Subscribe via email

Share |

Sunday, February 27, 2011

I Will Check My Phone At Dinner And You Will Deal With It

The next time you go out to dinner, look around. Depending on the restaurant, there will be anywhere from a few people with their heads buried in their phones, to a ton of people in that position. If you don’t see any, keep watching, you will.

This topic of discussion came up this past weekend when I took a trip outside of the Bay Area bubble to go visit my parents. My mother has the stance that I can only assume most mothers do: you shouldn’t check your phone at the dinner table. So naturally, to comply with her request, every few minutes I would check my phone under the table.

I’d pretend to read the menu or fix my napkin to just be slyly looking straight down at my device beneath her line of sight — you know the drill. And while I was doing that, I would look around. Sure enough, there were a half dozen other people at the tables around me doing the same thing.

Love it or hate it, this is becoming the norm. And when it fully becomes the norm, there will no longer be the same stigma attached to checking your phone at a restaurant. Naturally, my mother refuses to believe this will happen, but it’s happening already. Go out to dinner with people in their 20s or 30s. Or worse, go out to dinner with teenagers.

When I go out to dinner with my peers these days, it’s not considered weird at all to pull out your phone. In fact, the situation has sort of reversed itself: you feel awkward if everyone else is using their phones and you’re not. It happens. A lot.

Obviously, at a fancy restaurant this behavior is less prevalent than at a bar. But it’s still increasingly happening all around you.

And it has made going to dinner so much better.

I shouldn’t have to state the obvious, but I will: using your phone in this context does not mean talking on the phone. That is still very frowned upon in restaurants for a very good reason: it’s annoying. A person talking on their phone is making noise, a person using their phone (as in surfing the web, sending texts, using apps, etc) is often doing the exact opposite.

Of course, the stigma around using the phone at the table stems from the same idea: it’s considered rude. But again, it’s not rude as in annoying, it’s rude as in you’re ignoring those around you. It challenges the social norm that when you go out to dinner with people, you’re supposed to have conversations with them.

That itself is a bit odd since it’s also considered rude to talk and eat at the same time, but I digress…

Here’s the thing: the common misconception that my parents and others have about using the phone during dinner is that it’s antisocial. But increasingly, it makes dinner even more social.

In the situations where I go out to dinner with my peers, use of the phone often augments the conversations being had. Don’t know who won game 3 of the 1995 World Series? Don’t know who directed that movie you all saw? It’s all right there in your pocket.

But even more fascinating is when the topic of conversation now often revolves around the phones themselves — or more specifically, what is on them. Tweets, Instagrams, Belugas, etc. These all now spark new conversations or tidbits of personal connection.

And then there are the shared experiences of doing things like checking-in or Foodspotting. One person at a table doing it often trigger everyone else to as well.

Forgive me, but it’s Dinner 2.0. And again, I’m having more fun at these dinners than I ever have.

Is part of it antisocial? Sure. Can it lead to distractions if you read a work-related email that you need to respond to? Of course. But this is the way the world works now. We’re always connected and always on call. And some of us prefer it that way.

What’s annoying to me isn’t someone using their phone at the table, it’s the people who really believe I shouldn’t be allowed to use my phone. Why? So I can repress the desire I have to check the phone while failing to engage in a conversation so I can be able to quickly excuse myself to go to the bathroom to check the phone?

My mother’s answer: yes.

Makes sense. It’s exactly why things are changing. Get with the program, or get out of the way.

What’s more likely? In ten years, everyone goes to a restaurant and talks to one another without pulling out their phones at the table — or in ten years, the table is designed in a way to enable you to more easily use your phones? That’s an easy one.


View the original article here

Despite 861.5 Percent Growth, Android Market Revenues Remain Puny

You read the headline “Android Market grows a staggering 861.5 per cent”, and you think, “Wow, Android is really on a tear.” But then you look at the fine print, and you realize that Android Market revenues are still barely registering, and that the only reason they grew so much in 2010 was because in 2009 they were nearly non-existent.

According to a chart making the rounds from UK-based research firm IHS, Android Market revenues in 2010 came in at an estimated $102 million, up from $11 million the year before.

And how did that compare to revenues from Apple’s App Store? Apple App Store revenues came in at an estimated $1.7 billion in 2010, almost 20 times bigger than Android. And Apple App Store revenue grew at a not-too-shabby 131.9 percent rate. More importantly, Apple accounts for 83 percent of the total estimated app store revenues.

It’s great that Android app store revenues are growing so fast, but whenever you see such sky-high numbers, be sure to look at what is the base they are growing from. Android will have to keep growing at astounding rates for a few more years simply to catch up to where Apple’s App Store is today.

If you are an app developer trying to make money, you still really don’t have much of a choice about where to put your apps. No wonder Apple feels like it can treat app developers any way it wants, and take an increasing percentage of their revenues.


View the original article here

Saturday, February 26, 2011

Is The First Official Chrome OS Device A Monitor Or All-In-One PC? Nope.

Earlier today we received a tip to check out the blog Chrome OS Site for the details on the first official Chrome OS device. Obviously intrigued, I clicked through. There, I read about not a notebook or netbook running the OS, but rather a monitor! Specifically, the report has Acer supposedly unveiling this “monitor”, or perhaps all-in-one PC, called the DX241H, as the first actual Chrome OS device. Several other reports along these lines followed.

Weird, right? Well yes. Because from what we’re hearing, that’s just not true at all.

Here’s the thing, Chrome OS Site’s report points to a German site, heise online, which claims that Acer announced this device with Chrome OS support. But the odd thing is that Acer is an official Google partner on Chrome OS devices. And from what we’re hearing, the search giant doesn’t know a thing about such a device.

While initially viewed as a potential “netbook” OS, Google quickly altered the wording around Chrome OS to make it clear that it was intended for notebooks. (At least at first.) The fact that Cr-48, the test device Google launched late last year, is a notebook speaks to this. From what we’re hearing, Google is still very much committed to getting Chrome OS out there as a notebook OS at some point in the middle of this year. And yes, that will be with partners like Acer.

Having said that, the code behind Chrome OS, Chromium OS, is open source. And developers are free to do with it what they wish. But again, Acer is a Google partner on Chrome OS, so it’s very unlikely that they’d think about going around the company to make some sort of all-in-one iMac-like PC on their own.

Google has been thinking about how they can expand Chrome OS beyond notebooks, to devices like tablets, and potentially even PCs eventually. But the first crucial step is to take on the notebook market. And they can’t do that if partners are off making odd monitors/all-in-one devices aimed at a completely different market.

Long story short: the first official Chrome OS device will not be a monitor or an all-in-one PC. It will be a notebook. And it will launch in the middle of 2011.


View the original article here

Video: CrunchGear Reviews The Wannabe-Techy Scion XB

Last week, we got a Scion xB to drive. Our initial impression was that it looked “tastefully tuner” and was very spacious inside. A quick glance over its tech and we quickly realized that Scion probably added the gear as an afterthought. A lot of the gear doesn’t work together; instead they’re all separate, like what you would get from installing different aftermarket parts. Scion says that’s the whole image it brings the younger generation, but we think it could be done better.

There’s a lot to like about the xB. Slamming the door barks a thud indicative of a solid build. As much as you’d want to think it’s a cheap piece-of-junk, it really isn’t. At no point did the quality feel super-budget. Which is a good thing, because this car isn’t super-budget.

Read the rest of this entry »


View the original article here

Friday, February 25, 2011

Alibaba.com CEO And COO Out Because Of Vendor Fraud

Alibaba.com CEO David Wei and COO Elvis Lee have resigned this morning after an internal probe found that more than 2000 sellers on the e-commerce site were committing fraud, in some cases to the knowledge of Alibaba staff. The Hanzhou, China-based Alibaba told the WSJ that more than 100 sales staff (out of 5,000) were allowing fraudulent suppliers to fake the business registration papers needed to set up shop on the site. In some cases buyers never received items already paid for.

To Alibaba’s credit, it embarked upon the internal investigations in order to preserve customer trust after one of its employees tipped the board off on suspicious activity. The average value of the fraud claims was $1,200 and Alibaba says that buyers who experienced fraud might be eligible for a “good-faith” payment.

While Wei and Lee were not personally involved in the activities that led to buyer complaints, they left their posts in order to take responsibility for the “systematic breakdown” at the site. Jonathan Lu, who runs the Alibaba Group-owned partner site Taobao.com has been named as a replacement.

Yahoo owns about 40% of the Alibaba Group, which doesn’t expect it’s financial results to change because of the management issues. One of the most rapidly growing e-commerce sites in China, Alibaba.com’s third quarter net profit rose 55% to $366.1 million yuan ($55.7 million) in 2010. Alibaba.com shares fell 3.5% today to $16.68 yaun ($2.54) a share before the announcement.


View the original article here

Adobe: Flash Coming To Android Tablets “Within A Few Weeks”

Earlier today there was quite a bit of commotion in the tech press over a Verizon ad that stated that Flash wouldn’t be making its way to Android tablets until Spring 2011. Which has the potential to be pretty far off (as late as June), especially given that the Motorola Xoom — the first tablet to run Android Honeycomb — will be coming out in a few days.

Now Adobe has issued a blog post clarifying just how long we’ll have to wait: they say it will be available “within a few weeks of Android 3 (Honeycomb) devices becoming available, the first of which is expected to be the Motorola Xoom”. Which sounds like it should be around mid-March, though Adobe has still left itself some wiggle room. At least it’s a lot better than June.

Adobe used the remainder of the blog post to do a little chest puffing and explain why Flash is still important to mobile (which Apple would dispute).

We are excited about the progress we’ve made optimizing Flash for tablets, alongside partners including Motorola, and expect our momentum to continue. As we announced last week, over 20 million smartphones were shipped or upgraded with Flash Player in 2010 and over 150,000 consumers on the Android Market are rating it 4.5 out of 5 stars. We have raised our estimates for 2011 and expect to see Flash installed on over 132 million devices by the end of this year. Consumers are clearly asking for Flash support on tablet devices and the good news is that they won’t have to wait long. We are aware of over 50 tablets that will ship in 2011 supporting a full web experience (including Flash support) and Xoom users will be among the first to enjoy this benefit.



View the original article here

Thursday, February 24, 2011

Hipmunk Takes Simple Flight Search And Makes It Even Easier On The iPhone

Hipmunk is one of those things that sells itself. You look at it side-by-side with the alternative ways to search for airline travel and it’s a joke. And that’s exactly why it’s so awesome that they’ve been able to translate that experience over to the iPhone — and perhaps make it even a little easier.

If you’ve used Hipmunk on the web, you’ll know the drill: You enter a “From”, you enter a “To”, you enter the “Dates”. And then, if applicable, you change the “Fare Type” and “People”, and you’re set. Hipmunk does the rest for you, combing over the listings they have to find you the best flights sorted by “Agony”, “Cost”, “Depart”, or “Length”. It really couldn’t be an easier.

What’s nice is that the flight results pages on the iPhone maintain the grid look of the website. And they even look a little better and are a little easier to navigate thanks to the iOS polish. Clicking on a result gives you mini details about it, and clicking through (with the arrow) gives you all the details.

The one downside is that booking has to be done through the airline and/or aggregator’s website using mobile Safari. So after all the work Hipmunk does tidying things up, it can all go to hell if the airline’s mobile site sucks (and you can be sure it does). Of course, the Hipmunk website itself also makes you go through the airline’ and/or aggregator sites to book — it’s just a little more jarring in the app since it kicks you out to Safari.

But Hipmunk for the iPhone comes with the nice feature of being able to email a booking link or being able to use a code to go directly to a “finish” page on Hipmunk.com if you don’t feel like finalizing booking over the phone.

Developer Danilo Campos details his experience making the app on Hipmunk’s blog here. It’s a nice story as he was simply going to build them an app on his own on the side, when they contacted him to do it.

You can find Hipmunk in the App Store here. It’s a free download.


View the original article here

4SquareAnd7YearsAgo Knows Where You Checked-In Last Year

From the folks that brought you FlickSquare now comes 4SquareAnd7YearsAgo, a simple app that emails you with a reminder of where you’ve checked in on Foursquare from a year ago. All you need to to is sign into the app on FourSquare and the app will email you with last year’s checkins. That simple. And if you didn’t check-in on any given day the email skips.

Built at Foursquare Hack Day by Jonathan Wegener, Benny Wong and Matt Raoul the app has caught the attention of Foursquare founders as well as bloggers and industry notables. Says Wong, “You know that mode in Mariokart where you can race against yourself as a ghost?  Yeah, it’s kinda like that.” Indeed, plugging into the app and receiving the email is a delightful lesson in nostalgia, “Oh, I went there!” Don’t know how long it will endure, but for now it’s cool.

Wong is also thinking of including milestones like the top New York Times story for the day, the weather on the day, as well as other milestones in the daily email. He is even considering a making physical (paper) calendar for checkins as well as a checkin browser, when you can search for places you have checked in in the past.

But for right now though Wong is just reveling in the serendipity caused by the app, moments like this and the one below where someone checked in an ungodly number of times (the app fought back) making the execution totally worthwhile.

Top image: Dens


View the original article here

Wednesday, February 23, 2011

Engineers Recruit Engineers With Hackruiter


Previously video-hiring service HireHive, the founders behind Y Combinator-backed Hackruiter have taken the next logical step in being solving the problem of hiring good people, and have actually become recruiters themselves. While we’ve chronicled the Silicon Valley talent crunch in a number of ways, we’ve never covered a startup actually attempting to disrupt the process of engineering recruiting. Until now.

Says founder Nicholas Bergson-Shilcock, “A lot of people approach hiring as a purely technical problem. We think there’s a lot of value in approaching it from a human standpoint as technical people.”

What makes Hackruiter special is that founders Bergson-Shilcock and David Albert are actually the ones doing the recruiting(!). Having engineering backgrounds gives them a leg up on other recruiting services like Top Prospect and Pursuit because qualifications that sound arcane to non-technical recruiters actually mean something to them. They’re not just matching up words on a resume to words on a job description.

Says Bergson-Shilcoc, “We are hackers ourselves so when we talk to people they’re not just a bunch of buzzwords or key words, we can actually do an intelligent [job] match.”

The Hackruiters also is relatively transparent with their offerings. They’ll you that you can find a job on the Quora jobs page, have an API for all their listings and don’t require applicant exclusivity. They ‘ll also increase your chances at finding a good fit, by offering relevant recommendations: If you want to work at Quora because you like Python and C++, there’s a good chance you’d be interested in Dropbox which is also a Python and C++ shop.

“Big companies like Google and Microsoft can go to colleges and recruit. Small startups don’t have the budget for that,” says Albert. Despite starting small, Hackruiter is selective about who they will work with and only work with good companies, who provide references for engineers (It’s usually the other way around). While not precluding eventually recruiting for a Google or a Twitter, they are starting with startups because those are the companies they know the best and the ones that most hackers never hear about.

The Hackruiters are kicking off their offensive in March by travelling across the country through New York, Boston, San Francisco and Mountain View, meeting people who want to work at or just learn working at smaller startups. If you’re not near any of the three stops, you can ping them for a Skype chat here.


View the original article here

Is Yahoo Getting Close to Selling Its Lucrative Yahoo Japan Shares?

Yahoo’s CFO Tim Morse spoke at a Goldman Sachs Investing conference today and was peppered with questions about Yahoo’s Asian assets, which make up a good chunk of the value of its stock price right now.

On the subject of Alibaba, Morse was very conciliatory, repeatedly praising the job that the Alibaba management team is doing building the business, emphasizing that Yahoo was just a financial stake-holder. He said that Yahoo was in no hurry to name its contractually obligated second board member.

On the subject of Yahoo Japan, there has definitely been a shift in tone when it comes to whether or not Yahoo might divest its incredibly valuable stake. Earlier this month an analyst from Pacific Crest, noted as much in a research report, raising its rating on Yahoo based on the potential for a boost from selling the Japan shares and its price target to a comparative heady $21 a share.

Here’s what Morse had to say today:

“Yeah so we spent an awful lot of time last year, the last 9 months of 2010, doing our homework on all the various possibilities for maximization of this stake. It’s in a terrific position in a market that’s very tough to crack for non-locals, they’re great in everything yahoo does, plus commerce. So it’s a terrific and valuable business and I’m in complete sympathy when investors say, well it’s a public company and we can decide whether or not to invest – I get that and I’m in sympathy, Carol’s in sympathy with that.

“But fact is we do own it and what we need to do is figure out the best way to be sure, whether we keep it or some other transaction was possible, that it would be in the best interest of our shareholders and the other  Y!J shareholders. … So what we said on our last earnings call is we’re now working with our partners – Y!J’s management team, Softbank – to  collaborate and find a way to best unlock the value of this asset. … So we went with a list of things that we’re talking to them about, they’ve added to the list, we’re in good discussion.”

To couch things, he emphasized that Yahoo wouldn’t do anything if they couldn’t figure out a deal with their partners, because the tax liability would make it “very difficult to justify.” Morse’s exact words:

“The one thing I’d emphasize is that I said publicly at our investor event in May of last year, is – selling the stake, some sales require consent and some don’t. A lot of the riskier sales we could do in an open market would come at a substantial discount, on top of tax we’d pay on that, very difficult to justify, and then – what do you do with the proceeds, what’s the use for them, is there something really accretive you can do. So without – the risks of selling and liquidity discount, not having great use of proceeds – I said at the time I don’t see that an outright sale of the asset serves our investors’ needs very well. And I still believe that. We don’t have a good way to offset tax, we don’t have a good way to justify the proceeds. So we’re looking at tax efficient options and working with our partners so it works out well.”

Looks like things could finally be budging in this US-Asian stalemate between Yahoo, Yahoo’s investors, Softbank and — who knows?–maybe eventually Alibaba.


View the original article here

Guest Post: How Online Work Can Save America

On a dusty summer day in July 2009, I taught a young, impoverished refugee in Dadaab, Kenya, to earn money online.

Paul Parach (pictured left, video below) had fled South Sudan at age seven and lived in the camp for fifteen years, suffering persistent shortages of everything from water to firewood while he struggled to learn English.

In a small computer center, donated by the Danish Refugee Council and hooked up to a satellite dish, I showed Paul and 15 other refugees to use Google to search for phone numbers and paste them into a web form for a Silicon Valley client.

Several months earlier, I had founded a non-profit called Samasource to connect people living in poverty to sources of work, via the Internet. In two years, we’ve employed over 900 people in Asia, Africa, and Haiti to do small tasks, or “microwork,” for companies including Ask.com and Intuit. Unlike traditional outsourcing, this work sits in the cloud, requires little training, and is paid per task. Big companies use microwork to improve and enrich large sets of data, to train computer algorithms, and to handle many other routine business processes.

Each task Paul completed was worth a few cents; an untrained refugee with a secondary school education can complete forty or fifty in an hour. Not long after I left, Samasource sent Paul and his co-workers a few hundred dollars in payment for these small tasks. And as of today, about a year later, we’ve paid out roughly $800,000 to people living in poverty around the world.

I am proud of our work abroad. But I am also worried about the lack of work at home. For twenty months, US unemployment has remained above nine percent. People who have worked all their lives in factories across America’s rust belt can’t find a role for themselves in the new economy. Nor, for that matter, can many white-collar workers with advanced degrees.

President Obama recently told his staff: “I want you to come to me with ideas that *excite* me.” Microwork pays little – it’s the digital equivalent of basic manufacturing — and encouraging Americans to work for a few dollars an hour is not very exciting. But, taken as a wider category, Internet-enabled working has massive potential to both boost jobs and excite politicians. Two opportunities in particularly already provide work to hundreds of thousands of people. Scaling them up should feature prominently in the President’s agenda.

The first, online work, includes any type of knowledge-based task that a person can do online — from outbound calling, data entry, and bookkeeping to transcription and translation. By the end of 2010, over one million contractors were registered on various online work sites. Many of those workers are based in the US. The sector is doubling in size each year. American firms such as LiveOps have pioneered a new model for call-center work that allow tens of thousands of people around the country to work from home, and oDesk, an online marketplace for small projects, has paid out over $240M to hundreds of thousands of freelancers since 2003.

A second opportunity for American workers involves using the web to make offline work more efficient. Construction workers, house-cleaners, and other service-sector employees, who depend on word-of-mouth referrals and are often at risk of abuse and underpayment, benefit from the new reputation systems, background checks, and feedback tools available on web-based work channels. San Francisco-based WorkersNow, for example, highlights profiles of pre-screened “post-recession” construction workers on their homepage. A similar firm, ReadyForce, replaces the traditional temp agency with a web-driven evaluation system.

We cannot rely on the government alone to fix our employment problem. While the stimulus created five million jobs, it did so at great cost to taxpayers and without any guarantee that those roles would be needed a few years from now. If we invested similar resources in scaling up Internet-enabled work, there would be a tidal wave of new startups in this space. There would be a WorkersNow or ReadyForce for every industry. The Obama administration should fund and support technology that reduces the cost of discovering and hiring workers.

Critically, we also need to help workers understand how to make the most of the Internet. America has made major investments in rural broadband connectivity, but vocational training programs largely ignore the role of the Internet. Every jobless American should have a profile on a professional networking site like LinkedIn, or an account to complete work on a site like oDesk. Some of the largest web platforms for work were built in the United States, yet much of their growth is international because we don’t train our own people to use them. A little government support could change that.

Our economy is not the only thing at stake — work is at the core of the American dream; it’s how we define ourselves as a nation. President Obama might recall the words of Franklin D. Roosevelt, who at a similar moment several decades ago, issued a grave and poignant warning: “Not only our future economic soundness, but the very soundness of our democratic institutions depends on the determination of our government to give employment to idle men.”

Leila Chirayath Janah (@leila_c) is the founder of Samasource, a social enterprise that connects people living in poverty to work via the Internet. Janah received the World Technology Award in 2010, and serves on the board of Tech Soup Global. She lives in San Francisco.


View the original article here

Tuesday, February 22, 2011

(Founder Stories) Why David Karp Started Tumblr: Blogs Don’t Work For Most People

In the never-ending debate between blogging and micro-blogging, Tumblr usually gets lumped in with Twitter and Facebook on the micro-blogging side. But Tumblr is actually somewhere in between the status bursts of Twitter and Facebook and the long-form publishing of WordPress-style blogs. If anything, it is more accurately described as micro-blogging than Twitter or Facebook because you actually produce short blog posts filled with images, links, and videos. But the key to Tumblr’s incredible growth—it’s adding a quarter billion pageviews a week—is how easy it makes it to post something and reblog what your friends are posting.

Tumblr CEO David Karp recently sat down with Chris Dixon for a Founder Stories interview in which explains how he started Tumblr four years ago as a reaction to other blogging tools out there. “All blogs took the same form,” he notes. “I wanted something much more free-form, much less verbose.” People wanted to express themselves and blog, but he felt that the standard blogging platforms available at the time—Wordpress, Blogger, TypePad—were too complicated. “These tools I just don’t think worked for most people. It’s a commitment, you need to sit down for an hour and hammer out a post.”

He is quick to add that “WordPress is the best tool in the world for that” kind of publishing. But for someone like him who “doesn’t enjoy writing,” it was the wrong tool. So he created Tumblr instead, which is designed to help people get their thoughts and images up as quickly as possible, and to lower the barrier to publishing even more.

But don’t Twitter and Facebook lower those barriers even further? They do, but they lack a strong expressive identity, argues Karp. “They are not tools built for creative expression,” he says, adding: “Nobody is proud of their identity on Facebook.” Okay, he’s got a point there. Tumblr, in contrast, is built to be a place you can be proud to call your online home. It’s very design-oriented and you can customize your Tumblr to reflect your personality, but not in a cheesy MySpace way. For Twitter and Facebook, “expression isn’t necessarily something they care about.”


View the original article here

YC-Funded HelloFax: Sign And Send Faxes From Your Browser, Without The Hassle

In a perfect world, the fax machine would have taken the hint by now and made a graceful exit as it was supplanted by superior (and more environmentally friendly) technologies like email and e-signatures. Alas, faxes are still around, and some businesses insist on using them on a daily basis. Fortunately companies like eFax have sprung up to serve as stand-ins for fax machines, and now there’s a new Y Combinator-funded startup that’s looking to make life even easier. Meet HelloFax.

Now, online fax services aren’t anything new. eFax and MyFax (which was just acquired by the former) both offer robust services to deal with faxes without having to actually own a machine. At least, that’s the promise. But HelloFax founders Joseph Walla and Neal O’Mara say that these services make it a pain to actually fill out forms and sign documents, which leads people to print them out, sign them, and then scan them into their computers to send them back (which sort of defeats the point). HelloFax wants to fix this.

The service is quite straightforward: you upload your document and HelloFax will present it as an editable image, allowing you to add text and signatures from within your browser. Once you’ve filled out your forms and signed all the X’s, you enter an email address or phone number, and HelloFax will send it over. If you want to make your signature especially authentic you can write it on a piece of paper and upload a snapshot to HelloFax, or you can just use your mouse.

eFax does actually offer software to sign documents on your computer without having to print them out, but it’s a downloadable client — HelloFax’s solution works directly from the browser, which Walla believes is an industry first.

The service charges on a per-fax basis ($1.99 per fax) and it also offers subscriptions, which frequent users will want to opt for. Walla says the one-off pricing option differentiates HelloFax from eFax, which forces users to sign up for subscriptions. You’ll also get 20 faxes free if you sign up the service by Friday.

At this point HelloFax can only send faxes — you can’t receive them yet. Walla says this should be coming in the next month or so, and that you’ll be able to get your own HelloFax number for a premium charge.

Another gripe is that the text editor really treats the whole document as an image, so you can’t jump between fields the way you could in, say, Acrobat. But even without that, I’d still rather use HelloFax over a desktop app to edit my faxes. And Walla says improvments to the editor are on the way.

Note that there are even more alternatives to faxing, like EchoSign, which lets you sign documents via email. Unfortunately some businesses still demand that they receive a hard copy, which is where HelloFax comes in handy.


View the original article here

Friday, February 18, 2011

WITN: Is Justin Bieber Why Lady Gaga Is Pantsless In Paris? [TCTV]

Since AOL’s acquisition of the Huffington Post, we know many of you have been looking for signs that TechCrunch has adopted our new editorial overlady’s approach to SEO. This seems like as good a time as any to assure loyal Why Is This News? viewers that we will never – ever – stoop to such cheap linkbaiting tricks, no matter what financial incentives we’re offered to do so.

And so to this week’s episode, where we talk about the impact of Justin Bieber – and his new movie, Justin Bieber: Never Say Never (3D) – on social media and celebrity.

Video below. Also, does anyone know what time the Superbowl starts?


View the original article here

Greylock Invests $2.5 Million in 1000Memories (TCTV)

1000Memories has raised a $2.5 million round led by Greylock Partners, with the participation of some high-profile angel investors including Caterina Fake, Ron Conway, Keith Rabois, Mike Maples, Paul Buchheit and Chris Sacca. Greylock’s David Thacker is joining the board.

1000Memories aims to be a site where loved ones can commemorate the lives of those that have passed away. Several sites have tried to do this, and previous attempts have come off as cheesy or morbid. 1000Memories has struck a chord with its stylish design, and its commitment to always offer the product for free without garish ads.

Obituaries are one of the only bastions of newspaper classifieds that haven’t been disrupted, Thacker says. In San Francisco, a basic obit can cost up of $1,500, and it’s a static, non-collaborative mention that only runs one day.

1000Memories’ timing couldn’t be better. Facebook and other social networks have brought people closer to people they’d fallen out of touch with, providing an efficient medium for communicating a death and for sending condolences and remembrances. And increasingly, those memories are already captured digitally, via photos, videos and emails. And as newspapers become increasingly irrelevant, it’s natural that there’s some solution for celebrating someone’s life online.

So while it’s easy to see that something like 1000Memories should exist in the world, the question is how long it will take to build a laudable service like this into a real business. Co-founder Jonathan Good stopped by our studios to talk about the news– unfortunately he didn’t come prepared with many details on what the funding means for the company or what the money would be used for. He also refused to give us any sense of how big the user base was or even any basic idea of how much the service has grown or how many tribute pages have been built.

It’s a shame, because those are key questions. Customer acquisition will be a challenge for the site, since most people don’t have a death in their families or communities several times a year. Given the emotional investment people make in 1000Memories, I hope the company will be a bit more forthcoming in the future.



View the original article here

Want To Buy Into A Hollywood Movie? Now You Can

A company called Audience Productions has filed to go public with the Securities and Exchange Commission, and are selling $10/share preferred stock to people who want to invest in the movie they’re creating.

The movie is called “Lydia Slotnick Unplugged“:

“Lydia Slotnick Unplugged” is a comedy about an up and coming executive at a hip music TV network. When Lydia’s dream job becomes available, it’s a toss up between her and a skater-punk named Gator. Their boss favors Gator because he’s worried that Lydia’s lost her edge. So, Lydia decides to prove that she’s still got it by revealing the gritty story of her idol, legendary 70s rocker, Graham McGuiness. Graham has spent the past 30 years in a fog of alcohol and self-pity. He’s trying to find that elusive lost chord to become successful again. In a frantic race to uncover Graham’s past, Lydia learns an incriminating secret, which would make perfect material for a top-rated show. But she has to decide whether to use it to secure her promotion or destroy the evidence to save the reputation of her idol.

Sound good to you? Then you’ll definitely want to invest. Because the movie will only be made if they raise the full $8 million. Your minimum purchase is 2 shares, for $20.

Here’s what you get – your money back + 7% if the movie makes a profit. Any profit over 7% is shared 50/50 between the investors and the people behind the company. If the movie makes less than $8 million, all of it goes back to the investors.

Don’t expect a free ticket to see the movie, though. From the FAQs: “Do I get to see the completed movie for free? No. A distribution arrangement will preclude such a large number of complimentary tickets or DVDs.” You also won’t be allowed on set, but you will get to download clips of the movie.

Also note that the stock won’t be listed on Nasdaq or any other exchange, so you won’t be able to sell these shares very easily once you’ve invested.


View the original article here

Roqbot Is A Jukebox On Your iPhone

Something unusual happened last Friday night at Bar Basic here in San Francisco. When I walked in, the entire room was fixated on on a screen above the bar, which displayed what looked like a musical game but wasn’t karaoke. The game? Roqbot, a unique iPhone app that allows you to yes, pick the music playing at a bar. Like a combination Pandora and traditional jukebox, Roqbot allows you to control the tunes without getting up from where you’re sitting.

The inspiration for Roqbot came when one of the co-founders got frustrated using the jukebox at a bowling alley — Every time he had to walk across the bowling alley he would miss his turn. Roqbot, which shares the space with jukebox networks TouchTunes and eCast, is the first startup that I’ve seen experimenting with bringing social music to real life businesses like bars and cafes. Up until now plenty of people have deployed this concept for private settings, but no one has touched public because of the many challenges involved.

Co-founder Garrett Dodge says Roqbot isn’t actually competing with jukeboxes, but with iPods. Playing an iPod at a cafe or a bar has its disadvantages, namely that the staff gets tired of listening to the same music day in and day out (anyone who has ever worked in a store knows how hellish this can be around Christmas-time) and that customer requests are never heard. There is also the legal issue of music licensing fees when playing personal music in a public setting.

With Roqbot you can check in at a participating venue as well as publish your checkins and music picks to Twitter, Foursquare, Last.fm and Facebook. You can select a song to play using Roqbot credits that you can buy with Amazon, Paypal or your Credit Card through your phone. The app offers you a comprehensive list of popular music to choose from, including some that will please the cranky indie music snob you’ve dragged along. If you’re having trouble deciding what to play you can pick from curated lists like “Highest Rated of all time,” “Most Played of All Time” and yes “Top 80s.”

Participating venues have their own dashboards within the app and aspiring DJs can navigate through “Now Playing” “Next Up” “DJs” and “Specials” homescreens. On the “Next Up” screen, a Digg-like interface allows you to thumb up and thumb down songs, increasing or decreasing people’s DJ ratings with each vote (and it gets heated). Likewise people can vote your picks up or down, which affects your own DJ rating as well as your position in line. For extra Roqbot credits you can set your musical picks to “Priority Pick” which moves them up in the queue.

“We’re going beyond checking into a venue,” says founder Garrett Dodge, “Now you can actually checkin and do something useful.” True. Roqbot also gives away all the equipment for free to venues, including the entire catalogue of five million fully-licensed songs (one of the co-founders has a background in IP law and one of their advisors used to be the CEO of Sony Music).

The Roqbot beta can be downloaded from the iPhone, but can only be used at Bar Basic in San Francisco which I highly suggest if you’re in the area. Dodge plans on launching the alpha for both the Android and iPhone platform in March, offering it for free to people planning parties at SXSW. Roqbot is currently bootstrapped.

Image: voteprime


View the original article here

Twitter Is Having A Bad Day: Bizarre “Blank Page” Is The New “Fail Whale”

Notice that everything’s seemed kind of unusually quiet in the blogosphere all day ? From lagging tweets to the emergence of the new http://blogs.villagevoice.com/runninscared/2011/02/did_twitter_cra.phpblank screen (“Fail Whale without the Whale”) error, it seems to me at least like the sundry unspecified  Twitter issues on the loose this morning and afternoon are actually CAUSING a slow news day. While the delay on the tweets was thankfully resolved a short while ago, users are still reporting the blank page error.

The problems are affecting both the website and clients. Some 3rd party client users are also noticing interesting tweet crawling errors and the clients crashing altogether, like this random cluster of tweets at the bottom of a Tweetdeck search for tweets from @Mediagazer performed by Atul Arora. It’s unclear if all the problems are related.

While Twitter says it’s working on fixing the issues and that the blank screen has only appeared for a small number of users but wouldn’t comment on any specific cause. It seems like, at least from the timing of complaints, that the situation is ongoing. I’m seeing reports coming from outlets as diverse and mainstream as The Washington Post and The Village Voice that something’s rotten in the state of Twitter. In fact I just got the screen image above while searching for tweets to include in this post. It’s not just you.

Update: Users are also pointing out that the “You can still access old Twitter for a limited time” link is now dead and redirecting here. Could these issues be preliminary signals of an impending move entirely over to New Twitter?


View the original article here

Thursday, February 17, 2011

Top Prospect Connects with LinkedIn to Turn Your Talented Friends into Cash

The American labor market is as schizophrenic as I’ve ever seen it. While the bulk of the country struggles with 9% unemployment, in Silicon Valley the ease of starting a new company and huge hiring goals of companies like Google and Facebook have lead to a war for talent that’s driving up salaries and threatening the future of some smaller startups who just can’t find people.

The latter may seem like a good problem to have, but it’s still a problem. And it’s one most Valley companies are happy to throw money at if someone can come up with a tailored solution. We’ve written about a few companies trying to solve this through networking or reputation. Top Prospect is trying to solve it with good old fashioned cash: Companies will pay you at least $10,000 if you refer a friend who they wind up hiring.

Eventually, Top Prospect will take a cut of that– probably a hefty cut of up to 40%. But until March 1, it is giving successful matchmakers the whole amount. And some companies are willing to pay even more. Right now more than fifty companies have posted 180 jobs in the system with a whopping $2.5 million waiting to be paid to referrers. Those companies include a lot of hot startups who obsess about finding the best talent like Zynga, Path and Asana. (Those last two aren’t a surprise. Dustin Moskovitz is an angel investor in Top Prospect, landing it in the powerful Facebook Mafia.) The company was started by Rotem Perelmuter, and investors include Andreessen Horowitz, Spark Capital, Ron Conway, Facebook’s Chamath Palihapitiya, Stubhub founder Jeff Fluhr, David Goldberg and Jeff Clavier.

If a big ol’ payday isn’t enough incentive, Top Prospect also makes it easy. Recently it has integrated with LinkedIn, allowing it to help you quantify people to recommend by looking at your contacts and their profiles and connections. The system has some limits to make sure you don’t just flood every listing to up your odds of a payday. You can only recommend three people for each job, and you have to know someone to recommend them. And since you only get paid if the person is hired, you should only recommend friends looking for work. Over time, each connector will have a success rate, that should help him or her stand out to employers.

It takes all of five minutes to create an account and see a list of jobs, people you know who might be a fit and the bounty you’d get should they be hired. My problem is my LinkedIn profile probably isn’t up to date enough for me to be getting a good sample. One guy I don’t even remember meeting is apparently a great fit for a dozen jobs. An applications like Top Prospect that has a clear benefit, could start making people pay more attention to their LinkedIn social graphs. It could also cannibalize LinkedIn’s own jobs product.

Hopefully LinkedIn doesn’t view Top Prospect as a threat because it’s a core part of what makes the site so easy. This business model has been tried before, but that was in a pre-Facebook/LinkedIn world, which made matching up friends with jobs a lot harder. If those friction points can be taken out, it’s a no brainer. Companies have no problem paying to hire the right person. Recruiting is an $8 billion a year industry with headhunters taking a hefty 20% of a candidate’s first year salary. Most of the biggest Internet companies have excelled by squeezing middlemen who take huge fees. There are few markets this big that are still ripe for disruption.

Right now, Top Prospect is focused on tech jobs, but plans to expand to healthcare later this year. Eventually it sees any market where demand outstrips supply as a fit. While that’s a small part of the economy, Top Prospects numbers show so far it’s a juicy one.


View the original article here

The Simple (And Perhaps Harsh) Reality Of Apple’s Ecosystem

In my previous post about Apple’s new subscription plans for the App Store, I offered up three possibilities. With the move, Apple is either: brilliant, brazen, or batsh*t crazy. But reading over the comments on that post (admit it, you did — it’s okay, I do too, sometimes), you might think there was a fourth option: evil.

To those who have followed tech news for any extended length of time, this is a familiar refrain. Company X changes something, therefore Company X is “evil”. Over the years, this has been true of Microsoft, Yahoo, Google, Facebook, etc. But no company has seen this vitriol to the extent of Apple over the past few years. And curiously, it seems correlated to their meteoric rise in power and profitability.

But if Apple is really evil — or at the very least, if several major moves they’ve made over the past few years have been evil — shouldn’t the opposite be true? Shouldn’t Apple be losing a ton of customers who are fed up with their cruelty and inhumane torture of developers, users, and the world in general? Makes sense, right?

Welcome to reality, conspiracy theorists, loons, and occasional TechCrunch commenters.

This latest maneuver by Apple, and several other of their recent “evil” moves, can actually be explained quite easily. Apple isn’t out to trick everyone and eventually screw them over. Instead, Apple has perfected the art of making money.

To some, that will still seem evil. Hell, to a few that will likely seem synonymous with evil. But that’s an extremely myopic view of things.

The absolute key to Apple’s ability to make money is the ability to make products that customers want. This includes both their tangible hardware products, the software that runs on them, and the underlying infrastructure that fuses it all together. And that includes things like the App Store, which today’s latest change affects. Apple makes good products that people want, so they make a lot of money. The two are absolutely tied together. If they didn’t do the former, they wouldn’t get the latter.

To be clear, I’m not convinced that the subscription changes announced today won’t backfire against Apple — that was the point of the previous article. But given Apple’s recent track record, there’s every reason to believe that they won’t. Further, there are plenty of reasons to believe that Apple is making a smart bet here.

Apple is betting that the allure of being tied into their incredibly efficient iTunes payment ecosystem (along with its 100 million + accounts tied to credit cards) will outweigh the downside of having to pay them a 30 percent fee. The same 30 percent fee they currently take from the thousands of app developers collectively making billions of dollars off of the App Store. And the same 30 percent fee they currently take for all other types of in-app purchases.

You don’t hear those developers complaining about Apple’s cut. But this situation is different because it’s a de-facto change in policy. Actually, wording in their app guidelines has suggested for some time that Apple would move to filter all purchases made on their iOS devices through their in-app payment system. They just hadn’t enforced it until now.

But now that they have a system in place to do that, they’re going to do it. For many developers, this is a harsh reality. But is it evil?

Regardless of what I write or what anyone else says about this issue, here’s the actual situation: if this is a mistake, people will reject it. Both users and developers will have the chance to vote. But they won’t vote with their mouths. They’ll vote with their wallets.

If Apple is in the wrong here, developers will stop developing for iOS (a privilege which they pay Apple $99 a year for on top of the 30 percent app sales cut). And customers will stop buying iOS products. Those two factors will amplify one another. And the Apple ecosystem will wither.

There’s simply no reason for developers to develop for a company that is evil to them. And there’s no reason for customers to buy products from a company that is evil to them. There are other options out there. And those options will only continue to sprout. And people will walk away from Apple.

But allow me to state the obvious: with all the other “evil” changes Apple has made, this hasn’t happened. In fact, the opposite has happened. Apple has continued to sell more and more of their products and their ecosystem has exploded into a juggernaut.

Apple is so “evil” that they have more users than ever giving them more money than ever. Either the entire world is brainwashed or most users interpret these maneuvers as a part of Apple’s overall goal to make products that are consumer-friendly. Which, again, in turn, makes them money. A lot of it.

You could certainly make the case that the subscription changes could harm consumers if Amazon or Netflix or other developers decide to pull their apps from the App Store. That’s exactly why I’m not sure this won’t backfire (would Amazon really be okay giving Apple a 30 percent cut?!). But on paper, the main change to push for streamlined in-app payments is a big time benefit for consumers. And if the others play ball, that’s all the consumers will see: yet another system developed by Apple that is better than every other system out there.

And that’s exactly why the inevitable antitust talk (that has actually already begun!) is for the most part ridiculous. This is a free market that both developers and consumers are free to walk away from — and towards a competitor.

A number of people today seem to believe that Apple’s move will force companies to raise their prices by 30 percent across the board. That would be totally ridiculous, completely unacceptable, and worthy of an antitrust inquiry. But why on Earth would they do that when they can just put their products on Android or BlackBerry or webOS?

Looking ahead, the more I think about it, the more I think that may be the one (potentially) big vulnerability in Apple’s plan. The requirement that prices must the the same or less than they are elsewhere on the web might have to be altered eventually. But that will only be the case if rival products by competitors fail to produce an paid app ecosystem to compete with Apple’s.

But again, that would not be a case of Apple being evil. It would be a case of them building a natural monopoly similar to the way Google has done that in search.

Still, natural or not, just like Google, Apple would then have to be careful about what policies they implemented. With great power, comes great responsibility, and all that. But we’re not there yet. It does look like competition is coming — and fast. And so Apple should be allowed to implement the changes to their ecosystem as they see fit. The market will decide if they’re the right ones or not.

And that really is the key to all of this. It’s so obvious, but so many seem to be looking past it. Apple is not the great dictator of the world. We’re all free to not buy their products and to use other ones. But despite all the bluster about Apple being “evil” over the past several years, this has not happened. And it’s because they’re not evil. They’re simply a free market machine churning out great product after great product thanks to (and not in spite of) many of the policies they put in place.

But that could all change tomorrow. We’re in control, not them. Welcome to reality.

[images: New Line Cinemas]


View the original article here

Apple’s Big Subscription Bet: Brilliant, Brazen, Or Batsh*t Crazy?

We all knew it was coming, but the details of the App Store subscription model, which Apple outlined today, are fascinating on a number of levels. Simply put: this is one of the boldest bets Apple has ever made. And it could backfire. Or it could be huge beyond belief. Either way, it’s going to be very controversial.

We’ve already gone over the basics, but as a quick recap: any service offering an app with any sort of subscription component must now offer it within the app using the new in-app subscription options. Those companies are welcome to offer subscriptions outside of the app as well, but they must also have to option to do it in-app and it must be for the same price (or cheaper) than the out-of-app option. If a subscriber signs up in-app, Apple keeps 30 percent of those revenues. If they sign up outside of the app (still granting them accesses to the app), the company keeps 100 percent of the revenues.

Apple clearly knew this announcement would spark controversy, and you can see that very plainly in Apple’s press release today. Just look at the quote included, from no less than CEO Steve Jobs:

“Our philosophy is simple—when Apple brings a new subscriber to the app, Apple earns a 30 percent share; when the publisher brings an existing or new subscriber to the app, the publisher keeps 100 percent and Apple earns nothing. All we require is that, if a publisher is making a subscription offer outside of the app, the same (or better) offer be made inside the app, so that customers can easily subscribe with one-click right in the app. We believe that this innovative subscription service will provide publishers with a brand new opportunity to expand digital access to their content onto the iPad, iPod touch and iPhone, delighting both new and existing subscribers.”

He might as well be saying: “Everyone take a deep breath — here’s why this makes sense.” And there’s no question that it does make sense — for Apple. But a lot of third-party developers both large and small are going to be very, very pissed off by this move. Why? Because it totally changes the game. Companies with subscription elements of their content had been accustomed to leveraging Apple’s platform for free. Now there will be a fee. And it will be a significant fee.

At the same time, Apple has a point. Actually, a few of them.

Apple has built a new backend system that any of these apps can take advantage of. And when they do, it will give them within one-click access to some 100 million-plus credit cards. As Apple puts it, “Subscriptions purchased from within the App Store will be sold using the same App Store billing system that has been used to buy billions of apps and In-App Purchases.” Apple knows that a ton of users will use such a system when it’s in place. And so they want their cut for enabling that — but only when that system actually brings in new subscribers.

They’re making a bet that it will. And you can bet that for any companies that play along, it will.

And that’s perhaps the most overlooked key to all of this so far. Apple’s aim here is not only to make money, but to enable everyone to make money with a system that actually works. How are they going to do that? By doing something that all companies say they do, but few actually really do: focus on the consumer.

This in-app subscription system will undoubtedly be one of the most user-friendly systems that subscription billing has ever seen. Actually, I don’t think it’s a stretch to say it will be the most user-friendly. Apple has created a centralized place to handle a wide variety of subscriptions spanning many different companies. All streamlined. All with one-click capabilities. No need to enter billing addresses. No need to enter credit card numbers. If you want to unsubscribe, it’s one-click. Change you subscription terms? One-click. What was once a nightmare of dozens, or hundreds, or thousands of different backend systems (or worse, phone calls) is now all taken care of thanks to the iTunes ecosystem.

And that’s exactly why consumers would use such a system. And it may finally be the answer for getting people to pay for content such as magazines, online.

Further, Apple absolutely had to force the prices to be the same (or better) as they are outside the app environment to ensure the system would work at launch. Without this key component, the system would be DOA. Companies would undoubtedly be okay with this system if they could jack up the prices to pay for Apple’s 30 percent cut, but that would undermine the entire system. Apple’s stance on this will piss companies off, but it’s the right one for consumers.

But all of this is also a double-edged sword.

Creating a system that consumers will actually want to use means that they will no longer want to use the old, archaic system made by the companies that control the content. Again, great for consumers, but bad for those companies. And so they’re going to be faced with a very real and very challenging choice: do they stick with Apple or pull their content?

While Apple has spoken directly about magazine subscriptions, they also mention video and music in the press release today. Presumably, apps like Netflix and Hulu are now going to have to pony up this 30 percent fee to Apple to keep their apps in the App Store. Will they? It’s not yet a slam dunk either way. When you think about Netflix users paying $8 a month, 30 percent to Apple is a huge chunk of change for Netflix to lose. At the same time, how many more subscribers would a simple subscription system bring in? Essentially, Netflix would be paying Apple a 30 percent finder’s fee for new customers. Is that worth it to them? Maybe at first, but not over the entire life of the customer.

Netflix had undoubtedly been benefitting from users signing up for service to use it on devices like the iPad already — only they had been keeping 100 percent of those revenues. They still can do that if they get customers to sign up the old fashioned way. But again, everyone is going to use the new in-app way. So Netflix has a very difficult choice to make.

The Amazon question (which originally sparked a debate a couple weeks ago) seems more complicated. Because Amazon content isn’t sold by subscription, it’s not clear how this affects apps like their Kindle app. It may not affect it at all, but then why did Apple reject the Sony reader app? Was there a subscription layer in it? Apple clearly wants to move towards a full in-app purchase environment, but today they’re only talking subscriptions. One-time payments may be the next shoe to drop.

And what all this means for SaaS companies remains to be seen as well. We’ve heard reports of those apps getting rejected as well on the grounds that they don’t use Apple’s in-app payment solution. But these apps aren’t technically offering content, just access. Does that fall under the realm of Apple’s new policies? It seems like that may be the case on the same grounds — Apple built the system and it will bring in more paying customers — but it’s not yet clear.

And then there are the magazines and newspapers themselves.

If there’s one group that you’d think would absolutely benefit from such a system, it’s these guys. No one has been willing to pay for their content on a large scale yet online. And Apple may have just created the perfect system for them to enable just that. But it’s not a slam dunk here either.

Paragraph 5 of Apple’s press release shows exactly why:

Protecting customer privacy is a key feature of all App Store transactions. Customers purchasing a subscription through the App Store will be given the option of providing the publisher with their name, email address and zip code when they subscribe. The use of such information will be governed by the publisher’s privacy policy rather than Apple’s. Publishers may seek additional information from App Store customers provided those customers are given a clear choice, and are informed that any additional information will be handled under the publisher’s privacy policy rather than Apple’s.

In other words, these publishers, long spoiled on the treasure of user data, will only now get it if the customer opts-in to giving it to them under Apple’s payment system. How many do you think are actually going to do that? Yeah… It’s no wonder many of them are also screaming bloody murder over this system.

I’ve written about this topic a few times before. It’s clear that publishers would love this system but only if they get access to the customer data. Apple is not willing to give them that customer data by default. As the paragraph above makes clear, they’re looking out for the customers’ best interests. That may sound like total bullshit, but in this case, it isn’t. Apple is a company built around user trust. They piss off developers and publishers left and right, but it doesn’t matter because they keep selling millions upon millions of products to users. Why? Fundamentally, it’s user trust. Users believe that Apple will continue to create good products that “just work” and that includes ecosystem products like the App Store.

Imagine if Apple started giving customer data to publishers to be used for sales calls, mass mailings, etc. The user trust that Apple relies on would start to erode. To get the publishers on board, this would be the most obvious (and seemingly small) concession to make. But Apple will not do it. Though Google might.

So while you read all the stories about how Apple is destroying their ecosystem and killing innocent bystanders today, think about the very gray big picture:

This new subscription system is great for Apple as they’ll make a lot of money and create a new, better experience for their customers (and maybe publishers too). But if it backfires, they could lose a significant part of their ecosystem support. And if some companies pull their apps, consumers may start to leave.The new system is awesome for customers as Apple has enabled a way for them to easily get new content on their devices at a fair price. But if companies back out of the App Store as a result, they will be shafted.This new system sucks for companies that provider subscription services, as they’ll now be forced into Apple’s way of doing things and must pay them 30 percent for it. But if it leads to a massive amount of new customers, it could actually be a very good thing.

This is a big time power play by Apple in the name of better user experience. The maneuver is brilliant, brazen, and perhaps bat-shit crazy. Now it’s time for everyone to show their cards.

Update: A couple more things. Apparently, Apple has just updated the App Store Guidelines alongside the announcement today. And yes, it seems that one-time in-app purchases like those made through Amazon for the Kindle will fall under the same rules. That brings up another question: could Amazon just make a Kindle reader app that didn’t allow you to buy anywhere in the app, but only use previously bought content? The guideline wording seems like it would still be a no-no but it’s not entire clear that such an app would be rejected.

More: The Simple (And Perhaps Harsh) Reality Of Apple’s Ecosystem

[images: Miramax]


View the original article here

Intuit Extends Free Version Offer For Square-Competitor GoPayment Indefinitely

Intuit raised eyebrows in early January when it rolled out a free version of its Square-competitor, GoPayment, which is a mobile payment application and small credit card reader that attaches to smartphones. The caveat to the free version, as reported by Fortune, was that businesses had until mid-February to sign up for the free service, whereas Square is and always has been free to users (minus the credit card and processing fees). Today, Intuit is announcing that it will continue to offer GoPayment with a free credit card reader and no monthly fee for an indefinite amount of time (the offer was originally scheduled to end yesterday). The company also says that since the initial free offer, Intuit’s customer acquisition rate for GoForward has more than tripled.

Launched two years ago, GoPayment offers a complimentary app and credit card reader to allow small businesses to conduct charges via their smartphones. GoPayment is available for iOS, Android and Blackberry phones.

GoPayment now offers two payment plans to choose from: For lower or intermittent credit card processing volume, Intuit offers a free credit card reader, no monthly fee; and discounted rates (2.7 percent for card swiped; 3.7 percent for both key entered and non-qualified transactions; $0.15 per transaction.) For higher credit card processing volume (recommended for more than a $1,000 per month), Intuit offers a free credit card reader; $12.95 monthly fee; and further discounted rates (1.7 percent for card swiped; 2.7 percent for key entered; 3.7 percent for non-qualified transactions, such as corporate cards; $0.30 per transaction).

That compares to Square, which has always offered a free reader with no monthly fee and currently charges 2.75 percent and $0.15 for swiped transactions and 3.5 percent and $0.15 for keyed-in transactions.

While Intuit is clearly growing in terms of usage and sign-ups, so is Square, which is unarguably a smaller operation with a lot of buzz. Fresh off a $27.5 million funding round, Jack Dorsey’s startup is expected to process $40 million in transactions in Q1 of 2011.

Clearly, this is a competitive space. What Intuit has in its favor is that it already has a built in small business network with users of its popular business applications, including Quickbooks, Quicken and TurboTax. And another player has joined—VeriFone entered the mobile payments arena with a deal with PayPal. Intuit is no doubt extending its free version because it is getting more traction from small businesses with a less-costly GoPayment product.

Perhaps Intuit should spring for a Times Square billboard.


View the original article here

Scan Bar Codes To Search Consumer Reviews In Store With SearchReviews

In the same space as Buzzillions and Viewpoints, a new consumer review aggregator SearchReviews unveils itself today, allowing users to tailor searches to its over 40 million consumer reviews for over 4 million products from 1,011 retailers like ebay, Sephora, Walmart, Amazon and Zappos. User reviews are increasingly becoming akin to a form of UGC advertising and SearchReviews is attempting to take advantage of this by launching what is by far the largest searchable review hub available to consumers.

SearchReviews is also available on iPhone and Android, allowing customers to access information about products in store with the scan of a barcode in addition to manual search. Curious in-store searchers can scan a code and/or look for the name of a product or service like a Canon Printer and drill down even further into specific attributes like star rating, source, location and specific key words with a tag cloud. You might find yourself confused without these further refinements as the quantity of reviews greatly outweighs the quality.

Says founder Ankesh Kumar on the ambitious goal of being a one-stop shop for reviews, “A little prepurchase research goes a long way as it brings all available reviews together in one place, so consumers don’t have to wander from site to site or sort through a jumble of irrelevant information.”

Sometimes SearchReviews can seem like a jumble itself: The app is missing some crucial elements including geolocation and the ability to search by date and specific store. Also reviews like the following for the iPhone weren’t particularly useful on the web version. I’m hoping that these kinks can be worked out in subsequent updates as the ultimate utility of being able to pull up customer reviews is huge .

SearchReviews is aiming adding 2 million reviews each week and hopes to hit 100 million reviews in 2011. The company is bootstrapped with $350K in funding from Kumar who demonstrates how it works below.

http://www.youtube.com/watch?v=IUhN0S8ybu4

http://www.youtube.com/watch?v=0XvVfeCfg-U

<


View the original article here

Facebook Will Be Baked Into Dozens Of Mobile Devices This Year

Late last year we broke the news about the upcoming Facebook Phone project, which sparked a media frenzy as the social network claimed this to be wrong, only to later admit that it did exist (the explanation being that there was no ‘Facebook Phone’, but that there are many Facebook Phones). Last week we got a video demo of one of these devices: the Android-based, INQ Cloud Touch. And today HTC announced its own Facebook-branded phones. But this is only the beginning.

Today Facebook announced on its blog that we’ll be seeing many similar integrations over the coming months:

In addition to these new phones from INQ and HTC, you’ll also be seeing similar deep Facebook integration on dozens of other devices over the course of this year. Some manufacturers will be highlighting Facebook as a part of their phones’ on-screen interfaces, and others will use our brand as an element of the device hardware itself.

The Facebook functionality on the INQ devices include single sign-on (you won’t have to keep reentering credentials for various applications, because it will use your Facebook account) and links to popular features like Chat and Places. The HTC devices actually have a Facebook hardware button.

However, while these devices will all feature prominent Facebook integration, we’re also hearing that Facebook continues to work on a different and more exciting project: a ‘social’ version of Android that includes much deeper Facebook integration throughout the OS, stripping out Google’s apps in favor of its own. In other words, Facebook could have its own mobile operating system in the not-so-distant future.


View the original article here

You’re So Vain, You Probably Think This Book Is About You

“Heaven has no rage like love to hatred turned” - William Congreve

“And although there’s pain in my chest / I still wish you the best with a / Fuck you” – Cee-Lo Green

Yesterday afternoon, I received a copy of ‘Inside WikiLeaks’ – Daniel Domscheit-Berg’s tell-all book about his time working with Julian Assange. It’s not hard to understand why Domscheit-Berg’s publisher thought I might appreciate it: after all, I’ve made no secret of the fact that I hold Assange in low regard. If anyone’s going to take pleasure from a no-punches-pulled hit-job on the world’s most famous hypocrite, it’s me, right?

Wrong. Really wrong.

In fact any appetite I had for Inside WikiLeaks quickly vanished when I read the following line in the accompanying press release…

“Domscheit-Berg resigned from WikiLeaks, dismayed by… the concentration of power by what he – and other core members of WL – regarded to be an increasingly autocratic, megalomaniac, and paranoid Julian Assange.”

I know it’s objectively wrong to judge a book by its cover letter, but reading that sentence instantly sealed Inside Wikileaks‘ fate, for me at least.  I threw the book across the room, into the nearest trash can. If the act didn’t have such unpleasant associations, I’d probably have burnt the thing.

I mean, what disingenuous bullshit. Domscheit-Berg used to be WikiLeaks’ official spokesman. He partnered with Assange – and even spoke for him – because he believed in him personally, and in Wikileaks as a concept. He was close to the centre of power: so close that he described Wikileaks as “two loudmouthed young men [him and Assange] working with an antiquated server”. And yet, the fact that Assange is “autocratic, megalomaniac and paranoid” is suddenly surprising, and a source of dismay? Please. Those are the precise characteristics that made Assange the successful he’s become, and which continue to attract moths like Domscheit-Berg to his flame.

Unlike the authors of the Guardian’s and New York Times’ WikiLeaks books, who always maintained a journalist-source relationship with Assanage, Domscheit-Berg was a fully-fledged supporter and at times a friend and confidant. But now the two men have fallen out, Domscheit-Berg thinks the world wants to read about how much – in retrospect – he hates his former pal. Or how – in hindsight – WikiLeaks was a gigantic, corrupt house of cards. Sorry Daniel, we don’t.

In fact, trust me, there are few things people want to hear less than one human being complaining about how he or she was fucked over by another and how, as the Corrs once unconvincingly sang, “I never really loved you anyway”.  How do I know this? Bitter personal experience.

It’s no secret that I haven’t always been the world’s most decent human being. I’m a recovering alcoholic, with a history of being a slightly terrible friend, a very terrible business partner and a very, very terrible boyfriend. Hell, a real, grown-up publishing house has commissioned not one – but two – books about how much of a dick I used to be. (I say “used to be” but, yunno, it’s a process). And so its not surprising that – from time to time – people from my past have popped up with revenge in mind.

In fact a significant part of my last book – and a smaller part of my next book – is spent discussing what it feels like when former business partners, or girlfriends (or both) decide to publicly take you down. Spoiler alert: it’s not nice. But here’s what it’s also not: effective.

Just look at what happens any time a celebrity’s former partner threatens to write a tell-all book or a disgruntled ex- commits a public act of revenge online: for every reviewer or commenter who sides with the disgruntled party, there are dozens more lining up to condemn them for their inability to “let go”. In a weird twist-of-hate, it’s often the complainer who ends up looking pathetic and desperate, while the target – who often is guilty as hell – becomes the poor, innocent victim. People really hate whiners. (Codicil to that rule: you occasionally get a pass if you write a book whining in support of someone who is dead. But even then, chance are you’ll still be hit with the “hell hath no fury” tag.)

Perhaps the ultimate example of this phenomena is the case of the Winklevoss twins. There can be little doubt that Mark Zuckerberg acted like a bit of a dick towards them back in Harvard. He told them he was working on building their Social Network, but was in fact starting his own. Naughty Mark. But while eight years later, Zuckerberg is a multi-billionaire, the Winklevosses (I refuse to use the boilerplate plural joke) are still threatening law-suits, collaborating (along with fellow disgruntlee Eduardo Saverin) on a movie about their nemesis – and wailing to any talk show host who will listen (and Piers Morgan) about how wronged they were.

I think I speak for every television viewer in America when I say: you know what, Winklevosses? Boo fucking hoo. Move on. If you really were the brains behind Facebook then – to paraphrase Aaron Sorkin’s screenplay – you’d have spent the past few years creating an even better Facebook. But you haven’t. You’ve spent it demanding money from a kid you knew in college, to the point where suing Mark Zuckerberg become what you do for a living. Think I’m exaggerating? Just look at the first line of your respective Wikipedia pages…

Cameron Howard Winklevoss (born August 21, 1981) is an American rower who sued Mark Zuckerberg, the founder of Facebook, for $140 million. He competed in the men’s pair rowing event at the 2008 Beijing Olympics with his identical twin brother and rowing partner Tyler Winklevoss.

Tyler Howard Winklevoss (born August 21, 1981) is an American rower who sued Mark Zuckerberg, the founder of Facebook, for $140 million dollars. He competed in the men’s pair rowing event at the 2008 Beijing Olympics with his identical twin brother and rowing partner Cameron Winklevoss.

It’s official, boys: your biggest claim to fame is sitting under someone else’s table, demanding scraps. Oh, and you were in the Olympics that time.

There’s a quote, usually credited to Frank Sinatra, that I’ve adopted as something of a life mantra: “the best revenge is massive success”. And by God it’s true. The absolute best way to get back at a former lover, friend or business partner is not to bitch about them, but to move on to something – or someone – better. Don’t tell the world that you were the alpha partner, that you could do way better. Prove it.

And so it is with Domscheit-Berg. After leaving WikiLeaks, he created Openleaks, which I’ve praised on these pages as a possible stronger, better, less creepy successor to his previous haunt. I was willing Domscheit-Berg to succeed, particularly given my own animosity towards his rival. And then I received this book: this sordid little tell-all in which – according to the press release – Domscheit-Berg even admits to sabotaging part of WikiLeaks’ core infrastructure in order to cripple his soon-to-be rival. If there’s a hacker equivalent of cutting up your ex-husband’s best suits then surely that’s it.

It’s very possible Inside WikiLeaks contains some genuinely interesting information about WikiLeaks, and lessons on where it all went wrong. But Domscheit-Berg’s obvious hunger for revenge – his need to stand on Julian Assange’s lawn at 3am screaming “I’m over you!” – renders his account at best worthless, and at worst damaging to his cause.

Thanks to this book, I really don’t care if Domscheit-Berg is successful in his new endeavors or not. In fact, a large part of me just wants him to shut up and go away.

Ah, what the hell…


View the original article here

New Micro-VC Lool Launches in Israel. Can Better Mentoring Boost the Country’s Returns?

Israel has had an amazing track record of producing startups and raking in returns– better than most countries many times its size. The problem is the returns have fallen off dramatically in the last ten years as industries Israel excelled at have become mature. Meanwhile, it’s failed to generate many big consumer Web hits, aside from MyHeritage and a few others.

I’ve traveled to Israel several times and met dozens of entrepreneurs, investors and startup boosters. In my experience, there are generally two kinds of Israelis: Those who blindly talk up everything Israel, going rabid if you dare point out the obvious decline in returns, and those who have a clear grasp of the country’s strengths and weaknesses and actively play to the strengths to combat the weaknesses.

Yaniv Golan and Avichay Nissenbaum are the latter. They have no illusions about the challenges to starting a big tech company in Israel, as industries have changed and globalization has shifted many VCs’ focus to bigger, sexier markets like India and China. But they still believe in their country’s entrepreneurs. TechCrunch last heard about Golan and Nissenbaum in 2007, when they sold their Q&A site Yedda to AOL. Now, the two are launching a new micro-VC firm called Lool in hopes of filling a gap in the Israeli funding market, and help entrepreneurs with a good idea get a little further.

Lool is Hebrew for “crib” or “hatchery” and the idea is that this will be more like an incubator, heavy on the mentoring. And Nissenbaum an Golan have the cred to mentor. Nissenbaum was the former country manager for AOL Israel, and before Yedda he co-founded and sold a company called SmarTeam. Golan has been a Web developer since the mid-1990s and is well liked in the Israeli scene. Both have been active angel investors, funding or advising 15 companies.

Index’s Saul Klein is an adviser to the firm and calls it “Israel’s first credible micro VC.” “Increasingly this talent is looking to work with experienced entrepreneurs who have been there and done that,” Klein said. “Yaniv and Avichay have real entrepreneurial, product and general management credentials, they are very embedded in the community and they have great access to the US.”

Like a lot of micro VCs in the US, the firm is focused on Internet and media and expects most of its companies will have rapid exits of less than $50 million. The firm will provide seed and series A funding and a lot of added services like discounted legal and accounting services and in-house product and user experience experts. “We’re trying to create unfair advantages for the companies in our portfolio,” Golan says. Lool will focus on helping a handful of the best companies it can find.

It’s a dramatically different approach from Israel’s most famous angel investor CrunchBase'>Yossi Vardi who’s more of a Ron Conway-style investor, coming in very early and spreading his investments widely and providing less one-on-one time with each entrepreneur. As the Valley has shown, a rich startup ecosystem can support both.

Anyone who reads my posts regularly knows I’m not a big fan of funds set up just to help companies flip. I don’t buy that they’re sustainable long-term in what has always been a hit driven business. But like it or not, these quick flips have become the bread and butter of Israel’s Web scene, and Internet companies are what aspiring entrepreneurs want to build, whether the country has a good track record at it or not. I applaud these guys for taking a new approach and working to make entrepreneurs more successful at the game they want to play.


View the original article here

RealNetworks CEO Bob Kimball: “The Real Player Is Only 10 Percent Of Our Business” (TCTV)

I caught up with Bob Kimball and Peter Kellogg-Smith, respectively the chief executive and VP of emerging products at RealNetworks, at the Mobile World Congress in Barcelona.

Like most people, I knew Real mostly from their media player and their former subsidiary Rhapsody (they still own 47 percent of that business), but I must admit I was only vaguely familiar with their other activities.

Kimball pointed out to me that the media player currently represents merely 10 percent of Real’s business, with the majority of revenues actually coming from products and services it provides to mobile operators worldwide and its booming casual gaming operations (already a $111 million business and growing).

At the Congress, the company, which significantly downscaled operations last year, previewed its new digital media management service Unifi. It hasn’t publicly launched yet, so I won’t elaborate too much about it, but suffice to say I think it could easily become a great, popular product, if they can get the pricing right.

Expect a full review of Unifi as soon as it launches.


View the original article here

Javelin Venture Partners Closes New $105 Million Fund

Early-stage VC Javelin Venture Partners has closed a second, $105 million fund. The firm expects to use the money to fund around 20 companies over three years in seed and Series A rounds ranging from $500K to $3 million, and will reserve some of the funds for subsequent rounds raised by these portfolio companies.

Javelin was founded by Noah Doyle and Jed Katz, both of whom have experience as entrepreneurs. Doyle founded online loyalty program MyPoints.com and was an executive at Keyhole (which was acquired by Google and became Google Earth). Katz founded Rent.net and Move.com. The firm initially got its start in May 2008, and then relaunched in April 2009 with a fund size of $75 million (it’s now raised a total of $180 million).

Katz and Doyle say that they’re often asked how they differ from so-called “super angels” and explain that they can participate in later-stage rounds that angels typically can’t. But they say they’re different from typical VC firms because they’ve been entrepreneurs much of their careers and that they tend to “run at an entrepreneur’s pace” in terms of reaching decisions quickly. (Of course, many other VCs have entrepreneurial experience and will make similar claims). Katz and Doyle also say that they tend to be very involved with their companies, as opposed to just swinging by for board meetings.

The first Javelin fund has had one exit so far: Scout Labs, which was acquired by Lithium Technologies for $20-25 million last May.


View the original article here

Philips Predicts LEDs Will Take 50 Percent Of Lighting Market By 2015

Today, Philips announced that their Philips Ambient LED 12.5 watt light bulb — which gives off as much light as incandescent 60 watt bulbs, using less energy — attained Energy Star qualifications. It’s the first LED light bulb of this type to gain approval in the U.S. Environmental Protection Agency sponsored program. Energy Star sanctioned products are usually eligible for utility rebate programs that can lower the cost of a product for consumers, while allowing a company to keep their margins strong.

According to Philips, its bulb lasts 25 times longer and uses 80 percent less energy than the 60 watt incandescent bulb it was designed to replace. A company press statement reported that in order to obtain the Energy Star label, its LED bulb had to demonstrate a minimum light output of 800 lumens, a color temperature of 2700K (for soft white light), color rendering index (CRI) of 80 and a minimum three-year warranty; it actually offers 806 lumens, 2700K, a CRI of 80 and a six-year warranty. The bulbs are currently selling at Home Depot for $39.97.

A Philips company representative told TechCrunch the bulbs are also recyclable. The lighting corporation wasn’t issuing predictions about how much the Energy Star qualification would drive sales of its Ambient 12.5 watt bulbs. More macroscopically, however, Philips predicts LEDs will take 50 percent of the residential lighting market by 2015.

Other companies are sure to follow in Philips’ footsteps, from large and medium-sized businesses like Cree (NASDAQ: CREE) and the Lighting Science Group Corporation (OTCB: LSCG) to younger startups like Bridgelux.

The Durham, N.C.-based Cree now has a demonstration 60 watt incandescent replacement LED bulb — the TrueWhite Light — that the company claims is the industry’s brightest and most efficient, and meets Energy Star performance criteria. A company spokesperson said Tuesday that Cree submitted it to an independent testing facility, with testing on track to be completed by the fall. (Energy Star doesn’t test bulbs for certification.)

Meanwhile, LSCG has an Energy Star approved line, called DEFINITY. Bulbs in this line, the company announced today, have been installed in Yankee Candle Stores throughout New England. LSCG claims these are approximately 80% more efficient than the halogen bulbs that they replace, are “dimmable,” contain no mercury, and are completely recyclable. Yankee Candle received rebates from National Grid and Western Mass Electric Company through the Mass Save program, and other electric utility companies throughout New England.


View the original article here

Wednesday, February 16, 2011

What Do TMZ And The Daily Have In Common? Both Are Published On Crowd Fusion

A couple weeks ago at the debut of The Daily, besides the press and bloggers a few tech CEOs associated with the project were also milling about. One of them was Brian Alvey, the founder of Crowd Fusion, a content management system (CMS) that launched at TechCrunch 50 in 2009 but has been pretty quiet since.

Alvey’s been busy signing up customers at large media sites. Both The Daily and celebrity gossip site TMZ, I’ve learned, are published on Crowd Fusion. For The Daily, News Corp needed a publishing platform that could support its digital newsroom. Crowd Fusion publishes all of the pages in the iPad app (as well as the corresponding Web pages), and powers the social sharing features and voice-commenting. It pulls in photos, videos, articles, and other information from dozens of sources and feeds, which then get assembled into the publication every day. And of course, it also was the first app to work with Apple’s new subscription billing service right out of the gate.

Crowd Fusion had to essentially rebuild the CMS three times for the Daily, as the iPad newspaper hired more people and refined the workflows that would be required to put it out every day. Crowd Fusion was flexible enough to handle that. Plus, it treats content like a structured database, making it easier to surface related stories, videos, photos, and so on.


View the original article here

Want A Back Link ~ Here Join Our Linkies

About This Blog

TechCrunchie is a blog publication that offers technology news and analysis, as well as profiling of startup companies, products, and websites.

Blog Archive