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Gonzalo San Gil, PhD.

BitTorrent Traffic Share Drops to New Low - TorrentFreak - 0 views

    • Gonzalo San Gil, PhD.
       
      # ! "don't believe everything You hear..." # ! ;)
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    " Ernesto on September 18, 2015 C: 49 Breaking New data published by Canadian network management company Sandvine reveals that BitTorrent's share of total Internet traffic during peak hours is going down. For the first time since the file-sharing boom began it has dropped below 10% in Europe and the same downward trend is visible in the Asia-Pacific region."
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    " Ernesto on September 18, 2015 C: 49 Breaking New data published by Canadian network management company Sandvine reveals that BitTorrent's share of total Internet traffic during peak hours is going down. For the first time since the file-sharing boom began it has dropped below 10% in Europe and the same downward trend is visible in the Asia-Pacific region."
Paul Merrell

Internet users raise funds to buy lawmakers' browsing histories in protest | TheHill - 0 views

  • House passes bill undoing Obama internet privacy rule House passes bill undoing Obama internet privacy rule TheHill.com Mesmerizing Slow-Motion Lightning Celebrate #NationalPuppyDay with some adorable puppies on Instagram 5 plants to add to your garden this Spring House passes bill undoing Obama internet privacy rule Inform News. Coming Up... Ed Sheeran responds to his 'baby lookalike' margin: 0px; padding: 0px; borde
  • Great news! The House just voted to pass SJR34. We will finally be able to buy the browser history of all the Congresspeople who voted to sell our data and privacy without our consent!” he wrote on the fundraising page.Another activist from Tennessee has raised more than $152,000 from more than 9,800 people.A bill on its way to President Trump’s desk would allow internet service providers (ISPs) to sell users’ data and Web browsing history. It has not taken effect, which means there is no growing history data yet to purchase.A Washington Post reporter also wrote it would be possible to buy the data “in theory, but probably not in reality.”A former enforcement bureau chief at the Federal Communications Commission told the newspaper that most internet service providers would cover up this information, under their privacy policies. If they did sell any individual's personal data in violation of those policies, a state attorney general could take the ISPs to court.
Gonzalo San Gil, PhD.

Online Piracy Drops in Australia, Thanks to Netflix - TorrentFreak - 0 views

    • Gonzalo San Gil, PhD.
       
      # ! #choice is the #chance, not persecution of (sharing) Aficionad@s who, in the other hand, are giving important lessons to the industry...
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    " Ernesto on October 14, 2015 C: 49 News For the first time in years, online piracy rates have dropped significantly in Australia. The downswing coincides with the launch of Netflix, which played a key role as most consumers who say they are pirating less cite legal alternatives as the main reason. "
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    " Ernesto on October 14, 2015 C: 49 News For the first time in years, online piracy rates have dropped significantly in Australia. The downswing coincides with the launch of Netflix, which played a key role as most consumers who say they are pirating less cite legal alternatives as the main reason. "
Matteo Spreafico

Google Redefines Disruption: The "Less Than Free" Business Model - 0 views

  • In the summer of 2007, excitement regarding the criticality of map data (specifically turn-by-turn navigation data) reached a fever pitch.  On July 23, 2007, TomTom, the leading portable GPS device maker, agreed to buy Tele Atlas for US$2.7 billion. Shortly thereafter, on October 1, Nokia agreed to buy NavTeq for a cool US$8.1 billion. Meanwhile Google was still evolving its strategy and no longer wanted to be limited by the terms of its two contracts. As such, they informed Tele Atlas and NavTeq that they wanted to modify their license terms to allow more liberty with respect to syndication and proliferation. NavTeq balked, and in September of 2008 Google quietly dropped NavTeq, moving to just one partner for its core mapping data. Tele Atlas eventually agreed to the term modifications, but perhaps they should have sensed something bigger at play.
  • Rumors abound about just how many cars Google has on the roads building it own turn-by-turn mapping data as well as its unique “Google Streetview” database. Whatever it is, it must be huge. This October 13th, just over one year after dropping NavTeq, the other shoe dropped as well. Google disconnected from Tele Atlas and began to offer maps that were free and clear of either license. These maps are based on a combination of their own data as well as freely available data. Two weeks after this, Google announces free turn-by-turn directions for all Android phones. This couldn’t have been a great day for the deal teams that worked on the respective Tele Atlas and NavTeq acquisitions.
  • Google’s free navigation feature announcement dealt a crushing blow to the GPS stocks. Garmin fell 16%. TomTom fell 21%. Imagine trying to maintain high royalty rates against this strategic move by Google. Android is not only a phone OS, it’s a CE OS. If Ford or BMW want to build an in-dash Android GPS, guess what? Google will give it to them for free.
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  • I then asked my friend, “so why would they ever use the Google (non open source) license version.”  (EDIT: One of the commenters below pointed out that all Android is open source, and the Google apps pack, including the GPS, is licensed on top.  Doesn’t change the argument, but wanted the correct data included here.)  Here was the big punch line – because Google will give you ad splits on search if you use that version!  That’s right; Google will pay you to use their mobile OS. I like to call this the “less than free” business model.
  • “Less than free” may not stop with the mobile phone. Google’s CEO Eric Schmidt has been quite outspoken about his support for the Google Chrome OS. And there is no reason to believe that the “less than free” business model will not be used here as well. If Sony or HP or Dell builds a netbook based on Chrome OS, they will make money on every search each user initiates. Google, eager to protect its search share and market volume, will gladly pay the ad splits. Microsoft, who was already forced to lower Windows netbook pricing to fend off Linux, will be dancing with a business model inversion of epic proportion – from “you pay me” to “I pay you.”  It’s really hard to build a compensation package for your sales team on those economics.
Gonzalo San Gil, PhD.

Killing Spotify's Free Version Will Boost Piracy | TorrentFreak [# ! Note] - 0 views

    • Gonzalo San Gil, PhD.
       
      # ! The Truth is That Industry DOESN'T WANT any competitive, affordable and convenient online music service, as '#They' want to keep on manipulating market and, this, way, try to control the #FreeThinking' that a wide supply of music contents provides... # ! And, of course, preserve its de facto monopoly in the (music related) market panorama...
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    [ Ernesto on May 10, 2015 C: 0 Opinion Spotify is generally hailed as a piracy killer, with music file-sharing traffic dropping in virtually every country where the service launches. However, much of this effect may be lost if recent calls to end Spotify's free tier are honored. ...]
Gonzalo San Gil, PhD.

Free Music Archive: The WIRED CD: Rip. Sample. Mash. Share. - 0 views

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    "This CD was distributed along with Wired Magazine's Nov 2004 issue. It is a collection of songs produced under Creative Commons, inspired by Creative Commons' remix website, ccMixter. "Rip, mix, burn. Swap till you drop. The music cops can't do a thing - it's 100 percent legal, licensed by the bands. The Wired CD, copyrighted for the 21st century." check out Wired Magazine's page for this release here, with a great article by Thomas Goetz. Also check it out on ccMixter here."
Paul Merrell

Social Media Giants Choking Independent News Site Traffic to a Trickle - 0 views

  • Several prominent figures, including Web inventor Tim Berners-Lee, warned the EU Parliament that its proposed censorship measure would begin transforming the Internet from an open platform for sharing and innovation, into a tool for the automated surveillance and control of its users.
  • For much of the year, independent media has felt the sting of increased social media censorship, as the “revolving door” between U.S. intelligence agencies and social-media companies has manifested in a crackdown on news that challenges official government narratives. With many notable independent news websites having shut down since then as a result, those that remain afloat are being censored like never before, with social media traffic from Facebook and Twitter completely cut off in some cases. Among such websites, social media censorship by the most popular social networks is now widely regarded to be the worst it has ever been – a chilling reality for any who seek fact-based perspectives on major world events that differ from those to be found on well-known corporate-media outlets that consistently toe the government line. Last August, MintPress reported that a new Google algorithm targeting “fake news” had quashed traffic to many independent news and advocacy sites, with sites such as the American Civil Liberties Union, Democracy Now, and WikiLeaks, seeing their returns from Google searches experience massive drops. The World Socialist Website, one of the affected pages, reported a 67 percent decrease in Google returns while MintPress experienced an even larger decrease of 76 percent in Google search returns. The new algorithm targeted online publications on both sides of the political spectrum critical of U.S. imperialism, foreign wars, and other long-standing government policies. Now, less than a year later, the situation has become even more dire. Several independent media pages have reported that their social media traffic has sharply declined since March and – in some cases – stopped almost entirely since June began. For instance, independent media website Antimedia – a page with over 2 million likes and follows – saw its traffic drop from around 150,000 page views per day earlier this month to around 12,000 as of this week. As a reference, this time last year Antimedia’s traffic stood at nearly 300,000 a day.
Paul Merrell

Rural America and the 5G Digital Divide. Telecoms Expanding Their "Toxic Infrastructure... - 0 views

  • While there is considerable telecom hubris regarding the 5G rollout and increasing speculation that the next generation of wireless is not yet ready for Prime Time, the industry continues to make promises to Rural America that it has no intention of fulfilling. Decades-long promises to deliver digital Utopia to rural America by T-Mobile, Verizon and AT&T have never materialized.  
  • In 2017, the USDA reported that 29% of American farms had no internet access. The FCC says that 14 million rural Americans and 1.2 million Americans living on tribal lands do not have 4G LTE on their phones, and that 30 million rural residents do not have broadband service compared to 2% of urban residents.  It’s beginning to sound like a Third World country. Despite an FCC $4.5 billion annual subsidy to carriers to provide broadband service in rural areas, the FCC reports that ‘over 24 million Americans do not have access to high-speed internet service, the bulk of them in rural area”while a  Microsoft Study found that  “162 million people across the US do not have internet service at broadband speeds.” At the same time, only three cable companies have access to 70% of the market in a sweetheart deal to hike rates as they avoid competition and the FCC looks the other way.  The FCC believes that it would cost $40 billion to bring broadband access to 98% of the country with expansion in rural America even more expensive.  While the FCC has pledged a $2 billion, ten year plan to identify rural wireless locations, only 4 million rural American businesses and homes will be targeted, a mere drop in the bucket. Which brings us to rural mapping: Since the advent of the digital age, there have been no accurate maps identifying where broadband service is available in rural America and where it is not available.  The FCC has a long history of promulgating unreliable and unverified carrier-provided numbers as the Commission has repeatedly ‘bungled efforts to produce accurate broadband maps” that would have facilitated rural coverage. During the Senate Commerce Committee hearing on April 10th regarding broadband mapping, critical testimony questioned whether the FCC and/or the telecom industry have either the commitment or the proficiency to provide 5G to rural America.  Members of the Committee shared concerns that 5G might put rural America further behind the curve so as to never catch up with the rest of the country
Paul Merrell

Alfresco Labs 3.0 Final Version Supports CMIS - 0 views

  • Alfresco Software Inc., today announced the general availability of Alfresco Labs 3 Final. This is a milestone release for Alfresco Labs and is immediately available for download under the open source GPL license at:       http://wiki.alfresco.com/wiki/Download_Labs "In the current economic environment organizations seek more cost effective and productive methods of managing increased volumes of content and greater levels of compliance. Alfresco delivers an innovative solution for ECM, while dramatically reducing the associated costs," said John Newton, CTO of Alfresco Software. "This release is designed to be the open source content services platform for all Alfresco and non-Alfresco content applications from document management and web content management to wikis. Alfresco has already utilized the emerging CMIS standard to integrate content services to other open source systems like Joomla, as well as offering integrations to MediaWiki, Open Office and WordPress. We strongly recommend that our open source community download this release."
  • Native SharePoint protocol support: Seamless document editing via SharePoint protocol Flex Document Previewer: Zoom, snap points and full-screen AJAX Calendar: Drag-and-drop event support Links Directory Manager: Share internal and external links Document Management Enhanced SharePoint protocol site and workspace support Email Management Email-In Smart Folders: Email storage with attachment support
  • CMIS REST and Web Services binding Content Management Interoperability Services (CMIS) support SharePoint Protocol Support Native SharePoint Protocol support from Microsoft Office and Alfresco Share
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  • Alfresco has seen major adoption of its open source ECM system throughout the world. There have been over 1.5 million downloads of Alfresco Labs. Alfresco Labs is designed to be the research vehicle for new features, enabling developers to access a nightly build with the latest functionality. The Alfresco Labs 3 build is a stable build with basic QA against an open source stack. Alfresco Enterprise is the supported Alfresco build and is used by more than 700 enterprise customers, including the NYSE, Los Angeles Times, Boise Cascade, Sony Pictures, Activision, Kaplan, FedEx, and KLM.
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    Virtually all of the big ECM players have joined the OASIS CMIS TC, but how many are there to collaborate and how many to obstruct? See . The Alfresco Labs FOSS CMIS and BPM hub seems to be gaining by leaps and bounds and now offers even more app interop connections including -- vitally -- with Sharepoint. CMIS is a standard we might keep an eye on.
Gary Edwards

Microsoft Office whips Google Docs: It's finally game over | Computerworld Blogs - 0 views

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    "If there was ever any doubt about whether Microsoft or Google would win the war of office suites, there should be no longer. Within the last several weeks, Microsoft has pulled so far ahead that it's game over. Here's why. When it comes to which suite is more fully featured, there's never been any real debate: Microsoft Office wins hands down. Whether you're creating entire presentations, creating complicated word-processing documents, or even doing something as simple as handling text attributes, Office is a far better tool. Until the last few weeks, Google Docs had one significant advantage over Microsoft Office: It's available for Android and the iPad as well as PCs because it's Web-based. The same wasn't the case for Office. So if you wanted to use an office suite on all your mobile devices, Google Docs was the way to go. Google Docs lost that advantage when Microsoft released Office for the iPad. There's not yet a native version for Android tablets, but Microsoft is working on that, telling GeekWire, "Let me tell you conclusively: Yes, we are also building Android native applications for tablets for Word, Excel and PowerPoint." Google Docs is still superior to Office's Web-based version, but that's far less important than it used to be. There's no need to go with a Web-based office suite if a superior suite is available as a native apps on all platforms, mobile or otherwise. And Office's collaboration capabilities are quite considerable now. Of course, there's always the question of price. Google Docs is free. Microsoft Office isn't. But at $100 a year for up to five devices, or $70 a year for two, no one will be going broke paying for Microsoft Office. It's worth paying that relatively small price for a much better office suite. Google Docs won't die. It'll be around as second fiddle for a long time. But that's what it will always remain: a second fiddle to the better Microsoft Office."
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    Google acquired "Writely", a small company in Portola Valley that pioneered document editing in a browser. Writely was perhaps the first cloud computing editor to go beyond simple HTML; eventually crafting some really cool CSS-JavaScript-JSON document layout and editing methods. But it can't edit native MSOffice documents. It converts them. There are more than a few problems with the Google Docs approach to editing advanced "compound" documents, but two stick out and are certain to give pause to anyone making the great transition from local workgroup computing, to the highly mobile, always connected, cloud computing. The first problem certain to become a show stopper is that Google converts documents to their native on-line format for editing and collaboration. And then they convert back. To many this isn't a problem. But if the document is part of a workflow or business process, conversion is a killer. There is an old saw affectionately known as "Reuters Law", dating back to the ODF-OXML document wars, that emphatically states; "Conversion breaks documents." The breakage includes both the visual layout of the document, and, the "compound" aspects and data connections that are internal to the document. Think of this way. A business document that is part of a legacy Windows Workgroup workflow is opened up in gDocs. Google converts the document for editing purposes. The data and the workflow internals that bind the document to the local business system are broken on conversion. The look of the document is also visually shredded as the gDocs layout engine is applied. For all practical purposes, no matter what magic editing and collaboration value is added, a broken document means a broken business process. Let me say that again, with the emphasis of having witnessed this first hand during the year long ODF transition trials the Commonwealth of Massachusetts conducted in 2005 and 2006. The business process broke every time a conversion was conducted "on a busines
Gary Edwards

Can C.E.O. Satya Nadella Save Microsoft? | Vanity Fair - 0 views

  • he new world of computing is a radical break from the past. That’s because of the growth of mobile devices and cloud computing. In the old world, corporations owned and ran Windows P.C.’s and Window servers in their own facilities, with the necessary software installed on them. Everyone used Windows, so everything was developed for Windows. It was a virtuous circle for Microsoft.
  • Now the processing power is in the cloud, and very sophisticated applications, from e-mail to tools you need to run a business, can be run by logging onto a Web site, not from pre-installed software. In addition, the way we work (and play) has shifted from P.C.’s to mobile devices—where Android and Apple’s iOS each outsell Windows by more than 10 to 1. Why develop software to run on Windows if no one is using Windows? Why use Windows if nothing you want can run on it? The virtuous circle has turned vicious.
  • Part of why Microsoft failed with devices is that competitors upended its business model. Google doesn’t charge for the operating system. That’s because Google makes its money on search. Apple can charge high prices because of the beauty and elegance of its devices, where the software and hardware are integrated in one gorgeous package. Meanwhile, Microsoft continued to force outside manufacturers, whose products simply weren’t as compelling as Apple’s, to pay for a license for Windows. And it didn’t allow Office to be used on non-Windows phones and tablets. “The whole philosophy of the company was Windows first,” says Heather Bellini, an analyst at Goldman Sachs. Of course it was: that’s how Microsoft had always made its money.
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  • Right now, Windows itself is fragmented: applications developed for one Windows device, say a P.C., don’t even necessarily work on another Windows device. And if Microsoft develops a new killer application, it almost has to be released for Android and Apple phones, given their market dominance, thereby strengthening those eco-systems, too.
  • At its core, Azure uses Windows server technology. That helps existing Windows applications run seamlessly on Azure. Technologists sometimes call what Microsoft has done a “hybrid cloud” because companies can use Azure alongside their pre-existing on-site Windows servers. At the same time, Nadella also to some extent has embraced open-source software—free code that doesn’t require a license from Microsoft—so that someone could develop something using non-Microsoft technology, and it would run on Azure. That broadens Azure’s appeal.
  • “In some ways the way people think about Bill and Steve is almost a Rorschach test.” For those who romanticize the Gates era, Microsoft’s current predicament will always be Ballmer’s fault. For others, it’s not so clear. “He left Steve holding a big bag of shit,” the former executive says of Gates. In the year Ballmer officially took over, Microsoft was found to be a predatory monopolist by the U.S. government and was ordered to split into two; the cost of that to Gates and his company can never be calculated. In addition, the dotcom bubble had burst, causing Microsoft stock to collapse, which resulted in a simmering tension between longtime employees, whom the company had made rich, and newer ones, who had missed the gravy train.
  • Nadella lived this dilemma because his job at Microsoft included figuring out the cloud-based future while maintaining the highly profitable Windows server business. And so he did a bunch of things that were totally un-Microsoft-like. He went to talk to start-ups to find out why they weren’t using Microsoft. He put massive research-and-development dollars behind Azure, a cloud-based platform that Microsoft had developed in Skunk Works fashion, which by definition took resources away from the highly profitable existing business.
  • They even have a catchphrase: “Re-inventing productivity.”
  • Microsoft’s historical reluctance to open Windows and Office is why it was such a big deal when in late March, less than two months after becoming C.E.O., Nadella announced that Microsoft would offer Office for Apple’s iPad. A team at the company had been working on it for about a year. Ballmer says he would have released it eventually, but Nadella did it immediately. Nadella also announced that Windows would be free for devices smaller than nine inches, meaning phones and small tablets. “Now that we have 30 million users on the iPad using it, that is 30 million people who never used Office before [on an iPad,]” he says. “And to me that’s what really drives us.” These are small moves in some ways, and yet they are also big. “It’s the first time I have listened to a senior Microsoft executive admit that they are behind,” says one institutional investor. “The fact that they are giving away Windows, their bread and butter for 25 years—it is quite a fundamental change.”
  • And whoever does the best job of building the right software experiences to give both organizations and individuals time back so that they can get more out of their time, that’s the core of this company—that’s the soul. That’s what Bill started this company with. That’s the Office franchise. That’s the Windows franchise. We have to re-invent them. . . . That’s where this notion of re-inventing productivity comes from.”
  • Ballmer might be a complicated character, but he has nothing on Gates, whose contradictions have long fascinated Microsoft-watchers. He is someone who has no problem humiliating individuals—he might not even notice—but who genuinely cares deeply about entire populations and is deeply loyal. He is generous in the biggest ways imaginable, and yet in small things, like picking up a lunch tab, he can be shockingly cheap. He can’t make small talk and can come across as totally lacking in E.Q. “The rules of human life that allow you to get along are not complicated,” says one person who knows Gates. “He could write a book on it, but he can’t do it!”
  • At the Microsoft board meeting in late June 2013, Ballmer announced he had a handshake deal with Nokia’s management to buy the company, pending the Microsoft board’s approval, according to a source close to the events. Ballmer thought he had it and left before the post-board-meeting dinner to attend his son’s middle-school graduation. When he came back the next day, he found that the board had pulled a coup: they informed him they weren’t doing the deal, and it wasn’t up for discussion. For Ballmer, it seems, the unforgivable thing was that Gates had been part of the coup, which Ballmer saw as the ultimate betrayal.
  • what is scarce in all of this abundance is human attention
  • And the original idea of having great software people and broad software products and Office being the primary tool that people look to across all these devices, that’ s as true today and as strong as ever.”
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  • But he combines that with flashes of insight and humor that leave some wondering whether he can’t do it or simply chooses not to, or both. His most pronounced characteristic shouldn’t be simply labeled a competitive streak, because it is really a fierce, deep need to win. The dislike it bred among his peers in the industry is well known—“Silicon Bully” was the title of an infamous magazine story about him. And yet he left Microsoft for the philanthropic world, where there was no one to bully, only intractable problems to solve.
  • “The Irrelevance of Microsoft” is actually the title of a blog post by an analyst named Benedict Evans, who works at the Silicon Valley venture-capital firm Andreessen Horowitz. On his blog, Evans pointed out that Microsoft’s share of all computing devices that we use to connect to the Internet, including P.C.’s, phones, and tablets, has plunged from 90 percent in 2009 to just around 20 percent today. This staggering drop occurred not because Microsoft lost ground in personal computers, on which its software still dominates, but rather because it has failed to adapt its products to smartphones, where all the growth is, and tablets.
  • The board told Ballmer they wanted him to stay, he says, and they did eventually agree to a slightly different version of the deal. In September, Microsoft announced it was buying Nokia’s devices-and-services business for $7.2 billion. Why? The board finally realized the downside: without Nokia, Microsoft was effectively done in the smartphone business. But, for Ballmer, the damage was done, in more ways than one. He now says it became clear to him that despite the lack of a new C.E.O. he couldn’t stay. Cultural change, he decided, required a change at the top, and, he says,“there was too much water under the bridge with this board.” The feeling was mutual. As a source close to Microsoft says, no one, including Gates, tried to stop him from quitting.
  • in Wall Street’s eyes, Nadella can do no wrong. Microsoft’s stock has risen 30 percent since he became C.E.O., increasing its market value by $87 billion. “It’s interesting with Satya,” says one person who observes him with investors. “He is not a business guy or a financial analyst, but he finds a common language with investors, and in his short tenure, they leave going, Wow.” But the honeymoon is the easy part.
  • “He was so publicly and so early in life defined as the brilliant guy,” says a person who has observed him. “Anything that threatens that, he becomes narcissistic and defensive.” Or as another person puts it, “He throws hissy fits when he doesn’t get his way.”
  • round three-quarters of Microsoft’s profits come from the two fabulously successful products on which the company was built: the Windows operating system, which essentially makes personal computers run, and Office, the suite of applications that includes Word, Excel, and PowerPoint. Financially speaking, Microsoft is still extraordinarily powerful. In the last 12 months the company reported sales of $86.83 billion and earnings of $22.07 billion; it has $85.7 billion of cash on its balance sheet. But the company is facing a confluence of threats that is all the more staggering given Microsoft’s sheer size. Competitors such as Google and Apple have upended Microsoft’s business model, making it unclear where Windows will fit in the world, and even challenging Office. In the Valley, there are two sayings that everyone regards as truth. One is that profits follow relevance. The other is that there’s a difference between strategic position and financial position. “It’s easy to be in denial and think the financials reflect the current reality,” says a close observer of technology firms. “They do not.”
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    Awesome article describing the history of Microsoft as seen through the lives of it's three CEO's: Bill Gates, Steve Ballmer and Satya Nadella
Paul Merrell

Xcerion's 'Icloud' Promises Marriage of Remote And Local Computing -- Xcerion -- Inform... - 0 views

  • Xcerion has continued to work toward the general release of its XML-based "Cloud OS," a service based on Xcerion XML Internet Operating System/3 (XIOS/3). The announcement of an official name for the service brings the company a step close to that goal; it also certainly reassures investors like Lou Perazzoli, one of the core architects of Microsoft (NSDQ: MSFT) Windows NT, and Terry Drayton, founder of HomeGrocer.com, that Xcerion's technology is almost ready for prime time.
  • Icloud relies on an XML virtual machine for local (and offline) operation. It thus combines the advantages of remote computing -- a central point for software distribution, storage, and updates -- with the advantages of local computing -- execution speed and user control without a bandwidth bottleneck.
  • Icloud offers an intriguing technology that Xcerion is calling "gesture-based computing." Jonas Thornholm, CFO of Xcerion, believes it may be the service's "killer app." Gesture-based computing is essentially real-time content sharing. It allows users to drag and drop documents from their computer to a friend's computer in real time, as if they two machines were dual monitors powered by a single machine.
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  • Another point of differentiation between Icloud and other WebTop systems is the breadth of Xcerion's ambitions: It's aiming not just to move the desktop into the Internet "cloud" but also to reinvent the economics of software development. Icloud developers can look forward to an Internet-based marketplace for their Web applications that includes monetization technology. They will be able to offer free, ad-supported, or fee-based software with minimal hassle.
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Paul Merrell

IHS Markit: Global Smartphone Shipments Plunge, Huawei Displaces Apple | Zero... - 0 views

  • Hong said Apple dropped to fourth place in global smartphone sales, shipping 35.3 million iPhones in 2Q19 compared to the 36.2 million units shipped by Oppo, 58.7 million units by Huawei, and 75.1 million units by Samsung. "Apple continues to face challenges in terms of unit shipments -- a trend that is unlikely to be fixed soon," Hong said. While Apple has been marketing overpriced iPhones, Samsung, Huawei, and Oppo have been quickly building market share, taking some of it away from Apple, by offering reasonably priced smartphones.
Paul Merrell

India begins to embrace digital privacy. - 0 views

  • India is the world’s largest democracy and is home to 13.5 percent of the world’s internet users. So the Indian Supreme Court’s August ruling that privacy is a fundamental, constitutional right for all of the country’s 1.32 billion citizens was momentous. But now, close to three months later, it’s still unclear exactly how the decision will be implemented. Will it change everything for internet users? Or will the status quo remain? The most immediate consequence of the ruling is that tech companies such as Facebook, Twitter, Google, and Alibaba will be required to rein in their collection, utilization, and sharing of Indian user data. But the changes could go well beyond technology. If implemented properly, the decision could affect national politics, business, free speech, and society. It could encourage the country to continue to make large strides toward increased corporate and governmental transparency, stronger consumer confidence, and the establishment and growth of the Indian “individual” as opposed to the Indian collective identity. But that’s a pretty big if. Advertisement The privacy debate in India was in many ways sparked by a controversy that has shaken up the landscape of national politics for several months. It began in 2016 as a debate around a social security program that requires participating citizens to obtain biometric, or Aadhaar, cards. Each card has a unique 12-digit number and records an individual’s fingerprints and irises in order to confirm his or her identity. The program was devised to increase the ease with which citizens could receive social benefits and avoid instances of fraud. Over time, Aadhaar cards have become mandatory for integral tasks such as opening bank accounts, buying and selling property, and filing tax returns, much to the chagrin of citizens who are uncomfortable about handing over their personal data. Before the ruling, India had weak privacy protections in place, enabling unchecked data collection on citizens by private companies and the government. Over the past year, a number of large-scale data leaks and breaches that have impacted major Indian corporations, as well as the Aadhaar program itself, have prompted users to start asking questions about the security and uses of their personal data.
  • n order to bolster the ruling the government will also be introducing a set of data protection laws that are to be developed by a committee led by retired Supreme Court judge B.N. Srikrishna. The committee will study the data protection landscape, develop a draft Data Protection Bill, and identify how, and whether, the Aadhaar Act should be amended based on the privacy ruling.
  • Should the data protection laws be implemented in an enforceable manner, the ruling will significantly impact the business landscape in India. Since the election of Prime Minister Narendra Modi in May 2014, the government has made fostering and expanding the technology and startup sector a top priority. The startup scene has grown, giving rise to several promising e-commerce companies, but in 2014, only 12 percent of India’s internet users were online consumers. If the new data protection laws are truly impactful, companies will have to accept responsibility for collecting, utilizing, and protecting user data safely and fairly. Users would also have a stronger form of redress when their newly recognized rights are violated, which could transform how they engage with technology. This has the potential to not only increase consumer confidence but revitalize the Indian business sector, as it makes it more amenable and friendly to outside investors, users, and collaborators.
Paul Merrell

Trump Declares War On Silicon Valley: DoJ Launches Google Anti-Monopoly Probe | Zero Hedge - 0 views

  • Just before midnight on Friday, at the close of what was a hectic month for markets, WSJ dropped a bombshell of a story: The paper reported that the DoJ has opened an anti-trust investigation of Alphabet Inc., which could "present a major new layer of regulatory scrutiny for the search giant, according to people familiar with the matter." The report was sourced to "people familiar with the matter," but was swiftly corroborated by the New York Times, Bloomberg and others. For months now, the FTC has appeared to be gearing up for a showdown with big tech. The agency - which shares anti-trust authority with the DoJ - has created a new commission that could help undo big-tech tie-ups like Facebook's acquisition of Instagram, and hired lawyers who have advanced new anti-monopoly theories that would help justify the breakup of companies like Amazon. But as it turns out, the Trump administration's first salvo against big tech didn't come from the FTC; instead, this responsibility has been delegated to the DoJ, which has reportedly been tasked with supervising the investigation into Google. That's not super surprising, since the FTC already had its chance to nail Google with an anti-monopoly probe back in 2013. But the agency came up short. From what we can tell, it appears the administration will divvy up responsibility for any future anti-trust investigations between the two agencies, which means the FTC - which is already reportedly preparing to levy a massive fine against Facebook - could end up taking the lead in those cases.
  • Though WSJ didn't specify which aspects of Google's business might come under the microscope, a string of multi-billion-euro fines recently levied by the EU might offer some guidance. The bloc's anti-trust authority, which has been far more eager to take on American tech giants than its American counterpart (for reasons that should be obvious to all), has fined Google over its practice of bundling software with its standard Android license, the way its search engine rankings favor its own product listings, and ways it has harmed competition in the digital advertising market. During the height of the controversy over big tech's abuses of sensitive user data last year, the Verge published a story speculating about how the monopolistic tendencies of each of the dominant Silicon Valley tech giants could be remedied. For Google, the Verge argued, the best remedy would be a ban on acquisitions - a strategy that has been bandied about in Congress.
Paul Merrell

Is Apple an Illegal Monopoly? | OneZero - 0 views

  • That’s not a bug. It’s a function of Apple policy. With some exceptions, the company doesn’t let users pay app makers directly for their apps or digital services. They can only pay Apple, which takes a 30% cut of all revenue and then passes 70% to the developer. (For subscription services, which account for the majority of App Store revenues, that 30% cut drops to 15% after the first year.) To tighten its grip, Apple prohibits the affected apps from even telling users how they can pay their creators directly.In 2018, unwilling to continue paying the “Apple tax,” Netflix followed Spotify and Amazon’s Kindle books app in pulling in-app purchases from its iOS app. Users must now sign up elsewhere, such as on the company’s website, in order for the app to become usable. Of course, these brands are big enough to expect that many users will seek them out anyway.
  • Smaller app developers, meanwhile, have little choice but to play by Apple’s rules. That’s true even when they’re competing with Apple’s own apps, which pay no such fees and often enjoy deeper access to users’ devices and information.Now, a handful of developers are speaking out about it — and government regulators are beginning to listen. David Heinemeier Hansson, the co-founder of the project management software company Basecamp, told members of the U.S. House antitrust subcommittee in January that navigating the App Store’s fees, rules, and review processes can feel like a “Kafka-esque nightmare.”One of the world’s most beloved companies, Apple has long enjoyed a reputation for user-friendly products, and it has cultivated an image as a high-minded protector of users’ privacy. The App Store, launched in 2008, stands as one of its most underrated inventions; it has powered the success of the iPhone—perhaps the most profitable product in human history. The concept was that Apple and developers could share in one another’s success with the iPhone user as the ultimate beneficiary.
  • But critics say that gauzy success tale belies the reality of a company that now wields its enormous market power to bully, extort, and sometimes even destroy rivals and business partners alike. The iOS App Store, in their telling, is a case study in anti-competitive corporate behavior. And they’re fighting to change that — by breaking its choke hold on the Apple ecosystem.
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  • Whether Apple customers have a real choice in mobile platforms, once they’ve bought into the company’s ecosystem, is another question. In theory, they could trade in their pricey hardware for devices that run Android, which offers equivalents of many iOS features and apps. In reality, Apple has built its empire on customer lock-in: making its own gadgets and services work seamlessly with one another, but not with those of rival companies. Tasks as simple as texting your friends can become a migraine-inducing mess when you switch from iOS to Android. The more Apple products you buy, the more onerous it becomes to abandon ship.
  • The case against Apple goes beyond iOS. At a time when Apple is trying to reinvent itself as a services company to offset plateauing hardware sales — pushing subscriptions to Apple Music, Apple TV+, Apple News+, and Apple Arcade, as well as its own credit card — the antitrust concerns are growing more urgent. Once a theoretical debate, the question of whether its App Store constitutes an illegal monopoly is now being actively litigated on multiple fronts.
  • The company faces an antitrust lawsuit from consumers; a separate antitrust lawsuit from developers; a formal antitrust complaint from Spotify in the European Union; investigations by the Federal Trade Commission and the Department of Justice; and an inquiry by the antitrust subcommittee of the U.S House of Representatives. At stake are not only Apple’s profits, but the future of mobile software.Apple insists that it isn’t a monopoly, and that it strives to make the app store a fair and level playing field even as its own apps compete on that field. But in the face of unprecedented scrutiny, there are signs that the famously stubborn company may be feeling the pressure to prove it.
  • Tile is hardly alone in its grievances. Apple’s penchant for copying key features of third-party apps and integrating them into its operating system is so well-known among developers that it has a name: “Sherlocking.” It’s a reference to the time—in the early 2000s—when Apple kneecapped a popular third-party web-search interface for Mac OS X, called Watson. Apple built virtually all of Watson’s functionality into its own feature, called Sherlock.In a 2006 blog post, Watson’s developer, Karelia Software, recalled how Apple’s then-CEO Steve Jobs responded when they complained about the company’s 2002 power play. “Here’s how I see it,” Jobs said, according to Karelia founder Dan Wood’s loose paraphrase. “You know those handcars, the little machines that people stand on and pump to move along on the train tracks? That’s Karelia. Apple is the steam train that owns the tracks.”From an antitrust standpoint, the metaphor is almost too perfect. It was the monopoly power of railroads in the late 19th century — and their ability to make or break the businesses that used their tracks — that spurred the first U.S. antitrust regulations.There’s another Jobs quote that’s relevant here. Referencing Picasso’s famous saying, “Good artists copy, great artists steal,” Jobs said of Apple in 2006. “We have always been shameless about stealing great ideas.” Company executives later tried to finesse the quote’s semantics, but there’s no denying that much of iOS today is built on ideas that were not originally Apple’s.
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