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The nonprofit advocacy group said it sent a letter to Christine Varney, Assistant Attorney General for Antitrust Division, after news that the European Commission had received three complaints against Google alleging the company manipulated search engine results in an anticompetitive way.

"As part of your continued antitrust investigation we call on you to shine a light on Google’s black box, and require it to explain what’s behind search results," Simpson wrote.

"If, as it appears, Google is tweaking results to further its narrow agenda, this anticompetitive behavior must be stopped."

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.

– Cluster Coefficient: This will give you an idea of how cohesive your network is. It’s pretty simple, just how many links you have in your network as a percentage of total potential links (which you can calculate by n(n-1)/2)

Finally, I would encourage you to read “6 Degrees” by Watts and “Linked” by Barabasi. Both are primary network theory pioneers and give accounts that are much more readable and informative than journalists write.

A tribe would eventually choose a host based on convenience (members are already using it, easy navigation, rapid sharing of communication, etc.), integration (Facebook Connect, Google Connect), and to some extent, available applications for members to use while being logged on to the network. Facebook excels in all three

Loopt shows users where friends are located and what they are doing via detailed, interactive maps on their mobile phones. Loopt helps friends connect on the fly and navigate their social lives by orienting them to people, places and events.

Better knowledge, process and control coded WHAT, HOW and WHY

Better information in terms of WHAT you need to achieve, HOW and WHY

The long-held notion that companies control the conversation is being challenged by social media.

In a world where any customer can, in seconds, tweet or post to Facebook a pithy product review or share an experience they had with a brand, companies are forced to entirely rethink how they interact with their customers. Step one, probably the hardest step, is realizing they are no longer in control. The power of social media has empowered the consumer to reach literally hundreds or thousands of people in seconds. And because we know a consumer’s closest friends are three to five times more likely to share the same preferences for products and brands, this newfound power is not to be underestimated.

Get Satisfaction has a fantastic manifesto, or “Company-Customer Pact," which defines a new relationship between a brand and its customers, encouraging public dialog, warts and all, but expecting productive discussion in return for the company’s helpful engagement.

Randy Bias just published estimates that AWS is pulling in about $220 million annually for its Elastic Compute Cloud (EC2) offerings.

He also estimates that AWS runs about 40,000 servers to support the service.  EC2 probably grew at a rate of 10% from year to year, Randy believes.

Amazon has really effectively leveraged the capacity from its retail business to offer services to the rest of the market. Is this something other companies with large IT infrastructures can contemplate?