Communications over the world wide doesnt depend on sytax or eloquence or rethoric or articulation but on the emotional context in which the message is being heard.
People can only hear you when they are moving toward you and they are not likely to when your wordss are pursuing them
Even the choices words lose their powe when they are used to overpower.
Attitudes are the real figures of speech '-Friedman

Wednesday, November 28, 2012

Intel Cloud Vision 2015

Cloud Computing Technology

Intel launched the Cloud 2015 Vision to help businesses implement cloud computing solutions that are federated, automated, and client-aware. This vision offers the promise of swiftly responding to the demands of users. With federated clouds, IT can rapidly scale computing resources, while client-aware clouds enable the delivery of optimized applications to end-user devices.

Thursday, November 15, 2012

Viral Management: One Of The Great Future Management Trends

Blue blocks spelling time management on a white background, time management Stock Photo - 8540803

How To Predict Future Management Trends

If you look at how political and business management trends have evolved over the past few thousand years, you can get a sense of where they will end up in the future. Notice how they have moved from a one-person (typically male) "dictatorship" a few thousand years ago to today's form of team collaboration headed by a leader.
Today's management styles are a mixture of past and present. As an example, there is the Donald Trump method of management with roots in the "my way or the highway" past- a single leader dictates the course to follow.
Then there's the Richard Branson method of management where the leader asks openly for creative ideas from all the team members or employees, because it is generally agreed that "two heads are better than one". The system is open, each member has their role, and it is managed closely by a leader.
And then there's today's form of open collaboration that is close to the future management trend wherein each member has a unique talent, and after some deliberation on an issue that's guided by a leader, a team consensus is made as to the course of action, and a leader helps to guide the solution.
So slowly we can see how we are integrating more ideas and suggestions into the decision-making and management process. Management itself is beginning to open up.
So what is the next step for future management trends? What is the future of management?

Viral Management is Next for our Future Management Trends

Like a weed, the answers will come naturally and quickly, and they will hit everyone around the same time. It will be like a virus infecting the team. So each person will have natural buy-in without needing to twist any arms. It's called… Viral Management.
What we're beginning to see in some businesses that will become the norm in the future is that you'll have a management team, and each team or group member will have their own role. So they'll each have a different role on the team, but you won't have so much a leader - a person who's leading everybody else.
Management teams in the future management trends will have a very strong goal among them; they'll know each other extremely well, and they'll have a deep understanding about energy.
And what you'll find will happen- and I'm sure that many management teams find it happening to some extend already- is that they will all get the same idea, the same message, at the same time. So nobody in the team will have to say, "This is what we're going to do."
They will simply come to the same natural conclusion at around the same time. This will be common in management in the future, because we are beginning to see it now on a small scale. It won't happen like with consensus, where everybody agrees verbally what is going to be done.
So it's like they're just all connecting to the same message because they have a shared goal, which is in fact the goal of the company.
When you have a very cohesive group with very strong energy between the people and one very clear shared goal, this is the kind of thing that can happen.
I can see books being written about the hottest of the future management trends, Viral Management. Because it is a much more powerful and positive model of management than anything that we have at the moment. It naturally creates a win-win for each team member as well as for the project's goal.
But can this be taught to a person? Can a team learn how to better connect to the message that will bring cohesion, inspiration, and action?
Now let's take this a step further. Each team member gets ideas. Everyone gets ideas. But where do ideas come from and how will they be treated in the future?

Intel’s New Communication Platform Boosts Content Processing Capacity Up to 100 Gbps !INTEL ´S NEWS communication-platform-boosts-content-processing-capacity-up-to-100-gbps

Intel makes a full range of processors for mobile computing, desktop computer and server applications. Most of the processors have different capabilities. These differences come in the number of processing cores they have, the features that they have enabled, and the speeds at which they run. The system bus frequency is the speed at which the processor chip communicates with the rest of the computer.

System Buses

  • A computer contains many built-in components. These components have to communicate with each other to function properly. Any delay in this communication slows down a computer. Some of the components of a computer are the processor, memory, cache and storage. A bus is a channel that exchanges information among multiple components and devices. Computer components use access points on the bus to become part of the bus system. This allows these components to send and receive information from other devices. A computer uses different types of buses, including the peripheral controller interface, accelerated graphics port and backside bus.

Bus Speed

  • Speed is a critical component of all computer processors. A slow computer can decrease your productivity by making your work less efficient. The speed of the bus determines the number of bits of information that your computer’s processor can send. The width of the bus directly affects the speed of a computer, and the wider the bus the more information a computer can process in a given time. A bus is, therefore, similar to a highway with multiple lanes. The more lanes the highway has, the less congestion you will typically experience.

In an era when dependency over ‘mobile objects’ is at peak, the challenges of faster data processing and robust network infrastructure is one of the biggest challenges for the industry. And, Chip maker Intel has decided to hold the bull by the horns by not only addressing the complex data-processing more effectively but also trying to satisfying the need of cloud computing environment which will be inevitable in next few years. Intel has introduced the new communication platform - code-named “Crystal Forest” – that empowers the systems, which are under tremendous pressure to address & serve to heavy data-transmission demand, sitting largely in Telecom and Data Center Infra.
With absolute no security concerns, Crystal Forest justifies itself as one of the bests communication platform for faster content processing, responsive cloud computing environment with the transaction speed of up to 100 Gbps. Intel has tried to achieve the benchmark by reducing software dependencies and consolidating packets, application and control processing in Crystal Forest that results in faster and responsive data handling mechanism.
As the internet traffic is spiking up with each passing day, the biggest challenge for service and infrastructure providers is to match the demand without compromising the security and performance. However, they don’t have any cushion to demand more from customers due to immensely growing competition, said R.K. Hiremane – Regional Director, Data Center and Connected Systems Product Marketing, Intel (Asia-Pacific).
The demand of data is bound to grow due to explosive growth in mobile industry. There are 7 Billion connected devices available in 2012 and the number is expected to reach by 15 Billion by 2015. And, with the sizable penetration of 4G LTE, it’s clear that industry needs an effective and highly responsive system in place immediately, he added.

Monday, November 5, 2012

The bioethanol global marketAn Opportunity for Europe?

Ethanol : Ethanol, pure concentrated ethyl alcohol in bottleEthanol : Abstract word cloud for Food energy with related tags and terms Stock PhotoEthanol : New Ethanol Distilation Plant Under Construction
The bioethanol global market crisis will create a strong price increase of the product for the next year and maybe more. This is due to a number of factors affecting the two main world producers: Brazil and the United States. This situation, however, offers a number of opportunities for ethanol projects in Europe, as we’ll show below.
In Brazil, the last three sugarcane crops were close to catastrophic. This year for example, excessive rains in April generated a one-month delay in the start of the harvest period, as the crop cannot be harvested on wet ground since the harvesting machines tend to root it out. That meant a 41% decrease in the amount of cane harvested, the end result being more than fourteen ethanol plants shutting down and several foreign companies selling their facilities. Among these we find the Spanish Abengoa and French Total: the first sold two of its three ethanol plants and the second is selling 53% of its shares of another located in the state of Minas Gerais.
The problem is worsened by the strong international capital inflow in Brazil which allowed a large number of people to finally purchase a car. This led to a considerable increase in fuel use which could not be matched by the local ethanol production (in Brazil almost all cars are flex: this mean they operate with ethanol and gasoline) due to the aforementioned production problems. This created a rather odd situation where Brazil was being forced to import ethanol from the US to cover for its short term needs, but even that did not solve the problem.
This meant that the Brazilian oil company Petrobras was forced to import gasoline again, something I had stopped doing back in 2010 when ethanol use in Brazil actually became larger than gasoline. To make things worse, Dilma Rousseff’s government demanded that gasoline to be sold at subsidized prices in order to prevent inflation. The end effect was that the oil company showed the world's second worst result for the second quarter of 2012 and that the local ethanol market sank even further due to the public's preference for ethanol compared to gasoline due to the latter offering higher mileage (ethanol has 76% of the power of gasoline) and the fact Brazil does not allow diesel cars.
In America, the problem is a little different. The country is facing a disastrous corn harvest due to the worst drought since 1956, and its production is expected to fall by over 15%: the worst for the last seventeen years. To make matters worse, corn is edible and thus suffers from a strong “food x fuel” agenda. And never mind that the varieties used for fuel are not really edible: all of its opponents claim that using corn as fuel will create world famine. Moreover, if we consider that 4 in 10 bushels of corn produced in the US end up as ethanol and that the Renewable Fuels Standard requires 13.2 billion gallons of ethanol to be added to gasoline this year, we will see that, unless the country starts to imports it, it simply won’t have it.
Europe has a unique opportunity to produce ethanol for these two markets, which are the largest consumers in the world. In the specific case of Brazil, the import rate of 20% for ethanol ceased to exist a few years ago, and in the case of the US, the so called VEETC (Volumetric Ethanol Excise Tax Credit) which created a import tariff of 54 cents per gallon also was cancelled last year.  This means that there is a market basically free of import taxes of a product which is unable to obtain internally at the required amounts.
So, if there is a right moment to pull from that drawer that old ethanol project, this is it, as both the US and Brazil are unable to generate enough feedstock for their ethanol needs due to environmental reasons in the US and underproduction in Brazil. Many times we heard that the biofuel market in Europe is very limited due to several unsuccessful attempts to implement it (like Germany with the E10), and therefore we have seen little investor interest for cellulosic ethanol or first generation ethanol projects. Well, that problem is partially solved: the U.S. government acknowledges that it will take around five years for its corn production to return to normal, and at least until the Olympics you can be certain Brazilians will continue to purchase cars at abnormal high levels, thus keeping the pressure on its already battered ethanol production.
Both Brazil and the US are countries in which ethanol is already a reality and therefore can hardly live without it, especially in the case of Brazil, where all the pumps carry E100 and everyone mixes it regularly with gasoline. So, regardless on the size of the ethanol market in Europe, those 2 ethanol superpowers markets are there for the taking, so if Europe does not take the lead, others such as India, Australia, etc will. Now is the time.
By. Al Costa

Thursday, October 4, 2012

Presidential debate October 3rd Obama and Romney

NBCNews   First presidential debate,

The three most important issues I expect to come up during this debate are jobs, taxes, and the deficit. Here's a quick cheat sheet on each:
Stephanie Cutter

If I were a betting woman, I could wager you $10,000 that Romney will claim that he has a plan to create 12 million jobs over the next four years. If he does, it might sound like a bold promise, but it isn't -- independent economists project that we're going to create that many jobs anyway on the path that we're on. Those same economists have also studied Romney's proposed policies, and they agree that those policies would actually slow our recovery, and cost more than a million American jobs.

Romney has a $5 trillion tax plan that would give millionaires and billionaires huge tax cuts. But independent experts say the only way to pay for that sort of plan is to raise taxes on the middle class, increasing taxes for families with children by an average of $2,000. Mitt Romney and Paul Ryan deny this, but when Ryan was asked this weekend to explain how it would work, he said he didn't have time to explain the math. We'll see if Mitt Romney finds some time in tonight's 90-minute debate to tell us specifically how he can avoid raising taxes on middle-class families and still pay for another $250,000 tax cut for multimillionaires.

The deficit
Tonight, Mitt Romney will tell you that he's going to cut the deficit. But he won't tell you how he'll manage to do that while keeping his promises not to raise a penny in new revenue. Without raising revenue, Romney wants to pass a $5 trillion tax cut favoring millionaires and billionaires and add $2 trillion in new defense spending that military leaders didn't ask for. How does all that add up to cutting the deficit? It doesn't -- like President Clinton said, it's just simple arithmetic.

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Wednesday, August 29, 2012

Apple vs Samsung it is not over.

Apple vs Samsung lawsuit 

A picture from Apple's lawsuit against Samsung, showing alleged similarities between two models

Here are the statements from both companies.
We are grateful to the jury for their service and for investing the time to listen to our story and we were thrilled to be able to finally tell it. The mountain of evidence presented during the trail showed that Samsung’s copying went far deeper than even we knew. The lawsuits between Apple and Samsung were about much more than patents or money. They were about values. At Apple, we value originality and innovation and pour our lives into making the best products on earth. We make these products to delight our customers, not for our competitors to flagrantly copy. We applaud the court for finding Samsung’s behavior willful and for sending a loud and clear message that stealing isn’t right.
“Today’s verdict should not be viewed as a win for Apple, but as a loss for the American consumer. It will lead to fewer choices, less innovation, and potentially higher prices. It is unfortunate that patent law can be manipulated to give one company a monopoly over rectangles with rounded corners, or technology that is being improved every day by Samsung and other companies. Consumers have the right to choices, and they know what they are buying when they purchase Samsung products. This is not the final word in this case or in battles being waged in courts and tribunals around the world, some of which have already rejected many of Apple’s claims. Samsung will continue to innovate and offer choices for the consumer.”

The dense trial involved more than a dozen different patents, over 30 allegedly infringing devices and wide-ranging claims on design ownership; both sides argued their cases and defended themselves concurrently, all while enraging federal judge Lucy Koh.
Apple began with a full-fledged assault, hurling numerous trademark claims, design and technical patent claims and more; after judge Koh ordered Apple to pare it down, the company has focused ona few key patents, the simplicity of its design and working to prove a pattern of copying by Samsung. Apple’s total monetary demand was $2.525 billion.
Meanwhile, Samsung claimed that Apple’s iPhone and iPad were infringement and demanded $14.40 per device sold.
The decision comes with large-ranging implications, as it sets precedent for future patent law cases and will inevitably bring more lawsuits. Apple is already locked in a legal battle with HTC and could go after others.
The mobile industry is moving fast and all players — including newcomers — are building upon ideas that have been around for decades. We work with our partners to give consumers innovative and affordable products, and we don't want anything to limit that.

Why The Apple vs Samsung Verdict Is A Big Mistake

Haydn Shaughnessy, Contributor
Documenting the emerging economy

When I first bought an iPhone I thought: How beautiful and sleek – in fact the phone was so sleek it kept sliding out of my hand. Like most people who do not carry a handbag, I had to buy an ugly, black, plastic cover to stop me dropping it. My iPhone resided inside that case where nobody could see its sleek, rounded edges. To my surprise those edges made up part of the recent Apple vs Samsung infringement action. I say surprised but I mean astonished – how can anybody win a billion bucks for a design error?  Or for that matter for being a trend setter?
But dare I say it – I rarely see an iPhone that is not encased.  I rarely see one that is not hidden from view because of its impractical form (and wasn’t Steve Jobs promising free covers to help overcome a mic (sorry antenna)-design defect two years ago?)  Still, it is a design icon and there is a cost of iconic status. People copy you, defects and all. Apple’s inability to deal with that should get us asking questions about its liberal arts credentials.
If Apple had really been in the design business then they’d have seen Samsung’s copy as sheer flattery (at least at the trade dress level) and moved on to the next iteration. Design is fashion, a peculiar form of intellectual property that wavers and transforms by the season.
Design is not invention. It arises from a common pool of creativity. I happen to think Apple’s icon designs are superlative but no more so than Chris Bangle’s designs for BMW – now take a close look at Opel, which are as similar to BMW as Audi are to Mercedes and not just because Opel designers finally know how to do curves – more importantly they have the technology to bend the metal like BMW does.
Apple deserves no kudos for taking the trade dress fight to the courts. Maybe if they were a bunch of losers whose design advantage had been unfairly appropriated and now they had no cash for the kids’ school fees, then there would be a cause for sympathy. But this is is the most valuable company in history. Mr Cook. Move on. Create.
Sideffects :

 In the aftermath of the jury’s verdict in favor of Apple on almost all counts in the epic trial over intellectual property, analysts and journalists have been quick to ferret out the possible implications of the decision to the likely consequences for the market. One of them is that Apple could rapidly turn into a monopoly.
Most watchers have assessed correctly that it’s really Google in Apple’s crosshairs rather than Samsung.  Apple’s vehemence in this case, its unwillingness to license its intellectual property to Samsung on reasonable terms, is really aimed at Google.  Apple’s crucifixion of Samsung is just a head piked on a stake at the edge of Google’s territory.
Google has been the most extraordinarily silent partner, the most absent un-indicted co-conspirator ever not to be in a trial. Its cryptic statement on Monday did little to change that status. As Microsoft has pointed out time and again, Google has failed to indemnify its customers and properly license intellectual property it uses in its software, which it gives away to its customers and on which it collects no royalties.
Rather, Google has perfected a business model in which it gives away things of value in return for eyeballs on the back end.  Money enters Google’s system via advertisers. Hard for any rival — or any public authority, for that matter — to connect the software Google makes and gives away with how it makes money. It’s a model  Google has used to threaten the more traditional business models of companies like Microsoft, which sells software, and Apple, which sells hardware.
In this matter, Microsoft and Apple are allies, more alike than either is similar to Google.
In all of history, there has probably never been a situation in which one company (Microsoft) collects nearly half a billion dollars in annual royalties from another company’s (Google’s) customers. Microsoft collects Android license fees from Samsung based on holdings in its own mobile patent portfolio.
But Apple doesn’t want money from Samsung. Of course Apple is happy to add the jury-verdict winnings (to be appealed) to its already staggering hoard, but this matter is not primarily about money.  It’s about wanting Google dead, at least in the high-mobility-platform business, and, really, entirely, just for being cheeky.
So, now Google stands facing the cobra of Apple’s wrath with only the shred of Motorola’s patent portfolio to shield it.
Unfortunately for Google, its Motorola purchase has not been enough to gain it a seat at the main table with Apple, Microsoft, and a handful of others with big portfolios of intellectual property.  This group horse-trades among its members. Whatever disputes they have in other areas, Apple and Microsoft have a gentleman’s agreement not to sue each other. All quiet on the Apple-Microsoft front.
When the Nortel patents came up for sale, a group that included Apple and Microsoft made sure Google didn’t get them.  They were keystone patents that could have blocked others in mobile communications, enabling Google to get in on the horse trading.  And Moto’s patents?  Not so potent.
So, one message here goes out to the absent, silent, non-indemnifying Google:  You need to grow up and become a real business.
Just because you make some software and give it away doesn’t mean you don’t have to clear the intellectual property rights. Microsoft has chosen to play a license-fee game, but Apple wants only blood.
Steve Jobs harbored a well-known vendetta against Google based on his belief that Eric Schmidt, while sitting on Apple’s board, had leaked theiPhone’s critical characteristics to his own design teams, who then copied it.  Jobs swore he would spend as much of Apple’s considerable wealth as necessary to stop Google cold, and he wasn’t interested in licensing to Google’s partners.  The offer that Apple made to Samsung, which came out during the trial, would have absorbed all of Samsung’s profit.  In other words, the terms were unreasonable, and Samsung rejected the offer.  But Apple wasn’t serious, or else it would have done something more like what Microsoft has done: license on reasonable terms.
Apple seems to want to drive all viable competitors from the high-mobility game (in which the pieces are smartphones, tablets, Ultrabooks, and basically any device you can carry around and operate all day without plugging into a wall socket).  If Apple succeeds, then it will have no viable competitors and might draw attention from public authorities around the world.
Microsoft may gain a better position in high mobility over the next few years with Windows Phone 8 and Windows 8 on tablets. And the aforementioned gentleman’s agreement between Apple and Microsoft will allow the latter at least the opportunity to give it a go. But Microsoft has no position in this market today.  Only Google does, by way of Samsung, HTC, and others.
There are questions about whether Jobs was alone in his passionate Google-hate and whether Tim Cook is prepared to carry on the battle in Jobs’s name. Some people think that Cook is less emotional and might seek an accommodation, but so far there’s no evidence of that. It’s likely that Jobs wasn’t the only one who felt the way he did and that some of his team still want the heart of Google’s city burnt to the ground.
It would be a bad thing for the market if Apple were to become the only supplier of high mobility products, software, and related services.  And yet, that’s where we’re heading.
Samsung has said it will request that the judge set aside the verdict and otherwise will appeal to a higher court.  A higher court might be more sympathetic to Google’s proxy if it sees Apple starting to look more like a monopoly. The Supreme Court would likely weigh heavily the potential harm to consumers of there being no viable competitor to Apple.
Intel has made good use of Advanced Micro Devices as a straw competitor and has thus avoided some of the problems that, for example, Microsoft faced.   And that Apple could face.
A proper settlement of this case would be for Apple to license on a reasonable basis to Samsung and other Android customers.  Microsoft already does.  A lot of consumers like Android.
Google can argue that Apple’s patents are overly broad and should be invalidated.  It can say, Apple, with its filings on “ways of doing things” is trying to patent the blue of the sky and the warmth of the sun.  And that’s not right.  Apple can’t claim to have invented “roundness” or “black.”
Over the years, whatever the final disposition of the case, the outcome will affect the shape of the high-mobility market — and our lives — dramatically.

Wednesday, July 25, 2012

Sean Parker : taking a risk by Andrew Ross Sorkin

Source: New York Times

Taking a Risk, and Hoping That Lightning Strikes Twice

Friday, July 20, 2012

NEC Trends and Challenges

Mobile World Congress 2012

NEC believes that Cloud Computing is the most important sustainable revenue opportunity for carriers since voice. By delivering Next Generation IT through the Next Generation Network, carriers would become a strong player in the Cloud Computing business, with unique competence and valuable assets.

 Beyond Telecommunication 
 There comes a time in every successful business when it becomes hard to grow. In developed and developing countries alike, market saturation in telecoms is limiting customer acquisitions and value added services have not been able to generate the same revenue as voice services. To continue to grow, it is time to look for other revenue sources. NEC believes that for sustainable and substantial growth, "Business IT from the cloud" should be one of the first places to look. 
Carriers already dominate the communications (and to some extent the personal media distribution) value chains. Energy and government service provision are certainly important areas to study, but in most cases Business IT seems a good place to start due to the general trend of SMEs moving to opex oriented models for software, systems and services. 

Beyond Telecommunication
As the diagram shows, carriers can position themselves to capture value from many value chains by providing an IT + communications capability to enable these business models or help deliver public services at lower cost. Through connecting customers or delivering content, this hub and spoke (core oriented model) has placed carriers at the center of many business models, maximizing their potential for revenue. 

 Zoom The previous Internet age saw users and content providers breaking away to form a direct relationship beyond the reach of the carrier's billing system. The cloud era, underpinned by the concept of "if we share, we can save money and gain best practice", is ironically marked by consolidation and a return to centralization, featuring the carriers' preferred, core oriented business model. 
This time, the datacenter is the new core. Cloud is not new and we can already see well known Web 2.0 cloud players controlling payment, identity and access within the cloud, justified through a much enhanced end-customer experience. 
NEC is committed to helping its carrier customers expand their business horizons to include new value chains such as Business IT. This new revenue will come from a new, more intimate relationship with business or enterprise customers, penetrating further into the technology, service and management aspects of their business operations. Carrier Cloud NEC's concept of the Carrier Cloud has three pillars: 1. Carrier-centric cloud – the use of cloud computing services, technologies and business models to acquire new value chains; 2. Carrier-grade cloud – being able to deliver cloud services that millions can rely on; 3. Differentiation through IT and network innovation and integration. 

 Cloud Services by Carrier Cloud services are the fundamental purpose of cloud: "The ability to provide services on demand, on a per-use basis, which scale dynamically, with the illusion of unlimited resources and without exposing the actual assets providing the service." What is important to the business customer, whose core purpose is rarely IT, is that they can convert much of their IT capex to IT opex while cutting inhouse IT support opex. For consumers, it is the same model except that they are expected to generate advertising or market intelligence income for the provider. The uptake of cloud services among the small to medium size enterprise community is complicated. We need to look at network bandwidth and stability, the prevalence of software piracy, regional trust levels and the attractiveness of the accumulated business applications (SaaS) portfolio. NEC can see at least two phases of cloud service provision for carriers.
The phases are differentiated by ecosystem complexity. In Figure 2, Stage 2 demands more cloud user devices, embedded devices, new business models and processes interacting within a more complex ecosystem. Carriers' Advantages We have already talked about the need for new revenue sources and how the cloud owner can control the cloud business model. This is strong motivation for carriers to move into this space – but what competitive advantages do they have? Our studies have shown that carriers have several advantages over Web 2.0 cloud service providers. 

These advantages includes their networks, which provide appropriate bandwidth, quality of service and end-to-end security; and commercial maturity which provides more commercial stability, customer support, customer trust and better operational processes. Better service availability can be derived from both. Carriers already have the human resource and know-how to build/ operate datacenters and backup centers. Carriers also have many telephony switching central offices that have earth-quake resistant, high-power air conditioning, power supply and security facilities. Carrier can use these offices as datacenters. Based on their human and material resources, carriers are considered to have great advantages over other cloud providers.
These advantages give the carrier a secret weapon, an end-to-end SLA that can only come from a carrier with service availability at carrier levels. Carriers have other strong points too: they have preferential access to their user's location information such as GPS or femtocell information for example. 
Carriers can even handle settlement and authentication functions, and use information about their customers and sales channels. All of which add value to cloud services. As carriers can bundle network access with cloud services, they can also offer a more competitive price.

Wednesday, July 18, 2012

It is never too late to Pablo Prigioni

By Marcelo Nogueira
Chief Editor Ole Newspaper

Prigioni se puso la remera de los Knicks para Olé. (Marcelo Figueras) 
Pablo Prigioni probably hasn’t awakened from the dream that means he will play in the NBA and with the New York Knicks.  Yet, at 35 years old, after an extended and successful career in Spain and in the national team of Argentina he has already lived a dream-filled life.

And it is better he doesnt wake up, that enjoy this, because he will live many more dreams come true.  From now on, his basketball home will be Madison Square Garden .
He will be surrounded by the public most fanatical of the league and the press of the top media in the United States, with specialists in the area, as demanding as passion for criticism.

In addition, as close as their colleagues, will be the ubiquitous presence of the living legend of Walt Frazier, a commentator for the local TV, the last great conductor of the Knicks champions of the 73.
Frazier was a genious in scoring, the pass and steal when the NBA didnt follow the statistics in turnovers
Surely, some council of brilliant "Clyde" will serve to Prigioni to accommodate its body in record time to a competition that always looked indifferently.

The native from Cordoba province, arrives in theory as third base and possibly the worst  team ´s salary, this in practice supposes a less responsibility with regard to the division of roles a franchise with pretensions to wade among the candidates in the season that will begin in October.

But Prigioni shows how feature that always started from the basement to get to the terrace against the prognosis of the most optimistic. Why could not repeat the history now while the challenge is present with the T Shirt of the Knicks? That has wire in the reel and the ability to achieve this there is no doubt, if, at 35, although it could have been much earlier.

Marcelo G. Nogueira
Ole Journal Argentina
Chief Editor 

Tuesday, July 17, 2012

Broadcasting Trends 2015 :Digital Media and The Sports Market

As more people turn to watching TV and films on the move, on demand or through web connected TV, broadcasters need to ensure they are offering a cross media solution.
Embracing new technologies such as 3D, and using the internet and social media will ensure broadcasters can secure their future by offering their clients content they want, where and how they want to view it.
Who will own the future of digital media?  This vast market will be ruled by those who understand the demographics, the expectations and the technology and are able to bring all these elements together in the seamless delivery of content for a very demanding audience.

Traditional monetization models are under threat while new ones are still immature.   The next five to 10 years will be turbulent in the media industry as new and established players compete for the market.  Only those who embrace the new paradigms and prepare for a nonlinear future will survive and thrive

The Sports Market

Major trends and challenges in an industry full of passion
The sports industry today is a wide-reaching business that spans the field of play—from the food and memorabilia stands at the stadium, to media rights and sponsorships. As much as €450 billion ($620 billion) is spent every year in the sports industry, which is catering to an ever-more fervent fan base. This complex business environment features numerous participants—from rights owners (clubs, leagues, federations and athletes) to sports agencies, sponsors and broadcasters—all competing for a bigger slice of the pie
Live sports events in particular offer a compelling proposition to different industry participants—from free-to-air broadcasters seeking viewers and advertising revenues and pay-TV broadcasters looking for loyal subscribers, to sponsors moving away from traditional media, event organizers, athletes and spectators.

 the global sports industry is growing much faster than national gross domestic product (GDP) rates around the world.1 And the global sports value chain—its size, makeup and revenues—has significant growth prospects for the future.
The economy of sports also reflects its cyclical nature. Many of the world's premier sporting events occur every two to four years—the FIFA World Cup and Summer Olympics, for example, take place every four years. Figure 3 shows that yearly sports revenues have grown steadily, yet how that money is spent changes every year. In 2008, for example, major events accounted for 8 percent of worldwide sports revenues thanks largely to the Beijing Olympics and UEFA Euro 2008 football tournament in Austria and Switzerland. In quieter years (2007, for example), major events make up barely 1 percent of worldwide sports revenues.
How do sports create value? Rights owners define the structure of professional sports around the world. They set the rules, organize the events and take responsibility for generating revenues from matches, media and marketing rights
Properties. The properties managed by rights owners are the intangible assets that draw fans and money. They include a wide range of parties, including leagues (such as the Premier League), pro tours (golf's PGA Tour), teams (the New York Yankees) and athletes (Roger Federer, Lionel Messi).
Rights management. Historically, monetization of properties was based on gate "take" (revenues) but now professional sports depend on media and marketing rights for more sources of revenues. Rights owners, or sports agencies acting on their behalf, not only structure the deals but also trade media and marketing rights.
Events. Effective rights management depends first on operating live events. An enjoyable experience for fans can create additional opportunities for revenue.
Content. The stadiums can only seat a certain number of fans, but packaging content for broadcasters' and sponsors' needs is a vital part of creating revenue in modern sports.
Media rights revenues will plateau. In the wake of the economic downturn, media rights revenues will likely level off, as broadcasters face increased pressure to reduce programming costs. Negotiations are often based on bargaining power of only a few broadcasters (or in some cases just one), making outcomes difficult to predict, but conservatively we estimate overall media rights to remain stable. Because broadcasters acquire media rights in multi-year contracts, the full impact of the financial crisis may not be felt for a few years. For football, this plateau in media rights revenues likely translates to a growth slowdown from 8 percent to 4 percent per year.
Ticket sales and sponsorships will bounce back. Growth in ticket sales and sponsorships is typically tied to macroeconomic factors. A recovering economy should help bolster these areas again.
"Premium" content: Broadcasters' battles will continue. Worldwide sports remain premium and exclusive content for broadcasters—attracting large audiences—but making money may prove elusive as consumption patterns change, the Internet proliferates and new players emerge. How will multiscreen media drive additional revenues for broadcasters? What new business models will be required to generate content on smartphones and tablets? How to deal with the potential risks of content piracy in an increasingly digital world? What are the best strategies for traditional broadcasters facing competition from Internet-based platforms willing to acquire and distribute content? These and other issues will continue to challenge broadcasters through 2015.
Demand is growing, but supply won't always keep up. Increasing the amount of exposure sports properties receive is appealing to sponsors, but team sports are usually limited by a finite number of teams and games (for example, 18 to 20 in football leagues, and 16 in the NFL). Even in individual sports such as golf and tennis, the calendar constrains how many public appearances athletes can make. Hence, even though demand is high, offers for sponsored platforms cannot match it, fueling a race for longer and more exclusive contracts. Sponsors will have to scrutinize their sports investments more effectively, a vital issue as the industry moves into the future.

The Business of Sports

The wave of new stadiums around the globe, the growing size of television contracts and the continued proliferation of sports advertising portends an industry that continues to soar, even as the global economy climbs out of recession.

Saturday, June 30, 2012

Yesterday , Imagine a world as One ,Remembering Juan Alberto Badia

Yesterday , a great Beatles song had special meaning for millions in Argentina. It was the day that our national Argentine host Juan Alberto Badia passed away, leaving the world  a legacy of a remarkable career in media.
Badia will best be remembered for joining talent, music, sports and news; combining all in new ways of productions formats, creating original ideas to communicate to audience. He linked the radio and TV universes, giving singers, journalists, writers, philosphers, artists and international figures the opportunity to display to the nation their talents and to express their thoughts on matters of import.

He surrounded himself with the best of the professionals available. And he had the qualities rare in a national personality; dignity and ethics, never letting his ego get in the way of giving his guests the opportunity to display their own styles. His interview technique helped bring out the best in those on his show. And he was as comfortable interviewing the best-known personalities of his time as he was in interviewing emerging talents. He had the uncanny ability of getting to the human side of every topic, asking just the right questions; eliciting from his guests answers that brought new, often uncharted insights.

Badia displayed a passion and enthusiasm for his work. Always with that trademark smile of joy. A smile that made all around him feel comfortable.

These are rare qualities these days. A host who naturally enjoys his work. But always with an eye on details that hadn't before been illuminated.

There were many memorable interviews. Those with Flecha Juventud and Graciela Mancusso come to mind. Introducing a generation to music and interviews that were stamped with his unique approach.

His trademark Badia and Cia TV show which featured bands that performed live and sports interviews will long set the bar for hosts that now follow. Badia was surely aware of this. He referred to Marcelo Tinelli, who follows in his tradition, as his career son. A student who may have even exceeded the very proud master.

Badia was also the creator of Imagen de Radio, a program that used the image of TV to  epitomize the spirit of radio. As always by his side through his long and successful career - his sister, Marisa, other relatives and life-long friends.

Bands like Soda Stereo, Alejandro Lerner, Charly Garcia , Andres Calamaro, Fito Paez, Patricia Sosa, Fabiana Cantilo, Fabulosos Cadillacs, Los Pericos, Mercedes Sosa, Leo Gieco, Marilina Ross, Spinetta and more are grateful today for Badia - because he helped launch all of their careers. He, in turn, was inspired by the likes of  Joaquin Sabina, Joan Manuel Serrat amd Jorge Fontana.

What made Badia so successful? It was his curiosity about every topic and talent. Whether it was music or his beloved Team River Plate and his interst in other sports like basketball and tennis. Sports figures and intellectuals alike jumped at the chance to be interviewed.

The dark days of Argentina - the days of the dictatorship - were the hardest for Badia. When he was constrained from discussing certain topics. But he remained a supporter, even then, of artists who were forbidden to appear on his show or who were exiled. Still allowing the expression, as best he could, of different ideologies.

It was a challenge. A thin line he was forced to walk. But somehow, he managed where others could not.

His Estudio Pais project will long be remembered as cutting edge - equipping a bus as a radio studio and traveling the nation to bring the stories of people in every region to the rest of the country. His radio studio traveled to Usuahia, Puerto Madryin, Bariloche and Pinamar in search of talent and ideas. Finally  settling in Pinamar beach-  the place he adored. Where a parade of characters made their way to his microphone.

Throughout it all, he remained both professional and humble. But always with a passion to promote to the nation the music of the Beatles - an ever-present component of his broadcasts.

His greatest professional achievement likely was his interview of Paul McCartney. It was his dream come true. And through that interview, we see the connection between the music of the Beatles and Badia's life.

Badia leaves behind a great family, wonderful friends, and musicians who, near the end, entertained him by singing Let It Be, to give him relief and courage.

Many things can be said about Juan Alberto Badia. But what most stands out is his generosity and passion, his love for life, his ethics and kindness and his undying belief that, in the words of John Lennon, "the world can live as one."

Thank you Juan Alberto Badia. You leave us a blueprint for love and creativity, innovation that never stops and the inspiration to continue to grow and emulate your life.
Transcend is the way to keep on living like he said  and will never be forgotten .
I dedicate this specially to your close friend, one of many. Thank you Alejandro Pont lezica for giving and sharing all your best with him.

Premio otorgado por APTRA el 27 de Mayo de 2012. 

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As's science editor, Alan Boyle runs a virtual curiosity shop of the physical sciences and space exploration, plus paleontology, archaeology and other ologies that strike his fancy. Since joining in 1996, Boyle has won awards from the National Academies, the American Association for the Advancement of Science, the National Association of Science Writers, the Society of Professional Journalists, the Space Frontier Foundation, the Pirelli Relativity Challenge and the CMU Cybersecurity Journalism Awards program. He is the author of "The Case for Pluto," a contributor to "A Field Guide for Science Writers," the blogger behind Cosmic Log: Bacteria can walk on 'legs' — and an occasional talking head on the MSNBC cable channel. During his 33 years of daily journalism in Cincinnati, Spokane and Seattle, he’s survived a hurricane, a volcanic eruption, a total solar eclipse and an earthquake. He has faith he'll survive the Internet as well.

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