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Apple has released iTunes 5.0.1, which it says fixes problems found on iTunes 5.0.
I was frankly surprised at the number and vehemence of responses to my earlier item about iTunes 5.0 The reason? Reports on the problems have gotten very little traction in the mainstream press.
George W. Bush must envy Steve Jobs in some ways. Kanye West, who famously dissed the President during a Katrina fund-raiser, actually sang at the Apple iTunes 5.0 announcement, and didn't go off-message either. This story is being carried mainly in the blogosphere, where there are currently 176 posts under iTunes 5.0 problem (although not all are on-point).
Instead, Jobs and Apple continue to be hailed as heroes in the mainstream press:
Let me take a stab at explaining Google's grand strategy.
Well, sort of. You may, instead of buying Microsoft Office, suscribe to Google's GMail and have a rudimentary office system with a gigabyte or two of storage.
But to say Google is going after Microsoft, the way we said Microsoft was going after IBM, is really to damn with faint praise.
Google isn't aiming at Microsoft, or at IBM. It's aiming at the entire computing-telecommunications complex, building out what I'll call the Google TeleComputing Environment.
The idea is to take advantage of not only the Internet's ability to disintermediate clients, but its ability to disintermediate the phone network at the same time, and to do this in an entirely open source way.
What do I mean? Here are the ingredients:
Google is flattening the world. More on what this means after the flip.
Americans are finally following the rest of the world toward the controlled interface of the cellular phone.
This has profound implications. Mobile carriers are not Internet Service Providers. They control where you go and what you do on their networks. They act as gatekeepers, and take a proprietary attitude toward every bit transmitted.
The difference between the Internet and a mobile network is like the difference between a downtown city center and a shopping mall. There is nothing inherently wrong with a shopping mall, but it is controlled by the mall owner, and everything which happens there must be aimed at making the mall owner (and his tenants) money, all assumptions of liberty to the contrary.
In other words, cellular turns the Internet into a shopping mall, neutering it, and making it solely a means toward a commercial end.
Thus, is has been difficult for mobile (Americans call it cellular) to gain the kind of reach and use that we find even in Africa. But that is changing:
Amidst all the wailing over the Times' experiment in forcing people to pay subscriptions for Internet newspaper content, an important fact is being lost.
I have seen no announcement that the IHT is changing its policies, or changing what content it offers. (The Tribune is owned by the Times Co., which bought out The Washington Post Co.'s interest a few years ago.) Here's today's opinion front page.
Here is the situation:
Below is a typical Feedburner RSS ad, which appears in Newsreaders but not on Web pages. We'll discuss it after the flip:
UPDATE: After this was posted, Feedburner vice president-business development Rick Klau wrote the following. It is directly on point (as the lawyers say):
While I can only speak for FeedBurner, we only splice ads into feeds for publishers, on behalf of the publisher. We never splice ads in a feed that the publisher didn't ask for, make money from, or know about, ever. It's the same type of model as web advertising solutions that you use on your site, and you make most of the money.
FeedBurner is a publisher service. We only perform those services on a feed that a publisher wants us to perform, and that goes for everything, whether it's splicing ads, applying a stylesheet, or tracking statistics.
No blog site manager running our service can be unaware that their feeds have ads in them because it is impossible to get ads in your feed at FeedBurner without either directly contacting us or selecting the AdSense for Feeds program and providing us with all the details needed to splice in those ads.
After $2 billion, Rupert Murdoch's Internet strategy has become clear.
Murdoch finished off his buying spree by putting $680 million into IGN, which runs Web sites devoted to video games. This followed his earlier purchases of Scout Media, which runs sports sites for various sports teams, and the company that owned Myspace.com, the music fan site.
Murdoch has called a special "summit" of his top corporate chiefs for this weekend at his California ranch. Prince Alwaleed bin Talals Kingdom Holding Company of Saudi Arabia has apparently endorsed his strategy. (Didn't know the Saudis had their hooks into Murdoch quite that deeply, did you?)
So, is this going to be a gusher or a dry hole?
In an era where money is magnetic ink, even the rich of New Orleans may not be safe.
A friend forwarded an American Banker feature (all content is behind their firewall, only the headlines are in front) that explains all this.
The story, by Steve Bills, details the problems banks had in the impacted area, and as many as five banks were still out of action as of Tuesday.
Those banks hurt worst were small community banks that did not outsource their financial processing.
Customers of those banks who managed to escape may be unable to get to their money, although they may not all know that because financial networks do have a limited ability to "stand-in" for their absent customers.
This could happen again-and-again, because only 40% of small banks out-source. Would out-sourcing solve the problem? Not necessarily. One of the bigger outsourcers, Fiserv, has operations in New Orleans (fortunately they're based in Wisconsin) and eight employees are still missing.
Given all this there are some basic things that need to be required:
While using the Web to track Hurricane Katrina (get out of New Orleans and Biloxi while you still can) I found the high-ranking site for another Katrina, Katrina Leskanich.
Don't remember her? How about her band Katrina and the Waves? Still nothing? OK, how about this:
Now I'm Walking On Sunshine (whoa oh)
I'm Walking On Sunshine (whoa oh)
I'm Walking On Sunshine (whoa oh)
And Don't it Feel Good (Hey) (All right now) And Don't it Feel Good (Hey)
If you're of a certain age (anywhere from 35 to about 45) that should send you running screaming from the room. The band made a living off that for years, but by the mid-1990s even the Germans were tired of them.
So Katrina, who was an American Army Brat but has been in England since 1976, went back to the drawing board. She actually had some success, even winning the Eurovision Song Contest for England in 1997, but she wanted back in the pop game.
So how do you make a comeback in 2005?
The fastest way to save energy in this country is to build-out the Local Web. (The illustration is from the PRBlog, in a story about a local Web conflict.)
Every day I find limits in the local Web. Right now, for instance, I need a USB Bluetooth connector for my laptop. It's on the Staple's Web site, but delivery is three days away, and it's not at Staple's. It's on the Best Buy Web site, but it's not at the local Best Buy. I'm going to Fry's tomorrow (a 40-mile roundtrip) and if it's not there I'll have to wait for delivery.
All this driving would not be necessary if local inventories were rourtinely tied to Web sites (as they sometimes are at BestBuy.Com). That's one Local Web application.
There are many others.
Mark Glaser has an OJR piece up about Cook's Illustrated, which has drawn 80,000 paid subscribers.
Glaser credits "cross-promotion and deep research" with the site's financial success.
The truth is simpler, and comes in one word -- credibility. Glaser sums it up this way, "the Consumer Reports of food." (That's publisher Chistopher Kimball, from an appearance on CBS.)
It's an apt description. I pay for Consumer Reports online. I don't use it often, but when I face a big purchase, I get my money out. Because CR is absolutely, 100% credible. There are no ads. There are no conflicts of interest. Everything they do is about earning my trust -- mine, not any vendors -- and they succeed at that.
A number of items have come across my desk today advertising cool mobile stuff, but failing to offer anything resembling a business model.
Here is one of them -- Navizon.
It's advertised as a "peer to peer location service" combining "WiFi, cellular and GPS." But what exactly are you supposed to do with it? Where are the applications that will get Navizon's money out, let alone a profit? No clue.
Back in the 1980s, Wall Street played a game on Microsoft's duo of Gates and Ballmer, demanding "grown-up supervision" for the then 20-something computer software duo.
Fortunately, Bill and Steve did not take the hint (get lost). They kept their stock, kept control, isolated a succession of adults, and finally came out the other side, billionaires and still in control to this day.
Well, I think Google has now outgrown its grownup.
Larry Page and Sergey Brin not only founded Google, but set many of its most important standards. They understand Google's corporate direction in their bones. But, like Gates and Ballmer back in the day, they were forced by Wall Street to get "adult supervision" in the form of Dr. Eric Schmidt.
Schmidt is, at heart, a computer scientist, and a good one. He is known as the "Father of Java," for his work on that language while at Sun. Then he went to Novell, and nearly rode the thing into the ground. (This should have been a hint, boys.)
The mystery is, how are these people still in the game?
Overstock is a money-losing Amazon clone which seems to spend its entire marketing budget on cable television.
Maybe it's the salt water. Overstock is based in Utah, former home of Novell, current home of SCO, the place where me-too tech ideas get a family-friendly makeover, then die.
The TV ads are mostly image pieces, a spokesmodel in her 30s oohing about the various departments -- clothes, office supplies, video, jewelry. (Her name is Sabine Ehrenfeld, and she's actually 42. She's done some other work, but she's best known for these ads.)
I believe that one of the cruelest businesses of our time are the so-called "payday loan" folks.
You see these shops in every ghetto. Victims write checks that are due to be made good when they get paid. The interest rates on these things can be as high as 100%.
Banks think that, at this rate, it's good business.
Now the business has come online through a San Diego outfit called Spotya.
They're both brilliant. They're both A-list bloggers. They're both rich. I've known both for about two decades.
But I think Marc has a vital Clue Joi has missed, about one of the most important trends of our time, the rise of the open source business process.
Here's why I think that.
Joi has put a lot of money into SixApart, which runs Movable Type, which powers this blog. It's good stuff. But it's being left behind because it is, at heart, proprietary. It doesn't interconnect with other software. It isn't modular, scalable, and it can only be improved by the SixApart team.
In other words, it doesn't take advantage of the open source business process, and thus there are whole new worlds it hasn't been able to scale into. It's not a Community Network Service (like Drupal), and it's not a social networking system (like MySpace).
Marc, on the other hand, has just released GoingOn. It's a new engine for digital communities, like MySpace. He launched with Tony Perkins, who will use the system as the new heart of his AlwaysOn network (no relation to my wireless network application idea of the same title).
But Marc also understands that his stuff can't be the be-all and end-all. Let him explain it:
That headline could have been written about me. (But let's see if I can't make it up to you right now.)
It's the oldest dodge in the blogging world. You call another reporter lazy in order to cover up the fact you haven't looked at a story.
Just how lazy is that? Click below and find out.
Amid the hullaballoo over CardSystems International, here's a little story that you missed.
Not just any bank. A special kind of bank. An industrial bank, in Utah.
No offices, no direct deposit. Mainly, they exist to handle credit cards and other consumer loans. I'm sure the terms are very favorable, because big corporations are hotter for these than Donald Trump is for endorsement dea.s GE, Merrill Lynch, American Express and Target all have them. Berkshire Hathaway is setting one up to make loans for its R.C. Willey Home Furnishings stores. (Betcha didn't even know Buffett sold furniture.)
Adam Penenberg channels
IDC IDG head Pat Kenealy (left, by Jay Sandred) on another of those occasional "you're going to have to pay for Web content someday" pieces we see every so often.
Well, he's right. But he's also wrong.
He's right because there's already some Web content people do pay for. Dow Jones loses reach and influence, but does make money selling online subscriptions. Lexis-Nexis and Dialog haven't gone free with the dawn of the Web. Last time I checked iTunes was selling songs online, at a profit.
He's wrong because he insists that "micro-payment technology" will stimulate the growth of pay-for-play content. We've been hearing that one for 10 years now, and it's as wrong now as it was in 1995.
There's already a micro-payment program in place. A very successful one.
That's what Rupert Murdoch has paid for him, buying his Intermix Media and its prime asset, MySpace.
Fox has never had an Internet strategy. This was partly because Murdoch wouldn't pay top dollar for Internet assets. But it was also because he has kept his Internet operations on a short leash.
By spending big to get MySpace, which has taken over the business of social networking around music in the last year, Murdoch is changing his tune.
But it doesn't matter unless DeWolfe, who launched MySpace just two years ago with Tom Anderson, has a second strategic act in him.
I'm not trying to start a rumor here. I have no insight into whether Dave Sifry (left, from Marc Cantor's blog) has considered any offers for his Technorati site, nor how he would react if one came in.
But since Barry Diller bought Bloglines (via AskJeeves) Technorati's performance has been falling behind that of its rival.
Robert Scoble (who works for a possible acquirer, Microsoft) offers the numbers, three times as many links to Sifry's own blog from Bloglines as from his own engine.
There is a vital lesson here about the technology space:
The search for online business models is a continuing fascination of mine at A-Clue.Com.
You may have great merchandise, you may have great service, you may have a nifty shopping cart. But if you can't bring the values of your shop floor to your Web site, you won't succeed online. Over time you may not succeed offline either.
An editorial mission replicates the value of your store online. What is your Unique Selling Proposition (USP)? For Amazon it's a database, a huge variety of merchandise. Works for Amazon, works for Wal-Mart, but it won't work for you.
In fact, Wal-Mart's failures online can be attributed to this editorial mission failure. They were unable to replicate the values of a real Wal-Mart in their online efforts. While the store looks a jumble, regular shoppers know you can actually get what you want there fairly quickly. What they should have enabled was a form of "shopping lists" that people could print-and-use at home, adapting to their own needs, then input regularly on the site, along with a delivery service.
The difference between editorial values and commercial values is that the one defines what you are, and the other puts your name in mind. If branding is to be worthwhile you must deliver the values the brand promises. That is exactly how editors think, too. What you call your reputation they call credibility.
NOTE: That's the royal crown magnolia from mytho-fleurs.com. Like it? It's yours.
A long evening spent reading Lasica's book brought the title to me: King of Irony.
Remember, this is a book. Thus it is subject both to a book's business model and its rights regime.
Want a copy? $25.95 plus tax and (if you buy it online) shipping get it for you. Or wait for it to appear at your local library. Or borrow one from a friend, free. Or wait some months for it to appear in a discount bin, or a remainder lot, or a garage sale. The price you pay is a function is a function of the time you're willing to wait for it.
What can you do with this book? I typed an excerpt today by hand. The length of the excerpt, again, is a function of time, and the cost of my time to produce it, unless I want to string it out a page or two. In that case, technology might be deployed -- a scanner -- plus a few minutes with the scanner's OCR software, some cutting-and-pasting, and voila!
Want to steal some more? Production costs are going to get you. A Xerography process may give you a bound book for just a few dollars, if your order is small. An offset process costs less per book, but the order in that case must be bigger. I guarantee the printer will want to know you're a Wiley fella (or lady) before they take the order.
And we haven't even cracked the cover yet. Easy to see where Lasica's crown comes from.
Don't like fiction? I understand.
But you still need your summer reading. The season is upon us.
So might I offer you the latest from my new friend J.D. Lasica, Darknet
I've been covering the Copyright Wars for nearly a decade, and wish I had looked up from the day-to-day to try something like this book. Its subtitle is Hollywood's War Against the Digital Generation, and it covers a ton of ground.
If you're not familiar with the digital underground, or what digital editing is capable of, then Lasica's book will be a revelation to you. Even for old hands like me it's good sometimes to get it all down so you can ponder it as a whole.
Cellular operators love to go on about how much better their walled data gardens are than that nasty Internet, because consumers are safer.
But there was a sting in the tail. People (mostly kids, but at least one BBC reporter as well) found they didn't just buy a 3 pound ringtone, but a "premium SMS" service that charged them as much as 3 pounds more for each add Jamster then sent them.
The two companies are being investigated but according to the BBC the maximum penalty could be a mere 100,000 pounds to mBlox, plus loss of its British business license. It's estimated the scam has earned over 10 million pounds so far.
But do you want to know the rest of the story, the bit the Brits don't know (yet)?
The recent theft of 40 million card numbers at CardSystem Solutions is a turning point in the identity theft wars.
Previous thefts involved third parties, insiders or numbers left in bins, things that are easily fixed.
The CardSystems case stands out, first, because it happened at an actual processor and second, because it involved the use of a computer worm.
My wife works at a payment processor in Atlanta (most processors, for some reason, including CardSystems, are based here) that has (knock on wood) not been hit (yet).
Former RIAA president Hilary Rosen finally gets it about copyright.
This volume needs to be embraced and managed becasue it cannot be vanquished. And a tone must be set that allows future innovation to stimulate negotiation and not just confrontation.
Her column at the Huffington Post (she apparently chose not to take feedback on it) is filled with honesty about both the tech and copyright industries, honesty she never admitted to (in my memory) while shilling for the RIAA.
But is it possible that this honesty is what finally caused her to leave? (Or did her life, and its imperatives for action, take precedence?)
That would be a shame, because the fact is, as she writes, that the answers here must lie in the market, not the law courts. For every step the copyright industries take in court, technologists take two steps away from them. This will continue until the copyright industries really engage consumers with offerings that are worth what they charge, and which aren't burdened with DRMs that restrict fair use.
The topic this week might be called the new media's old media problem, with a proposal for solving it. (I have no idea whether the book here is good or not. If someone can send me a link to sales, we'll see.)
In software terms blogging and commerce are incompatible. They're two trains running on different tracks.
Bloggers aren't really thinking of making money. They may put up begging bowls, and they make take BlogAds, or put in Google AdSense, but their Achilles Heel is that, when they think of money at all, it's in Old Media terms.
Let's sell ads.
Community Networking Systems like Scoop, Slash and Drupal also share this problem. They have an advantage over blogging systems in that they can scale. They can take a lot of traffic, and a lot of users. Those users are empowered to create their own diaries, or polls, or multi-threaded comments. But again commerce is secondary, in this case even tertiary. The most successful "commercial" community sites are those, like DailyKos and Slashdot, that direct people off-site to give money or time to important causes. There is no built-in business model.
Due to low salaries and high turnover, journalism continues to face the problem of reporters seeing failed trends repeated, not spotting them, and repeating the same failed cliches of earlier years, mainly due to orgnaizational inertia.
First, from the Financial Times, a piece on Internet sites being bought by media companies, "falling prey" to them being the operative cliche. On the whole these are market losers cashing out. The buyers aren't getting much, and the story doesn't examine the track records of the sellers. There's a story here, but not the one written.
Second, we have the BBC with the idea that consumer demands drive tech developments. If the iPod were possible 20 years ago does anyone deny we would buy it?
This week I returned to the topic.
The reason why publishers have no editorial budgets with the move to the Web is simple. (Image from Websitecenter.)
None engage in Deep Commerce. Instead, they still just sell ads.
He works off a case study on Quixtar, which has apparently hired a number of people to make sure its reputation looks stellar and critics aren't found. Yet one of those critics, Quixtarblog, is the third result I found just now, on Google, with Quixtar as my sole keyword.
So it works both ways.
Glaser identifies one of the pro-Quixtar Googlebombers as Margaret S. Ross, identifying her as a Quixtar IBO. But a few more minutes on Google would have picked up this, a Peachtree City, GA outfit called the Kamaron Institute, which she runs, that has been accused of manipulating search results for, among others, CNN. Glaser also identifies Ross as a "writer" for something called esourcenews.com, while in fact she's the registered owner of that domain.
My point here isn't to dump on Mark's work here. It's very good. I just want to make two important points:
In order to succeed a blog must be spontaneous, fun, news-oriented and irreverent. If it sounds like a corporate communication it will be treated as such, and either be ignored or laughed-at.
There is a risk the blogger may reveal more than you want known, about corporate strategy or what you're really up to. And, let's face it, most corporations are sausage factories, on the order of Ricky Gervais' The Office or Scott Adams' Dilbert.
How can you avoid this? Some good advice follows:
As the graph shows, the phenomenon is familiar to anyone who blogs, and the challenge is to find a way to profit from it.
Stuff on the left side of the curve has business models. Stuff in the middle is struggling for a business model. Stuff on the right has no business model.
As you can see by looking at the endorsements on the left side of Anderson's blog, the Digirati are reacting like Anderson just discovered fire. And the Long Tail is no less obvious.
What's non-trivial is finding a way to profit from these atomized markets.
Google does it. TiVo does it (sometimes). But must those who profit from the "market of one" all be scaled? What about the creators? And what are the consequences of that?
What we've seen in the market, since the rise of the Internet, is an increasingly-shorter tail. Middle market books don't sell. Independent movies are having more trouble getting produced, not less. Musicians who used to live decent lives on record company contracts find today they can't get a sniff.
I looked into it. Won't work.
Local blogs don't scale, except in a small number of instances, in localities that are in fact quite large. You can, in theory, have New York blogs, covering the whole city, but how local are we talking about?
There's not enough of an audience for a single local blogger to cover, say, school board meetings, or crime, or even business, and bring in any money at all.
The answer to scale is comprehension. But that brings its own problems.
I'm generally all in favor of anything to fight spam. And regular readers of this space will recall how much I like my own anti-spam tool, Mailwasher from FireTrust.
But this pissed me off.
UPDATE: After posting this I learned the spam database I'm about to describe is not necessary for Mailwasher to work. My complaint here is solely regarding issues of marketing and notice. Mailwasher remains my anti-spam solution of choice.
The latest version of the product, Version 5.0 to be precise, supports a company spam datebase, called FirstAlert! This is a commendable thing, on balance.
But in order to pay for maintaining this database, FireTrust has changed its business model. This is not necessarily a bad thing. Essentially they're going to a subscription model built around FirstAlert!
I was asked to download the "upgrade" to Mailwasher, by FireTrust, roughly a week ago. I did so. It's now a $37 product but, if you want to maintain your own POP3 mailbox and a public e-mail address, it's a necessity. Upgrading was transparent, easy-peasy.
Suddenly this morning I get a pop-up, inside Mailwasher, reading "your subscription to FirstAlert has expired," with a link to renew. The link goes to a page inside the FireTrust site, and they want $9.95 for the subscription. The page doesn't indicate how long this "subscription" lasts.
Because of the way in which this was done, it can look to a consumer like a classic bait-and-switch. I bought this thing just last week and now you want MORE money?
Fortunately it's very easy for FireTrust to fix this:
And why should these people listen? They have what they consider success. I'm a "low traffic blog." If I'm so clever I should be doing it, not talking about it, right? (Right.)
But the plain fact is, most of today's top blogs are using the wrong business model.
Their model is a media model. I tell you, you listen, and maybe I advertise to you on the side. This is what newspapers do, what magazines do, what radio does, what TV does.
But is the Internet a newspaper? Is it radio or a magazine or TV? No, it is not. The IN in the word Internet is short for Intimate. So why then should a business model imported from one of these other industries be appropriate? Only because, like TV entrepreneurs in the late 1940s, you can't think of a more appropriate one. You don't have the right vocabulary. You weren't born to this medium.
What would work better?
The community business model would work better. This is driven, not so much by what bloggers want to say as what their readers want to say. There are many high-traffic sites now using the community model -- Slashdot, Plastic, Groklaw, DailyKos. What they have in common is true community software -- Scoop, Slash, even Drupal.
The problem (and this is the nut of the issue) is that most of these community sites have deliberately shied away from having a business model. The only site I mentioned above that has a true business model is Slashdot, and Slashdot is so unusual people with an editorial background can't get their arms around what that business model is.
This week I continued the discussion, asking why so many responded to that piece denying they had any such thing as A Clue, let alone A-Clue.Com.
There was an interesting reaction to my piece last week, denial.
Many of the leaders in the blogging business read it, and all of them denied its inherent truth, namely that they had A Clue.
I'm not a business, insisted Jason Calacanis. Never mind that he has 65 blogs, a uniform look-and-feel, that his writers don't even get their pictures on their blogs and, when they leave, they leave with nothing. No, it's all about passion, he insists. We do this for love, he says. Business? We're not building one of those.
So it went.
I'm not a success, insisted Rafat Ali of Paidcontent. I'm not powerful, insisted Markos Moulitsas of DailyKos. I'm a dilletante, said Glenn Reynolds. I'm only here for the beer, said Dave Winer. I'm no one at all, said Pamela Jones of Groklaw.
I was planning on writing this afternoon about Broadcom's new patent suit against Qualcomm. Regardless of the merits, it looks like a good corporate strategy, creating uncertainty about a market opponent just as you're entering their space.
But in researching the story I learned something new about Google that may distress you. And that's a better blog item than the one I started with.
Some time in the next month the copyright world may (or may not) reel from the Supreme Court's decision in the Grokster case.
The facts on their face are as favorable as the plaintiffs can make them. Grokster is all about making money for itself off the property of others. Its business model is to sell ads, including adware (sometimes a polite word for spyware and malware). It hoses both sides of every transaction. And the software really does little more than a good FTP server (with an automated database) would.
The vast majority of Grokster's use is driven by hoarding. People fear losing access to the music they love (or might love). So they load up, until they have gigs-and-gigs of it they have to haul around. (Thanks to Moore's Law of storage this gets lighter and less expensive over time, but it still has to be kept.)
The hoarding in turn is driven by the industry's threats. Threats of rising prices. Threats of lawsuits. Threats of copy-protected CDs.
The market solution to the facts is already in the pipeline. Many have proposed the idea of taxing people for unlimited access to the industry's wares and in fact schemes like Yahoo's Music Unlimited work just that way. Pay the "tax" (which starts at $5/month but could go up subject to negotiations with the industry) and download all you want. No need to hoard. Stop paying and all your files magically disappear. (The genie is found in Microsoft's DRM.)
More on the jump.
...no giant leap for wino-kind.
The Supreme Court decision legalizing cross-state wine shipments is limited.
First it applies only to states where delivery of wines to homes is legal in the first place. Georgia is not one of those states. (Although that law is not always enforced -- once I got some Michelob in a press packet.)
"If a state chooses to allow direct shipments of wine, it must do so on even-handed terms," Justice Anthony Kennedy said. If it doesn't you still got tough luck.
Second the case applies only to direct from-the-vineyard sales of U.S. wine. Imported wines aren't included. Importers can't ship to consumers, only vintners can.
But let's make this sporting, shall we?
By and large publishers do not share journalism's ethical sense.
Instead they apply business ethics.
While a journalist's ethics, like that of any other claimed profession, may hold them well short of what's illegal, businessmen must go right up to the legal line, even risk crossing it, to stay ahead of the competition. Businessmen who don't think that way are easily crushed by those who do.
In journalism, business ethics often push journalists over lines they should not cross. Robert Novak practices business ethics. The National Enquirer practices business ethics. Those who choose to believe Novak or the Enquirer accept it.
This weekend this blog was told that Kircaali accepted the resignations of three senior LinuxWorld editors -- James Turner, Dee-Ann LeBlanc, and Steve Suehring, rather than personally release and renounce O'Gara.
UPDATE: "We were unpaid editors but we devoted a lot of time and energy to it," according to Suehring's blog. This makes sense given Kircaali's business model, as we will discuss later on.
Apparently, Kircaali even approved O'Gara's assault on Pamela Jones of Groklaw in advance. Here's what he told Free Software Magazine.
"The language of the story is in the typical style of Ms. OGara, generally entertaining and easy to read, and sometimes it could be regarded as offensive, depending on how you look at it. I decided to publish the article. It was published because it was an accurate news story."
More after the break.
B.L. Ochman (the picture is from her Whatsnextblog) has already broken this, but this week's a-clue.com newsletter features a piece on blogging business models, written following the Blognashville conference.
I spent the weekend at Blognashville, a gab-and-egofest for about 100 (mostly male, mostly middle-aged) bloggers at Belmont University in Nashville (a pricey pimple on the bottom of Vanderbilt) to fuss over Glenn Reynolds (much nicer in person than online) and to search for meaning.
The big question: how will we make money off this?
People are investing a ton of time and effort in blogging. Volunteers get burned out if they can't find money. All institutions are built on money. At Nashville we all felt we were in the gold fields and no one seemed to have made a strike.
There's a Clue there. Nearly all those 49'ers (and Alaska 98'ers) who went in with pick and shovel failed. It was those who went in with a business model, professional mining companies or merchants such as Levi Strauss, who succeeded.
Some 99% of blogs (including mine) go about the publishing question backwards. That is, we look at the process from the writer's point of view, not the reader's. This is forgivable in that bloggers are writers, but this is one of the key differences between writers and publishers. Publishers create for the market.
That is, publishers define the readers they want, the content those readers need, and the advertisers they will hit-up to pay the bills. They then order the production of the product, and keep an eye out to make sure it meets the readers' requirements.
In other words, the difference between blogging and journalism lies entirely on the business side of the shop. Publishers are just as likely to pay for lies as bloggers are to make stuff up. The difference is the publishers create lies that appeal to their audiences, while bloggers write lies that appeal to themselves.
This is easy to understand when you look at the professional blogs that are run by publishers - Weblogsinc, Gawker Media, and Paid Content. Jason Calacanis, Nick Denton and Rafat Ali defined the readers they wanted, created a business model, then hired writers to fulfill the mission.
In contrast I found, at blognashville, that even the most-popular bloggers are mere dilletantes. This is a term Glenn Reynolds applied to himself. Dave Winer, with whom I spent pleasant hours, is also doing his blog on-the-side - his business is RSS. I was surprised to find myself the most knowledgeable businessperson in the room, and I'm a complete failure.
When you're led by amateurs you can't expect professional standards to be upheld. Yet, on the editorial side, blogs often do just that. It's on the business side where they all fall down.
Still, I saw several potential business models at the conference:
Googlejuice is that precious elixir which makes the difference between a site or blog that has tons of regular traffic, and those that don't.
Google is constantly adjusting and re-adjusting its algorithms in this area to be fairer, and keep people from playing games with it. Just last week it sought a patent on new Google News technology it claims will enhance that site's credibility. This may backfire, because the major media certain to get more Google Newsjuice out of this are the same companies looking to charge for links.
But that's another show.
One of the great ironies of my recent mistake here was that it actually increased this blog's Googlejuice. Between those who linked to complain, my responses in apology, and those who followed up on my explanation saying they hadn't seen my apology, the incoming link traffic here actually rose 50%. If some of those people stick around (maybe wondering when I'll fall on my face next) it's actually a good thing.
Jonathan Peterson, who did the Amateur Hour blog here for a while, made this observation to me over the weekend.
I think there are a few good lessons - the most important of which you
already knew - the firestorm around an error is good for your link
popularity. Andrew Orlowski has been playing this game at the Register for years (and it's the reason I stopped
reading The Register, but his anti-blog idiocy brings in the googlejuice.
Reynolds, who teaches law at UT Knoxville and apparently enjoys it, also plays a right-wing crank on his Instapundit site. He does this part-time and, in part thanks to first-mover advantage, he dominates the right half of the political blogosphere, with over 15,000 incomng links at last count. (This blog, by contrast, has 262.)
Reading Reynolds, and those who admire him, one gets a completely false impression of the man.
In Nashville I found an erudite, intelligent, and amused gentleman of the old school, always in a suit and tie, never seeming to sweat, with a genuine smile that looked nothing like the MegaChurch preacher readers might expect. The haircut looks like something out of a 1968 Young Republican Club, and the blog reads like that as well, but the mind and the man behind them are quite different.
There was some real wisdom in the man as well. Don't believe me? Following are some quotes lifted directly from my notebook during the event:
There is click fraud, and the higher the value attached to a click the more likely it is. There are both human and automated click fraud programs out there.
But the sky is not falling. Click fraud is not destroying Internet advertising. In fact, business is booming. CP/M (as in cost-per-thousand) programs are making a comeback. Sponsorships are on the rise.
Besides, Eroshenko's hands aren't clean. He writes as an executive with ClickLab, a company in the business of solutions for click fraud. In other words, he's selling something.
This sort of thing happens all the time. The mobile phone virus scare is driven, in part, by people who want to sell you mobile phone anti-virus software.
What has changed?
Why is it that politicians have done a better job on the Internet than publishers?
It has to do with a concept I call Pitch Credibility.
Journalists understand the concept of credibility. It's the trust readers place in us. If there is a journalism profession, it's based on this idea of credibility. I took a huge hit to my own credibility when I screwed-up an item on Ev Williams. I went through hell on that not to regain my credibility, but to minimize the losses, and in hope the damage would not spread to innocent Corante authors.
But just as editorial work must have credibility, so must advertising. That is the innovation the Internet makes necessary.
Moveon.org understood this right away. It knew that if it suggested you give to Candidate X, then Candidate X better fit the desires of the Moveon audience, or the endorsement would damage Moveon. Because it had pitch credibility with its audience, Moveon was able to gain honest information (a mailing list) from its members, and even financial support, based solely on its promise to deliver.
While Moveon failed in these last two cycles as a political force (ask Presidents Gore, Dean and Kerry) it has succeeded in creating a business model that everyone else on the Internet needs to pay attention to.
So if Roger Simon, for instance, is to succeed in his efforts to unite the right-wing blogosphere and extract money from its members, he must retain pitch credibility. He better not let anyone like me in because I'd damage it. And he better use that credibility only to solicit for products, services and people the audience will surely endorse.
Perhaps you can see now why this idea is easier for a politician to understand than a businessman. Politicians are attached to what they're selling in ways businessmen aren't.
Belief is at the heart of pitch credibility.
How can we take advantage of this in the business realm?
Click to find out.
Short answer. No.
It can be, of course.
When journalists blog, when we ask hard questions, dig for facts, and take mistakes seriously, well then yes journalism can happen on a blog. (Cartoon from Cox and Forkum.com,)
But a blog can be a diary. If you invite just a few people to post, and those same people are all who can read it, a blog is groupware.
A blog can be a community. Let a lot of people offer posts, organize the comments, add polls and ratings.
And that is not all, oh no, that is not all...
The secret to being a successful entrepreneur is learning how to handle NO.
I learned this lesson from an entrepreneurial friend of mine today, and it's so important I had to blog it.
Entrepreneurs bring ideas to businesses and people. They sell these ideas, as businesses. They take a lot of meetings. And most of the time, maybe over 99% of the time, the answer at the end of the day is No.
"You have to turn it into an opportunity," my friend said. You do that by finding someone else -- a money source, another business -- who will either run with your idea, finance your idea, or buy it outright.
And you keep moving.
The difference between entrepreneurs and other businesspeople is that most businesspeople are in the yes business. In a going concern you mostly hear yes. People do come in the door, people are satisfied, you do create systems that wind up giving value for money. If you're not doing this, you're out of business quickly.
Entrepreneurs, on the other hand, are constantly being told no. It's only when they get the yes that they have the chance to build that business they were describing, and this is usually the end of a long, long process. Yet the businesses an entrepreneur launches are often much better than those run by businesspeople, because they've been tested, vetted, and designed to grow fast.
Today I want to introduce you to another new member of our blogroll.
It's Tom Abate, whose blog is called MiniMediaGuy. He doesn't post nearly as often as I do, but his posts are always thoughtful.
Tom's blog is in the media space. He's constantly brainstorming about how the "minimedia" of blogs and mobiles and podcasts can succeed against Big Media types who are constantly looking for new ideas.
The point lost by my stupid mistake is that Google, despite its enormous short-term success, is showing cracks in the armor.
The success of Google has been based on the fact that technology drives its train. Technical success is the most-sought value.
This is becoming a problem.
In many of the new businesses Google has launched, technical values (while important) are not going to be the sole drivers of success. In blogging, in RSS, in Google News, in Google Desktop, in Google Local, and in other areas, other skills are required.
Business skills. Marketing schools. Journalism skills. Political skills. Artistic skills.
Leonardo DaVinci (celebrated above) could not get a job at Google today. In a well-rounded company, his genius would find a place.
The need for these various skills will only increase with time. Google must find a way to recruit these skills, and to reward these skills, without giving the people with these skills control of the company.
This will not be easy.
Want a career in the exciting, fast-paced world of 21st century journalism?
Don't go to journalism school. You can learn to write anywhere. The way to write better is to practice. If you love writing you can pick up the rest on-the-fly.
Instead, go to business school. Why? Because the only way you're going to have a good career in this business is to have the skills of a publisher. And those are the skills taught in business school.
In my first lecture at Northwestern's Medill School of Journalism, in 1977, we were told firmly that if you wanted to make a good living there was a fine businesss school on campus, the Kellogg School, and we should go there. So I've got their logo at the top of this item. I should have taken the advice.
More on why you should go to business school to learn journalism after the break.
I'm not just talking about RSS items that are in fact links to ad pages, but RSS items that, while containing links to stories, have additional ads inserted into them.
Now there's another, far more dangerous abuse of the RSS system, phony links.
Phony Links are RSS items from registration-only sites. Most U.S. newspapers are now requiring registration. RSS feeds from these sites now go to sign-in pages, not to the stories themselves. In other words the link is a bait-and-switch. It doesn't go to content, but to a sales pitch.
The AP is abetting that requirement by demanding royalties for online content.
One problem journalists have with blogging is it does away with gatekeepers.
Printers are gatekeepers. They cost money and make you think before you publish.
Editors are gatekeepers. That's their job. They assign stories and edit them carefully so you don't mispel words.
Publishers are also gatekeepers. Traditionally their role has been to shield the poor, innocent journalist from the nasty world of business.
Mark Glaser of OJR examined this today without reaching any conclusions (as good journalists are taught to do). (The recent picture of Nick Denton is from the OJR story.)
Glaser interviewed three people whose blogging companies seem to be bringing in bucks -- Denton (of Gawker, Wonkette, etc.), Jason Calacanis (of Weblogsinc) , and Rafat Ali (of Paid Content) -- about how they pay people who work for them.
By the month, said Calacanis. By the story, said Ali. By the reader, said Denton.
Shock! Shock and dismay, responded the folks at Slate and Salon, representing the traditional industry.
To which I respond, huh?
That's the gist of last week's WTO ruling which both the U.S. and Antigua are spinning as victories for their side.
The cost of making something good is directly proportional to the complexity of the tools needed to create it. (The picture is from Freeadvice.com.)
This blog item is quite good. The tools needed to create words are very cheap. Even if the tools were more expensive, as they were when I began writing, my cost to create this text would not go up much. And the likelihood of its being of high quality would be just as high.
If I read this on the radio it would not be as good. The tools needed to create a Podcast require knowledge of radio or music production values. Even if Podcasts were as cheap to make as blog items, the proportion of good ones would be smaller than they are for blog items.
It's one of the great laws of politics. As soon as people decide you have power, and you can be moved, everyone and his auntie is going to try and move you.
I hinted that something might be happening more than a month ago, but it was probably the controversy over Google News that tipped it over.
With Google News, from the very beginning, Google did something it claimed it wasnt doing. That is, it exercised editorial judgement. As SearchEngine Journal noted, While an algorithm based on publishing popularity chooses which articles are found under which keyword phrases, the news-authority sources themselves are supposed to be pre-screened by a human. And some immediately started writing programs to see what those humans might be doing.
But just as I was objecting, wanting to get in, others were objecting wanting to stay out. Agence France-Presse has won an agreement from Google that News wont even spider stories sent to its affiliates, while Jeff Jarvis is crowing that Google News no longer spiders hate sites.
And now the atmosphere of controversy has spilled into the main site. French law demands that ads for competitors not be placed against trademarks. Google complies, on its French site, but continues to employ them on its U.S. site, where the standard is different. So the French sue.
This weekend Slate offers a feature of Philip Anschutz, a conservative businessman (and big soccer fan) who has launched printed papers under the name the Examiner in Washington and San Francisco.
Jack Shafer syggests Anschutz needs to invest more in editorial and consider the Web in order to be taken seriously.
Correct and double correct.
I wrote about this several weeks ago, and what follows is that original copy. You can get it free
I have a love-hate relationship with newspapers. (This newsboy is advertising news of the Titanic's sinking.)
The business has been at the heart of my "profession" for a century. The whole idea of a journalist as a professional is also a product of this business. I took my graduate degree from the Medill School of Journalism. Joseph Medill was the old reprobate who built the Chicago Tribune empire.
But as I've said many times here this whole idea of a "journalism profession" is a fraud. Professionals can make it on their own. Journalists can't. If you don't have a job you are not part of the fraternity. Even if you build a journalism company based on your vision of what the profession should be, you are always nothing more than a businessman.
The New York Times recently quoted a newspaper consultant as saying "For some publishers, it really sticks in the craw that they are giving away their content for free."
Here in one sentence we have the utter cluelessness of the industry. Here is an opportunity waiting for someone to exploit it.
You may have caught the nasty 509 error which hit this site yesterday.
Here it was no big deal. It was a technical problem. It was fixed.
But it did occur to me that, finally, the market for core bandwidth is starting to turn around and Web hosts are finding themselves in the position of restauranteurs. (Thus, we're repeating our picture of Italian restauranteur Mario Batali.)
You may now think about Parmesan Reggiano, some nice Balsamico, the cool breezes of Tuscany, an artisanal bread and a fine bottle of red. I'll explain.
Throughout the dot-boom Barry Diller stood aloof. He promised he would never overpay for "Internet real estate," that he would grow his business by finding bargains. (The picture is from this Wired article where he displays far more wisdom about Internet valuations than displayed today.)
For several years he stayed true to that. You can justify the prices paid for Home Shopping Network, Expedia.Com, Hotels.Com, and Ticketmaster based on revenues and earnings. They sold stuff -- toasters, travel packages, concert tickets -- and earned real money.
Sorry, Barry, you finally drank the Kool-Aid.
Whatever idiot at Agence France-Presse is pushing to keep its stories from being linked widely might want to do a re-think after reading this.
AOL is far more powerful than Agence France-Presse. At one time its walled garden was the most powerful force online. Its shareholders took 45% of Time Warner's equity in 2000, and while that's now worth a fraction of what it was (thanks to the fact they weren't really worth the price), it's still a lovely parting gift (and thanks for playing our game).
Well, after spending billions of dollars and five years fighting the inevitable, AOL has succumbed.
The war against 802.11 hotspots, which I predicted last week, has already begun.
I don't expect free access to survive it.
The fact is that a hotspot without registration allows hackers to insert viruses undetected, allows criminals to hack into databases undetected, and allows spammers to spam undetected.
The New York Times had a feature this weekend , picked up by the Financial Express, alleging half the crooks caught in a recent sweep dubbed Operation Firewall were using public hotspots.
A recent piece from the Medill News Service (my j-school alma mater), picked up by PC Advisor, suggested that people should never conduct personal business through a hotspot, for fear it is actually an "evil twin" set up by a hacker to grab passwords from the unwary. An IBM spokesman also detailed this scam for Newsfactor.
Here are the facts:
One of the biggest problems we face in cellular data is the lack of MMS interoperability.
If I'm on Cingular, and you're on Verizon, and our friend is with U.S. Cellular, in other words, we can easily exchange short text messages. But exchanging, say, photos or music is nearly impossible.
Back in the 1990s (not that there's anything wrong with that) a lot of companies drew a lot of venture capital promising to target ads based on who you were rather than what you were looking at.
The ploy failed. It turned out the cost of targeting exceeded the premium advertisers could charge for the space.
On the other hand context-based ads, targetting based on the content of a page or a search, continued to draw premium prices. It still works.
So Microsoft actually took a step backward this week when it launched adCenter, which targets based on users' use of Microsoft resources, plus Experian credit scores.
They also, once again, didn't do a complete trademark search. Finding this particular example, which I don't believe has any affiliation with Microsoft, took me all of 10 seconds. (On Google.)
Of all the American entrepreneurs you read about a decade ago, which do you think is doing the best today?
Which one, do you think, is kicking back, living the life, doing what he wants, and bringing in tons of money on something that's relevant to 2005?
The answer: Thomas Dolby Robertson. He blinded them all with mobility.
As Thomas Dolby (his oeuvre is at ArtistDirect, along with this picture), Robertson had a brief vogue on the pop charts in the early 1980s. He even had a pop hit, She Blinded Me With Science.
Then, a decade ago, he morphed into an entrepreneur, doing stuff at the intersection of virtual reality and gaming. The media left him behind and left him alone. (I met him at a few trade shows during the dot-boom. He should have been a pathetic figure. He wasn't.)
It seems Robertson has a talent rare among entrepreneurs, the ability to make lemonade out of lemons. He explained what happened to the Onion AV Club. It was a piece of blinding entrepreneurial insight.
Now I'm going to tell you how to apply permission to the highest levels of personal transactions, the selling of homes and cars.
PCs crash, and Google deals with it.
It's faster, has less interference, and it's just better.
Uh-huh. Maybe that's all true. But even if it is, that will take time.
Bluetooth has taken over a half-decade to reach its present level of prominence, and many mobile phones still don't have the capability -- despite cool applicationsl like Hypertag being written for it. (Thanks to point-n-click and Billboard for that link.)
I have headlined this Moores Law of Market Acceptance because, again, there is none. (It's like Moore's Law of Training.) Market acceptance is a human process, involving many actors.
The rate at which a new technology is accepted and replaces an old one depends on how revolutionary it is, how nimble its sponsors, and how rapid is the replacement within the older market.
I have written several times about RSS in this space, often wrongly.
But now I have something which, I hope, will prove non-controversial. (For those who want to know more about RSS, O'Reilly has a fine book out on the subject.)
If your story is behind a registration firewall, don't put it in your RSS feed.
Many newspapers today routinely run RSS feeds on all stories, often through Moreover. Many also have registration firewalls. If you're not willing to deliver your personal data (and remember a new password for each publisher) they don't want to see you.
Well, I don't want to see them, either.
Fortunately, there are solutions.
Back when e-commerce was new, some Girl Scout troops decided to get a jump on their neighbors by offering their wares online.
The national organization successfully snuffed out this form of e-commerce. Check out Google on any keyword relating to the cookies (which go on sale soon in your neighborhood and mine) and you won't find any outlets.
The Girl Scouts got away with this restraint of trade because, frankly, it wasn't fair for the non-savvy girls to see money flowing only to those whose parents knew the online ropes. Money raised from sales is shared, after all, between the national organization, the local troop, and its community organization.
What does this have to do with kidneys? Plenty.
Podcasting is the trend of 2005.
It's driven by simple facts.
The result is millions of units and millions of hours waiting to be used by someone.
What else is the result?
The Bushies may be sorry they made this change, because a very big class action is likely to head their way very soon.
The action will be against ChoicePoint, which managed to sell 145,000 credit dossiers to criminal gangs.
That's a big class. Every single victim may have had their identity stolen, either now or sometime later. At minimum, each victim faces a daunting task to re-establish their identity, and the impact of this theft is likely to follow them for years.
That's what lawyers call an actionable tort.
So far only one lawsuit has been filed, an individual suit in California. Expect many more.
The press coverage of this scandal has, so far, been horrendous. Most stories, like CNN's, act like the victims here somehow did something wrong.
They didn't. This was a deliberate act by a company too greedy to take proper care. They deserve whatever the legal system can dish out -- which right now is a lot less than it was a few weeks ago.
And that's the problem.
With Bluetooth viruses causing all kinds of havoc, and forcing millions to close the open ports on their phones, it seems strange to be writing about a "Bluetooth Network" connection.
But that's Wideray.
Here's the deal. Wideray customers put kiosks in the stores, and when someone comes over with a Bluetooth device they can feed whatever they want -- games, demos, product details. (It also works with Infrared or WiFi.)
I have used the system at trade shows, and its effectiveness is limited by the client device. If the device has limited power and storage, the effect of the download is minimal.
Middleware was a very big buzzword a few years ago. (Image from the Southern Regional Development Center.)
By middleware, vendors meant software that let people below take advantage of resources above. Queries that delivered reports to managers on how stores were doing, or that placed real corporate data into neat little graphs.
But every organization of any size is based on human middleware. School principals are human middleware. Store managers are human middleware. Party committeemen are human middleware.
These people sit between the decision-makers at the top and those who carry out orders on the bottom. When we like them we call them "sir" or "ma'am." When we want to disparage them we call them bureaucrats.
America has the greatest bureaucracies in the world. We have done more for our human middleware than people in other societies. (Try getting your driver's license renewed in Mumbai if you don't believe me.)
But we can do much, much better.
Software can be part of that solution, but it's only a part.
I have written a bit on RSS here, often wrongly. (The illustration is from the blog of Andrew Grumet, who brings the complexity of video feeds to the process.)
I have bemoaned the delivery of ads via RSS, both as content and within feeds, as "RSS spam."
My complaints were misdirected, as I learned. The problem was not in the feeds, but in the reader. After I patiently explained my problem to my newsreader maker, I was told "we'll work on it."
And what is my problem?
My problem is I want all the real news and commentary on the field I cover, and that's all I want. You don't get that with a simple keyword field.
As always in technology, problems are usually opportunities turned on their head. New start-ups are emerging that hope to use RSS as a true intelligence gathering service, instead of as a garbage in-garbage out collector.
What they say is what I've said, that separating wheat from chaff is very difficult. They are going about that in different ways. Rojo is doing it privately, just letting a few people in, while Bloglines is doing is publicly, creating a versoin of Google's PageRank algorithm.
Corante is interested in this as well.
Many companies re-sell cellular capacity. It's a simple branding exercise.
Earthlink is the first to enter this business with a vision. The vision comes from founder Sky Dayton, who kept the chairman title for years after leaving for Boingo, but has now relinquished it to run this new joint venture, SK-Earthlink. (Glenn Fleishman interviewed Dayton and has a great story on him.)
Dayton's vision, since the beginning, has been based on the idea that spectrum is plentiful, that WiFi can be connected, and that a telecom firm doesn't consist of wires and switches but software and marketing.
Earthlink itself is based on the idea of re-sale. Its dial-up service rides on top of the existing phone network. Its DSL offerings are based on the same networks. It's not a stretch.
So, what's the vision? Jump over there with me and I'll tell you.
A "blogger" named "Oscar" has dozens of blogs on Blogger, which seem to have no purpose other than to to churn out spam. (Like the image? It's from Rhetorica, which was talking at the time about comment spam.)
Blogger does have some fine features for the spammer. You can set it to e-mail everyone on a list whenever the blog is updated. So if you're a "master spammer" all the little spammers get the updated script simultaneously.
New entries also act as "RSS spam," as in this example, "Oscar's" cell phone "blog."
Google, which owns Blogger, is either blind or willfully complicit to what's going on here. (I'm guessing blind. It's a big virtual world out there, and Google does try to get things right.)
The more significant point is that what's going on is the systematic destruction of RSS as a medium for conveying thought. Already it's becoming impossible to maintain a "keyword" RSS feed. By that I mean that if I tell Newsgator, "send me everything on cellular," I'm going to get a lot of junk, not just from Oscar, but from direct sales sites, resume sites, and "wrap" sites, which place their ads around other sites' content and broadcast it via RSS. (What I need, Newsgator, is a way to create keyword-searches while at the same time blacklisting specific URLs -- then I wouldn't be able to write items like this one.)
But that is not all, oh no, that is not all. Because wherever crooks go unmolested, honest businesses are going to follow.
Take a picture of a painting and get an audio recording, through your phone, all about it. Take a picture of a restaurant and get a review.
When my lovely wife took her present job, many years ago, she said she was happy to be working with programs that actually did something.
She works in transaction processing. Back then each time her program ran her company made a nickel. It's a service business.
The point today is she was way ahead of her time. Still is. Let me explain.
A recent New York Times feature, re-printed at C|Net, creates a phony controversy over new e-commerce sites.
The idea is that some companies are using entertaining Web sites, at URLs not affiliated with their companies, to sell products with humor and games. The clear implication of the article is there is something misleading or nefarious about all this.
The article cites sites from Burger King, BestBuy, Alaska Air, and a joint Microsoft-Intel shop. Only the Alaska Air site is at all misleading -- everyone else has their sponsor posted clearly on the front page (although the BestBuy logo is small and inconspicuous). And the Alaska Air site follows up on a TV campaign, so even there we find no attempt to mislead.
So what's the problem?
I have a confession to make.
The one thing I would really love to have for Christmas, the one thing I'm least likely to get, is a bottle of the old family wine.
It turns out that a distant branch of my family tree runs a winery in Baden, in Germany, barely a draft notice's toss away from the Swiss border. Weingut Blankenhorn (I think it translates to good wine by the Blankenhorns) is run by Rosemarie Blankenhorn (known as Roy), who is about my age. In addition to the usual German varieties they also make a Chardonnay and a Merlot and a Cab.
But unless I can scrape up airfare and meet Ms. Blankenhorn in person (another life ambition), my chances of trying her wines are slim and none. This is because the winery is fairly small, so that only a big importer would be able to do a deal with her, and also because state laws in the U.S. keep big out-of-state importers from serving Georgia, even by mail or Web.
There is a lot of wailing-and-gnashing-of-teeth going on about ESPN entering the mobile phone business, through an agreement with Sprint.
It's not that big a deal. Sprint made these co-branding deals, called MVNO in the biz, a big part of its strategy. Virgin, Carphone Warehouse and 7-Eleven are signed-up, and Wal-Mart is reportedly taking a look.
What do you need to become a Big Time Mobile Phone Brand?
Well it's my own fault, I figured. I'm looking for everything on a specific keyword, and if some store is keyed to that word I'm going to get their stuff. Yes, a good RSS editor should be able to filter-out that stuff, allowing me to unsubscribe to anything that I don't like, but still...
But now that trend has taken another step, so I feel compelled to come back to the subject of my humiliation.
If you don't want to hear about it, don't click below:
I don't know how it is where you live, but I've been struck lately by the growing number of independent coffee shops and DVD houses in my neighborhood.
Maybe Starbuck's (the coffee giant) and Blockbuster (the video rental giant) are just off their game in this part of Atlanta. Both have outlets here, but perhaps there are also lessons here about technology, about how it's changing, and about what consumers want from it.
So step inside.
A new survey from the UK shows the home LAN market retains high potential, even if you're still doing the same old things. (The picture is from this year's production of A Christmas Carol in East Brunswick, NJ.)
The MORI survey showed 90% of home PC owners were getting into arguments over who would use the PC, and when. The kids nearly all say they're doing homework (90% of them), but 43% of users admit they're playing games. (Hey, games can be educational.)
The survey struck me because, at the Blankenhorn house, everyone has their own PC and the TV spent much of Thanksgiving turned off.
We all have our own obsessions. I write, my wife works, my daughter reads and my son plays historical games. It's a far more productive use of our down-time than would be any shared experience before the "boob tube."
Has "the fat lady sung" for Opera, the Norwegian Web browser?
Opera's parent company reported a wide loss for its last quarter. Internet Explorer is losing share, but the share is being lost to Firefox, not Opera.
The question is no longer, do we need an alternative browser? The question is, do we need another browser company?
Over at Wired, Adam Penenberg (left, by Richard Dean, from Penenberg's own site) complains that the FTC is doing nothing about click fraud, the false generation of clicks on ads meant to generate revenue on the advertisement without generating anything for the advertiser.
It's a big problem, a growing problem, but the answer doesn't lie in government. It lies in the medium, in free enterprise. In this case, it lies with Google.
Corante is taking it to the next level. We're going to be doing more marketing, we're going through a redesign, and we hope to bring in advertisers who will keep this candy store operating.
Turns out our timing is pretty good. Whats New Online says blog advertising is efficient, powerful, and good for you, too.
Who am I to argue? Following the fold is what we in the journalism business call the "nut graph:"
Remember CueCat? (The picture is from the University of North Texas.)
Let me refresh your memory. This was essentially a bar code reader, attached to your computer. You could read bar codes all around you, input them to the computer through the reader, and get deals on things you bought regularly.
Well, a version of that idea is back.
Here is how it works. An ad goes on a Web site. Next to it you have terms and conditions. I want to be on this kind of site, and I'll pay this much for each clickthrough.
Sites download the code (as on AdSense), they paste it on their pages, and trackbacks handle the rest. The ad runs until the money runs out, and then it disappears. Or the owner can re-load it with more budget.
I don't know about US out of the UN, but I know one thing for sure.
Microsoft has quit UN/Cefact, the UN's standards-making effort for e-commerce, via e-mail. It cited "business reasons."
What it means is that the standards body wanted protection for patents on technologies thrown into the pot. Microsoft wouldn't give it.