Semiconductor Manufacturing International (SMIC), China's largest chip maker, racked up another loss during the second quarter and restated its first-quarter results, nearly doubling the loss it earlier reported for that period.
SMIC reported second-quarter revenue fell 8.5 percent compared to last year, to US$342.9 million. Meanwhile, the company's net loss widened to $45.6 million from $2.1 million last year.
Company officials blamed the losses on its move away from making memory chips to more profitable logic chips. "We are still transitioning from majority DRAM to pure logic in our Beijing facility," said Richard Chang, SMIC's chairman and CEO, in a conference call with analysts.
SMIC stopped producing DRAM during the second quarter, although the company has inventory of the chips that it plans to sell off. Most of that inventory should be sold off by the fourth quarter, Chang said.
SMIC hopes to break even in the fourth quarter, he said.
SMIC also restated its first-quarter results, taking a $105.8 million charge to write down the value of long-lived assets related to the company's move away from memory-chip manufacturing. The additional charge against SMIC's first-quarter earnings means the company's loss for that period increased to $224.9 million from $119.7 million previously.
In its first-quarter conference call with analysts, SMIC announced a third-party was hired to evaluate whether or not an impairment charge would be required for these assets, and warned any charge, if required, would be taken against its first-quarter earnings. The company did not offer an estimate of the potential charge at that time.
Restatements of previous earnings results are rare, as generally accepted accounting principles (GAAP) usually require these types of charges to be recorded during the same period that a decision is made on how much to write down. But GAAP is a framework, not a set of hard and fast rules, which means many accounting decisions depend on the judgement of a company's executives.
"We announced plans to exit the DRAM business in Q1, so we also have to take the impairment charge in Q1," said Theresa Teng, SMIC's head of finance and investor relations, explaining why the company opted to restate its first-quarter results.
The company does not expect to take further impairment charges this year.
Tuesday, July 29, 2008
China Telecom to Pay US$6.41 Billion for CDMA Business
China Telecom finalized a deal on Monday to buy China Unicom's CDMA business, another big step towards consolidation among Chinese telecom companies.
China Telecom is paying 43.8 billion yuan (US$6.41 billion) for the CDMA (Code Division Multiple Access) network, which had 43.17 million subscribers as of June 30. It will also take on 29.3 percent of China Unicom's total employees, the two companies said in a statement.
China Unicom is merging with China Netcom, and plans to use the proceeds from the sale to expand its GSM (Global System for Mobile communications), which had 127.6 million subscribers at the end of June. Unicom said it will also begin preparations to offer 3G services, but gave no timetable as to when those services would begin.
The latest round of consolidation was announced in late May, and will create three major carriers, China Netcom, China Mobile and China Telecom. Each of the companies will offer fixed-line, mobile and other services. As such, China Unicom -- which was originally created as the state-run competitor to former monopoly service provider China Telecom -- will be folded into China Netcom, while China Mobile is acquiring China Tietong for its fixed-line network and China Telecom is taking on China Unicom's CDMA network.
Once the consolidation is complete, China's new telecom regulator, the Ministry of Industry and Information Technology, will issue 3G licenses. China Mobile is already publicizing its 3G service, which will use the domestically-developed TD-SCDMA (Time Division Synchronous Code Division Multiple Access) standard, and is providing 3G services to about 18,000 users during the Beijing Olympics, which begin August 8.
China Telecom is paying 43.8 billion yuan (US$6.41 billion) for the CDMA (Code Division Multiple Access) network, which had 43.17 million subscribers as of June 30. It will also take on 29.3 percent of China Unicom's total employees, the two companies said in a statement.
China Unicom is merging with China Netcom, and plans to use the proceeds from the sale to expand its GSM (Global System for Mobile communications), which had 127.6 million subscribers at the end of June. Unicom said it will also begin preparations to offer 3G services, but gave no timetable as to when those services would begin.
The latest round of consolidation was announced in late May, and will create three major carriers, China Netcom, China Mobile and China Telecom. Each of the companies will offer fixed-line, mobile and other services. As such, China Unicom -- which was originally created as the state-run competitor to former monopoly service provider China Telecom -- will be folded into China Netcom, while China Mobile is acquiring China Tietong for its fixed-line network and China Telecom is taking on China Unicom's CDMA network.
Once the consolidation is complete, China's new telecom regulator, the Ministry of Industry and Information Technology, will issue 3G licenses. China Mobile is already publicizing its 3G service, which will use the domestically-developed TD-SCDMA (Time Division Synchronous Code Division Multiple Access) standard, and is providing 3G services to about 18,000 users during the Beijing Olympics, which begin August 8.
Toshiba to End Direct-to-handset Satellite Broadcasts
Toshiba will end its direct-to-handset satellite broadcasting service in Japan in March next year after several years of losses caused by poor consumer acceptance.
The service, operated by Toshiba-subsidiary Mobile Broadcasting Co. (MBCO), drew headlines when it first went on-air in October 2004 as the world's first direct-to-handset service.
A dedicated satellite broadcasts a signal in the 2.6GHz S-band that is strong enough to be received with an antenna built into a portable terminal so a dish antenna isn't required. The signal can be received anywhere within view of the satellite and city areas obscured from the satellite by tall buildings are covered by gap-filler transmitters.
Currently MBCO delivers 7 video channels and 40 audio channels and while it's been a technical success its failed badly in the marketplace. When it first launched Toshiba hoped to attract 1.5 million users within the first three years of service but there are only around 100,000 subscribers to MBCO today, almost four years since launch.
The service was hobbled at the start by the necessity to buy a dedicated terminal. In contrast TU Media, which operates a similar service in South Korea using the same satellite as MBCO, managed to sign up 200,000 subscribers in less than three months thanks in-part to the service being integrated into several cell phone handsets. More recently MBCO has seen tough competition from digital terrestrial TV, which delivers Japan's major broadcast networks at no-cost to cell phone handsets.
Closing the service will cost Toshiba around ¥25 billion (US$233 million) and the full impact on its business forecast for the current fiscal year is under review, it said.
The service, operated by Toshiba-subsidiary Mobile Broadcasting Co. (MBCO), drew headlines when it first went on-air in October 2004 as the world's first direct-to-handset service.
A dedicated satellite broadcasts a signal in the 2.6GHz S-band that is strong enough to be received with an antenna built into a portable terminal so a dish antenna isn't required. The signal can be received anywhere within view of the satellite and city areas obscured from the satellite by tall buildings are covered by gap-filler transmitters.
Currently MBCO delivers 7 video channels and 40 audio channels and while it's been a technical success its failed badly in the marketplace. When it first launched Toshiba hoped to attract 1.5 million users within the first three years of service but there are only around 100,000 subscribers to MBCO today, almost four years since launch.
The service was hobbled at the start by the necessity to buy a dedicated terminal. In contrast TU Media, which operates a similar service in South Korea using the same satellite as MBCO, managed to sign up 200,000 subscribers in less than three months thanks in-part to the service being integrated into several cell phone handsets. More recently MBCO has seen tough competition from digital terrestrial TV, which delivers Japan's major broadcast networks at no-cost to cell phone handsets.
Closing the service will cost Toshiba around ¥25 billion (US$233 million) and the full impact on its business forecast for the current fiscal year is under review, it said.
Saturday, July 26, 2008
Gateway to Stop Selling PCs Through Web Site
Gateway on Friday said it would stop selling PCs through its Web site, instead focusing on selling PCs through third-party stores and other online retailers.
Gateway has been selling PCs through partner retail stores since 2004, but it is now cutting direct online sales to consumers in order to cut costs and align its business model with parent company Acer, the company said. Acer last year acquired Gateway for US$710 million in an effort to boost its consumer presence in North America.
The change has resulted in some staff cuts, said Lisa Emard, a Gateway spokeswoman. "These reductions have been happening in small waves as the company has methodically evaluated each department and function," she said.
The transition away from direct sales is happening over the upcoming weekend, Emard said. Consumers will be able to purchase products off Gateway's Web site until Saturday evening.
The change could help Gateway better compete with rivals Hewlett-Packard and Dell, said David Daoud, research manager at IDC. Also, since the indirect model has worked well for Acer, it may be hoping that focusing on the same model can help boost Gateway sales.
Daoud suggested that the decision to kill off Gateway's online sales could mean that Acer may replace some Gateway brands with its own.
Some of Gateway's brands, like eMachines, which has a strong consumer presence, may conflict with Acer's offerings, Daoud said. By getting rid of Gateway's online sales and potentially in the future some of the Gateway brands, Acer may be simply trying to consolidate the brands, which could increase Acer brand awareness, Daoud said.
However, Emard said that Acer is focusing different brands on different sectors, and all of Gateway's brands will continue to be offered.
Acer offers four brands worldwide -- Acer, eMachines, Gateway and Packard-Bell -- with Gateway products currently available through retailers in Japan, China, Mexico, Canada and the U.S., Emard said.
"While there is indeed some crossover today, you're going to see Acer moving upstream with its product line and offering more high-performance products featuring advanced technology," Emard said.
Since the acquisition, Gateway has helped Acer boost its U.S. presence, where it was running neck and neck with Apple as the third-largest PC retailer. The combined company sold 1.3 million units, a 7.8 percent market share and a 49.9 percent increase over last year's third quarter.
Gateway has been selling PCs through partner retail stores since 2004, but it is now cutting direct online sales to consumers in order to cut costs and align its business model with parent company Acer, the company said. Acer last year acquired Gateway for US$710 million in an effort to boost its consumer presence in North America.
The change has resulted in some staff cuts, said Lisa Emard, a Gateway spokeswoman. "These reductions have been happening in small waves as the company has methodically evaluated each department and function," she said.
The transition away from direct sales is happening over the upcoming weekend, Emard said. Consumers will be able to purchase products off Gateway's Web site until Saturday evening.
The change could help Gateway better compete with rivals Hewlett-Packard and Dell, said David Daoud, research manager at IDC. Also, since the indirect model has worked well for Acer, it may be hoping that focusing on the same model can help boost Gateway sales.
Daoud suggested that the decision to kill off Gateway's online sales could mean that Acer may replace some Gateway brands with its own.
Some of Gateway's brands, like eMachines, which has a strong consumer presence, may conflict with Acer's offerings, Daoud said. By getting rid of Gateway's online sales and potentially in the future some of the Gateway brands, Acer may be simply trying to consolidate the brands, which could increase Acer brand awareness, Daoud said.
However, Emard said that Acer is focusing different brands on different sectors, and all of Gateway's brands will continue to be offered.
Acer offers four brands worldwide -- Acer, eMachines, Gateway and Packard-Bell -- with Gateway products currently available through retailers in Japan, China, Mexico, Canada and the U.S., Emard said.
"While there is indeed some crossover today, you're going to see Acer moving upstream with its product line and offering more high-performance products featuring advanced technology," Emard said.
Since the acquisition, Gateway has helped Acer boost its U.S. presence, where it was running neck and neck with Apple as the third-largest PC retailer. The combined company sold 1.3 million units, a 7.8 percent market share and a 49.9 percent increase over last year's third quarter.
Google Counts More Than 1 Trillion Unique Web URLs
In a discovery that would probably send the Dr. Evil character of the "Austin Powers" movies into cardiac arrest, Google recently detected more than a trillion unique URLs on the Web.
This milestone awed Google search engineers, who are seeing the Web growing by several billion individual pages every day, company officials wrote in a blog post Friday.
In addition to announcing this finding, Google took the opportunity to promote the scope and magnitude of its index.
"We don't index every one of those trillion pages -- many of them are similar to each other, or represent auto-generated content ... that isn't very useful to searchers. But we're proud to have the most comprehensive index of any search engine, and our goal always has been to index all the world's data," wrote Jesse Alpert and Nissan Hajaj, software engineers in Google's Web Search Infrastructure Team.
It had been a while since Google had made public pronouncements about the size of its index, a topic that routinely generated controversy and counterclaims among the major search engine players years ago.
Those days of index-size envy ended when it became clear that most people rarely scan more than two pages of Web results. In other words, what matters is delivering 10 or 20 really relevant Web links, or, even better, a direct factual answer, because few people will wade through 5,000 results to find the desired information.
It will be interesting to see if this announcement from Google, posted on its main official blog, will trigger a round of reactions from rivals like Yahoo, Microsoft and Ask.com.
In the meantime, Google also disclosed interesting information about how and with what frequency it analyzes these links.
"Today, Google downloads the web continuously, collecting updated page information and re-processing the entire web-link graph several times per day. This graph of one trillion URLs is similar to a map made up of one trillion intersections. So multiple times every day, we do the computational equivalent of fully exploring every intersection of every road in the United States. Except it'd be a map about 50,000 times as big as the U.S., with 50,000 times as many roads and intersections," the officials wrote.
This milestone awed Google search engineers, who are seeing the Web growing by several billion individual pages every day, company officials wrote in a blog post Friday.
In addition to announcing this finding, Google took the opportunity to promote the scope and magnitude of its index.
"We don't index every one of those trillion pages -- many of them are similar to each other, or represent auto-generated content ... that isn't very useful to searchers. But we're proud to have the most comprehensive index of any search engine, and our goal always has been to index all the world's data," wrote Jesse Alpert and Nissan Hajaj, software engineers in Google's Web Search Infrastructure Team.
It had been a while since Google had made public pronouncements about the size of its index, a topic that routinely generated controversy and counterclaims among the major search engine players years ago.
Those days of index-size envy ended when it became clear that most people rarely scan more than two pages of Web results. In other words, what matters is delivering 10 or 20 really relevant Web links, or, even better, a direct factual answer, because few people will wade through 5,000 results to find the desired information.
It will be interesting to see if this announcement from Google, posted on its main official blog, will trigger a round of reactions from rivals like Yahoo, Microsoft and Ask.com.
In the meantime, Google also disclosed interesting information about how and with what frequency it analyzes these links.
"Today, Google downloads the web continuously, collecting updated page information and re-processing the entire web-link graph several times per day. This graph of one trillion URLs is similar to a map made up of one trillion intersections. So multiple times every day, we do the computational equivalent of fully exploring every intersection of every road in the United States. Except it'd be a map about 50,000 times as big as the U.S., with 50,000 times as many roads and intersections," the officials wrote.
Microsoft Bolsters Ruby Efforts
Microsoft on Thursday plans to delve deeper into Ruby programming, with plans to ship Ruby libraries and participate in a testing project for the language.
The libraries are akin to any other software library, helping developers build software.
The company at the O'Reilly Open Source Convention (OSCON) also will announce intentions to participate in the RubySpec project, which features a standard test suite used to define a compliant Ruby implementation.
In a prepared statement, Microsoft's John Lam, program manager for the company's Dynamic Language Runtime team, stressed the company's Ruby backing.
"All of these [OSCON] announcements underscore our commitment to listening to customer feedback and ensuring that we are true to Ruby as a language while still bringing the full benefits of .Net programming to the Ruby user base," Lam said.
IronRuby, a version of Ruby for Microsoft's .Net platform, is in development at the company, which as of Wednesday morning had not yet announced a release date for the 1.0 version.
Also at OSCON, Microsoft will unveil IronRuby-Contrib, a Microsoft Public License (Ms-PL) open source project for collaborative development of code supporting IronRuby or the underlying platform, but not part of the IronRuby distribution. An example of such a project would be the Ruby on Rails plug-in built to make it easier for Rails developers to add Microsoft's Silverlight rich Internet application technology to their applications, a Microsoft representative said.
Under Ms-PL, licensees can change source code and share it with others. They also can charge a licensing fee for modified work. Microsoft uses this license most commonly for developer tools, applications, and components.
While often criticized by open-source advocates, Microsoft nonetheless has established a presence at OSCON this week, with its sponsorship of the Participate08 session at OSCON, which was focused on boosting dialogue about open source and other collaborative communities.
On Friday at OSCON, Sam Ramji, Microsoft director of platform strategy, is scheduled to present on "Open Source Heroes." His brief talk will cover Microsoft community participation and ways in which Microsoft plans to contribute during the next 10 years of open-source development, according to the conference program.
The libraries are akin to any other software library, helping developers build software.
The company at the O'Reilly Open Source Convention (OSCON) also will announce intentions to participate in the RubySpec project, which features a standard test suite used to define a compliant Ruby implementation.
In a prepared statement, Microsoft's John Lam, program manager for the company's Dynamic Language Runtime team, stressed the company's Ruby backing.
"All of these [OSCON] announcements underscore our commitment to listening to customer feedback and ensuring that we are true to Ruby as a language while still bringing the full benefits of .Net programming to the Ruby user base," Lam said.
IronRuby, a version of Ruby for Microsoft's .Net platform, is in development at the company, which as of Wednesday morning had not yet announced a release date for the 1.0 version.
Also at OSCON, Microsoft will unveil IronRuby-Contrib, a Microsoft Public License (Ms-PL) open source project for collaborative development of code supporting IronRuby or the underlying platform, but not part of the IronRuby distribution. An example of such a project would be the Ruby on Rails plug-in built to make it easier for Rails developers to add Microsoft's Silverlight rich Internet application technology to their applications, a Microsoft representative said.
Under Ms-PL, licensees can change source code and share it with others. They also can charge a licensing fee for modified work. Microsoft uses this license most commonly for developer tools, applications, and components.
While often criticized by open-source advocates, Microsoft nonetheless has established a presence at OSCON this week, with its sponsorship of the Participate08 session at OSCON, which was focused on boosting dialogue about open source and other collaborative communities.
On Friday at OSCON, Sam Ramji, Microsoft director of platform strategy, is scheduled to present on "Open Source Heroes." His brief talk will cover Microsoft community participation and ways in which Microsoft plans to contribute during the next 10 years of open-source development, according to the conference program.
Infineon Lays off 3,000, Reorganizes Divisions
German semiconductor company Infineon on Friday said it would lay off 3,000 employees as part of a cost-reduction program to bring the company back to profitability.
The company blamed the layoffs on "adverse foreign exchange rate development and the requirements of the reorganization of the company," saying that headcount reduction was "inevitable."
As part of the cost-reduction program, called IFX 10, Infineon is also looking to cut manufacturing costs and reorganize divisions.
"Within five quarters, we expect to realize at least €200 million (US$313.6 million) in annualized savings that should pave the way for continued profitability," said Peter Bauer, Infineon's CEO, in a statement.
Infineon will remove unprofitable product families and reorganize its business into five divisions: automotive, chipcard and security, industrial and multimarket, wireline communications, and wireless solutions, the company said.
The reorganization was originally announced in late May. Infineon's CEO at the time, Wolfgang Ziebart, resigned from his post, citing differences of opinion on the "future strategic orientation" of the company.
The layoffs came during the earnings announcement by Infineon for the third quarter of 2008. The company reported a quarterly revenue of €1.03 billion, up two percent year-over-year. It reported a net loss of €592 million for the third quarter. The loss included €411 million in charges related to Qimonda AG, a memory company that was spun off from Infineon in 2006.
Qimonda this week reported a net loss of €401 million in the quarter ending June 30, blaming it partly on a decline in average selling prices of chips. Memory makers have been feeling the pinch since late last year, posting losses amid competitive pricing and an oversupply of chips.
The company blamed the layoffs on "adverse foreign exchange rate development and the requirements of the reorganization of the company," saying that headcount reduction was "inevitable."
As part of the cost-reduction program, called IFX 10, Infineon is also looking to cut manufacturing costs and reorganize divisions.
"Within five quarters, we expect to realize at least €200 million (US$313.6 million) in annualized savings that should pave the way for continued profitability," said Peter Bauer, Infineon's CEO, in a statement.
Infineon will remove unprofitable product families and reorganize its business into five divisions: automotive, chipcard and security, industrial and multimarket, wireline communications, and wireless solutions, the company said.
The reorganization was originally announced in late May. Infineon's CEO at the time, Wolfgang Ziebart, resigned from his post, citing differences of opinion on the "future strategic orientation" of the company.
The layoffs came during the earnings announcement by Infineon for the third quarter of 2008. The company reported a quarterly revenue of €1.03 billion, up two percent year-over-year. It reported a net loss of €592 million for the third quarter. The loss included €411 million in charges related to Qimonda AG, a memory company that was spun off from Infineon in 2006.
Qimonda this week reported a net loss of €401 million in the quarter ending June 30, blaming it partly on a decline in average selling prices of chips. Memory makers have been feeling the pinch since late last year, posting losses amid competitive pricing and an oversupply of chips.
Microsoft: Stodgy or Innovative? It's All About Perception
When many people think of Microsoft, they think of a stodgy old corporation churning out boring PC software.
But is that image accurate?
Some analysts say no, and at Thursday's annual Microsoft analyst get-together they urged executives to do more to improve the company's image and to let the wider world know that it is developing great new products and services.
At the meeting, Craig Mundie, chief research and strategy officer, showed off a futuristic application for Surface, Microsoft's multitouch tabletop computer. He virtually entered an art gallery on a downtown Seattle street, browsing through items that he could pick up and spin around to look at them from all directions.
In another demonstration, he took a photograph of a street and his handheld computer identified it in real time and began displaying information about shops on the street, including information about table availability in a restaurant.
After the demo, one analyst commented to Mundie that the technology looked great but that the rest of the world doesn't get to see such demonstrations, and he urged Mundie to spread the word so that people will perceive Microsoft as the innovative company that it is, rather than as a legacy software vendor.
Mundie pledged to do just that. "That is a commitment I can make to you and to shareholders," he said. For years, he and Microsoft founder Bill Gates spent a lot of time on the road talking about Gates' vision of the future, he said. "Over the last few years, both of us got out of the habit of going out and talking about it. I think we share your observation that we haven't done a great job in recent years communicating about the tremendous things this company does."
As Mundie and others begin talking more about new innovations, however, the company runs the risk of being accused of marketing "vaporware," a criticism it has faced in the past. In fact, Microsoft has been accused of announcing its work on technologies very early as a way to discourage other companies from developing similar products in competition.
But Microsoft needs to address the perception problem, which runs deep and could have repercussions on sales of future products if the company doesn't manage to fix it. Executives showed just how real the problem is by running a brief video collected during a recent customer study conducted by the company. Microsoft chose people for the study who continue to use XP and who said that they weren't interested in upgrading to Vista because of its bad reputation. Microsoft offered to show the people the next version of the operating system to see if they might be interested in it when it comes out.
The people loved the future version and said they'd definitely upgrade. Then they learned that the software they loved was actually Vista, not some future version of the operating system.
Perhaps with that video containing the user comments in mind, another analyst at the meeting asked Microsoft executives how the company expects to be able to sell Windows 7, the next version of the operating system, when people have such a poor perception of Vista. Executives didn't have a great reply, beyond assuring the audience that the problems that plagued Vista at its initial launch are now fixed.
Vista initially had serious compatibility problems but SP1 largely fixed the problems, so with Windows 7, Microsoft "takes that issue effectively off the table," said Bill Veghte, senior vice president of the online services and Windows business group. Starting later this year, his team plans to spend a lot of time spreading the word about Windows 7 and explaining that it won't encounter the same issues that Vista faced, he said.
The perception problem stretches into the online services market, where Microsoft has struggled to attract users. Another analyst at the meeting asked executives if they planned to make changes to the company's online branding and offer a single place where end-users could discover that some of Microsoft's online tools are better than the competition. Currently, Microsoft offers a host of online services, including maps, blogs, e-mail and instant messaging. But the services are difficult to find, sometimes available under different brands including Live and MSN.
CEO Steve Ballmer assured the crowd of analysts that the company is working on streamlining its online brand and developing a single page where people can find all available Microsoft online services. The page will predominantly feature a search bar, since that's an opportunity for revenue, but it will also display content tailored for each user, he said.
But is that image accurate?
Some analysts say no, and at Thursday's annual Microsoft analyst get-together they urged executives to do more to improve the company's image and to let the wider world know that it is developing great new products and services.
At the meeting, Craig Mundie, chief research and strategy officer, showed off a futuristic application for Surface, Microsoft's multitouch tabletop computer. He virtually entered an art gallery on a downtown Seattle street, browsing through items that he could pick up and spin around to look at them from all directions.
In another demonstration, he took a photograph of a street and his handheld computer identified it in real time and began displaying information about shops on the street, including information about table availability in a restaurant.
After the demo, one analyst commented to Mundie that the technology looked great but that the rest of the world doesn't get to see such demonstrations, and he urged Mundie to spread the word so that people will perceive Microsoft as the innovative company that it is, rather than as a legacy software vendor.
Mundie pledged to do just that. "That is a commitment I can make to you and to shareholders," he said. For years, he and Microsoft founder Bill Gates spent a lot of time on the road talking about Gates' vision of the future, he said. "Over the last few years, both of us got out of the habit of going out and talking about it. I think we share your observation that we haven't done a great job in recent years communicating about the tremendous things this company does."
As Mundie and others begin talking more about new innovations, however, the company runs the risk of being accused of marketing "vaporware," a criticism it has faced in the past. In fact, Microsoft has been accused of announcing its work on technologies very early as a way to discourage other companies from developing similar products in competition.
But Microsoft needs to address the perception problem, which runs deep and could have repercussions on sales of future products if the company doesn't manage to fix it. Executives showed just how real the problem is by running a brief video collected during a recent customer study conducted by the company. Microsoft chose people for the study who continue to use XP and who said that they weren't interested in upgrading to Vista because of its bad reputation. Microsoft offered to show the people the next version of the operating system to see if they might be interested in it when it comes out.
The people loved the future version and said they'd definitely upgrade. Then they learned that the software they loved was actually Vista, not some future version of the operating system.
Perhaps with that video containing the user comments in mind, another analyst at the meeting asked Microsoft executives how the company expects to be able to sell Windows 7, the next version of the operating system, when people have such a poor perception of Vista. Executives didn't have a great reply, beyond assuring the audience that the problems that plagued Vista at its initial launch are now fixed.
Vista initially had serious compatibility problems but SP1 largely fixed the problems, so with Windows 7, Microsoft "takes that issue effectively off the table," said Bill Veghte, senior vice president of the online services and Windows business group. Starting later this year, his team plans to spend a lot of time spreading the word about Windows 7 and explaining that it won't encounter the same issues that Vista faced, he said.
The perception problem stretches into the online services market, where Microsoft has struggled to attract users. Another analyst at the meeting asked executives if they planned to make changes to the company's online branding and offer a single place where end-users could discover that some of Microsoft's online tools are better than the competition. Currently, Microsoft offers a host of online services, including maps, blogs, e-mail and instant messaging. But the services are difficult to find, sometimes available under different brands including Live and MSN.
CEO Steve Ballmer assured the crowd of analysts that the company is working on streamlining its online brand and developing a single page where people can find all available Microsoft online services. The page will predominantly feature a search bar, since that's an opportunity for revenue, but it will also display content tailored for each user, he said.
Wednesday, July 23, 2008
San Francisco's Mayor Gets Back Keys to the Network
San Francisco Mayor Gavin Newsom met with jailed IT administrator Terry Childs Monday, convincing him to hand over the administrative passwords to the city's multimillion dollar wide area network.
Childs made headlines last week when he was arrested and charged with four counts of computer tampering, after he refused to give over passwords to the Cisco Systems switches and routers used on the city's FiberWAN network, which carries about 60 percent of the municipal government's network traffic. Childs, who managed the network before his arrest, has been locked up in the county jail since July 13.
On Monday afternoon, he handed the passwords over to Mayor Newsom, who was "the only person he felt he could trust," according to a declaration filed in court by his attorney, Erin Crane. Newsom is ultimately responsible for the Department of Telecommunications and Information Services (DTIS) where Childs worked for the past five years
Mayor Newsom secured the passwords without first telling DTIS about his meeting with Childs, according to DTIS chief administrative officer Ron Vinson, who added, "We're very happy the mayor embarked on his clandestine mission."
The department now has full administrative control of the network, he said in an interview Tuesday night.
It's likely that Childs had a lot to tell the mayor when the two met.
Childs' attorney has asked the judge to reduce Childs US$5 million bail bond, describing her client as a man who felt himself surrounded by incompetents and supervised by a manager who he felt was undermining his work.
"None of the persons who requested the password information from Mr. Childs ... were qualified to have it," she said in a court filing.
Childs intends to disprove the charges against him but also "expose the utter mismanagement, negligence and corruption at DTIS, which if left unchecked, will in fact place the City of San Francisco in danger," his motion reads.
Vinson dismissed the allegations. "In Terry Childs' mind, obviously he thinks the network is his, but it's not. It's the taxpayers'," he said. "The reason he's been sitting in jail is because he denied the department and others access to the system."
The court filings help explain just how this happened.
According to an affidavit from James Ramsey, an inspector with the San Francisco Police Department, he and other investigators discovered dial-up and DSL (digital subscriber line) modems that would allow an unauthorized connection to the FiberWAN. He also found that Childs had configured several of the Cisco devices with a command that would erase critical configuration data in the event that anyone tried to restore administrative access to the devices, something Ramsey saw as dangerous because no backup configuration files could be found.
This command, called a No Service Password Recovery is often used by engineers to add an extra level of security to networks, said Mike Chase, regional director of engineering with FusionStorm, an IT services provider that supports Cisco products.
But without access to either Childs' passwords or the backup configuration files, administrators would have to essentially re-configure their entire network, an error-prone and time consuming possibility, Chase said. "It's basically like playing 3D chess," he said. "In that situation, you're stuck interviewing everybody at every site getting anecdotal stories of who's connected to what. And then you're guaranteed to miss something."
Without the passwords, the network would still continue to run, but it would be impossible to reconfigure the equipment. The only way to restore these devices to a manageable state would be to knock them offline and then reconfigure them, something that would take weeks or months to complete, disrupt service and cost the city "hundreds of thousands, if not millions of dollars," Ramsey claims.
Crane argues that these monitoring devices were installed with management's permission and were critical to the smooth functioning of the network. They would page Childs when the system went down and allow him to remotely access the network from his personal computer in case of an emergency.
In interviews, current and former DTIS staffers describe Childs as a well respected co-worker who may have gone too far under the pressure of working in a department that had been demoralized and drastically cut as the city moved forward with plans to decentralize IT operations.
About 200 of the department's 350 IT positions had been cut since 2000, mostly to be relocated to other divisions within city government, said Richard Isen, IT chapter president with Childs' union, the International Federation of Professional and Technical Engineers, Local 21.
Despite his conflict with some in the department, Childs has a lot of support there, Isen said. "There is a lot of sympathy, only because there is a basic feeling that management misunderstand what we actually do and doesn't appreciate the complexity of the work."
Childs made headlines last week when he was arrested and charged with four counts of computer tampering, after he refused to give over passwords to the Cisco Systems switches and routers used on the city's FiberWAN network, which carries about 60 percent of the municipal government's network traffic. Childs, who managed the network before his arrest, has been locked up in the county jail since July 13.
On Monday afternoon, he handed the passwords over to Mayor Newsom, who was "the only person he felt he could trust," according to a declaration filed in court by his attorney, Erin Crane. Newsom is ultimately responsible for the Department of Telecommunications and Information Services (DTIS) where Childs worked for the past five years
Mayor Newsom secured the passwords without first telling DTIS about his meeting with Childs, according to DTIS chief administrative officer Ron Vinson, who added, "We're very happy the mayor embarked on his clandestine mission."
The department now has full administrative control of the network, he said in an interview Tuesday night.
It's likely that Childs had a lot to tell the mayor when the two met.
Childs' attorney has asked the judge to reduce Childs US$5 million bail bond, describing her client as a man who felt himself surrounded by incompetents and supervised by a manager who he felt was undermining his work.
"None of the persons who requested the password information from Mr. Childs ... were qualified to have it," she said in a court filing.
Childs intends to disprove the charges against him but also "expose the utter mismanagement, negligence and corruption at DTIS, which if left unchecked, will in fact place the City of San Francisco in danger," his motion reads.
Vinson dismissed the allegations. "In Terry Childs' mind, obviously he thinks the network is his, but it's not. It's the taxpayers'," he said. "The reason he's been sitting in jail is because he denied the department and others access to the system."
The court filings help explain just how this happened.
According to an affidavit from James Ramsey, an inspector with the San Francisco Police Department, he and other investigators discovered dial-up and DSL (digital subscriber line) modems that would allow an unauthorized connection to the FiberWAN. He also found that Childs had configured several of the Cisco devices with a command that would erase critical configuration data in the event that anyone tried to restore administrative access to the devices, something Ramsey saw as dangerous because no backup configuration files could be found.
This command, called a No Service Password Recovery is often used by engineers to add an extra level of security to networks, said Mike Chase, regional director of engineering with FusionStorm, an IT services provider that supports Cisco products.
But without access to either Childs' passwords or the backup configuration files, administrators would have to essentially re-configure their entire network, an error-prone and time consuming possibility, Chase said. "It's basically like playing 3D chess," he said. "In that situation, you're stuck interviewing everybody at every site getting anecdotal stories of who's connected to what. And then you're guaranteed to miss something."
Without the passwords, the network would still continue to run, but it would be impossible to reconfigure the equipment. The only way to restore these devices to a manageable state would be to knock them offline and then reconfigure them, something that would take weeks or months to complete, disrupt service and cost the city "hundreds of thousands, if not millions of dollars," Ramsey claims.
Crane argues that these monitoring devices were installed with management's permission and were critical to the smooth functioning of the network. They would page Childs when the system went down and allow him to remotely access the network from his personal computer in case of an emergency.
In interviews, current and former DTIS staffers describe Childs as a well respected co-worker who may have gone too far under the pressure of working in a department that had been demoralized and drastically cut as the city moved forward with plans to decentralize IT operations.
About 200 of the department's 350 IT positions had been cut since 2000, mostly to be relocated to other divisions within city government, said Richard Isen, IT chapter president with Childs' union, the International Federation of Professional and Technical Engineers, Local 21.
Despite his conflict with some in the department, Childs has a lot of support there, Isen said. "There is a lot of sympathy, only because there is a basic feeling that management misunderstand what we actually do and doesn't appreciate the complexity of the work."
NAND Flash Memory Downturn to Continue
A global glut of NAND flash memory chips, which store songs, photos and other data in gadgets from iPods to digital cameras, will continue for at least the next few months because companies have been slow to rein in production, according to DRAMeXchange Technology.
The market researcher, which is based in the heartland of the global memory spot market in Taipei, predicts the NAND flash supply will grow 149 percent this year despite worsening prices for the chips. The problem is that chip makers such as Samsung Electronics, Hynix Semiconductor and SanDisk's partner, Toshiba, have not moved fast enough to cut production.
The good news for users is that companies will be able to offer more NAND flash storage capacity for a lower price, or offer better deals on existing products such as flash memory cards and MP3 players. Low NAND flash prices could also spur companies to lower prices on hot products such as SSDs (solid state drives) in hopes of growing the market for the drives.
Prices of NAND flash memory dropped 20 percent on average in the month of June, DRAMeXchange said, and an upturn for the market may not be in the offing until as late as September.
The NAND flash market has been so bad that the creator of the chips, SanDisk, on Monday reported a surprise loss of US$68 million for the second quarter. The company blamed the supply glut for its problems, pointing out that it sold a record amount of flash, 120 percent more than the same time last year, but that prices are down 55 percent compared to then.
SanDisk also said NAND flash prices may worsen in the third quarter. The company's Nasdaq-listed stock fell US$4.31, or 24 percent, to end Tuesday at $13.62 as a result of its earnings news.
To counter the deteriorating market, SanDisk will delay the start of production at a new joint venture chip factory until April 2009 and put plans for another factory on hold until market conditions improve.
Credit Suisse analyst John Pitzer notes that SanDisk's plans to delay building new production lines are a positive for the NAND flash industry and rivals are likely to follow. SanDisk and partner Toshiba account for around a third of the global NAND flash supply, he said in a report.
The market researcher, which is based in the heartland of the global memory spot market in Taipei, predicts the NAND flash supply will grow 149 percent this year despite worsening prices for the chips. The problem is that chip makers such as Samsung Electronics, Hynix Semiconductor and SanDisk's partner, Toshiba, have not moved fast enough to cut production.
The good news for users is that companies will be able to offer more NAND flash storage capacity for a lower price, or offer better deals on existing products such as flash memory cards and MP3 players. Low NAND flash prices could also spur companies to lower prices on hot products such as SSDs (solid state drives) in hopes of growing the market for the drives.
Prices of NAND flash memory dropped 20 percent on average in the month of June, DRAMeXchange said, and an upturn for the market may not be in the offing until as late as September.
The NAND flash market has been so bad that the creator of the chips, SanDisk, on Monday reported a surprise loss of US$68 million for the second quarter. The company blamed the supply glut for its problems, pointing out that it sold a record amount of flash, 120 percent more than the same time last year, but that prices are down 55 percent compared to then.
SanDisk also said NAND flash prices may worsen in the third quarter. The company's Nasdaq-listed stock fell US$4.31, or 24 percent, to end Tuesday at $13.62 as a result of its earnings news.
To counter the deteriorating market, SanDisk will delay the start of production at a new joint venture chip factory until April 2009 and put plans for another factory on hold until market conditions improve.
Credit Suisse analyst John Pitzer notes that SanDisk's plans to delay building new production lines are a positive for the NAND flash industry and rivals are likely to follow. SanDisk and partner Toshiba account for around a third of the global NAND flash supply, he said in a report.
Sun Moves to Indirect Sales for Most US Customers
Sun Microsystems is moving to an indirect sales model in the U.S. for all but about 300 of its largest customers, a step designed to help boost its flagging revenue.
The change means customers who aren't among Sun's biggest U.S. accounts from a revenue perspective will be switched to one of its reseller partners in the coming months, said Tom Wagner, vice president of Sun's North America partner sales organization, in an interview on Tuesday.
"Effectively we're going to go 100 percent 'channel' below the top 300 or so accounts," he said. That means Sun will depend wholly on its partners to generate leads, architect systems, close deals and provide much of the support and services for those customers.
The move will likely be welcomed by Sun's 600 or so channel partners in the U.S. because they will no longer be competing with Sun for business. Sun believes it will give them more motivation to attack areas of the market where Sun's "share of the wallet" is low today, and allow Sun to scale its sales efforts to target those accounts, Wagner said.
It is less clear how the move will be received by customers. "At the end of the day it'll be a 'wait and see' in terms of the customer reaction," Wagner said.
"We have a portfolio of partners who play pretty high up in the value stack and who we believe can provide quality technical support and system engineering resources," he said. But he acknowledged that some customers may have "very specific demands about how we handle their accounts."
"We'll have to deal with that when it comes to it," he said.
The so-called Partner First initiative is limited to the U.S. today and Sun didn't announce any plans to extend it overseas. Companies will sometimes try a new strategy in one region and roll it out worldwide if it's successful.
Sun does about two-thirds of its business through channel partners today and the proportion outside the top 300 accounts is roughly the same, Wagner said. "We're turning over what we believe is a fairly significant amount of our existing business" to the channel, he said.
The plan was announced internally on July 11 and relayed to Sun's partners through a conference call last week, Wagner said. The goal is to complete the transition by the end of this quarter or early next, which means by September or October.
The change comes at a time when Sun is struggling to grow its business as fast as competitors. Last week it announced that revenue for the June quarter will probably be lower than what it reported a year ago, although the preliminary figures were roughly in line with analyst estimates. It will report its full results on Aug. 1.
Sun is also restructuring and announced in May that it would lay off 7 percent of its workforce, or about 2,500 staff. Wagner said he couldn't comment on whether the new sales plan is related to the layoffs, but one industry analyst said that's likely to be the case.
"This will help to streamline their operations. It will result in lower headcount," said Dan Olds, principal analyst at Gabriel Consulting Group, in Beaverton, Oregon.
Sun may also end up handing over a larger proportion of its professional services revenue to the channel, Olds said.
"The challenge will be ensuring that they get the shelf space with these partners, and that they invest enough to make sure they're well represented in the field," he said.
Sun will make "targeted investments" in partners or recruit new ones as necessary, Wagner said. The company is also changing the way it supports its partners. In the past, managers were allocated to a particular region and had little incentive to help partners grow their businesses in other parts of the country. It is changing so that Sun's managers now have an incentive to help the partners they manage nationwide.
Wagner wouldn't be pinned down on which areas Sun hopes to get more business from. The company is strongest today in the telecommunications, financial and federal government sectors, and is pursuing a bigger share of the healthcare and education markets, as well as that for mid-market customers.
"We believe we have a value proposition for just about anyone out there," Wagner said.
The change means customers who aren't among Sun's biggest U.S. accounts from a revenue perspective will be switched to one of its reseller partners in the coming months, said Tom Wagner, vice president of Sun's North America partner sales organization, in an interview on Tuesday.
"Effectively we're going to go 100 percent 'channel' below the top 300 or so accounts," he said. That means Sun will depend wholly on its partners to generate leads, architect systems, close deals and provide much of the support and services for those customers.
The move will likely be welcomed by Sun's 600 or so channel partners in the U.S. because they will no longer be competing with Sun for business. Sun believes it will give them more motivation to attack areas of the market where Sun's "share of the wallet" is low today, and allow Sun to scale its sales efforts to target those accounts, Wagner said.
It is less clear how the move will be received by customers. "At the end of the day it'll be a 'wait and see' in terms of the customer reaction," Wagner said.
"We have a portfolio of partners who play pretty high up in the value stack and who we believe can provide quality technical support and system engineering resources," he said. But he acknowledged that some customers may have "very specific demands about how we handle their accounts."
"We'll have to deal with that when it comes to it," he said.
The so-called Partner First initiative is limited to the U.S. today and Sun didn't announce any plans to extend it overseas. Companies will sometimes try a new strategy in one region and roll it out worldwide if it's successful.
Sun does about two-thirds of its business through channel partners today and the proportion outside the top 300 accounts is roughly the same, Wagner said. "We're turning over what we believe is a fairly significant amount of our existing business" to the channel, he said.
The plan was announced internally on July 11 and relayed to Sun's partners through a conference call last week, Wagner said. The goal is to complete the transition by the end of this quarter or early next, which means by September or October.
The change comes at a time when Sun is struggling to grow its business as fast as competitors. Last week it announced that revenue for the June quarter will probably be lower than what it reported a year ago, although the preliminary figures were roughly in line with analyst estimates. It will report its full results on Aug. 1.
Sun is also restructuring and announced in May that it would lay off 7 percent of its workforce, or about 2,500 staff. Wagner said he couldn't comment on whether the new sales plan is related to the layoffs, but one industry analyst said that's likely to be the case.
"This will help to streamline their operations. It will result in lower headcount," said Dan Olds, principal analyst at Gabriel Consulting Group, in Beaverton, Oregon.
Sun may also end up handing over a larger proportion of its professional services revenue to the channel, Olds said.
"The challenge will be ensuring that they get the shelf space with these partners, and that they invest enough to make sure they're well represented in the field," he said.
Sun will make "targeted investments" in partners or recruit new ones as necessary, Wagner said. The company is also changing the way it supports its partners. In the past, managers were allocated to a particular region and had little incentive to help partners grow their businesses in other parts of the country. It is changing so that Sun's managers now have an incentive to help the partners they manage nationwide.
Wagner wouldn't be pinned down on which areas Sun hopes to get more business from. The company is strongest today in the telecommunications, financial and federal government sectors, and is pursuing a bigger share of the healthcare and education markets, as well as that for mid-market customers.
"We believe we have a value proposition for just about anyone out there," Wagner said.
With DNS Flaw Now Public, Attack Code Imminent
One day after a security company accidentally posted details of a serious flaw in the Internet's Domain Name System (DNS), hackers are saying that software that exploits this flaw is sure to pop up soon.
Several hackers are almost certainly already developing attack code for the bug, and it will most likely crop up within the next few days, said Dave Aitel, chief technology officer at security vendor Immunity. His company will eventually develop sample code for its Canvas security testing software too, a task he expects to take about a day, given the simplicity of the attack. "It's not that hard," he said. "You're not looking at a DNA-cracking effort."
The author of one widely used hacking tool said he expected to have an exploit by the end of the day Tuesday. In a telephone interview, HD Moore, author of the Metasploit penetration testing software, agreed with Aitel that the attack code was not going to be difficult to write.
The flaw, a variation on what's known as a cache poisoning attack, was announced on July 8 by IOActive researcher Dan Kaminsky, who planned to disclose full details of the bug during an Aug. 6 presentation at the Black Hat conference.
That plan was thwarted Monday, when someone at Matasano accidentally posted details of the flaw ahead of schedule. Matasano quickly removed the post and apologized for its mistake, but it was too late. Details of the flaw soon spread around the Internet.
And that's bad news, according to Paul Vixie, president of the company that is the dominant maker of DNS software, the Internet Systems Consortium. Vixie, like others who were briefed on Kaminsky's bug, did not confirm that it had been disclosed by Matasano. But if it had, "it's a big deal," he said in an e-mail message.
The attack can be used to redirect victims to malicious servers on the Internet by targeting the DNS servers that serve as signposts for all of the Internet's traffic. By tricking an Internet service provider's (ISPs) servers into accepting bad information, attackers could redirect that company's customers to malicious Web sites without their knowledge.
Although a software fix is now available for most users of DNS software, it can take time for these updates to work their way through the testing process and actually get installed on the network.
"Most people have not patched yet," Vixie said. "That's a gigantic problem for the world."
Just how big of a problem is a matter of some debate.
Neal Krawetz, owner of computer security consultancy Hacker Factor Solutions, took a look at DNS servers run by major ISPs earlier this week and found that more than half of them were still vulnerable to the attack.
"I find it dumbfounding that the largest ISPs ... are still identified as vulnerable," he wrote in a blog posting. "When the [hackers] learn of the exploit, they will go playing. They are certain to start with the lowest hanging fruit -- large companies that are vulnerable and support a huge number of users."
He expects that users will see attacks within weeks, starting first with test attacks, and possibly even a widespread domain hijacking. "Finally will be the phishers, malware writers and organized attackers," he wrote in a Tuesday e-mail interview. "I really expect these to be very focused attacks."
Most ISPs will have probably applied the patch by the time any attacks start to surface, and that will protect the vast majority of home users, said Russ Cooper, a senior information security analyst with Verizon Business. And business users who use secure DNS-proxying software will also be "pretty much protected" from the attack at their firewall, Cooper said.
"If anyone actually tries to exploit this, the actual number of victims will end up being extremely small," he predicted.
HD Moore said he didn't exactly see things that way. Because the flaw affects nearly all of the DNS software being used on the Internet, he said that there could be lots of problems ahead.
"This is a bug we'll be worrying about a year from now," he said.
Several hackers are almost certainly already developing attack code for the bug, and it will most likely crop up within the next few days, said Dave Aitel, chief technology officer at security vendor Immunity. His company will eventually develop sample code for its Canvas security testing software too, a task he expects to take about a day, given the simplicity of the attack. "It's not that hard," he said. "You're not looking at a DNA-cracking effort."
The author of one widely used hacking tool said he expected to have an exploit by the end of the day Tuesday. In a telephone interview, HD Moore, author of the Metasploit penetration testing software, agreed with Aitel that the attack code was not going to be difficult to write.
The flaw, a variation on what's known as a cache poisoning attack, was announced on July 8 by IOActive researcher Dan Kaminsky, who planned to disclose full details of the bug during an Aug. 6 presentation at the Black Hat conference.
That plan was thwarted Monday, when someone at Matasano accidentally posted details of the flaw ahead of schedule. Matasano quickly removed the post and apologized for its mistake, but it was too late. Details of the flaw soon spread around the Internet.
And that's bad news, according to Paul Vixie, president of the company that is the dominant maker of DNS software, the Internet Systems Consortium. Vixie, like others who were briefed on Kaminsky's bug, did not confirm that it had been disclosed by Matasano. But if it had, "it's a big deal," he said in an e-mail message.
The attack can be used to redirect victims to malicious servers on the Internet by targeting the DNS servers that serve as signposts for all of the Internet's traffic. By tricking an Internet service provider's (ISPs) servers into accepting bad information, attackers could redirect that company's customers to malicious Web sites without their knowledge.
Although a software fix is now available for most users of DNS software, it can take time for these updates to work their way through the testing process and actually get installed on the network.
"Most people have not patched yet," Vixie said. "That's a gigantic problem for the world."
Just how big of a problem is a matter of some debate.
Neal Krawetz, owner of computer security consultancy Hacker Factor Solutions, took a look at DNS servers run by major ISPs earlier this week and found that more than half of them were still vulnerable to the attack.
"I find it dumbfounding that the largest ISPs ... are still identified as vulnerable," he wrote in a blog posting. "When the [hackers] learn of the exploit, they will go playing. They are certain to start with the lowest hanging fruit -- large companies that are vulnerable and support a huge number of users."
He expects that users will see attacks within weeks, starting first with test attacks, and possibly even a widespread domain hijacking. "Finally will be the phishers, malware writers and organized attackers," he wrote in a Tuesday e-mail interview. "I really expect these to be very focused attacks."
Most ISPs will have probably applied the patch by the time any attacks start to surface, and that will protect the vast majority of home users, said Russ Cooper, a senior information security analyst with Verizon Business. And business users who use secure DNS-proxying software will also be "pretty much protected" from the attack at their firewall, Cooper said.
"If anyone actually tries to exploit this, the actual number of victims will end up being extremely small," he predicted.
HD Moore said he didn't exactly see things that way. Because the flaw affects nearly all of the DNS software being used on the Internet, he said that there could be lots of problems ahead.
"This is a bug we'll be worrying about a year from now," he said.
Yahoo's Profit Down in Q2
Yahoo reported a modest revenue increase and a considerable drop in profit for its second quarter, along the way missing Wall Street's expectations in both categories, results that are unlikely to please its nervous shareholders.
Although Yahoo managed to defuse Carl Icahn's proxy fight this week, a rare victory in its months-long, tumultuous sparring match with shareholders and suitor Microsoft, its results for the quarter ended June 30, 2008, will probably do little to dispel doubts over its ability to survive as an independent company.
"We believe it is more efficient for Yahoo to be acquired. Scale is a competitive advantage. As a result, a combined Yahoo and Microsoft makes a great deal of sense," Financial analyst Clayton Moran from Stanford Group Company said in an e-mail interview after the results were released.
Asked whether he sees Yahoo as being on the right track or not, Moran, who has a "Hold" recommendation on the stock and a 12-month target of $24 per share, said: "Yahoo is struggling with no clear solution to reignite growth."
Yahoo had revenue of US$1.798 billion, a 6 percent increase from 2007's second quarter, the company announced Tuesday. Deducting the commissions it pays to its ad network publishers, Yahoo had revenue of $1.346 billion, up 8 percent but short of the $1.374 billion consensus expectation from financial analysts polled by Thomson Financial.
Net income fell to $131 million, or $0.09 per share, from $161 million, or $0.11 per share, in 2007's second quarter.
On a pro forma basis, taking into account one-time items, net income was $139 million, or $0.10 per share, a penny short of analysts' consensus expectation. Yahoo had pro forma net income of $163 million, or $0.12 per share, in 2007's second quarter.
Still, Yahoo's top executives repeatedly said, during a conference call to discuss the results, that they were pleased with Yahoo's performance considering the challenges it has faced, including adverse economic conditions and the distractions of the Microsoft acquisition bid and the strident controversies it has generated.
"We're executing and delivering against the strategy we laid out, even under extraordinary conditions," said CEO Jerry Yang.
CFO Blake Jorgensen said the conversion of joint broadband deals with AT&T and Rogers Communications to a revenue-sharing format, in late 2007 and early 2008, have hurt Yahoo's revenue growth this year.
Yahoo also said it saw economic conditions affect advertising revenue, especially in categories such as finance, travel and retail.
Yahoo, which has been struggling on the financial and technology fronts for the past two years, has been embroiled in a corporate soap opera since Microsoft announced a bid to acquire the company in February.
That bid collapsed in May, leading to accusations from shareholders, including Icahn, that Yahoo's managers and board had purposely sabotaged the negotiations in order to protect their own financial interests, violating their fiduciary duty to shareholders.
Yahoo's management and board have denied the accusations, which have led to shareholder lawsuits, saying they negotiated in good faith and that ultimately it was Microsoft's decision to walk away. In the meantime, Yahoo has seen a steady parade of high-profile executives leave the company in recent months.
Yahoo this week managed to reach an agreement with Icahn, who had proposed an alternate slate of director candidates for the Aug. 1 shareholder meeting in order to unseat the entire board. By expanding the board and granting Icahn three seats, Yahoo convinced the billionaire investor to call off the plan. Icahn had indicated previously that his intention was to unseat Yang as Yahoo CEO and attempt to lure Microsoft back to the negotiating table, a possibility that now seems remote.
The proxy-contest settlement "eliminates the distractions and allows us to move forward," Yang said.
An attempt by Microsoft to acquire Yahoo's search advertising business also fell through, as Yahoo instead opted for an alternate deal to outsource part of that business to rival Google.
The deal with Google raised eyebrows, since Google's dominance in search advertising is a big reason why Yahoo has struggled financially. Search advertising makes up about 40 percent of all online ad spending, and Google has a stranglehold on that segment of the market.
By comparison to Yahoo, Google last week reported second-quarter revenue of US$5.37 billion, up 39 percent over the same quarter last year. Almost all of Google's revenue comes from search advertising. It earned $4.63 per share.
The Yahoo/Google search ad outsourcing deal is being reviewed by U.S. regulators and hasn't been implemented yet.
Yahoo has said the deal with Google will give it a revenue boost while allowing Yahoo to continue honing its search advertising business, a key component of a broad advertising strategy that also includes the display ad formats, an area where Yahoo traditionally has been strong.
President Sue Decker said Yahoo is focusing on innovating in search technology, as opposed to trying to replicate the current models, because the company believes the search experience can be greatly improved.
For the third quarter, Yahoo expects revenue in the range of $1.78 billion to $1.98 billion, and for the full year between $7.35 billion and $7.85 billion. For the full-year forecast, Yahoo raised its minimum outlook from $7.20 billion and dropped its maximum outlook from $8 billion. That full-year forecast excludes the impact of certain items, such as a round of layoffs in the first quarter and costs associated with the Microsoft acquisition bid.
Yang said during the call that his management team and the board are focused on increasing shareholder value and are open to any alternative that advances that goal.
Judging by Yahoo's stock performance lately, it has its work cut out for it. Yahoo's stock closed at $21.40 on Tuesday, down 1.25 percent. During the time of Microsoft's bid, Yahoo's stock once closed at nearly $30. Microsoft's last offer for Yahoo was for $33 per share, but Yahoo wanted $37 per share, at which point Microsoft walked away in early May.
Although Yahoo managed to defuse Carl Icahn's proxy fight this week, a rare victory in its months-long, tumultuous sparring match with shareholders and suitor Microsoft, its results for the quarter ended June 30, 2008, will probably do little to dispel doubts over its ability to survive as an independent company.
"We believe it is more efficient for Yahoo to be acquired. Scale is a competitive advantage. As a result, a combined Yahoo and Microsoft makes a great deal of sense," Financial analyst Clayton Moran from Stanford Group Company said in an e-mail interview after the results were released.
Asked whether he sees Yahoo as being on the right track or not, Moran, who has a "Hold" recommendation on the stock and a 12-month target of $24 per share, said: "Yahoo is struggling with no clear solution to reignite growth."
Yahoo had revenue of US$1.798 billion, a 6 percent increase from 2007's second quarter, the company announced Tuesday. Deducting the commissions it pays to its ad network publishers, Yahoo had revenue of $1.346 billion, up 8 percent but short of the $1.374 billion consensus expectation from financial analysts polled by Thomson Financial.
Net income fell to $131 million, or $0.09 per share, from $161 million, or $0.11 per share, in 2007's second quarter.
On a pro forma basis, taking into account one-time items, net income was $139 million, or $0.10 per share, a penny short of analysts' consensus expectation. Yahoo had pro forma net income of $163 million, or $0.12 per share, in 2007's second quarter.
Still, Yahoo's top executives repeatedly said, during a conference call to discuss the results, that they were pleased with Yahoo's performance considering the challenges it has faced, including adverse economic conditions and the distractions of the Microsoft acquisition bid and the strident controversies it has generated.
"We're executing and delivering against the strategy we laid out, even under extraordinary conditions," said CEO Jerry Yang.
CFO Blake Jorgensen said the conversion of joint broadband deals with AT&T and Rogers Communications to a revenue-sharing format, in late 2007 and early 2008, have hurt Yahoo's revenue growth this year.
Yahoo also said it saw economic conditions affect advertising revenue, especially in categories such as finance, travel and retail.
Yahoo, which has been struggling on the financial and technology fronts for the past two years, has been embroiled in a corporate soap opera since Microsoft announced a bid to acquire the company in February.
That bid collapsed in May, leading to accusations from shareholders, including Icahn, that Yahoo's managers and board had purposely sabotaged the negotiations in order to protect their own financial interests, violating their fiduciary duty to shareholders.
Yahoo's management and board have denied the accusations, which have led to shareholder lawsuits, saying they negotiated in good faith and that ultimately it was Microsoft's decision to walk away. In the meantime, Yahoo has seen a steady parade of high-profile executives leave the company in recent months.
Yahoo this week managed to reach an agreement with Icahn, who had proposed an alternate slate of director candidates for the Aug. 1 shareholder meeting in order to unseat the entire board. By expanding the board and granting Icahn three seats, Yahoo convinced the billionaire investor to call off the plan. Icahn had indicated previously that his intention was to unseat Yang as Yahoo CEO and attempt to lure Microsoft back to the negotiating table, a possibility that now seems remote.
The proxy-contest settlement "eliminates the distractions and allows us to move forward," Yang said.
An attempt by Microsoft to acquire Yahoo's search advertising business also fell through, as Yahoo instead opted for an alternate deal to outsource part of that business to rival Google.
The deal with Google raised eyebrows, since Google's dominance in search advertising is a big reason why Yahoo has struggled financially. Search advertising makes up about 40 percent of all online ad spending, and Google has a stranglehold on that segment of the market.
By comparison to Yahoo, Google last week reported second-quarter revenue of US$5.37 billion, up 39 percent over the same quarter last year. Almost all of Google's revenue comes from search advertising. It earned $4.63 per share.
The Yahoo/Google search ad outsourcing deal is being reviewed by U.S. regulators and hasn't been implemented yet.
Yahoo has said the deal with Google will give it a revenue boost while allowing Yahoo to continue honing its search advertising business, a key component of a broad advertising strategy that also includes the display ad formats, an area where Yahoo traditionally has been strong.
President Sue Decker said Yahoo is focusing on innovating in search technology, as opposed to trying to replicate the current models, because the company believes the search experience can be greatly improved.
For the third quarter, Yahoo expects revenue in the range of $1.78 billion to $1.98 billion, and for the full year between $7.35 billion and $7.85 billion. For the full-year forecast, Yahoo raised its minimum outlook from $7.20 billion and dropped its maximum outlook from $8 billion. That full-year forecast excludes the impact of certain items, such as a round of layoffs in the first quarter and costs associated with the Microsoft acquisition bid.
Yang said during the call that his management team and the board are focused on increasing shareholder value and are open to any alternative that advances that goal.
Judging by Yahoo's stock performance lately, it has its work cut out for it. Yahoo's stock closed at $21.40 on Tuesday, down 1.25 percent. During the time of Microsoft's bid, Yahoo's stock once closed at nearly $30. Microsoft's last offer for Yahoo was for $33 per share, but Yahoo wanted $37 per share, at which point Microsoft walked away in early May.
Brocade Deal to Help Drive Data-center Transition
Brocade Communications Systems' planned US$3 billion acquisition of Foundry Networks is a major strategic move in a brewing war over the future of data-center connectivity, industry analysts said Tuesday.
The deal, expected to close in the fourth quarter, would combine a maker of Fibre Channel SAN (storage area network) switches for data centers and a specialist in enterprise Ethernet LANs, two technologies that are headed toward a merger themselves.
The future of data centers lies with Ethernet, because it's relatively inexpensive, keeps scaling up to higher speeds and is ubiquitous throughout the rest of enterprise networks, analysts say. Virtualization and data-center consolidation are helping to drive the need for Ethernet's growing speeds. The idea is to create a "unified fabric" that spans both the data center at the enterprise's core and the LAN where client systems are located. But there are two main ways to bring Ethernet to data centers with the features needed there.
Both Brocade and Cisco are pushing FCoE (Fibre Channel over Ethernet), an IEEE standard expected later this year that would combine characteristics of both systems. By mapping Fibre Channel traffic over Ethernet networks, it will let enterprises take advantage of Ethernet speeds of 10G bps (bits per second) and up while keeping the latency, security and traffic management benefits of Fibre Channel. FCoE will also smooth the migration to Ethernet by letting the two technologies coexist in a single switch, so existing SANs (storage area networks) can stay.
The alternative is iSCSI, (Internet Small Computer System Interface) which some smaller enterprises have adopted because it can be used with conventional Ethernet switches and without in-house Fibre Channel expertise, said Bob Laliberte of Enterprise Strategy Group. Its main proponents have been storage vendors, he said.
Although it will take years for current Fibre Channel SANs to be replaced, one of the two is likely to win out, analysts said.
"There's a major religious war between FCoE and iSCSI," said Burton Group analyst Dave Passmore. They represent completely different technical approaches to combining Ethernet and storage transport protocols. "Reasonable people will disagree," he said.
Like Fibre Channel, FCoE does not use TCP/IP (Transmission Control Protocol/Internet Protocol), the basic communication protocol of the Internet and Ethernet networks, instead making up for it with other tools. Of the two approaches, only FCoE requires expensive, specialized switches, Passmore said, but it's more attractive to many organizations because it allows for a smoother transition from existing architectures, he said.
Enterprises could eventually lose out by choosing the technology that loses, but FCoE and iSCSI will probably coexist for years, Passmore said.
A unified fabric could save users money as well as complexity, Passmore said. For example, instead of having one network connection to the LAN and another to the SAN that it taps into for data, a blade server could have just one set of connections.
"That would greatly simplify the user's network infrastructure and require fewer switches," Passmore said.
Security is the main potential concern about having a common type of network across data centers and LANs, he said. Having two completely different networks as is traditionally done has built-in security benefits. But costs and benefits always have to be balanced in adopting new technologies, he said.
Brocade's purchase of Foundry will create a second powerful vendor of FCoE, said Yankee Group analyst Zeus Kerravala. So far, Cisco has been the only company with both the vision and the technology to create a unified fabric, he said. Brocade had the vision and now is gaining the Ethernet goods, Kerravala said.
"If the concept of unified fabric really does come true, there are really only two vendors," Kerravala said.
The deal, expected to close in the fourth quarter, would combine a maker of Fibre Channel SAN (storage area network) switches for data centers and a specialist in enterprise Ethernet LANs, two technologies that are headed toward a merger themselves.
The future of data centers lies with Ethernet, because it's relatively inexpensive, keeps scaling up to higher speeds and is ubiquitous throughout the rest of enterprise networks, analysts say. Virtualization and data-center consolidation are helping to drive the need for Ethernet's growing speeds. The idea is to create a "unified fabric" that spans both the data center at the enterprise's core and the LAN where client systems are located. But there are two main ways to bring Ethernet to data centers with the features needed there.
Both Brocade and Cisco are pushing FCoE (Fibre Channel over Ethernet), an IEEE standard expected later this year that would combine characteristics of both systems. By mapping Fibre Channel traffic over Ethernet networks, it will let enterprises take advantage of Ethernet speeds of 10G bps (bits per second) and up while keeping the latency, security and traffic management benefits of Fibre Channel. FCoE will also smooth the migration to Ethernet by letting the two technologies coexist in a single switch, so existing SANs (storage area networks) can stay.
The alternative is iSCSI, (Internet Small Computer System Interface) which some smaller enterprises have adopted because it can be used with conventional Ethernet switches and without in-house Fibre Channel expertise, said Bob Laliberte of Enterprise Strategy Group. Its main proponents have been storage vendors, he said.
Although it will take years for current Fibre Channel SANs to be replaced, one of the two is likely to win out, analysts said.
"There's a major religious war between FCoE and iSCSI," said Burton Group analyst Dave Passmore. They represent completely different technical approaches to combining Ethernet and storage transport protocols. "Reasonable people will disagree," he said.
Like Fibre Channel, FCoE does not use TCP/IP (Transmission Control Protocol/Internet Protocol), the basic communication protocol of the Internet and Ethernet networks, instead making up for it with other tools. Of the two approaches, only FCoE requires expensive, specialized switches, Passmore said, but it's more attractive to many organizations because it allows for a smoother transition from existing architectures, he said.
Enterprises could eventually lose out by choosing the technology that loses, but FCoE and iSCSI will probably coexist for years, Passmore said.
A unified fabric could save users money as well as complexity, Passmore said. For example, instead of having one network connection to the LAN and another to the SAN that it taps into for data, a blade server could have just one set of connections.
"That would greatly simplify the user's network infrastructure and require fewer switches," Passmore said.
Security is the main potential concern about having a common type of network across data centers and LANs, he said. Having two completely different networks as is traditionally done has built-in security benefits. But costs and benefits always have to be balanced in adopting new technologies, he said.
Brocade's purchase of Foundry will create a second powerful vendor of FCoE, said Yankee Group analyst Zeus Kerravala. So far, Cisco has been the only company with both the vision and the technology to create a unified fabric, he said. Brocade had the vision and now is gaining the Ethernet goods, Kerravala said.
"If the concept of unified fabric really does come true, there are really only two vendors," Kerravala said.
Tuesday, July 22, 2008
Printer Ink: How Do You Define 'Empty'?
Steve Bass finds 20 percent of the ink he paid for left in supposedly empty cartridges, but Brother has a logical (if not legal) explanation.
"I'm out of ink. Feed me." That was what my Brother 640CW multifunction printer demanded recently. I checked and there was still enough fluid in its cartridge for goodness knows how many more pages.
I examined all three allegedly empty cartridges--cyan, yellow, and magenta. From the top to bottom, they measured 1 1/8 inches. There was still roughly 1/4 inch of fluid at the bottom of each one. That's about a fifth of the cartridge's capacity, so my loss in ink was roughly $2.25 per cartridge. That's not exactly big bucks, but enough to make me feel like I was being scammed. (Oh, right, what printing manufacturer would do that, eh?)
I was fuming.
Brother Says: Oh, That's Normal
I used my pull and fired a note off to Brother's PR person. My question was simple: Is there a mechanical reason to leave fluid in the cartridge?
Brother's rep had a logical answer, of course. Here it is, verbatim--make sure to slip on a pair of hip boots so you don't get splattered with anything.
"First, we would like to assure you that Brother stands behind our product and the information disclosure that we provide to the consumer. It is always our policy to provide such information to consumers to help them understand both the product and the conditions under which the product operates.
"To address your specific question regarding ink volume, the rated yield for each cartridge follows the industry standard of that period which was based on 5% page coverage. So regardless of what small ink volume you may see remaining in an ink cartridge when it needs to be replaced, we guarantee that the ink volume that was provided and 'used' meets this industry standard calculation. Any additional ink volume left in a cartridge at that time was not put into the rated yield calculation that is guaranteed by Brother.
"Importantly, there is a technical and performance reason for why the small amount of ink is remaining in a cartridge that is identified as 'empty.' As mentioned in the User Manual, 'even though the machine informs you that an ink cartridge is empty, there will be a small amount of ink remaining in the ink cartridge. It is necessary to keep some ink in the ink cartridge to prevent air from drying out and damaging the print head assembly.' By doing so, the machine is protected and consistent print quality is ensured to satisfy the consumer. In effect, remaining ink should not be viewed as waste, but as Brother's affirmative action to provide ongoing high quality output and performance of the machine."
Horsepucky, says I. Granted, the printer may need a small amount of ink to keep the printer heads from drying out, but the volume left in the cartridge isn't what I'd call small. And I'm not interested in the industry standard of 5 percent coverage. What I know is that even with minimal printing, the Brother needs a new cartridge way too often--and I want every last drop of ink.
Inkjet Cartridges? It's a Hot Topic
I'm not the only one incensed about the ink issue. Here's what a few of my blog readers had to say:
"It's environmentally unfriendly. The more frequently we're required to change our ink cartridges unnecessarily, the more landfill waste. Granted many people recycle their used cartridges, but just as many throw them in the garbage."
--cwashizawa
"Change the name in your rant from Brother to Canon and it's exactly the same story. My brand new Canon was telling me the color cartridge was dangerously low for months before I actually got a printout with some missing color."
--rherman
"I've been in the supplies industry for 30+ years and 7 years ago developed my own Web site (OfficeSupplyOutfitters.com) to sell aftermarket and compatible replacement alternatives.... Why? Because inkjet and toner cartridges were appallingly high priced. If that weren't enough, the printer manufacturers are now using new technology to get you to buy more than you need.... Now some of the printer manufacturers are using chips on their cartridges to prevent aftermarket suppliers from being able to remanufacture their cartridges!"
--rookiecando
"Just have to add my 2 cents to this, in addition to my raging fury with HP for installing mini-ink cartridges in new printers that will print a test page and then force you to buy full-sized ink cartridges right out of the gate. The HP Officejet Pro K850... forces me to change practically full cartridges because it says they have 'expired.' This machine takes 4 'high-yield' tanks of ink at about $80 to replace."
--Mary E.
For more of the same, read "Inkjet Printer Ink: Reader Rants and Hacks" and browse the reader comments on "Study: Over Half of Inkjet Printer Ink is Thrown Away."
Save Yourself Some Cash
Want to thumb your nose at the big printer companies? Before you run out and buy third-party cartridges, read "Cheap Ink: Will It Cost You?" But not to worry, there are reputable companies out there--read "Where and How to Buy Cheap Ink" for some recommendations on buying third-party ink and saving money on big-name supplies.
After much due diligence, I found two spots with decent prices and good service. The first is Abacus where I bought a bunch of Brother cartridges. If you use the secret URL, you'll get a better price. I also use LDProducts to buy my Epson cartridges. They gave me a code for a 5-percent discount code good through December 2008: INKRET77.
We've got more money-saving tips in a video aptly titled "How to Save Money on Printing," and I covered the topic last year in "Save Money on Inkjet Printer Ink."
This Week's Roundup of Time Wasters
Steve Bass for president! Despite it all, I'm going to do it. Head for News3Online and watch The Steve Bass Phenomenon for details.
Board Dots is easy (ha!). Just fill in each of the blocks by drawing a path horizontally and vertically through each square. I did splendidly with level one. After that I decided to go back to writing because that's much easier. [Thanks, Jerame]
It's a long video, as long as some of the Dodger games I've been to. But if you follow baseball, you're going to love this.
In last week's Time Wasters I mentioned a site with great photos. That must have hit the sweet spot because I got tons of correspondence about it. So here's another two I suspect you'll enjoy. First, photojournalist Mary Shwalm's work. (I love "Zebra Tipping" and "The Brave Goose.") The other is Judith Wolfe, also a photojournalist, who pops up a new photo collage each week. Here are two favs: NYC Panorama and Coney Island.
Steve Bass writes PC World's monthly "Hassle-Free PC" column and is the author of "PC Annoyances, 2nd Edition: How to Fix the Most Annoying Things About Your Personal Computer," available from O'Reilly. He also writes PC World's daily Tips & Tweaks blog. Sign up to have Steve's newsletter e-mailed to you each week. Comments or questions? Send Steve e-mail.
"I'm out of ink. Feed me." That was what my Brother 640CW multifunction printer demanded recently. I checked and there was still enough fluid in its cartridge for goodness knows how many more pages.
I examined all three allegedly empty cartridges--cyan, yellow, and magenta. From the top to bottom, they measured 1 1/8 inches. There was still roughly 1/4 inch of fluid at the bottom of each one. That's about a fifth of the cartridge's capacity, so my loss in ink was roughly $2.25 per cartridge. That's not exactly big bucks, but enough to make me feel like I was being scammed. (Oh, right, what printing manufacturer would do that, eh?)
I was fuming.
Brother Says: Oh, That's Normal
I used my pull and fired a note off to Brother's PR person. My question was simple: Is there a mechanical reason to leave fluid in the cartridge?
Brother's rep had a logical answer, of course. Here it is, verbatim--make sure to slip on a pair of hip boots so you don't get splattered with anything.
"First, we would like to assure you that Brother stands behind our product and the information disclosure that we provide to the consumer. It is always our policy to provide such information to consumers to help them understand both the product and the conditions under which the product operates.
"To address your specific question regarding ink volume, the rated yield for each cartridge follows the industry standard of that period which was based on 5% page coverage. So regardless of what small ink volume you may see remaining in an ink cartridge when it needs to be replaced, we guarantee that the ink volume that was provided and 'used' meets this industry standard calculation. Any additional ink volume left in a cartridge at that time was not put into the rated yield calculation that is guaranteed by Brother.
"Importantly, there is a technical and performance reason for why the small amount of ink is remaining in a cartridge that is identified as 'empty.' As mentioned in the User Manual, 'even though the machine informs you that an ink cartridge is empty, there will be a small amount of ink remaining in the ink cartridge. It is necessary to keep some ink in the ink cartridge to prevent air from drying out and damaging the print head assembly.' By doing so, the machine is protected and consistent print quality is ensured to satisfy the consumer. In effect, remaining ink should not be viewed as waste, but as Brother's affirmative action to provide ongoing high quality output and performance of the machine."
Horsepucky, says I. Granted, the printer may need a small amount of ink to keep the printer heads from drying out, but the volume left in the cartridge isn't what I'd call small. And I'm not interested in the industry standard of 5 percent coverage. What I know is that even with minimal printing, the Brother needs a new cartridge way too often--and I want every last drop of ink.
Inkjet Cartridges? It's a Hot Topic
I'm not the only one incensed about the ink issue. Here's what a few of my blog readers had to say:
"It's environmentally unfriendly. The more frequently we're required to change our ink cartridges unnecessarily, the more landfill waste. Granted many people recycle their used cartridges, but just as many throw them in the garbage."
--cwashizawa
"Change the name in your rant from Brother to Canon and it's exactly the same story. My brand new Canon was telling me the color cartridge was dangerously low for months before I actually got a printout with some missing color."
--rherman
"I've been in the supplies industry for 30+ years and 7 years ago developed my own Web site (OfficeSupplyOutfitters.com) to sell aftermarket and compatible replacement alternatives.... Why? Because inkjet and toner cartridges were appallingly high priced. If that weren't enough, the printer manufacturers are now using new technology to get you to buy more than you need.... Now some of the printer manufacturers are using chips on their cartridges to prevent aftermarket suppliers from being able to remanufacture their cartridges!"
--rookiecando
"Just have to add my 2 cents to this, in addition to my raging fury with HP for installing mini-ink cartridges in new printers that will print a test page and then force you to buy full-sized ink cartridges right out of the gate. The HP Officejet Pro K850... forces me to change practically full cartridges because it says they have 'expired.' This machine takes 4 'high-yield' tanks of ink at about $80 to replace."
--Mary E.
For more of the same, read "Inkjet Printer Ink: Reader Rants and Hacks" and browse the reader comments on "Study: Over Half of Inkjet Printer Ink is Thrown Away."
Save Yourself Some Cash
Want to thumb your nose at the big printer companies? Before you run out and buy third-party cartridges, read "Cheap Ink: Will It Cost You?" But not to worry, there are reputable companies out there--read "Where and How to Buy Cheap Ink" for some recommendations on buying third-party ink and saving money on big-name supplies.
After much due diligence, I found two spots with decent prices and good service. The first is Abacus where I bought a bunch of Brother cartridges. If you use the secret URL, you'll get a better price. I also use LDProducts to buy my Epson cartridges. They gave me a code for a 5-percent discount code good through December 2008: INKRET77.
We've got more money-saving tips in a video aptly titled "How to Save Money on Printing," and I covered the topic last year in "Save Money on Inkjet Printer Ink."
This Week's Roundup of Time Wasters
Steve Bass for president! Despite it all, I'm going to do it. Head for News3Online and watch The Steve Bass Phenomenon for details.
Board Dots is easy (ha!). Just fill in each of the blocks by drawing a path horizontally and vertically through each square. I did splendidly with level one. After that I decided to go back to writing because that's much easier. [Thanks, Jerame]
It's a long video, as long as some of the Dodger games I've been to. But if you follow baseball, you're going to love this.
In last week's Time Wasters I mentioned a site with great photos. That must have hit the sweet spot because I got tons of correspondence about it. So here's another two I suspect you'll enjoy. First, photojournalist Mary Shwalm's work. (I love "Zebra Tipping" and "The Brave Goose.") The other is Judith Wolfe, also a photojournalist, who pops up a new photo collage each week. Here are two favs: NYC Panorama and Coney Island.
Steve Bass writes PC World's monthly "Hassle-Free PC" column and is the author of "PC Annoyances, 2nd Edition: How to Fix the Most Annoying Things About Your Personal Computer," available from O'Reilly. He also writes PC World's daily Tips & Tweaks blog. Sign up to have Steve's newsletter e-mailed to you each week. Comments or questions? Send Steve e-mail.
Blu-ray Disc Rapidly Gaining Popularity in Japan
Shipments of Blu-ray Disc-based video recorders and players are increasing fast in Japan as the market rallies around the format after the end of its battle with the defeated HD DVD format.
Shipments of recorders and players based on Blu-ray Disc hit 122,000 in June marking the first time that monthly shipments have broken into six-figures, according to data published on Tuesday by the Japan Electronics and Information Technology Industries Association (JEITA). The data is gathered from member companies, which include all the major consumer electronics manufacturers in Japan.
That figure is a healthy jump on the 82,000 units shipped in May and is likely due to anticipated demand for the devices going into July, when millions of Japanese workers receive a mid-year bonus, and August, when the Olympics are held in Beijing. Both events typically provide a boost to the consumer electronics sector.
The sector was also boosted by the July 4 launch of a new system called "Dubbing 10" that allows consumers to make copies of TV shows they have recorded. In the past consumers were able to make one digital recording of a TV show but not make subsequent copies of that recording. The new system, which required new firmware or updated machines, allows up to 9 additional copies to be made and its arrival had some consumers holding back on purchases.
Because of the widespread availability of high-definition digital TV Japanese electronics makers are pushing Blu-ray Disc recorders that, in many cases, are combined with hard-disk drive recording capability.
A quick check of comparison shopping Web site Kakaku.com shows the cheapest Blu-ray Disc machine, Sharp's BD-AV1, can be found for ¥44,800 (US$420). The machine, which doesn't include HDD recording, is typically priced at between ¥55,000 and ¥65,000 at many retailers.
The cheapest machine with HDD recording that is widely available is Sony's BDZ-T50, which packs a 250G-byte drive that can accommodate about 50 hours of HDTV. The recorder, which was first released in November 2007, costs as little as ¥71,180. That's about half the original list price of ¥140,000.
However, buyers need to be wary of purchasing older machines that, in some cases, don't support the latest version of the Blu-ray Disc format. The Sharp BD-AV1, for example, won't record to the newer 2-layer Blu-ray Disc media although it does offer playback. That means owners are limited to single-layer 25G-byte discs that hold about 3 hours worth of HDTV.
No major vendor has released a playback-only Blu-ray Disc machine in the Japanese market.
Japan domestic shipments of Next-generation optical disc recorders/players
Month Jan 2008 Feb 2008 March 2008 April 2008 May 2008 June 2008
Shipments 35,000 58,000 77,000 81,000 82,000 122,000
Source: Japan Electronics and Information Technology Industries Association
Shipments of recorders and players based on Blu-ray Disc hit 122,000 in June marking the first time that monthly shipments have broken into six-figures, according to data published on Tuesday by the Japan Electronics and Information Technology Industries Association (JEITA). The data is gathered from member companies, which include all the major consumer electronics manufacturers in Japan.
That figure is a healthy jump on the 82,000 units shipped in May and is likely due to anticipated demand for the devices going into July, when millions of Japanese workers receive a mid-year bonus, and August, when the Olympics are held in Beijing. Both events typically provide a boost to the consumer electronics sector.
The sector was also boosted by the July 4 launch of a new system called "Dubbing 10" that allows consumers to make copies of TV shows they have recorded. In the past consumers were able to make one digital recording of a TV show but not make subsequent copies of that recording. The new system, which required new firmware or updated machines, allows up to 9 additional copies to be made and its arrival had some consumers holding back on purchases.
Because of the widespread availability of high-definition digital TV Japanese electronics makers are pushing Blu-ray Disc recorders that, in many cases, are combined with hard-disk drive recording capability.
A quick check of comparison shopping Web site Kakaku.com shows the cheapest Blu-ray Disc machine, Sharp's BD-AV1, can be found for ¥44,800 (US$420). The machine, which doesn't include HDD recording, is typically priced at between ¥55,000 and ¥65,000 at many retailers.
The cheapest machine with HDD recording that is widely available is Sony's BDZ-T50, which packs a 250G-byte drive that can accommodate about 50 hours of HDTV. The recorder, which was first released in November 2007, costs as little as ¥71,180. That's about half the original list price of ¥140,000.
However, buyers need to be wary of purchasing older machines that, in some cases, don't support the latest version of the Blu-ray Disc format. The Sharp BD-AV1, for example, won't record to the newer 2-layer Blu-ray Disc media although it does offer playback. That means owners are limited to single-layer 25G-byte discs that hold about 3 hours worth of HDTV.
No major vendor has released a playback-only Blu-ray Disc machine in the Japanese market.
Japan domestic shipments of Next-generation optical disc recorders/players
Month Jan 2008 Feb 2008 March 2008 April 2008 May 2008 June 2008
Shipments 35,000 58,000 77,000 81,000 82,000 122,000
Source: Japan Electronics and Information Technology Industries Association
Japanese Browser Maker Taking on IE, Firefox
A Japanese software company is stepping up international promotion of its Web browser in the hope of carving out a 5 percent share over the next few years of a market dominated by Internet Explorer and Firefox.
The Sleipnir browser is well-known among Japanese geeks, many of whom value the high level of customization that the browser allows. At the center of this customization is the ability to select either the Trident or Gecko layout engines for each Web site visited. Trident was developed by Microsoft and is used in Internet Explorer while Gecko is used in Mozilla's Firefox.
As any user who has changed Web browsers knows, some sites look different or offer different functionality depending on the browser in use. By clicking a small button in the bottom left of the browser and switching between Trident and Gecko users can choose the best one for the particular site.
Fenrir, which is based in Osaka, began development of the browser in 2005 and has been offering an English version alongside its main Japanese version for sometime but decided to step-up promotion overseas after noticing demand rising for the browser from international users, said Yasuhiro Miki, director of the overseas marketing division, at Fenrir.
"We'd like to focus on advanced users," he said.
In the next couple of years, Fenrir hopes to dramatically grow it's user base from the current roughly 100,000 users to around 17 million, said Miki. That corresponds to about 5 percent of the English-speaking Web user base, he said.
In Japan the browser has a 9 percent market share, according to Fenrir. No independent data to verify that claim is available but a recent survey of 3,003 computer programmers published by Nikkei ITpro put Sleipnir's share at 6 percent among that group.
Initially the focus is on the English-speaking market but Fenrir has plans to look at other language versions including Spanish and French.
The Sleipnir browser is well-known among Japanese geeks, many of whom value the high level of customization that the browser allows. At the center of this customization is the ability to select either the Trident or Gecko layout engines for each Web site visited. Trident was developed by Microsoft and is used in Internet Explorer while Gecko is used in Mozilla's Firefox.
As any user who has changed Web browsers knows, some sites look different or offer different functionality depending on the browser in use. By clicking a small button in the bottom left of the browser and switching between Trident and Gecko users can choose the best one for the particular site.
Fenrir, which is based in Osaka, began development of the browser in 2005 and has been offering an English version alongside its main Japanese version for sometime but decided to step-up promotion overseas after noticing demand rising for the browser from international users, said Yasuhiro Miki, director of the overseas marketing division, at Fenrir.
"We'd like to focus on advanced users," he said.
In the next couple of years, Fenrir hopes to dramatically grow it's user base from the current roughly 100,000 users to around 17 million, said Miki. That corresponds to about 5 percent of the English-speaking Web user base, he said.
In Japan the browser has a 9 percent market share, according to Fenrir. No independent data to verify that claim is available but a recent survey of 3,003 computer programmers published by Nikkei ITpro put Sleipnir's share at 6 percent among that group.
Initially the focus is on the English-speaking market but Fenrir has plans to look at other language versions including Spanish and French.
Groups Urge FCC to Keep the Internet Open
The U.S. Federal Communications Commission needs to take steps to keep the Internet free of interference from broadband providers, such as the slowing of peer-to-peer traffic and the tracking of subscribers' Web habits, several witnesses told the FCC at a hearing Monday.
The FCC should take fast action against broadband providers that block access to legal online applications, especially those who don't notify their subscribers, said Marge Krueger, administrator of the Communications Workers of America (CWA) for the district covering Pennsylvania and Delaware.
Krueger didn't name providers that have slowed access to applications, but Comcast has been in the news in recent months for slowing access to the BitTorrent peer-to-peer application. A Comcast representative didn't testify at Monday's hearing at Carnegie Mellon University in Pittsburgh, but the company has repeatedly said it slows BitTorrent traffic at limited times of peak traffic.
Another witness complained that some broadband providers are using deep-packet inspection techniques to track subscribers' Internet use, in an effort to deliver targeted advertising. NebuAd, a California company, has worked with several broadband providers to provide this targeted ad service, but several privacy groups and U.S. lawmakers have objected to the tracking.
Deep-packet inspection can be a useful tool for network management, said David Farber, a computer science and public policy professor at Carnegie Mellon. "What's almost obscene is the fact that people are using it to gather information about what I'm sending on the network and selling that information to other people," Farber said. "That is completely obscene and should be stopped."
Several members of the public also called on the FCC to enforce so-called network neutrality rules that would prohibit broadband providers from blocking or slowing Web content from competitors. Small video producers and other online businesses will not be able to compete without net neutrality rules, said one Carnegie Mellon student.
But Robert Quinn, senior vice president for federal regulatory policy at AT&T, asked the FCC to look carefully before regulating how broadband providers can mange their networks. While the FCC has the power to enforce net neutrality rules, broadband providers need to be able to manage their networks as more and more subscribers begin to use high-bandwidth applications such as video, he said.
AT&T spent about US $17.5 billion in 2007 on expanding networks and other capital improvements, Quinn said. The broadband provider expects bandwidth demand to increase by more than 400 percent in the next three years, he said.
"With the kind of growth we are seeing in bandwidth demand today, we cannot simply stay ahead of the bandwidth curve by building bigger and better pipes," Quinn added. "The money to build them just doesn't exist. Network operators must be able to manage those networks to squeeze out every last ounce of efficiency that we can, in order to keep the cost to the end-user customer as affordable as we can possibly make it."
The CWA's Krueger and several other witnesses called on the U.S. to create a comprehensive broadband policy that would help providers roll out broadband to rural areas and increase speeds. Average U.S. broadband speeds are slower than in several other industrialized nations, putting U.S. consumers and businesses at a disadvantage, she said.
But Scott Wallsten, vice president for research at the conservative Technology Policy Institute, suggested that many reports showing the U.S. falling behind other nations in broadband are misleading, particularly studies by the Organisation for Economic Cooperation and Development (OECD) showing the U.S. 15th in the world in per capita broadband adoption. The U.S. has a larger household size than many other OECD members, and households typically get one broadband connection to share, he said.
The OECD also undercounts business broadband connections, he said.
While better information about broadband availability is needed, the U.S. is not facing a broadband crisis that cries for major new policies, Wallsten said.
FCC member Michael Copps said he found it hard to believe that people were still arguing against a comprehensive broadband policy. All major infrastructure built in the U.S., from the railroads to the telephone network to the interstate highway system, required major investments by the federal government, he said.
"I am unaware of any infrastructure built in the history of this country that has not been accomplished through a public sector/private sector partnership," Copps said. "We're sitting here saying, 'Should there be a [national] strategy?' We've never done that before."
The FCC should take fast action against broadband providers that block access to legal online applications, especially those who don't notify their subscribers, said Marge Krueger, administrator of the Communications Workers of America (CWA) for the district covering Pennsylvania and Delaware.
Krueger didn't name providers that have slowed access to applications, but Comcast has been in the news in recent months for slowing access to the BitTorrent peer-to-peer application. A Comcast representative didn't testify at Monday's hearing at Carnegie Mellon University in Pittsburgh, but the company has repeatedly said it slows BitTorrent traffic at limited times of peak traffic.
Another witness complained that some broadband providers are using deep-packet inspection techniques to track subscribers' Internet use, in an effort to deliver targeted advertising. NebuAd, a California company, has worked with several broadband providers to provide this targeted ad service, but several privacy groups and U.S. lawmakers have objected to the tracking.
Deep-packet inspection can be a useful tool for network management, said David Farber, a computer science and public policy professor at Carnegie Mellon. "What's almost obscene is the fact that people are using it to gather information about what I'm sending on the network and selling that information to other people," Farber said. "That is completely obscene and should be stopped."
Several members of the public also called on the FCC to enforce so-called network neutrality rules that would prohibit broadband providers from blocking or slowing Web content from competitors. Small video producers and other online businesses will not be able to compete without net neutrality rules, said one Carnegie Mellon student.
But Robert Quinn, senior vice president for federal regulatory policy at AT&T, asked the FCC to look carefully before regulating how broadband providers can mange their networks. While the FCC has the power to enforce net neutrality rules, broadband providers need to be able to manage their networks as more and more subscribers begin to use high-bandwidth applications such as video, he said.
AT&T spent about US $17.5 billion in 2007 on expanding networks and other capital improvements, Quinn said. The broadband provider expects bandwidth demand to increase by more than 400 percent in the next three years, he said.
"With the kind of growth we are seeing in bandwidth demand today, we cannot simply stay ahead of the bandwidth curve by building bigger and better pipes," Quinn added. "The money to build them just doesn't exist. Network operators must be able to manage those networks to squeeze out every last ounce of efficiency that we can, in order to keep the cost to the end-user customer as affordable as we can possibly make it."
The CWA's Krueger and several other witnesses called on the U.S. to create a comprehensive broadband policy that would help providers roll out broadband to rural areas and increase speeds. Average U.S. broadband speeds are slower than in several other industrialized nations, putting U.S. consumers and businesses at a disadvantage, she said.
But Scott Wallsten, vice president for research at the conservative Technology Policy Institute, suggested that many reports showing the U.S. falling behind other nations in broadband are misleading, particularly studies by the Organisation for Economic Cooperation and Development (OECD) showing the U.S. 15th in the world in per capita broadband adoption. The U.S. has a larger household size than many other OECD members, and households typically get one broadband connection to share, he said.
The OECD also undercounts business broadband connections, he said.
While better information about broadband availability is needed, the U.S. is not facing a broadband crisis that cries for major new policies, Wallsten said.
FCC member Michael Copps said he found it hard to believe that people were still arguing against a comprehensive broadband policy. All major infrastructure built in the U.S., from the railroads to the telephone network to the interstate highway system, required major investments by the federal government, he said.
"I am unaware of any infrastructure built in the history of this country that has not been accomplished through a public sector/private sector partnership," Copps said. "We're sitting here saying, 'Should there be a [national] strategy?' We've never done that before."
Details of Major Internet Flaw Posted by Accident
A computer security company on Monday inadvertently published details of a major flaw in the Internet's Domain Name System (DNS) several weeks before they were due to be disclosed.
The flaw was discovered several months ago by IOActive researcher Dan Kaminsky, who worked through the early part of this year with Internet software vendors such as Microsoft, Cisco and the Internet Systems Consortium to patch the issue.
The companies released a fix for the bug two weeks ago and encouraged corporate users and Internet service providers to patch their DNS systems as soon as possible. Although the problem could affect some home users, it is not considered to be a major issue for consumers, according to Kaminsky.
At the time he announced the flaw, Kaminsky asked members of the security research community to hold off on public speculation about its precise nature in order to give users time to patch their systems. Kaminsky had planned to disclose details of the flaw during a presentation at the Black Hat security conference set for Aug. 6.
Some researchers took the request as a personal challenge to find the flaw before Kaminsky's talk. Others complained at being kept in the dark about the technical details of his finding.
On Monday, Zynamics.com CEO Thomas Dullien (who uses the hacker name Halvar Flake) [cq] took a guess at the bug, admitting that he knew very little about DNS.
His findings were quickly confirmed by Matasano Security, a vendor that had been briefed on the issue.
"The cat is out of the bag. Yes, Halvar Flake figured out the flaw Dan Kaminsky will announce at Black Hat," Matasano said in a blog posting that was removed within five minutes of its 1:30 p.m. Eastern publication. Copies of the post were soon circulating on the Internet, one of which was viewed by IDG News Service.
Matasano's post discusses the technical details of the bug, saying that by using a fast Internet connection, an attacker could launch what's known as a DNS cache poisoning attack against a Domain Name server and succeed, for example, in redirecting traffic to malicious Web sites within about 10 seconds.
Matasano Researcher Thomas Ptacek declined to comment on whether or not Flake had actually figured out the flaw, but in a telephone interview he said the item had been "accidentally posted too soon." Ptacek was one of the few security researchers who had been given a detailed briefing on the bug and had agreed not to comment on it before details were made public.
Matasano's post inadvertently confirmed that Flake had described the flaw correctly, Ptacek admitted.
Late Monday, Ptacek apologized to Kaminsky on his company blog. "We regret that it ran," he wrote. "We removed it from the blog as soon as we saw it. Unfortunately, it takes only seconds for Internet publications to spread."
Kaminsky's attack takes advantage of several known DNS bugs, combining them in a novel way, said Cricket Liu vice president of architecture with DNS appliance vendor Infoblox, after viewing the Matasano post.
The bug has to do with the way DNS clients and servers obtain information from other DNS servers on the Internet. When the DNS software does not know the numerical IP (Internet Protocol) address of a computer, it asks another DNS server for this information. With cache poisoning, the attacker tricks the DNS software into believing that legitimate domains, such as idg.com, map to malicious IP addresses.
In Kaminsky's attack a cache poisoning attempt also includes what is known as "Additional Resource Record" data. By adding this data, the attack becomes much more powerful, security experts say. "The combination of them is pretty bad," Liu said.
An attacker could launch such an attack against an Internet service provider's domain name servers and then redirect them to malicious servers. By poisoning the domain name record for www.citibank.com, for example, the attackers could redirect the ISP's users to a malicious phishing server every time they tried to visit the banking site with their Web browser.
Kaminsky declined to confirm that Flake had discovered his issue, but in a posting to his Web site Monday he wrote "13>0," apparently a comment that the 13 days administrators have had to patch his flaw before its public disclosure is better than nothing.
"Patch. Today. Now. Yes, stay late," he wrote.
He has posted a test on his Web site that anyone can run to find our if their network's DNS software is patched
The flaw was discovered several months ago by IOActive researcher Dan Kaminsky, who worked through the early part of this year with Internet software vendors such as Microsoft, Cisco and the Internet Systems Consortium to patch the issue.
The companies released a fix for the bug two weeks ago and encouraged corporate users and Internet service providers to patch their DNS systems as soon as possible. Although the problem could affect some home users, it is not considered to be a major issue for consumers, according to Kaminsky.
At the time he announced the flaw, Kaminsky asked members of the security research community to hold off on public speculation about its precise nature in order to give users time to patch their systems. Kaminsky had planned to disclose details of the flaw during a presentation at the Black Hat security conference set for Aug. 6.
Some researchers took the request as a personal challenge to find the flaw before Kaminsky's talk. Others complained at being kept in the dark about the technical details of his finding.
On Monday, Zynamics.com CEO Thomas Dullien (who uses the hacker name Halvar Flake) [cq] took a guess at the bug, admitting that he knew very little about DNS.
His findings were quickly confirmed by Matasano Security, a vendor that had been briefed on the issue.
"The cat is out of the bag. Yes, Halvar Flake figured out the flaw Dan Kaminsky will announce at Black Hat," Matasano said in a blog posting that was removed within five minutes of its 1:30 p.m. Eastern publication. Copies of the post were soon circulating on the Internet, one of which was viewed by IDG News Service.
Matasano's post discusses the technical details of the bug, saying that by using a fast Internet connection, an attacker could launch what's known as a DNS cache poisoning attack against a Domain Name server and succeed, for example, in redirecting traffic to malicious Web sites within about 10 seconds.
Matasano Researcher Thomas Ptacek declined to comment on whether or not Flake had actually figured out the flaw, but in a telephone interview he said the item had been "accidentally posted too soon." Ptacek was one of the few security researchers who had been given a detailed briefing on the bug and had agreed not to comment on it before details were made public.
Matasano's post inadvertently confirmed that Flake had described the flaw correctly, Ptacek admitted.
Late Monday, Ptacek apologized to Kaminsky on his company blog. "We regret that it ran," he wrote. "We removed it from the blog as soon as we saw it. Unfortunately, it takes only seconds for Internet publications to spread."
Kaminsky's attack takes advantage of several known DNS bugs, combining them in a novel way, said Cricket Liu vice president of architecture with DNS appliance vendor Infoblox, after viewing the Matasano post.
The bug has to do with the way DNS clients and servers obtain information from other DNS servers on the Internet. When the DNS software does not know the numerical IP (Internet Protocol) address of a computer, it asks another DNS server for this information. With cache poisoning, the attacker tricks the DNS software into believing that legitimate domains, such as idg.com, map to malicious IP addresses.
In Kaminsky's attack a cache poisoning attempt also includes what is known as "Additional Resource Record" data. By adding this data, the attack becomes much more powerful, security experts say. "The combination of them is pretty bad," Liu said.
An attacker could launch such an attack against an Internet service provider's domain name servers and then redirect them to malicious servers. By poisoning the domain name record for www.citibank.com, for example, the attackers could redirect the ISP's users to a malicious phishing server every time they tried to visit the banking site with their Web browser.
Kaminsky declined to confirm that Flake had discovered his issue, but in a posting to his Web site Monday he wrote "13>0," apparently a comment that the 13 days administrators have had to patch his flaw before its public disclosure is better than nothing.
"Patch. Today. Now. Yes, stay late," he wrote.
He has posted a test on his Web site that anyone can run to find our if their network's DNS software is patched
Monday, July 21, 2008
Dispelled Intel Rumor May Disappoint Gamers
Intel announced prices for some of its latest, most powerful chips that might disappoint digital gaming enthusiasts because they're more expensive than reports had speculated.
The latest Intel processors for gamers, the Intel Core 2 Extreme Quad-Core processors for desktop PCs that run at 3.2GHz will cost US$1,499 each in lots of 1000 processors, with a slightly different version for $1,399. Another version of the chip that runs at 3.0GHz will cost $999 in the same amounts, according to Intel's latest price list.
Gamer blogs and some news reports had speculated the new 3.2GHz Core 2 Extreme Quad-Core might come out priced at around $999, far less than Intel actually announced.
Each of the new chips comes with four calculating engines on board for more realistic 3D images and ultra-fast gaming speeds, according to Intel.
Several gaming PCs have already been designed around the chip family, including Velocity Micro's Raptor Signature Edition for around $5,995, which will ship next month and Gateway's FX541XG for around $2,707.99, which starts shipping this week.
The Core 2 Extreme Quad-Core chips had been code-named Bloomfield.
One big surprise on Intel's latest pricing list, which is dated July 15, is the lack of price declines on desktop PC processors. The list actually shows no price declines on any processors, but it in desktop PC microprocessors, there have only been rare occasions when prices don't decline. One reason prices go down is because the company needs to clear out older technology chips as it creates newer products. Another reason is because Intel continually advances its chip-making technology to gain greater efficiencies, which it can pass on to customers with lower prices.
A price war with rival Advanced Micro Devices (AMD) over the past few years has helped push microprocessor prices generally lower. Microprocessors made for laptop PCs have held up better in price because the laptop PC market has been growing at a breakneck pace. Desktop microprocessor prices, have nearly always fallen due to lackluster demand and the price war.
But recently, desktop chip prices have stabilized.
Converge, a U.S. company that does some of its work in the microprocessor spot market has noted a "dramatic resurgence of shortages in the desktop market after a sustained period of relative calm" in the third quarter.
Intel and market researcher Gartner both noted that corporations have been buying more desktop PCs recently, and Intel also said demand has been strong in emerging markets.
The latest Intel processors for gamers, the Intel Core 2 Extreme Quad-Core processors for desktop PCs that run at 3.2GHz will cost US$1,499 each in lots of 1000 processors, with a slightly different version for $1,399. Another version of the chip that runs at 3.0GHz will cost $999 in the same amounts, according to Intel's latest price list.
Gamer blogs and some news reports had speculated the new 3.2GHz Core 2 Extreme Quad-Core might come out priced at around $999, far less than Intel actually announced.
Each of the new chips comes with four calculating engines on board for more realistic 3D images and ultra-fast gaming speeds, according to Intel.
Several gaming PCs have already been designed around the chip family, including Velocity Micro's Raptor Signature Edition for around $5,995, which will ship next month and Gateway's FX541XG for around $2,707.99, which starts shipping this week.
The Core 2 Extreme Quad-Core chips had been code-named Bloomfield.
One big surprise on Intel's latest pricing list, which is dated July 15, is the lack of price declines on desktop PC processors. The list actually shows no price declines on any processors, but it in desktop PC microprocessors, there have only been rare occasions when prices don't decline. One reason prices go down is because the company needs to clear out older technology chips as it creates newer products. Another reason is because Intel continually advances its chip-making technology to gain greater efficiencies, which it can pass on to customers with lower prices.
A price war with rival Advanced Micro Devices (AMD) over the past few years has helped push microprocessor prices generally lower. Microprocessors made for laptop PCs have held up better in price because the laptop PC market has been growing at a breakneck pace. Desktop microprocessor prices, have nearly always fallen due to lackluster demand and the price war.
But recently, desktop chip prices have stabilized.
Converge, a U.S. company that does some of its work in the microprocessor spot market has noted a "dramatic resurgence of shortages in the desktop market after a sustained period of relative calm" in the third quarter.
Intel and market researcher Gartner both noted that corporations have been buying more desktop PCs recently, and Intel also said demand has been strong in emerging markets.
Five Storage Strategies to Save Money
Storage costs eat up at least 11% of IT hardware budgets, but there are plenty of ways to save money without sacrificing performance or security. In a new report called "Five Key Storage Strategies for a Down Economy," Forrester analyst Andrew Reichman provides a road map for smart purchasing and maximizing the resources you already have. Here's a summary.
1. Play hardball with vendors. The storage market is highly competitive, but vendors also know that the cost of switching can be prohibitive. (Compare storage products.) This means your current vendor might have become complacent, particularly if you have been loyal for many years, expanding capacity without competitive bids, Reichman writes.
But as the economy gets worse, "storage vendors will be trying even harder to win new deals and protect their existing accounts from competitors trying to do the same thing," Reichman writes. "Use this situation to your advantage by introducing a fresh sense of competition among the vendors you work with." By undertaking a request for proposals bidding process, you can win discounts from your current vendor or discover a new, less-expensive vendor you weren't aware of.
2. Avoid new purchases by reclaiming what you have. Wasted storage, not surprisingly, is a waste of money. Storage is allocated but not used all the time for many reasons. "Some applications and operating systems don't lend themselves to gradual storage expansion over time; they require a large up-front allocation that may or may not be consumed eventually," Reichman writes. "This tendency for over-allocation combined with limited ability to effectively forecast data growth in most organizations leads to a significant gap in the amount of capacity that is allocated versus actually used."
Reclaiming wasted storage will often require application downtime, making careful planning necessary. Using storage virtualization is one way to migrate without disruption.
Other examples of wasted storage include: servers that have been taken off-line without its associated storage being returned to the free pool, and storage that's "'mapped but not masked,' meaning it has been allocated within the storage array but not recognized by a server."
3. Audit backup and replication configurations to cut waste. As important as disaster recovery is, the technologies that enable it sometimes lead to waste. "In a typical storage environment, there can often be as many as 10 copies of the same data -- several days of full backups, a couple of snapshots, and a fully replicated copy at the alternative site," Reichman notes. "Most backup systems have inadequate reporting capabilities, so it's difficult for storage administrators to associate applications to their backup jobs and their retention schedules."
An audit of backup policies and storage configurations can "eliminate unnecessary backup jobs, snapshots, clones and replication, and can return unused disk or tape media to the free pool to reduce future expenditure." Another strategy is to review replication levels to make sure the right amount of storage is being allocated to each application. This work can be tedious but can also be done internally and for little cost. (Compare data backup and replication products.)
4. Rethink storage network decisions. When you need high performance and availability, Fibre Channel isn't the only option. Alternatives that can sometimes provide both lower cost and meet performance needs include iSCSI, the Network File System (NFS) protocol, and direct-attached storage, Reichman writes.
Oracle and VMware are throwing "their hat into the NFS ring," he says, noting that more applications are supporting NFS as a way to connect servers to storage. Direct-attached storage is also a good alternative when the benefits of centralized networked storage are limited, such as when each storage device is dedicated to one application.
"While these options might not make sense for every application or every environment, cost-conscious firms should take a good, hard look at their storage network decisions and give some consideration to [these] approaches," Reichman writes.
5. Use a tiering methodology that delivers results simply. Every cost-control strategy requires an up-front investment of time or money, but for some the ROI happens quickly. Tiering, on the other hand, has to be viewed as a long-term strategy because you won't realize savings right away. For many users, the complexity of tiered storage has outweighed cost savings, but that doesn't mean it can't be effective.
"If tiering means buying a wholly separate platform in addition to the tier one infrastructure, it can take years to realize any benefit," Reichman notes. "By shifting investments you would already have made to lower tiers instead, you can realize cost avoidance."
Because of the down economy, more businesses are putting data on tier two storage right from the beginning, and only promoting it to tier one if the performance is unacceptable, he writes. "Buying cheaper, dense disks in the systems you already own makes sense for tiering without the added cost of a separate platform," Reichman writes. "Remember to keep it simple and consistent -- having too many tiers and options makes it hard to manage the environment, which can negatively impact cost savings."
1. Play hardball with vendors. The storage market is highly competitive, but vendors also know that the cost of switching can be prohibitive. (Compare storage products.) This means your current vendor might have become complacent, particularly if you have been loyal for many years, expanding capacity without competitive bids, Reichman writes.
But as the economy gets worse, "storage vendors will be trying even harder to win new deals and protect their existing accounts from competitors trying to do the same thing," Reichman writes. "Use this situation to your advantage by introducing a fresh sense of competition among the vendors you work with." By undertaking a request for proposals bidding process, you can win discounts from your current vendor or discover a new, less-expensive vendor you weren't aware of.
2. Avoid new purchases by reclaiming what you have. Wasted storage, not surprisingly, is a waste of money. Storage is allocated but not used all the time for many reasons. "Some applications and operating systems don't lend themselves to gradual storage expansion over time; they require a large up-front allocation that may or may not be consumed eventually," Reichman writes. "This tendency for over-allocation combined with limited ability to effectively forecast data growth in most organizations leads to a significant gap in the amount of capacity that is allocated versus actually used."
Reclaiming wasted storage will often require application downtime, making careful planning necessary. Using storage virtualization is one way to migrate without disruption.
Other examples of wasted storage include: servers that have been taken off-line without its associated storage being returned to the free pool, and storage that's "'mapped but not masked,' meaning it has been allocated within the storage array but not recognized by a server."
3. Audit backup and replication configurations to cut waste. As important as disaster recovery is, the technologies that enable it sometimes lead to waste. "In a typical storage environment, there can often be as many as 10 copies of the same data -- several days of full backups, a couple of snapshots, and a fully replicated copy at the alternative site," Reichman notes. "Most backup systems have inadequate reporting capabilities, so it's difficult for storage administrators to associate applications to their backup jobs and their retention schedules."
An audit of backup policies and storage configurations can "eliminate unnecessary backup jobs, snapshots, clones and replication, and can return unused disk or tape media to the free pool to reduce future expenditure." Another strategy is to review replication levels to make sure the right amount of storage is being allocated to each application. This work can be tedious but can also be done internally and for little cost. (Compare data backup and replication products.)
4. Rethink storage network decisions. When you need high performance and availability, Fibre Channel isn't the only option. Alternatives that can sometimes provide both lower cost and meet performance needs include iSCSI, the Network File System (NFS) protocol, and direct-attached storage, Reichman writes.
Oracle and VMware are throwing "their hat into the NFS ring," he says, noting that more applications are supporting NFS as a way to connect servers to storage. Direct-attached storage is also a good alternative when the benefits of centralized networked storage are limited, such as when each storage device is dedicated to one application.
"While these options might not make sense for every application or every environment, cost-conscious firms should take a good, hard look at their storage network decisions and give some consideration to [these] approaches," Reichman writes.
5. Use a tiering methodology that delivers results simply. Every cost-control strategy requires an up-front investment of time or money, but for some the ROI happens quickly. Tiering, on the other hand, has to be viewed as a long-term strategy because you won't realize savings right away. For many users, the complexity of tiered storage has outweighed cost savings, but that doesn't mean it can't be effective.
"If tiering means buying a wholly separate platform in addition to the tier one infrastructure, it can take years to realize any benefit," Reichman notes. "By shifting investments you would already have made to lower tiers instead, you can realize cost avoidance."
Because of the down economy, more businesses are putting data on tier two storage right from the beginning, and only promoting it to tier one if the performance is unacceptable, he writes. "Buying cheaper, dense disks in the systems you already own makes sense for tiering without the added cost of a separate platform," Reichman writes. "Remember to keep it simple and consistent -- having too many tiers and options makes it hard to manage the environment, which can negatively impact cost savings."
Watch for Security in the Clouds
Security applications delivered as cloud-based services will more than triple by 2013, according to Gartner.
The firm said 20 percent of the revenue of messaging security tools, such as antimalware and antispam services for email and instant messaging, currently comes through the cloud delivery model. But this will jump to 60 percent by 2013.
Popular on-demand enterprise applications, such as those provided by Salesforce.com, are allowing mobile workers to bypass the corporate network to access business data. Gartner said this will force security teams to put controls between mobile workers and cloud based services.
"Although perimeter security controls will be required to protect the remaining data center functions and the large portions of enterprise populations that are not mobile, new approaches will be needed to secure cloud-based IT services," John Pescatore, vice president and Gartner analyst said in a statement.
"One answer will be cloud-enabled security 'proxies' whereby all access to approved cloud-based IT services will be required to flow through cloud-based security services that enforce authentication, data loss prevention, intrusion prevention, network access control, vulnerability management and so on," he said.
Gartner defines cloud computing as a type of computing where IT-related capabilities are provided as a service using Internet technologies to multiple external customers. This delivery model is getting closer towards widespread acceptance, according to Gartner, because it allows enterprises to gain security services such as distributed denial-of-service attack (DDoS) protection without huge capital investments.
But, Pescatore warned the use of cloud computing will make organizations more vulnerable to some security risks.
"Inexpensive cloud-based processing will make it easier and cheaper to break encryption keys or find vulnerabilities in software, and financially motivated criminals will certainly seek to take advantage of that," he said. "Enterprises will need to prioritize the adoption of encryption technologies that provide easy movement to longer keys."
The firm said 20 percent of the revenue of messaging security tools, such as antimalware and antispam services for email and instant messaging, currently comes through the cloud delivery model. But this will jump to 60 percent by 2013.
Popular on-demand enterprise applications, such as those provided by Salesforce.com, are allowing mobile workers to bypass the corporate network to access business data. Gartner said this will force security teams to put controls between mobile workers and cloud based services.
"Although perimeter security controls will be required to protect the remaining data center functions and the large portions of enterprise populations that are not mobile, new approaches will be needed to secure cloud-based IT services," John Pescatore, vice president and Gartner analyst said in a statement.
"One answer will be cloud-enabled security 'proxies' whereby all access to approved cloud-based IT services will be required to flow through cloud-based security services that enforce authentication, data loss prevention, intrusion prevention, network access control, vulnerability management and so on," he said.
Gartner defines cloud computing as a type of computing where IT-related capabilities are provided as a service using Internet technologies to multiple external customers. This delivery model is getting closer towards widespread acceptance, according to Gartner, because it allows enterprises to gain security services such as distributed denial-of-service attack (DDoS) protection without huge capital investments.
But, Pescatore warned the use of cloud computing will make organizations more vulnerable to some security risks.
"Inexpensive cloud-based processing will make it easier and cheaper to break encryption keys or find vulnerabilities in software, and financially motivated criminals will certainly seek to take advantage of that," he said. "Enterprises will need to prioritize the adoption of encryption technologies that provide easy movement to longer keys."
Tech Job Cuts Forecast for 2009
CIOs plan sharp reductions in contract staff, professional services, and hardware -- and almost no investment in cloud computing
IT staff jobs are at increasing risk -- both for contractors and in-house workers -- according to a survey of top CIOs by Goldman, Sachs & Co released last week. Global services companies will also feel the pinch because of the slowing economy.
A second survey showed that basic PC and network hardware, as well as professional services providers, would bear the largest proportion of spending cuts. It also showed that CIOs planned to emphasize economizing measures over investments new technologies, with cloud computing emerging as the last item on their priority lists, despite the hype around it.
IT contractors to bear the brunt of cuts
"Demand for discretionary IT projects dropped to its lowest point" in the 41-study history of the Goldman Sachs staffing survey, which asked 100 managers with strategic-decision-making authority (mainly CIOs at multinational Fortune 1000 companies) about their about IT staffing plans for 2009.
The Sachs report states that "in a cost-constrained IT budget scenario, CIOs will most likely look to cut their resources first from lower-value augmented [contract] IT staff." The company also describes its survey as "an early warning flag" for service providers' 2009 bookings of new projects.
These intended cutbacks are a change from last fall. When the managers were asked in October which area of IT service delivery resources they would cut for application-related development or maintenance work, the answer was 0 percent for in-house staff. However, with a declining economy, a February survey's results saw 8 percent of respondents saying in-house IT programming staff would be cut. In April, 15 percent of respondents said in-house staff would be cut. That dropped to 11 percent in the June survey (the most recent), which was released last week.
But contract staff fare much worse, with 48 percent of the respondents saying that such staff would be cut. And 30 percent of the responders said on-site third-party service provider staff would also be cut for application-related development or maintenance work. Twelve percent of the managers said they would cut staff from offshore third-party service providers.
Consultants, hardware targets of spending cuts
The second survey by Goldman Sachs probed 2009 spending plans based on type of IT projects. This survey also showed cuts are in the offing. "ROI is the name of the game. CIOs have emphasized to us that they are buying on a need versus want basis, are often downsizing deals to fit with current budget constraints, and are searching for solutions with a high and fast ROI," the survey authors wrote.
The spending survey indicated CIOs see the "greatest potential for cost reduction in IT in the area of networking equipment." A full 47 percent of the responders said the most likely area where spending would be slowed would be on purchases of personal computer systems, servers, and storage.
Spending cuts won't be limits to equipment: 42 percent of the CIOs indicated that "they are reluctant to spend money on third-party professional services." This is in keeping with the decline in interest for discretionary IT projects and could indicate more of a reliance on in-house IT staff.
Cloud computing may get buzz, but it won't get spend
The CIOs surveyed indicated that server virtualization and server consolidation are their No. 1 and No. 2 priorities. Following these two are cost cutting, application integration, and datacenter consolidation. At the bottom of the list of IT priorities are grid computing, open source software, content management, and cloud computing (called on-demand/utility computing in the survey) -- less than 2 percent of the respondents said cloud computing was a priority.
Charles King, a principal analyst with Pund-IT, said that such hot-button technologies like cloud computing deployments may slow down. "The message here is CIOs are looking primarily to tested, well-understood technologies that can result in savings or increased business efficiencies whose support can be argued from a financial point of view," he said.
One reason for the low priorities of grid computing, open source software, and cloud computing may be that CIOs and business executives don't understand their value. "They require a technical understanding to get to their importance. I don't think C-level executives and managers have that understanding," King said.
IT staff jobs are at increasing risk -- both for contractors and in-house workers -- according to a survey of top CIOs by Goldman, Sachs & Co released last week. Global services companies will also feel the pinch because of the slowing economy.
A second survey showed that basic PC and network hardware, as well as professional services providers, would bear the largest proportion of spending cuts. It also showed that CIOs planned to emphasize economizing measures over investments new technologies, with cloud computing emerging as the last item on their priority lists, despite the hype around it.
IT contractors to bear the brunt of cuts
"Demand for discretionary IT projects dropped to its lowest point" in the 41-study history of the Goldman Sachs staffing survey, which asked 100 managers with strategic-decision-making authority (mainly CIOs at multinational Fortune 1000 companies) about their about IT staffing plans for 2009.
The Sachs report states that "in a cost-constrained IT budget scenario, CIOs will most likely look to cut their resources first from lower-value augmented [contract] IT staff." The company also describes its survey as "an early warning flag" for service providers' 2009 bookings of new projects.
These intended cutbacks are a change from last fall. When the managers were asked in October which area of IT service delivery resources they would cut for application-related development or maintenance work, the answer was 0 percent for in-house staff. However, with a declining economy, a February survey's results saw 8 percent of respondents saying in-house IT programming staff would be cut. In April, 15 percent of respondents said in-house staff would be cut. That dropped to 11 percent in the June survey (the most recent), which was released last week.
But contract staff fare much worse, with 48 percent of the respondents saying that such staff would be cut. And 30 percent of the responders said on-site third-party service provider staff would also be cut for application-related development or maintenance work. Twelve percent of the managers said they would cut staff from offshore third-party service providers.
Consultants, hardware targets of spending cuts
The second survey by Goldman Sachs probed 2009 spending plans based on type of IT projects. This survey also showed cuts are in the offing. "ROI is the name of the game. CIOs have emphasized to us that they are buying on a need versus want basis, are often downsizing deals to fit with current budget constraints, and are searching for solutions with a high and fast ROI," the survey authors wrote.
The spending survey indicated CIOs see the "greatest potential for cost reduction in IT in the area of networking equipment." A full 47 percent of the responders said the most likely area where spending would be slowed would be on purchases of personal computer systems, servers, and storage.
Spending cuts won't be limits to equipment: 42 percent of the CIOs indicated that "they are reluctant to spend money on third-party professional services." This is in keeping with the decline in interest for discretionary IT projects and could indicate more of a reliance on in-house IT staff.
Cloud computing may get buzz, but it won't get spend
The CIOs surveyed indicated that server virtualization and server consolidation are their No. 1 and No. 2 priorities. Following these two are cost cutting, application integration, and datacenter consolidation. At the bottom of the list of IT priorities are grid computing, open source software, content management, and cloud computing (called on-demand/utility computing in the survey) -- less than 2 percent of the respondents said cloud computing was a priority.
Charles King, a principal analyst with Pund-IT, said that such hot-button technologies like cloud computing deployments may slow down. "The message here is CIOs are looking primarily to tested, well-understood technologies that can result in savings or increased business efficiencies whose support can be argued from a financial point of view," he said.
One reason for the low priorities of grid computing, open source software, and cloud computing may be that CIOs and business executives don't understand their value. "They require a technical understanding to get to their importance. I don't think C-level executives and managers have that understanding," King said.
Green isn't Great, Study Says
The notion of green computing is an unhelpful one, making it harder for companies to implement carbon reduction policies. That's according to a new report from the Carbon Disclosure Project, which questioned 11 leading enterprises about their environmental policies.
The term 'green' came in for heavy criticism: The report said that the word was an "employee or consumer-friendly way of introducing climate-change topics," but was too vague for general use, lacking "the specific definitions needed to manage carbon and/or other greenhouse gas (GHG) emissions." Marieke Beckmann, responsible for communication and corporate partnership at CDP, agreed that the term was too misleading. "Green shouldn't be used," she said.
The report, which was produced in conjunction with IBM, sets out a variety of measures by which companies could set guidelines to reduce carbon emissions, including: setting definitions, appointing a carbon information manager, more detailed electricity billing, league-tables of departmental carbon use, greater use of videoconferencing and IM, more mobile working and a reduction in business travel.
The need to set definitions is a thorny one, as different companies offer different power ratings for servers. Beckmann agreed and said that was a difficulty measuring carbon use and power emissions. "There's no one standard that's applicable across all companies, across all sectors," she said. "In fact, there's no standard that can be applied across one sector," she added.
While accepting that it was stating the obvious to say that to reduce carbon emissions would have to have an accurate definition of carbon emissions in the first place, she said that many organizations didn't have that. "Sometimes, stating the obvious is sometimes a good thing," she said.
Companies who took part in the survey included HBOS, IBM, Lloyds TSB, Tesco and Unilever.
The term 'green' came in for heavy criticism: The report said that the word was an "employee or consumer-friendly way of introducing climate-change topics," but was too vague for general use, lacking "the specific definitions needed to manage carbon and/or other greenhouse gas (GHG) emissions." Marieke Beckmann, responsible for communication and corporate partnership at CDP, agreed that the term was too misleading. "Green shouldn't be used," she said.
The report, which was produced in conjunction with IBM, sets out a variety of measures by which companies could set guidelines to reduce carbon emissions, including: setting definitions, appointing a carbon information manager, more detailed electricity billing, league-tables of departmental carbon use, greater use of videoconferencing and IM, more mobile working and a reduction in business travel.
The need to set definitions is a thorny one, as different companies offer different power ratings for servers. Beckmann agreed and said that was a difficulty measuring carbon use and power emissions. "There's no one standard that's applicable across all companies, across all sectors," she said. "In fact, there's no standard that can be applied across one sector," she added.
While accepting that it was stating the obvious to say that to reduce carbon emissions would have to have an accurate definition of carbon emissions in the first place, she said that many organizations didn't have that. "Sometimes, stating the obvious is sometimes a good thing," she said.
Companies who took part in the survey included HBOS, IBM, Lloyds TSB, Tesco and Unilever.
Google Gets 70% of U.S. Searches
Seventy percent of U.S. searches in June were done on Google Inc.'s search engine, according to Web measurement figures from market research company Hitwise Pty. Ltd. .
In the four weeks ending June 28, Google accounted for 69.17% of all U.S. searches, up from 63.92%, or 8%, from the same period a year ago, according to Hitwise.
But Google's gain led to lower numbers for other search companies. Yahoo Inc. received 19.62% of U.S. searches in June, down from 21.31% last year, while MSN Search received 5.46%, down from 9.85% in June 2007.
Ask.com , on the other hand, had better news, collecting 4.17% of searches, up from 3.42% a year ago, according to Hitwise.
"Google just continues to grab market share," said Hitwise spokesman Matt Tatham. "There's just no ceiling for them." And when searches on Google go up, searches on the other search engines go down, he said.
The jump in searches at Ask.com was probably because it redesigned its home page and added some new functions to its search that may have drawn people in, Tatham said.
"Search engines continue to be the primary way Internet users navigate to key industry categories," Hitwise said. Year over year, the travel, news and media, entertainment, business and finance, sports, online video and social networking categories had double digit growth in traffic coming from search engines, the company said.
In the four weeks ending June 28, Google accounted for 69.17% of all U.S. searches, up from 63.92%, or 8%, from the same period a year ago, according to Hitwise.
But Google's gain led to lower numbers for other search companies. Yahoo Inc. received 19.62% of U.S. searches in June, down from 21.31% last year, while MSN Search received 5.46%, down from 9.85% in June 2007.
Ask.com , on the other hand, had better news, collecting 4.17% of searches, up from 3.42% a year ago, according to Hitwise.
"Google just continues to grab market share," said Hitwise spokesman Matt Tatham. "There's just no ceiling for them." And when searches on Google go up, searches on the other search engines go down, he said.
The jump in searches at Ask.com was probably because it redesigned its home page and added some new functions to its search that may have drawn people in, Tatham said.
"Search engines continue to be the primary way Internet users navigate to key industry categories," Hitwise said. Year over year, the travel, news and media, entertainment, business and finance, sports, online video and social networking categories had double digit growth in traffic coming from search engines, the company said.
Friday, July 18, 2008
Yahoo Uses Home Page to Lobby Against Icahn
Yahoo has added a button on its main Web site linking to a page that lobbies shareholders to vote against Carl Icahn's plans for the company, stepping up its rhetoric in the days leading up to its annual meeting.
The page, reached via a button that reads "Your Yahoo! Your Vote," clearly tries to discredit Icahn, who has proposed a new board of directors for Yahoo in hopes of facilitating a deal with Microsoft.
Featured on the page is a chart listing companies that Yahoo says Icahn has been involved with and noting how the stock price of each of the companies has changed since his involvement, dating back to 2004. According to Yahoo, of the 15 companies on the list, all but three have seen their stock prices decline. The companies include struggling concerns such as Motorola and Blockbuster.
In bold type at the very top of the page, Yahoo quotes Icahn from a Wall Street Journal article as saying, "It's hard to understand these technology companies," in an apparent attempt to portray Icahn as unable to make an informed plan regarding a technology company like Yahoo.
The site links to Yahoo press releases, letters to shareholders and information about how shareholders can cast their votes.
Yahoo plans to hold its annual meeting on Aug. 1. Its entire board of directors is up for re-election at that time, as is a new board proposed by Icahn. The activist investor has said that if his board is elected, Microsoft has agreed to consider a transaction that would include buying Yahoo's search business.
On his blog, Icahn has not reacted to the new Yahoo Web page, but to date he has been quite clear about his intentions and how he feels about Yahoo's current leadership. Earlier this week, he issued an open letter to shareholders that said: "Our company is on a precipice and our board seems ready to take the risk of seeing it topple." That letter was written in response to an earlier letter Yahoo sent to shareholders that was critical of Icahn's plans.
Large institutional shareholders are beginning to publicly take sides in the dispute. Legg Mason, which owns 4.4 percent of Yahoo's stock, said on Friday that it plans to back Yahoo's slate of candidates for the board.
The page, reached via a button that reads "Your Yahoo! Your Vote," clearly tries to discredit Icahn, who has proposed a new board of directors for Yahoo in hopes of facilitating a deal with Microsoft.
Featured on the page is a chart listing companies that Yahoo says Icahn has been involved with and noting how the stock price of each of the companies has changed since his involvement, dating back to 2004. According to Yahoo, of the 15 companies on the list, all but three have seen their stock prices decline. The companies include struggling concerns such as Motorola and Blockbuster.
In bold type at the very top of the page, Yahoo quotes Icahn from a Wall Street Journal article as saying, "It's hard to understand these technology companies," in an apparent attempt to portray Icahn as unable to make an informed plan regarding a technology company like Yahoo.
The site links to Yahoo press releases, letters to shareholders and information about how shareholders can cast their votes.
Yahoo plans to hold its annual meeting on Aug. 1. Its entire board of directors is up for re-election at that time, as is a new board proposed by Icahn. The activist investor has said that if his board is elected, Microsoft has agreed to consider a transaction that would include buying Yahoo's search business.
On his blog, Icahn has not reacted to the new Yahoo Web page, but to date he has been quite clear about his intentions and how he feels about Yahoo's current leadership. Earlier this week, he issued an open letter to shareholders that said: "Our company is on a precipice and our board seems ready to take the risk of seeing it topple." That letter was written in response to an earlier letter Yahoo sent to shareholders that was critical of Icahn's plans.
Large institutional shareholders are beginning to publicly take sides in the dispute. Legg Mason, which owns 4.4 percent of Yahoo's stock, said on Friday that it plans to back Yahoo's slate of candidates for the board.
AMD Takes on Intel With Its Own Low-power Chip
Advanced Micro Devices is developing a low-power processor for mobile devices and sub-notebooks, the company confirmed Friday, quashing months of speculation that it had abandoned the project.
The chip will compete with Intel's Atom processor and potentially supplant AMD's low-power Geode x86 system-on-chip, which is included in One Laptop Per Child's XO laptop. Based on the x86 system-on-chip design acquired from National Semiconductor in 2003, Geode is also offered in thin clients and embedded equipment.
AMD declined to comment on release dates for the chip.
Plans to develop a low-power chip, code-named Bobcat, were first revealed by AMD last year. At the time, AMD officials described the chip as "designed for maximum energy efficiency and performance-per-watt for next-generation mobile devices, scaling as low as 1 watt."
The company has been quiet about plans for Bobcat ever since, leading to speculation among industry observers that it had abandoned the project as it tries to recover from consecutive quarterly losses and restructuring.
Further details about the new mobile chip are expected to be revealed in November at the company's analyst conference, said AMD's new CEO Dirk Meyer, during a conference call on Thursday to discuss the company's financial results.
"Clearly, when you talk about smaller form-factor notebooks and inexpensive notebooks that is a market segment we are interested in," Meyer said.
AMD could be a late entrant to the market of low-power chips for mobile devices rife with competition. Intel released Atom processors earlier this year, building the x86 architecture into low-power chips that are now being used in low-cost sub-notebooks and mobile Internet devices. Via also introduced the Isaiah processor for mobile devices and sub-notebooks. In June, Nvidia announced the Tegra system-on-chip for cell phones with an integrated graphics processor.
Apple is also taking a stab at the mobile chip market, using the recent acquisition of PA Semi to develop system-on-chips for the iPhone.
Intel is already working an Atom successor code-named Moorestown, due for release in 2009. The platform includes a system-on-chip code-named Lincroft, which is based on a 45-nanometer Silverthorne core, and puts a graphics, video and memory controller on a single chip.
The chip will compete with Intel's Atom processor and potentially supplant AMD's low-power Geode x86 system-on-chip, which is included in One Laptop Per Child's XO laptop. Based on the x86 system-on-chip design acquired from National Semiconductor in 2003, Geode is also offered in thin clients and embedded equipment.
AMD declined to comment on release dates for the chip.
Plans to develop a low-power chip, code-named Bobcat, were first revealed by AMD last year. At the time, AMD officials described the chip as "designed for maximum energy efficiency and performance-per-watt for next-generation mobile devices, scaling as low as 1 watt."
The company has been quiet about plans for Bobcat ever since, leading to speculation among industry observers that it had abandoned the project as it tries to recover from consecutive quarterly losses and restructuring.
Further details about the new mobile chip are expected to be revealed in November at the company's analyst conference, said AMD's new CEO Dirk Meyer, during a conference call on Thursday to discuss the company's financial results.
"Clearly, when you talk about smaller form-factor notebooks and inexpensive notebooks that is a market segment we are interested in," Meyer said.
AMD could be a late entrant to the market of low-power chips for mobile devices rife with competition. Intel released Atom processors earlier this year, building the x86 architecture into low-power chips that are now being used in low-cost sub-notebooks and mobile Internet devices. Via also introduced the Isaiah processor for mobile devices and sub-notebooks. In June, Nvidia announced the Tegra system-on-chip for cell phones with an integrated graphics processor.
Apple is also taking a stab at the mobile chip market, using the recent acquisition of PA Semi to develop system-on-chips for the iPhone.
Intel is already working an Atom successor code-named Moorestown, due for release in 2009. The platform includes a system-on-chip code-named Lincroft, which is based on a 45-nanometer Silverthorne core, and puts a graphics, video and memory controller on a single chip.
Going Up: Slow Progress on 'space Elevator'
Disney World, Epcot, Universal Studios and ... Space Orlando. In the future, Florida could be the site of a simulated "elevator" that allows people to check out life on a space station, virtually.
That's one dream of Bradley Edwards, president of Black Line Ascension and one of the leading proponents of space elevators. The center, which would be a combined entertainment and research facility, could help solve one of the many critical issues plaguing the concept of a simulated space elevator, namely a lack of funding.
At the first space elevator conference in four years, this time in Redmond, Washington, on Microsoft's campus, Edwards announced that he is investigating the feasibility of a combined entertainment and research center, to be called Space Orlando, designed to help fund the building of a space elevator. The cluster of buildings would comprise 2 million square feet (929,030 square meters) and a 10-story-high structure that visitors could enter as if they were walking into a terminal for a real space elevator. They'd buy a ticket, enter the climber vehicle and feel like they're ascending into space, thanks to virtual reality technologies.
They'd step off the climber into space -- or really, a massive room lined with plasma screens displaying what it would look like to be on a space station, looking out into the solar system.
The entertainment facility would also be a working research center. "Wrapped into it are real research labs with glass walls, unfortunately for the researchers," Edwards joked. Visitors would be able to observe the technology the researchers are working on, such as a habitat for people in space.
Edwards estimates the facility would cost US$500 million to $1 billion to build and would attract 8 million visitors a year. Their entrance tickets would help fund the research and development of a space elevator. As Edwards envisions it, a real space elevator, as opposed to a simulated version, would consist of a very long "ribbon" made of carbon nanotubes stretching from a platform on Earth into geosynchronous altitude, around 22,000 miles (35,406 kilometers) above Earth's surface. Lightweight cars would attach to the ribbon and ride up into space. Travel time to the geosynchronous altitude: eight days, moving at 120 miles per hour.
The center could be a relatively easy way to fund research, he said. "Applying for NASA grants is a bit more of a challenge for getting funding," he said. To date, only about $570,000 in funding has been dedicated to the concept of the space elevator in total, he said. "Nobody's getting paid for this," he said.
There are a number of other hurdles, in addition to the funding issue. Technically, scientists are still working out how to piece together carbon nanotube strands at the length required.
One conference speaker pointed out a bigger problem that has yet to be solved. "When you have an object that extends from the surface of Earth to geosynchronous altitude, every satellite currently in orbit, every piece of debris and every satellite in the future will crash into the elevator," said Ivan Bekey, a former NASA scientist currently with Bekey Designs. "Every one, with no exception."
There are about 6,000 satellites in orbit today, he said, many of which are no longer in use. When a satellite hits the space elevator, it would "vaporize it," he said.
So far, none of the potential solutions for avoiding such a collision are viable, he said. The dead satellites essentially can't alter their orbits to avoid the elevator and it would be too costly to require live satellites to move out of the way.
Some proponents say that the elevator could be tethered to a platform in the ocean that could be moved so that the elevator could avoid approaching satellites. That plan opens issues around the oscillations that would travel up and down the elevator each time the platform is moved. Some research into the matter has been done but there's still some uncertainty, particularly around how big the oscillations would be, Edwards said.
The idea of a space elevator grew in science-fiction novels around the 1960s but didn't become a potential reality until the discovery of carbon nanotubes in 1991, Edwards said. A space elevator is of interest to scientists because it could enable a much cheaper method for transporting items to and from space. The ability to move objects easily into space could spawn "the full commercialization of space," including manufacturing, tourism, solar-energy generation and research and development, Edwards said.
NASA has a space elevator on its road map for around the year 2200, Edwards said. But it's possible that a space elevator could come first from a non-U.S. country. Japan currently has a space elevator on its road map for 2030, Edwards said.
Speakers at the conference recognize that the whole concept of the space elevator strikes many people as unbelievable, but they argue that the technology required to build such an elevator is available or at least plausible.
That's one dream of Bradley Edwards, president of Black Line Ascension and one of the leading proponents of space elevators. The center, which would be a combined entertainment and research facility, could help solve one of the many critical issues plaguing the concept of a simulated space elevator, namely a lack of funding.
At the first space elevator conference in four years, this time in Redmond, Washington, on Microsoft's campus, Edwards announced that he is investigating the feasibility of a combined entertainment and research center, to be called Space Orlando, designed to help fund the building of a space elevator. The cluster of buildings would comprise 2 million square feet (929,030 square meters) and a 10-story-high structure that visitors could enter as if they were walking into a terminal for a real space elevator. They'd buy a ticket, enter the climber vehicle and feel like they're ascending into space, thanks to virtual reality technologies.
They'd step off the climber into space -- or really, a massive room lined with plasma screens displaying what it would look like to be on a space station, looking out into the solar system.
The entertainment facility would also be a working research center. "Wrapped into it are real research labs with glass walls, unfortunately for the researchers," Edwards joked. Visitors would be able to observe the technology the researchers are working on, such as a habitat for people in space.
Edwards estimates the facility would cost US$500 million to $1 billion to build and would attract 8 million visitors a year. Their entrance tickets would help fund the research and development of a space elevator. As Edwards envisions it, a real space elevator, as opposed to a simulated version, would consist of a very long "ribbon" made of carbon nanotubes stretching from a platform on Earth into geosynchronous altitude, around 22,000 miles (35,406 kilometers) above Earth's surface. Lightweight cars would attach to the ribbon and ride up into space. Travel time to the geosynchronous altitude: eight days, moving at 120 miles per hour.
The center could be a relatively easy way to fund research, he said. "Applying for NASA grants is a bit more of a challenge for getting funding," he said. To date, only about $570,000 in funding has been dedicated to the concept of the space elevator in total, he said. "Nobody's getting paid for this," he said.
There are a number of other hurdles, in addition to the funding issue. Technically, scientists are still working out how to piece together carbon nanotube strands at the length required.
One conference speaker pointed out a bigger problem that has yet to be solved. "When you have an object that extends from the surface of Earth to geosynchronous altitude, every satellite currently in orbit, every piece of debris and every satellite in the future will crash into the elevator," said Ivan Bekey, a former NASA scientist currently with Bekey Designs. "Every one, with no exception."
There are about 6,000 satellites in orbit today, he said, many of which are no longer in use. When a satellite hits the space elevator, it would "vaporize it," he said.
So far, none of the potential solutions for avoiding such a collision are viable, he said. The dead satellites essentially can't alter their orbits to avoid the elevator and it would be too costly to require live satellites to move out of the way.
Some proponents say that the elevator could be tethered to a platform in the ocean that could be moved so that the elevator could avoid approaching satellites. That plan opens issues around the oscillations that would travel up and down the elevator each time the platform is moved. Some research into the matter has been done but there's still some uncertainty, particularly around how big the oscillations would be, Edwards said.
The idea of a space elevator grew in science-fiction novels around the 1960s but didn't become a potential reality until the discovery of carbon nanotubes in 1991, Edwards said. A space elevator is of interest to scientists because it could enable a much cheaper method for transporting items to and from space. The ability to move objects easily into space could spawn "the full commercialization of space," including manufacturing, tourism, solar-energy generation and research and development, Edwards said.
NASA has a space elevator on its road map for around the year 2200, Edwards said. But it's possible that a space elevator could come first from a non-U.S. country. Japan currently has a space elevator on its road map for 2030, Edwards said.
Speakers at the conference recognize that the whole concept of the space elevator strikes many people as unbelievable, but they argue that the technology required to build such an elevator is available or at least plausible.
Bugs & Fixes: Fixing IPhone 2.0 Sync Problems
It's been a tough week for Apple. First, there were the activation hassles during the iPhone 3G launch day. Next up were the numerous complaints about poor 3G network signal strength and batteries that lose their charge too quickly. (Expect these to be resolved via future updates to the iPhone software.)
And then there's MobileMe. It had so many launch problems that Apple felt compelled to offer an apology and give all current subscribers a free 30-day extension.
Amidst all of this, it's hard to choose exactly which one or two issues to highlight here. Ultimately, I decided to focus on two lesser known fixes for iPhone problems--fixes that, nonetheless, can resolve a wide range of sync symptoms.
Fix iPhone sync problems by reinstalling iTunes
After switching over to an iPhone 3G, I discovered that syncing my iPhone's Contacts list had gone astray. In particular, syncing was now inexplicably unidirectional--only from the Mac to the iPhone. Any changes I made on the iPhone itself were eradicated after a sync. Among other things, this meant that ringtones I had assigned to contacts (which cannot be linked except on the iPhone itself) would not survive a sync. Very annoying.
I went through a laundry list of potential fixes, none of which had any effect. What finally succeeded (and a tip of the hat to Apple tech support for guidance here) was to completely remove iTunes from my Mac and reinstall it.
To do so on your Mac, drag iTunes to the Trash, restart the Mac and then empty the Trash. Next, go to the iTunes download page to download and install the latest version of the software. After I did this, I was pleasantly surprised to find that my sync problem was gone.
A related not-well-known but often helpful fix is to launch iSync, select Preferences from the iSync menu, and click the Reset Sync History button (as noted in this support document). I might have tried this before I set about to reinstall iTunes--but the button was grayed out and unselectable on my Mac. Interestingly, reinstalling iTunes fixed this glitch as well. While a sync reset should leave all your data intact, I recommend playing it safe and backing up your Address Book and iCal data before proceeding.
Fix MobileMe-to-iPhone sync problems by deleting the MobileMe account
After setting up MobileMe, I noticed that none of my calendar changes on the MobileMe Web site were being pushed to my iPhone. I tried numerous fixes, as suggested in this Apple article. However, I had to go all the way down to the tenth and final suggestion before finding the one that worked: Deleting and re-adding my MobileMe account on the iPhone (via Settings -> Mail, Contacts and Calendars). Especially if you had previously set up a .Mac account on your iPhone that was converted to MobileMe, I recommend starting with this step rather than saving it for last. It costs very little in time and hassle--and is a cure-all for a variety of MobileMe-to-iPhone symptoms.
And then there's MobileMe. It had so many launch problems that Apple felt compelled to offer an apology and give all current subscribers a free 30-day extension.
Amidst all of this, it's hard to choose exactly which one or two issues to highlight here. Ultimately, I decided to focus on two lesser known fixes for iPhone problems--fixes that, nonetheless, can resolve a wide range of sync symptoms.
Fix iPhone sync problems by reinstalling iTunes
After switching over to an iPhone 3G, I discovered that syncing my iPhone's Contacts list had gone astray. In particular, syncing was now inexplicably unidirectional--only from the Mac to the iPhone. Any changes I made on the iPhone itself were eradicated after a sync. Among other things, this meant that ringtones I had assigned to contacts (which cannot be linked except on the iPhone itself) would not survive a sync. Very annoying.
I went through a laundry list of potential fixes, none of which had any effect. What finally succeeded (and a tip of the hat to Apple tech support for guidance here) was to completely remove iTunes from my Mac and reinstall it.
To do so on your Mac, drag iTunes to the Trash, restart the Mac and then empty the Trash. Next, go to the iTunes download page to download and install the latest version of the software. After I did this, I was pleasantly surprised to find that my sync problem was gone.
A related not-well-known but often helpful fix is to launch iSync, select Preferences from the iSync menu, and click the Reset Sync History button (as noted in this support document). I might have tried this before I set about to reinstall iTunes--but the button was grayed out and unselectable on my Mac. Interestingly, reinstalling iTunes fixed this glitch as well. While a sync reset should leave all your data intact, I recommend playing it safe and backing up your Address Book and iCal data before proceeding.
Fix MobileMe-to-iPhone sync problems by deleting the MobileMe account
After setting up MobileMe, I noticed that none of my calendar changes on the MobileMe Web site were being pushed to my iPhone. I tried numerous fixes, as suggested in this Apple article. However, I had to go all the way down to the tenth and final suggestion before finding the one that worked: Deleting and re-adding my MobileMe account on the iPhone (via Settings -> Mail, Contacts and Calendars). Especially if you had previously set up a .Mac account on your iPhone that was converted to MobileMe, I recommend starting with this step rather than saving it for last. It costs very little in time and hassle--and is a cure-all for a variety of MobileMe-to-iPhone symptoms.
Wednesday, July 16, 2008
Chairman of Chip Maker UMC Resigns
The chairman and CEO of United Microelectronics (UMC), the second-largest contract chip maker in the world, announced his resignation on Wednesday, with the company immediately naming his replacements.
Jackson Hu took over as chairman of UMC in early 2006 after his boss stepped down in a spat with the Taiwan government. Robert Tsao [CQ], founder and former chairman of UMC, left his job amid allegations of illegally investing in China. Last year, he and another UMC executive were exonerated when a Taiwan court ruled there was not enough evidence to convict them in the case.
Hu will take on a new role as a senior advisor to UMC.
In his place, UMC appointed a more youthful, professional management team aimed at revitalizing the chip maker, according to a statement.
UMC's chief financial officer, Stan Hung, will take over as chairman at UMC, while Sun Shih-wei, chief operating officer at the company, will take over the CEO role.
Tsao was indicted in 2006 for allegedly investing in and transferring chip technology to Chinese chip maker He Jian Technology. He admitted to advising He Jian during its start-up phase, but maintained that all help was within legal bounds.
Taiwan carefully controls chip investments in China, fearing it could lead to job losses on the island or that its technology could be used to bolster Chinese military might. The two separated in 1949 amid civil war, and Beijing has long threatened the use of force to take the island if it moves towards formal independence.
Jackson Hu took over as chairman of UMC in early 2006 after his boss stepped down in a spat with the Taiwan government. Robert Tsao [CQ], founder and former chairman of UMC, left his job amid allegations of illegally investing in China. Last year, he and another UMC executive were exonerated when a Taiwan court ruled there was not enough evidence to convict them in the case.
Hu will take on a new role as a senior advisor to UMC.
In his place, UMC appointed a more youthful, professional management team aimed at revitalizing the chip maker, according to a statement.
UMC's chief financial officer, Stan Hung, will take over as chairman at UMC, while Sun Shih-wei, chief operating officer at the company, will take over the CEO role.
Tsao was indicted in 2006 for allegedly investing in and transferring chip technology to Chinese chip maker He Jian Technology. He admitted to advising He Jian during its start-up phase, but maintained that all help was within legal bounds.
Taiwan carefully controls chip investments in China, fearing it could lead to job losses on the island or that its technology could be used to bolster Chinese military might. The two separated in 1949 amid civil war, and Beijing has long threatened the use of force to take the island if it moves towards formal independence.
Symbian CEO Says Collaboration With Google Is Possible
Broader collaboration between Symbian and Google at either the application or operating system level is possible in the future, Symbian's CEO said Wednesday.
"We have a good relationship with Google," Nigel Clifford said at a Tokyo news conference."In fact Symbian was one of the first mobile platforms to put their applications such as Google search and maps," he said as he showed his mobile phone.
Google is about to compete head-to-head with Symbian in the cell phone space with the launch of its Android platform and Symbian is reorganizing to meet that challenge.
Last month Nokia, which holds a major stake in Symbian, said it plans to acquire all the shares in Symbian and turn it over to the Symbian Foundation, a new group backed by several companies in the mobile phone business. As part of the move the three platforms that run on Symbian -- S60, UIQ and MOAP -- will be unified into a single open mobile platform.
"By making our software open, we're inviting more developers to play and learn on the Symbian platform, "he said."Anyone can join and that is the fundamental idea behind the foundation."
Clifford said that while the change may be viewed as a reaction to growing competition from open-source mobile software, Symbian is doing it to make life easier for application developers and phone manufacturers.
He also questioned Google's purpose in pursuing Android, when Symbian has already accomplished Android's goal: a platform that is proven in the market, fully open, and operates with a royalty-free license.
Google, however, is not the only competitor from the computer world that is trying to take a slice of the mobile phone market. Apple's successful entry into the market through its iPhone could also be a threat.
"Not all PC developers can transition to developing for mobile phones -- screen sizes are different plus there are limitations in power and memory", said Clifford. He added that crossing over into the specialized mobile phone market is not as easy as it looks.
Despite all the competition Clifford is certain that Symbian, with its new open and integrated platform, will win this battle. Its close ties to handset manufacturers, network companies and hardware is a competitive advantage, which the company hopes will help keep it at the top spot.
"The mobile phone software market is a complicated world and with the Symbian Foundation, we will win this," he said.
"We have a good relationship with Google," Nigel Clifford said at a Tokyo news conference."In fact Symbian was one of the first mobile platforms to put their applications such as Google search and maps," he said as he showed his mobile phone.
Google is about to compete head-to-head with Symbian in the cell phone space with the launch of its Android platform and Symbian is reorganizing to meet that challenge.
Last month Nokia, which holds a major stake in Symbian, said it plans to acquire all the shares in Symbian and turn it over to the Symbian Foundation, a new group backed by several companies in the mobile phone business. As part of the move the three platforms that run on Symbian -- S60, UIQ and MOAP -- will be unified into a single open mobile platform.
"By making our software open, we're inviting more developers to play and learn on the Symbian platform, "he said."Anyone can join and that is the fundamental idea behind the foundation."
Clifford said that while the change may be viewed as a reaction to growing competition from open-source mobile software, Symbian is doing it to make life easier for application developers and phone manufacturers.
He also questioned Google's purpose in pursuing Android, when Symbian has already accomplished Android's goal: a platform that is proven in the market, fully open, and operates with a royalty-free license.
Google, however, is not the only competitor from the computer world that is trying to take a slice of the mobile phone market. Apple's successful entry into the market through its iPhone could also be a threat.
"Not all PC developers can transition to developing for mobile phones -- screen sizes are different plus there are limitations in power and memory", said Clifford. He added that crossing over into the specialized mobile phone market is not as easy as it looks.
Despite all the competition Clifford is certain that Symbian, with its new open and integrated platform, will win this battle. Its close ties to handset manufacturers, network companies and hardware is a competitive advantage, which the company hopes will help keep it at the top spot.
"The mobile phone software market is a complicated world and with the Symbian Foundation, we will win this," he said.
CyberLink Sees Opportunities in Netbooks, Linux
Multimedia software maker CyberLink sees a lot of opportunities in the fast-growing netbook segment of the computer market, from online access to files stored on home PCs to multimedia software made for Linux OSs.
Some of the most popular netbooks, or mini-laptops, being launched come with options for far less storage space than mainstream laptops, such as Asustek's Eee PC 1000, Eee PC 901and Acer's Aspire one.
Many of them also run on a Linux OS, such as Linpus Linux Lite on the Aspire one and Linux OS by Xandros on the Eee PC. These netbooks can also come with Windows XP instead.
CyberLink Live, for example, allows users to access information on any of their PCs over the Internet. People can find their music and photo or video files, or work files. There's also an option to watch and record live TV shows. Software to hook users up to a free version of the online service is available, and it doesn't come with adware or other annoying features. A premium version is also available, and that's what allows scheduled TV program recording as well as management of all work file types, the highest quality of photo, video viewing, and more.
The company is in talks to bundle CyberLink Live in some netbooks, but declined to comment, saying it will make an announcement after a deal is completed.
The growing use of Linux OSs on netbooks is another opportunity for CyberLink, according to Alice Chang, the company's CEO.
CyberLink's PowerCinema Linux, for example, a media software including photo, music, video and a DVD player, could find new life if Cyberlink can sign some deals to bundle it with netbooks that run on a Linux OS.
"We had that out a long time ago, but Linux didn't fly until two years ago," said Chang.
The company is also working on a Web browser for Linux-based on Firefox that is more multimedia-focused. Cyberlink declined to say when the product might be available.
Another software people with netbooks might find fun is YouCam, which can do a variety of things from adding special video effects to allowing users to deliver Powerpoint presentations online. Most netbooks come with webcams, as do most laptops, but system requirements for YouCam are a bit steep. Luckily, Cyberlink offers free trial versions of YouCam from its Web site.
Some of the most popular netbooks, or mini-laptops, being launched come with options for far less storage space than mainstream laptops, such as Asustek's Eee PC 1000, Eee PC 901and Acer's Aspire one.
Many of them also run on a Linux OS, such as Linpus Linux Lite on the Aspire one and Linux OS by Xandros on the Eee PC. These netbooks can also come with Windows XP instead.
CyberLink Live, for example, allows users to access information on any of their PCs over the Internet. People can find their music and photo or video files, or work files. There's also an option to watch and record live TV shows. Software to hook users up to a free version of the online service is available, and it doesn't come with adware or other annoying features. A premium version is also available, and that's what allows scheduled TV program recording as well as management of all work file types, the highest quality of photo, video viewing, and more.
The company is in talks to bundle CyberLink Live in some netbooks, but declined to comment, saying it will make an announcement after a deal is completed.
The growing use of Linux OSs on netbooks is another opportunity for CyberLink, according to Alice Chang, the company's CEO.
CyberLink's PowerCinema Linux, for example, a media software including photo, music, video and a DVD player, could find new life if Cyberlink can sign some deals to bundle it with netbooks that run on a Linux OS.
"We had that out a long time ago, but Linux didn't fly until two years ago," said Chang.
The company is also working on a Web browser for Linux-based on Firefox that is more multimedia-focused. Cyberlink declined to say when the product might be available.
Another software people with netbooks might find fun is YouCam, which can do a variety of things from adding special video effects to allowing users to deliver Powerpoint presentations online. Most netbooks come with webcams, as do most laptops, but system requirements for YouCam are a bit steep. Luckily, Cyberlink offers free trial versions of YouCam from its Web site.
WordPress 2.6 Supports Version Tracking, Google Gears
Blogging is increasingly popular, both for individuals and businesses alike. That's because blogging software is one of the easiest ways to publicize information about your company. The best packages offer near-infinite customizability while still making it easy for new users to get up and running with a bare minimum of installation and configuration.
My own favorite among the long list of available packages is WordPress. To me, it offers just the right balance of configurability and ease of use. What's more, it seems to consistently be on the cusp of the latest Web technologies. Case in point: WordPress 2.6 arrived today, and it brings a host of new options that make posting and editing your blogs easier than ever -- even when you're offline.
What has always made WordPress so great, in my opinion, is how easy it is to use. Its attractive UI allows you to quickly update and manage your blog, and it has lots of polish. Where some packages might force you to enter posts into clumsy Web forms, WordPress offers a WYSIWYG editor and AJAX-powered controls. Plus, it's fully "skinnable," so your blog can look like whatever you want to the outside world. New features can easily be added through third-party plug-ins.
Web applications are especially vulnerable to networked attacks, so their developers have to stay on their toes. Fortunately, WordPress is updated frequently, and version 2.6 fixes more than 190 bugs. What really sets this new release apart, however, is its crop of new features.
WordPress 2.6 introduces a new edit-tracking system, which allows you to quickly review who made what changes to a post and when. It also lets you revert to older versions of a post, in the event of vandalism (or if you end up with your foot in your mouth).
It also provides a "Press This" bookmarklet that you can add to your browser. One click and it extracts the most relevant information from the page you're currently viewing and send it to your WordPress blog.
Perhaps the most exciting addition, however, is WordPress 2.6's support for Google Gears. By clicking the "Turbo" button in the upper right-hand corner of the WordPress administrative interface, you can now cache the most important files of the WordPress management console to your local hard drive, allowing you to keep blogging even when you've temporarily lost network connectivity.
WordPress is open source software, so it's free to download and install. To run it, you'll need a Web server configured with support for PHP (an open source Web applications language) and the MySQL database. Many low-cost Web hosting providers offer these capabilities as standard features.
Are you using blogs as a tool to market your business? If so, what's your favorite software -- or do you use a hosted service? Sound off in the PC World community forums.
My own favorite among the long list of available packages is WordPress. To me, it offers just the right balance of configurability and ease of use. What's more, it seems to consistently be on the cusp of the latest Web technologies. Case in point: WordPress 2.6 arrived today, and it brings a host of new options that make posting and editing your blogs easier than ever -- even when you're offline.
What has always made WordPress so great, in my opinion, is how easy it is to use. Its attractive UI allows you to quickly update and manage your blog, and it has lots of polish. Where some packages might force you to enter posts into clumsy Web forms, WordPress offers a WYSIWYG editor and AJAX-powered controls. Plus, it's fully "skinnable," so your blog can look like whatever you want to the outside world. New features can easily be added through third-party plug-ins.
Web applications are especially vulnerable to networked attacks, so their developers have to stay on their toes. Fortunately, WordPress is updated frequently, and version 2.6 fixes more than 190 bugs. What really sets this new release apart, however, is its crop of new features.
WordPress 2.6 introduces a new edit-tracking system, which allows you to quickly review who made what changes to a post and when. It also lets you revert to older versions of a post, in the event of vandalism (or if you end up with your foot in your mouth).
It also provides a "Press This" bookmarklet that you can add to your browser. One click and it extracts the most relevant information from the page you're currently viewing and send it to your WordPress blog.
Perhaps the most exciting addition, however, is WordPress 2.6's support for Google Gears. By clicking the "Turbo" button in the upper right-hand corner of the WordPress administrative interface, you can now cache the most important files of the WordPress management console to your local hard drive, allowing you to keep blogging even when you've temporarily lost network connectivity.
WordPress is open source software, so it's free to download and install. To run it, you'll need a Web server configured with support for PHP (an open source Web applications language) and the MySQL database. Many low-cost Web hosting providers offer these capabilities as standard features.
Are you using blogs as a tool to market your business? If so, what's your favorite software -- or do you use a hosted service? Sound off in the PC World community forums.
What Does It Take to Get a PC With XP?
Our reporter tried to buy a computer with Windows XP preinstalled on it from the United States' nine biggest PC makers. His findings: You can get one, but be prepared to fib.
I won't waste time rehashing the argument over whether Windows Vista is any good. The fact remains that lots of people prefer Windows XP, and they'll go to great lengths to get it.
The problem: Windows XP "officially" went off the market on June 30, 2008, and computer vendors aren't supposed to sell new machines configured with any version of Windows except Vista.
Fortunately for XP enthusiasts and Vista vetoers, the PC marketplace still has a loophole or two in it. In response to pressure from customers, Microsoft has made some concessions for people who really want XP, offering a lifeline for users willing and able to wade through the company's convoluted downgrading program. The upshot is that virtually every copy of Vista Business or Vista Ultimate Edition is sold with a license for XP, which a computer manufacturer can exercise to install XP Professional on any Vista Business or Vista Ultimate PC.
But just because a manufacturer can install XP doesn't mean that it will. And just because its official policy permits it to sell XP machines doesn't mean that its employees understand that policy.
To find out how difficult it is to get a new XP machine these days, I asked the nine largest PC vendors in the United States--Dell, HP, Gateway, Toshiba, Acer, Fujitsu, Lenovo, Sony, and Asus--about the specifics of their downgrade policies. Then, to see how closely the official story synced up with the reality in the marketplace, I called sales representatives for each company and asked them whether I could purchase a new laptop equipped with XP from them.
The verdict? Downgrade policies are all over the map, and more than a few rank-and-file sales reps have a sketchy understanding of those policies. Some notebook PC sellers make getting XP preinstalled on a new laptop a snap; others don't offer it under any circumstance. As a rule of thumb, your odds of finding a machine with XP and a sales rep who knows how to configure a machine with that OS are far greater if you call the business sales line instead of the consumer sales line. (Be prepared to fib and say you're planning to buy 25 computers during the next 12 months.) Getting XP via online purchase can be tricky, too.
Here's how each manufacturer's formal policy--and informal reality--shakes out.
Dell
The Official Word: Dell has one of the most extensive and detailed policies on Windows XP of the nine vendors I investigated, but getting XP preinstalled on a machine may cost you extra. The company outlines the situation in this blog posting, where the company explains that though the XP downgrade program targets corporate customers, it's an option for general consumers, too. Though the rules are complicated, they are in line with those of most other sellers. To be eligible for an XP downgrade, you must be purchasing a Latitude laptop, an OptiPlex desktop, a Precision workstation, a Vostro laptop or desktop, an XPS 630 desktop, or an M1730 laptop. The machine must be specced to come with Vista Business or Vista Ultimate, and you can downgrade only to XP Professional. You must pay a $20 to $50 fee for the downgrade if you're buying a Vostro or XPS; corporate clients receive the downgrade at no charge. The program is slated to run until January 31, 2009, but Dell says that even after that it will continue to make some enterprise-level exceptions.
The Real Deal: Alas, not all Dell reps seemed to be up to speed on the company's XP strategy. First I tried to purchase an Inspiron running XP for "home use" (that's not covered in Dell's policy, but I decided to try my luck anyway). The harried sales rep I spoke to told me, "We don't have any computers running XP any more." After some pushing, he acknowledged that "I think business has them" but insisted that I'd have to check with another department to pursue such a purchase. He also repeatedly asserted that I could not obtain any machine in the XPS line configured with XP, contrary to Dell's posting. I called Dell's business sales line next and asked which computers I could get with XP. The rep casually (and correctly) answered "all of them," provided that I affirmed my intention to use the computer for business purposes. Of course, since Dell doesn't include models from the Inspiron line in its business sales category, the rep directed me to the Latitude series instead.
HP
The Official Word: HP offers dozens of computer models, but its policy regarding Windows XP breaks down fairly simply: None of its consumer products are eligible for downgrading, but all of its business products are. The machines covered include some(but not all) desktop PCs, notebook PCs, and workstations in the Compaq line, as well as some systems that bear the HP brand. On qualifying systems, HP will preinstall XP and you'll receive a disc for both XP and Vista. This arrangement will continue to be available until at least July 30, 2009, according to HP. Thereafter, HP will preinstall a customer's custom XP image on request.
The Real Deal: Visit HP.com and click through to one of the business sections (not to the Home & Home Office section), and you'll find that virtually every computer model listed has a clearly labeled XP option. When I called HP's sales operations, the reps largely repeated the official policy. When I asked a consumer sales specialist whether I could buy a new Pavilion laptop (a consumer model) with XP, she said no, but she referred me to some Compaq business models instead.
A degree of confusion erupted over the question of whether I would have to install XP myself: The first rep I spoke to told me that HP sold all of its machines with Vista preinstalled and that I wouldn't be able to get an XP disc until after I'd received the computer, placed a call to technical support, and asked for a disc to be mailed to me. Then I'd have to install it myself. ("Legally we can't do it," she said.) After nearly 20 minutes of talking and waiting on hold, I got transferred to a business sales rep who reversed the consumer rep, assuring me that XP came preinstalled on any machine labeled "Windows XP Professional custom installed" on HP's site and confirming that HP included a Vista install disc in the box as well.
Gateway
The Official Word: Short and sweet. Gateway says that it officially no longer offers XP on any of its machines, since it "sells only to consumers now." Even Gateway's systems to be sold in retail channels (such as Wal-Mart) are now Vista-only.
The Real Deal: I was stonewalled when I called. A flabbergasted rep told me that Gateway didn't sell XP ("that was done on June 30"), and he couldn't understand why I'd want it, either. "You have to upgrade to Vista Ultimate and then you can do the downgrade," he said--but I'd have to perform the installation myself, and I'd have to buy the software from another source. "It ends up costing you more to downgrade," he summarized. Retail stores don't offer new Gateway machines with XP, either. If you want a new Gateway laptop that runs XP, you'll have to bring the components together yourself or you'll have to purchase an older model that's still lingering in the retail channel.
Toshiba
The Official Word: The official policy on XP downgrades at Toshiba is shrouded in legalese. A spokesperson told me: "Toshiba continues to see demand for Windows XP from our business partners. Toshiba will follow Microsoft's Windows XP Product End of Life Policy while fully supporting customers who continue to require Windows XP through End User Downgrade Rights and Provisions. For more details about Microsoft's programs, please contact Microsoft." Huh?
The Real Deal: Visit Toshiba's Web site and you'll understand Toshiba's reluctance to provide a clear explanation of its XP strategy: It's selling loads of models with an XP CD included in the box, as well as a number of systems with XP as the only operating system option. But if you want an XP machine from Toshiba, don't rely on the main Toshiba.com Web site; instead, visit the company's toshibadirect.com site, which has a greater number of product choices and more-timely information. I called a sales rep who referred me to numerous XP-capable systems (most of these come with Vista preinstalled but carry an XP restore disc in the box), including the bulk of the Tecra and Portege lines. Toshiba even offers a few consumer notebooks--among them, Satellite M300 and Satellite Pro L-series laptops--with XP preinstalled. Collectively that covers quite a bit of Toshiba's laptop lineup. All you have to do is call and ask.
Acer
The Official Word: Acer doesn't sell machines directly to consumers, only to resellers. According to Acer, the company no longer sells machines with XP installed, nor does it offer a standard XP downgrade program. Nevertheless, Acer says, resellers can request a downgrade on any machine, and Acer will continue to offer such services through January 31, 2009.
The Real Deal: Visit Acer's Web site and you'll find at least one system, the Ferrari 5000, listed as being available with Windows XP (though that configuration option may be an oversight). Visit a few resellers, and you'll find some Acer machines loaded with XP and some loaded with Vista, though systems of the latter type are more commonplace. Various Aspire laptops continue to be offered for sale with XP preinstalled, but many of these are older models. In my hunt for new gear, I checked with a major Acer reseller, Tiger Direct, which verified that all of its Acers were now configured with Vista. A sales rep told me that the only way I could downgrade to XP was by doing it myself (he quoted me a price of $129 for a CD copy of Windows XP), adding that if I were to "change the software configuration of the laptop," it would void the warranty on the laptop. The rep didn't even hint at Acer's downgrade program, though he did offer a copious array of alternative PCs running XP, including a multitude of refurbished and off-lease machines, a Lenovo, and a large selection of Systemax machines that he said were still shipping with XP standard (and with a Vista upgrade as an option).
Fujitsu
The Official Word: Fujitsu offers a wide selection of machines for which XP downgrades are available. The company will preinstall XP, if you wish, on any Fujitsu model that has either Vista Business or Vista Ultimate listed as an OS option. (Machines with Vista Home are not eligible for downgrade.) If you prefer, you can buy an XP CD instead, along with all of the required drivers, and perform the installation yourself. There is no charge for either option. Fujitsu has a special paged dedicated to buyers who may be "not ready to transition to Windows Vista"; the vendor takes care to point out that, officially, if you wish to downgrade from Vista to XP, you must meet Microsoft's definition of a business customer--that is, you must "agree to the intent to purchase 25 units [computers] or more over the next year." Fujitsu notes that this is not a binding agreement; you simply have to say (or pretend) that you need a whole bunch of PCs.
The Real Deal: I called Fujitsu's consumer sales line to inquire about one of the few models that Fujitsu sells only with Vista Home Premium preinstalled, and was told that it was not available with XP. My rep enthusiastically pointed to a number of alternative models that the company would ship with XP for no extra charge, accurately noting that only Vista Business and Ultimate machines were eligible for the program. At no time did the rep ask me whether I was a business customer, offer to transfer me to a business sales rep, or seek confirmation that I intended to buy 24 more computers within the next 12 months.
Lenovo
The Official Word: Lenovo offers a helpful Web page that outlines its downgrade policies in detail. Specifically, it notes that anyone who purchases a machine that has Vista Business or Vista Ultimate installed on it may also purchase a bootable Windows XP recovery CD until January 31, 2009. "Fees may vary."
The Real Deal: In reality there is no fee. When configuring the laptop you plan to buy online (the entire ThinkPad line is covered, but not IdeaPad or Lenovo 3000 models), you may select an option under 'Operating System' for "Genuine Windows Vista Business downgrade to Windows XP Professional." Lenovo will then ship you the PC with XP preinstalled for the same price it charges for the Vista Business option. Strangely, there is no similar option for Vista Ultimate; and when I called a rep to ask about this inconsistency, he didn't know much about the plan other than what was stated on the configuration page. If you select the XP option online, you'll receive an ominous red pop-up message worded similarly to Fujitsu's warning: "Note: The downgrade from Genuine Windows Vista Business is intended for business, educational and public sector customers requiring Windows XP Professional that expect to order at least 25 PCs annually." But the warning is toothless: In completing your purchase, you never have to agree to order more PCs or even indicate a willingness to do so.
Sony
The Official Word: Initially, Sony told me that it offered no XP downgrade options on its current crop of computer models. Just as we were going to press, however, the company confirmed that two new laptop series--the VAIO BZ and VAIO SR--will come with an XP downgrade option, with XP preinstalled by Sony at the customer's request.
The Real Deal: I called Sony before the company had announced the loopholes in its "No XP" policy, so I didn't expect much. Surprise: A rep told me that if I ordered either the VAIO TZ or the VAIO SZ laptop configured with Vista Business, Sony would ship it with a driver CD in the box that included everything needed to make the laptop work with XP. The rep said that Sony wouldn't provide or sell the XP disc itself, so I would be responsible for supplying the OS myself.
Asus
The Official Word: Officially, Asus says that it offers only "select Eee PC models" with XP preinstalled--specifically, the Eee PC 900, the Eee PC 901, and the Eee PC 1000, each of which enjoys special status under Microsoft's "ultra low-cost personal computer" exemption (for PCs in this category, Microsoft has promised to extend the availability of XP Home Edition all the way through June 30, 2010). The upcoming Eee Box "net top" box will run XP as well, according to Asus.
The Real Deal: When I asked an Asus sales rep whether I could purchase the company's high-end Lamborghini machine loaded with Windows XP, he replied that Asus sold all of its machines as ensembles," meaning that they were configured at the factory and couldn't be changed once they were shipped to Asus. The rep told me that no XP drivers were available for the Lamborghini--but when pushed, he added that a reseller might be able to make something "custom" for me. Resellers writing drivers? No thanks. But the sales rep also said that, beyond the Eee series, he could offer two other models running XP: the W7S and R1F Tablet laptops. Though both are primarily available in Vista configurations, you can indeed find both configured with XP at numerous resellers.
I won't waste time rehashing the argument over whether Windows Vista is any good. The fact remains that lots of people prefer Windows XP, and they'll go to great lengths to get it.
The problem: Windows XP "officially" went off the market on June 30, 2008, and computer vendors aren't supposed to sell new machines configured with any version of Windows except Vista.
Fortunately for XP enthusiasts and Vista vetoers, the PC marketplace still has a loophole or two in it. In response to pressure from customers, Microsoft has made some concessions for people who really want XP, offering a lifeline for users willing and able to wade through the company's convoluted downgrading program. The upshot is that virtually every copy of Vista Business or Vista Ultimate Edition is sold with a license for XP, which a computer manufacturer can exercise to install XP Professional on any Vista Business or Vista Ultimate PC.
But just because a manufacturer can install XP doesn't mean that it will. And just because its official policy permits it to sell XP machines doesn't mean that its employees understand that policy.
To find out how difficult it is to get a new XP machine these days, I asked the nine largest PC vendors in the United States--Dell, HP, Gateway, Toshiba, Acer, Fujitsu, Lenovo, Sony, and Asus--about the specifics of their downgrade policies. Then, to see how closely the official story synced up with the reality in the marketplace, I called sales representatives for each company and asked them whether I could purchase a new laptop equipped with XP from them.
The verdict? Downgrade policies are all over the map, and more than a few rank-and-file sales reps have a sketchy understanding of those policies. Some notebook PC sellers make getting XP preinstalled on a new laptop a snap; others don't offer it under any circumstance. As a rule of thumb, your odds of finding a machine with XP and a sales rep who knows how to configure a machine with that OS are far greater if you call the business sales line instead of the consumer sales line. (Be prepared to fib and say you're planning to buy 25 computers during the next 12 months.) Getting XP via online purchase can be tricky, too.
Here's how each manufacturer's formal policy--and informal reality--shakes out.
Dell
The Official Word: Dell has one of the most extensive and detailed policies on Windows XP of the nine vendors I investigated, but getting XP preinstalled on a machine may cost you extra. The company outlines the situation in this blog posting, where the company explains that though the XP downgrade program targets corporate customers, it's an option for general consumers, too. Though the rules are complicated, they are in line with those of most other sellers. To be eligible for an XP downgrade, you must be purchasing a Latitude laptop, an OptiPlex desktop, a Precision workstation, a Vostro laptop or desktop, an XPS 630 desktop, or an M1730 laptop. The machine must be specced to come with Vista Business or Vista Ultimate, and you can downgrade only to XP Professional. You must pay a $20 to $50 fee for the downgrade if you're buying a Vostro or XPS; corporate clients receive the downgrade at no charge. The program is slated to run until January 31, 2009, but Dell says that even after that it will continue to make some enterprise-level exceptions.
The Real Deal: Alas, not all Dell reps seemed to be up to speed on the company's XP strategy. First I tried to purchase an Inspiron running XP for "home use" (that's not covered in Dell's policy, but I decided to try my luck anyway). The harried sales rep I spoke to told me, "We don't have any computers running XP any more." After some pushing, he acknowledged that "I think business has them" but insisted that I'd have to check with another department to pursue such a purchase. He also repeatedly asserted that I could not obtain any machine in the XPS line configured with XP, contrary to Dell's posting. I called Dell's business sales line next and asked which computers I could get with XP. The rep casually (and correctly) answered "all of them," provided that I affirmed my intention to use the computer for business purposes. Of course, since Dell doesn't include models from the Inspiron line in its business sales category, the rep directed me to the Latitude series instead.
HP
The Official Word: HP offers dozens of computer models, but its policy regarding Windows XP breaks down fairly simply: None of its consumer products are eligible for downgrading, but all of its business products are. The machines covered include some(but not all) desktop PCs, notebook PCs, and workstations in the Compaq line, as well as some systems that bear the HP brand. On qualifying systems, HP will preinstall XP and you'll receive a disc for both XP and Vista. This arrangement will continue to be available until at least July 30, 2009, according to HP. Thereafter, HP will preinstall a customer's custom XP image on request.
The Real Deal: Visit HP.com and click through to one of the business sections (not to the Home & Home Office section), and you'll find that virtually every computer model listed has a clearly labeled XP option. When I called HP's sales operations, the reps largely repeated the official policy. When I asked a consumer sales specialist whether I could buy a new Pavilion laptop (a consumer model) with XP, she said no, but she referred me to some Compaq business models instead.
A degree of confusion erupted over the question of whether I would have to install XP myself: The first rep I spoke to told me that HP sold all of its machines with Vista preinstalled and that I wouldn't be able to get an XP disc until after I'd received the computer, placed a call to technical support, and asked for a disc to be mailed to me. Then I'd have to install it myself. ("Legally we can't do it," she said.) After nearly 20 minutes of talking and waiting on hold, I got transferred to a business sales rep who reversed the consumer rep, assuring me that XP came preinstalled on any machine labeled "Windows XP Professional custom installed" on HP's site and confirming that HP included a Vista install disc in the box as well.
Gateway
The Official Word: Short and sweet. Gateway says that it officially no longer offers XP on any of its machines, since it "sells only to consumers now." Even Gateway's systems to be sold in retail channels (such as Wal-Mart) are now Vista-only.
The Real Deal: I was stonewalled when I called. A flabbergasted rep told me that Gateway didn't sell XP ("that was done on June 30"), and he couldn't understand why I'd want it, either. "You have to upgrade to Vista Ultimate and then you can do the downgrade," he said--but I'd have to perform the installation myself, and I'd have to buy the software from another source. "It ends up costing you more to downgrade," he summarized. Retail stores don't offer new Gateway machines with XP, either. If you want a new Gateway laptop that runs XP, you'll have to bring the components together yourself or you'll have to purchase an older model that's still lingering in the retail channel.
Toshiba
The Official Word: The official policy on XP downgrades at Toshiba is shrouded in legalese. A spokesperson told me: "Toshiba continues to see demand for Windows XP from our business partners. Toshiba will follow Microsoft's Windows XP Product End of Life Policy while fully supporting customers who continue to require Windows XP through End User Downgrade Rights and Provisions. For more details about Microsoft's programs, please contact Microsoft." Huh?
The Real Deal: Visit Toshiba's Web site and you'll understand Toshiba's reluctance to provide a clear explanation of its XP strategy: It's selling loads of models with an XP CD included in the box, as well as a number of systems with XP as the only operating system option. But if you want an XP machine from Toshiba, don't rely on the main Toshiba.com Web site; instead, visit the company's toshibadirect.com site, which has a greater number of product choices and more-timely information. I called a sales rep who referred me to numerous XP-capable systems (most of these come with Vista preinstalled but carry an XP restore disc in the box), including the bulk of the Tecra and Portege lines. Toshiba even offers a few consumer notebooks--among them, Satellite M300 and Satellite Pro L-series laptops--with XP preinstalled. Collectively that covers quite a bit of Toshiba's laptop lineup. All you have to do is call and ask.
Acer
The Official Word: Acer doesn't sell machines directly to consumers, only to resellers. According to Acer, the company no longer sells machines with XP installed, nor does it offer a standard XP downgrade program. Nevertheless, Acer says, resellers can request a downgrade on any machine, and Acer will continue to offer such services through January 31, 2009.
The Real Deal: Visit Acer's Web site and you'll find at least one system, the Ferrari 5000, listed as being available with Windows XP (though that configuration option may be an oversight). Visit a few resellers, and you'll find some Acer machines loaded with XP and some loaded with Vista, though systems of the latter type are more commonplace. Various Aspire laptops continue to be offered for sale with XP preinstalled, but many of these are older models. In my hunt for new gear, I checked with a major Acer reseller, Tiger Direct, which verified that all of its Acers were now configured with Vista. A sales rep told me that the only way I could downgrade to XP was by doing it myself (he quoted me a price of $129 for a CD copy of Windows XP), adding that if I were to "change the software configuration of the laptop," it would void the warranty on the laptop. The rep didn't even hint at Acer's downgrade program, though he did offer a copious array of alternative PCs running XP, including a multitude of refurbished and off-lease machines, a Lenovo, and a large selection of Systemax machines that he said were still shipping with XP standard (and with a Vista upgrade as an option).
Fujitsu
The Official Word: Fujitsu offers a wide selection of machines for which XP downgrades are available. The company will preinstall XP, if you wish, on any Fujitsu model that has either Vista Business or Vista Ultimate listed as an OS option. (Machines with Vista Home are not eligible for downgrade.) If you prefer, you can buy an XP CD instead, along with all of the required drivers, and perform the installation yourself. There is no charge for either option. Fujitsu has a special paged dedicated to buyers who may be "not ready to transition to Windows Vista"; the vendor takes care to point out that, officially, if you wish to downgrade from Vista to XP, you must meet Microsoft's definition of a business customer--that is, you must "agree to the intent to purchase 25 units [computers] or more over the next year." Fujitsu notes that this is not a binding agreement; you simply have to say (or pretend) that you need a whole bunch of PCs.
The Real Deal: I called Fujitsu's consumer sales line to inquire about one of the few models that Fujitsu sells only with Vista Home Premium preinstalled, and was told that it was not available with XP. My rep enthusiastically pointed to a number of alternative models that the company would ship with XP for no extra charge, accurately noting that only Vista Business and Ultimate machines were eligible for the program. At no time did the rep ask me whether I was a business customer, offer to transfer me to a business sales rep, or seek confirmation that I intended to buy 24 more computers within the next 12 months.
Lenovo
The Official Word: Lenovo offers a helpful Web page that outlines its downgrade policies in detail. Specifically, it notes that anyone who purchases a machine that has Vista Business or Vista Ultimate installed on it may also purchase a bootable Windows XP recovery CD until January 31, 2009. "Fees may vary."
The Real Deal: In reality there is no fee. When configuring the laptop you plan to buy online (the entire ThinkPad line is covered, but not IdeaPad or Lenovo 3000 models), you may select an option under 'Operating System' for "Genuine Windows Vista Business downgrade to Windows XP Professional." Lenovo will then ship you the PC with XP preinstalled for the same price it charges for the Vista Business option. Strangely, there is no similar option for Vista Ultimate; and when I called a rep to ask about this inconsistency, he didn't know much about the plan other than what was stated on the configuration page. If you select the XP option online, you'll receive an ominous red pop-up message worded similarly to Fujitsu's warning: "Note: The downgrade from Genuine Windows Vista Business is intended for business, educational and public sector customers requiring Windows XP Professional that expect to order at least 25 PCs annually." But the warning is toothless: In completing your purchase, you never have to agree to order more PCs or even indicate a willingness to do so.
Sony
The Official Word: Initially, Sony told me that it offered no XP downgrade options on its current crop of computer models. Just as we were going to press, however, the company confirmed that two new laptop series--the VAIO BZ and VAIO SR--will come with an XP downgrade option, with XP preinstalled by Sony at the customer's request.
The Real Deal: I called Sony before the company had announced the loopholes in its "No XP" policy, so I didn't expect much. Surprise: A rep told me that if I ordered either the VAIO TZ or the VAIO SZ laptop configured with Vista Business, Sony would ship it with a driver CD in the box that included everything needed to make the laptop work with XP. The rep said that Sony wouldn't provide or sell the XP disc itself, so I would be responsible for supplying the OS myself.
Asus
The Official Word: Officially, Asus says that it offers only "select Eee PC models" with XP preinstalled--specifically, the Eee PC 900, the Eee PC 901, and the Eee PC 1000, each of which enjoys special status under Microsoft's "ultra low-cost personal computer" exemption (for PCs in this category, Microsoft has promised to extend the availability of XP Home Edition all the way through June 30, 2010). The upcoming Eee Box "net top" box will run XP as well, according to Asus.
The Real Deal: When I asked an Asus sales rep whether I could purchase the company's high-end Lamborghini machine loaded with Windows XP, he replied that Asus sold all of its machines as ensembles," meaning that they were configured at the factory and couldn't be changed once they were shipped to Asus. The rep told me that no XP drivers were available for the Lamborghini--but when pushed, he added that a reseller might be able to make something "custom" for me. Resellers writing drivers? No thanks. But the sales rep also said that, beyond the Eee series, he could offer two other models running XP: the W7S and R1F Tablet laptops. Though both are primarily available in Vista configurations, you can indeed find both configured with XP at numerous resellers.
IBM to Invest $1.5 Billion in Chip Development
IBM will invest $1.5 billion to boost its semiconductor manufacturing and research efforts in New York State, the company announced on Tuesday.
The money will be split between three projects related to chip nanotechnologies, IBM said. They are updating its manufacturing plant in East Fishkill, New York; expanding its operations at the University of Albany's College of Nanoscale Science and Engineering, a creating a new center for research into chip packaging at a location to be determined in Upstate New York. IBM didn't say how much money was going to each.
For its part, New York State is giving IBM $140 million in development grants in return for its business. The state said it expects IBM's investments to generate 1,000 new high-tech jobs in Upstate New York.
IBM researchers are trying to accelerate the miniaturization of chip circuitry by researching at the atomic level for 32 nm and 22 nm semiconductors. Making chip circuits smaller allows computers to deliver performance gains without burning up more electrical power.
"These new investments will spur continuing advancements in nanotechnology and semiconductor research and development -- including new efforts in semiconductor packaging," said John Kelly, IBM senior vice president and director of research.
Chip makers such as Intel and Advanced Micro Devices are also constantly upgrading their manufacturing technologies to shrink chips. Intel switched its manufacturing process to 45 nm chips last year, and AMD is scheduled to make a similar move later this year. Intel hopes to shrink the features on its chips to 22 nm by 2011.
A nanometer is equal to about one billionth of a meter. In chip manufacturing, the figure refers to the smallest features etched onto the surface of chips. As chip makers build smaller and smaller transistors, they are dealing with features that are in some cases just a few atoms thick.
As part of its research efforts IBM is developing silicon nanophotonics, which could replace some wires on a chip with pulses of light on tiny optical fibers, for transferring data between the cores on a chip at lightening speed and using little power. It is also working with universities to develop carbon nanotubes, tinier transistors that could deliver better performance.
The money will be split between three projects related to chip nanotechnologies, IBM said. They are updating its manufacturing plant in East Fishkill, New York; expanding its operations at the University of Albany's College of Nanoscale Science and Engineering, a creating a new center for research into chip packaging at a location to be determined in Upstate New York. IBM didn't say how much money was going to each.
For its part, New York State is giving IBM $140 million in development grants in return for its business. The state said it expects IBM's investments to generate 1,000 new high-tech jobs in Upstate New York.
IBM researchers are trying to accelerate the miniaturization of chip circuitry by researching at the atomic level for 32 nm and 22 nm semiconductors. Making chip circuits smaller allows computers to deliver performance gains without burning up more electrical power.
"These new investments will spur continuing advancements in nanotechnology and semiconductor research and development -- including new efforts in semiconductor packaging," said John Kelly, IBM senior vice president and director of research.
Chip makers such as Intel and Advanced Micro Devices are also constantly upgrading their manufacturing technologies to shrink chips. Intel switched its manufacturing process to 45 nm chips last year, and AMD is scheduled to make a similar move later this year. Intel hopes to shrink the features on its chips to 22 nm by 2011.
A nanometer is equal to about one billionth of a meter. In chip manufacturing, the figure refers to the smallest features etched onto the surface of chips. As chip makers build smaller and smaller transistors, they are dealing with features that are in some cases just a few atoms thick.
As part of its research efforts IBM is developing silicon nanophotonics, which could replace some wires on a chip with pulses of light on tiny optical fibers, for transferring data between the cores on a chip at lightening speed and using little power. It is also working with universities to develop carbon nanotubes, tinier transistors that could deliver better performance.
Tuesday, July 15, 2008
Centrino 2 With VPro Coming in August
Intel will follow the release of its Centrino 2 chip package for laptops with a version that contains technologies designed to help companies more easily manage employees' laptops.
The package, called Centrino 2 with vPro, will appear in laptops that hit the market next month, said Suajn Kamran, regional marketing manager of client platforms at Intel in Singapore.
Centrino 2 with vPro uses the same G45 chipset with integrated graphics that's found in some Centrino 2 systems, but the Southbridge chip used with Centrino 2 with vPro -- the second part of the two-chip chipset -- is different, Kamran said. Systems based on Centrino 2 with vPro are still going through the system-evaluation process, he said.
Centrino 2 overhauls Intel's laptop chip package with more powerful processors and new features, including support for faster 802.11n wireless networking and the stated goal of watching a Blu-ray movie on a fully charged battery. The latter may be of little consequence to IT managers, but support for 802.11n and the addition of new vPro technologies in Centrino 2 with vPro, including an anti-theft feature, should appeal to them.
Intel Anti-Theft Technology was first disclosed at the Intel Developer Forum in Shanghai during April, although few technical details were revealed at that time.
The technology works by allowing IT administrators to lock out a thief from accessing information stored on the laptop's hard disk. It does this by disabling a microcontroller embedded in the chipset that authenticates user access to the hard disk. When this happens, the chipset no longer has the key needed to bypass the disk-level encryption used to protect data on the hard disk, making it inaccessible.
However, there is at least one way around this feature. The Anti-Theft Technology requires the stolen laptop be connected to the Internet for the feature to be activated remotely. If the stolen laptop is not connected to the Internet there is no way for IT administrators to activate the feature, which means a determined thief could still access data stored on the hard drive.
The package, called Centrino 2 with vPro, will appear in laptops that hit the market next month, said Suajn Kamran, regional marketing manager of client platforms at Intel in Singapore.
Centrino 2 with vPro uses the same G45 chipset with integrated graphics that's found in some Centrino 2 systems, but the Southbridge chip used with Centrino 2 with vPro -- the second part of the two-chip chipset -- is different, Kamran said. Systems based on Centrino 2 with vPro are still going through the system-evaluation process, he said.
Centrino 2 overhauls Intel's laptop chip package with more powerful processors and new features, including support for faster 802.11n wireless networking and the stated goal of watching a Blu-ray movie on a fully charged battery. The latter may be of little consequence to IT managers, but support for 802.11n and the addition of new vPro technologies in Centrino 2 with vPro, including an anti-theft feature, should appeal to them.
Intel Anti-Theft Technology was first disclosed at the Intel Developer Forum in Shanghai during April, although few technical details were revealed at that time.
The technology works by allowing IT administrators to lock out a thief from accessing information stored on the laptop's hard disk. It does this by disabling a microcontroller embedded in the chipset that authenticates user access to the hard disk. When this happens, the chipset no longer has the key needed to bypass the disk-level encryption used to protect data on the hard disk, making it inaccessible.
However, there is at least one way around this feature. The Anti-Theft Technology requires the stolen laptop be connected to the Internet for the feature to be activated remotely. If the stolen laptop is not connected to the Internet there is no way for IT administrators to activate the feature, which means a determined thief could still access data stored on the hard drive.
Judge Puts off 'spam King' Sentencing
A federal judge in Seattle on Monday did not sentence Robert Soloway, the man known as the spam king, because all of the scheduled witnesses did not have time to take the stand, even after two full days of testimony.
At the end of the testimony on Monday, Judge Marsha Pechman scheduled what is expected to be a final day of hearings on July 22. Pechman said she might be prepared to hand down a sentence at the end of that day, although she cautioned that she is struggling to determine an appropriate penalty.
One thing is certain: Soloway, notorious for the volume of spam e-mail that he facilitated, will most certainly get some jail time. The defense did not even attempt to argue against any jail time.
The government asked that he get 14 years. But while many people have struggled to deal with the increasing volumes of spam for many years now, few people have been prosecuted for sending spam, and so Pechman said she is having trouble deciding how Soloway should pay.
"When I look at the guidelines, this crime doesn't fit easily into slots," Pechman said. She was referring to a matrix of sentencing guidelines judges use to help them determine appropriate sentences.
The closest thing to spam that she can imagine is pollution -- "some are poisoned by it, others are annoyed," she said. But that still doesn't help her determine how much jail time Soloway should serve.
In addition, even after she decides on jail time, the government has already said it plans to ask for a separate restitution hearing to determine a dollar amount that Soloway should have to give up to victims of his activities. That presents an equal challenge, Pechman said. She wondered aloud if she should put a dollar figure on how much money affected people could have earned doing their regular jobs if they were not otherwise engaged in dealing with spam. Or instead, rather than losses, she could try to figure out a dollar value to pay people for their annoyance related to the spam they received, she said.
"All these things have been vexing me," she said.
Very few spam cases have ever reached federal courts. "These laws are not interpreted and ruled on widely in the U.S.," said Aaron Kornblum, a Microsoft senior attorney who attended parts of the hearing, referring to anti-spam legislation. "So as the first wave [of cases] moves through the courts, it's interesting to see their treatment."
Kornblum attended parts of the sentencing hearings in part due to Microsoft's history with Soloway. Microsoft sued Soloway for the spam he sent to Hotmail users and won a US$7.8 million judgment, none of which Soloway has yet paid.
Microsoft could have filed a request for restitution in the federal case in hopes of collecting that money, but decided not to, Kornblum said. "We want it returned to victims," he said. The federal government has seized Soloway's assets which could be used to pay back victims or winners of civil cases that haven't been paid.
Soloway lost another case filed by a small ISP in Oklahoma and was ordered to pay $10 million to that company. None of that ruling has been paid yet either.
Kornblum hopes that a sentence that includes jail time will have an affect on other spammers. "I hope it sends a message to those engaging in illegal activity," he said.
Soloway was arrested in May 2007 after the criminal charges brought by the U.S. Department of Justice and plead guilty to fraud and tax evasion. He advertised a mass e-mail service that purported to send messages to an opt-in list of addresses, but he didn't have such a permission-based list. He also sold software that he said would let customers manage their own email campaigns, but it often didn't work.
At the end of the testimony on Monday, Judge Marsha Pechman scheduled what is expected to be a final day of hearings on July 22. Pechman said she might be prepared to hand down a sentence at the end of that day, although she cautioned that she is struggling to determine an appropriate penalty.
One thing is certain: Soloway, notorious for the volume of spam e-mail that he facilitated, will most certainly get some jail time. The defense did not even attempt to argue against any jail time.
The government asked that he get 14 years. But while many people have struggled to deal with the increasing volumes of spam for many years now, few people have been prosecuted for sending spam, and so Pechman said she is having trouble deciding how Soloway should pay.
"When I look at the guidelines, this crime doesn't fit easily into slots," Pechman said. She was referring to a matrix of sentencing guidelines judges use to help them determine appropriate sentences.
The closest thing to spam that she can imagine is pollution -- "some are poisoned by it, others are annoyed," she said. But that still doesn't help her determine how much jail time Soloway should serve.
In addition, even after she decides on jail time, the government has already said it plans to ask for a separate restitution hearing to determine a dollar amount that Soloway should have to give up to victims of his activities. That presents an equal challenge, Pechman said. She wondered aloud if she should put a dollar figure on how much money affected people could have earned doing their regular jobs if they were not otherwise engaged in dealing with spam. Or instead, rather than losses, she could try to figure out a dollar value to pay people for their annoyance related to the spam they received, she said.
"All these things have been vexing me," she said.
Very few spam cases have ever reached federal courts. "These laws are not interpreted and ruled on widely in the U.S.," said Aaron Kornblum, a Microsoft senior attorney who attended parts of the hearing, referring to anti-spam legislation. "So as the first wave [of cases] moves through the courts, it's interesting to see their treatment."
Kornblum attended parts of the sentencing hearings in part due to Microsoft's history with Soloway. Microsoft sued Soloway for the spam he sent to Hotmail users and won a US$7.8 million judgment, none of which Soloway has yet paid.
Microsoft could have filed a request for restitution in the federal case in hopes of collecting that money, but decided not to, Kornblum said. "We want it returned to victims," he said. The federal government has seized Soloway's assets which could be used to pay back victims or winners of civil cases that haven't been paid.
Soloway lost another case filed by a small ISP in Oklahoma and was ordered to pay $10 million to that company. None of that ruling has been paid yet either.
Kornblum hopes that a sentence that includes jail time will have an affect on other spammers. "I hope it sends a message to those engaging in illegal activity," he said.
Soloway was arrested in May 2007 after the criminal charges brought by the U.S. Department of Justice and plead guilty to fraud and tax evasion. He advertised a mass e-mail service that purported to send messages to an opt-in list of addresses, but he didn't have such a permission-based list. He also sold software that he said would let customers manage their own email campaigns, but it often didn't work.
PC Makers Roll out Centrino 2 Laptops
Top vendors including Hewlett-Packard, Lenovo and Fujitsu have announced consumer and business laptops that will use Intel's new Centrino 2 platform, which is being introduced on Monday. Centrino 2 boasts speedier processors, improved mobility features and support for high-definition graphics.
HP is shipping entertainment PCs that could serve as desktop replacements, including the Pavilion DV7T, which comes with a 17-inch screen. Powered by Core 2 Duo chips included in Centrino 2, the DV7T supports up to 4G bytes of RAM, up to 640G bytes of storage, and comes with integrated Wi-Fi and an optional Blu-ray drive to view high-definition movies. It weighs 5.48 pounds (2.48 kilograms). Prices for the laptops, which also include the Pavilion DV4T and Pavilion DV5T, were not immediately available.
Lenovo added new Centrino 2 laptops to its ThinkPad line that will include optional solid-state storage drives, integrated wireless networking and support Intel's new switchable graphics technology included in Centrino 2. The laptops -- W500, T400 and T500 -- will be able to switch from a separate ATI graphics card to internal graphics when running on a battery. The laptops will be available in August.
Lenovo also rolled out the SL series, which is geared toward small and medium-size businesses. Priced from US$799, the laptops are powered by Core 2 Duo chips and come with an optional online backup service and LoJack technology to track down stolen laptops. The machines are aimed at businesses with up to 99 employees that cannot afford an IT staff to troubleshoot laptop problems, according to the company. The SL line will also include Wi-Fi and mobile broadband with U.S. carrier AT&T.
The SL series could double up for home use, Lenovo said. Its design is inspired by consumer-focused IdeaPad laptops, adding colors and multimedia features such as a connector to display high-definition video. The ThinkPad SL300 will include a 13.3-inch screen and be available worldwide in August. The SL400, which has a 14.1-inch screen, and the SL500, with a 15.4-inch screen, are available immediately, according to the company.
Fujitsu released six new Centrino 2 notebooks, including the ultramobile LifeBook S6520 notebook, which the company claims is "one of the thinnest and lightest in the 14-inch class." Priced at US$1,529 for a base configuration, it weighs around 4 pounds and comes with a 14.1-inch widescreen display.
To provide mobility and multiple input capabilities to users, Fujitsu is launching two Centrino 2 tablet PCs. The LifeBook T1010 and T5010 tablet PCs, with 13.3-inch screens, will be powered by Core 2 Duo chips, with support for up to 250G bytes of storage and up to 4G bytes of memory. The Lifebook T1010 weighs 5.3 pounds with prices starting at $1,299. The T5010 weighs 4.5 pounds, and takes advantage of Centrino 2 with vPro security management features allowing remote fixes. It is priced at $1,769 for a base configuration.
The Fujitsu laptops, available immediately, come with Windows Vista, with the option to downgrade to Windows XP.
HP is shipping entertainment PCs that could serve as desktop replacements, including the Pavilion DV7T, which comes with a 17-inch screen. Powered by Core 2 Duo chips included in Centrino 2, the DV7T supports up to 4G bytes of RAM, up to 640G bytes of storage, and comes with integrated Wi-Fi and an optional Blu-ray drive to view high-definition movies. It weighs 5.48 pounds (2.48 kilograms). Prices for the laptops, which also include the Pavilion DV4T and Pavilion DV5T, were not immediately available.
Lenovo added new Centrino 2 laptops to its ThinkPad line that will include optional solid-state storage drives, integrated wireless networking and support Intel's new switchable graphics technology included in Centrino 2. The laptops -- W500, T400 and T500 -- will be able to switch from a separate ATI graphics card to internal graphics when running on a battery. The laptops will be available in August.
Lenovo also rolled out the SL series, which is geared toward small and medium-size businesses. Priced from US$799, the laptops are powered by Core 2 Duo chips and come with an optional online backup service and LoJack technology to track down stolen laptops. The machines are aimed at businesses with up to 99 employees that cannot afford an IT staff to troubleshoot laptop problems, according to the company. The SL line will also include Wi-Fi and mobile broadband with U.S. carrier AT&T.
The SL series could double up for home use, Lenovo said. Its design is inspired by consumer-focused IdeaPad laptops, adding colors and multimedia features such as a connector to display high-definition video. The ThinkPad SL300 will include a 13.3-inch screen and be available worldwide in August. The SL400, which has a 14.1-inch screen, and the SL500, with a 15.4-inch screen, are available immediately, according to the company.
Fujitsu released six new Centrino 2 notebooks, including the ultramobile LifeBook S6520 notebook, which the company claims is "one of the thinnest and lightest in the 14-inch class." Priced at US$1,529 for a base configuration, it weighs around 4 pounds and comes with a 14.1-inch widescreen display.
To provide mobility and multiple input capabilities to users, Fujitsu is launching two Centrino 2 tablet PCs. The LifeBook T1010 and T5010 tablet PCs, with 13.3-inch screens, will be powered by Core 2 Duo chips, with support for up to 250G bytes of storage and up to 4G bytes of memory. The Lifebook T1010 weighs 5.3 pounds with prices starting at $1,299. The T5010 weighs 4.5 pounds, and takes advantage of Centrino 2 with vPro security management features allowing remote fixes. It is priced at $1,769 for a base configuration.
The Fujitsu laptops, available immediately, come with Windows Vista, with the option to downgrade to Windows XP.
Lenovo to Push SSDs in More Laptops
Lenovo will start including SSDs (solid-state drives) as a storage option in more laptops to meet increasing user demand, a company official said.
The company introduced SSDs in four laptops launched Monday and more will be seen across its ThinkPad T-series laptops as products are refreshed, said Charles Sune, worldwide segment manager at Lenovo.
The SSD laptops introduced Monday include the ultraportable Thinkpad X200 and the ThinkPad W500, T400 and T500. Lenovo is offering the 64G-byte capacity for now.
Lenovo first introduced SSD storage in the ThinkPad X300 laptop earlier this year. Its acceptance underscored the importance of the technology, Sune said.
The Thinkpad X300 offers SSD as the only storage option, while the ThinkPad X200 is offered with an SSD or a hard drive. Lenovo will continue to offer hard drives as an option as it introduces more SSDs, a company spokeswoman said.
Observers expect SSDs to eventually replace hard drives in PCs for primary storage, as they deliver performance and durability improvements. However, the price-per-gigabyte remains prohibitive compared to hard drives, slowing their adoption.
Lenovo's plans to expand the availability of SSDs advances ThinkPad's reputation as a signature business laptop line, said Charles King, principal analyst at research firm Pund-IT. Business users seek a longer battery life, especially when traveling, and SSDs could help achieve that, King said.
Lenovo joins Dell as one of the major PC vendors looking to push SSD storage through its business and consumer laptop lines. Dell on Monday said it was going make 128G-byte SSDs available on its Latitude laptop this week.
Lenovo also hopes to advance its laptops with improved multimedia capabilities and battery life, Sune said. Intel's Centrino 2 mobile platform allows a laptop to switch from using a separate graphics card while connected to the mains to using integrated graphics when running on a battery.
Switchable graphics are included in the new IdeaPad U330 ultrathin consumer laptop and the ThinkPad W500, T400 and T500 laptops, all of which were launched on Monday.
Lenovo hopes the inclusion of new software and hardware technologies in desktops and laptops will establish it as a "prestige" brand and put it in a better position to compete with Hewlett-Packard, Dell and Acer. Lenovo was fourth in worldwide PC shipments in the first quarter of 2008, with a 6.9 percent market share, according to IDC.
The company introduced SSDs in four laptops launched Monday and more will be seen across its ThinkPad T-series laptops as products are refreshed, said Charles Sune, worldwide segment manager at Lenovo.
The SSD laptops introduced Monday include the ultraportable Thinkpad X200 and the ThinkPad W500, T400 and T500. Lenovo is offering the 64G-byte capacity for now.
Lenovo first introduced SSD storage in the ThinkPad X300 laptop earlier this year. Its acceptance underscored the importance of the technology, Sune said.
The Thinkpad X300 offers SSD as the only storage option, while the ThinkPad X200 is offered with an SSD or a hard drive. Lenovo will continue to offer hard drives as an option as it introduces more SSDs, a company spokeswoman said.
Observers expect SSDs to eventually replace hard drives in PCs for primary storage, as they deliver performance and durability improvements. However, the price-per-gigabyte remains prohibitive compared to hard drives, slowing their adoption.
Lenovo's plans to expand the availability of SSDs advances ThinkPad's reputation as a signature business laptop line, said Charles King, principal analyst at research firm Pund-IT. Business users seek a longer battery life, especially when traveling, and SSDs could help achieve that, King said.
Lenovo joins Dell as one of the major PC vendors looking to push SSD storage through its business and consumer laptop lines. Dell on Monday said it was going make 128G-byte SSDs available on its Latitude laptop this week.
Lenovo also hopes to advance its laptops with improved multimedia capabilities and battery life, Sune said. Intel's Centrino 2 mobile platform allows a laptop to switch from using a separate graphics card while connected to the mains to using integrated graphics when running on a battery.
Switchable graphics are included in the new IdeaPad U330 ultrathin consumer laptop and the ThinkPad W500, T400 and T500 laptops, all of which were launched on Monday.
Lenovo hopes the inclusion of new software and hardware technologies in desktops and laptops will establish it as a "prestige" brand and put it in a better position to compete with Hewlett-Packard, Dell and Acer. Lenovo was fourth in worldwide PC shipments in the first quarter of 2008, with a 6.9 percent market share, according to IDC.
Intel Saves Batteries, Pumps Multimedia With Centrino 2
Intel on Monday launched Centrino 2, its latest mobile platform, which the company claims will increase laptop battery life while delivering speedier performance and faster wireless connectivity.
After four refreshes, the new chipset platform is Intel's first major Centrino upgrade after its predecessor was launched in 2003. Running faster processors, the Centrino 2 platform feature will better multimedia performance while consuming less power, the company said.
Laptops with the Centrino 2 platform include Core 2 Duo processors running between 2.26GHz and 3.06GHz, a graphics chipset capable of handling high-definition graphics and a wireless chipset. Three of the new Core 2 Duo processors run at 25 watts for lower power consumption compared to earlier processors, which ran at 35 watts of higher.
Intel plans to ship a quad-core Core 2 chip for the platform later this year for gaming, said Mooly Eden, vice president of Intel's mobile platforms group, during a launch event in San Francisco. Centrino 2 chips are manufactured using the 45-nanometer process.
A gaggle of new wireless connectivity features in the wireless chipset includes support for 802.11n wireless networking and WiMax wireless broadband. Laptop vendors like Lenovo are planning to offer additional mobile broadband options like UWB (ultra-wideband) in future Centrino 2 laptops.
Some users spend more time with their laptops than their wives, so it was important to include better entertainment options on Centrino 2 laptops, Eden said.
The laptops will be able to handle 3D graphics and high-definition content through the new GMA X4500MHD integrated graphics processor. The chipset supports DirectX 10 and is capable of off-loading the processor by taking on heavier graphics loads by hardware-based decoding. Users will be able to watch a two-hour Blu-ray movie on a single six-cell battery charge, Intel officials said.
"The world is going to high-definition... it will happen this year or next year," Eden said. By 2013, the number of Blu-ray drives shipping in laptops will outnumber Blu-ray drive shipments in game consoles, he said.
To improve multimedia performance while saving battery life in laptops, Intel has added technology called Switchable graphics to the Centrino 2 platform. The laptops can switch from a discrete graphics card to an integrated graphics processor when running on a battery. Users will have the option to switch between cards either manually or automatically.
Intel also announced Centrino 2 for vPro, which has security management features allowing remote fixes.
The new platform and its graphics chipset make the company more competitive with Advanced Micro Devices, whose Puma laptop platform raised the bar in handling high-definition content, said Nathan Brookwood, principal analyst at Insight 64. "Integrated graphics has never been Intel's strong point in the notebook [space]. They are committed to eliminating graphics as a source of competitive weakness," Brookwood said.
Companies including Lenovo, Hewlett-Packard and Fujitsu have announced new business and ultraportable laptops based on the Centrino 2 platform.
After four refreshes, the new chipset platform is Intel's first major Centrino upgrade after its predecessor was launched in 2003. Running faster processors, the Centrino 2 platform feature will better multimedia performance while consuming less power, the company said.
Laptops with the Centrino 2 platform include Core 2 Duo processors running between 2.26GHz and 3.06GHz, a graphics chipset capable of handling high-definition graphics and a wireless chipset. Three of the new Core 2 Duo processors run at 25 watts for lower power consumption compared to earlier processors, which ran at 35 watts of higher.
Intel plans to ship a quad-core Core 2 chip for the platform later this year for gaming, said Mooly Eden, vice president of Intel's mobile platforms group, during a launch event in San Francisco. Centrino 2 chips are manufactured using the 45-nanometer process.
A gaggle of new wireless connectivity features in the wireless chipset includes support for 802.11n wireless networking and WiMax wireless broadband. Laptop vendors like Lenovo are planning to offer additional mobile broadband options like UWB (ultra-wideband) in future Centrino 2 laptops.
Some users spend more time with their laptops than their wives, so it was important to include better entertainment options on Centrino 2 laptops, Eden said.
The laptops will be able to handle 3D graphics and high-definition content through the new GMA X4500MHD integrated graphics processor. The chipset supports DirectX 10 and is capable of off-loading the processor by taking on heavier graphics loads by hardware-based decoding. Users will be able to watch a two-hour Blu-ray movie on a single six-cell battery charge, Intel officials said.
"The world is going to high-definition... it will happen this year or next year," Eden said. By 2013, the number of Blu-ray drives shipping in laptops will outnumber Blu-ray drive shipments in game consoles, he said.
To improve multimedia performance while saving battery life in laptops, Intel has added technology called Switchable graphics to the Centrino 2 platform. The laptops can switch from a discrete graphics card to an integrated graphics processor when running on a battery. Users will have the option to switch between cards either manually or automatically.
Intel also announced Centrino 2 for vPro, which has security management features allowing remote fixes.
The new platform and its graphics chipset make the company more competitive with Advanced Micro Devices, whose Puma laptop platform raised the bar in handling high-definition content, said Nathan Brookwood, principal analyst at Insight 64. "Integrated graphics has never been Intel's strong point in the notebook [space]. They are committed to eliminating graphics as a source of competitive weakness," Brookwood said.
Companies including Lenovo, Hewlett-Packard and Fujitsu have announced new business and ultraportable laptops based on the Centrino 2 platform.
Monday, July 14, 2008
Hands on With Acer's Aspire One Netbook
Acer, the world's third largest PC vendor, is a big believer in the future of mini-laptops, or netbooks, and the company gave me a chance to try out its first device, the Aspire one, in an interview last week.
It's one of the best mini-notebooks I've tested for the price -- which ranges from US$399 to $499, software and other features.
From boot up to shut down, the Aspire one was a pleasure to use. Boot up took just 12 seconds due to the Linpus Linux Lite OS it runs. That compares to 30 to 40 seconds on other mini-notebooks I've tested running Microsoft Windows XP. Aspire one can also come with Windows XP, but after trying out the one with Linpus Linux, I'm not sure I'd want XP.
What Acer did best with Aspire one was focus on the Internet.
The Aspire one is designed for Internet use and comes loaded with software. The home page that opens on boot up offers software options right away, including a browser, an all-in-one email box, unified messaging center, media software and Office-like software.
It will show up to six separate e-mail accounts on one screen. On first opening the application, it prompts you to type in your name and password for each e-mail account, then sends all incoming mail to one box. It works similarly with the messaging software.
Only Hotmail does not work on the Aspire one system, I'm told, though MSN Messenger does.
All of the Office-like applications are from Open Office and are compatible with Microsoft Office software, an Acer representative said.
Other conveniences include allowing you to choose the software that shows up on your home page and a "home page" key on the typing pad that returns you to the main menu immediately. You can't get lost.
The Aspire one I tested used a 1.6GHz Intel Atom microprocessor, 1G byte of DRAM, an 8G byte NAND flash memory storage drive and ran on a 3-cell battery able to last about three hours. For a higher price, there are options for up to a 120G byte HDD (hard disk drive) and 6-cell battery that lasts around seven or eight hours. I'm not sure why anyone interested in a netbook would go for a 3-cell battery. The devices are designed for mobility, so a 6-cell battery seems necessary to me.
The screen and keypad on Aspire one were great. The 8.9-inch LCD screen has an LED backlight (light-emitting diode) which uses less power than traditional backlights and boosts color saturation, giving the screen beautiful 1024 by 600 resolution.
The keypad is easy on the hands. Unlike rival devices, Acer kept the keypad simple with keys that are responsive and spaced out, making error-free typing simple. The keypad is 95 percent as large as a mainstream laptop keyboard, according to Acer, and it felt like it when I was typing.
For easy Internet access, Aspire one comes with Wi-Fi 802.11b/g and a choice of adding embedded WiMax or 3G (third-generation) modules. WiMax, which is broadband wireless Internet similar to Wi-Fi, hasn't rolled out broadly across the world, but 3G networks are up and running in many places.
Aspire one can also read five different kinds of memory cards, and there's an expansion slot on the side of the device where you can add a memory card to expand internal storage.
The device is already on sale in Taiwan and is rolling out across Asia and the rest of the world this month.
It's one of the best mini-notebooks I've tested for the price -- which ranges from US$399 to $499, software and other features.
From boot up to shut down, the Aspire one was a pleasure to use. Boot up took just 12 seconds due to the Linpus Linux Lite OS it runs. That compares to 30 to 40 seconds on other mini-notebooks I've tested running Microsoft Windows XP. Aspire one can also come with Windows XP, but after trying out the one with Linpus Linux, I'm not sure I'd want XP.
What Acer did best with Aspire one was focus on the Internet.
The Aspire one is designed for Internet use and comes loaded with software. The home page that opens on boot up offers software options right away, including a browser, an all-in-one email box, unified messaging center, media software and Office-like software.
It will show up to six separate e-mail accounts on one screen. On first opening the application, it prompts you to type in your name and password for each e-mail account, then sends all incoming mail to one box. It works similarly with the messaging software.
Only Hotmail does not work on the Aspire one system, I'm told, though MSN Messenger does.
All of the Office-like applications are from Open Office and are compatible with Microsoft Office software, an Acer representative said.
Other conveniences include allowing you to choose the software that shows up on your home page and a "home page" key on the typing pad that returns you to the main menu immediately. You can't get lost.
The Aspire one I tested used a 1.6GHz Intel Atom microprocessor, 1G byte of DRAM, an 8G byte NAND flash memory storage drive and ran on a 3-cell battery able to last about three hours. For a higher price, there are options for up to a 120G byte HDD (hard disk drive) and 6-cell battery that lasts around seven or eight hours. I'm not sure why anyone interested in a netbook would go for a 3-cell battery. The devices are designed for mobility, so a 6-cell battery seems necessary to me.
The screen and keypad on Aspire one were great. The 8.9-inch LCD screen has an LED backlight (light-emitting diode) which uses less power than traditional backlights and boosts color saturation, giving the screen beautiful 1024 by 600 resolution.
The keypad is easy on the hands. Unlike rival devices, Acer kept the keypad simple with keys that are responsive and spaced out, making error-free typing simple. The keypad is 95 percent as large as a mainstream laptop keyboard, according to Acer, and it felt like it when I was typing.
For easy Internet access, Aspire one comes with Wi-Fi 802.11b/g and a choice of adding embedded WiMax or 3G (third-generation) modules. WiMax, which is broadband wireless Internet similar to Wi-Fi, hasn't rolled out broadly across the world, but 3G networks are up and running in many places.
Aspire one can also read five different kinds of memory cards, and there's an expansion slot on the side of the device where you can add a memory card to expand internal storage.
The device is already on sale in Taiwan and is rolling out across Asia and the rest of the world this month.
Forrester: IT Leads Web 2.0 Movement in Enterprise
A new Forrester report contends that IT has begun to take a greater interest and leadership role in the enterprise adoption of Web 2.0 technologies such as blogs, wikis and social networks. Until now, those technologies have often been driven by line-of-business users rejecting traditional enterprise software in favor of consumer applications.
In a survey of 262 enterprise IT professionals, reports the Forrester study, 63 percent expected to see Web 2.0 technologies have a moderate or substantial impact on the business.
Prior to this report, IT was largely viewed as a blocker, not an enabler of Web 2.0 technologies. According to Oliver Young, the Forrester analyst who wrote the report, that's because Web 2.0 technologies suffered a reputation problem with IT. "They'd look at social networking and think MySpace and Facebook," he says. "They look at wikis and think Wikipedia. They had the perception that these are for kids and not for business."
But IT has begun to change its mind because IT pros are becoming users of the technologies themselves. The survey asked respondents if they used certain Web 2.0 technologies or if they were at least familiar with them. The results revealed that, at least in certain categories of staple Web 2.0 technologies, IT professionals are heavy users themselves or knowledgeable of the technology.
About 35 percent use blogs and 59 percent are familiar with them. Other technologies revealed similar trends: social networking at 38 usage and 46 percent familiarity, respectively; wikis 43 and 32 percent; podcasts 34 and 53 percent; RSS 34 and 31 percent.
The first cause for IT involvement is their use of Web 2.0 tools (as evidenced above). In addition, Young says IT wants to have a role in delivering them securely to enterprise users, who have been going around IT and accessing consumer applications on the Web.
In the survey, 79 percent of respondents were somewhat concerned or very concerned about the risks of employees bringing unsanctioned technology into the enterprise. "It's a matter of trying to take a leadership position by giving people the right [Web 2.0] tools while not putting the corporation at risk," Young says.
And IT is putting its money where its mouth is. According to the report, around 80 percent of all Web 2.0 initiatives are led by IT.
In a survey of 262 enterprise IT professionals, reports the Forrester study, 63 percent expected to see Web 2.0 technologies have a moderate or substantial impact on the business.
Prior to this report, IT was largely viewed as a blocker, not an enabler of Web 2.0 technologies. According to Oliver Young, the Forrester analyst who wrote the report, that's because Web 2.0 technologies suffered a reputation problem with IT. "They'd look at social networking and think MySpace and Facebook," he says. "They look at wikis and think Wikipedia. They had the perception that these are for kids and not for business."
But IT has begun to change its mind because IT pros are becoming users of the technologies themselves. The survey asked respondents if they used certain Web 2.0 technologies or if they were at least familiar with them. The results revealed that, at least in certain categories of staple Web 2.0 technologies, IT professionals are heavy users themselves or knowledgeable of the technology.
About 35 percent use blogs and 59 percent are familiar with them. Other technologies revealed similar trends: social networking at 38 usage and 46 percent familiarity, respectively; wikis 43 and 32 percent; podcasts 34 and 53 percent; RSS 34 and 31 percent.
The first cause for IT involvement is their use of Web 2.0 tools (as evidenced above). In addition, Young says IT wants to have a role in delivering them securely to enterprise users, who have been going around IT and accessing consumer applications on the Web.
In the survey, 79 percent of respondents were somewhat concerned or very concerned about the risks of employees bringing unsanctioned technology into the enterprise. "It's a matter of trying to take a leadership position by giving people the right [Web 2.0] tools while not putting the corporation at risk," Young says.
And IT is putting its money where its mouth is. According to the report, around 80 percent of all Web 2.0 initiatives are led by IT.
Most IT Shops Snubbing Blogs, Wikis, RSS
The business potential of social-networking Web sites and various Web 2.0 technologies remains largely untapped, according to separate reports released by the analyst firms Forrester Research and Gartner on Thursday.
IT departments are taking an active role in acquiring and deploying Web 2.0 technologies, Forrester found, but such individual technologies as blogs, wikis and RSS feeds are being adopted in only a minority of businesses.
For example, 64% of IT shops have no plans to invest in wikis in 2008, and another 8% were not familiar with the technology, according to a Forrester survey of 729 IT decision-makers at U.S. companies with 500 or more employees. Sixty-nine percent of IT shops had no plans to invest in blogs this year, and 66% have no plans to invest in RSS.
That's not to say IT shops are ignoring these technologies. When it comes to deploying Web 2.0, "budgetary controls, the need for integration and technical skills, and the growing importance of Web 2.0 tools are all putting IT departments in the driver's seat," Forrester analyst Oliver Young writes.
Most IT decision-makers expect Web 2.0 to have a moderate or substantial impact on their business in the next three years. Funding for Web 2.0 deployments is more likely to come from IT than from any other department, Forrester found. IT budget constraints are thus a roadblock for many Web 2.0 initiatives.
IT departments should get involved in Web 2.0 initiatives, because unmanaged deployments driven by non-IT employees carry the risk of exposing sensitive corporate data. Nearly 80% of the IT decision-makers surveyed by Forrester were concerned about this risk.
Gartner, meanwhile, surveyed more than 4,000 PC and mobile phone users in 18 countries and territories, finding that most users of social-networking Web sites are "motivated by personal needs and a desire for entertainment, rather than business and practical objectives."
"Although the potential of such sites for business remains largely untapped, they will become increasingly important to the competitiveness of large enterprises in the future," Gartner writes.
Nearly half of respondents to the Gartner survey use social-networking sites, mostly by PC. "Despite the hype surrounding social networking, Internet users generally did not place a high level of importance on social network sites, compared with other mainstream Internet applications, such as e-mail and search," Gartner writes. "However, taken together with other broader forms of networking, including instant messaging, e-mail, sharing of photos, files and chat rooms, there is a significant aggregate level of interest in the social aspects of communication as opposed to applications that are simply transactional, diverting or functional."
In the enterprise, blog systems are used primarily for internal communications and sharing of knowledge and content among workers, according to the Forrester survey. Content aggregation and corporate communications are the most common reasons to deploy RSS, with marketing to customers the third most popular use. Wikis are most popularly deployed as an "internal Wikipedia" for sharing information and collaborating on document creation, Forrester found. About 12% of companies that have deployed wikis are using them externally to gain insight from customers.
Although most IT departments aren't investing in blogs, wikis and RSS, the majority of those who do say they have gained business value from the tools, Forrester's survey found.
IT departments are taking an active role in acquiring and deploying Web 2.0 technologies, Forrester found, but such individual technologies as blogs, wikis and RSS feeds are being adopted in only a minority of businesses.
For example, 64% of IT shops have no plans to invest in wikis in 2008, and another 8% were not familiar with the technology, according to a Forrester survey of 729 IT decision-makers at U.S. companies with 500 or more employees. Sixty-nine percent of IT shops had no plans to invest in blogs this year, and 66% have no plans to invest in RSS.
That's not to say IT shops are ignoring these technologies. When it comes to deploying Web 2.0, "budgetary controls, the need for integration and technical skills, and the growing importance of Web 2.0 tools are all putting IT departments in the driver's seat," Forrester analyst Oliver Young writes.
Most IT decision-makers expect Web 2.0 to have a moderate or substantial impact on their business in the next three years. Funding for Web 2.0 deployments is more likely to come from IT than from any other department, Forrester found. IT budget constraints are thus a roadblock for many Web 2.0 initiatives.
IT departments should get involved in Web 2.0 initiatives, because unmanaged deployments driven by non-IT employees carry the risk of exposing sensitive corporate data. Nearly 80% of the IT decision-makers surveyed by Forrester were concerned about this risk.
Gartner, meanwhile, surveyed more than 4,000 PC and mobile phone users in 18 countries and territories, finding that most users of social-networking Web sites are "motivated by personal needs and a desire for entertainment, rather than business and practical objectives."
"Although the potential of such sites for business remains largely untapped, they will become increasingly important to the competitiveness of large enterprises in the future," Gartner writes.
Nearly half of respondents to the Gartner survey use social-networking sites, mostly by PC. "Despite the hype surrounding social networking, Internet users generally did not place a high level of importance on social network sites, compared with other mainstream Internet applications, such as e-mail and search," Gartner writes. "However, taken together with other broader forms of networking, including instant messaging, e-mail, sharing of photos, files and chat rooms, there is a significant aggregate level of interest in the social aspects of communication as opposed to applications that are simply transactional, diverting or functional."
In the enterprise, blog systems are used primarily for internal communications and sharing of knowledge and content among workers, according to the Forrester survey. Content aggregation and corporate communications are the most common reasons to deploy RSS, with marketing to customers the third most popular use. Wikis are most popularly deployed as an "internal Wikipedia" for sharing information and collaborating on document creation, Forrester found. About 12% of companies that have deployed wikis are using them externally to gain insight from customers.
Although most IT departments aren't investing in blogs, wikis and RSS, the majority of those who do say they have gained business value from the tools, Forrester's survey found.
Artificial Intelligence Tied to Search Future
AI (Artificial intelligence) has the potential to enhance Internet searches, but obstacles still must be overcome, a speaker stressed at a technical conference Thursday hosted by IBM.
Entitled "The New AI: New Paradigms for Using Computers Workshop," the event at the IBM Almaden Research Center in San Jose, Calif. featured a presentation by Oren Etzioni, director of the Turing Center at the University of Washington. Multiple AI and machine learning projects also were highlighted at the event.
Etzioni emphasized more intelligent Internet- searching. "We're going to see in the next five years next-generation search systems based on things like Open IE (Information Extraction)," Etzioni said. Open IE involves techniques for mapping sentences to logical expressions and could apply to arbitrary sentences on the Web, he said.
Etzioni cited work on Softbot intelligent interface technology. But he noted issues, such as a Softbot that might be given the goal of deleting a file but instead deletes an old server log. Using contemporary humor to illustrate another potential problem, he even referred to a Doonesbury cartoon where a search for milk has the Softbot buying luggage along with the milk, against what the searcher desired.
But solutions for enhanced search are emerging, including semantic tractability, in which simple sentences can be understood, and the clarifying of dialogs that could have double meanings, said Etzioni.
Natural language interfaces have been preferred as the way to talk to Softbots, but these must be reliable, he said. Etzioni also cited work on the KnowItAll project, which is about extracting high-quality information from text on the Web. Another effort, TextRunner, pertains to open information extraction and is meant to serve as a foundation for a massive knowledge base.
An organizer of Thursday's event shied away from the term "artificial intelligence."
"[The term] artificial intelligence has fallen out of favor. You're not hearing about expert systems anymore," said Stefan Nusser, senior manager of the IBM User Systems & Experience Research Group. "But right now, there is sort of a re-emergence of some of these methodologies."
The event also showcased several projects in the AI and machine learning spaces. These included:
-- Using AI to Identify Interesting Assertions. With this University of Washington project, machine learning is combined with human computation to identify which assertions extracted from the Internet are more interesting. TextRunner is used in this project as well as content creation sites like Wikipedia.
-- Data Visualizations and Continuous Interfaces. This Yahoo effort features various applications offering advanced visualizations of data, such as FAA flight paths.
-- Examining Obstacles to Software Developer Adoption of Statistical Machine Learning. This University of Washington and Intel project involves studies to provide the basis for development tools to better support software developers applying statistical machine learning within applications.
-- CueFlik: Interactive Concept Learning in Image Search. Sponsored by the University of Washington and Microsoft, the project provides a Web image search application enabling users to develop rules for re-ranking Web images according to visual characteristics.
-- Towards PR2: A Personalized Robot Platform. This Willow Garage effort features a hardware and software platform for robots that do tasks for humans in human environments. In collaboration with Stanford University, an open-source robot operating system is being developed as well.
-- SparTag.us: A Low Cost Tagging System for Foraging of Web Content. This Palo Alto Research Center (PARC) project features a new tagging system with a "Clik2Tag" technique to provide low-cost tagging of Web content. Users can highlight text snippets and collect tagged or highlighted paragraphs into a system-created notebook that can be browsed and searched.
-- WikiDashboard: Social Transparency and Visualization for Wikipedia. Also a PARC effort, the project features an analysis tool intended to improve social transparency and accountability on Wikipedia articles.
-- Responsive Mirror: An Intelligent Fitting Room Using Multi-Camera Perception. A PARC project involving a system for retail fitting rooms enabling online social fashion comparisons based on multi-camera perceptions.
-- Magitti: Mobile Recommendations for Leisure Activities. This PARC system uses context filtering to narrow down the overload of leisure time offerings in urban areas. The system infers interests and activities for models learned over time based on individual and aggregate user behavior.
-- Intelligent E-mail: Reply and Attachment Prediction. A University of Pennsylvania project that involves enhanced e-mail interfaces intended to reduce the stress of email overload.
-- Model-driven Content Connectors and Web Intelligence. Consider the Source. An IBM approach for making predictions about relevant content and what should be made accessible in an intelligent navigation system. Unified Modeling Language is leveraged to form connectors between user goals, objects, and content types.
-- AALIM: Diagnostic Decision Support for Cardiologists. This is an IBM-developed decision support system to identify similar patient records and aid in diagnostic decision support.
-- CoScripter: Programming the Web by Demonstration. An IBM project involving a system for recording, automating, and sharing processes performed in a Web browser. Repetitive activities are automated. It is an extension to the Firefox browser.
-- Highlight: Mobilizing Existing Web Sites. This IBM project enables users to create mobile versions of existing Web sites that are customized to their own tasks and devices.
-- ShapeWriter: Intelligent Gesture Input. An IBM endeavor involving an advanced mobile text input solution that recognizes a user's intended words through real-time statistical analysis of a user's gesture stroke on the graphical keyboard.
-- CALO (Cognitive Assistant that Learns and Organizes) Express. This is a Windows-based version of SRI International's CALO project to build an intelligent personal assistant. For example, it can figure out RSS feeds and suggest new feeds for the user.
Entitled "The New AI: New Paradigms for Using Computers Workshop," the event at the IBM Almaden Research Center in San Jose, Calif. featured a presentation by Oren Etzioni, director of the Turing Center at the University of Washington. Multiple AI and machine learning projects also were highlighted at the event.
Etzioni emphasized more intelligent Internet- searching. "We're going to see in the next five years next-generation search systems based on things like Open IE (Information Extraction)," Etzioni said. Open IE involves techniques for mapping sentences to logical expressions and could apply to arbitrary sentences on the Web, he said.
Etzioni cited work on Softbot intelligent interface technology. But he noted issues, such as a Softbot that might be given the goal of deleting a file but instead deletes an old server log. Using contemporary humor to illustrate another potential problem, he even referred to a Doonesbury cartoon where a search for milk has the Softbot buying luggage along with the milk, against what the searcher desired.
But solutions for enhanced search are emerging, including semantic tractability, in which simple sentences can be understood, and the clarifying of dialogs that could have double meanings, said Etzioni.
Natural language interfaces have been preferred as the way to talk to Softbots, but these must be reliable, he said. Etzioni also cited work on the KnowItAll project, which is about extracting high-quality information from text on the Web. Another effort, TextRunner, pertains to open information extraction and is meant to serve as a foundation for a massive knowledge base.
An organizer of Thursday's event shied away from the term "artificial intelligence."
"[The term] artificial intelligence has fallen out of favor. You're not hearing about expert systems anymore," said Stefan Nusser, senior manager of the IBM User Systems & Experience Research Group. "But right now, there is sort of a re-emergence of some of these methodologies."
The event also showcased several projects in the AI and machine learning spaces. These included:
-- Using AI to Identify Interesting Assertions. With this University of Washington project, machine learning is combined with human computation to identify which assertions extracted from the Internet are more interesting. TextRunner is used in this project as well as content creation sites like Wikipedia.
-- Data Visualizations and Continuous Interfaces. This Yahoo effort features various applications offering advanced visualizations of data, such as FAA flight paths.
-- Examining Obstacles to Software Developer Adoption of Statistical Machine Learning. This University of Washington and Intel project involves studies to provide the basis for development tools to better support software developers applying statistical machine learning within applications.
-- CueFlik: Interactive Concept Learning in Image Search. Sponsored by the University of Washington and Microsoft, the project provides a Web image search application enabling users to develop rules for re-ranking Web images according to visual characteristics.
-- Towards PR2: A Personalized Robot Platform. This Willow Garage effort features a hardware and software platform for robots that do tasks for humans in human environments. In collaboration with Stanford University, an open-source robot operating system is being developed as well.
-- SparTag.us: A Low Cost Tagging System for Foraging of Web Content. This Palo Alto Research Center (PARC) project features a new tagging system with a "Clik2Tag" technique to provide low-cost tagging of Web content. Users can highlight text snippets and collect tagged or highlighted paragraphs into a system-created notebook that can be browsed and searched.
-- WikiDashboard: Social Transparency and Visualization for Wikipedia. Also a PARC effort, the project features an analysis tool intended to improve social transparency and accountability on Wikipedia articles.
-- Responsive Mirror: An Intelligent Fitting Room Using Multi-Camera Perception. A PARC project involving a system for retail fitting rooms enabling online social fashion comparisons based on multi-camera perceptions.
-- Magitti: Mobile Recommendations for Leisure Activities. This PARC system uses context filtering to narrow down the overload of leisure time offerings in urban areas. The system infers interests and activities for models learned over time based on individual and aggregate user behavior.
-- Intelligent E-mail: Reply and Attachment Prediction. A University of Pennsylvania project that involves enhanced e-mail interfaces intended to reduce the stress of email overload.
-- Model-driven Content Connectors and Web Intelligence. Consider the Source. An IBM approach for making predictions about relevant content and what should be made accessible in an intelligent navigation system. Unified Modeling Language is leveraged to form connectors between user goals, objects, and content types.
-- AALIM: Diagnostic Decision Support for Cardiologists. This is an IBM-developed decision support system to identify similar patient records and aid in diagnostic decision support.
-- CoScripter: Programming the Web by Demonstration. An IBM project involving a system for recording, automating, and sharing processes performed in a Web browser. Repetitive activities are automated. It is an extension to the Firefox browser.
-- Highlight: Mobilizing Existing Web Sites. This IBM project enables users to create mobile versions of existing Web sites that are customized to their own tasks and devices.
-- ShapeWriter: Intelligent Gesture Input. An IBM endeavor involving an advanced mobile text input solution that recognizes a user's intended words through real-time statistical analysis of a user's gesture stroke on the graphical keyboard.
-- CALO (Cognitive Assistant that Learns and Organizes) Express. This is a Windows-based version of SRI International's CALO project to build an intelligent personal assistant. For example, it can figure out RSS feeds and suggest new feeds for the user.
Friday, July 11, 2008
Remote for IPhone and IPod Touch
It's no surprise that Apple's Remote application headed up the App Store's list of Top Free Apps immediately after the iPhone application store launched. After installing Remote on an iPhone or iPod touch, the portable's touchscreen becomes the best remote control I've yet seen for controlling an Apple TV--or iTunes running on a computer--located on the same local network. (Your iPhone or iPod touch must be connected to that network via WiFi.)
When you first launch the Remote application on your iPhone or iPod touch, you need to complete a one-time pairing procedure in order to choose which iPhone or iPod touch controls which Apple TV or which copy of iTunes. In the Remote program, you tap on Add Library, which displays a four-digit passcode on the screen. Then you select your iPhone or iPod touch on the Apple TV's new Remotes screen (in Settings -> General), or in iTunes' Devices list, and enter the passcode. You have to perform this simple procedure only once for each device with which you want to pair; launching the Remote program in the future automatically connects the iPhone or iPod touch to your Apple TV or to iTunes as long as you're connected to the local WiFi network. (When you first connect to a source device--Apple TV or iTunes--there's sometimes a few-second delay while Remote retrieves the library contents.) You can even pair with multiple devices and then choose which you want to control when you launch Remote.
When controlling an Apple TV or iTunes using Remote, your iPhone or iPod touch's screen looks much like the mobile version of iTunes. At the bottom of the screen are Playlist, Artists, Albums, Search, and More buttons; the latter displays a screen with Audiobooks, Composers, Genres, Movies, Music Videos, Podcasts, Songs, and TV Shows--you actually get more options here than you do in mobile iTunes.
After choosing a category, you browse your iTunes or Apple TV library just as if you were browsing the media contents of your iPhone or iPod touch--by flicking your finger up or down and tapping to make a selection. You get an alphabetical index down the right-hand side of the screen, and you see album art and poster frames when viewing album and video listings, respectively. Choosing an album, track, podcast, or video begins playback; cover art is displayed on a Now Playing screen, just as if you were listening to audio on the iPod or iPod touch. You can even rate tracks when using Remote with iTunes.
If you're wondering how well Remote lets you "scrub" through media, the answer depends on what you're used to. The procedures are essentially the same as those on an iPhone or iPod touch: you tap-and-hold on the Back or Forward buttons to scan back or forward, respectively, within the current track, or you tap the Now Playing screen to manually position the playhead on the onscreen progress bar. Which means that in-track navigation using Remote is considerably better than using the Apple TV's physical remote control, but is sorely lacking in precision compared to the scrub feature of Click Wheel iPods or the mouse-cursor-positioned progress bar of iTunes on your computer.
A great feature found in Remote that's not available in iTunes on the iPhone or iPod touch is Search. Tap in a few letters and you instantly get a list of all content--artist names, tracks, movies, etc.--containing the search phrase. Tap on a track or video to play it, or tap on an artist or album to browse its contents. Remote even remembers your last search, so you don't lose your results if you switch to another screen.
When controlling iTunes, the Remote program's Settings screen also lets you individually enable or disable remote AirTunes speakers--AirPort Express or Apple TV units connected to speakers or a stereo system. (Unfortunately, the Settings button is located only on the main screen, so you may need to "back out" a bit to access it.)
Remote works well with iTunes, but it's a godsend for Apple TV--especially if, like me, you've got a massive music collection. With the exception of Shuffle mode, I'd given up listening to music on my Apple TV because of the painfully-slow music navigation. With Remote, finding and playing any track in my library is easier than with any device or remote I've used. And I can do it from anywhere in or around my house.
The biggest shortcoming of Remote is that you can't use it to browse the iTunes Store, nor can you initiate playback of an iTunes-rented movie that hasn't yet been transferred to your Apple TV. (To put it more accurately, you can't use Remote to navigate the Apple TV's own interface; Remote effectively replaces that interface.) But for playing media already on your Apple TV or in iTunes, Remote is tough to beat.
Remote is compatible with any iPhone or iPod touch running the iPhone 2.0 software update.
When you first launch the Remote application on your iPhone or iPod touch, you need to complete a one-time pairing procedure in order to choose which iPhone or iPod touch controls which Apple TV or which copy of iTunes. In the Remote program, you tap on Add Library, which displays a four-digit passcode on the screen. Then you select your iPhone or iPod touch on the Apple TV's new Remotes screen (in Settings -> General), or in iTunes' Devices list, and enter the passcode. You have to perform this simple procedure only once for each device with which you want to pair; launching the Remote program in the future automatically connects the iPhone or iPod touch to your Apple TV or to iTunes as long as you're connected to the local WiFi network. (When you first connect to a source device--Apple TV or iTunes--there's sometimes a few-second delay while Remote retrieves the library contents.) You can even pair with multiple devices and then choose which you want to control when you launch Remote.
When controlling an Apple TV or iTunes using Remote, your iPhone or iPod touch's screen looks much like the mobile version of iTunes. At the bottom of the screen are Playlist, Artists, Albums, Search, and More buttons; the latter displays a screen with Audiobooks, Composers, Genres, Movies, Music Videos, Podcasts, Songs, and TV Shows--you actually get more options here than you do in mobile iTunes.
After choosing a category, you browse your iTunes or Apple TV library just as if you were browsing the media contents of your iPhone or iPod touch--by flicking your finger up or down and tapping to make a selection. You get an alphabetical index down the right-hand side of the screen, and you see album art and poster frames when viewing album and video listings, respectively. Choosing an album, track, podcast, or video begins playback; cover art is displayed on a Now Playing screen, just as if you were listening to audio on the iPod or iPod touch. You can even rate tracks when using Remote with iTunes.
If you're wondering how well Remote lets you "scrub" through media, the answer depends on what you're used to. The procedures are essentially the same as those on an iPhone or iPod touch: you tap-and-hold on the Back or Forward buttons to scan back or forward, respectively, within the current track, or you tap the Now Playing screen to manually position the playhead on the onscreen progress bar. Which means that in-track navigation using Remote is considerably better than using the Apple TV's physical remote control, but is sorely lacking in precision compared to the scrub feature of Click Wheel iPods or the mouse-cursor-positioned progress bar of iTunes on your computer.
A great feature found in Remote that's not available in iTunes on the iPhone or iPod touch is Search. Tap in a few letters and you instantly get a list of all content--artist names, tracks, movies, etc.--containing the search phrase. Tap on a track or video to play it, or tap on an artist or album to browse its contents. Remote even remembers your last search, so you don't lose your results if you switch to another screen.
When controlling iTunes, the Remote program's Settings screen also lets you individually enable or disable remote AirTunes speakers--AirPort Express or Apple TV units connected to speakers or a stereo system. (Unfortunately, the Settings button is located only on the main screen, so you may need to "back out" a bit to access it.)
Remote works well with iTunes, but it's a godsend for Apple TV--especially if, like me, you've got a massive music collection. With the exception of Shuffle mode, I'd given up listening to music on my Apple TV because of the painfully-slow music navigation. With Remote, finding and playing any track in my library is easier than with any device or remote I've used. And I can do it from anywhere in or around my house.
The biggest shortcoming of Remote is that you can't use it to browse the iTunes Store, nor can you initiate playback of an iTunes-rented movie that hasn't yet been transferred to your Apple TV. (To put it more accurately, you can't use Remote to navigate the Apple TV's own interface; Remote effectively replaces that interface.) But for playing media already on your Apple TV or in iTunes, Remote is tough to beat.
Remote is compatible with any iPhone or iPod touch running the iPhone 2.0 software update.
Google, Yahoo to Reach 3 Billion Mobile Phones
With a market size three times bigger than the Internet today, Internet search engines Yahoo! and Google both aim to bring the Internet to about 3.2 billion cell phone users as compared to the 850 million PC users today.
"The phone is three times the size of the market as the Web, so why not people turn on the phone first?" remarked Andy Rubin, Google's director of mobile platforms.
Rubin said that since Google's business comes mostly from advertisements,enabling Internet-like experience in cell phones is very important to them. He said Google's new cell phone platform, Android, could be "the ultimate Internet-style-luminated mobile phone" slated to be launched later this year or early 2009.
"Android is open-source platform for mobile phones. It allows developers to develop Internet-style applications on the phone," he explained, adding that Google has partnered with eight telecommunication companies worldwide who are now building phones based on the Android platform.
Rubin said Google has funded US$10 million to challenge developers to develop applications for Android and there are now about 1700 developers in 75 countries that joined the contest -- 20% submissions coming from Asia --which he described as a "pretty global effort and exciting to watch."
In an exclusive press briefing in Singapore, Rubin presented an unnamed mobile phone that uses the Android platform, where it has Internet-style application features such as BreadCrumbz, PedNav, Fon11, Enkin, multiple weather applications, and various pocket PC games,among others.
BreadCrumbz is a first-person view navigation for tours and route-finding, while PedNav helps a user plan his foot-based itinerary, incorporating time estimates based on traffic and other variables. Fon11, however, is for social networking with real-time location, presence and status. Yet Enkin is a new handheld navigation concept, displaying location based content that bridges the gap between classic map-like representations and the real world. It combines GPS, orientation sensors, 3D graphics, live video, and Web services to bring mapping to live.
Meanwhile, David Ko, managing director and vice president of Connected Life Yahoo! Asia Pacific, announced at the CommunicAsia event here in June that Yahoo!now treats mobile devices as the "starting point" in reaching more product consumers in the Internet compared with PC users.
"We're reinventing the mobile Internet. It is our goal to target billions of consumers in the Internet," Ko said, announcing Yahoo!'s new partnerships with Smart Communications Inc. and Sun Cellular, both in the Philippines; the Mahanager Telephon Nigam Limited (MTNL) in India, one2Free in Hong Kong, and Vibo Telecom Inc. in Taiwan.
Ko said the development has increased Yahoo!'s mobile search deals to over 60 in the past 18 months. He claimed that with Yahoo! oneSearch's launch in the Philippines, it now has the potential to reach 95% of the country's mobile phone users, more than online desktop users.
Launched in 2007, oneSearch is specifically designed for mobile devices. It delivers results in the first screen, removing the need for consumers to navigate through a sea of Web links to find the information they want, such as news, financial information, Flickr photos, images,videos, music, and also Web and mobile Web sites.
"Yahoo! is a leading monetization engine for mobile Internet, enabling advertisers to reach targeted audiences at large scale and with impact, providing consumers with enhanced mobile experiences, and allowing publishers to monetize their services," Ko explained, as he cited a study by eMarket which predicted that the mobile advertising market with a record spending of $1.2 billion in 2006, would reach $16.2 billion in 2011.
"The phone is three times the size of the market as the Web, so why not people turn on the phone first?" remarked Andy Rubin, Google's director of mobile platforms.
Rubin said that since Google's business comes mostly from advertisements,enabling Internet-like experience in cell phones is very important to them. He said Google's new cell phone platform, Android, could be "the ultimate Internet-style-luminated mobile phone" slated to be launched later this year or early 2009.
"Android is open-source platform for mobile phones. It allows developers to develop Internet-style applications on the phone," he explained, adding that Google has partnered with eight telecommunication companies worldwide who are now building phones based on the Android platform.
Rubin said Google has funded US$10 million to challenge developers to develop applications for Android and there are now about 1700 developers in 75 countries that joined the contest -- 20% submissions coming from Asia --which he described as a "pretty global effort and exciting to watch."
In an exclusive press briefing in Singapore, Rubin presented an unnamed mobile phone that uses the Android platform, where it has Internet-style application features such as BreadCrumbz, PedNav, Fon11, Enkin, multiple weather applications, and various pocket PC games,among others.
BreadCrumbz is a first-person view navigation for tours and route-finding, while PedNav helps a user plan his foot-based itinerary, incorporating time estimates based on traffic and other variables. Fon11, however, is for social networking with real-time location, presence and status. Yet Enkin is a new handheld navigation concept, displaying location based content that bridges the gap between classic map-like representations and the real world. It combines GPS, orientation sensors, 3D graphics, live video, and Web services to bring mapping to live.
Meanwhile, David Ko, managing director and vice president of Connected Life Yahoo! Asia Pacific, announced at the CommunicAsia event here in June that Yahoo!now treats mobile devices as the "starting point" in reaching more product consumers in the Internet compared with PC users.
"We're reinventing the mobile Internet. It is our goal to target billions of consumers in the Internet," Ko said, announcing Yahoo!'s new partnerships with Smart Communications Inc. and Sun Cellular, both in the Philippines; the Mahanager Telephon Nigam Limited (MTNL) in India, one2Free in Hong Kong, and Vibo Telecom Inc. in Taiwan.
Ko said the development has increased Yahoo!'s mobile search deals to over 60 in the past 18 months. He claimed that with Yahoo! oneSearch's launch in the Philippines, it now has the potential to reach 95% of the country's mobile phone users, more than online desktop users.
Launched in 2007, oneSearch is specifically designed for mobile devices. It delivers results in the first screen, removing the need for consumers to navigate through a sea of Web links to find the information they want, such as news, financial information, Flickr photos, images,videos, music, and also Web and mobile Web sites.
"Yahoo! is a leading monetization engine for mobile Internet, enabling advertisers to reach targeted audiences at large scale and with impact, providing consumers with enhanced mobile experiences, and allowing publishers to monetize their services," Ko explained, as he cited a study by eMarket which predicted that the mobile advertising market with a record spending of $1.2 billion in 2006, would reach $16.2 billion in 2011.
Microsoft Confirms WSUS Patch Problem
Microsoft Thursday acknowledged that it may have to re-release a recent fix for a flaw that stymied some users' ability to grab security patches through Windows Server Update Services (WSUS).
The fix, which was issued Wednesday, patched a month-old problem with WSUS that had prevented some PCs from receiving updates, including security patches. Systems with Office 2003 were unable to retrieve patches via WSUS since early June because of a synchronization bug in an update that month to the suite's Service Pack 1.
Thursday, however, Microsoft warned of potential problems with the fix: Customers running WSUS 3.0 SP1 on Windows Server 2008 may find that the patch won't install properly. "In order to successfully install this update, you must run the update as an administrator," said Microsoft in a revised security advisory.
The advisory recommended that users download the fix, save it to the desktop, then right-click the update's icon and select "Run as administrator."
The company also confirmed that the update cannot be uninstalled because it doesn't show in the "Add or Remove Programs" control panel. "Microsoft has identified the packaging inconsistencies in the current update and is investigating options to resolve them," read the advisory.
"We will continue to monitor the situation and post updates to the advisory and the Microsoft Security Response Center blog as we become aware of any important new information," said company spokesman Bill Sisk on the MSRC blog Thursday.
Microsoft also confirmed, or seemed to, that the WSUS bug and one involving System Center Configuration Manager 2007 (ConfigMgr), another Windows patch tool, had the same root cause. Companies that relied on ConfigMgr have also been unable to push patches to end-user PCs that have Office 2003 installed.
"The issue affecting System Center Configuration Manager 2007, where System Center Configuration Manager 2007 systems were blocked from deploying security updates, is separate from the issue described in this advisory," said Microsoft Thursday in the WSUS alert. "However, there are similarities in the contributing factors in both issues."
However, Microsoft has yet to respond to queries made yesterday about the exact nature of the similarities between the two bugs.
The fix, which was issued Wednesday, patched a month-old problem with WSUS that had prevented some PCs from receiving updates, including security patches. Systems with Office 2003 were unable to retrieve patches via WSUS since early June because of a synchronization bug in an update that month to the suite's Service Pack 1.
Thursday, however, Microsoft warned of potential problems with the fix: Customers running WSUS 3.0 SP1 on Windows Server 2008 may find that the patch won't install properly. "In order to successfully install this update, you must run the update as an administrator," said Microsoft in a revised security advisory.
The advisory recommended that users download the fix, save it to the desktop, then right-click the update's icon and select "Run as administrator."
The company also confirmed that the update cannot be uninstalled because it doesn't show in the "Add or Remove Programs" control panel. "Microsoft has identified the packaging inconsistencies in the current update and is investigating options to resolve them," read the advisory.
"We will continue to monitor the situation and post updates to the advisory and the Microsoft Security Response Center blog as we become aware of any important new information," said company spokesman Bill Sisk on the MSRC blog Thursday.
Microsoft also confirmed, or seemed to, that the WSUS bug and one involving System Center Configuration Manager 2007 (ConfigMgr), another Windows patch tool, had the same root cause. Companies that relied on ConfigMgr have also been unable to push patches to end-user PCs that have Office 2003 installed.
"The issue affecting System Center Configuration Manager 2007, where System Center Configuration Manager 2007 systems were blocked from deploying security updates, is separate from the issue described in this advisory," said Microsoft Thursday in the WSUS alert. "However, there are similarities in the contributing factors in both issues."
However, Microsoft has yet to respond to queries made yesterday about the exact nature of the similarities between the two bugs.
Tap Tap Revenge for IPhone
It only makes sense that one of the most popular games to be developed for "jailbroken" iPhones would see life anew as an official App Store release. That's the story behind Tap Tap Revenge, the first offering from Tapulous, and which iPhone hackers may recognize as the successor to Tap Tap Revolution.
Tap Tap Revenge is a rhythm game similar in concept to games like Phase for the iPod, or the console titles FreQuency and Amplitude, all developed by Harmonix, which also makes Guitar Hero and Rock Band.
The goal in Tap Tap Revenge is to tap at the bottom of the screen in time with bubbles that descend from three colored beams of light that snap and crackle with energy. The more bubbles you can pop in time, the higher your score. You'll also get points for shaking the iPhone or iPod touch left and right or up and down in time with arrows that descend down those light beams.
There's a two-player mode that pits both players at either end of an iPhone or iPod touch (and changes the string geometry a little bit to make more sense); you can also turn off the shake feature.
The game includes only a handful of music tracks and offers no way of linking to a resident iTunes library that may be on your device, so the music selection gets very old quickly. But Tapulous says that more tracks are coming very soon. (The game can use new tracks as soon as they're available.)
Four difficulty levels keep your fingers tapping--and kept mine tapping enough to wear out my wrist. I need to ice it.
Tap Tap Revenge is compatible with any iPhone and iPod touch running the iPhone 2.0 software update.
Tap Tap Revenge is a rhythm game similar in concept to games like Phase for the iPod, or the console titles FreQuency and Amplitude, all developed by Harmonix, which also makes Guitar Hero and Rock Band.
The goal in Tap Tap Revenge is to tap at the bottom of the screen in time with bubbles that descend from three colored beams of light that snap and crackle with energy. The more bubbles you can pop in time, the higher your score. You'll also get points for shaking the iPhone or iPod touch left and right or up and down in time with arrows that descend down those light beams.
There's a two-player mode that pits both players at either end of an iPhone or iPod touch (and changes the string geometry a little bit to make more sense); you can also turn off the shake feature.
The game includes only a handful of music tracks and offers no way of linking to a resident iTunes library that may be on your device, so the music selection gets very old quickly. But Tapulous says that more tracks are coming very soon. (The game can use new tracks as soon as they're available.)
Four difficulty levels keep your fingers tapping--and kept mine tapping enough to wear out my wrist. I need to ice it.
Tap Tap Revenge is compatible with any iPhone and iPod touch running the iPhone 2.0 software update.
IPhone 2.0 Includes Critical Security Fixes
Apple fans who bought their iPhones before Friday's splashy iPhone 3G rollout have a new reason to upgrade their software: It's buggy.
Apple disclosed Friday that the iPhone 2.0 software, which can be downloaded by users of the previous-generation iPhone, fixes some bugs in the browser and networking software in that earlier device. Some of the browser bugs are serious and could give attackers a way to sneak malicious software onto the iPhone.
The update fixes seven Safari bugs and three flaws in the Web Kit browser engine used by Safari. One of the Web Kit flaws was exploited in March by Independent Security Evaluators Researcher Charlie Miller to hack into a MacBook Air laptop to win a well-publicized hacking contest.
Friday's update also fixes networking bugs in the Mac OS kernel software and CFNetwork software used by the iPhone.
Although the iPhone has not been the target of any known attacks, the iPhone 2.0 patch is worth downloading, said David Marcus, a security research manager with McAfee. "If you look at what the bad guys are looking at, browsers are certainly high on their list," he said. "It's important that when patches are released, people update as soon as they can."
The iPhone 2.0 software has a few other bells and whistles to encourage the upgrade, such as support for Cisco VPN connections and Microsoft Exchange ActiveSync. It also has better e-mail and contact management features, Apple says.
The update is also intended for iPod Touch users, Apple said. People who buy the iPhone 3G shouldn't need to do anything because the iPhone 2.0 software comes preloaded on that device.
Apple's last set of security fixes for the iPhone came out Jan. 15.
Apple disclosed Friday that the iPhone 2.0 software, which can be downloaded by users of the previous-generation iPhone, fixes some bugs in the browser and networking software in that earlier device. Some of the browser bugs are serious and could give attackers a way to sneak malicious software onto the iPhone.
The update fixes seven Safari bugs and three flaws in the Web Kit browser engine used by Safari. One of the Web Kit flaws was exploited in March by Independent Security Evaluators Researcher Charlie Miller to hack into a MacBook Air laptop to win a well-publicized hacking contest.
Friday's update also fixes networking bugs in the Mac OS kernel software and CFNetwork software used by the iPhone.
Although the iPhone has not been the target of any known attacks, the iPhone 2.0 patch is worth downloading, said David Marcus, a security research manager with McAfee. "If you look at what the bad guys are looking at, browsers are certainly high on their list," he said. "It's important that when patches are released, people update as soon as they can."
The iPhone 2.0 software has a few other bells and whistles to encourage the upgrade, such as support for Cisco VPN connections and Microsoft Exchange ActiveSync. It also has better e-mail and contact management features, Apple says.
The update is also intended for iPod Touch users, Apple said. People who buy the iPhone 3G shouldn't need to do anything because the iPhone 2.0 software comes preloaded on that device.
Apple's last set of security fixes for the iPhone came out Jan. 15.
Thursday, July 10, 2008
Yahoo Opens Its Search Technology to Third Parties
Yahoo will allow other Web sites to use its technology to build their own search services in a new revenue-sharing scheme announced on Thursday.
Yahoo said it would release the beta version of an API (application programming interface) on Thursday that Web sites can use to build services based on its search infrastructure and algorithms, including the ability to re-rank results and control how they are presented.
A publisher could use the API to build a search service that specializes in a particular topic, such as sports, for example. Or it could use the API to give users a better way to search the content on its Web site -- or potentially even to build a rival to Yahoo.
The API is part of what Yahoo calls its BOSS platform, for Build Your Own Search Service. The API will be available to any Web developer, along with tools for combining data from Yahoo's search indexes with data from other sources on the Web.
In the coming months it will roll out a "monetization platform," using its advertising system, that will allow Web sites to start generating revenue from the services they build. Yahoo plans to collect a share of the revenue from the sites that use its BOSS platform, said IDC analyst Karsten Weide.
"What Yahoo gets is two things," she said. "They get a cut of the ad revenue, and secondly it makes those Web sites beholden to Yahoo and not somebody else."
Rival search company Google already offers a service that allows Web sites to create custom search engines. But Yahoo contended that its BOSS platform will give an "unprecedented level of access" to its technology in a way that will "disrupt the search market," according to a statement.
Analysts said they don't expect the new offering to significantly boost Yahoo's share of the search market, however. "It will help, there's no doubt about that, but it's not gong to totally turn things upside down. Certainly not in the short term," Weide said.
Two Web sites have already been using BOSS to offer niche search services. Me.dium is a "social" tool that lets people at different computers search the Web and view Web pages as if they were together, while Hakia offers semantic search.
Those sites are examples of the type of specialized services that have not really taken off because Google continues to dominate all kinds of search, said Evan Andrews, search analyst at Jupiter Research. If other Web sites can take Yahoo's search technology and improve on it, then Yahoo might see an impact from this offering, he said.
"If they're able to align themselves with some major partners and collectively bring in traffic and monetize that, then [Yahoo] stands to chip away at market share," he said.
Yahoo said its service would also allow universities to do research into search engines in a way that they have not been able to before.
The offering continues Yahoo's Open Strategy announcement earlier this year, when it described a long term plan to be more open with its Web sites, services and applications. Yahoo's strategy is to "leverage third party contributions to improve their market position and improve their bottom line," Weide said.
Thursday's announcement is unlikely to affect Yahoo's ongoing discussions about a combination with Microsoft. "This has not been designed to annoy Microsoft even more, like the Google search announcement," Weide said. He was referring to a Yahoo agreement to start running some Google ads on Yahoo sites, a deal that some experts say was made in hopes of fending off a Microsoft acquisition.
Yahoo said the beta API and further details of the new service would be available online Thursday at a new BOSS section of its developer Web site.
Yahoo said it would release the beta version of an API (application programming interface) on Thursday that Web sites can use to build services based on its search infrastructure and algorithms, including the ability to re-rank results and control how they are presented.
A publisher could use the API to build a search service that specializes in a particular topic, such as sports, for example. Or it could use the API to give users a better way to search the content on its Web site -- or potentially even to build a rival to Yahoo.
The API is part of what Yahoo calls its BOSS platform, for Build Your Own Search Service. The API will be available to any Web developer, along with tools for combining data from Yahoo's search indexes with data from other sources on the Web.
In the coming months it will roll out a "monetization platform," using its advertising system, that will allow Web sites to start generating revenue from the services they build. Yahoo plans to collect a share of the revenue from the sites that use its BOSS platform, said IDC analyst Karsten Weide.
"What Yahoo gets is two things," she said. "They get a cut of the ad revenue, and secondly it makes those Web sites beholden to Yahoo and not somebody else."
Rival search company Google already offers a service that allows Web sites to create custom search engines. But Yahoo contended that its BOSS platform will give an "unprecedented level of access" to its technology in a way that will "disrupt the search market," according to a statement.
Analysts said they don't expect the new offering to significantly boost Yahoo's share of the search market, however. "It will help, there's no doubt about that, but it's not gong to totally turn things upside down. Certainly not in the short term," Weide said.
Two Web sites have already been using BOSS to offer niche search services. Me.dium is a "social" tool that lets people at different computers search the Web and view Web pages as if they were together, while Hakia offers semantic search.
Those sites are examples of the type of specialized services that have not really taken off because Google continues to dominate all kinds of search, said Evan Andrews, search analyst at Jupiter Research. If other Web sites can take Yahoo's search technology and improve on it, then Yahoo might see an impact from this offering, he said.
"If they're able to align themselves with some major partners and collectively bring in traffic and monetize that, then [Yahoo] stands to chip away at market share," he said.
Yahoo said its service would also allow universities to do research into search engines in a way that they have not been able to before.
The offering continues Yahoo's Open Strategy announcement earlier this year, when it described a long term plan to be more open with its Web sites, services and applications. Yahoo's strategy is to "leverage third party contributions to improve their market position and improve their bottom line," Weide said.
Thursday's announcement is unlikely to affect Yahoo's ongoing discussions about a combination with Microsoft. "This has not been designed to annoy Microsoft even more, like the Google search announcement," Weide said. He was referring to a Yahoo agreement to start running some Google ads on Yahoo sites, a deal that some experts say was made in hopes of fending off a Microsoft acquisition.
Yahoo said the beta API and further details of the new service would be available online Thursday at a new BOSS section of its developer Web site.
Internet Bug Fix Spawns Backlash From Hackers
Hackers are a skeptical bunch, but that doesn't bother Dan Kaminsky, who got a lot of flack from his colleagues in the security research community after claiming to have discovered a critical bug in the Internet's infrastructure.
Kaminsky made headlines on Tuesday by talking about a major flaw in the DNS (Domain Name System), used to connect computers to each other on the Internet. In late March he grouped together 16 companies that make DNS software -- companies like Microsoft, Cisco and Sun Microsystems -- and talked them into fixing the problem and jointly releasing patches for it.
But some of Kaminsky's peers were unimpressed. That's because he violated one of the cardinal rules of disclosure: publicizing a flaw without providing the technical details to verify his finding. On Wednesday he took things a step further on his blog, asking hackers to avoid researching the problem until next month, when he plans to release more information about it at the Black Hat security conference.
The flaw appears to be a serious one that could be exploited in what's called a "cache poisoning attack." These attacks hack the DNS system, using it to redirect victims to malicious Web sites without their knowledge. They have been known about for years but can be hard to pull off. But Kaminsky claims to have found a very effective way of launching such an attack, thanks to a vulnerability in the design of the DNS protocol itself.
On Tuesday, however, Kaminsky held back from disclosing the technical details of his finding.
He said he wanted to go public with the issue to put pressure on corporate IT staff and Internet service providers to update their DNS software, while at the same time keeping the bad guys in the dark about the precise nature of the problem. A full public disclosure of the technical details would make the Internet unsafe, he said in an interview Wednesday. "Right now, none of this stuff needs to go public."
He quickly received a skeptical reaction from Matasano Security researcher Thomas Ptacek, who blogged that Kaminsky's cache poisoning attack is merely one of many disclosures underlining the same well-known problem with DNS -- that it does not do a good enough job in creating random numbers to create unique "session ID" strings when communicating with other computers on the Internet.
"The bug in DNS is that it has a 16-bit session ID," he said via an e-mail Wednesday. "You can't deploy a new Web app with less than 128-bit session IDs. We've known about that fundamental problem since the '90s."
"Here comes the onslaught of interviews and media explosion for another overhyped bug by Dan Kaminsky," wrote a jaded (and anonymous) poster to the Matasano blog.
Over at the SANS Internet Storm Center, a highly respected security blog, one blogger speculated that Kaminsky's bug had actually been disclosed three years earlier.
Kaminsky, who is director of penetration testing with security vendor IOActive, said that he was "vaguely surprised" by some of the negative reaction, but that this kind of skepticism was vital to the hacker community. "I'm breaking the rules," he admitted. "There's not enough information in the advisory to figure out the attack and I'm bragging about it."
According to DNS expert Paul Vixie, one of the few people who has been given a detailed briefing on Kaminsky's finding, it is different from the issue reported three years ago by SANS. While Kaminsky's flaw is in the same area, "it's a different problem," said Vixie, who is president of the Internet Systems Consortium, the maker of the most widely used DNS server software on the Internet.
The issue is urgent and should be patched immediately, said David Dagon, a DNS researcher at Georgia Tech who was also briefed on the bug. "With sparse details, a few have questioned whether Dan Kaminsky had repackaged older work in DNS attacks," he said in an e-mail interview. "It is not feasible to think that the world's DNS vendors would have patched and announced in unison for no reason."
By day's end, Kaminsky had even turned his most vocal critic, Matasano's Ptacek, who issued a retraction on this blog after Kaminsky explained the details of his research over the telephone. "He has the goods," Ptacek said afterward. While the attack builds on previous DNS research, it makes cache poisoning attacks extremely easy to pull off. "He's pretty much taken it to point and click to an extent that we didn't see coming."
Kaminsky's remaining critics will have to wait until his Aug. 7 Black Hat presentation to know for sure, however.
The security researcher said he hopes that they show up for his talk. "If I do not have the exploit," he said. "I deserve every single piece of anger and distrust."
Kaminsky made headlines on Tuesday by talking about a major flaw in the DNS (Domain Name System), used to connect computers to each other on the Internet. In late March he grouped together 16 companies that make DNS software -- companies like Microsoft, Cisco and Sun Microsystems -- and talked them into fixing the problem and jointly releasing patches for it.
But some of Kaminsky's peers were unimpressed. That's because he violated one of the cardinal rules of disclosure: publicizing a flaw without providing the technical details to verify his finding. On Wednesday he took things a step further on his blog, asking hackers to avoid researching the problem until next month, when he plans to release more information about it at the Black Hat security conference.
The flaw appears to be a serious one that could be exploited in what's called a "cache poisoning attack." These attacks hack the DNS system, using it to redirect victims to malicious Web sites without their knowledge. They have been known about for years but can be hard to pull off. But Kaminsky claims to have found a very effective way of launching such an attack, thanks to a vulnerability in the design of the DNS protocol itself.
On Tuesday, however, Kaminsky held back from disclosing the technical details of his finding.
He said he wanted to go public with the issue to put pressure on corporate IT staff and Internet service providers to update their DNS software, while at the same time keeping the bad guys in the dark about the precise nature of the problem. A full public disclosure of the technical details would make the Internet unsafe, he said in an interview Wednesday. "Right now, none of this stuff needs to go public."
He quickly received a skeptical reaction from Matasano Security researcher Thomas Ptacek, who blogged that Kaminsky's cache poisoning attack is merely one of many disclosures underlining the same well-known problem with DNS -- that it does not do a good enough job in creating random numbers to create unique "session ID" strings when communicating with other computers on the Internet.
"The bug in DNS is that it has a 16-bit session ID," he said via an e-mail Wednesday. "You can't deploy a new Web app with less than 128-bit session IDs. We've known about that fundamental problem since the '90s."
"Here comes the onslaught of interviews and media explosion for another overhyped bug by Dan Kaminsky," wrote a jaded (and anonymous) poster to the Matasano blog.
Over at the SANS Internet Storm Center, a highly respected security blog, one blogger speculated that Kaminsky's bug had actually been disclosed three years earlier.
Kaminsky, who is director of penetration testing with security vendor IOActive, said that he was "vaguely surprised" by some of the negative reaction, but that this kind of skepticism was vital to the hacker community. "I'm breaking the rules," he admitted. "There's not enough information in the advisory to figure out the attack and I'm bragging about it."
According to DNS expert Paul Vixie, one of the few people who has been given a detailed briefing on Kaminsky's finding, it is different from the issue reported three years ago by SANS. While Kaminsky's flaw is in the same area, "it's a different problem," said Vixie, who is president of the Internet Systems Consortium, the maker of the most widely used DNS server software on the Internet.
The issue is urgent and should be patched immediately, said David Dagon, a DNS researcher at Georgia Tech who was also briefed on the bug. "With sparse details, a few have questioned whether Dan Kaminsky had repackaged older work in DNS attacks," he said in an e-mail interview. "It is not feasible to think that the world's DNS vendors would have patched and announced in unison for no reason."
By day's end, Kaminsky had even turned his most vocal critic, Matasano's Ptacek, who issued a retraction on this blog after Kaminsky explained the details of his research over the telephone. "He has the goods," Ptacek said afterward. While the attack builds on previous DNS research, it makes cache poisoning attacks extremely easy to pull off. "He's pretty much taken it to point and click to an extent that we didn't see coming."
Kaminsky's remaining critics will have to wait until his Aug. 7 Black Hat presentation to know for sure, however.
The security researcher said he hopes that they show up for his talk. "If I do not have the exploit," he said. "I deserve every single piece of anger and distrust."
Sprint Picks Wireless Backhaul for WiMax
Sprint Nextel has picked a supplier for the wireless backhaul links that will connect its WiMax network to the Internet in the carrier's first three deployments.
For its networks in Baltimore, Washington, D.C., and Chicago, the first three markets for its WiMax service, Sprint will use equipment from DragonWave, an Ottawa company that makes wireless Ethernet nodes that can be arranged in a mesh.
The backhaul networks will start to be rolled out this month and will be completed by the end of the year, said Alan Solheim, vice president of product management at DragonWave. Sprint has said its service will first be commercially available in Baltimore in September.
Backhaul has been a challenge for the WiMax network because Sprint will need high capacity to support the fast service it's promising, which the carrier estimates will deliver between 2M bps (bits per second) and 4M bps to each customer. That service will come from a WiMax radio serving part of a city, but Sprint needs to find a way to carry the traffic of all the customers in that area to the Internet.
U.S. cellular networks are typically backhauled over T-1 lines, which deliver just 1.5M bps. Faster leased connections such as DS-3 lines (45M bps) aren't available at many of the sites Sprint wants to use, Sprint CTO Barry West said in April. Setting up backhaul was one of the biggest hurdles holding up commercial release of WiMax, he said. Sprint was working on using wireless but had difficulty getting unobstructed line-of-sight paths, finding qualified engineers and dealing with zoning issues, he said.
DragonWave makes Ethernet equipment that uses point-to-point microwave links instead of cables or fibers for transmission, Solheim said. The company's mesh technology improves upon traditional microwave backhaul so carriers and enterprises can deploy more resilient backhaul networks while paying less for antennas, he said.
In a mesh of radios, if one base station fails or has to be taken offline, traffic can take a different path. This is especially important for point-to-point microwave radios because of "churn" among radios caused by problems with zoning or property-owner permissions, according to Solheim. It also allows for shorter paths between nodes, so smaller antennas can be used, he said.
Sprint will use a combination of DragonWave's Horizon Compact and Horizon Duo units, for the edge and the core of networks, respectively, Solheim said. These are much fatter pipes than typical leased lines: 800M bps on one link for the Compact and 1.6G bps per link for the Duo. Multiple links can be set up on each. Rain can affect the speed of a link, but distance is not a factor in DragonWave networks, where the nodes are typically placed less than five kilometers apart, Solheim said.
Sprint struggled with wireless backhaul at first because it has traditionally used leased lines and lacked in-house expertise in this type of technology, Solheim said. DragonWave doesn't have trouble finding qualified engineers, according to him. But he acknowledged that microwave backhaul is much more widely used outside the U.S., which he estimated is less than 10 percent of the global market for it. Relatively abundant and inexpensive T-1 lines have stifled the technology here, according to Sprint's West.
DragonWave is one of a number of vendors Sprint is working with in its WiMax deployment. They include FiberTower for wireless backhaul services, and Nokia and others for network infrastructure.
Sprint announced earlier this year it would form a joint venture with ClearWire to offer the WiMax service, a deal that is still pending regulatory approval. DragonWave already provides wireless backhaul equipment to ClearWire, according to Solheim.
For its networks in Baltimore, Washington, D.C., and Chicago, the first three markets for its WiMax service, Sprint will use equipment from DragonWave, an Ottawa company that makes wireless Ethernet nodes that can be arranged in a mesh.
The backhaul networks will start to be rolled out this month and will be completed by the end of the year, said Alan Solheim, vice president of product management at DragonWave. Sprint has said its service will first be commercially available in Baltimore in September.
Backhaul has been a challenge for the WiMax network because Sprint will need high capacity to support the fast service it's promising, which the carrier estimates will deliver between 2M bps (bits per second) and 4M bps to each customer. That service will come from a WiMax radio serving part of a city, but Sprint needs to find a way to carry the traffic of all the customers in that area to the Internet.
U.S. cellular networks are typically backhauled over T-1 lines, which deliver just 1.5M bps. Faster leased connections such as DS-3 lines (45M bps) aren't available at many of the sites Sprint wants to use, Sprint CTO Barry West said in April. Setting up backhaul was one of the biggest hurdles holding up commercial release of WiMax, he said. Sprint was working on using wireless but had difficulty getting unobstructed line-of-sight paths, finding qualified engineers and dealing with zoning issues, he said.
DragonWave makes Ethernet equipment that uses point-to-point microwave links instead of cables or fibers for transmission, Solheim said. The company's mesh technology improves upon traditional microwave backhaul so carriers and enterprises can deploy more resilient backhaul networks while paying less for antennas, he said.
In a mesh of radios, if one base station fails or has to be taken offline, traffic can take a different path. This is especially important for point-to-point microwave radios because of "churn" among radios caused by problems with zoning or property-owner permissions, according to Solheim. It also allows for shorter paths between nodes, so smaller antennas can be used, he said.
Sprint will use a combination of DragonWave's Horizon Compact and Horizon Duo units, for the edge and the core of networks, respectively, Solheim said. These are much fatter pipes than typical leased lines: 800M bps on one link for the Compact and 1.6G bps per link for the Duo. Multiple links can be set up on each. Rain can affect the speed of a link, but distance is not a factor in DragonWave networks, where the nodes are typically placed less than five kilometers apart, Solheim said.
Sprint struggled with wireless backhaul at first because it has traditionally used leased lines and lacked in-house expertise in this type of technology, Solheim said. DragonWave doesn't have trouble finding qualified engineers, according to him. But he acknowledged that microwave backhaul is much more widely used outside the U.S., which he estimated is less than 10 percent of the global market for it. Relatively abundant and inexpensive T-1 lines have stifled the technology here, according to Sprint's West.
DragonWave is one of a number of vendors Sprint is working with in its WiMax deployment. They include FiberTower for wireless backhaul services, and Nokia and others for network infrastructure.
Sprint announced earlier this year it would form a joint venture with ClearWire to offer the WiMax service, a deal that is still pending regulatory approval. DragonWave already provides wireless backhaul equipment to ClearWire, according to Solheim.
IBM Open Sources Web Accessibility
For most of us, the Web is primarily a visual medium. The downside is that accessing the benefits of the Internet can be a challenge for the visually-impaired. Fortunately, electronic documents are much more versatile than printed ones. Screen-reading software has come a long way, and today it can make online information accessible even to the completely blind.
But even modern screen readers aren't perfect. Particularly, they are of no help when there's nothing to read. Too often, graphically rich Web sites are designed without sufficient text cues that would allow visually impaired users to navigate them. Now help is on the way, thanks to a new project from IBM's AlphaWorks that aims to improve Web accessibility through collaborative techniques borrowed from the world of open source software.
The idea is simple yet brilliant. Web developers have a lot on their plates, and often accessibility is low on their list of priorities. IBM's solution? Outsource that part of the process to the Web community at large.
IBM's Social Accessibility project consists of two pieces of software, each of which communicates with a back-end service hosted by IBM. One is a browser plug-in for volunteers who will use it to enter descriptive information about Web sites. The other is a component for users of the JAWS screen reader that can load the contributed descriptions and speak them aloud. Screen reader users can also file requests to "fix" specific Web sites, so volunteers can concentrate on the pages that are in highest demand.
Similar collaborative projects have given birth to countless achievements, from Wikipedia to the Linux kernel. With luck, IBM's efforts will attract a community of users who will help to eliminate the remaining hurdles to Web surfing for the visually impaired -- even when Web site designers themselves fall short.
For now, the software is but an early technology prototype, so you can't expect it to be ready for mainstream deployment or even bug-free. But if you're willing to try it out in its early stages, you can sign up for the service and download the components from IBM's Social Accessibility Web site. Ultimately, individual contributions are what could transform this great idea into an indispensible tool.
But even modern screen readers aren't perfect. Particularly, they are of no help when there's nothing to read. Too often, graphically rich Web sites are designed without sufficient text cues that would allow visually impaired users to navigate them. Now help is on the way, thanks to a new project from IBM's AlphaWorks that aims to improve Web accessibility through collaborative techniques borrowed from the world of open source software.
The idea is simple yet brilliant. Web developers have a lot on their plates, and often accessibility is low on their list of priorities. IBM's solution? Outsource that part of the process to the Web community at large.
IBM's Social Accessibility project consists of two pieces of software, each of which communicates with a back-end service hosted by IBM. One is a browser plug-in for volunteers who will use it to enter descriptive information about Web sites. The other is a component for users of the JAWS screen reader that can load the contributed descriptions and speak them aloud. Screen reader users can also file requests to "fix" specific Web sites, so volunteers can concentrate on the pages that are in highest demand.
Similar collaborative projects have given birth to countless achievements, from Wikipedia to the Linux kernel. With luck, IBM's efforts will attract a community of users who will help to eliminate the remaining hurdles to Web surfing for the visually impaired -- even when Web site designers themselves fall short.
For now, the software is but an early technology prototype, so you can't expect it to be ready for mainstream deployment or even bug-free. But if you're willing to try it out in its early stages, you can sign up for the service and download the components from IBM's Social Accessibility Web site. Ultimately, individual contributions are what could transform this great idea into an indispensible tool.
Wednesday, July 9, 2008
Reliance, MTN Extend Merger Talks
Reliance Communications of India and MTN of South Africa have extended their period of exclusive negotiations to July 21 in their bid to merge the two telecommunications companies.
Reliance Communications announced May 26 that it had entered into exclusive negotiations with MTN for a period of 45 days for a potential combination of their businesses. The exclusivity of the negotiations meant that MTN would not negotiate a merger with any other company during this period.
The merger talks came under fire from Reliance Industries, a rival company, which said that it had the right of first refusal to the disposal of the controlling stake held in Reliance Communications.
Backed by the Ambani family, Reliance Communications and some other related companies came under Anil Ambani, after he and his brother Mukesh Ambani divided the business empire built by their father. Mukesh Ambani is the chairman and managing director of Reliance Industries.
The dispute over the proposed merger with MTN came to a head Monday, with Reliance Industries threatening legal action.
Anil Ambani had planned to swap his controlling stake in Reliance Communications with MTN in return for a significant stake, which would still leave him in control of the merged entity, according to sources close to the situation.
With Reliance Industries threatening to challenge in court any plan involving transfer of the controlling equity in Reliance Communications, Anil Ambani will have to look at restructuring the deal in a manner that will not disturb his controlling stake in Reliance Communications. The extension of the negotiation period between MTN and Reliance Communications may also be an occasion for winding down the talks, before finally abandoning the merger plan some sources said.
Earlier merger talks between MTN and another Indian telecommunications company, Bharti Airtel, broke down after disagreement on the structuring of the merger. MTN had insisted that after the merger, Bharti Airtel should be a subsidiary company of MTN. Key shareholders in Bharti Airtel like the Bharti family and Singtel would in return hold a majority stake in MTN, Bharti Airtel said in May.
Reliance Communications announced May 26 that it had entered into exclusive negotiations with MTN for a period of 45 days for a potential combination of their businesses. The exclusivity of the negotiations meant that MTN would not negotiate a merger with any other company during this period.
The merger talks came under fire from Reliance Industries, a rival company, which said that it had the right of first refusal to the disposal of the controlling stake held in Reliance Communications.
Backed by the Ambani family, Reliance Communications and some other related companies came under Anil Ambani, after he and his brother Mukesh Ambani divided the business empire built by their father. Mukesh Ambani is the chairman and managing director of Reliance Industries.
The dispute over the proposed merger with MTN came to a head Monday, with Reliance Industries threatening legal action.
Anil Ambani had planned to swap his controlling stake in Reliance Communications with MTN in return for a significant stake, which would still leave him in control of the merged entity, according to sources close to the situation.
With Reliance Industries threatening to challenge in court any plan involving transfer of the controlling equity in Reliance Communications, Anil Ambani will have to look at restructuring the deal in a manner that will not disturb his controlling stake in Reliance Communications. The extension of the negotiation period between MTN and Reliance Communications may also be an occasion for winding down the talks, before finally abandoning the merger plan some sources said.
Earlier merger talks between MTN and another Indian telecommunications company, Bharti Airtel, broke down after disagreement on the structuring of the merger. MTN had insisted that after the merger, Bharti Airtel should be a subsidiary company of MTN. Key shareholders in Bharti Airtel like the Bharti family and Singtel would in return hold a majority stake in MTN, Bharti Airtel said in May.
For Japanese Mac Faithful, Queuing for the IPhone Begins
Try telling Hiroyuki Sano that the iPhone is just another cell phone. The 24-year old college student from Nagoya began on Tuesday what will become a 73-hour wait outside the outlet of Japanese carrier Softbank that will be the first in Japan to begin selling the iconic handset on Friday morning.
For Sano, and the approximately 20 people already waiting in-line on Wednesday at lunchtime, the real wait began over a year ago when Apple CEO Steve Jobs first unveiled the handset at the Macworld conference in January 2007. While Apple went on to sell millions worldwide it never hit the shelves in Japan because the first-generation version didn't support the cell phone systems in use here.
"When the iPhone was announced I watched Steve Jobs' keynote and thought it looked like a great product and I've wanted one ever since," said Sano, who was wearing an Apple t-shirt.
With the 3G model, which supports the WCDMA (Wideband Code Division Multiple Access) system used in Japan, he finally has a chance to get one.
Among those waiting was Ryo Shimizu, CEO of UEI, a company that makes software for the iPod Touch and iPhone. Along with three company employees he arrived on Tuesday morning eager to get his hands on the phone.
"I was very excited the first time looking at the keynote speech in Macworld last year so we've been waiting more than one year for the iPhone to come to Japan," he said.
Shimizu's company has developed several applications for the iPod Touch including a variation of the classic "Pong" game that can be played with others within the same Wi-Fi hotspot and a new graphics program. He just submitted the "UEI Pong" game to the iTunes Store and hopes to begin sales of the software at US$0.99 in the next few days.
The first thing he'll be doing with the new phone is checking compatibility of his company's applications, he said, then wants to try out the camera and GPS mapping function.
Sano, Shimizu and several others began congregating outside the shop in Tokyo's fashionable Harajuku district during the day on Tuesday but a formal line didn't form until the evening. At that point the people decided to settle their order in the queue using a game of paper-rock-sissors -- a popular way to decide such questions in Japan -- and Sano won first place, he said.
Security guards are now stationed outside the store to ensure the safety of those queuing and to make sure the busy sidewalk outside the store isn't blocked. The queue is also attracting media attention and a steady stream of TV and still camera crews buzzed around those waiting on Wednesday.
The iPhone will officially go on sale in Tokyo at 7 a.m. on Friday morning at the Harajuku Softbank store. Wider sale will begin later in the day at other Softbank stores and electronics retailers.
For Sano, and the approximately 20 people already waiting in-line on Wednesday at lunchtime, the real wait began over a year ago when Apple CEO Steve Jobs first unveiled the handset at the Macworld conference in January 2007. While Apple went on to sell millions worldwide it never hit the shelves in Japan because the first-generation version didn't support the cell phone systems in use here.
"When the iPhone was announced I watched Steve Jobs' keynote and thought it looked like a great product and I've wanted one ever since," said Sano, who was wearing an Apple t-shirt.
With the 3G model, which supports the WCDMA (Wideband Code Division Multiple Access) system used in Japan, he finally has a chance to get one.
Among those waiting was Ryo Shimizu, CEO of UEI, a company that makes software for the iPod Touch and iPhone. Along with three company employees he arrived on Tuesday morning eager to get his hands on the phone.
"I was very excited the first time looking at the keynote speech in Macworld last year so we've been waiting more than one year for the iPhone to come to Japan," he said.
Shimizu's company has developed several applications for the iPod Touch including a variation of the classic "Pong" game that can be played with others within the same Wi-Fi hotspot and a new graphics program. He just submitted the "UEI Pong" game to the iTunes Store and hopes to begin sales of the software at US$0.99 in the next few days.
The first thing he'll be doing with the new phone is checking compatibility of his company's applications, he said, then wants to try out the camera and GPS mapping function.
Sano, Shimizu and several others began congregating outside the shop in Tokyo's fashionable Harajuku district during the day on Tuesday but a formal line didn't form until the evening. At that point the people decided to settle their order in the queue using a game of paper-rock-sissors -- a popular way to decide such questions in Japan -- and Sano won first place, he said.
Security guards are now stationed outside the store to ensure the safety of those queuing and to make sure the busy sidewalk outside the store isn't blocked. The queue is also attracting media attention and a steady stream of TV and still camera crews buzzed around those waiting on Wednesday.
The iPhone will officially go on sale in Tokyo at 7 a.m. on Friday morning at the Harajuku Softbank store. Wider sale will begin later in the day at other Softbank stores and electronics retailers.
Microsoft Rural Innovation Winner Finds Gold in Green
A team from Indonesia took home a US$10,000 prize in the Rural Innovation segment of Microsoft's Imagine Cup this year by developing a way for people to report environmental problems with their mobile phones.
It's easy to see why the idea came from Indonesia. The nation is made up of over 17,000 islands in the South Pacific, many without electricity or good wireline communications. A fisherman from a small island village may see a problem such as a sinking oil tanker, but may not be able to report it quickly enough to stave off disaster.
Project Butterfly aims to solve the communication problem using the mobile phone networks that have become pervasive in Indonesia and many other developing countries. The Indonesia team created a way for reports to be collected and collated from voice calls, SMS, MMS (multimedia messaging service), or mobile or Web messages.
The software then classifies the problems according to priority and location, and sends an alert to authorities able to handle the problem.
The team hopes to work with environmental groups and Indonesia's Ministry of Environment to set up the system in Indonesia and elsewhere, according to Ella Madanella, a member of the team.
In addition to the cash prize, the group won the opportunity for a 12-week Internship in Bangalore, India working with Microsoft's Technology for Emerging Markets Research Group.
Michael Rawding, a vice president at Microsoft's Unlimited Potential Group, said there were a lot of projects at the Imagine Cup this year that utilized mobile phones, highlighting their importance in the developing world.
The idea for a rural innovation award at Imagine Cup came from a greater focus on environmental issues and those affecting people in developing countries, he said.
Mobile phones have really caught on around the world. Cellular networks cover most of the world's population, according to mobile phone industry associations. In Indonesia, text-messaging is so common that the nation's president even set up a mobile phone number, 9949, so people can send messages directly to his office.
It's easy to see why the idea came from Indonesia. The nation is made up of over 17,000 islands in the South Pacific, many without electricity or good wireline communications. A fisherman from a small island village may see a problem such as a sinking oil tanker, but may not be able to report it quickly enough to stave off disaster.
Project Butterfly aims to solve the communication problem using the mobile phone networks that have become pervasive in Indonesia and many other developing countries. The Indonesia team created a way for reports to be collected and collated from voice calls, SMS, MMS (multimedia messaging service), or mobile or Web messages.
The software then classifies the problems according to priority and location, and sends an alert to authorities able to handle the problem.
The team hopes to work with environmental groups and Indonesia's Ministry of Environment to set up the system in Indonesia and elsewhere, according to Ella Madanella, a member of the team.
In addition to the cash prize, the group won the opportunity for a 12-week Internship in Bangalore, India working with Microsoft's Technology for Emerging Markets Research Group.
Michael Rawding, a vice president at Microsoft's Unlimited Potential Group, said there were a lot of projects at the Imagine Cup this year that utilized mobile phones, highlighting their importance in the developing world.
The idea for a rural innovation award at Imagine Cup came from a greater focus on environmental issues and those affecting people in developing countries, he said.
Mobile phones have really caught on around the world. Cellular networks cover most of the world's population, according to mobile phone industry associations. In Indonesia, text-messaging is so common that the nation's president even set up a mobile phone number, 9949, so people can send messages directly to his office.
China Aims to Protect Olympic Content From Pirates
China's government warned Internet sites and mobile content providers to steer clear of broadcasting any video of Olympic events without permission, including the torch relay and opening ceremony, saying that anyone who infringes the rights of the state-owned broadcaster to these events will face severe penalties.
"Any unauthorized broadcast of Olympic events and related activities by Internet sites and mobile platforms will be severely punished according to the law," said a joint statement (in Chinese) issued by the Ministry of Industry and Information Technology (MIIT), the State Copyright Bureau, and the State Administration of Radio, Film and Television (SARFT).
The Summer Olympic Games get underway in Beijing on August 8, capping years of government preparation and construction. The right to host the Olympics is a source of pride across China, and the games will be the center of the country's attention for much of August.
China Central Television (CCTV), China's largest broadcaster, is the only company with broadcast rights in China for the upcoming Olympic Games. Web sites and mobile providers that want to broadcast Olympic events are able to secure rights to this content from CCTV, the statement said.
The statement called on local governments to "strengthen their supervision" of Web sites and mobile providers to catch any violators, giving them to shut down any site caught carrying Olympic content without rights.
"Any unauthorized broadcast of Olympic events and related activities by Internet sites and mobile platforms will be severely punished according to the law," said a joint statement (in Chinese) issued by the Ministry of Industry and Information Technology (MIIT), the State Copyright Bureau, and the State Administration of Radio, Film and Television (SARFT).
The Summer Olympic Games get underway in Beijing on August 8, capping years of government preparation and construction. The right to host the Olympics is a source of pride across China, and the games will be the center of the country's attention for much of August.
China Central Television (CCTV), China's largest broadcaster, is the only company with broadcast rights in China for the upcoming Olympic Games. Web sites and mobile providers that want to broadcast Olympic events are able to secure rights to this content from CCTV, the statement said.
The statement called on local governments to "strengthen their supervision" of Web sites and mobile providers to catch any violators, giving them to shut down any site caught carrying Olympic content without rights.
Symantec Warns of New Word Attack
Criminals have found a new way to attack PC users, taking advantage of what appears to be a new bug in Microsoft's Word software, according to Symantec.
Symantec warned of the attack Tuesday, saying on its Web site that it had seen attackers exploiting "what is possibly an undisclosed vulnerability affecting Microsoft Word."
The security vendor released few details of the attack, saying that it is still working with Microsoft to confirm its findings. "Initial analysis suggests that some Microsoft Office versions, even when fully patched, are affected by this exploit," Symantec said.
There have been a large number of bugs found in Microsoft's Office software, including Word, over the past few years. In order to exploit these flaws, attackers must typically trick the victim into opening a maliciously encoded Office document, which then allows them to install malicious software on the PC.
In this case, the malicious code is a Trojan horse program, called Backdoor.Darkmoon, which logs the victim's keystrokes in order to steal passwords.
Symantec's antivirus software is now detecting the attack, but the security company recommends that users avoid opening unsolicited Word documents.
This is the second Microsoft attack reported this week. On Monday, Microsoft said that cybercriminals are exploiting a bug in software used by its Access database program. That flaw lies in the Snapshot Viewer ActiveX control, which ships with "all supported versions of Microsoft Office Access except Microsoft Access 2007," Microsoft said in a security advisory.
Reached Tuesday afternoon, Microsoft representatives were unable to comment on the Word flaw.
Symantec warned of the attack Tuesday, saying on its Web site that it had seen attackers exploiting "what is possibly an undisclosed vulnerability affecting Microsoft Word."
The security vendor released few details of the attack, saying that it is still working with Microsoft to confirm its findings. "Initial analysis suggests that some Microsoft Office versions, even when fully patched, are affected by this exploit," Symantec said.
There have been a large number of bugs found in Microsoft's Office software, including Word, over the past few years. In order to exploit these flaws, attackers must typically trick the victim into opening a maliciously encoded Office document, which then allows them to install malicious software on the PC.
In this case, the malicious code is a Trojan horse program, called Backdoor.Darkmoon, which logs the victim's keystrokes in order to steal passwords.
Symantec's antivirus software is now detecting the attack, but the security company recommends that users avoid opening unsolicited Word documents.
This is the second Microsoft attack reported this week. On Monday, Microsoft said that cybercriminals are exploiting a bug in software used by its Access database program. That flaw lies in the Snapshot Viewer ActiveX control, which ships with "all supported versions of Microsoft Office Access except Microsoft Access 2007," Microsoft said in a security advisory.
Reached Tuesday afternoon, Microsoft representatives were unable to comment on the Word flaw.
Tuesday, July 8, 2008
Microsoft Imagine Cup Attracts Projects Aimed at Poor
Microsoft's Imagine cup added a rural innovation award, and finalists made technologies for better farming, bus schedules and...
Microsoft added an award for Rural Innovation for the first time to its Imagine Cup competition this year, and it attracted a number of projects aimed at solving problems faced by people in developing nations.
The point of the Imagine Cup is for students around the world to come up with solutions to problems using technology. In the Rural Innovation category, two of the finalists have developed projects aimed squarely at people in poor nations.
One of those projects is a system to provide timely bus information in South Africa. It's no small matter. Many people in South Africa can't afford a car yet road and other conditions ensure buses are late most of the time. Worse, waiting for a bus isn't a smart option, according to the South African team, Smile, because it makes you a target for thieves.
The government can't solve the problem with electronic sign boards to follow bus activity, either, because such boards would be stolen as quickly as they're put up, Smile said.
"We therefore needed to find a means of reaching people from all classes of society, and which takes heed of the limitations within South Africa. It was then during our research that we discovered that South Africa has the single highest mobile usage density per capita in the world. With this knowledge, we immediately had our answer. The humble SMS," the group said.
They developed a system that uses software and algorithms that take into account the flow of traffic to estimate the arrival time of a bus. Then it uses mobile phone SMS to communicate bus times.
So far, they've gotten the system to predict bus activity correctly 97 percent of the time in South Africa. The group hopes to expand the system throughout Africa in the future.
Another finalist in the Rural Innovation category has developed a novel way to help farmers in India determine the nutrients in their soil and figure out which crops would be best planted there.
The conventional approach to farming is to assume all the fields in an area are the same, so one-size-fits all crop management systems are used. But the reality is that fields can vary considerably, and without the right data, a lot of resources can be wasted, said team Novices@Work.
They invented a system they call Kalpvriksha, which uses wireless sensor networks to collect data on soil characteristics such as moisture, pH, ambient light and temperature. The system then takes this and other information into account to help farmers make decisions on how best to water crops, what kinds of fertilizer to use, and more. The result is more, healthier crops.
"Our technology is specifically aimed at bettering the standards of living of grass-root workers," said Krunal Dedhia, a member of Novices@Work. "It addresses the problem of low productivity and salination of land due to excessive use of fertilizers. These problems are all a culmination of lack of awareness amongst people."
Novices@Work has deployed the system in a small field in India, but it will take time to obtain results. They hope to expand the system throughout India and beyond with the help of grassroots organizations.
There are other interesting ideas among the finalists. A team from Columbia University developed a tree-seedling management system that uses sensors to help solve the deforestation problem in the country. A team from Egypt developed a landmine detection system that uses images captured by ground penetrating radar to determine the location of mines, so they can be cleared more easily.
Four members of the winning team will be eligible for a research internship at Microsoft Research India, in Bangalore, said Kentaro Toyama, head of research at the site. They'll get a chance to work with world-class researchers on cutting-edge computer science work. The winners will work in particular with the research group called Technology for Emerging Markets.
But ultimately, winning the competition could lead to a job at Microsoft, as past winners have found, or to the start of a company or non-profit around the team's idea, Toyama said.
The winner of the competition will be announced late Tuesday.
Microsoft added an award for Rural Innovation for the first time to its Imagine Cup competition this year, and it attracted a number of projects aimed at solving problems faced by people in developing nations.
The point of the Imagine Cup is for students around the world to come up with solutions to problems using technology. In the Rural Innovation category, two of the finalists have developed projects aimed squarely at people in poor nations.
One of those projects is a system to provide timely bus information in South Africa. It's no small matter. Many people in South Africa can't afford a car yet road and other conditions ensure buses are late most of the time. Worse, waiting for a bus isn't a smart option, according to the South African team, Smile, because it makes you a target for thieves.
The government can't solve the problem with electronic sign boards to follow bus activity, either, because such boards would be stolen as quickly as they're put up, Smile said.
"We therefore needed to find a means of reaching people from all classes of society, and which takes heed of the limitations within South Africa. It was then during our research that we discovered that South Africa has the single highest mobile usage density per capita in the world. With this knowledge, we immediately had our answer. The humble SMS," the group said.
They developed a system that uses software and algorithms that take into account the flow of traffic to estimate the arrival time of a bus. Then it uses mobile phone SMS to communicate bus times.
So far, they've gotten the system to predict bus activity correctly 97 percent of the time in South Africa. The group hopes to expand the system throughout Africa in the future.
Another finalist in the Rural Innovation category has developed a novel way to help farmers in India determine the nutrients in their soil and figure out which crops would be best planted there.
The conventional approach to farming is to assume all the fields in an area are the same, so one-size-fits all crop management systems are used. But the reality is that fields can vary considerably, and without the right data, a lot of resources can be wasted, said team Novices@Work.
They invented a system they call Kalpvriksha, which uses wireless sensor networks to collect data on soil characteristics such as moisture, pH, ambient light and temperature. The system then takes this and other information into account to help farmers make decisions on how best to water crops, what kinds of fertilizer to use, and more. The result is more, healthier crops.
"Our technology is specifically aimed at bettering the standards of living of grass-root workers," said Krunal Dedhia, a member of Novices@Work. "It addresses the problem of low productivity and salination of land due to excessive use of fertilizers. These problems are all a culmination of lack of awareness amongst people."
Novices@Work has deployed the system in a small field in India, but it will take time to obtain results. They hope to expand the system throughout India and beyond with the help of grassroots organizations.
There are other interesting ideas among the finalists. A team from Columbia University developed a tree-seedling management system that uses sensors to help solve the deforestation problem in the country. A team from Egypt developed a landmine detection system that uses images captured by ground penetrating radar to determine the location of mines, so they can be cleared more easily.
Four members of the winning team will be eligible for a research internship at Microsoft Research India, in Bangalore, said Kentaro Toyama, head of research at the site. They'll get a chance to work with world-class researchers on cutting-edge computer science work. The winners will work in particular with the research group called Technology for Emerging Markets.
But ultimately, winning the competition could lead to a job at Microsoft, as past winners have found, or to the start of a company or non-profit around the team's idea, Toyama said.
The winner of the competition will be announced late Tuesday.
Giga-byte, Chunghwa to Launch Linux M528 MID in August
Giga-byte and Chunghwa will launch the M528 MID in Taiwan this August.
Taiwanese electronics maker Giga-byte Technology has teamed up with mobile phone service provider Chunghwa Telecom to launch the M528 mobile Internet device in August, a Giga-byte representative said.
The M528 is a small, handheld device with a 4.8-inch touchscreen that runs a Linux OS and uses an 800MHz Intel Centrino Atom microprocessor as its calculating engine. It's part of a new breed of handheld devices the PC industry hopes will catch on as a way for people to surf the Web from just about anywhere. What makes it different from a mobile phone is its larger screen. The biggest mobile phone screens, even when the entire face is used, still top out at around three inches.
The M528 will be packaged with 3G (third-generation telephony) service from Chunghwa Telecom when it launches in Taiwan, for HSDPA/HSUPA (High Speed Downlink/Uplink Packet Access) Web surfing. The device can also access the Web via Wi-Fi 802.11b/g.
The Giga-byte representative said the price of the handheld hasn't yet been determined since it will be bundled with a 3G contract. The hardware may be priced lower to entice users to sign up for Chunghwa's service.
The M528 weighs just 340 grams and is 152 millimeters by 80mm by 22.5mm. It has a Qwerty keypad with a backlight that slides out from underneath so people can use their thumbs to type messages or Web addresses.
The handheld is built for multimedia. It comes with a 4G byte SSD (solid state drive) to store music, photos and other data, an earphone, and a 3-megapixel auto-focus camera on one side, with a 300k Web cam on the front for video chat.
The device can transfer files wirelessly via Bluetooth 2.0 and it also has USB and other ports, as well as a micro-SD card slot.
Taiwanese electronics maker Giga-byte Technology has teamed up with mobile phone service provider Chunghwa Telecom to launch the M528 mobile Internet device in August, a Giga-byte representative said.
The M528 is a small, handheld device with a 4.8-inch touchscreen that runs a Linux OS and uses an 800MHz Intel Centrino Atom microprocessor as its calculating engine. It's part of a new breed of handheld devices the PC industry hopes will catch on as a way for people to surf the Web from just about anywhere. What makes it different from a mobile phone is its larger screen. The biggest mobile phone screens, even when the entire face is used, still top out at around three inches.
The M528 will be packaged with 3G (third-generation telephony) service from Chunghwa Telecom when it launches in Taiwan, for HSDPA/HSUPA (High Speed Downlink/Uplink Packet Access) Web surfing. The device can also access the Web via Wi-Fi 802.11b/g.
The Giga-byte representative said the price of the handheld hasn't yet been determined since it will be bundled with a 3G contract. The hardware may be priced lower to entice users to sign up for Chunghwa's service.
The M528 weighs just 340 grams and is 152 millimeters by 80mm by 22.5mm. It has a Qwerty keypad with a backlight that slides out from underneath so people can use their thumbs to type messages or Web addresses.
The handheld is built for multimedia. It comes with a 4G byte SSD (solid state drive) to store music, photos and other data, an earphone, and a 3-megapixel auto-focus camera on one side, with a 300k Web cam on the front for video chat.
The device can transfer files wirelessly via Bluetooth 2.0 and it also has USB and other ports, as well as a micro-SD card slot.
Would Wi-Fi Push You to Public Transport?
If you could have a continuous Internet connection on your way to work, would it change whether you drove or used public transportation?
Gas is creeping to $5.00 a gallon. Your commute by car is ever worse, anyway. You're asked to put in more hours in the day, somehow, even if that means staying up late to handle email and prepare for meetings. Isn't there a way out?
Perhaps. While I can't wave a magic wand and put more hours in the day or days in the week - I'd prefer an extra one between four and five a.m., myself - I can tell you that broadband on public transportation is moving past the "nice idea" phase into the "necessary amenity" stage.
The BART (Bay Area Rapid Transportation) system in the San Francisco Bay Area is near to signing a deal with WiFi Rail, a firm that's figured out how to broadcast high-speed Wi-Fi over leaky coax--wire that already lines BART's tunnels to handle existing radio transmissions. (You can hear more about this in a broadcast from National Public Radio's Morning Edition that aired this morning.)
BART handles many millions of trips per year, and the folks I know down around the bay are quivering with anticipation. Most people probably wouldn't use a laptop on BART - the trains are crowded during rush hour already, and likely to be more so as people turn increasingly to the service. But most of my friends seem to own iPhones and BlackBerrys with Wi-Fi, and thus would be processing email during time that it might be hard to even read a book or newspaper.
Bus and train systems around the country have installed full rollouts and trials. In Utah, Massachusetts, Texas, California, and Florida, to name just a few states, transit authorities are seeing what the response is when you pair Internet access (often for free or at a relatively low monthly cost, like $20) with avoiding the cost and frustration of driving. That might push people over the top.
How about you? If you have a commute already, would having reliable medium-speed - say 200 to 400 Kbps - Internet access all along your route, from departure to arrival station make a difference in how you travel?
Gas is creeping to $5.00 a gallon. Your commute by car is ever worse, anyway. You're asked to put in more hours in the day, somehow, even if that means staying up late to handle email and prepare for meetings. Isn't there a way out?
Perhaps. While I can't wave a magic wand and put more hours in the day or days in the week - I'd prefer an extra one between four and five a.m., myself - I can tell you that broadband on public transportation is moving past the "nice idea" phase into the "necessary amenity" stage.
The BART (Bay Area Rapid Transportation) system in the San Francisco Bay Area is near to signing a deal with WiFi Rail, a firm that's figured out how to broadcast high-speed Wi-Fi over leaky coax--wire that already lines BART's tunnels to handle existing radio transmissions. (You can hear more about this in a broadcast from National Public Radio's Morning Edition that aired this morning.)
BART handles many millions of trips per year, and the folks I know down around the bay are quivering with anticipation. Most people probably wouldn't use a laptop on BART - the trains are crowded during rush hour already, and likely to be more so as people turn increasingly to the service. But most of my friends seem to own iPhones and BlackBerrys with Wi-Fi, and thus would be processing email during time that it might be hard to even read a book or newspaper.
Bus and train systems around the country have installed full rollouts and trials. In Utah, Massachusetts, Texas, California, and Florida, to name just a few states, transit authorities are seeing what the response is when you pair Internet access (often for free or at a relatively low monthly cost, like $20) with avoiding the cost and frustration of driving. That might push people over the top.
How about you? If you have a commute already, would having reliable medium-speed - say 200 to 400 Kbps - Internet access all along your route, from departure to arrival station make a difference in how you travel?
The Six Commandments of Social Networking at Work
Businesses ignore the technology at their peril. Naïve use is just as risky. Get savvy with this guide to professional social tech use.
It can be easy to disregard social networking's professional potential if you're only going on what you see on television. Between endlessly replayed clips where hysterical young men beg everyone to leave Britney Spears alone and the eyebrow-raising antics that a MySpace pinup performs on "A Shot at Love with Tila Tequila," it's understandable that many businesspeople are tempted to write off MySpace, Facebook, LinkedIn, or Twitter as career-killers and some IT leaders consider pulling the plug on social networking use within the business.
However, social networking sites and tools don't have to be synonymous with Tila Tequila -- and for the emerging generation of professionals, they're not. When KRC Research surveyed so-called Millennials -- people aged 18-27 -- 40 percent of them expected to have access to social networking Web sites. And one's social profile may actually improve one's employability: Recently, blogger Tom Foremski observed that software developers and marketing professionals become more employable when they enjoy a significant professional footprint online.
There's a place in the office for social networking -- so long as you follow our commandments below.
1. Thou Shalt Present Yourself Respectfully and Honestly
"It's OK to show personality and good humor, but be careful with how far you take it," warns Brian Block, a communications account executive at staffing consultancy Pierpoint. After all, your online profile in sites like LinkedIn or Facebook is the digital counterpart to your résumé.
Because so many people use their Facebook or Twitter accounts to manage both personal and professional aspects of their lives, this can lead to some tricky situations. Take, for example, vacation photos. It's not just your mom looking at pictures of you at the Grand Canyon anymore.
Employment lawyer Ron Solish says that when deployed correctly, vacation photos can be shared with your personal circle while burnishing your professional profile. If the vacation demonstrates talents or features that employers find attractive -- such as world traveling or mastering a complicated skill -- then post them.
But, he warns, "You should not post photos of yourself or others that paint you or others in an unprofessional light."
Similarly, you should also remember to be mindful of any text missives that could come back to haunt you. Block points out, "Your status updates do not have to be suitable for 'Bartlett's Familiar Quotations,' but think twice before posting what a rotten day you are having. HR may see it as a red flag."
2. Thou Shalt Ask: Do I Want to Explain This to an Employer in 10 Years? Or to My Boss Now?
"This is an opportunity to think long and hard," cautions Karen Berg, author of "Loud & Clear: 5 Steps to Say What You Mean and Get What You Want." She warns, "Think of your long-term goals."
Such thinking may run counter to the very here-and-now ethos of Facebook, Berg says, but you always face the risk that "10 years hence, someone is looking at your Facebook profile and asking, 'Who is this dweeb? Why would I want to hire him?'"
Editing your profile or dropping off Twitter is no guarantee that you'll erase past indiscretions -- just ask Soren Dayton. A former campaign aide for John McCain, Dayton was suspended after one of his individual Twitter dispatches, or "tweets," linked to a YouTube video that cast aspersions on Barack Obama's patriotism. Although the offending tweet is gone, Dayton's deeds were relentlessly covered online -- thereby guaranteeing that his social networking gaffe will be revived anytime someone does a search on his name.
As Block said, "If you choose to connect your personal profile with work, do not post anything you wouldn't feel comfortable with a client or the general public seeing."
3. Thou Shalt Set Boundaries
There are a number of situations where you'll have to figure out where to draw lines. The first and most obvious: You plainly don't want to keep your supervisor in the loop on your year-long Scrabulous battle with your brother. However, integrating colleagues and clients in your network can prove to be very tricky. Do you automatically accede to your boss's request that you "friend" her on Facebook? Do you add the colleague you find to be grossly incompetent to your LinkedIn network? These are the kinds of questions you'll have to figure out how to answer.
The other boundary dilemma in social networking boils down to this: What happens if your workplace concludes that your network is its asset? Ron Solish points out that professional network groups are analogous to Rolodexes. "If employees leave, why should they get access to those networks?" he asks.
Solish says workplaces are still evaluating how to manage networks of contacts that its employees use in a professional capacity. Just be advised: The issue of who owns the online client list will be emerging for many organizations. Another issue, Solish says, will be whether former employees can still participate in employer-specific groups on networking sites.
4. Thou Shalt Not Limit Thy Employees' Time on Social Networks*
*Unless it seriously cuts into their productivity
The primary value of a social network is the aggregation of people on it. Block your employees from getting on a network, and you block their access to developing a far-flung group of people who can act as free advisers, leads for new businesses, or prospective new hires.
"If you're isolated, you're of no value to a manager," says Tom Hayes, author of "Jump Point: How Network Culture Is Revolutionizing Business." He adds, "And if you're management, ask yourself: What walled garden has ever prospered over time?"
Hayes says that social networks effectively disseminate information about industry trends, product announcements, and new talents. He adds, "Your best employees are the ones who are the most connected and most current."
Block says that social networks' real value rests in making an added connection that previously was not present, especially if those connections lead to offline partnerships.
5. Thou Shalt Not Leave Thy Employees to Founder, But Lay Down Workplace Guidelines
This way, you and your employer don't look incompetent or make a highly public gaffe. Block recommends the following steps:
1. Locate your internal expert on social networking, or find an outside guru.
2. Then make sure you define what purpose your social network participation will have. "Simply registering for LinkedIn or Twitter will not get you anything in return," he says. "Establish goals and how they can be met."
3. Finally, experiment. "Ask questions of others online. Share information. Become a resource, a voice, or a trusted personal brand that others will come to recognize."
David Nour, the author of the forthcoming "Relationship Economics," stresses that any involvement in social networking needs to be consistent and congruent with your company's focus and reputation.
He spells out some very specific work-related uses for social networking tools. They can be seen as the guidelines for workplace use: "Use Twitter to keep up with subject-matter experts, use Facebook and LinkedIn to identify and connect with experts, different perspectives, and unique insights. Use Flickr to share pictures of product development direction, ideas, or complex visual scenarios."
Be prepared for a swell in workplace policies regarding employees and their social networking activities. Solish says, "I'm starting to get a lot of requests from employers that we develop policies restricting access to social networking."
6. Thou Shalt Remember: We Are All Still Figuring This Out
There are few hard-and-fast rules for effectively deploying social networks in a professional environment so far. But everyone must start somewhere: There's no point to being online if you can't make it work.
"Above all else, remember that no one has perfected social networking, and it's an open market for growth," Block says.
It can be easy to disregard social networking's professional potential if you're only going on what you see on television. Between endlessly replayed clips where hysterical young men beg everyone to leave Britney Spears alone and the eyebrow-raising antics that a MySpace pinup performs on "A Shot at Love with Tila Tequila," it's understandable that many businesspeople are tempted to write off MySpace, Facebook, LinkedIn, or Twitter as career-killers and some IT leaders consider pulling the plug on social networking use within the business.
However, social networking sites and tools don't have to be synonymous with Tila Tequila -- and for the emerging generation of professionals, they're not. When KRC Research surveyed so-called Millennials -- people aged 18-27 -- 40 percent of them expected to have access to social networking Web sites. And one's social profile may actually improve one's employability: Recently, blogger Tom Foremski observed that software developers and marketing professionals become more employable when they enjoy a significant professional footprint online.
There's a place in the office for social networking -- so long as you follow our commandments below.
1. Thou Shalt Present Yourself Respectfully and Honestly
"It's OK to show personality and good humor, but be careful with how far you take it," warns Brian Block, a communications account executive at staffing consultancy Pierpoint. After all, your online profile in sites like LinkedIn or Facebook is the digital counterpart to your résumé.
Because so many people use their Facebook or Twitter accounts to manage both personal and professional aspects of their lives, this can lead to some tricky situations. Take, for example, vacation photos. It's not just your mom looking at pictures of you at the Grand Canyon anymore.
Employment lawyer Ron Solish says that when deployed correctly, vacation photos can be shared with your personal circle while burnishing your professional profile. If the vacation demonstrates talents or features that employers find attractive -- such as world traveling or mastering a complicated skill -- then post them.
But, he warns, "You should not post photos of yourself or others that paint you or others in an unprofessional light."
Similarly, you should also remember to be mindful of any text missives that could come back to haunt you. Block points out, "Your status updates do not have to be suitable for 'Bartlett's Familiar Quotations,' but think twice before posting what a rotten day you are having. HR may see it as a red flag."
2. Thou Shalt Ask: Do I Want to Explain This to an Employer in 10 Years? Or to My Boss Now?
"This is an opportunity to think long and hard," cautions Karen Berg, author of "Loud & Clear: 5 Steps to Say What You Mean and Get What You Want." She warns, "Think of your long-term goals."
Such thinking may run counter to the very here-and-now ethos of Facebook, Berg says, but you always face the risk that "10 years hence, someone is looking at your Facebook profile and asking, 'Who is this dweeb? Why would I want to hire him?'"
Editing your profile or dropping off Twitter is no guarantee that you'll erase past indiscretions -- just ask Soren Dayton. A former campaign aide for John McCain, Dayton was suspended after one of his individual Twitter dispatches, or "tweets," linked to a YouTube video that cast aspersions on Barack Obama's patriotism. Although the offending tweet is gone, Dayton's deeds were relentlessly covered online -- thereby guaranteeing that his social networking gaffe will be revived anytime someone does a search on his name.
As Block said, "If you choose to connect your personal profile with work, do not post anything you wouldn't feel comfortable with a client or the general public seeing."
3. Thou Shalt Set Boundaries
There are a number of situations where you'll have to figure out where to draw lines. The first and most obvious: You plainly don't want to keep your supervisor in the loop on your year-long Scrabulous battle with your brother. However, integrating colleagues and clients in your network can prove to be very tricky. Do you automatically accede to your boss's request that you "friend" her on Facebook? Do you add the colleague you find to be grossly incompetent to your LinkedIn network? These are the kinds of questions you'll have to figure out how to answer.
The other boundary dilemma in social networking boils down to this: What happens if your workplace concludes that your network is its asset? Ron Solish points out that professional network groups are analogous to Rolodexes. "If employees leave, why should they get access to those networks?" he asks.
Solish says workplaces are still evaluating how to manage networks of contacts that its employees use in a professional capacity. Just be advised: The issue of who owns the online client list will be emerging for many organizations. Another issue, Solish says, will be whether former employees can still participate in employer-specific groups on networking sites.
4. Thou Shalt Not Limit Thy Employees' Time on Social Networks*
*Unless it seriously cuts into their productivity
The primary value of a social network is the aggregation of people on it. Block your employees from getting on a network, and you block their access to developing a far-flung group of people who can act as free advisers, leads for new businesses, or prospective new hires.
"If you're isolated, you're of no value to a manager," says Tom Hayes, author of "Jump Point: How Network Culture Is Revolutionizing Business." He adds, "And if you're management, ask yourself: What walled garden has ever prospered over time?"
Hayes says that social networks effectively disseminate information about industry trends, product announcements, and new talents. He adds, "Your best employees are the ones who are the most connected and most current."
Block says that social networks' real value rests in making an added connection that previously was not present, especially if those connections lead to offline partnerships.
5. Thou Shalt Not Leave Thy Employees to Founder, But Lay Down Workplace Guidelines
This way, you and your employer don't look incompetent or make a highly public gaffe. Block recommends the following steps:
1. Locate your internal expert on social networking, or find an outside guru.
2. Then make sure you define what purpose your social network participation will have. "Simply registering for LinkedIn or Twitter will not get you anything in return," he says. "Establish goals and how they can be met."
3. Finally, experiment. "Ask questions of others online. Share information. Become a resource, a voice, or a trusted personal brand that others will come to recognize."
David Nour, the author of the forthcoming "Relationship Economics," stresses that any involvement in social networking needs to be consistent and congruent with your company's focus and reputation.
He spells out some very specific work-related uses for social networking tools. They can be seen as the guidelines for workplace use: "Use Twitter to keep up with subject-matter experts, use Facebook and LinkedIn to identify and connect with experts, different perspectives, and unique insights. Use Flickr to share pictures of product development direction, ideas, or complex visual scenarios."
Be prepared for a swell in workplace policies regarding employees and their social networking activities. Solish says, "I'm starting to get a lot of requests from employers that we develop policies restricting access to social networking."
6. Thou Shalt Remember: We Are All Still Figuring This Out
There are few hard-and-fast rules for effectively deploying social networks in a professional environment so far. But everyone must start somewhere: There's no point to being online if you can't make it work.
"Above all else, remember that no one has perfected social networking, and it's an open market for growth," Block says.
All Hail the IBM Mainframe: PSI Genuflects, for a Price
IBM said today it will buy the company-most-like-a-thorn-in-its-side, Platform Solutions, Inc. (PSI).
Here's one the lawyers probably aren't too happy about. IBM said today it will buy the company-most-like-a-thorn-in-its-side, Platform Solutions, Inc. (PSI), a privately held company with whom Big Blue was trading lawsuits with over mainframe technology the past few years.
Neither company disclosed any terms of the agreement but published reports noted that HP tried to buy PSI a year or so ago for $200M but failed.
The acquisition ends the lawsuits the two companies had filed against each other. In November 2006, IBM filed a lawsuit accusing PSI of patent infringement by creating computers that let customers to run IBM's System z operating systems. PSI filed a countersuit in January 2007, accusing IBM of antitrust violations and unfair competition.
At the time, IBM said: "PSI's marketing program is a blatant attempt to infringe on IBM's intellectual property and to convert to PSI the fruits of IBM's substantial investments in developing computer systems, architectures, operating systems and other software," the lawsuit said.
PSI on the other hand said: "IBM's lawsuit against PSI is part of a concerted effort to eliminate competition for mainframe computers, and its refusal to provide the operating systems needed to run mainframe computers is PSI computers is blatantly anticompetitive."But apparently IBM had the wallet and hammer out to squelch PSI before any more nastiness occurred.
In today's announcement everything was shiny and happy of course: PSI's technologies and skills, along with its intellectual capital, will become part of IBM's long-term mainframe product engineering cycles and part of IBM's future product plans. We welcome Platform Solutions and look forward to collaborating with them.," said Anne Altman, General Manager, IBM System z.
For its part PSI said: "We are pleased to become part of IBM, knowing IBM has the industry's most comprehensive vision for the future direction of enterprise computing, and has the requisite technologies to realize that vision," said Michael Maulick, President and CEO, Platform Solutions.
Still, I wouldn't want to be the first PSI/IBMer to ask for a raise.
The acquisition could muddle the competitive picture a bit as another small mainframe vendor T3 Technologies said it planned to file an antitrust complaint against IBM with the European Commission. T3 in November filed a request to join PSI's U.S. lawsuit against IBM. IBM has shut out other mainframe vendors by ending support for older mainframe systems and not licensing its mainframe software to rivals, T3 said this week in an IDG News Service article.
For more information about enterprise networking, go to NetworkWorld. Story copyright 2008 Network World Inc. All rights reserved.
Here's one the lawyers probably aren't too happy about. IBM said today it will buy the company-most-like-a-thorn-in-its-side, Platform Solutions, Inc. (PSI), a privately held company with whom Big Blue was trading lawsuits with over mainframe technology the past few years.
Neither company disclosed any terms of the agreement but published reports noted that HP tried to buy PSI a year or so ago for $200M but failed.
The acquisition ends the lawsuits the two companies had filed against each other. In November 2006, IBM filed a lawsuit accusing PSI of patent infringement by creating computers that let customers to run IBM's System z operating systems. PSI filed a countersuit in January 2007, accusing IBM of antitrust violations and unfair competition.
At the time, IBM said: "PSI's marketing program is a blatant attempt to infringe on IBM's intellectual property and to convert to PSI the fruits of IBM's substantial investments in developing computer systems, architectures, operating systems and other software," the lawsuit said.
PSI on the other hand said: "IBM's lawsuit against PSI is part of a concerted effort to eliminate competition for mainframe computers, and its refusal to provide the operating systems needed to run mainframe computers is PSI computers is blatantly anticompetitive."But apparently IBM had the wallet and hammer out to squelch PSI before any more nastiness occurred.
In today's announcement everything was shiny and happy of course: PSI's technologies and skills, along with its intellectual capital, will become part of IBM's long-term mainframe product engineering cycles and part of IBM's future product plans. We welcome Platform Solutions and look forward to collaborating with them.," said Anne Altman, General Manager, IBM System z.
For its part PSI said: "We are pleased to become part of IBM, knowing IBM has the industry's most comprehensive vision for the future direction of enterprise computing, and has the requisite technologies to realize that vision," said Michael Maulick, President and CEO, Platform Solutions.
Still, I wouldn't want to be the first PSI/IBMer to ask for a raise.
The acquisition could muddle the competitive picture a bit as another small mainframe vendor T3 Technologies said it planned to file an antitrust complaint against IBM with the European Commission. T3 in November filed a request to join PSI's U.S. lawsuit against IBM. IBM has shut out other mainframe vendors by ending support for older mainframe systems and not licensing its mainframe software to rivals, T3 said this week in an IDG News Service article.
For more information about enterprise networking, go to NetworkWorld. Story copyright 2008 Network World Inc. All rights reserved.
802.11n Blue Ribbon Winners
Ranking Wi-Fi vendors and their offerings.
In putting together an evaluation of 802.11n vendor strengths and weaknesses, ABI Research, which issued its 802.11n Vendor Matrix last week, has created a template you can use as a cheat sheet for your own assessments.
ABI's own general evaluation ranked archrivals Meru Networks and Aruba Networks at the top, overall, with Motorola next in line. Let's look under the covers at these and other Blue Ribbon grabbers, with some commentary provided by Stan Schatt, ABI vice president and networking research director, who reviewed the results with me last week:
Most Early Commercial Deployments and Best Channel Management: Meru and Aruba
"The 802.11n enterprise market is a new market, and the major verticals affected are higher education and healthcare," Schatt said. So ABI looked at the number of actual deployments vendors had in these markets and put quite a bit of emphasis on that factor. "This is where Meru and Aruba were buoyed" (in addition to their unique and flexible architectures) and where some of the newer companies got left in the dust, said Schatt.
He noted that Cisco, which ranked sixth overall, has announced a number of 802.11n deployments, yet the company lost points because most are still in the implementation phase. Cisco received very high marks on overall channel management across multiple vertical markets, however.
Most Innovative: Motorola
Motorola ranked first here because of its 11n APs' ability to function in dependent or independent mode, its antenna technology, video-oriented QoS, built-in mesh capabilities and migration strategy.
Resiliency: Trapeze and Aerohive
"Some vendors are preaching the 'all-wireless' enterprise," said Schatt. "Resilience is an important part of that," he said, for which he awarded Trapeze Networks (to be acquired by Belden) top honors, thanks to its cluster-controller high-availability design. Startup Aerohive, which uses a distributed AP and mesh communications architecture, scored a very close second to Trapeze in resiliency, says Schatt, but ultimately ranked near the bottom of the list for a comparatively low number of deployments to date.
Value Proposition: Colubris
"What they offer for the price of their 11n access point [$995] is the most compelling," says Schatt. "But they only offer one model of AP, and their management platform is not in the same class as [Trapeze's] Ringmaster."
The Dark Horse: Extricom
"They have a very compelling value proposition," says Schatt of the startup, which has an architecture similar to Meru's to avoid handoffs and dropped sessions. He deducted points for lack of channel deployments, "but they are strong in higher education outside the U.S. and in manufacturing. They might do some damage in those markets."
For the full ABI 802.11n Vendor Matrix, go here (free registration is required).
In putting together an evaluation of 802.11n vendor strengths and weaknesses, ABI Research, which issued its 802.11n Vendor Matrix last week, has created a template you can use as a cheat sheet for your own assessments.
ABI's own general evaluation ranked archrivals Meru Networks and Aruba Networks at the top, overall, with Motorola next in line. Let's look under the covers at these and other Blue Ribbon grabbers, with some commentary provided by Stan Schatt, ABI vice president and networking research director, who reviewed the results with me last week:
Most Early Commercial Deployments and Best Channel Management: Meru and Aruba
"The 802.11n enterprise market is a new market, and the major verticals affected are higher education and healthcare," Schatt said. So ABI looked at the number of actual deployments vendors had in these markets and put quite a bit of emphasis on that factor. "This is where Meru and Aruba were buoyed" (in addition to their unique and flexible architectures) and where some of the newer companies got left in the dust, said Schatt.
He noted that Cisco, which ranked sixth overall, has announced a number of 802.11n deployments, yet the company lost points because most are still in the implementation phase. Cisco received very high marks on overall channel management across multiple vertical markets, however.
Most Innovative: Motorola
Motorola ranked first here because of its 11n APs' ability to function in dependent or independent mode, its antenna technology, video-oriented QoS, built-in mesh capabilities and migration strategy.
Resiliency: Trapeze and Aerohive
"Some vendors are preaching the 'all-wireless' enterprise," said Schatt. "Resilience is an important part of that," he said, for which he awarded Trapeze Networks (to be acquired by Belden) top honors, thanks to its cluster-controller high-availability design. Startup Aerohive, which uses a distributed AP and mesh communications architecture, scored a very close second to Trapeze in resiliency, says Schatt, but ultimately ranked near the bottom of the list for a comparatively low number of deployments to date.
Value Proposition: Colubris
"What they offer for the price of their 11n access point [$995] is the most compelling," says Schatt. "But they only offer one model of AP, and their management platform is not in the same class as [Trapeze's] Ringmaster."
The Dark Horse: Extricom
"They have a very compelling value proposition," says Schatt of the startup, which has an architecture similar to Meru's to avoid handoffs and dropped sessions. He deducted points for lack of channel deployments, "but they are strong in higher education outside the U.S. and in manufacturing. They might do some damage in those markets."
For the full ABI 802.11n Vendor Matrix, go here (free registration is required).
Monday, July 7, 2008
Pioneer Develops 400GB Optical Disc
Pioneer has developed an optical disc that can hold up to 400G bytes of data easily surpassing previously announced...
Pioneer has developed an optical disc that can hold up to 400G bytes of data easily surpassing previously announced prototypes.
The new disc manages to pack 16 layers, each with a 25G-byte capacity, into a conventional 12-centimeter diameter optical disc. The new discs are similar to Blu-ray Disc technology and slight changes to the hardware on a Blu-ray drive would allow the new Pioneer discs to be used on one.
Pioneer doesn't have any plans to commercially produce the disc but is looking to work with disc manufacturers who would make it themselves. The technology is about ready to enter commercialization, said Michiko Kadoi, a spokeswoman for Pioneer in Tokyo.
A one-sided Blu-rayDisc has 25G bytes of capacity, far less than the Pioneer disc.
Currently dual-layer 50G byte discs are the highest capacity discs available commercially. Various companies have worked on higher capacity discs and TDK previously announced development of a 6-layer disc with 150G byte capacity but that has yet to reach the market.
Getting a clear signal from each recording layer has been a stumbling block for higher capacity discs with more layers, but Pioneer says it has managed to solve this problem by employing technology it developed for DVDs. The new disc has a structure that reduces interference from adjacent layers and so accurate playback is possible from all 16 layers, the company said.
The initial prototype is a read-only disc but the same technology is also applicable to recordable discs.
A current 50G byte Blu-ray Disc can store about 6 hours of digital high-definition TV so the higher capacity discs, if commercialized, would be able to expand this to 48 hours.
Pioneer plans to detail the technology at the International Symposium on Optical Memory and Optical Data Storage 2008 that will be held in Hawaii from July 13.
Pioneer has developed an optical disc that can hold up to 400G bytes of data easily surpassing previously announced prototypes.
The new disc manages to pack 16 layers, each with a 25G-byte capacity, into a conventional 12-centimeter diameter optical disc. The new discs are similar to Blu-ray Disc technology and slight changes to the hardware on a Blu-ray drive would allow the new Pioneer discs to be used on one.
Pioneer doesn't have any plans to commercially produce the disc but is looking to work with disc manufacturers who would make it themselves. The technology is about ready to enter commercialization, said Michiko Kadoi, a spokeswoman for Pioneer in Tokyo.
A one-sided Blu-rayDisc has 25G bytes of capacity, far less than the Pioneer disc.
Currently dual-layer 50G byte discs are the highest capacity discs available commercially. Various companies have worked on higher capacity discs and TDK previously announced development of a 6-layer disc with 150G byte capacity but that has yet to reach the market.
Getting a clear signal from each recording layer has been a stumbling block for higher capacity discs with more layers, but Pioneer says it has managed to solve this problem by employing technology it developed for DVDs. The new disc has a structure that reduces interference from adjacent layers and so accurate playback is possible from all 16 layers, the company said.
The initial prototype is a read-only disc but the same technology is also applicable to recordable discs.
A current 50G byte Blu-ray Disc can store about 6 hours of digital high-definition TV so the higher capacity discs, if commercialized, would be able to expand this to 48 hours.
Pioneer plans to detail the technology at the International Symposium on Optical Memory and Optical Data Storage 2008 that will be held in Hawaii from July 13.
Move Your Business from Windows to Linux
If the cost of Windows is getting your small business down, consider shifting to Linux.
Windows Vista debuted to muffled applause, followed by lackluster sales. Up until June 30, cash-strapped businesses looking to avoid the cost of upgrading to new Vista-compatible hardware could still purchase trusty Windows XP. Now, however, Windows XP is available only as a costly "downgrade" from Windows Vista--if you buy a copy of Vista, you can install the 6-year-old XP operating system using the Vista license.
If that feels like a waste of your small business's precious IT budget, and you're still looking for an alternative to Windows Vista, look no further than Linux. The latest distributions are free, easy to install, and highly customizable; they harness your existing hardware without overtaxing it; and they include a wealth of productivity applications and utilities. You may already have a closet Linux expert on staff, but if you don't, paid support is usually available at rates far less than Microsoft's.
Making the switch from Windows to Linux will incur some costs as employees and support staff adjust to the new system's configuration settings, utilities, and applications. Even so, the savings in future hardware and software upgrades could be huge.
No License, No Fee, No Problem
Though you can purchase boxed commercial versions of Linux that include support, every Linux distribution is also available for free under the terms of the open-source Gnu General Public License, or GPL. Once you figure out which distribution you'd like to use (see below), you can simply download, burn, and install it on as many systems as you choose. Your software licensing fee is zero, compared with the $300 per seat for the full version of Windows Vista Business Edition. And, another bonus, Linux lacks Microsoft's intrusive activation requirements.
In addition to thousands of other free applications (see "Linux Replacements for Your Favorite Windows Apps" for some of my favorites), most Linux distributions come with a copy of OpenOffice.org. Though not a feature-for-feature substitute for Microsoft Office, OpenOffice.org definitely does the job, and for $500 less per workstation than the cost of Office Professional 2007. OpenOffice.org lacks an equivalent to Microsoft Outlook, but just about every Linux distribution includes Novell's free Evolution PIM.
A few key Windows-based applications such as AutoCAD and Photoshop lack Linux replacements, but for many office workers the missing functionality hardly merits spending $800 more for Windows and Office. Many Windows applications will run at native speed under Linux via the Wine utility included with most distributions. For those that don't work with Wine, two more options exist: You can install a copy of Windows using one of the available free virtualization utilities, such as KVM (Kernel-based Virtual Machine, built into the Linux kernel) or VMWare Server, or you can install Linux to dual-boot with Windows.
For most distributions, the same disc will contain server applications, including the Apache Web Server, the MySQL database engine, virtualization, and support for leading commercial databases and CRM applications from companies like Oracle, Sybase, and SAP. The Samba networking software emulates Windows Server's networking features admirably, and for free, versus Windows Server 2008's starting price of $999. You can even replace your costly Exchange server installation with the free, open-source Zimbra Collaboration Suite.
Whether you're using desktop or server versions of Linux, the operating system is famous for one other important feature that Microsoft is still gradually adding to Windows: security. Linux is not somehow magically immune to viruses, worms, and other Internet-based attacks. However, the reality is that the vast majority of existing attacks target Windows and Windows applications. Mostly by design, Linux is simply not subject to most of the Internet-based malware that threatens PCs. The overwhelming majority of malware targets Windows.
Don't Panic at the Distro
No two Linux distributions are the same, differing mainly in how user-friendly their installers are, how willing they are to include experimental or nonstable versions of software and utilities, and how they offer access to updates.
The two most popular Linux window managers, the software that controls the look and behavior of the X Window graphical user interface, are Gnome and KDE. Most distributions default to installing one or the other--Ubuntu opts for the former, for example, and OpenSuSE, the latter. However, you could install both window managers (and dozens more) on your system, and choose which to use when you log in. Several window managers, notably Xfce and Blackbox, require less memory and graphics processing than Gnome and KDE, making them a good choice for older hardware. Lightweight Linux distributions, such as Puppy Linux, prune the OS down to its elements, breathing life into even the most ancient PC.
Linux distributions also differ in how well they support your particular hardware, especially wireless networking devices and display adapters. Perhaps the easiest way to directly assess this support on your particular hardware without having to actually install Linux is to download, burn, and boot a live-CD distro. Ubuntu, OpenSuSE, Gentoo, and literally hundreds of other Linux distributions come in live-CD versions.
Get Help, If You Need It
The reality of operating system support is that it costs a lot of money, whether it comes from Microsoft, Apple, Novell, or Canonical. Your copy of Windows Vista comes with 90 days of technical support via phone, e-mail, or chat that starts the day you activate the product. After that, Microsoft charges $60 per support incident.
Commercial Linux distributions offer similar, but less expensive, support options. The $60 packaged version of Novell's community-supported OpenSuSE 11.0 comes with 90 days of installation support. For long-term support, choose SuSE Linux Enterprise Desktop (currently in version 10) for $50 per year, or go with Ubuntu and buy a support contract from maker Canonical starting at $250 per year.
If you're already doing without dedicated support staff for Windows, one year may be all the paid support you need for Linux. Ubuntu users joke that simply googling for technical support usually results in the exact answer you're looking for on Canonical's forums.
Linux is different from Windows, but it isn't an alien life form. The human investment you make in transitioning away from expensive Windows and Office licenses may pay for itself quickly. More important, you'll be free to run the desktop and server software of your choice, on hardware you can afford.
Windows Vista debuted to muffled applause, followed by lackluster sales. Up until June 30, cash-strapped businesses looking to avoid the cost of upgrading to new Vista-compatible hardware could still purchase trusty Windows XP. Now, however, Windows XP is available only as a costly "downgrade" from Windows Vista--if you buy a copy of Vista, you can install the 6-year-old XP operating system using the Vista license.
If that feels like a waste of your small business's precious IT budget, and you're still looking for an alternative to Windows Vista, look no further than Linux. The latest distributions are free, easy to install, and highly customizable; they harness your existing hardware without overtaxing it; and they include a wealth of productivity applications and utilities. You may already have a closet Linux expert on staff, but if you don't, paid support is usually available at rates far less than Microsoft's.
Making the switch from Windows to Linux will incur some costs as employees and support staff adjust to the new system's configuration settings, utilities, and applications. Even so, the savings in future hardware and software upgrades could be huge.
No License, No Fee, No Problem
Though you can purchase boxed commercial versions of Linux that include support, every Linux distribution is also available for free under the terms of the open-source Gnu General Public License, or GPL. Once you figure out which distribution you'd like to use (see below), you can simply download, burn, and install it on as many systems as you choose. Your software licensing fee is zero, compared with the $300 per seat for the full version of Windows Vista Business Edition. And, another bonus, Linux lacks Microsoft's intrusive activation requirements.
In addition to thousands of other free applications (see "Linux Replacements for Your Favorite Windows Apps" for some of my favorites), most Linux distributions come with a copy of OpenOffice.org. Though not a feature-for-feature substitute for Microsoft Office, OpenOffice.org definitely does the job, and for $500 less per workstation than the cost of Office Professional 2007. OpenOffice.org lacks an equivalent to Microsoft Outlook, but just about every Linux distribution includes Novell's free Evolution PIM.
A few key Windows-based applications such as AutoCAD and Photoshop lack Linux replacements, but for many office workers the missing functionality hardly merits spending $800 more for Windows and Office. Many Windows applications will run at native speed under Linux via the Wine utility included with most distributions. For those that don't work with Wine, two more options exist: You can install a copy of Windows using one of the available free virtualization utilities, such as KVM (Kernel-based Virtual Machine, built into the Linux kernel) or VMWare Server, or you can install Linux to dual-boot with Windows.
For most distributions, the same disc will contain server applications, including the Apache Web Server, the MySQL database engine, virtualization, and support for leading commercial databases and CRM applications from companies like Oracle, Sybase, and SAP. The Samba networking software emulates Windows Server's networking features admirably, and for free, versus Windows Server 2008's starting price of $999. You can even replace your costly Exchange server installation with the free, open-source Zimbra Collaboration Suite.
Whether you're using desktop or server versions of Linux, the operating system is famous for one other important feature that Microsoft is still gradually adding to Windows: security. Linux is not somehow magically immune to viruses, worms, and other Internet-based attacks. However, the reality is that the vast majority of existing attacks target Windows and Windows applications. Mostly by design, Linux is simply not subject to most of the Internet-based malware that threatens PCs. The overwhelming majority of malware targets Windows.
Don't Panic at the Distro
No two Linux distributions are the same, differing mainly in how user-friendly their installers are, how willing they are to include experimental or nonstable versions of software and utilities, and how they offer access to updates.
The two most popular Linux window managers, the software that controls the look and behavior of the X Window graphical user interface, are Gnome and KDE. Most distributions default to installing one or the other--Ubuntu opts for the former, for example, and OpenSuSE, the latter. However, you could install both window managers (and dozens more) on your system, and choose which to use when you log in. Several window managers, notably Xfce and Blackbox, require less memory and graphics processing than Gnome and KDE, making them a good choice for older hardware. Lightweight Linux distributions, such as Puppy Linux, prune the OS down to its elements, breathing life into even the most ancient PC.
Linux distributions also differ in how well they support your particular hardware, especially wireless networking devices and display adapters. Perhaps the easiest way to directly assess this support on your particular hardware without having to actually install Linux is to download, burn, and boot a live-CD distro. Ubuntu, OpenSuSE, Gentoo, and literally hundreds of other Linux distributions come in live-CD versions.
Get Help, If You Need It
The reality of operating system support is that it costs a lot of money, whether it comes from Microsoft, Apple, Novell, or Canonical. Your copy of Windows Vista comes with 90 days of technical support via phone, e-mail, or chat that starts the day you activate the product. After that, Microsoft charges $60 per support incident.
Commercial Linux distributions offer similar, but less expensive, support options. The $60 packaged version of Novell's community-supported OpenSuSE 11.0 comes with 90 days of installation support. For long-term support, choose SuSE Linux Enterprise Desktop (currently in version 10) for $50 per year, or go with Ubuntu and buy a support contract from maker Canonical starting at $250 per year.
If you're already doing without dedicated support staff for Windows, one year may be all the paid support you need for Linux. Ubuntu users joke that simply googling for technical support usually results in the exact answer you're looking for on Canonical's forums.
Linux is different from Windows, but it isn't an alien life form. The human investment you make in transitioning away from expensive Windows and Office licenses may pay for itself quickly. More important, you'll be free to run the desktop and server software of your choice, on hardware you can afford.
Customers Unimpressed by Corporate Blogs
Most business blogs fail to engage customers, who regard them as a corporate mouthpiece, Forrester researchers say.
A new report by Forrester Research found that most corporate blogs kept by business-to-business (B2B) firms failed to energize their intended audiences and engage them in meaningful conversations about trends and products.
The amount of blogs being started also experienced a setback. Back in 2006, Forrester counted 36 firms that had started promoting corporate blogs on their public websites. In 2007, the number of firms introducing a corporate blog dropped to 19.
But the blogs that exist right now are failing to capture an audience, Forrester says, and a big reason could be the content. Of 90 enterprise-sized companies with corporate blogs that Forrester examined, 71 percent of the content was "light company or business topics," with only 16 percent injecting "moderate personal insight" and only 13 percent using personal anecdotes.
About 56 percent of blogs "regurgitate company news or executive views."
The amount comments these corporate blogs received probably reflects customer reaction to such lackluster content. About 58 percent of blogs saw 1 or less comment per post. Sixteen percent received 1 comment and only 13 percent had more than one per post.
Currently, Forrester says, the majority of blogs read like "tired, warmed-over press releases."
To combat this problem, Forrester says, companies should encourage corporate bloggers to start conversations with readers rather than dominate the blog with product launch information. They should also have a clear objective (and "about this blog" area) that explains the blog's overall purpose to readers. Lastly, they should also get outside of text-only interactions, using pictures, videos and other forms of virtual media to engage readers.
A new report by Forrester Research found that most corporate blogs kept by business-to-business (B2B) firms failed to energize their intended audiences and engage them in meaningful conversations about trends and products.
The amount of blogs being started also experienced a setback. Back in 2006, Forrester counted 36 firms that had started promoting corporate blogs on their public websites. In 2007, the number of firms introducing a corporate blog dropped to 19.
But the blogs that exist right now are failing to capture an audience, Forrester says, and a big reason could be the content. Of 90 enterprise-sized companies with corporate blogs that Forrester examined, 71 percent of the content was "light company or business topics," with only 16 percent injecting "moderate personal insight" and only 13 percent using personal anecdotes.
About 56 percent of blogs "regurgitate company news or executive views."
The amount comments these corporate blogs received probably reflects customer reaction to such lackluster content. About 58 percent of blogs saw 1 or less comment per post. Sixteen percent received 1 comment and only 13 percent had more than one per post.
Currently, Forrester says, the majority of blogs read like "tired, warmed-over press releases."
To combat this problem, Forrester says, companies should encourage corporate bloggers to start conversations with readers rather than dominate the blog with product launch information. They should also have a clear objective (and "about this blog" area) that explains the blog's overall purpose to readers. Lastly, they should also get outside of text-only interactions, using pictures, videos and other forms of virtual media to engage readers.
Vendors Team to Push Corporate Use of Macs
The new Enterprise Desktop Alliance will promote use of Macintosh desktops in managed Windows environments.
A group of five vendors has formed an alliance to help push Macintosh desktops into managed Windows environments on corporate networks.
The efforts of the Enterprise Desktop Alliance (EDA) -- which was formed last week by Atempo, Centrify, Group Logic, LANrev and Parallels -- are not about displacing Windows but raising awareness that the Macintosh is a viable alternative because it can be managed using integration tools and existing Windows infrastructure.
Many IT issues with the Macintosh in the past had to do with networking and management.
The vendors, which are hoping to add some user members, develop tools that help companies deploy, integrate and manage Macintoshes using Windows-based infrastructure.
The evolution of the Macintosh platform over the past few years, including a shift to the Intel architecture, has brought it into closer alignment with the needs of enterprise computing even though Apple largely ignores the corporate market.
Surveys of Macintosh penetration in the enterprise typically peg market share around 4% to 8%. In October of last year, IDC reported that the Macintosh's share of the PC shipment market was up to 6.9%. Also, the rise in laptop use, the popularity of Macintosh-based notebooks, and devices like the iPhone are helping fuel both back-door raids and front-office assaults by the Macintosh.
"Sometimes it happens top down," says Peter Frankle, COO of LANrev. "We have one customer where the top four C-level executives ended up getting iPhones in an all Windows infrastructure. They liked them so much they got MacBook Pros and then suddenly IT was charged with supporting its four most important clients using MacBooks."
Technologies like virtualization and Apple's BootCamp, which both let Windows and Windows-based applications run on the Macintosh, also are blurring the lines between an either/or choice for IT. Also, migration costs and hardware overhauls associated with Microsoft's Vista are leading corporate IT to explore all its options.
Now the EDA is saying infrastructure to support the Macintosh platform should not be an issue because for Windows shops it is already there.
EDA members develop software that hits a number of integration points between Windows and Macintosh with Atempo providing data protection, Centrify identity and access management, Group Logic file and print services, LANrev systems lifecycle management and Parallels virtualization.
Frankle says IT can achieve the same level of configuration management, disaster recovery, security and policy compliance on Macintoshes that they have with Windows and the Windows infrastructure. For example, Active Directory can be used to control access privileges and create audit trails for Macintosh desktops.
EDA plans to host a series of Webcasts and seminars to prove their points, and will publish white papers, product information and other resources on its Web site.
Frankle says Phase 2 of development of EDA will include the addition of user members, and a Phase 3 could include expansion beyond the management focus.
A group of five vendors has formed an alliance to help push Macintosh desktops into managed Windows environments on corporate networks.
The efforts of the Enterprise Desktop Alliance (EDA) -- which was formed last week by Atempo, Centrify, Group Logic, LANrev and Parallels -- are not about displacing Windows but raising awareness that the Macintosh is a viable alternative because it can be managed using integration tools and existing Windows infrastructure.
Many IT issues with the Macintosh in the past had to do with networking and management.
The vendors, which are hoping to add some user members, develop tools that help companies deploy, integrate and manage Macintoshes using Windows-based infrastructure.
The evolution of the Macintosh platform over the past few years, including a shift to the Intel architecture, has brought it into closer alignment with the needs of enterprise computing even though Apple largely ignores the corporate market.
Surveys of Macintosh penetration in the enterprise typically peg market share around 4% to 8%. In October of last year, IDC reported that the Macintosh's share of the PC shipment market was up to 6.9%. Also, the rise in laptop use, the popularity of Macintosh-based notebooks, and devices like the iPhone are helping fuel both back-door raids and front-office assaults by the Macintosh.
"Sometimes it happens top down," says Peter Frankle, COO of LANrev. "We have one customer where the top four C-level executives ended up getting iPhones in an all Windows infrastructure. They liked them so much they got MacBook Pros and then suddenly IT was charged with supporting its four most important clients using MacBooks."
Technologies like virtualization and Apple's BootCamp, which both let Windows and Windows-based applications run on the Macintosh, also are blurring the lines between an either/or choice for IT. Also, migration costs and hardware overhauls associated with Microsoft's Vista are leading corporate IT to explore all its options.
Now the EDA is saying infrastructure to support the Macintosh platform should not be an issue because for Windows shops it is already there.
EDA members develop software that hits a number of integration points between Windows and Macintosh with Atempo providing data protection, Centrify identity and access management, Group Logic file and print services, LANrev systems lifecycle management and Parallels virtualization.
Frankle says IT can achieve the same level of configuration management, disaster recovery, security and policy compliance on Macintoshes that they have with Windows and the Windows infrastructure. For example, Active Directory can be used to control access privileges and create audit trails for Macintosh desktops.
EDA plans to host a series of Webcasts and seminars to prove their points, and will publish white papers, product information and other resources on its Web site.
Frankle says Phase 2 of development of EDA will include the addition of user members, and a Phase 3 could include expansion beyond the management focus.
Trojan Poses as July 4th Video
Hackers launched weekend attacks with the Storm botnet disguised as holiday videos but infecting systems instead.
As predicted, hackers tried to trick users into downloading the Storm bot Trojan Friday by unleashing a flood of Fourth of July spam bearing links to malicious sites, several security companies reported.
The spam campaign, anticipated earlier in the week by MX Logic Inc. , used messages with subject headings ranging from "Amazing firework 2008" and "Celebrating Fourth of July" to "Light up the sky" and "Spectacular fireworks show," said U.K.-based Sophos Plc. in an alert posted to the Web Friday.
Links in the spam led to hacker-controlled sites that trumpeted a video clip worth downloading. "Colorful Independence Day events have already started throughout the country," the malicious sites claimed. "The largest firework happens on the last weekday before the Fourth of July. Unprecedented sum of money was spent on this fabulous show. If you want to see the best Independence Day firework just click on the video and run it."
The file pitched to users was an executable: "fireworks.exe."
Users who agreed to the download didn't receive a video, but instead infected their Windows-running PCs with the Storm Trojan horse, which hijacked the system and added it to the existing collection of compromised computers making up the Storm botnet.
"You're not going to be feeling in the mood for celebrations if this malware infects your PC," said Graham Cluley , a Sophos senior technology consultant, in a statement.
Security researchers at F-Secure Corp. , the SANS Institute's Internet Storm Center (ISC) and Trend Micro Inc. also reported the Storm spam and infection attempts.
Storm's backers have regularly used holiday-themed spam to dupe users into downloading the Trojan and self-infecting their PCs. Last year , the bot was behind a massive surge in spam during July, and it has been linked to campaigns around Christmas and New Year's .
Earlier this year, Microsoft Corp. researchers said that their company's Malicious Software Removal Tool (MSRT) had beaten Storm into submission, a claim contested by third-party security experts.
As predicted, hackers tried to trick users into downloading the Storm bot Trojan Friday by unleashing a flood of Fourth of July spam bearing links to malicious sites, several security companies reported.
The spam campaign, anticipated earlier in the week by MX Logic Inc. , used messages with subject headings ranging from "Amazing firework 2008" and "Celebrating Fourth of July" to "Light up the sky" and "Spectacular fireworks show," said U.K.-based Sophos Plc. in an alert posted to the Web Friday.
Links in the spam led to hacker-controlled sites that trumpeted a video clip worth downloading. "Colorful Independence Day events have already started throughout the country," the malicious sites claimed. "The largest firework happens on the last weekday before the Fourth of July. Unprecedented sum of money was spent on this fabulous show. If you want to see the best Independence Day firework just click on the video and run it."
The file pitched to users was an executable: "fireworks.exe."
Users who agreed to the download didn't receive a video, but instead infected their Windows-running PCs with the Storm Trojan horse, which hijacked the system and added it to the existing collection of compromised computers making up the Storm botnet.
"You're not going to be feeling in the mood for celebrations if this malware infects your PC," said Graham Cluley , a Sophos senior technology consultant, in a statement.
Security researchers at F-Secure Corp. , the SANS Institute's Internet Storm Center (ISC) and Trend Micro Inc. also reported the Storm spam and infection attempts.
Storm's backers have regularly used holiday-themed spam to dupe users into downloading the Trojan and self-infecting their PCs. Last year , the bot was behind a massive surge in spam during July, and it has been linked to campaigns around Christmas and New Year's .
Earlier this year, Microsoft Corp. researchers said that their company's Malicious Software Removal Tool (MSRT) had beaten Storm into submission, a claim contested by third-party security experts.
Will Instant Messaging Overtake E-Mail?
As the workplace becomes 'hyper-connected,' instant communications are expected, IDC reports.
Instant messaging (IM) is set to overtake e-mail as the preferred form of business communication by the second half of 2010, according to research by IDC.
The research, sponsored by Nortel, found that this is because hyperconnected individuals are becoming 'addicted to the instant gratification of IM and text messaging'.
The research white paper 'The Hyper-connected: Here They Come' is based on a global study involved some 2,400 working adults in 17 countries. It focused on quantifying the state of today's connectedness, tracking its acceptance and use across devices and applications as well as determining the pace of its growth and impact on the enterprise.
The research found that 16 per cent of the global information workforce is already "hyperconnected," and another 36 per cent will soon be joining them. It said that hyperconnectivity varies by industry, from nine per cent of respondents from health care to 25 per cent in high tech industries and 21 per cent in finance industries.
Seven Devices, Nine Applications
The IDC report said that "the migration to hyperconnectivity will create a profusion of devices, applications, and new business processes" and, already, "the average hyperconnected individual uses at least seven devices to access the network and nine connectivity applications".
Researchers said this profusion will create the need for a strategy and architecture for unified communications across the enterprise if an orderly migration is to occur.
"The boundary between work and personal connectivity for the hyperconnected is almost nonexistent," the IDC researchers report. "Two-thirds use text or instant messaging for both work and personal use. More than a third use social networking for both.
"The freedom to conduct work during personal time will force changes to personal use policies, business practices, training curricula, and IT support policies."
Increased Security Risk
The researchers warned that 'connectivity tools in the hands of employees may increase productivity, but they also increase the risk of the release of sensitive information to the outside world.
"Already some 25 per cent of hyperconnected respondent companies use blogs and wikis to communicate with customers and other outsiders," the report stated. "Obtaining the benefits and avoiding the risks of Hyperconnectivity will require unprecedented cooperation between CIOs and their business counterparts."
Instant messaging (IM) is set to overtake e-mail as the preferred form of business communication by the second half of 2010, according to research by IDC.
The research, sponsored by Nortel, found that this is because hyperconnected individuals are becoming 'addicted to the instant gratification of IM and text messaging'.
The research white paper 'The Hyper-connected: Here They Come' is based on a global study involved some 2,400 working adults in 17 countries. It focused on quantifying the state of today's connectedness, tracking its acceptance and use across devices and applications as well as determining the pace of its growth and impact on the enterprise.
The research found that 16 per cent of the global information workforce is already "hyperconnected," and another 36 per cent will soon be joining them. It said that hyperconnectivity varies by industry, from nine per cent of respondents from health care to 25 per cent in high tech industries and 21 per cent in finance industries.
Seven Devices, Nine Applications
The IDC report said that "the migration to hyperconnectivity will create a profusion of devices, applications, and new business processes" and, already, "the average hyperconnected individual uses at least seven devices to access the network and nine connectivity applications".
Researchers said this profusion will create the need for a strategy and architecture for unified communications across the enterprise if an orderly migration is to occur.
"The boundary between work and personal connectivity for the hyperconnected is almost nonexistent," the IDC researchers report. "Two-thirds use text or instant messaging for both work and personal use. More than a third use social networking for both.
"The freedom to conduct work during personal time will force changes to personal use policies, business practices, training curricula, and IT support policies."
Increased Security Risk
The researchers warned that 'connectivity tools in the hands of employees may increase productivity, but they also increase the risk of the release of sensitive information to the outside world.
"Already some 25 per cent of hyperconnected respondent companies use blogs and wikis to communicate with customers and other outsiders," the report stated. "Obtaining the benefits and avoiding the risks of Hyperconnectivity will require unprecedented cooperation between CIOs and their business counterparts."
Friday, July 4, 2008
News Coverage in Crisis on the Net
Analysis: The line between "church and state" slides down a slippery slope.
There's an old show-business joke about a play that is failing. A potential theatergoer calls the box office to find out when the show starts, and the ticket agent responds, "How soon can you get here?"
As a trade journalist, I sometimes feel like I'm in that failing play.
Trade journalism is one of the few environments that empowers employees to tell their employers what they can and cannot do. I'm not talking about unions vs. management here. I'm talking about the invisible -- and often fought over -- line between "church and state."
Church and State
In journalism, there is an unwritten law that says a publisher can only go so far in telling an employee what he or she can or cannot say about a product or company.
The battle over the line this law draws has been fought for many years -- topmost in the minds of both sides waging it.
Sure, I'm no naïve kid who believes journalists would do what they do without getting paid. And I understand that without advertising there would be no pay check. But I appreciate -- even if some would say it is an illusion -- the fact that I am a few steps removed from the money side of the journalism business.
I can at least assuage my own conscience that I have nothing to do with money-grubbing capitalism and that I and my colleagues are pure of heart.
So you can imagine that I am quite proud of the company I work for when last year in a classic dispute between edit and advertising, Pat McGovern, chairman of the board of parent company IDG sided with edit. Here in PC World's own words is a short summary and victory announcement rolled into one.
"In a surprise announcement, Robert Carrigan, president of IDG Communications, told PC World's staff today that 'Harry McCracken has decided to remain with PC World as vice-president, editor in chief.'
McCracken tendered his resignation on April 30 after [then-CEO Colin] Crawford refused to allow publication of a story entitled '10 Things We Hate About Apple.' McCracken said that the story was killed (it is now running on PCWorld.com) because of Crawford's concerns about the impact it would have on Apple advertising. Crawford denied that was the reason for killing the story, but has since apologized to the editorial staff for the decision."
Technology Is the Game-Changer
Although that particular incident had a happy ending, thanks in large part to the way of the Web, the times are changing for trade journalism. The other side now has a new weapon that takes we journalists one step closer to mammon. In other words, the WWW may have discovered the ultimate WMeD (Weapon of Mass editorial Destruction), as journalism is under fire and taking hits from a less obvious direction.
Advertisers have always wanted to know the number of readers a publication has, the length of time readers commit to reading a particular story, how committed readers are to completing an article, and other methods that quantify the commercial value of the publication's editorial product.
Print or Web, this has always been the case, with ad rates set by circulation, the publication's ability to prove reader engagement, and its ability to demonstrate buying power on the part of its readers.
Prior to the Web, however, these metrics were derived from quasi-scientific readership surveys, seat-of-the-pants intuition, and in part, the ability of the "space" salesperson to convince the potential advertiser that his or her medium sells widgets better than competing pubs do.
This is rapidly changing. Thanks to the Web, the potential advertiser is demanding -- in full knowledge that the publication has the technology to deliver -- pure inescapable statistics and analysis of readership stats.
How Soon Can You Get Here?
What I am concerned about is how publications are responding to this turn of events. It is no secret that all online publications are already, some to lesser and greater degrees, tailoring the information it serves up to gain a wider audience, to get better stats, to capture more advertising dollars.
So in the future while I can still criticize Apple or IBM from a "separation of church and state" point of view, if my criticisms fall on deaf ears -- that is, if few people care to read it -- I may not be asked to cover those topics.
I fear that in pursuit of better stats a publication will surrender its editorial judgment -- its expertise in relating to readers what in its estimation is worthwhile for them to read about.
I fear tech pubs will devote less coverage to areas that matter simply because fewer readers are committed to reading a particular story.
And of course, this is not just true of trade publications. Here's the lead paragraph from an article in The New York Times last week reporting on the fact that Lara Logan, CBS's chief foreign correspondent, was being reassigned:
"Lara Logan, the CBS News chief foreign correspondent who deplored the lack of media coverage of Iraq and Afghanistan last week, will no longer be based overseas, the network said on Wednesday."
"Lack of media coverage" of a war no less. Why do you think that is?
Readers lose not just because they may not get all of the news that will affect them, but also because it changes how journalists will think about coverage in the future.
My hope is that this cynical trend, like so many others, will prove cyclical and that, over time, journalism will circle back to more even-handed coverage.
There's an old show-business joke about a play that is failing. A potential theatergoer calls the box office to find out when the show starts, and the ticket agent responds, "How soon can you get here?"
As a trade journalist, I sometimes feel like I'm in that failing play.
Trade journalism is one of the few environments that empowers employees to tell their employers what they can and cannot do. I'm not talking about unions vs. management here. I'm talking about the invisible -- and often fought over -- line between "church and state."
Church and State
In journalism, there is an unwritten law that says a publisher can only go so far in telling an employee what he or she can or cannot say about a product or company.
The battle over the line this law draws has been fought for many years -- topmost in the minds of both sides waging it.
Sure, I'm no naïve kid who believes journalists would do what they do without getting paid. And I understand that without advertising there would be no pay check. But I appreciate -- even if some would say it is an illusion -- the fact that I am a few steps removed from the money side of the journalism business.
I can at least assuage my own conscience that I have nothing to do with money-grubbing capitalism and that I and my colleagues are pure of heart.
So you can imagine that I am quite proud of the company I work for when last year in a classic dispute between edit and advertising, Pat McGovern, chairman of the board of parent company IDG sided with edit. Here in PC World's own words is a short summary and victory announcement rolled into one.
"In a surprise announcement, Robert Carrigan, president of IDG Communications, told PC World's staff today that 'Harry McCracken has decided to remain with PC World as vice-president, editor in chief.'
McCracken tendered his resignation on April 30 after [then-CEO Colin] Crawford refused to allow publication of a story entitled '10 Things We Hate About Apple.' McCracken said that the story was killed (it is now running on PCWorld.com) because of Crawford's concerns about the impact it would have on Apple advertising. Crawford denied that was the reason for killing the story, but has since apologized to the editorial staff for the decision."
Technology Is the Game-Changer
Although that particular incident had a happy ending, thanks in large part to the way of the Web, the times are changing for trade journalism. The other side now has a new weapon that takes we journalists one step closer to mammon. In other words, the WWW may have discovered the ultimate WMeD (Weapon of Mass editorial Destruction), as journalism is under fire and taking hits from a less obvious direction.
Advertisers have always wanted to know the number of readers a publication has, the length of time readers commit to reading a particular story, how committed readers are to completing an article, and other methods that quantify the commercial value of the publication's editorial product.
Print or Web, this has always been the case, with ad rates set by circulation, the publication's ability to prove reader engagement, and its ability to demonstrate buying power on the part of its readers.
Prior to the Web, however, these metrics were derived from quasi-scientific readership surveys, seat-of-the-pants intuition, and in part, the ability of the "space" salesperson to convince the potential advertiser that his or her medium sells widgets better than competing pubs do.
This is rapidly changing. Thanks to the Web, the potential advertiser is demanding -- in full knowledge that the publication has the technology to deliver -- pure inescapable statistics and analysis of readership stats.
How Soon Can You Get Here?
What I am concerned about is how publications are responding to this turn of events. It is no secret that all online publications are already, some to lesser and greater degrees, tailoring the information it serves up to gain a wider audience, to get better stats, to capture more advertising dollars.
So in the future while I can still criticize Apple or IBM from a "separation of church and state" point of view, if my criticisms fall on deaf ears -- that is, if few people care to read it -- I may not be asked to cover those topics.
I fear that in pursuit of better stats a publication will surrender its editorial judgment -- its expertise in relating to readers what in its estimation is worthwhile for them to read about.
I fear tech pubs will devote less coverage to areas that matter simply because fewer readers are committed to reading a particular story.
And of course, this is not just true of trade publications. Here's the lead paragraph from an article in The New York Times last week reporting on the fact that Lara Logan, CBS's chief foreign correspondent, was being reassigned:
"Lara Logan, the CBS News chief foreign correspondent who deplored the lack of media coverage of Iraq and Afghanistan last week, will no longer be based overseas, the network said on Wednesday."
"Lack of media coverage" of a war no less. Why do you think that is?
Readers lose not just because they may not get all of the news that will affect them, but also because it changes how journalists will think about coverage in the future.
My hope is that this cynical trend, like so many others, will prove cyclical and that, over time, journalism will circle back to more even-handed coverage.
Microsoft Chills Out the Cloud Noise
The reaction from Redmond was swift. Less than a week after the Google Apps Team Edition announcement, Microsoft announced the public availability of Microsoft Office Live Workspace beta. Microsoft describes this as a Web-based extension of Microsoft Office that lets people access their documents online and share their work with others.
Unlike Google Apps that actually run in the cloud, Microsoft Office Live Workspace requires Microsoft Office applications to run on a person's computer in order to create documents and make changes to them in the online workspaces. Randall Kennedy, an InfoWorld Test Center contributor and longtime Windows performance expert, panned Microsoft Office Live Workspaces in a December review, citing its lackluster document-sharing features and its tardiness to the cloud computing party.
In addition to the Microsoft Office Live Workspace announcement, Microsoft revealed plans to release Microsoft SharePoint Online and Exchange Online in the coming months as a paid subscription service. Basically, companies can choose to have Microsoft host SharePoint and Exchange instead of hosting it themselves on their own servers. Much like Google Apps' online collaboration draw, Microsoft's new services will let business users access e-mail, calendars, contacts, shared workspaces, and videoconferencing over the Web.
The Microsoft announcement was a tactical move. "Microsoft is telling companies that they're coming to market, so wait before making decisions about cloud-computing services," Austin says. "This is a great market freezer."
Microsoft believes the hosted services model will eventually play a major role at large corporations. "In five years, we think closer to 50 percent of Microsoft Office users will be using Microsoft [online] services, likely in conjunction with Microsoft software," says Alex Payne, director of product management in the Microsoft Office group. The difference: Microsoft is looking to add online capabilities to Office, not move Office online. Google wants to cut into Office with online services of its own.
InfoWorld's Kennedy predicted Microsoft's embrace of cloud computing nearly two years ago. That's when Microsoft acquired application virtualization platform product SoftGrid. Kennedy says the renamed Microsoft Application Virtualization will stream Microsoft Office and other bulky client-server software to users over the Internet. That eliminates the current choice that Google's strategy seems to want to force between installed Office versus Web-delivered Google Apps.
Earlier this year, Kennedy made another bold prediction: A streaming Microsoft Office will clobber Google Apps in the cloud. He cites Microsoft Office's key strengths, such as full-fledged functionality and offline operation, as eventually winning the day.
The Long Road to the Enterprise
Google claims its efforts to crack large enterprises, including forging a partnership with Salesforce.com in April, are paying off. "We are working with three to four dozen large-size enterprises in various stages of deployment right now of Google Apps," Google's Sheth says. "Some of them, such as Genentech, have announced they'll be doing larger deployments."
In a single week in June, Gartner analyst Austin had three inquiries from companies -- "each with tens of thousands or more users," he says -- asking about using Google Apps in the next year or two. The timing is somewhat surprising since most large companies upgrade e-mail and collaboration applications on a minimum 10-year cycle. "That argues against any quick success for Google," Austin says.
The three companies were not seeking full deployments, either. "They wanted to know about segmented strategies for a certain class of employee, such as a highly mobile person who doesn't really need a laptop but has to access e-mail and corporate information," Austin says. "They asked, 'What about cloud computing? What about Google?'"
And herein lies the rub. Although Google Apps may carve out niches, it's unlikely that basic applications in the cloud will play a major role in the way giants of industry conduct business. Imagine sensitive business documents being shared in the cloud without comprehensive enterprise controls.
Not only is Google Apps not ready, says Tier 1's Shih, companies aren't either. "The general trend toward more applications, more collaboration being done online in the work environment, is pretty irreversible," he says. "But enterprises making the leap from the desktop to the cloud is still a bit of a stretch right now."
For more IT analysis and commentary on emerging technologies, visit InfoWorld.com. Story copyright © 2007 InfoWorld Media Group. All rights reserved.
Unlike Google Apps that actually run in the cloud, Microsoft Office Live Workspace requires Microsoft Office applications to run on a person's computer in order to create documents and make changes to them in the online workspaces. Randall Kennedy, an InfoWorld Test Center contributor and longtime Windows performance expert, panned Microsoft Office Live Workspaces in a December review, citing its lackluster document-sharing features and its tardiness to the cloud computing party.
In addition to the Microsoft Office Live Workspace announcement, Microsoft revealed plans to release Microsoft SharePoint Online and Exchange Online in the coming months as a paid subscription service. Basically, companies can choose to have Microsoft host SharePoint and Exchange instead of hosting it themselves on their own servers. Much like Google Apps' online collaboration draw, Microsoft's new services will let business users access e-mail, calendars, contacts, shared workspaces, and videoconferencing over the Web.
The Microsoft announcement was a tactical move. "Microsoft is telling companies that they're coming to market, so wait before making decisions about cloud-computing services," Austin says. "This is a great market freezer."
Microsoft believes the hosted services model will eventually play a major role at large corporations. "In five years, we think closer to 50 percent of Microsoft Office users will be using Microsoft [online] services, likely in conjunction with Microsoft software," says Alex Payne, director of product management in the Microsoft Office group. The difference: Microsoft is looking to add online capabilities to Office, not move Office online. Google wants to cut into Office with online services of its own.
InfoWorld's Kennedy predicted Microsoft's embrace of cloud computing nearly two years ago. That's when Microsoft acquired application virtualization platform product SoftGrid. Kennedy says the renamed Microsoft Application Virtualization will stream Microsoft Office and other bulky client-server software to users over the Internet. That eliminates the current choice that Google's strategy seems to want to force between installed Office versus Web-delivered Google Apps.
Earlier this year, Kennedy made another bold prediction: A streaming Microsoft Office will clobber Google Apps in the cloud. He cites Microsoft Office's key strengths, such as full-fledged functionality and offline operation, as eventually winning the day.
The Long Road to the Enterprise
Google claims its efforts to crack large enterprises, including forging a partnership with Salesforce.com in April, are paying off. "We are working with three to four dozen large-size enterprises in various stages of deployment right now of Google Apps," Google's Sheth says. "Some of them, such as Genentech, have announced they'll be doing larger deployments."
In a single week in June, Gartner analyst Austin had three inquiries from companies -- "each with tens of thousands or more users," he says -- asking about using Google Apps in the next year or two. The timing is somewhat surprising since most large companies upgrade e-mail and collaboration applications on a minimum 10-year cycle. "That argues against any quick success for Google," Austin says.
The three companies were not seeking full deployments, either. "They wanted to know about segmented strategies for a certain class of employee, such as a highly mobile person who doesn't really need a laptop but has to access e-mail and corporate information," Austin says. "They asked, 'What about cloud computing? What about Google?'"
And herein lies the rub. Although Google Apps may carve out niches, it's unlikely that basic applications in the cloud will play a major role in the way giants of industry conduct business. Imagine sensitive business documents being shared in the cloud without comprehensive enterprise controls.
Not only is Google Apps not ready, says Tier 1's Shih, companies aren't either. "The general trend toward more applications, more collaboration being done online in the work environment, is pretty irreversible," he says. "But enterprises making the leap from the desktop to the cloud is still a bit of a stretch right now."
For more IT analysis and commentary on emerging technologies, visit InfoWorld.com. Story copyright © 2007 InfoWorld Media Group. All rights reserved.
Can Google Apps Move up Market?
Despite its enterprise forays, Google will be hard-pressed to dislodge Microsoft Office.
Although Google always seems to be up to something, the past few months have seen a flurry of activity in a space long associated with IT: Google has driven its cloud computing applications -- Google Apps -- into businesses.
Now Google wants to move up market and become an enterprise player. For example, it has announced enterprise editions of its Google Apps, and has 600 employees across sales, support, engineering, marketing, and product management dedicated to enterprise products at Google.
But the road to the enterprise is fraught with pitfalls. Big companies are infamous for long software sales cycles and averse to newfangled technology such as cloud computing. Requirements run the gamut, from security to compliance, manageability to support. And, of course, Google is on a collision course with Microsoft in the cloud.
The one sure bet: Despite Google's recent rush to bring new products and functionality up market, "Google Apps has a long way to go," says Phil Shih, analyst with Tier 1 Research. "I don't see them being anywhere near enterprise-ready."
[ Learn more about the new breed of utility computing and platform-as-a-service offerings. ]
Google Apps is a bunch of free software with very limited functionality hosted at Google's datacenters and accessible over the Internet. The suite includes Gmail, which receives revenue from advertising; Google Calendar, which lets users share a calendar; Google Talk, for free text and voice calling; and Google Docs, for document creation and collaboration.
Many consider Web-based Google Apps to be a challenge to Microsoft Office on the desktop, although market comparisons today are hardly fair. Google claims more than 500,000 companies have signed up for Google Apps, but Gartner analyst Tom Austin figures only a handful of employees at each company uses the tools. Given Microsoft Office's 500 million users, he says, "it's a raindrop."
"In a two-year planning horizon, I don't think anybody is going to confuse Google Apps with Microsoft Office," Austin says. "Google is trying to outflank Microsoft Office, not undercut it." Basically, Google's plan is to exploit Microsoft's weaknesses in the cloud by offering simple, collaborative Web applications (and related files) that are used alongside feature-rich, somewhat restricted Microsoft Office applications (and related files) on the individual desktop.
Google Enters the Business World
Four years ago, Google began riding the cloud computing wave into the backwaters of businesses by offering a piece of its heralded search-engine technology for corporate Web sites. The success of that product showed Google that it could make a splash in businesses, and thus Google rapidly expanded a business line of plain-Jane software services.
Google Apps has held a kind of grassroots appeal for workers fed up with their IT department's sluggish responses to their requests. These workers wanted to tap free collaboration applications over the Internet, while skirting draconian IT policies. Indeed, employees across the board have been taking control of IT.
Thus, Google has enjoyed a surge, mostly within small and midsized companies. As Google Apps took hold inside cubicles, CTOs had to find ways to support the software or else ban it. Gartner's Austin says last year he fielded a rising tide of telephone calls from clients wanting to know more about Google Apps. According to TechCrunch, Google Apps earned about $400 million in 2007.
Google, too, saw the signs and ramped up efforts to make Google Apps more business-friendly. In summer 2007, Google bought Postini for $625 million -- the company's third-largest acquisition. Postini brings policy, security, and compliance rules to e-mail and the Web, a critical feature for large companies looking to leverage cloud-based computing applications. "We've taken a lot of [Postini's] functionality and integrated it with Google Apps over the last six months," says Rajen Sheth, senior product manager for Google Apps.
Earlier this year, Google's pitch hit a crescendo. It came out with a host of new products: Google Web Security for Enterprise, which uses Postini technology, and Google Sites for people to create a "team" Web site. Most notably, in late February, Google announced Google Apps Team Edition, which aims to give administrators visibility into Google Apps usage at their companies, as well as the ability to exert some control -- a sure sign that Google wanted to court big companies.
Although Google always seems to be up to something, the past few months have seen a flurry of activity in a space long associated with IT: Google has driven its cloud computing applications -- Google Apps -- into businesses.
Now Google wants to move up market and become an enterprise player. For example, it has announced enterprise editions of its Google Apps, and has 600 employees across sales, support, engineering, marketing, and product management dedicated to enterprise products at Google.
But the road to the enterprise is fraught with pitfalls. Big companies are infamous for long software sales cycles and averse to newfangled technology such as cloud computing. Requirements run the gamut, from security to compliance, manageability to support. And, of course, Google is on a collision course with Microsoft in the cloud.
The one sure bet: Despite Google's recent rush to bring new products and functionality up market, "Google Apps has a long way to go," says Phil Shih, analyst with Tier 1 Research. "I don't see them being anywhere near enterprise-ready."
[ Learn more about the new breed of utility computing and platform-as-a-service offerings. ]
Google Apps is a bunch of free software with very limited functionality hosted at Google's datacenters and accessible over the Internet. The suite includes Gmail, which receives revenue from advertising; Google Calendar, which lets users share a calendar; Google Talk, for free text and voice calling; and Google Docs, for document creation and collaboration.
Many consider Web-based Google Apps to be a challenge to Microsoft Office on the desktop, although market comparisons today are hardly fair. Google claims more than 500,000 companies have signed up for Google Apps, but Gartner analyst Tom Austin figures only a handful of employees at each company uses the tools. Given Microsoft Office's 500 million users, he says, "it's a raindrop."
"In a two-year planning horizon, I don't think anybody is going to confuse Google Apps with Microsoft Office," Austin says. "Google is trying to outflank Microsoft Office, not undercut it." Basically, Google's plan is to exploit Microsoft's weaknesses in the cloud by offering simple, collaborative Web applications (and related files) that are used alongside feature-rich, somewhat restricted Microsoft Office applications (and related files) on the individual desktop.
Google Enters the Business World
Four years ago, Google began riding the cloud computing wave into the backwaters of businesses by offering a piece of its heralded search-engine technology for corporate Web sites. The success of that product showed Google that it could make a splash in businesses, and thus Google rapidly expanded a business line of plain-Jane software services.
Google Apps has held a kind of grassroots appeal for workers fed up with their IT department's sluggish responses to their requests. These workers wanted to tap free collaboration applications over the Internet, while skirting draconian IT policies. Indeed, employees across the board have been taking control of IT.
Thus, Google has enjoyed a surge, mostly within small and midsized companies. As Google Apps took hold inside cubicles, CTOs had to find ways to support the software or else ban it. Gartner's Austin says last year he fielded a rising tide of telephone calls from clients wanting to know more about Google Apps. According to TechCrunch, Google Apps earned about $400 million in 2007.
Google, too, saw the signs and ramped up efforts to make Google Apps more business-friendly. In summer 2007, Google bought Postini for $625 million -- the company's third-largest acquisition. Postini brings policy, security, and compliance rules to e-mail and the Web, a critical feature for large companies looking to leverage cloud-based computing applications. "We've taken a lot of [Postini's] functionality and integrated it with Google Apps over the last six months," says Rajen Sheth, senior product manager for Google Apps.
Earlier this year, Google's pitch hit a crescendo. It came out with a host of new products: Google Web Security for Enterprise, which uses Postini technology, and Google Sites for people to create a "team" Web site. Most notably, in late February, Google announced Google Apps Team Edition, which aims to give administrators visibility into Google Apps usage at their companies, as well as the ability to exert some control -- a sure sign that Google wanted to court big companies.
Upgrade Your Notebook Without Going Over the Line
Our tests reveal the optimal configuration for your laptop.
Buying a notebook computer can be an exercise in limitless possibilities, whether you're buying for yourself or for 250 users in your organization. That's because most laptop vendors offer a dizzying array of configurations.
Some people simplify matters by overspending, wagering that loading the laptop with unnecessary power is better than getting shortchanged on performance. Others underspend, assuming that it's better to save money than to pay for unneeded power.
Such uninformed decision-making, however, often leads to either underpowered or overpriced laptops. But who has time to test the major configuration choices to find out which offers the best balance of performance, price and battery life?
Well, I did.
To find today's notebook configuration sweet spot, I used a typical laptop to examine performance with six different levels of system memory, ranging from 512MB to 4GB. I also examined whether to use a traditional hard-disk drive (HDD) or a solid-state storage device (SSD) that uses flash memory.
I looked at the impact of these choices on both system performance and battery life. (See "How we tested" for details.)
Along the way, I learned several things about the trade-offs between performance, battery life and price. Here's what I discovered.
How Much RAM Is Enough?
The first part of the laptop configuration conundrum is how much RAM to add to use. My tests found, not surprisingly, that adding more RAM leads to better performance. However, I also found the point at which adding RAM stops being cost effective and actually eats into the system's battery life.
Adding RAM is effective because it enables more of the system's operations to be done in the notebook's system memory. That, in turn, means less reliance on slower virtual memory, which uses the laptop's physical storage to simulate RAM when there is more data than the regular RAM can handle.
In my tests, filling the memory slots with 4GB increased memory performance -- how long it takes for data to go in and out of memory -- by about 7% and increased overall system performance by 15% compared with the test laptop's base configuration.
The biggest improvement, from a percentage point of view, occurred when increasing memory from 512MB to 1GB, but there was also a significant increase between 1GB and 1.5GB.
However, upgrading memory is effective only up to a point. That's because at some point the added memory isn't needed, and as a result, it sits idle and doesn't help with performance. That unneeded RAM does, however, draw power from the laptop's battery.
Benchmark tests on our test Windows XP laptop found the cutoff point to be at about 1.5GB of RAM. After that, adding more RAM resulted in smaller and smaller performance boosts.
In fact, the last gigabyte of RAM added, which brought the total to 4GB, increased overall performance by less than 1% and lowered battery life by 15 minutes. Most people will not find this to be an acceptable trade-off.
These tests were run on a Windows XP machine. (Read more about why I used a Windows XP laptop in "How we tested.") Given the higher resource demands of Windows Vista, it is reasonable to assume that the peak benefit in terms of adding RAM to a Vista system would occur at about 2GB.
Solid-State or Hard Disk Storage?
Deploying the right amount of RAM can lead to both improved performance and decreased battery life. However, replacing a magnetic hard drive with a flash-memory-based SSD drive is a "two-fer" gain that both increases performance and extends battery life. There are, however, other trade-offs to be aware of.
My test laptop had a 60GB hard drive that spins at 5,400 rpm. Note that this speed, while not as fast as most hard drives found on desktop computers, is by far the most common type of disk found on laptops, largely because faster hard drives demand more battery power.
In my tests, switching from a traditional 60GB hard drive to a 32GB Samsung flash drive boosted storage performance, or the notebook's ability to find and retrieve data, by 50% while using 38% less power.
All told, the system delivered an extra 20 or 25 minutes of battery life when using the flash drive than it did with a traditional mechanical hard drive. Overall system performance increased by 10%.
At a more micro level, another test, the HD Tach benchmark, found that the SSD drive read data 45% faster than the hard drive. In addition, the flash drive's random access time, which measures the lag the drive incurs to find the needed data, was just 0.3 milliseconds, a fraction of the hard drive's 17.9-millisecond access time.
Those performance results are not surprising, given that hard disk drives are largely mechanical, with spinning disks and read-write heads that locate information. In contrast, solid-state flash memory chips have no moving parts and can find and transfer data much more quickly than a hard drive's spinning disk. Another advantage is that SSD drives are nearly indestructible and are perfectly quiet.
In fact, the only time the hard drive excelled was in burst data transfers, in which, for brief periods, large amounts of data are transferred at once. The magnetic drive was more than twice as fast as the SSD at bursting data. This is a result of the hard drive using the newer SATA interface, which is capable of 150Mbit/sec. throughput and bursts of 600Mbit/sec. In contrast, the SSD uses the older IDE interface, which runs at a maximum of 133Mbit/sec.
A more serious trade-off of SSDs, however, is that they are currently very expensive. Our 32GB test unit, for instance, cost $520, compared with about $75 for a traditional hard drive. And these new drives don't have nearly as much available storage capacity as traditional hard drives -- for most users, 32GB is just not enough space, especially at the price. That's changing -- Samsung reportedly will introduce a 256GB SSD this fall -- but prices likely will remain very high.
Adding It Up
Overall, we were able to improve our test laptop's performance by more than 30% while extending battery life slightly by picking the right components.
There are, of course, some caveats for these results. These were not meant to be comprehensive tests using all possible configurations and all possible applications.
In the final analysis, we all use our notebooks differently -- tasks like checking e-mail and writing documents with Microsoft Word, for instance, are not as demanding as editing video or performing complicated simulations. As a result, the right notebook configuration for you will depend both on what you plan to use it for and the size of your budget.
Still, for general use with Windows XP, my tests found that the best balance between performance and battery life was to have 1.5GB or 2GB of system memory. If you're using Vista, which is more resource-intensive, start with at least 2GB and work up from there.
Also, flash storage drives provide better performance and longer battery life than traditional magnetic hard drives do. And, because they have no moving parts, they're more durable. However, they are expensive and currently offer limited storage capacity. That means most users will go with traditional hard drives -- until prices drop and capacities increase.
The bottom line: Many people believe that you can't have both better performance and longer battery life. My tests found that just isn't true. In fact, finding the configuration that provides the best performance often also provides optimal battery life.
How We Tested
To find out how system memory and hard-drive choices affect performance and battery life, I used a Fujitsu LifeBook T2010 system. The 3.6-pound tablet has a 1.2-GHz Intel Core 2 Duo processor and uses Microsoft's Windows XP Tablet Edition, which is a variation of XP Professional.
I used Windows XP instead of Windows Vista because XP is still the most common operating system on laptops even though Microsoft is phasing it out. And, from a more practical point of view, not all the system benchmark tests I used support Vista. As I mentioned above, Vista's system requirements are higher than those of XP, so if you buy a Vista laptop, plan accordingly.
I used 512MB, 1GB and 2GB RAM modules to vary the amount of system memory from 512MB to 4GB. I tested with both a 60GB Fujitsu MHW2060 hard drive, which has a single disk that spins at 5,400 rpm, and a Samsung 32GB SSD storage module.
The variable I didn't control was graphics memory. The T2010 uses an Intel GMA X3100 graphics processor that automatically apportions system memory to create the images shown on the display. With higher RAM levels, the system allocates more system memory -- up to 384MB -- to graphics. The good news is that, with the same amount of RAM and software running, the graphics chip consistently uses the same amount of memory, so the comparisons are accurate.
To measure battery life, I fully charged the system's 5,800-milli-amp hour battery and, using my lab's Wi-Fi network, I set Internet Explorer to a Web radio station, which provides a constant and repeatable battery drain. With Battery Monitor software running, I unplugged the system and let it run down with the screen and audio adjusted to three-fourths of full brightness and volume. After the system ran out of power, I restarted it and checked Battery Monitor's Log file to find the start and end time of each run. I rounded each result off to the closest five-minute interval.
To measure the notebook's battery life and speed at the different configurations, I used several programs, each of which is downloadable:
• Futuremark's PCMark 05 exercised the system with simulated activities either individually or several at once. It showed not only an overall performance score, but results for memory and hard drive.
• CPUID's CPU-Z confirmed each configuration prior to testing.
• Simpli Software's HD Tach delivered average and burst throughput scores for a hard drive as well as access time.
• Finally, PassMark's BatteryMon gauged power use and helped with battery testing.
Test result numbers are particular to the specific testing software. However, higher scores translate into better performance.
Buying a notebook computer can be an exercise in limitless possibilities, whether you're buying for yourself or for 250 users in your organization. That's because most laptop vendors offer a dizzying array of configurations.
Some people simplify matters by overspending, wagering that loading the laptop with unnecessary power is better than getting shortchanged on performance. Others underspend, assuming that it's better to save money than to pay for unneeded power.
Such uninformed decision-making, however, often leads to either underpowered or overpriced laptops. But who has time to test the major configuration choices to find out which offers the best balance of performance, price and battery life?
Well, I did.
To find today's notebook configuration sweet spot, I used a typical laptop to examine performance with six different levels of system memory, ranging from 512MB to 4GB. I also examined whether to use a traditional hard-disk drive (HDD) or a solid-state storage device (SSD) that uses flash memory.
I looked at the impact of these choices on both system performance and battery life. (See "How we tested" for details.)
Along the way, I learned several things about the trade-offs between performance, battery life and price. Here's what I discovered.
How Much RAM Is Enough?
The first part of the laptop configuration conundrum is how much RAM to add to use. My tests found, not surprisingly, that adding more RAM leads to better performance. However, I also found the point at which adding RAM stops being cost effective and actually eats into the system's battery life.
Adding RAM is effective because it enables more of the system's operations to be done in the notebook's system memory. That, in turn, means less reliance on slower virtual memory, which uses the laptop's physical storage to simulate RAM when there is more data than the regular RAM can handle.
In my tests, filling the memory slots with 4GB increased memory performance -- how long it takes for data to go in and out of memory -- by about 7% and increased overall system performance by 15% compared with the test laptop's base configuration.
The biggest improvement, from a percentage point of view, occurred when increasing memory from 512MB to 1GB, but there was also a significant increase between 1GB and 1.5GB.
However, upgrading memory is effective only up to a point. That's because at some point the added memory isn't needed, and as a result, it sits idle and doesn't help with performance. That unneeded RAM does, however, draw power from the laptop's battery.
Benchmark tests on our test Windows XP laptop found the cutoff point to be at about 1.5GB of RAM. After that, adding more RAM resulted in smaller and smaller performance boosts.
In fact, the last gigabyte of RAM added, which brought the total to 4GB, increased overall performance by less than 1% and lowered battery life by 15 minutes. Most people will not find this to be an acceptable trade-off.
These tests were run on a Windows XP machine. (Read more about why I used a Windows XP laptop in "How we tested.") Given the higher resource demands of Windows Vista, it is reasonable to assume that the peak benefit in terms of adding RAM to a Vista system would occur at about 2GB.
Solid-State or Hard Disk Storage?
Deploying the right amount of RAM can lead to both improved performance and decreased battery life. However, replacing a magnetic hard drive with a flash-memory-based SSD drive is a "two-fer" gain that both increases performance and extends battery life. There are, however, other trade-offs to be aware of.
My test laptop had a 60GB hard drive that spins at 5,400 rpm. Note that this speed, while not as fast as most hard drives found on desktop computers, is by far the most common type of disk found on laptops, largely because faster hard drives demand more battery power.
In my tests, switching from a traditional 60GB hard drive to a 32GB Samsung flash drive boosted storage performance, or the notebook's ability to find and retrieve data, by 50% while using 38% less power.
All told, the system delivered an extra 20 or 25 minutes of battery life when using the flash drive than it did with a traditional mechanical hard drive. Overall system performance increased by 10%.
At a more micro level, another test, the HD Tach benchmark, found that the SSD drive read data 45% faster than the hard drive. In addition, the flash drive's random access time, which measures the lag the drive incurs to find the needed data, was just 0.3 milliseconds, a fraction of the hard drive's 17.9-millisecond access time.
Those performance results are not surprising, given that hard disk drives are largely mechanical, with spinning disks and read-write heads that locate information. In contrast, solid-state flash memory chips have no moving parts and can find and transfer data much more quickly than a hard drive's spinning disk. Another advantage is that SSD drives are nearly indestructible and are perfectly quiet.
In fact, the only time the hard drive excelled was in burst data transfers, in which, for brief periods, large amounts of data are transferred at once. The magnetic drive was more than twice as fast as the SSD at bursting data. This is a result of the hard drive using the newer SATA interface, which is capable of 150Mbit/sec. throughput and bursts of 600Mbit/sec. In contrast, the SSD uses the older IDE interface, which runs at a maximum of 133Mbit/sec.
A more serious trade-off of SSDs, however, is that they are currently very expensive. Our 32GB test unit, for instance, cost $520, compared with about $75 for a traditional hard drive. And these new drives don't have nearly as much available storage capacity as traditional hard drives -- for most users, 32GB is just not enough space, especially at the price. That's changing -- Samsung reportedly will introduce a 256GB SSD this fall -- but prices likely will remain very high.
Adding It Up
Overall, we were able to improve our test laptop's performance by more than 30% while extending battery life slightly by picking the right components.
There are, of course, some caveats for these results. These were not meant to be comprehensive tests using all possible configurations and all possible applications.
In the final analysis, we all use our notebooks differently -- tasks like checking e-mail and writing documents with Microsoft Word, for instance, are not as demanding as editing video or performing complicated simulations. As a result, the right notebook configuration for you will depend both on what you plan to use it for and the size of your budget.
Still, for general use with Windows XP, my tests found that the best balance between performance and battery life was to have 1.5GB or 2GB of system memory. If you're using Vista, which is more resource-intensive, start with at least 2GB and work up from there.
Also, flash storage drives provide better performance and longer battery life than traditional magnetic hard drives do. And, because they have no moving parts, they're more durable. However, they are expensive and currently offer limited storage capacity. That means most users will go with traditional hard drives -- until prices drop and capacities increase.
The bottom line: Many people believe that you can't have both better performance and longer battery life. My tests found that just isn't true. In fact, finding the configuration that provides the best performance often also provides optimal battery life.
How We Tested
To find out how system memory and hard-drive choices affect performance and battery life, I used a Fujitsu LifeBook T2010 system. The 3.6-pound tablet has a 1.2-GHz Intel Core 2 Duo processor and uses Microsoft's Windows XP Tablet Edition, which is a variation of XP Professional.
I used Windows XP instead of Windows Vista because XP is still the most common operating system on laptops even though Microsoft is phasing it out. And, from a more practical point of view, not all the system benchmark tests I used support Vista. As I mentioned above, Vista's system requirements are higher than those of XP, so if you buy a Vista laptop, plan accordingly.
I used 512MB, 1GB and 2GB RAM modules to vary the amount of system memory from 512MB to 4GB. I tested with both a 60GB Fujitsu MHW2060 hard drive, which has a single disk that spins at 5,400 rpm, and a Samsung 32GB SSD storage module.
The variable I didn't control was graphics memory. The T2010 uses an Intel GMA X3100 graphics processor that automatically apportions system memory to create the images shown on the display. With higher RAM levels, the system allocates more system memory -- up to 384MB -- to graphics. The good news is that, with the same amount of RAM and software running, the graphics chip consistently uses the same amount of memory, so the comparisons are accurate.
To measure battery life, I fully charged the system's 5,800-milli-amp hour battery and, using my lab's Wi-Fi network, I set Internet Explorer to a Web radio station, which provides a constant and repeatable battery drain. With Battery Monitor software running, I unplugged the system and let it run down with the screen and audio adjusted to three-fourths of full brightness and volume. After the system ran out of power, I restarted it and checked Battery Monitor's Log file to find the start and end time of each run. I rounded each result off to the closest five-minute interval.
To measure the notebook's battery life and speed at the different configurations, I used several programs, each of which is downloadable:
• Futuremark's PCMark 05 exercised the system with simulated activities either individually or several at once. It showed not only an overall performance score, but results for memory and hard drive.
• CPUID's CPU-Z confirmed each configuration prior to testing.
• Simpli Software's HD Tach delivered average and burst throughput scores for a hard drive as well as access time.
• Finally, PassMark's BatteryMon gauged power use and helped with battery testing.
Test result numbers are particular to the specific testing software. However, higher scores translate into better performance.
Diary of a Deliberately Spammed Housewife
What happened when 'Penelope Retch' answered her spam e-mail.
For Tracy Mooney, a married mother of three in Naperville, Ill., the decision to abandon cyber-sense and invite e-mail spam into her life for a month by participating in a McAfee experiment was a bit of a lark.
The idea of the Spammed Persistently All Month (S.P.A.M.) experiment -- which fittingly started on April Fool's Day -- was to have 50 volunteers from around the world answer every spam message and pop-up ad on their PC.
What would be the experience in 10 countries when everyday people, armed with a PC and e-mail account McAfee provided for the Global S.P.A.M. Diaries project, clicked through the spam and chronicled the results?
Mooney -- who had observed the family's PC crippled just before Christmas by a virus -- was game, especially because McAfee was giving a free PC to all participants. She was selected to be among the 50 volunteers picked by McAfee out of 2,000 people who applied to be part of the adventure.
By the time it was all over, after every bank-account phishing scam, Nigerian bank scheme, and offer for medication, adult content and just plain free stuff had been pursued. "I was horrified," says Mooney, a realtor by profession. "It's all snake oil. I'm amazed at what true junk is out there when you're clicking through on e-mail."
McAfee is releasing the results Tuesday of its free-wheeling month-long S.P.A.M. experiment, done largely to illustrate -- if you didn't know already -- how spam is connected to malware and criminal activity, not to mention some of the slimiest marketing ever devised. (Compare antispam products.)
Each S.P.A.M. volunteer saw an average of 70 spam messages arrive in their in-box each day, with men receiving about 15 more per day than women. That was a lot to answer, but "Penelope Retch" -- the alias that Mooney chose for her S.P.A.M. adventure -- answered every single message.
The Spammed Life of Penelope Retch
In her guise as Penelope Retch, Mooney answered the e-mail that came into her account. "I'd see an interactive spam, open it, click on it and asked to be removed. That would only make it worse," she says. "They'd say 'no.'"
Whether trying to win an iPod online, get free travel brochures, weight-loss tea or Maybelline eyeliner, the effect of entering a home address was extreme. Immediately, a deluge of mail landed at her doorstep, directed to the attention of Penelope Retch.
"One of the mail offers I got was a $7,500 credit card for Penelope Retch," Mooney says, noting that the sudden upsurge in junk mail left the neighborhood postman somewhat aghast. "It grew exponentially, so I stopped giving out my home address," she says, adding, "I am concerned about the environment."
Mooney clicked through on the phishing e-mails for fake Wells Fargo and other bank sites, sat back as the supposed government of Nigeria sought to give her an inheritance, and watched a foreign IP address go after a dummy PayPal account that had been set up as part of the S.P.A.M. experiment.
Overall, the most obvious result of the S.P.A.M. experiment was that the PC that McAfee had provided for the project noticeably slowed down, clogged up with spyware, Mooney says.
According to McAfee, which selected five participants from each of 10 countries for the S.P.A.M. experiment, the five U.S. participants received the most spam: 23,233 messages over the course of the month.
Brazil and Italy were in the 15,000-plus category, and Mexico and United Kingdom above 10,000. Australia, The Netherlands and Spain were in the 5,000 to 9,000-plus spam range. The S.P.A.M. volunteers in France and Germany got the least, less than 3,000 for the month. McAfee didn't even include what it calls "grey mail" (e-mail that arrived after participants signed up for a newsletter, for example) in this count.
Phishing e-mail accounted for 22% of the spam received by the Italian volunteers and 18% of the U.S. ones. In general, spam appears to still largely be delivered in English; French- and German-language spam were the only non-English spam to amount to more than 10% of spam received by the participants in France and Germany respectively.
Some oddball facts that emerged from the experiment are that fake Chase.com was the most common phishing e-mail spotted during the project, and that the British volunteers received the most Nigerian scam e-mail.
In addition to Mooney, the other S.P.A.M. participants also kept a blog about the experience, which some found amusing and others disturbing. One participant in Australia named Marika wrote, "I don't know whether I would feel safe to surf to that extent again. I tried to sign up for jobs that would generate an at-home income with what seemed like respectable sites, however these sites led to massive amounts of spam."
For more information about enterprise networking, go to NetworkWorld. Story copyright 2008 Network World Inc. All rights reserved.
For Tracy Mooney, a married mother of three in Naperville, Ill., the decision to abandon cyber-sense and invite e-mail spam into her life for a month by participating in a McAfee experiment was a bit of a lark.
The idea of the Spammed Persistently All Month (S.P.A.M.) experiment -- which fittingly started on April Fool's Day -- was to have 50 volunteers from around the world answer every spam message and pop-up ad on their PC.
What would be the experience in 10 countries when everyday people, armed with a PC and e-mail account McAfee provided for the Global S.P.A.M. Diaries project, clicked through the spam and chronicled the results?
Mooney -- who had observed the family's PC crippled just before Christmas by a virus -- was game, especially because McAfee was giving a free PC to all participants. She was selected to be among the 50 volunteers picked by McAfee out of 2,000 people who applied to be part of the adventure.
By the time it was all over, after every bank-account phishing scam, Nigerian bank scheme, and offer for medication, adult content and just plain free stuff had been pursued. "I was horrified," says Mooney, a realtor by profession. "It's all snake oil. I'm amazed at what true junk is out there when you're clicking through on e-mail."
McAfee is releasing the results Tuesday of its free-wheeling month-long S.P.A.M. experiment, done largely to illustrate -- if you didn't know already -- how spam is connected to malware and criminal activity, not to mention some of the slimiest marketing ever devised. (Compare antispam products.)
Each S.P.A.M. volunteer saw an average of 70 spam messages arrive in their in-box each day, with men receiving about 15 more per day than women. That was a lot to answer, but "Penelope Retch" -- the alias that Mooney chose for her S.P.A.M. adventure -- answered every single message.
The Spammed Life of Penelope Retch
In her guise as Penelope Retch, Mooney answered the e-mail that came into her account. "I'd see an interactive spam, open it, click on it and asked to be removed. That would only make it worse," she says. "They'd say 'no.'"
Whether trying to win an iPod online, get free travel brochures, weight-loss tea or Maybelline eyeliner, the effect of entering a home address was extreme. Immediately, a deluge of mail landed at her doorstep, directed to the attention of Penelope Retch.
"One of the mail offers I got was a $7,500 credit card for Penelope Retch," Mooney says, noting that the sudden upsurge in junk mail left the neighborhood postman somewhat aghast. "It grew exponentially, so I stopped giving out my home address," she says, adding, "I am concerned about the environment."
Mooney clicked through on the phishing e-mails for fake Wells Fargo and other bank sites, sat back as the supposed government of Nigeria sought to give her an inheritance, and watched a foreign IP address go after a dummy PayPal account that had been set up as part of the S.P.A.M. experiment.
Overall, the most obvious result of the S.P.A.M. experiment was that the PC that McAfee had provided for the project noticeably slowed down, clogged up with spyware, Mooney says.
According to McAfee, which selected five participants from each of 10 countries for the S.P.A.M. experiment, the five U.S. participants received the most spam: 23,233 messages over the course of the month.
Brazil and Italy were in the 15,000-plus category, and Mexico and United Kingdom above 10,000. Australia, The Netherlands and Spain were in the 5,000 to 9,000-plus spam range. The S.P.A.M. volunteers in France and Germany got the least, less than 3,000 for the month. McAfee didn't even include what it calls "grey mail" (e-mail that arrived after participants signed up for a newsletter, for example) in this count.
Phishing e-mail accounted for 22% of the spam received by the Italian volunteers and 18% of the U.S. ones. In general, spam appears to still largely be delivered in English; French- and German-language spam were the only non-English spam to amount to more than 10% of spam received by the participants in France and Germany respectively.
Some oddball facts that emerged from the experiment are that fake Chase.com was the most common phishing e-mail spotted during the project, and that the British volunteers received the most Nigerian scam e-mail.
In addition to Mooney, the other S.P.A.M. participants also kept a blog about the experience, which some found amusing and others disturbing. One participant in Australia named Marika wrote, "I don't know whether I would feel safe to surf to that extent again. I tried to sign up for jobs that would generate an at-home income with what seemed like respectable sites, however these sites led to massive amounts of spam."
For more information about enterprise networking, go to NetworkWorld. Story copyright 2008 Network World Inc. All rights reserved.
Microsoft SharePoint Popularity Comes with Issues
Analysts say software has holes, issues that need evaluation before rollouts.
Microsoft's SharePoint Server 2007 may be taking off in the enterprise, but the software doesn't come without holes, warts and a variety of other issues that need to be addressed in any corporate deployment.
Users will find weaknesses in all six areas that SharePoint focuses on -- collaboration, portal, search, enterprise content management, business process management and business intelligence -- along with custom coding needs, dependencies on other Microsoft products, a weak selection of social networking tools, a lack of offline support, challenges integrating identity management/provisioning, lack of centralized management tools for global operations and trouble finding qualified SharePoint developers and support staff. (Compare collaboration products.)
"Recognize that a really good SharePoint installation is as much organization as it is technology," said Burton Group vice president and research director Guy Creese, who participated in a four hour mini-conference last week. "Be clear what you are expecting from SharePoint -- it might be exactly what you need. But in some cases, SharePoint as shipped can leave huge holes."
The SharePoint evaluation was presented during the annual Burton Group Catalyst conference.
Craig Roth, Burton's vice president and services director for its collaboration and content division, added, "treating SharePoint as an enterprise solution is fundamentally different than treating it as a product, productivity tool or tactical solution."
Creese said it's all constructive criticism and users shouldn't feel compelled to abandon SharePoint, but they should be aware that custom work and additional software may be needed to bend SharePoint for specific needs.
"We have been finding that a highly tuned SharePoint installation needs custom coding and third-party add-ons," he said.
Burton Group analysts said corporate management needs around content and records, and easy-to-use user tools, helped create a perfect storm for the sudden rise of the 7-year-old SharePoint product line.
Microsoft's SharePoint Server 2007 may be taking off in the enterprise, but the software doesn't come without holes, warts and a variety of other issues that need to be addressed in any corporate deployment.
Users will find weaknesses in all six areas that SharePoint focuses on -- collaboration, portal, search, enterprise content management, business process management and business intelligence -- along with custom coding needs, dependencies on other Microsoft products, a weak selection of social networking tools, a lack of offline support, challenges integrating identity management/provisioning, lack of centralized management tools for global operations and trouble finding qualified SharePoint developers and support staff. (Compare collaboration products.)
"Recognize that a really good SharePoint installation is as much organization as it is technology," said Burton Group vice president and research director Guy Creese, who participated in a four hour mini-conference last week. "Be clear what you are expecting from SharePoint -- it might be exactly what you need. But in some cases, SharePoint as shipped can leave huge holes."
The SharePoint evaluation was presented during the annual Burton Group Catalyst conference.
Craig Roth, Burton's vice president and services director for its collaboration and content division, added, "treating SharePoint as an enterprise solution is fundamentally different than treating it as a product, productivity tool or tactical solution."
Creese said it's all constructive criticism and users shouldn't feel compelled to abandon SharePoint, but they should be aware that custom work and additional software may be needed to bend SharePoint for specific needs.
"We have been finding that a highly tuned SharePoint installation needs custom coding and third-party add-ons," he said.
Burton Group analysts said corporate management needs around content and records, and easy-to-use user tools, helped create a perfect storm for the sudden rise of the 7-year-old SharePoint product line.
Lithuania: Attacks Focused on Hosting Company
A vulnerability in a Web server contributed to the attacks on some 300 Web sites in Lithuania earlier this week, a computer...
A vulnerability in a Web server contributed to attacks on some 300 Web sites in Lithuania earlier this week, a computer security expert said on Friday.
The Web sites were defaced after Lithuania passed a law prohibiting the public display of symbols dating from the Soviet Union era, as well as the playing of the Soviet national anthem.
The attacks, which started on Sunday and subsided by Monday, saw many Web sites defaced with pro-Soviet slogans and symbols in an apparent retaliation from hackers.
The majority of the Web sites were hosted on a single physical Web server, which had a vulnerability either in the Web server software or Linux operating system, said an official with Lithuania's Computer Emergency Response Team (CERT) on Friday. The hosting company was advised on how to fix the problem.
The server was hosted by a company called Hostex, formerly known as MicroLink Lithuania, said Marius Urkis, head of the Academic and Research Network (LITNET) CERT, a different but related computer security organization.
The attacks in Lithuania were reminiscent of a similar situation in Estonia in April and May 2007, after the government there decided to move a Soviet-era memorial to soldiers who served in World War II. That decision caused protests and violence from the Russian minority living in Estonia. Web sites run by the government, bank and schools experienced severe denial-of-service attacks, which were blamed on pro-Russian hackers. The Russian government denied involvement or knowledge of the attacks.
In Lithuania, the passage of the law has not caused protests or much outcry, although the ethnic Russian population in Vilnius is less than 10 percent, Urkis said.
Urkis said it is possible some Russians are upset over the law and would undertake the cyber attacks.
The CERT official said that the matter has been referred to the police, which has a special department under the Ministry of the Interior that handles cybercrime.
Officials do know that proxy servers likely located in Western Europe were employed to perform the hacking. That could make it more difficult for investigators, who will have to trace a winding electronic path in an attempt to find the perpetrators.
"I think it will take some time to find the real attackers," the CERT official said.
A vulnerability in a Web server contributed to attacks on some 300 Web sites in Lithuania earlier this week, a computer security expert said on Friday.
The Web sites were defaced after Lithuania passed a law prohibiting the public display of symbols dating from the Soviet Union era, as well as the playing of the Soviet national anthem.
The attacks, which started on Sunday and subsided by Monday, saw many Web sites defaced with pro-Soviet slogans and symbols in an apparent retaliation from hackers.
The majority of the Web sites were hosted on a single physical Web server, which had a vulnerability either in the Web server software or Linux operating system, said an official with Lithuania's Computer Emergency Response Team (CERT) on Friday. The hosting company was advised on how to fix the problem.
The server was hosted by a company called Hostex, formerly known as MicroLink Lithuania, said Marius Urkis, head of the Academic and Research Network (LITNET) CERT, a different but related computer security organization.
The attacks in Lithuania were reminiscent of a similar situation in Estonia in April and May 2007, after the government there decided to move a Soviet-era memorial to soldiers who served in World War II. That decision caused protests and violence from the Russian minority living in Estonia. Web sites run by the government, bank and schools experienced severe denial-of-service attacks, which were blamed on pro-Russian hackers. The Russian government denied involvement or knowledge of the attacks.
In Lithuania, the passage of the law has not caused protests or much outcry, although the ethnic Russian population in Vilnius is less than 10 percent, Urkis said.
Urkis said it is possible some Russians are upset over the law and would undertake the cyber attacks.
The CERT official said that the matter has been referred to the police, which has a special department under the Ministry of the Interior that handles cybercrime.
Officials do know that proxy servers likely located in Western Europe were employed to perform the hacking. That could make it more difficult for investigators, who will have to trace a winding electronic path in an attempt to find the perpetrators.
"I think it will take some time to find the real attackers," the CERT official said.
Google Bows to Pressure, Adds 'Privacy' Link to Home Page
Google bows to pressure from privacy organizations to include a link on the company's home page to its privacy policy
For Google, ready Privacy: That could be the subliminal message Google wants to send by replacing its name on its famously spartan home page with a link to its privacy policy.
Last month, privacy organizations wrote to Google CEO Eric Schmidt asking the company to link to its privacy policy from its home page. Including the link on the home page is good practice -- and also mandated by California law, the organizations said.
On Thursday, Google acceded to the request, putting the word "Privacy" at the foot of its home page and linking it to its privacy information pages. The link replaces the company's name next to the copyright notice, leaving the number of words on the home page unchanged.
Google had previously declined to make the change to its home page, saying that users appreciate the lack of clutter there. Microsoft and Yahoo both include privacy links on their search pages, while Ask.com added a link to its privacy policy on June 18.
The order to remove the company's name to make way for the privacy link came right from the company's founders, Vice President of Search Products and User Experience Marissa Mayer explained in a posting to the company's blog.
"Larry and Sergey told me we could only add this to the homepage if we took a word away -- keeping the 'weight' of the homepage unchanged at 28," she said.
That figure holds only if you have signed out of your Google account and are viewing the basic U.S. home page in English, see no promotional line running beneath the search box, see no invitation to make Google your home page because you have already done so, and count "©2008 Google" (now "©2008 Privacy") as two words.
For Google, ready Privacy: That could be the subliminal message Google wants to send by replacing its name on its famously spartan home page with a link to its privacy policy.
Last month, privacy organizations wrote to Google CEO Eric Schmidt asking the company to link to its privacy policy from its home page. Including the link on the home page is good practice -- and also mandated by California law, the organizations said.
On Thursday, Google acceded to the request, putting the word "Privacy" at the foot of its home page and linking it to its privacy information pages. The link replaces the company's name next to the copyright notice, leaving the number of words on the home page unchanged.
Google had previously declined to make the change to its home page, saying that users appreciate the lack of clutter there. Microsoft and Yahoo both include privacy links on their search pages, while Ask.com added a link to its privacy policy on June 18.
The order to remove the company's name to make way for the privacy link came right from the company's founders, Vice President of Search Products and User Experience Marissa Mayer explained in a posting to the company's blog.
"Larry and Sergey told me we could only add this to the homepage if we took a word away -- keeping the 'weight' of the homepage unchanged at 28," she said.
That figure holds only if you have signed out of your Google account and are viewing the basic U.S. home page in English, see no promotional line running beneath the search box, see no invitation to make Google your home page because you have already done so, and count "©2008 Google" (now "©2008 Privacy") as two words.
Thursday, July 3, 2008
IBM Develops Audio-masking Technology
IBM's India Research Laboratory (IRL) has developed technology that automatically detects and masks sensitive information in audio recordings.
The technology is expected to be useful for call center operations which record conversations between call center staff and customers for a number of reasons, including monitoring of service quality, said Guruduth Banavar, director of IRL, in a telephone interview on Wednesday. Some of these audio recordings are also used to train new staff, he added.
The technology utilizes a combination of speech analytics and metadata to locate and mask portions of an audio recording during playback to individuals that are not authorized to hear the sensitive information, according to Banavar. The information that is to be masked can be configured depending on the requirement, and the masked portions can be presented in many ways, such as white noise, silence or an announcement that the information has been edited, he added.
The ability to maintain customer trust requires organizations to be able to ensure the security of their customer's private information, such as credit card numbers, personal identification numbers (PIN), social security numbers and other information collected through interactions between call center staff and customers, IBM said.
IBM is currently running pilots of the technology within the company. A decision on commercializing the technology will be taken by the business units in IBM, Banavar said. The technology has applications in a number of other areas, such as medical diagnosis, where recorded information collected in one context is later used for training people, he added.
The technology is expected to be useful for call center operations which record conversations between call center staff and customers for a number of reasons, including monitoring of service quality, said Guruduth Banavar, director of IRL, in a telephone interview on Wednesday. Some of these audio recordings are also used to train new staff, he added.
The technology utilizes a combination of speech analytics and metadata to locate and mask portions of an audio recording during playback to individuals that are not authorized to hear the sensitive information, according to Banavar. The information that is to be masked can be configured depending on the requirement, and the masked portions can be presented in many ways, such as white noise, silence or an announcement that the information has been edited, he added.
The ability to maintain customer trust requires organizations to be able to ensure the security of their customer's private information, such as credit card numbers, personal identification numbers (PIN), social security numbers and other information collected through interactions between call center staff and customers, IBM said.
IBM is currently running pilots of the technology within the company. A decision on commercializing the technology will be taken by the business units in IBM, Banavar said. The technology has applications in a number of other areas, such as medical diagnosis, where recorded information collected in one context is later used for training people, he added.
Microsoft Announces Name, Pricing for Subscription Office
As the Age of Ozzie begins at Microsoft, the pundits are already abuzz about how the Redmond-based behemoth might retool its business to more effectively compete with the likes of Google. The leading view is that Microsoft will move steadily toward a model based on "software plus services," bolstering its packaged software with value-added online services and selling the whole shebang at subscription rates.
Microsoft today announced the official name for its first such offering: Microsoft Equipt. As discussed earlier, this new package bundles Microsoft Office Home and Student Edition with Windows Live OneCare and some other Microsoft applications, including Windows Live Mail and Windows Live Messenger, all for a single monthly fee. And the fee ain't bad.
At $69.99 per year, a two-year subscription to Microsoft Equipt is still slightly less expensive than a boxed version of Office Home and Student edition, which retails for $149.95. And Equipt throws in Windows Live OneCare for free.
Extend that subscription to four years, however -- the length of time between the last two releases of Microsoft Office -- and the picture is less rosy. If you expect to be a heavy Office user throughout the life cycle of the product -- or for four years of college, for instance -- you might save a few bucks by purchasing the suite outright.
Still, one advantage of Equipt's subscription pricing model is that it builds in a certain amount of consumer protection. Office 2007 has already been on the market for a while now. If you bought a subscription to Microsoft Equipt today and Microsoft released a new edition of Office next month, you would automatically get a free upgrade to the new version as part of your subscription.
Equipt also has another interesting wrinkle that could make it particularly attractive to users who move around. Each Equipt subscription includes a license to install the Office applications on not just one, but three PCs. Retail versions of Office typically include only one license.
So, for example, you could install one copy on your workstation at the office, another on your laptop for the road, and still another on your spouse's laptop (just in case). Equipt could also be a cost-effective package for a very small office (provided you could get by on only those applications that are included in Microsoft Office Home and Student Edition).
I'm curious to see how customers react to this new offering. The software business has been changing dramatically in recent years, due in large part to pressure from open source and software-as-a-service offerings. Microsoft is clearly trying to strike a balance between its traditional packaged software model and the new services-driven paradigm. If it gets it right, we could see the beginnings of a brand-new way of procuring software. The question is: Will it cost customers more or less in the long run?
Microsoft Equipt will be available exclusively at Circuit City stores beginning July 15, with other retailers to follow.
Microsoft today announced the official name for its first such offering: Microsoft Equipt. As discussed earlier, this new package bundles Microsoft Office Home and Student Edition with Windows Live OneCare and some other Microsoft applications, including Windows Live Mail and Windows Live Messenger, all for a single monthly fee. And the fee ain't bad.
At $69.99 per year, a two-year subscription to Microsoft Equipt is still slightly less expensive than a boxed version of Office Home and Student edition, which retails for $149.95. And Equipt throws in Windows Live OneCare for free.
Extend that subscription to four years, however -- the length of time between the last two releases of Microsoft Office -- and the picture is less rosy. If you expect to be a heavy Office user throughout the life cycle of the product -- or for four years of college, for instance -- you might save a few bucks by purchasing the suite outright.
Still, one advantage of Equipt's subscription pricing model is that it builds in a certain amount of consumer protection. Office 2007 has already been on the market for a while now. If you bought a subscription to Microsoft Equipt today and Microsoft released a new edition of Office next month, you would automatically get a free upgrade to the new version as part of your subscription.
Equipt also has another interesting wrinkle that could make it particularly attractive to users who move around. Each Equipt subscription includes a license to install the Office applications on not just one, but three PCs. Retail versions of Office typically include only one license.
So, for example, you could install one copy on your workstation at the office, another on your laptop for the road, and still another on your spouse's laptop (just in case). Equipt could also be a cost-effective package for a very small office (provided you could get by on only those applications that are included in Microsoft Office Home and Student Edition).
I'm curious to see how customers react to this new offering. The software business has been changing dramatically in recent years, due in large part to pressure from open source and software-as-a-service offerings. Microsoft is clearly trying to strike a balance between its traditional packaged software model and the new services-driven paradigm. If it gets it right, we could see the beginnings of a brand-new way of procuring software. The question is: Will it cost customers more or less in the long run?
Microsoft Equipt will be available exclusively at Circuit City stores beginning July 15, with other retailers to follow.
Energy Star for Servers May Be Ready by Year-end, EPA Says
The U.S. Environmental Protection Agency expects to introduce its first Energy Star rating for servers by the end of the year, although a more comprehensive system that measures actual workloads will take longer to develop.
The Energy Star program is designed to make it easier for customers to identify the most energy-efficient products on the market. It is already offered for more than 50 kinds of products, including desktop PCs, monitors, ceiling fans and even windows, but the rating system for servers has been much harder to develop.
"This server program is one of the most complicated we've tried to deal with," said Arthur Howard, an associate with ICF International, which provides technical consulting to the EPA for its Energy Star programs.
That's partly because servers are used for so many types of work. Server makers say a benchmark test that measures power efficiency using one type of workload, such as file serving, won't provide meaningful results for customers that use the server for a different task, such as online transaction processing.
The EPA has been gathering input from server makers and other stakeholders for about a year. It quickly determined they would not be able to agree on a way to measure the "useful work" a server can perform with a given amount of power, said Andrew Fanara, who heads the Energy Star product development team.
"We all knew that in the long run, the most intellectually satisfying approach would be to marry energy consumption with work completed, yet admittedly we are not quite there yet in devising that holistic metric," he said in a recent interview.
The EPA hopes to use benchmark tests developed by a nonprofit group called the Standard Performance Evaluation Corp., or SPEC, but so far that group has published only one test for measuring power efficiency, based on a Java workload. It expects to publish several others but has not said when.
The EPA decided to sidestep the issue and come up with an initial, "Tier 1" rating that addresses two key areas it thinks can be measured. One is the efficiency of a server's power supply, which can be measured at various load levels. The other is how much power a server consumes at idle, when it isn't doing any real work.
The EPA will meet with stakeholders at Microsoft's campus in Redmond, Washington, next week to try to hash out definitions for a second draft specification, which could be ready for use by the end of the year, Fanara said. He acknowledged that it will be something of a stop-gap measure.
"If we were to develop this Tier 1 and then leave it in place indefinitely, I think it would not sufficiently recognize the most efficient products that emerged over time," he said. The idea will be to leave it in place for a limited period, while "on a slower track" the EPA figures out the type of "holistic measure" that it uses for other products, he said.
But the EPA has its work cut out for it even on the Tier 1 spec. It needs to work out which types of servers it will cover -- industry-standard servers with one to four processors are likely to be included -- and even the meaning of "idle."
"What's the definition of idle?" asked Mark Monroe, Sun Microsystems' director of sustainable computing. "How much of the OS has to be alive? Does idle mean it's responding to wake-on-LAN-type things, or is it truly in a bare minimum state?"
Like other vendors, Sun says it supports the Energy Star program in principle. But Monroe said the SPEC benchmarks being considered are untested and don't measure enough different kinds of workloads.
Some observers blame the server makers for the holdup. With customers paying more attention to power efficiency, vendors don't want to risk signing off on a specification that will make their products look bad, said Jon Peddie, president of Jon Peddie Research. "I think it is totally a political problem," he said.
He also questioned the usefulness of measuring efficiency at idle, especially as more companies are using virtualization to improve the utilization rates of servers. "It's like measuring miles per gallon when your car is sitting on the drive at home with the engine running," he said. "Who can use that?"
The difference, according to Howard, the EPA consultant, is that people don't leave their car engines running all night. But many data centers don't turn their servers off when they are not being used, because they are worried they won't come on again when needed.
Brad Brech, a distinguished engineer with IBM, said the measurements for the Tier 1 spec, though imperfect, will be a step in the right direction.
"I do believe we need more holistic measures as we go forward," he said, "but as with everything, having a good starting point gets the ball rolling."
The EPA is also working on an Energy Star rating for data centers, and Fanara said it will start to tackle storage equipment in the fourth quarter.
The Energy Star program is designed to make it easier for customers to identify the most energy-efficient products on the market. It is already offered for more than 50 kinds of products, including desktop PCs, monitors, ceiling fans and even windows, but the rating system for servers has been much harder to develop.
"This server program is one of the most complicated we've tried to deal with," said Arthur Howard, an associate with ICF International, which provides technical consulting to the EPA for its Energy Star programs.
That's partly because servers are used for so many types of work. Server makers say a benchmark test that measures power efficiency using one type of workload, such as file serving, won't provide meaningful results for customers that use the server for a different task, such as online transaction processing.
The EPA has been gathering input from server makers and other stakeholders for about a year. It quickly determined they would not be able to agree on a way to measure the "useful work" a server can perform with a given amount of power, said Andrew Fanara, who heads the Energy Star product development team.
"We all knew that in the long run, the most intellectually satisfying approach would be to marry energy consumption with work completed, yet admittedly we are not quite there yet in devising that holistic metric," he said in a recent interview.
The EPA hopes to use benchmark tests developed by a nonprofit group called the Standard Performance Evaluation Corp., or SPEC, but so far that group has published only one test for measuring power efficiency, based on a Java workload. It expects to publish several others but has not said when.
The EPA decided to sidestep the issue and come up with an initial, "Tier 1" rating that addresses two key areas it thinks can be measured. One is the efficiency of a server's power supply, which can be measured at various load levels. The other is how much power a server consumes at idle, when it isn't doing any real work.
The EPA will meet with stakeholders at Microsoft's campus in Redmond, Washington, next week to try to hash out definitions for a second draft specification, which could be ready for use by the end of the year, Fanara said. He acknowledged that it will be something of a stop-gap measure.
"If we were to develop this Tier 1 and then leave it in place indefinitely, I think it would not sufficiently recognize the most efficient products that emerged over time," he said. The idea will be to leave it in place for a limited period, while "on a slower track" the EPA figures out the type of "holistic measure" that it uses for other products, he said.
But the EPA has its work cut out for it even on the Tier 1 spec. It needs to work out which types of servers it will cover -- industry-standard servers with one to four processors are likely to be included -- and even the meaning of "idle."
"What's the definition of idle?" asked Mark Monroe, Sun Microsystems' director of sustainable computing. "How much of the OS has to be alive? Does idle mean it's responding to wake-on-LAN-type things, or is it truly in a bare minimum state?"
Like other vendors, Sun says it supports the Energy Star program in principle. But Monroe said the SPEC benchmarks being considered are untested and don't measure enough different kinds of workloads.
Some observers blame the server makers for the holdup. With customers paying more attention to power efficiency, vendors don't want to risk signing off on a specification that will make their products look bad, said Jon Peddie, president of Jon Peddie Research. "I think it is totally a political problem," he said.
He also questioned the usefulness of measuring efficiency at idle, especially as more companies are using virtualization to improve the utilization rates of servers. "It's like measuring miles per gallon when your car is sitting on the drive at home with the engine running," he said. "Who can use that?"
The difference, according to Howard, the EPA consultant, is that people don't leave their car engines running all night. But many data centers don't turn their servers off when they are not being used, because they are worried they won't come on again when needed.
Brad Brech, a distinguished engineer with IBM, said the measurements for the Tier 1 spec, though imperfect, will be a step in the right direction.
"I do believe we need more holistic measures as we go forward," he said, "but as with everything, having a good starting point gets the ball rolling."
The EPA is also working on an Energy Star rating for data centers, and Fanara said it will start to tackle storage equipment in the fourth quarter.
Nvidia Reports Problem With Laptop Chips
Nvidia has uncovered a problem with some older graphics chips that shipped in "significant quantities" of laptop PCs, the company said Wednesday.
Nvidia hasn't determined the exact cause of the problem but said it relates to a packaging material used with some of its chips, as well as the thermal design of some laptops. Modern processors generate considerable amounts of heat.
To tackle the problem, the company is releasing a software driver that will cause system fans to start operating sooner and reduce the "thermal stress" on the chips. The driver has been provided to laptop makers directly, said Derek Perez, an Nvidia spokesman.
Nvidia will take a charge against second-quarter earnings of US$150 million to $200 million to cover the expected cost of repairing and replacing the products, which include graphics processing units and media and communications processors. It didn't say specifically which of its products were affected.
The products have been failing in the field at "higher than normal rates," Nvidia said. In a filing with the U.S. Securities and Exchange Commission, it said it was talking to its supply chain about getting reimbursed for some of the costs.
The company also had other bad news on Wednesday. It said it was lowering its revenue forecast for the second quarter due to pricing pressure and delayed product ramps. The company now expects revenue to be between $875 million and $950 million.
Nvidia hasn't determined the exact cause of the problem but said it relates to a packaging material used with some of its chips, as well as the thermal design of some laptops. Modern processors generate considerable amounts of heat.
To tackle the problem, the company is releasing a software driver that will cause system fans to start operating sooner and reduce the "thermal stress" on the chips. The driver has been provided to laptop makers directly, said Derek Perez, an Nvidia spokesman.
Nvidia will take a charge against second-quarter earnings of US$150 million to $200 million to cover the expected cost of repairing and replacing the products, which include graphics processing units and media and communications processors. It didn't say specifically which of its products were affected.
The products have been failing in the field at "higher than normal rates," Nvidia said. In a filing with the U.S. Securities and Exchange Commission, it said it was talking to its supply chain about getting reimbursed for some of the costs.
The company also had other bad news on Wednesday. It said it was lowering its revenue forecast for the second quarter due to pricing pressure and delayed product ramps. The company now expects revenue to be between $875 million and $950 million.
Visto Patent Wins Backing Ahead of RIM Trial
Mobile e-mail and calendar vendor Visto has chalked up one legal win as it heads toward a patent-infringement trial against Research In Motion that is set to begin on Monday.
The U.S. Patent and Trademark Office has validated 21 claims of a patent that RIM challenged after Visto sued the company for patent infringement in 2006. The patent, number 7,039,679, involves a technology for synchronizing e-mail between a mobile device and a LAN server. It was filed in 2003 and granted to Visto in 2006.
Visto sells software that competes with RIM's push e-mail technology, which synchronizes e-mail to BlackBerry devices. In April 2006 it sued RIM, claiming the dominant mobile e-mail vendor had infringed four of its patents. Visto asked the U.S. District Court for the Eastern District of Texas for unspecified damages and sought to have RIM's network shut down.
Soon afterward, RIM countersued and asked for three of Visto's patents to be invalidated. Visto's original suit is set to go to trial on Monday.
Visto is no stranger to the courtroom. Shortly before it sued RIM, it won a US$3.6 million award against rival Seven Networks in a similar patent suit. In March, the company settled a suit it had filed against Microsoft concerning e-mail technology in Windows Mobile.
The U.S. Patent and Trademark Office has validated 21 claims of a patent that RIM challenged after Visto sued the company for patent infringement in 2006. The patent, number 7,039,679, involves a technology for synchronizing e-mail between a mobile device and a LAN server. It was filed in 2003 and granted to Visto in 2006.
Visto sells software that competes with RIM's push e-mail technology, which synchronizes e-mail to BlackBerry devices. In April 2006 it sued RIM, claiming the dominant mobile e-mail vendor had infringed four of its patents. Visto asked the U.S. District Court for the Eastern District of Texas for unspecified damages and sought to have RIM's network shut down.
Soon afterward, RIM countersued and asked for three of Visto's patents to be invalidated. Visto's original suit is set to go to trial on Monday.
Visto is no stranger to the courtroom. Shortly before it sued RIM, it won a US$3.6 million award against rival Seven Networks in a similar patent suit. In March, the company settled a suit it had filed against Microsoft concerning e-mail technology in Windows Mobile.
Netcom Details IPhone 3G Plans in Norway
Norway is known for many things: Norse gods, the work of Henrik Ibsen, and a second place spot on the United Nations's Human...
Norway is known for many things: Norse gods, the work of Henrik Ibsen, and a second place spot on the United Nations's Human Development Index (unseated just this past year from the top spot by rival Iceland).
Fortunately, the country still holds onto its top spot in the Global Peace Index. That's right: five out of five dentists agree that Norway is the most peaceful country in Earth. Think about it: ever seen an action movie where someone wants to nuke Norway? Nope. Anyway, given Norway's idyllic status, it's little surprise that they're among the countries receiving the iPhone on July 11th.
And so, hot on the heels of the Finnish iPhone plans come these monthly offerings from neighboring Norway, where the iPhone is being brought to you (assuming you are Norwegian) by Netcom. I don't precisely how to assess these as deals, but I can offer this one piece of assurance: if there was one set of iPhone plans that were most likely to appeal to Marvel superhero Thor, it would probably be these.
The three plans, collectively dubbed "iTalk", offer a variety of packages for prospective iPhone customers. Unfortunately, my attempt at translating the Norwegian page was thwarted by a technical error (I guess it couldn't crack the Norse code), as well as my general lack of Norwegian. So, instead, let me thank reader Michael, who not only brought the plans to my attention, but also translated some key terms for me.
Norway is known for many things: Norse gods, the work of Henrik Ibsen, and a second place spot on the United Nations's Human Development Index (unseated just this past year from the top spot by rival Iceland).
Fortunately, the country still holds onto its top spot in the Global Peace Index. That's right: five out of five dentists agree that Norway is the most peaceful country in Earth. Think about it: ever seen an action movie where someone wants to nuke Norway? Nope. Anyway, given Norway's idyllic status, it's little surprise that they're among the countries receiving the iPhone on July 11th.
And so, hot on the heels of the Finnish iPhone plans come these monthly offerings from neighboring Norway, where the iPhone is being brought to you (assuming you are Norwegian) by Netcom. I don't precisely how to assess these as deals, but I can offer this one piece of assurance: if there was one set of iPhone plans that were most likely to appeal to Marvel superhero Thor, it would probably be these.
The three plans, collectively dubbed "iTalk", offer a variety of packages for prospective iPhone customers. Unfortunately, my attempt at translating the Norwegian page was thwarted by a technical error (I guess it couldn't crack the Norse code), as well as my general lack of Norwegian. So, instead, let me thank reader Michael, who not only brought the plans to my attention, but also translated some key terms for me.
Wednesday, July 2, 2008
Hands on With FIC's Netbook
Taiwan's First International Computer (FIC) showed off several new low-cost laptops, or netbooks, at Computex last month, and many of them will hit U.S. stores through affiliate Everex Systems.
I had a chance to try out the upcoming version of the Cloudbook with an 8.9-inch screen at FIC's offices in Taipei. One build, the Cloudbook Max, is able to connect to WiMax wireless networks and will be out in the U.S. in September.
The 8.9-inch screen netbooks will also be sold in other parts of the world, but may not carry the Everex name.
The device they had ready for me to try held a 1.6GHz Intel Atom microprocessor, 512M bytes of DRAM and a 40G byte HDD (hard disk drive). It was running Windows XP.
One nice thing was the keypad, which is important because none of the netbooks use a standard size keypad. On netbooks with a 10-inch screen size, some of the keypads are 80 percent to 90 percent the size of a mainstream laptop keypad, but on smaller devices such as 8.9-inch ones, they're much smaller.
Some companies have even designed unique keypads that are flat with little space between keys. That may make the device look nicer, which I'm told is the reason for such a design, but without space between the keys, it's easy to hit the wrong letters. Maybe it takes some time getting used to typing on a smaller keypad, but for anyone buying a device like this, the secondary application -- after surfing the Internet -- will likely be typing: e-mail, homework, work, journal or blog entries, etc. Comfortable typing is important.
These mini-laptops, or netbooks, are designed to be portable and offer easy access to the Web. That's why they weigh around 1 kilogram each and are about half to two-thirds the size of a mainstream laptop computer, with batteries that can last up to 8 hours.
They aren't really supposed to have the same functionality as a mainstream laptop and FIC's 8.9-inch laptop didn't. Battery-life, performance on simple software tasks, screen size and the size of the keypad were my biggest concerns.
It took about 35 seconds to boot Windows XP on the FIC device, and launching programs took about the same time as other devices I've had a look at, including Asustek Computer's Eee PC and Micro-Star International's Wind. Since most of the components are the same, similar performance isn't surprising.
One part of the FIC device that did set it apart was an express card slot for 3G (third-generation) or WiMax cards and options for built-in WiMax, 3G and Bluetooth technology. Wi-Fi connectivity with 802.11 b/g is standard on the devices.
The mousepad worked well, and was easy to navigate on despite its small size.
The picture quality on the screen of the device was also nice. The company used WSVGA (wide super video graphics array) LCD screens with LED (light-emitting diodes) backlights with 1024x600 resolution. Pictures on the screen looked crisp, as did a picture slideshow.
FIC has developed two main configurations of the model with an 8.9-inch screen. The CE2A1, with a 1.2GHz Via C7-M microprocessor, 1G byte of DRAM, and an HDD with 60G bytes of storage and the CW0A1, which is similar but comes with a 1.6GHz Intel Atom microprocessor.
Solid State Drives (SSDs) are optional on the devices.
They come with either 4-cell or 6-cell lithium-ion batteries. The 6-cell batteries can run for seven to eight hours before needing a recharge.
They will be available in Taiwan and Japan by the end of August, the FIC representative said. In Taiwan, an 8.9-inch FIC netbook with an Atom microprocessor will cost around NT$15,000 (US$493), while one with a Via processor will sell for around NT$14,000.
I had a chance to try out the upcoming version of the Cloudbook with an 8.9-inch screen at FIC's offices in Taipei. One build, the Cloudbook Max, is able to connect to WiMax wireless networks and will be out in the U.S. in September.
The 8.9-inch screen netbooks will also be sold in other parts of the world, but may not carry the Everex name.
The device they had ready for me to try held a 1.6GHz Intel Atom microprocessor, 512M bytes of DRAM and a 40G byte HDD (hard disk drive). It was running Windows XP.
One nice thing was the keypad, which is important because none of the netbooks use a standard size keypad. On netbooks with a 10-inch screen size, some of the keypads are 80 percent to 90 percent the size of a mainstream laptop keypad, but on smaller devices such as 8.9-inch ones, they're much smaller.
Some companies have even designed unique keypads that are flat with little space between keys. That may make the device look nicer, which I'm told is the reason for such a design, but without space between the keys, it's easy to hit the wrong letters. Maybe it takes some time getting used to typing on a smaller keypad, but for anyone buying a device like this, the secondary application -- after surfing the Internet -- will likely be typing: e-mail, homework, work, journal or blog entries, etc. Comfortable typing is important.
These mini-laptops, or netbooks, are designed to be portable and offer easy access to the Web. That's why they weigh around 1 kilogram each and are about half to two-thirds the size of a mainstream laptop computer, with batteries that can last up to 8 hours.
They aren't really supposed to have the same functionality as a mainstream laptop and FIC's 8.9-inch laptop didn't. Battery-life, performance on simple software tasks, screen size and the size of the keypad were my biggest concerns.
It took about 35 seconds to boot Windows XP on the FIC device, and launching programs took about the same time as other devices I've had a look at, including Asustek Computer's Eee PC and Micro-Star International's Wind. Since most of the components are the same, similar performance isn't surprising.
One part of the FIC device that did set it apart was an express card slot for 3G (third-generation) or WiMax cards and options for built-in WiMax, 3G and Bluetooth technology. Wi-Fi connectivity with 802.11 b/g is standard on the devices.
The mousepad worked well, and was easy to navigate on despite its small size.
The picture quality on the screen of the device was also nice. The company used WSVGA (wide super video graphics array) LCD screens with LED (light-emitting diodes) backlights with 1024x600 resolution. Pictures on the screen looked crisp, as did a picture slideshow.
FIC has developed two main configurations of the model with an 8.9-inch screen. The CE2A1, with a 1.2GHz Via C7-M microprocessor, 1G byte of DRAM, and an HDD with 60G bytes of storage and the CW0A1, which is similar but comes with a 1.6GHz Intel Atom microprocessor.
Solid State Drives (SSDs) are optional on the devices.
They come with either 4-cell or 6-cell lithium-ion batteries. The 6-cell batteries can run for seven to eight hours before needing a recharge.
They will be available in Taiwan and Japan by the end of August, the FIC representative said. In Taiwan, an 8.9-inch FIC netbook with an Atom microprocessor will cost around NT$15,000 (US$493), while one with a Via processor will sell for around NT$14,000.
Facebook Says China Not Blocking Access
Facebook said late Tuesday that it was not aware of any blocking of its sites in China, despite reports of outages from cities around China.
"We are disappointed to learn of reports that users in China are having difficulty getting access to Facebook. We have not made any changes to our site that would create access problems and are looking into the situation," a Facebook spokesperson said in an e-mail response to a request for comment.
Attempts to reach Facebook by IDG News Service in Beijing on Tuesday and Wednesday sometimes successfully loaded its main login page.
Other tries received "The server at www.facebook.com is taking too long to respond," a common response during periods of heavy traffic, but also the result that users accessing blocked sites receive. As of this writing the site could be accessed from Beijing by IDG News Service.
Media and technology blogger Will Moss reported no interruptions Tuesday or Wednesday. In Shanghai, business owner Maria Trombly said Facebook was available there Wednesday morning local time.
Facebook launched its Chinese site almost two weeks ago, into a market that has not fallen in love with social networking sites the same way that many Western countries have.
China blocks sites displaying material that censors deem objectionable, including pornography and politically-sensitive news and views counter to the government's official positions. This year, YouTube, Wikipedia's English-language site and Blogspot have all been blocked for periods. Wikipedia's Chinese-language sites remain blocked.
"We are disappointed to learn of reports that users in China are having difficulty getting access to Facebook. We have not made any changes to our site that would create access problems and are looking into the situation," a Facebook spokesperson said in an e-mail response to a request for comment.
Attempts to reach Facebook by IDG News Service in Beijing on Tuesday and Wednesday sometimes successfully loaded its main login page.
Other tries received "The server at www.facebook.com is taking too long to respond," a common response during periods of heavy traffic, but also the result that users accessing blocked sites receive. As of this writing the site could be accessed from Beijing by IDG News Service.
Media and technology blogger Will Moss reported no interruptions Tuesday or Wednesday. In Shanghai, business owner Maria Trombly said Facebook was available there Wednesday morning local time.
Facebook launched its Chinese site almost two weeks ago, into a market that has not fallen in love with social networking sites the same way that many Western countries have.
China blocks sites displaying material that censors deem objectionable, including pornography and politically-sensitive news and views counter to the government's official positions. This year, YouTube, Wikipedia's English-language site and Blogspot have all been blocked for periods. Wikipedia's Chinese-language sites remain blocked.
Blockbuster Withdraws Offer for Circuit City
Blockbuster has pulled its offer to buy Circuit City after finally getting the chance to look at the retailer's books.
Based on "market conditions" and after finishing its due diligence process, Blockbuster decided the acquisition wasn't in the company's best interest, said Jim Keyes, Blockbuster's CEO and chairman, in a statement on Tuesday.
In February, Blockbuster offered as much as US$1.33 billion for Circuit City, with the price dependent on a review of its records. The offer appears to have been contentious from the start. The movie rental company said it first made the offer directly to Circuit City's CEO but was not allowed to review the company's books in order to set a firm offer price. It made the offer public in the hope that shareholders might pressure the company to negotiate a deal.
Pressure from some investors did ensue, and in May, Circuit City opened up its books for Blockbuster to see. Circuit City has maintained that Blockbuster has failed to adequately explain how it would finance the deal.
On Tuesday Circuit City said it would continue exploring strategic alternatives aimed at increasing shareholder value. "The board's review was not dependant on Blockbuster's participation," wrote Philip J. Schoonover, chairman, president and CEO of Circuit City, in a statement.
A combination of the two companies would allow Blockbuster to put movies on electronic devices to sell in retail stores. Such an offer could open up new avenues of distribution for Blockbuster so that it could better compete with rival Netflix, whose customers order DVDs that are sent by mail.
Blockbuster did not cite any specific items in its examination of Circuit City that caused it to rescind its offer. It did say, however, that it continues to believe that a company that combines content and electronic devices under one roof has merit. "We will pursue this strategy through our Blockbuster stores as a way to diversify the business and better serve the entertainment retail segment," Keyes said.
Based on "market conditions" and after finishing its due diligence process, Blockbuster decided the acquisition wasn't in the company's best interest, said Jim Keyes, Blockbuster's CEO and chairman, in a statement on Tuesday.
In February, Blockbuster offered as much as US$1.33 billion for Circuit City, with the price dependent on a review of its records. The offer appears to have been contentious from the start. The movie rental company said it first made the offer directly to Circuit City's CEO but was not allowed to review the company's books in order to set a firm offer price. It made the offer public in the hope that shareholders might pressure the company to negotiate a deal.
Pressure from some investors did ensue, and in May, Circuit City opened up its books for Blockbuster to see. Circuit City has maintained that Blockbuster has failed to adequately explain how it would finance the deal.
On Tuesday Circuit City said it would continue exploring strategic alternatives aimed at increasing shareholder value. "The board's review was not dependant on Blockbuster's participation," wrote Philip J. Schoonover, chairman, president and CEO of Circuit City, in a statement.
A combination of the two companies would allow Blockbuster to put movies on electronic devices to sell in retail stores. Such an offer could open up new avenues of distribution for Blockbuster so that it could better compete with rival Netflix, whose customers order DVDs that are sent by mail.
Blockbuster did not cite any specific items in its examination of Circuit City that caused it to rescind its offer. It did say, however, that it continues to believe that a company that combines content and electronic devices under one roof has merit. "We will pursue this strategy through our Blockbuster stores as a way to diversify the business and better serve the entertainment retail segment," Keyes said.
Trojan Lurks, Waiting to Steal Admin Passwords
Writers of a password-stealing Trojan horse program have found that a little patience can lead to a lot of infections.
They have managed to infect hundreds of thousands of computers -- including more than 14,000 within one unnamed global hotel chain -- by waiting for system administrators to log onto infected PCs and then using a Microsoft administration tool to spread their malicious software throughout the network.
The criminals behind the Coreflood Trojan are using the software to steal banking and brokerage account usernames and passwords. They've amassed a 50G-byte database of this information from the machines they've infected, according to Joe Stewart, director of malware research with security vendor SecureWorks.
"They've been able to spread throughout entire enterprises," he said. "That's something you rarely see these days."
Since Microsoft shipped its Windows XP Service Pack 2 software with its locked-down security features, hackers have had a hard time finding ways to spread malicious software throughout corporate networks. Widespread worm or virus outbreaks soon dropped off after the software's August 2004 release.
But the Coreflood hackers have been successful, thanks in part to a Microsoft program called PsExec, which was written to help system administrators run legitimate software on computers across their networks.
For a widespread infection, attackers must first compromise a system on the network by tricking the user into downloading their program. Then, when a system administrator logs onto that desktop machine -- to perform routine maintenance, for example -- the malicious software tries to run PsExec and install malware on all other systems on the network.
Often the technique succeeds.
Over the past 16 months, Coreflood's authors have infected more than 378,000 computers. SecureWorks has counted thousands of infections in university networks and has found financial companies, hospitals, law firms, and even a U.S. state police agency that have had hundreds of infections. "It's kind of insane how often they are getting on hundreds or thousands of computers at a single company," Stewart said. "They've probably stolen far more accounts than they can use."
The SANS Internet Storm Center reported one of the infections, which affected 600 machines on a 3,000 PC network, on June 25.
Malicious programs have used PsExec for more than five years, said the software's creator, Mark Russinovich, a Microsoft technical fellow. However, this is the first time he had heard of it being used in this fashion. "PsExec doesn't expose anything that a malware author can't code themselves or even accomplish with alternate mechanisms," he said in an e-mail interview. "Once you have credentials that give you local admin rights via remote access, you own that system."
Coreflood, which is also known as the AFcore Trojan, has been around for about six years. It has been used in the past for such things as launching denial-of-service attacks, but not to steal passwords, Stewart said.
They have managed to infect hundreds of thousands of computers -- including more than 14,000 within one unnamed global hotel chain -- by waiting for system administrators to log onto infected PCs and then using a Microsoft administration tool to spread their malicious software throughout the network.
The criminals behind the Coreflood Trojan are using the software to steal banking and brokerage account usernames and passwords. They've amassed a 50G-byte database of this information from the machines they've infected, according to Joe Stewart, director of malware research with security vendor SecureWorks.
"They've been able to spread throughout entire enterprises," he said. "That's something you rarely see these days."
Since Microsoft shipped its Windows XP Service Pack 2 software with its locked-down security features, hackers have had a hard time finding ways to spread malicious software throughout corporate networks. Widespread worm or virus outbreaks soon dropped off after the software's August 2004 release.
But the Coreflood hackers have been successful, thanks in part to a Microsoft program called PsExec, which was written to help system administrators run legitimate software on computers across their networks.
For a widespread infection, attackers must first compromise a system on the network by tricking the user into downloading their program. Then, when a system administrator logs onto that desktop machine -- to perform routine maintenance, for example -- the malicious software tries to run PsExec and install malware on all other systems on the network.
Often the technique succeeds.
Over the past 16 months, Coreflood's authors have infected more than 378,000 computers. SecureWorks has counted thousands of infections in university networks and has found financial companies, hospitals, law firms, and even a U.S. state police agency that have had hundreds of infections. "It's kind of insane how often they are getting on hundreds or thousands of computers at a single company," Stewart said. "They've probably stolen far more accounts than they can use."
The SANS Internet Storm Center reported one of the infections, which affected 600 machines on a 3,000 PC network, on June 25.
Malicious programs have used PsExec for more than five years, said the software's creator, Mark Russinovich, a Microsoft technical fellow. However, this is the first time he had heard of it being used in this fashion. "PsExec doesn't expose anything that a malware author can't code themselves or even accomplish with alternate mechanisms," he said in an e-mail interview. "Once you have credentials that give you local admin rights via remote access, you own that system."
Coreflood, which is also known as the AFcore Trojan, has been around for about six years. It has been used in the past for such things as launching denial-of-service attacks, but not to steal passwords, Stewart said.
Tuesday, July 1, 2008
Microsoft Aims at Office Interoperability
That was fast! We're only one day into the post-Bill Gates era, and already Microsoft is taking steps to improve interoperability between its Office suite of productivity applications and competing products, including open source alternatives such as OpenOffice.org.
The new initiatives pertain not only to Office 2007's new Open XML file formats, but to the earlier, binary-only Office document formats, as well. Mostly they involve documentation -- thousands of pages of technical documentation, designed to allow third-party developers to more easily read and write Microsoft's file formats -- but they also include actual translation software, as well. Can Microsoft really be turning over a new leaf?
First, Microsoft has issued technical documentation describing proprietary Microsoft protocols used in Office 2007, Exchange Server 2007, and SharePoint Server 2007. This is big news, because third-party software developers have long had difficulty interoperating with these products. Linux users, in particular, have never had a way to connect with SharePoint Server.
Next up, the company has posted some 5,000 pages of previously-unreleased technical documentation that describes the binary-only file formats for versions of Microsoft Office before Office 2007. Open source office suites have had good success deciphering these formats before now, but the translation is never perfect. This documentation should help to iron out any remaining bugs.
Finally, Microsoft has launched software projects to develop translators between Office Open XML and other file formats, including ODF (Open Document Format) and UOF (Uniform Office Format), an open standard that is popular in Asia.
Some of the information Microsoft has made available is covered by Microsoft patents, so it's not technically "free," even if the documentation is used to create open source software. But Microsoft has pledged not to assert patent claims against open source developers, as long as they do not develop and distribute their software as part of a commercial enterprise.
Of course, one could argue that Microsoft is making none of these gestures out of pure altruism. It still has anti-trust judgments to worry about, both at home and in the European Union. Faced with the threat of still more fines, you could almost say that the marriage of Microsoft and open standards is a shotgun wedding.
There's another catch, too. Even Microsoft employees have admitted now that "ODF has clearly won" the office-document file format war. Wouldn't it be funny if Microsoft went through all this effort just to drum up support for file formats and protocols that, in the end, no one will really want?
The new initiatives pertain not only to Office 2007's new Open XML file formats, but to the earlier, binary-only Office document formats, as well. Mostly they involve documentation -- thousands of pages of technical documentation, designed to allow third-party developers to more easily read and write Microsoft's file formats -- but they also include actual translation software, as well. Can Microsoft really be turning over a new leaf?
First, Microsoft has issued technical documentation describing proprietary Microsoft protocols used in Office 2007, Exchange Server 2007, and SharePoint Server 2007. This is big news, because third-party software developers have long had difficulty interoperating with these products. Linux users, in particular, have never had a way to connect with SharePoint Server.
Next up, the company has posted some 5,000 pages of previously-unreleased technical documentation that describes the binary-only file formats for versions of Microsoft Office before Office 2007. Open source office suites have had good success deciphering these formats before now, but the translation is never perfect. This documentation should help to iron out any remaining bugs.
Finally, Microsoft has launched software projects to develop translators between Office Open XML and other file formats, including ODF (Open Document Format) and UOF (Uniform Office Format), an open standard that is popular in Asia.
Some of the information Microsoft has made available is covered by Microsoft patents, so it's not technically "free," even if the documentation is used to create open source software. But Microsoft has pledged not to assert patent claims against open source developers, as long as they do not develop and distribute their software as part of a commercial enterprise.
Of course, one could argue that Microsoft is making none of these gestures out of pure altruism. It still has anti-trust judgments to worry about, both at home and in the European Union. Faced with the threat of still more fines, you could almost say that the marriage of Microsoft and open standards is a shotgun wedding.
There's another catch, too. Even Microsoft employees have admitted now that "ODF has clearly won" the office-document file format war. Wouldn't it be funny if Microsoft went through all this effort just to drum up support for file formats and protocols that, in the end, no one will really want?
Sync Your Files
Editor's Note: This article includes information on .Mac, which will be replaced by MobileMe in early July. Any instructions may change significantly.
Most people with multiple Macs need to synchronize more data than .Mac Sync can handle-such as word processing documents, spreadsheets, PDF files, e-mail messages, photos, videos, and music. If you're a .Mac member (soon to be MobileMe), one approach is to put files you want to sync on your iDisk. Then open the Mac preference pane on each Mac you want to sync, go to the iDisk tab, and make sure that iDisk Sync is set to On (if it isn't, click on the Start button). This creates a local copy of everything on your iDisk, which you can access even when you're offline. As long as Update is set to Automatically, whenever you save a file to your iDisk, OS X uploads it to Apple's servers and downloads it to any other Mac you've set up in the same way.
If you're not a .Mac member, if you need more online storage space than .Mac provides (10GB by default, moving to 20GB with MobileMe), or if you want to be able to access your files from your mobile phone, you can try a program that was still a beta release at press time: Sharpcast's SugarSync (subscriptions start at US$25 per year), which securely synchronizes your selected folder(s) to the company's servers and to other computers you own. Evenflow's Dropbox, also a beta release at press time, provides a similar service with an impressively simple user interface, and Jungle Tools' JungleDisk can accomplish nearly the same thing using Amazon.com's S3 service.Select the folders you want to keep in sync, and SugarSync synchronizes them to the company's servers in the background.
However, syncing one or more folders on your iDisk or using a service like SugarSync may not meet all your needs, especially if you have huge volumes of data or if you want the speed of direct Mac-to-Mac transfers (instead of waiting for an upload followed by a download). In such cases, a better bet is to use a file-synchronization utility. (For such a utility to work, your computers need to see each other over a network; see "Set Up File Sharing" for details.)
How Sync Utilities Work Almost all synchronization utilities have certain features in common. You specify two locations you want to synchronize-say, a folder on your laptop and the corresponding folder on your desktop Mac. Then you choose the direction of the synchronization: you might specify that files copy from the desktop to the laptop only, from the laptop to the desktop only, or in both directions (thus making sure both locations end up with identical contents). You may also have to decide what action the software should take when both locations contain a file with the same name but different contents-choices include overwriting the older file with the newer one, renaming one of the files and keeping both, and pausing to let you decide what to do on a case-by-case basis.
After you set up your preferences and activate a sync, the software scans the files in both locations and copies just the ones that aren't already the same in both places. Depending on how you set things up, the software may also delete files from one side that were deleted on the other, in order to make the two locations identical. Some synchronization software can perform syncs automatically on a schedule or when other trigger events occur, such as mounting a network volume. This can be useful, for example, if you want to synchronize your laptop with your desktop Mac every time you come home from a business trip and connect to your local network.
Dozens of applications, including many backup programs, can do all this. Macworld has recently reviewed several: Econ Technologies' $30 ChronoSync 3.3.6, Softobe's $40 FoldersSynchronizer X 3.6.3, and Qdea's $100 Synchronize Pro X 6.0.1; Qdea also offers the $30 Synchronize X Plus 3.5, which has many of the synching features of its Pro sibling). My favorite is ChronoSync, which has a wide range of options for customization and scheduling, and has been highly reliable in my testing.Synchronize Pro X lets you set up custom syncs or backups.
Choose Which Files to Sync If both Macs have suitably large hard drives and if you do similar work on each, you might consider synchronizing your entire user folder (your user folder) between the two, as that folder likely contains all your personal files. Because your user folder includes, by default, all your music, photos, and e-mail, not to mention the information included in a .Mac sync (contacts, calendars, and so on), syncing the whole thing can eliminate the need to come up with a separate strategy for each kind of data.
However, syncing all your data in this way can be highly problematic-in fact, it can actually lead to data loss if you've used both computers between synchronization sessions: If you've changed database files (including those that Mail, Entourage, or iTunes uses), disk images (such as the ones that hold Windows installations for Parallels Desktop or VMware Fusion), or other similar files, one computer's version of the file will overwrite the other's, rather than specific data within the files being synchronized. Unless you know for sure that files will not change on either computer while the other is in use, it's much safer to restrict synchronization to more-specific folders.
If you normally keep the documents you create in your Documents folder or in one of its subfolders, syncing the Documents folder between two Macs is a reasonable choice. However, you may want to be more selective. For example, let's say you use your desktop Mac for page-layout work in Adobe InDesign and store those files in Documents, but you never use InDesign on your laptop. You can save time and disk space by excluding the folder(s) for desktop-publishing documents from syncs. Or if you use your laptop mainly to edit Microsoft Office documents related to a particular project, you might decide to synchronize only the folder(s) you store that data in.
File Syncing Tips For the most part, once you've selected the files you want to sync, getting the synchronization done is simply a matter of choosing a source, a destination, and the particular options in your synchronization utility, and then clicking on a Synchronize button. However, a few tips may help you to avoid potential pitfalls:
Don't Sync Applications Many applications store essential components outside of the Applications folder (for example, in /Library/Application Support and other Library subfolders, not to mention preference files), and chances are good that you'll miss some of those pieces when you try to sync applications. The result could be malfunctioning programs on one or all of your computers. For more reliable operation, install applications on each computer separately.
Test Syncs First Many sync utilities offer a test mode that lets you see what changes would be made during a sync, without actually copying any files. Checking out these sync scenarios ahead of time has saved me from losing files to user error more than once. For example, you can click on ChronoSync's Trial Sync button instead of its Synchronize button, or you can go to FoldersSynchronizer X's General preference pane and select Show Preview in the Before Sync section.
Delete with Caution When performing a bidirectional sync, as you most likely will when synchronizing two computers that are both used actively, sync utilities let you specify whether to delete files that have been removed from the other side. This may be what you want, but it could also result in the loss of important data if you have a preference set incorrectly or if you delete a file by mistake. At least for the first few runs, until you're comfortable with the way your synchronization works, choose a setting that moves deleted files to another folder or asks for your approval before deleting them.
Sync Selectively In some situations, you won't want to synchronize all your important files between both of your Macs. For example, you may not need many of the files in your desktop Mac's Downloads folder to be transferred to your laptop-especially if the laptop is short on disk space.
Most people with multiple Macs need to synchronize more data than .Mac Sync can handle-such as word processing documents, spreadsheets, PDF files, e-mail messages, photos, videos, and music. If you're a .Mac member (soon to be MobileMe), one approach is to put files you want to sync on your iDisk. Then open the Mac preference pane on each Mac you want to sync, go to the iDisk tab, and make sure that iDisk Sync is set to On (if it isn't, click on the Start button). This creates a local copy of everything on your iDisk, which you can access even when you're offline. As long as Update is set to Automatically, whenever you save a file to your iDisk, OS X uploads it to Apple's servers and downloads it to any other Mac you've set up in the same way.
If you're not a .Mac member, if you need more online storage space than .Mac provides (10GB by default, moving to 20GB with MobileMe), or if you want to be able to access your files from your mobile phone, you can try a program that was still a beta release at press time: Sharpcast's SugarSync (subscriptions start at US$25 per year), which securely synchronizes your selected folder(s) to the company's servers and to other computers you own. Evenflow's Dropbox, also a beta release at press time, provides a similar service with an impressively simple user interface, and Jungle Tools' JungleDisk can accomplish nearly the same thing using Amazon.com's S3 service.Select the folders you want to keep in sync, and SugarSync synchronizes them to the company's servers in the background.
However, syncing one or more folders on your iDisk or using a service like SugarSync may not meet all your needs, especially if you have huge volumes of data or if you want the speed of direct Mac-to-Mac transfers (instead of waiting for an upload followed by a download). In such cases, a better bet is to use a file-synchronization utility. (For such a utility to work, your computers need to see each other over a network; see "Set Up File Sharing" for details.)
How Sync Utilities Work Almost all synchronization utilities have certain features in common. You specify two locations you want to synchronize-say, a folder on your laptop and the corresponding folder on your desktop Mac. Then you choose the direction of the synchronization: you might specify that files copy from the desktop to the laptop only, from the laptop to the desktop only, or in both directions (thus making sure both locations end up with identical contents). You may also have to decide what action the software should take when both locations contain a file with the same name but different contents-choices include overwriting the older file with the newer one, renaming one of the files and keeping both, and pausing to let you decide what to do on a case-by-case basis.
After you set up your preferences and activate a sync, the software scans the files in both locations and copies just the ones that aren't already the same in both places. Depending on how you set things up, the software may also delete files from one side that were deleted on the other, in order to make the two locations identical. Some synchronization software can perform syncs automatically on a schedule or when other trigger events occur, such as mounting a network volume. This can be useful, for example, if you want to synchronize your laptop with your desktop Mac every time you come home from a business trip and connect to your local network.
Dozens of applications, including many backup programs, can do all this. Macworld has recently reviewed several: Econ Technologies' $30 ChronoSync 3.3.6, Softobe's $40 FoldersSynchronizer X 3.6.3, and Qdea's $100 Synchronize Pro X 6.0.1; Qdea also offers the $30 Synchronize X Plus 3.5, which has many of the synching features of its Pro sibling). My favorite is ChronoSync, which has a wide range of options for customization and scheduling, and has been highly reliable in my testing.Synchronize Pro X lets you set up custom syncs or backups.
Choose Which Files to Sync If both Macs have suitably large hard drives and if you do similar work on each, you might consider synchronizing your entire user folder (your user folder) between the two, as that folder likely contains all your personal files. Because your user folder includes, by default, all your music, photos, and e-mail, not to mention the information included in a .Mac sync (contacts, calendars, and so on), syncing the whole thing can eliminate the need to come up with a separate strategy for each kind of data.
However, syncing all your data in this way can be highly problematic-in fact, it can actually lead to data loss if you've used both computers between synchronization sessions: If you've changed database files (including those that Mail, Entourage, or iTunes uses), disk images (such as the ones that hold Windows installations for Parallels Desktop or VMware Fusion), or other similar files, one computer's version of the file will overwrite the other's, rather than specific data within the files being synchronized. Unless you know for sure that files will not change on either computer while the other is in use, it's much safer to restrict synchronization to more-specific folders.
If you normally keep the documents you create in your Documents folder or in one of its subfolders, syncing the Documents folder between two Macs is a reasonable choice. However, you may want to be more selective. For example, let's say you use your desktop Mac for page-layout work in Adobe InDesign and store those files in Documents, but you never use InDesign on your laptop. You can save time and disk space by excluding the folder(s) for desktop-publishing documents from syncs. Or if you use your laptop mainly to edit Microsoft Office documents related to a particular project, you might decide to synchronize only the folder(s) you store that data in.
File Syncing Tips For the most part, once you've selected the files you want to sync, getting the synchronization done is simply a matter of choosing a source, a destination, and the particular options in your synchronization utility, and then clicking on a Synchronize button. However, a few tips may help you to avoid potential pitfalls:
Don't Sync Applications Many applications store essential components outside of the Applications folder (for example, in /Library/Application Support and other Library subfolders, not to mention preference files), and chances are good that you'll miss some of those pieces when you try to sync applications. The result could be malfunctioning programs on one or all of your computers. For more reliable operation, install applications on each computer separately.
Test Syncs First Many sync utilities offer a test mode that lets you see what changes would be made during a sync, without actually copying any files. Checking out these sync scenarios ahead of time has saved me from losing files to user error more than once. For example, you can click on ChronoSync's Trial Sync button instead of its Synchronize button, or you can go to FoldersSynchronizer X's General preference pane and select Show Preview in the Before Sync section.
Delete with Caution When performing a bidirectional sync, as you most likely will when synchronizing two computers that are both used actively, sync utilities let you specify whether to delete files that have been removed from the other side. This may be what you want, but it could also result in the loss of important data if you have a preference set incorrectly or if you delete a file by mistake. At least for the first few runs, until you're comfortable with the way your synchronization works, choose a setting that moves deleted files to another folder or asks for your approval before deleting them.
Sync Selectively In some situations, you won't want to synchronize all your important files between both of your Macs. For example, you may not need many of the files in your desktop Mac's Downloads folder to be transferred to your laptop-especially if the laptop is short on disk space.
Salesforce's E-commerce Engine Favoring 'native' Apps
Salesforce is developing an e-commerce engine called Force.com Checkout, but for now only "native" applications that are built on its Force.com development platform -- as opposed to ones developed with other tools and then integrated with Salesforce -- can join the pilot program.
Craig Heartwell, chief technology officer of Salesforce partner OnDialog, a maker of marketing software, was irked when a Salesforce representative told him the news, according to a since-removed post on his blog.
"After proving to the world that SaaS can work really well and inspiring a new generation of entrepreneurs to abandon the old software vendor models and become SaaS providers, [Salesforce CEO Marc Benioff] has now decided that the only SaaS that really matters is his SaaS," he wrote. "So he's just been taking advantage of partner companies to build up his own, and he is now abandoning those partners because he wants to be the only player."
Salesforce made its decision because Force.com "wasn't getting enough market traction," Heartwell claimed at another point.
OnDialog integrates its software with Salesforce and is listed on its AppExchange site. Users can browse and test software listed there, but the actual ordering and billing process occurs separately through Salesforce, or its partners, hence the Checkout service.
In a subsequent post, Heartwell tempered his criticisms, stressing that the two companies' business relationship remains intact.
"[Salesforce's] strategy wasn't really a loss of some existing 'thing' as much as a loss of future potential 'things' -- and (in my humble opinion) a negative for customers ... They could have done better by us," he wrote in part.
He did not respond to requests for additional comment.
A Salesforce official adopted a neutral posture in responding to Heartwell's criticism.
"I applaud this partner's passion," said Bruce Francis, vice president of corporate strategy. "The fact that we have passionate partners like this one is a testament to what a great program the AppExchange has been."
There are more than 800 applications on the AppExchange, according to Salesforce. However, Francis could not say how many are natively built: "I don't know if we've added that up and released that number."
As for the Checkout service, Francis stressed that it is still in a pilot phase, but that user feedback is informing the company's decision to admit only native applications for now.
"One thing that customers have been saying is that we want applications built on the same metadata model [as Salesforce and Force.com]," he said.
However, Salesforce hasn't decided whether only native applications will be allowed to use it in the future, he said. "We want to make sure we are responding to the community. We're going to learn from this pilot and learn from our partners. We would be foolish not to listen to what our partners are telling us."
He downplayed the notion that Salesforce wants to lock ISVs (independent software vendors) into its platform. "We want all partners to succeed. Building natively on Force.com is one [way]."
Convio is doing just that, developing an application that nonprofits can use to manage donor information.
The company "did a pretty serious investigation and evaluation of how to enter this market" and decided building on Force.com would be the best approach, said Tom Krackeler, vice president of product management.
"There are tons of ways to integrate third-party apps to Salesforce. None of that is changing," he added.
Salesforce likely wanted to minimize the number of variables while the Checkout service is in its developmental stages, he said. "From my perspective, it was not surprising. It seemed sensible."
Appirio, which has products that integrate Salesforce with Google Apps, also develops natively on Force.com.
Salesforce's platform lets the vendor "focus on solving customer problems, instead of on back office or infrastructure," Ryan Nichols, vice president of products and marketing, said via e-mail. When the Checkout service goes live, it will enable Appirio to focus on its software, "instead of developing yet another shopping cart," he added.
Salesforce first announced its plans for an e-commerce engine in late 2006.
Francis didn't provide a detailed reason for the delay. "A lot of it has been listening to customers," he said.
Part of the thinking behind the Checkout service "is pressure from Wall Street, which is asking them, how can you monetize what you do with AppExchange," said China Martens, an analyst with the 451 Group.
Then again, Salesforce's recent success in winning large enterprise deals may have assuaged investors and bought the company more time to fine-tune the Checkout service, she said.
Craig Heartwell, chief technology officer of Salesforce partner OnDialog, a maker of marketing software, was irked when a Salesforce representative told him the news, according to a since-removed post on his blog.
"After proving to the world that SaaS can work really well and inspiring a new generation of entrepreneurs to abandon the old software vendor models and become SaaS providers, [Salesforce CEO Marc Benioff] has now decided that the only SaaS that really matters is his SaaS," he wrote. "So he's just been taking advantage of partner companies to build up his own, and he is now abandoning those partners because he wants to be the only player."
Salesforce made its decision because Force.com "wasn't getting enough market traction," Heartwell claimed at another point.
OnDialog integrates its software with Salesforce and is listed on its AppExchange site. Users can browse and test software listed there, but the actual ordering and billing process occurs separately through Salesforce, or its partners, hence the Checkout service.
In a subsequent post, Heartwell tempered his criticisms, stressing that the two companies' business relationship remains intact.
"[Salesforce's] strategy wasn't really a loss of some existing 'thing' as much as a loss of future potential 'things' -- and (in my humble opinion) a negative for customers ... They could have done better by us," he wrote in part.
He did not respond to requests for additional comment.
A Salesforce official adopted a neutral posture in responding to Heartwell's criticism.
"I applaud this partner's passion," said Bruce Francis, vice president of corporate strategy. "The fact that we have passionate partners like this one is a testament to what a great program the AppExchange has been."
There are more than 800 applications on the AppExchange, according to Salesforce. However, Francis could not say how many are natively built: "I don't know if we've added that up and released that number."
As for the Checkout service, Francis stressed that it is still in a pilot phase, but that user feedback is informing the company's decision to admit only native applications for now.
"One thing that customers have been saying is that we want applications built on the same metadata model [as Salesforce and Force.com]," he said.
However, Salesforce hasn't decided whether only native applications will be allowed to use it in the future, he said. "We want to make sure we are responding to the community. We're going to learn from this pilot and learn from our partners. We would be foolish not to listen to what our partners are telling us."
He downplayed the notion that Salesforce wants to lock ISVs (independent software vendors) into its platform. "We want all partners to succeed. Building natively on Force.com is one [way]."
Convio is doing just that, developing an application that nonprofits can use to manage donor information.
The company "did a pretty serious investigation and evaluation of how to enter this market" and decided building on Force.com would be the best approach, said Tom Krackeler, vice president of product management.
"There are tons of ways to integrate third-party apps to Salesforce. None of that is changing," he added.
Salesforce likely wanted to minimize the number of variables while the Checkout service is in its developmental stages, he said. "From my perspective, it was not surprising. It seemed sensible."
Appirio, which has products that integrate Salesforce with Google Apps, also develops natively on Force.com.
Salesforce's platform lets the vendor "focus on solving customer problems, instead of on back office or infrastructure," Ryan Nichols, vice president of products and marketing, said via e-mail. When the Checkout service goes live, it will enable Appirio to focus on its software, "instead of developing yet another shopping cart," he added.
Salesforce first announced its plans for an e-commerce engine in late 2006.
Francis didn't provide a detailed reason for the delay. "A lot of it has been listening to customers," he said.
Part of the thinking behind the Checkout service "is pressure from Wall Street, which is asking them, how can you monetize what you do with AppExchange," said China Martens, an analyst with the 451 Group.
Then again, Salesforce's recent success in winning large enterprise deals may have assuaged investors and bought the company more time to fine-tune the Checkout service, she said.
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