are seven BroStaches to choose from. Put the smartphone to your lips and it will follow your words along with your ridiculous BroStache.

Game for Cats -- (Free iPad)

This app proudly proclaims itself to be, "the first interspecies game on the App Store." Sure, we can get behind that. The game starts with two levels: a laser pointer that your cat can chase around the screen, and a mouse. You will need to pay $1.99 to fully unlock the mouse level (the upgrade comes with a free butterfly level.) You can also purchase and upgrade to move the laser pointer on the iPad with your iPhone (otherwise it moves automatically). Once your cat catches the laser pointer dot, mouse or butterfly, it accumulates points which you can share with a leader board or on Facebook and Twitter. Brilliant.

Do you have a weird app that you love for your iPhone or Android? There has to be thousands out there that we would never have time to investigate. Let us know in the comments.



Skytap Offers Better Remote Access to Its Cloud

Let's examine each one.

First is the ability to gain a better remote access connection. When you initially set up your VM, one of the issues you may encounter is how to connect to it to run the VM instance. (I wrote a piece for Tom's Hardware awhile back about how to do this with Verizon's cloud services. In the past you had to use command lines through a secure shell or some other means to get enough of the operating system installed to be able to remote into it.

Skytap lets you skip this step with its Smart Client. This provides a Java-based browser app that speaks Remote Desktop Protocol (RDP) to the Skytap cloud service, and then interprets this protocol to the individual VM. You don't need to open up an RDP port on each VM, and you don't need to load an RDP client on your desktop. In fact, you can use just about any popular browser (IE 7/8/9, Firefox or Safari) and run on any desktop (Windows, Mac and Linux, and even via iPads). With a single click, you can be inside your VM. There is even a nice toolbar at the top of the screen where you can switch between running VMs.

Many cloud providers offer something similar, but don't have the fidelity of an RDP session, or else require an open RDP port on the individual VMs to work. With Skytap, if you mess up your networking configuration, you can still access the machine through the Smart Client. Indeed, you can actually see the BIOS boot process when you power on the VM initially, which can further help with diagnosing problems. It is a real boon for the dev/test environment, where you might be monkeying around with various machine configurations. It is as if you are actually sitting in front of your computer, giving you full visibility and control over your VM. You can also view all of your VMs in a simple list, as shown below:

In addition to Smart Client, Skytap is also making its reporting more powerful so you can track your VM usage by groups, users or specific time periods. You can also export the results to a CSV file for further analysis and to help you better forecast your future cloud usage.

There is no additional charge for either of these services, both of which are now available.

Finally, Skytap has added the ability to configure a burstable limit above your existing bandwidth subscription and particular resource allocation. This temporarily enables additional capacity, without the need to change your current subscription plan. It's easy to see how this could come in handy.



Senin, 23 April 2012

How the iPad Is Changing Education

In January, Apple made good on its late CEO's vision to enter the digital textbook market with the launch of iBooks 2 and the iBooks Author production tool for e-books. That early effort was met with mixed reactions. While some were excited to see Apple move into a space that's ripe for disruption, others pointed out the inherent limitations in Apple's model, which for starters, will be cost-prohibitive for many school districts.

The iPad: An Obvious Use Case for Education

In a way, Apple didn't enter the education market. Rather, it followed its customers there. By the time iBooks 2 landed in the App Store, many people had already seen the potential the iPad has to change education. A growing number of college students have, on their own accord, made the device a mainstay of their backpacks. More importantly, several school districts wasted no time launching pilot programs to use the iPad in the classroom in a more official way.

Chicago's public school district was one of those early adopters, having brought iPads into a number of its classrooms and even allowing students to take them home. While programs like this can cost hundreds of thousands of dollars to implement, they can ultimately save districts money on textbooks, since e-books are cheaper than their printed counterparts. And of course, an iPad is considerably lighter than a bag full of textbooks.

Does It Help Learning?

There's also some early evidence that an iPad could provide a more engaging learning experience and might even improve student performance. It's purely anecdotal, but students at Riverside Unified School District have said that using an iPad makes learning and doing homework more enjoyable. Their teachers confirmed that students seem more eager to participate thanks to the iPad. Anybody who's ever spent a long stretch of uninterrupted time reading or watching video on their iPad can see why this might be the case.

One small-scale study conducted at Riverside indicated that Algebra students using iPads tested at 90% proficiency, compared to 60% among their traditional textbook-toting counterparts.

"I think the iPad has enormous potential to positively impact education, but not by itself," says Mike Muir, an educator in Auburn, Maine.

Muir helped the Auburn School District implement a program that enabled every kindergarten student in the district to learn using iPads. The program is focused on enhancing literacy and math proficiency among students, Muir says.

Tablets are slowly finding their way into classrooms, but it will be some time before they're affordable and easily deployable enough to make the kind of widespread impact everybody envisions. Especially in urban school districts, where educational woes are often at their very worst, many schools can hardly afford basic school supplies, let alone $400 gadgets. There are also issues of safeguarding the devices, managing student distractions and determining who pays for and thus owns content like e-books and apps.

The Value for Self Education

In the meantime, the devices make a great tool for self-directed, independent learning. There's no shortage of one-off educational apps on any given subject, from American History to advanced biology. Anybody interested in learning music theory or brushing up on a particular instrument has a wide range of tablet-based tools to help them do so.

Alongside iBooks 2, Apple unveiled a dramatically overhauled iTunes U, which offers video lectures and full-fledged course materials from top universities. There's also an iPad app for Khan Academy, the wildly popular video learning site.

The device makes perfect sense for educational purposes, whether its self-learning or a more formal classroom setting. Some predict that tablets will outnumber desktop computers in schools before we know it. There are still some kinks to iron out before we get there, but it's hard to imagine the classroom of the future without a glass touchscreen on every desk.



[Infographic] A Brief History of Digital Video

Thomas Edison's Black Maria was the first film production studio in the world. Residing in West Orange, New Jersey, it was lit with a retractable roof and filmed magic shows and vaudeville performances starting in 1893. About 119 years later, we have video cameras in our pockets in the form of smartphones and tablets, tiny camcorders, 3D cameras for stunning HD movies, and every variety in-between. Film and video were some of the greatest inventions of the 20th century, truly changing how the world saw itself. The digital era has made video ubiquitous, leading to services, like YouTube, that give people the ability to chronicle every last second of their lives, for all to see. How did we get to this point?



Sabtu, 21 April 2012

Google Shuts Down One Pass, Related & More in "Spring Cleaning"

Image of Google Shuts Down One Pass, Related & More in "Spring Cleaning"

Google will shut down One Pass, a micropayment service for Web publishers. It offered publishers different options, including subscriptions, metered access, freemium models, coupon discounts and single article sales. Google only charged the normal 2% fee for Google Checkout payments.

It was a neat idea, but Google has recently rolled out a different scheme to pay for online content: Google Consumer Surveys. Rather than asking users to pay with real money, Google allows publishers to monetize their opinions instead. It allows marketers to create surveys that pop up for users, paying for the content they visit. It costs survey creators $0.10 and up per response. The user just pays with his or her time.

Google Related is going away. It was an extension of Google's browser toolbar that showed related content alongside the pages one browsed. "The product isn't experiencing the kind of adoption we'd like," Google's announcement says, and the team will be moving on to apply the same skills to other Google products.

The Google Talk mobile Web app is going away. Google recommends the native Android app or third-party chat clients available on other systems.

Google Sync for BlackBerry devices will be shut down on June 1. Google recommends other services that will let BlackBerry users sync email, calendars and contacts.

The Google Flu Vaccine Finder was built for a specific need during the 2009 H1N1 pandemic. It's being passed on to HealthMap.

Google has decided to redirect the Google Patent Search page to Google.com. The team has improved patent search functionality on the main search engine, so it surfaces the same information faster than the dedicated Patents page did.

Google is deprecating Picasa for Linux, launching a version for the WINE Windows emulator, which Linux machines can run. It's also disabling downloads of the Picasa Web Albums Uploader for Mac and the Plugin for iPhoto, suggesting the dedicated Picasa Mac app instead.

Finally, for developers, Google is deprecating some old APIs, and it has also adopted a new deprecation policy with a one-year timeframe and clear explanations of the process.



Sharing Office Space - 6 Things to Worry About

Image of Sharing Office Space - 6 Things to Worry About

I know, because my company, GrowBiz Media, tried this not once, but twice, during our early years. Let me share what I learned (the hard way) about the pros and cons of sharing space.

Consider these factors before you move in:

1. Clarify expectations. Be crystal clear about what both you and your landlord expect from the situation. Will you pay for space, or will you work rent-free in return for bartering your services?

Having tried it both ways, I highly recommend paying if you can swing it. Barter arrangements tend to suffering from "mission creep," and when the person who owns the room you're sitting in asks you to do one more extra thing... and one more... and one more... it's hard to say no. Paying, on the other hand, keeps the relationship professional.

2. Consider the culture. Assess how your way of working will mesh with the company you're considering sharing space with. If your team likes to blow off steam with impromptu Nerf football games or yell ideas to each other across the room, will that clash with a more formal landlord's need for a quiet atmosphere or serious client meetings?

3. Could you be competitive? Think carefully about whether you and your potential landlord are at all competitive. It's great if you've got synergy and can work on projects together, but that can also backfire. If you and your landlord are competing for the same clients, you could end up in that awkward place of not being able to discuss your plans out loud in your own office.

4. Check the details. In your excitement, don't forget to ask the standard questions you'd ask any landlord. What will be included in your rent? Is there enough parking for your team and visiting clients? Can you use the conference room when you need to? Will your landlord provide office furniture? What kind of Internet connection and phone service is available? Will you have access to the building at night and on weekends? If you do, will the heating or A/C be turned on? (Take it from me, there's nothing like working a January weekend in a building without heat to get you looking for your own office space.)

5. Draw up a lease. No matter how close you are with your landlord, you need a written lease to protect both of you if the relationship should go south. And believe me, it can. There's also a more mundane reason you need a lease: When you look for business insurance, the insurance company will want a copy of your lease before issuing a policy.

6. Be respectful. When you share an office, you're in someone else's space, and people often have weird territorial issues that won't raise their ugly heads until you've settled in. You could find out that the landlord wants all the window shades drawn to exactly 10 inches above the windowsill level, or monitors toilet paper consumption and threatens you when your staff is using too much, or is a thermostat Nazi (all true stories).

Unless these issues are truly disrupting your business, try to go with the flow. Draw the shades, BYO TP, put on a sweater - and let your landlord's quirks motivate you to be so successful that you can afford your very own offices.

After our experiences, we realized, given the nature of our business, we didn't need to be in an office at all. We went virtual, and now we meet once a week at a coffee shop with free Wi-Fi and soda refills, and no longer worry about how much toilet paper we're using.

Image courtesy of Shutterstock.



Open Clouds: Immature or Good Enough?

Image of Open Clouds: Immature or Good Enough?

Maritz was saying that VMware's "greater, nearer-term challenge will probably come from Microsoft." This is classic framing, trying to ensure that customers compare VMware's offerings against a similar proprietary offering. But customers will increasingly employ the long view and consider open cloud options as well.

Immaturity Doesn't Last

Open clouds, OpenStack being just one, are following a similar development trajectory to Linux and open source databases. In phase one, the technology is for early adopters and not at all comparable with proprietary offerings. Early adopters and companies that take a long view and/or have a good reason to disrupt the market deploy and contribute to the projects to push them toward maturity.

Not long after this, the tech remains immature but is considered good enough for many workloads. It starts pushing into mainstream usage more and more with each release. IT staff tests it and finds that it can get the job done without having to waste budget on the proprietary software.

At this stage, proprietary vendors like VMware can still make a case for their products for high-end deployments, and for being better documented and/or having more features. But for many customers, that doesn't matter. The tech is good enough to get the job done, and the money not spent on software licenses easily compensates for the gap between the open source project and the proprietary alternatives.

OpenStack, et al, are very close to good enough, or have already reached that stage for many workloads. Quite a few companies are already deploying CloudStack and Eucalyptus.

From here, it's not going to be long before Infrastructure as a Service (IaaS) is just as much a commodity as the compiler, operating system, database, hypervisor and hardware.

VMware has already lived through this cycle at the hypervisor level. It wasn't that long ago that VMware folks were claiming that the hypervisor was still a value proposition. Ultimately, the company had to concede that the hypervisor had become a commodity component and made ESXi free to customers. The value had moved up the stack to management tools, where VMware still had an advantage.

But open tools are once again nipping at VMware's heels, beginning to make the IaaS stacks a commodity proposition.

Take the Long View

Despite the relative immaturity of open IaaS platforms, it makes sense to start evaluating them now with an eye to standardizing on an open stack (but not necessarily OpenStack).

One, it's almost certain that the platforms will reach maturity soon. Naturally, the larger the user and contributor pool for each platform, the better.

Secondly, if a company hasn't already made an investment in a proprietary platform, why lock yourself in now? While VMware or Microsoft would no doubt like to lock up the private cloud market, buying into those platforms now is a good way to ensure that you're going to be stuck with them in the long run.

Maybe VMware or Microsoft have the right platform for your environment, but the current state of OpenStack shouldn't be the deciding factor. All of the open cloud projects have been maturing rapidly, and it'd be foolish to assume they won't be ready for your workloads sooner rather than later.

Image courtesy of Shutterstock.



Jumat, 20 April 2012

The Rise of the Niche Social Network

Aside from sports, creative twists on old-fashioned buying and selling seemed to hold the most promise to the starry-eyed startups. Ticlr.com, for example, showed how it hoped to leverage Facebook to build community around commerce, while Tradesparq.com tapped into professional social network LinkedIn to help companies find suppliers in China.

Ticlr.com is an example of how Facebook is evolving into a network of networks, a trend that could someday remove any sense of a website having a beginning and end. The Winchester, Mass.-based company depends on getting permission to use members' Facebook contacts in order to make it easy for them to send gifts purchased on Ticlr.com. The gifts can be big to celebrate birthdays and anniversaries or small to break the ice when trying to get a first date. The gift site would compete with other gifting sites such as Wrapp, KangoGift and Giftly.

Tradesparq.com reflects a social networking trend in which sites leverage who a person knows as a way to add credibility to potential business deals. Without LinkedIn, Tradesparq.com would be just another business-to-business site. With the professional network, the company can use a buyer's LinkedIn contacts to put him in touch with people who know the Chinese supplier bidding on a product request.

Bill Nguyen, founder and chief executive of social app maker Color Labs, told DEMO attendees that Tradesparq.com fits into an emerging category of sites called vendor relationship management. "That's the ability of buyers to manage their connections and relationships with vendors, so it's a turning around of the CRM [customer relationship management] concept."

Sports is a Business, Too

Max My Play, based in Costa Mesa, Calif., is another example of a vertical social network trying to fill a need that Facebook doesn't touch. This time it's sports recruiting. Scheduled to launch out of beta in the summer, the company's site, ItsMyPlay.com, is designed to help amateur athletes promote themselves to coaches and scouts. Athletes can post video, stats, resume and other information, as well as communicate with interested coaches and teams.

These three sites have done a good job of identifying niches. But like other niche-oriented social networks, they're likely to face problems holding on to their users. Niche players often manage to initially attract a devoted audience, only to lose them later to a larger competitor that moves into the market. That's because the community usually moves to where there are more people. And Facebook has 800 million people.



Here's Another Fast-Growing Social Network: Goodreads

According to data from Quantcast, Goodreads began adding more users about mid-2009. In late 2009, Goodread user reviews started popping up in the Google eBooks store. Only a few months later, in 2010, Amazon announced that Kindle e-book sales had surpassed hardcover sales for the month of July.

How Goodreads Connects to Self-Publishing

Goodreads saw an opportunity, and began offering e-books directly from the site. Now authors could sell 13,000 books to their fans. With the rise of the self-publishing industry, which many writers have taken to nowadays - and with the likes of imprints like Chicago's own Tortoise Books and Featherproof popping up all over the place - it's not surprising that 35,000 self-promoting, social-networking authors have taken to Goodreads. The site currently has 8 million registered members who have written more than 13 million reviews and added more than 280 million books to their virtual shelves.

"Many of our early adopters were book bloggers, librarians and book club members," says Goodreads CEO and co-founder Otis Chandler. "In fact, we have 20,000 groups on our site, such as The Sword and Laser (part of the new Geek & Sundry YouTube channel), The Next Best Book Club and small, private, meet-in-real-life groups like the Boston Book Club."

To help readers find new books, Goodreads works with an algorithm much like Facebook's news feed. It is what powers the site's book recommendation engine, which is based around ratings, what's on a reader's virtual bookshelf and what readers with similar tastes have recommended.

However, not everyone is thrilled with Goodreads. Some liken it to the self-promotional focus and narcissism of Facebook users.

"The mix of Goodreads users is a discordant blend of true fans, self-promoting, gaming-the-system e-book authors, and people who want to turn the site into Farmville," says Sarah Browne, managing editor at TrendistSF. "As a hyphenated-user myself, (TrueFan/Author) I was initially deeply interested in meeting my tribe. I think plenty of writers and fans have found a home on Goodreads. But for all the real value I was starting to find, there were the countless forum notifications with post after post of various word games."

The Goodreads Power User

For those whose work centers around social media and writing, Goodreads can function as a universe all its own, and a place to quietly cultivate community. As with all types of social networks, those who engage more frequently generally tend to get more value out of the site itself.

This is the case with power user Letizia Sechi, who also happens to be the editor and social media manager at 40K, a digital publishing house based in Italy that has a wide selection of multilanguage titles.

"What I may suggest is to discover the tons of tools that it has: the various forms of recommendations (that you can use to ask directly for what you're looking for), lists, polls or groups, according on how much time you'd like to spend in there or how much you like having conversations with other readers."

What Goodreads offers moreso than the nerdy marginalia is the community. It's a place to stop by, chat with others and stay awhile.

"Living in a community of readers creates habits and affection to a place - think about readers' reaction each time that the site changes interface, even if it's technically better than the older one!" Sechi says. "I think this is the hardest part with new community: Convince people that there's a new place they can feel like home."

Lead image courtesy of Shutterstock.



Inside Amazon's AWS Marketplace: The Cloud in a Shopping Cart

If you've missed the hoopla over the marketplace, here's the skinny: Amazon is putting all the Amazon Machine Images (AMIs) from vendors in a one-stop shop with pricing, reviews and a simple interface for finding the software you want. Basically, Amazon has taken a virtual application marketplace to a slightly higher level to let users pick virtual appliances and launch them on EC2.

The Good

Amazon is making it much easier for users to find AMIs that they might want to use. It's very convenient to be able to search for, say, a AMI with Node.js pre-configured and be able to launch it right away. So if you're in need of a single server instance of a specific application, the AWS Marketplace is pretty nifty. But it's really more of a convenience store than a full-blown marketplace, at least right now.

You get a full description of the AMI, its customer rating (if it's been rated, few have been so far), base OS and so forth. You see what level of support is included with the image (if any), and in some cases you also see the estimated monthly cost.

This puts Amazon a little bit ahead of other cloud providers, which don't have a big "marketplace" of supported applications. It's a good move for Amazon and companies like BitNami that want to provide support for applications, or that want to offer software at a premium above the EC2 instance cost. Billing is simplified, so customers just pay through Amazon and the partners get their money from Amazon.

Why It's Underwhelming

This is all good, as far as it goes. Unfortunately, it doesn't go very far yet. Virtual appliances are nothing new. This makes it simpler to consume single-server applications, but still leaves a lot of configuration to the end users.

Consider, for instance, deploying Sharepoint with Amazon Virtual Private Cloud (VPC). If you look at the whitepaper that Amazon published on this (PDF), the architecture is much less simple than a single EC2 image. If your needs go further than a single EC2 image, the marketplace (at least right now) has nothing for you.

What would be really impressive is to see CloudFormation templates that provide highly available applications or more complex applications using Amazon RDS, and so on. We suspect that will come down the pike eventually, but the marketplace as it stands right now doesn't really tap the potential of AWS.

But it does plant a flag for Amazon, and gives the company yet another feature over the competition. While its competitors are still working on catching up to Amazon on features, Amazon is rallying partners to deliver services on its infrastructure.

Does Amazon have a big leg up with the AWS Marketplace? Are you more likely to use the AWS cloud thanks to the market? We would love to hear your thoughts about this in the comments.

(Image courtesy of Jonas M Luster via Flickr under the CC BY-SA 2.0 license.)



Kamis, 19 April 2012

[Infographic] More People Opting Out of Behavioral Advertising

The Network Advertising Initiative (NAI) and Digital Advertising Alliance (DAA) have seen participation rise in recent years, with now more than 80 companies in the NAI so far in 2012. The NAI provides users a portal where advertisers can show their privacy guidelines and users can opt out of cookie tracking, the prevalent way that ad agencies gain data for behavioral targeting.

Since 2008, about 9.8 million visitors have come to the NAI's opt-out site. That includes a little over 5.9 million in 2011, almost twice the people that had visited the site in the previous three years combined. Since 2008, about 1.75 million users have opted out of cookie tracking, approximately 17%.

Consumers are also leery of search engines. According to a Pew survey cited by law firm Loeb & Loeb as part of its Media Mindshare Leadership Series, 73% of consumers are "not OK" with a search engine that keeps track of your searches and uses that information to personalize your future results.

Google functions as both an advertiser and a search company. Its new privacy policy is intended to give users a better, more streamlined experience across Google services, but it also functions as a way for Google to concentrate its data collection practices for each individual user. When Larry Page called Google+ the "backbone" of all of the company's services, the hidden meaning was that a user's profile is now the central hub that the company uses to aggregate data. From an advertising perspective, it makes perfect sense.

Users and advertisers are going to have to find a balance. Behavioral advertising is creepy, yes, but the services that advertising supports (such as search, apps and various types of digital media) are vital to the flow of the Web and how consumers spend their time on it. The FTC has the right of it: Give users the option to opt out of cookie tracking and make the advertisers be as transparent as possible.

Check out the infographic from Loeb & Loeb below.




Ahead of IPO, Zuckerberg's Independent Streak Rattles Would-Be Investors

"This was an obvious power play by Zuckerberg; the pre-IPO timing is no coincidence," said Jordan Hudgens of software design firm MCW Services. "With all the commentary surrounding the reasons why Facebook has taken so long to go public, the number one factor for the delay has always been Zuckerberg's reluctance to give up control. It's clear that he is not relenting on his belief - and rightfully so - that he is the best person to lead his company."

By now, the backstory to Facebook's $1 billion acquisition of Instagram is becoming the stuff of M&A legend, complete with an initial asking price of $2 billion, and the latest revelation that Facebook Founder and CEO Mark Zuckerberg negotiated the deal over a three-day period with almost no influence from his company's board of directors.

"The board, according to one person familiar with the matter, 'Was told, not consulted'," the Journal article said.

Factor in that, for as long as most of us have known his name, Zuckerberg has publicly stated he is more interested in connecting everyone in the world than worrying about profit-and-loss statements - and that he shunned the idea of going on the pre-IPO roadshows - and the idea of a Facebook investment becomes even more worrisome for investors who are used to dealing with traditional CEOs.

Traditional CEOs, notes Steve Leach, founder of Bigmouthmedia and chairman of the social agency Outside Line, are part politician and part diplomat. They rarely have as big of a hands-on approach as Zuckerberg has with Facebook.

"For me, Zuckerberg is certainly a bigger risk than your stereotype MBA CEO, but with risk can come great reward," said Leach, who is planning to purchase Facebook shares following the IPO.

Still, Leach would be more comfortable if Zuckerberg didn't take on the role of post-IPO CEO.

"It could rapidly kick the drive and enthusiasm out of him and ultimately his product," he said. "After all, on a voting level, he will remain the overall decision maker without having to take any of the post-IPO heat."

While the approach Zuckerberg took to acquire Instagram may have unsettled investors in traditional companies, many in Silicon Valley like the approach given the sector's unique corporate culture. The approach keeps Web firms nimble, and according to the Journal, the acquisition may not have gone through if Zuckerberg had approached Instagram founder Kevin Systrom with a team of M&A lawyers instead of as a peer.

There are also precedents suggesting the Zuckerberg approach works. Startup expert Don Rainey of Grotech Ventures is on the board of LivingSocial, HelloWallet and other tech companies. He pointed to Zappos and CEO Tony Hsieh. Hsieh, Rainey said, is almost as famous for saying "If you get the culture right, most of the other stuff - like great customer service, or building a great long-term brand, or passionate employees and customers - will happen naturally on its own" as he is for selling shoes.



How the MegaUpload Shutdown Screwed a High School Sports Broadcaster

Goodwin, who operates a local high school sports broadcast site in northwestern Ohio, was one of millions of people who regularly used Megaupload, the controversial file-sharing site that has long been in the crosshairs of the entertainment industry for the role it plays in pirating copyrighted content. The site was seized and shut down in January following a raid on founder Kim Dotcom's New Zealand mansion.

Dotcom is currently awaiting extradition to the United States, where he faces charges related to widespread copyright infringement. In the meantime, Goodwin - and an unknown number of users like him - is stuck in the dark, unable to access his files.

"I brought up the website and it brought me to the main page, but I couldn't do anything else," Goodwin says. "I just freaked out, and I had no idea what to do."

Goodwin got in touch with the Electronic Frontier Foundation, who is representing former Megaupload users in a legal effort to have their noninfringing files retrieved.

"This piracy, that has nothing to do with me," Goodwin says. "Everything on there is mine. It's everything we filmed for OhioSportsNet in the last six months."

A Fiasco Without Precedent

It wasn't even 24 hours after the shutdown that reports began to surface of legitimate, nonpirating users being blocked from accessing their files. While Megaupload was undoubtedly used by many for piracy, it was also used as a cloud storage locker for users' personal files. In Goodwin's case, he had backed everything up locally, but was the victim of a poorly timed hard-drive crash.

"My business kind of came to a standstill when this happened," Goodwin says.

For now, his files are sitting on servers owned by Carpathia Hosting, a company from whom Megaupload had rented server space. The data is trapped in a sort of legal limbo as the justice system grapples with how to handle a situation that has few, if any, precedents.

The shutdown of Megaupload may or may not have put a dent in online piracy, but for users like Goodwin, it's having a very tangible effect. Most of the missing videos are archived on his website, but not in a way that makes them particularly easy to download and edit. As a result, he has to turn down paying customers who want him to put together a montage of their performances in past games. For student-athletes, such a reel could help them land a scholarship to get into college. For Goodwin, his inability to offer it means lost revenue.

"It makes me look foolish, and it costs me a lot of money," he says.

For Now, the Wait Continues

A hearing held in Virginia last week didn't come any closer to resolving the matter, as Federal District Judge Liam O'Grady declined to intervene and instead deferred to another court. In the meantime, Carpathia continues to weather the financial cost of hosting data for what used to be one of its most lucrative clients.

The whole affair is a mess, to say the least. It's unknown how long it could take for a judge to make a decision about what to do with the data of innocent users, let alone what the logistics of sifting through every terabyte might look like.

Goodwin says he expects an "all-or-nothing" approach, meaning that the government could either release all of the data, or it could end up being permanently deleted. He would prefer to see it analyzed so the noninfringing content can be identified and saved, but concedes that such an endeavor could be incredibly time-intensive and logistically challenging.

Among the most troubling aspects of this experience for people like Goodwin is that they were not warned. Even though piracy was widespread on Megaupload, users who paid for premium accounts and didn't use the site for illegal purposes had no reason to expect that their data would suddenly disappear. It would be akin to a Dropbox user trying to log into their account, only to find that the domain had been seized by U.S. authorities.

"I came to the conclusion that everything's gone," Goodwin says. "That way, I don't have any false hopes, and I'm not holding on the idea that maybe I'll get it back. If I get it back, it'll be like Christmas morning."



Rabu, 18 April 2012

Windows 8 and Windows 8 Pro: Microsoft's Lessons Learned

The part that consumers will have to know boils down to this: All versions of Windows 8 will contain the new "Metro-style" environment and the WinRT runtime. There will be a "Pro" version that mostly adds enhancements for making better use of the classic Desktop mode, as well as adding support for premium features such as "Boot from VHD" (the ability to render the installation in the same storage format used for virtualization).

And there will be a special version of Windows 8 for low-power devices using ARM rather than Intel processors. It will be called Windows RT, which is a poor choice of name because the recovery environment is known as Windows RE. And though it will run something that looks like the Windows Desktop we know and (partly) love, it won't be because ARM processors can't run software compiled for Intel processors.

That fourth SKU, called Windows 8 Enterprise, will be reserved for business licensees with Software Assurance agreements, and will include those features that make the OS more suited to remote management via Windows Server.

Quite frankly, there's not a lot to be confused by here, which for some has proven to be confusing in itself. What dastardly scheme could Microsoft be pulling, by daring to produce a product line arranged so sensibly?

The Iceberg That Sunk Vista

The reason this matters so much is because of one of the many converging factors that led to the premature sinking of Windows Vista in the public conscience. Vista was supposed to look and feel demonstrably better than XP ¬¬- it was this feeling that was originally supposed to have sold Vista more than any single new function or feature it contained.

But Windows was a slave to two masters other than Microsoft: One was the OEMs, especially those who produce the hardware that would make this new feeling felt, and who insisted that hardware not be commoditized too soon. Vista's new "Aero" look-and-feel, from the OEM's perspective, qualified as a premium feature. Customers can't pay extra for something that isn't released in limited quantity.

The second set of external masters were the retailers, who (especially in the pre-iPod era) often insist on at least three value tiers (good / better / best). Salespeople can then dole out value in increments, knowing that folks often won't settle for "good," but accepting that the desire for "best" will usually let them settle for "better."

To appease both sets of masters, in 2006 Microsoft created two separate classes of distinguishing factors for Vista. First was the logo program, for which participating OEMs qualified by producing hardware that met certain performance characteristics (many of which, we found out later, were suggested by the OEMs themselves). At first, this created a ridiculous three-tier logo system, using the language "Vista Capable," "Vista Ready," and "Vista Compliant" to denote varying stages of hardware support. Although the language was later boiled down to two tiers, consumers were so confused by the system that several of them filed a class-action suit against Microsoft.

And then there came the actual SKU divisions themselves, for which there were no fewer than six (6): There was Vista Home Basic, which you'd think would be the value-tier option except that there was also Vista Starter Edition (which lacked Aero, so why buy it?). Then there was Vista Home Premium, which was not the premium edition. The premium edition was Vista Ultimate, though for enterprises that did not want the shame of purchasing the premium Vista in the same package as enthusiasts were buying, there was Vista Enterprise. Did I leave out one? Yes, I believe I did: Vista Business, which was not Vista Enterprise but rather the version made from the remnants of Vista Home Premium after home-like features such as Media Center and Parental Controls were removed.

There actually appeared, for a brief time, an offshoot of the logo program which denoted the upgradability of a PC: "Vista Premium Ready" (not "Home Premium Ready") meant that a PC with Home Basic pre-installed could be upgraded to Premium for a fee.

Anyone who thinks Microsoft's position in retail has weakened since the dark days of Vista hasn't played Xbox recently. Giving retailers two and only two Windows 8 SKUs for Intel PCs, with one saying "Pro" and the other not saying "Pro," demonstrates a degree of moxie that Microsoft was missing in 2006. It's also closer to the ideal situation I suggested last year: that there should eventually become one Windows that adapts itself to whatever device it's managing at the time. It's good to see this kind of sensibility from Microsoft. Now if only the folks who came up with the retail plan could talk sense into the UI design team, we could have ourselves a real product.