tag:blogger.com,1999:blog-71707643476863763012024-03-14T01:05:22.580-07:00Australian Aviation NEWSdialy Express e-newsletter and website, Australian Aviation provides analysis and background, news and information for an Australian Aviation Aviation | Aviation | Aviation News | Business News | The Australian | The AustralianNeha Khare AeroSofthttp://www.blogger.com/profile/14498772278280151149noreply@blogger.comBlogger53125tag:blogger.com,1999:blog-7170764347686376301.post-81863905078709033842011-04-04T02:50:00.000-07:002011-04-04T02:50:08.616-07:00Android Market Share Now 1 of Every 3 U.S. Phones<div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" style="text-align: left;" trbidi="on"><span class="Apple-style-span" style="color: #333333; font-family: Arial, Tahoma, Helvetica, FreeSans, sans-serif; font-size: 15px; line-height: 20px;">New numbers released by Comscore show that Android-based phones are continuing to take a chunk out of the market share of competing devices. And smartphones based on Google's mobile OS now eat up 33 percent of the U.S. market, or one out of every three phones sold.<br />
<br />
RIM was the hardest hit in this latest batch of metrics, dropping 4.1 percent of its market share between November 2010 and February 2011. The company still controls 28.9 percent of the U.S. market, however, which is a far stronger position than its similarly decreasing competitors: Microsoft shed 1.3 percent of its market share to drop to 7.7 percent in total, and Palm went down 1.1 percent to a total of 2.8 percent market share for February 2011.<br />
<br />
To note, the indicated numbers are three-month averages, not indications of how well a particular manufacturer did in just one month. Nevertheless, February alone provided strong support for Apple–specifically, Apple's iPhone 4. According to Comscore, the Verizon iPhone 4 was the most-purchased handset in February, and these killer sales helped Apple dig its heels in the sand against the Android advance. The company even improved its market share by 0.2 percent between November 2010 and February 2011.<br />
<br />
Although Google's new lead is impressive–Android jumped up seven percent in market share between November 2010 and February 2011–it's important to note that the numbers only indicate growth in U.S. markets.<br />
<br />
"I believe Android will be stronger in the developing world than it is in the developed world," said Fred Wilson, venture capitalist and principal of Union Square Ventures, in response to the metrics. "And most of the growth in smartphones is going to come from the developing world in the next five to ten years."<br />
<br />
As to why this could spell disaster for Apple at some point in the future, Business Insider's Henry Blodget notes that it's an issue of strategy: Google's Android growth is only compounded as the market standardizes to a common system–like Microsoft for desktop PCs or Facebook for social networking. If Google is able to provide the de facto operating system for a significant chunk of the market, then developers suddenly have an increased incentive to code Android first, others second. Insert downward spiral here.<br />
<br />
Once a company has captured the market crown–its platform pushing past the tipping point that separates separating "option" from "industry standard" –it's just that much harder for competitors to unseat the king, even if they manage to release devices that are functionally superior to the status quo.<br />
<br />
Google's Android OS is going for the shotgun while Apple's pulling out the laser, and the devices' corresponding market shares are starting to fall in line.</span></div><a href="https://chitika.com/publishers.php?refid=aerosoftseo" style="text-decoration: none;"><img alt="Get Chitika Premium" border="0" src="http://scripts.chitika.net/eminimalls/logos/125x125.png" title="Get Chitika Premium" /></a><br />
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<br />
When Buzz launched a year ago, some user contacts were made visible to others. Now Google will submit to audits of its privacy practices every two years.<br />
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In a shift in strategy to counter the rise of Facebook and Twitter, Google is offering a social aspect to Web searches, allowing users to recommend search results to others. The effort, called “plus one,” would require users to create a public profile.<br />
<br />
Business<br />
<br />
Amazon.com will offer a service for people to store music and video online and access it from multiple devices.<br />
<br />
NVR chief executive Paul Saville landed $31 million, among the largest executive compensation payouts in 2010.<br />
<br />
Paul Allen’s memoir details a difficult relationship with Microsoft co-founder Bill Gates. “Idea Man: A Memoir by the Co-founder of Microsoft” was penned without Gates’s support.<br />
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Google has partnered with MasterCard and Citigroup to adapt technology in Android devices for mobile payments. Shoppers can wave their phones past a gizmo to pay.<br />
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Harry & David, a fruit retailer, filed for Chapter 11 bankruptcy protection with $100 million in debtor-in-possession financing from UBS and Ally Bank and $55 million from others. Poor holiday results reduced the company’s access to credit.<br />
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American Airlines is suspending until April 26 two of six daily flights to Japan because of a slump in traffic since the earthquake and tsunami.<br />
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United Auto Workers membership rose 6 percent, to 376,612, last year as automakers began hiring. It was the union’s first gain in six years.<br />
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Toyota told its U.S. car dealers to stop ordering 233 replacement parts made in Japan because the company is worried about running out of them.<br />
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Honda said it will temporarily cut production at its North American auto factories because of parts shortages.<br />
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Aflac’s talent search for its next spokesduck yielded 1,000 inquiries. “We’re calling it America’s best job,” said Michael Zuna, chief marketing officer. Comedian Gilbert Gottfried, who gave voice to the duck for a decade, was fired after making insensitive remarks on Twitter about the disaster in Japan.<br />
<br />
Google announced that Kansas City, Kan., won the company’s contest to build a one-gigabit-per-second network in a U.S. city — with connections more than 100 times as fast as the U.S. average.<br />
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Nokia escalated its allegations against Apple, saying its rival violated patents “in virtually all of its products.”<br />
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Ally, former finance arm of General Motors, said it is preparing an IPO as it seeks to repay billions in government aid received during the financial crisis. The IPO could raise up to $100 million.<br />
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Former Galleon Group portfolio manager Adam Smith testified that the firm used insider tips as an “edge” in a strategy to make money when company revenue figures differed from the Wall Street consensus. Jurors in the criminal trial of Raj Rajaratnam also heard that he had a pipeline to nonpublic information about Goldman Sachs.<br />
<br />
Families of those killed in the Deepwater Horizon blast are reaching settlements of $8 million to $9 million.<br />
<br />
AMC’s “Mad Men”will not return this summer as expected. Contract talks will delay the fifth season until early 2012.<br />
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Deals<br />
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Nasdaq and ICE made an aggressive counter bid to buy NYSE Euronext; the offer tops the deal agreed upon with Deutsche Borse.<br />
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EBay agreed to buy GSI Commerce in a $2.4 billion deal to bolster eBay’s position against rival Amazon.com.<br />
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Berkshire Hathaway’s proposed $9 billion acquisition of Lubrizol will trigger millions of dollars in payments for the specialty chemical company’s top executives. Lubrizol chief executive James Hambrick could receive $97.3 million, based on his stock-based compensation package.<br />
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Warner Bros. is in advanced negotiations to acquire the popular movie ratings Web site Flixster for $90 million, signaling a big push into social networking by the network.<br />
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GE agreed to pay $3.2 billion for a controlling stake in French equipment developer Converteam as it continues to position itself as a major player in what’s expected to be a 20-year boom in oil and natural gas demand.<br />
<br />
Earnings<br />
<br />
Lennar, the homebuilder, posted a $27.4 million profit in the first quarter, beating a prior-year loss of $6.5 million.<br />
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Economy<br />
<br />
Jobs report showed signs of strength as the U.S. economy added 216,000 jobs in March; the unemployment rate fell to 8.8 percent, a two-year low.<br />
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Americans increased spending 0.7 percent — more than forecast — in February as incomes climbed.<br />
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U.S. consumer confidence dropped more than forecast in March as fuel costs surged to a two-year high.<br />
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New-car sales were up in March, and Ford’s sales beat General Motors’ for the first time in more than a year.<br />
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Washington<br />
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Congress and the White House worked on a compromise spending bill — with $33 billion in cuts to the budget — to avert a partial federal shutdown April 8.<br />
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President Obama proposed steps to cut U.S. dependence on oil, including subsidies for cars that run on natural gas.<br />
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The Supreme Court will take up a sex discrimination class-action case against Wal-Mart that may involve as many as 1.5 million women seeking back pay that could total billions of dollars.<br />
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Federal regulators proposed mortgage lending rules that would force lenders to do a better job of ensuring the quality of loans.<br />
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Ohio’s legislature voted to limit public workers’ collective-bargaining rights. Gov. John Kasich (R) is expected to sign it.<br />
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Federal Reserve chief Ben Bernanke told lawmakers that, having received an “extraordinary volume” of comments, the Fed would miss the April deadline for a rule capping debit-card “swipe fees.”<br />
<br />
An FDA chemist was charged by the SEC with insider trading; he allegedly made as much as $3.6 million using confidential data about drug approvals.<br />
<br />
Transitions<br />
<br />
David Sokol, one of Warren Buffett’s top managers and a possible successor at Berkshire Hathaway, resigned after helping to negotiate the acquisition of a company whose shares he had purchased. Sokol, 54, bought about 96,000 Lubrizol shares before recommending the company as a takeover target, Buffett said. (Buffett is a director of The Washington Post Co.) Buffett said that he did not ask for the resignation and that Sokol’s stock purchases were not unlawful.<br />
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Jack Dorsey, former Twitter CEO, will return as product chief and executive chairman.<br />
<br />
James Murdoch was named News Corp.’s deputy chief operating officer — the No. 3 job — possibly positioning him to one day take over the company.<br />
<br />
Robert C. Ryan, the Federal Housing Administration’s chief risk officer, was tapped as the agency’s acting commissioner. Outgoing FHA Commissioner David H. Stevens is leaving the agency to head the Mortgage Bankers Association.<br />
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UP: 3.6 percent in Washington home prices<br />
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Region’s gain bucked the trend as home prices in 20 metro markets fell an average of 3.1 percent from a year ago in January, according to the S&P/Case-Shiller index.<br />
<br />
The Washington Post and news services</span></div><a href="https://chitika.com/publishers.php?refid=aerosoftseo" style="text-decoration: none;"><img alt="Get Chitika Premium" border="0" src="http://scripts.chitika.net/eminimalls/logos/125x125.png" title="Get Chitika Premium" /></a><br />
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<br />
A series of antitrust probes, privacy blunders and regulatory slaps have scuffed its shiny brand and could undermine its ability to compete over time. Some wonder, however, whether the task of reversing that suits the Mountain View wizard's talents or temperament.<br />
<br />
As the big brain behind the key innovations of the world's most successful search engine, no one doubts his bona fides as a technology engineer and visionary. Many say Page, 38, has also matured into an efficient behind-the-scenes manager in the 13 years since co-founding the company.<br />
<br />
But it's no secret that Page has a deep aversion to dealing with the news media and lacks the grace and polish that tend to come standard in Fortune 500 CEOs. By various accounts, Page can be awkward, aloof and dismissive of those who don't see the world in the unique way that he does.<br />
Investigations' harm<br />
<br />
Therein lies the challenge for Google at this critical moment in the company's history. Increasingly, regulators, rivals, judges and consumer advocates are showing they don't view the world through Google-tinted goggles.<br />
<br />
"Their image is on a downward slide," said Rob Frankel, author of "The Revenge of Brand X." "When you couple that slide with a guy like Larry Page, who may not be the most skilled or motivated person to deal with it, there could be trouble."<br />
<br />
As it is, the European Commission and the Texas attorney general's office have begun antitrust probes. Senators are calling for public hearings on Google's competitive practices. Agencies around the globe have investigated the company over the so-called Wi-Spy incident, in which Google collected unauthorized user data over Wi-Fi networks.<br />
<br />
Late last month, a federal judge rejected a legal settlement that would have allowed the company to forge ahead with the world's biggest digital library, citing antitrust and other concerns. Last week, Google agreed to settle Federal Trade Commission charges that its Buzz product employed deceptive tactics and violated its own privacy promises.<br />
<br />
These are no small challenges for a major consumer brand. Each new investigation threatens to further undercut Google's image as a company primarily intent on bringing the benefits of technology to the world, a critical asset for a business that depends on customer trust.<br />
<br />
Any ultimate concession, law or especially an antitrust decree would restrict the company's ability to maneuver in an incredibly dynamic industry, like buckling leg weights on a ballerina.<br />
'Horrible public image'<br />
<br />
These are tests that require a full-throated defense from a company's most high-profile figure, some analysts say. They demand not just someone who can eloquently articulate Google's position, but someone who cares to. Since his ascension was announced in late January, Page's quotes have been more elusive than apps for Android tablets.<br />
<br />
"A CEO has to be the public face of the company, and he doesn't seem to want that," said Rob Enderle, principal analyst with the Enderle Group, whose recent clients have included Google competitor Microsoft.<br />
<br />
"But he has to do that job," he added. "Right now, Google has a horrible public image, and he's got to fix that."<br />
<br />
Google maintains that its product choices are driven by what's in the best interests of consumers, but these days it chiefly delivers this message through the e-mailed prepared remarks of public relations staffers. A spokesman declined to comment for this column.<br />
<br />
But it's not merely about how Google articulates its motives or responds (or doesn't) to criticism. A holistic approach to public relations starts with the product, not the press release.<br />
It would take a prolonged investigation and trial to determine whether Google has actually abused market dominance under antitrust laws. But the conclusions of the FTC and the judge in the Google Books case suggest the company is at least testing the boundaries of privacy and copyright rules. In other words, there's a perception problem, because there's a reality problem.<br />
Trying to rewrite law<br />
<br />
Google Books was reportedly Page's brainchild. It's the perfect example of everything that people find both wonderful and worrisome about Google. Few can dispute the immense social good promised by such an ambitious project: essentially making the corpus of world knowledge instantly searchable by anyone.<br />
<br />
But Google was tripped up chiefly through its execution, by storming ahead and copying the professional labors of others, without their permission. Its proposed legal settlement was even more audacious: seeking to essentially rewrite how copyright law works through an agreement between private parties, while granting itself a "de facto monopoly" over digitized works for which an author can't be located, Judge Denny Chin wrote in his opinion.<br />
<br />
The settlement "would give Google a significant advantage over competitors, rewarding it for engaging in wholesale copying of copyrighted works without permission," he said.<br />
<br />
The message floating out to select publications is that Page wants to return the company to its entrepreneurial roots; to kick-start its innovation engine. That's a good thing, of course. But Page and Google may need to recognize that different rules and different lenses apply for a startup in a Menlo Park garage and an almost $190 billion company that dominates the search market.<br />
<br />
Increasingly, Google might have to seek consensus and partnerships to achieve its goals, rather than simply unleashing disruptive technologies on the world.<br />
<br />
That may mean Page will have to learn to empathize with, rather than dismiss out of hand, those who don't see the world the way he and Google do. And it could mean sometimes - and maybe even a lot of the time - he'll have to plead his case in the court of public opinion, or else the other kind.<br />
Need for turnaround<br />
<br />
Some believe this is all well within Page's capabilities, if he chooses to work at it.<br />
<br />
"I've seen a lot of CEOs exhibit complete turnarounds," said Charlene Li, founder of the Altimeter Group, specifically mentioning Facebook's Mark Zuckerberg.<br />
<br />
Others are dubious, including Siva Vaidhyanathan, author of the just released "The Googlization of Everything."<br />
<br />
"I think that with Larry Page taking over Google, it's going to be more arrogance and more idealism, at the very moment when he should be humble and realistic, in order to get through these very real regulatory pressures," he said.</span><br />
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<br />
“There will be no more willy-nilly tweaks to the software. No more partnerships formed outside of Google’s purview. From now on, companies hoping to receive early access to Google’s most up-to-date software will need approval of their plans.”<br />
<br />
The story reported that the Mountain View, Calif., company was requiring that other firms licensing its Linux-based operating system sign “non-fragmentation clauses” to grant it veto power over their tweaks to the operating system.<br />
<br />
Having seen many of these tweaks -- from harmless but sometimes unappreciated alterations such as Samsung and HTC’s TouchWiz and Sense overlays to outright mutilations of Android, such as Verizon’s excruciating Samsung Fascinate, which hard-wired its search button to Microsoft’s Bing -- I have no problem with Google’s change of heart.<br />
<br />
The users I hear from don’t want any more extras from those companies. As Windows PC buyers have said for years, they want to be able to choose a clean, uncluttered configuration of the standard operating system. That’s what I loved about the Nexus S phone I reviewed late last year. And that’s why some Android users, myself included, have taken the radical step of installing a third-party build of Android to replace the limited, carrier-installed version.<br />
<br />
This is a risk I worried about when Google announced Android. My column at the time emphasized the benefits of Android’s openness to users but fretted that carriers “could always choose to revise it to lock out any tinkering by their customers.”<br />
<br />
It’s true that Google promised something different at Android’s launch. Its Nov. 5, 2007, press release states that “the Android platform will be made available under one of the most progressive, developer-friendly open-source licenses, which gives mobile operators and device manufacturers significant freedom and flexibility to design products.”<br />
<br />
But Google has always had one constraint on the carriers: access to its Android Market. Until now, it’s been extraordinarily lenient with that authority, even allowing them to replace such core Android programs as its browser, calendar and contacts applications with their own.<br />
<br />
(Manufacturers can opt out of the Android Market, resulting in such oddities as the no-name Android tablets that arrived in stores last fall with older versions of the operating system and no easy way to install add-on software.)<br />
<br />
It cannot possibly be a surprise if Google now moves to exploit that limited leverage to fix problems with its product. So why the vitriol over this move?<br />
<br />
In a scathing post linking to a Businessweek story, influential tech blogger John Gruber labeled Google’s change in strategy “the Android bait-and-switch laid bare” and called Android manager Andy Rubin, engineering vice president Vic Gundotra and departing chief executive Eric Schmidt “shameless, lying hypocrites.”<br />
<br />
Well, then.<br />
<br />
I understand the annoyance at a company professing a “don’t be evil” motto, in the way that some people gripe about Apple’s bouts of sanctimoniousness. But just like Apple, Google is a publicly-traded, for-profit corporation--not a monastery, a think tank or a nonprofit like Mozilla. (For that matter, many open-source licenses enforce some limits on what you can do with the code in question. It’s rarely a free-for-all.)<br />
<br />
I don’t need conspiracy theories here. I find it a lot easier to think that Google, not for the first time, didn’t grasp what sort of companies it was dealing with when it waltzed into this market. Remember, these are the people who had no apparent idea that Google TV would get blocked from the Web sites of major TV networks. If it’s now acting like a red-blooded capitalist instead of a software evangelist--fine.<br />
<br />
Cracking down on carriers who want early access to the Android source code seems not an injustice but the only rational response for Google if it wants to keep Android’s quality. Save your outrage if Google stops releasing Android source code at all--for example, if the current hold in releasing the source for the Honeycomb, tablet-optimized version of Android never ends--or if it follows the practice of AT&T and blocks you from installing Android programs outside of the Android Market. But unless you believe in a cartoon vision of “open” when it comes to mobile-phone software, there’s little cause to protest Google’s move and more than a few reasons to support it.</span><br />
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<br />
"To open a message make a movement as if you were opening an envelope. To reply, simply point backward with your thumb," the company says in a video demonstration of the product, which seems to be a riff on Microsoft's Kinect gaming system. "To reply all, use both hands. To send a message, lick a stamp and place it down."<br />
<br />
In case you didn't notice, Friday was April 1, the day many corners of the Internet start to look a lot like TheOnion.com.<br />
<br />
Google, always the king of digital April Fools' jokes, played several pranks on the hopefully knowing public. Among them: motion-controlled email, a YouTube roundup of viral videos from 1911 and a statement that says Google soon will change all of its fonts to the much-reviled Comic Sans.<br />
<br />
"Following some rigorous user testing of 41 different fonts, investigating how each affected user experience," Google writes, "we discovered one font consistently outperformed all others when it comes to user satisfaction, level of engagement, understanding Web content, productivity, click-through rates and conversion rates: Comic Sans."</span></div><a href="https://chitika.com/publishers.php?refid=aerosoftseo" style="text-decoration: none;"><img alt="Get Chitika Premium" border="0" src="http://scripts.chitika.net/eminimalls/logos/125x125.png" title="Get Chitika Premium" /></a><br />
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<br />
"Now there are no layers to go through," said Michael Cassidy, director of search product management at Google. "The pace has really picked up. It's a whole new speed of decision making."<br />
<br />
The 38-year-old Page, who officially retakes the helm Monday, wants to goose Google into acting more like a start-up again, restoring the rush of innovation that was its hallmark 12 years and about 24,000 employees ago.<br />
<br />
"Larry is injecting a level of urgency and a fresh level of energy back into the company," said Colin Gillis, an analyst with BGC Partners Inc. "But this is not an easy journey that he is embarking on. It remains to be seen what will be different under Larry Page."<br />
<br />
In a highly unusual power-sharing agreement, Page, his fellow co-founder Sergey Brin and departing Chief Executive Eric Schmidt helped transform Google from a barely profitable start-up with 200 employees into the world's most influential Internet company.<br />
<br />
Google still makes gobs of money — nearly $30 billion a year — from its search advertising business and has some of the best minds in the industry working on game-changing technologies. But never before has Google faced so many direct challenges on so many fronts.<br />
<br />
Its nimble rivals such as Facebook Inc. are stepping up competition for advertising dollars, and some key executives and engineers have defected to Facebook and other technology start-ups.<br />
<br />
Google has produced a string of flops including Google Buzz, its flawed attempt at a social networking service, and it has yet to make significant progress in its quest to expand beyond search advertising, which has caused its stock to underperform the market. In recent months it has also come under increasing antitrust scrutiny.<br />
<br />
"Page had a vision for an astonishingly powerful technology that could be used effectively for search, and that was brilliant," Gartner Inc. analyst Whit Andrews said. "Now he is going to have to show the world what he has learned in the past 14 years that he can apply now."<br />
<br />
Page, who has never been a chief executive of a public company, has not talked publicly about his strategy. Page declined requests for interviews.<br />
<br />
But people familiar with his plans say he has an ambitious agenda to narrow Google's focus to key priorities while continuing to roll the dice on risky projects such as Google's investments in cars that drive themselves and in digitizing the world's books.<br />
<br />
Google made the surprise announcement in January that Page would take over for Schmidt, a decade after reluctantly handing off that job to him.<br />
<br />
Some wonder whether Page, an entrepreneur almost two decades Schmidt's junior, will get to run the company more autonomously than Schmidt.<br />
<br />
"Eric did not have the ability to make decisions with the clarity and autonomy of a traditional CEO, like a Jeff Bezos or a Steve Jobs," said Steven Levy, author of the upcoming book "In The Plex: How Google Thinks, Works, and Shapes Our Lives." "The question is: Will Larry be free to make those big decisions or will the decisions still go through a committee? Google has been vague about that."<br />
<br />
Yet Google has benefited from the influence of its co-founders, who over the years have helped run the company and put their stamp on it. Schmidt has said he didn't know that Google had bought Keyhole, which became the hugely popular Google Earth, until Brin told him.<br />
<br />
It was Page who uncovered a small start-up working on Android and offered to buy the company from its founder, Andy Rubin. Rubin is now vice president of engineering at Google running the mobile software business, a key asset that has given Apple Inc. a run for its money. And Schmidt put the kibosh on Google's building its own browser, but Brin and Page would not give in, assembled a team and ultimately got their way. About 10% of Web surfers now use Chrome, pushing other browsers to innovate in order to compete.<br />
<br />
Page has already begun making changes. He had product and engineering managers email him with a list of their projects so he could decide which ones have the greatest potential and should continue to be pursued.<br />
<br />
People inside Google say he's trying to speed up Google's sluggish pace and keep new ideas flowing at a crucial moment in Google's history. They expect to see more data-intensive, futuristic projects such as machine translation. And they expect to see a lot more radical attitude on display in the same vein as the note Page wrote to prospective shareholders before Google's 2004 initial public offering: It warned that Google was not a conventional company nor did it intend to become one.<br />
<br />
That's what die-hard entrepreneur and Google employee Jonathan Sposato wants to hear. Google has bought two of his companies. The latest was Picnik, an online photo editing service that quickly became one of Seattle's fastest-growing Internet start-ups. Sposato, who had his pick of companies to sell to, said he chose Google because it had the speed of a start-up and the resources to reach millions, even billions, of users.<br />
<br />
"With Picnik we wanted to continue to grow the business and continue to make an impact," he said. "Even prior to Larry's takeover, Google ran more like a start-up. Unlike other big publicly traded companies, Google doesn't have the layers and layers of management. And that is a beautiful thing."<br />
<br />
Page wants more projects to function like start-ups inside Google, similar to video-sharing service YouTube and mobile software unit Android. Google bought social media company Slide last year for $179 million, and the company operates autonomously within Google.<br />
<br />
Google says that even though it has a rap for losing star entrepreneurs to new ventures, such as Foursquare's Dennis Crowley and Twitter's Evan Williams, two-thirds of the founders of companies bought by Google in its 12-year history are still at Google. Google shelled out $1.8 billion to buy 48 companies last year.<br />
<br />
Paul Saffo, a managing director at investment research firm Discern Analytics, says Page may have an edge in keeping engineers and their entrepreneurial drive from leaving Google because he is a founder, which carries clout with employees in Silicon Valley.<br />
<br />
"All things being equal, they are going to be a lot more likely to follow a founder than they are to follow a professional executive," said Saffo, who owns Google stock.<br />
<br />
In his book, Levy calls Page "perhaps the quirkiest person to ever run a $30-billion company."<br />
<br />
"Google has had a wild ride over its first 12 years," he wrote. "It's about to get even wilder."</span></div><a href="https://chitika.com/publishers.php?refid=aerosoftseo" style="text-decoration: none;"><img alt="Get Chitika Premium" border="0" src="http://scripts.chitika.net/eminimalls/logos/125x125.png" title="Get Chitika Premium" /></a><br />
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<br />
The Electronic Privacy Information Center's executive director, Marc Rotenberg, told The Register that "money isn't the main point" in the objection lodged in a California district court earlier this week.<br />
<br />
"The Google lawyers did not want funds to go to the organisations that were actually standing up to the company on the Buzz matter," he told us, "and that's the main point here."<br />
<br />
Groups that did benefit from the funds included the American Civil Liberties Union, the Electronic Frontier Foundation and the Brookings Institution.<br />
<br />
Outside of the filing, seen by El Reg, EPIC hasn't made any further public statement about its beef over the class action lawsuit settlement with Google.<br />
<br />
On Wednesday 30 March, it applauded a separate settlement between the Federal Trade Commission and Google over Buzz, which stated that the web kingpin would be subjected to a biennial privacy audit for the next 20 years.<br />
<br />
EPIC, which brought the original complaint about Buzz to the FTC, described that move as "far-reaching," at the same time as it was filing its objections against the class action suit settlement in court.<br />
<br />
"It is the most significant privacy decision by the Commission to date. For internet users, it should lead to higher privacy standards and better protection for personal data," said EPIC.<br />
<br />
Reuters noted today that EPIC had requested $1.75m from the settlement, after the group represented eight online privacy organisations in its court filing earlier this week.<br />
<br />
"There are very few national organisations truly focused on online privacy, and fewer still that play a significant role in public policy and consumer protection actions directed at protecting privacy rights from commercial—not governmental—interests," reads the filing.<br />
<br />
"While both industry-funded and non-industry-funded groups are potentially worthy candidates for funding many reasons, we believe it is imperative for the purposes of the settlement and the benefit of the class that organisations which typically do not receive substantial industry funding be apportioned the bulk of the funding in this case."<br />
<br />
In November last year, Google contacted all its Gmail users via an email message in which it confirmed it had reached a settlement in a lawsuit over its privacy-lite Buzz social network that was bolted onto everyone's mailboxes by default in early 2010.<br />
<br />
"Shortly after its launch, we heard from a number of people who were concerned about privacy. In addition, we were sued by a group of Buzz users and recently reached a settlement in this case," Google wrote at the time.<br />
<br />
It added that some money from a $8.5m fund would be used to distribute awards to internet privacy groups. Additionally, Google confirmed the cash would be used to pay the lawyers and the people who sued the company.<br />
<br />
Google unleashed Buzz in February 2010. At launch it automatically exposed users' most frequent Gmail contacts to the public interwebs. Users were given the option to hide the list from the public view, but many complained that switching the social network off was tricky as a checkbox to do so wasn't prominently displayed in their mailbox.<br />
<br />
Days later, Google shifted the location of the checkbox in an effort to silence the complaints. It also changed the way Buzz handled user contacts. But those tweaks came too late for some, who responded in litigious fashion. </span><br />
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<br />
"A phone is a lot smarter than a card," said Doug Bergeron, VeriFone's chief executive, in an interview. "It opens the door to a rich experience at the point of sale that retailers really covet."<br />
<br />
I'm not paranoid, but isn't this Google-backed system a little Big-Brother-creepy? (I refer to the George Orwell book and not the reality TV show.)<br />
<br />
Here some app for for thought:<br />
<br />
1) The VeriFone device will turn you into a walking litmus test for spending behavior. Unlike some other forms of advertising, the system would allow Google to generate ads targeted by<br />
locales and past purchases.<br />
<br />
2) Remember what happened with hummus purchases at Safeway? After 9/11, the government concocted a plan to chart excessive hummus purchases at Safeway -- being all terrorists love hummus.<br />
<br />
3) Having your credit card activated by an app detaches you from spending in the same way FarmVille detaches you from reality.<br />
<br />
4) It's easier to steal a cell phone than a credit card -- imagine the new breed of credit card criminal hierarchy that will be created; with foot soldiers doing the street level theft and hackers extracting the credit card information.<br />
<br />
What's your opinion on cell phone credit card apps? Should we all hold out for the safe-and-secure retina scans -- promised to us in such sci-fi movies as Blade Runner?<br />
<br />
4.Google To Let AdWords Advertisers Target Contextually By Category<br />
<br />
Google has announced additional targeting capabilities for ads appearing on its Display Network, allowing advertisers to choose categories, rather than keywords, to trigger their ad’s appearance.<br />
<br />
Given AdWords’ genesis as a search-oriented advertising system, keywords have always been the main mechanism for targeting ads, though additional refinements and options have long been available. Now, Google seems to be acknowledging that there are other good ways of contextually, especially for advertisers looking for awareness, rather than for immediate sales.<br />
<br />
The new targeting capabilities will give advertisers the ability to select 1,750 topics and sub-topics that are mapped to the pages upon which Display Network ads appear. Google says its system looks at all the words on a page to determine the topic of the page, rather than being reliant on particular keywords. Advertisers can also exclude topics or sub-topics to refine targeting.</span><br />
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<br />
For many, the difference between the brands is often marginal, save for models such as Sony Ericsson's Xperia Play (the “PlayStation Phone”), which specifically targets the hardcore gamer niche.<br />
Advertisement: Story continues below<br />
<br />
The Nexus S doesn't target any niche in particular but is highly suited to tech-savvy users who want super-fast web browsing, a solid camera and a clean user-interface uncluttered by telco or vendor apps.<br />
<br />
It is the second Google-branded phone, following on from the Nexus One that was launched in January last year to show off Google's Android platform but never made it in significant quantities to Australia.<br />
<br />
Manufactured by Samsung, the Nexus S is similar to the highly regarded Galaxy S but, instead of a custom Samsung user interface (UI) overlay, offers a pure Android experience. I much prefer this but it comes down to personal preference.<br />
<br />
It is the first Android phone to hit Australia that runs Android version 2.3 (Gingerbread), which offers an updated UI, significantly improved on-screen keyboard and better power and application management than the previous version (Froyo).<br />
<br />
The Nexus S is also the first phone on the market to include a near-field communication (NFC) chip, meaning it will support upcoming applications that allow people to, for instance, swipe their phone in order to pay for goods in a shop.<br />
<br />
It's a pretty useless feature for now as NFC is very much in the trial phase in Australia at the moment. Earlier this month, Visa launched a trial of NFC technology in partnership with 20,000 retail stores; participants can pay by swiping an iPhone hooked up to an accessory that adds NFC support.<br />
<br />
With the Nexus S all of the NFC smarts are built into the phone itself but I ended up turning the feature off as it kept picking up the electronic tags on my work security pass and cards in my wallet.<br />
<br />
The Nexus S has a gorgeous 4-inch Super AMOLED display that is great for viewing video and web pages but while it supports common file formats like MP3 audio and MP4 video, it won't play DivX or XviD files out-of-the-box, which is a disappointment.<br />
<br />
That said, although many basic users won't be aware of this, I'm told the Rockplayer app – found on the Android Market - adds playback support for a range of media files including DivX, XviD and AVI.<br />
<br />
Files can be stored on the 16GB of built-in space but there's no microSD slot for further expansion. This was annoying as it was more difficult to port over the content from my previous phone.<br />
<br />
There is also no HDMI connectivity for connecting the phone up to a TV display.<br />
<br />
As you'd expect from a Google-branded phone, the Nexus S offers the speediest web browsing experience I've seen on a smartphone. The browser supports Adobe Flash, but it is both a blessing and a curse as pages that are loaded with Flash ads are often choppy to navigate.<br />
<br />
There are five available home screens for users to customise with their widgets and apps. The phone doesn't come pre-loaded with reams of widgets and wallpapers like some other HTC and Samsung Android phones I've used but all of these are easily accessible in the Android market.<br />
<br />
The phone is light at 129g grams (the iPhone 4 is 137 grams) and fits really nicely in the hand. I'm a fan of the clean, rounded design and the look of the phone but the plastic bezel doesn't offer the premium metallic feel of other devices like the iPhone 4 and HTC Desire HD.<br />
<br />
One of my biggest gripes with earlier Android phones is that they offer poor cameras, especially compared with the stellar camera on the iPhone 4.<br />
<br />
But this is a non-issue with the Nexus S, which offers a front-facing camera for video chat and a 5-megapixel rear camera that produces almost as good still shots as the iPhone 4. Video recording is passable but not HD like on other devices.<br />
<br />
The battery will easily get you through the day on a single charge and part of the way into the following day, depending on how heavy a user you are. I'm more than satisfied with this after being disappointed with the HTC Desire HD, which often struggled to make it through half a day with auto-sync turned on.<br />
<br />
There's much to love about the raw speed and clean design of the Nexus S and, save for a few missing features like a microSD slot, it is one of the better Android phones on the market today for power users.<br />
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<br />
The competition comes amid a shift in the way digital songs, videos and other media are being purchased and played. For years, the marketplace has been dominated by Apple's iTunes store and a business model based around downloaded files.<br />
<br />
But the proliferation of mobile gadgets—and fears of losing access to family photos, music or other valuable files on broken or lost devices—is expected to drive consumer interest in remote storage lockers for digital files that can be accessed anywhere.<br />
<br />
Amazon has already developed a significant sideline that rents computing resources and data-storage capacity to companies over the Internet—or in the cloud, in industry jargon.<br />
<br />
Amazon is starting an online service that lets people store digital music. But this cloud service is in a gray area until Amazon negotiates licenses with music publishers. Plus: can it compete with iTunes? Peter Kafka discusses with Ethan Smith and Stu Woo.<br />
<br />
With its launch Tuesday of a service called Amazon Cloud Drive, the company is angling to build a comparable beachhead in the battle over consumers. Both Google and Apple have been developing similar Web-based offerings.<br />
<br />
Amazon's service lets people store up to five gigabytes of music, photos, videos and documents on server systems operated by the company. The basic storage is free; additional space can be purchased for a yearly fee.<br />
<br />
The approach is designed to let consumers play music they have purchased or access other data files from multiple computers—such as at the home or office—as well as smartphones and tablets running Google's Android software. Amazon's service doesn't work with Apple's iPhone.<br />
<br />
"Five years from now, people will think of online services like Cloud Drive as the primary place for safe keeping of critical information, as opposed to a backup, which is how they think about it today," said Frank Gillett, an analyst at Forrester Research. "It is a big deal for Amazon to get into this."<br />
<br />
While Amazon has built a sizeable business in selling MP3 music downloads, its sales remain far behind those of Apple—whose hit iPods, iPhones and iPads can sync files directly with iTunes, unlike competing hardware.<br />
<br />
Apple's MobileMe service already lets users store and sync their email, calendar and contacts in a central location for $99 a year.<br />
Other Clouds<br />
<br />
* Flickr: Yahoo's service for uploading and sharing photos. Cost: Free with upload limits<br />
* Mozy: EMC service to store music, photos and emails. Cost: Starts at $5.99 a month<br />
* Dropbox: Store and sync files. Cost: 2GB of free storage; $9.99 a month for 50GB<br />
* Google Docs: Create, upload and share documents, spreadsheets. Cost: Free for up to 1GB in uploaded files<br />
* MobileMe: Apple's service to sync email, calendars and contacts. Cost: $99 a year<br />
* Windows Live SkyDrive: Microsoft service to upload and share files. Cost: Free for up to 25GB of storage<br />
* Unifi: RealNetworks's service to catalog and stream media to multiple devices. Cost: TBD<br />
<br />
—Source: WSJ reporting<br />
<br />
The Silicon Valley company also is working on a revamp of the service that would also expand to multimedia files such as music and videos, people familiar with the matter have said.<br />
<br />
An Apple spokesman declined to comment.<br />
<br />
"Apple certainly needs to push its own locker service on the market," said Aapo Markkanen, an analyst at ABI Research.<br />
<br />
"It's a big advantage to Amazon's music store if you compare that to iTunes. It could cause a lot of iTunes customers to swap to Amazon," he said.<br />
<br />
Google, by contrast, has been a major backer of online software, including email and word-processing programs Gmail and Google Docs.<br />
<br />
Last fall, the company launched Google eBooks, which lets users buy digital books and access them from Internet-connected devices.<br />
<br />
The company is negotiating similar deals with music labels, and it has pitched to news publishers a project to sell content through mobile devices, people familiar with the matter have said.<br />
<br />
Google didn't respond to requests for comment.<br />
<br />
The philosophy underlying such efforts is not new. Some well-known music services have offered alternatives to buying song downloads, including Rhapsody International Inc.—which offers subscription downloads and streaming music—and the Internet radio service Pandora Media Inc.<br />
<br />
Such services can be tough to create, though, because of concerns among record labels and music publishers about how copyrighted material is handled.<br />
<br />
For example, Spotify AB, a European online-music streaming service, has repeatedly set target dates for a U.S. launch, only to miss dates after failing to secure music rights.<br />
<br />
Among the issues for Amazon, industry executives and analysts say, is whether consumer should be allowed to store music they may have downloaded illegally in addition to adding new songs they purchase legally.<br />
<br />
A number of other companies have set up online storage services of various kinds that have so far not had public disputes with copyright holders.<br />
<br />
Examples include Amazon's Web services, EMC Corp.'s Mozy service, Microsoft Corp.'s Windows Live SkyDrive, Dropbox Inc. and a new service from RealNetworks Inc. called Unifi.<br />
<br />
For its new consumer offering, Amazon argued Tuesday it doesn't need to negotiate new licenses from the music industry because its Cloud Drive is akin to a user storing files on an external hard drive.<br />
<br />
The company hopes to profit from the new services by encouraging users to buy from its online-music store, which is integrated with the Cloud Player companion software that catalogs and plays songs.<br />
<br />
It also offers paid storage plans for people who want more than five gigabytes of storage, which Amazon says holds up to 1,000 songs.<br />
<br />
For example, it will charge $20 a year for 20 gigabytes of storage. One current offer: users get upgraded to 20 gigabytes of storage if they buy a music album off Amazon.<br />
<br />
Users can save music files in the MP3 format that Amazon and others sell as well as the AAC format, which is the standard for Apple's iTunes service. New music purchased from Amazon and saved directly into the Cloud Drive wouldn't count against the storage limit.<br />
<br />
While Amazon's service will work with Android smartphones or tablets, it doesn't work with Apple devices like the iPhone or iPad or Amazon's Kindle e-book reader.<br />
<br />
The new storage service is part of a bigger mobile push by Amazon, which opened an online store to sell software applications for devices running Google's Android software, putting it in direct competition with Google's own existing app store and Apple's App Store for its devices.<br />
<br />
Mr. Markkanen, the ABI Research analyst, said Amazon's model may appeal to audiophiles with large music libraries.<br />
<br />
He said other users may prefer online-radio models, such as Pandora, or subscription music services that offer users access to a large library, such as Rhapsody or Spotify.<br />
<br />
"They are simply more convenient and offer better value for money than models that are still based on purchasing songs and albums one by one, even if you store those purchases in the cloud," he said.<br />
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<br />
According to the San Jose Mercury News, the state added 96,500 jobs in February, the state's biggest one-month job gain in more than 20 years. In the Silicon Valley, 4,500 jobs were added and California's unemployment rate dropped two-tenths of a percentage point to 12.2 percent. Furthermore, this is the eighth straight month of job gains in the San Francisco metropolitan area.<br />
<br />
"We're in growth mode. There's no question," said economist Stephen Levy of the Center for Continuing Study of the California Economy.<br />
<br />
As the Los Angeles Times reported, fierce competition for talented engineers, designers, computer scientists, data crunchers and other technical employees has led much of this growth.<br />
<br />
"Every company in the technology industry is growing," said Josh Persky, who landed a new job at Causes, a San Francisco start-up, after getting laid off two years ago.<br />
<br />
Indeed, Internet search giant Google said it plans to grow to more than 30,000 employees, increasing its workforce by 25 percent. Although Google does not disclose information on hiring, it has been said that this will be biggest round of hiring the company has done since 2007, when it brought on nearly 6,200 new workers.<br />
<br />
This summer, Facebook will be moving to a 57-acre campus in Menlo Park, which can house 3,600 employees. Currently, the company has more 2,000 employees and has been growing at a rate of approximately 50 percent a year.<br />
<br />
San Francisco-based Twitter has also been on a hiring binge. A year ago, the company had just 140 employees. Now with more than 400 employees, it plans to grow to 3,000 by July 2013.<br />
<br />
According to The New York Times, with hiring so competitive in Silicon Valley, many companies are offering more than the typical free meals, shuttles and stock options that tech companies are known for. Furthermore, with so many ambitious engineers who would prefer to "do their own thing", many companies are taking it one step further by promising to help new recruits start their own business. Redfin, for instance, offers twice-monthly classes on entrepreneurship, a perk that the company says has helped recruit and retain top talent.<br />
<br />
"It helps people stay but it also helps them to go," said Glenn Kelman, Redfin's chief executive.<br />
<br />
At Square, not only does every employee have access to the company's product plan and financials in order to learn how to build a business, but co-founder and chief executive, Jack Dorsey, also gives employees 20-minute lessons on helpful topics such as how to raise venture capital.<br />
<br />
However, despite the positive outlook and increased perks, San Jose Mercury News pointed out that California still has a long way to go. With 2.2 million still unemployed and most job gains concentrated on the coast, the state is still struggling.<br />
<br />
"It's still a tale of two economies," said Levy. "The needle is moving for people with jobs in companies in the valley, with increases in wages and some hiring. The needle is not moving for the long-term unemployed."</span><br />
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James Gosling, the storied Sun Microsystems software guru known as the father of Java, announced Monday that he's starting a new job at Internet search giant Google.<br />
<br />
Gosling parted ways with another Silicon Valley giant last April, resigning from Oracle just a few months after the commercial software maker bought Sun for $7.2 billion. Known in the industry as something of a free spirit, he later criticized the culture at Oracle, complaining to an interviewer that executives had cut his salary and micromanaged his work.<br />
<br />
Oracle is now at odds with Google, charging in a lawsuit last summer that Google's Android software infringes on patents for the widely used Java development platform, which Oracle acquired when it bought Sun. In an Aug. 12 blog post, Gosling wrote: "During the integration meetings between Sun and Oracle where we were being grilled about the patent situation between Sun and Google, we could see the Oracle lawyer's eyes sparkle."<br />
<br />
Both Oracle and Google declined to comment Monday on the hiring of Gosling. On his blog Monday, Gosling said of his new job: "I don't know what I'll be working on. I expect it'll be a bit of everything, seasoned with a large dose of grumpy curmudgeon."</span><br />
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In some ways this was part of Google's plan. Competing with Microsoft Office was desirable but only after they'd pulled the rug from under Microsoft's feet with Docs' killer feature: collaborative editing and document sharing. No need for an expensive Sharepoint server to work on docs with colleagues--all you need is a browser.<br />
<br />
However, none of that stopped Google gradually introducing Office-like features as time has gone on. Recently it's added two features to the spreadsheet tool that--for me, at least--make the app a complete package.<br />
<br />
The first feature is filtering. Sophisticated users shouldn't get their hopes up, however; the filtering is essentially AutoFiltering, as found in Excel, although a little easier to use. But it's not possible to filter via "greater than" or "lesser than" values, for example, or to apply additional sub-filters.<br />
<br />
Those to whom spreadsheets are an undiscovered country should know that filtering provides the ability to sort data within tables, and also pick out data by row headings. Setting up a filter is automatic; once the filter button on the toolbar is clicked within a table (it's at the far right of the toolbar), Docs will work out the range of data the filter should be applied to, although filters can also be applied solely to selected columns.<br />
<br />
For example, say you have a table in a spreadsheet displaying sales staff alongside the figures they've achieved for various regions. Applying a filter would allow you to hive off one or more individuals to examine their figures in isolation, or to sort the regional figures by smallest to largest (or vice versa) at a single-click. Crucially, none of the changes are permanent, allowing for flexibility, and the filter can be removed at any time; just click the Filter button again.<br />
<br />
The second new feature lets you select non-contiguous ranges of data for graphs. Previously, it was only possible to create a graph by clicking and dragging to select a single range of data, or by specifying a range of cells that neighbored each other. However, it's now possible to create a graph containing data only at the top and bottom of a range of data, for example, or even to graph data in two separate areas of a spreadsheet, provided they're similar enough (meaning they have the same headings).<br />
<br />
To do so, select the initial data and click the graphing button on the toolbar. Then click the Select Ranges link and, in the dialog box that appears, click the Add Another Range link. Then click and drag to select the new range. Repeat until all the data required is selected.<br />
<br />
Now you can filter content in Google Spreadsheets.Now you can filter content in Google Spreadsheets. Also new to all Google Docs apps is the capability to convert older documents so they can be edited using the "new" Google Docs introduced this time last year, which allows real-time collaborative editing. The conversion button will appear as an option whenever any old document is opened, and there's a chance to preview the document to ensure the formatting remains intact. Google warns that there are some issues with how tables are handled, so previewing is probably a good idea.<br />
<br />
Google describes the new spreadsheet features as being among their most requested, and it's not unreasonable to wonder why such essential functions have taken so long to arrive. After all, Google Docs' spreadsheets have been with us for five years now.<br />
<br />
However, as the introduction of the new collaborative editing system this time last year proves, Google simply has different priorities for its Docs suite. There's nothing to be gained by recreating Microsoft Office online. Most people already have Office on their business computers and, even if they don't, they can get a compatible analog in the form of LibreOffice or OpenOffice. Instead, Google is introducing the power of the cloud to the office suite concept.<br />
<br />
If you haven't taken a look recently, now's a good time to see what Google Docs can do for your business.<br />
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<br />
If the partnership materializes, buying groceries may require little more than a wave of your smartphone across an installed card reader at the checkout counter.<br />
<br />
The partnership would allow for cardholders to pay for retail items after activating an app on Android NFC-enabled smartphones. The phones could then be swiped liked credit cards across card readers enabled with near field communication, or NFC, at participating retailers.<br />
<br />
As Wired’s Epicenter blog reported earlier Monday morning, Google will begin testing the mobile payments service in key markets — New York and San Francisco — within the next four months. Other test markets include Los Angeles, Chicago and Washington D.C., according to a report from Bloomberg.<br />
<br />
Google would pay for the installation of thousands of NFC terminals in the major cities. The terminals will be built by VeriFone Systems, a manufacturer of point-of-sale electronic payment technologies.<br />
<br />
As with many other Google experiments, the push into mobile payments would serve as a loss-leader for the company’s advertising business, sources told the Journal.<br />
<br />
Google would be able to offer retailers more data about customers and purchasing habits, while tailoring its ad targeting and promotional offerings to smartphone users. The company isn’t expected to take a cut of the transactions.<br />
<br />
The mobile payments initiative faces some challenges. Currently, only one NFC-enabled smartphone is on the market — Google’s Nexus S (above). Samsung’s successor to its popular Galaxy S smartphone, the Galaxy S II, boasts NFC capability, but isn’t slated for release until the summer of 2011.<br />
<br />
Also, it’s been difficult to imagine a major disruption of a massive industry like that of the credit industry that’s already established. One big reason: companies like Visa rely on trunks — shared lines that provide network access to a series of endpoints rather than providing them individually — and leased lines to provide retailers with reliable credit card terminal service.<br />
<br />
One attractive option to companies like Google and other mobile-payment startups would be to cut out the credit card companies completely. Instead of using the card companies’ private networks, mobile payment could be made over a given smartphone carrier network.<br />
<br />
But any attempt to circumvent the credit card companies’ private networks over 3G or 4G access runs into the problem of network reliability. A wealth of frustrated customers unable to pay for a meal because of spotty network service is less than ideal for any mobile-payment initiative.<br />
<br />
That’s most likely the reason why Google is teaming up with the major credit card companies, instead of trying to bypass them. And Google isn’t alone in doing so. Joint mobile payment venture ISIS — which finds AT&T, Verizon and T-Mobile partnering up with Discover Financial Services — is Google’s main competition in the mobile payments arena. ISIS is reported to begin testing its payments network this year, according to Bloomberg.</span><br />
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<br />
We don't know, but it's longer than 48 hours.<br />
<br />
On Friday, The Sun notified the company that its Google Maps program was directing drivers heading from Baltimore to Gaithersburg and other destinations in the Interstate 270 corridor of Montgomery County to get off Interstate 95 and take the Intercounty Connector (Route 200).<br />
<br />
The catch is that the 10-mile stretch of the ICC between I-95 and Georgia Avenue won't open until late this year or early in 2012. Only the segment between Georgia Avenue and the Interstate 370 spur off I-270 is open.<br />
<br />
A Google spokeswoman said Friday that the company hopes to have the error fixed by early this week.<br />
<br />
It would appear that steering people onto a road that's a construction site wasn't seen as serious enough mistake to pay technicians weekend rates to make an emergency fix. Is this just Google being frugal?</span><br />
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<br />
Disco, in this case, refers to the service created by Google's in-house startup Slide, which the company acquired for $182 million this past August. Slide has been allowed to operate as an independent entity within Google proper, which perhaps sheds a little more light on why the mass-texting service has made its debut as an iPhone app instead of a piece of software for Google's Android OS.<br />
<br />
So here's how it works: When you sign up for the service via Disco.com (which Google purchased for a cool $255,000 last year), you create an account based on your mobile phone number. The service verifies that you're the owner of the number by shooting you a text message to your device and, if you're good to go, it invites you to set up your first group for mass-texting.<br />
Google Disco<br />
<br />
Each group can be named whatever you want, and adding friends is as easy as typing in their mobile digits. The caveat, however, is that these numbers are instantly notified that you've placed them in a mass-texting group along with whatever name you've assigned to it—probably something to keep in mind if you're looking to create a "those jerks I work with" group chat.<br />
<br />
Once you have your group list set up, Disco's Web interface makes correspondence look like an instant message chat. Anything you type into the chat window will be sent out to anyone in your group, and anything they respond with will near-instantly pop up in the site's chat window. If you don't have access to Disco's Web site, you can also start up (or reply to) a group conversation by texting the phone number that Disco assigns to each group you create.<br />
<br />
The associated iPhone app basically allows you to perform the same administrative activities that you'd otherwise find on Disco's Web site. However, you can also use a Facebook integration to pull in numbers from your friends on that service. Although Google and Facebook don't get along, the fact that Slide—Disco's creator—serves as its own app shop within Google seems to make the pairing OK between both parties.<br />
<br />
Or, at least, perhaps until Facebook launches a group-texting service of its very own, which is rumored to be in the works thanks to the company's recent acquisition of group-texting startup Beluga. Is group texting shaping up to be the next big battleground between the Web's social (or search) superstars?</span><br />
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<br />
According to a CNet report, the company is using Google Music internally, which means it's readying the service for public launch.<br />
<br />
Rumors of a Google music service have been circulating for a long time. They were last mentioned at Mobile World Congress in Barcelona last month when Motorola Mobility chief Sanjay Jha suggested that the benefit of having its upcoming Xoom tablet run on Android Honeycomb is that "it adds video services and music services."<br />
<br />
"If you look at Google Mobile services [via Android] today, there's a video service, there's a music service – that is, there will be a music service," Jha said.<br />
<br />
Before that, the service was discussed during the 2010 Google I/O conference. At that point, Google said a user could stream music on an Internet-connected PC to an Android phone, and also purchase music in the Android App Store and send it to the phone or another devices. When asked if that meant Google was prepping a music sevice, Vic Gundotra, the vice president of engineering for Google, said "we just focus on delivering better apps for the user. Over time, you'll see that strategy more broadly unfold."<br />
<br />
In September, Billboard reported that Google was chatting with major record labels about the service. According to the report, Google's vice president of engineering had pitched the service to the labels directly. CNet says these negotiations are ongoing, and that the company is seeking cloud music rights.<br />
<br />
Those types of rights are new territory for the music industry, and Apple is said to be engaged in similar conversations with labels. In Google's case, it's looking for the rights to users' existing libraries.<br />
<br />
At this point, the Honeycomb platform includes a Google music app, but the company failed to mention a music-specific service at its Honeycomb event. Reps from Google did not immediately respond to a request for comment.<br />
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<br />
Here are some posts relevant to this episode’s discussion:<br />
<br />
* Color Looks To Reinvent Social Interaction With Its Mobile Photo App (And $41 Million In Funding)<br />
* The Color Of Money<br />
* “Open”<br />
* Amazon’s Android App Store Launches: Test Drive Apps Directly From Your Browser</span><br />
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<br />
ULTIMATE SOFTWARE GROUP INC (NASDAQ:ULTI) - The Ultimate Software Group, Inc. designs, markets, implements, and supports unified human capital management (HCM) software-as-service (SaaS) solutions to businesses, providing a single source for comprehensive human resources, payroll, and talent management technology. It offers UltiPro, a HCM solution that is delivered through cloud-based SaaS with the functionality businesses need to manage the employment life cycle from recruitment to retirement. The companys solution includes feature sets for talent acquisition and onboarding; HR management and compliance; benefits management and online enrollment; payroll; performance management; learning management; salary planning and budgeting for compensation management; reporting and business intelligence; time and attendance; and role-based Web access for executives, managers, administrators, and employees. It provides UltiPro as solution suites, including UltiPro Enterprise for large companies and UltiPro Workplace for companies in the mid-market. The Ultimate Software Group, Inc. offers its products and services for various industries, including manufacturing, food services, sports, technology, finance, insurance, retail, real estate, transportation, communications, healthcare, and other services. The company was founded in 1990 and is headquartered in Weston, Florida.<br />
<br />
BE AEROSPACE INC (NASDAQ:BEAV) - BE Aerospace, Inc. engages in the design, manufacture, sale, and service of commercial aircraft and business jet cabin interior products worldwide. The company operates in three segments: Consumables Management, Commercial Aircraft, and Business Jet. The Consumables Management segment provides inventory management and replenishment, electronic data interchange, special packaging and bar-coding, parts kitting, quality assurance testing, and purchasing assistance services. This segment also distributes aerospace fasteners and consumables. The Commercial Aircraft segment manufactures seat frames, cushions, armrests, and tray table, as well as various optional features, such as adjustable lumbar supports, footrests, reading lights, head/neck supports, and other comfort amenities; oxygen storage and delivery systems for commercial and business jet aircraft; aircraft coffee and beverage makers, and coffee warmers and water boilers; a line of ovens, including convection ovens, steam ovens, and warming ovens; commercial aircraft refrigeration equipment; crew rest compartments; and vacuum waste water systems. This segment also offers engineering, design, integration, installation, and certification services for commercial aircraft passenger cabin interiors; and in-house capabilities to design, manage, integrate, test, and certify reconfigurations and modifications for commercial aircraft and to manufacture related products, including engineering kits and interface components. The Business Jet segment manufactures a line of furnishings for business jets, including seating and sofa products comprising electric fully berthing lie flat seats, direct and indirect lighting, air valves, and oxygen delivery systems, as well as sidewalls, bulkheads, credenzas, closets, galley structures, lavatories, and tables; and super first class cabin interior products for commercial wide-body aircraft. The company was founded in 1987 and is headquartered in Wellington, Florida.<br />
<br />
<br />
Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
<br />
WR BERKLEY CORP (NYSE:WRB) - W.R. Berkley Corporation, through its subsidiaries, operates in the property casualty insurance business in the United States and internationally. The company operates in five segments: Specialty, Regional, Alternative Markets, Reinsurance, and International. The Specialty segment underwrites third-party liability risks, primarily excess and surplus lines, including premises operations, professional liability, commercial automobile, products liability, and property lines. The Regional segment provides commercial insurance products to small-to-mid-sized businesses, and state and local governmental entities in the United States. It sells its products through a network of non-exclusive independent agents. The Alternative Markets segment engages in developing, insuring, reinsuring, and administering self-insurance programs and other alternative risk transfer mechanisms to employers, employer groups, insurers, and other groups or entities seeking alternative ways to manage their exposure to risks. This segment also provides administrative and consulting services. The Reinsurance segment underwrites property casualty reinsurance on a treaty and facultative basis. It underwrites specialty lines of business, including professional liability, umbrella, workers compensation, commercial automobile, and trucking. The International segment offers personal and commercial property casualty insurance in South America; commercial insurance in the United Kingdom, Continental Europe, and Canada; and reinsurance in Australia and the Southeast Asia. The company was founded in 1967 and is based in Greenwich, Connecticut.<br />
<br />
DOVER CORP (NYSE:DOV) - Dover Corporation and its subsidiaries manufacture industrial products and components, as well as provide related services and consumables in the United States and internationally. The company operates through four segments: Industrial Products, Engineered Systems, Fluid Management, and Electronic Technologies. The Industrial Products segment develops and manufactures material handling equipment, such as industrial and recreational winches; utility, construction, and demolition machinery attachments; hydraulic parts; industrial automation tools; four-wheel-drive and all-wheel drive powertrain systems; and other accessories for off-road vehicles. It also offers mobile equipment related products, including refuse truck bodies, tank trailers, compactors, balers, vehicle service lifts, car wash systems, internal engine components, fluid control assemblies, and various aerospace components. The Engineered Systems segment provides products and services for the refrigeration, storage, packaging, and preparation of food products, as well as industrial marking and coding systems for various markets. The Fluid Management segment manufactures polycrystalline diamond cutters used in drill bits for oil and gas wells; steel sucker rods, plunger lifts, and accessories used in artificial lift applications in oil and gas production; pressure, temperature, and flow monitoring equipment used in oil and gas exploration and production applications; and control valves and instrumentation for oil and gas production. This segment also manufactures pumps, compressors, and vehicle fuel dispensing products; and products for the transfer, monitoring, measuring, and protection of hazardous, liquid, and dry bulk commodities. The Electronic Technologies segment designs and manufactures electronic test, material deposition and manual soldering equipment, micro-acoustic components, and specialty electronic components. The company was founded in 1947 and is headquartered in Downers Grove, Illinois.<br />
<br />
L-3 COMMUNICATIONS HOLDINGS (NYSE:LLL) - L-3 Communications Holdings, Inc. provides command, control, communications, intelligence, surveillance, and reconnaissance (C3ISR) systems; aircraft modernization and maintenance; and government services in the United States and internationally. Its C3ISR segment offers fleet management sustainment and support, such as procurement, systems integration, sensor development, modifications, and periodic depot maintenance for signals intelligence and ISR special mission aircraft, and airborne surveillance systems; strategic and tactical signals intelligence systems; secure data links; secure terminal and communication network equipment and encryption management; and communication systems. The companys Government Services segment provides communication software support, information technology services, and various engineering development services and integration support; engineering and information systems support services; teaching and training; human intelligence support services; aviation and maritime services; and technical and management services. L-3 Communications Aircraft Modernization and Maintenance segment offers modernization, upgrades and sustainment, maintenance, and logistics support services for military and various government aircraft and other platforms. Its Electronic Systems segment provides power and control systems, electro-optic/infrared products, microwave components, avionics and displays, simulation and training, precision engagement, security and detection, propulsion systems, telemetry and advanced technology, undersea warfare, and marine services. The company serves the U.S. Department of Defense and its prime contractors, the U.S. Government intelligence agencies, the U.S. Department of Homeland Security, the U.S. Department of State, the U.S. Department of Justice, allied foreign governments, and other U.S. federal, state, and local government agencies. L-3 Communications was founded in 1997 and is based in New York, New York.<br />
<br />
MKS INSTRUMENTS INC (NASDAQ:MKSI) - MKS Instruments, Inc., together with its subsidiaries, provides instruments, subsystems, and process control solutions that measure, control, power, monitor, and analyze parameters of manufacturing processes worldwide. It offers various instruments and control systems, including pressure measurement and control, materials delivery, gas composition analysis, electrostatic charge management, and control and information technology products. The company also provides power and reactive gas products, such as power delivery, reactive gas generation, processing thin films, and equipment cleaning products. In addition, it offers vacuum technology products comprising vacuum containment components, vacuum gauges, vacuum valves, effluent management subsystems and custom stainless steel chambers, vessels, and biopharmaceutical process equipment hardware and housings. Further, MKS Instruments provide maintenance and repair services, software maintenance, and installation services and training. The companys products are used in semiconductor processing steps, such as depositing thin films of material onto silicon wafer substrates, and etching and cleaning circuit patterns; manufacture of flat panel displays, data storage media, solar cells, and other coatings, including architectural glass; energy generation and environmental monitoring processes, such as nuclear fuel processing, fuel cell research, greenhouse gas monitoring, and chemical agent detection; medical instrument sterilization; consumable medical supply manufacturing; and biopharm applications. It serves semiconductor capital equipment and semiconductor devices, thin film capital equipment, industrial, medical, energy generation, environmental monitoring, and manufacturing companies, as well as university, government, and industrial research laboratories. The company was founded in 1961 and is headquartered in Andover, Massachusetts.<br />
<br />
SqueezeTrigger.com has built a massive database that collects, analyzes and publishes multiple proprietary trading strategies that predict price moves in stocks, commodities and currencies. The data has then been integrated into an automated trading platform which can be used to connect to a live online broker and automate your trading of each of the strategies highlighted. It is extremely powerful with lightening fast execution at a very low price. Both the trading software and SqueezeTrigger data feed are available at http://www.squeezetrigger.com www.squeezetrigger.com monitors trading in all US stocks in real time and maintains massive databases of short sale and naked short sale time and sales data, short squeeze SqueezeTrigger prices, market maker price movements, shareholder data, statistical data on earnings, sector correlation, seasonality, hedge fund trading strategies, comparable valuations. Reports include: REGULATORY & COMPLIANCE NEWS Friction Factor -- market maker surveillance system tracking Level II market makers in all stocks to determine Price Friction and compliance with new "Fair Market Making Requirements".<br />
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RegSHO Naked Shorts -- tracks EVERY failure to deliver in all US stocks and tracks all Threshold Security Lists daily for which stocks have naked shorts that are not in compliance with Regulation SHO.<br />
<br />
INVESTMENTS & TRADING SqueezeTrigger -- 25 billion cell database tracks EVERY short sale (not just total short interest) in all US stocks and calculates volume weighted price that a short squeeze will begin in each stock.<br />
<br />
Earnings Edge -- predicts probability, price move and length of move before and after all US stock earnings reports.<br />
<br />
Seasonality -- predicts probability, price move and length of move based on exact time of year for all US stocks.<br />
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Group Trader -- tracks sector rotation and stock correlation to its sector and predicts future moves in ALL sectors and industry groups.<br />
<br />
Pattern Scan -- automates tracking of every technical pattern and predicts time and size of move in all stocks.<br />
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GATS (Global Automated Trading System) -- tracks all known trading strategies and qualifies and quantifies which are working best in real time.<br />
<br />
About SQUEEZETRIGGER.COM WWW.SQUEEZETRIGGER.COM is a service designed to help bonafide shareholders of publicly traded US companies fight short selling. SqueezeTrigger.com has built a proprietary database that uses Threshold list feeds and short sale time and sale data from NASDAQ, AMEX and NYSE to generate detailed and useful information to combat the short selling problem. For the first time, actual trade by trade data is available to the public that shows the attempted size, actual size, price and average value of short sales in stocks that have been shorted. This information is valuable in determining the precise point at which short sellers go out-of-the-money and start losing on their short trades.<br />
<br />
SQUEEZETRIGGER.COM has built a massive database that collects, analyzes and publishes a proprietary SqueezeTrigger for each stock that has been shorted. The SqueezeTrigger database of nearly 2.5 billion short sale transactions goes back to January 1, 2005 and calculates the exact price at which the Total Short Interest is short in each stock. This data was never before available prior to January 1, 2005 because the Self Regulatory Organizations (primary exchanges) guarded it aggressively. After the SEC passed Regulation SHO, exchanges were forced to allow data processors like SqueezeTrigger.com to access the data.<br />
<br />
The SqueezeTrigger database collects individual short trade data on over 7,000 NYSE, AMEX and NASDAQ stocks and general short trade data on nearly 8,000 OTCBB and PINKSHEET stocks. Each month the database grows by approximately 50,000,000 short sale transactions and provides investors with the knowledge necessary to time when to buy and sell stocks with outstanding short positions. By tracking the size and price of each montha'a"s short transactions, SQUEEZETRIGGER.COM provides institutions, traders, analysts, journalists and individual investors the exact price point where short sellers start losing money and a short squeeze can begin.<br />
<br />
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<br />
Foreign analysts now expect JSF prices to significantly exceed even the latest Pentagon estimate, putting government officials in fiscal and political jeopardy as they try to craft a rational purchase plan for the fifth-generation warplane.<br />
<br />
Adding new concern was congressional testimony by Lt. Gen. Mark Shackleford, military deputy to the assistant secretary of the Air Force for acquisitons, who says that ”we currently expect up to a two-year delay” in fielding the first operational unit, which shifts the date to 2018. The delay is being triggered by the most recent program restructuring.<br />
<br />
A new report by Canada’s Office of the Parliamentary Budget Officer estimates that total program costs for the country’s 65 aircraft will be U.S. $29 billion which means a total program (through-life) unit price tag of about $450 million per aircraft in Fiscal 2009 dollars.<br />
<br />
For Israel, a long, list of unique requirements from the Israeli air force (IAF) has almost disappeared for the first 19 JSFs. Options for installing Israeli weaponry produced a staggering price tag, while plans to fit the F-35 with Israeli electronic warfare systems were rejected for both technological and political reasons.<br />
<br />
Britain is concerned about the cost of F-35 upgrades because of problems during earlier collaborations with the U.S. In its Lockheed Martin C-130J program the U.K. was forced to closely integrate upgrade plans with the U.S., rather than allowing indigenous modifications at a lower price as it did in the earlier C-130K buy. British army officers told Aviation Week that the computerized air-drop system was flawed, making cargo recovery in Afghanistan more difficult and dangerous. With the F-35, the situation is expected to be even more extreme, says a British government official.<br />
<br />
Australia has also been the victim of U.S. miscalculations in an earlier cutting-edge project. Its Boeing/Northrop Grumman Wedgetail surveillance aircraft is more than four years behind schedule as Canberra considers the F-35. The airborne early warning and control aircraft’s software cost and schedule problems mirror those of the F-35.<br />
<br />
Canada’s report—“An Estimate of the Fiscal Impact of Canada’s Proposed Acquisition of the F-35 Lightning II Joint Strike Fighter”—came out March 10. The report predicts that average unit production cost for its F-35s will be $148 million with an additional $15 million for the engine, which brings the total to $163 million per aircraft. Cost estimates given to Congress last week say the fourth low-rate initial production batch, with engines, will cost $127 million per aircraft for the F-35A, $141 million for the F-35B and $158 million for the F-35C.<br />
<br />
Lockheed Martin is reviewing details of Canada’s F-35 cost estimates. Company officials contend their estimates are based on proprietary F-35 program data and predict that each Canadian aircraft will cost $70 to 75 million when deliveries begin in 2016.<br />
<br />
“It is not immediately obvious, given the available evidence, how the cost can be reduced to estimates predicted by Lockheed Martin over 10 years ago,” the Canadian report says. “Overall, F-35 development is now five years behind the schedule set at the outset of the program, and total [development] overruns are projected to exceed $21 billion, or 60% above the original goal.Unless there is compelling evidence to the contrary, it is difficult to see prices reducing to their original estimated level,” it concludes.<br />
<br />
“It’s hard to do those sorts of calculations with confidence, so there’s a degree of uncertainty—which I think the report notes appropriately,” says Andrew Davies, program director at the Australian Strategic Policy Institute and a member of the independent peer-review panel for the Canadian report. “But I think the estimates here are about as good as educated outsiders can get them using public source data.”<br />
<br />
The Canadian study also lists a number of additional opportunities for cost escalation that could inflate Ottawa’s F-35 bill. Research, development, test and evaluation costs grew 40% between 2001 and 2009 while production cost increased 54%. Elimination of the F-35B that could drive up unit cost for Canada due to a smaller total buy, as could reductions in sales to the U.S. and other militaries. The integration of nation-specific weapons not cleared by Lockheed Martin and the Defense Department may lead to additional costs for Canada. The unique cost of operating and supporting a fifth-generation strike fighter is still a significant, unknown quantity. Changed circumstances at the time of mid-life upgrades and overhauls would make F-35s more expensive and dependent on availability of Lockheed Martin’s workforce and facilities.<br />
<br />
Canada’s analysis goes on to contend that elimination of the alternative engine program would leave it with no competitive leverage to lower engine costs. Some U.S. lawmakers agree.<br />
<br />
“For those who might ask the question regarding F-35 program cost, at what point does this program become unaffordable, I would respond that if you believe our nation needs a fifth-generation stealth fighter, you have no choice,” says Rep. Roscoe Bartlett (R.-Md.), chairman of the House Armed Services subcommittee on tactial air and land forces. “Having no choice but to continue to pay for F-35 development and procurement cost increases is exactly why many of us do not believe it is wise to create the same monopoly situation [for the engine] by giving a decades-long, $110 billion, sole-source contract [to Pratt & Whitney].”<br />
<br />
Short-term savings from abandoning the F136 engine will total $2-3 billion, Bartlett contends, while the manufacturer, General Electric, says these will be $1 billion. But savings from re-competing engine buys over 40 years would save more, Bartlett says.<br />
<br />
U.S. analysts offer their own cautionary notes. “The program continues to lag [budget and schedule] predictions,” says Michael Sullivan, director of acquisition and sourcing for the U.S. Government Accountability Office. “It is not out of the woods yet.”<br />
<br />
Software is another area of imperfect cost estimates. The early software development packages are projected to be two years late for each block, the result of underestimating the time and resources required, and the need for new code continues to grow. As software is rebuilt and added, “costs have grown by 40 percent,” Sullivan says.<br />
<br />
Others point to earlier disappointments with buying into advanced U.S. technology. A senior Royal Australian Air Force officer with insight into the Boeing/Northrop Grumman Wedgetail aircraft, summed up the dilemma of foreign purchasers: “It’s great kit and just what we needed, but it would have been so helpful and caused us so much less pain [with the government] if we had been told up front how big that radar was going to be [3.5 tons], how long it actually was going to take [five years over schedule] and how much it was actually going to cost [more than $4 billion].”<br />
<br />
Israel’s defense establishment is divided on the question of whether to go ahead with procurement of F-35s, despite expected delays, or to postpone the program until costs and schedules are clear. Jerusalem is expected to be the first international customer for the F-35A with deliveries to begin in 2015. But recent discussions with the F-35 program and Lockheed Martin officials made it clear that there will be delays in delivery, with Israeli estimates varying from two months to two years.<br />
<br />
The IAF’s first squadron of F-35s will be almost identical to the international JSF, except for an indigenous C4I (command, control, computers, communications and intelligence) system. “The first aircraft will have the bare necessities required to go into combat,” a senior IAF official told Aviation Week. “We will gradually expand their capabilities.”<br />
<br />
This is a sharp turn from the IAF’s initial vision of an F-35I, equipped with Rafael’s Python 5 and Spice missiles. “When we received the first F-16Is, they were almost bare as well,” says the official. Those limitations have not cooled the IAF’s enthusiasm for the new aircraft. The deployment of Russian-made SA-17 (Grizzly) and SA-22 (Greyhound) short-range air defense missiles by Syria is considered a genuine challenge for the IAF.<br />
<br />
The cost to Israel will be $145 million each for 19 A-model aircraft. But there is talk of using near-term F-35 funding for other projects. “Despite the F-35’s advantages, it will not be the panacea for Israel’s problems and most of its tasks can be performed with similar effectiveness through existing planes with one upgrade or another,” claims a February report by the Institute for National Security Studies.<br />
<br />
However, the IAF traditionally has the upper hand over other services and with the current volatility in the Middle East it is expected to request an increase in the number of its fighting platforms. But other services, as well as the defense ministry of defense, are less eager, saying that delaying the payments for F-35s in a year or two could provide the missing funds for missile defense programs and the new armored fighting vehicle for the army.<br />
<br />
Lockheed Martin has warned that postponing the acquisition could result in greater delays and jeopardize a controversial offset package for Israeli industry. The defense ministry, Lockheed Martin and Israeli industries are denying news reports of a Lockheed Martin pledge for $4 billion in offsets, but Israeli and U.S. officials have confirmed the amount with Aviation Week.<br />
<br />
The Canadian JSF audit also drew Britain’s attention. U.K. officials say its cost assumptions seem credible. As with Canada, they note that it has been difficult to properly assess underlying program costs. JSF concerns come as the British government is trying to adopt more realistic budget planning, with Defense Secretary Liam Fox vowing that only fully funded programs will proceed.<br />
<br />
Looks like all these folks are "up a creek without a paddle".</span><br />
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<br />
As of Tuesday, March 22nd, the drilling of hole one had been completed. The crew will continue to work 10-hour shifts to finish the remaining two holes in a timely manner, with completion of the second hole expected within the next 7 days. (Detailed drilling progress notes are provided further below.)<br />
<br />
Members of the AmeriLithium management and advisory team that were on-site to oversee the start of the operation included Matthew Worrall, CEO; Robert Allender, VP of Exploration & Chief Geologist; and Robert Craig, P.E., Chief Mining Advisor.<br />
<br />
"So far, the drilling is providing physical confirmation of what the geophysical surveys from our previous phase of exploration predicted," said Matthew Worrall, AmeriLithium's CEO. "We've already encountered areas within hole one that look positive for brine, and we are looking forward to the successful completion of the next hole."<br />
<br />
The program's 3 initial holes will test areas of significant Lithium brine potential identified by the Company's exploration program (i.e., areas marked by gravity lows and low resistivity), followed by the remaining 5 holes depending on the initial drilling results.<br />
<br />
DETAILED DRILLING PROGRESS NOTES: TUESDAY, MARCH 22<br />
<br />
Robert Allender, VP of Exploration & Chief Geologist, provided the following update for the first hole, "Our first drill hole in Paymaster Canyon has been successfully completed. Casing and screen have been installed. The well is being conditioned today in anticipation of water sample collection this afternoon. The borehole penetrated the same stratigraphic sequence that is evident in wells drilled in Clayton Valley to the southwest and in Alkali Flats to the east of Paymaster Canyon. This stratigraphy includes carbonate rocks interbedded with volcanic ash-fall and ash-flow tuffs of the bimodal basalt-rhyolite assemblage that occupies this area of Nevada. These tuffs are the water-bearing units that contain lithium in Clayton Valley and from which Chemetall-Foote has been producing lithium for over 50 years. Perforated well screen was placed in two zones that exhibited lithologic and water quality characteristics consistent with Clayton Valley-type lithium-rich brines. Temperature and conductivity measurements were collected throughout both zones using field instruments. Water temperatures ranged from 33 to 34.3 degrees centigrade in the zone from a depth of between 325 feet and 390 feet. Water temperature ranged from 34.6 to 35 degrees centigrade in the zone from 490-580 feet. These temperature readings are indicative of Clayton Valley-type brines. Field-measured relative conductivities in these zones are also positive indicators of lithium-bearing brine.<br />
<br />
Water samples will be collected this afternoon and delivered to ALS Chemex for analysis. ALS will analyze each sample for 27 elements including lithium, potassium, sodium, calcium, and magnesium by the ICP-AES technique (inductively coupled plasma (ICP) - atomic emission spectrophotometric (AES). ALS Chemex will also analyze all samples for brine quality parameters including pH, conductivity, total dissolved solids, and total alkalinity."<br />
<br />
TEAM DISCUSSION OF THE AREA & ITS PLAYERS<br />
<br />
While on the field trip, the above mentioned management and advisory team members took advantage of the opportunity to research opportunities to expand AmeriLithium's North American properties and potential Lithium resources by visiting potential Lithium properties currently available for acquisition in the area, which is one of the most Lithium-rich regions in the USA. The Clayton Valley playa, in particular, is home to Lithium-rich brines and evaporates that have been accumulating for more than 30,000 years, resulting in the highest Lithium content found in any brines tested by the US Geological Survey (USGS) in southwestern US playas and basins.(1)<br />
<br />
The group also discussed recent Lithium discoveries of other local mining exploration companies. Included among these companies was Rodinia Lithium, which recently released updated potential Lithium reserves (averaging 285 mg/L Li over 146.3 meters) for their Clayton Valley properties, which are in close proximity to both AmeriLithium's Paymaster and Clayton Deep properties.(2)<br />
<br />
Also in close proximity is the only US-based Lithium producing plant, operated by Chemetall Foote Corporation, a subsidiary of Rockwood Holdings, Inc. The plant has been in production since 1967, producing an estimated 50 million kg (55,000+ tons) of Lithium to date from the region's rich brines.(3)<br />
<br />
The group also discussed American Lithium and its nearby Borate Hills Project, a large co-product Lithium and Boron deposit located only 20 miles north of the Chemetall plant. A 15 RC drill hole program on the project has identified significant intercepts of Lithium and Boron mineralization along a strike length of over 1.7 kilometers.(4)<br />
<br />
FOR MORE INFORMATION<br />
<br />
More information on the Paymaster Project drill program, and additional information regarding the Company, can be found at AmeriLithium's corporate website www.amerilithium.com along with the facility to sign up for regular news updates.<br />
<br />
ABOUT LITHIUM: Lithium is a lightweight metal used in a wide range of consumer products the world over: the medical industry uses Lithium as an anti-depressant; industrial uses include glass, ceramic and porcelain enamel manufacture; the aviation industry uses Lithium in alloys. Of particular interest is the use of Lithium for battery production, which has expanded significantly in recent years due to rechargeable Lithium batteries being used increasingly in electrical tools and in the rapidly expanding portable electronics market. Furthermore, the next generation of hybrid and electric vehicles are being designed to use high-capacity Lithium-ion batteries as environmentally-friendly fuel alternatives while the Obama administration has introduced $5 billion in funding and incentives for the development of a secure, domestic battery industry with special focus on Lithium-ion batteries.<br />
<br />
ABOUT AMERILITHIUM: AmeriLithium is a publicly traded (NASD OTC BB: AMEL), mining company committed to progressively developing into one of the leading American players in the global Lithium industry. The Company is headquartered in Henderson, NV. AmeriLithium has amassed a Lithium portfolio consisting of ~724,000 acres, including three Nevada-based projects nearby the only Lithium producing plant in the US, a large project in Alberta, Canada, and a project in Western Australia.</span><br />
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The granting of a temporary freeze in Air Passenger Duty (APD) in the Budget this week may look good on paper. Following successive Labour Chancellors who have viewed British holidaymakers as something of a cash cow, George Osborne deserves credit, at least, for recognising the excessive burden they now face. "With the cost pressures on families, we think it would be fair to delay this April's Air Passenger Duty rise to next year," he said. But a temporary reprieve does not go nearly far enough.<br />
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Over the past six years this punitive tax has soared by 325 per cent on long-haul flights. For a family of four, duty has risen from £20 to £48 on a flight to France and from £80 to £340 on a flight to Australia.<br />
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Last year, Antonio Tajani, the European Union commissioner for enterprise and industry, said that taking a holiday was "a human right". If it is a right we are to exercise, the price must be affordable. No other country in Europe taxes people so much for the privilege of flying as Britain does. On average, Britons pay nearly nine times more than citizens in the rest of Europe. For example, a family of four living in Ireland or France pay just £10 and £15 respectively in their equivalent of APD, however far they fly.<br />
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Julie Southern, chief commercial officer for Virgin Atlantic, said after this week's Budget: "Although this move by the Chancellor is a welcome first step, Britain still has the highest air taxation of all European and G20 countries, and annual APD receipts are forecast to increase by over £1 billion in the next four years."<br />
In order to meet the Treasury's target of £3.8 billion in APD receipts by 2015, up from £2.3 billion last year, future increases in APD are likely to be severe. British air passenger numbers are dwindling – down from 81 million in 2007 to 63 million in 2010. Our travelling horizons have also narrowed: Heathrow, our flagship airport, has fallen from first to fifth place in Europe in terms of the number of destinations served.<br />
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Britons are also reducing the length of their holidays to ensure that they can still afford their annual break. An analysis of more than three million holidays published this week by Co-operative Travel found that the percentage of four-night breaks has grown by 50 per cent and of 10-night breaks by 162 per cent since 2005.<br />
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British travellers are already having to tighten their belts. Leading tour operators have joined airlines in adding surcharges to flights in response to rising fuel prices, while low-cost airlines continue to add punitive fees for checking in luggage and paying by card. On Ryanair, for example, if each member of a family of four checks in one bag (20kg), they will be charged a total of £280 return during peak periods. On the same airline fees for paying by card ("administrative fees") have risen from £20 to £48 return for a family of four.<br />
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There is also the small matter of Britain's joining the European Union Emissions Trading Scheme (ETS) next year, as a result of which airlines face the prospect of paying twice for their carbon footprint – costs that will inevitably be added to fares.<br />
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"The Chancellor now needs to set out the Government's approach on reducing taxes on flying when the ETS comes in," said Simon Buck, chief executive of the British Air Transport Association. "There should be no double taxation of British aviation."<br />
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It was good to hear in the Budget that the worst inequities of Air Passenger Duty may be addressed, but frustrating that the commitment was not firmer – "may" remains the operative word. In their manifestos both the Conservatives and Liberal Democrats had promised to move to a system of taxing per plane rather than per passenger, but this week such a switch was all but ruled out by George Osborne, who said it would contravene international law.<br />
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At present, APD does not apply to private jets or their passengers. There was a commitment to "consultations" over that omission, but no detail on how, when and how much the owners of this most environmentally irresponsible form of transport will pay.<br />
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Mr Osborne promised to look at the farcical banding system of APD, under which passengers flying to the Caribbean pay more than those flying to Hawaii (some Caribbean islands last year experienced a drop in visitor numbers from Britain of as much as 25 per cent) – but he didn't say when.<br />
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Finally, the Chancellor said he would look at the disproportionate level of duty paid by passengers travelling in premium-economy class, but he gave no guarantee that those who like a little more legroom will fare any better than those who lie flat in first class.<br />
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APD causes difficulties not just for British travellers. Visitors to Britain are liable to pay the duty when they fly home, a fact that could prompt some holidaymakers and business travellers to bypass Britain altogether. That is an issue of real concern in the run-up to the 2012 Olympics.<br />
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A recent survey by the European Tour Operators' Association found that more than two thirds of inbound operators expect a 30 per cent drop in visitors to London in 2012 compared with 2011, while outbound operators anticipate an increase in visitors to Paris, Brussels and Amsterdam.<br />
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Earlier this month, John Penrose, the Government's new tourism minster, said that he hopes to see more Britons taking holidays at home. If APD goes up again next year, that might be our only option. </span><br />
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ULTIMATE SOFTWARE GROUP INC (NASDAQ:ULTI) - The Ultimate Software Group, Inc. designs, markets, implements, and supports unified human capital management (HCM) software-as-service (SaaS) solutions to businesses, providing a single source for comprehensive human resources, payroll, and talent management technology. It offers UltiPro, a HCM solution that is delivered through cloud-based SaaS with the functionality businesses need to manage the employment life cycle from recruitment to retirement. The companys solution includes feature sets for talent acquisition and onboarding; HR management and compliance; benefits management and online enrollment; payroll; performance management; learning management; salary planning and budgeting for compensation management; reporting and business intelligence; time and attendance; and role-based Web access for executives, managers, administrators, and employees. It provides UltiPro as solution suites, including UltiPro Enterprise for large companies and UltiPro Workplace for companies in the mid-market. The Ultimate Software Group, Inc. offers its products and services for various industries, including manufacturing, food services, sports, technology, finance, insurance, retail, real estate, transportation, communications, healthcare, and other services. The company was founded in 1990 and is headquartered in Weston, Florida.<br />
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BE AEROSPACE INC (NASDAQ:BEAV) - BE Aerospace, Inc. engages in the design, manufacture, sale, and service of commercial aircraft and business jet cabin interior products worldwide. The company operates in three segments: Consumables Management, Commercial Aircraft, and Business Jet. The Consumables Management segment provides inventory management and replenishment, electronic data interchange, special packaging and bar-coding, parts kitting, quality assurance testing, and purchasing assistance services. This segment also distributes aerospace fasteners and consumables. The Commercial Aircraft segment manufactures seat frames, cushions, armrests, and tray table, as well as various optional features, such as adjustable lumbar supports, footrests, reading lights, head/neck supports, and other comfort amenities; oxygen storage and delivery systems for commercial and business jet aircraft; aircraft coffee and beverage makers, and coffee warmers and water boilers; a line of ovens, including convection ovens, steam ovens, and warming ovens; commercial aircraft refrigeration equipment; crew rest compartments; and vacuum waste water systems. This segment also offers engineering, design, integration, installation, and certification services for commercial aircraft passenger cabin interiors; and in-house capabilities to design, manage, integrate, test, and certify reconfigurations and modifications for commercial aircraft and to manufacture related products, including engineering kits and interface components. The Business Jet segment manufactures a line of furnishings for business jets, including seating and sofa products comprising electric fully berthing lie flat seats, direct and indirect lighting, air valves, and oxygen delivery systems, as well as sidewalls, bulkheads, credenzas, closets, galley structures, lavatories, and tables; and super first class cabin interior products for commercial wide-body aircraft. The company was founded in 1987 and is headquartered in Wellington, Florida.<br />
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Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
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Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
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Find Solutions for Enterprises, SMBs & Service Providers at the ITEXPO East, February 2-4, 2011 Miami Beach Convention Center, FL.<br />
<br />
WR BERKLEY CORP (NYSE:WRB) - W.R. Berkley Corporation, through its subsidiaries, operates in the property casualty insurance business in the United States and internationally. The company operates in five segments: Specialty, Regional, Alternative Markets, Reinsurance, and International. The Specialty segment underwrites third-party liability risks, primarily excess and surplus lines, including premises operations, professional liability, commercial automobile, products liability, and property lines. The Regional segment provides commercial insurance products to small-to-mid-sized businesses, and state and local governmental entities in the United States. It sells its products through a network of non-exclusive independent agents. The Alternative Markets segment engages in developing, insuring, reinsuring, and administering self-insurance programs and other alternative risk transfer mechanisms to employers, employer groups, insurers, and other groups or entities seeking alternative ways to manage their exposure to risks. This segment also provides administrative and consulting services. The Reinsurance segment underwrites property casualty reinsurance on a treaty and facultative basis. It underwrites specialty lines of business, including professional liability, umbrella, workers compensation, commercial automobile, and trucking. The International segment offers personal and commercial property casualty insurance in South America; commercial insurance in the United Kingdom, Continental Europe, and Canada; and reinsurance in Australia and the Southeast Asia. The company was founded in 1967 and is based in Greenwich, Connecticut.<br />
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DOVER CORP (NYSE:DOV) - Dover Corporation and its subsidiaries manufacture industrial products and components, as well as provide related services and consumables in the United States and internationally. The company operates through four segments: Industrial Products, Engineered Systems, Fluid Management, and Electronic Technologies. The Industrial Products segment develops and manufactures material handling equipment, such as industrial and recreational winches; utility, construction, and demolition machinery attachments; hydraulic parts; industrial automation tools; four-wheel-drive and all-wheel drive powertrain systems; and other accessories for off-road vehicles. It also offers mobile equipment related products, including refuse truck bodies, tank trailers, compactors, balers, vehicle service lifts, car wash systems, internal engine components, fluid control assemblies, and various aerospace components. The Engineered Systems segment provides products and services for the refrigeration, storage, packaging, and preparation of food products, as well as industrial marking and coding systems for various markets. The Fluid Management segment manufactures polycrystalline diamond cutters used in drill bits for oil and gas wells; steel sucker rods, plunger lifts, and accessories used in artificial lift applications in oil and gas production; pressure, temperature, and flow monitoring equipment used in oil and gas exploration and production applications; and control valves and instrumentation for oil and gas production. This segment also manufactures pumps, compressors, and vehicle fuel dispensing products; and products for the transfer, monitoring, measuring, and protection of hazardous, liquid, and dry bulk commodities. The Electronic Technologies segment designs and manufactures electronic test, material deposition and manual soldering equipment, micro-acoustic components, and specialty electronic components. The company was founded in 1947 and is headquartered in Downers Grove, Illinois.<br />
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L-3 COMMUNICATIONS HOLDINGS (NYSE:LLL) - L-3 Communications Holdings, Inc. provides command, control, communications, intelligence, surveillance, and reconnaissance (C3ISR) systems; aircraft modernization and maintenance; and government services in the United States and internationally. Its C3ISR segment offers fleet management sustainment and support, such as procurement, systems integration, sensor development, modifications, and periodic depot maintenance for signals intelligence and ISR special mission aircraft, and airborne surveillance systems; strategic and tactical signals intelligence systems; secure data links; secure terminal and communication network equipment and encryption management; and communication systems. The companys Government Services segment provides communication software support, information technology services, and various engineering development services and integration support; engineering and information systems support services; teaching and training; human intelligence support services; aviation and maritime services; and technical and management services. L-3 Communications Aircraft Modernization and Maintenance segment offers modernization, upgrades and sustainment, maintenance, and logistics support services for military and various government aircraft and other platforms. Its Electronic Systems segment provides power and control systems, electro-optic/infrared products, microwave components, avionics and displays, simulation and training, precision engagement, security and detection, propulsion systems, telemetry and advanced technology, undersea warfare, and marine services. The company serves the U.S. Department of Defense and its prime contractors, the U.S. Government intelligence agencies, the U.S. Department of Homeland Security, the U.S. Department of State, the U.S. Department of Justice, allied foreign governments, and other U.S. federal, state, and local government agencies. L-3 Communications was founded in 1997 and is based in New York, New York.<br />
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MKS INSTRUMENTS INC (NASDAQ:MKSI) - MKS Instruments, Inc., together with its subsidiaries, provides instruments, subsystems, and process control solutions that measure, control, power, monitor, and analyze parameters of manufacturing processes worldwide. It offers various instruments and control systems, including pressure measurement and control, materials delivery, gas composition analysis, electrostatic charge management, and control and information technology products. The company also provides power and reactive gas products, such as power delivery, reactive gas generation, processing thin films, and equipment cleaning products. In addition, it offers vacuum technology products comprising vacuum containment components, vacuum gauges, vacuum valves, effluent management subsystems and custom stainless steel chambers, vessels, and biopharmaceutical process equipment hardware and housings. Further, MKS Instruments provide maintenance and repair services, software maintenance, and installation services and training. The companys products are used in semiconductor processing steps, such as depositing thin films of material onto silicon wafer substrates, and etching and cleaning circuit patterns; manufacture of flat panel displays, data storage media, solar cells, and other coatings, including architectural glass; energy generation and environmental monitoring processes, such as nuclear fuel processing, fuel cell research, greenhouse gas monitoring, and chemical agent detection; medical instrument sterilization; consumable medical supply manufacturing; and biopharm applications. It serves semiconductor capital equipment and semiconductor devices, thin film capital equipment, industrial, medical, energy generation, environmental monitoring, and manufacturing companies, as well as university, government, and industrial research laboratories. The company was founded in 1961 and is headquartered in Andover, Massachusetts.<br />
<br />
SqueezeTrigger.com has built a massive database that collects, analyzes and publishes multiple proprietary trading strategies that predict price moves in stocks, commodities and currencies. The data has then been integrated into an automated trading platform which can be used to connect to a live online broker and automate your trading of each of the strategies highlighted. It is extremely powerful with lightening fast execution at a very low price. Both the trading software and SqueezeTrigger data feed are available at http://www.squeezetrigger.com www.squeezetrigger.com monitors trading in all US stocks in real time and maintains massive databases of short sale and naked short sale time and sales data, short squeeze SqueezeTrigger prices, market maker price movements, shareholder data, statistical data on earnings, sector correlation, seasonality, hedge fund trading strategies, comparable valuations. Reports include: REGULATORY & COMPLIANCE NEWS Friction Factor -- market maker surveillance system tracking Level II market makers in all stocks to determine Price Friction and compliance with new "Fair Market Making Requirements".<br />
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Seasonality -- predicts probability, price move and length of move based on exact time of year for all US stocks.<br />
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About SQUEEZETRIGGER.COM WWW.SQUEEZETRIGGER.COM is a service designed to help bonafide shareholders of publicly traded US companies fight short selling. SqueezeTrigger.com has built a proprietary database that uses Threshold list feeds and short sale time and sale data from NASDAQ, AMEX and NYSE to generate detailed and useful information to combat the short selling problem. For the first time, actual trade by trade data is available to the public that shows the attempted size, actual size, price and average value of short sales in stocks that have been shorted. This information is valuable in determining the precise point at which short sellers go out-of-the-money and start losing on their short trades.<br />
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SQUEEZETRIGGER.COM has built a massive database that collects, analyzes and publishes a proprietary SqueezeTrigger for each stock that has been shorted. The SqueezeTrigger database of nearly 2.5 billion short sale transactions goes back to January 1, 2005 and calculates the exact price at which the Total Short Interest is short in each stock. This data was never before available prior to January 1, 2005 because the Self Regulatory Organizations (primary exchanges) guarded it aggressively. After the SEC passed Regulation SHO, exchanges were forced to allow data processors like SqueezeTrigger.com to access the data.<br />
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The SqueezeTrigger database collects individual short trade data on over 7,000 NYSE, AMEX and NASDAQ stocks and general short trade data on nearly 8,000 OTCBB and PINKSHEET stocks. Each month the database grows by approximately 50,000,000 short sale transactions and provides investors with the knowledge necessary to time when to buy and sell stocks with outstanding short positions. By tracking the size and price of each montha'a"s short transactions, SQUEEZETRIGGER.COM provides institutions, traders, analysts, journalists and individual investors the exact price point where short sellers start losing money and a short squeeze can begin.<br />
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"The personnel from ADAMTS who attended the course now have a full appreciation of the requirements and definitions within ISO 9001:2008 and will be able to fully assist the implementation and accreditation of ISO 9001," said Mr. Paul Darvill, during his short address to delegates, emphasized on the importance of having world-class Quality Management Systems integrated in our service delivery processes as per ISO 9001.<br />
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Mr. Darvill Said, "ADAMTS envisions itself to lead the Middle East market for diving and marine operations and wishes to set a benchmark as a leading organization and operating as per International Management Systems standards for ISO 9001," he reiterated, "It would serve to add value to our services and enhance client confidence that ADAMTS has well trained professional resources and world-class management systems viz. ISO 9001; and are geared to support any challenges in the Middle East. Infovision Consultants W.L.L has been instrumental in revolutionizing our approach to Quality Management Systems."<br />
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The training program was conducted by Infovision Consultants W. L. L. with Principal Consultant, Mr. Mobin Sheikh. "An ISO 9001 certified organization has a viable advantage over competitors. Certification to internationally accepted criteria provides complete confidence in the quality of products and services provided by ADAMTS and carries global acceptance", said Mr. Mobin during his short address.<br />
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Mr. Sheikh said at the training, "Our aim is to support Khalifa A. Algosaibi Diving and Marine Technical Services in creating a sustainable and prosperous company by providing all the domain knowledge and expertise to ADAMTS needed to effectively manage and improve ADAMTS quality management system. So, by the time Infovision concludes this project ADAMTS will start its operations in the right direction from the beginning itself."<br />
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Khalifa A. Algosaibi Diving and Marine Technical Services has signed a contract with Infovision Consultants W. L. L. for supporting for ISO 9001. Under the agreement, Infovision is providing professional advice and facilitation for documentation, implementation and support for getting certified for ISO 9001.</span><br />
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