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, 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.

Cloud Computing 2015

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Alan Boyle Science editor
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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