Feral Notebook

Star of LCD projection display what is LCOS projector technology-LCOS projector, LCD projector - Edu

2011-04-11T07:27:00.001-07:00

1 Technology How can we be called quot good quot mean It must have more than other types of low cost technology and comprehensive than the performance but also more energy efficient environmental protection In br br Projector Display technology LCOS Projection Technology to play a role in this hungry br LCOS Projection display Technical not professional to say is quot fabricated on a silicon on the LCD display technology quot As a rising star of the three projection display technology since its inception to be widely sought after industry colleagues whom everyone called the core of the future of projector technology However LCOS projection technology development is not smooth but after several bumps br br LCOS projection technology history LCOS projection technology called liquid crystal on silicon silicon optical technology Liquid Crystal onSilicon LCoS is a combination of semiconductor processes and br br LCD Monitor LCD of the emerging technologies The technology first appeared in the late nineties of the last century The first molding is AuroraSystems company in 2000 developed the The product has a high resolution low price reflective imaging features br br After this many companies rushed Today many of whom are still active in the LCOS arena br br Sony JVC as the founding technology SMIC UMC Jiangxi Hongyuan digital technology brilliant and other enterprises in Henan However in the early LCOS technology is considered the most powerful supporters Intel and Philips the two quot giants quot but not to the end br br 04 LCOS Philips announced its withdrawal from the product development plan Philips LCOS products in the direction of major technology rear projection TV single chip timing imaging products Since 2004 LCD and plasma flat panel TV product growth is considered to Philips LCOS rear projection TV to give up a core element of product development stalled In addition this year Intel also announced the cessation of megapixels LCOS chip level development and delivery plans Intel claims that the future will be on the main experience develops two megapixels full HD grade LCOS products Intel the position is considered to want to LCOS pixel density advantage and Texas Instruments TI 39 s DLP projection technology struggle strategy However 05 years after Intel 39 s LCOS Scheme quot die a natural death quot br br Lost two giants of the LCOS is doing a nose dive in the 04 05 year period This phase has a number of companies introduced products development and production of LCOS LCOS camp so it seems for a time the danger of collapse However out of dissatisfaction with existing technology and the expected future industry trends Sony JVC and Taiwan Windows technology is still stuck with it Currently LCOS br br Projector Has become a high end theater projector technology used in the main Been a number of companies such as Sony JVC as the record br br Canon Pioneer LG and other support br br Currently LCOS technology products in the market has shown a good growth In the projection display technology DLP technology LCD technology to catch up with a decade 39 s time LCOS technology is already present in 2089 after the development period Industry analysts expect further with the LCOS technology maturity and expansion of industrial chain LCOS projection display technology is ushering in the development of the spring

Technology and Academic Achievement

2011-04-10T08:52:00.000-07:00

Over the last fifteen years American schools have dramatically increased spending on classroom technology to more than $5 billion annually, because there has been a widely held belief by governmental, business and educational leaders that "wiring schools, buying hardware and software, and distributing the equipment throughout will lead to abundant classroom use by teachers and students and improved teaching and learning" (Cuban, Kirkpatrick, & Craig, Winter 2001). In recent years a growing number of critics of technology in the classroom have raised questions about what kind of return schools have gotten for this investment. Larry Cuban has been quick to note that his surveys suggest that fewer than 20 percent of teachers use technology several times a week, and up to half of all teachers didn't use technology at all. (Cuban, et al., Winter 2001; Cuban, August 1999) Even if teachers used the technology, Cuban concluded, few employed these tools in ways that would improve teaching and learning. "[M]ore often than not," he noted, "their use sustained rather than altered existing patterns of teaching practice" (Cuban, et al., Winter 2001). America's return on this massive investment in classroom technology seems even more questionable when parents, policymakers, and educators look for evidence of the impact on student achievement. Supporters of educational technology continue to believe that technology will make a difference in academic achievement, but tend to rely on anecdotal evidence about student motivation and their development of critical?thinking skills to support this belief. They have been forced to depend on faith and their observations in a large measure because, "[T]here still is very little scientifically based research to gauge the effectiveness of technology," according to John Bailey, the Director of Educational Technology for the U.S. Department of Education (Murray, October 22, 2002). Given the lack of evidence that technology increases academic achievement, its not surprising that some observers are asking whether the resources and time devoted to technology might produce more significant increases in academic achievement if focused on other education needs. New Evidence: Recently, a growing number of researchers have published studies that provide substantial evidence that technology can play a positive role in academic achievement. Several organizations like Edutopia, the North Central Educational Lab (NCREL) and the Center for Applied Research in Educational Technology (CARET) are documenting research studies that link technology to increases in academic achievement. Two studies are reflective of the growing body of research on technology's role in academic achievement. Harold Wenglinsky's study, "Does it Compute: The Relationship between Educational Technology and Student Achievement in Mathematics," concluded that for 4th and 8th graders technology has "positive benefits" on achievement as measured in NAEP's mathematics test. But it is critical to note Wenglinsky's caveat to this conclusion. He argues that not all uses of technology were beneficial. Wenglinksky found using computers to teach low order thinking skills, "...[W]as negatively related to academic achievement . . . ." Put another way, this type of computer use was worse than doing nothing. By contrast, teachers who had students use computers to solve simulations saw their students' math scores increase significantly. As he explored the reasons for the differing ways teachers used technology, Wenglinsky found that professional development was the difference between those teachers who used skill and drill software and those who used software that could create simulations. Teachers who had training and skills used technology in ways that focused students on simulations and applications that encouraged students to develop problem solving skills. Those teachers who hadn't had training used skill and drill software (Wenglinsky, 1998). More recently, educators in Missouri issued their findings on a study of the impact the statewide eMints program had on academic achievement. This program is designed as a comprehensive approach to assist teachers to integrate technology. Participating teachers receive classroom equipment, and over two hundred hours of professional development over a two-year period. In addition to traditional workshops, eMints training includes peer coaching for individual teachers. The training is designed to help teachers integrate technology so that they can use inquiry-based teaching and emphasize critical-thinking and problem-solving skills. As one of the program leaders noted, "We find that when you put the two, (inquiry based learning and true technology integration) together there's a synergy created that really boosts students' learning" (Brannigan, 2002). The power of pairing technology with inquiry learning was directly reflected in the test scores of more than 6,000 third and fourth grade students who recently took the Missouri Assessment Program (MAP) test. "Results show that a higher percent of students in eMINTS classrooms scored in the 'Proficient' or 'Advanced' categories . . . when compared with other students who took the MAP tests . . . " (Brannigan, 2002; Evaluation Team Policy Brief, 2002). Technology and Learning: Two Pieces of the Puzzle: These two studies highlight the importance of rethinking our current beliefs about technology. Educators can no longer accept the belief that technology is a silver bullet. Secretary of Education Rod Paige recently told educators they need to look beyond their focus on wiring schools and providing classroom access to computers. "The (real) issue," Paige insisted, "is how we use this access-how we get results." Paige encouraged educators to ask how technology can "add value to student performance?" (Brannigan, Jan 31, 2002.). The two research studies highlighted above offer clear direction for educators who are trying to answer the questions raised by Secretary Paige. Both studies argue that improvements in student learning occur when technology is paired with instructional strategies like project-based instruction, which actively involves students in intellectually complex work that demands higher-order thinking and problem-solving skills. Henry Becker's research adds further weight to the argument that technology is a particularly strong tool for supporting active, inquiry-based learning. Becker argues that the kind of active learning necessary to master principles and concepts and explain student work is easier to implement in a technology-rich environment where "students have a rich array of information to work with (rather than only preselected, quality filtered textbook content), when communications structures enable students to pose relevant questions to appropriate individuals . . . and when technology-based tools such as databases, analytic software, and composition software help them to extract understanding from information" (Becker, 2000). Each of these studies also highlights the importance of Michael Fullan's observation that "The more powerful that technology becomes, the more indispensable good teachers are" (Fullan, 1998). If we expect teachers to use technology in ways that enrich and enhance student achievement, we must provide them with the professional development they need to develop the confidence and skills to apply technology, and an understanding of how technology supports standards-based education. Preparing teachers to use technology effectively may also mean following the example of Missouri's eMints program and ensuring that professional development focuses on instructional strategies like project-based learning, and cooperative or collaborative strategies, in addition to technology skills. This need to prepare teachers to use technology effectively means schools and district's have to adopt new models of professional development. Too often the limited staff development available focused on the computer, not technology's role in learning and teaching. As a result, the President's Commission on Web-Based Learning found that the training teachers received was "usually too little, too basic, and too generic to help them develop real facility in teaching with technology" (Web-Based Commission, 2001). Ninety-six percent reported that the most common training they received was on basic computer skills (Web-Based Commission, 2001). Another survey of public school teachers found that while most (78 percent) received some technology-related professional development in the 1998-99 school year, the training was basic and brief, lasting only 1 to 5 hours for 39 percent of teachers, and just 6 to 10 hours for another 19 percent of those trained (Web-Based Commission, 2001), The results of this failure to prepare teachers to use these new teaching tools were predictable. In 1999 a survey commission by the U.S. Department of Education reported that two-thirds of teachers surveyed were not comfortable using technology (Web-Based Commission, 2001). There is a consensus about the characteristics of a new, more effective model of professional development. One of the most salient of characteristics is that " . . . teachers need opportunities to work with colleagues, both in their school building and beyond. They need chances to learn from one another's successes and failures and to share ideas and knowledge" (The National Center for Research on Teacher Learning, 1995). Professional development also needs to be ongoing, and if we are to overcome the barrier of time, teachers' daily schedules must include "embedded opportunities for professional learning and collaborating with colleagues . . . " (The National Council of Staff Development, 2001). Others argue professional development must be immediately linked to the work teachers are doing in their class each day, and must model effective classroom instruction (The North Central Education Research Lab, 2000). To meet these needs, many leaders who are pressing for new staff development models encourage schools to adopt peer coaching or study groups to provide needed on-the-job collaboration on issues that are immediately relevant to classroom needs. Conclusion: During the Clinton Administration a presidential committee on educational technology noted there was too little research being conducted on the impact of technology in the classroom and called upon researchers to accept the challenge. Some researchers, perhaps too few, have accepted this responsibility. They are finding that it is difficult to isolate technology as a variable in good instruction, but they are finding that in the right circumstances, technology plays a positive role in enhancing academic achievement. Educators are increasingly focusing on this research, but must also be mindful of the circumstances in which research studies show technology has been a powerful learning tool. With this understanding of the context for success, educational leaders can shape programs that prepare teachers to use these powerful new learning tools effectively.Food |Gift |Relationship |Girlfriend

Dell Inspiron 15R (N7010) Specifications

2011-04-04T10:31:00.000-07:00

The newly designed Inspiron 15R is the latest 15.6-inch desktop-replacement notebook from Dell. Equipped with the Intel Core i3 or i5 processors and Intel GMA HD graphics, this budget-friendly system is aimed at the masses. In this review we take an in-depth look at this new system and see how it performs.

Dell Inspiron 15R (N7010) Specifications:

* Intel Core i3 370M processor (2.4GHz, 3MB cache)
* 15.6-inch 1366x768 display with LED backlighting
* Windows 7 Home Premium (64-bit)
* 4GB DDR3 memory
* 500GB 5400rpm HDD
* Intel HD integrated graphics
* 10/100 Ethernet, 802.11n wireless, and Bluetooth
* Intel Wi-Di (wireless display technology) and adapter
* 6-cell Li-ion 48Wh battery
* Dimensions: 14.8 x 10.31 x 1.25-1.34-inches
* Weight: 5.79lbs
* MSRP: $599 (excluding Intel Wi-Di)

Build and Design

The newly redesigned Inspiron 15R offers a much cleaner and sleeker look and feel compared to past models. Similar to the Adamo-series, the layout has a hinge-forward design with the screen positioned just slightly in front of the back edge of the chassis. This has the added benefit of moving the screen closer to the keyboard and bringing the action to you. The outside appearance of the new 15R is very stylish, with a faux-brushed metal screen cover. The look gives the appearance of metal, although with an easier to clean painted surface. This look it also shared inside the notebook, with the palmrest and keyboard trim.

Build quality is great with a strong chassis and very durable feeling plastic. Even with its large footprint, the thin chassis resist flex and doesn't creak when you lift it up from the corners. The keyboard and palmrest both have more than adequate support, and don't sag under strong pressure. The screen cover has moderate protection for the LCD, with only strong pressure to the back of the panel causing ripples. The screen has no problem staying put with two strong hinges that get the display into position and hold it without any wiggle.

Users looking to upgrade the RAM inside the Dell Inspiron 15R will find the process quite easy. There is only one access panel on the bottom of the notebook. With a few Phillips head screws removed, you can add or repalce to the system memory. Unfortunately, getting access to the hard drive requires a complete disassembly of the notebook chassis.

Ports and Features

For a budget 15-inch desktop-replacement the Inspiron 15R offers plenty of inputs. We counted three USB 2.0 ports, one eSATA/USB connection, HDMI and VGA-out , audio jacks, and Ethernet. It also featured a SDHC-card reader, but an ExpressCard slot was missing.

One feature Dell offers as an option on the Inspiron 15R is Intel Wi-Di (Wireless Display) that transmits 720P resolution video through wireless HDMI over a long distance to a receiver box that attaches to your HDTV. This technology is great for enjoying movies without needing to trip over wires draped across a living room. The downside is this technology requires a 2-3 second buffer, making it impossible to use for a second monitor where you need to actively control items on the screen. Browsing the web is very difficult when your mouse cursor is trailing a couple seconds behind. For watching a movie, its not a problem since you start it up and go hands-off.

The Intel Wi-Di option adds $100 to the price of the Inspiron 15R. In theory this is a great value, although at the time of this writing Dell only offers this on the highest configuration of the 15R. Our $599 model cannot currently be configured with Wi-Di on the Dell website. Instead, the lowest priced model with Wi-Di starts at $949.

Acer Aspire One AOD255-2520 Diamond black Intel Atom N450(1.66GHz)

2011-03-30T23:14:00.000-07:00

Acer Aspire One AOD255-2520 Diamond black Intel Atom N450(1.66GHz) 10.1" 1GB Memory 160GB HDD Netbook

General

Brand
Acer

Series
Aspire One

Model
AOD255-2520

Part#
LU.SDE0D.126

Color
Diamond black

Operating System

OS Provided
Windows 7 Starter

Processor

CPU Type
Intel Atom

CPU Speed
N450(1.66GHz)

CPU L2 Cache
512KB

Chipset

Chipset
Intel NM10

Display

Screen Size
10.1"

Widescreen Display
Yes

Max Resolution
1024 x 600

Display Feature
LED backlight

Graphics

Graphics Processor
Intel GMA 3150

Video Memory
Shared system memory

Memory

Memory Slots
1 x 200-Pin DDR2 SO-DIMM

Memory Speed
DDR2 667

Memory
1GB

Max Memory Supported
2GB

Memory Spec
1GB x 1

Hard Drive

HDD
160GB

Hard Drive RPM
5400 RPM

Hard Drive Interface
SATA

Dimension & Weight

Dimension
10.20" x 7.30" x 0.90"

Weight
2.80 lbs

Netbook Camera

Camera Type
Integrated Acer Crystal Eye webcam

Communications

LAN
10/100Mbps

WLAN
802.11b/g/n Wireless LAN

Expansion / Connectivity

USB
3

Video Ports
1 x VGA

Audio Ports
1 x Microphone jack; 1 x Headphone jack

Audio

Audio
Integrated Sound Card

Integrated digital microphone

Microsoft DirectSound compatibility

Speaker
Two integrated stereo speakers

Input Device

Touchpad
Multi-gesture touchpad supporting two-finger scroll, pinch, rotate, flip

Keyboard
84-key Acer FineTip keyboard, 93% of standard-size keyboard

Card Reader

Card Reader
Multi-in-one card reader Supports optional MultiMediaCard, Secure Digital (SD) card

Power

AC Adapter
40-watt AC adapter

Battery

Battery
6-cell lithium ion

Battery Life
Up to 8 hours

What Holds Back CRM Success: Executive Fear

2011-01-11T16:06:00.000-08:00

By Christopher J. Bucholtz
CRM Buyer
Part of the ECT News Network
01/06/11 5:00 AM PT

If you're sitting around waiting for best practices, it means that someone else -- probably a competitor -- is out there working to develop them. With the speed that customer relationships are evolving, can you wait to copy your competitors? Are you willing to spot them a huge lead? If you're not willing to answer the bell now, will you really be able to catch up later?

"3 Payment Security Myths and Their Truths" - Payment Security goes beyond PCI Compliance. Understand 3 key myths and how they impede success, and learn an approach to Enterprise Payment Security to achieve successful Tokenization and PCI Compliance, without touching sensitive payment data. Learn more.

The past year seemed like one of marking time in CRM -- at least to me. The trends are all well spelled out: Social CRM will become a critical tool, service has grown in importance as customer acquisition has become more difficult, and the value of mobile CRM is becoming painfully apparent. So why aren't we acting on the trends?

I've heard the excuses -- most famously, "we need to understand the ROI on this before we launch any projects." That's not a great excuse, because ROI calculators are out there and ready for use, even for social CRM. Great or not, too often the excuses win out.

You've probably heard the mantra that CRM needs executive buy-in to succeed. That's true -- so true, in fact, that the opposite is also true. New trends in CRM need executive apathy and fear to fail.

The people working in the trenches are constantly receiving anecdotal evidence of the value of social CRM in helping with sales, marketing and service. The service team sees only too clearly how deficiencies in their processes are holding them back. The people in the field are relying on mobile devices for many things -- and they know that a capability to use their business software on their mobile devices could make them both more productive and more effective.

So the front-line people are ready, and the technology is ready. What's keeping many businesses from launching a CRM revolution? I like to call it "C-level fear."

Far too many executives operate from a position of fear when it comes to the customer. They continue to debate the idea that the customer is now in control of the relationship, because the loss of control is scary to them.

As a result, they soft-pedal emerging technologies, kicking the can down the road to a time not when their organizations are ready for change -- because that time is now -- but to a time when they have come to grips with how the customer is changing, and how that changes the expectations and duties of a C-level executive.

They're afraid of making investments that don't pay off, and they'd rather find themselves too far behind the competition than seem too far ahead of the technology curve.

The great default is the ROI argument. If an initiative can't produce visible ROI in a short period of time, it doesn't get a go-ahead. Investments should have payoffs, but the way those payoffs are evaluated should be fair and realistic.

A pilot program whose evaluation criteria doom it to failure from the start is not a good investment. An evaluation of an underfunded initiative after six months is not fair to those involved in it.

Worst of all, once a half-baked, half-hearted program based around social media, in-depth service or mobile technologies fails, the executives plagued by "C-level fear" can then use those doomed projects as evidence that all such projects will fail.

Another great dodge is the idea of waiting for best practices to develop. Best practices don't just evolve on their own -- they come about when someone actually tries something and then adjusts what they're doing.

Thus, if you're sitting around waiting for best practices, it means that someone else -- probably a competitor -- is out there working to develop them. With the speed that customer relationships are evolving, can you wait to copy your competitors? Are you willing to spot them a huge lead? If you're not willing to answer the bell now, will you really be able to catch up later?

If you want to succeed -- especially as a C-level executive -- you need to be audacious. You need to realize what the reality is around customer relationships, accept what you have control over, and act decisively to improve those things. What you should not do is default to excuses that merely mask the fact that you're uncomfortable with change.

One audacious move: If you're a C-level executive, get out of the office and talk to the front-line people about these ideas. Find out if social CRM, mobile CRM, new service metrics, or new types of analytics would solve their problems. If the answer is yes, you need to realize that you will not be alone in any effort to improve your CRM efforts -- if you're brave enough to respond by initiating change.

CRM Buyer columnist Chris Bucholtz blogs about CRM at Forecasting Clouds. He has been a technology journalist for 15 years and has immersed himself in the world of CRM since 2006. When he's not wearing his business and technology geek hat, he's wearing his airplane geek hat; he's written two books on World War II aviation, and his next two are slated for publication in 2010. Print Version E-Mail Article Reprints More by Christopher J. Bucholtz

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December 16, 2010
Back in the 1940s, if someone said, "We should figure out how artillery shells travel through the air," technologists could take a stab at it. However, without the details of the question -- like wind, projectile shape, etc. -- the results were likely to be poor and the investment would probably be viewed as a waste. Is that much different than what happens in a lot of poorly defined CRM deployments today? Breaking the Tech Terminology Barrier
December 09, 2010
If a vendor has a different definition of a technology than its intended customers, that disconnect can cost the customers millions in potential savings and can cost the vendors their businesses. This isn't just a problem for PRM. There are other technologies that orbit CRM -- the terms "performance management," "cloud computing," and even "social CRM" are often met with blank stares when you speak to business people.

Skype acquires Qik mobile video company

2011-01-11T11:08:00.000-08:00

Zubair Ghumro (L) speaks to his friend Sheeraz Qazalbash using Skype software at an internet cafe in central London August 10, 2010.

Credit: Reuters/Paul Hackett

SAN FRANCISCO | Thu Jan 6, 2011 3:45pm EST

SAN FRANCISCO (Reuters) - Internet telephone service Skype said it acquired mobile video company Qik for an undisclosed amount.

Qik's service -- available on more than 200 mobile phones, including Android and Apple's iPhone -- lets users capture and share video across smartphones and the Internet, Skype said in a news release.

Skype, partly owned by Web retailer eBay Inc, is expecting to raise up to $1 billion in an initial public offering, sources familiar with the matter told Reuters in November.

Skype said the transaction to buy Redwood City, California-based Qik, with 60 employees, should be completed this month.

(Reporting by Noel Randewich; Editing by Steve Orlofsky)

Samsung seeks 15 percent TV sales jump

2011-01-11T06:44:00.000-08:00

A reporter touches a 75-inch, full HD 3D LED television by Samsung Electronics during the first day of the 2011 International Consumer Electronics Show (CES) in Las Vegas, Nevada January 6, 2011.

Credit: Reuters/Steve Marcus

By Miyoung Kim

LAS VEGAS | Thu Jan 6, 2011 8:02pm EST

LAS VEGAS (Reuters) - Samsung Electronics Co is targeting 15 percent growth in 2011 sales of flat-screen TVs to 45 million units, and hopes to more than double shipments of pricier LED sets.

The world's largest maker of TVs aims to quadruple sales of 3D TV sets to around 8 million-9 million units this year, while aggressively promoting Internet-enabled TVs to goose up margins as severe price competition keeps profits razor-thin.

Shaken by their failure to inspire consumers in a recession with a new generation of TVs, major producers from Samsung, LG Electronics Inc to Sony all showed improved versions of 3D and "smart" TVs at the Consumer Electronics Show, hoping to grab a bigger slice of an emerging market where no single player dominates.

The fight over the connected living room, which enables viewers to hook up TVs to Web shows and software stored in the cloud and on personal computers, is not short of aspirants with technology heavyweights from Google Inc and Microsoft Corp to Apple Inc all joining the fray.

Samsung this year aims to sell 12 million Internet-enabled TVs, which sport access to its TV Appstore, video-streaming site Hulu and social networking sites such as Twitter. The 12 million figure would make up 27 percent of its total TV shipments this year.

"Smart TV is not a simple Internet-enabled device or a computer with a large screen and no keyboard," said Kim Hyun-suk, senior vice president at Samsung's TV division.

"It allows consumers to lean back and have access to all kinds of applications and content, and connect with other devices in the home."

SMART VS DUMB TVS

Samsung booked the biggest showing area among CES participants this year in Las Vegas to showcase a plethora of products from smartphones and tablets to TVs and cameras. It dedicated a large portion to Smart and 3D TVs in particular, betting the global Smart TV market would grow to 30 million units this year.

DisplaySearch estimates that 21 percent of all TVs shipped in 2010 have Internet connectivity, and the segment is expected to grow at double-digit rates over the next four years, swelling to 122 million units by 2014.

On 3D, Samsung attributed its slow takeoff last year to a combination of high prices, a lack of available content, and the discomfort of having to watch TV with heavy glasses.

"Most of those issues will be resolved to a large extent and the market will really take off," said Yoon Boo-keun, head of Samsung's TV division. "3D premium has fallen to an affordable level, content keeps growing and glasses have also become much lighter."

"When people buy a TV, they look for a product they can use for the next six to seven years. With all those issues addressed, consumers are now very likely to buy 3D sets."

In addition to a lack of 3D content, however, one of the biggest obstacles for the new technology to take off is different 3D formats.

Samsung, which controlled more than 50 percent of the global 3D TV market last year, is pushing for active-shutter glass technology, which requires special glasses with batteries, chips and switches to synchronize 3D signals from TV sets.

CES: Being There

2011-01-11T03:17:00.000-08:00

The annual giant Consumer Electronics Show is happening this week in Las Vegas, and once again everything new in the electronics world is on display. I've been to a number of these CES events, and each seems bigger than the last. It is held not only in the very large Las Vegas Convention Center, but also at the Sands convention center and many other casino convention centers up and down the strip, between official and unofficial sites.

In fact, there are countless big tents with corporate logos pitched in parking lots. Maybe it's cheaper than setting up a booth inside -- who knows? Why else would they be outside in the winter? Even in the desert, it gets cold and rains now and then. This year, there's been an effort to curtail the show's growth by cutting down on the vast number of attendees. We'll see what that does.

If you have never been to the show, let me give you a tour. If you've been to any other trade show before and think you understand -- let me just say, no you don't. That was my first mistake.

First I arrive in town, walk off the airplane and am immediately thrust into the rush of people flowing toward the shuttle to baggage claim. The good part of all this chaos is you don't actually have to walk, because you are carried along. It's like floating in a rushing stream.

You come down the escalators and see the luggage racks, but then you look around and realize there is not any room for another human being down there. Yet your escalator thrusts more folks into the steaming mass. You are one of them. After a while you make it to your luggage rack to wait and pick up your bag. And wait. And wait. An hour later when you finally see it, you grab your bag and rush to the taxi stand.

You're free at last... you think... until you see the line for a cab. You realize this is like Disney World on its busiest day. A long line snaking back and forth and back and forth so many times you get dizzy.

Instead of waiting like everyone else, you decide to call for a limo instead, not thinking this may be their busiest time of the year too. What, there are no cars? You should have booked it months in advance? There are hundreds, if not thousands, of additional cars brought in from Los Angeles and other hot spots, but still no car for you? You are stuck in this taxi line waiting for a cab? Get used to it. That's life for the next few days.

By the time you actually get your taxi it feels like tomorrow. OK you are driving away from this crowd into Vegas. Now you are free at last. The cab driver is nice this time. He's happy because he's finally making some money I guess. Vegas has been slow the last couple years. He gives you the lay of the land. You say you can't believe how many people were at the airport. He laughs and says just wait.

Las Vegas has always been a hopping place until a couple years ago, when the president put a kibosh on the town. Suddenly shows canceled. People stopped coming. Money dried up. That threw this shining city in the desert into near financial turmoil. Tourism is its lifeblood after all. Avoid the town?

Vegas is finally starting to come back from that punch in the gut -- slowly -- but when CES is in town, it's like the good ole days. The good news is many of the big hotels have their SOLD OUT signs lit with pride.

I get to the hotel to relax before getting started, but find another long line to check in. After another long wait, I finally get my room. After checking email and freshening up, I grab my stuff and head out to the show.

The taxi stand at the hotel is just as obnoxious and long as at the airport. So I go to the bus, which will take me there more quickly, I hope.

I step off the bus and look around at all the people. There is a sea of people. Attendance at the show is expected to reach 120,000, and this is just the outflow. That's better than the 150,000 who attended in the past, but it's still enormous. There are 2,500 booths and about 1,200 of them are from overseas. This is truly an international show.

I walk in the doors and see the various entrances to the show. I get a map, which will make it easy to find the booths where I have appointments. I look at the map and cry. This is the largest floor I have ever seen, and this is only one of the many different floors where I have to be.

There I stand, in a mass of people, in one of many big convention center rooms, trying to find a needle in this haystack. Then the next needle, and the next.

To make matters worse, my first appointment is in this mass somewhere, but my next appointment is in a hotel up the strip. A short distance typically, but with this crowd there is no possible way to make it all happen. Interview after interview. This is an incredible zoo.

Then an idea pops into my head. Maybe next year, I will have a booth. Yeah -- then they can all break their neck to try and get to me. That's the ticket. But that is next year. For now, I have to battle the crowds like everyone else.

I've learned there are countless limos to take you from event to event if you have the right connections. Fortunately I do, sometimes. That makes navigating the crowd much more doable. Still I'm exhausted by 11a.m.!

When you are reading the stories from all the media covering the show, cut them some slack. They too are numb from the shoulders up trying to survive this massive human thrust, while at the same time trying to write something that everyone else in the world can understand.

We are better off reading the stories for a sense of what is new and what is coming, but not for a real sense of how it will compare, compete and perform in the marketplace. You get too wrapped up in the excitement of the event to be objective. It is too easy to disconnect from the world in your mind while rushing from news conference to briefing to interview.

OK, it's the end of the day. The show is over for the day. Thank goodness. Tomorrow is another day. Time to go back to the hotel for a little dinner and a good night sleep. Its 5 p.m. Vegas time, which means 8 p.m. to me.

Wait -- I forgot -- there are still a handful of party events I am scheduled for tonight at some of Vegas' hot spots. Don't get excited, though, these are not typical Vegas parties. They are full of the same dull or crazy people I've been battling all day, only this time we are battling for a crab leg while touring more booths. These can sometimes be interesting as senior executives are often present.

The booths at the show are huge. Actually they are like small cities. Companies like AT&T, Verizon, Sprint, Qwest and T-Mobile are always there somewhere. Now new companies like CenturyLink and Windstream may be getting involved. Google and Apple are now in the cellphone space, so it makes sense to see them there -- but Apple is never at CES. I wonder what it will announce at its show. Booths at these after-the-show events are smaller and more intimate.

Wireless and cellular always plays a role at the show, but this is not a wireless show. That is just one of many segments of the consumer electronics industry represented at CES. This is the place to see it all in action, even before it's in the marketplace.

Telecom -- wireless and wireline -- does play an important role in the consumer electronics industry, since it's the highway the cars ride on.

Now please excuse me while I grab a few shrimp and crabs legs from the table for nourishment. What... this is Vegas. Got a long night ahead looking at all the upcoming smartphones and tablet computers and 3D TVs with built-in coolers so you don't have to walk to the kitchen anymore. What will they think of next?

Jeff Kagan is an E-Commerce Times columnist and a wireless, telecom and technology analyst, author, speaker and consultant. Email him at jeff@jeffKAGAN.com.

Tackling the Big IPO Question

2011-01-10T22:27:00.000-08:00

Though there are many benefits to bringing your company public, there are also disadvantages to be considered. Therefore, the process of deciding whether to launch an initial public offering should be a deliberate, well-thought-out process made by a team of professionals, including management, your board of directors (if you have one), financial advisors and attorneys.

There is no doubt that a well-executed plan to bring your company public can result in substantial financial benefits both to the stockholders and the company itself. It can make the difference between remaining a small, moderately funded company and becoming a large, well-financed organization.

Let's consider the pros and cons to such a critical decision.

If your stock is publicly traded, assuming that there is sufficient volume in the stock, there is constant access to liquidity both for the stockholders and for the company itself. A stockholder who needs fund merely has to sell shares in the open market. When the company needs additional funds, assuming that the business has been successful and market conditions are favorable, the company can execute a secondary offering by selling additional shares thus bringing more capital to the company.

In the vast majority of cases, a publicly held company is worth more than if it is privately held. For example, private companies often sell from anywhere between three to 10 times annual earnings (price/earnings ratio or p/e ratio). A publicly held company, assuming that it is in an upcoming industry, can sell from as much as 40 times earnings to 50 times or more.

A recent example of this amazing leveraging phenomenon is Priceline.com. In early December of 2010, it had a p/e ratio of about 44. This means that people were willing to pay 44 times annual earnings for a share of stock. Would you be willing to buy a privately held company for 44 times its annual earnings? Unlikely!

Price/earnings ratios go into the stratosphere when investors anticipate that the company has great prospects for increased future earnings. They are, in effect, discounting the future anticipated earnings and relating them to the present value of the company's stock.

Let's look at this from another perspective. If on a particular day you owned a privately held company that could be sold at a p/e ratio of five, and you decided to go public with your company, that same company, depending upon market circumstances, could be worth 44 times annual earnings once it became public. In other words, your investment would jump more than 800 percent on the day you went public with your company.

I realize that this is a simplistic example. However, there is no doubt that a publicly held company is usually worth much more than a similar privately held company. It is a matter of market dynamics -- the universe of buyers dramatically increases once the company is publicly held.

An additional benefit relates to the liquidity of your shares. Again, there is no doubt that the shares of a publicly held company are generally far more liquid than those of a privately held one. Again, it is a matter of market dynamics. There are simply more buyers out there (a larger universe) for a public company than there are for a private company.

This liquidity can provide you, the owner/shareholder, with a ready source of cash. The liquidity can also be used for estate planning purposes or, for that matter, any other cash needs that you, the stockholder, might have.

This financial alchemy -- the skyrocketing value of a company and the liquidity of its stock, once it's public -- is certainly a major driving force impelling people to take the plunge and bringing their company public. But, what are the disadvantages?

There are, however, downsides to going public. First of all, there are many business owners who don't want the world to know how much their annual salary is. When a company is public, this information is available in its filings with the Securities & Exchange Commission. Likewise, there are also many business owners who don't want to answer to a regulatory authority, namely, the SEC.

The reality of the situation is that being public creates a long list of regulatory requirements, such as the need for an independent board of directors, the need to file certain documents on a regular basis with the SEC, and the general scrutiny that comes with being a public company. Obviously, these hurdles are not insurmountable -- just look at how many companies are publicly traded!

The fact remains, there are entrepreneurs who are running profitable companies who just don't want the scrutiny and additional reporting requirements that come with running a company whose stock is publicly traded -- and they don't want to spend money for additional accounting, legal, and reporting costs.

The quick answer to this question is that you should surround yourself with seasoned legal, accounting and financial advisors -- people who know the terrain and can guide you through it in a rather seamless fashion.

Given that, there is an alternative to a regular IPO that your lawyers can explain to you. This is a so-called reverse merger, in which your company's shares are exchanged with the shares of a publicly held shell corporation. Your company will be the surviving company, with the original shareholders of the shell owning a minority of the stock of your company.

This sounds like a complex process, but it really isn't. Let's say that a company that is public goes dormant for one reason or another. It could be that its business model just didn't work out and the shareholders decided to keep the public entity public, though there is no real activity in it -- no revenue and no expenses to speak of.

However, the shareholders realize that although the company has no value as a going concern, it does have value in that the stock of the company is publicly traded and it is a reporting company -- meaning that it is filing the requisite reports with the SEC. There are people who will pay a handsome price for a reporting corporate shell because they realize that it is a vehicle that can be used as a quick route to being publicly traded.

Whatever route you decide to take -- going public or remaining private -- your best bet is to make that decision after serious and lengthy consultation with your advisors. Their input is invaluable and can save you time, money, and headaches in the long run.

Good luck!

Theodore F. di Stefano is a founder and managing partner at Capital Source Partners, which provides a wide range of investment banking services to the small and medium-sized business. He is also a frequent speaker to business groups on financial and corporate governance matters. He can be contacted at Ted@capitalsourcepartners.com.

Amazon Plans to Go Google One Better With Android Appstore

2011-01-10T17:28:00.000-08:00

Amazon (Nasdaq: AMZN) came a step closer to opening its Android Appstore Wednesday by opening a portal for developers. The portal allows app makers to submit their wares to the Internet's largest online retailer so they can be part of the outlet's offerings when its virtual doors open later this year.

Amazon is launching the Android Appstore as a service to its customers, according to spokesperson Anya Waring.

"Given the sheer number of apps available today, it's really hard for customers to find high quality and relevant products at great prices," she told the E-Commerce Times.

Amazon proposes to address quality issues in the app market by reviewing each and every entry before it's sold in the outlet. In addition, customers will be able to review and rate apps, as they do other products sold by Amazon.

As for consumers discovering and finding apps, Amazon's powerful search and recommendation system will also be part of the store.

A criticism of Google's (Nasdaq: GOOG) Android Market has been that it's hard to find things in it and there isn't a lot of information there about the apps.

"If Amazon does it a lot better and puts it together in a way so consumers can find what they're looking for, it would be very appealing," Mark Beccue, an analyst with ABI Research, told the E-Commerce Times.

Amazon has spent years developing innovative features to help customers find and discover relevant products, spokesperson Waring explained.

"We're excited to take those key learnings and innovations and apply those to the apps market segment," she said.

What's more, the store will use Amazon's smooth checkout system for ringing up apps bought by consumers. One of the knocks against Google's Android Market is that paying for apps is limited to Google checkout or Paypal.

Developers, who will receive 70 percent of the sale price of their apps, may also benefit from Amazon's mature payment system.

"There has been some reports of the Android marketplace not working that well for developers in terms of getting paid," Beccue noted.

An added bonus Amazon is offering developers who sell their wares through the retailer's app store is the ability to protect their programs from unauthorized copying through Digital Rights Management.

The prospect of selling to Amazon's 10 million customer base is attractive to some developers.

"It's nice to have a channel with Amazon's market power to sell apps through," Joshua Greenman, president of Mercury Development, told the E-Commerce Times. "However, it's a little disconcerting that developers may have to maintain apps across multiple app stores, which is more work."

With sales spread across several stores, users can get a distorted view of an app's popularity because they can't see an aggregate download number, he explained.

It's not likely that the review process at the Amazon store will improve the apps sold there, in Greenman's view.

"The only thing that will improve the quality of the apps will be less fragmentation in the Android market, which will make it easier and less expensive to make an app that runs on all phones," he maintained.

Anything that improves a shopper's ability to find an app from a computer will help developers, according to Casey Davis, chief system architect at GravityJack.

Finding an app in the Android Market from a mobile phone is easy enough, he explained, but finding one online is more problematic.

"Google made this huge mistake when they didn't index their own marketplace and make it available to people who want to browse it on the Web," he told the E-Commerce Times.

Google did not respond to the E-Commerce Times' request for comment on Amazon's Appstore. But since Google's approval was needed before plans for the store could proceed, it appears that the search giant is unconcerned about competition from the outlet.

"Google could have said no," Beccue said. "It's saying, 'Come on in. See if you can do it better. That's fine.'"

Apple launches app store for Macs, a la iPhone

2011-01-10T13:17:00.000-08:00

Customers check Apple laptops at the new Apple Store at Pudong Lujiazui in Shanghai July 10, 2010.

Credit: Reuters/Aly Song

By Gabriel Madway

LAS VEGAS | Thu Jan 6, 2011 8:46am EST

LAS VEGAS (Reuters) - Apple Inc is launching an applications store for Mac computers, replicating a model that proved wildly popular on its iPhones.

Apple is hoping to capitalize on Macs' surging sales as it aims to change the way software is sold for its computers -- centralizing distribution, simplifying discovery and leaving Apple as a gatekeeper of sorts.

The Mac App Store, similar to the iPhone App Store and linked to iTunes accounts, went live on Thursday offering more than 1,000 apps, or programs. The store is launching in 90 countries with paid and free apps in areas such as games, design and education.

Phil Schiller, Apple's senior vice president of marketing, highlighted the ease of use of the store, which he said will be familiar to anyone who has bought iPhone apps.

Apple hopes to lure new software developers to the Mac, Schiller said, and simplify access to programs, which users currently buy in disk format or download from websites.

He said the success of the iPhone app store "absolutely exceeded our expectations," but declined to make any predictions for the Mac store.

Long-time Apple watcher Tim Bajarin of Creative Strategies called the Mac app store "an important milestone for the industry that puts a nail in the coffin of shrink wrapped apps and moves them now to direct downloads."

He predicted that Apple's PC rivals will move to adopt a similar model.

APPS, APPS EVERYWHERE

As with the iPhone, Mac app developers set the price for their apps and get 70 percent of the revenue from sales, with Apple taking the remaining 30 percent. Purchases are made via users' iTunes accounts.

Apple will sell its own software in the store, including the iLife and Aperture programs. Companies like Autodesk, which makes complex engineering and design software, will also sell software.

Schiller said Apple will apply technical standards and criteria for approving Mac apps similar to those it uses on the iPhone. For example, the company does not allow pornography.

Apple has less than 5 percent of the global personal computer market, but it is the No. 3 vendor in the United States and rising fast, growing far faster than the overall market.

It would be a tall order for Mac apps to match the popularity of iPhone apps.

Apple launched the iPhone store in mid-2008 and it proved to be an instant hit, driving sales of the smartphone and helping reshape the way mobile content is delivered.

Data security center in Utah targets cyberspace

2011-01-10T08:38:00.000-08:00

By James Nelson

CAMP WILLIAMS, Utah | Thu Jan 6, 2011 8:17pm EST

CAMP WILLIAMS, Utah (Reuters) - A $1.5 billion dollar National Security Agency data center under construction in Utah will be an important step in dealing with rising volumes of information in cyberspace, officials said on Thursday.

The NSA will utilize the massive facility, which will be built under direction by the U.S. Army Corps of Engineers, to gather and process information from different branches of the U.S. intelligence operations.

"It's a very important step in protecting the interests of our country. Banking, financial interests, Internet and national security. This is an important step forward in all of those," U.S. Senator Orrin Hatch told Reuters at a groundbreaking ceremony for the Data Center.

Officials tout the data center mission as providing technical assistance to the Department of Homeland Security, provide intelligence and warning to cyber threats and carry out cyber-security objectives.

"Just as we defend our lands, America also needs to defend cyberspace," Hatch said. "The Data Center will be part of our expanding efforts to defend our Department of Defense computer systems from cyber attack, and will play key role in helping Homeland Security keep our government's civilian computer systems safe."

The new center will be built on a 240-acre site within the Camp Williams military compound. When completed in 2013 it will provide 100,000 square feet of computer space and one million square feet of total space.

The Utah site was picked over 37 other potential sites.

Hatch pointed to Utah's higher education institutions, language facilities and the large number of people who speak multiple languages as selling points.

Officials estimate that up to 10,000 people will be employed in construction and development of the data center. Upon completion 100-200 people will be permanently employed at the center.

(Editing by Dan Whitcomb and Peter Bohan)

Apple Opens Mac App Store... Meanwhile, at CES...

2011-01-10T03:58:00.000-08:00

Apple (Nasdaq: AAPL) opened the virtual doors of its Mac App Store on Thursday as scheduled.

There are more than 1,000 free and paid apps in the store, the vendor claims. These apps will run on Mac OS X v10.6.6.

Prices range from about US$15 to about $80.

Meanwhile, AT&T (NYSE: T) also announced on Thursday that it's slashing the price of the iPhone 3GS to $49.

There's speculation that the two companies coordinated their announcements to steal some thunder from the Consumer Electronics Show, which is being held in Las Vegas this week.

The Mac App Store is available now as a software update for any Mac running Mac OS X Snow Leopard. To update the OS, users have to open the Apple menu in the top-left corner of the Mac screen; choose "Software Update," and follow the instructions.

For easy browsing, Mac App Store is divided into categories including games, education, graphics and design, productivity and lifestyle. Users can also search the store for a specific app. They will be able to read developer descriptions and user reviews, and flip through screenshots.

Apps include iPhoto; iMovie and GarageBand from Apple's iLife 11 suite, offered individually at about $15 each. Pages, Keynote, and Numbers apps from iWork are available individually at about $20 each. Apple's Aperture 3 photo editing and management package is available at about $80.

Other apps include "Compartments," a home inventory app; the "Flight Control HD" game; "LittleSnapper," a tool that takes and catalogs screenshots, Web shots and screen captures of Web pages; the "Pixelmator" image editor; and "SketchBook Pro," a digital sketchpad app.

Users who want to download an app from the store enter the same iTunes password they use to buy music and apps on their iOS devices.

The Mac App Store keeps track of users' apps and notifies them when updates are available. Users can update one app at a time or update all apps that need it at the same time.

Users can install apps on every Mac they use and download them again if they buy a new Mac and want to install apps they already own.

The Mac App Store is "a very clever move on Apple's part," Andrew Eisner, director of community and content at Retrevo, told MacNewsWorld. "Apple's just repackaging applications and taking advantage of the fact that it has people's credit cards."

Still, the idea may go over well with consumers.

"I think people like the idea of bite-sized easy transactions," Eisner remarked. "Apple now has small, medium and large apps for smartphones, tablets and Macs, and the apps will be priced accordingly."

In the long run, Apple might unbundle applications from the Mac OS and offer them solely on the Mac App Store so that Mac owners can get only the apps they need, speculated Charles King, principal analyst at Pund-IT.

"That would likely position Apple as helping to maximize customer choice," King suggested. This unbundling would likely be principally aimed at consumers, although it might be extended to business users.

Apple might port some of the apps for its iOS devices to the Mac, Eisner speculated. "They know software moves hardware."

Might Apple take things one step further and eventually create just one operating system for its laptops, desktops, and mobile devices?

"I suppose that's possible, but it would require processors capable of delivering notebook-quality performance with tablet-style battery life," Pund-IT's King told MacNewsWorld.

"Not any time soon, in other words," he added.

The timing of Apple's Mac App Store opening on Thursday, along with AT&T's iPhone 3GS price-slashing on the same day, sparked speculation that the two companies moved in tandem to draw some attention away from the Consumer Electronics Show, where the latest Android-based smartphones and tablets are making their debut.

"That's a reasonable assumption," Pund-IT's King said. "Despite not attending CES, Apple is a huge force here in the form of accessories for its iPhone and other devices."

Cupertino needs to fly the flag during CES because the show "represents the most severe threat to Apple's current position through vendors displaying a wide variety of powerful and attractive phones, tablets and media devices," King pointed out. "So Apple doing whatever it can to divert attention from CES seems a wise move."

However, Retrevo's Eisner isn't so sure that AT&T is in on the deal. After all, Radio Shack and Best Buy (NYSE: BBY) slashed prices for the iPhone 3GS in December.

"Sure, anybody in Apple's camp will try to distract attention from CES, but gee, a two-year-old phone for $49? That's new?" Eisner asked. "This kind of old technology won't do it."

Qualcomm Tucks Atheros Into Its Arsenal

2011-01-10T00:25:00.000-08:00

By Rob Spiegel
E-Commerce Times
01/05/11 12:16 PM PT

Qualcomm's acquisition of WiFi technology company Atheros is drawing generally positive reactions, since it will be able to maintain its core strengths while advancing into new markets. There are a couple of companies that might not be so sanguine about the deal. Broadcom will begin feeling the heat, and Texas Instruments could also break a sweat.

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Mobile technology giant Qualcomm (Nasdaq: QCOM) announced Wednesday that it plans to purchase Atheros Communications, a leader in wired and wireless technology connectivity, for US$45 per share in cash. Qualcomm rose 2.22 percent and Atheros stock rose 1.07 percent following the announcement.

The acquisition underscores the importance of wireless technology in the rapidly growing smartphone and tablet market.

"It is Qualcomm's strategy to continually integrate additional technologies into mobile devices to make them the primary way that people communicate, compute and access content," Paul E. Jacobs, chairman and CEO of Qualcomm, said in a statement.

Qualcomm and Atheros did not respond to the E-Commerce Times' requests for comment by press time.

Atheros is Qualcomm's largest acquisition in its 25-year history, and it shows the company's desire to expand beyond providing chips for wireless voice technology and into smartphones and tablets.

Prior to the acquisition, Qualcomm was already using Atheros technology. The companies share a long history of collaboration, said Atheros CEO Craig H. Barratt in Qualcomm's statement announcing the deal. Barratt will become president of Qualcomm's Networking and Connectivity unit.

"Atheros helped Qualcomm with the its software stack for WiFi," noted Philip Solis, research director at ABI.

Now Qualcomm wants to sell its technology to Atheros' customers.

"Qualcomm is buying Atheros for its market. They want to take the relationship and build on it," Solis told the E-Commerce Times. "They're buying new market and expanding to the home networking market."

Improving chip technology is important to Qualcomm because of the growing demands of the mobile market.

"This acquisition will allow Qualcomm to enhance the value of its connectivity chip portfolio," said Sravan Kundojjala, senior analyst within Strategy Analytics' handset component technologies service.

"Historically, Qualcomm was not a major player in the stand-alone connectivity IC market," Kundojjala told the E-Commerce Times. "Qualcomm successfully integrated GPS functionality into its basebands, but couldn't repeat the same for WLAN, Bluetooth and FM."

The Atheros acquisition settles that.

Qualcomm's acquisition will change its position in the market considerably.

"The Atheros acquisition will allow Qualcomm to apply pressure on Broadcom (Nasdaq: BRCM), which appears to have a broader wireless portfolio than Qualcomm including NFC (near field communications)," said Kundojjala. "By our estimates, Broadcom ranked number two in the wireless semiconductor market -- excluding memory -- in the third quarter of 2010 and is growing rapidly. Although Broadcom is a minor player in the cellular baseband market, the company is still ahead of many wireless companies in terms of wireless revenue, thanks to its connectivity business."

In addition to pressuring Broadcom, the move pushes at Texas Instruments (NYSE: TXN).

"TI currently draws its wireless revenues from OMAP applications processors, connectivity chips and Nokia's (NYSE: NOK) custom basebands," observed Kundojjala. "TI is expected to complete its exit from the baseband market by 2012. The lack of baseband products could leave TI without any apparent synergies between its applications processors and connectivity chips, and may force TI to divest its remaining wireless business."

The result for Qualcomm is maintaining a strong position in its existing market while moving into new territory.

"Overall, we believe that this acquisition will allow Qualcomm to expand into adjacent markets and also apply more pressure on its key competitors," Kundojjala concluded. "Qualcomm successfully executed integrating applications processors into its basebands and became the number one player, and now the company is trying to further the success by integrating connectivity."

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Goldman Gives Facebook a $450M Lift
January 03, 2011
Facebook is gearing up to compete in the major leagues, and it just got a strong helping hand from Goldman Sachs, to the tune of $450 million. Goldman partner Digital Sky poured another $50 million into the social network, which brings its valuation to a cool $50 billion. "There's a feeding frenzy around this property," noted tech analyst Rob Enderle. "Facebook has to grow very quickly."

More by Rob Spiegel

IPO Waters May Be Just Fine for LinkedIn
January 06, 2011
LinkedIn appears to be gearing up for an IPO in the near future, while Facebook appears to be trying hard to avoid one. LinkedIn doesn't have the massive infusions of private investments that Facebook has attracted, though, and so an IPO makes perfect sense. "I can't think of a better time for a company like LinkedIn to go IPO," said Pund-IT analyst Charles King. "The market is ready for this." Motorola Is Dead - Long Live the Motorolas
January 04, 2011
Investors are cheery now that Motorola has completed its long-anticipated split into two separate, more-focused firms, but there's still some nostalgia over the passing of the 83-year-old corporate titan. "In some ways it's sad," remarked In-Stat analyst Allen Nogee. "The big Motorola of the past is gone, but the truth is it has faded away slowly over the last several years." Survey Surprise: Online Content Doesn't Have to Be Free
December 30, 2010
Though there's still plenty of experimentation with different business models, online content providers are finding that many consumers are actually not averse to paying for content they value. In fact, the Pew researchers discovered a surprising willingness to subscribe to newspapers and magazines online.

T-Mobile USA to double network speeds

2011-01-09T20:54:00.000-08:00

LAS VEGAS | Thu Jan 6, 2011 4:30pm EST

LAS VEGAS (Reuters) - T-Mobile USA plans to start doubling the speed of its high-speed wireless data network this year to 42 megabits per second, joining a race toward higher-speed networks to make its service competitive with Verizon Wireless'.

T-Mobile USA, a unit of Deutsche Telekom, also told reporters at the Consumer Electronics Show it would not charge a premium fee for its highest-speed wireless service, directing a thinly veiled dig at bigger rival Sprint Nextel, which charges extra for its advanced service.

Its bigger rivals Verizon Wireless and AT&T Inc also chose CES to showcase their fastest networks and unveil gadgets intended to take advantage of blazing Web speeds.

The No. 4 U.S. mobile service is looking to get more out of its existing network technology because it would need new wireless airwaves to go to new technology known as LTE, which its rivals are investing in.

Chief Executive Philipp Humm said the company has plenty of wireless airwaves to support its services for the next two to three years, but is currently looking at multiple options for ways to expand its spectrum holdings and go beyond this.

"The most important thing is for us medium-term will be to have additional spectrum," Humm told Reuters on the sidelines of the event.

Options could be to buy spectrum in a government auction or from smaller provider Clearwire Corp. T-Mobile USA is also looking at the potential for a partnership where it could use the Clearwire network or one being planned by a new company Lightsquared.

But Clearwire needs more funding to expand its network while Lightsquared, which also needs new funding has yet to build its network.

In the meantime, T-Mobile USA said the speed upgrade announced Thursday will be a relatively cheap software upgrade but would allow it to compete head-to-head with Verizon Wireless, a venture of Verizon Communications and Vodafone Group Plc.

"With 42 and LTE, there's very little difference," T-Mobile USA Chief Technology Officer Neville Ray said.

T-Mobile USA currently offers services of 21 megabits per second in markets with 200 million people. It expects to be able to upgrade two thirds of its current market footprint to 42 megabits per second this year.

It sees customers opting for higher-speed networks in order to use applications such as video conferencing or multi-player gaming.

(Reporting by Sinead Carew; editing by John Wallace, Bernard Orr)

E-Commerce Times

2011-01-09T16:36:00.000-08:00

Sorry, I could not read the content fromt this page.

The Towering E-Commerce 3.0 Wave

2011-01-09T12:03:00.000-08:00

By Margot McShane
E-Commerce Times
01/05/11 5:00 AM PT

Beyond the universal objectives of growth and profit, companies need to address the strategic goals around e-commerce before they begin the hunt for the perfect e-commerce executive. For example, what are the multichannel strategies? Is the aim to boost online sales, drive foot traffic to stores or both? Addressing a host of strategy points like these is vital, because it will help dictate whom to hire.

Not since Amazon (Nasdaq: AMZN) started selling books more than 15 years ago has the world of e-commerce undergone such a wholesale transformation. The current online overhaul will likely be even more profound than the original dot-com boom, as it's unfolding across the entire retail sector as opposed to just a few business areas.

Today, some of the biggest brand names in storefront shopping are suddenly investing heavily in their once-neglected dot-com units. Other businesses that previously leveraged websites exclusively for branding are now embracing the opportunity to sell online (be it on a website, mobile phone or tablet). Not to be left out, even consumer-product makers are beginning to use the Web to sell directly to consumers.

The secret about e-commerce is out. The Web holds the promise of higher growth rates compared with strictly brick-and-mortar operations. Online profit margins are typically higher than storefront, and independent research suggests that multichannel customers -- those who shop online and in the store -- are more valuable than pure store-only or Web-only buyers.

Indeed, the days of store vs. Web are quickly dissolving in favor of a multiplatform ethic: Merchandising, operations and marketing are becoming integrated and "channel agnostic." Some retailers, for example, are using their online platforms to drive people into the stores to finalize the actual purchase.

This inexorable and expanding trend has created a heavy demand for seasoned e-commerce leaders, but there are pitfalls for companies along the way. Before launching -- or relaunching -- an e-commerce initiative, businesses would be well advised to grapple with several issues, including whether or not an e-commerce unit should be housed at headquarters along with everyone else or at a dot-com talent center that's two, three (or even more) time zones away.

Additionally, will the e-commerce unit command its own tech resources, or will IT be shared by many departments? Finally, finding a so-called right-size leader for a rapidly growing business is a particularly challenging task.

Where should e-commerce be housed? For most companies and CEOs, that probably seems like an easy one: E-commerce should be at headquarters. The logic for having everyone in the same physical space is sound, especially if the point is to integrate e-commerce with the rest of an organization.

A one-roof structure will enable the e-commerce team to forge strong and positive relationships with colleagues. It also means that e-commerce won't be out of the corporate loop, won't have to be updated separately, and won't develop a culture that's at odds with the company's values. Staying in the loop when the loop is 1,500 miles away can be a challenging and distracting task. That's the conventional wisdom.

However, in certain circumstances, there are strong arguments to be made for having e-commerce located elsewhere -- a different city, perhaps another region with a unique culture. One compelling reason is that some companies find it difficult to attract high-caliber e-commerce executives to their headquarters location, so launching a unit where tech talent congregates can open up a whole new range of prospective hires.

For example, the e-commerce organization of one well-known big-box retailer is based in the San Francisco Bay area -- even though the corporate headquarters is situated far away.

Other retailers have concluded that if their e-commerce organizations are to thrive, they need to sit elsewhere to get out of the shadow of the stores -- truly making e-commerce a separate division. That scenario also favors the concept of locating near an e-commerce talent center and away from the corporate campus.

Deciding to house e-commerce elsewhere shouldn't be undertaken lightly, and it's typically done when a mid-size unit is growing to the next level. In order to make it work, the head of e-commerce, the CEO and relevant C-level colleagues all will have to make a concerted effort -- perhaps even a meticulously scheduled and rigid one -- to communicate often and openly.

Once companies figure out where a new e-commerce team will live, the next step is establishing who reports to whom, and this is particularly essential with a firm's existing tech/IT department. Many e-commerce executives assigned to create or expand Web-retail operations will typically assume that tech/IT will be reporting to them. The reasoning is that they will need dedicated and undistracted IT personnel to focus on e-commerce assignments. Furthermore, if IT reports elsewhere and e-commerce doesn't meet its targets because of an overextended IT department, then who is held accountable?

"It's definitely something to be concerned about," one veteran e-commerce executive told me. "It doesn't mean it can't work, but if you don't control your own team, it can be a warning sign that you won't be able to get your job done."

A shared-services approach isn't doomed to failure, though. Some executives actually thrive in that kind of environment, especially those who excel at collaboration and relationship-building. The bottom line is that being clear and spelling out the lines of structure, reporting and accountability will help avoid problems when it comes to launching a new e-commerce initiative.

Will the purpose be to push customers to purchase online but return merchandise in stores? Is the point to gain online market share as rapidly as possible despite short-term costs? Perhaps the mission will be to implement sophisticated customer-relationship strategies to maximize loyalty and lifetime value?

What's the time frame for getting there? What kind of investment will it take to achieve success?

Addressing these strategy points is vital, because it will help dictate whom to hire. There is a big difference between an e-commerce executive who knows how to build a business completely from scratch compared to one who can take a $50 million enterprise and triple the revenue. Still another executive would be the right person to take a $300 million business and turn it into a $1 billion enterprise.

Companies also need to make sure they've got an e-commerce leader who will be around for a while. Disruptions in leadership cost time and money, and that's why it's becoming increasingly common for companies to consciously hire someone who is "too big" for an existing business. The expectation is that the executive will be the right person to handle the organization's future size and tap its fullest potential.

If executed properly, e-commerce is poised to win an ever-increasing share of income across a range of businesses. So finding the right leaders and grappling with the common mistakes are worthy and essential challenges. By focusing on these critical issues, companies should be able to find a thriving pool of candidates to manage their next wave of digital business.

Margot McShane is a consultant in the consumer sector at Russell Reynolds Associates, an executive search and assessment firm. Print Version E-Mail Article Reprints Author Search

Next Article in E-Commerce

Governments Getting Into the Online Gaming Game
January 04, 2011
Current online gaming sites police themselves, which can potentially leave users and the system open to fraud, cheating and other illegal acts. As such, the respective governments believe that offering online gaming in a licensed, regulated environment will create standards regarding who can play, ensure responsible gambling, and thereby improve accountability.

This Year, Getting There Is the Challenge

2011-01-09T08:34:00.000-08:00

By Denis Pombriant
CRM Buyer
Part of the ECT News Network
01/05/11 5:00 AM PT

Peak oil or no peak oil, the outlook on rising fuel costs -- $5 a gallon by 2012 -- is worrisome when you consider your business' transportation costs. Travel is becoming more expensive, so this is the year to anticipate changing your front-office business processes and begin to do something about it.

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The cost of business travel is going up and up and up and, oh yeah, Happy New Year.

Forget all the CRM prognostications you've been reading over the holidays, the only one of significance to your business and to CRM is what you'll be paying to get in front of customers. Last week a former Shell Oil president, John Hofmeister, gave an interview on CNN Money in which he forecast US$5 per gallon gasoline by 2012.

With the national average for unleaded regular at $3.07 last week -- a rise of 42 cents over the course of 2010 -- prices are as high as they've been in a couple of years. This would be good news for an ailing economy because increased energy use goes hand in hand with increasing economic activity. But at the same time, runaway fuel prices have the potential to shred your SG&A line and tank the economy once again.

This kind of cyclical boom and bust is in the offing unless we get a handle on the transportation costs that are such a big part of front-office business processes. You don't need to be told this, but gas prices, diesel and jet fuel prices move in parallel, which just about defines the travel part of a company's front-office business processes.

The reasons for the rise are well-known and follow a classical economic supply and demand curve. The difference now is that in previous booms you could simply call West Texas, Oklahoma, California, Alaska, Mexico, Norway, Scotland and, oh yes, the Middle East and ask them to open the spigots a bit more and all would be well. Today you can't do that because supply is at peak and the developing world -- China and India but also places like Brazil -- all want more energy. When supply is stagnant and demand rises, so do prices, so here we are.

If you're not a Peak Oil fan, think in these terms: There hasn't been a new refinery built in the U.S. since the mid-1970s, and refinery capacity is maxed out, creating another supply bottleneck. Also, the cost of drilling in deep water can be as high as $100 million per well (whether not you discover oil). That is not the same as the cost of drilling in the bad lands, and those costs need to be passed on to the consumer.

You can pick your storyline, but it all comes down to the same conclusion. Travel is becoming more expensive, so this is the year to anticipate changing your front-office business processes and begin to do something about it.

What's to do? Well, much of it comes back to the technologies that mediate front-office business processes. The front-office technologies that have been developed over the last decade -- and especially the last five years -- will come front and center as we craft new and better ways to interact with customers.

Chief among these technologies will be analytics. You thought I'd say social media or perhaps online conferences, videos or something else? I will, but they aren't first on the list. Analytics is first because analytics is the killer application for everything else. Analytics gives you the ability to make sense of all the data that social media churns up and informs your decisions about which video content to develop and deploy. It also helps you make rational decisions about which customers to get in front of and when. So if you haven't begun dabbling in analytics, I'd say yesterday was a good time to start, today is pretty good too. Tomorrow is iffy.

Next on the list is everything else. Once you know much more about your customers and, really, demand, you can make intelligent decisions about crafting your messages and putting them into videos and developing online conferences. None of this is hard to do, but it will make your life different. It will take you off the road and put you on the phone and on the Web.

Anneke Seley, coauthor with Brent Holloway of Sales 2.0, tells me that some of the most successful companies using new technology are finding ways for marketing and sales to work more closely, breaking down barriers between inside and field sales and developing Web and phone strategies where direct field sales was once the order of the day. I'll post an interview with Seley shortly.

Thinking differently about front office processes is not hard, but implementing new ideas might be. While we all want to save a buck, investing in new technologies that help do this is a tough call at the tail end of a recession. Part of Seley's advice to me is to start with a pilot project to see if a new approach will work in your company with your staff and products. If success is elusive, think hard about people, process and technology. Five-dollar gasoline and jet fuel spell a turning point, and you simply have to get around that corner.

Denis Pombriant is the managing principal of the Beagle Research Group, a CRM market research firm and consultancy. Pombriant's research concentrates on evolving product ideas and emerging companies in the sales, marketing and call center disciplines. His research is freely distributed through a blog and Web site. He is the author of Hello, Ladies! Dispatches from the Social CRM Frontier and can be reached at denis.pombriant@beagleresearch.com. Print Version E-Mail Article Reprints More by Denis Pombriant

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More by Denis Pombriant

The 10-Year Itch
December 22, 2010
Some of us may have been lulled into believing that the general 10-year technology replacement cycle applied to other departments, but not CRM. Not exactly. Leading the metamorphosis this time are three technologies that we are all very well-versed in but which, taken together, add up to the call to rewrite. They include mobility, social media and analytics. 'Well, I Am a Systems Guy'
December 15, 2010
Salesforce.com's latest offerings take me back about five years to a conversation I had with CEO Marc Benioff about S-force. I told Benioff then that I thought the platform business would some day eclipse the application business in revenues. That obviously pleased him, but his limited response was to give a wry smile and say, "Well, I am a systems guy." So the systems guy is returning to his roots. What to Make of Database.com?
December 08, 2010
Salesforce.com's new Database.com can be a little difficult to classify. Is this PaaS? I'd say it's infrastructure because a naked DB isn't enough to call a platform, but a naked DB is not so naked considering that it has to have a place to live and work. Another interesting question: Who does it compete with?

Will Goldman Take Facebook Investors for a Ride in Its Special-Purpose Vehicle?

2011-01-09T03:36:00.000-08:00

Goldman Sachs is in talks with wealthy investors in a quest to raise US$1.5 billion for Facebook, and the deal could take Facebook very close to the line dividing public and private enterprises.

Goldman first teamed up with Russian investment firm Digital Sky Technologies, which has already invested $500 million in Facebook, to pump more money into the social network giant. Goldman reportedly put in $450 million and Digital Sky another $450 million.

Then, Goldman set Facebook's value at $50 billion and began soliciting money from the wealthier side of its client base. Each would have to put in $2 million a pop.

Now comes the interesting part: Goldman wants to put the monies raised into a special-purpose vehicle and manage the funds on behalf of its clients. The funds won't be subject to audit and Goldman won't have them on its books.

SPVs were used by Enron in its financial double-dealings in the late 1980s.

"The whole thing just looks sketchy to me," Addison Wiggin, the executive publisher of financial publishers Agora Financial told the E-Commerce Times.

Goldman Sachs did not respond to requests for comment by press time.

An SPV can be considered a single shareholder even though it consists of several investors, according to the Securities and Exchange Commission's rules.

Those rules also essentially require a company to publicly list its stock if it has at least 500 holders of that stock on record and its assets exceed $10 million on the last day of its fiscal year.

If the issuer knows that the form of holding securities of record was used to circumvent the provisions of Section 12(g) or 15(d) of the Securities and Exchange Act, the ownership of the stock would devolve to the owner on record.

In other words, if Goldman Sachs knows, or has reason to know, that the SPV was set up to get around the SEC rules, the whole thing goes kablooey.

Prospective investors reportedly won't have access to the notoriously secretive Facebook's accounts, although Goldman Sachs, which will manage the SPV, will. In other words, investors won't know if they're buying a pig in a poke.

Goldman will have access to Facebook's accounts but it has $450 million worth of interests bound up with those of Facebook. That's a cause of worry for some investors.

"It looks to me like that's typical of what the investment banks have been doing for the past decade, which is trading paper for profits instead of investing in revenue streams," Agora Financial's Wiggin remarked.

There are also questions surrounding claims that Facebook made $2 billion in revenues off online ads last year because these can't be substantiated.

"The $2 billion is speculation," Barry Schnitt, a Facebook spokesperson, told the E-Commerce Times. "We haven't disclosed any revenue figures," he added.

Some investors are also concerned because Facebook, as a private company, doesn't need to have its accounts audited by an independent third party.

"Somehow, Facebook's skirted SEC requirements up to this point, and the SEC doesn't seem to be too interested right now," Wiggin said.

"We have not confirmed or denied whether we're launching any investigations," Kevin Callaghan, an SEC attorney, told the E-Commerce Times when asked whether the commission might be looking into the Goldman-Facebook deal.

"We have not been offering interpretations either, because such things are very dependent on circumstances and facts, and that would make broad statements by us potentially misleading," Callaghan pointed out.

Goldman's past has also been giving observers concern.

In April of last year, the SEC charged Goldman Sachs and one of its vice presidents, Fabrice Tourre, with fraud in connection to the subprime mortgage crisis.

In essence, the SEC said Goldman structured and marketed a synthetic collateralized debt obligation (CDO) that depended on the performance of subprime residential mortgage-backed securities, then didn't disclose vital information about the CDO.

That CDO was structured for Paulson & Co., one of the world's largest hedge funds, which then bet against the mortgage securities, making a bundle when the housing market collapsed.

In July, Goldman paid a record $550 million in fines and agreed to reform its business practices to settle those charges.

However, that doesn't settle any other past, current or future SEC investigations into Goldman. The case against Tourre is still proceeding, the SEC's Callaghan said.

With regard to the Facebook deal, Goldman reportedly retains the option to sell up to $75 million worth of its stake to Digital Sky at Facebook's $50 billion valuation.

"It looks like there's an easy out for Goldman," Agora Financial's Wiggin stated. "Our interest is in keeping our readers away from investing in these kinds of things."

It's possible that fears about the Goldman Sachs-Facebook deal are misplaced.

"Goldman's putting its reputation on the line for this," Rob Enderle, principal analyst at the Enderle Group, told the E-Commerce Times. "It would be liable should there be any misrepresentation, not to mention the possibility of its facing criminal action."

Wealthy investors who take up Goldman's offer will probably be safe, Enderle suggested.

"We're not talking about inexperienced investors who don't have the resources to hire attorneys if this goes south," Enderle remarked. "Investors at this level generally got the money they have by knowing how to analyze risk effectively and protecting their assets well. There are Madoff moments, but this doesn't look like one of them."

Motorola Is Dead - Long Live the Motorolas

2011-01-08T23:12:00.000-08:00

By Rob Spiegel
E-Commerce Times
01/04/11 12:35 PM PT

Investors are cheery now that Motorola has completed its long-anticipated split into two separate, more-focused firms, but there's still some nostalgia over the passing of the 83-year-old corporate titan. "In some ways it's sad," remarked In-Stat analyst Allen Nogee. "The big Motorola of the past is gone, but the truth is it has faded away slowly over the last several years."

After 83 years, Motorola has formally split into two entities -- a move that was more than two years in the making. Motorola Mobility Holdings Inc. [NYSE: MMI] will produce consumer products, and Motorola Solutions Inc. [NYSE: MSI] will sell into the professional and corporate markets.

The break was spurred by activist investors such as billionaire Carl Icahn who pushed for two distinct companies to serve separate markets. The argument was that individual companies could better respond to different market needs. The consumer market is fast and fickle, while the enterprise market is slow and steady.

For each eight shares of original Motorola stock, investors will receive one share of Mobility and seven shares of Solutions. The split was originally planned for 2009 but was delayed because of the economic downturn.

Motorola's mobile phone business has been up and down in recent years. In the early 2000s, Motorola thrived with its successful Razr phones, but the line faltered when Apple (Nasdaq: AAPL) showed up with the iPhone. The company has rebounded sharply with Google-powered Android smartphones.

Motorola did not respond to the E-Commerce Times' request for comments by press time.

Motorola Mobility is poised to do well with its consumer products.

"Since they focused on a smartphone powered by Android, they're on the track toward turning the company around," Chris Hazelton, research director for mobile and wireless at the 451 Group, told the E-Commerce Times.

The company is also gearing up for a tablet-dominated future, he said.

"What the company is hoping to do is integrate [its consumer offerings] with the home theatre market," said Hazelton."They have a set-top box division. They're going to try to integrate multimedia with smartphones, tablets and TV."

As for Motorola Solutions, the company's position in the enterprise market looks secure.

"They are well positioned in all of the segments they play in the enterprise market," said Hazelton. "Companies are looking for tools to manage employee-owned and corporate-owned smartphones, and Motorola has been strong in that area."

Mobility will be competing in a consumer market that changes rapidly.

"For Mobility, I don't know what we're going to see. The consumer side had more than arrived with the smartphone where there is immense room for growth, but there's more competition and consumers are fickle," observed Michael Morgan, senior analyst, mobile devices, for ABI Research.

"They're going against every other Android, and Apple and RIM," he told the E-Commerce Times.

The breakup of the company could be an advantage, since smaller companies are able to focus more easily.

"At one time, mega-companies like Motorola and GE and IBM (NYSE: IBM) were the way to go, but in the 83 years since Motorola was founded, things have changed," said Allen Nogee, principal analyst for wireless technology at In-Stat.

"No longer do companies need to be huge to be leaders in their field," he told the E-Commerce Times. "There are so many third-party companies that exist -- that can help with design, development, semiconductors -- that smaller companies can now compete very effectively in today's market. In many ways, being too large is a detriment. I think this was the case for Motorola."

The breakup into two smaller companies may ease the struggle Motorola has faced in recent years.

"The separation of phones and mobility from the Motorola enterprise market will be a good thing. I think this separation will allow the company to better regroup and regain its competitive aspects in smartphones," said Nogee. "In some ways it's sad. The big Motorola of the past is gone, but the truth is it has faded away slowly over the last several years."

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Sprint Fires EVO Across Verizon's 4G Bow
January 04, 2011
Days before Verizon is expected to kick off its 4G rush in earnest with a slate of new LTE phones, Sprint has trumpeted the arrival of a new 4G device for its own network. The EVO Shift is similar to the existing Sprint EVO but adds a slide-out QWERTY keypad. The unit's competitively priced, but added costs for 4G service and the still-limited reach of 4G networks may give some buyers pause.

More by Rob Spiegel

Qualcomm Tucks Atheros Into Its Arsenal
January 05, 2011
Qualcomm's acquisition of WiFi technology company Atheros is drawing generally positive reactions, since it will be able to maintain its core strengths while advancing into new markets. There are a couple of companies that might not be so sanguine about the deal. Broadcom will begin feeling the heat, and Texas Instruments could also break a sweat. Goldman Gives Facebook a $450M Lift
January 03, 2011
Facebook is gearing up to compete in the major leagues, and it just got a strong helping hand from Goldman Sachs, to the tune of $450 million. Goldman partner Digital Sky poured another $50 million into the social network, which brings its valuation to a cool $50 billion. "There's a feeding frenzy around this property," noted tech analyst Rob Enderle. "Facebook has to grow very quickly." Survey Surprise: Online Content Doesn't Have to Be Free
December 30, 2010
Though there's still plenty of experimentation with different business models, online content providers are finding that many consumers are actually not averse to paying for content they value. In fact, the Pew researchers discovered a surprising willingness to subscribe to newspapers and magazines online.

Governments Getting Into the Online Gaming Game

2011-01-08T19:45:00.000-08:00

By Javad Heydary
E-Commerce Times
01/04/11 5:00 AM PT

Current online gaming sites police themselves, which can potentially leave users and the system open to fraud, cheating and other illegal acts. As such, the respective governments believe that offering online gaming in a licensed, regulated environment will create standards regarding who can play, ensure responsible gambling, and thereby improve accountability.

Governments in a number of jurisdictions are moving not only to regulate online gaming but also to become an active participant in the industry.

Various provinces in Canada have recently entered into the online gaming industry by developing and providing online gaming websites. In July of 2010, the Province of British Columbia opened the first government-sanctioned online casino in North America. The government established PlayNow.com, which allows residents of British Columbia to register and play various games including bingo, sports book betting and blackjack.

The Province of Quebec soon followed suit. Loto-Quebec, a government agency which operates lotteries in Quebec, was appointed by the Quebec government to operate an Internet gaming and poker portal for Quebec residents. The online casino just opened this December.

The Province of Ontario also recently announced that it will follow in the footsteps of both British Columbia and Quebec by offering online gambling in 2012. Ontario, however, remains undecided as to whether to offer a government-run gaming site, or retain one or more private partners to operate online gaming on the government's behalf.

Canada is not the only country moving toward the regulation of online gaming. Many European Union member countries have also established government-controlled Internet gaming sites. Sweden, for example, nationalized online gaming by creating Svenska Spel ("Swedish Games"), a government- sanctioned Swedish site, in 1997.

Svenska Spel offers Internet gaming and online poker. Its online poker room has been opened since 2006. Similarly, the governments of France and Italy also have a monopoly on online gambling. In fact, France and Italy have further expanded its online gambling legislation by offering licenses to private, third-party operators who meet the respective governments' established criteria.

Those countries that have not yet established government-sanctioned Internet gaming sites are taking steps to do so. Netherlands recently stated that it wants to follow the lead of other European Union member countries by legalizing and regulating online gaming.

There are also indications that the United States is rethinking its Internet gambling ban. Most online gambling became illegal in 2006 with the passing of the "Unlawful Internet Gambling Enforcement Act" (UIGEA), which prohibits banks and credit card companies from making payments to gaming sites. However, at the federal level, Sen. Harry Reid, D-Nev., is supporting legislation that would, in essence, overturn the UIGEA and allow states to regulate and operate online gaming sites.

Additionally, a number of states, including New Jersey, California, Maryland and Florida, are looking to implement legislation that would allow them to open their own state-run gaming sites. New Jersey is set to become the first state to regulate online gambling. The state senate has approved the Internet gaming bill, and the New Jersey Regulatory Oversight and Gaming Committee recently did the same.

Most governments moving toward establishing government-sanctioned online gaming sites have cited the fact that current online gaming sites are unregulated and not accountable to the individual players that play on the sites, nor to any laws of the jurisdiction in which they operate. The chief executive officer of Loto-Quebec stated that "online gambling sites do nothing in the way of offering assistance to vulnerable players and leave governments to pick up the costs of problem gaming."

However, there are concerns that more people will want to try online gaming if they know it is government-sanctioned. Further, with the expansion of the number of different ways to access gambling, concerns have grown that the number of individuals with a gambling addiction may increase.

Many cynics also believe that aside from offering protection for consumers who wager on online gaming sites, the obvious monetary benefits to the respective governments are the primary reason for establishing government-controlled online gaming sites.

Ontario Finance Minister Dwight Duncan stated that the province loses approximately $400 million per year to offshore websites. In California, it is estimated that offshore gaming sites attract two million Californians, who spend an estimated US$300 million each year. In New Jersey, Democratic state Sen. Raymond Lesniak stated that if legalized, online gambling would generate approximately $210 million to $250 million in annual gross revenues for the state. As these numbers clearly indicate, the potential revenue to be derived from government-controlled online gaming is tremendous.

Regardless of the competing rationales behind this impetus to establish government-sanctioned gaming websites, it is evident that many countries have already moved in that direction.

Whatever the outcome, one thing is certain: There are many new "sheriffs" in town, and it appears that the unlicensed freewheeling days of the metaphorical "Wild West Virtual Casino" are numbered.

Javad Heydary, a columnist for the E-Commerce Times, is chairman and managing director of Heydary Hamilton. His business law practice focuses on commercial transactions, e-commerce and franchising law. Heydary is also managing editor of Laws of .Com, a biweekly publication covering legal developments in e-commerce. Print Version E-Mail Article Reprints More by Javad Heydary

Next Article in Tech Law

Sweeping Federal Insider Trading Probe Yields Another Arrest
December 30, 2010
The boom has fallen on Winifred Jiau, a California consultant accused by federal investigators of selling financial information on a couple of tech firms for the purpose of insider trading. Jiau faces a potential 20 years in prison, along with a $5 million fine, for committing securities fraud, the more serious of the two charges brought against her.

More by Javad Heydary

Defamation in 140 Characters or Less
November 23, 2010
Twitter has the capacity for providing an easy outlet for individuals to vent about their daily travails and perceived insults. However, users should exercise caution. Indeed, they need to be cognizant that despite the ease with which the need for their emotional catharsis can be satiated, there is an audience, and there is an ever-looming possibility of causing someone serious harm. Online Gambling: Keeping Up With the Joneses
August 25, 2010
Should the U.S. fail to proceed expeditiously with the pending legislation legalizing online gaming, it faces the risk that it will lose considerable ground to other jurisdictions -- such as Canada -- that have accepted the futility of banning online gaming and have moved to regulate it. Net Gambling Payers Caught in Controversial Legal Web
May 25, 2010
The online gambling industry is quite interested to see legal arguments in defense of online poker presented in a cogent and analytical form. The rationale is that if poker is a skill and is not gambling, then as a corollary, processing payments from poker-derived transactions is not illegal. Should this defense prove to be successful, it would have wide-ranging implications.

10 Steps to Customer Self-Service Nirvana

2011-01-08T14:55:00.000-08:00

By Swamy Viswanathan
CRM Buyer
Part of the ECT News Network
01/04/11 5:00 AM PT

If Web 2.0 and the social revolution have taught us anything, it is this: Software doesn't have to be complicated! When looking for new applications to improve self-service, make sure that your customers and internal users will be able to interact with them easily. If something requires lots of services to get it up and running, explore other alternatives before signing on the dotted line.

Self-service is a concept that has been evolving. In decades past, self-service meant providing a detailed manual. The downside, of course, was that a printed manual could not be updated dynamically and was costly to distribute.

In the late 1990s, with the advent of the Web and content management, self-service meant the publishing of information on the company website, where it could be updated and where customers could find information.

This type of content management was one sided -- meaning that it was about pushing information from a company to its customers.

Today, customers expect to self-serve whenever possible, and lack of support can have a negative impact on the company and its brand. To effectively reach new and existing customers, businesses need to expand their self-service strategies to deliver on expectations of the Web-savvy, empowered customers they are serving and targeting today.

If your business is looking to create a more positive self-service environment and drive customer engagement, following are five tips to deliver better self-service, plus five things to consider when evaluating tools to deliver on your self-service strategies.

1. Deliver Relevant Content.. When most people surf the Internet, they are surfing with a purpose. They want to find information that helps them learn something new, solve a problem, or help them make a decision. Know what your customers are looking for, and make sure that you have processes in place to deliver relevant content -- from articles, to product information, to case studies, to support content -- to help them find information about your company and its products/services. If they have to look too hard, or click the mouse too many times, they will go elsewhere. Make sure that your content is relevant and easily accessible.
2. Publish Content Early and Often. As with most things in business and in life, timing is everything. Customers want fresh information on a regular basis, so take every opportunity to publish relevant information as soon as it's available. If your company has a new case study or a new fix to a product issue, get the information out as soon as possible. Even bad news can be positive when communicated early, since that conveys transparency and honesty. Timely communication helps enable self-service and drives customers to your content, so don't delay.
3. Utilize Multiple Channels. One of the biggest changes in content management is the increased number of channels that companies need to support. Customers are using many more online channels than a few years ago -- from forums to live chat to Facebook -- and have become much more self-sufficient. Each of these channels represents an opportunity for a company to enhance communication and self-service. Each of these channels enables a company to reach a different demographic or a different need for a given demographic.
One of the most popular channels used today is a knowledge base or FAQ. This type of content helps customers find answers to their questions on their own, and can dramatically drive down support costs. Other channels that are gaining traction for self-service are forums and chat. With forums, companies empower customers to help each other, and enable them to discuss the company and its products/services in a channel that the company manages. Chat is also growing in popularity, because it is another way to provide information in real-time without forcing the customer to make a phone call.
Not all channels are right for every business, so know your customers, and know the places they look for information. This will enable you to have the right tools in place to help them find the information that they are looking for.
4. Listen and Engage. One of the best ways to support self-service channels is to listen to what your customers are saying, and engage with them across the channels that you support. Discover what customers are talking about on your forum, or what they are searching for on your knowledge base. Contribute to the conversation so that you add additional value to the content and keep them coming back.
5. Don't Forget About Global Customers. All content published to the Web can be accessed by a global audience. If these global customers are important to your bottom line, then self-service across languages should be top of mind. Make sure your website is in multiple languages, and that the timely, relevant content you create is published across languages and channels as well. Language shouldn't be an afterthought, so make sure you include "global communication" in your self-service plans early on.

There are a lot of solutions available to help you deliver on these tips. Whether you're considering a solution for chat, forums, knowledge bases or something else, here are five things to keep in mind so that the solutions you implement can meet the needs of your business.

1. Scalability. Whatever solution you decide to add to improve self-service, make sure that you can scale it effectively. For software, look for cloud-based platforms and applications, so that you can increase use as needed. Also, make sure that you have set up processes internally to help you scale. For example, if you are committed to publishing one new article per day, make sure that you have the resources and process in place to support that commitment. Think big from the beginning so that you don't get stuck with a solution that you can't expand when you need to.
2. Security. Security requirements will be different for different industries and for businesses of different sizes. However, make sure that you aren't compromising your security needs for a good price -- "free" is never actually free! Ask how the vendor protects your information and ensures that your data is not mined for advertising.
3. Usability. If Web 2.0 and the social revolution have taught us anything, it is this: Software doesn't have to be complicated! When you are looking for new applications and solutions to improve self-service, make sure that your customers and internal users will be able to interact with them easily. If something seems hard to use or will require lots of services to get it up and running, you may want to explore other alternatives before signing on the dotted line.
4. Personalization and Flexibility. Customers expect solutions to be tailored to their needs, so make sure that any solution -- whether it is a knowledge base, chat, forum or other solution -- can be personalized and easily customized to meet your needs.
5. Language support. Last, but definitely not least -- make sure that any solution you deploy has the ability to support multiple languages. Many companies are managing each language in a silo, which creates a lot of extra work and is difficult to scale efficiently. Look for solutions that integrate language support and translation of content as part of the solution, not as an afterthought or separate process. Integrated translation solutions and multilanguage architecture enable you to deliver timely content, across channels and languages very effectively. For global businesses, it isn't a "nice to have," it is a "must have."

The opportunity to deliver more positive self-service is evident. Now it is up to customer-focused businesses to take this opportunity and deliver timely, relevant content across channels and languages, and improve engagement with customers. Swamy Viswanathan is VP of products at Language Weaver, a provider of automated translation solutions for digital information. Print Version E-Mail Article Reprints More by Swamy Viswanathan

Next Article in Customer Service

Soffront Offers a One-Stop Customer Service Shop
December 27, 2010
A company's customer service system should be constructed around the customer's needs and preferences, not the company's, said author and keynote speaker Micah Solomon. "Success in customer service starts with quantified empathy. With learning what your customers want."

More by Swamy Viswanathan

How to Tear Down the Language Wall
August 17, 2010
At the end of the day, global business is all about understanding people and cultures, and how various people and cultures expect interactions and communications to occur. The best communication occurs when both parties understand one another well. When content is presented in the language of the site visitor, time on the page increases, along with willingness to conduct commerce and overall involvement with the site.

Goldman Gives Facebook a $450M Lift

2011-01-08T09:56:00.000-08:00

By Rob Spiegel
E-Commerce Times
01/03/11 11:14 AM PT

Facebook is gearing up to compete in the major leagues, and it just got a strong helping hand from Goldman Sachs, to the tune of $450 million. Goldman partner Digital Sky poured another $50 million into the social network, which brings its valuation to a cool $50 billion. "There's a feeding frenzy around this property," noted tech analyst Rob Enderle. "Facebook has to grow very quickly."

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With a US$450 million investment in Facebook, Goldman Sachs gets to look cool. Facebook gets capital to help face its competitors, particularly Google (Nasdaq: GOOG).

The latest investment in Facebook rises to $500 million when you add another $50 million investment from Russian investors Digital Sky Technologies, which is a Goldman partner. Digital Sky acquired 2 percent of Facebook for $200 million in 2009. The Goldman investment pegs Facebook's worth at $50 billion, with CEO Mark Zuckerberg's share coming to about $14 billion.

Facebook is mum on the Goldman investment. "We don't have any comment on the matter," Larry Yu of the Facebook press team told the E-Commerce Times.

Goldman Sachs did not respond to the E-Commerce Times' request for comments by press time.

The investment comes at a time when the Securities and Exchange Commission is looking into the market for privately held shares that are traded on websites such as SharesPost and SecondMarket. If a company's investor population reaches 500, the company is required to disclose financial information to the public. Shares of Facebook are some of the most popular privately traded stock.

Goldman is planning to create a "special purpose vehicle" that may allow the company to skirt that rule by allowing the bank to be counted as one investor, even though it could be pooling investments from thousands of clients, according to The New York Times.

The investment gives Facebook a pile of cash to help the company fight to retain its technology team. Google has been making a push to steal talented tech workers away from Facebook, but the Goldman investment will help Facebook fight off the attack.

Facebook can expect competitors, particularly Google, to nibble at the edges of its market. Cash is the needed defense.

"Facebook is lining up to compete with Google, and Google is a gigantic player," Rob Enderle, principal analyst at the Enderle Group, told the E-Commerce Times. "Facebook needs to gird for battle, and they can't do it without a significant war chest -- and this is that war chest."

The Goldman investment also ups the stake for an inevitable Facebook IPO.

"This sets the value of a Facebook IPO very high -- so investors will get a lot out of it," said Enderle. "There's a feeding frenzy around this property. Facebook has to grow very quickly, because they have to compete with some very big players, Google being the most important."

Goldman gets a number of positives out of its investment. For one, it adds some sparkle to the Goldman name. Goldman gets to be in the headlines with upbeat news instead of reports on investigations or bailouts.

"Goldman looks to be at the cutting edge of a wise investment just before Facebook goes public," noted Enderle. "Plus, Goldman will probably have something to do with the IPO."

The ability to raise large chunks of cash through investors takes the pressure off an IPO, but expectations are building for 2012.

Facebook shares have been trading on the private market as though the company is worth $50 billion. The Goldman investment suggests the private trading has been on target.

"Facebook gets to put a Goldman Sachs seal of approval on its ballooning evaluation at $50B," Azita Arvani, principal of the Arvani Group, told the E-Commerce Times.

"While the $40-to-$50-billion range of valuation for Facebook at transactions on SecondMarket and SharesPost may have been attributed to overenthusiastic buyers who would have a hard time getting their hands on Facebook shares directly," she observed, "Goldman's investment provides credibility for a $50 billion valuation."

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Next Article in Deals

Twitter Hauls in Funding, Contemplates Revenue
December 16, 2010
Twitter has legions of followers and lots of cash on hand, with $200 million from VC firm KPCB. Now Twitter needs to get its cash register singing. "The question everybody asks is how do they make money? Monetizing it has been daunting. They're selling tweets and influence," said technology analyst Rob Enderle.

More by Rob Spiegel

Qualcomm Tucks Atheros Into Its Arsenal
January 05, 2011
Qualcomm's acquisition of WiFi technology company Atheros is drawing generally positive reactions, since it will be able to maintain its core strengths while advancing into new markets. There are a couple of companies that might not be so sanguine about the deal. Broadcom will begin feeling the heat, and Texas Instruments could also break a sweat. Motorola Is Dead - Long Live the Motorolas
January 04, 2011
Investors are cheery now that Motorola has completed its long-anticipated split into two separate, more-focused firms, but there's still some nostalgia over the passing of the 83-year-old corporate titan. "In some ways it's sad," remarked In-Stat analyst Allen Nogee. "The big Motorola of the past is gone, but the truth is it has faded away slowly over the last several years." Survey Surprise: Online Content Doesn't Have to Be Free
December 30, 2010
Though there's still plenty of experimentation with different business models, online content providers are finding that many consumers are actually not averse to paying for content they value. In fact, the Pew researchers discovered a surprising willingness to subscribe to newspapers and magazines online.

Cloud 2011: Everything as a Service

2011-01-08T05:45:00.000-08:00

Welcome to a special BriefingsDirect podcast from the HP (NYSE: HPQ) Software Universe 2010 Conference in Barcelona, an interview with Kevin Bury, vice president and general manager; and Neil Ashizawa, manager of products, both with HP Software as a Service.

We were at Software Universe in early December to explore some major enterprise software and solutions, trends and innovations making news across HP's ecosystem of customers, partners and developers.

This discussion, with two executives from HP, focuses on the Software as a Service (SaaS) market and how it and cloud computing are reshaping the future of IT.

Dana Gardner, principal analyst at Interarbor Solutions, moderated the discussion just after the roll-out of HP's big application lifecycle management (ALM) news, the release of ALM 11.

Here are some excerpts on the future of SaaS discussion:

Listen to the podcast (22:48 minutes).

Kevin Bury: We are seeing a lot of interest in the market today for SaaS and cloud. I think it's an extension of what we've seen over the last decade, of companies looking at ways that they can drive the most efficiency from their IT budgets. And as they are faced especially in these trying economics times of trying to do as much as they can, they're looking for ways to optimize on their investment.

When you look at what they are doing with SaaS, it gives them the ability to outsource applications, take advantage of the cloud, take advantage of Web technologies to be able to deliver those software solutions to their customers or constituents inside of the business, and do it in a way where they can drive speed to value very, very quickly.

They can take advantage of getting more bang for their buck, because they don't have to have their people focused on those initiatives internally and they're able to do it in a financial model that gives them tremendous value, because they can treat it as an operating expense as opposed to a capital expense. So as we look to the interest of our customers, we're seeing a lot more interest in, "HP, help us understand what is available as a service."

Various components then include SaaS, Infrastructure as a Service (IaaS), certainly Platform as a Service (PaaS), with the ultimate goal of moving more and more into the cloud. SaaS is a stepping stone to get there, and today about half of all of the cloud types of solutions start with SaaS.

Where is this thing going? When is it going to end? Is it going to end? I don't believe it is. I think it's an ongoing continuum. It's really an evolution of what services their constituents are trying to consume, and the business is responding by looking for different alternatives to provide those solutions.

For example, if you look at where SaaS got started, it got started because business departments were frustrated, because IT wasn't responsive enough. They went off and they made decisions to start consuming application service provider (ASP) source solutions, and they implemented them very, very quickly. At first, IT was unaware of this.

Now, as IT has become more aware of this, they recognize that their business users are expecting more. So, they're saying, "Okay, we need to not only embrace it, but we need to bring it in-house, figure out how we can work with them to ensure that we are still driving standardization, and we're still addressing all of the compliance and security issues."

Corporate data is absolutely the most valuable asset that most companies have, and so they have seen now that they have to embrace it. But, as they look down the road, it moves from just SaaS into now looking at a hybrid model, where they're going to embrace IaaS and Platform as a Service, which really formed the foundation of what the cloud is and what we can see of it today. But it will continue to evolve, mature, and offer new things that we don't even know about yet.

Neil Ashizawa: About a year, year-and-a-half ago, people were still trying to get their minds wrapped around this idea of cloud. We're at a stage now where a lot of organizations are actually adopting the cloud as a sourcing strategy or they are building other strategies to adopt it. We're probably past early adopter and more into mainstream. I anticipate it will continue to grow and gain momentum.

Now, IT is becoming much more involved. I would say that they are actually becoming more of a broker. Before, when it came to providing services to drive business, they were more focused on build. Now, with this cloud they're acting in a role as a broker, as Kevin said, so that they can build the business benefits of the cloud.

One of the key differentiators as it's evolved, in the way I see it, is really in the economic principles behind cloud versus managed service and ASP. With cloud, as Kevin mentioned earlier, you basically leverage your operation expense budgets and reduce that capitalization that typically you would still need to do in a historic ASP or managed service. Cloud brings to the table a very compelling economic business model that is very important to large organizations.

But if they are going to adopt the SaaS solution, that they vet out the integration possibilities -- to get out in front that. Also, integration doesn't just stop at the technical level. There are also the business aspects of integration as well. You need to also make sure that the service levels are going to be what your business users' desire and that you can enforce, and also integration from the support model.

If the user needs help, what's the escalation? What's the communication point? Who is the person who is actually going to help them, given the fact that now there is a cloud vendor in the mix, as well as the cloud consumer?

Bury: Organizations can become overwhelmed by the promise and the hype of cloud and what it can offer. My recommendation is usually to start with something small. I go out and spend a lot of time talking to our customers and prospective customers. There are a couple of very common bits of feedback that I hear that CXOs are looking at, when they view where to start with a cloud or as a service type of initiative.

The first of these is, is it core to my business? If a business process is absolutely core to what they are doing, it's probably not a great place to start. However, if it's not core, if it's something that is ancillary or complimentary to that, it's something that may make some sense to look at outsourcing, or moving to the cloud.

The second is if it's mission-critical or not. If it's mission-critical and it's core, that's something you want to have your scarce resource, your very highly valued IT resources working on, because that's what ultimately drives the business value of IT. Going back to what Neil said earlier, IT is becoming a broker. They only have so much bandwidth that they can deliver to those solutions and offerings to their customers. So, if it's not core and it's not critical, those are good candidates.

We recommend starting small. Certainly, IT needs to be very involved with that. Then, as you get more and more comfortable and you're seeing more value, you can continue to expand. In addition, we see projects that make a lot of sense, things like testing as a service, where the IT organizations can leverage technology that's available through their partners, but deliver via a cloud or a SaaS solution, as opposed to bringing it in-house.

We see SaaS as one of the key drivers, one of the strategic initiatives for HP to embrace. As I talk with my peers on the leadership team, we recognize SaaS as one of only two consumption model customers have for obtaining software from HP. In the traditional license play, they can consume the license and pay maintenance or, if they want to treat as an operating expense, it will be via the SaaS model.

As we look to what we need to do, we're investing very heavily in making all of our applications SaaS ready, so that customers can stand them up in their own data center and our data center or via a hybrid, where we may involve either a combination of those or even include a third-party.

For example, they may have a managed service provider that is providing some of the testing services. To your point earlier about the integration, HP, because of our breadth and our depth of our applications, can provide the ability to integrate that three-way type of solution whereas other companies don't have that type of depth to be able to pull that off.

As SaaS now becomes much more mainstream and much more mature, big customers are now looking to companies like HP, because of the fact that we have the size, the depth, and the breadth of the solutions.

They're looking for that relationship that is going to transcend this solution and is going to be part of the overall relationship between HP and their organization over the long haul. So, size definitely matters when it comes to cloud and SaaS.

The thing that's important to note here is that this is an evolution or a maturation. It's interesting, having been in this phase for so long, to see what customers are now looking at. And it's something where, as I start to look out to the future and speculate about where they want to go next, I'm seeing a lot of indications toward a model where customers will want to consume this idea of everything as a service. We've even seen recently customers say, "You're already doing this for us," whatever that as-a-service solution might be.

"Can you also take some of our people, put them back into that, and then just charge us that monthly or annual fee?" Neil and I spent a lot of time contemplating this idea of business process as a service. That's what we're speculating could be a next generation of SaaS or cloud. It's the idea of customers who wanted to consume business processes as service, which is just another step toward consuming everything as a service.

How will companies in the future really be able to deliver on the promise of what is and what we are recognizing as the Instant-On type of enterprise? It's the ability to take in data very, very quickly and then be able to analyze it, make assessments on it, make decisions and to be, in the term you use, very agile in the way that they are reacting to these inputs.

I mentioned earlier this movement toward those applications or those areas of the business that are not core and critical that they are looking to move outside of their data center. So that's certainly something, when we look at things like complementing what IT does around things like testing as a service. Security as a service is a big area that we are seeing growth in. Project portfolio management (PPM), helping those IT organizations manage their business, the day-to-day business, are some of the areas that we are seeing a lot of growth.

In the past, companies generally have been very siloed. Information would come in and they didn't have the access nor the visibility into it from another division or another department. When you look at what the instant-on enterprise is going to, it's the ability to consume information very, very quickly, analyze it, then make decisions, and make directional changes to what's going on inside of their environment.

As-a-service and cloud are very much enablers of that, because it gives you the ability to take advantage of technology as an enabler, as opposed to the past when they were just to serve one solution or one business process in the past. Now, they're able to have that stratify the entire organization. So, they have the insight and the agility to make real-time types of decisions.

The key is to get engaged early, learn as much as you can about the cloud and about as a service, and then look to companies like HP that have the experience in doing this. We've been doing it for more than 10 years. We've got a lot of success stories that we can point to on how we can help companies take advantage of the cloud and also what to avoid when you move into the cloud.

The single most important thing is not to go into it with expectations, any preconceived expectations that it's going to be nirvana, or that it's going to be easy. Moving a difficult business process from in house to out of house, right into the cloud, doesn't mean that the problem goes away or that the challenges go away from it. You still need to approach it with discipline, rigor, and formal types of processes and methodologies, which is what IT is really good at.

Ashizawa: You really want to look for trust. If you are going to be outsourcing business processes to a vendor, you really want to have that trust. What we're seeing is that there is a strong linkage between your compliance levels that you have in your organizations and the trust that your cloud vendor can also provide you a solution that can help you maintain your compliance and standards.

So, at the end of the day, you really want to just make sure that you go into this with a trusted vendor that has a proven experience, that can really make sure that they understand your need and your requirements, and they have a SaaS solution that can really fit your organization.

Dana Gardner is president and principal analyst at Interarbor Solutions, which tracks trends, delivers forecasts and interprets the competitive landscape of enterprise applications and software infrastructure markets for clients. He also produces BriefingsDirect sponsored podcasts. Follow Dana Gardner on Twitter. Disclosure: HP sponsored this podcast.

6 New Reasons to Give LiveOps a Look

2011-01-08T01:34:00.000-08:00

LiveOps, a contact center software and call center outsourcing provider, recently announced six new features designed to enhance its contact center cloud solution. The enhancements include Call Flow Authoring Studio, configurable recording, real-time configurable dashboards, call visualization reporting, APIs and powerful administration tools.

LiveOps, which began in 2003, currently offers cloud-based contact center solutions: Contact Center Cloud, an end-to-end application hosted in the cloud; and call center outsourcing, an independent contractor service that the company refers to as a "workforce in the cloud."

One-Stop Analytics

The Contact Center Cloud is intuitive, powerful, simple and scalable, Paul Lang, senior vice president of product management and marketing, told CRM Buyer.

It can manage and route traditional telephony from a browser and integrate various customer service desktops with APIs, he noted, adding that it is a very flexible and very scalable platform with a rich, robust feature set.

The system's routing capability includes queuing, routing and skills-based routing. It also includes real-time dashboards, call recording, quality monitoring, auditing based on agent performance, analytics and reporting.

"It really is one-stop analytics from the browser interface," Lang said.

Companies can use the completely revamped user interface to run multiple centers discretely or manage centers across the globe.

Companies in diverse industries, including high tech and healthcare, use LiveOps products for their call center needs Lang said.

Customers also vary by size, because using a flexible and simple browser-based solution levels the playing field for small and large companies, Lang pointed out. There is no need for a large IT investment.

LiveOps specializes in hosted solutions that allow businesses to acquire technology while conserving cash, Donna Fluss, president of DMG Consulting, told CRM Buyer.

The recession helped break the logjam that stopped companies from using hosted technology, and its widespread adoption promises to democratize contact centers, said Fluss.

Although hosted solutions are certainly not limited to small and mid-sized companies and have been replacing some premise-based systems, small companies that never had contact centers can benefit substantially from their availability.

"It's growing very significantly," Fluss observed.

LiveOps is finding its greatest success with mid-sized contact centers because this is where the cloud is gaining traction, Lang also noted.

In this niche, there is less concern about security and other issues with cloud computing, and there is greater adoption of the cloud, he added. For mid-sized companies that have the same needs as larger companies but are hampered by smaller IT budgets, the cloud is more of a natural choice.

The cloud gives companies enough flexibility, scalability and simplicity to concentrate on business without having to worry about putting operations on hold for months to configure the contact center system, Lang explained.

Companies can have control across the application with a simple subscription-based monthly fee. In addition, LiveOps has about three to four software releases with new features each year.

"We're always innovating," said Lang.

The strength of LiveOps as a contact center solution lies in its outsourcing capabilities along with its ability to offer hosted stand-alone contact centers, Fluss observed.

"They do understand contact centers," she said.

Since this is a relatively new market, however, there is much room for improvement, especially in an industry populated with many vendors. LiveOps offers good contact center services, but many people do not know about them yet, observed Fluss.

LiveOps needs to be more targeted and more focused to help them stay competitive in an ever-changing market, she advised.

Security remains a concern for some companies that may be exploring hosted solutions. Some companies will never accept the cloud model because of this concern, Fluss explained.

However, hosting companies such as LiveOps have made huge investments to improve security, she added, and as a result, the number of organizations hesitating because of worries over security has declined.

"We have a very secure platform," Lang maintained.

When choosing a customer service solution, a business should keep track of its goals and take the time to work through them, Jeff Furst, founder, president, and CEO of Furst Person, told CRM Buyer.

It is a good idea to develop a proof of concept and mock scenarios, he said, so that a company can evaluate what it wants to achieve. In this manner, it can develop criteria to evaluate potential customer service vendors.

A company should look for a vendor that allows it to test drive a customer service solution first, recommended Furst. That can be a tremendous help in evaluating a product.

"Can the vendor set up a sandbox?" he asked. "Make sure that the tool can do what you want."

Some solutions are simply better than others, noted Fluss, while some work better in certain situations. The customer service market offers many good choices, both on-premise and hosted.

"It's a buyer's market right now," Fluss observed.

It is also an emerging and changing market, with significant investment taking place, she pointed out.

New companies and new technologies will alter the dynamic and pricing structure, which will be a good thing, said Fluss. "I'm really liking what I'm seeing now."

Survey Surprise: Online Content Doesn't Have to Be Free

2011-01-07T20:55:00.000-08:00

By Rob Spiegel
E-Commerce Times
12/30/10 11:55 AM PT

Though there's still plenty of experimentation with different business models, online content providers are finding that many consumers are actually not averse to paying for content they value. In fact, the Pew researchers discovered a surprising willingness to subscribe to newspapers and magazines online.

A hearty 65 percent of Internet users have paid to access or download online content, according to survey results released Thursday by the Pew Internet & American Life Project. The study focused on content such as music, articles and apps.

There were a number of surprises in the data. With the exception of software, which is a predominantly male interest, men and women bought content at roughly the same rate. The researchers also found it surprising that Internet users bought online content and subscription services at the same rate as physical products and travel.

The big categories of purchased content were software and online music. In both categories, 33 percent of online users have made purchases. Typical users pay about US$10 per month for content. As for methods of purchase, the majority of users pay for subscriptions services (23 percent) versus downloads of individual files (16 percent).

The survey data came from telephone interviews with a nationally representative sample of 1,023 adults in a mix of age groups during the period of October 28, 2010, through November 1, 2010.

The print publishing industry has taken a significant hit due to the migration of readers online. The newspaper industry has been hit particularly hard, with major decades-old papers folding during 2010. There's good news online, however, with 18 percent of Internet users paying for online content from newspaper and magazine sites.

"Eighteen percent is well above noise level, so it's a positive thing," Jim Jansen, the author of the report and senior fellow at Pew Internet & American Life Project, told the E-Commerce Times. "Whether all the print outlets will be able to switch to an online model is another story."

The type of business model that supports online paid content is still the subject of experimentation.

"I think it's an issue of working out a price structure and subscription model that works for online consumers," said Jansen. "If there is a good model, people are receptive to paying for things. Music is a good example."

While the Internet has dealt print publishing a mighty blow in recent years, the Internet may also be the salvation of content publishing.

"Nearly a fifth of users have paid for articles. That did jump out at me," Charles King, principal analyst at Pund-IT, told the E-Commerce Times. "While some online-only sites have been very successful -- like the "Huffington Post" -- most of their income is coming from advertising rather than premium subscriptions."

Those sites selling newspaper and magazine content tend to be print-based publishers that also have a Web presence.

"Most of the newspapers and magazines charging for content also have hard copies, including The New York Times, The Wall Street Journal, The Economist and others," said King. "I do think it portends potentially good news for the magazine and newspaper industry. There has been a lot of concern about how online content has impacted traditional newspapers. These numbers are higher than I would have expected."

With so many sites selling subscription services, the future of Internet advertising could be challenged. "I think a lot of different business models are going to develop," said the Pew's Jansen.

The advertising model is still evolving online.

"Niche sites do well -- like car enthusiast sites. Advertising works well there. Other places where advertising works are at sites with high traffic," said Jansen. "I don't think the subscription model is a threat. There are just different advertising models for different verticals."

The Pew study is the center's first survey of online content consumption. It may become an annual report.

"This is the first time we've asked these kinds of questions, and certainly there is a lot of interest in trend data," said Jansen. "It would be great to re-do in a year's time and see what the changes are. I would expect there would be some dramatic changes given the technology that's coming."

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Next Article in Trends

The Internet Taxman's Mouth Is Watering
December 30, 2010
We have been fighting taxation on the Internet for a decade or longer. Today, we pay more taxes on it than ever, but we're still not where the government wants us to be. Lawmakers want to tax everything that is new and exciting. Not just the Internet, but all the new technology that we just love.

More by Rob Spiegel

Qualcomm Tucks Atheros Into Its Arsenal
January 05, 2011
Qualcomm's acquisition of WiFi technology company Atheros is drawing generally positive reactions, since it will be able to maintain its core strengths while advancing into new markets. There are a couple of companies that might not be so sanguine about the deal. Broadcom will begin feeling the heat, and Texas Instruments could also break a sweat. Motorola Is Dead - Long Live the Motorolas
January 04, 2011
Investors are cheery now that Motorola has completed its long-anticipated split into two separate, more-focused firms, but there's still some nostalgia over the passing of the 83-year-old corporate titan. "In some ways it's sad," remarked In-Stat analyst Allen Nogee. "The big Motorola of the past is gone, but the truth is it has faded away slowly over the last several years." Goldman Gives Facebook a $450M Lift
January 03, 2011
Facebook is gearing up to compete in the major leagues, and it just got a strong helping hand from Goldman Sachs, to the tune of $450 million. Goldman partner Digital Sky poured another $50 million into the social network, which brings its valuation to a cool $50 billion. "There's a feeding frenzy around this property," noted tech analyst Rob Enderle. "Facebook has to grow very quickly."

Sweeping Federal Insider Trading Probe Yields Another Arrest

2011-01-07T16:15:00.000-08:00

By Rob Spiegel
E-Commerce Times
12/30/10 9:26 AM PT

The boom has fallen on Winifred Jiau, a California consultant accused by federal investigators of selling financial information on a couple of tech firms for the purpose of insider trading. Jiau faces a potential 20 years in prison, along with a $5 million fine, for committing securities fraud, the more serious of the two charges brought against her.

Learn how the top retailers create sites and apps that sell.
Read our free whitepaper on best practices for mobile, ecommerce, and sites used by companies like Google, Microsoft, AOL, and more.

Federal authorities have arrested Fremont, Calif., resident Winifred Jiau Tuesday on charges related to her involvement in an insider trading scheme. Jiau has been charged with conspiring to commit securities fraud and engaging in securities fraud by selling material nonpublic information about publicly traded companies.

The investigation was conducted by the office of U.S. Attorney Preet Bharara, Southern District of New York. Between 2006 and December 2008, Jiau obtained inside information, including detailed financial earnings, about multiple publicly traded companies including Nvidia (Nasdaq: NVDA) and Marvell, Bharara's office discovered. Jiau sold that information to portfolio managers at hedge funds.

The hedge funds then traded stock based on the information provided by Jiau. In return, the hedge funds paid Jiau over US$200,000 over the two-year period. Payments were made through an expert networking firm that purported to provide "institutional money managers and analysts with market intelligence" through a "global advisory team of experts," according to Bharara's office.

Jiau has been charged with one count of conspiracy to commit securities fraud (count one) and one count of securities fraud (count two). On the first count, Jiau faces a potential penalty of five years in prison and a fine of $250,000 or twice the gross gain or loss from the offense; count two carries a maximum potential penalty of 20 years in prison and a maximum fine of $5 million.

One of the hedge funds netted profits of more than $820,000 from the trades in Marvell securities.

Council and chief public information officer for Bharara's office, Ellen Davis, told the E-Commerce Times the office had no comment beyond its press release.

During the two-year period named by Bharara, Jiau was employed as a consultant by Primary Global Research, an expert-network firm in Mountain View, Calif.

"Winifred Jiau served as an expert consultant with Primary Global Research from September 2006 through December 2008, at which time the relationship was ended," Marilyn Gerber, a spokesperson for Primary Global Research, told the E-Commerce Times. "The company has no further comment."

Jiau also had a working relationship with Nvidia.

"She worked as a contractor, rather than an employee, and left about a year ago," Robert Sherbin, head of corporate communications at Nvidia, told the E-Commerce Times.

Another set of arrests on December 16 resulted from investigations under the direction of Bharara's office. Four employees from tech firms were arrested for insider trading, including James Fleishman, the VP of marketing from Primary Global Research.

The tech employees who were nabbed for insider trading had been employed at Dell (Nasdaq: DELL), Advanced Micro Devices (NYSE: AMD) and Flextronics, a contract manufacturer for Apple (Nasdaq: AAPL) that had early information on the production quantities of the iPhone. The secrets traded included advance information on earnings reports as well as information on emerging products.

The way Bharara's office described the system of information trading is that Primary Global Research would recruit employees from tech firms and pay them for delivering non-public corporate data, primarily early views into quarterly earnings results, to the firm's hedge fund clients. These employees would be paid to reveal inside information from their employers.

The four who were arrested on December 16 were collectively paid more than $400,000 merely to participate in phone calls with Primary Global Research clients.

The arrest of Jiau and the earlier arrests of the four tech company employees and Fleishman are part of a larger investigation run by Bharara's office. The case was launched in coordination with President Obama's Financial Fraud Enforcement Task Force. Bharara serves on the group as cochair of the Securities and Commodities Fraud Working Group.

Print Version E-Mail Article Reprints More by Rob Spiegel

Next Article in Wall Street

SEC Poking Around in Private Trading of Social Shares
December 29, 2010
Some of the most visible tech companies -- Facebook, LinkedIn, Twitter and Zynga -- are privately held, but shares owned by former employees and investors are changing hands in a market that appears to be rapidly heating up. The SEC has taken notice, reportedly checking in on the firms to find out just how large their investor populations have become, among other matters.

More by Rob Spiegel

Qualcomm Tucks Atheros Into Its Arsenal
January 05, 2011
Qualcomm's acquisition of WiFi technology company Atheros is drawing generally positive reactions, since it will be able to maintain its core strengths while advancing into new markets. There are a couple of companies that might not be so sanguine about the deal. Broadcom will begin feeling the heat, and Texas Instruments could also break a sweat. Motorola Is Dead - Long Live the Motorolas
January 04, 2011
Investors are cheery now that Motorola has completed its long-anticipated split into two separate, more-focused firms, but there's still some nostalgia over the passing of the 83-year-old corporate titan. "In some ways it's sad," remarked In-Stat analyst Allen Nogee. "The big Motorola of the past is gone, but the truth is it has faded away slowly over the last several years." Goldman Gives Facebook a $450M Lift
January 03, 2011
Facebook is gearing up to compete in the major leagues, and it just got a strong helping hand from Goldman Sachs, to the tune of $450 million. Goldman partner Digital Sky poured another $50 million into the social network, which brings its valuation to a cool $50 billion. "There's a feeding frenzy around this property," noted tech analyst Rob Enderle. "Facebook has to grow very quickly."

LinkedIn plans to go public in 2011: sources

2011-01-07T12:42:00.000-08:00

A LinkedIn profile is seen in a handout image.

Credit: Reuters/Handout

By Nadia Damouni

NEW YORK | Thu Jan 6, 2011 2:53am EST

NEW YORK (Reuters) - LinkedIn, the social networking site for professionals, plans to go public in 2011 and has selected its financial underwriters, three sources familiar with the process told Reuters.

Morgan Stanley, Bank of America and JPMorgan are among the book runners, these sources said. Bankers made their pitches to the privately-held company in November, one of the sources said.

"An IPO is just one of many tactics that we could consider," a spokesman for LinkedIn said on Wednesday. He declined further comment.

Internet companies such as LinkedIn and Zynga, a popular maker of online social games, are considering offerings well ahead of a potential IPO of Facebook, two sources said.

"Some of these companies want to go public because they want to beat Facebook and others out," said one of the sources. "If Facebook went public before Linkedin, do you think anyone would pay that much attention to Linkedin?" You might want to surpass the beast."

Zynga couldn't be reached immediately for comment.

Facebook is not expected to file for a public offering until late 2012, Facebook board member Peter Thiel told Reuters in September.

But that could change. Regulators are scrutinizing a $500 million investment and a commitment to raise at least $1 billion more in Facebook this week by Goldman Sachs and Digital Sky Technologies, one of the sources said.

The SEC is reviewing whether the number of shareholders in Facebook has exceeded a 499 limit in order to remain private. If the SEC decided Facebook has moved past the threshold, it could accelerate Facebook's timeline for an offering, the source said.

Facebook and Goldman have declined to comment.

The people familiar with the process said LinkedIn is hoping to attract investors on its reputation as one of the Web's fastest growing social network sites.

The site claims more than 85 million members.

The filing of LinkedIn's S-1 registration statement with the U.S. Securities and Exchange Commission, which contains the basic financial information of an issuer, could take months, said one of the sources.

"There are lots of things that are worked on that they could put on hold; they miss numbers; they want to grow a little more," another of the sources said.

Linkedin, which does not disclose financial results, makes money from advertising and premium services. The valuation of a Linkedin IPO was not given by the sources.

FCC challenges app makers to protect open Internet

2011-01-07T09:11:00.000-08:00

By Jasmin Melvin

WASHINGTON | Wed Jan 5, 2011 5:53pm EST

WASHINGTON (Reuters) - U.S. regulators are asking software developers in an "Open Internet Challenge" to create apps that let Internet users know when their service provider -- fixed or mobile -- is interfering with content.

The U.S. Federal Communications Commission (FCC) is trying to get consumers to help police Internet service providers for network management abuses such as slowing bandwidth-hogging content from movies.

The wants to spur the deployment of innovative technologies to protect the openness of the Internet.

The FCC adopted Internet traffic rules last month that ban landline Internet providers such as Comcast Corp and Verizon Communications Inc from blocking lawful traffic or discriminating against bandwidth-heavy content.

The rules would also prevent wireless carriers such as AT&T Inc from blocking access to websites, or competing voice and video applications.

The agency describes an "open" Internet as a "platform that enables consumer choice, freedom of expression, competition, user control, and the freedom to innovate without permission."

The Open Internet Challenge continues the FCC's efforts to keep the Internet accessible to all content providers.

"Our goal is to foster user-developed applications that shine light on any practice that might be inconsistent with the free and open Internet," FCC Chairman Julius Genachowski said.

The challenge also tries to boost useful research into ways to measure, preserve and track the openness of the Internet.

The FCC said apps could provide real-time data to an individual experiencing a slow Internet connection speed, test networks for Internet service providers and aggregate network data for academics and policymakers.

The FCC's open Internet rules adopted on December 21 are expected to go into effect early in the year. But any legal challenges could tie the rules up for years.

(Reporting by Jasmin Melvin; editing by Andre Grenon)

Google wins court challenge on U.S. government contract

2011-01-07T04:53:00.000-08:00

By Diane Bartz

WASHINGTON | Wed Jan 5, 2011 5:27pm EST

WASHINGTON (Reuters) - Google scored a small victory in its government contracting race with Microsoft when a federal judge ordered the Interior Department to rethink an email services contract it plans to put up for bid.

Google had said the proposed terms were unfairly designed against it, arguing in a lawsuit in November the Interior Department acted in an "arbitrary and capricious" manner by only considering proposals based on Microsoft technology.

The rivals have been battling in recent months to win fresh technology procurement contracts from U.S. government agencies. They have so far been relatively small in size but represent inroads to a potentially larger market as more government work moves to "cloud computing."

Google had objected to the Interior Department request for the five-year contract worth up to about $59 million and asked for a preliminary injunction to stop it from going forward.

The judge filed a preliminary injunction on Tuesday ordering the Interior Department to put on hold its request for bids to upgrade its email system.

In her ruling, Judge Susan Braden of the U.S. Court of Federal Claims in Washington, D.C., said Google showed that the Interior Department may have violated rules about competition in contracting and sent the matter back for reconsideration.

However, the court made no judgment on whether Microsoft was the right supplier for the contract.

"The court ... discerns no basis in the present administrative record to support Google allegations of bad faith," the judge wrote.

"Likewise, the court discerns no improper conduct by Microsoft, the actions of which show only competitive zeal and interest in customer satisfaction."

SECURING CLOUD-BASED CONTRACTS

The judge's ruling this week is the latest in a series of spats over government contracts.

Google last month said it was shut out when the U.S. Agriculture Department announced a cloud computing contract to move 120,000 employees onto email, Web conferencing and messaging systems provided over the Internet by Microsoft.

However, Google also won a share of a contract the General Services Administration awarded last month. Unisys Corp won the five-year, $6.7 million contract, with Google as a subcontractor, to transition the GSA to a secure cloud-based platform that includes Google's Gmail, Calendar and other applications.

A Google spokesman on Wednesday said the court decision on the Interior Department was a good one.

"As a proponent of open competition on the Internet and in the technology sector in general, we're pleased with the court's decision," the spokesman said.

Courtney Love Twitter trial moved to February 6

2011-01-07T00:38:00.000-08:00

Musician Courtney Love gestures at the amfAR's Inspiration Gala Los Angeles fundraiser in Los Angeles October 27, 2010.

Credit: Reuters/Mario Anzuoni

By Matthew Belloni

Thu Jan 6, 2011 3:07am EST

LOS ANGELES (Hollywood Reporter) - The trial date in the defamation case against Courtney Love over her outrageous Twitter postings has been postponed three weeks.

Lawyers for Love and fashion designer Dawn Simorangkir—who is suing the rocker over a March 2009 tirade of Tweets in which Love called the self-proclaimed "Boudoir Queen" a prostitute and a thief—were in the Los Angeles courtroom of Hon. Debre Weintraub Wednesday morning for the final status conference in the case.

The trial date, which was to have been on January 18, has been pushed to February 6 for scheduling purposes. The trial is expected to last at least a week.

A mandatory settlement conference has been set for Tuesday and Wednesday of next week. If a deal can't be reached, Love will be the star witness in the first-ever high-profile defamation trial over a celebrity's comments on Twitter.

(Editing by Zorianna Kit)

Comcast rolls out video app for iPad; eyes live TV

2011-01-06T21:02:00.000-08:00

By Paul Thomasch

NEW YORK | Wed Jan 5, 2011 3:09pm EST

NEW YORK (Reuters) - Comcast Corp plans to soon roll out a feature allowing its customers to watch real-time television shows, whether a crime drama or newscast, on tablet computers such as Apple Inc's iPad.

Plans call for Comcast to first introduce an application for on-demand video, meaning its subscribers can select from a lineup of TV shows or movies that previously aired. Subscribers can then watch the video on an iPad wherever they are -- at home, a coffee shop or an airport.

That feature will be running in the coming weeks, Comcast announced on Wednesday. It will launch with about 3,000 hours of on-demand content.

Less clear is when Comcast will make available its service for streaming real-time TV shows to Apple's iPad or tablets powered by Google Inc's Android system. Comcast said only that the real-time TV service would be available this year.

Comcast and the rest of the cable and telecoms industry have sought to extend the appeal of the existing offerings to customers who, thanks to an explosion in new media devices, have more entertainment choices than ever before.

Indeed, cable companies are trying to create a more flexible TV viewing experience for paying subscribers who are spending more time watching and sharing YouTube videos with their friends online, including on Facebook.

Although pay TV companies insist nobody is dropping their service for lower-cost online alternatives -- like Netflix Inc, -- they are moving protect themselves from losing more customers than they already have.

For Comcast's customers, a real-time service would allow one family member to watch, say, a news program on the living room TV set even as another family member used an iPad to watch a first-run crime drama in the next room. Subscribers would simply enter a code on Comcast's Xfinity TV app to gain access.

Unlike Comcast's on-demand service, the real-time streaming feature. at least initially, would only work within a subscriber's home. That is because mobile rights for real-time video remain a sticky issue.

Last spring, Comcast Chief Executive Brian Roberts first showed off a new iPad-based Xfinity app, which allows customers to control home set-top boxes from anywhere. At the time, Roberts hinted that programing could eventually be delivered through the app.

Verizon Communications announced in August it had developed a similar live TV application for iPad.

(Reporting by Paul Thomasch, editing by Dave Zimmerman)

Goldman's "friends" get week to mull Facebook bet

2011-01-06T17:06:00.000-08:00

Facebook CEO Mark Zuckerberg speaks during a news conference at Facebook headquarters in Palo Alto, California May 26, 2010.

Credit: Reuters/Robert Galbraith

By Joseph A. Giannone and Matthew Goldstein

NEW YORK | Wed Jan 5, 2011 8:36am EST

NEW YORK (Reuters) - Goldman Sachs is not giving its multimillionaire clients a lot of time or information to think about investing in a $1.5 billion Facebook private offering.

According to a customer who received a letter from Goldman, clients were given just until the end of this week to decide whether they want a piece of the social networking giant.

The world's largest investment bank this week agreed to invest $475 million into Facebook and initiated plans to raise as much as $1.5 billion through a special purpose investment vehicle marketed to its private wealth management customers. The private sales would value Facebook at $50 billion,

Holding the keys to one of the hottest investment opportunities around, Goldman gave ultra-wealthy clients little time to decide. Customers who received the Goldman email on Sunday were required to sign a nondisclosure agreement.

The private placement memorandum, which would contain detailed financial information about the company and terms of the investment, had not yet been circulated as of Tuesday afternoon, two clients told Reuters. The minimum investment is expected to be $2 million.

Both the minimum investment and the investment deadline may be subject to change, the investors said. Goldman declined to comment.

A follow-up letter from Goldman ,that most clients got on Monday, contained very little information about Facebook, other than metrics about visitors that compare favorably to Google, another Internet giant, that went public in 2004.

Goldman's offering of Facebook shares, through an as-yet unnamed special vehicle, is being closely watched on Wall Street because it could set the stage for other private companies that want to raise money but do not want the hassle and expense of publicly traded shares.

A second Goldman customer said he was surprised that the firm still has not sent out a private placement memorandum, concluding Goldman seems to expect customers to invest on "blind faith."

The aggressive valuation attached to Facebook could give some savvy investors pause, making it difficult for them to double their money in five years. That may not matter for a household name that recently eclipsed Google as the most visited site on the Internet and is the subject of a popular 2010 movie that may contend for best-picture honors.

A third Goldman client pitched on the deal said he believes Facebook has $2 billion in revenues, though the person does not know if the fast-growing company is cash flow positive or profitable. The Goldman fund values Facebook at about 25 times revenue, an extremely rich valuation.

The third investor also said that Goldman is taking a 4.5 percent fee from the money invested into the fund.

The placement memorandum may be distributed on Wednesday, though that does not give investors a lot of time to weigh a $2 million investment. Even then, the memorandum is not expected to have a lot of financial detail.

(Reporting by Matthew Goldstein and Joe Giannone; Editing by Tim Dobbyn)

RIM's PlayBook software unit QNX shifts into gear

2011-01-06T12:55:00.000-08:00

By Alastair Sharp

TORONTO | Wed Jan 5, 2011 6:29pm EST

TORONTO (Reuters) - QNX Software, the system Research In Motion will use to power its PlayBook tablet and future BlackBerry smartphones, may outshine its parent this week as it touts vehicles with the productivity of an office.

QNX is pursuing a long-standing passion for cars even as it draws attention over whether its presence under the PlayBook's hood improves RIM's chances versus Apple's iPad and a slew of contenders vying for attention at the Consumer Electronics Show in Las Vegas.

It is making a play for the connected car -- and a particularly high-end car at that -- offering email direct to the in-dash display of the 2011 Z4 Roadster from BMW.

For safety, you cannot cleanse your inbox by yourself as you drive; instead the system reads them to you. When stationary, more functions are allowed.

"The content of the electronics in vehicles are growing at such an exponential rate," said Andrew Poliak, head of business development for automotive applications at QNX, which RIM bought from Harman International. "The quantity of software we are putting in the car is increasing dramatically."

QNX, whose software underpins systems in more than 200 vehicle models from the likes of Ford, General Motors, Toyota, Nissan and Hyundai, is eager to push up the food chain from a pure operating system provider.

"We are providing more of those upper layers of the front-end, using Flash or HTML5," and offering a media player, Poliak said, stressing that carmakers still had plenty of room to set themselves apart.

BMW, which has a long history of working with QNX, will be demonstrating the upgrade to its in-car system at the desert gizmo show. In the more affordable price range, Toyota unveiled its QNX-powered Entune system, which links a car-owner's mobile phone to their dashboard display.

Automakers, recovering from a slump, are eager to cram the latest consumer gadgetry into their vehicles to lure drivers addicted to Twitter feeds, Facebook status updates or in need of a map or a review and directions to nearby restaurants.

WELCOME TO ANOTHER WORLD

RIM bought QNX from Harman for C$200 million in a deal completed in April. Almost a year later it is about to step into a raging battle for smartphone and tablet operating system supremacy.

To one side sits Apple's iOS on the iPhone and iPad, a sleek interface aided by the iTunes platform for buying, renting and organizing media files.

On the other sits Google's Android system, offered free to device makers, many of whom jumped eagerly into its arms.

QNX's lineage, which RIM's boasts is a strength, causes some concern for analyst Shaw Wu at Kaufman Bros, who has engaged in a dual with RIM in the last week over his charge the PlayBook battery is sub-par.

"From my understanding they are furiously working on fixing these problems," Wu said. "It's not going to be easy because they are using an OS that wasn't designed for mobile."

American Air holds ground in travel agent spat

2011-01-06T09:49:00.000-08:00

An American Airlines jet touches down at the airport in Port-au-Prince February 19, 2010.

Credit: Reuters/U.S. Navy/Oscar Sosa/Handout

By Kyle Peterson

CHICAGO | Wed Jan 5, 2011 5:26pm EST

CHICAGO (Reuters) - American Airlines sparred with third-party ticket sellers on Wednesday in an ongoing battle over distribution costs and methods as one key provider of airfare data vowed to stop offering the airline's flight information.

Privately held Sabre Holdings Corp operates a global distribution system that provides information on airfares to travel agencies like Travelocity. The company said it would end its distribution deal with American in August -- a month before the end of its contract.

The company said it would discontinue price discounts on American Airlines tickets that have stimulated sales. The airline is also at odds with online travel agency Orbitz Worldwide and last month stopped selling tickets on Orbitz.

American is trying to get travel agents to adopt a "direct connection" technology that would let customers shop based on various ancillary services rather than fares, which is the primary basis for the typical online travel agency comparison.

"For a number of months, American Airlines has taken actions in an attempt to impose a costly, unproven and unnecessary system on agencies and corporations," Sabre said in a statement.

"We believe these actions are harmful to our agency and corporate customers, as well as consumers, making it harder and more costly to comparison shop," the company said.

American fired back, saying Sabre's moves were "punitive actions" that come even though the carrier has met its obligations to the distribution service.

"Sabre's actions are discriminatory and patently inconsistent with both its contractual obligations and its professed goal of ensuring full transparency for the benefit of consumer and travel agents," American said in a statement.

Online travel agency Expedia Inc also has dropped American Airlines tickets from its listings, charging that the airline's new commercial strategy is "anti-consumer" and "anti-choice."

The actions set the stage for what could be a protracted dispute between airlines and third-party distributors. American Airlines, a unit of AMR Corp, is leading the charge because several of its key distribution contracts expire in 2011.

"It is kind of an inflection point for the industry as a whole," said Morningstar analyst Warren Miller. "American Airlines is obviously trying to take a more aggressive stance with respect to how they distribute their inventory of seats and how they get those in front of the eyes of consumers."

American says the publishing methods and pricing currently used by many travel agencies are outdated and do not reflect the increased reliance by airlines on sales of ancillary services like bag checks, meals and priority seating.

It is an omission that prevents carriers from offering the lowest prices, said AMR spokesman Ryan Mikolasik.

"We remain in talks with both Orbitz and Expedia," he said.

U.S. airlines, hard hit in recent years by an economic downturn and volatile fuel costs, have sought to lower their distribution costs -- fees, credit card commissions and agency commissions -- which Mikolasik said is about $800 million a year for AMR.

AT&T plans 20 new phones, major Android push

2011-01-06T05:17:00.000-08:00

By Sinead Carew

LAS VEGAS | Wed Jan 5, 2011 9:44pm EST

LAS VEGAS (Reuters) - AT&T Inc announced four times as many smartphones as it did this time a year ago, backed heavily by Google Inc's software, highlighting the urgency of its quest to lessen its dependence on Apple Inc's iPhone.

The mobile operator, which has been the exclusive U.S. provider for iPhone since 2007, is expected to face tough competition early this year with bigger rival Verizon Wireless expected to kick off sales of the popular cellphone.

AT&T executives said on Wednesday at the Consumer Electronics Show that it would introduce 20 high-speed smartphone models in 2011, including a dozen Google Android devices. At last year's CES, by comparison, AT&T unveiled plans for only five new smartphones.

The first of these phones will come from Motorola Inc, HTC Corp and Samsung Electronics Co Ltd.

The No. 2 U.S. mobile provider also said it would sell a tablet computer from Motorola, but declined to elaborate.

The twin Motorola announcements suggest a shift in industry allegiances as Motorola has recently been the key phone maker for Verizon Wireless, a venture of Verizon Communications Inc and Vodafone Group Plc.

Motorola said its Atrix 4G phone, expected to go on sale this quarter, will attach to a new type of accessory called a lapdoc, which looks like a laptop but does not work without the cellphone. Motorola's lapdoc has a laptop size screen and keyboard aimed at better Web browsing, video viewing and typing than on a typical cellphone.

"It will change the way people work," AT&T's president and head of mobility, Ralph de la Vega, said in an interview on the sidelines of the event.

De la Vega said that, after a "good fourth quarter" with a "seasonal pickup in demand," he sees 2011 being a strong year for smartphones sales, which he plans to boost with higher-speed network upgrades.

SPEED UPGRADES?

AT&T has come under fire for its patchy wireless service, which is under increasing strain as bandwidth-hogging smartphones proliferate.

De la Vega vowed to speed up AT&T's plan for upgrading its network with LTE, a high-speed technology already offered by rival Verizon. AT&T's LTE launch is scheduled for the middle of 2011 with coverage for up to 75 million people by year's end. That would put it a year behind its bigger rival Verizon.

But the executive said his company plans to pick up the pace in 2012, with an aim of having its national LTE high-speed upgrade largely complete by the end of 2013. He promised the first LTE phones in the second half of this year.

However, one analyst said that he expects AT&T's news to be upstaged by announcements expected from Verizon Wireless during its CES keynote and news conference on Thursday.

"They did what they could to take the wind out of Verizon's sails," said CCS Insight analyst John Jackson. But he added, "It's not going to be enough to overshadow what Verizon comes out with.

China state newspaper's Web unit plans IPO

2011-01-06T01:14:00.001-08:00

SHANGHAI | Wed Jan 5, 2011 1:57am EST

SHANGHAI (Reuters) - People.com.cn, the online news portal run by People's Daily, the mouthpiece of China's Communist Party, aims to list in Shanghai this year, the state-run China Daily reported on Wednesday.

People's Daily Online Co Ltd, which operates People.com.cn, plans to raise about 800 million yuan ($120.8 million) by selling shares on the Shanghai Stock Exchange, the China Daily said, citing an unidentified source.

People's Daily Online aims to sell 40 million yuan-denominated A-shares in Shanghai at 15-20 yuan apiece in the IPO, making it the first news website to go public in the domestic market, the newspaper said.

People's Daily Online is now in the final stage of bringing in strategic investors. It has struck deals with deep-pocketed investors including China Mobile, China Unicom, China Telecom, China Life Insurance and some domestic private equity firms, the China Daily said.

People's Daily will use the IPO proceeds to expand its online services, the report said.

Last month, People's Daily launched its own news search engine Goso.cn to compete with larger rivals such as Baidu Inc in the lucrative online search market.

"We aim to build People.com.cn into an internationally recognized website," Zhang Yannong, president of People's Daily, was quoted as saying by China Daily.

The central government has said it will encourage 10 state-backed news websites, including People.com.cn, Cntv.cn and Xinhuanet.com, to go public as a way to accelerate reform at these companies to achieve greater efficiency and profitability, China Daily said.

People's Daily Online booked a net profit of 22 million yuan in 2009, with a revenue of 190 million yuan from its core business, the report said.

China Daily said top Chinese brokerage Citic Securities will underwrite People's Daily Online IPO.

($1=6.624 Yuan)

(Reporting by Soo Ai Peng; Editing by Jacqueline Wong)

MacBook Pro 15.4"

2009-12-23T23:43:00.000-08:00

Processor
2.4GHz Intel Core 2 Duo Processor
Cache
L2: 3MB
System Bus
1066MHz

Memory
Slots: 2x SO-DIMM
Type: PC3-8500 1066MHz DDR3 RAM
Installed: 2GB (2x1GB)
Capacity: 4GB main memory

Display
Type: Active Matrix Glossy TFT-LCD with LED Backlight
Size: 15.4"
Native Resolution: 1440 x 900
Supported Resolutions: 1440 x 900 (native), 1280 x 800, 1152 x 720, 1024 x 640, and 800 x 500 pixels at 16:10 aspect ratio; 1024 x 768, 800 x 600, and 640 x 480 pixels at 4:3 aspect ratio; 1024 x 768, 800 x 600, and 640 x 480 pixels at 4:3 aspect ratio stretched; 720 x 480 pixels at 3:2 aspect ratio; 720 x 480 pixels at 3:2 aspect ratio stretched
External Resolutions: Up to 2560 x 1600

Graphics Display Card
Interface: Hybrid Grahics System (PCI Express/Integrated)
Installed: nVIDIA GeForce 9600M GT with 256MB GDDR3 SDRAM; nVIDIA GeForce 9400M graphics processor with 256MB of DDR3 SDRAM shared with main memory
Internal Resolutions: Up to 1440 x 900
External Resolutions: Up to 2560 x 1600
Dual Display: Yes
Video Mirroring: Yes

Hard Drive
Bays: 1x
Installed: 250GB 5400rpm
Type: SATA

Optical Drive
8x slot-loading SuperDrive (DVDÂ±R DL/DVDÂ±RW/CD-RW)

Maximum write: 8x DVD-R, DVD+R; 4x DVD-R DL (double layer), DVD+R DL (double layer), DVD-RW, DVD+RW; 24x CD-R; 10x CD-RW
Maximum read: 8x DVD-R, DVD+R, DVD-ROM; 6x DVD-ROM (double layer DVD-9), DVD-R DL (double layer), DVD+R DL (double layer), DVD-RW, and DVD+RW; 24x CD

PCMCIA Expansion
1x ExpressCard/34 slot

Ports
1x FireWire-800
2x USB 2.0

Display Output
1x Mini DisplayPort
DVI, VGA, or Dual-Link DVI available via optional adapters

Audio
2x Integrated Stereo Speakers
1x Integrated Omnidirectional Microphone (located under left speaker grille)
1x Combo Analog Headphone/Optical Digital Audio Out
1x Combo Analog Line-In/Optical Digital Audio In
Supports Apple Stereo Headset with microphone

Video
None

Flash Media Slot
None

Wired
Network: 10/100/1000Base-T Gigabit Ethernet
Modem: None

Wireless
Wi-Fi: Airport Extreme 802.11n
Bluetooth: Bluetooth 2.1+EDR

Operating System
Mac OS X v10.5 Leopard

Security
Kensington Cable Lock Slot

Internet Access
None

Keyboard
Built-in full-size backlit keyboard with 78 (U.S.) or 79 (ISO) keys, including 12 function keys and 4 arrow keys (inverted "T" arrangement)

Pointing Device
Multi-Touch trackpad for precise cursor control; supports two-finger scrolling, pinch, rotate, three-finger swipe, four-finger swipe, tap, double-tap, and drag capabilities

Battery
Removable 50-watt-hour lithium-polymer battery; Charge indicator LEDs located on left side of notebook's casing

via : ezlaptop

Compac Presario cq40

2009-12-19T07:07:00.000-08:00

The specification of Compac presario cq40 :

Centrino : Yes
Processor speed : 2GHz
Processor : Core 2 Duo
Amt of RAM : 2048 MB
Hard drive : 250 GB
Optical drive : DVD Super Multi drive
Graphics hardware : Intel GMA 4500MHD
Diagonal screen size : 14.1 inch
Remote : No
TV tuner : No
Operating system : Win Vista Home Premium
Weight w/battery : 2.4 kg
Wireless LAN : 802.11a, 802.11b, 802.11g, 802.11n
Webcam : Yes

Quantel SX10

2009-12-16T08:03:00.000-08:00

SX10 body only 27.8 mm thick, looks more thin. This series also has a few layout changes in the port's slim body. Unfortunately, this redesign affects body loss of one USB port so that now only available only 2 USB ports. Instead, SX10 provides internal modem with 3G/HSDPA support with a SIM slot behind the battery.

SX10 still use Intel Atom N270 and Intel GMA950 (to handle the affairs of the graphic). Reportedly, there are variants of the SX10 uses Intel's Atom N280. While still using the same specifications with other manufacturers, SX10 provides a capacity of 250 GB HDD (even other variants available kapsitas HDD 320 GB, which is the largest capacity for the current netbook).
If you compare the performance of Intel-based netbook Atom N270 each other, the results are very alike. Therefore, only the perbedannya factors and design facilities, in addition of course price. This is where Quantel SX10 comes with it.

via : infokomputer

Spesification Lenovo G450

2009-12-13T05:02:00.001-08:00

LENOVO brand computer manufacturer IBM issued a series of cheap laptops to class. Starting with Lenovo G430 with the official price $ 499, followed by Lenovo G450 worth $ 509. This is interesting because for the computer classes, Lenovo has a good brand value. This price is only equaled by the brand successfully Acer and Compaq, Dell was set higher prices with a class processor higher.

spesification lenovo G450
Intel® Core™ 2 Duo Processor T6600 (2MB L2 Cache, 2.2 Ghz, 800 Mhz)
14.1” Wide Screen Brightview TFT, Display Max. Resolution 1366 x 768
Display Technology Standard LED
Mobile Intel® GM45 Express Chipset
Intel® Graphics Media Accelerator X4500MHD 384MB (shared)
Memory 2GB DDR2 PC5300
Storage HDD 320GB Sata, DVD RW
Intel Wireless 5100 A/G/N, Gigabit Lan, Bluetooth, 5 in 1 Media Reader
Integrate Webcam
DOS
Weight only 2.45kg

Axioo NS 658i - Notebook Economics

2009-12-11T10:01:00.000-08:00

Axioo procesor NS 658i Intel Centrino Core Duo T2050 (1.6 GHz, 533 MHz FSB, 2 MB Cache) with Intel 945GM chipset. Visipro memory 512 MB DDR2 SDRAM PC-3200 that could add up to 2GB (2 DIMMs). Media penyimpannya is Seagate SATA 80GB, and DVDÂ ± RW Dual Layer.

The Axioo type NS is still not an identical twin with type NL 658i purchased by Riyogarta. The only difference is the size of the dimensions, weight and battery type. Type NS has a specification screen 12.1 "WXGA TFT, while the NL type size 14.1". The depth of the maximum resolution is 1280 × 768 with support for Intel ® Graphics Media Accelerator 950 DVMT 8 MB. I am pleased with the size of the dimensions that measures just 303 x 30 x 225 mm, not too big to carry everywhere. Moreover weighs only 1.9 Kg. This notebook is also equipped with 2 small speakers that are embedded on the right side and left bottom screen.

Facilities 10/100 MB LAN, Intel PRO / Wireless 3945ABG, 3x USB 2.0 port, 1 ExpressCard slot, Bluetooth, Firewire, and the reader SD, MMC, Memory Stick / Stick PRO makes me more fascinated with this notebook. The facility allows me to do various jobs as a student or a programmer in a variety of work environments.

Notebook Dell Vostro V13 - Thin Notebook

2009-12-10T08:47:00.000-08:00

Working with various activities with the computer sometimes makes us have to get the job done anywhere and anytime. Sure to be able to complete the task quickly, you need to do is do it by using your laptop. So no matter where one is, you still can carry out tasks that must be completed on time.

Well, especially if you can have this Dell laptop output. Dell recently introduced a Vostro V13 touted as a business notebook, which is when we looked at the design of this laptop, just enough time with Dell laptops Adamo 13. V13 model itself using high-quality aluminum that is designed so that the thickness of only 16.5mm and it weighs just 1.59kg.

Like 13 Adamo, Vostro is also using 13 processors with processor choices CULV, Core 2 Duo SU7300, SU3500 Core 2 Solo or Celeron 743. This laptop uses DDR3 RAM up to 4GB, graphics card and Intel GMA 4500MHD already equipped with capacity reaching 500GB 7200RPM hard drive.

Laptop Dell Vostro V13 screen size 13.3-inch LED-backlit display with a resolution of 1366 × 768px, is also 5-in-1 card reader, ExpressCard 33mm slot and 1.3 megapixel webcam. This laptop has fully supports Bluetooth and Wi-Fi 802.11n.

For the price range, this laptop is ready bundled with a range of about 449 USD or about 4.5 million rupiah. Dell plans new laptop will soon be inaugurated in the United States this week, too.

via : beritatekhnologi

Acer Aspire 5600 and Aspire 5738PzG

2009-12-09T07:41:00.000-08:00

Acer has introduced a laptop with a multi-touch display. The technology is following the other product technologies introduced by Acer in the PC market in India. Laptop Acer Aspire series has 5738PzG sized 15.6-inch screen with advanced technology multi-touch plus fingertip.

Acer Aspire 5738PzG

In addition to laptops, Acer is also releasing All-In-One PC with features multi-touch technology. Aspire 5600 series All-In-One PC also has a minimalist design and comes with features Microsoft Touch Pack for Windows systems 7.

"We've been in the forefront in the development of superior technology and a frontier for future generations of computers. Interesting features in Aspire laptop makes computing 5738PzG be that easy and fun. Multi-touch input brings a new dimension to the laptop functions as when interacting with a PC. With the introduction and 5738PzG Aspire notebook Aspire 5600 series all-in-one PC is the Acer has opened the door for a touch sensor revolution and the future of technological innovation. "Says S Rajendran, CMO Acer.

Acer Aspire 5600

5738PzG Acer Aspire laptop is equipped with operating system Windows 7, which support the touchscreen and sharing documents and printers, photo editing, and email. Aspire 5738PzG supported by all the facilities that support Windows 7 with Windows Touch and Windows Media Center. This 5738PzG Aspire laptop price at $ 942.5, while for the Aspire 5600 series All-In-One PC started with a $ 1,300 price.

via : beritanet

Asus intros the P50IJ-SO036X - Elegant Notebook

2009-12-07T10:30:00.000-08:00

Asus has recently announced a new 15.6-inch laptop aimed at business users, the P50IJ-SO036X. The new model makes use of the IceCool technology which keeps the palm rest below body temperature to ensure a comfortable use, and features a 15.6-inch LED-backlit display with a native resolution of 1366 x 768 pixels, a 2.0 GHz Core 2 Duo T5870 CPU, 2GB of RAM, GMA 4500M integrated graphics, and a 250GB hard drive.

The 2.7kg laptop also includes a 8x DVD writer, a 3-in-1 card reader, a 0.3 MP webcam, Gigabit Ethernet, WiFi, Altec Lansing speakers and runs Windows 7 Professional 64bit.

The Asus P50IJ-SO036X is backed by a one-year warranty and costs 589 Euro.

via : TCMagazine

BenQ Joybook Lite U121 Eco: Efficient and Environment-Friendly

2009-12-06T09:11:00.000-08:00

Through the new series netbook, Eco Joybook Lite U121, BenQ gives an example of how industry can care about the environment.
Joybook Lite U121 was still carrying the Eco the basic design of a netbook using Intel Atom processor and other standard facilities (like Wi-Fi or a stylish design). To make it different, echoing BenQ environmental issues. Some of the benefits you'll enjoy Eco U121 is interesting, where the most compelling is the battery life of 6 cell reaches 8 hours (economy mode). Charging the battery had only takes 1 hour to reach 80% capacity. Endurance and speed is clearly refill exceeded the average netbook competitors.

To further save energy, use Eco U121 Atom CPU Z530 series that despite its performance characteristics similar to the N270 (the same 1.6 GHz speed with 533 MHz FSB), Z530 has a TDP (Thermal Design Power) is only 2 watts. This means, Z530 TDP levels lower than 0.5 watts of N270 makes a netbook become more efficient power and heat no more than 2.5 W TDP on Atom N270. Screen 11.6 "which used LED lighting systems use low power. Because these designs, the U121 absorbs 40% less than previous models. The word "Eco" on this netbook was reflected through the use of environmentally friendly materials for mechanical components of 75% in this netbook can be recycled.
If the series predecessor (Lite U101) is described as a powerful netbook or hold forged, Lite U121 series is actually looking more frail but still look beautiful inside and out. Fragile here can be interpreted as a warning to our environment. Two color options are actually provided by BenQ's invitation to care for nature such as ocean blue that reminds us to protect the sea from pollution, trash and white colors represent the polar ice is partially melted due to global warming. Despite its visual design firm look less concern for the natural sense, what BenQ appointed to try this new netbook is a good example for us all.

Asus G60Vx Laptop For Game

2009-12-01T09:45:00.000-08:00

The first time we saw the Asus G60Vx, the new Republic of Gamers laptop, it was in a Lamborghini showroom in one of the poshest parts of London, and sitting the G60Vx in front of some of the world’s most desirable supercars had the effect of making it look cheap.

This goes both ways though; its plastic chassis couldn’t help but look cheap next to the carbon ceramic brakes, carbon fibre trim, fat tyres and razor blade bodywork, but cheap too in terms of cost. Sat in front of a bright orange Gallardo LP560-4 (on the road price £168,500), the G60Vx, costing more than 100 times less, at £1,347, seemed terrific value.
Still, it's been a while since we've taken a look at a gaming laptop here on bit-tech, so we thought it was high time to see what's changed. We've long admired Asus' Republic of Gamers (RoG) motherboards, so wanted to see what was involved with an RoG laptop, and we were also curious to see what Nvidia's newest mobile GPU, the GeForce GTX 260M was like. A few weeks later and we've received our review unit to look at (the Asus, we mean, Lamborghini haven’t got back to us yet).

The core specification (which you can see in full, below) certainly looks appealing - a reasonably pacey Core 2 Duo CPU at the heart of things, 4GB RAM and gaming graphics courtesy of Nvidia's GeForce GTX 260M. Asus also includes a Blu-Ray drive and there's a HDMI output. All good signs, but despite being a 16in laptop, on paper, the screen's resolution of 1,366 x 768 struck us as quite low. Still, it made us all the more curious to see how the machine would fare.

Specification Summary:

CPU: Intel Core 2 Duo P8700 (2.53GHz)
Memory: 4GB DDR3
Graphics card: Nvidia GeForce GTX 260M with 1GB memory
HDD: 2 x 320GB 7,200rpm Seagate Momentus
Operating System: Windows Vista Home Premium 32-bit
Disc Drive: Matshita UJ130AS Blu-Ray ROM/8x DVD±RW
Network Connections: 10/100/1000, 802.11a/b/g/n, Bluetooth V2.1
Screen: 16in TFT, 1,366 x 768 native res
Weight: 3.3kg with battery
Extras: Two year global warranty

via : bit-tech

Toshiba Laptop PORTÉGÉ M900

2009-11-30T09:29:00.000-08:00

Until now, the map of competition laptops and notebooks, Toshiba is including a line of one of the leading brand. About the performance, of course there was no doubt. Newer evidence presented most Japanese brand is Portege M900.

Portege M900 offers a different experience with a textured finish chassis, not only on the outer chassis, but continues into the inside when you open notebook. in overall, this beautiful product has a mild form of compact. Weight owned starting from 2.15 kg, dimensions 317 mm x 230.6 mm and 29.5 mm high at the front and 38.2 mm at the rear to support mobility. As a result, these portable computers any more you take it.

Talking about the technology behind the elegant appearance, this series has been equipped with various technologies. Backed by Intel ® Centrino ® 2 Processor Technology including Intel ® Core ™ 2 Duo Processor P8700 (2.53GHz, 3MB L2 Cache, 1066MHz FSB) and 2048MB memory system, able to handle most tasks in computing.

To experience the incredible graphics, Portege M900 is equipped with ATI ® Mobility Radeon ™ HD 4570 up to 1278MB total graphics available (ext 512MB VRAM), and high definition display Clear SuperView ® 13.3 "with resolution of 1.280 x 800 pixels and 250 nits luminansi.

To connect with other devices, Portege M900 offers a variety of connections, ranging from Bluetooth ® 2.1 with EDR, 5-in-1 Card Reader, HDMI (High Definition Multimedia Interface), two USB 2.0 ports and an additional eSATA / USB combo ports support Sleep-and-Charge "to recharge the battery via USB devices even when the laptop is turned off.

Portege M900 also offers HD web camera and software is supported by Toshiba's Face Recognition SmartFace ™ that lets you log on with your face. To access online, Portege M900 has a wireless LAN and Gigabit LAN on board.

To protect important data in the HDD, Portege M900 is equipped with a protective hard drive, ie 3D Motion Sensor with built-in that dynamically monitors the occurrence of fall-free, shock and vibration, and quickly prepare the drive head to prevent damage caused by these events. Security using fingerprints share your data secure, preventing unauthorized parties who want to access your data.

via : kapan lagi

Notebook Game - Rock Extreme CT

2009-11-29T08:23:00.000-08:00

Not long ago, we looked at a pre-production example of the first notebook to come with NVIDIA's GeForce Go 7800 GTX chip, which was the Evesham Voyager C720. We established there that the Go 7800 part is just as fast as its desktop equivalent - an astounding feat for a notebook chip, and one which finally makes notebooks viable desktop replacements for hardcore gamers.

The Rock Xtreme CT sports a widescreen 17" WSXGA+ display which runs at a resolution of 1680x1050. The resolution is high enough for decent Windows desktop work, but low enough to enable native resolution gaming without too much strain on the 7800.

The machine uses the same chassis as the Evesham notebook, which is manufactured originally by Clevo in China. For a desktop replacement notebook, it is considerably thinner and lighter than previous generations. You wouldn't want to sit this on your lap on a crowded plane, but you can happily cart it around to LAN parties or on train tables without too much hassle. It's 3.8kg - this is lighter than many desktop replacements, which are often 4kg or more. However, it's heavier than your average notebook, which is 2.5-2.8kg depending on screen size. As an example, my 15" Powerbook is 2.56kg, and the 17" model is 3.13kg. Obviously, the main reason the notebook is so heavy is the huge screen, but there's also a fair amount of weight in the heatpipes and heatsinks required to keep the chassis at a cool temperature.

The machine is bulky, but it also feels fairly robust. It doesn't have the same feel of quality as, say, an Apple Powerbook, but it is definitely one of the nicer, large Windows notebooks we've seen.

Specifications
Rock spec up this notebook as follows:

* Pentium M 2.0GHz processor
* 1GB DDR2 533MHz RAM
* GeForce Go 7800 GTX 256MB
* 17" screen with X-Glass and 1680x1050 resolution
* 60GB 7200RPM Hard drive
* 8x dual layer DVD writer
* Gigabit Ethernet, Centrino WiFi and Bluetooth

via : bit-tech

MSI Announces X-Slim X430

2009-11-28T08:27:00.000-08:00

The MSI X-Slim X430 uses AMD's latest second-generation Ultrathin Platform with dual-core processors and Microsoft's newest operating system, Windows 7, to provide users with the ultimate in ultra-thin mobility. MSI's ultra-thin, power-saving X-Slim 14" notebook has evolved once again to feature AMD's 2nd Generation Ultrathin Platform and Microsoft's new Windows 7 operating system in the gorgeous new X-Slim X430.MSI Notebook Marketing Director Sam Chern states that the X430, in addition to maintaining the ultra-thin, power-saving and beautiful exterior design characteristics of the X-Slim series, has bolstered hardware performance not only by the use of a dual-core processor, but also a fully supported HD video output capability that provides users with outstanding image management and visual performance.

High Performance, Low Power Consumption Dual-Core Processor
With Dual-Core Processor: The X430 features AMD's second generation ultrathin platform that uses the AMD Athlon™ Neo X2 dual-core processor. This processor provides ultra-thin, power-saving notebook computers with even greater processing power that not only offers power consumption of only 18W, a 60% reduction in consumption compared to traditional processors, but also AMD PowerNow! and ATI PowerPlay technology, which allows processing and display systems to automatically regulate processor speed and voltage according to individual program requirements, resulting in a significant increase in battery usage.

MSI's Exclusive ECO Engine Technology: WIth MSI's exclusive ECO Engine technology, the X430 can use 5 unique power management modes (Gaming, Movie, Presentation, Document, or Turbo Battery) to extend battery endurance! A New Generation of Outstanding Visual Performance

HD & DirectX 10 Technologies: The MSI X-Slim X430 not only uses AMD's newest dual-core processor, it also features the newest RS780MN and SB710 chipsets that support HD and DirectX 10 technologies and provides outstanding visual performance.

Cinematic 16:9 LED Backlit Display:The X430's cinematic 16:9 LED backlit display offers a brightness of 220 cd/m2 that displays images with increased clarity and distinctness.Also, this model is equipped with a built-in HDMI port capable of a data transfer rate of 5Gb of video bandwidth. With a Blu-Ray player, a large-screen display can be used to allow friends and family to enjoy the most life-like and detailed video images all at the same time.

Total Mobile Digital Entertainment
Comprehensive I/O Ports: The X430 ultra-thin is highly mobile, weighing only 1.5kg and measuring only 24.5mm at its thickest point. Comprehensive built-in I/O ports include HDMI and D-sub ports, 2 USB 2.0 ports, a multi-card reader (supports SD/MMC) and hi-fi audio input/outputs. Also, the ability to sync via Bluetooth V2.0 EDR lets you easily enjoy a mobile digital lifestyle.

Built-in 802.11b/g/n Wi-Fi High Speed WLAN:The X430 also has built-in 802.11b/g/n Wi-Fi® high speed WLAN, so a simple connection to the web can be made without all of the complications and difficulties of wired networks. Instantly send and receive email, and with the 1.3MP webcam mounted on the top of the display, you'll possess a comprehensive entertainment and mobile internet application interface that allows instant sharing of life's exciting moments with family and friends.

The Stylish Aesthetics of Ultra-thin Elegance
Design that Embraces a Metro Fashion Sense:MSI blends graceful and gentle feather-like lines into a special luminous exterior that features customizable colors around the frame. This gives the X430 a design that embraces a metro fashion sense and displays the individual taste and professional self-confidence that is representative of MSI's craftsmanship and skill. The X430, an ultra-thin, power-saving platform with AMD's latest VISION technology, provides dual-core processing performance and consumer-friendly pricing. This advantageous pricing means you can easily begin to enjoy this high performance and stylish notebook computer!

via : techPowerUp

Notebook MSI Wind12 U230

2009-11-27T09:16:00.000-08:00

One from MSI, Notebook Wind12 U230, with the technology, AMD platform uktrathin second generation, which was officially announced today. New 12.1-inch engine 297 (L) x 190 (D) x 31 (H) mm, 1.3kg weight as a 3-cell battery installed, packaged LED-backlit display with a maximum resolution of 1366x768 pixels and features the ECO Engine technology claimed to help the U230 offers twice the battery life of traditional 12-inch notebooks.

with 1.6 GHz AMD Athlon X2 Neo CPU, Radeon HD 3200 integrated graphics, up to 4GB of RAM, 160, 250 or 320GB hard drive, a 4-in-1 card reader, 1.3 megapixel webcam, Gigabit Ethernet, WiFi (Bluetooth optional), an HDMI output, and 3 - or 6-cell battery. MSI laptop running Windows 7 Home Premium and should be available before the end of Santa for the Christmas stocking. U230's price that has not yet been confirmed.

via : tcmagazine

lenovo Y Series

2009-11-26T05:20:00.000-08:00

Engineered for entertainment
Looking for a new laptop for the family? Are you an avid gaming enthusiast? An entertainment buff? A technophile craving the latest technology?

Find laptops designed to easily handle your daily processing, gaming, multimedia and HD graphics needs.
• 14" to 17" inch widescreen displays.
• Dolby® Home Theater™ surround sound.
• Available in many colors and styles.
• Special gaming models.
• Desktop replacement laptops.
• Mid-sized with elite multimedia features.
• Laptops engineered for hi-def.

Featured MacBook Air

2009-11-25T07:21:00.000-08:00

The Intel Core 2 Duo processor in MacBook Air was designed to fit within the computer’s compact dimensions. Now it delivers speeds not usually found in ultraportable notebooks, thanks to a faster Intel Core 2 Duo running at 1.86GHz or 2.13GHz. And with a 1066MHz frontside bus, 2GB of DDR3 memory, and 6MB of L2 cache, MacBook Air provides the power for you to be as productive in the air as you are in the office

The NVIDIA GeForce 9400M integrated graphics processor brings amazing, high-speed graphics to MacBook Air. With up to 6x the graphics performance of the original model, you’ll notice a dramatic improvement in most applications.2 Photos appear in iPhoto more quickly. Keynote transitions occur seamlessly. Games play more smoothly. And movie and video playback is better than ever. No other ultraportable offers performance as impressive in such a slim design.

The spacious 13.3-inch widescreen LED-backlit display provides instant full screen brightness the moment you open MacBook Air. LED technology also makes it more power efficient, which translates to long battery life. And since this display is mercury-free with arsenic-free glass, it’s as easy on the environment as it is on the eyes.

Like everything in MacBook Air, the battery doesn’t compromise power for portability. You can access the web wirelessly for up to 5 hours.

With a 120GB hard drive, MacBook Air provides plenty of room for work, play, and whatever happens in between. Or choose the MacBook Air with a 128GB solid-state drive.4 With no moving parts, solid-state drives offer enhanced durability and use less energy.

New HP Pavilion dv4t series

2009-11-24T19:10:00.000-08:00

Cutting-edge design meets powerful entertainment in our HP Pavilion dv4t Entertainment Notebook. This lightweight 14.1" diagonal mobile machine is perfect for TV shows, photos, movies, and music.

What's new: 512MB Nvidia discrete graphics card, additional processor choices, and Moonlight White or Espresso Black color.

Your PC, simplified
With fast searching, easy browsing, and simple ways to connect, genuine Windows 7§§§ simplifies your daily activities. You can:

* Quickly get around and get things done with streamlined navigation
* Browse the Web faster and more easily with Internet Explorer 8
* Easily stay connected while in public hotspots1
* If you choose the optional Windows 7 Professional Edition, it also supports Windows XP mode if your configuration meets certain hardware requirements

Sophisticated elegance
Get everything you need in a stylish digital design that goes wherever you go. Our HP Pavilion dv4t series Entertainment Notebook PCs feature:
* Modern lines and durable surfaces with a "liquid metallic" appearance
* Innovative, eye-catching color on both the interior and exterior)
* Cool designs, based on your color choice, on the side panel, top, and interior
* Keyboard and touchpad color matched to your PC
* An HP logo that lights up when you turn on the PC
* The latest options for Intel Centrino processor technology (dual core), for intense multimedia1
* Fast performance with powerful Nvidia graphics options

BUY Click Here

New Notebook : Acer Aspire Timeline

2009-11-24T01:55:00.000-08:00

There is a long-standing principle that the very best designs emerge when form follows function. The Acer Aspire Timeline is proof that this is still true.

At its thinnest point the Aspire Timeline is just 24mm thick (less than one inch), rising just 5 mm at its highest.

The brushed aluminium cover not only gives it looks to die for but also keeps weight down to a featherweight 1.6kg (3.5 lbs) for the 13.3” model and just 2.4kg (5.3 lbs) for the 15.6” one, making it both lighter and easier to carry around than anything comparable.

With more than 8 hours battery life, the Aspire Timeline gives you more time to explore, learn, work, play, and more time for you.

Time is your most precious possession, and as with all precious things, you can never have enough.

But if you could add more, how would you do it?

The Acer Aspire Timeline was designed to enlarge your world by completely changing your expectations of battery life. Intel® Core™ 2 Duo ultra low voltage processors combined with the PowerSmart button at the top of the keyboard allow you to extend battery life more than you ever thought possible.

And when you need maximum performance, just push the PowerSmart button again to unleash the full power of the Aspire Timeline.

Spesifications :

* RAM = 2GB
* Multitouch touchpad (seperti di MacBook)
* Processor Intel CULV U3300 Core 2 Solo (kecepatan 1.2GHz)
* Laminar Wall (pendingin pasif inovatif)
* HDMI dan S/PDIF out
* Baterai yang dapat digunakan selama 8 jam (10 jam dengan SSD)
* Built-in WiMAX DDR3 RAM dan 64GB SSD