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Printing The NYT Costs Twice As Much As Sending Every Subscriber A Free Kindle

January 31st, 2009 No comments

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KindleNYTimes.jpgNot that it’s anything we think the New York Times Company should do, but we thought it was worth pointing out that it costs the Times about twice as much money to print and deliver the newspaper over a year as it would cost to send each of its subscribers a brand new Amazon Kindle instead.

Here’s how we did the math:

According to the Times’s Q308 10-Q, the company spends $63 million per quarter on raw materials and $148 million on wages and benefits. We’ve heard the wages and benefits for just the newsroom are about $200 million per year.

After multiplying the quarterly costs by four and subtracting that $200 million out, a rough estimate for the Times’s delivery costs would be $644 million per year.

The Kindle retails for $359. In a recent open letter, Times spokesperson Catherine Mathis wrote: “We have 830,000 loyal readers who have subscribed to The New York Times for more than two years.” Multiply those numbers together and you get $297 million — a little less than half as much as $644 million.

And here’s the thing: a source with knowledge of the real numbers tells us we’re so low in our estimate of the Times’s printing costs that we’re not even in the ballpark.

Are we trying to say the the New York Times should force all its print subscribers onto the Kindle or else? No. That would kill ad revenues and also, not everyone loves the Kindle.

What we’re trying to say is that as a technology for delivering the news, newsprint isn’t just expensive and inefficient; it’s laughably so.

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the future of video : jeremy allaire

January 30th, 2009 No comments

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the future of video : jeremy allaire

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Week in Review – 1/30

January 30th, 2009 No comments

The European Commission considers hearing impairment risks caused by personal music players, Obama gets to keep his BlackBerry, the Gates Foundation donates money to eradicate polio, MIT creates a seeing machine and more.

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Week in Review – 1/30

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Flash and AIR: Record downloads, winning platform race

January 30th, 2009 No comments

Flash and AIR: Record downloads, winning platform race

Flash and AIR: Record downloads, winning platform race

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Facebook Connect and Apple’s iPhoto ’09

January 30th, 2009 No comments

Facebook Connect and Apple’s iPhoto ’09

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Kick Mugabe out. Now.

January 29th, 2009 No comments

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Kick Mugabe out. Now.

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How to manage your business in a recession

January 29th, 2009 No comments

There’s no script for running a company in this historic downturn. So what the heck do you do? Here are ten ways to weather the storm.

By Geoff Colvin, senior editor at large
Last Updated: January 8, 2009: 5:31 PM ET

(Fortune Magazine) — Exciting as it is to be living through historic economic drama, you can’t just stand by and watch. You have to act – yet you have no script.

So much of today’s turmoil is unprecedented that we can’t find much guidance by looking to the past. For managers across the global economy, as well as for Team Obama on its way to Washington, today’s great question is, What do we do now?

Managing in any recession is difficult; managing through this one is especially hard because it’s different from previous ones in multiple ways. Most immediately significant, employment is plunging more steeply than in a long time – by more than two million jobs last year, more than during the previous two recessions, and this one is far from over.

At the same time, U.S. consumer spending is falling sharply. In the third quarter it sank at a 3.1% annual rate, the steepest decline since 1980 – meaning that managers who have made it through the past four recessions have never confronted anything like it. Best Buy (BBY, Fortune 500) president Brian Dunn said recently, “In 42 years of retailing, we’ve never seen such difficult times for the consumer.”

The drop is worrisome because consumer spending is more than 70% of America’s economy, and while it may rise quickly or slowly, it almost always rises. During the whole of the last recession (2001), consumer spending never declined at all; its growth only slowed.

Compounding the problem, consumers are more deeply in debt than ever, an immediate concern for companies that lend to consumers; American Express (AXP, Fortune 500) CEO Ken Chenault calls this “one of the most challenging economic environments we’ve seen in many decades.”

Longer term, consumers’ balance sheets are so ugly that many executives believe this recession may linger as people slowly rebuild their finances. Dunkin’ Brands chairman Jon Luther says, “This downturn will not have a typical V-shape, where it bounces right back. It could be a couple of years before consumer spending goes up again.”

Consumers aren’t the only ones deleveraging. Companies are too, and on a more massive scale than ever seen before. That means business-to-business firms are also suffering. Cisco (CSCO, Fortune 500) CEO John Chambers predicts that his company’s sales will decline for the first time in five years.

Deleveraging is typical in a recession, but because boom-time leverage had reached unprecedented levels, the reverse process may become particularly violent. Deere (DE, Fortune 500) CEO Bob Lane cites current deleveraging as a main difference between this recession and previous ones: “The U.S. economy has never been through anything like this, and we don’t know what the effects will be.”

Yet another important difference – the credit crunch – affects even those companies that are reducing debt, but especially those that aren’t. Virtually all firms depend on a constant flow of credit to carry them smoothly through the ups and downs of business fluctuations. While it’s entirely typical for lenders to get more cautious in a downturn, the near freezing of credit is something else again. Even companies able to pay higher interest rates may find that credit isn’t available from the usual sources at any price.

Making this recession unique above all is its sheer interconnected complexity. Consider this sequence: The U.S. housing bubble bursts, pushing U.S. consumer spending down, leading to less demand for imports from China, causing slower growth of the Chinese economy, thus decreasing demand for copper, pushing copper prices down to their lowest levels in almost three years, causing big problems for you and your warehouse full of copper. You can conduct pretty fancy scenario planning and still not be ready for that – and it’s safe to say we’ve barely begun to see the rippling effects of a recession in an information-based, truly international economy.

Don’t wait

Yet that’s the environment in which you must manage. How? Insights and practices from global executives, consultants, and others suggest several steps you can take now.

As usual in these situations, much will depend on how quickly you move. It’s human nature to avoid confronting bad news and to imagine that today’s troubles will pass more quickly and easily than they really will. Virtually everyone Fortune spoke to recommends the opposite: Assume conditions will be worse than you actually expect.

“You identify areas where you think you can be more efficient by assuming the worst-case scenario,” says Intuit (INTU) CEO Brad Smith. “Then you end up saying, Why don’t we just do that anyhow?” Facing the coming reality before your competitors do can make a big difference in which of you stays healthy or even who survives.

It must be said that some of the most effective moves you can make for prospering through a recession are ones you established a long time ago. In times like these the strong get stronger and the weak get eaten. In the tumultuous third quarter, while Washington Mutual and IndyMac Bank were failing, Bank of America (BAC, Fortune 500) – which got out of subprime mortgages in 2001 – attracted $21 billion of new consumer deposits as consumers ran to safety. When the Wickes furniture retailing chain filed for bankruptcy earlier this year, more than 100 truckloads of furniture were on their way to its stores; a Milwaukee retailer that had remained financially solid, Steinhafels, bought the contents of several at bargain prices.

Remember that for next time. For now, what’s done is done. No matter what shape your business is in, it will benefit from following these ten recommendations.

It’s hard to be upbeat in a recession, but it truly is an opportunity. Marathoners and Tour de France racers will tell you that a race’s hardest parts, the uphill stages, are where the lead changes hands. That’s where we are. When this recession ends, when the road levels off and the world seems full of promise once more, your position in the competitive pack will depend on how skillfully you manage right now.

Reporter associates Steven Gray, Christopher Tkaczyk and Yi-Wyn Yen contributed to this article.

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European panel questions hearing risks with music players

January 29th, 2009 No comments

The European Commission convened a panel to consider the risks of hearing caused by personal music players.

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European panel questions hearing risks with music players

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R4 Revolution back on the market

January 29th, 2009 No comments

The R4 Revolution, which lets users play cloned Nintendo DS software, is back on sale after legal action by Nintendo threatened to halt sales.

R4 Revolution back on the market

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Netbooks could be the next hit cell phones

January 29th, 2009 No comments

AT&T looks to sell mini-laptops, bundled with wireless data contracts, for prices like $99 or less. Is the gambit brilliant or foolhardy?

By Jon Fortt, senior writer
January 28, 2009: 10:28 AM ET

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(Fortune) — Glenn Lurie knows Silicon Valley better than most telecom industry types. As AT&T’s point man on the iPhone, he was the guy who camped out in Cupertino and hashed out the blockbuster iPhone launch with Apple. The next big game in his sights? The netbook.

That’s right, the netbook, that shrunken, low-priced laptop that lately has been a rare bright spot in the moribund PC industry. To hear Lurie tell it, AT&T’s next hit phone might not be a phone at all, but a netbook with built-in Internet access that works anywhere you can get a cell signal.

Get ready for the clincher: Sign up for a two-year contract, and you might get your new PC for $99 or less.

The upshot is that the “free phone” phenomenon that helped make handsets ubiquitous in the U.S. isn’t just for phones anymore. The first signs of change came this past holiday season when, working with AT&T (T, Fortune 500), Radio Shack offered a $99 deal on an Acer netbook, a promotion that went “extremely well,” Lurie says. “That Acer one’s a great example of how partnerships are going to work. That was Radio Shack coming to us saying, ‘We’ve got an idea. Can you help us?’ ”

As president of AT&T’s new Emerging Devices division, Lurie hopes to do a lot more of those deals. His mission is to get just about everything except phones connected to AT&T’s broadband network — laptops, GPS devices, cars, games, medical equipment, “all the way to dog collars,” he quips.

It’s only January, but he’s off to a fast start. At the annual Consumer Electronics Show gadgetfest earlier this month, Lurie teamed with Sony (SNE) and Dell (DELL, Fortune 500) to announce that a new Sony camera will use AT&T’s wireless network to automatically upload photos, and Dell will discount its $449 Inspiron Mini 9 netbook to $99 when buyers sign up for an AT&T data plan. (Of course, there’s a catch: The price gets to $99 only after a $349 mail-in rebate, so you’ve got to front the money and trust the fickle Rebate Fairy to follow through.)

Why is AT&T helping to fund netbook discounts? Well, such deals have already proven popular in Europe and Asia, and U.S. carriers are looking for effective ways to lock customers into data contracts. Even in this tough economy, carriers are spending billions to boost their network speeds and out-duel the competition. But the carriers know bragging rights to the fastest data connection aren’t worth much unless customers actually sign up. They have a hunch that cheap netbooks will get customers to commit to two-year data plans, just like free phones did for voice.

The plan could backfire. AT&T doesn’t know yet whether netbook users will prove to be as loyal (and profitable) as, say, iPhone users. If they’re not, the discounts could turn out to be a waste of money. And there’s certainly no guaranteed that even the lure of a cheap netbook will get the masses to increase their monthly phone bills in the midst of a punishing recession.

But the titans of the PC industry certainly seem to be rooting for the idea of signing on with carriers. Kevin Frost, who runs the consumer notebook division for Hewlett-Packard (HPQ, Fortune 500), said last year that part of the company’s vision is to make laptops as ubiquitous as cell phones, and working with folks like AT&T fits in perfectly.

What about Apple (AAPL, Fortune 500)? Lurie won’t offer specifics of course, but during our chat he mentions that he just sat down with Apple Chief Operating Officer Tim Cook a few minutes earlier. Will AT&T ever sell a discounted MacBook? “We’re having conversations with lots of folks,” Lurie says. “I would very much like to do more business with Apple, and hope that we do.”

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The Russian prime minister tells the Dell CEO: ?We don?t need help. We are not invalids.?

January 29th, 2009 No comments

Putin-Dell slapdown at Davos

( hahaha ! way to go P Man, we love you out here in Austria, whats the plan for New Year 2010, how many of us do you want to see freeze ? )

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The Russian prime minister tells the Dell CEO: ?We don?t need help. We are not invalids.?

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Windows kicks Linux to the curb

January 29th, 2009 No comments

Windows kicks Linux to the curb

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Windows kicks Linux to the curb

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T-Mobile BlackBerry Curve 8900 First Impressions

January 29th, 2009 No comments

After the BlackBerry Bold’s epically delayed launch on AT&T and the Storm’s epically borked launch everywhere, RIM needs 2009 to be better than 2008. The T-Mobile BlackBerry Curve 8900 is a good way to start.

T-Mobile BlackBerry Curve 8900


We looked at a close-to-production model Curve 8900 a few months ago (albeit one marked for the Death Star). So far, our experience on this retail unit for T-Mobile has been pretty much the same as it was on the prototype, both good and bad (but mostly good).

Previously on Gizmodo: AT&T BlackBerry Curve 8900


We won’t call anything bulletproof without less than a week with the device (especially given horribly depressing comments muttered recently by RIM’s CEO), but BlackBerry OS 4.6 has been around for several months and been on a few devices at this point, and the Curve 8900, so far, seems like the most stable and least buggy product RIM has shipped in a while. It’s also notably hardware that’s a return to what they’re most comfortable making—a 2G device with Wi-Fi—the kind of phone they’d poop out in the old days (you know, two years ago) and it’d still work fine and deflect missiles and small children while maintaining two-day battery life. So, it does bode well.Conceptually, the Curve 8900 is almost exactly what you want in a sequel—it ups the ante in a lot of the right ways, like sex quotient, but keeps the fundamentals in place. It’s not a beautiful piece of hardware that will magnetically pull drool out of people’s lips in a trickle, but it’s black-and-chrome modern enough with just the right lines (borrowed from the Storm) that it will draw eyes, if only for a split second.

Hardware
Three things make the hardware exceptional: The screen is delicious and not just because a video of John Mayer is preloaded on it, one thing RIM’s been getting very right (the screen, not John Mayer, though that is also very right). Colors pop like John Mayer’s lyrics, contrast is contrasty and the 480×360 resolution is fantastic, with a nice, wide viewing angle. The screen’s still too small to watch anything longer than a music video—starring say, John Mayer—but it’ll look pretty good while it’s rolling.

The new “Atomic” trackball seems noticeably sturdier than the one that’s been on BlackBerrys for years. It’s more solidly implanted in the device, with less room for nasty junk to squeeze inside, but still plenty of spin in the wheel.

The keyboard, I feel, is better than the original Curve’s, with a more pronounced sloped to the keys, a la BlackBerry Bold. I prefer the Bold’s keyboard, since it’s way roomier and has perfectly squishy keys, as opposed to the super-punchy ones found on the Curve 8900. That said, the Curve 8900 keyboard is still one of the best smartphone keyboards you’ll ever tap on. RIM knows how to make QWERTY keyboards with their Canadian eyes closed, even if they’re still working out the whole touchscreen clicky thing.

The build quality is another strong point. It’s a solid device that you know won’t go down without a fight, like all RIM hardware. I’d say it feels more sturdy than the original Curve, which I always thought was excessively plastic-y. It definitely feels nicer than the Curve—more high end, and its smoother lines make for a better handfeel too. The weight’s similar to the iPhone 3G—not a feather, but not a monster like the G1 or BlackBerry Bold. The flimsiest part of the phone is the cheapo battery cover, which pops off and on mercifully easy.

A few things muddle the hardware’s excellence: The lack of 3G (sorry, once you’re used to it, you can’t go back) and the Wi-Fi’s persnicketiness—it just didn’t want to play nice with a few of the secured Wi-Fi networks I had it on, constantly dropping out. Open Wi-Fi points seemed just fine though. Also, when I talked to my mommy, the call quality wasn’t bad—it was very clear—but it also had a weird kind of hollowness to it.

Software
Software-wise, the Curve 8900 has every strength and weakness that every BlackBerry phone has when compared to other smartphones: If you’re not familiar with BlackBerry email, BlackBerrys are all about it, with features like real push, server-side search, Exchange support, serious security, a million keyboard shortcuts and other power perks. It’s not the sexiest looking email client around, but it does everything you’d ever want a smartphone to do in terms of email. There’s a reason it’s a corporate warrior’s mandatory piece of kit.

The OS is fairly easy to use (some particulars aside)—it’s an icon-based layout where what you see is what you get. Settings can be a bit of a listicle labyrinth, but for the most part, everything’s presented right up front and easy to get to.

Even though the iPhone and though Android get all the press for apps, BlackBerry also has the backing of a pretty solid developer community for applications, so there are tons of applications to download and install, even if they aren’t quite as shiny as what’s on the iPhone or Android or available from a convenient storefront (yet). The Curve 8900 comes loaded with a solid starter suite though, with instant messenger apps from everybody that matters, like AIM and GTalk; BlackBerry Maps (which is alright, though I prefer Google Maps); and Office to Go, which lets you edit Word, Excel and PowerPoint files…on the go. The media apps work fine, with a fairly generic UI.

The software is hampered mostly by its message-oriented roots, so while it does email better than anyone and does have a ton of apps from the developer community, the whole web thing the iPhone, Android and Palm Pre get, and its attempt to scale to that kind of complexity, is clearly a struggle within the BlackBerry OS paradigm. The Curve 8900’s browser, though ridiculously more usable and accurate at rendering than the original Curve’s, is slow even over Wi-Fi. Its application approach is still browser-oriented while we wait for the BlackBerry app store and it’s pokey and annoying, even from RIM’s own central app hub. The apps are there and many are good—Kevin from CrackBerry highly recommends the Bolt browser for a much faster browsing experience—you just have to find ‘em.

Oh, one other sore point for BlackBerry is trying to sync one to a Mac. It’s not a fun experience, with PocketMac providing nowhere near the kind of complete functionality of the PC BlackBerry Desktop Software, which handles all of your syncing, app and media management, and the total inability to have more one sync program installed on a Mac at once. If you install BlackBerry Media Sync to sync iTunes to your BlackBerry on a Mac, it borks your other syncing programs. =(

Conclusion
Based on our time so far, if you have a BlackBerry Curve, the Curve 8900 is the same thing, but better in a lot of little ways that add up to a markedly better experience overall, thanks to a gorgeous display, slicker OS and well-designed hardware.

It’s not a phone to switch to T-Mobile for—especially since it’s obviously coming to AT&T, and most probably Verizon and Sprint too—but this is the BlackBerry that most people will be rocking in the next year as it inevitably spreads from carrier to carrier, and for good reason. If you’re on T-Mobile, you really have two (good) choices for a smartphone now: This or the G1. If you do serious business, well, the choice is made for you.

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Introducing Measurement Lab

January 29th, 2009 No comments

Introducing Measurement Lab

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Introducing Measurement Lab

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What Would Google Do?

January 28th, 2009 No comments

What Would Google Do?

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What Would Google Do?

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