Tuesday, November 29, 2005

Mobile middleware to generate $1.4 bln by 2009

Mobile middleware to generate $1.4 bln by 2009 Posted by ZDNet Research @ 7:10 am

In 2004 and 2005, the mobile middleware market again experienced strong growth and a flurry of acquisitions, customer wins, and new product rollouts. This has created real momentum in this market, which has now cracked the $500 mln, mark and witnessed a mobile middleware vendor breaching $100 mln in revenue. IDC currently forecasts this market to increase to $1.4 bln in 2009, representing a compound annual growth rate (CAGR) of 21.0%

Monday, November 28, 2005

Rogers Wireless & Motorola Drive 'Push Email' to Consumer Markets

Rogers Wireless & Motorola Drive 'Push Email' to Consumer Markets Fri 25 Nov 2005

TORONTO and REDWOOD SHORES, CA, Nov. 22 -- Rogers Wireless and Motorola Canada announced the availability of MyMail push email service on the Motorola RAZR V3. Now for the first time, Rogers Wireless' business and individual customers are able to take advantage of the first Java-based push email made available for a GSM Handset. MyMail, powered by Visto Mobile, gives customers all the benefits of a Personal Digital Assistant (PDA)-like device in the sleek form factor of a razor-thin mobile phone. The end result is a superior user experience and real-time access to email, contacts and calendars - with a simple flip of the phone.

"The MyMail service together with the Motorola RAZR V3 is the ultimate combination of productivity and personal style," said John Boynton, Senior Vice President and Chief Marketing Officer, Rogers Wireless. "Now, Rogers Wireless customers can make better use of time spent away from their PC with a sophisticated yet easy-to-use service that helps them save time. Because this compelling service is so simple to use with access to address books, emails and calendar wherever you are, we are confident we have put in place an offering that addresses already existing needs and desires across our entire, ever-expanding mobile community."

By simply downloading the MyMail application over the air (OTA) to the Motorola RAZR V3, business-centric customers will immediately be able to receive, send, and delete messages and stay synchronized with their Microsoft Exchange or Lotus Domino email and PIM services while away from their desk. These corporate email users will have the choice of selecting either the Visto Enterprise Server (VES) or the Desktop Redirector Application (DAC), depending on the organization's size, scope and business requirements.

For personal email access (POP3 or IMAP), the customer simply downloads the MyMail application OTA and enters their account credentials.

"The introduction of push Email on the Motorola RAZR V3, one of our most popular and iconic handset models, gives people more incentive to stay connected in style - whether for work or play," said Mike Hortie, president of Motorola Canada. "MyMail makes the Motorola RAZR V3 even more of an essential all-in-one mobile device."

"It has been our belief all along that Visto's push technology combined with attractive device form factors would accelerate penetration throughout the market, providing both enterprises and individual users the ultimate in choice and freedom," said Brian Bogosian, chairman, president and CEO of Visto Corporation. "With Visto Mobile and the Motorola RAZR V3, Visto and Motorola have combined technology to provide Rogers Wireless with an elegant and robust solution that will be attractive to the broadest subset of mobile users."

Pricing and Availability

MyMail from Rogers Wireless, powered by Visto Mobile, is available now on the Motorola RAZR V3 with a Rogers Wireless Data Service Plan (DSP). Data service plans begin at $15/month and are available in packages up to $60/month, depending on the mobile customer's personal needs and/or business requirements. The Motorola RAZR V3 is available for $99.99 for a limited time with a three year airtime package from Rogers Wireless. For more information, visit www.rogers.com/mymail

Saturday, November 26, 2005

unmetered email services

Email, it’s become a vital part of our everyday existence. We depend on it for both our business and personal lives and yet very few of us have access to it on the move. Vodafone is about to change all that though and it invited an exclusive group of journalists to its posh digs on Park Lane to spill the beans. Somehow, I was also let past the security guards.

In what turned out to be a highly significant announcement, the company unveiled three new unmetered email services and unprecedented new levels of remote device management and customer support. Between the packages everyone is catered for too: from high level enterprise right down to consumers.

So given that you’re primarily readers of a consumery-type nature we’ll jump straight into what this means for the man on the street. In a word: Nirvana (not the grunge band). Users who pick the Vodafone Business Email ‘Personal’ option can get unlimited access a POP3 or IMAP email account including all attachments for just £15 per month. Should you have a contract in excess of £40 anyway, the cost is just £10 (all prices include VAT).

Full push email functionality is offered, meaning real time delivery along with the ability to view the more commonly sent file formats like those used by Microsoft Office, pdfs and multimedia. Eight handsets will initially be available with the service: the Sony Ericsson P910i, Nokia 9300, 6680, Vodafone v1620, VPA compact, HP hw6510 and Motorola MPX220 (top). Coming soon are the Vodafone v1640 (above), v1240 and Nokia N70. If you own one of these handsets already Vodafone can upgrade the software on it remotely and you’ll be up and running. Unsurprisingly, customers can also add the email package into their existing contracts at any time and everything kicks off on 1 December.

As for the ‘Enterprise’ edition of Vodafone Business Email essentially this is very similar but, like software, it is dealt out on a licence basis. A firewall server licence is also required which costs between £485 and £2,500 depending on the size of the business (though it’s free until 31 May) and its an extra £32.90 on top of each employee’s monthly contract.

Friday, November 25, 2005

FedEx equips couriers with wireless devices

Clive,

The end of an era - FedEx goes GPRS - and in HONG KONG! ============== FedEx equips couriers with wireless devices By Vivian Yeo, ZDNet Asia 25/11/2005 URL: http://www.zdnetasia.com/news/communications/0,39044192,39293488,00.htm

Transportation player FedEx Express plans to equip 50,000 couriers located in 60 countries with wireless devices by 2008.

The FedEx PowerPad, a Windows Pocket PC-based device, is Bluetooth-enabled and uses GPRS (General Packet Radio Service) connectivity. The handheld is able to capture signatures electronically, and couriers can access dispatch information without having to go back to their dispatch vehicles.

The new FedEx PowerPad will replace the FedEx SuperTracker developed 20 years ago.

Linda Brigance, FedEx's vice president and CIO for the Asia-Pacific region, told ZDNet Asia in an interview that with the new features, a courier using the new device is expected to save between 10 seconds and 35 seconds at each location.

The device was piloted in Hong Kong early this year, according to Brigance. Response from customers towards the project, which was completed last month, was "very positive", she added.

"We've had some good take-back from our Hong Kong experience, which we've been able to learn and [improve on] for the other countries," Brigance said.

Brigance noted that FedEx will commit US$200 million globally in new wireless technologies and implementations. The investment will be carried out over a period of five years.

In the Asia-Pacific region, FedEx targets to implement over 2,500 devices by 2007. Besides Hong Kong, the FedEx PowerPad will be made available in Singapore, Taiwan, Japan, Australia, Malaysia, Korea, New Zealand, Guam and Macau.

Thursday, November 24, 2005

Extending the popular RSS 2.0 Web syndication format to make it "multidirectional"

Microsoft (Profile, Products, Articles) Corp. is extending the popular RSS 2.0 Web syndication format to make it "multidirectional," allowing it to be used for synchronizing information such as contacts and calendar entries across different applications, the company said.

RSS 2.0 is best known as a way to let Internet users subscribe to content from Web sites that support RSS (Really Simple Syndication) feeds. When content on a site is updated, the RSS feed informs the subscriber, often with a summary of the updated content and a link to it.

Microsoft is developing a set of extensions to RSS so that it can be used for exchanging and synchronizing content that is updated by two or more parties. Its goal is to take what is essentially a one-way publishing mechanism and make it multidirectional.

The company published version 0.9 of the specification, called Simple Sharing Extensions (SSE) for RSS 2.0, on its Web site earlier this month and is seeking feedback for a final version.

To understand what the extensions hope to achieve, imagine two PC users who wish to share and coedit a list of items using an RSS feed. Both people publish their lists using RSS with the sharing extensions, and both also subscribe to the other's feed.

Whenever either of the two updates their list, the changes are added to their feed and incorporated into the list of the other subscriber.

The extensions "enable feed readers and publishers to generate and process incoming item changes in a manner that enables consistency to be achieved," Microsoft said. "In order to accomplish this, SSE introduces concepts such as per-item change history (to manage item versions and update conflicts) and tombstones (to propagate deletions, and un-deletions)."

The specification could be used to keep contact lists synchronized across a user's various devices, such as a PC, PDA (personal digital assistant) and mobile phone. Or it could be used by family members (or co-workers) to synchronize entries they wish to share from their personal calendars, explained Ray Ozzie, Microsoft's recently hired chief technical officer, in a posting on his blog.

Ozzie's involvement in SSE is no surprise -- he created Lotus Notes, which lets workers update and synchronize calendars, documents and other files with each other. Notes was part of the inspiration for SSE, Ozzie said.

After joining Microsoft he met with some of its product teams, including Exchange and Outlook, and thought about ways of synchronizing information among Microsoft products, as well as with those of other companies, he wrote. Soon after, SSE was born.

"In just a few weeks time, several Microsoft product groups ... built prototypes and demos, and found that it works and interoperates quite nicely," Ozzie wrote. It's too early to say which Microsoft products will use SSE, and code won't be released until version 1.0 is ready at a future, unspecified date, he said.

Microsoft has a checkered past when it comes to "extending" technologies it does not own, raising inevitable questions about its intentions with RSS 2.0. Sun Microsystems (Profile, Products, Articles) Inc., for example, sued Microsoft for extending Sun's Java technology in a way that prevented some Java applications from running properly on Microsoft's software.

"Microsoft is notorious for developing what it calls 'standards' that are actually 'Microsoft standards,'" said Chris Harris-Jones, a principal analyst with U.K. research company Ovum Ltd.

Still, Microsoft said its aim is to define "the minimum extensions (to RSS) necessary" to achieve its goal. It released the specification under the Creative Commons license, which is also the license used for RSS 2.0, and it said it is not aware that it owns any patents related to SSE. If it finds any, it said, it will offer a royalty-free patent license on "reasonable and non-discriminatory terms."

Ovum's Harris also wondered why Microsoft picked RSS 2.0 rather than a similar syndication format, Atom. RSS is far more widely used, but Harvard University, which currently owns RSS 2.0, has said it does not plan to update that specification any further, according to Harris. "RSS 2.0 is frozen; it's not going anywhere," he said.

Atom, on the other hand, was submitted this year to the Internet Engineering Task Force for standardization, Harris said. "It would be nice if Microsoft would support Atom, and then submit SSE for standardization alongside it, so it all becomes part of an internationally recognized standard," he said.

"Otherwise -- and I'm being very cynical here -- you might end up with Microsoft's RSS, which only Microsoft uses, and Atom, which everyone else uses. So you end up with two standards, one for Microsoft and one for everyone else. But then maybe that's too cynical, even for an analyst," he said.

Microsoft said it picked RSS in part because it is a very simple technology. The SSE extensions could be used with Atom "in principle," the company said, although the version developed does not support it.

The SSE specification can be used with the OPML (Outline Processor Markup Language) format, used for creating hierarchical lists such as categorized music playlists, Microsoft said.

A FAQ about SSE, including an explanation of how it works, is here: http://msdn.microsoft.com/xml/rss/ssefaq/

The SSE efforts are distinct from Microsoft's other RSS work, it said, such as the planned support for RSS within Vista, and Simple List Extensions to RSS, which can be used to let Web sites publish lists, such as photo albums or music playlists.

The Million Dollar Homepage

Honey, where's that list of business ideas I came up with when I was loaded? If they make Alex Tew's story into a movie, the critic's blurb in the ads would read, "You'll laugh, you'll cry, you'll stand up and salute."

You'll laugh. Everyone did the first time they saw The Million Dollar Homepage, created by Tew in August with the intent of selling off the screen real estate to advertisers for a dollar a pixel in 100-pixel blocks until he made his million. What a wacky Web.

You'll cry. Usually just after hearing that Tew has made $623,800 so far, and realizing that it could just as easily have been you.

You'll stand up and salute the wonderful weirdness of capitalism when you learn that the Briton's exercise in commercial chaos has actually worked, effectively snagging click-throughs for the advertisers.

What do the pros make of this ... this thing that flies in the face of all of advertising's basic principles? A post on American Copywriter lists the steps they go through: denial, resentment, bargaining, depression, blogging.

Ajax in your pocket

Ajax in your pocket

Nokia is readying its new web browser for S60 3rd edition. It is based on the WebCore and JavaScriptCore components of Apple's Safari Web Kit. These components are themselves based on KDE's Konqueror KHTML and KJS open source projects. Application developers will benefit from the browser's modular architecture and open interfaces and content developers will have access to high volumes of compliant browsers, which make it faster and morecost-efficient to develop content that works on a range of devices.

http://www.symbian.exvn.com/page.cfm?article=0xd5b87732b2880ec8ed8f6c02fd751607.5.9076

In the meantime, Opera is starting Opera Platform. Opera Platform applications are true web applications that have access to the phone's functionality through the Opera Platform DOM interface (provided by the Application Player) and can communicate with servers using XMLHttpRequest. The Opera Platform SDK iscurrently available for Symbian OS phones with S60, and is free.

http://www.symbian.exvn.com/page.cfm?article=0xd5b87732b2880ec8ed8f6c02fd751607.6.9076

---------------------------------------------------------------------- [05] Open source portal from Nokia

Nokia launched opensource.nokia.com, an Internet portal for its open source software projects. Nokia is currently working on several projects, such as the open source browser for S60 (see story [04]), an S60 NNTP reader and Python for S60. The projects presented in the portal enable Nokia to share mobile software knowledge and innovations with open source developers. The portalitself is built on top of Nokia's open source semantic web architecture.

http://www.symbian.exvn.com/page.cfm?article=0xd5b87732b2880ec8ed8f6c02fd751607.7.9076

Find more Symbian OS related open source projects.

http://www.symbian.exvn.com/page.cfm?article=0xd5b87732b2880ec8ed8f6c02fd751607.8.9076

Wednesday, November 23, 2005

fascinating new service provided by Kenya's largest mobile phone

On Nov. 10, the BBC World Service "Newshour" <http://tinyurl.com/8xqup> included a segment about a fascinating new service provided by Kenya's largest mobile phone operator, Safaricom <http://www.safaricom.co.ke/>. In May 2005, the company introduced Sambaza <http://tinyurl.com/9re25>, "an airtime sharing service that enables our prepaid subscribers to share airtime with their family and friends."

Because Safaricom now has more than 3 million subscribers in Kenya (about 10% of the 33 million population), many of whom are in remote rural areas, Sambaza has become an element of a burgeoning small-scale consumer economy <http://tinyurl.com/cynz3>.

Most poor rural people in Kenya and indeed the rest of the developing world have no access to banks. It's very difficult and expensive for their urban relatives to send money to the people back home. Enter Safaricom. Anyone with a mobile phone and a Safaricom account can now transfer minutes of airtime from one phone to another, even across the country, at no cost.

During the radio program, a commentator noted that if someone in the backcountry needed to buy a chicken, her son in Nairobi might send her enough mobile-phone minutes to cover the cost of the purchase. Mom could then pay for the chicken by transferring its price to the phone of the seller. Voilà: the Kenyan equivalent of an electronic payment. That micropayment might then allow Mom to cook the chicken and sell chicken-on-a-stick for a profit. Voilà: Mom is now part of the microeconomy.

Under these circumstances, anyone with a Safaricom mobile phone can even become the equivalent of a bank. Even people without a phone can use the services of someone able to transfer this new electronic currency back and forth among users, opening up tremendous possibilities for development using micro-loans <http://tinyurl.com/cyxwc>.

What are the security implications? Well, if the volume of monetary transfer becomes significant by local or even international standards, it will not be long before criminals try to take advantage of it. Safaricom and any other mobile phone operator interested in establishing this kind of parallel currency will have to invent effective security measures, including identification and authentication, to prevent theft.

Another issue is that governments will not stand idly by as a parallel economy develops that precludes taxation. I predict that the more successful these electronic currencies become, the more frantically governments will strive to monitor, regulate, and tax the transactions. Since all the credit transfers must go through Safaricom servers for verification and adjustments of balances, it will be easy for the tax agencies to get their hooks into the new economy.

Let's hope that the perennial problem of endemic governmental corruption does not destroy a promising new technology with great potential for microeconomic community development.

Monday, November 21, 2005

HSBC bans cameraphones

HSBC bans cameraphones to protect Will

Just in case Canary Wharf workers sing

By Tony Dennis: Tuesday 15 November 2005, 10:36 IN AN effort to stop bank workers from benefiting from Prince William' s work experience stint at HSBC's HQ in Canary Wharf, the management have banned the use of cameraphones.

Obviously the existence of online sites like scoopt.com - where registered users can sell pictures taken with their cameraphones - has come to the notice of top brass at HSBC. The ban was just part of a series of instructions circulated to employees in an email memo leaked to The Sun.

But Wills doesn't need a cameraphone, what the poor boy obviously needs is a sat nav system. The young Prince took two hours to drive just seven and a half miles across London. He wasn't aware that a major road tunnel had been temporarily closed.

Sunday, November 20, 2005

StarHub launches i-mode services

Look at the ridiculous data pricing. People don't want pay as you go, they want "all you can eat" We figured that out 20 years ago. The cellcos are terrified that if they do flat rate data, people will start asking for flat rate voice...

=====================================

StarHub launches i-mode services

By ANGELA TAN

STARHUB, Singapore's second-biggest phone company, yesterday launched its i-mode service, hoping that the 100 local and foreign content sites, as well as an easy-to-use handset, would entice 50,000 people to sign up over the next 12 months.

'We are targeting 50,000 i-mode users by the end of the first year,' StarHub spokeswoman Jeannie Ong said, repeating a projection made in January.

i-mode is a mobile-Internet platform developed by Japan's NTT DoCoMo which allows users to access the Internet with just one click of a hot button.

StarHub chief executive Terry Clontz said that i-mode is a unique and robust platform that optimises the delivery and presentation of data, images and video from the Web to the handset.

StarHub's i-mode users will also be able to conduct mobile transactions such as booking cinema tickets or doing online banking, and access news from sources like The Business Times and The Straits Times, as well watch Eurosports on their mobile phone.

The telco has tied up with OCBC Bank to provide mobile banking services. OCBC customers will be able to check account balances, transfer funds - and even pay bills.

Subscribers have a choice of three i-mode enabled phones from NEC and Samsung, priced from $368 to $688.

Offered over StarHub's 2.5G and 3G networks, users can choose from three packages. Light users can opt to pay as they use at 1.05 cents per kilobyte; frequent users can pay a promotional rate of $5.25 for $20 of data traffic until April 2006; and heavy users can pay a special rate of $10.50 for the first three months until April 2006.

Besides subscribing for StarHub's data plans, i-mode users may need to subscribe to specific content providers to access their sites.

Chan Kin Hung, StarHub senior vice-president for mobile services, said that the telco shares up to 85 per cent of the subscription revenue with its i-mode content partners.

Saturday, November 19, 2005

Social Networking 3.0

Social Networking 3.0

The third generation of social-networking technology has hit the Web, and it's about content as much as contacts.

By Wade Roush

If there were a competition for "Internet Buzzword of the Year", 2004's winner would have been "social networking," as a cohort of companies such as Ryze, Tribe, LinkedIn, Friendster, Spoke, and Visible Path, rolled out new or improved services that let Web users create online mirrors of their circle of real-life acquaintances. The idea was mainly to let users build online profiles that advertised their interests and to help them connect with friends and friends-of-friends around one of those interests -- whether it be finding a job, making a sale, or repairing an old motorcycle.

But with the exception of Friendster and Myspace, the initial response to these services among average Internet users was sluggish. Many users signed up for one or more services, created online profiles, formed connections with a few acquaintances, and drifted away, uncertain about how to use the networks.

But today, not only have all of the companies survived; they're experiencing record growth, introducing new technology and new money-making features, and being joined by sophisticated new competitors such as iMeem. Moreover, they're joining the parade of sites offering "rich media" -- the big buzzword of 2005 -- by encouraging users to share their own content online, including photos, videos, music, and other digital files.

Social networking, in other words, is finally becoming a real business with a convincing product.

"A year ago a lot of our users were pretty unclear about what they could do," says Konstantin Guericke, co-founder and vice president of marketing at LinkedIn, a social network focusing on business connections. "They knew they were getting invitations to join the network, and they knew how to accept invitations, and sometimes they sent their own invitations--but they weren't sure what else to do with that."

A year later, LinkedIn's membership has grown from 1 million to 4.2 million, users are conducting 5 million searches a month for potential contacts within their own networks, and the company has launched several revenue-producing features, such as paid subscription options that allow members to search profiles outside their immediate circle of friends and friends-of-friends.

Rather than simply passing requests for introductions back and forth through their networks -- which was about all they could do a year -- LinkedIn members are using their networks for practical purposes like finding job candidates, locating business and legal services, and coordinating group activities.

What makes all this possible, says Guericke, is the user-generated content LinkedIn holds in its members' profiles, such as resumes and testimonials. "First, we are a search engine. But second, we are a publishing platform -- about yourself and what other people say about you," Guericke says. "It just creates a more powerful business."

Second Coming

Psychologist Stanley Milgram established in the 1960s that any two people on earth are connected to each other by a series of, on average, six intermediaries -- an idea that was later popularized through John Guare's play "Six Degrees of Separation" and the subsequent film adaptation. By the late 1990s, entrepreneurs realized that the Internet could become the perfect medium for connecting people to others beyond their first- or second-degree acquaintances.

But the first generation of free social-networking websites, such as sixdegrees.com, dried up even before the dot-com boom ended. That was partly because, like most other dot-coms, the sites lacked revenue-producing business models. But it was also because the technology hadn't evolved into a usable form. Users had little idea what they could actually accomplish through their online social networks.

The post-crash boom in online advertising -- and especially the 2001 advent of Google's AdWords advertising program, which shows keyword-based ads alongside content such as users' profiles -- finally gave social-networking companies a way to convert website traffic into dollars, without having to take the perilous step of charging members a subscription fee. As many as 30 social-networking startups were launched between 2001 and 2004, backed by tens of millions of dollars in venture capital. (See "Internetworking," April 2004.)

But sites like LinkedIn, Friendster, and Tribe still offered little more than the ability to create online profiles and invite friends to link to those profiles. Members raced to see how many connections they could build, as if the size of one's network were more important than the quality of its members.

By late 2004 or early 2005, the novelty had begun to wear off for some. "When [LinkedIn] was first created, I thought it was interesting and thought it'd be beneficial to have my information there, both for me to contact people and for them to contact me," wrote Russell Beattie, a software developer at Yahoo, in an April 2005 blog entry. "I gave it plenty of time to be useful, but it just hasn't done anything at all for my life."

At that very moment, however, LinkedIn and other companies were beginnning to add features that made the value of an online social network clearer, at least for some users. In March, for example, LinkedIn launched a feature that helps job seekers find contacts at companies where they want to work; LinkedIn makes money by charging $10 for each message a user wants to send to a potential employer through the network. Other new revenue-generating features include a job-posting service and LinkedIn for Groups, which creates online networks confined to organizations such as college alumni associations.

Friendster, for its part, boasted by far the largest social network online by 2004, with over ten million users. Then the company endured a painful user backlash over poor site performance and a plague of hoax profiles called "fakesters." But now Friendster is staging a comeback, in part by introducing a raft of services that help members trade digital content.

"We've listened to our user base very closely, and we're also paying attention to what the competition is doing, and we've formulated a new strategy that is really about personal media," says Jeff Roberto, a marketing manager at Friendster. For example, users can now create blogs, control the appearance of their profiles, upload up to 50 photos, watch slide shows of the photos most recently uploaded by their friends, post classified ads that link back to their profiles, and share audio and video files stored on their PCs using peer-to-peer technology provided by Grouper.

"The uptake we've seen has been incredible," Friendster CEO Taek Kwon said in October, about a month after the new features were introduced. "We've seen substantial increases in media being uploaded, profiles being customized, and people posting classifieds."

Friendster's current membership: 21 million, with 9 million of those users returning to the site every month.

Friends or Buddies?

The newest players in social networking, such as Palo Alto, CA-based iMeem, may have a long way to go to catch up with the likes of Friendster -- but their technology is already leapfrogging that of their older competitors.

iMeem hopes to attract members by building all their activities not around a virtual representation of their social network, but around instant messaging technology. Indeed, the company's name is a combination of IM, for instant messaging, and "meme," meaning an idea spreading through a network.

As an undergraduate in psychology at Stanford University, iMeem co-founder and CEO Dalton Caldwell wrote a thesis about instant messaging's role in workplace collaboration. The wave of social networking applications that emerged around 2001 intrigued him, he says, but "from the first time I saw this stuff, I didn't think it was interactive enough. It was too much just lurking and watching people from afar, but not in real time. It seemed to me the center of the universe [in a social network] should be a buddy list rather than a friends list."

That's exactly how iMeem works. A downloadable application similar to Yahoo Instant Messenger or MSN Messenger, iMeem is built around a buddy-list window that shows a user which of her friends are online. From that window, she can send and receive instant messages, join group chats, keep a blog, and share photos, videos, podcasts, playlists, and the like with other users using a peer-to-peer system related to the technology behind the original Napster.

Aggregating all of these functions into one program sounds like a recipe for information overload. But Caldwell believes that iMeem users will act as each others' media critics, perhaps bringing real effectiveness to the much-heralded idea of "collaborative filtering." "There's too much stuff out there," Caldwell says. "Too much data, too much content, too many blogs. Collaborative filtering is one of the most important things that's happened on the Web over the past couple of years. It's holding back the tide of overstimulation."

It could be argued, of course, that supplementing one's everyday, real-life interactions with virtual ones through social-networking sites simply adds to the overstimulation. But if users weren't gaining some benefit from their online networks, they wouldn't be signing up by the millions. In the future, membership in an online social network may seem as commonplace as belonging to a more traditional organization like the Boy Scouts, the PTA, or the local Neighborhood Watch. The only difference? By ponying up a subscription fee or enduring online ads, you'll be paying for the pleasure.

Friday, November 18, 2005

Beep. It's from Hamlet. 2B? NT2B?=???

Business Times - 18 Nov 2005

Beep. It's from Hamlet. 2B? NT2B?=???

(LONDON) Woe un2mnkind! The text message is trying to summarise the great poet John Milton and a respected British academic thinks this may be a smart new way to teach literature.

A British company offering mobile phones to students has hired John Sutherland, professor emeritus of English Literature at University College London, to offer subscribers text message summaries and quotes from literary classics. The hope is that messages in the truncated shorthand of mobile phones will help make great literature more accessible.

'We are confident that our version of 'text' books will genuinely help thousands of students remember key plots and quotes, and raise educational standards rather than decrease levels of literacy,' the company, Dot Mobile, said in a press release.

Hamlet's 'To be or not to be' soliloquy is rendered: '2B? NT2B?=???' At the end of Romeo and Juliet, 'bothLuvrs kill Emselves', while Jane Austen's Pride and Prejudice concludes when 'Evry1GtsMaryd'.

'Woe un2mnkind', is part of its summary of Milton's Paradise Lost. Milton actually wrote: 'Woe to the inhabitants on Earth.'

'Dot mobile's unique service amply demonstrates text's ability to fillet out the important elements in a plot. Take for example the ending to Jane Eyre - MadwyfSetsFyr2Haus. Was ever a climax better compressed?' asked Prof Sutherland. That's 'mad wife sets fire to house' in English. - Reuters

3G update

3G update

By Joanie Wexler

Carriers seem to be hastening the buildout of their broadband mobile data networks - perhaps feeling a bit of competitive pressure from mobile WiMAX, expected in 2007?

Sprint Nextel said last week that it has expanded its fastest mobile data WAN service, launched in July in 34 markets, to more than 141 major markets and 250 airports nationwide.

The carrier says the Evolution-Data Optimized (EV-DO) service, based on Code Division Multiple Access (CDMA) technology and offering download speeds of about 400K to 700K bit/sec and bursts to 2M bit/sec, will be accessible on various devices to about 150 million people in over 220 major markets by early 2006.

The service is accessible via Sierra Wireless or Novatel Wireless PC card, Windows Mobile 5.0-powered smart phone and handsets from Samsung and Sanyo Electronic. Sprint Nextel also said it plans to make available an EV-DO PC card from UTStarcom for accessibility later this month.

Flexible pricing plans start at $39.99 per month or $59.99 monthly for unlimited access (with a voice subscription). Verizon Wireless reestablished the industry price point at $59.99 a month for all-you-can-eat mobile data in September, when it dared drop its EV-DO price from $79.99 a month by 25%.

Verizon Wireless' Web site now claims that its competing EV-DO network service is available in 171 markets covering more than 140 million potential customers, or "pops," and including more than 68 airports.

Meanwhile, on the GSM side of the house, Universal Mobile Telecommunications System (UMTS) service is available in six markets from Cingular Wireless and is expected to 15 to 20 by year-end. By using a derivative of the technology called High-Speed Downlink Packet Access (HSDPA) the services will reportedly match the average stated speeds of EV-DO.

Thursday, November 17, 2005

Nokia to Buy Intellisync To Bolster Mobile Email

Nokia to Buy Intellisync To Bolster Mobile Email

A WALL STREET JOURNAL ONLINE NEWS ROUNDUP November 16, 2005 11:05 a.m.

Nokia Corp. agreed to buy wireless messaging firm Intellisync Corp. as the cellphone giant tries to bolster its mobile email service for companies.

Under the terms of the deal, Intellisync stockholders will receive $5.25 a share in cash. The price is 5% below Intellisync's closing price Tuesday of $5.54 on the Nasdaq Stock Market. Nokia said the offer gives Intellisync an implied enterprise value of about $430 million.

Intellisync, San Jose, Calif., is one of several companies that compete with Research In Motion Inc., the maker of BlackBerry email devices. Carriers like Verizon Wireless use Intellisync's software to provide data services and mobile email to customers' smartphones and PDAs. Its mobile email software is also used by corporations like Pfizer and Domino's Pizza.

Espoo, Finland-based Nokia, the world's largest cellphone maker, recently launched a mobile email service for companies and their employees. Under the service, users are able to send and receive email through their corporate accounts or via Web-based email such as Microsoft's Hotmail. Acquiring Intellisync would allow Nokia to offer its customers the ability to connect practically any device to any data source or network.

The transaction is expected to be completed in the first quarter of 2006. Intellisync, which was founded in 1993, lost $13.4 million on revenue of $59.5 million for the 12 months ended July 31. The company has around 450 employees.

Wednesday, November 16, 2005

Old media embraces blogging and social networking

Burda looks beyond printing
By Thomas Crampton International Herald Tribune SUNDAY, NOVEMBER 13, 2005
MUNICH As a 102-year-old family-owned German company run by a 65-year-old man who is the grandson of the founder, Hubert Burda Media Group could be expected to be just another dull European corporation.
Such an analysis, however, would not factor in the energy and digital passions of Hubert Burda.
An avid art collector who peppers conversation with references to classical music and world literature, Burda has spent the past few years zealously pushing his media company into everything digital, even insisting that he will never open a printing plant again.
This is a strong statement from the man who started Focus, the most widely read weekly newsmagazine in Germany, and whose mother added considerably to the family fortune by starting the globally successful fashion magazine Burda Moden. Hubert Burda Media is also the largest magazine publisher in Russia and one of the biggest in Eastern Europe and Turkey.
In the past few years, however, Burda has insisted that his company's publishers, editors and investment arms concentrate almost exclusively on digital strategies.
The grease and machinery of the printing press have almost become a sideline to the tool that Burda sees as central to the next generation of publication: social software. This encompasses everything from Web logs to community-building Web sites that let readers create their own content through reviews and comments.
"Printing will not go away, but I do not plan to open a single new printing plant," Burda said. "We now concentrate on using social software to build closer relations with the communities of readers around our magazines."
The digital interests of the company have been stretched beyond publication Web sites to include peer consumer-review communities like Ciao.com; a ring-tone seller; the European franchise for the multiplayer game Ragnarok; and even a unit helping Lufthansa manage its in-flight Internet service.
"I would say Hubert Burda is kind of crazy about us going digital," said Jochen Wegner, deputy science editor at Focus. "I have never met a publisher so focused on connecting traditional print with online branches."
In recent months Wegner, who specializes in digital media, said he had found himself so distracted by helping colleagues with the company's internal changes that he has had little time to write for publication. "Every division and every publication is trying to figure out how they can reach out to their audience online," he said.
One of the company's most successful marriages of social software with a publication has been the integrating of blogs into the Focus Web site. The site, Focus.de, now has nearly a dozen blogs, with many correspondents and outside contributors writing on a daily or weekly basis. The blogs have generated revenue both through exclusive banner advertisements booked during critical time periods and through keyword advertising linked to Google.
The bloggers include a European Parliament member, Silvana Koch-Mehrin; a professional golfer, Alex Cejka; and a television personality known for financial analysis, Markus Koch. Two blogs are dedicated entirely to cars.
It is wrong to view digital content as poaching readers, said Stefan Winners, chief executive of Tomorrow Focus, the subsidiary charged with developing online businesses for many of the publications. As an example, Winners cites the 45,000 subscribers who pay a monthly fee of 4, or $4.70, to have nude photographs of 10 women sent to their mobile telephones each month through the company's links with Playboy. Burda holds the German license to produce Playboy.
"This additional subscription does not destroy our print business, it extends it, because people read the magazines and buy an additional online service," Winners said. "This does work best with naked girls, but the principle can be applied to other publications."
Increased interaction with readers will be more important than increasing printed circulation, Burda said. "We want to say, 'Good morning, Mrs. Robinson, what can we do for you?"' he said. "Interaction builds trust, confidence and revenue."
In many ways, Burda's digital push follows his pattern of running the company. Like other large German media groups, it started out as a simple printing business in the postwar era. Burda himself worked in a variety of jobs in his family's company until he was appointed editor in chief of the celebrity-oriented magazine Bunte in 1974.
Burda became a convert to digital scanning of photographs in the 1980s when he saw that it eliminated the need for the company's 250-person photo-retouching operation. He built relations with Marc Andreesen, a founder of Netscape Communications, after reading about an early version of the Web browser in 1995.
"News has now become a commodity, thanks to the Internet, so we must differentiate ourselves in other ways," Burda said. "Content alone can no longer win. You must build and interact with audiences."
Burda, which is privately held, does not publish financial results. The company has 7,000 employees and says its consolidated revenue has doubled over the past 15 years, to 1.5 billion in 2004, which also was the most profitable year in the company's history.
The digital push has driven Burda's one publicly traded division, Tomorrow Focus, into a position where it is now compared with U.S.-based Internet companies. "I do not find it useful to compare them to other German media companies," said Andre Remke, a Munich-based equity analyst for HypoVereinsbank. "Tomorrow Focus is the second-largest location for online advertising in Germany after T-Online, so their main competitors are really Yahoo and Google." The bank estimates that Tomorrow Focus has a 17 percent market share of German online advertising.
But there is also a risk inherent in Burda's strategy. "They really have tied the future of the company to online advertising," Remke said. "They are certainly in the lead for this fast-growing market, but advertisers of corporate Germany have not yet fully accepted the idea of online advertising."

Wireless: Bets are down on gambling by phone

Wireless: Bets are down on gambling by phone By Sonia Kolesnikov-Jessop International Herald Tribune SUNDAY, NOVEMBER 13, 2005

SINGAPORE Governments across Asia are lifting restrictions on gambling, and analysts forecast a huge increase in the number of new casinos built in the region. But while builders are pouring concrete, there is another frontier line opening up for gamblers here: cellphones. "Wireless devices are now ubiquitous and in Asia in particular, the percentage of advanced devices and the gaming on these devices is very high," said Matti Zinder, chief executive of Spin3, an Israel-based wireless casino system provider. Its main competitors in the sector include Virtue Fusion of Britain and another Israel-based company, Zone4Play. Informa Telecoms & Media forecast that global revenue for the mobile gambling industry would top $7 billion a year by 2010, compared with $1.2 billion in 2005, and while Europe is likely to remain the largest market for mobile gambling, generating $3.2 billion of annual revenue, it will be closely followed by the Asia-Pacific region, with $2.7 billion. North America, it says, "is the great unknown" because any expansion of legal gambling in the United States is uncertain. The number of users will increase to 201.4 million globally in 2010 from 48.1 million today, and to 96.7 million in Asia-Pacific from 22.1 million, Informa predicts. So far, mobile gambling in its various forms - lotteries, sports betting and casino-style games - has been restricted to a few countries in Asia. While China authorizes lotteries via mobile phones, it is still not allowing mobile casino gambling. In Hong Kong, players can bet on horse races and buy Mark Six lottery tickets via their local mobile phones, but again, no casino-style gambling is allowed. Only the Philippines and Macao are allowing remote casino gambling, said Benson Ong, general manager of WooWorld, a Singapore-based mobile and online entertainment content company in Asia. WooWorld is planning to introduce Spin3's Spinfone System in Singapore in December. The pay-per-download system allows users to download casino games they can play on the phones, playing on the network but for points rather than money. "As there is no legislation for remote gaming here, we have to start with play for fun. No money involved. We might call it casino trainer," Ong said, referring to the fact that two casinos will open in 2009 on the island-state. While WooWorld is already considering starting the game in Thailand and Malaysia next spring, Spin3 is seeking other partners in the region, especially in Macao and China. Japan is attractive because it does not have legal restrictions on mobile gambling, Zinder said, but he added that it is difficult to break into what is typically a closed business community there. This year, Two Way TV Australia said it would distribute Zone4Play's products, including mobile gaming and gambling, in Australia and New Zealand and indicated plans to expand in Asian markets out of Hong Kong. "Typically, the profile of mobile game play here is not one of long-term, high-value gambling. It's a short-term, burst of entertainment," Zinder said, pointing out that a typical player will be a male aged between 25 and 45, who only plays for 10 minutes at a time. "He's usually killing time while waiting for a bus or a meeting to start," he said. The cost depends on how much the carrier charges for a data connection. In Britain, which has been leading the way globally in mobile gambling, studies show players tend to prefer slot machine games. But Zinder anticipates Asians will favor "table" games like blackjack and roulette. "We're actually looking to develop some table games especially for the Asian market, like Pai Gow, Chinese Poker and possibly Mahjong, though it's a bit more complex as it requires several players," he said. With most mobile gambling games, users navigate the tiny screen with the phone's keypad. The result instantly tells them whether and how much they have won or lost.

Monday, November 14, 2005

Making mobile-payment friendlier

Making mobile-payment friendlier

By KEITH LOUTIT

THE emergence of new electronic media has opened large and previously unreachable geographic markets to merchants, enabling a variety of new, low-value products to thrive - music, video, mobile games, ring tones and wallpaper. The process of charging subscribers for these products has been far less straightforward.

The crux of the challenge lies in the difficulty of charging for low-value transactions to a youth demographic with limited access to credit. As most common forms of payment - credit cards and cash - are unavailable or impractical for small-value electronic transactions, merchants globally have resorted to 'creative' means of collecting payment. These include e-wallets, points systems and Interactive Voice Response (IVR) systems, often combining technologies to deliver a simple electronic product.

The subscriber's mobile phone account offers the most logical solution to this dilemma. Consumers enjoy long-term relationships with their mobile operators, their accounts can accept low-value transactions and be charged for an array of products, which appear on their phone bill.

The success of Premium SMS (PSMS) as a payment instrument is the result of universal adoption by handset manufacturers and operators, the easy communication it offers young people and its ability to accept low-value payments from this otherwise difficult-to-reach youth market.

Challenges exist

But challenges exist for operators and merchants. The delivery or receipt of each SMS is tied to payment, making service provisioning extremely complex. Merchants must be assigned multiple short codes and keyword combinations for each price point. PSMS is ideal for mobile content, yet restricts the flexibility of merchants to design intuitive web and WAP payment processes.

The success of PSMS prompted operators to develop a range of 'next generation' payment platforms, enabling merchants to charge subscribers directly from their mobile phone accounts without PSMS. These solutions offer greater flexibility for merchants to charge consumers at various price points, without the complexity of short code and keyword assignments. Operators can now use these payment platforms to accept a range of mobile and non-mobile transactions. However, these operator billing systems must collaborate smoothly for each to be individually successful.

In 2004, Simpay - the mobile payment scheme founded by Orange, Telefonica Moviles, T-Mobile and Vodafone - announced an interoperability platform focused on accepting low-value payments. Set to be released in mid-2005, Simpay was to charge subscribers' mobile phones without PSMS. But 18 months later, one of Simpay's key European founders withdrew, followed by others.

The industry essentially needs a unified global m-payments solution that will help operators and merchants realise the full potential of m-commerce.

Challenges to m-payment interoperability stem from two primary factors.

# The complexity and diversity of each operator's billing system makes the barriers to cross-operator charging insurmountable for most merchants. Each operator billing system has unique interfaces, security protocols, available price points and levels of operator control.

# There are differing perspectives on subscriber charging. Operators typically charge only their own subscribers, offer different features and functionality, and exert various levels of control over the merchant's use of their platforms. Merchants, on the other hand, seek a single interface to charge subscribers of any network for products of any kind, at any available price.

To reconcile these opposing viewpoints, a new payment solution is required to encourage widespread adoption and add value to operators and merchants, without requiring operators to drastically change their billing systems.

A new solution addresses the two key challenges to interoperability via aggregation - combining many billing systems into one - and mediation, which reduces the disparity between operators' various billing systems. The solution helps operators enforce control over merchants' use of their platforms to ensure protection for consumers and maximal billings for operators and merchants.

Operators benefit from aggregation and mediation as they become part of a larger global charging community that attracts local and international merchants. A single connection interface helps operators compete with other payment types, such as credit cards and e-wallets. The solution must be able to offer operators the tools that validate merchant accounts which are configured according to operator agreements and provide access to reports on traffic running across their network.

Single interface

With a single interface, merchants are able to charge subscribers from any connected operator, design 'friendlier' purchase experiences and charge the elusive youth market for low-value transactions. As the new solution enables merchants to operate across operators and geographic boundaries, this allows them to take control of their own promotions and go 'off portal' by lifting them out of co-branded, exclusive operator relationships.

The result should be increased traffic and subsequent revenues for merchants and operators, as traffic volumes become limited only by the merchant's promotional power.

The writer is director, global applications, Mobile 365

Public not interested in TV on phones

Public not interested in TV on phones By Jo Best, silicon.com 11/11/2005

The N92 is touted as the first mobile device with onboard DVB-H receiver. (click for more info) Analysts have been slugging it out as to the future of TV on mobiles which, depending on who you listen to, is either the great white hope or the Sinclair C5 of multimedia mobile services.

A report from Entertainment Media Research (EMR), commissioned by legal firm Olswang, has found that 70 percent of consumers have no interest in watching TV on their mobile phones, citing poor quality and high prices as some of the reasons responsible for deterring them.

Nevertheless, a separate survey from Continental Research discovered that one in ten individuals has already watched TV via a mobile, with young men the most likely demographic to get square-eyed with a phone.

Both research firms, however, found that TV has successfully reached beyond the traditional box in the living room. EMR found that 44 percent of people between the ages of 13 and 55 would watch TV or films via their PC. Continental Research discovered that 15 percent had already used their computer as a replacement for their TV, with younger men once again the early adopters.

TV over mobile does have its place though, according to the analysts--keeping teens from being bored.

Market research firm Parks Associates has found that US teens are the keenest when it comes to mobile viewing, with 38 percent of teens queried saying they are interested in watching downloaded music videos on phones.

SMS alerts in fight against crime

They have re-invented the London hue and cry. We ran a similar service with Hutchison paging in London - alerts for fraud and shoplifting gangs. =================================

SMS alerts in fight against crime

By Tracy Sua Nov 14, 2005 The Straits Times

A FRESH approach to tackle rising crime - using SMS technology and enlisting youngsters as crime-fighting ambassadors - was announced yesterday, as new figures show a spike in crimes ranging from snatch thefts to robberies.

Snatch thefts, cellphone thefts, robberies and housebreaking cases saw dramatic increases from January to September this year, compared to the same period last year.

Senior Minister of State (Law and Home Affairs) Ho Peng Kee disclosed that a two-pronged approach was being adopted to deal with such matters when he launched the annual festive season crime prevention campaign.

To get people wired to crime prevention, police are trying out an SMS crime advisory alert initiative. They send SMS messages to subscribers' cellphones, alerting them to crimes in their neighbourhoods and suggesting precautions they can take to protect themselves.

The pilot project started in August, with about 1,200 subscribers, mainly Neighbourhood Watch Zone liaison officers, their assistants and Crime Prevention Ambassadors for senior citizens. They, in turn, disseminate information to residents if necessary.

If the pilot is successful, police hope to implement the scheme island-wide.

This initiative first started as a community safety and security project by Yew Tee Zone 9 Residents Committee (RC) and Choa Chu Kang Neighbourhood Police post in July last year.

The RC hit on the idea of using the SMS service when it realised door-to-door flyer distribution on crime alerts was not efficient.

Police are also clamping down on youths involved in shop thefts, as well as rioting.

The number of youths caught rioting is on the rise. In 2001, 250 were caught, then 446 in 2002, 493 in 2003 and 512 last year.

A Police Youth Ambassador programme will start next year, training young cadets to serve as mentors to other students. National Police Cadet Corp cadets will be trained over three years in crime prevention skills, community safety and security skills.

The scheme is in line with the National Crime Prevention Council's belief that peer pressure has a strong influence in steering youths away from crime.

tracysua@sph.com.sg

SMS blogging and community

Ben Silverman writes: Your column brought back some fond and some not-so-fond memories about my own blog.

Back in September 2000, I was working in the dot-com sector and one of my company's partners was a wireless-messaging firm named Upoc. To test Upoc's service, I launched a group called DotcomScoop. The aim was for Upoc users to trade messages over their cellphones (via SMS) about layoffs, financing deals, M&A activity, etc. in the dot-com sector. By December 2000, I had more than 500 people in the group and decided to launch a Web site, DotcomScoop.com, to flesh out the wireless content and extend the brand.

I don't remember if the term "blog" was used back then or not (I'm sure it was, but I never used it). Regardless, I used NewsPro, an early content-management software, to publish the site. I still relied on the wireless group for "scoops," but the Web site gained a lot of traction, and within two months, I had more than 100,000 unique visitors. A few big story breaks turned me into a reporter of sorts and led to a story about me in WSJ.com. In March 2001, I signed on to write a business column under the DotcomScoop brand for The New York Post (as luck would have it, the dot-com I worked for shut down at the end of March 2001).

I spent the next two years "blogging" away, updating the site as many as 10 times a day with news rehashes, original reporting, internal documents, commentary and analysis. When the WorldCom scandal hit in June 2002, I launched a "microblog" devoted solely to the company and the scandal.

At its peak, DotcomScoop attracted more than 1 million unique visitors per month, and racked up more than 5 million page views. Revenue, excluding what the Post paid me, topped out at $12,000. (That was the best month -- on average, the Web site brought in only about $2,000 per month from ads and reader donations.)

By January 2003, I was blown out, though. I had already stopped blogging on a daily basis, moving the site to more of a newsletter and "blogging" only when I had something big. I effectively shuttered the site sometime in 2003, though I continued to write for the Post (with the column simply carrying my name) until last June. At that time, I left to join a small independent investment research/data analytics firm. Not surprisingly, the company I now work for was once an advertiser on my blog.

Looking back at the experience, I had a lot of fun, and a lot of heartache. On one hand, I "reverse-engineered" a media brand from wireless to Web to print to just six months, created a career for myself as a journalist, and now as an analyst. I can't complain about any of this.

By the same token, I spent upwards of 14 hours per day trying to be a blogger-journalist, went into debt doing so, and had enough technical problems to drive anyone nuts. The work was difficult, and I was on my own, writing and reporting negative things about companies without the backing of anyone. (The Post had nothing to do with the actual Web site -- they just contracted me to write a column under the brand.)

Over the past few years, I've launched a couple of blogs, only to watch my interest in them quickly wane due to the amount of work involved. I'm of the opinion that a blog with just a bunch of links to the latest Associated Press or New York Times headline and a line of commentary or two is boring. I like something with some meat, or at least some interesting personality, and when you work full-time writing, it's sometimes difficult to pour your creative energies into more writing, especially when you have to be timely.

i-mode stalls in Europe

i-mode stalls in Europe

one reason why Telefonica wants O2

By Tony Dennis: Sunday 06 November 2005, 09:44 ALTHOUGH I-MODE has been offered in some markets as a commercial service for over two years, it has not experienced the kind of success in Europe as it has in Japan claims a new report from Visiongain.

I-mode is topical since O2's support for i-mode is one good reason why Spain's Telefonica has just launched a bid to acquire Britain's O2. I-mode is a factor in the deal which other observers have overlooked. The two operators' approaches have been very different, however.

To promote i-mode, O2 has started the largest advertising campaign in its history. This is in stark contrast to Telefonica, which has virtually hidden i-mode behind its own-brand e-mocion portal, says Visiongain.

It was the enormous success of i-mode in Japan that has led a number of global (predominantly European) operators to directly license the technology. The latest report, 'i-mode in Europe: Gaining market momentum', claims the technology is not the failure that many have labelled it.

For example, signs point to i-mode gaining market traction among the region's operators, as evidenced by recent commercial launches by Cellcom, MTS and O2, with more likely in 2006. Moreover, existing i-mode operators have witnessed visible subscriber increases after a difficult initial period.

Still, European operators like O2 have a long way to catch DoCoMo's success with i-mode. O2 kicked off with 100 dedicated i-mode websites available in the UK, which pales in comparison to the 90,000 in Japan.

There's also the handset problem. O2 launched with two NEC handsets. The Samsung Z320i handset is still not available, while the S500i is advertised on the O2 site but not the Carphone Warehouse site (the UK's leading retailer).

Intriguingly, the Visiongain report predicts how many European i-mode subscribers will there be in 2010. Sadly it hasn't released this figure publicly. µ

Sunday, November 13, 2005

Mobile blogging on Blogger

Back in the day, mobile phones were rare and pricey. Rich businessmen carried them around in suitcases. I remember when I was in middle school and Melissa Miller's dad had a car phone. That was fancy. Mr. Miller is a fancy guy. These days, mobiles are low-cost and everywhere. In many countries, mobile phones outnumber their land-line counterparts. Around the world, mobile phones are increasingly pervasive and this is especially true when it comes to developing areas. People even decorate, customize, and accessorize their phones to reflect their personality. Sound familiar?

Mobile phones are perfect little blogging appliances that people carry around with them everywhere. Sharing photos and stories with friends while you're on-the-go by sending them straight to your blog-what could be easier? Turns out it can be easier, that's why we created Blogger Mobile. To create a blog and post to it using your mobile phone, you will need to follow these directions:

(Send stuff to go@blogger.com and you're done.)

As indicated by the graphic above, sending an MMS or email to go@blogger.com will automatically create a new blog. Your photo, along with any text you add, will be uploaded to that blog right away and then we'll message you back with the address so you can visit your new blog on the web. It's all free. When you feel like changing anything or you already have a Blogger account and you want the posts to go to your existing blog, you can log in to go.blogger.com and enter the token we sent to your phone.

Just so we're clear on this, you send something from your phone; a subject line, a photo, and maybe a caption if you so choose to go@blogger.com and we do the rest. That's our thing. We set you up with a standard issue blog using a popular design template and we upload your content so your friends and family can view it and leave comments. Your first post might look something like this: Optional: Claiming Your Blog

We will name your blog "My Mobile Blog" and insert some text in the sidebar as a reminder that you can claim your blog. The text will read:

Claim your blog at go.blogger.com so you can change the style and colors, edit previous posts, or activate aditional features. Note: You'll need the claim code that was sent to your phone.

You don't have to claim your blog. In fact, you could never sit down in front of a PC again and just keep sending content from your phone to the Web. However, when you sign in and enter your token at go.blogger.com, that note about claiming will be replaced with your profile block and once you claim your blog, you have full access to all your settings so you can change the template and modify your account to your heart's desire. Optional: Switch Your Mobile Posts to Another Blog

Another part of the claiming process is the ability to switch to an existing blog that you'd rather have your mobile posts sent to. For example, if you already have a blog and think it would be cool to occasionally send a post from your mobile phone in addition to posting normally. Once you make that switch, both existing and future posts will be sent to the blog of your choosing instead of the blog that was automatically set up for you when you sent that first message to go@blogger.com.

Note to users whose blog address does not contain blogspot.com: Once you make the aforementioned switch, new mobile posts will be published to your chosen blog but mobile posts published prior to the switch will not be moved over automatically. So, if you plan on publishing mobile posts to your non-blogspot.com hosted blog, we recommend you claim and switch early thus avoiding a potential nuisance. What Services Does Blogger Mobile Support?

The initial launch of Blogger Mobile will work with your phone if you are a US customer of Verizon, AT&T, Cingular, Sprint, or T-Mobile. We will be expanding that list so if your provider is not on there yet, check back with us here. Use It Your Way

There was an article on the BBC's web site a couple weeks ago by a guy who was using his camphone and a blog to create what he called "digital postcards" to the web so his friends and family could follow along on his trip across the United States. That's the stuff! There's even a professional photographer traversing the US snapping photos exclusively with his camera phone. He's got a web team building his site-all you need for yours is Blogger Mobile.

Setting up a great looking web site that is yours to customize as you please and using a mobile phone to keep it updated is not as futuristic as your own personal jet pack, I appreciate that. In fact, when I was back in middle school watching Mr. Miller talk on his car phone I figured that by 2005 we'd have personal jet packs. We don't. However, if I see someone flying around in a jet pack I will blog it with my camphone. That is most definitely something. We're getting there.

Saturday, November 12, 2005

Britain's mobile innovators

Britain's mobile innovators

The British are coming - and innovating - in a strong way in Europe's mobile phone industry

By VICTORIA SHANNON

FROM wireless rat-catchers to search engines, from gambling specialists to e-mail developers, British companies are leading European innovation in the mobile phone industry, taking over from the Nordic countries, a view held by many in the industry and now supported by a new study.

The innovating companies are not the biggest on Europe's telecommunications landscape; they are not the cellphone network carriers or the phone makers, for example. Rather, they are entrepreneurs who are finding niches and building on creative ideas to feed a global market demand for more mobile services and features.

One of these small British start-ups is making 3D games for cellphones. Another is thriving on sales of Bluetooth phones. One repairs and refurbishes mobile phones at a plant in Romania, and yet another makes the software used for the BlackBerry hand-held e-mail device.

A telecommunications market that was deregulated early, greater comfort with the English language, better availability of public and private financing, a close connection to the Continent and the United States and ready access to masses of mobile phone users are some of the factors contributing to Britain's recent move ahead of the Nordic comedown in an industry that has more than 1.5 billion customers worldwide.

Evidence of a shift

A study, commissioned by British magazine Real Business and the mobile operator O2 and scheduled for release on Wednesday concluded that more than 200 wireless start-ups were operating in Britain, generating as much as 2 billion - or S$5.9 billion - a year in business. A panel of judges selected from the 200 or so to a list of '50 to Watch' based on their size, stability and inventiveness; their sales alone total 1 billion annually.

Other anecdotal evidence supports the shift. At the annual trade conference for the industry, the 3GSM World Congress, about one-third of the exhibitors are British companies. Today, Sweden, Finland, Denmark and Norway no longer have the cachet they once did for wireless soothsayers.

'That's essentially right,' said Bengt Nordstrom, chief executive of the Stockholm-based analysis firm Northstream and a longtime watcher of the mobile industry. 'Sweden, along with Germany and some other countries, could do a lot more to encourage start-up innovation in terms of financing and taxes.'

In Scandinavia, he added, 'we are just not that many people', and the mobile market is 'farther away than most people thought' geographically. He said the fastest-growing wireless markets today were in developing countries.

When the mobile business started in the 1980s, supporting companies were drawn to the Nordic region by the presence of Nokia of Finland and Ericsson of Sweden, the companies that largely built Europe's cellular networks.

In the 1990s, companies from Microsoft to the Asian wireless leader NTT DoCoMo of Japan invested in Scandinavian research centres to propel their wireless ideas and aspirations forward. Stockholm gained the nickname 'Wireless Valley' in some circles, and at one point there were more mobile subscribers in Sweden than in all the rest of Europe.

Now, it is not the network or mobile phone makers around which new ideas revolve but the carriers, a transition of power that took place gradually over the past several years.

Because the operator business is not centralised in Northern Europe, that area does not have the same attraction for entrepreneurial businesses looking for seed money or investments from big business.

Nokia and Ericsson eliminated thousands of jobs when the telecommunications bubble burst in 2000. Microsoft gave up its Ericsson research partnership several years ago. And Vodafone, headquartered on the outskirts of London, has become the biggest cellphone operator outside China.

'Today's incubators of new mobile ideas are the carriers and the venture capitalists,' said Mike Short, vice-president for research at O2. 'The internationalisation of the carriers has certainly helped in the UK,' he said. France, Germany and Italy have fostered many mobile phone businesses too, but Mr Short maintained that they would have trouble coming up with a comparable list of 50 wireless companies with the strength of the British version.

That list includes Wyless, a London-based company that specialises in machine-to-machine communications, using wireless chips and software to link 'dumb' devices like vending machines.

Companies in the top-50 list

Among other products, Wyless has developed a system to use low-power radio devices in rat traps to notify people, via the cellular network, when a rat has been captured so that it can be removed. The company operates in 79 countries.

Paul Barnett, Wyless' communications director, maintains that the centre of the machine-to-machine market has also shifted from Scandinavia to Britain. 'But we do have offices in Scandinavia,' he added.

Others on the list include:

# AQA, short for Any Question Answered, a London-based company that fields more than one million questions a year sent via the short-message service on mobile phones.

# Scoopt, a Glasgow-based company that encourages mobile users to send in images taken on the cameras in their phones.

# The Cloud, the Fareham, England, company that is the largest European operator of public wireless-fidelity hot spots.

# Mobiqa, the Edinburgh-based company that developed bar codes that could be shown and then scanned from the telephone screen and used as tickets, vouchers and coupons.

# TTP Communications of Royston, England, whose wireless software powers the BlackBerry.

Mr Nordstrom said, however, that Ericsson and Nokia were still the centre of a large telecommunications ecosystem in northern Europe, had healthy multibillion-euro annual businesses and were continuing to finance start-up companies with bright ideas. He noted that only two weeks ago, Ericsson bought Marconi, the once-proud British telecommunications network company that had not been able to recover from the industry's collapse, for 16.8 billion Swedish kronor (S$3.6 billion). - International Herald Tribune

Copyright C 2005 Singapore Press Holdings Ltd. All rights reserved.

Monday, November 07, 2005

Glide Effortless to Compete in File Sharing Market

+--------------------------------------------------------------------+ | Glide Effortless to Compete in File Sharing Market | | from the keeping-the-riaa-happy dept. | | posted by ScuttleMonkey on Saturday November 05, @19:26 (Technolo| | http://slashdot.org/article.pl?sid=05/11/05/2141214 | +--------------------------------------------------------------------+

[0]Dotnaught writes "InformationWeek is running a story about a new consumer application suite called [1]Glide Effortless that's slated to be released in mid-November. Think of it as iTunes, iPhoto, iMovie, iCal, Mail, document sharing, shopping, and a few other apps all in one seamless application hosted as a service on the Web that could be accessed by any browser on any computer. It allows file sharing without the risk of illegal copying. It might prove a viable competitor to iTunes, if it works as advertised and if it can scale to handle millions of users."

Discuss this story at: http://slashdot.org/comments.pl?sid=05/11/05/2141214

Links: 0. http://www.lot49.com/ 1. http://informationweek.com/story/showArticle.jhtml?articleID=173402852

Dialling for Dates

How Your Cellphone May Beat Computers As a Dating Service By CHRISTOPHER RHOADS Staff Reporter of THE WALL STREET JOURNAL November 3, 2005; Page B1

Cellphones are becoming devices not only for reaching people you know but for reaching people you don't know -- yet.

Increasingly powerful and Web-enabled, the latest phones can do email, video, music, photo sharing and Web surfing. It was inevitable that popular online services such as "social networking" sites would find a home on cellphones as well.

Though the U.S. was late to the market for sending text messages over cellphones, well behind Europe and Asia, such "texting" has taken off here in recent years. San Diego-based SMS.ac boasts tens of thousands of communities of users who share interests in topics including sports, music and politics over their cellphone screens.

Dating was a natural outgrowth of such communities, says David Friedensohn, chief executive officer of Upoc Networks of New York, which has 40,000 texting communities. "We noticed that a large number of our users were devoted to flirting, dating and meeting people," he says. In July, Upoc launched its first dating service. Since then it has attracted about 25,000 subscribers, at $4.99 a week, he says. Match.com, one of the largest online dating services, has offered such a service on cellphones since February 2003. Users can upload short profiles of themselves and search for matches by gender, age and geographic location by ZIP Codes, among other criteria. Match mobile users tend to be younger, under 25, than PC users of Match.com, who are usually in their late 20s to late 30s, says a Match.com spokeswoman. The service costs $4.99 a month.

A downside of such services is that, for the moment, their communities are still relatively small compared with those using PCs. Most of those using text on their cellphones -- about 75% -- are texting with people they know, such as family and friends, according to Yankee Group, a Boston-based technology research firm.

One big obstacle for such services is interoperability. Up until just a few years ago, users could send text messages only to subscribers of the same carrier -- a big reason for the slow adoption of texting in the U.S. Similarly, only in the past few months are some carriers working out similar arrangements to share text messages with photos among different networks.

Still, promoters of the services say such issues are only temporary as cellphone capabilities improve and users become more comfortable doing more with their phones and less with PCs. Cellphone networkers also enjoy an advantage: They aren't chained to a computer and Internet hookup. "We don't really see ourselves as a competitor of online dating services, but more as an add-on," says Jonathan Ressler, CEO of Zogo, a mobile dating service that started in August. "You can kill idle time on a train or bus, and let people know you're out on the town looking to meet people."

Zogo expects users to communicate in a novel way: by voice. Instead of exchanging emails over a number of days, users are connected by a phone call -- even within minutes in cases where a user accepts an expression of interest from another user. Zogo makes the calls to the two users. No phone numbers are made public, so users can remain anonymous behind their screen names.

The Zogo service is free as the company builds up its user community. Mr. Ressler expects it eventually will cost $12.99 a month, including 30 minutes of calling. Exceeding those minutes would require an additional $9.99, which comes with 60 more minutes of calling.

Setting up a Zogo account and using it on a cellphone was cumbersome. I thought too many steps were required to do basic functions, such as logging in. On a Motorola RAZR phone using Cingular, the Web service was slow, taking 15 seconds or longer in some instances to load a single page of five profiles. It's easier to sign up and create your profile on a PC, then switch to your phone when on the move.

On a recent evening out with friends in New York, I "invited" several users to have a conversation. You do this by accessing the Zogo Web site and then scrolling through pages of profiles, which include photos and basics such as height and age as well as a short self-description. When you find an interesting match, you click on "invite."

An hour passed; no takers. Then at last, a message: "Sparkle has declined your invitation." But the next morning, another message appeared on the cellphone screen, from one of the users picked out the night before. "Callme wants to talk with you," it said. Several minutes later, the phone rang, and I was speaking with "Callme," a 31-year-old bond broker.

She explained that she uses the service mainly for finding parties or other things happening in the city. The advantage of voice over email or texting is that "it's much easier to tell if someone is lying," she says. "It gets rid of the B.S. much faster." She also likes the service because she can communicate with new people without taking the risk of giving out her phone number or email.

Mr. Rossler of Zogo said the mobility factor is about to become greater. Zogo and competitors are rolling out features for cellphones equipped with global positioning systems, which determine location with precision. This way, a user could set up his cellphone so that he receives an alert when other specified users are nearby. Meeting people may never be the same. . Send email to christopher.rhoads@wsj.com1. Walt Mossberg is on vacation. URL for this article: http://online.wsj.com/article/SB113098043318786931.html

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Sunday, November 06, 2005

Most people give up on mobile data

Most people give up on mobile data

By Tony Dennis: Friday 04 November 2005, 14:12 A SURVEY commissioned by Olista has shown that most users who encounter problems in using new mobile data services simply give up rather than seek assistance.

Shockingly, 64 per cent of those who had actually tried services such as picture messaging, ring tones and gaming downloads confessed to giving up after one or two attempts.

That compares to just 2 per cent who claimed they would actively seek assistance from their operator or content provider.

Worse still, 77 per cent of mobile phone users have never used any mobile data services, while only 12 per cent of those that had done so claimed to be happy with the experience.

Over half the respondents said prices for mobile data should be lower.

Olista's solution is for operators to be more pro-active. For example, they could contact users who had tried to send an MMS (picture message) and give advice on how to cure the problem.

Friday, November 04, 2005

New Web-based Technology Draws Applications, Investors

New Web-based Technology Draws Applications, Investors

By MYLENE MANGALINDAN and REBECCA BUCKMAN Staff Reporters of THE WALL STREET JOURNAL November 3, 2005; Page B1

Justin Grate, a U.S. soldier stationed in Iraq since January, missed sending instant messages over the Internet to his family and friends. The military bars downloading software for the major instant-messaging services to computers that he and other soldiers share, mainly because these programs eat up too much bandwidth.

Then Spc. Grate discovered Meebo Inc. The company uses a hot new, Web-based technology called Ajax to let anyone with an Internet connection send instant messages via major services, including those run by Time Warner Inc.'s America Online Inc., Yahoo Inc. or Microsoft Corp., without needing to download the messaging software to their PCs.

The setup makes it possible for users of shared computers in Internet cafes, military camps, schools or elsewhere to access their personal lists of contacts and send instant messages, without compromising their privacy. Spc. Grate says he can now communicate instantly from Iraq with friends and family in his hometown of Greenfield, Ohio. "Meebo works like a charm," wrote the 24-year-old in an email.

[Zippy Apps]

Meebo is one of a bevy of innovative start-ups tapping into Ajax, a set of programming technologies that is the buzz of Silicon Valley. Ajax, which stands for "Asynchronous JavaScript and XML," helps make Web-based programs nearly as responsive as software that resides on a user's computer. The technique helps speed up computer operations by cutting down on the need to request fresh Web pages from a distant server computer. Instead, Ajax applications can request smaller chunks of data to update a Web page already on a user's screen.

As a result, Internet-based programs viewed inside Web browsers, such as instant messaging or email, can now behave more like bulkier software that resides on a desktop computer. Some of these Internet-based programs can also be cheaper to buy than desktop software, posing a potential threat to the likes of Microsoft's ubiquitous Office word-processing suite. Microsoft, however, notes that desktop products like Office have successfully weathered many technological challenges over the years.

Ajax technology is gaining more notice because it now powers cutting-edge services like Google Inc.'s Google Maps. The popular online-map service lets people call up a specific location on a map and then seamlessly move their computer cursor all around it, bringing new, nearby locations into focus immediately. One could conceivably drag a cursor across a Google map from, say, Fifth Avenue in Manhattan all the way west into the farmland of New Jersey, without ever having to pause or reload the information on the screen.

Ajax-type technologies were first developed by Microsoft in the late 1990s as part of its Internet Explorer Web browser to improve its Internet applications. In 1998, Microsoft released the Web version of its Outlook email product, which technically is an Ajax application and which the company says is now used by about 80 million people. But the name "Ajax" wasn't coined until earlier this year, by Jesse James Garrett of the San Francisco Web consulting firm Adaptive Path. He came up with the pseudo-acronym in the shower while searching for a shorthand way to explain to clients why the recent offerings by Google can perform so robustly.

On Tuesday, Microsoft announced new software services that will use Ajax and pledged its further support of the technology.

Meantime, several new companies have emerged to specialize in Ajax, with names like Zimbra Inc., Joyent, Kiko, TrimPath and Upstartle. And Silicon Valley venture capitalists -- flush with cash and anxious to fund the next big thing -- are putting money into the start-ups.

Zimbra's chief executive, Satish Dhamaraj, says that when he started his company in December 2003, "I really thought that Ajax was just a bathroom cleaner." Now his San Mateo, Calif., business has amassed $16 million in funding from venture-capital firms including Accel Partners, Redpoint Ventures and Benchmark Capital, the firm that famously funded eBay Inc. Peter Fenton, an Accel partner, says Ajax "has the chance to change the face of how we look at Web applications" and could boost technology spending by corporations, because Ajax is also being used to develop software for big companies, not just for consumers.

Meebo, the instant-messaging company, has raised $100,000 in funding from a few "angel" investors since its launch Sept. 14, says Seth Sternberg, chief executive of the Palo Alto, Calif., company. Several venture-capital firms have approached the three-person start-up, which is still figuring out its business model. But Meebo is reluctant to grow too quickly, as some companies did in the dot-com bubble, Mr. Sternberg says.

Joyent Inc., of San Anselmo, Calif., focuses on offering Web-based email, calendars, contacts and file-sharing services to small teams of people -- say, the employees of a dentist's office, or a small department in a big corporation. Joyent co-founder David Young says the company was built for a "couple hundred thousand dollars, and is basically cash-flow positive."

Now Joyent is talking to venture capitalists about raising extra money, and "we're not having any trouble getting meetings," Mr. Young says.

Zimbra's Mr. Dhamaraj says there is a "venture capital frenzy" over Ajax, and "I think [venture-capital firms] should be careful about that." Though Ajax has the potential to make some desktop applications irrelevant, Mr. Dhamaraj doesn't believe Ajax will completely change the rules of computing.

Other technology veterans are rolling their eyes over the Ajax frenzy. Ajax "makes our site more useful to our users, but it won't support 100 new public companies," says Rob Solomon, Yahoo's vice president of shopping. A similar investing craze erupted a few years ago over "social networking" start-ups such as Friendster, sites that allow people to meet and connect with new friends online. Stand-alone social-networking companies haven't wound up being that successful, though the technology has been integrated as a feature into many e-commerce and content sites.

Some compare the excitement over Ajax to that of HTML, or hypertext markup language, a software language that was used to create the first Web pages and still is in use today. Ajax lets programmers reduce the cost and time to build programs, says Bret Taylor, a Google project manager. "There's increased pressure for Web applications to act like desktop applications," something that Ajax enables, he says. Zimbra CEO Mr. Dhamaraj adds that Ajax-powered applications are often more secure than desktop applications, because individual Web pages aren't actually downloaded and stored on a computer -- making them less vulnerable to viruses or email spam attacks.

Big, established companies like Yahoo are using Ajax to simplify their applications, making them easier for users. Through its acquisition of email start-up Oddpost last year, Yahoo is revamping its email program so users can drag and drop emails from one folder to the next and can scroll through messages, instead of clicking on an email and moving between Web pages. Microsoft, Salesforce.com Inc., Amazon.com Inc. and others also are implementing the technology to improve their sites.

Google's Mr. Taylor says Ajax may help companies produce more compelling applications, prompting consumers to spend more time at a site. One example: the DVD-rental site Netflix Inc. shows a pop-up window with a movie synopsis when Internet users move their cursor over a movie title. Previously, Netflix users had to click to another Web page to see that synopsis.

"All of the sudden, I'm interacting more with that site and am a happy customer as a result," Mr. Taylor says.

Write to Mylene Mangalindan at mylene.mangalindan@wsj.com1 and Rebecca Buckman at rebecca.buckman@wsj.com2

URL for this article: http://online.wsj.com/article/SB113098635587487074.html
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