Thursday, June 20, 2013

Technology Insider, from Bloomberg BusinessWeek esta semana "Cómo atraer a una multitud"

Technology Insider:

Want to Draw a Crowd? Offer to Charge Phones

Want to Draw a Crowd? Offer to Charge Phones
Courtesy of Goal Zero

Mobile

By

Urban designers take note: If you want to create modern-day public squares that encourage strangers to cross paths, try offering outlets at which passersby can plug in their phones.
 
AT&T (T) will begin installing solar-powered phone-charging stations around New York this summer. The thin towers are topped by solar panels and contain batteries to collect energy for nighttime use. The company bought 25 charging stations priced around $8,000 each from Goal Zero, a solar-power company that worked with the design consultancy Pensa on the devices. AT&T plans to install the first 10 this week and the rest by the end of the month.
 
In a pilot project last summer, Pensa said it was able to convince people to congregate in a vacant plot of asphalt in Brooklyn’s Dumbo neighborhood. The designers believe that once you build these things, people will come. “We’re looking to create something that complements its surroundings and invites people to hang out and recharge. We have also found that where people gather, opportunities develop for street vendors and retail, and neglected urban areas come alive,” says Marco Perry, co-founder of Pensa.
 
If you needed proof of our addiction to mobile communications, pay attention to the places where people can charge their smartphones. Bartenders I’ve talked to say they regularly agree to charge customers’ phones behind the bar—so long as they’ll sit there and buy drinks meanwhile. A company called GoCharge has also installed charging stations in dozens of New York bars, paid for by advertisers. At Brooklyn’s new Barclays Arena, crowds tether themselves to phone-charging stations in the concourse, watching basketball games on television screens while they’re paying to be there in person. Last year, when the city faced widespread power outages in the wake of Hurricane Sandy, available outlets in ATM kiosks, coffee shops, and the odd adapter yoked to bicycle-powered generators helped sustain desperate crowds.
 
Creating mini-public spaces to feed popular demand for wireless communication became part of New York’s attempt to reinvent its pay phones. Last year, after the city turned several pay phone stations into wireless hotspots, officials found that people who connected to the networks stayed in place for over half an hour. The winning design in a contest the city ran earlier this year to re-imagine pay phones included a Wi-Fi hotspot, while rival designs called for charging stations to be built in.
 
The city renegotiates the franchises for its pay phones next fall. Don’t be surprised if, in several years, they’re the most popular places in town.
Brustein is a writer for Businessweek.com.

Thursday, June 6, 2013

Bloomberg BusinessWeek: Technology this Week

Behind the 'Internet of Things' Is Android—and It's Everywhere
Technology

Behind the 'Internet of Things' Is Android—and It's Everywhere

 
Ken Oyadomari’s work space at NASA Ames Research Center in Mountain View, Calif., looks like a triage tent for smartphones. Parts from dozens of disassembled devices are strewn on workbenches. A small team of young engineers picks through the electronic carnage, carefully extracting playing card-size motherboards—the microprocessing heart of most computers—that will be repurposed as the brains of spacecraft no bigger than a softball. Satellites usually cost millions of dollars to build and launch. The price of Oyadomari’s nanosats, as they’ve become known, is around $15,000 and dropping. He expects them to be affordable for high school science classes, individual hobbyists, or anyone who wants to perform science experiments in space.
 
A big reason nanosats are so small and cheap: They run on Google’s (GOOG) Android operating system, familiar to anyone who’s shopped for a smartphone or tablet. It’s the No. 1 mobile OS by a wide margin; Android handsets outsell Apple’s (AAPL) iPhones globally by about 4 to 1. Impressive as those numbers are, they actually understate Android’s prevalence, because increasingly it’s the operating system behind just about anything with a computer chip. Along with Oyadomari’s nanosats, three of which recently went into orbit, Android runs espresso makers, video game consoles, refrigerators, rifles that post video to Facebook (FB), and robotic harvesters for farms.
Android is becoming the standard operating system for the “Internet of things”—Silicon Valley’s voguish term for the expanding interconnectedness of smart devices, ranging from sensors in your shoe to jet engine monitors. As each of these devices hits the market, Google further outflanks Apple and Microsoft (MSFT) as the dominant software player in a connected world.
 
Android’s risen so fast in part because Google gives away the software to device makers and developers. Google is counting on making money from ads and other services on Android phones and tablets. The software is also open-source: Anyone can tinker with the code and use it in any gadget they want. The NASA engineers fine-tuned the operating system to require less power, letting their tiny satellites run for days on a handful of batteries. “If we can have satellites that are really small and really cheap, it will be interesting to see what some guy in his garage will be able to do with them,” says Oyadomari.
 
Google acquired Android Inc. in 2005. The search giant took the software—a version of Linux, itself an open-source operating system popular with data centers and geeks—and streamlined it. That improved power consumption; all things being equal, the fewer things a computer chip has to do to accomplish a task, the less electricity it uses. Google also gave the software a more accessible interface and added touch functions. Critics scoffed at the notion of Android getting much traction in the handset market. Yet its status as a free, open alternative to Apple, BlackBerry (BBRY), and Microsoft eventually attracted enough handset manufacturers—Samsung Electronics (005930) being the largest—for it to become the top mobile OS by 2011.
 
Google isn’t the only tech company to introduce its own minimalist, Linux-based operating system. Years ago, Intel (INTC) developed a version of Linux for mobile called Moblin, while Nokia (NOK) built another version called Maemo. Palm’s WebOS also had Linux at its core. As usually happens with operating systems, such as Microsoft Windows on PCs in the 1990s, tech companies coalesced around one product. For just about everything that isn’t a server or a PC, the winner is Android.
 
Jim Zemlin, executive director of the nonprofit Linux Foundation, says Android has conquered the device market from the bottom up. The operating system ran on 75 percent of the smartphones—162 million units—shipped during the first quarter of this year, according to the research firm IDC. While iPhones and iPads come in very few versions and only from Apple, Android-powered mobile hardware of all shapes and sizes and brands has flooded the marketplace. The companies that build components have had to scramble to make sure everything they make functions well with all those gadgets. The result is a huge and growing number of hardware makers and software companies becoming expert in all things Android. “Every screen variant, mobile chip, and sensor known to man has been tuned to work with Android,” Zemlin says. “There’s this network effect, so that now anyone who wants to make a custom product can take Android and morph it into anything.”
 
 
Zemlin points to SAIC Motor (600104), a Chinese car company, as a case study. With a team of about six software developers, SAIC developed an Android infotainment system for its cars. “I ran into them at this trade show where they were placed next to all these other carmakers with massive software teams,” Zemlin says. “They said, ‘We just have six dudes and Android.’ ”
 
Philip DesAutels, the vice president for technology at Xively, a just-launched cloud computing service that simplifies the work needed to get a device to transmit data, has studied the Internet of things for years. He says there are five times as many downloads of Xively’s Android-specific software as there are of its software made for Apple’s iOS. His favorite product: an Android-based agricultural irrigation system where a network of tiny, waterproof computers in the field regulates water valves. “With Android, you get something that is power-efficient, it’s easy for developers to do the user interface and touch controls, and it’s easy to get data in and out,” DesAutels says. “There’s just a bigger community behind it than with anything else.”
 
Android’s rise is bad for Microsoft, which has been releasing a no-frills operating system of its own since 1996. Windows Embedded, as it’s known these days, is in Ford cars, NCR cash registers, and other products. But just as it did with smartphones and tablets, Microsoft seems to have mistimed and miscalculated its approach. “We have zero requests for Microsoft,” DesAutels says. He adds that he’s hearing from plenty of companies that want to make smart pedometers, Net-connected LED lighting, and other devices that work with iPhones and iPads. Chances are those peripherals will run on Android or something even simpler, DesAutels says, because Apple seems uninterested in letting iOS run non-Apple products. Apple declined to comment. Kevin Dallas, who runs the Windows Emedded business, says Microsoft has more mature and sophisticated technology: “The No. 1 commercial platform today is Windows Embedded.”
 
Andy Rubin, Google’s longtime Android chief, can claim much of the credit for the software’s success. On his own dime, he set up an incubator in Los Altos, Calif., where he let friends work on projects. Rubin told one group that Google had received tons of interest around Android from the car industry but didn’t plan on pursuing deals. Soon enough, four guys founded the startup CloudCar, which is building an infotainment system for cars that should go on sale this year.
The bottom line: After taking over the mobile world, Android is becoming the standard operating system for the Internet of things.
 
Vance is a technology writer for Bloomberg Businessweek in Palo Alto, Calif. Follow him on Twitter @valleyhack

Thursday, May 30, 2013

Esta Semana en Tecnología, de Bloomberg BusinessWeek

EBay headquarters in San Jose

EBay headquarters in San Jose

E-Commerce

An Auction? Most EBay Users Don't Have Time for That

By   May 26, 2013

The online auction is fading fast. Fewer than 15 percent of all who post EBay (EBAY) listings are opting for an auction-only sale these days, according to a paper published this month (PDF) by Stanford University researchers who worked with the online marketplace for their study. Most sellers instead choose to offer items at fixed, “Buy It Now” prices, making EBay more like a conventional e-commerce website than the online-auction pioneer it was in the 1990s.
 
“This sort of cried out from the data we saw,” says Liran Einav, a Stanford economist and one of the study’s four authors. “Most people view it as a big auction site, but we realized their business is much more like Amazon (AMZN).”
 
In part, the shift away from auctions stems from people preferring to focus on alternative online pastimes such as Facebook (FB) and YouTube (GOOG). Einav contends that these competing diversions have drained much of the allure from online bidding, which can take days to end in a sale. “People want to do stuff quickly, and doing stuff in an ideal market setting takes time,” he explains. “Some people like going to a garage sale and finding good deals, but most people hate it.” This speedy shopping dynamic has accelerated on mobile devices: According to the study, EBay’s mobile users reduce their browsing time by 25 percent on average, relative to those on computer
 
The signature benefit of the online-auction format—arriving at efficient prices for even the most unusual items—has lost some its purpose as well, thanks to the proliferation of e-commerce venues with posted prices. Even EBay’s own archive of sales data helps users zero in on a market rate quickly, without needing to pit potential buyers against one another in an auction.
 
The upside of EBay’s buy-it-now economy? Buyers willing to bid are getting better deals. In recent years, auctioned items have sold at prices about 16 percent below similar items offered at fixed prices, according to the study. “The rationale for auctions becomes less about price discovery and closer to the use of couponing and other promotional strategies seen in more traditional retail markets,” the study notes. And many items still lend themselves to auctions, including collectibles, jewelry, and such rare objects as locks of Justin Bieber’s hair.
 
None of this is news to EBay, which for years has been pushing its business model beyond bidding. In 2008, EBay changed its search algorithm to rank results more heavily on relevance than time left in an item’s sale window. That tweak helped trigger a big drop in auctions. Still, the shift away from auctions hasn’t put a damper on results: Last year, EBay’s marketplace websites generated $6.1 billion in revenue, a 12 percent increase over 2011.
Stock is an associate editor for Businessweek.com.

Thursday, May 9, 2013

Bloomberg BusinessWeek: Technología Esta Semana

Baidu Chief Executive Officer Li

Baidu Chief Executive Officer Li

Internet

Baidu Makes a $370 Million Move to Become China's YouTube

May 07, 2013
 
“We prefer buy to build,” Baidu (BIDU) Chief Executive Officer Robin Li said of the premier Chinese search engine’s growth strategy during an analyst call last month. On Tuesday, Li put those words into action: Baidu announced that it is spending $370 million to buy the Internet video business of PPS Net and merge PPS with its own online video operation, iQiyi.com.
 
The deal will leapfrog Baidu ahead of rival Youku Tudou (YOKU) to make it the top online video company in China, the company says. It already enjoys Google-like dominance of the Chinese search market and doesn’t have to worry about competing with Google’s YouTube (GOOG) because Chinese censors block access to the U.S. company’s online video service.
 
Baidu could use a boost. After years of impressive growth,the company is slowing down as Chinese Internet users shift away from PCs to smartphones and tablets. On April 26, Baidu reported that net income for the first quarter had increased 8.5 percent. Not bad, unless you compare the result to the average growth over the previous five quarters—64 percent. The quarterly net income of 2.04 billion yuan ($331 million) was 6.8 percent below analyst estimates.
 
The picture won’t be getting much brighter for Baidu in the near future. “With substantial margin contraction ahead, earnings growth will likely be muted,” Brean Capital analysts Fawne Jiang and Long Lin wrote in an April 26 report. Baidu’s ADRs have dropped 31.5 percent in the past 12 months, compared to a 59 percent increase for Internet security company Qihoo.com (QIHU), which last summer launched a rival search engine, adding to pressure on Baidu.
 
For Robin Li, that means the No. 1 spot is becoming more expensive. Baidu’s traffic acquisition costs amounted to 10.2 percent of revenue in the first quarter, compared with 7.8 percent a year earlier, and analysts Ma Yuan and Gu Xinyu of Bocom International expect the total to hit 13 percent by the end of the year. That would put Baidu back to where it was before Google withdrew from the market in 2010, helping Baidu solidify its dominant position in Chinese-language search.
 
The PPS Net deal is part of Baidu’s response as competition heats up and its traditional PC-based search business becomes less attractive. Baidu isn’t the only Chinese heavyweight looking to diversify by moving into new businesses. On April 29, e-commerce powerhouse Alibaba Group announced a commitment to invest $586 million for an 18 percent stake in Weibo, the Twitter-like service owned by Chinese portal Sina (SINA), with an option to increase the holding to 30 percent. Tencent has 300 million users for its WeChat instant messaging app and is looking to launch entertainment services for smartphone and tablet users.
 
With PPS Net, Baidu is trying to catch up. “Alibaba beat Baidu to the punch with its social-media acquisition,” says Praveen Menon, an analyst with Bloomberg Industries in Hong Kong. Alibaba, Baidu and Tencent (700), the three most powerful companies in Chinese cyberspace, all have similar game plans, Menon adds. The Big Three are in a “race to control the mobile ecosystem,” he says.
 
 “These companies need to transition their platforms to grab consumer eyeballs on mobile devices to maintain ad revenues while also diversifying to non-ad streams such as mobile commerce, gaming, and content sales.”
 
Einhorn is Asia regional editor in Bloomberg Businessweek's Hong Kong bureau.

Monday, April 8, 2013

BusinessWeek: Inside Apple's Plans for Its Futuristic, $5 Billion Headquarters


Inside Apple's Plans for Its Futuristic, $5 Billion Headquarters


By

At what turned out to be his last public appearance, Steve Jobs stood before the Cupertino City Council on June 7, 2011, to present plans for a new corporate campus for Apple (AAPL). Scarecrow thin but forceful as ever, Jobs displayed several renderings of a headquarters intended to accommodate more than 12,000 employees in a single, circular building. “It’s a little like a spaceship,” he said of the massive, four-story ring, which, at 2.8 million square feet, would be two-thirds the size of the Pentagon and set among 176 acres of trees where today there are mostly asphalt parking lots. “We have a shot,” he said, “at building the best office building in the world. I really do think that architecture students will come here to see it.”


Jobs presenting plans for Apple’s new campus

Jobs presenting plans for Apple’s new campus

Jobs died four months later, before the final plans could be submitted to Cupertino city planners, but he had made it clear that this corporate Shangri-La would be expensive. Apple would add 6,000 trees and hide nearly all the roads and parking spaces underground. There would be plenty of cafeterias, including one that could handle lunch for 3,000 employees. Jobs highlighted the main building’s curved exterior walls. The plans call for unprecedented 40-foot, floor-to-ceiling panes of concave glass from Germany. Before the Cupertino council, Jobs noted, “there isn’t a straight piece of glass on the whole building … and as you know if you build things, this isn’t the cheapest way to build them.”

He had that right. Since 2011, the budget for Apple’s Campus 2 has ballooned from less than $3 billion to nearly $5 billion, according to five people close to the project who were not authorized to speak on the record. If their consensus estimate is accurate, Apple’s expansion would eclipse the $3.9 billion being spent on the new World Trade Center complex in New York, and the new office space would run more than $1,500 per square foot—three times the cost of many top-of-the-line downtown corporate towers.
 
Before his death, Jobs had hoped to break ground in 2012 and to move in by the end of 2015. Apple will start tearing down the 26 buildings on the site in June, according to another person familiar with the plan. At the company’s annual meeting on Feb. 27, Chief Executive Officer Tim Cook said the move-in date has been pushed back to 2016. Apple declined to comment for this article.
 
One reason for the new timetable, say three people who have spoken to Apple personnel about the project, is that the company has been working with lead architect Foster + Partners to cut $1 billion from the budget before proceeding. Jobs and Apple first hired Norman Foster’s firm, renowned for the rebuilt Reichstag in Berlin and Hearst Tower in New York, in 2010. Apple has named a general contractor—a joint venture of DPR Construction, in Redwood City, Calif., and prefabrication specialists Skanska USA Building in New York—but has not finalized agreements with the scores of subcontractors needed to complete the job. Some contractors will be submitting bids by May. There’s so much dirt to be removed, excavating the site will take six months and require a continuous, 24-hour convoy of trucks, says a former Apple manager who heard a presentation from Foster’s firm.

Cost overruns are to be expected on large construction projects, and the scale of this one has evolved—from an initial plan to accommodate 6,000 employees, to offices for 12,000 or even 13,000 in one place. Meanwhile, $1 billion is still less than 1 percent of Apple’s $137 billion in cash reserves. Yet the multibillion-dollar budget for Campus 2 could add fuel to the debate about what Apple’s doing with all its money. Investors didn’t squawk much when Apple was dominating the smartphone and tablet market, but shares have fallen 38 percent since September amid rising competition from Samsung Electronics and concerns about Apple’s product pipeline. Now shareholders are calling for a big dividend, stock buyback, or, in the case of Greenlight Capital’s David Einhorn, the issuance of a new class of preferred shares.
 
Apple has hinted it might oblige in some way, but critics are sure to question whether curved glass is the best use of funds. “It would take some convincing for me to understand why $5 billion is the right number for a project like this,” says Keith Goddard, the chief executive of Tulsa-based Capital Advisors, which owns 30,537 shares of Apple. “This is rubbing salt in the wound, to spend at a level that most anyone would say is extravagant, at a time when they’re being so stingy on dividends.” If the stock continues to underperform, Goddard predicts, “this headquarters would perpetuate the negative story.”
 
 
Burrows is a senior writer for Bloomberg Businessweek, based in San Francisco.
 

Thursday, March 14, 2013

Technology Insider: from Bloomberg BusinessWeek

Skype's Been Hijacked in China, and Microsoft Is O.K. With It
Cybersecurity By on March 08, 2013

A pair of China residents using Skype to communicate
A pair of China residents using Skype to communicateate

Jeffrey Knockel is an unlikely candidate to expose the inner workings of Skype’s role in China’s online surveillance apparatus. The 27-year-old computer-science graduate student at the University of New Mexico, Albuquerque doesn’t speak Chinese, let alone follow Chinese politics. “I don’t really keep up with news in China that much,” he says. But he loves solving puzzles. So when a professor pulled Knockel aside after class two years ago and suggested a long-shot project—to figure out how the Chinese version of Microsoft’s (MSFT) Skype secretly monitors users—he hunkered down in his bedroom with his Dell (DELL) laptop and did it.
 
Since then, Knockel, a bearded, yoga-practicing son of a retired U.S. Air Force officer, has repeatedly beaten the ever-changing encryption that cloaks Skype’s Chinese service. This has allowed him to compile for the first time the thousands of terms—such as “Amnesty International” and “Tiananmen”—that prompt Skype in China to intercept typed messages and send copies to its computer servers in the country. Some messages are blocked altogether. The lists—which are the subject of a presentation Knockel will make on Friday, March 8, at Boston University, as well as a paper he’s writing with researchers from the University of Toronto’s Citizen Lab—shed light on the monitoring of Internet communications in China. Skype’s videophone-and-texting service there, with nearly 96 million users, is known as TOM-Skype, a joint venture formed in 2005 with majority owner Tom Online, a Chinese wireless Internet company.
 
The words that are subject to being monitored, which Knockel updates almost daily on his department’s website, range from references to pornography and drugs to politically sensitive terms, including “Human Rights Watch,” “Reporters Without Borders,” “BBC News,” and the locations of planned protests. (The system he traced does not involve voice calls.) Knockel says his findings expose a conflict between Microsoft’s advocacy of privacy rights and its role in surveillance. Microsoft, which bought Skype in 2011, is a founding member of the Global Network Initiative, a group that promotes corporate responsibility in online freedom of expression. “I would hope for more,” Knockel says of Microsoft. “I would like to get a statement out of them on their social policy regarding whether they approve of what TOM-Skype is doing on surveillance.”
Click on the image for an interactive graphic
On Jan. 24, an international group of activists and rights groups published an open letter to Skype, calling on it to disclose its security and privacy practices. Microsoft, when asked for comment on Knockel’s findings and activists’ concerns, issued a statement it attributed to an unnamed spokesperson for its Skype unit. “Skype’s mission is to break down barriers to communications and enable conversations worldwide,” the statement said. “Skype is committed to continued improvement of end user transparency wherever our software is used.” Microsoft’s statement also said that “in China, the Skype software is made available through a joint venture with TOM Online. As majority partner in the joint venture, TOM has established procedures to meet its obligations under local laws.” Hong Kong-based Tom Group (2383), the parent of Tom Online, didn’t respond to e-mailed requests for comment for this story.
 
In an October 2008 statement addressing TOM-Skype censorship, it said: “As a Chinese company, we adhere to rules and regulations in China where we operate our businesses.” China’s Ministry of Foreign Affairs didn’t immediately respond to faxed questions seeking comment.
 
When Internet users in China try to access Skype.com, they’re diverted to the TOM-Skype site. While the Chinese version bears the blue Skype logo—and provides services for online phone calls and text chats—it’s a modified version of the program found elsewhere in the world. The surveillance feature in TOM-Skype conducts the monitoring directly on a user’s computer, scanning messages for specific words and phrases, Knockel says. When the program finds a match, it sends a copy of the offending missive to a TOM-Skype computer server, along with the account’s username, time and date of transmission, and whether the message was sent or received by the user, his research shows. Whether that information is then shared with the Chinese government wasn’t explored by Knockel—and couldn’t be learned from TOM-Skype.
 
Knockel’s project began in April 2011, when one of his advisers at the University of New Mexico, computer science professor Jedidiah Crandall, referred him to a 2008 paper by Nart Villeneuve, a Canadian security researcher. Villeneuve had identified Chinese servers that stored TOM-Skype’s flagged messages, yet he couldn’t tell for certain which terms had triggered the surveillance. “He didn’t know what the keyword list was,” says Masashi Crete-Nishihata, research manager at Citizen Lab in Toronto and an author of the upcoming paper on Knockel’s findings. “What was interesting about what Jeff did was grab the keyword list.” To get the words, Knockel downloaded TOM-Skype onto his computer and watched how the monitoring worked. Every time he went online, servers in China would silently send his machine an updated blacklist that would serve as the surveillance filter on his laptop.
 
Yet there was a hitch: The lists were in code. Each term appeared as a random-looking series of numbers and letters. To crack the code, Knockel focused on one word Villeneuve had identified as being routinely blocked: the common obscenity known as the f-word. Knockel’s plan was to create a single-word Rosetta stone by figuring out which string of code corresponded to “f—.” If he succeeded, he could eventually decipher other codes and identify the associated words that set off the surveillance.
 
First, he needed to take control of the list on his own computer, instead of letting the Chinese servers send the list to him.
 
Once he accomplished this, Knockel analyzed the coding with a technique known as a binary search. He chopped the list in half, and then sent the f-word in a TOM-Skype instant message. If it got blocked, he knew the banned term was in a slice of the list under examination. He’d then chop it again. “We would delete half the list. A half. A half,” he says. “By repeatedly halving the list like this, we were able to eventually find the exact line that contained the word.” From there, he played with it. Why not change the “f” and see what “duck” looked like? The whole process took about a week, he says. On later versions of the software, he also poked around and found encryption keys, or passwords that the program itself uses to understand the garble. “I reverse-engineered the software,” he says. “From there it just exploded.”
 
Crandall, his adviser, gave him an A+ for the class. “These things were major feats,” he says of Knockel’s work. “He comes across as shy at first, but once you get to know him, he’s very much an iconoclast who likes to get into trouble and speak truth to power.”
 
The terms Knockel discovered yield a rare view of the faceless actors behind Chinese surveillance. “Some keywords are highly targeted—specific locations, going down to exact address details of where a protest is going to happen,” Citizen Lab’s Crete-Nishihata says.
 
These included lines from demonstration organizers’ instructions during 2011′s Jasmine Revolution pro-democracy gatherings, such as “McDonald’s in front of Chunxi Road in Chengdu,” Knockel found. The data posted on Knockel’s university department website show that the lists have changed over time to keep up with events. In all, more than 2,000 terms have come and gone from the lists since April 2011, says Crete-Nishihata, who helped analyze the data.
 
Recent additions include phrases with the word “Ferrari,” a reference to the March 2012 car-crash death of a Communist Party leader’s son, and “723,” a reference to the July 23, 2011, date of a train crash that killed 40 people. Knockel says one of the most surprising findings is that the latest enhancement to TOM-Skype sends information about both sender and recipient to the Chinese computer servers. That means that even users of the standard Skype program outside China are subject to monitoring if they communicate with users of the Chinese version, he says. “If you are talking to someone using TOM-Skype, you yourself are being surveilled,” he says.
 

Thursday, March 7, 2013

This week in Technology Insider: from Boomblerg BusinessWeek

Features

As Evernote's Cult Grows, the Business Market Beckons

By on February 28, 2013
(Corrects in fifth paragraph the rate at which Evernote is adding users)
Zerkel, a productivity consultant, recommends Evernote to nearly all of his clientsPhotograph by Damien Maloney for Bloomberg BusinessweekZerkel, a productivity consultant, recommends Evernote to nearly all of his clients

It happens gradually, devoted fans insist. Once you get it, they say, you live and die by Evernote, the five-year-old, everything-in-one-place personal organization application that is hyped by its creators as your “external brain.”
 
Joshua Zerkel has seen it happen again and again—and he’s lived it to some degree, too. The 37-year-old San Franciscan came across Evernote a few years ago and was attracted to its ability to work across platforms more cleanly than the note-taking software he’d been using. Today he’s one of several dozen “Evernote Ambassadors”—power users who volunteer to spread the word about its wonders. Zerkel is a productivity consultant for businesses and individuals, and he recommends Evernote to almost all his clients; leads Evernote training sessions; and just published his second e-book about best Evernote practices, Evernote @ Work. The company pays him nothing, yet even he finds some users a little over the top. “There are definitely Evernote junkies,” he says.
 
VIDEO:
Ted Barnett is one of them. A serial entrepreneur who now works as chief operating officer of digital publisher Byliner, Barnett answered questions about his Evernote usage before they could be asked, with a crisp outline he’d created in Evernote. He heard of the app from a friend in 2009 and was attracted to the idea that he could enter and access his data, stored in the cloud, from any smartphone, tablet, or computer. His first entry recorded vital health statistics he entered via his phone during a doctor visit.
 
“I have a terrible memory,” Barnett says, explaining that he used to rely largely on physical notebooks to keep track of ideas, until he started adding those to Evernote. Then he added a cheat sheet of parents’ names at his daughter’s school. Now, at the end of a work meeting, he’ll photograph the whiteboard, store that picture in Evernote, add some thoughts and questions, and send it around to his team. On his recent vacation in Istanbul, he used Evernote to create a one-man Fodor’s guide to the city for friends. Basically, the more Barnett used Evernote, the more he thought of new ways to use it.
 
Evernote says it has 50 million users around the world (a third in the U.S.) and is adding 100,000 a day. Operating on a “freemium” model, the company makes money primarily from the sliver of that user base that pays $45 a year, or $5 a month, for a souped-up version with more storage capacity. It has been profitable, and though it’s investing heavily now, it expects to be profitable again soon. But with $251 million in venture backing and a valuation estimated at $1 billion, Evernote has greater ambitions. Chief Executive Officer Phil Libin talks about reaching a billion users; others at the company freely throw around the phrase “the Evernote lifestyle.”
 
VIDEO:
That’s a lot of expectations for an experience that boils down to three columns in a browser window. You type, or clip or upload a new “note” (an image, a recording, or a Web page) into the right-hand column; store it in a “notebook” listed on the left-hand side; and browse or search in the middle. The promise is that Evernote saves your ideas, documents your meetings, archives articles, reminds you what your kid wants for Christmas, and coughs up the business card of Plaid Jacket Guy from that conference in Scottsdale. In addition to segregating such material into notebooks, users can organize it with tags, but don’t have to.
 
Evernote’s search function, with optical character recognition that even picks up words within pictures, is impressively accurate and speedy. The effectiveness of this function is crucial, because the willingness to dump work and personal material in one place is central to Evernote’s worldview.
 
“I always hated the term life/work balance,” Libin, 41, declares during an interview at Evernote’s offices in Redwood City, Calif. “I never had a distinction between work and personal life. I had a BlackBerry (BBRY) from Day One, and people would say, ‘This is terrible, now you check your e-mail at 11 o’clock at night.’ Yeah, but that’s great! I love that I can check my e-mail at 11 o’clock at night.”
 
VIDEO: